Driving purpose and building culture

As Rutland, Vermont-based Casella Waste Systems Inc. expands through acquisitions and organic growth, the company faces a familiar challenge in the waste and recycling sector: how to scale operations without losing connection to the workforce doing the day-to-day work.

From 2019 until now, Casella grew from about 2,000 employees to more than 5,500 across New England, New York and the mid-Atlantic U.S., significantly increasing the geographic footprint and operational complexity of the business.

Leadership recognized growth at that pace required operational alignment. Recruiting, retaining and developing its employees across hauling, processing, maintenance and customer-facing roles became a strategic priority.

The solution came in the form of the Power of Hard Work campaign, an initiative designed to highlight the pride, dedication and grit of employees across the company. Built to strengthen morale, elevate employee recognition and boost recruitment and retention, the “people-first” campaign was designed not as a one-off branding effort but as a long-term framework for messaging and internal communication.

Rather than centering the campaign on corporate values alone, Casella set out to anchor it in the lived experience of its workforce, with the goal of creating messaging that resonates internally while also appealing to potential new hires.

Origins and employee research

Early in the process, Casella’s head of marketing, Suzanne Samour, and her team worked with an external partner to conduct interviews across a broad range of roles. Drivers, mechanics, customer care representatives and operations staff were asked about their work, what they took personal pride in and what kept them engaged in an industry that often is both physically demanding and publicly misunderstood.

These conversations highlighted consistent themes around effort, reliability and impact, says Jeff Weld, vice president of communications at Casella. Employees spoke about showing up every day, working in challenging conditions and knowing that their work directly affects communities.

Weld says a theme of pride emerged, with employees noting that they work hard daily and make a difference to their communities. He adds, “The campaign was born out of the sentiment of the people who work here, and the marketing team deserves a lot of credit for that.”

That feedback shaped the tone and structure of the campaign, which avoided aspirational language in favor of straightforward storytelling. From there, Casella focused on translating those insights into materials that could be used across platforms, including recruitment ads, social media, internal communications and on-site language. The goal, Weld says, was to create something flexible enough to evolve but grounded enough to remain recognizable as the company continued to grow.

Stories from the frontline

A key element of the Power of Hard Work campaign is its emphasis on real employees performing real tasks. Campaign content features staff working routes, maintaining equipment, supporting customers and operating facilities.

“We’re not using actors. These are the people,” Weld says, noting that employees see their peers in the campaign. “They see somebody in Pennsylvania doing great work affects somebody in Maine that could do the same kind of thing. We share those ideas. It’s really about recognizing and celebrating the work of everyone and getting people to a level of awareness, even internally, of the great things that are happening.”

By showing the realities of the work, Weld says Casella aims to attract candidates who understand the physical and operational demands of the job while reinforcing pride among current employees.

Internally, the campaign provides visibility for roles that often operate behind the scenes, helping employees based in different regions and working in different departments see how their work fits into the broader scope of the organization.

Recruitment and training impact

The campaign is tied closely to Casella’s existing workforce development initiatives, particularly its Commercial Driver’s License (CDL) training program. The company established its CDL school to address persistent driver shortages while creating a clearer pathway into driving roles for existing employees and external candidates.

Since its launch, the program has graduated more than 400 drivers. Trainees receive classroom instruction and hands-on experience paired with mentorship from experienced drivers. Weld says this structure helps standardize training while reinforcing safety expectations and operational best practices.

“It’s really about: How do we make sure and continuously check ourselves against those metrics?” he says. “Are we seeing retention improve? Are we seeing safety improve? It’s really important that it’s not solely the job of the campaign, it’s not solely the job of our operations teams and things like that. It’s really about: How do we marry the two and create that authentic culture?”

By pairing employee stories with actionable programs like the CDL school, Weld says Casella attracts prospective employees who more closely align with the company’s overarching culture while providing caree paths that encourage long-term engagement.

Organizationwide recognition

Beyond external recruitment, the Power of Hard Work campaign framework supports internal recognition programs. Casella uses initiatives like its Core Values Champion award to highlight employees who demonstrate operational experience, teamwork and leadership in their roles.

Recognition is structured to reach across departments and locations, ensuring that contributions in hauling, processing and support functions receive equal visibility. Employees often are encouraged to share their own stories, which are then amplified through internal channels.

“People tend to gravitate toward the things that they know, and they tend to get into these modes where it’s comfortable to do just their specific job,” Weld says.

“So, really, [it is] recognizing the work that people are doing, showcasing that, [and] allowing them to tell their own stories, as well.”

Community connection

While the campaign focuses on day-to-day efforts, it also highlights how employees’ work connects to broader community outcomes. Casella’s operations support recycling, waste diversion and environmental compliance, and many employees are involved in community service.

In an example of how other storytelling efforts help the campaign, a driver highlighted for his work shares that he also trains for marathons that raise funds for St. Jude’s Children’s Hospital. “This guy’s bringing his whole self to work every day, and his life outside work is also service-oriented,” Weld says.

Sustaining a living campaign

As Casella continues to grow and evolve, Weld says maintaining authenticity remains a priority, with the company viewing the campaign as an evolving tool. Leadership monitors retention, safety performance and engagement metrics to assess whether the campaign is meeting its goals.

“Culture is a living thing,” he adds. “All living things need to be nurtured. They need to be cared for. They need to be grown. Suzanne and her team continue to evolve the campaign to help keep it a viable part of our overall efforts.”

Since its launch, Weld says the Power of Hard Work campaign has strengthened employee morale, elevated recognition, supported recruitment and reinforced training initiatives. By centering on real employee experiences, the campaign has demonstrated to Casella’s leadership that celebrating its workforce is not only marketing but a key component of the organization’s overall culture.

“If you keep your people happy, they’re going to keep your customers happy. And if your people are happy and your customers are happy, then your shareholder is going to be happy,” Weld says. “You have to be of service to each other, first and foremost.”

The author is the associate editor of Waste Today and can be contacted at eandrus@gie.net.