Brand Pillar 1: Customer Service

You may have read of our recent efforts to define the strongest parts of what makes CSG what it is. After much discussion, we arrived at four distinct elements, what we like to call our ‘brand pillars’ because, together, they hold up everything that CSG does.

With this in mind, we’ve decided to dedicate an entire blogpost to each of the four pillars and first up – arguably in order of importance – is ‘Customer Service’. You may think the way a company treats its customers and responds to them is quite an obvious contributor to their success but if it’s so obvious, why is it that so many of us experience poor service so frequently? What, then, makes it such an indelible part of what CSG does – and why are we so proud of it?

Michaela Forder, Sales Executive

With CSG operating across such a broad range of customer types, the ways in which we’re able provide excellent service can also vary enormously. For example, in the case of our biggest accounts, with huge volumes involved and clarity of purpose vital, the levels of service we promise are often written into our contracts and tenders. Perhaps a more acid test of our ability to offer an unbeatable level of service is in the business-to-consumer (B2C) environment, where we’re usually asked to react quickly to very specific requests by a wide range of consumers, often with very different levels of expectation.

With that in mind, perhaps the best person to ask is Dean Hough, our Telesales Manager, responsible for providing a fast, professional response to all our domestic and small business sewage collection services. He’s the man who’s there to ensure a very specific flavour of ‘CS’ is present within CSG. A veteran of a number of call centres throughout his career, he’s now charged with the task of keeping our B2C customers happy, every time they contact us. How do his objectives here differ from other places he’s worked at?

Dean Hough, Telesales Manager

“You could say it’s essentially the same requirement: handling calls efficiently in order to make sales but in reality, it’s nothing like anything I’ve ever done before” he says, with disarming candidness. “We tend to have a very distinct type of customer with very specific requirements, which are a world away from those of most call centre-based businesses. For that reason, it would be totally wrong for us simply to copy the techniques of even the most successful call centres. Everything we do has to be right for CSG and the customers we’re here to serve.

It’s true that, due to the vagaries of demographics, our base of domestic sewage customers (owners of houses with septic tanks) tend to be, on average, much older than a standard cross-section of the community. Similarly, such properties tend to be rather more remote than usual and that can uniquely influence the conversation with the customer.

“We’ll generally take maybe five calls a day in which we’re just asked for advice about the customer’s system, its upkeep or when it was last emptied. There’s not always an obvious path to ‘convert’ the call into a sale so we don’t necessarily push the conversation in that direction. It’s important that we help when we’re asked but it’s enough that we’re happy to leave it at that and only ‘make the sale’ when the customer is ready. That sort of thinking would be inconceivable in other industries I’ve worked in, like software or insurance, but what they would feel is right for them isn’t necessarily right for CSG and our customers.”

That’s not to say we ignore the influences of so-called ‘best practice’ of the whole call centre sector. Unsurprisingly, there are areas of Dean’s experience that have been incorporated and tailored to the way CSG deliver service to customers.

“Like any professional organisation, we still have processes and targets but we always ensure they’re done in a completely different tone, with a much lighter touch than the more hardened, clinical style that most people would associate with telephone-based customer contact. We’re very aware that to some of our customers, a call to our sales team may be their only conversation that day.

Lyn Samways, Sales Ledger & Invoice Team Leader and Karen Quirk, Sales Ledger Admin Assistant

“Our team come from a variety of backgrounds, not necessarily just sales.  We find a good grounding within the waste industry helps to foster an understanding of and therefore competence in a subject in which they’re being asked to provide assistance.  On top of that, before anyone ever takes a call, we provide a fair amount of training and even arrange for them to spend time out on the road, accompanying our tanker drivers on their rounds.  We’ve long known that if you’ve seen at first hand the day-to-day issues that can create problems, it’s much easier to give the right advice when, for example, access to a septic tank is difficult.  It’s pretty simple, really – you have a better appreciation of what can go wrong if you’ve already seen it in action.  The more appreciation my team has, the less assumption there is – and usually, assumptions lead to problems.”

It’s fair to say that even the briefest look at CSG’s history will show that customer service has always been a strong part of our culture and ethos.  As the person charged with upholding, even improving that long-standing commitment, does he find it a daunting prospect?

