CSG: The First 85 Years

Posted on http://www.csg.co.uk/blog on November 6th 2019

https://www.csg.co.uk/blog/csg-the-first-85-years

2019 is an important year for CSG – it’s the 85th anniversary of our birth! ‘Hampshire Cleansing Service’ was founded in January 1934 by Edgar ‘Bunny’ Hart, the patriarchal figure of the family that still owns the company today. In that time, while so many aspects of daily life, business and waste processing have changed beyond recognition, the basic principles of the Cleansing – and the Service – remain very much in evidence today.

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CSG (Cleansing Service Group) celebrates its 85th birthday in 2019.  Photo: CSG

In 1933, Bunny Hart was a man in a hurry. Born in 1898, the seventh child of a successful butcher in London, he’d already crammed a lot into his first thirty-five years. He’d served in The Great War from 1917, become an expert skier in Kitzbühel, graduated as an engineer in 1923, taken a job in Chile in 1924 and, when the post became untenable, worked his passage as he toured around North and South America for the next two years. Upon his return to Britain, he started work for a tanker manufacturer in Southampton and began to court the woman he would eventually marry.

Despite the respectable job and steady relationship, his independent spirit hadn’t waned – he wanted to control his own destiny. The contacts he’d generated around Hampshire had convinced him that there was was a business opportunity for emptying the contents of the products he’d previously sold. Collecting sewage could never be described as attractive work but he would almost certainly have been encouraged by the old adage “where there’s muck there’s brass”. The growing levels of regulatory reform, even then, were an encouraging sign that unprofessional competition would be prohibited and it meant that, if Bunny could earn a carrier’s licence, he was sure he could build a healthy business.

Evidently, Bunny’s acumen and professionalism were impressive enough to convince the licensing body to award him a licence towards the end of 1933, sufficient for his needs. Now, all he needed was a vehicle. On 2nd December, he managed to procure a second-hand, solid-tyred 800-gallon Dennis tanker from Wokingham Rural District Council for the princely sum of £5. It’s difficult to imagine a real-terms value of such a figure without knowing the effects of over eight decades of inflation so you may be surprised to learn that £5 then was the equivalent of just £250 today. Compared to the 25 guineas (the equivalent of £1,330 today) to buy the latest ‘2 in 1’ gramophone and radio set from His Master’s Voice, Bunny’s £5 tanker still seems like a real bargain.

Of course, it wasn’t quite as cheap as it sounds – the ancient tanker needed to be updated and that’s where the real costs were. Renewing the old hose cost £47 7s (£2,400 in today’s money) and replacing the impractical solid tyres with a modern, practical pneumatic set cost a rather eye- watering £104 18s 4d (£5,300). Finally, sign-writing costs were £4 2s 6d (£209), a canny bit of marketing spend to publicly announce the new company everywhere the tanker went. The legend of the ‘£5 tanker’ sounds romantic but in reality, it represented what might today be considered an initial investment of over £8,000. Not a lot to start a business, perhaps, but quite a lot of money to stake on a firm belief of success.

On January 1st 1934, with his Dennis tanker upgraded and his ‘B’ licence effective, Bunny was ready to take on the waste disposal industry. It has to be said that 1934 wasn’t the most encouraging time to start a business. The Wall Street Crash was only a few years before and Britain had endured three years of economic decline as a result of the Great Depression. Then, just as the economy was recovering, tensions began to rise again in Europe as a resurgent Germany fell under the spell of Adolf Hitler, barely fifteen years after the Armistice was supposed to have put an end to the threat of more war. Perhaps this all seemed a world away from rural Hampshire as Bunny pursued his ambitions. Whether or not such concerns formed part of his thinking, they would not stop him trying.

He knew that, as they said about the Gold Rush, a century earlier, there was money in them there cesspits – but unlike 1840s California, the ‘gold’ was being constantly replenished. And so it proved. As the 1930s went on and the world moved inexorably towards another war, Hampshire Cleansing Service had indeed begun to grow as Bunny had intended. At the outbreak of war in 1939, six vehicles were operating around the county.

