Inside Waste April 2026

22 Director’s responsibilities

28 Have we got circularity wrong?

34 Tyre recycling update

Container exchange –facing its next evolution

By Inside Waste

Trevor Evans did not arrive at Container Exchange (COEX) as an outsider. Before becoming interim chief executive officer, he had already spent months inside the organisation in an advisory capacity. His work focused on stakeholder engagement, giving him a close view of how the scheme functioned from within.

Currently, COEX is taking onboard 21 recommendations provided after an Inquiry into Improving Queensland’s Container Refund Scheme, which was tabled in the state’s Legislative Assembly on October 16, 2025. The report identified serious failures in governance, management, and accountability, including conflicts of interest and, is alleged to have led to referrals to the Crime and Corruption Commission. Evans has jumped into the fire, but if you think he is phased by these issues, think again. Having been in the boxing ring that is the Federal Parliament as the Assistant Minister for Waste Reduction and Environmental Management under the recently

ousted Liberal leader Sussan Ley, Evans frames it as an opportunity to build on a scheme that is already delivering strong outcomes.

“It’s not a poison chalice,” he said. “There are plenty of challenges, but actually it’s an opportunity-rich environment. The scheme fundamentally is a good one. It achieves some fantastic results.”

Is he defensive at all about the recommendations? Not at all. He said that he agrees with most of them. He argues that longevity of such a scheme inevitably brings scrutiny and that a review was both timely and appropriate given the scale and age of the program.

For Evans, the inquiry is less about fault and more about evolution. After seven years of operation, he believes the scheme was due for reflection and recalibration. His focus now is on demonstrating that Container Exchange can learn from the past while continuing to improve its performance and relationships with stakeholders.

(Continued on page 9)

Northern Italy’s path to high recycling rates

By Inside Waste

One of the bugbears of Australia is its tyranny of distance. It is for this reason that, when the federation was founded, it was decided to divide the country into states and territories so the various settlements could be the masters of their own destiny, overseen by a federal parliament. Fast-forward 125 years, and this federation style of governing is seen by some as not user-friendly for waste/resource recovery. While the federal government is responsible for certain aspects of the resource recovery sector (i.e. 2030 mandatory recycling targets), there are many differences when it comes to state landfill levies, licenses for infrastructure (and the standards that need to be met), differences in Container Deposit Schemes, as well as the number of bins used to collect the various waste streams. With that in mind, imagine a country like Italy trying to co-ordinate more than 8,000 municipal councils/regional authorities to get on the same page when it comes to household collections and meeting targets set by the national government. Italy has source separated collection for 80 per cent of municipal waste. This did not emerge from a single policy decision, but from a governance structure that combined national direction with strong regional and local autonomy. Italy is not a federal state, yet national legislation sets clear recycling targets that every region must meet. How those targets are achieved is left to regional and local authorities, allowing different approaches to develop within a shared framework.

(Continued on page 18)

What is circularity?

In this issue of Inside Waste , we have a thought leadership piece by Dr Ross Headifen, which stretches the grey matter on what circularity is. He challenges the current narrative of what the term means, and is adamant that a lot of people, though well-meaning, have unintentionally got it wrong. Without dissecting the piece, suffice to say it is thought-provoking and I’m hoping it will foster discussion around the water coolers at work. On that note, there has been a subtle change over the past five years since I have been in the industry. People no longer talk about the ‘waste’ industry, but the ‘resource recovery’ industry, which is part of the circular economy. Although recycling rates have yet to reach the government-mandated targets of 80 per cent, they are at around 66 per cent. In other words, two-thirds of the waste we produce is now being repurposed. Now it’s just a matter of kicking on.

This last point brings me to an interesting interview I had with Marco Ricci, who, among other things, is a director of Altereko sas Consulting based in Verona, Italy. If you think Australia has too many levels of government and

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enough red tape to drown Godzilla, think about Italy and its 8,000 – that’s right, thousand – municipal councils/regional authorities. Currently, Italy has source-separated collection for 80 per cent of municipal waste. This rate emerged from a governance structure that combined national direction with strong regional and local autonomy. And this could be the key to Italy’s success. Some feel – and anecdotal evidence seems to back it up to a degree – that Australian recycling rates have stalled or will not be realised by the government-mandated cut-off date of 2030 for the National Waste Policy Action Plan. This is not due to a lack of will in the industry. Everybody – and I mean everybody – I have spoken to wants to reach the target. Red tape, harmonisation between states and territories, and lack of infrastructure are the main reasons we will fail. Then you look at Italy, which has met such a target, and wonder “why not us, too?” Indeed, why not?

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Container exchange –

evolution

(Continued from the Cover)

“I WAS IN THE BUILDING FOR THOSE MONTHS of last year,” he said, referring to his consultancy role at the entity. “COEX was one of my partners in terms of the board advisory work I was doing before I landed in this seat. I see the review as a roadmap for improvement. It’s important for me and for COEX in this period ahead to show that the lessons have been learned and that mistakes of the past can and will be rectified.”

Breaking through the recovery ceiling

Despite strong public awareness and participation, Evans acknowledges that Queensland’s container deposit scheme seems to have reached a plateau. Recovery rates have stalled at around two-thirds of eligible containers, a trend mirrored across other jurisdictions. He believes this reflects the limits of household engagement rather than a lack of public support.

“Once people see how simple the change actually is, the surprise is that it didn’t happen earlier.”

“At the heart of these businesses is recycling, but actually it’s a customer-service oriented business. The depot model works really well in regional towns, but it’s probably insufficient to get us there in the suburbs and the inner-city areas around Brisbane. It’s about partners who exist in the places where people are visiting day in, day out.”

The remaining containers are more likely to be consumed outside the home and lost to landfill or litter. Capturing these containers presents a more complex challenge due to the diversity of locations and behaviours involved. Public spaces, retail environments and transport hubs all require different solutions.

Evans argues that the success of depots in regional Queensland highlights the importance of convenience and routine. In smaller communities, people are more accustomed to making dedicated trips into town and incorporating container returns into that journey. Urban environments, however, operate differently and demand a different approach.

To overcome this gap, he believes the scheme must diversify its offering. Reverse vending machines, retail partnerships and return points embedded in everyday locations are central to capturing containers from the out-of-home sector. The goal, he said, is to meet people where they already are rather than expecting them to change their habits.

“All of them seem to be hitting up against this

67-ish per cent glass ceiling,” he said. “The last third of the containers out there that aren’t yet coming into the scheme are probably weighted very heavily towards the out of home sector. It’s a much more complicated thing to thoroughly and comprehensively deal with that out-of-home space.

“At the heart of these businesses is recycling, but actually it’s a customer-service oriented business. The depot model works really well in regional towns, but it’s probably insufficient to get us there in the suburbs and the inner-city areas around Brisbane. It’s about partners who exist in the places where people are visiting day in, day out.”

Refunds, responsibility and political reality

The relationship between refund value and return rates is well established, and Evans does not dispute it. However, he is careful to distinguish between acknowledging that correlation and advocating for a policy change. As interim chief executive, he sees his role as implementing decisions rather than setting them.

Maher El Masri is Convicted of Two Asbestos Waste O ences

On 11 July 2025 Maher El Masri was convicted of two o ences against the Protection of the Environment Operations Act 1997 (“the Act”) for:

(1) causing the transportation of waste, including asbestos waste, to a place that could not lawfully be used as a waste facility for that waste, contrary to s 143(1)(a) of the Act; and

(2) causing the disposal of asbestos waste o the site at which it was generated, contrary to s 144(1) of the Act.

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Maher El Masri was prosecuted by the Environment Protection Authority (“the EPA”).

e dangers of asbestos are well known to the community. e o ences caused harm to the environment including the degradation of land.

On 28 January 2026 El Masri was ordered to pay a total monetary penalty of $74,000, the EPA’s professional costs of the proceedings in the Local Court in the amount of $59,451, and to publish this notice at his own expense.

Evans emphasises that refund levels are determined by governments, not schemes. He speaks candidly about the political reality of increasing prices at a time when cost-of-living pressures are high, suggesting such a move would require political courage.

Rather than focusing solely on refund value, he highlights other measures that could improve recovery rates. Mandatory participation for certain organisations, stronger engagement from government agencies, and better infrastructure in public spaces are all areas he believes could deliver measurable gains.

He also cautions against direct comparisons with European systems, noting that cultural norms, infrastructure and historical experience with waste differ significantly. In Australia, many participants are motivated by environmental or social outcomes rather than financial reward alone.

“The schemes don’t set the price. Parliaments do,” he said. “I’m not a politician anymore. I recognise that it would be a very brave politician who puts up the price of items in the supermarkets in the middle of a cost-of-living crisis.

“There’s lots of other things which would demonstrably increase the recovery rate as well. Europe has got systems that have existed for three or four generations. There are heaps of people participating for whom the refund amount is irrelevant. Their motivation is the social good or the environmental good. And it depends on jurisdiction as well. Our recovery rates in regional Queensland are far higher than in urban Queensland.”

Responding to scrutiny and rebuilding trust

The parliamentary inquiry produced the aforementioned 21 recommendations, which Evans describes as expected for a scheme of this scale and age. He noted that the government has yet to formally respond, but that COEX is not waiting for direction before acting.

He believes many of the recommendations align with improvements the organisation was already considering. Increased transparency, stronger governance and clearer communication with stakeholders are all areas where he said progress can begin immediately.

He also addressed speculation surrounding leadership change, stating that the former chief executive, Natalie Roach, had reached the end of her contract and made a mutual decision with the board to move on. He rejected the notion that the inquiry should be seen as a personal indictment of past leadership.

Ultimately, Evans frames the inquiry as a constructive exercise rather than a crisis. For him, scrutiny is a natural and healthy part of managing a

large public scheme, particularly following a change of government.

“The government will say whether they accept or reject or accept in part the various recommendations,” he said. “It’s COEX’s position that at least half of the recommendations can be implemented by us well in advance of any changes. We can start to be more transparent about that now. We don’t need to be told to do it.

“We’re taking steps to do that right now, well in advance of the government saying they accept that recommendation.

“When a long-term government is replaced, it’s commendable that the incoming government looks at everything operationally and shines light into these places. That’s pretty normal.”

Queensland leads the way in container expansion

Queensland’s decision to expand its container deposit scheme to include wine and spirits has quietly reshaped the national conversation on resource recovery. Introduced in November 2023, the move made Queensland the first in Australia

to bring these products into the scheme, and, according to Evans, the results have justified the early leap.

From a recovery and recycling perspective, Evans said the evidence in Queensland is clear. The inclusion of wine and spirits has delivered strong returns without disrupting the mechanics of the system itself.

“Once people see how simple the change actually is, the surprise is that it didn’t happen earlier,” he said. “In practical terms, the shift has required little more than updates to barcodes and system settings, allowing existing reverse vending infrastructure to handle the new containers.”

That simplicity has sharpened questions about why other states and territories have been slower to follow. For Evans, the answer lies less in technology and more in policy caution, particularly around cost impacts for producers.

“Inclusion in a container deposit scheme does raise costs for beverage manufacturers,” he said, “and that’s something governments have to weigh carefully.”

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The challenge is most acute for small businesses. While global brands tend to dominate public perceptions of beverage manufacturing, Evans is quick to point out that the sector is largely made up of small operators: boutique distilleries, family-run vineyards and local producers already under pressure from rising costs. For these businesses, additional compliance requirements can feel disproportionately heavy.

Recognising that risk, Queensland has begun working closely with both government and small beverage manufacturers to ease the transition. Evans confirmed discussions are underway on measures to reduce administrative and regulatory burdens, particularly for smaller operators. While details are still being finalised, he signalled that practical relief options are being actively developed.

For the waste and recycling industry, the outcomes are obvious – cleaner material streams, higher recovery rates and increased volumes all strengthen the economics of recycling. At the same time, Queensland’s experience offers a live case study for policymakers elsewhere weighing similar expansions.

