Article for JADO Quorum Newsletter

Quorum ISS U E

8

2013

A newsletter for Jersey Directors

M E M B ERS E D ITION

this issue Money Laundering and Offshore

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From the Chairman’s Desk P.3 Quorum Interviews John Bohan

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The PQ Portal a year in review

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Attracting Top Talent to the Jersey Market

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Annual Dinner Function

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2014 CPD Programme

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Committee and Contacts

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Mission Provide members with

regular and fast track information, comment and analysis on matters relating to the broad work of directors in Jersey;

offer a variety of forums for directors to discuss, debate and share information by establishing regular meetings, networking, CPD sessions and JADO web-based discussion forums; and in pursuit of these goals:- become a representative body on local matters that relate to the work of directors in Jersey, be they legislative, regulatory or economic.

and highlights improvements that have been made since the online system was implemented.

by Alyson Yule Welcome to the 2013 winter edition of Quorum; we are well into the midst of the festive season and are all looking forward to a fresh start in the New Year.

We are particularly looking forward to our annual reception and dinner to be held on 31 January 2014; the venue is splendid and the evening should be a night to remember, more details inside.

You will be familiar with William Davies as editor in chief of Quorum over the past few years. He now wishes to move on from this role although remaining on the committee and we want to thank him for his significant contribution to the Association thus far.

In this edition of the Quorum we look into living and working in Jersey. Shelley Kendrick provides insight into the employment market in Jersey while John Bohan explains why Jersey was his jurisdiction of choice. Matthew Beale analyses money laundering perceptions and issues affecting the offshore market.

We reflect on the online Personal Questionnaire system at the Jersey Financial Services Commission, which has been in place since November 2012 and has been an effective tool in cutting down the processing time for applicants to Principal Person positions. Eric Dolan of the Commission reviews the mechanics of the Personal Questionnaire system

Our CPD programme continues to be well received with speakers and topics pertinent to Director and Officer roles and responsibilities. These sessions are further enhanced with our Directors Development Programme and Women in Leadership conferences. We note that Kevin Mundy who has been the co-ordinator of our CPD sessions is also stepping down and making way for Tracey Bull, who is an accomplished training professional. We wish to thank Kevin Mundy for his contribution and hard work in organising the CPD sessions to date, and look forward to working with Tracey who is already bringing fresh ideas to the table.

We are contemplating delving further into some of the issues raised in the Directors Development Programmes or the Women in Leadership conferences, and if you have any suggestions for topics you would like to see addressed further we would be happy to hear from you. Kindly contact any one of our committee members or our Secretary, Aimee Maskell (aimee@amtopmsecretarial.com).

We hope you enjoy this edition of Quorum and find the articles of interest.

We wish you a Merry Christmas and a happy and prosperous New Year!

Money Laundering and Offshore device than an untraceable shell company in an offshore location; or so they say. This consensus is totally wrong and we must go back to basics to examine why.

by Mathew Beale Mathew Beale, MD of Jersey based financial services consultancy business Comsure, discusses the reality of money laundering through offshore jurisdictions and reveals the latest reports on the Channel Islands as an example of good practice.

Comsure specialises in advising on antimoney laundering (AML) controls and in this regard all the jurisdictions within which we work have the same problem – they are considered “by some” to be centres for money laundering and launderers…!!!

Against these accusations the offshore centres strive to implement the global standards of rules to try and identify and stop the criminals benefiting from their crimes.

Compliance consultancies come in to advise firms (fund management companies, banks, financial advisers, trust companies, lawyers, accountants) and in some instances their regulators on the practicalities of meeting obligations and mitigating risk.

Offshore versus Rest of the World

The overwhelming consensus, strongly articulated in G20 communiqués and by many non-government organisations (NGOs), seems to be that offshore provide strict secrecy and lax regulation, especially when it comes to shell companies. The argument goes that money laundering only exists in offshore jurisdictions and is used by criminals to move large sums of dirty money internationally or to layer relationships cross jurisdictionally to hide the truth (e.g. tax position or the true beneficiary of a bribe).

In doing so we are told there is no better

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Reality Kills

The reality is money laundering and launderers exist in all jurisdictions and always will. However, what the rule makers and their enforcers are focusing on are the criminals that materially hurt society through their acts. This objective has moved on over the last 25 years or so from drugs, through to tax evasion and bribery.

What is Money Laundering?

