Lockdown Challenge: 10 Travel Photos

I was nominated by Helen for this ten favourite travel images ‘challenge’ thing on Facebook. Unlike everyone else, I’ve decided not to string it out over 10 days – and I thought I’d compile all ten images on here.

Photo 1: Red Square, Moscow, (then in the Soviet Union) – March 1991.

PJB Red Square

In the days when cameras were cameras, you either didn’t take photos or accepted that rubbish ones came along when they did. I managed to get this utterly terrible photo in one of the most amazing places on Earth and it’s my only photographic record that I was ever there. The resolution is shocking, the fashions are highly questionable and I offer no excuse at all for that bum bag. To the right of the picture is Lenin’s mausoleum (I didn’t bother viewing the body), behind me is The Kremlin, specifically the Spassky Tower and just perfectly out of shot to the left of the frame is St. Basil’s Cathedral, one of the most astounding sights in the world.

All things considered, this is a truly awful photo that just happens to remind me of an amazing, unique two-week coming-of-age experience. BTW, I’m stood next to Mike, my Russian exchange student host, whom I still haven’t managed to find on Facebook.

Photo 2: 107th Floor Observation Area, South Tower, World Trade Center, New York City, USA – January 1994

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That’s me with the hair, looking through the binoculars north to mid-town Manhattan, at 1,310 feet. Shockingly, the guy in the baseball cap behind me, who looks like he’s about to mug the lady in the headscarf, is Martin.

I’m not going to lie: it was 1994, still in the pre-digital, pre-social world so, in lieu of an actual photograph, this has been screen-grabbed from a very shonky home video recording, hence the stunningly poor quality (again) of *another* world-famous landmark.

Famously, just over seven and a half years later, the ‘Twin Towers‘ would be no more, making this an especially poignant memory. Hopefully, there are places in eternal Hell for all those involved in that atrocity. I’m tempted to wish for the same fate for all involved in developing the ludicrous ‘white balance’ setting on 1990s video cameras that just loved to reset to default and white out priceless experiences like this. Most of our NYC footage is next to useless because of it. If you thought John Lennon’s house in Berkshire looked eerily white in the video for ‘Imagine’, it’s nothing compared to our footage of his place at the Dakota Building, overlooking Central Park.

Kinda kicking myself that we did’t stop for a photo more. A quick pose on the helipad at the Manhattan helicopter tour would have been a great idea. Good times, though…

Photo 3: The Grand Canyon, Arizona, USA – November 2002
P H J P & D at Grand Canyon

You may be tempted (again) to mock my sartorial style – who wears a fleece and a Bez hat to the desert? Before you do, you should know that, as a result of some unfortunately-chosen breakfast items in Las Vegas the day before, I’d contracted food poisoning and spent most of the preceding night wondering which way to point in the bathroom. As a result, my internal thermostat was all over the place.

Having cleared out the system, I’d taken nothing but water and Pepto-Bismol for the six hours before having to get into a light aircraft for the short flight over the Hoover Dam and on to the edge of the Canyon. Predictably, it didn’t go well and I can now claim to be one of a select number of people who have sprayed fluorescent pink liquid into 3 or 4 sick bags inside a small plane over the location once voted Number 1 in the list of ’50 Places To See Before You Die’.

I believe we were near Eagle Rock at this point but to be honest, I could just about stand up, let alone remember many details. Even in my highly diminished state, it was still one of the most magical experiences of my life.

Photo 4: The Eiffel Tower, Paris, France – August 2013

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Finally, a photo in which the photographer, the technology and the subject are all fully functional.  I’ve lost count of the number of times I’ve been to Paris but I’ll never forget my first visit there, on my 18th birthday, in the year of its 100th anniversaire.  This sojourn in 2013 (en route back to Calais from Bordeaux) was an opportunity to go to the top of the famous Parisian landmark for the first time since my very first visit, over twenty years previously.

Once we’d returned to ground level, we decided to take this picture to mark the occasion.  I have loads of pictures of the Eiffel Tower but this unusual angle of its familiar shape illuminated against the night sky is my absolute favourite.

 

Photo 5:  Villa del Balbianello, Lago di Como, Italy – May 2014

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I really can’t say what part of the world makes me happiest but Lake Como has to be in the Top 5.  The food, the pace of life, the scenery and the micro-climate make this such an enchanting place to be.  This picture was taken in our first visit there, in 2014.

We’ve been back twice since then and I can’t imagine ever not wanting to go back again.  It’s an achingly beautiful place and, if you like Italian food and wine, you’ll find it impossible to resist.

