Contact July/August 2018 by Rock and Small

JULY/AUGUST 2018

CHANGE AT CHAMBER As the Jersey Chamber of Commerce celebrates its 250th anniversary, new chief executive, Murray Norton, is looking to the future

STARTING UP

BARRIE BAXTER

VIEWPOINT

The how, the what and the why – advice for entrepreneurs on successful start ups

We find out how the Guernsey Chamber of Commerce’s new president is hoping to help island businesses succeed

Richard Digard says the islands’ governments should be doing more to encourage economic diversity

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WELCOME TO THE JULY/AUGUST ISSUE OF CONTACT

BARRIE BAXTER

President Guernsey Chamber of Commerce

It has definitely been a case of ‘hitting the ground running’ in my new role as president of Chamber and I am delighted to be involved in the team which is steering and shaping this organisation on its future path. Guernsey Chamber is a pivotal part of life here and also has an important role to play in helping business to identify and develop links beyond these shores. I am committed to shaping the organisation as a business development centre with a strong presence in the heart of Town, both literally through our new office and event space in the Market Buildings and metaphorically through far more regular engagement with the membership as a whole. We will be happily working in a glass cube – easy to find, simple to engage with and transparent in our efforts. We will be working hard to support our members and attract new ones, as well as accurately representing them through lobbying and positive engagement with political representatives and the state sector, as well as other business groups. Our aim is to work on a collaborative basis: whether you are a member or not, come and talk to us about how we plan to be an effective enabler in island business life and the related benefits for the entire community. I would like to issue a personal assurance that Chamber, with its 18,000 individuals within the umbrella of our 600 corporate members, is open for business. We want to hear your views, want to identify what is important to you and need to work together to achieve tangible results. While there is an important need for lateral thinking and long-term vision in any organisation, my motivation during this two-year term is to reach a series of goals for business in Guernsey. Identifiable results are a very clear focus. There is plenty to keep me and the team busy but precisely how we arrange those priorities is going to be dictated by you, the members.

Eliot Lincoln

President Jersey Chamber of Commerce

Jersey’s recent elections have seen a significant change in our elected representatives and in the council of ministers with only one minister retaining their previous role. I am optimistic and Jersey Chamber is looking forward to a constructive and robust relationship with the new chief minister and his team. The changes we have seen bring our island significant opportunities through different approaches to issues and ways of working both inside and outside the States Chamber. But with opportunity comes challenge. We are entering a period of uncertainty with both Brexit and changes the previous assembly agreed that increase the burden on businesses. These include additional discrimination legislation, family friendly legislation and, for certain sectors, extra taxes. This comes at a time when some sectors are under significant commercial pressure including their ability to resource due to a buoyant local employment market, the resultant inflationary effect on wages and the difficulty in licensing and attracting individuals to work here due to the strength of the euro versus sterling. We are very concerned at the statements made during the recent selection of ministers regarding a rapid push to a £10 per hour minimum wage, representing a 33% increase to our current rate of £7.50. Whilst no doubt a popularity winner, both in terms of public opinion and those of our only political party, decisions of this scale must not be taken lightly. Less than 12 months ago, The Oxera Report, ‘Raising the minimum wage: economic and fiscal impact’, looked at the implications of raising it to £7.88 or £8.40. Their findings included the following: ‘There would be an increase in firms’ costs, following which we would expect a number of job losses, reduced hours, increased prices for consumers, and lower firm profits (i.e. a reduction in shareholder value). The job losses would be concentrated in the hospitality, agriculture, and retail sectors.’ In recent discussion with a concerned farmer, he indicated continued pressure from all sides and indicated that a move to a £10ph minimum wage would simply put him out of business. Chamber will work to ensure that these concerns are given the highest priority in our dialogue with the new States Assembly.

EDITOR Tamara Timothy

editor@collaboratecommunications.com

SALES Julie Todd

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Adam Martel

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DESIGN & PRODUCTION Anthony Barbapiccola

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Contact is produced six times a year by Collaborate Communications Ltd. To receive Contact magazine call Julie Todd on 01534 858514 or email sales@collaboratecommunications.com Contact is published by Collaborate Communications Ltd. Copyright 2018. All rights reserved. Any reproduction without permission is prohibited. Contact contains editorial content from external contributors which does not necessarily reflect the views of the publishers and the factual accuracy of which cannot be guaranteed by the publishers. Contact does not accept or respond to unsolicited manuscripts and photographs. The publishers do not accept responsibility for errors in advertisements or third party offers.

Guernsey Chamber of Commerce Suite 1 16 Glategny Esplanade St Peter Port Guernsey GY1 1WN Tel: 01481 727 483 www.guernseychamber.com Jersey Chamber of Commerce Chamber House 25 Pier Road St Helier Jersey JE2 4XW Tel: 01534 724 536 www.jerseychamber.com

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CO N TE N T S

NEWS & EVENTS 10 Guernsey Chamber news A roundup of Guernsey Chamber’s annual dinner, including the winner of the Anvil award and the funds raised for Mind. 18 Jersey Chamber news Find out more about Jersey Chamber’s legal adviser and cousel, Olaf Blakeley, alongside their news and events. 30 Viewpoint Richard Digard says the Channel Islands’ governments need to encourage more innovation in the islands’ economies.

Island entrepreneurs 42

Waitrose 74

40 Starting up Advice and experience from those in the know about how to go about starting up your own business.

PEOPLE 04 Murray Norton We speak to the new chief executive of the Jersey Chamber of Commerce about his plans for the organisation. 38 Barrie Baxter The newly elected president of the Guernsey Chamber of Commerce shares his thoughts on how the organisation can encourage entrepreneurs.

A crucial time for Chamber 04

76 Wendy Benjamin The managing partner of Appleby tells us about the time she drafted a contract for a dinosaur.

CONTRIBUTORS Gary Burgess Richard Digard Tamara Timothy

Writer Writer Writer

Chris George Ian Le Sueur

Photographer Photographer

Meet the boss 76

Guernsey Chamber news 10

INTERV IEW

A CRUCIAL TIME FOR CHAMBER

The new chief executive of the Jersey Chamber of Commerce, Murray Norton, shared with Contact his plans to represent the interests of members as he makes the move from politics to business. With Chamber preparing to celebrate its 250th anniversary, former politician Murray told Gary Burgess that it’s a vital period in the organisation’s history.

There’s something of the showman about Murray Norton. A lifetime of performance, whether on stage, in a DJ box, on the radio, or most recently standing up and speaking in parliament, is plain to see. It’s what makes chatting with him such an easy experience. Straight-talking, clear and concise, on top of his brief, and always at pains to ensure his audience is fully engaged with what he’s talking about.

ahead of May’s general election. He wasn’t expecting to be in this role. ‘It was something that came in from left field and was something that came after I had already shown an interest in probably four other job offers that were on the table at the time,’ he told me. ‘Then this was brought to my attention. I then made some enquiries with a recruitment agency who were tasked with finding the next CEO and I was shortlisted from six candidates.’

But he’s only a week into his new job as chief executive of the Jersey Chamber of Commerce when we sit down to talk, so I wasn’t sure how up to speed he’d be with the demands of an organisation that represents the interests of more than 550 businesses.

‘I went through a couple of interview processes and then finally I was interviewed by Chamber itself and it was a very detailed, rigorous interview process where my thoughts were sought by them and I just spoke as I felt.’

I shouldn’t have worried. He’s a man with a plan. Though that wasn’t necessarily the case when he announced he was standing down from politics

This, after four years of frontline politics, representing his home parish of St Aubin as Deputy for St Brelade No.1, but also as Assistant Minister for Economic

Development. And it’s that, combined with his previous life in business and media which - Murray believes - got him the job. ‘There were three parts to this. Firstly, I’ve spent a great deal of my career in the media. I’ve spent a great deal of my life in business. And I’ve spent the past four years as an assistant minister sitting at the Council of Ministers table being part of the decision-making process of 49 States members so I’ve got an inside view of what it’s like to be a politician as well. I wouldn’t say it’s unique, but there aren’t many of us around. ‘And I think for the role that’s required, partly running a business, partly making sure that the message is getting out to Chamber members and on behalf of Chamber, and the important role of lobbying, those are the three requirements and my unusual CV fits their unusual requirement.’

‘It’s very easy as a politician to live in a bubble that you’re the decision makers, but in order to do that you need the right information, and you need that from the people who live and breathe business

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And it’s straight down to business. It’s a time of change for Jersey’s parliament, but also for the public administration with a reorganisation of the public sector currently underway, led by States chief executive Charlie Parker. He, together with new Chief Minister John Le Fondre, have a big job on their hands. That, for Murray, means the role of Chamber is vital and timely. ‘I’d say it’s probably more important than at any point in living memory. I’d say the importance of Chamber to this new government and this new-look administration will be more important than ever. And I sense that this is the most valued time that Chamber has ever had. ‘It’s not about business and their selfinterest. So long as business is successful, all businesses, all of those cogs large and small make this island go round. They create our wealth, they collect our taxes, there’s nothing more important. ‘This is a very serious job and these are very serious times so I’m going to need to call on all of the reserves of all of my skills in order to be able to reflect what Chamber wants. From a lobbying side I think it’s really important that we lobby as a critical friend, constructively whenever possible, and for the best interests of commerce and business in this island. If you took commerce out of this island you won’t have very much left so it’s really crucial we use the expertise that Chamber has.’

I’m hoping the administrations behind the governments of both islands will be and are concentrating much more long term. 20, 25 years is really important. And I think that’s where Chamber needs to sign into as well. from the people who live and breathe business, who understand all the impacts and unintended consequences of the laws you may be making. ‘I don’t always think the communication from politicians to business has been as open as it could be and we really need to work with politicians, and they need to look at themselves and ask what skills do they have as politicians. Some of them will have been in business, some of them will never have been in business. But they all have a vote on things that have an impact on business and every person in the island. So I hope they will value the expertise.’ The summer recess will give Jersey’s politicians some breathing space early on in the parliamentary term to get up to speed on the current key issues. The island’s population and migration policy is due for debate in September. Any controls on population numbers will, in all likelihood, have an effect on business. And that’s right on Chamber’s radar.

‘I think population and migration, the issue of employment and attracting talent in the various fields, hospitality, agriculture and general commerce and business, people are feeling great difficulties in that. We need to gather that and say to decision makers, these are the problems we’ve got, these are the problems we’ve experienced, and if you do this these are the consequences. Now, we’re not going to please everyone, because no matter what you do you’re never going to please everyone. We understand that, but we think government needs to listen more.’ And while population is top of the political agenda for the next few months, another p-word - productivity - is also on the minds of those in power. Murray says, for Chamber, it’s one of the big issues everybody needs to grapple with. ‘Our productivity levels, like they have everywhere, have dropped. We need to get our productivity up. Everybody’s looking for that magic key that makes

It’s that expertise which Murray hopes the new government will tap into. He knows, from his previous life inside the States Assembly and Council of Ministers, that there are risks in not listening to what’s happening out in the real world. ‘It’s very easy as a politician to live in a bubble that you’re the decision makers, but in order to do that you need the right information, and you need that

FACTFILE Murray Norton is 59 and lives in St Aubin with his wife Anna and Colin the cat. He moved to Jersey in 1979, initially as a DJ and compere in a host of island nightspots, before going on to help open Jersey’s first computer store in 1982. From there he went on to run corner shops in Havre des Pas, present radio shows for both the BBC and Channel 103, open the famous Murray’s coffee shop and Mash restaurant in St Aubin, and - most recently - sit in parliament as a Deputy for St Brelade No.1 from 2014 to 2018 where he also served as Assistant Minister for Economic Development.

that happen. I think by looking at digital, artificial intelligence, we’ll see areas where work can be done at less cost with fewer people. Remember this is at a time of record employment and record low unemployment, so there is some scope there for us to get our productivity up. ‘Focus on that, and it’s something government wants to do, I know, and it’s something Chamber is looking at very actively in the next few months. That means diversification. We’re seeing growth in tourism, which is very good. We’ve got to remember our hospitality and tourism industry is just as important, probably more important, than it’s been for a long time. It’s not just about finance, though that is very important.’ It also means working more closely with island neighbours Guernsey. Murray believes political structures get in the way of progress, but he’s determined to play his part in creating closer co-operation. ‘One of the difficulties with governments is that they keep changing so there’s always an element of short term-ism from

the very nature of the politicians who are there, because they may not be there next time so they’re thinking about the next election. So there are very short cycles. I’m hoping the administrations behind the governments of both islands will be and are concentrating much more long term. 20, 25 years is really important. And I think that’s where Chamber needs to sign into as well. ‘As for the Chamber of Commerce in Guernsey, emails have already been exchanged since I started and I’m looking forward to meeting them. There are areas where we can share expertise, and we do already, and I want that to grow, not just with them but also with the British Chambers of Commerce as well.’ And all of this comes against a backdrop of a landmark anniversary. Jersey Chamber of Commerce celebrates its 250th anniversary this year. Yes, of course there’ll be a party, but it will also be a time to take stock of the future needs of business and the best way to communicate Chamber’s work to members, to government, and to the wider island community.

‘We’re undergoing some branding exercises and a new website and IT, so I want all that bedded in so we can communicate better with our members. The maintaining of the Chamber lunches, which I know are a highlight of the local business calendar and they are so crucial and well-supported. And it’s Chamber’s 250th anniversary this year. We are the oldest English-speaking Chamber in the world. We are planning a celebration with a black tie ball in October. That’s something which is a great focus of mine. We need to mark that and set our new direction with the branding, the website, and how we’re going to appear in the future.’ Which is exactly what Murray is focused on now. While his past may have got him this new job, now he’s in the hot seat, it’s all about the future. Speaking up for business at a time of change, using those showman skills to make sure his voice is heard. ■

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GUERNSEY CHAMBER NEWS

BE PART OF THE CHANGE

Barrie Baxter

A wind of change is sweeping through the Guernsey Chamber of Commerce as new president Barrie Baxter picks up the reins for the next two years. Guernsey Chamber will focus on helping businesses to develop and to attract new members going forward with regular events, advice sessions and an open invitation to come in and speak to the team.

With in excess of 600 corporate members (encompassing some 18,000 individuals), Guernsey Chamber is the largest business network in the island. Our new focus is to build stronger relationships with our membership and demonstrate to those who have yet to join us that the benefits are broad and invaluable. Membership starts from just over £1 per week for individuals and Chamber’s popular middle-range membership equates to just £40 a month for an organisation – with all employees included in our initiatives for that minimal amount. The demographic of our organisation has changed dramatically in recent times with a

much younger and more diverse presence at Chamber’s range of free events, advice sessions and the popular monthly lunches at the OGH. Our membership rates are on a sliding scale for the year so please contact office@ guernseychamber.com to find out how you can benefit from our networking and events at an extremely low rate for the second six months of this year. Come along to our monthly lunch on Monday 16 July at the Old Government House Hotel to hear more from our new president about the exciting plans for the future. Non-members welcome. Please book on Eventbrite. ■

MEMBERS PRIORITISE TRANSPORT LINKS

Jon Moulton

Sorting out the island’s transport issues was an overwhelming priority in a recent survey of attendees led by Chamber lunch speaker Jon Moulton. He invited the 100-plus guests – the large majority of whom were Chamber members - to list in order of priority their top five preferences from the States’ published list of action points. 10

Strengthening air and sea links was the clear number one in attendees’ ‘call to action’. The speaker agreed that it was a high priority but also called for more support for the island’s finance sector. (The action point which gained second highest support in the room).

Removing as much red tape as possible in business and government was fourth on the list of priorities for the lunch guests. They were told that banishing red tape was a major project in itself and was not the simple move many people considered it to be.

Mr Moulton said the finance sector is flatlining and merits greater support because it could have the best economic outcome given the industry’s size and productivity.

Finally, fifth was ensuring the health of the open market by making it attractive to high net worth individuals. ■

Third in the ‘top five’ was simplifying population management. The speaker said it was a sensible aim because encouraging successful professional people in all sectors to move here would add to the island’s success.

G UE RN SEY C H AM B ER NE WS

DIGGING FOR

VICTORY Guernsey Chamber has offered input and support to the planned Seafront Enhancement Action Group (SEA) which is being supported by the States Policy Council and Economic Development Committee. The initiative, which is aiming to see ‘spades in the ground’ within the next two years, has been devised to ensure that best use is made of the island’s east coast area. This will have the double benefit of enhancing it and providing a boost to the economy, both with the project itself and through the elements being considered for Guernsey’s long-term benefit. A programme of work is underway that will plan for the future enhancement of the Town seafront and surrounding area, with the aim of delivering substantial economic, social and environmental benefits. A series of public consultations is being arranged to encourage islanders to propose their ideas for the SEA initiative and to enable businesses to consider what they would like to see incorporated into the planned project. A political-level steering group, with members representing various States committees, has been formed to oversee the programme’s progress. As part of the work to develop a long-term plan for the area, the Development & Planning Authority will prepare a draft Local Planning Brief, which will be informed by the results of the community consultation. Deputy Gavin St Pier, chair of the Seafront Enhancement Area Steering Group, said: ‘We are very excited about the opportunities that the Seafront Enhancement Area programme presents.

We expect the programme will secure significant economic, environmental and social benefits for the area. This programme of work is looking both to the long-term future of the area but also seeking to generate initial projects that will enable us to get a spade in the ground by autumn next year.

• Identify and assess potential quick wins that could be in place or underway by the end of 2019 that are in line with the policies of the Island Development Plan and ahead of the Local Planning Brief

‘It is vital that members of the community have the opportunity to offer ideas and provide feedback throughout and I would encourage everyone to engage. Any changes to the seafront and surrounding area must be shaped by and meet the requirements of our community.’

An officer-level working group has also been established, drawing expertise from various areas of government to advise the steering group and assist in the implementation of its decisions.