As other jurisdictions assess their next steps, Evans believes Queensland has demonstrated that broadening container deposit schemes need not come at the expense of industry viability.

“These issues are manageable,” he said. “If you bring industry along early and design the system properly, you can deliver environmental gains while giving businesses the confidence to adapt.”

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A missed opportunity by the Productivity Commission news

From the CEO’s desk

Environment Ministers will meet for the second time this year on 7 December, following the rst 2018 Meeting of Environment Ministers (MEM) in April, which was in part a response to the import restrictions driven by China’s National Sword Policy and the e ects this policy has had across the Australian waste and resource recovery (WARR) industry. Key decisions derived from the April MEM

backing, achieving these targets will be challenging. The Commission does however identify genuine barriers to circularity, including:

Regulatory inconsistency across jurisdictions.

Weak market signals for recycled materials.

Investment uncertainty for such business models.

Underdeveloped product stewardship set ups. It also calls for regulatory streamlining, stronger product stewardship schemes, and improved coordination between governments.

•Reducing waste generation, endorsing a target of 100% of Australian packaging being recyclable, compostable or reusable by 2025, and developing

Extended Producer Responsibility (EPR), widely used internationally, has proven effective in shifting responsibility upstream to those that make these products and incentivising better product design. Strengthening stewardship for emerging waste streams – such as batteries and photovoltaic panels –is important. However, recognising barriers is not the same as recommending systemic reform.

• Exploring opportunities to advance waste-to-energy and waste-to-biofuels.

•Updating the 2009 Waste Strategy by year end, which will include circular

released Opportunities

ways to improve Australia’s materials productivity and support the transition to a circular economy. While it contains practical observations about barriers and opportunities, it falls short of identifying what is required to shift Australia from a linear, to a circular economic model. A circular economy moves beyond the traditional “take-make-dispose” model. Internationally, circular economy policy is recognised not as waste reform, but as economic and climate reform. The reason for this is clear: material extraction and processing are major drivers of global greenhouse gas emissions.

It is time to take stock and examine what has been achieved since these decisions were announced. Now, seven (7) months may not seem like a long time, however in that time we have seen further markets close (Malaysia, Indonesia, Vietnam) and if you are an operator under continued nancial stress, seven (7) months could make or break you.

The Circularity Gap Report estimates that around 70 per cent of global greenhouse gas emissions are linked to material handling and use, including extraction, processing, manufacturing, and disposal. Analysis by the Ellen MacArthur Foundation found that 45 per cent of global emissions arise from the production of materials and products. The OECD and the UN International Resource Panel similarly conclude that resource extraction and processing account for approximately half of global emissions.

industry however the Queensland Government has embarked on the development of a waste management strategy underpinned by a waste disposal levy to increase recycling and recovery and create new jobs. The State will re-introduce a $70/ tonne land ll levy in March 2019. There are also strong attempts to use policy levers (levy discounts and exemptions) to incentivise the use of recycled material and make it cost competitive with virgin material. However, little has been done establish new markets and Government has not taken the lead in the procurement of recycled material. There are grants available for resource recovery operations in Queensland although no monies have been allocated to assist in 2018. This troubling as Queensland rolled out its Container Refund Scheme on 1 November, which will likely impact the cost and revenue models of the State’s MRFs – as have seen most recently in NSW.

While the Productivity Commission references elements of the national framework, it does not fully embrace the legislative ambition or systemic integration proposed by CEMAG. This is a missed opportunity to consolidate advisory work into coherent reform. Material productivity – economic output per unit of material input – is a key measure of efficiency. And one the current government is rightly obsessed. OECD data shows Australia lags many comparable economies on this metric. Improving material productivity requires structural shifts in production systems, product design, procurement practices; and consumption patterns.

WESTERN AUSTRALIA

Voluntary measures and fragmented regulation will not drive economy-wide transformation at the pace required. However national legislation could:

• Provide long-term investment certainty.

• Set uniform product and design standards.

The report frames circularity primarily as an issue of improving materials productivity and removing regulatory inefficiencies. While important, this framing underestimates the structural transformation required. A genuine circular transition requires:

• Enforceable national targets embedded in legislation.

The Western Australian Government set up a Waste Taskforce in direct response the China National Sword. As part of this announcement, the State Government urged all local councils to begin the utilisation of a three (3)-bin system - red general waste, yellow for recyclables and green for organic waste - over the coming years to reduce contamination. While this taskforce is a step in the right direction, we are yet to see any tangible results from it or any funding for industry. In October, the WA Waste Authority released its draft Waste Strategy to 2030, which comprises a comprehensive and detailed roadmap towards the State’s shared vision becoming a sustainable, low-waste, circular economy.

• Mandatory eco-design and durability standards.

• Recycled content requirements.

Following the April MEM, we have had three (3) states step in with varying degrees of nancial assistance for industry (councils and operators). This should be expected considering almost all states (except Queensland and Tasmania) have access to signi cant waste levy income each year. On the eastern seaboard, Victoria has approximately $600 million in waste levy reserves in the Sustainability Fund and NSW raises more than $700 million per annum from the waste levy. There is certainly no lack of funds that can be reinvested into our essential industry.

COMMONWEALTH

• Integration of circular principles into climate and industrial policy.

• A coherent federal framework aligning state and territory regulation.

Funding helps but as we know, the money goes a much longer way with Government support and leadership, as well as appropriate policy levers.

VICTORIA

In Australia’s drive to decarbonise the electricity grid, this component of the net zero challenge has received little regulatory attention, including in the recently adopted federal Net Zero plans. Electrification alone cannot, and will not, deliver net zero if material throughput continues to grow unchecked.

Regrettably, the Commission did not recommend the establishment of a dedicated national Circular Economy Act or other binding legislative mechanism. Instead, it emphasised coordination and incremental reform. In a federated system where environmental regulation is fragmented, harmonisation without legislative mandate has led to uneven implementation and slow reform. Businesses are left navigating inconsistent obligations and weak investment signals.

Victoria has arguably been the most active and earnest in supporting the industry post-China, with two (2) relief packages announced to support the recycling industry, valued at a total of $37 million. The Victorian Government has also gone above and beyond all others states by announcing it would take a leadership role in creating market demand for recycled products.

SOUTH AUSTRALIA

Australia’s National Circular Economy Framework adopted in 2024, set ambitious targets, including increasing material productivity by 30 per cent by 2035 and reducing per capita material footprint by 10 per cent by 2035. However, Australia’s broader net zero planning has been largely silent on the role of the waste and resource recovery industry in delivering emissions reductions through avoided extraction, prolonging material life and embodied carbon savings. Without consistent national regulation and legislative

• Mandate (comprehensive) EPR schemes.

• Embed recycled content obligations.

• Establish enforceable reporting and accountability. International experience demonstrates that jurisdictions embedding circularity into law – including through mandatory EPR and eco-design standards –achieve consistent outcomes than those relying on guidance alone. The reality is that circular economy reform are linked to climate performance. Extracting and processing raw materials account for a substantial share of global emissions. Retaining materials in use reduces demand for virgin extraction and lowers embodied carbon across supply chains.

Following the MEM in April, Australia now has a new Federal Environment Minister, Melissa Price, who in October reiterated to media MEM’s commitment to explore waste to energy as part of the solution to the impacts of China’s National Sword, which is troubling (EfW is not a solution to recycling). The Commonwealth also backed the Australian Recycling Label and endorsed the National Packaging Targets developed by the Australian Packaging Covenant Organisation (APCO), which has to date, failed to incorporate industry feedback in the development of these targets. To the Commonwealth’s credit, there has been signi cant coordination in reviewing the National Waste Policy, with the Department Environment bringing together industry players and States during the review process.

We have seen this dynamic before – including in the rollout of waste export restrictions, where policy ambition was not matched with domestic market development, procurement reform, or design standards to support Australian recycled content.

The Circular Economy Ministerial Advisory Group (CEMAG), established in 2023, delivered a systems-based roadmap in The Circular Advantage. CEMAG recommended:

Government announced a $12.4 million support package comprising $2 million of additional expenditure, $5 million additional funding for a loan scheme, together with targeted funding from the Green Industries SA budget. The Government has also o ered grants for recycling infrastructure.

NEW SOUTH WALES

Australia remains dependent on material extraction and export. If Australia fails to lift material productivity and circularity, it will face compounding risks, such as:

• Difficulty meeting national resource recovery targets.

• Reduced competitiveness in a global economy increasingly valuing circular performance.

• Exposure to carbon border mechanisms and embodied emissions scrutiny.

• Increased strain on domestic infrastructure and ecosystems.

The updated Policy will now go before Environment Ministers on 7 December. Commonwealth can play a key role – one that goes beyond the development of National Waste Policy. WMAA is supportive of the Federal Government maximising the levers it has, including taxation and importation powers, to maintain a strong, sustainable waste and resource recovery industry.

AHEAD OF MEM 2

• Clear national targets and timelines.

• Legislative reform to embed circular economy principles.

• Regulatory standards for circular product design and recycled content.

At rst glance, New South Wales’ eye-watering $47 million recycling support package was heralded as the spark of hope industry needed. However, on closer inspection, the bulk of this package that was funded via the Waste Less, Recycle More initiative and therefore the waste levy, was not new, making it very di cult for stakeholders, including local government, to utilise the funds as they were already committed to other activities. Some of the criteria proposed by the NSW EPA also made it challenging for industry to apply to these grants. On the plus side, e orts are being made by the NSW Government to stimulate demand for

There may be movement across Australia, with some states doing better than others, but the consensus is, progress is still taking way too long. It is evident that there are funds available in almost all States to assist with developing secondary manufacturing infrastructure, however the only way that this will really happen if there is government leadership around mandating recycled content in Australia now, not later.

• Leveraging government procurement to create demand.

• Alignment of circular economy measures with emissions reduction strategies.

These recommendations recognise circularity as economic reform, not environmental housekeeping.

Circular reform must be viewed as central to industrial and climate strategy. The report provides useful analysis of barriers and opportunities. However, it stops short of recommending the structural, legislative reform required to embed circularity into our economic architecture. At a time when Australia has articulated national circular targets and received comprehensive systems advice, the Commission should reinforce the need for binding national legislation and integrated policy reform. Instead, it has proposed incremental adjustments. In a federation where fragmented regulation has long slowed environmental reform, incrementalism is unlikely to deliver change at scale.

I look forward to seeing you at WMRR’s 2026 ENVIRO Circular Economy Conference in Adelaide in June where we will push for action not just words.

Voluntary schemes like the Used Packaging NEPM, under which APCO is auspiced, are not working. We have 1.6million tonnes of packaging waste in Australia, which needs to be used as an input back into packaging. Barriers to using recycled content in civil infrastructure must be identi ed and removed, and Government must lead in this eld and prefer and purchase recycled material. A tax on virgin material should also be imposed as it is overseas. MEM must show strong leadership on issue. Ministers have, since April, dealt directly with operators and councils that are under stress and we have a chance to create jobs and investment in Australia

Northern Italy’s path to high recycling rates

(Continued from the Cover)

THIS FLEXIBILITY HAS BEEN CENTRAL to the country’s progress, particularly given the sheer number of municipalities involved.

Marco Ricci is chair of the International Solid Waste Association (ISWA) Working Group on Biological Treatment of Waste, and managing director of Altereko sas Consulting based in Verona, Northern Italy. He will be a guest speaker at this year’s Coffs Waste Conference in May, and has been involved in the waste industry for decades. He said having more than 8,000 local bodies historically made waste management highly fragmented and inefficient. To address this, national legislation required municipalities to be grouped into waste management

districts. These districts are responsible for organising services, coordinating planning, achieving economies of scale, and maintaining consistent service standards across larger areas. While regions retain autonomy over how districts are structured, cooperation has been essential in moving beyond small, isolated systems.

An early driver was the introduction of a clear national target for separate collection. Initially set at 35 per cent in the late 1990s, the target was later increased to 65 per cent, with economic penalties for municipalities that failed to comply. According to Ricci, the target was critical. It was easy to understand and easy to measure, and it pushed municipalities to rethink their collection systems rather than focus on marginal improvements.

