Driving purpose and building culture

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

From 2019 until now, Casella grew from about 2,000 employees to more than 5,500 across New England, New York and the mid-Atlantic, significantly increasing the geographic footprint and operational complexity of the business. Leadership recognized that growth at that pace required an operational alignment, and recruiting, retaining and developing its employees across hauling, processing, maintenance and customer-facing roles became a strategic priority.

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

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

Origins and employee research

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

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

Weld says a theme of pride emerged, with employees noting that they work hard daily and make a difference to their communities in an industry that can be considered “gritty.”

“The campaign was born out of the sentiment of the people who work here, and the marketing team deserves a lot of credit for that” he adds.

That feedback shaped the tone and structure of the campaign, which avoided aspirational language in favor of straightforward storytelling. From there, Casella focused on translating those insights into materials that could be used across platforms, including recruitment ads, social media, internal communications and on-site language.

The goal, Weld says, was to create a campaign flexible enough to evolve but grounded enough to remain recognizable as the company continued to grow.

Stories from the frontline

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

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

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

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

Recruitment and training impact

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

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

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

By pairing employee stories with actionable programs like the CDL school, Weld says Casella is able to attract prospective employees who better align with the company’s culture while providing career paths that encourage more long-term engagement.

Recognition across the organization

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

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

“People tend to gravitate toward the things that they know, and they tend to get into these modes where it’s comfortable to do just their specific job,” Weld says. “So, really, [it is] recognizing the work that people are doing, showcasing that [and] allowing them to tell their own stories, as well.”

Purpose and community connection

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

In one example featured through the campaign, a driver highlighted for his work shares that he also trains for marathons that raise funds for St. Jude’s Children’s Hospital.

“This guy’s bringing his whole self to work every day, and his life outside work is also service-oriented,” Weld says.

Sustaining a living campaign

As Casella continues to evolve, Weld says maintaining authenticity remains a priority, with the company viewing the campaign as an evolving tool rather than a finished product. Leadership monitors employee retention, safety performance and engagement metrics to assess whether the campaign and its supporting programs are meeting their goals.

“Culture is a living thing,” he adds. “All living things need to be nurtured. They need to be cared for.”

Since the campaign’s launch, Weld says it has boosted employee morale, elevated recognition, supported recruitment and reinforced training initiatives. By centering on real employee experiences, the campaign has demonstrated to Casella’s leadership that celebrating its workforce not only is a marketing tool but also a critical component of organizational culture.

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

The author is the associate editor of Waste Today and can be reached at eandrus@gie.net. This story previously appeared in the January/February 2026 issue of Waste Today, sister publication to Recycling Today.