OPINION: Senior hiring in the recycling and resource recovery sector is undergoing a fundamental shift.
For experienced leaders considering their next move, the market is shaped less by what is advertised and more by the value candidates bring and the timing of their approach. Opportunities still exist, but many senior roles are now handled through executive search and direct approaches rather than open advertising. In practice, this means strong candidates are often identified and engaged before a vacancy is made public. Recent official estimates suggest there are now more than 650,000 full-time equivalent green jobs in the UK, up close to 30% on a decade ago, with waste, energy-efficient products and renewables together accounting for over half of that employment.
One of the most notable changes is the increase in confidential hiring. Fewer senior roles are listed publicly and formal recruitment rounds are less frequent. However, this does not reflect a slowdown. Many appointments are being made through targeted approaches, with businesses engaging executive search partners early to identify leadership potential before a vacancy is formally created. In this environment, relevance and reputation matter. Candidates who maintain sector visibility, contribute to peer conversations and remain connected to advisers are more likely to be considered at an early stage.
When roles do come to market, they are typically linked to specific business objectives such as succession, divisional growth or organisational change. These positions often extend beyond their job title. A commercial or operations lead might also be tasked with integrating systems, reshaping teams or improving capital planning. The breadth of responsibility is increasing, and so are expectations around leadership capability. Analysis by CIWM suggests that existing policy and more sustainable use of resources could create tens of thousands of additional roles in the UK waste and resources sector by 2030 and beyond, which places even more emphasis on building a strong leadership pipeline.
Organisations are placing more weight on outcomes than on credentials alone. Past roles are important, but they are only the starting point. What clients really want to know is how a candidate’s experience will drive progress in their context. Those who can speak clearly about where they have delivered measurable impact, whether through operational efficiency, team performance or commercial results, are far more likely to stand out.
Selection at this level has also become more deliberate. Leadership assessments increasingly explore how candidates think, communicate and influence others. Feedback from multiple stakeholders, structured conversations and behavioural insight now play a greater role in selection. Candidates who come prepared, engage with clarity and remain open to discussion tend to progress further. They understand how they work under pressure and can explain how they bring structure to ambiguity.
Most senior roles now require leaders to interpret operational information and use it to support decision-making, planning and performance monitoring. As automation and smarter systems become more common in waste and recycling operations, the balance of work is shifting away from purely manual tasks towards more technical and leadership roles that can manage this complexity. While not all candidates need deep technical skills, they do need to show confidence in using evidence to improve delivery and make informed decisions. A willingness to question assumptions and adapt processes is highly valued.
Sustainability and regulation are now embedded in the way organisations plan and run their businesses. Research by CIWM, ESA, Groundwork and ESS Expo found that 58% of professionals believe UK businesses are still underprepared for the transition to a sustainable economy, and 25% cited skills shortages in areas related to the circular economy and waste recovery. More recent commentary on the green-skills gap highlights that demand for green skills is outpacing supply, including in waste, resource management and related services. In practice, organisations are looking for leaders who can embed environmental performance into operations and build capability within their teams, in line with wider moves towards net-zero and more circular business models.
Culture is being examined in the same way as performance and sustainability. Senior hires shape how decisions are made, how teams work together and how clients experience the organisation, often more than any formal statement or policy. Employers want to see how leaders set expectations, address underperformance and support people through change. The ability to describe your leadership approach, and to show how you build trust and consistency across teams in practice, is increasingly seen as essential.
The need for experienced and adaptable leadership remains strong. The most successful candidates are those who take ownership of their visibility, tailor their approach and connect their experience to the evolving needs of the sector. Organisations hiring at this level are looking for clarity, relevance and capability. If you have been considering a move, taking the time now to understand how your experience aligns with these expectations, and discussing that openly with a trusted search partner, will put you in a stronger position when the right opportunity arises.
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