“I wouldn’t say so.  I don’t feel under any extra pressure just because CSG’s standards are already so high.  I’m a perfectionist so it’s more the case that my aims and CSG’s are exactly the same.  I don’t think it’s a bad thing to admit that we’re not perfect (yet) and there’s lots of things I’d like to do to keep improving.  I think the fact that CSG is still a family-owned business is a huge reason for its focus on customer service and I’d say that, while it might be easier for me to suggest lots of easier improvements to a less customer-focused business, the flip side is that I’d expect to find it harder to get the backing I’d need to make those improvements.  Here at CSG, that very strong existing focus means that there’s also a much greater willingness to support me in this role – and I find that very motivating.”

Customer service seems a simple enough concept but it’s one that frequently seems to find itself complicated and distorted to meet the eye of the beholder.  What’s the simplest way to define good service, in order to ensure that it can always be assured?

“I think, at its heart, customer service is really a question of empathy – the ability to know what the other person ultimately wants – in some cases, even before they do.  Of course, people are all different so it’s difficult to demonstrate empathy until you know enough about the person, their personality, what situation they’re in, what’s motivating them at that moment.  Even that’s pretty meaningless if there’s nothing you can do with that insight so it’s necessary not to be too governed by hard and fast rules.  Experienced people are always an asset, as is diversity within the team, increasing the ability to view a situation from more than one angle.”

What about internally?  Isn’t there a danger that very existence of a team specialising in customer service can have the adverse effect of implying to the rest of the company that it’s a consideration they can then more easily ignore?

“Whenever we need to take corrective action, we know we need to show empathy not just to the paying customer but also to our internal customers – all the colleagues who rely on each other in order to get the job done well.  Ultimately, we’re all on the same side, trying to achieve the same goal so if something has gone wrong and needs to be put right; failure is failure and we have to take ownership of that.  That sort of terrible side-effect doesn’t happen when there’s good communication and everyone is dealing with each other in the way they would expect to be dealt with.  We often say we’re ‘Working together for you’ and it’s not just a strapline – we really are.”

In the end, for all the well-intentioned ideas, the refusal to limit to ‘wrap-up’ time (the amount of time spent talking at the end of a call, after the sale) or the removal of counter-productive individual incentives, numbers will still prove the success of the strategy.  Customer retention rates, longevity, average life-time value are all longer-term measures of customer behaviour that almost define the very point of offering an unbeatable ability to meet and exceed expectations, consistently.   Customer service is not really about what it achieves today but what it continues to enable in future.  In an era where we’re used to demanding and delivering instant gratification, it’s worth remembering that its true value is one that arrives very steadily, over time.

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.

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.

The new version of our website will replace the previous edition, launched in 2010

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?

Behind the scenes of the photography shoot at our Cadishead facility in Manchester.

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.

Behind the scenes of the photography shoot at our Cadishead facility in Manchester.

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’!

Behind the scenes of the photography shoot at our Cadishead facility in Manchester.

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!

Behind the scenes of the photography shoot in Middlesbrough of our CSG Barge collecting waste oil from marine vessels.

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….

The Beat of a Different Drum

For decades, CSG subsidiary Willacy Oil Services has been one of the leading providers of specialist oil storage cleaning services in the UK. From their Flintshire headquarters, close to the huge Stanlow oil refinery, they quickly established a reputation as reliable exponents of oil recovery and sludge stabilisation – a reputation that soon spread to many of the UK’s other refineries.

Within a few short years, their reputation spread further and by 1998, Willacy’s services were required at the Mongstat refinery in Norway. A year later, a call came from Australia to perform their services at a refinery there. With a significant proportion of their revenue starting to come from overseas clients, the company was becoming truly international.

In 2008, Willacy were asked to lend their cleaning services to the Petrotrin refinery on the island of Trinidad. Since then, work there has become a regular fixture on their calendar. Trinidad and Tobago has a long association with petrochemicals – the distinctive sound of the steelpan in calypso music was defined in part by the availability of oil drums there in the early twentieth century.

Similar in capacity to Grangemouth (at around 200,000 barrels per day), the refinery operates in one of the most oil-rich areas of the world. It surprises many to learn that, over the last seven years, neighbouring Venezuela has overtaken Saudi Arabia as the country with the highest level of ‘proven reserves’, as defined by OPEC. Clearly, it’s an important area for Willacy to prove their capability.