The SEA steering group consists of representatives from the Policy & Resources Committee, the Committee for the Environment & Infrastructure, the Committee for Economic Development, the Committee for Home Affairs, the States’ Trading Supervisory Board and the Development & Planning Authority. Its objectives are to: • Co-ordinate the approach of the States of Guernsey to the enhancement of the seafront, including the development of a master plan as part of a Local Planning Brief under the provisions of the Island Development Plan

• Identify opportunities to work with community and business parties

The steering group expects a continuous conversation to take place with the public about what it thinks should be included as part of any seafront enhancement and will be proactively engaging with the community to ensure all views and opinions are captured. In advance of the public consultation planned for later this year, should any member of the community wish to offer suggestions for the enhancement of the seafront they can do so by emailing doug.mackay@gov.gg ■

GUERN SEY CH A M B E R NE WS

KEEPING MENTAL HEALTH IN MIND The Guernsey Chamber of Commerce was delighted to raise £8,000 for Guernsey Mind at its annual dinner in May. Outgoing president, Martyn Dorey, said: ‘It was an amazing result and a tribute to the generosity of our supporters.’ The black tie event included a talk by Alastair Campbell at which he set out possible options for the island in a postBrexit world and answered questions posed by the audience. Guests, including His Excellency the Lieutenant Governor Sir Ian Corder, also enjoyed a recital by the Hope Singers choir.

Emily Litten, chief executive of Guernsey Mind, said: ‘The annual dinner was a fantastic evening celebrating mental health in Guernsey, and the honesty and generosity displayed by Alistair Campbell when talking about his own mental health was phenomenal. This event will help to further break down the stigma related to mental health and to create a positive culture where openness and vulnerability are seen as signs of strength, confidence and leadership. We will use the funds raised to run our 1000 Minds programme for the next two years. Thank you Chamber!’ ■

G UE RN SEY C H AM B ER NE WS

We were delighted to sponsor the Guernsey Chamber of Commerce annual dinner. 13

GUERN SEY CH A M B E R NE WS

“BEST-EVER” LITERARY FESTIVAL The Guernsey Literary Festival’s organiser Claire Allen was handed the Guernsey Chamber of Commerce’s Anvil Award at the Alastair Campbell dinner in May as part of our organisation’s recognition of the amazing success of this popular initiative under her leadership. Claire, the festival director, said she was honoured to be presented with the award after this year’s festival, which attracted a record audience of 7,000. The list of speakers included writers, poets, media personalities, endurance athletes, scientists and musicians and people who can best be described as truly inspirational.

were talks by the Guardian’s parliamentary sketch writer, John Crace, as well as its editor at large Gary Younge. This year’s festival also hosted a family programme which included children’s author Ross Montgomery, poet and performer Murray Lachlan Young, two Beatrix Potter tea parties and a Harry Potter themed event. The educational and community programme was a particular source of pride to the organising team with more than 2,000 children benefiting from 14 talks that took place in schools. Ten free community events were also organised as well as a talk in Les Nicolles prison – all aimed at supporting learning and new ideas.

Now embarking on plans for the 7th Guernsey Literary Festival, the team behind the festival continues to strive to make it an all-inclusive event, anchored in the community. It is a not for profit organisation and registered charity, run by volunteers and is supported by generous and committed sponsors as well as patrons, members, partners and volunteers.

The festival also hosted two competitions – the WriteStuff, a children’s writing competition, and Poems on the Move, an international poetry competition – both of which had a record number of entries this year.

This year’s sponsors included Odey Wealth, Rothschild, Guernsey Post, Brown’s Advocates, Dorey Ltd, States Education, Specsavers, Julius Bar, Butterfield Bank, Guernsey Arts Commission, Praxis, Randalls, Moonpig and Healthspan. ■

Literary Festival in numbers

There were plenty of big names including BBC Newsnight presenter and economist Evan Davis, inspiring speaker Katie Piper and best-selling novelists Ruth Hogan and Rachel Joyce. The festival also welcomed Woman’s Hour presenter Jenni Murray, TV presenter and author June Sarpong and BBC’s Doctor in the House, Rangan Chatterjee. A business breakfast event included a talk by one of the UK’s foremost experts on Brexit, Anand Menon. In addition, there

10-13

Festival ran from 10-13 May 2018.

Number of talks, workshops and events

2,000 34% Children reached via 14 talks in 11 schools

Increase on ticket sales vs 2017

Number of total speakers

5,064

Record attendance at ticketed events

G UE RN SEY C H AM B ER NE WS

THE SURE CUSTOMER SERVICE AWARDS GO DIGITAL Charlotte Dunsterville, chief customer officer at Sure, explains why online customer service is so important.

You might have seen the recent news story about EasyJet experiencing a bit of turbulence on its social media channels. Many of its customers were furious with some less-than-helpful replies to their queries and complaints on Twitter from the @EasyJetCustCare handle. It transpired that this was a fake account that had nothing to do with the real EasyJet customer service team but the responses certainly made some customers very angry. This incident was amusing for some and annoying for others but it certainly teaches us two important lessons about customer service: 1) that, like much of our lives, customer service is increasingly digital and; 2) the quality of customer service affects your brand’s reputation and success. No matter how digital the world gets, the principles of customer service will always remain; it’s always been vital to meet customers where they are and increasingly that is online. That means using social media channels to address customers’ queries and provide timely responses. The advantage of online interactions is that they are twoway so they enable businesses to have a conversation with their customers and gather real-time feedback. With customer service being such a vital component of success, it’s increasingly

important that companies are able to track how they interact with customers and how customers feel about these interactions.

service and we’d encourage all businesses to embrace the online world and meet customers where they are.

As a business with a passion for innovation and digital transformation we’ve set about gathering customer insight digitally and, more importantly, converting this insight into action. It’s all well and good knowing how customers feel, but where that information gains value is in businesses employing it to improve their customers’ experience.

Recognising the importance of online interactions with customers has seen this year’s Sure Customer Service Awards establish a brand new online platform. Islanders and visitors alike are now able to nominate individuals or businesses who have provided them with excellent customer service via the website, which is mobile friendly.

When it comes to actually gathering that insight there are a number of universal metrics that businesses can use to get a sense of their customers’ feelings; each with its benefits and drawbacks. Metrics such as Net Promoter Score (NPS) – which we at Sure have been using for more than three years, Customer Satisfaction Score (CSAT) and Customer Effort Score (CES) are the most popular and are used by organisations around the world. Measuring the customer’s likelihood to recommend, overall satisfaction or ease of dealing with you are fairly specific so businesses should always consider what they want to learn from customers when measuring customer feedback; if they’re looking to streamline a process then CES may be the best metric to use but if the aim is to get a sense of a customer’s overall relationship with the business then NPS would be more suitable. The key is to relate customer service measurement, customer feedback and the relationship you want to have with your customers back to your business strategy. Feedback from our customers has led us to change the way that we provide customer

Sure has supported the Customer Service Awards since 2010 and since our involvement began the online world has completely changed the face of customer service. The move to take the awards online this year reflects the increasingly digital world we live in and we hope that it will encourage even more people to nominate businesses and individuals who provide exceptional service. The nomination period is open now and you can nominate until Friday 31 August. This year the categories cover a range of business sectors: sole trader, team, aspiring star, individual employee, digital innovation, food and drink, travel, retail, professional services and leisure, tourism and accommodation. One overall winner will be picked from the category winners. We believe passionately in providing excellent customer service and know that other Channel Islands’ businesses also put customers at the heart of what they do. That’s what makes being involved in the awards so rewarding. We’re sure you agree, so get online and nominate now: http://thecustomerserviceawards.com/ ■ 15

GUERN SEY CH A M B E R NE WS

COMMUNITY AWARDS NOMINATIONS SOUGHT of the voluntary sector. The awards are kept intentionally informal but aim to be educational, interesting and inspirational.

The popular Guernsey Community Foundation’s annual awards return to St James in November and islanders are being encouraged to think about possible recipients ahead of nominations opening soon. The Community Awards complement the Foundation’s primary objective of promoting effective philanthropy within the Bailiwick. The Foundation believes they are an excellent way of highlighting and applauding the many success stories

Paul Mundy, managing director of State Street Guernsey, principal sponsor of the event, said: ‘So often the endeavours of many go on beneath the radar and those involved are rarely recognised by the community at large for what they do and what they achieve. State Street is delighted to be working with the Guernsey Community Foundation to host the Community Awards, which embrace the full breadth of charitable and philanthropic work in Guernsey. The people of Guernsey deserve to be thanked for the wonderful, selfless and tireless work that they do to benefit and improve the lives of others.’ The event has the support of a range of sponsors and awards are presented across seven categories: • Charity of the year

• Overseas award • Organising committee of the year • CSR award • Youth award Jim Roberts, chief executive of the Community Foundation, said: ‘We are very proud of the Community Awards, which highlight the amazing voluntary work that goes on in our community. Work is already underway to make this year’s awards the best so far.’ Nominations for the 2018 Awards will open in August. In the meantime, islanders are encouraged to start thinking about which outstanding charities, businesses and individuals they think are worthy of wider recognition. For further information about the process or the Community Awards in general, please contact William Carter on 748056 or at will@foundation.gg

• Fundraising team of the year • Outstanding individual achievement

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JERSEY CHAMBER NEWS

ALL CHANGE FOR JERSEY

Ever have those times when you have a tune rattling around in your head, that keeps playing over and over… for me strains of Bowie singing ChCh-Ch-Ch-Changes along with Paul Young’s Everything Must Change are in my mental Spotify playlist and set to repeat. Given we’ve had an election bringing in 18 new faces, a change of chief minister with a clutch of different ministers alongside him, a new chief executive and new roles across the administration, it is hardly surprising that this one word - change - is foremost in my subconscious inbuilt tune selector. How you perceive and adapt to change makes all the difference. Some enthusiastically embrace it, others may resist it and a few might even stubbornly deny it. The Chinese encapsulate it rather well, and their word for change is comprised of two symbols—one for danger and another for opportunity – go figure! The role for the Jersey Chamber of Commerce, amidst these gusting winds of change, I believe is going to

be integral to the outcomes of the next decade and as we celebrate the 250 years of our history, it is right that we also look forward and our members define our place in shaping Jersey’s future.

team), the sum total exceeds 2,000 years of know how – and that’s just those on the committees. The sheer amount of experience and expertise across our membership is truly staggering.

For this to happen the other chamber - the States Chamber - must recognise and value the experience within the Jersey Chamber. It stands to reason that when you need to make difficult decisions, you need all the facts, are aware of possible consequences and have access to the most experienced minds in those specific fields of commerce.

For the new States assembly, council of ministers and those running the business of government, to not value, listen and trust this goldmine of business knowledge, would be at best unwise, and at worst irresponsible and foolhardy. If I needed eye surgery, I’d hardly go to the talented and very nice gentleman laying my garden patio. If you are a politician making crucial decisions that will certainly have a huge impact on our retail, finance, hospitality, agriculture and other areas of commerce, surely you would ask the experts in their field first before pressing a voting button? Well we’d like to think so…

Being kind to the ages of those on our committees (excluding our younger Chamber Connection team), the sum total exceeds 2,000 years of know how – and that’s just those on the committees. The sheer amount of experience and expertise across our membership is truly staggering. Sitting, as I do, at the six different committees of Chamber, listening to the perceptive thoughts of the members, I cannot help but think of the wealth of valuable experience around each committee table. Being kind to the ages of those on our committees (excluding our younger Chamber Connection

The well-worn phrase often used is for Chamber to be a ‘critical friend’ and yes of course this is true, but then how often do we all not listen to friends, when they tell us something we don’t want to hear? Of course, we will be that ‘critical friend’, but I believe our Government is going to need more from Chamber and as our Government streamlines itself, it will require those ‘strategic partnerships’ to shape policies that work. And clearly, Chamber has more to offer by tapping into our expert members in the field of commerce. That will take even further building of trust, an understanding that we won’t always

J E RSE Y C H AM B ER NE WS

Chamber has always sought to be constructive in its dialogue with the elected representatives before them and broadly speaking we all want the same thing - a successful diverse economy with improved productivity.

agree and that the debate will be robust, but if we want ‘Team Jersey’ there must be earlier and more meaningful engagement from government and clarity of the vision from both sides. The importance and role that the Jersey Chamber of Commerce will take in shaping policy has never been greater and it will require the States of

Jersey to recognise the value of the vast collective depth of knowledge we hold and can bring to a shared vision. The first step must be to agree what that vision looks like. Chamber has always sought to be constructive in its dialogue with the elected representatives before them and broadly speaking we all want the same thing - a successful diverse economy with improved productivity.

It’s unlikely that we will always sing the same tune at the same time, but we should at least be choosing the same playlist. ■

MURRAY NORTON

Chief executive officer Jersey Chamber of Commerce

THE RAT PACK IS COMING TO JERSEY Jersey Chamber is delighted to announce that the first of its star performers for its 250th celebration black tie event will be the leads of the West End show, The Rat Pack. Accompanied by their full band, The Rat Pack will be bringing the famous sounds of Frank Sinatra, Dean Martin and Sammy Davis Junior to the Royal Jersey Showground in October. The acclaimed show has won numerous awards over the past decade and we are delighted that its stars will be entertaining our guests at our anniversary event. Chamber will shortly be announcing our special guest top of the bill performer. Watch this space for further information, but we can guarantee it is an evening you won’t want to miss out on.

Tables will soon be on sale so make sure you are on our mailing list for information about the entertainment and booking details: admin@jerseychamber.com We are excited to celebrate this landmark anniversary for the Jersey Chamber of Commerce with members past, present and hopefully future. ■

CELEBRATE 250 YEARS OF CHAMBER Date Friday 19 October Venue RJA&HS Booking information to be announced

J ERSEY C HAM B E R NE WS

Executive Council Profile OLAF BLAKELEY LEGAL ADVISER AND COUNSEL

I was invited to become Chamber’s legal adviser and counsel following the stepping down of my predecessor Wendy Benjamin. I was keen to try and assist because I felt if Chamber had to engage lawyers professionally there would be an associated cost which could be otherwise be avoided. While law has been my most recent background, I have not always been a lawyer. In fact, I’ve had a very varied career indeed. I was educated locally but became very dissatisfied with schooling and decided I could do all that is done at school on my own and later in life when I felt the urge to do so. For me, there was something far more pressing to get on with: my hobby of conjuring. From age eight I was fascinated by stage magicians and began learning more about the skill. By age 12 I started to appear in local shows and by 14 I had left school with no qualifications and become a full-time stage illusionist. I was lucky to work alongside great performers such as Bob Monkhouse and Billy Connolly doing work I loved. It was during that time I also became

involved in local media. I applied for a job as a radio presenter (I only made the application because a friend bet me £1 I couldn’t get the job - I always rise to a challenge) and was successful. By the age of 17 I was presenting a radio programme regularly for the BBC. Before long, that career took off and I began presenting the daily breakfast programme, the political question time programme and also reading the BBC TV news. All of this was in conjunction with my work as a stage performer.

Having a background in news and current affairs with the BBC, I am always interested in political developments. Then, of course, I can additionally assist Chamber by providing legal guidance where necessary. At the age of 25 I’d had enough and wanted to pursue a career in law. I studied for some A levels, passed them, attended King’s College London and obtained a law degree, then went to Bar School where I qualified as an English barrister. I returned to Jersey and set about taking the Jersey Bar exams (the most difficult exams I have ever taken in my life). I qualified as a Jersey Advocate in 2003. I enjoy being part of Chamber. I enjoy the debate about numerous topics and like to

contribute to them where I can. Having a background in news and current affairs with the BBC, I am always interested in political developments. Then, of course, I can additionally assist Chamber by providing legal guidance where necessary. But, most of all, I enjoy hearing about, and trying to solve, new challenges for local businesses. After only a few years of being qualified as a local advocate, I left the firm at which I was partner and set up my own business and so I am fully aware of the highs and lows of running one’s own enterprise. If all of this was not enough, I enjoy my work at Chamber because it exposes me to so many different people. My fellow colleagues on the executive council work so hard and contribute so much to Chamber (far more than I do). It restores faith that there are so many people willing to give up their time to help and assist others with genuine care. Variety is the spice of life they say. I still dust off my illusion props now and again and maintain my membership of the Magic Circle in London and the Magic Castle in Hollywood. Adrenaline rushes are provided to me by my hobbies of skydiving and flying and the many court trials in which I appear. If I feel like something more relaxing then I will either be found scuba diving or making wooden furniture in my workshop. Chamber’s membership is varied and full and long may it continue that way. While it does, I will always be willing to help and contribute as I can. ■

J E RSE Y C H AM B ER NE WS

Corporate sport responsibility and keeping your workforce active Speaker: Catriona McAllister, CEO, Jersey Sport Date:

Wednesday 11 July 2018

Venue: Radisson Blu Timings: 12:15 -14:30

JULY LUNCH

Overview With Jersey Sport having just celebrated its first birthday, Catriona will talk about the ambitious new ‘Inspiring an Active Jersey Strategy’ which aims to make Jersey the most active population in the world by 2033. Catriona will highlight the vital role that corporate organisations can play in inspiring and assisting Jersey to achieve this aim.

active can have a positive impact on workplace productivity and the bottom line. Catriona will also explore the impact that an active aging population can have on the skills gap on Jersey. Prior to taking up her post at Jersey Sport, Catriona was CEO of Oriam, Scotland’s Sports Performance Centre, where she developed and delivered a world-class facility used by international athletes, students and the community. She was named in the top 10 of women of influence driving the agenda in Scottish sport. Event sponsor:

Le Masurier

Wine sponsor:

Dunell’s Premier Wines

Coffee sponsor: Cooper & Co

She will explore how organisations can support participation in sport and physical activity, and emphasise how motivating your own workforce to be

DATES FOR 2018 CHAMBER LUNCHES

12 September 10 October

The Royal Yacht

14 November

Pomme D’Or

Radisson Blu

12 December

The Royal Yacht

Please note that, due to the summer break, Jersey Chamber does not hold an August Chamber lunch.

CHAMBER CHARITY OF CHOICE 2018 An update on Acorn Enterprises The Acorn Reuse Centre (ARC) has a purpose-built reception point at the household reuse and recycling centre at La Collette, where islanders can drop off items that can be repaired, upcycled and reused. ARC benefits the island in multiple ways: it diverts items away from the waste stream, it supports government recycling targets, it provides meaningful employment and training opportunities to islanders who have a disability or long-term health condition, and it raises funds to be invested back into services provided by the Jersey Employment Trust (JET) and its business division, Acorn.

