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May / June 2014

Mike Hopkins The business of tourism

IFCs WORKING TOGETHER A case for international financial centres to join forces when dealing with issues that affect them all

ALL IN A DECADE (or two) of WORK


Retired hotelier, Roger Edwards, looks back at 22 years in the business and the transformation the local tourism industry has seen

G U E R N S E Y ’ S


Director of marketing and tourism, Mike Hopkins, talks about the challenges the sector faces and the objectives he has set


Cash management working as one It’s perfect when everything works in harmony. When you can access a range of leading integrated cash management solutions shaped around your needs and facilitating the control of money throughout your organisation. To experience optimum efficiency with everything working as one, simply call 0207 574 3247 or speak to your Relationship Manager. Alternatively, you can find out more by visiting us at

Wealth and Investment Management Barclays offers wealth and investment management products and services to its clients through Barclays Bank PLC and its subsidiary companies. Barclays Private Clients International Limited, part of Barclays, is registered in the Isle of Man. Registered Number: 005619C. Registered Office: Barclays House, Victoria Street, Douglas, Isle of Man IM99 1AJ. Barclays Private Clients International Limited is licensed by the Isle of Man Financial Supervision Commission, registered with the Insurance and Pensions Authority in respect of General Business, and authorised and regulated by the Financial Conduct Authority in the UK in relation to UK regulated mortgage activities. Barclays Private Clients International Limited, Jersey Branch, is regulated by the Jersey Financial Services Commission. Barclays Private Clients International Limited, Jersey Branch, has its principal business address in Jersey at 13 Library Place, St. Helier, Jersey JE4 8NE, Channel Islands. Barclays Bank PLC, Isle of Man Branch, has its principal business address in the Isle of Man at Barclays House, Victoria Street, Douglas, Isle of Man IM99 1AJ. Barclays Private Clients International Limited, Guernsey Branch, is licensed by the Guernsey Financial Services Commission under the Banking Supervision (Bailiwick of Guernsey) Law 1994, as amended, and the Protection of Investors (Bailiwick of Guernsey) Law 1987, as amended. Barclays Private Clients International Limited, Guernsey Branch, has its principal place of business at Le Marchant House, St Peter Port, Guernsey, Channel Islands GY1 3BE.

Welcome to Contact. Goodbye from me. This is my last message as president of Chamber. I have enjoyed my tenure immensely, and am left to reflect that like most things in life, the more you put into a job, the more you get out of it in terms of achievement and personal satisfaction. It is a truism to say that if you knew how much commitment a position like this would involve, you may not agree to take it on. But it’s equally true to say that now my departure from the role is imminent – I wouldn’t have missed it for the world. My successor is Tony Rowbotham (subject of course to your validation of his nomination at the AGM in June), the first internal appointment as president for eight years. Tony has headed the retail sub-group for the last three years and is a hugely experienced property professional with very sound judgement. I am sure he will make an excellent president. One of Chamber’s key tenets during my presidency has been to attract inward investment to Guernsey. The creation of a fully-fledged business centre with all the key trade organisations represented is central to this proposition. I remain optimistic that this can happen over the next few months. It will be a huge statement of intent, ambition and commitment and we are tantalisingly close to achieving it. In addition, we have been striving to promote high value-added low-footprint businesses here in Guernsey. We already see a developing core of high quality expertise in the ‘digital’ arena with a number of businesses and individuals based in Guernsey but with clients located around the globe. No less important is the emerging culture of entrepreneurialism that is visible in a number of St Peter Port’s popular coffee spots. It is invigorating to witness nascent business activity, orchestrated by organisations such as Startup Guernsey and experienced mentors, created before your eyes!

Editor Trish Grover Advertising sales Julie Todd Design & production Mojoe

I have been delighted to experience the development of a very healthy dialogue between Chamber and local government. Much goes on between our two organisations that never sees the light of day, usually because we iron out differences and come to agreed positions before going public. What you see is usually the tip of the iceberg, or the proverbial swan serenely gliding across the lake, while the frantic paddling goes on underneath! There have been a number of recent consultations on topics key to Guernsey’s long-term health. These include the Tax, Pensions and Benefits Review, the Guernsey Electricity Supply - Future Strategy Report, the Ports Master Plan and the Transport Strategy. Interestingly, in studying all of these reports, they all have a single unifying theme. In seeking solutions to the issues they raise, there is one subject that permeates through all of these reports… population policy – in other words – demographics. While Guernsey’s population is likely to remain broadly stable for the next 20 years, the dependent population will rise inexorably. Beyond 2040, our population, without policy changes, will likely shrink to under 50,000 over the following 20 years and the working population by up to 40%. Take a minute to digest what the implications of this might be. I will leave it to your imagination! Clearly some far-reaching population policy decisions are going to have to be made, and I would suggest that they are diametrically opposed to what we currently have. Thank you for electing me as your president. It has been a privilege and I have enjoyed every minute of it. I wish Tony all the best as my successor when he takes over in June. Rupert Dorey

Contact is produced six times a year by Collaborate Communications.

Contact is published by Collaborate Communications.