Star Wars nerds should recognise the location of this photo as being the place where Anakin and Padmé were married at the end of ‘Episode II: Attack of the Clones’.  The same location was also used in ‘Casino Royale’ for the scene where James Bond is convalescing after rolling his Aston Martin at speed.  In reality Villa del Balbianello is a former holiday home of the Rothschilds which is now a museum with the most manicured gardens you’ve ever seen.

Photo 6:  Slane Castle, Co. Meath, Republic of Ireland – May 2017

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Travel isn’t just about going somewhere, it’s also about what you do when you get there – or why you even go.  This was certainly true of our short 2017 trip to Ireland – to watch Guns ‘N Roses on their ‘Not In This Lifetime’ tour.

I’m sure this might not be for everyone but the chance to combine a one-off experience like this while sampling/becoming re-acquainted with another culture (I mean, who doesn’t love Ireland?) is an intoxicating mix.  The Emerald Isle is doubly special to us as it’s the place where we got engaged, after another concert there.  Find someone or something you want to watch in a part of the world you want to visit and you’ll know just how rewarding it can be.

We also had time to nip in to Dublin, which, if you’ve ever been, you’ll agree is no hardship, either.

Photo 7:  Marina Bay Sands Hotel, Marina Bay, Singapore – December 2017

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We were only there for 36 hours and much of that was spent fighting off jet-lag but Singapore certainly left a lasting impression – not least because it gave us the chance to sample the famous roof-top swimming pool on the 57th floor of the city state’s most recognisable building.

We were also lucky enough to be able to meet some old friends there, to catch up and to gain an insight into this heady fusion of a place that many tourists never get to see.

Photo 8:  Sydney Harbour, Sydney, Australia – December/January 2017/8

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The most expensive night out I’ve ever had – but a pretty good one!  This was pure bucket-list stuff: to be in Sydney on New Year’s Eve and to be among the first in the world to welcome a new year.  With all the flights and hotels booked, there just remained the question of how we’d spend the evening.

Well, one thing led to another and we ended up booking ourselves onto one of the flotilla of boats that take in the famous light show from the middle of the harbour.  Five hours, three courses, lots of wine, twelve solid minutes of midnight fireworks and lasers and one fight later (not us), the whole thing was well and truly ticked off the list.  You know what?  Looking back, it all seems like an incredible bargain.

And then this: an important by-product of any travel experience is the chance to re-live it whenever you see the place on TV, thereafter.  I’m sure I’ll always tune in to the Sydney New Year display, covered in the UK at 1pm on New Year’s Eve.  With every passing year, I’ll continue to receive ever-greater value for money.  How many times can you truthfully say that a night out is really an investment?

Photo 9:  Monterey Bay, California, USA – August 2018

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Increasingly, the chance to see more of the natural world is a major motivation to travel.  For this, I could have chosen any number of birdwatching reserves we’ve been to, or the Penguin Parade on Phillip Island.  Or even the Great Barrier Reef.  In truth, nothing, I repeat, nothing will compare with – or prepare you for – whale-watching.

When in California, we got the chance to see a pod of humpback whales feeding on anchovies, less than a mile from the coast.  The sights, the sound, the smell, the size of these amazing creatures is something so awesome to behold, you’ll find it impossible to compare it to any other experience.  It’s nothing short of an epiphany.

We tend to compartmentalise our travel dreams into simple lists that can be simply chalked off and that’s largely true of mere places.  I’m not sure it’s just as easy to say the same of true experiences like this.  We could have seen blue whales, grey whales or orcas that day.  Given the chance, I’d go back there like a shot – and do it all again.

Photo 10:  San Francisco, California, USA – August 2018

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Travel teaches you the understanding that you will, at some stage, have to reconcile expectation with reality.  Once you’ve arrived, some places will surprise you and others will disappoint you.  Just occasionally, you find a place that is everything you always wanted it to be.  I’ve felt it in Amsterdam, in Melbourne and here, in San Francisco.  And then you’ll always love them and hope they never change.

As in most parts of life, timing is as important as any other factor: your own time of life, your motivations and aspirations – together with the point in the cycle of fortunes that affect the places you see.  I’m sure Moscow has changed hugely in the last 29 years – but then, so have I.  I could easily have listed a completely different list of 10 places I’ve loved to visit: Barcelona, Prague, Gothenburg, Hong Kong, Austin, London, Edinburgh, Los Angeles, Denver, Munich are all fascinating in their own right and no less worthy of a visit than the 10 I did choose.

