NWH Group

To address workforce shortages, family-owned waste management business NWH Group implemented a strategic resourcing initiative aimed at improving retention, developing talent and ensuring long-term industry sustainability – an initiative that impressed the PMAs judges for “exemplifying grit, determination and bold thinking”.

Beyond factors such as Brexit, the pandemic and an ageing workforce, the HGV industry-wide shortage of skilled drivers and mechanics was exacerbated by a lack of structured entry pathways for new talent. Traditional recruitment methods were no longer viable, and a long-term, sustainable approach was essential.

NWH analysed internal workforce data, market trends and national HGV employment reports, and engagement surveys and exit interviews confirmed that lack of career development, limited entry routes and job instability were key factors driving high turnover. 

This resulted in an initiative focused on addressing these challenges through a multi-faceted approach: apprenticeship programmes to develop new talent and ensure a steady supply of trained drivers; support for newly licensed HGV drivers to bridge the experience gap and increase retention and employment partnerships with job centres and councils to attract underrepresented groups; and international recruitment to secure critical skills in both driving and fleet maintenance. 

“The HR director took calculated risks, pursued innovative ideas and gave opportunities to individuals and communities often overlooked demonstrating a real commitment to social mobility and inclusive employment,” the PMAs judges said. “The investment, both in terms of time and resources, was evident throughout, supported by mentorship and strong partnerships. The presentation left no stone unturned, showcasing an impressive breadth of work with disadvantaged groups: women returning through flexible work, veterans, Ukrainian asylum seekers and international agencies in South Africa and Pakistan.

“It reflected a genuine drive to create long-term, sustainable employment – not just fill vacancies. What stood out most was the ambition to challenge perceptions of the jobs on offer, positioning them as pathways to better quality of life, and the proactive approach to future talent, including outreach to schools. This wasn’t just recruitment, it was a blueprint for community-focused, values-led employment.”