Money laundering is commonly described as: The processing of illegal or dirty money through a cycle of transactions so that criminal proceeds emerge as apparently legal or clean money or assets or in other words Turning ‘dirty’ money to ‘clean’ These descriptions appear to fit the bill unfortunately they do not fully capture the true state of play. To truly understand the total picture it must be appreciated that in its widest sense money laundering occurs whenever there is any form of relationship or arrangement involving property that represents the proceeds of criminal conduct.

These Proceeds may be generated in a number of ways, for example by the illegal selling of drugs, firearms, or even people.

However, fraud, including fiscal offences such as tax evasion and benefit fraud, is also included.

Who Are the Launderers?

In its simplest form, we have the person who commits the crime and retains the benefit.

However, it is often the case that the proceeds of criminal conduct do not remain

in the possession and/or control of the person who originally committed the offence.

For example, a criminal may have passed his proceeds to other family members or associates or financial institutions and may not themselves have retained any control or beneficial interest in the proceeds. This can incriminate a wide network of people in the money laundering process.

Against this backdrop, the Financial Action Task Force (FATF), the world’s standardsetter and enforcer of anti-money laundering standards, put in place clear-cut standards (AML rules) on establishing procedures governing financial institutions and other professional groups knowing who their clients are and what their clients are doing (or wishing to do).

In many jurisdictions, including Jersey, AML rulebooks have been created to meet these FATF standards and regulators are tasked to ensure local regulated firms comply.

How can we stop Money Laundering in the Offshore World?

The AML rules simply say that regulated firms should have enough information on (a) the client to know whether they are (or have been) criminal or not; and (b) what the client’s intentions of service are. This applies whether you are managing a complex financial structure or simply a local IFA dealing in the local market. We believe that practice in this area is actually undertaken to a higher standard in the offshore jurisdictions than may be understood.

Perception v Truth

Is the problem really offshore? In a recent report “Global Shell Games” (authored by Michael Findley, Daniel Nelson and Jason Sharman) the perception that offshore is a major problem in the pursuit of money launderers has been reduced.

“Global Shell Games” is the most comprehensive and rigorous testing of anti

money laundering regimes and fighting financial crime defenses implemented by global financial institutions ever attempted. The report reveals the results of a groundbreaking experiment in which researchers posed as fictitious consultants soliciting offers for prohibited anonymous shell corporations. The exercise involved the formation of bogus companies intended as a cover for illicit funds. The report was designed to test how effective international ‘Know-Your-Customer’ rules and the global ban on untraceable shell companies actually are.

The researchers worked hard: More than 7,400 email solicitations for shell companies were made to more than 3,700 Corporate Service Providers in 182 countries.

The results were striking:

standards on anti-money laundering and anti-terrorist financing and is fully committed to fighting financial crime including tax evasion.

Closer to Home Warning!

So Jersey is ok is it? All this said, we have one word of caution; the perception of money laundering seems to be one that exists elsewhere – it is not. Jersey like every jurisdiction has its own homegrown criminals – we have the lot; drug dealers, thieves, corruption / bribery, tax evaders, benefit fraudsters – the list goes on. It is well recorded that the social security department investigation team are uncovering fraud and putting the thieves (money launderers) through the court system. We would suggest what is reported and seen in the courts is just the tip of a huge iceberg.

Overall, 48% of the replies received failed to comply with international rules on customers’ identification, and 22% failed to require any proof of identity at all.

And running directly counter to conventional wisdom on the subject: Providers based in “tax havens were significantly more likely to comply with the rules than providers in OECD countries like the United States and Britain” (p3 of Global Shell Games report).

Within the report there is the “Dodgy Shopping Count” measuring the average number of providers a particular type of customer would have to approach to receive a non-compliant response ie: the number of those offered a shell company with no need to supply any identity documents.

We welcome this well researched report based on exhaustive testing by credible and independent academic experts. The research offers the clearest independent evidence yet that Jersey and its peer groups are among the highest rated jurisdictions globally for complying with international

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By Vernon Breese Our growing membership continues to diversify as we welcome new professionals from a variety of sources. It is often the case that the Association’s special initiatives are the elements that appeal to certain groups and our Directors’ Development programme and the Women in Leadership programme are good examples of this. We plan to initiate more projects during 2014 to further enhance the reputation of the Association.