It couldn’t be denied that the war footing was good for business. With so many army bases, airfields and camps becoming established in the area, a huge increase in demand for sewage collection was, literally, a natural consequence. By the end of the war, the company employed a hundred people, the fleet had risen to thirty-five vehicles, and coverage had extended to three counties.

Unsurprisingly, the post-war years saw the military sewage collections dwindle but crucially, the company had become capable enough to replace that revenue with work from schools, factories and holiday camps. The fleet extended to a range of different vehicles, capable of extracting and dispensing the matter in different ways but the same basic principles of ‘Cleansing’ remained – and wherever people were gathered, the potential for another sewage collection existed. It may seem to have been a rather rudimentary business model but it’s easy to overlook another vital element – ‘Service’.

It’s unlikely to have been by accident that Bunny ensured that the word ‘Service’ remained in every iteration of his company’s name. His years as a salesman will have convinced him that sales do not just happen mechanically; they are agreed to by people, placing their faith in the quality of a job done well, assured that the experience will offer the reward of diligence and integrity beyond the basic process. Particularly in the case of domestic customers in remote areas, with their cesspits, the regular, reassuring sight of a friendly driver has defined their relationship with our company, retaining their trust and their custom over many years.

Throughout the 1950s and 60s, the company continued to seek out further opportunities to grow but by the beginning of the 1970s, Bunny had become gravely ill. When he died in 1971, he left a hugely successful legacy – a company that had begun to develop its capabilities and diversify into other areas of waste disposal. For some time, it had became necessary to add ever more specialist knowledge in order to operate in each specific sector of the wider waste industry.

In the years that followed, a wave of new regulations on employee health & safety, pollution, the deposit of poisonous waste and many more must have seemed frustratingly restrictive, compared to the ‘good old days’ of simply dispersing sewage into the field of a friendly farmer – but it was a benefit in disguise. Just as Bunny had benefitted from the the protection from unprofessional competitors that his licence gave him in 1934, the industry was challenging its most competent exponents to expand at the expense of those who could not adapt to the tighter regulations. Few companies were better placed to meet these challenges than the newly-assembled ‘Cleansing Services Group’.

Over the last five decades, the market has continued to sub-divide into more distinct specialisms, regulations have continued to strengthen, CSG has continued to add greater capability to the group and performance has continued to grow. Were he alive today, Bunny Hart may be amazed at the depth of knowledge now required in order to operate in so many sectors, the level of expertise in chemistry, logistics, environmental law, employee training – let alone the disciplines required to support it all, such as funding schemes, HR policy, social media management and many, many more. Given his fore-sightedness, perhaps he might not.

In 85 years, CSG has undergone a metamorphosis from a small, local provider of a specific service to a huge, diverse amalgamation of a wide variety of specialisms, all loosely connected with the world of consumption and waste. In a quirk of fate, one of the most innovative areas of our operations today is the same, necessary removal and treatment of sewage. Now, as it ever was, there’s still ‘brass’ wherever there’s ‘muck’.

In 1934, a very different Britain was still shaped by her Victorian heyday, in the twilight of Empire. The country mourned the passing of two of its greatest composers, Elgar and Holst, a 19 year-old called Stanley Matthews made his England debut and a writer from Australia called PL Travers published a book called ‘Mary Poppins’. It was, in so many ways, nothing like the Britain we inhabit today. And yet, the basic rules of business apply today, as much as they did then – the vital importance of doing a job well, to the absolute satisfaction of the customer.

May those fundamental guiding principles continue to guide CSG over the many decades to come! 

CSG: A Trust Destined For Life

Posted on www.csg.co.uk/blog on February 22nd 2018

https://www.csg.co.uk/blog/trust-destined-life

1976 was an awfully long time ago. Looking back at some of the events of that year – the first commercial flight by Concorde, The UK winning the Eurovision Song Contest and inflation hitting 16.5% – one can easily feel as if it all happened in a parallel world to the one we inhabit today.

If you remember living through it, you will no doubt recall its long, hot summer but even that memory, vivid as it may seem, cannot change the fact that it happened half a lifetime ago.  It’s easy to believe such anecdotes are little more than curiosities of a bygone age: footnotes in a textbook rather than relevant to 2018.