Last year, almost 12,000kg of items were sent to the main ARC in Trinity and 30,000kg of timber was processed (either upcycled or cut into kindling) at Acorn’s own workshop, the Woodshack. Without Acorn’s intervention, this amount of material would have gone into the

waste stream. Last year, 132 JET clients worked at ARC and the Woodshack in some capacity and the income generated through increased activity has enabled JET to create 35 paid jobs. The main Acorn Reuse Centre in Rue Asplet in Trinity is now going through a major transformation. Due to formally open in September, the ambitious new development will serve as another drop-off point for islanders. It will significantly expand the retail area and enhance the customer experience, and it will offer even more training and employment opportunities for many of Jersey’s most vulnerable residents. ■

J E R SE Y N E W M E M B E R S Supporting people in business to develop and grow.

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and home environments and increase life chances and opportunities. Parents and carers come to us for a variety of reasons and all have different backgrounds, experiences, family and financial situations. Many suffer from poverty, isolation, physical illness and low self-esteem. Email: info@brighterfutures.org.je Tel: 01534 449152 Website: www.brighterfutures.org.je

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Jersey Finance, which is run as a notfor-profit marketing organisation, was formed in 2001 to represent and promote Jersey as an international financial centre of excellence.

We are focused on developing a better, more certain future for businesses, for the general public at home and abroad, and for the finance industry as a whole. By working with the right people, and creating a safe and secure environment for investors, Jersey can help to grow both local and international economies.

We are funded by members of the local finance industry and the States of Jersey government and have offices in Jersey, Dubai, Hong Kong, representation in London, as well as virtual offices in Shanghai and Mumbai.

BUSINESS DIARY JULY/AUGUST DATE

EVENT

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Email: jersey@jerseyfinance.je Tel: 01534 836000 Website: www.jerseyfinance.je

Key dates for your diary:

TIME

VENUE

INFORMTION Non-executive and executive directors are invited to join a round table forum with Justin Bellinger from Sure.

Weds 4 July

GIFA directors forum

12:30-14:00

PwC, Royal Bank Place Guernsey

Thurs 5 July

Lean In summer session

18:00-21:00

The Royal Yacht Hotel Jersey

EY sponsored talk from Nuala Murphy on maternal mental health.

Thurs 12 July

AI Frenzy launch event

17:30-20:30

Jersey Library

Barclays Eagle lab hosts an information evening on Artificial Intelligence.

Weds 18 July

FinTech Guernsey â&#x20AC;&#x201C; The 5G future

18:30-20:00

Digital Greenhouse Guernsey

Tim Ringsdore of CICRA leads a panel discussion on the opportunities for 5G.

CHANNEL ISLANDS PREPARE FOR 5G The Channel Islands Competition and Regulatory Authorities (CICRA) are working closely with both the Stares of Jersey and Guernsey, as well as local mobile operators, to develop a framework for the introduction of new licences and spectrum for 5G. CICRA say this is necessary to ensure the local economy and particularly the digital sector can harness the power of 5G. CICRA has already held discussions with Ofcom (the UK telecoms regulator) to ensure that appropriate spectrum will be available locally, along with innovation licences, which will allow operators to test out new applications and services locally, ahead of a full roll out of the technology.

CICRA is also working with schools in both islands to ensure the views of young people are considered. School representatives will be asked to share their thoughts and ideas which will then be published, with the best being invited to present to government and operators at a 5G summit to be held later this year. Director at CICRA, Tim Ringsdore, said: ‘The Channel Islands have always been at the forefront of innovation and we are determined to provide the support the industry needs to be successful, working closely with the operators to build a world class network and solutions that will help businesses and residents enjoy the very latest technological developments.’ ■

BARCLAYS EAGLE LAB LANDS IN GUERNSEY Barclays Eagle Labs are a community resource which offer a range of services including mentoring, training workshops and support for start-up and scale-up businesses. The Guernsey offering will be based in Market Square at the Digital Greenhouse.

Barclays is bringing its Eagle Lab formula to Guernsey. The bank has collaborated with the Digital Greenhouse and the Committee for Economic Development to launch the space.

Gez Overstall has been appointed as the eco-system manager. He is an experienced technology industry professional and his role will be to ensure that the Eagle Lab is a fully functional and supportive space for collaboration and creativity for co-workers, members and visitors.

Deputy Andrea Dudley-Owen, vice president of the Committee for Economic Development and digital lead, said: ‘The Barclays Eagle Lab is a great development for Guernsey. It will play an important part in supporting our work to be a leading innovative and entrepreneurial community, the location of choice for a diverse range of low footprint, high value, digital businesses.’ ■

C H AN N E L I SL AN DS NE WS

DIGITAL STARS SPOTTED Ó Maoláin, head of customer strategy and operations at Sure, were both named on the list of ‘rising customer experience super stars’ compiled by CX Network, a leading online resource for senior customer experience and marketing decision makers.

Two young Channel Islands’ professionals have been identified on a ‘Top 30 under 30’ list focusing on the digital customer experience sector. Pippa Donovan, digital customer experience co-ordinator at JT, and Niamh

The global list of 30 people includes professionals from as far afield as Russia, the United States and the Philippines. Tamara O’Brien, head of customer experience at JT and a member of the CX Network, said: ‘Pippa’s inclusion on this prestigious list is well deserved and recognises her great work and commitment to helping us deliver a unified customer experience across our organisation

focused on delighting our customers, from the call-centre team to the engineers on the ground to our finance teams.’ Charlotte Dunsterville, chief customer officer at Sure, said: ‘Sure prides itself on being a customer-driven business and Niamh has had a vital role in creating a culture where the customer’s voice is heard and their needs directly impact the decisions we make as a company. Her work to gather and analyse customer and staff insight has enabled us to understand and connect with our customers better; guaranteeing that customer experience is a priority for our whole business.’ ■

NEW APP FOR HISTORY TRAILS The app has been designed and built in Guernsey, and takes users on two self-guided tours of the island, giving additional information at each stop along with historical photos.

A new app has been launched encouraging islanders and visitors to explore Guernsey’s history. The first version of the Guernsey History Trails app covers the Occupation 1940-1945.

The St Peter Port walking tour takes in many of the important locations and memorials, and gives the user a great overview of the Occupation in Guernsey. The island driving tour visits bunkers, towers, museums and even the airport, exploring their roles during

the Occupation. The app has a series of stops along the trail, and each one has information and historic and modern photos to help users understand what happened. The app was created by an all-Guernsey team. It was designed by local entrepreneur Jennifer Strachan, who worked closely with Festung Guernsey and Submarine to build it, using map technology from Digimap. ■

YOUNG ENTERPRISE TEAM HEAD TO NATIONALS Young Enterprise team, ToBe, will be the first from Jersey to represent the island at the UK company of the year final in London. The company of students from JCG, Beaulieu, Hautlieu and De la Salle were crowned best overall company at the Young Enterprise south east regional final.

At the regional final, ToBe beat teams from Hampshire, the Isle of Wight, Kent, Surrey, Sussex and the Channel Islands. The teams were judged on their company report, trade stand, interview and presentation. ToBe had created and sold a Jersey-themed recipe book and calendar.

It’s the first time in Young Enterprise’s 30-year history in Jersey that a local team will represent the south east of England at the UK final. The winner of that competition will then represent the UK in Belgrade at the European final.

Michael Mercieca, chief executive of Young Enterprise, said: ‘It’s the ultimate measure of many months of hard work, representing their creativity, resilience and business acumen. You don’t get this stuff from a text book and we are greatly

encouraged by our research which shows that 95% of company alumni go on to education, employment or training - 7% higher than the national average of 88%.’ ■

CHAN N EL ISL A ND S NE WS

BURSARY AVAILABLE AT PRAXISIFM as well as an opportunity to gain valuable work experience and skills. Group head of human resources, Sharon Coburn, said: ‘We rely on our team’s expertise, experience and professionalism and are proud to be able to invest in the development of the next generation.’ PRAXISIFM has launched its bursary scheme for a second year. The successful student will be provided with an annual bursary of £2,500

Psychology undergraduate Tilly Ayres was the recipient of the inaugural bursary awarded last summer. Her first placement was with the new business team, where

she enjoyed gaining hands-on experience and insight into the company. ‘The team made me feel welcome and involved with what they were doing. I was given a variety of tasks which made my introduction to an office environment enjoyable,’ said Tilly. The scheme is open to Guernsey residents and offers the £2,500 annual bursary over any three-year degree and paid work each summer. ’ ■

G4S PARTNER WITH HIGHLANDS Highlands College and G4S Secure Solutions (Jersey) Limited have announced a business partnership aiming to nurture local talent, tackle the ongoing challenge of skills shortages in the island and provide career opportunities to the College’s 750 sixth form pupils. The partnership includes financial sponsorship coupled with support for the annual 6th form prizegiving ceremony and festival of celebration, delivery of a series of career sessions and workshops that will showcase the wide range of G4S career opportunities available to students and the offer of apprenticeships with the company.

Steve Lewis, Highlands College principal, said: ‘In developing this partnership, Highlands College and G4S Secure Solutions Jersey have worked together to identify course and career matches that will provide a development pathway for the students. The process is also identifying where there are gaps between skills required and the courses we currently have available. Identifying the gaps and developing appropriate courses is one of our longer-term ambitions for this initiative.’ Ceri Powell, HR business partner at G4S Secure Solutions (Jersey), said: ‘As with many other large island employers, G4S

in Jersey faces an ongoing recruitment challenge as demand for skilled personnel outstrips supply. What better way to tackle this issue than to invest at grass roots level and work closely with Highlands College to nurture homegrown talent.’ ■

LOCAL LEADERS RECOGNISED AT AWARDS Seven individuals from across Jersey’s private, public and voluntary sectors have been recognised for their leadership qualities and outstanding achievements. The winners of the 2018 Jersey Director of the Year Awards, organised by IoD Jersey, were selected by an independent judging panel and announced in front of an audience of 300 senior business representatives and politicians at an awards dinner. A total of 25 different senior professionals and directors had initially been shortlisted 26

for the year’s awards across a brand new range of categories, designed to celebrate the achievements of individuals and recognise the increasingly diverse attributes needed by the modern leader. Emelita Robbins of Jersey Hospice Care received the accolade of director of the year for the third sector. Chris Clark, chair, IoD Jersey, said: ‘We wanted to evolve our flagship awards initiative this year to reflect the capabilities and value our leaders bring

both to their organisations and to the local community. With that in mind, it was pleasing to see such a broad crosssection of individuals represented across our new range of categories, both as winners and shortlisted nominees.’ ■

C H AN N E L I SL AN DS NE WS

JERSEY CROWNED BEST IFC Jersey has been named ‘Best International Finance Centre’ (IFC) at the WealthBriefing Asia Awards 2018. Showcasing ‘best of breed’ providers in the global private banking, wealth management and trusted advisor communities, the awards were held at the Westin Singapore and recognised those which the panel of judges deemed to have ‘demonstrated innovation and excellence during 2017’.

Geoff Cook, CEO of Jersey Finance, said: ‘I am delighted to see Jersey honoured once again at these prestigious WealthBriefing awards. Jersey is proud to be a leading IFC and it is encouraging to see that, as a result of working together

with key stakeholders and forward-thinking service provides in our industry and across the Asian marketplace, the island continues to be recognised as a world-class IFC.’ ■

LOGICALIS AWARDED TOP SECURITY STANDARD Logicalis Channel Islands has been awarded ISO 27001 Information Security Management Certification for all its operational activities in Jersey and Guernsey. It is the international standard which is recognised globally for managing risks to the security of information. The standard is now rated as the preferred choice for creating and managing a robust, dynamic and adaptable Information Security Management System (ISMS).

The certification allows Logicalis to provide assurances to clients and other stakeholders that they are comprehensively managing the security of the information they hold. The standard covers the whole of the organisation, not just IT, and encompasses people, processes and technology. Chris Brown, ISMS manager at Logicalis, said: ‘We’re very proud to have achieved this global standard. We strive to ensure our information management system will never stand still and proactively look to implement continual improvements that enhance our information security posture.’ ■

JTC ACHIEVES GOLD EMPLOYER STATUS Listed service provider JTC has been awarded a STEP Gold Employer Partner accreditation across 10 of its jurisdictions.

The gold status has been awarded to JTC in the Channel Islands and Isle of Man, BVI, Cayman Islands, Switzerland, USA, Malaysia, Singapore and New Zealand.

JTC’s recognition, which is part of STEP’s Employer Partnership Programme (STEP EPP), is testament to the strength of the policies, practices and structures that the firm has in place to support its growing international private wealth offering, along with the encouragement and opportunities it provides to staff wishing to progress in their career.

Wendy Holley, group chief operating officer, said: ‘JTC depends on the professional capability of its employees and the success and growth of the business is directly linked to the investment made in professional qualifications. The STEP Gold Employer Partner accreditation will allow enhancements to the personal development of many

and we are incredibly proud to have been recognised for our efforts in attaining this accreditation.’ ■

CHAN N EL ISL A ND S NE WS

COLLAS CRILL ADVISES ON MAJOR PROPERTY DEAL Collas Crill in Guernsey has acted alongside Hogan Lovells LLP for TH Real Estate in connection with a £155million facility for the acquisition and development of 80 Fenchurch Street, a prime office property in east London. Acquired by Partners Group, 80 Fenchurch Street EC3, will be a 14-storey landmark building comprising 250,272 sq.ft net internal area split between Grade A office accommodation and retail space designed by multi-award winning architects TP Bennett.

Centrally located, the building will benefit from the Elizabeth line and Liverpool Street Station. The deal was led by group partner Paul Wilkes, assisted by senior associate Tristan Ozanne and associate Michael Lyner. Tristan said: ‘It is fantastic to have been instructed on this iconic acquisition and again underlines Collas Crill’s ability to deliver effective offshore advice on prime London commercial real estate projects. This building is set to be a truly first rate asset in the heart of the City of London.’ ■

ORCHARD MD IS PR WEEK MENTEE It is the fourth year that the PR Week/Women in PR mentoring scheme has been run. It was designed to inspire the next generation of female PR leaders and to tackle the gender gap at the top level of the industry.

Orchard PR joint managing director, Brooke Kenyon, has been selected for a high profile national mentoring scheme. The Guernsey PR professional is one of 15 women nationwide to be paired with an experienced female mentor.

Brooke will be mentored by independent communications professional Ginny Paton, former managing director of House PR and previously a board director at Jackie Cooper PR. The mentoring scheme will offer guidance through face-to-face meetings and ongoing communication.

Brooke said: ‘I’m a strong believer in continuous professional development and I’m flattered to be selected for this excellent scheme. I’m very much looking forward to learning from Ginny, a proven leader in the communications profession and highly experienced in running successful PR agencies.’ John Harrington, deputy editor of PR Week, said: ‘Brooke was included in the scheme because she has achieved much in her career already and is seen as a potential industry star of the future.’ ■

HSBC ADOPTS ALLY SCHEME HSBC has become the first firm in the Channel Islands and Isle of Man to adopt a lesbian, gay, bisexual and transgender plus (LGBT+) ‘Ally’ scheme to create a more open, comfortable environment for staff and customers. Employees who wish to be an LGBT+ Ally will be trained to ensure the working environment at HSBC is inclusive for all their colleagues, regardless of a person’s orientation. HSBC Pride, which started the scheme, is a volunteer-led employee resource 28

group that seeks to ensure that LGBT+ employees and their allies can perform to the best of their abilities and fulfil HSBC’s strategic goals in an open, inclusive and supportive environment. Claire Slonimski, head of middle office, corporate banking, HSBC said: ‘For a business to be effective, its employees need to be absolutely comfortable in their own skin and HSBC prides itself on providing an open, inclusive and supportive environment where everyone feels they can be their true self at work.

The Ally programme is an important part of this, and we hope that it will create not just a more supportive environment for bank employees, but for its customers and the wider Channel Islands and Isle of Man communities too.’ ■

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COM M EN T

VIEWPOINT as seen by Richard Digard

Why States’ support for business needs to be more innovative The Channel Islands recognise the need for strong economies and a vibrant business community. Both Guernsey and Jersey are committed to supporting these sectors and encouraging start-ups and economic diversity. Which is fine, says Richard Digard. But how well are they doing it? Let’s start with a simple statement: for islanders to enjoy a good quality of life and for that standard to continue to improve, there has to be sustainable growth in revenues generated by economic activity within Guernsey and Jersey. It’s so fundamentally obvious, yet so infrequently stated, that we should insist States members have it printed on a card and recite it each and every time the Assembly sits. When it’s written down like that, you can see at a glance that this single fundamental ought to underpin every political decision taken in these islands. Yet we equally know far too many States members take economic activity and its benefits for granted. If they think of it at all, that is. You see, so removed from mainstream political consciousness is my opening statement that members outsource its care to a single department: the

Committee for Economic Development in Guernsey and Economic Development, Tourism, Sport and Culture in Jersey.

The point is, the respective Assemblies have become so removed from understanding the benefits of economic activity that many (most?) prefer to talk about wealth redistribution rather than wealth creation Yes, it’s not that simple and obviously responsibility spans various departments. It’s also helpful to have specialist departments dealing with specifics and complex legal, financial and developmental aspects. But the unintended consequence of this is that ‘the economy’ becomes someone else’s problem. That’s why Economic Development in either island has to sell its policies and fight for money to fund its vital work – deputies

don’t wake up of a morning with growing revenues from sustainable economic activity uppermost in their mind. I won’t trivialise this by highlighting what is centre stage for many of them, but you will all have your own favourite examples of triviality and pointless policy-making. Mine’s trying to stop people putting ‘for sale’ signs in their cars in public places. The point is, the respective Assemblies have become so removed from understanding the benefits of economic activity that many (most?) prefer to talk about wealth redistribution rather than wealth creation, unaware they’re missing the point by fretting over portion control instead of growing the cake. Anyway, I was put in mind of this after wading through the various reports detailing how the two States intend to make these islands even better places to live and work in the full knowledge that it’s a hostile and competitive world out there.