“It was a very simple target, because everybody understands what it means,” he said. “You have to separate at least 65 per cent of your municipal solid waste. When they asked experts how to get there, we told them that without food waste being included in the equation, they would never make it.”

Municipalities progressiveily moved away from road container systems towards door-to-door collection. Large roadside bins, often holding 1,000 litres, placed responsibility on no one and offered no opportunity to monitor quality. By contrast, door-to-door systems made households responsible for how they sorted their waste and allowed for closer control over contamination. Over time, this shift became a defining feature of Northern Italy’s approach.

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“It

Designing services that change behaviour

The transition to new collection systems was not without challenges, particularly in the early years when municipalities were still operating independently. Ricci noted that change often began with pioneering councils that demonstrated the effectiveness of new models. Neighbouring municipalities then copied these approaches once they saw higher participation rates and greater public satisfaction. This process of imitation was reinforced by the formal creation of the aforementioned waste management districts, which adopted the best-performing models rather than the lowest common standard.

Several external pressures also accelerated change. Landfill availability declined, pushing disposal costs higher and making alternative systems more attractive. At the same time, political change created an appetite for visible reforms. New administrations were often willing to take risks on innovative waste schemes as a way of signalling a break from the past.

“There were political factors, but also management factors,” said Ricci. “Mayors had to show they were able to change the game. Disposal costs were rising, and they needed to demonstrate they could respond.”

As the system matured, many municipalities introduced pay-as-you-throw charging mechanisms, applied specifically to residual waste. Under this approach, households pay a basic fee covering a set number of bin collections each year. Additional collections incur extra charges, while recycling and separate collection are charged at a flat rate. The model is deliberately simple, based on volume rather than weight. It is also easy to apply in door-to-door systems where each building has its own container.

This pricing signal reinforced the behavioural shift created by service design. Households quickly learned that reducing residual waste by sorting more effectively was both environmentally and financially beneficial. Importantly, these measures were layered onto existing collection systems rather than

introduced in isolation, creating a cumulative effect over time.

Although national legislation still requires only 65 per cent recycling, many municipalities now exceed 80 per cent. Ricci points out that this outcome reflects the reality of Italy’s waste composition. Once food waste and packaging are effectively captured, only a relatively small proportion of municipal waste remains non-recyclable.

Managing food waste in high-density housing

High-density housing presents particular challenges for food waste collection, especially in historic city centres where space is limited and streets may be narrow or pedestrian-only. Italian cities have addressed these challenges through careful planning, high service frequencies and a strong focus on convenience at the household level.

Ricci describes how schemes typically begin inside the kitchen, with households provided with vented kitchen caddies and compostable liners. These tools make food waste separation hygienic and manageable, reducing odours and moisture. From there, systems are tailored to the characteristics of each building.

“We investigate building-by-building how many

floor, often with controlled access so only residents can use them. This creates a 24-hour tipping point, allowing residents to dispose of food waste at their convenience rather than on fixed collection days. Food waste is collected frequently, typically twice a week and up to three times a week in summer, to prevent hygiene issues.

In historic centres where there is no space for shared bins, households may use individual containers placed outside their doors on collection days. In these cases, higher collection frequencies compensate for the lack of storage space. And costs?

“It is more expensive in terms of labour, but you save money on treatment and disposal,” he said. “In Parma, for example, the overall result was a saving of roughly two to five per cent in the first years.”

Ongoing communication and service refinement are essential to maintaining low contamination levels. Italian municipalities invest in planning before rollout and continue to monitor performance after implementation. Customer satisfaction surveys consistently show high approval rates for new systems, even in large cities.

Anaerobic digestion, composting and emerging European trends

One way Italians treat food waste is via anaerobic digestion. It is the result of both technical evolution and policy incentives. Until around 12 years ago, industrial composting was the dominant treatment method, with facilities typically processing 30,000 to 40,000 tonnes per year. Composting was favoured because it was simple, scalable and well understood.

The introduction of renewable energy incentives changed the landscape. Subsidies for biogas production made anaerobic digestion financially viable, particularly as an add-on to existing composting facilities. This hybrid approach allowed operators to increase capacity, control emissions more effectively and generate renewable energy, while still producing compost from the digestate.

“In our scheme, it was an upgrading of composting, not a substitution,” said Ricci. “Two thirds of the food waste collected separately is undergoing combined anaerobic digestion and post-composting.”

Cost remains a consideration. Combined facilities require higher capital investment than composting alone, and their viability has historically depended on energy subsidies. Recent increases in energy prices have altered the economics, but Ricci emphasises that large facilities are needed to achieve balance without incentives. Italy’s natural gas grid has also been an advantage, allowing upgraded biogas to be injected as biomethane.

Across Europe, Ricci sees two distinct paths emerging. Countries with established organics systems are refining and expanding their treatment capacity, often by adding anaerobic digestion. Others are still at an early stage of separate collection and are investing in infrastructure using European funding. In

Marco Ricci, managing director of Altereko sas Consulting.

these cases, contamination remains a critical risk, particularly where anaerobic digestion is adopted without strong collection quality controls.

He notes that European legislation now requires separate collection of organic waste, but does not set specific recycling or quality targets. This gap has led to uneven performance and growing calls for stronger regulatory drivers.

“We think that also for bio waste we need recycling targets, or limits on the amount of

organic waste that can be disposed of with residual waste,” he said. “Otherwise, we risk schemes working with poor results.”

Despite these challenges, Ricci highlights a strong culture of collaboration across Europe, with cities and regions sharing experiences and adapting successful models to local conditions. This exchange, rather than simple replication, has been central to improving systems and sustaining high recycling performance over time.

Director’s liability –are you as worried as you should be?

By Gavin Shapiro, Partner, Hones Lawyers

AS A PARTNER AT MY LAW FIRM , I’m one of the directors. I’m also one of the directors of a not-forprofit organisation that I’m involved in. Sometimes I find myself questioning why I’ve taken on all this responsibility and stress, and whether it’s worth it. But that’s nothing compared to the questions directors and managers in waste management companies could be asking themselves.

The risks involved in being a director, or someone involved in management of a waste management company, are immense. There are of course all the

normal risks relating to fiduciary duties, work health and safety, and all the rest. But on top of this are incredibly onerous, and frankly frightening liabilities, which are known in legal terms as executive liability.

In New South Wales, these fall under section 169, 169A and 169B of the Protection of the Environment Operations Act 1997 (POEO Act). The other states and territories have similar provisions. What these provisions do, is effectively state that where a company is convicted of a criminal offence, the director is liable personally – that is in their own name – to also be convicted of the same criminal offence as the company. This means that the director may also be

prosecuted, subject to criminal conviction and fine (or even prison in the most extreme cases).

You also may ask, “well what if I’m not on the Board? What if I have some other title?” Directors are deemed to be anyone with control or management of a company. That is essentially anyone with the ability to direct employees to take actions, or to manage affairs or operations of the company. This can extend to various levels of management, particularly where corporate structures provide for multiple managerial roles, or subsidies and the like.

In NSW (and some of the other states), executive liability is broken up into subcategories. Without

had to have had knowledge or should have known of the offence, versus strict liability (no knowledge), and the level of due diligence required to mount a defence.

But for the most part, unless a director can demonstrate they took all reasonable steps to prevent or stop the omission of that offence (a very high level of due diligence), they can be found guilty. The offences covered by executive liability include: Unlawful waste transportation; unlawful waste disposal; unlawful use of a place as a waste facility; use of a place without the appropriate licence, or breach of licence conditions; and various pollution offences.

So, how worried should directors be? Some recent cases give us an idea.

Environment Protection Authority v McMurray , the general manager of a council was found liable by the Court of Criminal Appeal for environmental offences committed by the Council (use of a waste facility without lawful authority, and in breach of licence conditions). The Council’s GM had argued in lower courts that executive liability did not apply. But the Court of Appeal found that it did. This was an unwelcome surprise – certainly for all Council GMs –but also for many companies. Before this case, the EPA had usually only pursued executive liability against directors of small companies – say 1-5 employees, where it was straightforward to prove the director exercised control over operations. This case signalled

larger entities, which is a worrying sign for all directors and managers in the industry.

I know from personal experience that the EPA has asserted in investigations and interviews that various people with oversight roles are liable for executive liability. And I have been involved in investigations where the EPA has looked seriously at executive liability of larger entities.

The fines handed out to directors by the courts vary according to the circumstances. But typically, they are around 10 per cent – 30 per cent of the fine issued to the company. Given the fines available to the courts are in the millions of dollars (but more commonly range between $400,000 - $750,000), these can be substantial. But worse than the fine is the criminal conviction, which can have serious consequences for those individuals.

Some examples of the fines handed out for executive liability offences by the court include:

• EPA v Jackson & LeMessurier : criminal convictions, fines of $40,000 each and investigation and prosecutor’s costs shared, for unlawful use of place as waste facility without lawful authority for hazardous waste;

• EPA v Fair : criminal conviction and cumulative fine of $57,375, in addition to investigation and prosecutor’s costs, for failing to clean up waste tyres under clean-up notice;

• OEH v Woods : criminal conviction, $170,000 fine and prosecutor’s costs for unlawful vegetation clearing; and

: criminal conviction, fine of $37,500 and prosecutor’s costs for operating a waste facility without lawful authority.

There are also some other aspects to executive liability. One of the most tricky is that directors or managers often speak on behalf of the company to regulators. When the EPA issues notices to provide information, or requires interviews on the record, it is usually these people answering on the record. And, under environmental laws, it is a criminal offence not to answer notices or questions in interview.

But as an individual, we have a right against self-incrimination. So how do we square this Fordham v EPA answered this to some extent. Put simply, where the director objects to self-incrimination, answers given in an interview cannot be used against them personally as evidence. But how this works in practice, where the company is prosecuted, is still something that remains to be answered. These sorts of issues make navigating EPA investigations difficult for directors

So, what are directors, and those in management positions to do? Well, to paraphrase Sonny Curtis of the Crickets (most people assume it was The Clash), if you try to fight the law, they’ll probably win. The best approach is prevention. Implementing comprehensive environmental systems, regular audits, and clear processes to prevent incidents before they occur is the surest means to avoid executive liability – and may just provide a defence if the worst were to occur.

Family business, built on reliability

AT ITS STAPYLTON DEPOT IN SOUTH-EAST

Queensland, Cheapa Skips operates a fleet that has become a familiar presence across Brisbane and surrounding regions. Owned and managed by Jayden Linsdell, the company has grown over 22 years from a sole trader operation into a multi-truck business servicing commercial construction, trade clients and the general public.

The business was established by Linsdell’s father, who identified an opportunity within the building sector and began supplying skip bins to local projects. After five to seven years operating independently, he brought Linsdell into the company. Starting with a single second-hand truck purchased online, Linsdell learned the operational side of the industry firsthand. His brother later joined the enterprise, strengthening what has become a stable family-run operation.

Today, Cheapa Skips runs eight trucks, with an additional spare vehicle, and employs six staff. The company services a broad geographic area, including Brisbane, Ipswich, Logan and the Gold Coast. That footprint requires careful logistical planning and consistent fleet performance, with vehicles moving continuously between construction sites, commercial premises and residential customers.

Operating in a competitive waste services market, Linsdell understands the importance of differentiation. Presentation forms a deliberate component of the company’s brand strategy. The Isuzu truck fleet features full vehicle wraps and distinctive detailing, including stainless-steel visors, ensuring strong visual impact on site. For Linsdell, the trucks represent more than transport assets; they are mobile brand ambassadors. A professional appearance reinforces credibility, particularly when arriving at

high-profile or tightly managed construction projects.

While presentation supports brand positioning, reliability underpins client relationships. Cheapa Skips works to strict project deadlines, particularly within the building sector where delays can have downstream impacts. Linsdell emphasises punctual delivery and collection, clear communication and ease of engagement as essential service pillars.