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Mike Hopkins

The business of tourism

20 All in a day’s work With Roger Edwards


Cayman Islands Strength in numbers

Contents 6 Business news 9 Chamber news


Grumpy old (wo)man With Michelle Johansen


12 New members 15 The business of tourism 20 All in a day’s work 23 Property feature 34 Jurisdictions - Cayman Islands 38 Grumpy old (wo)man

If I were in charge

40 IT & communications

With Neil Fellows

47 Business in the community 54 Young Business Group 56 Hospitality and tourism 71 If I were in charge 74 Directory



Zoe Ash - writer

Simon Boucher-Harris - photographer

James Arklie - writer

John O’Neill - photographer

Gemma Long - writer

Chris George - photographer

Investment Outcome Making New Friends, Bahamas

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BUSINESS NEWS 4G moves one step closer

CICRA has started the competition process for 4G provision in the Channel Islands. The result of the competition will be a number of recommendations on how the spectrum for 4G will be allocated to successful Channel Island applicants. Once the successful operators have the ability to offer 4G services, local consumers will be able to use their smart phones to their full potential while looking forward to much faster mobile internet speeds. Applicants have been given until 4 June to put together their best case for receiving a spectrum award. CICRA will evaluate these submissions and rank them, then submit its recommendation to Ofcom, the licensing authority for spectrum. 4G technology means operators can offer services that allow for greater capacity when transmitting data, with the latest devices

Law students can now opt to stay at home

A degree in law is being offered in Guernsey for the first time from September. The GTA University Centre, in partnership with the Institute of Law Jersey, is offering islanders the chance to study the University of London’s LLB Law Degree without having to leave Guernsey.


Kate Lenfestey, GTA University Centre programmes manager (pictured) explained the reasons behind the new course. ‘At this year’s Careers Fair, students who wanted to study law at university said they had been put off by the high cost of obtaining a law degree at university. This course is aimed at exactly those people. UK university costs are £9,000 a year plus thousands of pounds for accommodation, living costs and travel so this provides a cost-effective, recognised law degree from a respected university. ‘Although we would always recommend Guernsey students to experience university education off island if they have the opportunity, we understand that there will always be a demand for people wanting to undertake qualifications locally. It’s important that the GTA University Centre meets that demand which is why we have introduced this undergraduate law degree.’ The three-year course will be comparable with any law degree in the UK and consists of eight hours’ tutor teaching time and

designed to use these to provide the latest mobile services to islanders. Michael Byrne, CICRA interim chief executive (pictured) said: ‘We are focused on ensuring that the right tenders come forward for the award of this radio spectrum so that customers benefit most from these new technologies in the Channel Islands. Competitive processes have been underway in a number of countries for similar spectrum and the Channel Islands are now preparing to launch these technologies also. ‘We will also be addressing the issue of roaming charges for the provision for 4G services which has been a long standing problem for mobile customers using 3G. It is even more vital this is addressed now given the potential amounts of data 4G is designed to deliver over the airways.’

16-20 hours of self-study recommended per week. Taking place on Friday, Saturday and Sunday mornings, the course will allow the opportunity to carry on in work whilst studying. The course is divided into two 12-week semesters from September to Christmas and then from January to Easter, with revision and exams after the Easter break. ‘The University of London is one of the UK’s top collegiate universities and so students will receive tuition from experienced UK academies which will be complemented by on-island mentoring and tutorials from local lawyers and advocates.’ Kate added. Rachel Richardson, senior associate at Carey Olsen and president of the Guernsey International Legal Association (GILA), expects take up of the course to be strong. ‘We have a thriving legal sector in Guernsey and so to be able to offer local students the opportunity to gain their degree on-island is something of which the GILA is extremely supportive. This is a fantastic opportunity and the GTA University Centre should be congratulated for its efforts in delivering relevant on-island courses which meet the needs of islanders.’


Embrace local talent says PwC Businesses in Guernsey and Jersey need to embrace local graduate talent if they are to succeed in sustaining their workforce, according to PwC Channel Islands, which itself recently passed the milestone of welcoming 100 graduates to its offices across the islands over the past three years. The intake in the Channel Islands since 2011 is almost evenly split between Jersey and Guernsey and includes graduates from a broad range of backgrounds and degree disciplines, with many of those on the graduate programme now on their way to global careers. The most recent graduate intake was the largest in the past three years, with a total of 38 new recruits joining the Channel Islands offices.

‘This significant intake of graduates in recent years demonstrates not only that PwC continues to see the long-term value in investing in local young talent, but also that there are real opportunities for graduates in Guernsey and Jersey to embark and build on world class careers in diverse business areas in their home environment.’ To broaden the help it offers to young local people looking to start their careers, PwC Channel Islands has launched a new internship programme. Designed for those in their penultimate year at university, it’s scheduled to run over a four-week period from mid-July this summer. The internship programme aims to give local undergraduates an insight into working at PwC and a chance to explore some of the opportunities available to them in the islands, whilst at the same time building their skills and confidence. Those who perform well on the programme could go back to university with a firm graduate job offer from PwC.

Evelyn Brady, partner at PwC Channel Islands (pictured), commented:

Another acquisition completed

Butterfield Bank has completed acquisition of Legis Group’s Guernsey-based trust and corporate services business. The acquisition was agreed in principle with the Legis Group in January, subject to contract discussions as well as regulatory and other approvals which have now been obtained. Through the acquisition, Butterfield aims to increase its ability to meet the requirements of international families for complex, high-end fiduciary structures widening its range of corporate and

institutional trust services. Bob Moore, executive vice president of Butterfield commented: ‘The acquisition of Legis Group’s Guernsey trust operation adds further scale to Butterfield’s international trust business. It will enhance the strong technical capabilities that already exist within our group’s trust companies in Bermuda, the Cayman Islands, Guernsey, New Zealand, Switzerland and The Bahamas. We are very pleased to welcome the Legis Trust team and its clients to Butterfield.’


Business meetings, overnight training and corporate events.Think Herm Island.