CO M ME N T

So Guernsey’s priorities include things like ‘support the finance sector with a plan that supports growth and diversification’ and ‘support innovative businesses and products’ or ‘develop a plan for investing in Guernsey’s tourism product’. All inoffensive, but without the ‘how’ really rather meaningless. For instance, Economic Development’s latest report makes 14 references to reducing red tape as a result of an audit it carried out in 2015. So it’s not rushing. Jersey’s not much better. One of its key areas of focus was ‘identify and address barriers to starting, growing and maintaining a business in Jersey, including access to finance and regulatory costs and benefits’ and ‘promote higher productivity in all economic strategies, including the new Tourism, Retail and Rural Economy Strategies.’ Actually, perhaps Jersey’s worse. These examples are taken from the Strategic Plan 2015-18, which means all that identifying and promoting should be done by now and shiny new policies in place and functioning. That should, incidentally, incorporate a new ‘Health and Wellbeing Framework, to include strategies on tobacco, sexual health, alcohol, prevention of suicide and food and nutrition’, although quite why you’d want to prevent food and nutrition escapes me. What I’m really trying to get across is that when these things are analysed from a distance, they’re pretty meaningless. Turn it round and who in their right mind would prevent innovative businesses or products? The other aspect is that virtually every detail of these development plans in either island involves officials doing more civil servant-type things: planning, developing, exploring, introducing… Guernsey’s latest paper, for example, sets out why some of these development aspirations – writing a new framework for something or

other – might not happen. Which is because they don’t have enough people to pen them. This isn’t gratuitous mickey-taking by the way, but to highlight that our development plans include reducing bureaucracy and removing red tape but depend on someone writing something that says how they should go about it and relies on other departments playing the game by removing obstacles that they had laboriously put in place earlier, following detailed work by their own teams of policy writers.

As Economic Development put it: ‘Budget constraints are having a material impact on FSD’s ability to… compete with equivalent teams in competing jurisdictions, adversely impacting on Guernsey’s ability to maintain its competitive edge.’ To illustrate this, Guernsey was first to develop the protected cell company concept 20 years ago, something which has been a brilliant success, and has been widely copied, adopted and adapted by competitors beyond its original captive insurance use.

The problem, particularly in Guernsey, is the way the respective States act. Under the consensus model, members expect to be told – and approve – the general thrust of any development plan. The specifics then have to be brought back to be agonised over, modified because, while improving transport links is priority number one, the runway can’t be touched, and everything is delayed because someone thinks it’s a good idea to get more information (aka slowly-prepared writing) on a particular topic. All this at a time when our competitors are fishing in the same pond of attracting new investment, upskilling their workforce, growing tourism, developing their digital economies and looking for a slice of the renewable energy boom. In other words, the islands have to differentiate themselves to be visible in a crowded marketplace. It’s all very well having a good or improved product, but getting it out in a timely manner is critical. In turn, that means being pretty clear on what it is you’re chasing. Guernsey’s Finance Sector Development (FSD) team, for instance, is chronically short staffed at a time when new products or regulatory enhancements are desperately needed.

Innovation, in the sense of turning an idea into a solution that adds value from a customer’s perspective or even (for mature jurisdictions like these islands) simply remaining relevant, is required now. Yet the way we approach supporting economic sectors is far from innovative in itself and seems guarantee to prevent flashes of inspiration like PCCs because the innumerable reports, frameworks and strategies become an end in themselves. So when the respective Economic Development departments are consulting on their latest package of proposals, the Chambers and business community generally should ask two simple questions: In what way is this going to unlock fresh value for our customers or businesses and increase revenues from the islands’ economic activities? How quickly will it be available? ■

B C ED RI EL ST L IN

RA SG RO UP

O G IE R

GUER N SEY P EOPL E

RICHARD HARRINGTON

Property lawyer Martin Casas has joined Ogier as senior associate.

Nick Hyde has been appointed as marketing executive at RAS Group.

Richard Harrington has joined Bedell Cristin as an associate in the litigation team.

Martin has extensive experience across a number of jurisdictions including Argentina, Ireland and the UK. He previously worked in the real estate team of an international law firm based in the UK, advising developers and institutional investors.

Nick has over 20 years’ experience across the marketing and commercial sectors and will now deliver marketing services to key clients. Nick holds ACIM status with the Chartered Insitute of Marketing and specialises in marketing strategy, market analysis and business development

Richard trained and practised in London prior to moving to Guernsey. He has regularly advised high net worth and ultra-high net worth individuals and their representatives on disputes arising from trusts, partnerships and insolvency proceedings.

Property partner, Martyn Baudains, said:

Partner, Simon Golland, said:

‘It’s rare for a property lawyer to make the move from the UK to offshore, so Martin brings with him a fresh perspective that will benefit clients and further complement the skills of our team.’

‘Nick brings with him a wealth of knowledge and experience. He has marketing experience in the financial services and telecoms sectors where he built a key understanding of factors that power business growth and success.’

ALEX ADAM Deloitte has promoted Alex Adam to partner. Alex leads the firm’s advisory team and has tripled their revenues over the past four years. He joined Deloitte’s Guernsey office in 2003 and qualified in 2005. As partner, he will be responsible for growing the firm’s advisory services. John Clacy, partner in charge of the Channel Islands, said: ‘Alex leads some of the most high-profile projects in the Channel Islands and has established a market-leading reputation amongst both clients and regulators for the most complex challenges the financial services industry is facing today.’

MELANIE DUQUEMIN, LUCY SMITH & DAVID AINGER David Ainger, Melanie Duquemin and Lucy Smith have all been promoted to director at Intertrust. David takes the title of operations director while Melanie becomes director of fund services and Lucy is director of trust and corporate services. Former managing director, Paul Schreibke, said: “These promotions reflect the growth of the office in Guernsey and increase the number of client-facing directors in the firm. This is part of a continual drive towards providing excellence in client service.’ Photo left to right: Melanie Duquemin, Lucy Smith and David Ainger

Managing partner, Kate Ovenden, said:

BA ER

‘We are delighted to welcome Richard as part of the continued investment in and expansion of our Guernsey team. Richard brings with him considerable expertise which will complement the existing skills within our litigation team.’

JU LI US

IN TE RT RU ST

NICK HYDE

DE LO IT TE

MARTIN CASAS

ROBERT PICKFORD Robert Pickford has been appointed as a relationship manager in Julius Baer’s private banking team. Robert is qualified as a chartered wealth manager. He will be responsible for meeting the wealth management needs of a portfolio of Channel Island and UK based clients. Branch manager, Stephen Burt, said: ‘Our growth strategy is progressing well with the continued recruitment of highly skilled people in Guernsey. We are confident that Robert’s experience and expertise will strengthen our offering and ensure we continue to provide excellent service levels.’

IP ES

RE SO LU TI O N

VI ST RA

G UE RN SEY P EOP LE

GAIL CLARK & AIDAN GALLAGHER

JONATHAN WARR

JOHN BISHOP

Vistra Fund Services (Guernsey) Limited has made two new management appointments.

Jonathan Warr has joined Resolution IT as systems engineer.

Ipes has announced the appointment of John Bishop as a client director.

Gail Clark joins as manager of the recently established corporate fiduciary team and has worked in offshore finance for 28 years. Aidan Gallagher was previously at KPMG and is a qualified chartered accountant.

Jonathan started his career with one of the big four accountancy firms in Guernsey then transferred to London where he was involved in large-scale project work and was seconded to India. He has also worked for a top London IT managed services provider.

John will be responsible for acting as director and alternate director on a number of general partner and special purpose vehicle boards focusing on private equity, venture capital and fund of funds. John has been employed in the Guernsey offshore fund administration industry since 1996 and is a qualified chartered accountant.

ANDREW HARDING, RICHARD SHELDON & RICHARD FIELD Appleby has appointed three new partners in its Guernsey corporate and dispute resolution teams. Richard Sheldon has been promoted at the firm while Andrew Harding also joins, having worked from the Isle of Man office. Richard Field has worked in Guernsey for the past decade. Managing partner, Wendy Benjamin, said: ‘Together their combined wealth of experience and vast knowledge of Guernsey law is an invaluable asset.’ Photo left to right: Andrew Harding, Richard Sheldon and Richard Field,

Jonathan said: ‘IT presents a new challenge every day and I particularly enjoy working in an environment that is fast-paced. I’m looking forward to bringing my global IT experience to Guernsey’s businesses.’

Ipes CEO, Chris Merry, said: ‘John brings a wealth of expertise from his time in the industry and he will be a fantastic asset to our director services team.’

PR AX IS IF M

AP PL EB Y

‘These new appointments are indicative of the continuing growth of Vistra’s senior team. Working with talented individuals is essential to the development of our business and both Gail and Aidan bring valuable experience and expertise to the Guernsey office.’

W AI TR O SE

Managing director, Patricia White, said:

KEVIN STONE

MATT LITTEN

Kevin Stone has been promoted to branch manager at the Rohais Waitrose store.

Matt Litten has joined PraxisIFM’s trust team as director.

Kevin has 32 years’ experience at Waitrose and has held a number of managerial positions. At the Rohais store he will work with a team of 140 Partners (as Waitrose employees are known).

Matt has more than 20 years’ experience in the wealth management industry. He will be responsible for managing and developing key UHNW client relationships while also contributing to strategic plans.

Kevin said: ‘I am looking forward to taking on this challenging new role and continuing to work closely with our Partners. The hustle and bustle of the food retail industry is an exciting place to work. This role will give me the opportunity to help further enhance the great service Waitrose is known for.’

Managing director, Rob Fearis, said: ‘Matt’s appointment comes at an exciting time in our ongoing growth. His knowledge and experience with clients together with his strategic direction insight will be a great asset to PraxisIFM and we’re delighted he has joined our team.’

YOU N G BUSINE SS G ROU P

What is

ENTREPRENEURIAL SPIRIT? President of YBG, Déne Reardon, discusses this year’s shortlist for the Bill Green Award for Entrepreneurial Spirit, and says that spirit is vital to the island’s future. The word entrepreneur derives from the French verb, entreprendre, meaning to undertake. The definition of entrepreneur is more difficult to pin down. The dictionary definition is ‘a person who sets up a business or businesses, taking on financial risks in the hope of profit’. This definition excludes passion, creativity, vision, initiative, hard work, possibility and the desire for change that describes the spirit of entrepreneurship. Entrepreneurs are highly valued in any society and Guernsey is no exception. Whilst there are a number of entrepreneurs in various industries, the challenge is harnessing entrepreneurial spirit to inspire young entrepreneurs into the market. YBG recently announced the shortlist for the Bill Green Award for Entrepreneurial Spirit for 2018 and by the time this publication is issued the winner will have been announced at the summer ball on 30 June. Each year the standard of the nominations is impressive and this year was no exception. Alongside myself, judges Vikki Freeman, vice-president of YBG, Carl Symes, chairman of Start-up Guernsey and Will Green, business editor of the Guernsey Press had the unenviable job of selecting a winner. The Bill Green Award for Entrepreneurial Spirit recognises businesses that have demonstrated a desire to succeed and the ambition, vision and drive to turn ideas into a successful business. Nominees are required to demonstrate their business idea and start-up process, showing evidence of a well-researched business plan and forecasts for business performance. Other

criteria include vision, leadership and personality in the organisation, evidence of how the business has managed any risks or challenges that have arisen, evidence of business development and a clear outline for future sustainability. The shortlisted companies are All About Yoga, Midshore Consulting and School of Popular Music.

All About Yoga Limited Megan Cluett of All About Yoga Limited runs four to six sun power yoga classes a week, catering for beginners through to experienced yoga students, including groups and corporates. Megan has combined her passion for yoga and mental health awareness by providing her students with techniques to help reduce stress, anxiety, and the aches associated with sitting at a desk together with guidance in a monthly newsletter. As a young business owner, it is also important to Megan to support other young businesses and entrepreneurs in Guernsey and she has set up a number of collaborations. These include New Waves Guernsey, Halo Eats, NamasTEA and Bites Gsy.

MIDSHORE CONSULTING LIMITED Midshore Consulting Limited was founded by Christopher Jehan in September 2016. The vision of Midshore is to create the very best, and most approachable, professional

consultancy in Guernsey. Whilst Midshore’s core business offers services to the international financial services industry, there is also an offering in both data protection and marketing consultancy services across all business sectors. Core to the business model is bringing new business to Guernsey and Christopher is passionate about both his business and Guernsey and wants to help drive the island’s core industry to new heights.

THE SCHOOL OF POPULAR MUSIC The School of Popular Music offers a service like no other tuition available in the Channel Islands. Teaching from nationally accredited syllabuses, its programme is designed to promote confidence and self-esteem, whilst building strong musical foundations. Tyler Edmonds founded the business when he was unable to pursue his passion for music through employment and other traditional means in Guernsey. Teaching more than 400 students a week and employing 10 people, the ethos of the school includes inspiring, access and inclusion. They have also driven a number of campaigns to promote the benefits of music to the community include ‘Express Yourself’ at Seafront Sunday and the ‘Music for Everyone’ campaign.

These shortlisted nominees not only demonstrate the entrepreneurial spirit that is so invaluable to the island, they are an inspiration for those young and not-so-young budding entrepreneurs and YBG wishes them success for the future. ■

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Guernsey law, redefined.

J BU ER SI SE NE Y SS

C 5

ZE DR A

ANTONY ALLEN

ANDY JEHAN

ZEDRA has appointed Henry Kierulf as a client director.

Antony Allen has been promoted to chief operations officer at C5.

Andy Jehan has been appointed as chair of the board of Jersey Business.

Henry is a trust and private client specialist with significant experience providing wealth management and fiduciary services. At ZEDRA he will lead a trust and corporate administration team, focusing on the development, maintenance and growth of a portfolio of private and corporate clients.

Antony has more than 20 years’ experience in the IT industry. He will be responsible for service delivery at the company and will lead and support the management team in the making of operational decisions.

Andy has more than 37 years’ experience of working in projects, sales and operations for Jersey Post. He currently chairs the Jersey Chamber of Commerce transport and tourism committee.

Managing director, Rob Leader, said:

Andy said:

Managing director, Ashley Cox, said:

‘Antony has a proven track record for delivering a high level of customer service and operational efficiency and is thoroughly deserving of this promotion. He will be key to both the strategic and operations directions of C5 with BDO as we continue to expand.’

‘I was keen to join the Jersey Business team because of the great work they do, not only with new businesses but also existing business. Diversifying the economy and improving productivity are issues that Jersey Business can help address and I look forward to working with the team.’

M AR E LA

HA W KS FO RD

‘Henry is a highly skilled professional with multi-jurisdictional experience and a proven track record of meeting the needs of global high-net-worth individuals, their families and their advisors.’

IN TE RT RU ST

HENRY KIERULF

DAVID BURMINGHAM

NIALL HUSBANDS

ALUN WILLIAMS

Hawksford has appointed David Burmingham as its money laundering reporting officer.

Intertrust has announced the appointment of Niall Husbands as head of private wealth.

La Mare wine estate has appointed Alun Williams as new head chef.

David has 30 years’ experience in law enforcement and financial crime investigation as a member of the police force. He will be responsible for ensuring Hawksford has an effective monitoring and reporting system.

Niall is an internationally experienced wealth management practitioner, having worked in Paris and Dubai as well as Jersey. He will help build on the team’s strengths and expand its global private wealth capability with a particular focus on the Middle East.

Alun previously worked for one of the island’s leading hotel groups and has experience working in five star hotels as well as Michelin-starred kitchens, bistros, restaurants and gastro pubs.

Managing director, Simon Mackenzie, said:

‘I have a real passion for using good quality, seasonal, local produce and we’re really fortunate to have that in abundance here in Jersey. La Mare produces some wonderful award-winning products and I’m thrilled to be using them to create some exciting new dishes.’

Chief executive officer, Michel van Leeuwen, said: ‘It’s very exciting to have someone of David’s calibre join our team; we are thrilled to have attracted him to the business. His wealth of experience working on the frontline of financial crime oversight brings robust expertise and transferable skills to the MLRO role.’

‘His experience and leadership skills will help us grow and develop our private wealth team and offering, reinforcing our position as a leader in the sector in Jersey and internationally.’

Alun said:

Select.je, 2nd Floor, York Chambers, York Street, St Helier, JE2 3RQ

hello@select.je

01534 88 88 66

www.select.je

Let’s get social!

C O RE FO C US

SA NN E

LO G IC AL IS Logicalis CI has appointed Claire Lloyd-Gottard as channel manager for European markets.

Tracy Burns has joined SANNE as director of global operations.

Nicholas Clyde-Smith has been appointed as senior developer at Corefocus.

Claire will manage the marketing and sales channels for the Logicalis managed security services across Europe. She previously worked in commercial development at JT and recently at Cable & Wireless in the Caribbean.

Tracy will be responsible for leading the development and rollout of SANNE’s operations and will become a member of the leadership team. She was previously chief administrative officer at RBSI.

Nicholas is an expert in web, API and app development and will work to deliver high quality bespoke software solutions to clients. He has over a decade of experience and has worked in app and web development globally.

Director, Ricky Magalhaes, said:

Chief operating officer, Eric Watson, said:

Managing director, Matthew van Sanden, said:

‘Claire brings both commercial and technical experience to the role and will be a significant asset to the team, helping to deliver cyber security cost effectively and on time, according to each customer’s agreed requirements.’

‘Tracy will lead our work in KYC and CDD activities and position us to be able to expand these operations globally, so we can deliver right-first-time outcomes to clients and maximise efficiencies and controls.’

‘We are delighted to welcome Nicholas to the team. More and more companies are relying on the employment of IT software, meaning there is a growing demand for IT specialists. Being forward thinking and investing in people is important.’

VO IS IN

LA W

NICHOLAS CLYDE-SMITH

TRACY BURNS

O BE N

CLAIRE LLOYD-GOTTARD

CLAIRE RIGBY & LOUISE GODLEY

PHIL MALE

NATALIE HARRIS

Advocate Claire Rigby and Louise Godley have joined Oben as senior associates.