“Consistency is critical to maintaining long-term

Fleet uptime is central to meeting those commitments.

“All our trucks go back to Brisbane Isuzu for servicing,” said Linsdell. “They offer overnight servicing, which is ideal for us. The truck goes in after hours and is back on the road the next day, which is exactly what we need. Downtime isn’t an option in this industry.”

Vehicle specification has also been selected with operational efficiency in mind. The company’s single-axle configuration provides enhanced manoeuvrability, particularly on constrained building sites and in urban environments where access can be limited. The short wheelbase and responsive steering allow drivers to position vehicles accurately and safely, reducing time on site and supporting overall productivity. Load capacity and power remain sufficient for the demands of skip bin delivery and collection across varied terrain.

In recent years, updated cab technology and safety features have contributed to driver comfort and operational confidence. For Linsdell, these incremental improvements enhance day-to-day performance while supporting compliance with evolving workplace safety expectations.

Despite sustained growth, demand across the region remains strong. The business frequently operates at capacity, with fleet and bin availability closely managed to meet client requirements. For Linsdell, this level of activity reflects both market conditions and the company’s reputation for dependable service.

More than two decades after its establishment, Cheapa Skips continues to expand on solid operational foundations. The business has evolved from a small family venture into a structured, service-focused enterprise positioned to meet the ongoing needs of

Easyquip expands equipment focus

EASYQUIP, A FAMILY-RUN BUSINESS with a 35-year legacy in waste bin manufacturing, is establishing a dedicated equipment division. By partnering with the Italian hydraulic specialists at Bob Italev, Easyquip is bringing a new level of small business care to the world of hook loaders and truck-mounted equipment.

The move marks a shift from Easyquip’s recent focus on the production of high-quality waste bins. However, the company’s roots remain firmly in the mechanical and engineering side of the trade, with its founder initially starting the company in the 1990s around truck bodies and trailers. Over the past five years, the business has transitioned back into the equipment space, first with compactors and balers, and now with a full-scale launch into hook loaders. Easyquip’s Jack Hocking said the move is driven by

the small things that matter out in the field,” Hocking said. “The decision to get into trucks wasn’t really driven by wanting to grow or wanting to be bigger and better, it was more that we could see our customers needed help.

“For us, we’d shifted from being entirely focused on bins to bringing on the equipment division. We had developed a structure where we’re able to successfully deliver these products and projects to the market, but we’re still small enough to care, to go the extra mile to deliver the best solution for the customer”

Hocking said Easyquip’s background in bin manufacturing provides a suitable foundation for the new venture. With 35 years of building and selling hooklift bins behind it, the company understands the versatility needed in the Australian market. The

“We’re not just bolting a unit onto a chassis; we understand the technical application and the stresses involved in the day-to-day operation of a waste fleet,” Hocking said.

The decision to partner with Bob Italev was equally deliberate. Like Easyquip, the company – a division of B.O.B. S.p.A. – is a family-owned business that has retained its roots despite a global reach extending to the Americas and beyond. Founded in 1974, Bob Italev has spent half a century specialising in hydraulic equipment, specifically hook loaders and skip loaders. It has maintained a presence in Australia for 30 years and has delivered more than 1000 units, but the new partnership with Easyquip as the sole Australian distributor represents a renewed commitment to the local market.

becoming a big global brand. They’re a family business from Italy. Although they are a global business and lead the market in many ways, they’re still very much a family business that cares and supports the customer,” he said. “I deal directly with the owner, and I’m sure many in the Australian market would know him personally as well. He travels here to Australia, and he spends time on the ground with our customers, understanding their needs. There’s that level of care and attention to detail.”

Hocking also said Bob Italev units have been designed to handle the harsh conditions of the Australian waste landscape, but the hardware is only part of the equation. Easyquip has invested in infrastructure to support the new division, expanding its warehouse space in both Queensland and Victoria to hold an in-house stock of spare parts, addressing a common industry frustration of waiting weeks for components to arrive from Europe. In addition to parts, the company has brought all engineering, fitting and stability calculations in-house.

Hocking said in the waste industry, where “time is money,” having the necessary resources available without relying on outsourcing is critical. Access to technical data, product-specific training and the suite of supporting tools to deliver the right solution quickly is what the industry wants and needs.

Easyquip aims to fill a service hole and is positioning itself as a national equipment supply business that delivers everything from the initial opportunity, through to in-field training and long-term maintenance.

“Whether it’s a small family operator in Mildura or a growing regional business in Chinchilla, the feedback from the ground remains the same: operators want a partner who will answer the phone, deliver a solution and fix a mistake if it happens,” Hocking said. “The waste industry is too small for a bad reputation. The partnership

between Easyquip and Bob Italev is built on the idea that reliability is the most valuable product a company can sell.

“If you want to be a respected brand in the waste industry, you must be trustworthy, loyal and deliver the best solution. It’s about being the country’s trusted equipment supply business.”

Misleading circularity claims being made

By Dr Ross Headifen, Biogone

THESE DAYS, THE CONCEPT OF CIRCULARITY is the buzz word of the waste industry. Everyone wants to claim, mainly for their marketing purposes, they or their products are contributing to the circular economy.

If we want to stop the linear economy of make take and waste, then we have to be keeping materials in circulation. This means stopping the use of virgin materials and instead, reusing and or recycling materials to be remade into similar products, time and time again. The savings should

becomes waste and the intrinsic value of products and materials are retained”.

There are a number of different versions of circularity depending on who is promoting it. However, we need to be strict on our terms and definitions if we want to get to a circular economy and for people to trust these claims. In material circularity, the recovered material goes back to manufacturers to stop their virgin material inputs. It does not have to go back to the same manufacturer, but the material needs to go back to a manufacturer making a similar product level of usage. For example, a computer case, into a

and selling a product. The company takes in virgin materials and processes them into their product. Once the product is used, if it is downcycled into a simpler more basic item like a garden bench, then this has not stopped the company from continuing to bring in virgin material to produce their products. Not circular in this case.

Repurposing waste is often claimed as being circular as it is avoiding waste going to landfill. It makes for good headlines. For example, using plastic waste in road base or concrete construction is not circular. It is not returning the material to a manufacturer to stop them using

Vadim/stock.adobe.com

a solid fuel. If it is biodegraded in a landfill or burned in a waste to energy plant, a portion of the energy of the material can be captured and used to generate electricity to supply a manufacturing plant to make products. Here the energy of the material is circulated (one time only), not the physical material itself. There are several reasons why a material cannot be recycled. It may be the product itself, which could be a complex composite of laminates, or the recycling industry does not take that plastic type, or it is so damaged or contaminated that it is not viable to recycle. In many cases, the country of origin of the material simply does not have the recycling processing ability to recycle it or, even if it could be, reprocessed. Or maybe there is no demand for the recyclate as the country has insufficient manufacturing capacity. Shipping the recyclate off to another country to make more high-level products means the world becomes circular, but the country itself cannot.

Yet another claimed form of circularity and a long stretch of the meaning, is the circular plant matter, or the molecules from plant-based materials. The composting industry for example makes claims their products are circular, as the material biodegrades and is used as fertiliser food for new plants to grow in the years and decades in the future. Compostable products are not recyclable and have to be disposed of at a waste facility in order for them to break down. Special facilities are required for commercial compostable

materials, and these are not readily available. Home compostable materials will biodegrade in landfills, so they do allow some of their embodied energy to be captured. In general, this form of circularity follows the linear make/take and waste model, with the down sides of needing virgin

materials all the time and their associated higher energy usage. Anyone expecting a composable product made from a circular economy needs to do more research into the claim.

What is clear is that the above types of circularity are being claimed under the one

ACOR’s proposition for stewardship schemes

AUSTRALIA LACKS A NATIONALLY AGREED FRAMEWORK to determine when product stewardship or extended producer responsibility (EPR) schemes should be introduced, according to the Australian Council of Recycling (ACOR).

The organisation has proposed a formal Trigger Framework designed to guide when intervention is justified and how stewardship schemes should be developed.

ACOR argues that, in the absence of a clear framework, decisions to introduce product stewardship or EPR schemes are often reactive and inconsistent. Initiatives can be driven by opaque policy processes, political or media pressure, voluntary brand-led action or fragmented state-based approaches.

The result, the organisation says, is uncertainty for industry and recyclers, along with the risk of poorly designed or duplicative schemes that disrupt markets and produce inconsistent national outcomes. Product stewardship and EPR schemes remain important policy tools, but ACOR emphasises they should be used selectively and only where genuine market failure exists. Other mechanisms – such as landfill levies, procurement settings, regulation or export controls – may be more appropriate in some cases.

Under the proposal, government decisions would be guided by a transparent, data-driven framework. Clear quantitative triggers would determine when intervention is required.

Indicators of market failure could include low collection or recycling rates relative to the volume of products placed on the market, insufficient domestic processing capacity, a lack of viable end markets or situations where recovery costs exceed the value of recovered materials.

Other triggers may include product design features that make recycling difficult or hazardous characteristics that pose environmental or safety risks. ACOR says thresholds should be sector-specific and informed by domestic capability, international benchmarks and industry consultation.

The framework also proposes mandatory pre-scheme assessments before new stewardship or EPR schemes are introduced.

These assessments would include independent data collection on product volumes, composition, hazards and recovery performance, as well as regulatory impact analysis and structured stakeholder consultation.

ACOR is also calling for mandatory consultation with recyclers. Current federal legislation does not require engagement with

recycling operators, despite the direct impact stewardship schemes can have on recycling infrastructure and investment.

The organisation says formal consultation with recyclers – including engagement with ACOR as the sector’s peak body – should be a core requirement.

Another principle of the framework is targeting problems at the appropriate level. Performance can vary within product categories, and interventions should focus on underperforming streams without disrupting high-performing markets.

The proposal also emphasises designing products with recycling in mind. Recyclers should be involved in identifying products that are poorly designed for end-of-life management, helping prevent waste and support circular outcomes from the start of the product lifecycle.

ACOR is also calling for a National Stewardship Strategy to coordinate activity across material streams. Such a strategy would establish clear priorities, timelines and a stronger federal leadership role.

A more centralised national approach, the organisation argues, would avoid inconsistent implementation models created by state-led schemes and provide greater certainty for recyclers, brands and investors.

The framework also includes provisions for fast-tracking responses to hazardous products. High-risk materials – particularly those posing fire or safety risks – would require accelerated national action.

ACOR says delays in responding to battery-related risks demonstrate the need for clearer triggers when dealing with hazardous materials.

REMONDIS Australia Acquires VetraHealth

REMONDIS AUSTRALIA HAS ACQUIRED BRISBANEbased VetraHealth. The acquisition is important given REMONDIS’s inroads to the sector nationally, drawing on expertise from its existing local and global operations.

VetraHealth is an established family-run business providing medical, clinical and related waste services, and sanitary waste management.

The company has serviced customers across health, veterinary, commercial and industrial markets in South East Queensland and Northern New South Wales.

Current clients include veterinary clinics and veterinary hospitals, medical clinics, dentists, cosmeticians, tattooists and body piercing clinics.

The team will shift from its base north-west of Brisbane and integrate with REMONDIS’ advanced Resource Recovery Facility in Rocklea, to boost operational efficiency, customer service and price competitiveness.

A new medical waste processing facility is being constructed, additional staff hired, and the fleet expanded as the business pursues new government and private sector contract opportunities.

The acquisition of VetraHealth expands REMONDIS’ range of services.

This extension of services is set to include the collection and disposal of medical, clinical, cytotoxic, laparoscopic, pharmaceutical, biosecurity and anatomical wastes. In addition, the team provides sharps disposal bins and sanitary disposal bins.

These specialised services can be bundled with REMONDIS’s conventional general waste and recycling services, with a single monthly invoice and a single point of contact.

All services can be managed via REMONDIS’s online Client Portal, providing 24/7 self-service and access to data for operational and environmental reporting.