Petrotrin is also the only oil refinery in the world that sits next to a wildlife park, the Pointe a Pierre Wildfowl Trust. As you’d imagine, this adds a level of sensitivity, which has obvious ramifications on the way they must operate. For almost a decade, Willacy have been a key partner to helping them maintain this important balance.

Gavin Lucas, Willacy’s General Manager explains how this responsibility is fulfilled and co-ordinated, over 4,000 miles away from their head office.

“We maintain a team in Trinidad, led by Keith Walker, who has twenty years’ experience, working in the Caribbean. Just as we would do for a UK client, we build the machinery here, mostly centrifuge and de-watering systems. In their case, we then fly it out there, where it lives and is maintained.”

Over the years, the teams on both sides of the Atlantic have become as adept at remote management as they are at waste oil recovery, a task made slightly easier as communication technology has continued to shrink the world. There are still factors to consider, British workers are given regular downtime to return home and, as in many other oil hot-spots around the world, worker security is an ever-present issue.

The work at Petrotrin has always been important in its own right but additionally, it has proven Willacy’s capability to offer long-term strategic partnership in far-flung places. Similar work in Nigeria, Saudi Arabia and other Middle-Eastern countries has arisen as a result.

Back at home, CSG & Willacy are currently developing their offering, spreading their talents across other sectors in the UK. You can be sure it won’t take long for them to transfer that knowledge and capability to another willing client thousands of miles away from their Sandycroft base, a service that, like the steelpan, can be traced back its Trinidadian roots.

The Total Answer To Waste Management Burden

The man who said there were only two certainties in life – death and taxes – got it wrong. He forgot waste. It’s an inevitability of pretty well all human activity from domestic to commercial, industrial to agricultural, on the sea and even in space.

There’s just no escaping it – or the cost of dealing with it. This year’s latest rise in the Landfill Tax means that it now costs £86.10 to dispose of one tonne of waste in one of the UK’s burdened landfill sites.

Annual tax hikes, and other Government efforts to boost industrial recycling and materials reuse – including a raft of new regulations – have been designed to persuade companies to tighten up the way they manage their waste.

Waste creation remains one of industry’s top environmental impacts, and the pressure is on to handle industrial by-products more sustainably than in the past.

Historically, waste collection, storage and disposal was a relatively simple business and fairly low down on a facilities manager’s priorities. You could probably say it was regarded as a bit of a nuisance; an unwelcome intrusion.

Remember what it was like? The company skips or yard area would be filled up with a hotch-potch mixture of wastes and a designated waste haulier would turn up and take it away. What happened to it then was of little importance.

It was gone and that’s all that mattered.  Its potential for pollution and its value as an often reusable resource was seldom considered.

These days, businesses assess their waste according to the official ‘Waste Hierarchy’ – a set of options for managing waste in terms of what is best for the environment (with disposal right at the bottom) –

  • Prevention
  • Re-use
  • Recycling
  • Recovery
  • Disposal

Because of this, CSG is constantly presented with new waste treatment challenges, inspiring us to develop innovative technologies designed to boost their customers’ recycling and resource recovery rates, diverting waste from landfill rather than concentrating on disposal as a first option.

Whilst pioneering innovative treatment and recovery solutions, CSG seeks to act as a ‘green partner’ to its customers by providing them with a customised programme of waste management measures designed to minimize adverse environmental impact.

These are called Total Waste Management (TWM) programmes, and more and more companies are taking this corporately responsible route in order to increase sustainability and reduce costs. That word partnership is the key, here.

Together with its commitment to real sustainable waste management in which recycling and reuse are our primary goals, CSG has made partnership in a Total Waste Management programme the cornerstone of its offer to customers.

So how does a TWM programme work, and what are the benefits?

Naturally, all waste streams are removed from a customer’s site for legal disposal, or preferably treatment, in compliance with the regulations. CSG values even the most hazardous waste as a potential resource, and the amount of reusable components recovered is one of the company’s key performance indicators.