At CSG, something of real significance happened in 1976 – something to confront issues that are relevant to any age, to the present day.  Margaret Hart, the wife of our founder, Edgar ‘Bunny’ Hart, had inherited his shares upon his death in 1971 and decided to use a substantial number of them to create a means to provide help to CSG employees and their families, current or retired, wherever it was needed.  The aims of the project were formally drafted and the Margaret Hart Trust came into existence.

The Trust was founded to provide assistance where health problems result in financial difficulty and to help ensure that those who have retired can continue to live independently in their own homes.  In addition, every Christmas, dozens of beneficiaries now receive a hamper of goods to ease costs at an expensive time of the year and every August, each retiree is invited to an annual Tea Party in Hampshire, giving them the chance to meet, share stories and partake in a magnificent tea.  Holiday contributions are also made available to those who would struggle to afford quality time away from home.

Margaret Hart lived through two world wars and a depression, experiencing both the hardships they presented as well as the stoicism of people of those times to suffer in silence, rather than ask for help.  She felt strongly that well-being was too important to sacrifice in the name of pride but she also understood that providing help must be done sympathetically, without intrusion on dignity.  For this reason, the Trust’s very existence is placed into a wider context, the ongoing relationship we have with those who have contributed to our success.

Today the Trust’s Chair is Margaret’s daughter, Hilary Hart, who describes the very reciprocal ethos it still embodies.

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The Margaret Hart Trust is chaired by her daughter, Hilary Hart (left).  Her sister, Heather (right), is the CSG Chairman.  Photo: CSG

“CSG’s growth over many years has brought increasing comforts to employees and shareholders. It was Mother’s wish – and ours today – to be able to share this good fortune with those who are in need.”

The “ours” in that statement refers to the seven trustees who meet regularly to guide and instruct the Trust’s Co-ordinators, Fred Pothecary and Diane Lane.  It’s also a nod to Hilary’s sister, Heather (CSG’s Chairman) that together, they have continued to fulfil the objectives of their mother’s far-sighted initiative. Heather has also spoken of being “very proud” of the Trust’s achievements.

It’s difficult to disagree.  The activities of the ‘MHT’ are tangible examples of the widely-held sense amongst the CSG team that they belong to an ‘extended family’, with Hilary and Heather to be greeted on strictly first-name terms.  It enables those who may have once believed themselves to be simply “employees” to become more akin to life-members of a club.  With UK workers in the same job now for only five years, half the figure it was in 1976, the permanence of the Trust’s outlook offers an appealing alternative to the short-termism that today’s workforce is commonly supposed to hold.

Day-to-day Trust activities largely comprise of gardening and home visits to retirees.  Where personal mobility issues exist, they have been addressed with the provision of electric scooters.  There’s also a constant administrative overhead in which information on forthcoming events is disseminated and queries are fielded.  When misfortune intervenes, the Trustees convene quickly decide upon the appropriate level of support offered – sometimes, assistance with hospital parking fees is all that’s required but often, it can be much more than that.

Margaret Hart died in 1994, having seen the Trust play an important role for the last eighteen years of her life.  Today, almost a quarter of a century after it became part of her legacy, what does Hilary believe her mother would make of its various activities?

“I would hope she’d be really pleased to see all the things the Trust has continued to do and I’d hope she would feel that we’ve honoured the principles she established.  I know for certain she’d have loved the tea parties!”

And what of the future?  Can an institution that appears to have more in common with Victorian philanthropy than business in the 21st century continue to do what is has always done?  Hilary is unmoved by the suggestion that material change is inevitable – or indeed, likely.

“I think the Trust will build on its current principles of helping individuals and maintain the quality of assistance it offers.  Enabling people to remain independent is hugely important – it preserves their dignity and allows them to continue to contribute to their community.  Things will evolve, I’m sure. As our retirees are now more technically literate than was the case years ago, we’re able to make better use of digital communication.  Not only is this more efficient for the Trust but it allows us to maintain a better level of contact.  It’s important that we hold people together, recognise what they’ve done and never forget to appreciate them.’