For more information please email or call 01481 75 00 75



Future business leaders will be able to undertake a two year Masters in Business Administration with the GTA University Centre from September. Success for communications professionals Two local CIPR and marketing professionals have completed Chartered Institute of Public Relations (CIPR) qualifications. Alexa Rowe, assistant press office manager at Specsavers in Guernsey, has completed the CIPR Advanced Certificate. Leonie Hervé, marketing specialist at Santander Private Banking in Jersey, has completed the CIPR Diploma, earning Accredited Practitioner status as a result. Alexa’s certificate is a level five qualification that provides a solid

grounding in all of the key concepts, theories, techniques and skills necessary to become an effective public relations practitioner. Adam Riddell, chairman of the CIPR Channel Islands Group, said that continued professional development is a hugely important part of the industry: ‘I am extremely pleased with the commitment Alexa and Leonie have shown by undertaking professional qualifications at this level, to add to the existing pool of highly qualified individuals working across the public relations sector in Guernsey and Jersey. CIPR qualifications help to demonstrate the professionalism of our industry and give those undertaking them the foundations needed to build a successful career.’

Logicalis wins global award Logicalis has been awarded a Cisco® Partner Summit Global award, recognised as APJC Partner of the Year. The company also received regional and country awards in the US and Latin America. Tthe Cisco Partner Summit Global awards are designed to recognise best-in-class business practices and serve as a model to the industry. Areas of consideration include innovative practices, application successes, unique programmes, problem solving and sales approaches. ‘Cisco is privileged to work alongside the most talented channel partners in the industry, and we remain committed to our partners’ success,’ said Edison Peres, senior vice president, worldwide channels, Cisco. ‘We are honoured to name Logicalis as APJC Partner of the Year to acknowledge their outstanding achievements.’


‘The MBA course has been extremely successful in Guernsey with more than 60 people completing the qualification in previous years. It is constantly being updated so that students benefit from the latest management thinking and have access to online support,’ said GTA deputy chief executive Simon Le Tocq (pictured). ‘It is a significant commitment but one which brings enormous benefit to younger managers who want to develop their expertise and become future leaders by standing out rather than blending in. The business world is becoming increasingly competitive in all sectors, and companies need strong leaders to take them forward and continue being successful.’ The course, which aims to give students a grounding in management techniques and skills, an understanding of strategic management and an insight into business issues through individual research, covers a wide range of modules including effective leadership, contemporary marketing, decision modelling and analysis, corporate finance and strategy. A lunchtime presentation to launch the MBA, followed by an evening lecture has been organised for 19 June when prospective students can speak to course leaders and MBA alumni from Guernsey to understand more about the study programme and the benefits it brings.

CHAMBER NEWS adoption of the 0/10 corporate tax strategy, which knowingly and consciously shifted the burden onto individuals.’

It would also be dependent on making some sensible decisions around managing core capital and public borrowing.

With comparable percentages being significantly lower in other jurisdictions (Hong Kong and Jersey the closest at 57% and 56% respectively) Gavin was clear that the island has to act.

The long-term situation is another matter and consumption taxation (in particular goods and services tax) is one of the potential solutions.

‘How comfortable would you [the business community] be if 73% of your business’ revenue came from a single customer or client? Would you regard it as a risk? Would you, in the longer term, regard it as a strategic imperative to try and reduce that reliance? Of course you would.

Deputy Gavin St Pier - 2025 and beyond: transforming Guernsey’s future Our Treasury and Resources Minister attracted a capacity audience at the Chamber lunch at the end of March. Gavin was keen to stress the distinction between the Financial Transformation Programme (FTP), which is a short-term cost reduction exercise, and the personal tax, benefits and pensions review which is a long term plan to create a sustainable financial system for 2025 and beyond.

‘This leaves Guernsey very exposed to a declining tax base.’ The problems facing Guernsey in this regard are exacerbated by the much documented shift in demographics of the developed world.

How comfortable would you [the business community] be if 73% of your business’ revenue came from a single customer or client?

Gavin warned that Guernsey finances are heavily reliant on income tax.

‘As our population ages, this risk will increase as the numbers who are economically active (and generating taxable income from which we derive revenue) will fall – and it will fall at just the time that our needs will increase to fund more pensions, healthcare and long-term care for the same cohort,’ said Gavin.

‘At the moment, 73% of everything we collect through tax and social security comes from income. This is a significantly higher proportion than any other island jurisdiction or OECD member state. This is no surprise and has been exacerbated by the

So what are the options? Gavin is confident that in short and medium-term, balancing the budget is wholly achievable given certain assumptions, including gaining financial benefits from a wider States transformation programme succeeding FTP.

‘We must broaden and diversify our current tax base; and the review will put a package of proposals to the States later this year, for further investigation, which aims to do that,’ he said.

Gavin explained how property tax would be unlikely to achieve the levels of revenue generation required; and the introduction of capital gains or death duties are first expensive to administer and secondly would be highly damaging to the financial services sector. A consumption tax would deliver a degree of stability to our public finances. ‘One reason for this, is that by broadening our tax base, it provides an opportunity to reduce the burden of direct taxation. A consumption tax would broaden the tax base including, for example, to corporates owned outside the island who benefited from the abolition of corporate income tax.’ Gavin stressed that whilst decisions on these issues are not necessarily universally popular, doing nothing is not an option. ‘It would be easy to take a populist view; and for the combined boards of the Treasury & Resources and Social Security Departments to sit on their hands. It is not my place to speak for Social Security, but I can speak for my department and I am able to say that we are absolutely united in the necessity for us to face our challenges head on. It is not acceptable for us to leave this for our successors to sort out. My job – our job - is not to ignore tough challenges; our job is to inform and lead open and honest public debate on the state of our public finances. Our job is to ensure that the community and its elected representatives fully understand the consequences of choosing to finance its public services through an increasingly narrow tax base.’