We remain alert to financial, economic and regulatory issues and contribute where we can; indeed the Association has assisted in the dissemination of information regarding the use of the online PQ portal and, quite separately, will start in January its research into the treatment and appointment of Alternate Directors. Some follow up work will almost certainly come out of that research and we will keep you informed of progress.

The ‘Dodgy Shopping Count’

In a table entitled “Dodgy Shopping Count

by Country” (p.22 of the report) Jersey is shown to be one of the top-ranked countries in terms of compliance with international standards. One of the biggest surprises of the project was the relative performance of rich, developed states compared with offshore. The Dodgy Shopping Count shows it is more than three times harder to obtain an untraceable shell company in tax havens than in developed countries.

From the Chairman’s Desk

The amounts may be small compared to other jurisdictions but these criminals are not only conning the States Of Jersey out of money; we as taxpayers are footing the bill for their unwelcome actions. This will mean insisting on higher standards of efficiency, not only within the States of Jersey but also at the JFSC who supervise the regulated sector.

As we approach our third anniversary (May 2014) we shall, in accordance with the Association’s charter, turn our minds to the nomination and appointment of my successor. Any member who may be interested in the role is very welcome to present themselves to the Committee for nomination. If you would like to learn more about the role first, please do feel free to contact me directly.

Thank you all once again for your support and encouragement.

I wish you the very best for the holiday period and a healthy, prosperous 2014.

A Jersey Presence

Quorum Interviews John Bohan of Apex Fund Services (Jersey) Limited

John Bohan We always hope that reputable international financial services organisations thinking about re-domiciliation or a new presence will seriously consider Jersey.

Determining how soon in that process ‘Jersey’ will appear as a real option rather depends upon where the inquirer is based.

There are key decision makers in some jurisdictions actually quite close to home who still don’t fully understand what we do so well in the Island or why Jersey is a very credible services solution. This is not an easy matter to address though clearly there is ongoing effort being made by local specialists and government bodies alike to improve the situation. As a result, every now and then, we win the attention of an individual or entity and we enjoy the opportunity of integrating them into our legal and regulatory system as well as our social and physical environment.

The beauty of this process is that these relationships tend to include a healthy element of longevity. We Jersey flag-flyers are serious about attracting quality and when we do, we want it to last.

Where we are better known from the start as a centre of excellence and where this is not necessarily ‘news’ to the inquiring ear, it is reassuring to learn that Jersey is still often selected as the domicile of choice.

Of course there are other reasons why Jersey is chosen over other jurisdictions and it is useful and interesting to hear from a recent newcomer ‘what sealed it for them’.

John Bohan of the newly formed Apex Fund Services (Jersey) Limited recounts: “In short – client demand. Our customers require a broad spectrum of alternatives to

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consider. If you are not present – you can’t help. Without being too simplistic: we have to maintain all the options in the toolbox to be the most effective we can. Customers have much wider needs these days and in recognising this we made a real effort from the start to cover them. So today, more often than not, we are in the position to say ‘yes’ in answer to a client inquiry. More and more we’re asked whether we can support customers from Jersey as well as from our other bases and now we can say ‘yes’ in answer to that question too.”

Filling a need of this nature for an international organisation like Apex demonstrates that Jersey continues to play a very important role in fund administration and management. We asked John what he believed the key drivers to be and not surprisingly he very fluently gave a string of reasons all very familiar to us (strong legal system, robust regulatory framework, high standards, proven track record etc etc) but he did then emphasise ‘client demand’.

Of course, to any growing firm this is fundamental and Jersey has clearly made real progress in very effectively connecting with those potential users.

Attracting business to the Island will never be an exact science but as to whether one is successful or not is usually evidenced by the actions of those one targets.

We would like to think that the cumulative effect of our combined efforts to fly the flag for Jersey has encouraged Apex customers (and the clients of others) to ask “Can you help us in Jersey?”

Apex were duly licenced by the Jersey Financial Services Commission for the conduct of fund services business in the autumn and have already successfully recruited locally appointing Andrew Mason as their local Managing Director. John who heads up business development for Apex internationally said, “Andrew joins us with a wealth of local and international experience in the funds world and we hope to keep him and his new team very busy from

2014 onwards”. John went on to add “We have a wide international reach and to be honest Jersey has been for some time now, the missing jewel in the crown for us. We believe our approach to service has resulted in considerable growth which is all fine but sometimes the strategic gems can get set aside in the rush. We have now changed that and so, in making best use of our own quality offering - combined with the Island’s first class global reputation we look forward to a significant phase of growth as we offer services from Jersey, particularly in PE and RE”.

