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: 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: 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.