Currently, with travel restricted, we should treat this time as a reminder not to take our world for granted – and never to stop feeling the need to explore beyond the horizon.  To continue to share the sights it holds and the people and the nature you can find there.  In the end, when your time on Earth is coming to a close, will you regret the amount of stuff you owned – or the number of places you got to see?

CSG: Safe Environment

Posted on http://www.csg.co.uk/blog on May 21st 2019

https://www.csg.co.uk/blog/safe-environment

As you probably know, we take our Health & Safety responsibilities very safely, here at CSG.  Last April, we held our inaugural ‘Health & Safety Week’, something we’ve already planned to repeat this year.  As part of our developing focus, we’ve decided to turn this very broad topic into four more clearly-defined categories: Safe Processes, Safe Equipment, Safe Environment and Safe People.  Continuing the series, we’ll investigate what is covered by the Safe Environment element of our policy.

Safe Environment

Ensuring safe conduct of large numbers of people in an area where lots of hazardous things happen every day is a demanding task.  It’s an obligation in which everything has to happen correctly, all the time, to ensure success – conversely, only take a few transgressions can result in a serious incident.  When the stakes are this high, even being almost perfect just isn’t good enough.

Much of the risks we manage can be mitigated by providing clarity about the ways we expect people to behave, in the guise of training and rules.  As comprehensive and as sophisticated as they are, ultimately, they’ll always require each individual’s compliance to have the desired effect.  What if, for whatever reason, those control measures are ignored or overlooked, even accidentally?  What else can be done to convey vital information quickly and effectively?

One answer is to control our environment, all the areas in which we operate, to reinforce the requirements and principles, clearly and consistently, that underpin our Health & Safety policy.  From ‘softer’ measures to achieve this control, like signage all to ‘harder’ measures like restricted access areas, essential safe practice can be governed by the organisation of the very place that requires it.

Sarah Taylor, CSG’s Compliance Manager describes the scale of the issue:

“This consideration is both complicated and made more necessary by the fact that we have such a wide variety of workplaces to cover, from offices to laboratories to workshops, as well as plant areas and the waste handling areas themselves.  Each type of location will have its own hazards and procedures to ensure safe working where they exist.”

You might conclude that the challenge here is similar to safe road use – passing a driving test may give you the ability to drive on any road but it gives you little or no insight about the various hazards and limits that exist on every motorway, mountain pass or one-way system in the country.  Only by a combination of your knowledge of the rules, together with a consistent approach to information of the requirements and restrictions specific to every area, can safe road use be assured.  As a driver, you must learn the wide variety of road signs because you’re expected to obey them.  In return, you can expect signage to be present at each and every location in which those rules apply.  Similarly, physical features such as speed bumps and barriers can enforce restrictions beyond simply informing users of the rules.

In environments such as those which CSG operate, the process of restriction can go much further than public roads can.  If you’re determined to ride a bicycle on the motorway, there’s nothing to physically stop you – the Police will soon find you and advise you that you have broken the law in doing so, but realistically, that system can only be run on a ‘first failure’ basis – with suitable deterrents.  At our sites, considerations of public access don’t apply and, crucially, ‘first failure’ isn’t an option.  This means that we can design our layouts and add manned checkpoints or doors operated by keycards in order to stop even those who may deliberately wish to ignore the restrictions.

As with other aspects of CSG’s Health & Safety policies, there is an unwillingness to confine the scope simply to that which is expected of us.  We believe there should be expectations above and beyond the obvious and necessary.  This year, there’s an emphasis on ways to replicate the safe working measures that employees can expect at CSG sites to be applied when they’re working off-site, as Sarah explains:

“On any given day, so many of our people will be working at locations not operated by CSG, and, of course, driving from one site to another.  We’re keen to ensure that we look after the health and safety of these colleagues as much as any other.

“It’s less easy because, unlike at our own sites, we do not have ultimate control of the environments they will face – but that doesn’t mean we shouldn’t try to exercise our influence, where we can.  We encourage any of our colleagues working off-site to report any concerns and ensure we raise them with the local operator, as encouragingly as possible.  Generally, companies do try to avoid being thought as ‘unsafe’ so where measures are suggested, they tend to be addressed in good faith.  We may only be able to influence rather than control but the value of influence is often under-rated.  As with other areas of our Health & Safety practice, we find time and again that avoiding a culture of blame is a very important way to make a real difference.”