“We have been made to feel very welcome here and to meet so many people so unwaveringly helpful from the outset has been a very positive experience for us.”

“This includes the licensing stage with the Jersey Financial Services Commission, which was handled with the utmost professionalism by Fairway Fund Services Limited, our local MoME service provider”.

Perhaps this too is where Jersey scores well?

A brief internet search will give any inquirer a clear flavour of the size, reputation and substance of the Apex organisation and Jersey can be proud to be their chosen priority in 2014. John mentioned in conclusion, “Apex competes globally for fund administration work and we are bringing some of that to Jersey. This said, we have never seen ourselves as a onestop-shop and we encourage and maintain a host of healthy allies across the world from a wide variety of disciplines including even - fund administration. We have every intention of sharing our success with other local operations and look forward to meeting many of them at our formal launch planned in February.”

Perhaps this may prove to be Apex’s defining characteristic. Let’s hope so.

The PQ Portal a Year in Review via a paper form. With associated guidance, this was a massive 39 page form and it was often completed incorrectly or incompletely.

by Eric Dolan

This article seeks to explain the new Personal Questionnaire (“PQ”) Portal, highlight features and benefits to Industry, and explain some common issues seen which can slow down the process.

The Commission is responsible for the supervision of financial services in Jersey and one of the most important jobs that it undertakes is to make an assessment that the people who are controlling and directing financial service businesses are ‘fit and proper’. This authorisation process for individuals is based on the PQ process, which has the benefit of being a gateway control preventing risk being introduced into the financial services environment.

Two things should become apparent when considering how the Commission can assess whether an individual is ‘fit and proper’.

Firstly, the number of individuals within Jersey, and elsewhere, that occupy positions of importance from a regulatory perspective. There are currently 3,043 individuals on whom an assessment has been conducted.

Secondly, to have a reasonable chance of detecting any adverse information on an individual, the assessment requires a comprehensive amount of information on the individual and the process has to be robust.

A year ago, the Commission was only collecting this information from an applicant

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Hence, when the Commission decided that it was about time that it launched a Supervisory Portal to start collecting information from Industry, PQs were an obvious candidate to be the first fruits of this new system.

The PQ Portal went live on 1 November 2012, and its use became mandatory on 1 February 2013.

In this period over 1,200 users have registered via the system and over 1,400 PQs have been submitted.

Every time an individual, say a director, is about to be appointed to a board, they must submit a revised PQ. Hence the statistics above include multiple submissions from some individuals.

Features for Industry

The PQ project provided an opportunity to revise the data that has been collected, add functionality impossible in a paper form and provide notification back to the individual, and others, on progress.

A number of the key features are now listed below.

‘My Forms’- part of Portal which stores all previous submissions to the Commission.

Future appointments – by copying a previous form and adding new position(s), the process of notifying the Commission of additional appointments is much quicker than the previous paper submission (as demonstrated live to 250 people at the recent Funds Industry Seminar). party assistance – the Third Commission had a good debate with the PQ Industry Working Group on whether third parties should be allowed to help complete another person’s PQ. In the end this functionality was added, but the applicant must be the person that reviews and submits the form.

Email notifications – the system asks if the applicant would like another person to be notified, both at the time of submission and when the Commission has completed its processing (e.g. a Compliance Officer or Fund Lawyer).

Better experience – the 39 page form with guidance has been compressed into 12 screens, along with a review stage and a submission stage. A large amount of detailed information is still collected, but hopefully as a better experience than paper.

Multiple devices - the electronic PQ can be completed via a desktop, laptop, smart phone or tablet device.

The future of Commission forms – the PQ process is the first of many forms and processes that will be moved to electronic submission and workflow processing, as part of the drive towards greater efficiency.

Certain sections of Industry have often noted that the processing of PQs can cause commercial problems, especially for new fund formations where timing is often a major consideration. Hence another key objective of the PQ system was to speed up the entire process, without lessening the effectiveness of this important gateway control.

Why Jersey?

Attracting Top Talent to the Jersey Market

By Shelley Kendrick, Managing Director of executive recruitment specialist and HR Consultancy, Kendrick Rose.

The PQ Portal a Year in Review continued...

Statistics that can now be obtained on PQ processing times show that, to date, only a modest gain has been achieved, the reasons for which are set out below.