Phil Male has been appointed as chair of JT Group.

Natalie Harris has joined Voisin Law as head of property.

Claire is a specialist family lawyer with experience in both England and Jersey. She qualified as a Jersey advocate in 2006. Louise qualified as an English solicitor in 2001 and has over a decade of experience in the offshore banking and funds sectors.

Phil has been a non-executive director of JT since 2011. He has almost 30 years’ experience in the sector and has worked with investment houses specialising in telecoms and technology since 2015.

Natalie qualified as a Jersey solicitor in 2015. She has extensive experience in all aspects of Jersey property work including commercial acquisitions and disposals, leases, property finance, property developments, and residential purchases and sales.

Director, Alexandra Ruddy, said: ‘We are pleased to welcome both Claire and Louise to Oben as senior associates. They are both extremely accomplished in their areas of expertise and complement our specialist dispute resolution focused team.’

Chief executive officer, Graeme Millar, said: ‘Phil becomes chairman at an exciting time for JT. We now have a clear structure in place to develop both locally and internationally. Phil’s guidance will be invaluable to me and the executive team at this strategically important time for the business.’

Managing partner, Ian Strang, said: ‘We’re delighted Natalie has joined our experienced property team. Having acted on a number of Jersey’s largest property transactions in the past couple of years, I have no doubt Natalie will help strengthen our team.’

IN TERV IEW

BACKING BUSINESS

The new president of Guernsey’s Chamber of Commerce, Barrie Baxter, has had a career that’s spanned the globe and encompassed everything from retail and technology to owning and running a World Superbike team. He told Tamara Timothy how he’s planning to bring all of that experience to Chamber, along with a host of new ideas to encourage local businesses to thrive.

‘I think most successful businesses are passion businesses - those where people have a passion to create and satisfy a market demand. The byproduct of doing that well is that you have a chance to make money.’

‘I want to create a business development centre for Guernsey at Chamber. I want to create a vibrant environment for businesses throughout their lifecycle from an idea and its development, through growth and even exit.

It’s Barrie Baxter’s mantra for business, and it’s one that’s served him well so far. Now he’s hoping that along with the team at Chamber he can pass those lessons on to local entrepreneurs looking for help and guidance.

‘I would like to run events encouraging entrepreneurship at least once a month, and perhaps more often. Information evenings. Networking evenings. Inspiration evenings. Chamber should be bringing

together people who are starting businesses, expanding businesses, developing businesses and even those thinking of bringing businesses to Guernsey. ‘We can introduce those people who have new ideas to those who have the skills and experience to guide them, and to those who can potentially invest in them. My plan is that Chamber will provide a creative arena for people to learn and expand their businesses in a supportive way.

I N T E RVIE W

‘If you have a business but you’re looking to become more efficient and effective, or you want to diversify your offering, then Chamber should be able to help. We have such a wide range of members and lots of people who are happy to share the lessons they’ve learned. There’s a lot of goodwill in Guernsey’s business community and we should be harnessing that.’ It’s something that Barrie believes the island needs, and he’s had plenty of opportunity to observe the local economy. Through his friendship with local racing driver, Andy Priaulx, Barrie has been coming to Guernsey for more than 15 years. He moved here permanently three years ago, having had a business in the island since 2009.

The business environment is an ecosystem with many facets. I think we should be driving the creative side of starting a business – helping people find their passion and find markets that they can satisfy. That time has given him the opportunity to assess what Guernsey can offer, and the challenges it’s facing.

We shouldn’t forget that Chamber is a member organisation and our prime goal is to represent those members’ business issues to government. We need to help government to understand the needs of the business community and work with them to help deliver that. be creative and I hope we can help with that. But you also need practicality, and I think that is where government should be stepping in to help with the logistics of setting up a company and creating that environment that supports the mantra that Guernsey is open for business.’ Diversification is a subject Barrie returns to as it’s clearly an area he feels is crucial to the island’s future. ‘The island does need diversification and digital industries are an obvious area Guernsey should be looking at, as you can achieve global reach with a small footprint. But it needs to be more dynamic – government, for example, shouldn’t be running an entrepreneurship centre, entrepreneurs should. ‘We shouldn’t forget that Chamber is a member organisation and our prime goal is to represent those members’ business issues to government. We need to help government to understand the

needs of the business community and work with them to help deliver that.’ Barrie is a man who balances ideas with practicality, and he wants to bring that approach to Chamber. ‘We need to invigorate and facilitate people to create businesses, and we shouldn’t be holding them back. If we provide the right opportunities then islanders who have gained valuable experience outside the islands will want to return and make their own contribution. You need a vibrant economy for that to happen.’ As a passionate motorcycle and car racer, Barrie is used to getting things done quickly – but he says he has realistic expectations for his two years as president of Chamber. ‘I may dream big but I will focus on getting the right framework in place while I am in the role so Chamber can continue to do the best for the island and for business in the future.’ ■

‘There’s clearly a lot of business skill and experience in Guernsey but there is an ageing population; however there’s also still a large youth population – and both need to be encouraged. You don’t have to be 21 to start a business, and you can improve and develop your business at any age.’ When asked what Chamber’s role should be in any attempt to foster new industries, Barrie is clear. ‘The business environment is an eco-system with many facets. I think we should be driving the creative side of starting a business – helping people find their passion and find markets that they can satisfy. To be successful, you need to

START U PS

Reasons to grow

Graeme Smith, CEO of Jersey Business, explains why it is important that every size of business looks to grow, whether that it is in skills, productivity or influence.

Like many developed economies, Jersey has an abundance of small and micro businesses, but did you know that in December 2017 there were 7,360 private sector business of which 4,020 were single person undertakings? So, 55% of our businesses are solopreneurs, 10% employ more than 10 people and only 2% employ more than 50 people. The numbers show that there is opportunity for individuals in Jersey to be economically active by working on their own. But although this entrepreneurial spirit is to be welcomed, a thriving economy also needs a vibrant business community with organisations that are growing, innovating and exporting because typically these businesses are better at attracting talent, adapting to changing markets, are more efficient and ultimately are more sustainable financially. Setting up and developing a business can be a very personal journey. Entrepreneurs use their skills and expertise to create a product or service that establishes a position in the market and after a few years and a lot of hard work they get to the place where the business is ticking over nicely. This is a great place to be, so why change a winning formula? Whether you realise it or not, this is a question that every successful entrepreneur has faced at some stage in their business journey. It is the action, or inaction, of every leader that determines whether a business sticks or grows. So, in a place like Jersey where the economy is buoyant, a good reputation

brings you work and there is relatively little competition why should you make the decision to grow your business? There are two main reasons, both of which determine the longevity of the business.

your people, paying yourself - and your team - more money, expanding your product or service offering, developing off-island markets or having more influence in the business and local community.

Whatever growth means to you, you must have a goal, pursue it actively, measure your progress and make sure you have talent around you that will develop with you

Whatever growth means to you, you must have a goal, pursue it actively, measure your progress and make sure you have talent around you that will develop with you so that eventually you will be able to hand over to a new generation of entrepreneurs.

Firstly, Jersey exists in an interconnected and global world where your customer has access to products, services and information like never before. An experience in one situation creates an expectation in another. When someone can check in for a flight online and months in advance, why can’t they make an appointment with their doctor, dentist or lawyer online as well? Growing a business provides the financial and human resources to at least keep up with, if not exceed, customers’ expectations. If you don’t do this then you won’t have a business. The other factor is simply that growing your business creates value that enables you to develop or exit in the future. No matter where you are in your business journey, if you have an organisation that revolves around you and has only a Jersey client base then you are limiting the future options for yourself as an individual and for your business. It’s important to realise that growth means different things to different people. It might be about developing skills and talent in

Jersey Business was set up in Jersey five years ago and, like every business, we have been addressing the ‘growth’ question. For us at the moment, that means developing more focused services to support the established business community on the island. We have identified two areas where our support will help established businesses grow and so we have started an Export Club to help businesses who are selling, or have an opportunity to sell, outside of Jersey. This month, we are also launching a Business Improvement Programme that will help organisations analyse and redesign their internal processes so they run more efficiently. If you are interested in either of these please give us a call or visit our website www.jerseybusiness.je and we can enjoy a growth journey together. ■

STA RT UP S

ENTREPRENEURIAL AMBITION

Tony Brassell, business advisor at Startup Guernsey, outlines why it is important for the island’s economy that more people look to expand their own businesses.

So, you want to be your own boss? There probably comes a time in everyone’s life when they dream of starting their own business. For most it will never happen, for some they will dabble with a part-time hobby style business, while a lucky few achieve nirvana and create something that not only generates the income they want, but fits in with their lifestyle and is what they have always wanted to do. They have achieved their dream job! However, there is a step beyond this. Every now and then we see a brave, forward-thinking individual who achieves the dream job status but goes on to turn it into something that generates money beyond just a reasonable income, providing employment opportunities and serious profits for the business owner or owners.

That type of business is what we really need in Guernsey. Businesses which create employment and wealth and help diversify the economy away from our dependence on finance. Ideally, they will also be bringing something new and beneficial to the island and not just cutting the economic pie into ever-smaller slices.

At Startup Guernsey we see many people starting a hobby business or seeking the dream job and it is often the accidental entrepreneur who takes their business to the highest level. They provide a service or product which people want and enjoy and also spot the opportunity to grow their business and build on what they have personally achieved. The really successful businesses understand that to see true growth they have to look beyond our shores and Guernsey’s relatively static population. Selling directly off-island is one way of doing that or licensing/franchising their business to another location is another. Scaling a business up to meet the challenges of increased sales is a major undertaking and not to be taken lightly. Winston Churchill once said: ‘the price of greatness is responsibility’, and that is especially true when it comes to business. As you grow, more people will come to depend on you, your clients will want more product and your suppliers will need to meet those increased demands. You and your team become the centre of your very own universe and somewhere inside you the excitement of doing what you always wanted to do becomes lost in the myriad of pressures running an international business can bring. Hence the need to get a great team around you. Maybe this is where many people falter. The pressure of all that is involved can

take all the enjoyment out of the job you really loved. For many people, the answer when the expansion opportunity comes is to say no. This course isn’t for everyone, but the rewards can be great. One way of coping is to make sure you have your exit strategy in place. Just because you are building a business doesn’t mean it has to be with you for ever. In your plan, set a timescale for your exit, whether it be five or 10 years, and make it your goal to be in a position to sell the business early, giving you the time to start something new. Moving on can be achieved by handing over the business to a deputy, while potentially keeping a consultancy role, or just selling it outright, reaping the rewards of all that hard work. Whatever your plans, and as with every journey, you have to take that first step. Our advice would be to come and talk to us and let’s chat about the opportunities and how to place your business on the road to success. Being an entrepreneur can feel lonely, but you are not on your own. Visit startup.gg, call us or email info@startup.gg and make a confidential free appointment to see one of our business advisors. ■

START U PS

ISLAND ENTREPRENEURS Many of us love the idea of starting our own business, but those dreams often don’t make it to reality. Contact has been speaking to some successful start-ups to find out about their experience, and the advice they can offer to those hoping to follow in their footsteps.

THE BROTHERS Brothers Peppe and Sabino Rega set up their Italian restaurant, Gusto, in St Peter Port a year ago. Chef Peppe has been working in Guernsey for 13 years, while Sabino, who works as front of house, joined him in the island six years ago. They decided that together they could start a genuine Italian restaurant, offering something unique to Guernsey.

THE FRIENDS All About Love was launched earlier this year by three Jersey women who became friends after having their first children. Hannah Hearne, Lucy Stephenson and Steph Webb had discussed starting a business together for around two years, but their gifts and events styling company was eventually born when one of the group told the other two that they were ‘just doing it’. A few months later and All About Love has bookings for everything from weddings and birthday parties to baby showers and hen parties, a space selling their goods at the Harbour Gallery and a growing online following from Jersey and further afield. The early success of the business has been a welcome surprise to the founders. Lucy said: ‘It’s been a bit of a whirlwind few months. But we are loving every minute and enjoying getting creative while at the same time helping bring our customers’ visions to life.’ On the events side of the business, All About Love offers prop hire and individual styling packages as well as bespoke orders for table plans, sweet tables and hand-painted signs. Their unique gifts are all designed and handmade by the company and include dream-catchers and nursery décor as well as handdrawn chalkboards and a range of prints and greetings cards. The women admit that their success has meant the business has been quite a demand on their time, but they believe the benefits are worth it. Lucy said: ‘We all had “day jobs” when we started and we have six pre-school children between us so life is busy, but it is incredibly fun and rewarding.’ ■

Both brothers attended catering school in their home city of Naples, and believed that creating an authentic Italian experience would set their new restaurant apart from the competition. Peppe said: ‘We wanted to set up a ‘proper’ Italian restaurant in Guernsey. It’s very important to us that we know exactly what we’re selling and where it’s from. All our wine comes from Italy, we buy as many ingredients as possible from Italy – we even make sure our staff members come from Italy!’ That commitment to authenticity and quality has served them well so far, with the restaurant trading successfully in its first year. For Peppe, the key to their success was having a clear vision of what they wanted to do. ‘I think the main piece of advice I’d give to anyone looking to start their own restaurant would be to have a very precise idea of what you want to do. Be specific as to the product you want to sell – a mix of different cuisines, for example, can be confusing. You need to know your business as well and be very clear as to whether you are a café, a restaurant etc.’ ■

STA RT UP S

THE MUMS Jersey ice cream brand, Minioti, was founded by mum friends, Anna Boletta and Natasha Dowse, in 2015. A few years on and their product is available not only in the island, but is also exported to the UK, Finland and China. It’s an impressive achievement, and one they admit has taken a lot of hard work. Natasha explained how the business began. ‘We’d been friends for years and then we had children around the same time. We realised when we were trying to feed them that we couldn’t give them something delicious that didn’t also have a very high sugar content. We’d been thinking of starting a business together, and decided we’d found a gap in the market.’ That was the start of Minioti – an ice cream with no added sugar made with Jersey milk. Once Anna and Natasha had investors behind them, Jersey Dairy helped them develop their ideas and recipes into a commercial product which they could take to market. Before having children and starting Minioti, Natasha was a personal trainer and yoga teacher while Anna was a paediatric speech and language therapist. Their backgrounds meant that they brought different skills and experience to their new business, albeit the same hardworking attitude.

‘I think we always knew that it was going to be blood, sweat and tears as we would never do it half-heartedly. From day one we’ve both had a real drive and passion and a good work ethic’ said Natasha. ‘We see each other more than we see our own children, but the effort is certainly worth it.’ With international distribution already in place, Minioti has big plans for its future. They know that will take even more hard work, but Natasha believes that should be the case for anybody starting their own business: ‘You have to be committed. Don’t set up on your own if you want an easy life. But having your own business can give you a huge sense of satisfaction and I think it’s the most exciting thing you can do.’ ■

They believe their experience is crucial to their success. Diana has a comprehensive background in regulation and is also a notary public while David is also a chartered management accountant. Diana explained that their reputation has led to personal recommendations: ‘We have had an interesting mix of work come in, which has meant that we’ve been virtually at capacity without needing to do very much to promote ourselves. We’re very pleased.’

THE HUSBAND AND WIFE Guernsey-based husband and wife team, Advocates David and Diana Thompson, set up their new law firm, Pollet Chambers LLP, at the start of this year. They felt there was a gap in the market for a niche law firm doing commercial, criminal and regulatory work, along with a private client offering. For David and Diana, the chance to use their considerable expertise to the benefit of their own business made perfect sense. ‘We both have many years of experience in the commercial world, which is very helpful in terms of being able to give people practical advice. At the same time, the fact we’re not a large firm with the associated overheads means we can do so at a reasonable cost,’ said David.

As well as the appeal of working together, the flexibility that comes with having their own business was a draw for the couple. Diana added: ‘My previous job was very demanding and very full time. I wanted to work for myself so that I could ensure that work suited my lifestyle.’ But while lifestyle is important, the couple agree that having their own business is hard work – and that it’s something aspiring entrepreneurs have to get right from the very beginning. David said: ‘You have to have a very clear idea of where your work and your financing are going to come from. It’s also crucial to get the technology right – you have to be able to work remotely, have data security and find information quickly and easily. And of course you have to have a really good business plan right from the start.’ ■

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STAND OUT FROM THE CROWD

Angela McCafferty has just launched her Guernsey-based event company, On The Rock Events, and says that professional event planning can be a real benefit to businesses.

It’s that time of year again when the sun is shining, evenings are longer and a flurry of corporate drink invites arrives in your mailbox, all offering you the chance to network at an after-work event. The question is how do you make your event stand out from the crowd to ensure your clients choose to prioritise it over others? You may be faced with organising an event but are tempted (or encouraged) to follow the pattern of previous years’ offerings. After a while, this approach may cause interest to dwindle and clients may be more drawn to attend an alternative offering, thus giving your competitors the edge. Personal assistants and office managers planning corporate events may be looking for advice on how best to run their event, or be keen to employ someone to organise it for them. It is that demand that led to the concept of a flexible, approachable event company: one that could fully cater to their clients’ needs and be affordable for small businesses. On The Rock Events offers a consultancy service for event advice, followed by an option for venue hosting on the actual date or full event design and hosting experience. The business can also source corporate gifts, arrange marketing materials, décor and be hands on for any logistical setup involved. The open and transparent flexibility of what we offer is designed to make us stand out from the competition.

My many years’ experience in events management have allowed me to develop a comprehensive understanding of the detail required behind the scenes to run a flawless event. I trained for large prestige events in a four-star Scottish hotel and also studied graphic design. I have worked in hospitality and sales and marketing, first in Jersey and then in Guernsey, where I headed up Heritage Events based at Castle Cornet for three years before setting up On The Rock Events.

own unique challenges as a finite space. On The Rock Events looks to work with you in order to create something bespoke so that you will stand out from the crowd. A well-crafted and executed event can be a superb opportunity to showcase your company, create great PR and engage staff. ■

The new event company has an exclusive offering of Les Caches Farm under its remit, a stunning National Trust barn property located in the beautiful Forest parish in Guernsey. It is perfect for corporate events of up to 100 people. On The Rock Events is keen to inspire islanders to use locations and spaces in new ways. We can visualise for you how spaces can be transformed to offer niche events and create unique experiences in various locations. The Channel Islands are a beautiful place to live and work, with their

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START U PS

What do the Channel Islands have to offer start-ups?