The Livingroom Customer Service Awards Voting for The Livingroom Customer Service Awards is now open.

will be announced at a public presentation event being held in Market Square on Thursday 3 July at 17.30. For further information about how the awards can benefit your business, please visit and follow the social media pages.

The Chamber-endorsed event is now in its fourth year and the general public is able to nominate individuals or teams who have delivered exceptional service until 13 June.

Individual categories: • Employee of a small business • Employee of medium business • Employee of a large business • Self-employed person • Public services employee • Tourism/hospitality employee • Best team • Humble volunteer • Best customer experience • Aspiring star

Businesses can get involved in a number of ways. They can encourage customers to nominate staff, distribute nomination forms, display posters or even sponsor a specific awards category. In such a competitive market place the provision of top quality service, which exceeds client expectations, can deliver real competitive advantage in both B2C and B2B environments. There are 10 individual awards categories. At the end of the voting period, a shortlist will be drawn up for each category and the results

B usiness Diary

Coming up… A few key business events for your diaries Date





1 May

Grant Thornton breakfast series Seminar 6 Taxation and Social Security issues for small businesses

0730 – 0900

Les Cotils

13 May

Rise and Shine networking breakfast



Tel Anne 07911 721759

19 May

Chamber monthly lunch David Kingdom, chairman Kingdom Architects + Planners


OGH Hotel

10 June

Rise and Shine networking breakfast



Tel Anne 07911 721759

16 June

Chamber monthly lunch Alan Bates, chief executive Guernsey Electricity


OGH Hotel

18 June Chamber Annual General Meeting 1830

Credit Suisse boardroom followed by supper at Hojo’s

24 June

Les Cotils

The Livingroom Customer Service Awards breakfast seminar. Speakers include: Boley Smillie - Guernsey Post Richard Hardie – Livingroom Charlotte Dunsterville - Sure 0730 – 0900

If you would like your event included in our diary please email details to



Digital Guernsey An event worth talking about

take away from today: Guernsey has the people and the skills to make IT work, but only if we work together as one My take home: it comes down to the can do, will try (& try again) of people with a growth mindset to make it happen

Guernsey digital rocks

Thank you @digitalgg for a great day. Love listening to people’s success stories Small steps to a big digital future Guernsey. Rory Cellan-Jones: ‘Great speakers at Guernsey conference from Google, Specsavers, finance sector but best of all 18 year old @yourolly on his digital journey’

Inspiring speakers at yesterday’s @digitalgg event. Pleased to be involved. In words of @rupertdorey, Let’s just do it - now!!



Wiltshire Property was established in 2013 and is Guernsey’s newest property agency. Although the company is young, its team possesses in excess of 30 years’ experience in the property industry, specialising in letting and management of both residential and commercial property in Guernsey.

Galaxy CI Computer Brokers Ltd Disposing of your old computer equipment and data holding devices via a non-secure means can pose a significant risk to the security of your personal data or that of your business. Galaxy CI is the only IT specialised recycling company based in the Channel Islands that offers secure and confidential onsite shredding of hard disk drives and tape media, plus recycling and eco-friendly disposal of all computer hardware.

The team’s approach is simple - aiming to use its extensive experience to provide assistance to buyers, sellers, landlords and tenants across all levels of residential and commercial property on the island. The company also offers an advisory service to anyone seeking to purchase or develop a property overseas. Founder Vijay Wiltshire has worked in the local property scene for seven years and is now developing his specialist skills by studying towards becoming a chartered surveyor through The College of Estate Management.

The company has also recently expanded into the purchase of end of life and redundant equipment and the sale or rental of new, used and refurbished servers, network equipment and other components. In 2012 Galaxy CI was awarded the Keep Guernsey Green Award, confirming and recognising its commitment to protecting our islands’ environments and preserving valuable world resources through recycling. Galaxy CI has a ‘zero to landfill’ policy so, when disposing of redundant computer hardware, every part will be either recycled or reused.

Using innovative new technology and engineering skills the company is able to manufacture products from a variety of materials. Operating equipment includes CNC lathes and milling machines, 3D printers and a water jet. 

Atec is a local engineering company with 20 years’ experience in the industry.


Atec has brought state-of-the-art technology to the island and has been able to apply this technology to many local businesses and customers to fulfill their manufacturing needs. The company created this year’s custom-made trophies for Guernsey Awards for Achievement event in February.

Great network, now guaranteed. Many of Guernsey’s high profile businesses rely on our network, you can too – now guaranteed! Switch to us on contract or PAYG and if you’re not satisfied with our network, you can cancel your contract without any cancellation fees or we’ll refund your PAYG balance.* Visit or pop in store today


We provide a lifeline service to our customers across the island and keeping in touch with them is vital to our business. Airtel-Vodafone is a key partner in delivering this reliability. Steve Le Tocq

Logistics manager

Channel Island Fuels

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Stuart Perfitt of the Edmond de Rothschild Group looks at the history of the group and how the current-day business continues to reflect the traditions on which it was built History lesson

Asset management

The Edmond de Rothschild Group has a long and interesting history and the company is rightly proud of its heritage. Although it has been operating in Guernsey since 1996, it traces its roots back to 18th century Frankfurt and the money-lending business of Meyer Amschel, founder of the Rothschild dynasty, whom Forbes magazine listed as the seventh most influential businessman of all time and described him as ‘a founding father of international finance’.

