Positive changes for the environment at BGL Group
BGL Group Head Greenkeeper, Rob Surgey, tells us why there’s no better time than the present to make meaningful changes to how we work and what we do each day.
BGL (Burhill Group Limited) owns and operates ten golf clubs around the UK, making them one of the country’s major golf operating groups.
We start by asking Rob: what is it like being the Group Head Greenkeeper for one of the country’s most significant operating groups?
I oversee the maintenance practices at all clubs in the group, which is really enjoyable. We regularly share ideas and tackle issues on our course manager WhatsApp group – ranging from invoicing to sourcing spare parts for machinery. We also try to share equipment across the ten sites whenever possible, so it’s very helpful to be able to call on others in the group for support.
Our courses are spread around the country, making it interesting to compare monthly rainfall statistics from site to site. We meet at least once a year for a meeting, inviting industry speakers to cover various aspects of greenkeeping, then in the evening we always go out to socialise, which is great fun.
I like to think that the course managers in the group feel they have someone to talk to if they’re facing challenges at work; they can always phone me or other experienced members of the team for advice. We aim to support each other as much as possible.
Sustainability is a key focus for BGL. Can you explain the company’s 7-step process to achieving carbon net zero status?
We have identified several key pillars that, when combined, will drive each club and the entire 10-club BGL Group towards achieving carbon net zero status. These pillars include conserving resources, fostering nature, responsible procurement and taking climate action. We are demonstrating our commitment through initiatives to reduce carbon emissions such as purchasing renewable energy, new electric greens mowers and utility vehicles, enhancing habitats, ecology and carbon sequestration through planting wildflower areas, and arranging bird surveys in collaboration with a local ecologist and ornithologist.
How does your role differ from being a head greenkeeper at one venue?
I have the opportunity to visit ten different sites across the country, each with its own unique challenges. This gives me a broad range of experience across various projects, whether it’s building new reservoirs, undertaking bunker renovations, addressing drainage issues, managing irrigation or developing driving ranges. There’s not much I haven’t encountered, but every year something new comes up!
Why sustainability, and why now?
Every one of us can contribute to the health of the planet, whether by carpooling, walking to work, planting more bee-friendly flowers or making more significant changes. My family recently switched to a fully electric car and we had cavity wall insulation installed in our home within the last 12 months. I understand that some things cost money, and not everyone can make those changes, but every small action makes a difference. At BGL, we feel that we have a responsibility to look forward and make positive changes for the environment and we’re proud with the work that we have done, and are doing, in the pursuit of carbon net zero.
What is the BGL mission?
As a group, we are committed to delivering the highest quality service and value in all areas of our facilities. All our clubs and my team are fully focused on these priorities and doing everything we can to keep moving forwards, while remaining aligned to wider business goals.
What has BGL done so far to push towards greater sustainability?
A lot has happened and is happening! We have calculated our Scope 1 and 2 emissions and are now working with our suppliers to gather data for Scope 3. We’ve also mapped our courses and surrounding land areas to calculate our carbon sequestration. The total of Scopes 1, 2, and 3, minus our sequestration, will help determine how close we are to net zero and guide further positive actions.
In the meantime, BGL operates on green tariff electricity and gas contracts across the group. We’re investing in solar energy projects, including Birchwood Park and other locations. We are actively removing gas from commercial kitchens and have made significant progress in sustainable irrigation. Currently, only one of our ten clubs - Abbey Hill in Milton Keynes - does not have a reservoir, but we’re working on that! All nine other BGL clubs use sustainable water sources for irrigation – not mains water!
Importantly, we are working with the water sector and environmental charities to assess the likely impacts of changing water availability that may result in reductions to our abstraction licences in the future and seek alternative water sources. An example project is the restoration of the River Ver at Redbourn Golf Club, where we are working with Affinity Water, Herts and Middlesex Wildlife Trust, Environment Agency and club members. The goal is to attenuate surface water flows to improve water quality, ecological condition, improve local flood resilience, reduce flooding on areas of the golf course, and potentially offer additional irrigation sources.
Sustainability and successful golf operations are not mutually exclusive and we are keen to show the benefits the golf sector can offer the natural environment, local communities and golfers.
How did it feel to be the first multi-course operator to achieve GEO accreditation across all your sites?
It was a great feeling, and we were very pleased with the outcome. When we first started the accreditation process, it seemed quite daunting, but we were pleasantly surprised by how much we were already doing. We had to gather data, but this was relatively easy since we keep thorough records of all aspects of the business - not just the golf courses.
What has BGL got planned for the future?
The sky’s the limit! Our next landmark is to be carbon net zero – we’re working hard towards it!
We have worked hard to identify our Scope 1 and 2 emissions, fuels we consume across our sites, and retained consultants to undertake energy efficiency reports to reduce consumption through technology and engagement. We have already transitioned to Certified Green electricity, and are moving to Green Gas contract in 2025, with onsite solar PV projects being commissioned to provide some resilience to energy price fluctuation.
We are aware that Scope 3 emissions is the next challenge, and we are well underway with creating the baseline emissions from our Value Chain – primarily, emissions resulting from everything we purchase, and several other areas not picked up by Scope 1 and 2.
On the other side of the Carbon Balance
Sheet is quantifying the CO2 sequestration from our land, identifying habitat size and quality, and work with consultants, The Woodland Trust and Wildlife Trusts to increase natural habitat, improve management of existing habitat and quantify the increase in carbon sequestration and Natural Capital Value our courses offer in a robust, methodical way using science-led processes.
BGL is committed to providing a great customer experience, improving mental and physical health; in addition to working with stakeholders to improve air and water quality, improve flood resilience, enhance biodiversity, and highlight the art of what might be possible.
Under new leadership, we’re in the process of reviewing all of our business activities in order to build a robust plan to build on the huge success of the last few years.
Career history
I began my career in greenkeeping at the age of fifteen, starting with weekend work removing dew from the greens at my home club Alfreton, in Derbyshire. After completing my A-levels, I attended Reaseheath College in Nantwich, where I pursued an HND in Golf Course Management. This was a three-year sandwich course, and during the middle year, I completed work experience at the Forest of Arden. While there, I had the opportunity to work at the British Masters Tournament and found the tournament setup particularly enjoyable.
After finishing my HND, I returned to the Forest of Arden for a short period before moving to Wentworth. Over three years at Wentworth, I worked on three PGA Championships, three World Matchplay events and three senior tour events. With the goal of advancing to a Deputy Course Manager position, I moved to Moor Park for six months before securing my first Deputy Course Manager role at Wycombe Heights Golf Centre (part of the BGL Group), in May 2002.
After a couple of years, I was promoted to Course Manager when the previous one departed. I spent three years in that role at Wycombe Heights before moving to BGL’s flagship venue, Burhill in 2007, where I’ve been ever since.