The Channel Islands are welcoming an influx of wealthy individuals and entrepreneurs starting up new businesses and family offices in the islands. Jason Connolly, director of Next Generation IT, examines what we have to offer.

Most people are attracted to Guernsey and Jersey over other jurisdictions for the quality of life, fine climate, low crime rate, friendly community and proximity to London and Europe. I like living here, with our many beaches, being part of a small community and, of course, it’s an ideal place to bring up a family. There are stunning houses to choose to live in, excellent restaurants, great schools, top-notch sports facilities and outdoor pursuits, but there are so many other considerations when setting up a business. The Channel Islands offer favourable regulation and legislation alongside an experienced pool of staff to draw from, a business-friendly environment, a stable political system and a competitive tax regime. But these aren’t the only considerations in choosing a location; businesses are nowadays so reliant on technology that a major consideration must be the communications infrastructure and IT resources. Communications infrastructure The Channel Islands are in a fortunate position as the main hub for transatlantic links and have high-speed communications links into London, Europe and the rest of the world. In addition, the recent success of eGaming hosting has brought a large volume of bandwidth into the islands and we have built a number of high quality data centres. The consequent economies of scale, coupled with our proximity to the major

international hub in London – Telehouse (home of the London Internet Exchange) – provides high quality bandwidth and off-island connectivity at reasonable value, relative to other island jurisdictions. IT expertise The islands enjoy a legacy of highly trained and experienced technical staff from many years of servicing the finance industry, which has attracted and developed high quality IT experts, support staff and programmers. The good news is that there is now a wide choice of respected and experienced IT providers that start-up businesses can rely on. Because of the close-knit community, IT businesses with a solid reputation and focus on customer service have flourished. Cloud computing For many years local businesses have led the way by providing hosted desktop as a service, where start-up businesses gain access to all the IT facilities they need from any internet connected device, but without any server infrastructure. The simplicity of this approach is especially attractive for wealthy individuals moving their family office here. With minimal fuss, cloud computing provides the flexibility to work from the office, at home and whilst travelling. It even provides the practicality of working abroad for an extended period, accessing all the facilities as if in the office but without the need for onsite servers or in-house expertise.

Many of our clients spend their winters abroad, some even aboard their boats in the Caribbean or Mediterranean, safe in the knowledge that we maintain the servers, backups, disaster recovery, antivirus, firewalls, 24/7 monitoring and updates. Paying a monthly fee for all elements of IT helps with cash flow and budgeting, and has allowed start-up businesses to keep expenses to a minimum, providing a highly flexible system that can quickly grow with their business. Also smaller businesses generally need not employ specialist IT staff, instead partnering with IT service providers to buy in a complete end-to-end service. Conclusion The Channel Islands have a thriving service industry and know how to look after their important clients, and this is reflected in the excellent service provided by local IT providers. We have worldclass infrastructure and cloud services focused on small businesses with high expectations of service and ease of use. Guernsey and Jersey have a great deal to offer a prospective entrepreneur – beautiful islands, sunny climate, safe environment, welcoming community, friendly business environment, local expertise, progressive legislation, favourable tax environment and world beating technology. So I invite you to come for the lifestyle but stay for the IT service. ■

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I N SURAN CE

Insuring a successful future for start-ups

Setting up your own business can be costly and having more expenditure than income means analysing every cost. Ian Stewart, managing director of Rossborough Guernsey, explains why having the right insurance is a necessity not an option. Business insurance exists to protect the investment in your business. It will also help should accidents occur and members of the public or employees seek financial compensation as a result of your negligence. Most commercial insurance cover is optional, but employers’ liability and motor insurance are compulsory. When starting a business, it’s important to firstly identify the risks that may affect the achievement of your business strategy. You should seek help to identify and assess the risks through analysis of business intelligence and trends. Once you’ve determined the overall risk exposure, considering the likelihood and impact of each risk occurrence, responses are required that may include avoiding, accepting, reducing, sharing or transferring risk. Insurance is a form of risk transfer. It allows the peace of mind that, should the risk occur, your insurance company will put you back in the same position as prior to the loss. In this article, I’ve provided a brief overview of the types of insurance policies that you should be aware of and consider buying. However, every business is different and some policies may not be applicable to your business. Public liability insurance provides cover against claims by customers or members of the public who suffer accidental injury or disease or whose property is

damaged as a result of your business activities. It typically goes alongside products liability, which extends the cover to liability for injury, disease or property damage by goods sold or supplied.

No two risks are identical and, with this in mind, cover can normally be arranged for a full range of perils plus accidental damage. Employers’ liability insurance provides cover against claims by employees who suffer injury or disease as a result of working in your business. Legal defence costs will normally be covered by public, products and employers’ liability insurance. Property insurance covers the physical assets of your business. Buildings, contents, equipment, stock, machinery, and computers are at risk from fire, storm and many other causes. No two risks are identical and, with this in mind, cover can normally be arranged for a full range of perils plus accidental damage.

Business interruption protects you following damage to your buildings or their contents when your production or trading ability is interrupted. Cover is available for loss of gross profit or revenue as a result of a reduced level of trading. The reasonable expenses incurred to maintain sales and production, such as the cost of renting or setting up temporary premises, can also be covered. Expert advice will be necessary to set the level of sum insured and the indemnity period. Commercial motor insurance provides cover for you, your employees, and the vehicles you own, lease, rent or borrow – both on the road and off. The policy provides financial protection against damage to vehicles and liabilities for damage to property or injury to people that may arise from accidents on the road. Professional indemnity insurance protects you from allegations of inadequate advice, services or designs to clients through error or omission. It covers the legal costs and expenses in defending the claim, as well as compensation payable to your client to rectify the mistake. Other options you may need to consider for full protection are accident and illness cover for yourself and/or your employees, management liability insurance, employment practice insurance and cyber insurance. ■

PROM OTIONA L FE ATU R E

INNOVATION AT AON

Paul Sykes, managing director of Aon Guernsey, explains how the company has developed its business to now employ almost 100 staff in the island and has seen significant growth in recent years. Aon Guernsey is part of Aon plc, a global business focusing on risk, retirement and health solutions. The company’s innovation has resulted in the development of its ILS (Insurance Linked Securities) and reinsurance divisions. These emerging areas have supplemented Aon’s traditionally strong captive and Protected Cell Company (PCC) offering. Captives The number of captive formations is stable and the market is mature. We assist our clients to use their captives to drive cost efficiency and simplify their risk and insurance management programmes. M&A activity often has an impact and we help advise

and restructure to optimise performance. BEPS (Base Erosion Profit Shifting) has not presented significant problems to our clients as they are able to demonstrate substance and real risk transfer. Aon continues to build on our experience in specific sectors where we have strong expertise, and we have support for almost all industry segments from worldwide colleagues. ILS (Insurance Linked Securities) Aon Guernsey was the first manager to enter the ILS market locally and this innovation has become a significant part of Guernsey’s insurance industry. Aon Guernsey has facilitated and managed the entry of billions of dollars into the (re)insurance market from global investors. ILS capital invested

in the worldwide reinsurance market is approaching $100 billion and Guernsey has established itself as a reputable centre along with London and Bermuda. Reinsurance Aon helped to launch Guernsey’s first rated property catastrophe reinsurance companies. We provide reinsurance company management services including underwriting, finance, treasury, risk modelling and actuarial services. Aon is in a unique and market leading position to assist new start-ups through our comprehensive outsourced service offering with technology and administration systems at the forefront of underwriting and financial reporting services. ■

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I N SURAN CE

PROTECTING YOUR COMPANY

Ben Meader of Cherry Godfrey in Guernsey explains professional indemnity and directors’ and officers’ liability insurance.

It is often asked what is more important, professional indemnity insurance (PI) or directors’ and officers’ liability insurance (D&O). The core purpose of PI is to protect a company in the event of any negligent errors or omissions made during its professional services to third parties. D&O primarily provides coverage for individuals against allegations of wrongful acts, while acting in their capacity as directors or officers of a company. The policy is designed to cover the personal liability of the company directors and officers and to provide reimbursement to the company

if it has had to indemnify a director. Typically, a claim against a PI policy will arise from a client. In these cases, mediation is often a feasible option to rectify the situation.

expert available at the time an allegation is made often invaluable. Both covers offer set guidelines of what to do in the event of a claim with the brokers/ insurers assisting throughout.

Claims against a D&O policy may arise from a variety of sources such as governments, regulatory bodies, independent third parties and staff, who often cannot have their loss rectified, since no ‘service’ was undertaken. Examples would be breaches of environmental standards, health and safety standards and pay or working conditions.

In the case of those indemnified, they will have an expert guiding them through the process and advocating their side. At Cherry Godfrey we have Lloyds of London Cover Holder Status allowing us the flexibility and capacity to develop bespoke insurance solutions with specialised PI and D&O underwriters who can tailor a policy to individual needs. ■

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IN SUR AN C E

The right side of the road

The race for driverless vehicles was showing no sign of slowing down, but recent high-profile accidents, setbacks and safety concerns have raised some interesting moral and ethical questions as Simon Walker, CEO of First Central Group, explains.

As we drive growth in our business, we are exploring strategic partnerships and collaborations designed to respond to the rapidly changing needs of our customers and the insurance industry. So why are driverless vehicles important? The biggest appeal of driverless cars is undoubtedly safety. Currently, nearly all recorded crashes are caused by human error so removing this element should in theory make for safer roads. But in the event of a collision who becomes responsible when no one is at the wheel? Unquestionably, innovation and technological advances are edging us ever closer to a future of driverless vehicles, so now is the time for the insurance industry to think about changing gear. As the insurance industry prepares for the automated vehicle revolution it’s faced with some intriguing dilemmas. Regulation is already evolving, but insurers need to consider how they will adapt to the introduction of driverless vehicles. In 2017 we saw the introduction of the Automated and Electric Vehicles Bill, which proposed to extend compulsory motor insurance to include the use of autonomous vehicles, but this is where some divisive ethical questions arise. If, or realistically when, an incident occurs, there is a high chance that there will be a level of ambiguity over who is actually accountable. This will inevitably lead to an ever-shifting blame game. The first stage of claiming is likely to involve the insurer, as it does now, but we can

then expect to see instances where the insurer seeks recovery from the vehicle manufacturer, if the car was in autonomous mode at the time of the accident.

vehicles. It’s safe to presume that insurance will always be required, but it is likely to change drastically, both in terms of setting premiums and establishing liability.

Beyond this, it is then highly likely that the manufacturer will seek compensation from whichever software provider wrote the code, if this is deemed to be the root cause of the accident. The question here then is how much further down the road does it go from here? Could individual coders become liable? How far would people be willing to go to park the blame with someone else?

Insurers should expect rates to be weighted towards the risk profile of the vehicle, rather than the driver; a complete u-turn on the current situation. Pricing may need to be decided on an individual basis, as the software options available will mean that even vehicles that look the same could be fundamentally different. The property industry went through a similar change, with the move in underwriting from postcodes to individual properties.

We should welcome the fact that both the government and manufacturers are taking a step back to consider the wider implications of this technology. While the attraction of winning the driverless race is clear, businesses need to listen to their customers and keep safety firmly at the heart of their operations. It should be considered that the majority of autonomous vehicles might not even be privately owned. It seems more likely that ownership will be retained by technology companies and automobile manufacturers. Last year Volvo teamed up with Uber to provide them with a fleet of autonomous vehicles, and General Motors announced a partnership with Lyft. While these partnerships are steering the industry in an exciting new direction, insurers will find themselves responsible for fewer individuals and instead be dealing with companies. The questions surrounding driverless vehicles clearly demonstrate the need for more clarity on legislation linked to autonomous

While overcoming barriers to the adoption of new technology is difficult for any industry, redressing the disproportionate focus on the ‘future’ is long overdue. We should welcome the fact that both the government and manufacturers are taking a step back to consider the wider implications of this technology. While the attraction of winning the driverless race is clear, businesses need to listen to their customers and keep safety firmly at the heart of their operations. A recent study conducted by The Times identified a reluctance to embrace driverless technologies among UK consumers. It found that three quarters of motorists don’t feel confident that driverless cars will be

I N SURAN CE safe to use. Interestingly, the risk of being hacked was identified as the biggest concern. Furthermore, two-thirds of drivers would not buy a driverless car, and almost one-third would not pay extra for one. With such drastic changes in technology, arguably it is inevitable that manufacturers will experience difficulties along the way. Businesses need to strike the difficult balance between ensuring safety and continuing innovation. While companies feel confident about solving the technical issues, convincing the public to take their hands off the wheel may be more difficult. The incident in Arizona, with the first fatal collision involving an autonomous vehicle and a pedestrian has done little to improve consumers’ feelings towards the technology, and their understandable concerns should be taken into account. The incident raised important questions for all the manufacturers, tech firms, and businesses that are seeking to capitalise on driverless technologies. Almost immediately after the collision, shares plunged for prominent manufacturers, such as Tesla, which has also been investigated after a driver died in a vehicle that was running under Autopilot software control. Meanwhile there was more bad news for computer hardware manufacturer Nvidia, a supplier of autonomous driving technology. The company suffered one of the biggest drops in shares as a result of the crash. The incident was closely followed by the world’s biggest carmaker, Toyota, who said it was ‘assessing the situation’; all the while casting serious warnings that the technology is being deployed before it is ready. While companies are understandably cautious, that’s not to say this isn’t an exciting time for the sector, but it’s evident that the priorities are now about balancing the technologically possible with the socially acceptable.

Away from the headlines, the UK government’s decision to undertake a three-year law review into driverless vehicles indicates top-level acknowledgement of the need for greater clarity, particularly on legal aspects of the technology. The review will examine crucial guiding principles that still need to be determined, including the allocation of blame for driverless car crashes, and how to distinguish between scenarios in which either a driver or a manufacturer may be deemed responsible for accidents. It will also explore whether new criminal offences may need to be introduced, amid fears that automated vehicles could be hacked and operated remotely; all important legal problems that will require co-operation between technology companies, manufacturers, and insurers to ensure that liability is clear.

to be a disproportionate focus on the future, leaving us in danger of reaching our destination before we’ve even packed up the car. Insurers should be more concerned with the transitional period between driver to driverless than a totally driverless landscape. Even when autonomous vehicles are mainstream, the actual penetration into the market is likely to take 15 years. This will result in a continual, though diminishing, pool of non-autonomous vehicles continuing to carry the full risks of the current fleet of vehicles in the UK. Regulating a complex new technology is difficult, particularly when it is evolving rapidly, and the immediate priority must be ensuring that autonomous vehicles are safe without inhibiting innovation. Despite not knowing with clarity exactly when society will feel prepared to allow such technology on public roads, the insurance industry should prepare for that future. ■

One of the rarely addressed concerns with driverless cars is that there appears

First Central Group Launched in Guernsey in 2008, First Central Group (FCG) is an insurance and technology group delivering market-leading insurance, underwriting, distribution, finance, technology and legal services through world-class collaborations. FCG’s motor insurance broker, 1ST CENTRAL, is firmly established as a top 10 supplier in the UK motor aggregator market and features prominently in the Insurance Times’ Top 50 brokers listing.

INTERESTED IN A NEW SENIOR ROLE?

If you’re thinking about a career move and interested to hear about the senior opportunities available in the Guernsey employment market, but not quite ready to register with a recruitment agency, then look no further than Situations Executives. Melissa Campbell, director at Situations, explains what its new service offers.

Situations has recently launched a brand new service where you simply click on the “Executives” button on our website – www.situations.gg – and confidentially fill in your brief job requirements, then we’ll get in touch as soon as a relevant senior opportunity arises. You can then decide whether you’d like to go ahead and register with Situations in order to apply for the role. A fresh approach We felt there was a gap in the market for senior local candidates who are potentially interested in a career move but only looking on the “back burner” as such. These executives want to keep abreast of details about new senior level vacancies without having to actively register on a recruitment agent’s books. So we keep a highly confidential database of their job requirements and get in touch as soon as their chosen role arises. Senior candidates are understandably very concerned about confidentiality, particularly in a small employment market such as Guernsey’s. At that stage, it’s then entirely their choice whether they wish to proceed further. With our 32 years in business, our extensive industry knowledge and our client list comprising hundreds of Guernsey employers, we have all of the tools at our fingertips to find

executives just the right role and we really understand what they’re looking for. Successful executives are spending less time than they used to in each job – an average of four years – and they fill five posts on the way up, down from six previously.

Executives’ requirements Senior candidates are understandably very concerned about confidentiality, particularly in a small employment market such as Guernsey’s. Also, they generally do not wish to register with a recruitment agency until they are sure that a vacancy is suitable for their career and progression aspirations. Senior opportunities There are more than 780 members of the Guernsey branch of the Institute of Directors and the choice of vacancies at senior level is certainly diminished on this small island. Incumbents can sometimes occupy executive roles for many years until retirement. Also, according to The Economist magazine, the time taken to reach the top is falling. The average time from first job to chief executive fell from 28 years in 1980 to 24 years in 2001. Successful executives are spending less time than they used to in each job – an average of four years – and they fill five

posts on the way up, down from six previously. So it is important for senior level staff to keep apprised of potential opportunities in the marketplace. Is there really a choice of executive roles available in Guernsey? There certainly is! To give some examples, the senior roles that Situations Recruitment has filled recently in both the finance and commercial sectors are very varied, including group financial controller, relationship director banking, trust director, MLRO, senior tax manager, cyber specialist and senior director marketing, to name just a few. What do the candidates say? Situations has already received great feedback from senior candidates about this new offering, including one executive banking candidate who feels it’s an excellent service and also relevant for those senior candidates with many transferable skills who may be looking for a change in direction, which may well be necessary when moving around at the top in a limited pool. ■

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TRAIN IN G

Closing the Skills Gap

Simon Le Tocq, chief executive of the GTA University Centre, highlights the need for employers to tackle skills gaps in their organisations to ensure their future competitiveness.