While Partnerships and Co-operatives may offer similar support systems to their employees, Hilary and Heather still believe their mother’s brainchild to be a unique example of its kind amongst privately-owned companies.

The Margaret Hart Trust continues to be a triumph of corporate social responsibility but the fact it is still so unusual is perhaps an indication that the world may not have changed as much as we like to think.  Forty-two years on from its inception, it continues to forge its own path, providing an example to other employers that the key to the future can very often be found in the past.

CSG: Happy Xmas (2017 is over)

Posted on www.csg.co.uk/blog on December 18th 2017

https://www.csg.co.uk/blog/happy-christmas-2017-where-did-it-go

And so, as 2017 draws to a close, the time comes, once again, to wish you a Merry Christmas, to reflect on the year just gone and to look ahead to what may lie instore in the New Year.

With the festive season upon us, there’s also the more practical consideration of our Christmas opening times – which can be found here…

2017 has been another busy year, here at CSG, with more customers served, more volumes moved and more satisfaction with our services than ever before. It was a year that saw the launch of ‘The Hart of Waste’, the second edition of the book, which contains the official history and current portrait of CSG. It was also a year in which we strongly identified the four pillars that make our brand so strong: Customers, Heritage, Innovation and People.

More awards came our way in 2017, including the ‘Best Use of Technology’ in the Greater Manchester Chamber of Commerce Awards.

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We’ve seen many great strides in the CSG family of businesses, not least the opening of our new, ground-breaking sewage treatment plant in Worcester. We’ve also seen the addition of more Oil Monster trucks, covering a greater portion of the UK. At Willacy, we’ve seen a greater emphasis on overseas work and a move to apply their market-leading oil-based lagoon survey technology to water-based applications.

We’ve made donations to numerous charitable organisations and made meaningful contributions to the communities in which we operate. We’ve continued to develop the careers of the hundreds of people we’re proud to call colleagues and we’ve supported our local economies wherever we can.

In 2018, we plan to do it all again – with some significant advances along the way. In the New Year, we’ll launch the new CSG website, featuring a host of extra information and functionality – together with a brand new corporate video, to help spread the word of our accomplishments even wider.

Until then, it only remains for us to show our appreciation for your support and custom this year, to thank you for reading our blog and wish you all a wonderful Christmas and a happy, prosperous New Year!

Yours sincerely,

Everyone in the CSG family

CSG: Brand Pillar 2 – Heritage

Posted on www.csg.co.uk/blog on October 11th 2017

http://www.csg.co.uk/blog/brand-pillar-2-heritage/

By now, you may be familiar with CSG’s recent efforts to identify the most important elements that make us what we are – which we’ve called our brand pillars. Last week, we examined our unique approach to customer service. This time, the focus falls on another area that makes CSG so special: our heritage and no examination of CSG’s heritage would be worth reading if it didn’t feature our Chairman and the eldest daughter of our founder, Heather Hart.

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Heather Hart signing a book at this year’s CSG book launch for “The Hart of Waste A History of Cleansing Service Group”.  Photo: CSG

Edgar ‘Bunny’ Hart had started his Hampshire Cleansing Service in 1934, with the purchase of a single tanker and dreams of greater success, which he was busily pursuing several years later when the time came to start a family. Heather was thus born into a household dependent upon the success of a new business in a world shrouded by the uncertainties of war. It’s likely to have been a time which offered more than a little stress to disrupt this domestic idyll but Heather recollects little about her father’s work, back then.

“I remember knowing that my father was ‘back from the office’, when he arrived home but at that age, I didn’t question what that might mean.”

One reason for that may have been that Bunny was also an active member of the Home Guard, tasked with monitoring enemy activity, principally around Britain’s southern coastal towns. The Home Guard may now be inextricable linked with the hapless efforts of ‘Dad’s Army’ but in reality, their role was one which put them in the front line of any threat to occur on British soil.

Another reason why the two Hart daughters were shielded from the family business was the fact that their mother, Margaret was keen to keep the two spheres separate. She always insisted that they would not be forced into the business, by default. It’s something of a stereotype that family businesses are apt to carry discussions readily from the boardroom to the dining room table but if that ever happened in the Hart household, it was only when the girls were absent, a situation made more likely by their attendance at boarding school.