Reconciliations - the new process obtains a list of all the positions that the individual believes they are authorised to hold. It may come as a surprise to some, but this list on occasion does not reconcile with the Commission’s records, resulting in extra work communicating with these individuals and coming to the true position. The end of this reconciliation process is in sight.

Incomplete/inaccurate PQs – while the new system has mandatory fields and prepopulates data wherever possible, the Commission is still receiving a large number of inaccurate PQs. The guidance on each page should always be read and understood before completion.

1 in 5 PQs are currently rejected due to inaccuracies, which is a problem both for the applicant and for the Commission. Sections 4 and 5 of the form, which are recognised are the most complex sections, must be completed accurately.

These sections record the positions that the individual both currently holds and wishes to hold, along with the legislation that applies to their sector(s) (i.e. Banking, Collective Investment Funds, Financial Services Business or Insurance).

Once these two interconnected issues are resolved, the Commission aims to reduce on average the processing times for new PQs by 50%, to three weeks. Updating PQs will also be processed in a shorter amount of time.

A Commission helpline was created last year and is still operational. Please call on 822105 for technical assistance – happy to help.

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In today’s hyper-competitive business environment, companies must maintain the highest level of performance in order to succeed. As a result, they must increasingly leverage every resource to create and maintain a competitive advantage. The most difficult resource to harness is people. However, this is also where companies find their greatest gains in productivity, creativity and innovation.

The economic downturn has had a significant impact on the Jersey employment market, the worst the Island has seen since the early 90’s, however, approaching the final quarter of 2013 the outlook appears more optimistic and we are seeing a number of new roles being created at a senior level. Businesses are now developing alternative business streams and are tightening up internal operational controls on the risk and regulatory side.

Employers are looking for key players who can demonstrate real business acumen and are not necessarily seeking to fill vacancies solely from within their organisation, based on length of service. Importantly, this has brought some much-needed movement to the market.

Businesses have begun to settle again following the upheaval of the last few years and it has taken a while for businesses to re-align their strategic direction. Although many organisations had to streamline their costs and, unfortunately make redundancies to remain sustainable, confidence is now returning.

Candidates are also starting to look around for alternatives. With new vacancies being created, more people are feeling confident about testing the market and are looking for alternative employment rather than sitting tight for fear of moving to a new and perhaps insecure position, and the fear of job cuts is now starting to ease off.

Organisations are leaner, costs are a priority and having people on board with commercial agility – in addition to the prerequisite skills for roles at senior level – is critical. One good thing about the shift in the economy is that the recruitment and selection processes within many organisations are now far more stringent. Employers are adopting a range of interview techniques, often incorporating psychometric ability testing and personality profiling to ensure they really are getting the ‘right fit’.

When it comes to the Channel Islands, the population itself, housing and government legislation creates its own challenges for employers and this has an impact on recruitment activity. Jersey’s 2013 Labour Market survey shows that despite having more than 1,600 job vacancies, a quarter of which are in the finance sector, and with more than 2,000 people seeking work, the potential workers simply don’t have the qualifications. There is always going to be a skills gap, not to mention a ‘brain drain’ with home grown talent leaving the Island to gain experience elsewhere. Investing in youth, fostering job creation and organic growth, together with promoting effective use of skills in the local market should be a key policy objective for the future.

While the recession in Jersey has seen many organisations having to make redundancies and redefine recruitment strategies, it hasn’t eliminated the need to recruit for roles requiring specific skills and experience, which often can’t be sourced locally. Finding the right people in such circumstances provides a whole range of recruitment problems in itself. Naturally, Jersey is often an attractive option for relocation, the work/life balance, lower tax regime and it’s close proximity to the UK and France, however, the high cost of living and the housing restrictions are often critical factors for individuals considering a move offshore.

Of course, all this begs the question: how do I find the right person? In truth, there isn’t a ‘one-size-fits-all’ approach to recruitment – what might work for one company could be a totally inappropriate approach for another.

Thankfully, there are plenty of options that are available to employers when it comes to finding the right hire. For instance, recruitment agencies have expertise in recruiting qualified, professional and skilled people across a range of industries. Agencies can reduce the time to hire and find the right people for your business. Similarly, headhunters or executive search consultants can be effective if you are sourcing a specific role or senior hires – however, they can be costly. Alternatively, paying a referral bonus to employees who introduce recruits is often a great way to attract new hires.