As one of the UK’s oldest waste management companies, CSG have the knowledge to identify a huge range of recyclables – some of them not obvious on first sight! By expertly auditing a customers’ waste, and providing the technology to deal with it, CSG can ensure that any customer in a total waste partnership can expect to see a marked increase in the amount of its waste being recycled.

CSG handles a huge range of waste streams at its processing plants and have invested tens of millions of pounds in new plant, machinery and processes specifically designed to maximise the recovery and recycling rates of a number of particularly problematic wastes.

Many of these developments have been in response to a customer’s individual requirements. In other words, waste partners can rely on creative bespoke solutions to particular problems when a standard disposal route isn’t appropriate.

A coordinated waste management programme requires routine management and daily oversight, especially in the case of major waste producers. As part of its Waste Partnership offer, CSG can provide constant technical support in which an expert representative is based on the customer’s site to advise on all waste management matters.

The other good news is that while facilities managers will probably never view waste management as the most exciting of their many duties, CSG’s expertly-managed TWM can drastically reduce the increasing time and effort they’re required to put into managing this now complex function.

Click here to find out more about Total Waste Management services from CSG.

 

 

Cheryl West: Assessing What Matters

This time last year, Cheryl West was, like most working mums, occupied with dividing her attentions between her work, family and friends. With three school-age children and a demanding job as CSG’s Technical Waste Assessor, at our Cadishead depot, she knew all about the difficulties of maintaining a suitable work-life balance – but something was to change her perspective so significantly, it led her to do things she never thought possible.

Seven years previously, she’d struck up a friendship with Angela Sharples, another of the mums at her daughter’s school and the two soon became best friends. Unfortunately, Angela was diagnosed with cancer but after treatment, seemed to have successfully fought it off. In September 2016, she found out that it had spread to her liver. In November, Angela died.

Jolted by such a sharp reminder of mortality, the effect on Cheryl was immediate. “Angela had been a runner, was adventurous and visited places like New York and Las Vegas. I felt I had to do something like that so I bought a bike that week. I had no idea what I was going to do but I needed to do something.”

Initially, the plan was to participate with her friend, Carolyn, in the London to Brighton ride (54 miles, done in one day) but when Carolyn suggested they opted instead for London to Paris (280 miles, done over four days), Cheryl agreed. “I didn’t really give the distance much thought – I just thought they were both a long way”.

By Christmas, their place on the ride was booked and from January, Cheryl started her training with Saturday rides. “I hadn’t ridden a bike for about ten years and had never ridden a road bike before. The first time out, I did about a hundred yards and just thought ‘No’. I had no idea about where to ride so I rode around a circuit in a housing estate again and again and did about four miles. I wasn’t particularly confident.”

Despite her perseverance, Cheryl knew she was doing things the hard way and joined Breeze, a ladies-only cycling group for beginners. “I was soon doing eight-mile rides, the group was helping me and my confidence was much higher.”

As the weeks wore on, Cheryl had raised her level to participating in 16-mile rides, was introduced to the Bury Clarion Cycling Club and invited on a 30-mile ride. By March, she’d participated in a ladies’ night ride around Bury in support of Bury Hospice – a distance of 60 miles – and booked herself on a training weekend, which involved 90 miles of riding. Clearly, the cycling bug had struck.

In early June, she completed the ‘Tour de Manc’, around 64 miles: “That was hard – the first 20 miles were flat, then came the hills…”, before the time came to take on the London to Paris ride, broken into four days between June 22nd and 25th: London to Dover (followed by a ferry crossing to Calais), Calais to Abbeville, Abbeville to Beauvais and Beauvais to Paris. “I didn’t know what to expect in France. There were hills but they didn’t seem the same – they seemed easier than at home. There was some great scenery, some pretty villages, especially Beauvais, and it was amazing to ride along the Seine. Wherever we went, there was lots of support.”

And then, of course, came Paris. Like the Tour de France, the ride was to hold its closing stages along the famous Champs-Élysées, a route which involves some particularly unfriendly cobbled areas. Unlike, ‘le Tour’, Cheryl’s finish involved negotiating the traffic – and the whims of Parisian drivers – around the Arc de Triomphe. If you’ve ever driven around that part of Paris, you may find that fact alone as impressive as the achievement of cycling almost 300 miles in four days!