Heather’s first memory of visiting ‘the office’ (CSG’s original site at Botley, Hampshire) came when, aged “between 12 and 14”, she and her younger sister, Hilary rode their ponies there – literally all the way into their father’s office. When one of the ponies did what comes naturally – and what can always be expected of them at such moments – all over the office floor, Heather recalls “Bill Norton from the yard dealt with it”. As unfortunate as the incident was, at least you might conclude that it was the best possible place to have such a waste removal requirement!

By her mid-teens, Heather had become more aware of the nature and culture of her family’s business. At 15, something happened that was to push her further into the world her father had created:

“One of my father’s employees, Rosemary Rogers (always known as “Ro”) decided to marry Bill Voller, one of the drivers. Unfortunately, her parents disapproved of the marriage and let it be known that they would not be attending the wedding. My father offered to attend in support of Rosemary and, as my mother was ill at the time, I was to accompany him.”

Not only did this more closely acquaint Heather with the business, it was also clear that those who worked there were regarded by Bunny as a kind of extended family. It was a formative experience.

Despite her mother’s concerns, Heather later sought to develop her interest in CSG – to Bunny’s great delight – and began to work in the office a few days a week “learning bits and pieces, shadowing Father and reading lots of Directors’ correspondence”. As her compulsion to join the business had been entirely self-generated, her mother was placated. Heather’s involvement therefore seemed to suit everyone.

Within a few years, Heather had become elevated to the Board, already widely experienced and yet, in her own words, “not knowing I was learning – but then I’ve always underestimated my own knowledge”. Around this time, Bunny’s health was beginning to falter but still, Heather had no expectations to succeed him – “it wasn’t in anyone’s mind, certainly not mine. I was in control of the cash book at that time as we did not have an accountant in those days”.

Upon Bunny’s death in 1971, Heather became thrust towards a leadership role, a mere seven years after her first day in work. Heather refers to her status over the next years as a “gap filler”, diverting her attention variously to Human Resources, Sales and gaining British Standards accreditations. As modest as this description sounds, her approach of adding or enhancing systems to produce continuous performance improvements in different areas sound more like the actions of a trouble-shooter, adding value to the business and maintaining the family interest.

Within months, she and CSG would find themselves at the centre of an emergency making national headlines that many observers, Heather included, believed would shape the very future of the whole waste industry.

It was February 1972 and police were called to a site near a children’s playground in Nuneaton to find 36 drums of highly toxic sodium cyanide ash dumped on open ground. The incident made front-page news and resulted in an emergency debate in the House of Commons the next day. Sweetways, a CSG subsidiary had been engaged by the authorities to move the material to our Botley site, where it was safely treated.

MPs were calling for reform of an industry that had failed to prevent an incident that could potentially have resulted in a major tragedy but many in the industry seemed resistant, aware that stronger regulation threatened to disrupt their livelihoods. CSG had to decide if it was better to position itself as a more responsible operator, with the expectation that tougher legislation would gain more business in the longer term, or add its voice to those keen to maintain the status quo. Unanimously, the Board chose the former option, embracing the brave new world of regulation and greater professionalism.

From today’s perspective, it seems as if it was an obvious choice but ours is a perspective shaped, in part, by that decision. It must have taken a great deal of courage to see through the uncertainties and dissenting voices to choose to reject the comfortable certainties of the past and invite a huge level of change, based on little more than a belief that that’s where opportunity lay.

Today, 45 years on, Heather is sanguine about the seismic shift that she and her fellow Board members saw coming.

“I think we all knew there was a need for the industry to be more responsible. The issues we faced were how to achieve that: via what processes and over what timescale? Many of the changes required increased costs or risked turning away business. Of course, we had to make these changes but we also had to remain in the market long enough to see them through.”

History now shows that this single issue heralded many of the changes the waste industry has since undergone: professionalism, consolidation, specialisation, while not alien concepts beforehand, have all become commonplace in the years since 1972.