Combining VetraHealth’s collection capabilities with REMONDIS’ existing regulated and biosecurity waste disposal facility at Swanbank, and new autoclave sterilisation facility under construction at Rocklea, provides a unique ability to assist organisations to deal with difficult waste streams originating from the health sector.

Long-term VetraHealth owners Shirley Affoo and Shaune Affoo, who have 25 years’ industry experience, will remain with the business to ensure the expansion objectives are delivered.

“We’re always looking for blue chip acquisitions and VetraHealth is a perfect fit for our medical and clinical waste expansion program,” REMONDIS Australia business development manager Mike Arnold said.

“The coupling of VetraHealth’s local expertise and REMONDIS’ global expertise will underpin our growth in this specialised field.

responsible for about seven per cent of Australia’s total carbon footprint, which is double the emissions attributed to the aviation industry.

“Although a lot of the onus falls on healthcare institutions, we play critical roles through providing education, training, auditing, tools and systems to ensure waste is reduced and diverted from landfill.”

Shaune Affoo said the acquisition would

supercharge the specialised team’s ability to service clients.

“The sector is extremely competitive, so a willingness and ability to adapt to ever-changing market landscapes is essential,” Affoo said.

“We’re proud of all we’ve done to bring VetraHealth this far and honoured to step on board with REMONDIS, which has the ability and know-how to take operations further.”

VetraHealth provides medical, clinical and related waste services, and sanitary waste management. Image: PawelKacperek/Shutterstock.com

“Recent research shows the healthcare sector is

creating additional burdens for a functioning recycling sector. Tyrecycle supports mandatory, market-based regulation and increased

market in Australia.

By concentrating on areas that are underperforming, the inquiry can ensure that

challenge lies in the economic and commercial structure of the recycling sector. Passenger and truck tyres have a well-functioning system

explained that Tyrecycle does not oppose Product Stewardship on an ideological basis, but rather on an economic basis and that such schemes do not

meaning that some recycled products must still be exported. Fairweather also argued that developing sustainable and commercially viable

address collection and compliance but cannot compensate for the lack of commercial demand for recycled products.

Illegal dumping of tyres is of great concern to the entire industry. Some EPR schemes claim that illegal dumping by rogue collectors can be fixed by funnelling large amounts of money through a central authority and reimbursing recyclers afterward, but this approach risks creating new problems such as inflation and reduced competition. A better alternative is to rigorously enforce accreditation and monitoring systems that ensure recyclers meet proper standards without disrupting the direct commercial relationship between customers and suppliers.

Regulatory framework and enforcement

Effective regulation has been a cornerstone of high recovery rates for passenger and truck tyres, according to Fairweather. State-based regulations prevent illegal dumping and stockpiling, while export regulations govern how materials are utilised offshore. No more regulation is needed, what Australia has already should suffice.

“If we have those levels or those elements of regulation properly enforced, then many of these problems go away,” he said

Fairweather noted that where regulation is weak or enforcement inconsistent, problems arise. For example, in some regions, export regulations are not strictly applied, allowing non-compliant operators to profit at the expense of the legitimate recycling sector. These “rogue operators” undercut gate fees and compromise the commercial viability of compliant recyclers, creating financial pressure and reducing confidence to invest in new technologies or products.

“High-quality enforcement is not just about compliance, but also about market integrity. When operators adhere to regulations and pay appropriate fees, the recycling sector can function competitively, innovate, and explore new products,” he said. “The Productivity Commission’s findings found that competition benefits consumers through lower prices, higher quality, and greater choice. In the absence of competition, we get the problem of a reduction of output, rising prices, lower product quality and at times, lower choice.”

A combination of the aforementioned regulatory enforcement and market-based incentives is key to

addressing structural problems in the sector. High collection rates alone are insufficient if end markets cannot absorb the material or if unscrupulous operators undermine the system.

Support for market-based schemes

“There’s a misconception that somehow it just… oh, we’ve got a scheme, so everything’s fine. Well, it’s not and this inquiry will hopefully address these shortfalls,” he said.

Fairweather also placed the tyre issue within the broader context of end-of-life vehicles in Australia. Approximately 850,000 motor vehicles reach the end of life each year, generating 1.36 million tons of waste, of which 70 per cent is recycled. The volume of tyres within this waste highlights the scale of the challenge. He argued that market development, enforcement, and mandatory market-based schemes must work together to manage this stream effectively.

Finally, Fairweather underlined the company’s commitment to the sector and to improving outcomes. He stated that Tyrecycle supports initiatives that strengthen compliance, expand domestic consumption of recycled products, and address market failures in off-the-road tyres.

“We just want to see the right regulation,” he said. He concluded that only through a combination of effective regulation, investment in infrastructure, and development of end markets can Australia fully realise a circular economy for tyres. Without these measures, even the best-intentioned schemes cannot deliver sustainable outcomes.

A compact shredder built for versatility

THE TEREX ECOTEC TDS 815 COMPACT SLOW-SPEED

shredder has found its place in the Australian waste sector, offering a combination of mobility, durability and flexibility that appeals to operators working across multiple material streams. Speaking about the machine, Brad Scott, sales manager for Finlay Waste and Recycling, said the focus has been on delivering a unit that can adapt to demanding applications without compromising reliability.

Although relatively new to the market, several machines are operating in the field. According to Scott, early feedback has been positive due to its durability and quality outputs.

One of the defining features of the TDS 815 is its twin-shaft design with independent drives. This allows operators to control each shaft separately, changing rotation direction at the touch of a button to suit the application. Scott explains that this flexibility plays a role in the machine’s appeal, especially for businesses that need to process different materials across the working week.

“So many different jobs can be done with the one machine,” Scott said. “It really is called the Swiss army knife of shredders for a reason.”

Interchangeable shafts allow the shredder to be reconfigured quickly, with changeovers taking under an hour. This means operators can move from processing concrete to timber or green waste

without lengthy downtime. The ability to match the shaft set to the material not only improves performance but also reduces unnecessary wear.

The machine has already proven itself in tough environments. Scott points to one unit that is predominantly processing concrete day in and day out, separating steel rebar cleanly from the material. These applications place high demands on any shredder, particularly in hot and dusty conditions, but the TDS 815 has avoided overheating and mechanical failures.

Manufactured in Ireland, the shredder is specified to suit Australian conditions before entering service.

This includes preparation for dust, heat and heavy workloads, factors that are critical for reliable operation in local environments. Scott says this level of preparation is essential, particularly given the challenges faced by operators in local conditions.

Support that matters

Beyond the machine itself, backup service is a recurring theme in discussions with customers. Scott said that support is often a question asked by potential buyers, especially those who have experienced long delays for parts or technical assistance in the past.

“The lack of backup service with some machines is a real issue,” he said. “People want to know there are spare parts in Australia and people on the ground who can help.”

Finlay Waste and Recycling provides a factory-backed warranty, field service support and parts availability, with coverage extending across multiple states. Stock is also held locally, reducing lead times and allowing businesses to put machines to work without unnecessary delays. Scott believes this level of support is just as important as the specifications on paper.

The TDS 815 is aimed at skip companies and operators who value mobility. Its compact footprint allows it to be moved easily between sites, while still offering the strength needed for demanding materials. Applications include concrete, timber, green waste, asphalt, household waste, and construction and demolition material.

While price points vary depending on configuration and customer requirements, Scott emphasised that every conversation is different. What remains consistent is the importance of reliability, adaptability and service support in purchasing decisions.

For operators looking for a compact slow speed shredder that can handle varied workloads without compromise, the TDS 815 is positioning itself as a robust and versatile option.

Why onshore solutions are critical to eliminating long-term risk with mercury

MERCURY MAY NO LONGER BE USED WIDELY in modern industry, but across Australia, its legacy continues to surface in ways that demand attention.

From ageing oil and gas infrastructure, and decommissioned industrial facilities to laboratory equipment, dental amalgam waste and historical stockpiles, mercury remains present in waste streams that require specialist management. Unlike many other materials, mercury does not degrade or neutralise over time. If not properly treated, it remains a permanent environmental and human health risk, capable of persisting for generations.

As Australia strengthens its environmental framework and aligns with international agreements such as the Minamata Convention on Mercury, the focus is evolving. The challenge is no longer simply containing mercury safely, but ensuring it is permanently removed from circulation in a way that eliminates future risk. This shift is placing renewed importance on Australia’s ability to manage its own mercury domestically, rather than relying on long-term storage or offshore pathways.

A legacy issue still emerging today

Although mercury has been phased out of most modern applications, its historical use was widespread across mining, oil and gas, healthcare, manufacturing and research. It is often discovered unexpectedly, embedded within old processing equipment, contaminated components, or legacy waste materials that have remained undisturbed for decades. At the same time, ongoing industrial activity continues to generate mercury-containing waste, particularly within gas processing and laboratory environments.

Historically, Australia has had limited options for managing elemental mercury once recovered. In many cases, the material has been stored indefinitely, requiring ongoing monitoring and regulatory oversight, or transported long distances for treatment. Both approaches present challenges. Storage prolongs liability, while export introduces additional risk, cost and complexity.

Developing domestic capability to permanently treat mercury represents a step forward in resolving this long-standing issue.

Specialist capability built over three decades

EcoCycle, part of the EcoCycle Group, has played a central role in mercury recycling in Australia since its establishment in 1996. While the Group has expanded into batteries, e-waste and advanced material recovery, EcoCycle was founded on the management of mercury and other highly regulated hazardous materials.

Over nearly three decades, the company has built specialised expertise in handling mercury safely, supported by purpose-built infrastructure and strict environmental controls. This includes national collection capability, compliant transport systems and licensed processing facilities designed for hazardous materials.

Jason Zorzut, EcoCycle Group’s national operations manager, said the need for permanent solutions has never been clearer.

“Mercury is not something you can simply store and forget about,” he said. “It remains a risk for as long as it exists in its elemental form. What’s critical is being

able to permanently stabilise it, so it can no longer pose a threat to people or the environment. That is what proper end-of-life treatment achieves.”

Moving beyond containment

At the centre of this approach is stabilisation. Elemental mercury is a liquid metal that can vaporise at relatively low temperatures, making it inherently difficult to manage through storage alone. Without treatment, the potential for environmental release remains.

EcoCycle has invested in specialised stabilisation technology that enables mercury to be chemically converted into mercury sulphide, a solid, stable compound that cannot re-enter the environment. This process fundamentally changes the mercury’s chemical structure, removing its volatility and reducing its risk profile. Undertaking this process within Australia ensures the material remains under Australian regulatory oversight, with traceability from collection through to final disposal. It also eliminates the need for export, providing industry with confidence that mercury waste generated domestically can be responsibly resolved within Australia.

Supporting industry across the country

Mercury waste arises across a diverse range of sectors, from heavy industry and resources to healthcare, government and infrastructure. EcoCycle works with organisations across oil and gas, mining, manufacturing, laboratories, defence and environmental remediation, providing a compliant pathway for managing mercury safely. This capability is important as Australia continues to modernise

infrastructure and redevelop former industrial land, where legacy contamination may still be present. Having access to specialist treatment allows mercury to be addressed immediately, rather than becoming an ongoing liability.

Zorzut said domestic capability plays a critical role in strengthening Australia’s overall hazardous waste management framework.

“Having the ability to manage mercury within Australia means organisations can deal with the issue directly and responsibly,” he said. “It removes uncertainty and ensures the material is handled in line with Australia’s environmental standards from start to finish.”

Australia’s obligations under the Minamata Convention reinforce the importance of environmentally sound mercury management, including ensuring mercury is permanently removed from circulation. This reflects a broader shift towards accountability and lifecycle responsibility, where hazardous materials must be managed in a way that prevents future environmental harm. By investing in stabilisation infrastructure, EcoCycle is helping to support this transition, ensuring mercury can be permanently treated under Australian environmental controls.

Resolving a legacy for the future

As Australia continues to address its industrial legacy and strengthen its environmental standards, mercury will continue to emerge as part of that process. Ensuring there is a safe and permanent domestic solution in place is essential, not only for compliance, but for protecting future

As part of the EcoCycle Group, EcoCycle continues to play a specialised role in managing complex and hazardous materials that require more than conventional recycling approaches.