Having completed her mission, Cheryl is well on the way to raising £2,500 for Bolton Hospice, in memory of Angela – with CSG pleased to contribute £500 towards her target. Seemingly, she’s undergone a lifestyle transformation to achieve her goal and honour her friend. Does this mean she’ll be back to do it all again next year?

“No. The thing I learnt most from Angela is to do different things, find new experiences. When I spoke to older riders, it struck me how many stories they had to tell, how varied their experiences were. Carolyn and I only have this experience so we decided that if we do something different every year, in a few years’ time, we’ll have that level of experience. We may do another ride – we’ve looked at one in Italy but I’m not sure about all the hills! One thing we are going to do next year is kayaking in the fjords of Norway. I’ll still have my beach holidays but I’ve decided that we need to do different things as well.”

Before all that, Cheryl will be back in the saddle to do a 100-mile ride around the North West of England in September, another challenge that requires a level of training – with an unforeseen bonus: “My middle daughter, who’s a good swimmer, has become interested in cycling. If she wants to start riding, I’ll certainly be glad of another training partner!”

It’s no exaggeration to use the phrase ‘life-changing’ to describe Cheryl’s experiences of the past year. Through tragedy, she’s gained a new perspective, raised thousands for charity and given inspiration from a friend’s memory. “Life is what happens to you while you’re busy making other plans” sang John Lennon in ‘Beautiful Boy’, his ode to his son, Sean. In her efforts to commemorate Angela’s example, Cheryl has broken the cycle of work and home and, through her efforts, reminded us that we all need to make time to live. C’est la vie…

 

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.

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.

With thanks to Third Millennium Publishing:

https://tmbooks.com/the-hart-of-waste-hb.html

 

Putting a Good Spin on Wastewater

Centrifugal force is one of the more entertaining laws of physics. Many of us have swung a bucket of water around our heads (hopefully, without spilling any) in an attempt to impress small children – indeed you may even remember it being demonstrated to you when you were young. Later on, you may have been amazed to watch the ‘wall of death’ motorcycle stunt in which a rider emerges unscathed after riding a motorbike around the vertical wall of a circular pit.

For die-hard devotees, there’s even a fairground ride, the fearsome ‘Hearts & Diamonds’, where brave souls stand unharnessed in a giant circular cage, to be whizzed around such that the entire cage can be rotated to almost 90 degrees. The sight of 50 or so screaming people seemingly stuck to the walls of an oversized washing machine drum is something that tends to live long in the memory, acting as a firm inspiration either to ‘definitely’ or ‘never’ try it for yourself. Either way, most people would agree that watching it is more fun than your average physics lesson.

When it’s not thrilling funfair riders on a Saturday night, centrifugal force has a day job – and it’s one that we really couldn’t do without: separating solid matter from water. Many industries use large quantities of water to carry out a number of processes, whether it’s washing potatoes or to apply a glossy coating to some types of paper. Having completed its process, the watery substance can’t simply be flushed away. It needs to have the solids removed – which has the secondary benefit that the water is left in a re-usable state.

How do you reliably remove potato earth or kaolin paper gloss (or a multitude of other substances) once it’s been mixed with water? You’ve guessed it – a centrifuge, albeit quite a specific type, much more sophisticated than the ‘washing machine drum’ you might initially imagine.

With such a significant demand and in so many places, it’s no surprise that there’s a need for a fleet of the things, with different capabilities and all able to visit your site in order to do their thing. In recent years, CSG have developed their oil-based expertise and have become a leading exponent of cleansing and clarifying fluids in the water-based world.

CSG’s selection of mobile centrifuges are available for hire, lease or even purchase. They can take upto 98% of the solid matter out of its watery suspension, which as a minimum, leads to its more efficient disposal or, in some cases, enables the only way to dispose legally.

With throughput rates of 20,000 litres up to 60,000 litres per hour achievable with some machines, they can guzzle through some serious quantities of sludge – and very often, they need to, as some customers require entire lagoons to be cleaned. Lagoon-clearance is a significant undertaking that may even require a roving dredger or a floating pontoon to literally suck the matter from the lagoon floor and pump it to the centrifuge at the waterside to separate it from the water.

