We’re generally people who like to “do it” rather than talk about it, however have been persuaded to explain our motivation. We are not about more hectares, or more polytunnels and growing systems. Haygrove’s reason for being is:
1. To create opportunities for great people, particularly those who have drawn the short straw.
2. Move minds as to what defines a great business.
These self-set challenges are based upon belief that:
Ignoring the billion people who are at the bottom, now holding smart phones with near-free internet, could be the biggest mistake our children suffer. In this newly connected transparent world the challenge to us all to provide each other genuine opportunity to improve our lot, whatever it is, is becoming increasingly vital (frustrated people smash windows).
We have a planet into which all sensible people are saying we must stop pumping carbon.
Working just to earn money, dominate a sector, or gratify ourselves, seems to pale in relative importance in the face of these realities. How we live seems critical, but also useful impact seems excitingly more achievable.
How does a medium-size business really make any difference?
In the last 30 years, the vast majority of the world has chosen to organise itself around money and business. Governments, particularly western, have become blown left and right by social media. Business has become the vehicle of human organisation, the stability, the employer. It therefore needs to be designed and to lead the world in a more rounded way.
Our dream over the next twenty years, with help, is to be part of a gathering wave of examples, of a new type of small and middle-sized businesses, who choose to measure themselves across a ‘Triple Bottom Line’ of Profit, People and Planet. Businesses who raise the bar to the traditional. Businesses who incorporate to their core, deliberate development opportunity for people less fortunate than most of us, and deliberate benefit, rather than cost, to our grandchildren’s planet. Such that the very definition of ‘what is business?’ becomes renewed.
Labour intensive horticulture is a wonderful industry to lead change, not only because it feeds us the most healthy food but because it operates at the coal face of all these issues. It employs the often much poorer, in large numbers seasonally with the understandings required by this, and sells to the more wealthy. It is a Robin Hood industry. It lives daily in the teeth of the volatility of climate change, trying to understand nature, having to adapt immediately to survive and prosper. It is real.
We are excited that useful impact is worth trying for as the total transparency about to come will be a huge force for good. Consumers will be able to vote with their fingers online, and smart staff and customers will ask for it.
If you have read this far, thank you, and please join us.
1. To constantly improve and exceed our customers' expectations.
2. To stay alive and well-oiled!
3. To continually create opportunities for great people through careful growth.
1. To establish new or greatly assist 20 community gardens in 10 years for therapeutic and educational purposes, particularly in the areas in which we operate.
2. To launch new successful Bright Futures business partnerships in Africa every year with employees who have drawn the short straw. These are people who typically started as fruit pickers.
3. For the annual staff survey to show increasing engagement over time in sustainability centred initiatives such as Do One Thing, to 100% of staff. Parallel to this for the company to show increasing financial performance. The two together indicating positive synergy and a cultural shift.
4. To meet other like-minded horticultural companies challenged by how to practically apply 3BL measurement. To create a “Horti 3BL Development Group" of 20 companies to share implementation ideas and experience that is progressive, practical, and moves the needle.
1. To be a carbon positive company by 2020, despite the fact that we fly berries around the world for health-concious consumers. Without environmental cost, to enable some of the financially poorest people on the planet, our pickers, to be connected to and benefit from some of the richest, our premium customers.
2. Actively assist that the c1500 tons of polythene we sell around the world is 100% recycled – where this is the most sustainable option.
3. Zero waste to landfill by 2023. As with carbon, easy for an insurance company or office, difficult for a manufacturer.
4. Actively assist the harvesting of rainwater from tunnels we sell and increase the amount we do on our own farms every year.
5. To make a significant Haygrove Footprint of beautification on all our owned farms, and rented farms where possible, in a way that enhances nature and biodiversity.