Through long-term investment, technical expertise and national capability, the company is helping Australia move beyond simply managing mercury, towards eliminating its risk entirely.

Right-sized waste collector built for real-world conditions

FOR MANY YEARS, efficiency in Australia’s resource recovery sector was often measured by size, with larger collection vehicles favoured for their ability to maximise tonnage per route. However, in practice, the largest trucks can struggle where access is limited. Tight urban cul-de-sacs, narrow streets, and unsealed regional roads can turn size into an operational disadvantage.

Addressing these challenges was the driving force behind the Australian-designed sideloader, Litterpact.

According to Daniel McHugh, managing director of Garwood International, the company behind the vehicle, the Litterpact is the result of the company’s

“From my perspective, it isn’t just another waste collection vehicle,” McHugh said. “Its core design principles revolve around maximising efficiency, ensuring accessibility in diverse settings, and offering adaptability. This makes it a great performer across a range of operational environments, while continuing the Garwood tradition of quality and durability.”

The Litterpact’s “right size” philosophy centres on offering multiple body options, ranging from five cubic metres up to 18 cubic metres, enabling operators to align vehicle capacity with specific collection needs.

“The design effectively bridges the gap between smaller, less productive units and larger trucks that can sometimes be overkill,” McHugh said, noting that this approach reflects Garwood International’s focus on practical and efficient solutions.

Compatibility with a range of 4x2 cab chassis, from 7.5 tonnes to 16.5 tonnes gross vehicle mass (GVM), provides flexibility for fleet managers. Its compact footprint and manoeuvrability make the Litterpact suited to regional, Indigenous, and smaller Australian communities, where larger vehicles can present logistical challenges and limit service access. Customer feedback consistently points to reductions in both operating time and overall costs.

directly into lower fuel consumption and reduced emissions compared to larger, less agile alternatives,” McHugh said. “The initial capital investment is also lower in some cases.”

Beyond size and efficiency, the Litterpact incorporates several safety-focused and operational innovations, including an integrated comb-style lifter.

“It’s a standout feature and a clear example of Garwood International’s innovative spirit,” McHugh said. “The design allows operators to safely and easily step out of the cab to position and load the bin onto the lifter comb bar. A full cover moves in tandem with the lifting mechanism, preventing debris from falling during the lifting cycle and maintaining both cleanliness and safety.”

A second configuration offers a cab-controlled grab-style lifter with a reach of up to 2.7 metres, further enhancing efficiency and operator safety. Despite its compact design, the Litterpact delivers lifting speeds comparable to larger 20–29 cubic metre units. The packer and ejector system also enables fast, clean unloading without the need to tip the body.

“Unlike some other sideloaders, the Litterpact’s body remains stable during waste ejection, as it doesn’t need to be tipped,” McHugh said. “This reduces the risk of instability, particularly on uneven landfill surfaces.”

With success in Australia and the demanding European market, the Litterpact continues to demonstrate its role in supporting more efficient, economical, and environmentally responsible waste management systems into the future.

Water utility powers renewable shift

TRADITIONALLY DEFINED BY PIPES and treatment plants, Yarra Valley Water had repositioned itself as a major player in renewable energy through its new waste-to-energy facility in Lilydale, 34 kilometres from Melbourne’s central business district.

The site demonstrated how the water sector could meet its own energy needs while addressing a logistical challenge for commercial food waste. Rather than concentrating on residential food

focused on high-purity commercial and industrial streams to minimise contamination and maximise energy and organic outputs.

Once operational, the facility is expected to power itself and the neighbouring sewage treatment plant, with surplus renewable electricity fed back into the grid. Designed to process about 55,000 tonnes of food waste annually, it will generate 39,000 kilowatt hours of renewable electricity each day, meeting around 35 per cent of Yarra Valley Water’s total electricity needs.

The environmental benefits are substantial, with projected emissions reductions of up to 24,700 tonnes of carbon dioxide equivalent each year. While the plant formed part of Victoria’s strategy to halve organic waste sent to landfill by 2030, Stephanie Salinas, manager, Waste to Energy Services at Yarra Valley Water, said it also provided a model for reducing risk in the transition to renewables.

“By treating food waste as a resource rather than a problem, we are not only reducing landfill and emissions but creating a self-sustaining energy loop that benefits both our customers and the environment,” she said.

The Lilydale facility has been built on the success of the utility’s Wollert plant, launched in 2017 as Victoria’s first commercial-scale food bioenergy facility. The project was managed by Delorean Corporation under a design, build, operate and maintenance contract. Salinas said Yarra Valley Water had sought a partner with proven local

experience, leading to the selection of the Tiger HS20 depackaging unit supplied by FOCUS enviro. She said the system addressed one of the biggest challenges in commercial food recycling: packaging.

“We designed the Lilydale plant to have the addition of packaged food organics as a direct response from what we were hearing from our customer base at Wollert; that there was a need for an increased processing capacity for packaged food,” Salinas said.

“Delorean has a wealth of experience with processing packaged food waste for anaerobic digestion systems already here in Australia, and they have had success with the Tiger unit at another facility.

“Delorean also knew that we wanted a unit that could tackle a broad range of packaged food such as plastics, cardboard, aluminium or blended packaging where you have multiple layers. For us, it really made sense to go with something that was proven.”

Ryan McParland, product specialist at FOCUS enviro, said the Tiger HS20 combined shredding, screening and extrusion in a single process, producing a 99.6 per cent contamination-free organic output. He said the system also offered operational flexibility, low energy use and a compact footprint.

“FOCUS enviro is committed to delivering best-in-class solutions that don’t just process waste, but recover value with maximum efficiency,” McParland said.

“By treating food waste as a resource rather than a problem, we are not only reducing landfill and emissions but creating a self-sustaining energy loop that benefits both our customers and the environment”

“By providing the Tiger HS20, we are playing an important role in Yarra Valley Water’s journey toward net zero, supporting a project that aligns with our core value to introduce smarter, sustainable recovery systems to the Australian market.

“Being part of a facility that sets such a high standard for quality and renewable output reinforces FOCUS enviro’s position as a trusted partner in the national transition toward a truly circular economy.”

The Lilydale plant was in the commissioning phase, a process Salinas described as gradual and biologically driven.

“It’s not like your typical plant where you switch it on and everything starts to happen,” Salinas said. “We have to build up the gut of the system itself.

“That’s what we’re doing at the moment. We’re receiving waste, we’re processing it, and we’re building up that biological stock that we need to produce the biogas. In the biological commissioning stage, you’re using that process to get your biogas to a quality and a volume that you need to switch on your generators.”

Beyond energy generation, the facility is designed to close the nutrient loop through a dedicated digestate system producing liquid and solid products for agriculture. Salinas said trials were underway to demonstrate performance and support entry into the organics market.

“We’re undertaking a range of trials and producing data that demonstrates quality and performance, and as we begin to produce at Lilydale, we’ll be moving into commercial scale demonstration trials with some key partners to lead that gateway into the organics market,” Salinas said.

She added that the local community had embraced the project and that it was central to the utility’s emissions targets, with Yarra Valley Water on track to report net zero Scope 1 and Scope 2 emissions this financial year.

“It’s inspiring to see Yarra Valley Water do something like this,” Salinas said. “I’ve been able to see how this has influenced and encouraged industry to pursue the innovation into bio energy.

“As much as it can be challenging, it is a testament that we can get innovation across the line, and we can make these things stick.”

station is more than just another imported piece of equipment, according to Solutions Specialist Caleb Grimshaw. The company has taken an active role in how the machine is manufactured, ensuring it is suited to Australian conditions rather than simply adapted after arrival from Europe. This influence over manufacturing is central to how Waste Initiatives sees the Vertech range developing, with the picking station introduced as part of its premium equipment offering.

Grimshaw explained that the focus is on control and suitability rather than convenience.

“What we’re doing is we’re not just importing a range of equipment,” he said. “We have manufacturing influence on it, which means that for the first time, we can start influencing and making sure the equipment we import meets Australian conditions during manufacturing.”

This approach avoids the common issue of equipment arriving compliant on paper but impractical in operation.

The Vertech brand has been launched as Waste Initiatives’ premium line, with the mobile picking station being introduced under the Waste Initiatives name. The intention is to link the equipment to the company’s wider involvement in design, delivery and support, rather than presenting it as an off-the-shelf solution.

Built to suit Australian conditions

A driver behind the unit is its suitability for local operating environments. Managing director Dwayne Smith highlighted a recurring issue with imported systems that are built for different climates.

“A lot of these systems come out of Ireland,” he said. “When they build a system in Ireland, they have really

strong heating systems but limited or ineffective air conditioning. For Australian operators, particularly those working in hotter regions, this creates comfort, safety and productivity issues. Waste Initiatives has addressed this by specifying systems that prioritise air conditioning, lighting and overall operator comfort.

the fact. This avoids the situation where operators discover compliance or performance problems once the machine is already on site. The goal is not just to meet legislated standards, but to make the machine practical and effective in daily use across varied climates.

“One of the advantages of having our own unit manufactured is we can tailor it to suit the particular customer’s requirements”

Beyond temperature control, the company has ensured that access points, stairs and safety features comply with Australian standards. Emergency stops are integrated into the conveyor system, and lighting has been designed to support safer and more efficient picking environments.

Versatility, throughput and separation

The picking station has been designed to offer flexibility across different sites and applications. It can be relocated easily across large facilities or moved between different sites. This mobility makes it suitable to operators with multiple locations or changing operational needs.

Sangster explained that the unit is self-contained, running on an onboard Kubota generator that powers the air conditioning, lighting and conveyor belts. The size can vary depending on configuration, starting at around 10 metres long and extending as additional bays are added. Importantly, Waste Initiatives can make each unit to suit a customer‘s needs.

“One of the advantages of having our own

unit manufactured is we can tailor it to suit the particular customer’s requirements,” he said. “Options include air separation units and magnetic systems for metal removal, depending on what the operator is trying to achieve.”

Throughput depends on the material being processed. As Smith noted, dense materials such as concrete deliver high tonnes per hour, while lighter materials like food or organic waste reduce throughput. Rather than focusing purely on tonnes, the discussion emphasised off takes and efficiency.

Sangster said operators can expect at least a 30 per cent improvement in efficiency compared to manual floor sorting. This increased efficiency supports better recovery of recyclables and reduced contamination, while also improving working conditions for staff.

Mobility, finance and long-term value

The mobile nature of the Vertech picking station makes it suitable for regional and rural facilities. Sangster said that mobility is an advantage in these settings, especially for smaller operators

entering mechanical sorting for the first time. Mobile equipment is easier to finance than fixed installations, which can make a difference for growing businesses.

Smith expanded on this, noting that static plants often involve high installation costs that cannot be recovered, which changes how financing is applied to fixed installations versus mobile units.

“A lot of the cost of setting up a fixed sorting station is actually your installation,” he said. “In contrast, a mobile unit can be resold as a complete asset with strong retained value.”

Smith gave an example of a four-year-old unit had recently been resold for around 80 per cent of its new value. This level of residual value reduces risk for finance providers and gives operators confidence that their investment is not a sunk cost.

Ease of operation is another important factor. Training can be completed quickly, supported by a short training video and on-site instruction from Waste Initiatives’ engineers. Once positioned, the unit requires minimal setup before it is ready to operate.

Looking ahead, the mobile picking station represents the first step in a broader Vertech equipment range. Waste Initiatives plans to expand with tracked versions, scalping screeners and additional sorting lines, building on the same principles of adaptability, practicality and local suitability.

been working closely with Stronghold to develop a purpose-built solution for a critical challenge in modern recycling: the safe handling and transport of lithium and other high-risk batteries. As battery use continues to grow across retail, commercial and industrial settings, so too does the need for robust systems that prioritise safety, compliance and long-term sustainability.