Skills, as the Organisation for Economic Co-operation and Development (OECD) observes, have become ‘the global currency of the 21st century’ in a world where talent defines competitiveness for businesses and national economies alike. In the UK, the demand for highly skilled labour remains strong against a backdrop of diminishing supply and this situation is mirrored locally. It is well understood that finding skilled staff is an issue; it is also well understood that a lack of appropriately skilled staff will restrain economic activity. Last year the Local Government Association warned that failure to address the lack of skills in the UK workforce could cost the country £90bn a year. Put simply, people and skills are at the heart of our economic prosperity. Mind the skills gap The question of the local workforces’ skillset has been raised recently alongside discussion of population management, immigration and housing licenses. It will always be the case that the islands need to bring in certain skills and a more flexible licensing system is likely to help employers address these skills shortages, but imported talent can only be part of the solution. Ensuring that we maximise the skills of the existing local workforce also has a major role in confronting the skills deficiency; supporting employees to develop so they can grow and adapt their skills and contribute to the islands’ economies for as long as possible is key. This way, we can minimise our reliance on

importing off-island skills and the potential danger that the local working population is reduced to a low-skill workforce. Work is transforming The rules of the working world have changed: gone are the days of jobs for life and roles can change quickly; advances in technology mean knowledge work is replacing ‘routinised’ work. Skills gaps, where there is a divide between an organisation’s current capabilities and the skills it needs to achieve future goals, are a very real issue for both employers and employees, who will have to do more to remain relevant. The 2014 Guernsey Employer Skills survey found that approximately three in 10 employers reported skill gaps amongst their existing workforce.

Those organisations raising skill levels through increased investment in education will be giving themselves a competitive edge Employers are right to be voicing their concerns regarding the need for a liberalised licensing system but they also need to be proactive in ensuring that the widening gap between the skills that they need and the skills their staff currently have does not become a barrier to their growth. Training and development must play a central role in our response to addressing these skills gaps. Time for a new approach The challenge of finding the right skills

means that businesses need to look at recruitment, development and retention differently. A 2017 Open University poll found that half of employers were unable to find a candidate with the required skills so chose to hire at a lower level and use training to bring new employees’ skills up to the required level. Those organisations raising skill levels through increased investment in education will be giving themselves a competitive edge as upskilling existing staff is likely to lead to increased employee morale, improved engagement and costs saved in terms of employee turnover. Planning for tomorrow’s working world Today’s employers must recognise the skills that their business strategy demands and prepare for this. A strategic approach to learning and development as a response to skills deficiencies is needed - organisations need to confront the skills gap by investing in skills and the government needs to provide the certainty to encourage them to invest. Greater spend on training and development is not the answer if it does not directly translate into improved business performance. At the GTA, we assist businesses in identifying the right training to achieve their objectives. There is no doubt that the employment landscape is challenging for Channel Islands’ employers but now is the time to tackle the problem through prioritising the skills issue, identifying creative solutions, investing in training and lobbying for more initiatives that will support business in this important area. ■

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GDPR – A CROWN DEPENDENCIES PERSPECTIVE Appleby partners Richard Field and Richard Sheldon in Guernsey and Claire Milne in the Isle of Man examine the future of data protection now GDPR has come into effect.

On 25 May 2018 the data protection world changed and society took real steps towards changing its attitudes to data. Ultimately, there was no apocalyptic meltdown, no slew of regulatory action, and aside from the expected law suits filed against various tech companies like Facebook, no rattling of legal sabres (yet). For those who’ve been on this journey for some years, this was a time to take a short breather, before steeling ourselves for the road ahead. GDPR is but one part of a regulatory wave sweeping Europe and beyond - ePrivacy, PSD2, MIFID2, NISD, 5th AML Directive, the list goes on. Data impacts so many areas of life (both private and professional) that it was always going to be impossible to effect change via one piece of legislation. Many jurisdictions outside the EU have enacted new data protection legislation, aimed at achieving varying levels of equivalence with GDPR. Change is being driven on a global level. Guernsey, Jersey and the Isle of Man have all enacted new laws to ensure they maintain “adequacy” (the European Commission decision which enables the free flow of information between jurisdictions deemed to have equivalent levels of protection for personal data). This is vital to protecting the islands’ economic position, but is also a key element of

the continuing focus on being well regulated. Trust is a vital part of today’s digital economy, and being at the cutting edge of this area of regulation will stand us in good stead for years to come. The new regime is an evolution, rather than a revolution, but for those who were not fully aware of their duties under the previous regime, stiffer challenges lie ahead. Both Guernsey and Jersey have new regulatory bodies (albeit that a number of the faces will look familiar to islanders), but the message is very much business as usual. For example, the members of Guernsey’s new Data Protection Authority focused on opportunity, collaboration and innovation at their launch event - using nimble regulation to lead from the front, to educate and collaborate. Enforcement is seen as a last resort, or as an appropriate response to repeated or deliberate infringements. Demonstrating that you have a plan in place and are working to mitigate the core risks is much less likely to lead to sanctions. In a world where fresh guidance appears regularly, showing you have “a clue” as opposed to “no clue” and that you are adapting your culture is a good place to be. That message will provide some comfort to businesses, as will the limited domestic transitional provisions which extend the deadline for compliance with certain areas of the new laws until May 2019.

Maintaining adequacy is clearly crucial. The message from Europe is positive in that regard. The efforts of the Crown Dependencies have been noted and each will retain adequacy, at least for the time being. The guidance on adequacy should not give us cause for concern, but we must accept that the concept of adequacy is under review by the European Commission and maintain focus on it. Transparency is a key component of GDPR and the regulators’ approach and that theme flows through the new domestic laws. If you identify a problem, work to rectify it and/or take advice - do not wait for the regulator to uncover it. Similarly, be transparent with customers – consider what data you collect and why, review the lawful basis for processing and make sure you’ve informed customers about your use of their data. Not only is this an opportunity to build relationships with your customers, but as we have seen from the deluge of (frequently unnecessary) consent emails, getting it wrong can lose you business. The next step of the journey begins now; it is similar to reaching the start line of a marathon. We are working with clients and industry partners to develop best practice and shape the debate for the future, when AI and robotics will redefine well regulated. The time for a breather is over; the race has just begun. ■

GDPR

KEEPING ALDERNEY INFORMED

Alderney’s Chamber of Commerce recently organised an event to inform islanders about the impact of GDPR and how it could affect them. More than 50 people attended the meeting at The Orangery at The Georgian House hotel in St Anne to hear the Bailiwick’s deputy data protection commissioner’s view of the impact that the new data protection law will have. It was pointed out to attendees that whether they are in business or running a club or society, the impact will be felt in varying ways.

DATA RESEARCH Local market research and consultancy company, Island Global Research, has recently conducted a comprehensive online survey into the privacy and security of personal data. More than 900 people living in Jersey, Guernsey and the Isle of Man completed the survey before the new data protection regulation came into force on 25 May 2018. The survey covered a range of relevant areas, including respondents’ attitudes towards sharing personal data online and how they protect themselves from the potential misuse of their data. When asked, 71% of respondents had heard of the EU General Data Protection Regulation and 63% were aware that it would change how organisations collect, store and use personal information. 88% believed that organisations should do more to protect the privacy and security of personal information.

Rachel Masterton gave a presentation, which was followed by a question and answer session. Half of all Alderney’s current States members also attended the event to hear her speak. Alderney Chamber president, Andrew Eggleston, said: ‘We were actually worried The Orangery would not be large enough to seat everyone - a superb problem to

have. Because of the seriousness and possible complexity of this new law, we opened the meeting to both members and non-members. I am more than pleased that we in Chamber initiated this meeting as it was felt that no assistance was coming from other quarters.’ ■

When questioned as to whether GDPR would improve how organisations collect, store or use personal data – 38% believed it will improve, 29% said it will stay the same, 4% thought it will be worse and 29% said that they didn’t know. Respondents to the survey thought that ‘keeping in touch with family and friends using social media’ and ‘faster resolution of an issue or concern because my information is already stored’ were the most valuable benefits for sharing personal data. Islanders are sharing their data in a number of ways. 83% of respondents said they check their online banking for personal finances once a month or more; while 71% own a store loyalty card. Despite this, 42% indicated that they believed the risks of sharing data outweigh the benefits, to some extent. Perhaps unsurprisingly, people are most likely to trust their doctors with personal information, and least likely to trust social networking sites. They are also concerned about the privacy of their data – 56% rated

their level of concern as seven or higher (where 10 is extremely concerned). Islanders are actively trying to protect their data, with 98% of respondents saying they take action to safeguard their personal information. 78% actively manage their online privacy settings on Facebook, Google etc. Other actions taken by 60% ore more include using a wide range of passwords, shredding unwanted documents, avoiding signing up to things and using a spam filter. It appears that the action is necessary – 45% have been affected by the misuse or loss of personal information, or know someone who has. ■

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HOW GDPR WILL AFFECT HR

Now that the influx of emails has finished, Rachel Richardson, counsel at Ogier’s Guernsey employment law team, explains what your HR team needs to know about GDPR.

Having survived the weeks leading up to 25 May and the deluge of emails from firms you’ve never even heard of about your mailing preferences, you’d be forgiven for thinking that your GDPR troubles are over. For HR professionals, there are actually far more significant points to consider. The GDPR – a convenient shorthand for reform of data privacy laws to bring them into the age of the internet - has mostly been presented as a digital exercise about data cleansing, firewalls and obtaining and recording consent.

Where health information is being collected, employees should know what is held, who is holding it, where it is held and the reasons why it is held. But it has also changed the balance of power between employees and employers in a pretty fundamental way.

Under the new rules, employers can no longer compel their employees to produce and hand over their health records, no matter what pre-GDPR clauses exist in their contracts. The laws enacted in both Jersey and Guernsey to enable the GDPR specifically say that contractual terms requiring employees to disclose a health record, or even part of any health record, will be void from the point that the GDPR entered into force.

GDPR is a gamechanger for the employee/employer relationship in many ways Over and above that, employees now also have a legitimate expectation that they can keep their personal health information private, and that employers will respect their privacy. Where health information is being collected, employees should know what is held, who is holding it, where it is held and the reasons why it is held. This changes the picture in a number of ways, but most significantly in terms of dismissals on the grounds of ill-health, particularly as the onus is on the employer, not the employee, to obtain evidence to support a decision to dismiss.

list of categories including healthcare, schools, caring for the vulnerable, financial services or jobs working in the legal sector. A further fresh challenge is in respect of employees’ social media accounts – it has been fairly common practice in all kinds of businesses for employees to share, like and comment on their employers’ social media content. But monitoring of employees’ social media activity will inevitably lead to processing and/ or storing personal data about them – and therefore it has to be conducted in accordance with the GDPR, which means that employers will have to demonstrate lawful grounds for processing that data. GDPR is a game-changer for the employee/employer relationship in many ways, not just those outlined above – and it’s about much more than email marketing databases. If you haven’t carried out full GDPR audits and updated existing policies, procedures and employment contracts so that areas of risk can be identified and rectified, then that work needs to start. Above all, employers will need to be able to clearly demonstrate that they are acting in accordance with the new policies. ■

In the same way, an employers’ right to demand evidence of criminal records has been swept away (except under certain circumstances). Employers are no longer able to demand evidence of criminal records unless the employee (or the position being recruited for) fits a defined

GDPR

PROTECTING YOUR EMPLOYEES’ DATA

Victoria Pratt of Walkers considers how companies should look at their staff’s personal data as well as their clients’ information.

Well, 25 May 2018 has been and gone and we now live in the brave new GDPR compliant world. We have seen many businesses paying good attention to data relating to clients or customers while, to a large degree, forgetting about the personal data of staff. This is rather ironic as, under the old data protection regime, the lawyers most likely to be advising on data subject access requests and data protection non-compliance were employment lawyers. An unhappy employee (or exemployee) can quite properly use his or her data protection rights to cause a good deal of inconvenience to the employer. Frankly, no employer is going to welcome an employee restricting the use of his information while he makes the employer verify the accuracy of his data that it holds. Nor is the idea of responding to a right of erasure (deleting old unneeded data) an enticing prospect. Many an employer has settled an employee’s claim rather than grapple with providing information in response to a data subject access request. So, on that basis, employers should be gearing up for the inevitability of employees exercising their data protection rights. What should you do? Well, here are a few suggestions. 1. Make sure you have worked out which “gateway “condition you are using as the legal basis for processing employees’ personal data, instead of relying on consent. Information relating to employees’ health or criminal convictions is deemed

particularly sensitive and needs to be handled carefully. You have a good degree of freedom to use this sensitive data in connection with the employment, provided that you can point to a legal right or duty that requires you to use that data. 2. Make sure you have got your privacy notices right; one for job candidates and a different one for personnel. This is not rocket science but does take a lot of work. Each privacy notice should contain what is necessary, as set out in the law. The quality of your privacy notice demonstrates whether or not you have really thought about how you treat employee data. Do not just issue employees with your client privacy notice. 3. Be ready to respond to employees exercising their rights of access. Employees are entitled to understand what information you hold about them and how you are using it. 4. Make sure you have got appropriate security in place. This is not just about ensuring that the information does not leak

out of the business. It also means that access to that personal information is restricted internally only to those people who need to see it. 5. If you are an employer operating out of several jurisdictions then you will need to have the necessary protections in place around the cross-border transfer of that data. Different rules apply to transfers to the EEA (or jurisdictions with legislation similar to ours) from those that apply to jurisdictions with poorer quality data protection laws. 6. Update your employment documentation. Your staff handbook and policies must reflect the changes to the law. A robust and considered data protection policy is a must. Your template employment contract should no longer refer to consent as, going forward, consent really does not have much of a place and a ‘consent’ clause demonstrates that you do not know what you are doing. Instead, the contract should cross-refer to the privacy notice and data protection policy and state that any serious breach of that policy could lead to summary dismissal. 7. Finally, if you outsource any of your HR functions, make sure you have got the necessary agreement in place. Usually this will be a controller/controller agreement but, on some occasions, it will be a controller/processor agreement. ■

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A New Era in Data Protection Leslie Langlois, data protection officer at Sure, looks at the practicalities of GDPR preparation using the communications company as a case study.

Sure has been very active in ensuring the firm complies with its data handling requirements. This exploration of the firm’s GDPRfriendly policies should highlight some lessons that other Channel Islands’ businesses can benefit from. Appointing a DPO – a proportional response One of GDPR’s key tenets is that it doesn’t prescribe how organisations reach the privacy and security standards that it lays out. This has been done to give companies the freedom to choose the best routes for them and recognises that small businesses won’t have the same level of resources as larger ones. In fact, many won’t have the same quantity of data or complexity of information systems as others. One of the first steps Sure took when addressing GDPR, was to undertake a range of Privacy Impact Assessments to fully understand the data we collect, how we collect it, why we collect it and the controls in place to protect it. As a result of these analyses, we concluded that the appointment of a data protection officer was an appropriate route for Sure, which is a large business by Channel Islands’ standards and one which holds personal data on thousands of islanders and whose cloud services clients also hold their clients’ personal data on our servers, a situation which makes us both a data controller and a data processor under the regulation.

Although there was no requirement for Sure to appoint a DPO under the regulation, we felt that having one person focused on data security and privacy was the right course of action because it not only shows our commitment to data security but it also gives our customers a single point of contact for their enquiries and creates a smoother process for regulators. Bringing GDPR to our colleagues Sure employs many people who don’t encounter personal data on a regular basis. However, our analysis showed that most people within Sure do have access to or modify personal data at some point in their work. As a result of this insight, we decided that the most efficient and effective way to ensure the right people have the right understanding of GDPR and its effects, was to roll-out company-wide data privacy and GDPR training. This complements the annual information security training that we’d already implemented. Regardless of the size of your organisation, providing training to all employees is something that you should consider very seriously and it can be achieved cost effectively with the use of external training organisations. Policy reviews We have also updated our privacy notice into two new notices: one for

customers, the other for job applicants and employees. These outline the information we must give to individuals whose data we process and includes what we collect, why we collect it, the legal basis for processing the data and details of their rights. Such a review is something that all organisations should consider and, like training, if the expertise doesn’t exist in-house, then it is worthwhile looking at the many third party options that exist in the islands. A new attitude to data collection As a result of our company-wide data reviews, we have resolved to move towards a culture of minimal data collection. This means that we want to get to a situation where only essential data is held. This will be an ongoing exercise and will aid data protection compliance long into the future. A similarly continuous work programme is the updating of our policies and procedures for the requirements of GDPR and its locally equivalent laws. The era of data collection is never going to end and by implementing an ongoing and iterative programme of review and analysis, which includes continuing to achieve and expand the scope of our ISO 27001 certification for information security, Sure aims to become and remain, a leading example of personal data handling. ■

GDPR

What should you be asking your recruitment agency about GDPR? As a director of a recruitment agency holding sensitive candidate data, Toni O’Flaherty of Select Recruitment in Jersey says she has had to ensure they are compliant with GDPR legislation, and that it’s important her clients are as well.

We live in an ever-changing world where more and more work connections and interactions happen digitally and on social media platforms. Alongside this, the ever-increasing sophistication of hacking and cyber-crime means that our most precious commodity, our candidate data, has to be our top priority in terms of privacy and protection.

• Organisations must provide notification to authorities within 72 hours if a security breach is detected.

• Do we have a process in place which allows employees and candidates to request data storage and usage?

• Consent must be obtained from any individual whose data you are storing.

• In what aspect are we covered by ‘legitimate interest’, and where must we be explicit in consent?

We have worked hard to ensure that our procedures are watertight and that our clients and candidates can work with us knowing that their personal data is safe and protected.

• The appointment of a DPO (data protection officer) will become mandatory for certain organisations.