One thing that hasn’t changed much in all that time is the strong culture within CSG; where employees are still able to think of themselves as part of the ‘extended family’. As in the rest of society, the style has become less deferential, although here too, Heather can claim to have driven this progression.

“My father was always ‘Mr Hart’ and even the Board used to refer to each other in this way. When I started, it was natural to everyone that I’d be greeted ‘Miss Heather’. I was never comfortable with that and preferred just ‘Heather’, so we began to adopt a first-name culture, which still exists today.”

It’s a culture that’s often remarked upon by new starters and it’s one that’s made more evident by the number of people who’ve been on the payroll for twenty, thirty, even fifty years. To Heather, this is more than just a statistic; it’s part of the very essence of CSG.

“The importance of having a mix of different people, with different experiences and backgrounds, each learning from the other, is hugely underestimated.”

Today, CSG has revenues of over £60m and profits of over £4.5m. In such rarefied business circles, the term ‘family business’ is often derided, as shorthand for parochialism or lack of professional impetus. Is CSG really still a family business?

“We’ve always needed professional management at the highest levels – and we’ve backed them – but the involvement of the family adds focus”, Heather insists.

Perhaps the most prominent evidence of CSG’s unique heritage is the Margaret Hart Trust, set up in 1975 by Bunny’s wife, (Heather and Hilary’s mother) as a lasting tribute to CSG’s Founder. The trust was established to provide later-life assistance to any retired CSG employee with over 10 years’ service as well as any current employee who might be long term sick.

“It assists with gardening, stair-lifts, holidays amongst many other things – and we have a lovely party for all those it helps every year, which is great fun. I think its greatest achievement is that it has consistently enabled people to keep living in their own homes for longer. My sister Hilary chairs the Trust and we are both very proud of it.”

CSG has always tried to combine the best of both worlds: the achievement and capability of a dynamic corporation with the lighter touch and firmer identity of a family concern. It’s a rare combination and one that’s a testimony to the vision, not just of the man who started it all, but to his descendants who have worked to retain the essence of that family business, established 83 years ago.

CSG: Coming Soon… A Site to Behold

Posted on www.csg.co.uk/blog on August 15th 2017

http://www.csg.co.uk/blog/coming-soon-a-site-to-behold/

At the recent launch of the new edition of the CSG book, ‘The Hart of Waste’, much was made of the fact that there’s a new CSG website in production – including a snazzy new corporate video! We thought it was time to ask around and find out more. Here’s what we learned…

First of all, the new website is on schedule and is expected to ‘go live’ “before the end of the year”. The edition of the site it replaces will have been in use for over seven years – which is a long time in ‘website years’. If popular myth has it that that you multiply a dog’s age by seven to arrive at a ‘dog years’ age, then perhaps it’s fair to raise the factor to fourteen in the case of websites. Whichever way you dress it up, the conclusion is the same: the site is in need of an update.

Since 2010, there’s been an explosion in web browsing from hand-held devices and websites today simply have to look as good and behave as well, whether you’re using a smartphone, a tablet or a desktop computer to browse it. It’s therefore no surprise that the new site will be ‘responsive’ – i.e. the site responds to the screen requirements of each device used to view it – unlike the 2010 edition.

In an industry such as ours where so much of what we do is guided by changes in legislation and process, there’s an almost constant stream of updates to keep on top of, which means that the new site will contain even more information. At last count, we expect there to be around 15,000 words, spread across over a hundred pages but who knows how much this could rise to?

It’s not all about the written word, though. We’re very mindful of the stats we’ve seen that emphasise the value of multimedia elements such as imagery and video on keeping web browsers interested (or ‘engaged’ to use the tech term), which is why we’ve spent so much time and effort creating and capturing what we do in order to present ourselves as professionally and as engagingly as we can.

As we’re already doing with our Oil Monster site, we’re keen to harness the interactive power of the web. Instead of the site merely being a means to put information before the visitor, there will be the facility to order and enquire directly to our Sales team, via a simple online form. You won’t just be able to ‘read’ or ‘watch’ – you’ll be able to ‘do’!

