In a fast-changing industry shaped by regulatory flux and evolving material flows, resilience is more than a buzzword; it’s a lifeline. Nowhere is this more evident than at Global Ardour Recycling (GAR), a company that’s not only survived but thrived after facing near-collapse.
Just 18 months ago, GAR (formerly Recycling Lives) found itself on the brink. With a legacy built on social enterprise, private equity involvement had gradually eroded its culture and financial standing. By late 2023, the business was haemorrhaging cash, and Christmas brought more than just seasonal pressure: the company was on the verge of administration.
But in January 2024, Global Metcorp Limited and Ardour World Limited stepped in and formed Global Ardour Recycling Limited, which is led by Sanjay Singhal (Managing Director). What followed was a remarkable transformation, not just financial, but cultural.
Ground-Up Recovery
Graeme Slater, Operations Director at GAR, describes the transition period bluntly: “It was a tough six months. We had to rebuild confidence from scratch.” Trust, both internally and externally, had been severely damaged. Suppliers were wary, long-time partners hesitant. “There were rumours, people weren’t being paid, reputations were shredded,” he said.
The new owners, Ashish Chaudhari, Sundip Goyal and Gaurav Chaudhary brought with them, not only financial stability but over 20 years of expertise and knowledge within the industry. Instead of sweeping changes, they backed a restructured senior leadership team primarily from the existing business.
“There’s no hierarchy,” Graeme insists. “The guy picking in the yard can speak to the owners. That’s what rebuilt us: transparency, trust, and hard graft.”
This trust was pivotal in changing the material mix and restoring relationships. Previously, the Frag sites relied on 60–70% self-supplied stock. Today, 70% comes from merchant partners, a testament to GAR’s renewed industry standing. “We paid on time, every time. That’s how we earned trust back.”
Women at the Core
A striking part of GAR’s evolution is the emphasis on diversity, employing 40+ women across a variety of roles.
The prominence of women in leadership roles is visual throughout the business. Beth Mason for example, the Operations Lead at the Preston site, is described as having the “toughest job in the company.”
“We’re a little different,” says Graeme. “Half of our top performers are women, and they’re strong leaders.” This isn’t about tokenism. It’s an authentic, embedded culture shift. “From compliance to buying to site operations, they’re pushing us forward every day.”
Values That Stick
Despite the commercial reset, GAR hasn’t abandoned the social ethos that once defined Recycling Lives. The company still contributes a large donation monthly to the independent Recycling Lives charity, helping fund offender rehabilitation, food redistribution (through FareShare Lancashire & Cumbria), and social support. This is all amongst other charity projects we support.
Reintegration programmes are still active. ROTLs (Release on Temporary Licence), see category D prisoners, work on-site. The company recently re-certified to support ROTLs, and regularly liaises with the charity to recruit staff from marginalised backgrounds. Welfare support is embedded, not performative. “We have a welfare co Ordinator, (Geraldine Hoggarth) who helps staff with issues such as debts, insurance, even just budgeting. It’s real, hands-on help.”
Technology and the 4Rs
With new End-of-Life Vehicle (ELV) regulations looming, GAR is proactive. The shift from sheer volume to material quality is already underway. “The volume model doesn’t work anymore,” Graeme says. “We’re focused on extracting more value, more reuse, more remanufacture, better downstream.”
Their RAW2K platform is central to this, enabling online resale of vehicles too good to shred. But they’re also investing in the future of unsold parts. “We’re exploring how to process plastics and other materials that would usually end up in landfill.”
GAR collaborates with the University of Central Lancashire to trial innovations in part reprocessing and is developing lithium battery processes in cooperation with local fire brigades and councils.
A Different Kind of Growth
Recycling Lives ran 23 sites and employed over 650 people. Post-restructuring, it’s leaner: now with 9 sites and employing almost 300 staff, the operations are now more focused. “It’s not about being the biggest anymore. It’s about being the best,” says Graeme.
Future acquisitions are planned, but differently. “We have learnt from past mistakes not to forget the people. We used to spend months at new sites, integrating them into the family. That disappeared, and it showed.” Future growth, he says, will be strategic, ethical, and inclusive.
Looking Forward
GAR’s recent progress speaks less of dramatic reinvention and more of steady, values-driven business recovery. By focusing on core principles – trusted, transparent, and responsible – they’ve re-established themselves as a reliable player in the recycling sector.
Importantly, the company has chosen substance over noise. “We do things because they matter, not for the headlines,” Graeme notes. This grounded approach has helped repair relationships and strengthen partnerships across the supply chain.
With a clear strategy for sustainable growth, active engagement with new technologies, and a leadership team that understands the importance of both people and performance, Global Ardour Recycling is well-positioned for the future.
The company’s story is a timely reminder that in an industry often challenged by short-term thinking, long-term success comes from consistency, collaboration, and putting people first.
Visit globalardour.co.uk