The Internet has revolutionised recruitment, enabling candidates to search for roles virtually anywhere in the world, increasing opportunities tenfold. Use your own company website to post new vacancies, it’s often the first port of call for potential hires who could be interested in your company. Likewise, network and post jobs on social media sites such as Twitter and Linkedin.

When searching for specific skills and experience, think about using professional association websites, for example the ACCA will mail information to its members for a reasonable fee.

If you want to identify future stars at the start of their careers, then you might want to consider sponsoring students through paid work experience or bursary schemes. Careers departments are usually very keen to speak with employers who can offer positions to students. In the Jersey market, the government-funded Advance to Work Scheme can provide a pool of candidates to work on three-month placements, giving the employer time to assess whether they want to hire the ‘trainee’.

Tips on finding the right hire

1. Don’t fall into the trap - of simply replacing the vacancy ‘like for like’.

Consider the key requirements – Identify key job elements, specify knowledge, skills and abilities needed.

Specify standards of performance.

2. Beware of the ‘horns and halos’ effect!

Recruiting people based on similarity i.e.; ‘like me’ or rejecting on basis of ‘not like me’.

3. Amateurism will not do – interviewers should be trained and equipped with the skills to conduct effective interviews and be great ambassadors for your company.

4. Plan your questions –on a CV anybody can claim to have flawless skills, it’s important to get the really good candidates in for a face-to-face interview.

5. At the interview stage - the reality is that on average, interviewers spend 96% of time exploring personality, history and career plans and only 4% sourcing evidence of the candidate’s ability to perform the job! Interviewers should remember to let the candidate do the talking – the split should roughly be 70% candidate and 30% interviewer (it’s often the reverse!)

All too often I find organisations are spending more time managing ‘poor performers’ rather than identifying and focusing on ‘future stars’. This talent pool will ultimately, if overlooked, move on to an employer who will give them recognition and career opportunities.

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Don’t forget about your employer brand - Replying to each candidate can be time-consuming, however, your reputation in the marketplace is critical.

The biggest complaints are always about not getting confirmation that the application has been received and not being given feedback if rejected after interview.

The most important point to remember is that recruitment requires skill, don’t leave it to ‘gut reaction’. When you value integrity and people, results and profit come quite naturally.

More information about Kendrick Rose can be found at www.kendrickrose.com.

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Annual Dinner Function

Venue: The Great Hall, Victoria College Date: 31 January 2014 Time: 7.00pm

Mindful that these events are held in one of only a few venues locally, we gave some thought to organising the 2014 annual black tie function ‘somewhere different’. We are delighted to confirm that we have been able to secure The Great Hall at Victoria College.

This impressive and atmospheric location will offer another great opportunity to network in interesting surroundings.

We hope to attract 140 members and guests so please make your booking with Aimee Maskell at aimee@amtopmsecretarial.com and send your £25 directly to the Association (using your name as a reference) details of which are as follows: Jersey Association of Directors & Officers. HSBC Sort Code: 40-25-34.

Account Number: 22583747.

2014 CPD Programme Venue: Committee Room, Town Hall, St Helier at 12.30pm - 2.00pm. Sandwiches, tea and coffee will be available.

Date & Time

Topic

Thursday 16 January

Thursday 20 February Thursday 20 March

Presenter

Gold

Martin White - Gold Money

Unlocking the world of investment

David Lane - Vestra Wealth

D&O Insurance Richard Le Tocq - Heritage

CERTIFICATES OF ATTENDANCE WILL BE ISSUED If you would like to book places for any of the above events, please contact Aimee Maskell, at aimee@amtopmsecretarial.com

An Introduction to Your Committee

Contacts Vernon Breese, Chairman email vernon@jerseycs.com

Chairman Vernon Breese

Vice Chairman Kevin Mundy

Marketing Helen Gale

Secretary Aimee Maskell

Information William Davies

New Initiatives Daniel McAlister

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Treasurer Ewan Spraggon

Legal Counsel Mark Chambers

Development Strategy Antonia Coltman

Information Alyson Yule

Special Projects Projects & Miguel Arraya Strategy Martin Dryden

Aimee Maskell, Secretary email aimee@amtopmsecretarial.com Kindly note that Aimee’s website domain has changed from “.co.uk” to “.com”.

Aimee’s email address has been updated in line with this and we should be grateful if you would update your records accordingly.