With so many different kinds of application, surely there are limits to the types of location that such sensitive machinery can be taken to. Not so, says Pete Smith, CSG’s Technical Sales expert:

“Many of our most remote locations are at drinking water treatment sites, which can only be reached down quite winding lanes. Our biggest machines are transported on 30-foot trailers so if the lanes are too narrow or if there isn’t room to turn the vehicle around, we can send smaller systems, which will fit in the back of a van.”

The equipment is designed well enough that it can be operated with minimal training, although an experienced CSG operator is an optional extra to whoever wishes to hire it. Pete is keen to point out that ‘cleaning’ water does not make it potable, suitable for drinking, merely clean enough to be regarded as re-usable or fit for discharge.

Whatever the type of customer, their application and whatever the specific type of solid matter, CSG seem to have a centrifuge and a method for the job. While techniques can change significantly if the matter is coarser (grains of sand or grit) or finer (dissolved powders), the primary principle is always the power of separation afforded by centrifugal force, perhaps also the most environmentally-friendly law of physics.

To find out more about our centrifuge systems and industrial cleaning services,
contact us today or call 0800 011 6600.

Action at ‘The Bourne Community’

CSG were recently pleased to present the River Bourne Community Farm in Salisbury, Wiltshire with a funding boost of £20,000.

The contribution was made via the Landfill Communities Fund, an innovative scheme, which incentivises operators of landfill sites to work closely with and provide financial assistance to environmental projects in nearby areas.

Established in 2010, the River Bourne Community Farm is 63 acres of land adjoining the River Bourne and has developed into a sustainable working farm, supported by staff and by volunteers. It is a ‘Community Interest Company’ designed specifically to operate for the benefit of the community rather than shareholders.

It provides a resource for local education, as both a venue for school visits and also as a place of learning for BTEC students. Describing itself as “a 1960s working farm”, it places particular emphasis on its sustainability and ecologically sound practices – which were central to farming at that time, before the era of agricultural intensification.

The money will be put towards the cost of the farm’s new purpose-built café. It’s expected that a warmer, more comfortable place to offer refreshments (made with good, wholesome ingredients, of course) will not only increase revenues but also improve visitors’ experience, resulting in more visits!

Currently, the farm’s café operates from a portacabin. As you would expect, the new building will have impeccable environmental credentials. It will be an insulated timber-frame cabin, designed to fit in with its surroundings, offering accessibility to all its visitors. Work started in the spring and it’s expected that the new café will be opened in the autumn.

River Bourne’s Farm Office Manger Jane Wilkinson explained further:

“We are so excited about the prospect of a purpose-built community café. Our families and other visitors are really looking forward to a bit of warmth and comfort! The cafe will play an important part in farm operations and will contribute to the future sustainability of the farm.”

CSG are proud to be associated with this wonderful project and wish the River Bourne Community Farm every success! If you’re ever in the Salisbury area, we recommend you pay them a visit!

Sweetness and Weight

If you’ve ever visited CSG’s Cadishead depot, you will probably have met Phil Jones. Phil is stationed in the weighbridge at the entrance to the site and administers all the visitor passes to our admin team there, as well as ensuring all the lorry traffic is checked in and out correctly. Unfailingly courteous, he’s also rather popular with those in the know – and for a very good reason.

Over the last eleven years, Phil has added to his gate-keeping duties the role of tuck shop operator, with all proceeds being given to charity. Since then, his services to hungry drivers have raised around £3,000 for various charities including the British Heart Foundation!

Phil was inspired to get involved by a friend at a nearby modelling fair (that’s models of vehicles and trains, not the form of modelling that immediately springs to mind) who ran a tuck shop from his stand there for a children’s heart charity. A former colleague suggested they do the same thing at work and the idea stuck. Eleven years later, numerous certificates and messages of gratitude from the BHF adorn his wall. His certificate for raising £650 in 2016 has just arrived.

As we talk, a truck stops and an order is placed: “Kit-Kat, Double Decker, please” and he disappears to the adjoining office to collect the order. You can imagine many drivers will be thinking of Phil’s confectionery offering whenever they find their day involves a drive to CSG Cadishead – and who can blame them?

If you’re ever due to pay us a visit at our Cadishead site, don’t forget to see what Phil has to offer. Your dentist may not thank you but Phil and the British Heart Foundation certainly will!