Chief investment officer John de Garis says that the services it offers in Guernsey are representative of the wider asset management and private banking group to which it belongs.

Meyer Amschel encouraged his five sons to relocate across Europe and to create a network which laid the foundations for the Rothschild banking companies that we know today. One son remained in Frankfurt whilst others travelled to London, Vienna and Naples. Meyer Amschel’s youngest son, James, was posted to Paris. Edmond de Rothschild was a direct descendant of James, and founded the group that bears his name in 1953 in Geneva. It has since become one of Europe’s most respected independent financial institutions. The group has been chaired by Edmond’s son Benjamin since 1997, and he and his wife Ariane continue to uphold the values and traditions of his forefathers The group today The group aims to serve private and institutional clients through five major hubs: Paris, Geneva and Luxembourg, as well as London and Hong Kong. Globally the group has 2,800 staff in 19 countries with two core businesses – private banking and asset management – with some €133 billion assets under management. The group also provides corporate finance, private equity, custody and fund administration services.


‘We manage portfolios and funds on behalf of institutions, trusts, charities a nd private clients’. ‘The two main streams managed locally are fixed income cash management and multi-asset investment management. Fixed income and cash management remain an important and growing part of our business despite the low yields available in the market. The multi-asset approach appeals to a slightly different audience and utilises direct investment in the market as well as funds. We meet each client to build a picture of their individual requirements. We then return with a proposal which is discussed and honed before agreeing a mandate setting out our responsibilities and the parameters to which we can operate.’ ‘Risk management and asset allocation decisions are made following discussions within our investment committee which meets regularly and considers the macro and micro issues that will influence portfolios. Whilst there is no central direction of investment management within the Group leading to a high degree of autonomy, there is a wealth of resources that the investment team can incorporate into their strategy and the construction of portfolios, working closely with colleagues in London, Geneva and Paris. That said, the portfolios we manage are genuinely managed here on island by the local team

which has extensive local and City of London experience’. ‘The appropriate implementation of ideas into clients’ portfolios is the most important part of our business. Clients often declare that they are willing to take some risk but quantifying that is the key. If an investment manager has outperformed the market yet their portfolio is down they tend to be unimpressed,’ he said. Looking to the future The strength of the group is its independence as it remains privately owned by the Rothschild family, for whom wealth management is the essence. Decisions are taken for the long-term and not for short-term gain. The lack of external shareholders ensures that there are not sudden changes of strategy or style as we are not driven by a share price. Innovation is encouraged and time is given for ideas to develop and flourish. Given the Edmond de Rothschild Group’s traditions, it’s unsurprising that developing wealth management is the aim of the Guernsey team. The company wants to build upon its reputation with investors both locally and internationally as a ‘safe pair of hands’. It is proud of its performance since 1996 and, in particular, during the testing times of the past few years. Clients have responded positively as evidenced by an increase in funds under management and while the outlook is always uncertain, the ability to combine significant local expertise with the backing of a major international private bank should be seen as very attractive to investors.


Mike Hopkins

The business of tourism 15


With miles of stunning scenery, a different restaurant to eat in every day of the year and some of Britain’s cleanest beaches, the Bailiwick of Guernsey should be an easy sell The island’s new director of marketing and tourism talks to Contact about the challenges the tourism sector faces – and the light at the end of the tunnel. Mike Hopkins is a man on a mission. Fresh from the private sector, his no nonsense attitude is already seeing barriers broken down behind the scenes and the forming of a stronger, more unified approach across the industry. His own objectives for the next 18 months are clear – drive core UK market awareness, execute a series of fully-integrated campaigns and develop stronger digital channels to drive those calls to action; develop a clear brand positioning and communicate the unique essence of Guernsey and her sister islands and work in collaboration with the industry to deliver a consistent and compelling proposition. ‘Having a joined-up approach is essential in ensuring the future success of the tourism sector. Everyone has a part to play.’ With an almost 4% decrease in visitor numbers over the past 12 months, the first thing to do is stem that decline, then start to see a year-on-year increase.


‘We need to build a robust five to 10-year plan that includes every element of tourism from the ground up.’ That includes everything from routes into the island and Guernsey’s supporting infrastructure, to the offerings from the accommodation, attractions and activity providers. ‘We are never going to be the cheapest holiday destination, but we can still offer great value for money. We want visitors to leave here wanting to come back, and then tell their friends and family how great Guernsey is for a short break or holiday.’ Mike knew very little about the island before he made it his home six years ago – and he believes that his outsider’s view gives him a unique take on the job in hand. ‘I knew it was near Jersey, but that was about it. I didn’t know that Guernsey was part of an archipelago of islands and that they were

right on Guernsey’s doorstep.’ Born and brought up in Leicester, the industrial design and engineering graduate and marketing and finance post-graduate, moved to the south of England with his future wife Iona at the age of 25. The whole of his career has been in sales and marketing and the list of his former employers reads like a who’s who of big brand names including Sony, ICI, Yell and BT. It was Vets4Pets that brought Mike to Guernsey in 2008 when he accepted the post of group marketing director. ‘I’d had enough of commuting four hours a day and, as a keen sailor, I always knew that I wanted to relocate to somewhere near the sea.’ During his time at Vets4Pets, Mike helped successfully establish the company as the leading veterinary group brand in the UK. During his five years there, the number of practices within the group grew from 30 to