At the centre of this collaboration is the design and manufacture of DG-rated transport stillages engineered for battery collection and movement. The project brought together the operational experience of Sell & Parker and the fabrication expertise of Stronghold, with a shared focus on reducing risk during the battery recycling process.

From the outset, safety considerations drove the design process. Lithium batteries, in particular,

encapsulate the fire, helping to suppress and contain it at the source, rather than allowing it to escalate during storage or transport.

The stillages themselves are constructed from 100 per cent steel and are welded to maximise structural integrity. This approach ensures strength, durability and fire containment, even under demanding transport conditions. A durable protective coating has been applied to withstand repeated handling, loading and unloading, supporting long service life and reducing the need for early replacement.

throughout Australia. The program supports the safe collection, consolidation, transport and recycling of batteries from numerous sites, helping to manage risk at scale. By combining purpose-designed equipment with clear procedures and regulatory compliance, the solution enables batteries to be recovered safely while keeping staff, sites and transport operators protected. The emphasis on locally manufactured equipment also supports circular economy outcomes. By investing in durable, repairable assets produced within Australia, the system reduces reliance on imported

battery formats. Larger batteries can be collected and wrapped before being securely strapped into a DG container. These units can then be transported directly for recycling, following strict dangerous goods requirements. This capability highlights the flexibility of Sell & Parker’s services and its capacity to adapt to varying battery sizes, weights and risk profiles.

The DG containers used for bulk batteries are designed to provide bunding, ventilation and compliant containment in line with Australian Dangerous Goods storage and handling requirements.

Ventilation reduces the build-up of heat and gases, while bunding helps contain any leaks or failures, adding an extra layer of protection during storage and transport. This service is designed for larger battery formats that cannot be safely managed using standard stillages alone. Across all collections, batteries are then transported in compliance with dangerous goods and transport regulations. Procedures are followed from the point of initial handling through to final processing, ensuring both regulatory and environmental compliance. This structured approach reduces uncertainty for clients and provides confidence that batteries are being managed responsibly from start to finish.

Flexibility is another feature of the service. DG containers can be emptied or replaced according to site needs, allowing collections to be scheduled without disrupting day-to-day operations. This is

important for large or high-throughput sites, where downtime can have operational impacts.

The collaboration with Stronghold reflects a practical, safety-first approach to equipment design. Rather than retrofitting solutions after incidents occur, the way both companies work together demonstrates the value of anticipating risk and engineering it out wherever possible.

As battery volumes continue to increase and regulations evolve, the need for robust, compliant and locally supported solutions will only grow. Through thoughtful design, strong partnerships and a clear focus on safety, Sell & Parker is positioning itself to support clients with both standard and complex battery recycling requirements, helping to protect people, property and the environment while enabling valuable materials to be recovered and reused.

Scania reaches for the stars

SCANIA’S LOW-ENTRY L-series cab has achieved a five-star safety rating – the highest possible – in the European consumer testing organisation Euro NCAP’s Safer Trucks programme. Assessed against safety performance parameters yet devised, the L-series cab has been proven to provide drivers and vulnerable road users protection and is positioned for a variety of waste industry applications.

such as advanced emergency braking, adaptive cruise control, as well as road user or pedestrian anti-collision warning systems. While these play a key role in preventing accidents and are state-of-the-art technology, now becoming widely available in the market, Scania offers advanced intelligent systems that will spare waste fleet managers’ headaches.

The cab’s structure meets Scania’s highest standards for occupant safety and secured great results in the four stages of Euro NCAP accident testing: safe driving, crash avoidance, crash protection, and post-crash safety.

All-around safety is now a core competency, no longer a nice-to-have, yet there are many ways to increase the safety of a waste vehicles’ fleet, which stretch beyond crash test assessments.

Fleet managers can do more than tick off a box with a slew of active and passive safety systems,

Scania Zone is a concept that ring-fences geographical areas and prevents drivers from over-speeding, informing them in the cab that the speed limit is being enforced by the vehicle, via settings made by fleet management, based on the vehicle’s position and time of day.

“Environmental

For vehicles working in school zones during drop-off or pick-up, Scania Zone could be especially helpful. Scania’s connected vehicle network comprises almost one million vehicles around the world constantly reporting hundreds of performance parameters to the Fleet Management tool. This provides not only visibility to the operator of how their assets are being used, but gives Scania analysts the ability to monitor real-world wear and tear, actual use in service by payload, the driving environment, and driver skills.

The aim of this technology is to provide greater in-service uptime, by using data drawn from numbers of vehicles to plan preventative maintenance

performance is under the microscope, and many waste-related activities are a focus of the public’s attention.”

programmes, which avoid unplanned breakdowns. These stoppages are more costly in terms of time, money and meeting operators contracted KPIs compared with pin-point preventative maintenance measures.

“Running a fleet of waste vehicles for municipalities, councils or private recycling enterprise requires more than vehicles that are purchased on price alone,” says Benjamin Nye, director of truck sales for Scania Australia.

“Environmental performance is under the microscope, and many waste-related activities are a focus of the public’s attention. In addition to providing safe and fatigue-reducing vehicles, Scania has a suite of active and passive safety systems available as standard, which make working in the congested streets of our inner cities or trawling the suburbs, dodging runners, cyclists and impatient car drivers, that little bit easier.”

Reducing the potential for impacts with street furniture or other vehicles means less VOR for repairs, less cost and happier drivers and management.

Nye also said that using Scania Zone ensures compliance when driving liveried council or company branded bulk haulage vehicles as it has a societal benefit.

These vehicles are being seen to do the right thing

“Reducing the potential for impacts with street furniture or other vehicles means less VOR for repairs, less cost and happier drivers and management.”

by the people who pay council rates or contract a company’s services.

“For almost two decades Scania has fitted driver airbags to steering wheels on its trucks, has delivered all steel cabs that are crash tested, and exceeded the most stringent requirements,” said Nye. “Since 2018, we have fitted standard side curtain airbags on all our New Truck Generation range, to reduce the potential for death or serious injury if a high-sided vehicle with a high centre of gravity, topples over.”

The L-series cab combines good visibility with easy entry and exit, contributing to a safer working environment for drivers and crews. In addition to its ergonomic advantages, the cab offers active safety systems, such as advanced emergency braking, lane departure warning with active steering, and a side-turn emergency brake that detects and reacts to cyclists turning across the vehicle’s path.

“From our perspective this is a global endorsement of the safety performance that has been engineered into all Scania vehicles in the current generation,

drawing on decades of safety engineering evolution,” said Nye. “When you draw together all the Scania safety innovations, standard safety features and the results of independent crash testing, you just won’t find a safer truck for your application. And as a way to lure or retain drivers, offering them a safer workplace is undeniably a strong drawcard.”

For all waste operators interested in driving down emissions, most of Scania’s diesel combustion powertrains can be run using renewable diesel, up to B100 biodiesel or HVO, which can reduce CO2 emissions by up to 85 per cent. These renewable diesel options require no additional infrastructure investment by the operator, invoke no range anxiety, and the fuels are readily available. This solution can be implemented instantly and is suitable for enterprise or municipal bodies that may be required to report on their emissions reductions performance, or which have new targets with which to comply.

New location and award categories announced for Women in Industry Awards

RETURNING IN 2026, THE WOMEN Awards are back to celebrate and recognise the outstanding women who are redefining what’s possible across transport, mining, engineering, logistics, resource recovery and beyond. This years’ awards have a new location and four new award categories that are designed to represent a wider range of talent and skills in more industries.

Moving from Melbourne to Sydney in 2026, the awards will be held at the Doltone House Darling Island Wharf in Sydney on the 18th of June.

“This move makes sense for the direction of the awards; the industry is growing so naturally we wanted to expand the awards program to accommodate to a wider audience,” Caitlyn Douglas, Prime Creative Media Head of Awards & Conferences , said.

The four new award categories include, Marketer of the Year, Excellence in Health and Medical of the Year, Tradeswoman of the Year and Rising Women in Leadership: C-Suite Executive Award.

“To accompany the new location, these new awards were created to align with the growing industry and will bring more opportunity to celebrate success,” Douglas said.

There will be a total of 16 award categories at the 2026 Women in Industry Awards including:

• Rising Star of the Year (30 years and under)

• Business Development Success of the Year

• Industry Advocacy Award

• Mentor of the Year

• Safety Advocacy Award

• Excellence in Manufacturing

• Excellence in Transport

• Excellence in Engineering

• Excellence in Mining

• Excellence in Construction

• Excellence in Energy

• Woman of the Year (Chosen from winners of the other award categories)

• Marketer of the Year (New in 2026)

• Excellence in Health and Medicine (New in 2026)

• Tradeswomen of the Year (New in 2026)

• Rising Women in Leadership: C-Suite Executive Award (New in 2026).

Mobile screening built for durability

MOBILE SCREENING EQUIPMENT IS PLAYING AN increasingly important role in Australia’s waste and recycling sector, particularly as operators seek flexible solutions that can process a range of materials. The latest example is the Ecostar Nhexa mobile screener, which is now being demonstrated across the country by CSS Recycling in partnership with equipment distributor Onetrak.

Designed as a compact and robust screening solution, the Nhexa combines established disc-screening technology with a mobile platform. The unit is mounted on tracks and built as a self-contained diesel hydraulic machine, allowing it to be easily deployed on different sites without the need for fixed infrastructure. This mobility is a key consideration for operators working across multiple waste streams or locations. Then there is the hardiness of the machine.

“The Nhexa is a five-metre screen deck with hexagonal Hardox steel discs working like other Ecostar screens and similar star screen technology,” said Neil Coyle, business manager for CSS Recycling. “Because those discs are made from Hardox steel, they have a much higher wear life.”

Unlike some traditional star screen systems that use plastic or rubber components, the steel discs on the Nhexa are intended to provide a longer operational life. This reduces the frequency of replacement and helps keep maintenance requirements manageable over time. The result is a machine that emphasises ruggedness and reliability while maintaining consistent screening performance.

Another key feature is the integration of Ecostar’s anti-wrap system. This proprietary design is built into the screening module and allows the machine to handle materials that would typically cause problems for conventional screening equipment. Items such as rope, plastic bags, and strapping can often wrap around screening components and reduce efficiency, but the anti-wrap manifold is designed to minimise this issue and keep the machine operating smoothly.

The overall layout of the screening deck works in a similar way to a conveyor. Material is fed onto the deck and moves across the rotating discs at a steady speed. As the material travels, smaller particles fall between the discs according to the selected screening size, while larger material continues along the deck to the oversize discharge. The Nhexa is configured to produce two fractions, allowing operators to separate fines from oversize material in a single pass.

Designed for organic processing

While the Nhexa is capable of processing a variety of materials, its current demonstration program in

Australia is focusing heavily on organics. The machine being used on the demonstration tour is fitted with discs that include a specialised compost cleaning tooth, which is particularly useful when screening wet or sticky materials.

Organics processing can present challenges for traditional screening systems. Wet compost, mulch, and soil often bind together and block screening holes, reducing efficiency and forcing operators to stop work until conditions improve. The cleaning tooth system on the Nhexa is designed to address this issue by actively clearing material from the discs during operation. Coyle explained that the cleaning tooth works as a self-cleaning mechanism within the screening deck.

“The cleaning tooth works by scraping the disc next to it as it rotates,” he said. “That tooth cleans the next disc of any material sticking to it, and that disc then helps keep the next one clean as well.”

This approach allows the screening deck to remain open and functional even when handling damp or sticky material. As a result, the machine can continue working in conditions that would often slow down or stop other screening technologies.

Although organics are a key focus for the current demonstrations, the machine has been designed with versatility in mind. The aforementioned anti-wrap

For facilities that deal with several waste streams, the ability to switch between materials without major adjustments can be an advantage.

High throughput and practical operation

Performance is another area where the Nhexa is intended to stand out. During demonstration trials, the machine has been used to process shredded green waste and other organic materials, delivering high throughput under real operating conditions.