As in other areas, that word ‘culture’ appears – and seems to be key to success.  We may all presume that only an iron grip of rule enforcement offers the surest way to achieve total compliance but there are softer benefits that a clearly-controlled environment can bring.

“It’s just another way to be clear with people, to make the point that this all stuff really matters – and that your adherence is vital to its success.  We hold a log of unsafe acts in order to understand how each instance could have been avoided and to monitor improvements once we’ve addressed each issue and we consistently find it’s much easier to effect change when we can prove to people the need to ‘buy-in’ to what we’re trying to achieve.  The more that people want to do that, the easier it is to ensure that everyone makes the right decisions.”

CSG: Brand Pillar 4 – People

Posted on www.csg.co.uk/blog on March 15th 2018

https://www.csg.co.uk/blog/brand-pillar-4-people

In earlier blogposts, we’ve examined how CSG’s Heritage, Innovation and Customer Service make up three of the ‘pillars’ identified as upholding our brand values. In this, the final part of the series, we focus on the fourth pillar, our People.

Accountants are often quick to remind business owners that ‘wages’ constitute their greatest expense. Unfortunately, while one of the fundamental principles of accountancy is to ensure assets and liabilities are listed and balanced, a company’s workforce isn’t ever given the status of an asset. Looking at the ways certain companies seem to operate, that one-sided view of employment can appear to sum up their relationship with those they employ.

At CSG, it couldn’t be more different. Across the business, there is a strong sense that the people who work for CSG are not just considered an asset but are very much the company’s greatest asset. You only have to flick through the pages of ‘The Hart of Waste’, the updated edition of the official CSG book and you’ll see that photographs of people from all parts of the business today (captioned with their names and their roles) are interspersed with all the significant events you’d expect to read about in an ‘Official History’. This focus on the importance of ‘The Team’ doesn’t happen by accident – it requires a strong ‘people’ culture, something that can really only be driven by a Board who truly believe in it.

Today, CSG has a turnover of over £65m but it is still a family-owned business. Through Heather Hart, CSG’s Chairman the founder’s daughter, there is a deep connection to the days when ‘Hampshire Cleansing Service’ operated from a single site, where the owners worked side-by-side with the staff and where every member of the team knew each other well. Today, with sites all over the country, spanning various different sectors of the market, clearly, that level of closeness is not possible – but it doesn’t mean that the same basic relationship between the company and those who work within it should change. In fact, one of Heather’s recollections explains much about the way her influence has set this tone.

“My father was always ‘Mr Hart’ and 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.”

The chief defender of the faith in the basic decency and unlocked potential of people is CSG’s Managing Director, Neil Richards.  Disarmingly engaging and frank, you don’t need to be in Neil’s company for long to see how passionate he is about the importance of people to a successful business. Just one question about his personal management style is all he needs to warm to the subject.

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CSG’s Managing Direct, Neil Richards.  Photo: CSG

“I learnt early in my career that a business can only be as good as its people, that most people are good and just require the right management. As a manager, you have the choice to release their potential or dumb down their abilities. I’ve always tried to empower people, to add enjoyment to what they do. I believe the potential of a workforce is huge so it’s not just something I do because it’s ‘a personal style’ – it’s an approach that’s good for business!”

CSG and Neil seem to be made for each other. He frequently refers to the people at CSG as the “brain power”, even the “horsepower” of the company, a central metaphor in his philosophy that good people, managed properly can add significant value. It’s hardly surprising that in Neil’s six years at the helm, the company has grown from 382 employees to 482 and its revenues from £44m to £65m.

“The first time I met Heather, I knew we had the same values. I saw how the family ethos was most evident at our Hampshire office and I wanted to ensure it was felt as strongly across the wider organisation. The waste industry is all about dealing with and benefitting from change. You can’t manage change any other way than with people”

But surely there’s a limit to all this new wave of collaboration and inclusivity, isn’t there? Hasn’t it all gone a little too far from the autocratic days when “everyone knew where they stood”? Presumably out of habit, Neil is quick to spot the counter argument of ‘old school’ management thinking – and quickly debunks it.

“It’s a fallacy that a ‘people’ style is all based on just being nice and offering incentives and rewards. There’s actually more conflict, more harsh exchanges of views when you empower people – which usually results in the right decision being made.

“In management, you mustn’t ever believe in your own propaganda, you need to be self-aware and a positive influence – you get more from a spoonful of sugar than a barrel of vinegar. It takes character and humility to do that, as well as common sense – a quality, which, unfortunately, isn’t that common! I’ve also learned that you know the culture is right when people begin to coach each other.”