The most important thing is that you need to be excited by the product you are selling and that is not difficult with Guernsey, it ticks every box

over 100. In 2013 the company was bought by UK chain Pets At Home, and is now one of the three largest veterinary groups in the world. The opportunity to join Commerce and Employment as director of marketing and tourism was timely, presenting itself as the buyout was finalised. The shift from selling a ‘product’ to a destination didn’t faze him at all. ‘I have a strong belief that a good marketer can market anything. The same principles need to be applied. Understand the customer and what they need, work out what attracts them, and present your offering in a compelling way. The most important thing is that you need to be excited by the product you are selling and that is not difficult with Guernsey, it ticks every box.’ He hit the ground running last November and since then has worked hard to establish

a robust strategy moving forwards. Tackling the budget was a key priority, with the aim of generating a better return on the department’s spend. Alongside introducing a strong sense of strategic responsibility and quantifiable objectives within the team he also likes to roll his sleeves up, and takes a hands-on approach in all key areas, including digital developments, campaign executions, media plans and trade support. Whilst a marketing plan was in place for the 2014 season, there was still scope to make changes and evolve it – something Mike was keen to do. ‘We have a fantastic product but it has to be packaged properly, in both an appealing and professional way.’ He has set himself the same stringent series of clear and quantifiable objectives that include: • Engage with Chamber’s tourism sub-group to develop a coherent and achievable five to 10 year tourism strategy

• Deliver the 2014 marketing plan • Develop and deliver an evolved VisitGuernsey brand and messaging strategy • Work with the tourism trade and develop joint marketing plans to help drive visitor numbers • Deliver plans without exceeding the marketing and tourism budget He has made strides to reach out to all members of the community who have a vested interest in the tourism sector, explaining what VisitGuernsey’s role is and how it fits in. ‘There is a common misconception that our role is to fill beds in hotels but our responsibility is to raise and increase the awareness of Guernsey as a short break or holiday destination and then to help generate a level of healthy enquiry. It is then down to accommodation providers, carriers and tour operators to convert those >



enquiries into bookings, and to delight the visitor during their journey to and from the island and during their stay, whether they are a business or a leisure visitor. ‘There are a lot of good things happening over here, but what we are not doing is presenting a clear consistent message to visitors. We all need to be singing from the same hymn sheet.’ As well as providers, Mike is forging closer links with other States depart ments and the Chamber of Commerce, both of which he included for the first time as part of the biannual industry presentation. A prime example of this is the Heritage Guernsey Festival. Only a concept and a few words on a page when he started in his role, but in a very short space of time Mike and his team mobilised other States departments and shaped up, with the support of the island’s events groups, what is now 35 days of fabulous Guernsey heritage celebration festivities which include the alreadyestablished and successful Liberation Day celebrations and the Literary Festival. Part of a more unified plan includes making the most of the Channel Islands as a destination, not just the Bailiwick of Guernsey – and that means working closely with the island’s nemesis – Jersey. ‘We need to see the bigger picture because, if we present a united front, we will all benefit.’ Working together for the common cause has never been more important, given an undisputable downward trend in travel. VisitBritain figures have shown a significant decline since 2008 – but there are


encouraging signs that all point to the beginnings of a recovery. According to statistics released by Oxford Economics, a world leader in global forecasting and quantitative analysis, there is cause to be optimistic with a predicted 3.5% year-onyear increase in visitor numbers until 2025. ‘Tourism is forecast to be one of the UK’s biggest growth areas, outstripping finance, retail and manufacturing. With greater confidence comes greater reward,’ he said.

We have to set ourselves apart from the competition. Most importantly, we need to not pretend to be something we are not And the consequential spend of the average visitor plays a huge part in the local economy. According to the Oxford Economics survey commissioned by VisitBritain, for every £1 that is spent on getting here and accommodation, nearly £1.80 is spent in the island’s restaurants, cafés, bars and shops, and on taxis and buses. Guernsey can also benefit from a change in the way people are holidaying. The times of just taking a two week summer holiday are long gone; it’s about shorter, more frequent breaks – an area of growth where the Bailiwick could come into its own. While predictions give reason to be positive, Guernsey can’t be complacent.

‘We have to set ourselves apart from the competition. Most importantly, we need to not pretend to be something we are not. Guernsey is not the cheapest place to get to and we don’t always have perfect weather, but we have so much else to offer.’ The island’s visitor core audience remains 45+, which is the only growing market within the UK. ‘Our main aim remains to attract as many from this age group as possible but that doesn’t mean they are the only people we should be presenting ourselves to as a holiday destination. We shouldn’t lose sight of the fact that there are a lot of opportunities to broaden our appeal,’ said Mike. What Guernsey must do is manage and exceed expectations. ‘We don’t market ourselves to the early 20s market because, broadly speaking, we can’t offer what they are looking for.’ The island’s natural beauty is a key selling point and, earlier this year, Vazon Bay was voted the cleanest beach in Britain, with Grandes Rocques also featuring in the top 10. ‘As a group of islands, each offers the visitor a unique experience. Then there is the incredible variety and number of restaurants, combined with the fact that you are never more than 10 minutes from the coast.’ All within 25 square miles. ‘Being able to package all that up as one offering really does set us apart from the rest.’

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All in a day’s work

Retired hotelier, Roger Edwards, takes a look back at the highs and lows of running a small Guernsey hotel for over two decades…



William Shakespeare must have known a thing or two about hotel life when he penned the immortal words:

of lost limbs and a determination to drink my bar dry of malt whisky.

‘All the world’s a stage and all the men and women merely players. They have their exits and their entrances . . . ‘

Equally hard to erase from memory are that 92-year-old Australian couple who rested up with us for a while during a world tour which included a rail trip from Vladivostok on the trans-Siberian railway. And, like many who came before and after them, they promised to return to Guernsey – ‘perhaps not next year, but in a few summers’ time’.