But what about you? According to recent research by Adecco Group, seven out of 10 workers are not aware of the new General Data Protection Regulation (GDPR). Are you part of an organisation who has yet to update you on the changes and impact of GDPR and are wondering what you need to do? Or are you a busy HR professional with ‘GDPR recruitment and update to colleagues’ burning a hole on your to do list? At Select, we’ve done lots of talking, training and updating about GDPR so we’ve put together a list of the key facts as well as the questions you should be asking your recruitment partner. Key facts about GDPR • GDPR applies to all companies worldwide that process personal data of European Union (EU) citizens.

• Companies will be legally required to prove that their data is securely stored and processed.

• Individuals will have the right to request access to their personal data and, as such, companies must be able to provide electronic copies of this data and inform individuals where the data is stored and for what reason (and companies can no longer charge £10 for this service). • Individuals will have the right to move their data from one ‘controller’ to another, therefore all information has to be stored in a commonly used and consistent format. • EU citizens have the right to be forgotten and request for their data to be deleted. Questions for HR professionals to consider with a recruitment partner* • Do we understand how our recruitment and HR data is utilised across the business? • Are we able to clearly and easily identify recruitment and HR data usage and delete it without impact?

• Do we have robust processes and policies in place to audit and monitor third party liability and governance? • Where we undertake profiling, are we utilising any sensitive employee or candidate data, and does it require consent? • Are we in a position to identify, establish root cause of, and notify relevant authorities of a security breach? • How do we organise ourselves for robust organisational control? And finally, one important question. Have you thought about what your responsibilities are with any CVs or candidate data you receive from us or another recruitment partner? In short, we (or the other agency or supplier), are classed as the data processors and rest assured we have the right procedures in place, but if you store a CV or any personal information about a candidate on a database you now become a data controller, and therefore you must have a process in place to protect this data – as well as a good reason for saving it. ■ *Source: Resourcing Think Tank, 5th Sep, hosted by FTI Consulting’s Jane Harely (Director Talent Aquisition - EMEA)

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A Bright Horizon

Alan Jackson, partner at RAS Group in Guernsey, says there is plenty of opportunity for those looking to grow their business.

Growth, diversification and ever increasing profits are for many businesses concepts that are only found in the pages of business books and FT articles. For most, the day job simply swamps any hope of finding time for strategising, diversifying or seeking new business opportunities. Many owners accept this reality and happily run modest businesses for years, while some simply give up and close their doors. A few find ways to deal with the day job and grow their business at the same time, going on to build public or private corporations that generate significant wealth. That success usually comes from personal drive. At RAS Group, we support those individuals who want to push their business on to the next level and take advantage of the opportunities available, both locally and across the globe.

The latest States Economic Development Strategy pays lip service (at best!) to this serious issue. Locally we have Brexit around the corner, we are solidly engaged with the OECD on the BEPS inclusive framework and Guernsey is now one of the lowest taxed jurisdictions in the world. We have a budget surplus for the first time in a number of years and there is good evidence that we are dealing with our overall structural deficit. Globally, markets are opening and the world is

becoming ever smaller, enabling local businesses to drive sales and create new profitable partnerships like never before. That is not to say that Guernsey is yet out of the woods, there are still many issues to address. In October 2015, the 6th Annual Independent Policy Review again highlighted, among other matters, a serious structural concern in relation to our ageing population. As recently as January of this year, the latest annual report makes it clear that this remains unresolved. This is important because one of parameters of the States own fiscal framework is that they address structural deficits within two years of their discovery. Despite this, the latest States Economic Development Strategy pays lip service (at best!) to this serious issue. Challenges aside, prospects for those businesses positioning themselves to take advantage of the opportunities on offer remain significant. As a result of Brexit, the States is aggressively seeking new Free Trade Agreements (FTAs), that will include both goods and services. Companies and trade organisations are already engaging with deputies and States’ departments, discussing business opportunities and the markets that they are well positioned to engage with. The work undertaken with the OECD on BEPS (Base Erosion & Profit Shifting) is a significant achievement for Guernsey for which the States has not received the recognition they deserve. Guernsey is one of a very small number of ‘Non-States’

invited by the OECD to join the Ad Hoc Group on the Multilateral Instrument and as a result we have played an important role in the drafting of the instrument. While not immediately obvious to many business owners, Guernsey being a BEPS compliant jurisdiction, opens up significant growth, diversification and investment opportunities for local businesses. Manufacturing, retail, construction and the financial service sectors can all benefit from trading within a BEPS compliant jurisdiction where they are now well positioned to navigate the inevitable tax implications of global corporate ownership of the future. Also, being rated as amongst the lowest tax jurisdictions in the world creates opportunities to attract entrepreneurs, raise capital and develop partnerships with global business leaders. Not to mention, enjoying a larger share of the fruits of our own labour as local residents. These opportunities, and many others, present strategic advantages that have not been seen by local SMEs for a generation. Supporting product diversification and market development across the globe. There are significant opportunities for businesses to grow out their markets, expand their expertise and service offerings. Plus the chance to raise capital, create new partnerships or simply take advantage of a lower cost base for an element of their business. Guernsey is certainly open for business. ■

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ARE YOU YOUR OWN WORST ENEMY?

Haley Camp, director of Centillion Consulting, considers the extent to which you and your people may be responsible for your downfall.

There are days I feel I should issue myself and my staff with riot gear, because risk management and compliance people really do come under fire a lot. Too often we’re not seen as the good guys but as an ugly cancer growing at an exponential rate and threatening successful business practice. OK, so nobody’s getting the violins out for us, but I would ask you to stop and consider something I hear a lot: ‘I remember the days when there was no compliance; nothing ever went wrong then. Now compliance takes up more time on the board agenda than even the running of the business gets, costs us a ton of money and is only getting worse. How are we supposed to run our business like that?’ This attitude from the top seeps down through every layer beneath it and, before long, your managers, supervisors and your most junior staff are either ignorant of compliance or belligerent towards it. They know there’s a procedures manual kicking about but probably the best use for it is as a doorstop. They don’t need to read it or, worse still, work in accordance with it because nobody really cares. The risk? Failure to promote a compliance culture leads to laziness, laxness, bad habits, poor practice, disregard for rules. Worst case? You and your business are shut down. I also hear this fairly frequently: ‘Compliance? Don’t you mean the business prevention unit?’ People believe that before we’ve even heard

the facts or looked into the background, we’re always going to say no. It really is quite simple. Compliance does not have the power to say no unless there is a very good reason to (think apocalyptic for the business if this advice is ignored). If the business does its homework properly and researches prospective clients well, the only answer compliance could give should be yes. Here’s the problem. Your risk framework says you only deal with low risk clients from low risk countries with low risk strategies because that is how you would like to see yourselves as a business. The business risk assessment seems to agree, you have a pretty solid procedures manual, you reckon, and your guys at the coalface are a decent enough bunch. Despite all that, you’re proposing to let in a new client with significant high risk characteristics. So when your compliance guys take a look against your risk framework, they conclude the business doesn’t meet your parameters; it’s too high risk, your

procedures aren’t designed to mitigate those risks and your people do not have sufficient experience of running higher risk clients. The risk? You underestimate the make up of your business to meet a ‘boxticking exercise’. You blame compliance for the lost opportunity so that you never have to consider whether you were the one who got it wrong in the first place. Worst case? You let the bad guys in because you over-ride compliance and proceed to on-boarding without considering the high risk flags. So before you shoot the messenger, take a long hard look at yourself, your risk framework and the way in which you drive that through the business. Risk management tools and people aren’t there to make your life difficult or expensive but to support you in making decisions you can execute well and within the parameters you set for your business. ■

Outsourced Compliance: we are not the enemy of progress An outsourced provider should work with you to achieve your business aims in a way that meets regulatory expectations. Covering the entire spectrum of the supervisory laws, as well as the AML/CFT framework, we have the experience and a solution tailor-made for you. Our packages are built around your needs, but these are a sample of the services we have on offer:     

Compliance Officer MLRO and AML/CFT Compliance Periodic internal audit style reviews Board evaluations Training Phone-a-friend for ongoing reliable, ad hoc guidance and support To see how Centillion can best help you, contact Jo or Haley today

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UNDER REVIEW

Lindsay Fox of Platinum Compliance explains why it is important to review the effectiveness of your board.

The board evaluation/board effectiveness review has, for some time, been seen as best practice corporate governance and is now a regulatory requirement for many organisations. The general principles of a review are set out in the UK Corporate Governance Code, and adopted either directly or in modified form by most UK regulatory bodies. The Guernsey Financial Services Commission has issued the Finance Sector Code of Corporate Governance to ‘provide both boards of locally regulated financial services businesses and individual directors with a framework for sound systems of company governance and help them discharge

Compliance Officer/MLRO Provision Due Diligence Reviews

their duties efficiently and effectively’. Our ‘Platinum Board Evaluation’ service includes a review and assessment of board composition, relationships among directors (inside and outside the board), director competency, contribution to risk management, compliance with corporate values, the board agenda, reporting and board procedures. The Platinum Board Evaluation is supported by an online effectiveness questionnaire tool which can be tailored by organisations to include additional questions. This questionnaire can also be purchased as a stand-alone service. In addition to the many other services offered by Platinum Compliance, our

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objective is to provide clear, independent and objective advice specifically tailored to meet the requirements of the organisation’s board. We work with highly qualified consultants with extensive practical and academic experience within the financial services industry. We understand the needs from an operational perspective and are pragmatic and proactive in our approach to ensure we find the most effective solutions for our clients. We understand that regulatory demands are increasing and it is becoming more of a challenge for businesses to ensure they continuously remain compliant. We are here to help ease the regulatory burden with a friendly and approachable manner. ■

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B USIN ES S IN TH E COM MU NITY

Appleby sponsored a festival to support golf development in Guernsey

Professional golfer Annabel Dimmock helped Santander International raise £1,000 for Autism Jersey

Hawksford Castle Chase will raise money to restore Jersey’s Elizabeth Castle

Waitrose distributed gardening packs to Channel Island schoolchildren

Investec supports Guernsey Mind fun run with three-year sponsorship

Intertrust helped Jersey’s Healing Waves charity provide ocean therapy to islanders with neurological and physical conditions

Barclays Jersey Boat Show raised over £12,500 for the Royal British Legion

Youth Commission received donation from thebestof Guernsey’s event fundraising

Le Murier School’s Village Project to be main beneficiary of Guernsey Skipton Swimarathon

Three year funding from Lloyds Bank Foundation allowed a Jersey social enterprise project to become self-sufficient

Rossborough charity of the year fundraising provided kit for RNLI in Guernsey

Ultra challenge for HSBC employees raised £10,000 for mental health charity Mind

JT phones supported Only Fools and Donkeys charity cycle in France

B USIN ES S IN TH E COM MU NITY

Community matters to Waitrose

Since Waitrose opened its shops in the Channel Islands in 2011, it has collectively donated over £450,000 to local charities and causes in Guernsey and Jersey through its Community Matters scheme. Contact has been finding out how the scheme works and who it has helped. The scheme gives customers the choice to decide how much each cause receives using dedicated Waitrose green tokens. Every month each Waitrose shop in the Channel Islands shares a donation across three local charities or causes. When customers complete their shop they receive a green plastic token to place in one of the named boxes they would most like to support. The more tokens a cause receives, the bigger the proportion donated. Marion Gorrod, Waitrose St Saviour branch manager, said: ‘We believe it is important to give our customers a choice about the causes Waitrose supports and we are really pleased with the success of our Community Matters scheme and the significant milestone we have just reached. ‘There are a large number of charitable organisations in Jersey and Guernsey, all of which carry out some amazing

work in support of our community. They are reliant on much-needed funding, and we are pleased that with the support of our customers we can help to make a little bit of difference.’ Waitrose is at the heart of the communities in which it trades, and beyond the Community Matters scheme there are many other ways in which support is given to the local organisations across the Channel Islands - whether it’s by food donations, sponsorships or Partner volunteering projects. Of well over a thousand donations that have been made across the Channel Islands over the past seven years, more than 430 separate donations have been made in Guernsey and over 640 in Jersey. Here are just a few examples to show how Community Matters donations have helped to make a difference. The Jersey Child Care Trust

The GSPCA

Ernie’s Angels

B USI N E SS I N T H E CO M MUN IT Y

Beresford Street Kitchen Beresford Street Kitchen’s vision is to create an inclusive workforce where people with learning disabilities and autism have the opportunity to maximise their potential. The Aspire Charitable Trust Jersey, which was founded in 2015, runs the Kitchen and provides education and training, as well as employment opportunities. Waitrose Community Matters donation has contributed to a trainee sponsorship and will help provide training and employment for 45 people with learning disabilities and autism. The Beresford Street Kitchen trainees work three days a week in various roles while learning life and job skills. Many of its members have not had the opportunity to work and contribute to a business before and the donation will help them to continue offering these opportunities.

The Jersey Brain Tumour Charity

The Jersey Brain Tumour Charity received a donation of £670 in April this year. The charity’s mission is to ensure that everyone diagnosed with a brain tumour in Jersey has access to practical, emotional, financial support and information. Sonia Le Clercq, office manager at The Jersey Brain Tumour Charity, said: ‘We are so grateful to Waitrose for their support. The amount which has been raised is phenomenal and we are always overwhelmed by the generosity of Islanders. We are a small charity so any money we receive really does make a difference to our clients. ‘The money will be used to run some of our twice monthly support groups. This gives anyone affected by a brain tumour diagnosis the opportunity to come and meet other people who have had a similar journey. The real benefit for our clients is the ability to be able to speak to our staff and each other about how they are feeling both pre and post-surgery.’

The Jersey Child Care Trust Putting families first is at the heart of what The Jersey Child Care Trust do. Funds raised from Community Matters enabled the Trust to continue to help families access the nurture, care and learning they need for their children to thrive. Fiona Vacher, executive director at The Jersey Child Care Trust, explains: ‘With Waitrose’s support we are able to help more children like Harry. Harry, who has special needs, loves his nursery, friends and paint but needs help to enjoy these things. He can’t eat and drink and is fed through a tube every three hours. He also struggles with mobility but is surrounded by friends who help him and we provide him with a trained support worker in his nursery. With our support Harry can play and learn alongside his friends.’

Dementia Friendly Guernsey Dementia Friendly Guernsey received a donation of £680 in January, reflecting the community’s support towards improving the quality of life for people affected by dementia and their carers. Wayne Bulpitt, chair of Dementia Friendly Guernsey, said: ‘We are delighted by the support shown by Waitrose and their customers and are amazed to have received such a generous donation. This money will enable us to run more dementia awareness sessions across Guernsey and will make a big difference to those living with dementia. It’s especially great to feel so valued by the community.’

Ernie’s Angels Ernie’s Angels charity provides financial support to local families with terminally ill children by helping with respite care costs. It was set up in memory of Ernie Backlund-Leale, a Guernsey boy who sadly lost his battle with leukaemia last year. In addition to providing funding through its Community Matters scheme, Waitrose supported the charity by selling Ernie’s (Im)mature cheese (Ernie loved cheese and a speciallycreated cheese was made by Guernsey Dairy carrying his name, which was sold in Waitrose in Guernsey, with 100% of the profits going to Ernie’s Angels).

St John Ambulance Jersey St John Ambulance has been in the Community Matters box four times over the past five years. These donations have gone towards first aid cover, new equipment, and the training of two emergency transport drivers.

Waitrose’s five-year support to the GSPCA The GSPCA has been the recipient of multiple donations from the scheme over the past five years, totalling just over £5,920. The money will go towards the building and maintenance of the GSPCA’s new multi-purpose animal welfare building. This building incorporates a welfare cattery, quarantine and isolation facilities, a secure transfer location while also providing logistical and organisational spaces and facilities for the day-to-day running of the GSPCA.

How to nominate a local charity or cause Local charities and causes interested in registering to be part of the Waitrose Community Matters initiative can ask for more information at any Waitrose welcome desk. ■

INTERV IEW

MEET THE

BOSS

Managing partner of Appleby, Wendy Benjamin, has responsibility for both the Jersey and Guernsey offices of the global law firm. She told Contact about a career that has involved everything from preparing contracts for dinosaurs to major banking restructures.

What does an average day involve for you? I’m not really a morning person so I often won’t be in the office until 9am. Once in, I usually spend a bit of time talking to the team to understand what they are focusing on, then the rest of my day is filled with a mix of client and internal meetings. I will frequently have a client lunch or event after work in my diary too. What’s your favourite part of the job? There are definitely two parts that I enjoy most. The first is training and mentoring our newly qualified or less experienced lawyers. It’s really important they get exposure to a variety of matters so they can gain the experience they need to further their careers. It’s brilliant to see how quickly they develop. I also really enjoy meeting with clients. I’m naturally quite chatty and sociable so being able to get out and spend time with clients fits really well with my personality. What have been the highlights of your career so far? In the early part of my career, I worked mainly with sports clubs and sports governing bodies on a wide variety of matters including sponsorship and broadcasting. This meant that I had to attend lots of sporting events and concerts. It’s fair to say that for a young lawyer this was really fun. One of the most unusual things I’ve worked on involved preparing contracts for a national museum who were launching a dinosaur exhibition complete with a robotic woolly mammoth. It was definitely a memorable transaction. More recently I have led on the majority of banking restructures as a result of ring-fencing across the Crown Dependencies. As a result, we estimate that we have transferred more than £42 billion of deposits in the past five years. It’s great working closely with clients on such strategic reorganisations. What else do you hope to achieve in the future? I’m at a different stage of my career now and am concentrating on shaping the future of the business. I’d also like to see an increasingly diverse and flexible workforce across the legal profession and I want to continue to contribute to effecting this change. How do you think your colleagues would describe you? Hopefully fun and supportive, although at times I can imagine a bit scary might be in there too! I have a quirky sense of humour and I hope that even when things aren’t going brilliantly I can bring a little of that to each situation, which I think most appreciate. What advice would you give someone hoping to follow your career path? Quite often my advice is don’t do a law degree. I often recommend that people do their degree in something they really love and then convert to law. It allows you to bring different skills and perspective to a team. How do you manage to get a good work/life balance? I have recently changed my working pattern to four days a week. It’s so re-energising and gives my team plenty of development opportunities. If you could have had an alternative career, what would it have been? I loved economics at A level so if I had an alternative career, I would have liked to be an economist – predicting the economic future would be fun.

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