“The throughput always depends on the material you are putting through,” Coyle said. “When we were shredding green waste and feeding it straight into the screen, we were processing about 50 tonnes an hour. In general terms, it was pushing out around a tonne a minute. When we tested soil mixed with compost, we were getting closer to 180 tonnes an hour because that material is denser than shredded green waste.”

Like most mobile processing equipment, maintenance requirements are influenced by the type of material being handled. The diesel engine requires

softer materials used in some screening systems, the Hardox steel discs are designed to last longer before replacement is required.

“Star screens often use plastic or rubber stars, so those components wear out much faster,” Coyle said. “With the Hardox steel discs you can get a longer life.”

For operators considering mobile screening solutions, the Nhexa represents a balance between durability, throughput, and operational flexibility. Its mobile design allows it to be moved between sites, while the screening technology can handle both organics and mixed waste streams.

As Australia’s recycling and resource recovery sector continues to evolve, equipment that combines rugged construction with adaptable performance is likely to play an increasingly important role. With its steel disc system, anti-wrap technology, and self-cleaning features, the Ecostar Nhexa has been developed to meet those demands while supporting efficient material separation across a range of waste processing environments.

TIGER DEPACK HS20

Unit Dimensions: Width: 2.5m (8’4”) Length: 7.5m (24’6”) Height: 4.1m (13’4”)

Weight: 12T

Information:

The HS20 is designed to handle large volumes of food waste, making it ideal for high-production environments and extensive processing needs

As the largest and most robust model in the Tiger DePack range, it offers superior depackaging efficiency, effectively separating organic material from various types of packaging

Its advanced capabilities make it suitable for both depackaging and recovery operations, addressing diverse industrial requirements with ease

The HS20’s high capacity and powerful system streamline waste processing, reducing operational time and improving overall productivity in large-scale waste management.

Name: FOCUS ENVIRO

Phone: 02 4365 4247

Web: www.focusenviro.com.au Email: info@focusenviro.com.au

EDGE INNOVATE TRT622

Unit Dimensions: Width: 2.9m (9’5”), Length: 24.6m (80’7”), Height: 3.5m (11’5”)

Weight: 36.5 tonne

Information:

The EDGE TRT622 tracked trommel screen has been designed for maximum productivity and superior screening efficiency. With a heavy duty construction design and high maneuverability, the EDGE TRT622 tracked trommel can cater for a wide range of applications, whether it is industries such as aggregate, skip waste management or those wishing to process industrial and demolition waste. Enhanced trommel screening results are achieved by material spending a greater amount of time in the 6.9m (22’) long trommel drum combined with the optional high-throw aggressive screening action to produce top-quality fine materials such as compost, gravel, sand and topsoil with ease.

Name: FOCUS ENVIRO

Phone: 02 4365 4247

Web: www.focusenviro.com.au Email: info@focusenviro.com.au

EDGE INNNOVATE VS420

Unit Dimensions: Width: 2.5m (8’4”) Length: 13.4m (44’) Height: 4.7m (15’6”)

Weight: 31.5 tonne

Information:

The Edge VS420 is a high capacity, high torque twin shaft shredder that is ideal for the processing of a large array of materials including; green waste, MSW, C&D waste, biomass and end of life tyres.

EDGE’s next generation shredder has been developed for ultimate versatility and high resistance to contaminants with a number of customisable shredding programmes and chamber configurations available. An intelligent operating system which incorporates tramp metal protection provides the ultimate protection from contaminants and prevents asset damage.

Name: FOCUS ENVIRO

Phone: 02 4365 4247

Web: www.focusenviro.com.au Email: info@focusenviro.com.au

AIC Group EcoChar Phoenix 8000

Weight: 43,200 kg

Information:

The EcoChar Phoenix 8000 is an advanced cost-effective and environmentally friendly wood debris thermal treatment system with volume reductions of up to 90% dependent on calorific value and moisture content of feedstock. The process results in the production of a high-quality biochar product for commercial sale or use within the composting, horticulture and agricultural industries.

Name: Craig Cosgrove

Phone: 0423 280 611

Web: skala-env.com.au

Email: info@skala-env.com.au

EGGERSMANN TEUTON Z50 High-Torque Single-Shaft Shredder

Unit Dimensions: 3,000mm x 1,050mm Rotor diameter

Weight: 21,000kg (Stationary) - 27,000kg (Tracks)

Capacity: up to 100 t/h* (* Production: Depending on variables ie. type of material, weather)

Information:

The range of applications with the new generation of Eggersmann TEUTON universal shredders is impressive and virtually inexhaustible. The TEUTON series of machines are just as efficient at shredding recycled wood, roots, green waste or bulky household refuse as they are at shredding tyres, plastics, mattresses or batches of special and mono-material.

Name: Craig Cosgrove

Phone: 0423 280 611

Web: skala-env.com.au

Email: info@skala-env.com.au

SCREENPOD HYDRA FS1400 Waterbath

Unit Dimensions: Length: 6,663mm x Width: 3,504mm x Height: 4,100 mm

Weight: 8260 Kg

Information:

ScreenPod’s water separator recycling machine (flotation separator) separates light material form heavy material using a water filled tank. The light material floats on the water to be removed by a brush conveyor, the heavies will sink underwater and then transfer out along the submerged conveyor into a separate stockpile. This solution includes a shaftless screw at the bottom of the water tank to which transfers to the discharge screw on the side keeping the machine free of unwanted sediment.

Name: Craig Cosgrove

Phone: 0423 280 611

Web: skala-env.com.au

Email: info@skala-env.com.au

RAGNARTECH 9700 Horizontal Grinder

Unit Dimensions: Width: 2.99 m; Length: 15.9 m; Height: 4.8 m track lowered or 6 m tracks raised

Weight: 34,927–38,102 kg (pending options)

Information:

The RAGNARTECH 9700 is designed to be an extremely productive grinder for land clearing, stumps, yard waste, wood debris, and regrind of a variety of materials. Power from 908hp JD – 1050 Cat or from 400-1000 electric hp.

Name: Craig Cosgrove

Phone: 0423 280 611

Web: skala-env.com.au

Email: info@skala-env.com.au

The bigger picture

TRINITY SCHABE’S CAREER PATH DID NOT BEGIN with a fixed plan. As a teenager, Schabe imagined herself working in architecture. It was a career she could see and understand, and one that seemed to

One of the key planks in resource recovery is sustainability. Sustainability had always been present in Schabe’s thinking, even if she did not recognise it as a career path at the time. It surfaced in her

arts degree in international relations at the University of Queensland. For much of her university experience, she felt uncertain about what she was working towards. Engineering provided technical skills, but the

“What appealed to me most was the opportunity to work across disciplines,” she said. “Waste was no longer the sole focus of the organisation, but one part of a much larger system that included planning, engineering and design.”

Since joining Arup, Schabe has spent the past three years working predominantly on waste infrastructure projects. A large part of her work has involved supporting waste-to-energy developments, where her role has evolved over time from technical input to broader project management support.

She has taken on coordination responsibilities, helping align different disciplines and manage the many moving parts involved in large infrastructure projects. While some tasks are routine, such as preparing technical notes or research memos, they contribute to a much bigger picture.

Alongside infrastructure projects, Schabe also works on waste management planning for large buildings and precincts, including stadia, airports and cultural venues. These projects require consideration of how waste systems function within highly visible and heavily used spaces.

“Working on these large projects has allowed me to see how waste fits into complex development,” Schabe said. “Rather than viewing waste in isolation, I can see how it integrates with planning processes, construction and long-term operations.”

Challenges and change in the waste industry

A key part of Schabe’s work involves stakeholder engagement and regulatory consultation, particularly on high-profile projects such as the aforementioned waste-to-energy facilities. Through this process, she has seen how public perception can differ from technical evidence and how difficult it can be to bridge that gap.

She has observed that not all audiences respond to the same information, and that effective engagement often means focusing on those who are open to learning rather than trying to convince entrenched opponents.

Reflecting on the industry more broadly, Schabe notes that despite having worked in waste engineering for five years, she has seen many changes. Progress varies between states, shaped by different regulations and approaches, and at times the pace can feel slow.

However, she believes the industry is currently in a period of transition. New pilot projects are emerging to address waste streams that were previously overlooked, such as textiles and organics. These materials were often sent overseas or to landfill simply because there was no alternative. As Schabe explained, this shift is as much about systems as it is about technology.

“We’re almost at a time where a system is

changing,” she said. “I see growing investment in onshore capacity as a positive sign, alongside increasing public interest in doing the right thing.

The challenge is ensuring that infrastructure and technology are available at the scale required to support that intent.”

Education also plays a critical role. As councils transition between different bin systems and recovery options, keeping communities informed and engaged is essential. Schabe believes it is important not to lose momentum or public confidence during this period of change.

Despite the challenges, she remains optimistic about the future of the waste industry. Emerging aforementioned technologies with regards to textiles and organics, offer alternatives to landfill that did not previously exist.

Now three and a half years into her role at Arup, Schabe works within a regional and international team, collaborating with colleagues across Australia and beyond. This exposure allows her to continue learning and to see how waste challenges and solutions differ across contexts.

Her career so far reflects both personal curiosity and an industry in transition. What began as uncertainty has developed into a clear professional direction, grounded in practical experience and shaped by a sector that is steadily evolving.

Rubbish waits patiently as apathy abounds

THE RUBBISH HAS BEEN WAITING FOR WEEKS NOW. It started politely, of course. A chip packet here, a yoghurt pot there, lounging on the verge like tourists who missed the last bus and decided the pavement had “character”. No one panicked at first. After all, rubbish is famously patient. It understands systems. Or at least it did, back when there were systems to understand.

But weeks have passed, and the rubbish is starting to ask questions.

It lies by the roadside, watching cars whoosh past, feeling vaguely offended. Once upon a time, it had a destiny. A bin. A truck. A landfill. A vague sense of purpose. Now it has only the open sky, the occasional drizzle, and the unsettling realisation that it may be here forever due to the lack of inaction of various governments. Too much red tape, and nobody willing to give the green light on new infrastructure, the chip packet has faded slightly, like an old beach postcard.

The bottle cap has developed opinions. “The trouble is, we’ve run out of places to put things,” it laments. “Landfills are full, recycling is more of a concept than an activity, and “the side of the road” has quietly become our most reliable waste management strategy. It’s very inclusive. Everyone can participate. Simply finish your snack and gently add it to the growing, wind-swept installation art that is Modern Australia.”

The chip packet has noticed it’s not alone. Every day, new friends arrive. A takeaway container still smelling faintly of regret. A broken plastic chair that clearly once believed in a better life. Together they form a community. They share stories. “I was once a water bottle,” one says, proudly. “Single-use,” whispers another, ashamed.

Occasionally, a human walks past and frowns. They shake their head, mutter something about “the council”, and keep walking. The rubbish feels judged but not surprised. It has become the physical manifestation of everyone else’s problem. Too big to ignore, too inconvenient to fix.

Nature, ever the optimist, has tried to help. Weeds have grown through carrier bags, birds have incorporated shiny fragments into their nests, and wombats have held late-night meetings to discuss whether a half-crushed sandwich in a wrapper counts as cuisine. This is not recycling, exactly, but it is collaboration.

There are rumours among the rubbish. Whispers of a plan. Perhaps it will simply stay. Become heritage. Future generations will visit the roadside and say, “This was an early example of Post-Infrastructure Waste Accumulation. Notice the layering.” There may be plaques.

Until then, the rubbish waits. It waits for bins that never come, trucks that are always “under review”, and solutions that are just one more committee away. It is very patient, the rubbish. But patience, like landfill space, is not infinite

Turning waste into value – from Dubai to Down Under

From initial planning to long-term operation, Kanadevia Inova delivers complete thermal and biological Waste to Energy plants. As an experienced EPC contractor, we handle every step – develop, design, build, operate, maintain. Our track record of more than 1,600 plants worldwide speaks for itself – including one of the world’s largest WtE facilities in Dubai. Check our references.