Whether the ‘Bard of Avon’ ever had designs on managing a small hotel in Guernsey has never been chronicled. But, after having done that personally for the past 22 years, I believed his words ring just as resonantly today as they did way back in the early 17th century. My ‘stage’ since 1992 has been the small 16-room Hotel La Michele Guernsey’s best-kept secret in the country lanes of St. Martin’s - where I’ve had to abandon my previous inquisitive role as a journalist in favour of one of 24-hour customer care and answering guests’ now all-too-familiar questions: ‘How can you gauge a local car’s age by its number plate?’ ‘What does a yellow arrow and unbroken line signify at a Guernsey road junction?’ ’How many people live on Herm?’ ‘How do you pronounce Moulin Huet?’ And there have been many memorable entrances to our award-winning private hotel over the years with the majority of them followed by fond exits and promises of a swift return. It’s hard to forget a now-aged World War II veteran fighter pilot who took the meaning of ‘legless’ to literal proportions, both in terms

Not so sadly missed is that attractive young lady who was shown the door - quite literally - after she attempted to pay her outstanding bill by inviting an assortment of young (and not so young) patrons from a local hostelry to visit her ‘single’ room. They were heady and exciting days when my wife, Susie, and I returned to Guernsey shores in March 1992, to take over management roles at La Michele. Guernsey tourism was still experiencing a high, with the island’s registered bed stock topping dizzy heights - a far cry from today when it has dipped alarmingly. And happy-go-lucky visitors were still able to ride our buses for the same fare as the ‘locals’. How outrageous was that! It’s claimed that nostalgia is not what it used to be. But, way back then, Susie and I were welcomed to an island where progress was achieved with the minimum of fuss. Bureaucracy was in evidence, of course, but not to the overbearing levels that it is today. Yes, we were up and running successfully

within days of arrival. The sadly-missed Guernsey Tourist Board - ably guided by such doyens at tourism director level as Mike Walden and Chris Brock - was totally supportive, while nothing was too much trouble for Guernsey Telecoms (gone but not forgotten) when connecting us to the outside world. Island suppliers and providers of specialist services, too numerous to mention, were always forthcoming with their wares and expertise, often at a moment’s notice. While fellow members of Guernsey Hotel and Tourism Association (GHATA - remember them?) were always on hand to offer advice, guidance and a united voice to these new upstarts at the hotel game. Fast forward to the present day - and how times have changed. Today’s newcomer to the Guernsey small-hotel management scene faces a plethora of regulation, legislation and petty bureaucracy which questions one’s very existence - not to mention one’s ability to serve an appetising breakfast. The death knell to Guernsey’s small hotels and guest houses can be attributed to many factors - most notably a relaxation in ‘change of use’ restrictions and switches in traditional holidaying habits which has brought about the demise of the bucket-and-spade family market at British resorts. The situation has been exacerbated by our

It’s hard to forget a now-aged World War II veteran fighter pilot who took the meaning of ‘legless’ to literal proportions, both in terms of lost limbs and a determination to drink my bar dry of malt whisky



There were middle-of-the-night dashes by car to the PEH to transport ailing guests; requests to silence strange and unexplained noises on the roof during the height of a summer storm; dealing with complaints about a continuous alarm which, it transpired, was the foghorn at Jerbourg

loss of tourist attractions, the high cost and limited choice of travel arrangements to the island, as well as higher prices for food, alcohol, tobacco and petrol. And never discount the effects of TripAdvisor which, at the whim of personal preferences, can kill off or enhance a hotel’s reputation and business. The advent of modern technology has heralded probably the most significant changes to our business life in Guernsey over the past years. Gone are the days when reply letters to potential guests were bashed out on an obsolete Remington Rand electric typewriter, along with endless trips to the local post office to catch the late collection. Today’s growing band of ‘silver surfers’ are answered at the click of a button - and even suppliers’ bills, as well as the dreaded income tax and social security returns, can be


collated and submitted ‘online’. No, it’s certainly not all bad news. Our 22 years of hotel life, which came to an end with our retirement last October, included many never-to-be-forgotten moments. There were middle-of-the-night dashes by car to the PEH to transport ailing guests; requests to silence strange and unexplained noises on the roof during the height of a summer storm; dealing with complaints about a continuous alarm which, it transpired, was the foghorn at Jerbourg; rescuing a sheepdog from the roof of the swimming pool changing rooms (don’t even ask, but it was in the middle of the night, of course); overcoming the effects of numerous power cuts during dinner service; and placating guests who had flown to the wrong island, Jersey, in error. No, you simply couldn’t make it up.

Not for the first time, Guernsey today again stands at the tourism crossroads, with many local hoteliers investing heavily in modernisation and refurbishment programmes in an upmarket quest to meet increased visitor expectations - particularly in the short-breaks market. Compared to our early days back in 1992, the island now boasts a more competitive and compact hotel industry which no longer needs to boast of hot and cold running water in guest rooms or renting out kettle leads to brew that early-morning cuppa. What would Shakespeare have made of it all, I wonder, when he quilled those immortal ‘All the world’s a stage’ monologue lines for his hit drama, ‘As You Like It’? One thing’s for sure my old Bill: we’ve liked the past 22 years very much!


Perfect pitch for architecture firm James Gavey of JG Architecture gives insight into plans for Guernsey Hockey Property isn’t just about homes and gardens; it can be about our place of work or the buildings in which we choose to spend our spare time.

Guernsey Hockey will upgrade the current pitch to national standards by replacing the existing synthetic grass surface and shock pads beneath.