There’s a simple reason that it’s important to see people helping each other, people empowering each other, even people occasionally arguing passionately with each other. They’re all symptoms of a workforce that cares about the work they do – a commodity that can sometimes seem to be vanishingly rare in the wider economy.

Hard-bitten traditionalists may smile and say that’s all very well but such observations amount to little more than anecdotes, circumstantial evidence. Where are the facts that support the assertion that there’s such a thing as ‘people power’?

You need look no further than our HR team to find the answer. The data they administer shows the number of people whose length of service runs into the decades and, perhaps most persuasively, the number of employees who apply to re-join, having previously left the business. Such statistics simply don’t occur at organisations where the workers feel they’re little more than a number.

Of course, you’d expect any company who claims to be committed to recognising the potential of its workforce to hold the ‘Investors In People’ accreditation, something which CSG has done for many years. Then, consider the number of apprentices CSG has developed into full-time employees in recent years and the many and varied ways the company supports the personal charitable efforts of its team. Finally, look at the number of retirees with at least ten years’ service who continue to benefit from the activities of The Margaret Hart Trust – a possibly unique fund, created to assist those who have helped to make CSG what it is today.

Neil Richards’ mantra is “it’s all about the people” and there are few companies in the UK today who can claim to be as focused on making the very most of their human resource as CSG.

CSG: A ‘Brand’ New Outlook

Posted on www.csg.co.uk/blog on August 22nd 2017

http://www.csg.co.uk/blog/a-brand-new-outlook/

Over the last year, we’ve spent a lot of time thinking about CSG, what it means, what it stands for and what it is that sets us apart from our competitors.

Technically, you could call it a re-branding exercise but you might forgive us for being a little hesitant to use that phrase in public because the very term ‘rebranding’ has, ironically, something of a brand problem of its own.

There have been rather too many examples of companies being too keen to press the ‘re-brand’ button, without really seeming to understand why it was needed – or why change isn’t always better. Particularly horrific examples include the British Airways ‘ethnic’ tailfin liveries, which caused huge controversy in 1997 when they were announced – a decision that was promptly reversed just four years later. Equally cringe-worthy was the débacle that was the decision to re-name the Royal Mail ‘Consignia’ in 2001. It was only a year later that the new name was ‘consigned’ to history.

Why the history lesson? Principally to assure you that our exercise is nothing like those (in)famous branding mis-fires. We’re certainly not considering changing our name to some meaningless term or messing with our visual branding to the point where we become unrecognisable.

Our intention was to establish the things we’re strongest at and put them at the forefront of our identity – which is just an exercise in common sense, when you think about it. Land Rover never seem to miss a chance to tell you how good their vehicles are off-road and why shouldn’t they – it’s their very reason for being! We’re very aware that all our customers have a choice of waste partner and only by presenting ourselves in the best way possible can we hope to become – or remain – your first choice.

With all that in mind, we spent many hours discussing the most fundamental aspects of CSG, with a view to agreeing our absolute core values that are demonstrably part of our make-up. Here’s what we agreed on:

Customer Service

We pride ourselves in our commitment to our customers old and new. Maintaining a high quality service and working to provide solutions that are both sustainable and productive. We aim to offer a value for money service and are always willing to go the extra mile to develop customer relations and remain engaged with our customers’ needs.

People

Our people are what enable us to offer our high quality services. We help build people and teams to work together, take pride in their work and offer opportunities where we can help promote the best in each and every employee. In turn, we can pride ourselves on delivering a first class service; knowing we have aimed to achieve our very best.

Innovation

As our industry grows we are facing more challenges; looking at new ways to help protect the environment and ultimately ourselves. This in turn offers us opportunities to push the boundaries and grow. Finding new processes, investing in research and development and increasing our technological infrastructure relays a pioneering and competitive service.

Heritage

Building the very best from our valued past, to develop a continued successful future. Over 80 years of growth and development has allowed CSG to become one the UK’s largest privately-owned waste management companies and we will continue to use our past and deep rooted heritage to drive our progression.

Together, we refer to these values as our four ‘pillars’, as they uphold everything we do and all that we seek to achieve. Having identified them, the next challenge is to prove that this is more than mere “marketing fluff” and that we consistently represent each of these pillars in all that we do.

With that in mind, we’ll be blogging in greater depth about Customer Service, People, Innovation and Heritage in the coming months. You’ll also recognise their influence in our new website and our new video, both due for launch later this year. As any cattle-brander already knows, the exercise only works properly when you have a lot of irons in the fire.