Finally (well, probably not finally, but this is the last of the information we could get at this stage), the new site will be heavily influenced by the recent branding work we’ve done and will be designed to reinforce the ‘four pillars’ of what we believe CSG to embody: Customer Service, People, Innovation and Heritage. It’s no surprise that, having put so much effort into defining what we stand for so strongly, we should then reinforce those principles in our website – so that’s what we’ll do!

We expect there’ll be other improvements too but that’s all we can tell you for now. As with all these things, the number one question you’ll have is “when?” but with all the work involved, that’s always the hardest to confirm. “Later this year” is the best answer we could get but you can be sure that as soon as we have more specific information than that, we’ll share it with you!

Watch this space….

CSG: The Hart Of Waste

Posted on www.csg.co.uk/blog on July 12th 2017

http://www.csg.co.uk/blog/the-hart-of-waste/

The great and the good of CSG gathered in a Hampshire hotel recently to celebrate another landmark occasion in the company’s long and illustrious history.

The cause for celebration was the launch of CSG’s second book, ‘The Hart of Waste’, an updated history of the company founded by Edgar ‘Bunny’ Hart in 1934. As with the previous book on CSG, ‘Waste Matters’, published in 2002, the new book was written by Nigel Watson, an accomplished writer and corporate historian.

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The guests gathered at the Solent Hotel, close to CSG’s Fareham head office at the end of the day.  The fact that our AGM had been held that afternoon meant that many important stakeholders could be present.  One such luminary was CSG’s former Managing Director, Ken Pee, who’d flown in from his home in Cyprus for the occasion.

After a convivial drinks reception, we were invited into the function room and entered a room dressed with CSG branding, a projector and screen and, of course, a table groaning under the weight of numerous copies of the new book.  Many guests filtered into the theatre seating area while others chose to stand towards the back of the room while they waited for proceedings to start.

First to speak was Heather Hart, CSG’s Chair and Bunny’s daughter, who welcomed the assembled throng and explained how it was that this second book came to be commissioned – a conversation over a glass of wine, on holiday with her sister, Hilary.

In historical terms, it may seem that fifteen years is a barely significant interlude but such is the pace of change in all areas of life, a mere decade and a half seems like half a lifetime away, particularly in some aspects of life. For example, a quick Google search uncovers an article in which 2002 was predicted to be “the year of Broadband Britain” – which means most people were still accessing the internet by dial-up modems. In fact, Google itself was only four years old, back then and as likely to be the search engine of choice for most people as Yahoo, Excite or Alta Vista – remember them? Facebook didn’t even exist (Mark Zuckerburg enrolled at Harvard in 2002 on his way to creating thefacebook, as it was once known) so social networking and social media were little more than concepts. It really was a very different world.

In the world of waste, the pace of change has been just as bewildering. A veritable slew of legislation in the last fifteen years has led to innumerable disposal practices that were commonplace in 2002 becoming outlawed – each requiring a more professional, more regulated technique of treatment. It may be ‘only fifteen years’ but in truth, it’s easily enough to warrant an entire re-telling of the official story of CSG.

Having given some insight into the creation of the book and with all the right people thanked for their participation and assistance, Heather passed the microphone to Neil Richards, CSG’s ebullient Managing Director. Neil paid particular tribute to the unique way that CSG is run, a reliance on self-sufficiency and a faith in old-fashioned values that encourages a sense of belonging and shared purpose amongst all who join the business.

Neil referred to the very distinct culture at CSG, a careful mix of the familiarity of family businesses with the professionalism of large corporations. It’s certainly no accident that the new book carefully inter-weaves pages of every element of the current CSG team all the way along the company’s timeline of events throughout its 170-odd pages and it perfectly reflects Neil’s words.

The evening was rounded off by a sneak preview of CSG’s new company video (more on that, later this year) before the books on display were given to each of those present. Many even took the opportunity to ask Heather to sign their copy – which she was delighted to do.

As the conversations carried on around the room and into the night, there was a clear sense that the launch of a book charting a company’s history was, far from being merely a documentary of the past, more a starting point to the next chapter in the remarkable story of success that all started with one man’s dream.