Recreational buildings provide for both active and passive participation; athletic events, dramatic and musical performances for example, or for communal participation such as museums, galleries and libraries.

The new, full size pitch will be set out within the existing fenced area. The replacement blue, high specification synthetic carpet will be sand-dressed and installed over new in-situ shock pads; all finished to specialist details in conjunction with England Hockey standards.

As with domestic architecture, the physical make up of the human being provides consistency. If participation is passive he or she must be able to hear and see in comfort. If participation is active he or she must be provided the space suited to the chosen activity. Recreational facilities play a major part in Guernsey’s social and sporting calendar. From the Garenne Stand to Beau Sejour and the Indoor Cricket Centre to the KGV we have all, at some point, experienced these facilities whether for passive or active participation. Guernsey will see, over the next three years, the redevelopment of another recreational facility, that will ensure the island can continue to produce players and teams who are able to compete at the highest level. JG Architecture has played an integral part in the realisation of plans for a new playing surface and surrounding areas at Footes Lane for the Guernsey Hockey clubhouse and grounds. The project is vital for the continual development of hockey in Guernsey. The current pitch was laid in 1991 and a lifetime of more than 20 years is an unusually long one for any modern, all-weather surface. The redevelopment will involve the relaying of turf along with several other tangible improvements to the surrounding area.

Incidentally, the blue and pink hockey pitch that was used for the London 2012 Olympic Games was removed from the Riverbank Arena at the Olympic Park and was donated to Abbeydale Sports Club in Sheffield after more than 40 applications were made for the artificial turf. The reasoning behind the blue and pink surface of the London 2012 Olympic Games hockey pitch was to provide better contrast than the traditional green, making it easier for players to see the ball. Guernsey Hockey will also upgrade the current perimeter fencing by installing a new 50mm by 50mm weld mesh roll fence, fixed to the existing posts with new kick boards to surround the new pitch. Guernsey Hockey plans to upgrade the current lighting. All lamps on existing masts will be replaced with 500lux lamps to meet class II (intermediate level competition) of the European sports lighting standards in conjunction with England Hockey standards. Phase two will see an increase in the viewing capacity by forming spectator seating to the east elevation of the clubhouse. The proposed fixed structure will provide 120 seats for spectators to view hockey matches comfortably, with extended standing areas from the current balcony. A central stepped walkway will improve

access between the clubhouse facilities and the pitch. Altering the existing balcony staircase, and installing an additional staircase at the southeast end of the balcony, will maintain access from the balcony to external areas. In the final phase of the redevelopment the balcony will be extended to the north over a new toilet block, which will be situated at ground floor level. The proposed extension will include disabled, female and male toilets while maintaining access to the changing facilities. This will provide an extended viewing area above with guardrails to match the existing balcony. JG Architecture has the experience and knowledge to provide advice, designs and plans that comply with Guernsey’s building regulations. The regulations ensure the health and safety of people in and around a building, that these buildings provide for energy conservation and that there is access and facilities for people with disabilities. At the heart of any building is safety, functionality and design – according to the needs of those who will use the space. The recreational space at the Guernsey Hockey clubhouse and pitch is for both spectators and those participating in training or matches, so both comfort and practicality have needed to be taken into consideration – as well as compliance with building control and planning. Since establishing JG Architecture in February 2013, architectural technologist and owner James Gavey, has worked on a number of projects which also include single and two storey extensions, home renovations, affordable new homes and a newly designed four-bed modern dwelling.



Contact Livingroom, Guernsey’s award winning Estate Agent, specialists in Local & Open Market residential sales and lettings.

website: www. call: +44 1481 233008 email: address: livingroom limited, the old mill, st. martin, guernsey, gy4 6db


The customer is king Livingroom’s Simon Torode explains why excellent customer service is essential to business success Customer service is a phrase that everyone uses a lot and, it would be fair to say, there’s also a myriad of interpretations on what it means. We can all readily identify examples of bad customer service where the minimum standard of how we expect to be treated has fallen short of the mark. It is these instances when we are very likely to tell our friends and colleagues about the shabby treatment. How often, though, do we consider excellent customer service? Livingroom got involved with The Guernsey Customer Service Awards two years ago when we won the Guernsey Customer Service Award for Innovation. After recognising the value, and the heart of these awards we decided to sponsor the event last year. We’re pleased to do so again this year which looks set to be even better with more entrants and even greater engagement from the business sectors in Guernsey. There is something unique about The Livingroom Customer Service Awards; something that makes it feel closer, more relevant and more connected to our island community. The fact that those nominated are done so by people they have served, and that those nominees are voted for by the public, makes these awards real and true. Individuals are so motivated by the service they have received they take action. The awards span the spectrum of businesses in Guernsey and highlight companies and individuals that go the extra mile in their customer service. They show the wealth of motivation and talent the island boasts. So what exactly is excellent customer

service? Essentially it is where you, as the customer, see and experience service which is beyond the norm; where you are impressed and want to tell people how excellent it was. It might be the local garage, the person who helps you in aisle three of the supermarket or the company that delivers something to you on a Sunday just because they were passing. We think there is a renewed motivation in Guernsey to consider the customer. New retailers have opened with a ‘customer first’ mantra, people are keen to buy local and the diversity of Guernsey’s business sector is growing rapidly. High quality customer service helps to create customer loyalty. Customers today are not only interested in the product they are being offered but all the additional elements of service that they believe they should receive. When businesses truly listen to their customers they will hear exactly what their customers want and how that business can provide a good service. People want to know they are special and their business is appreciated. Customers don’t buy products or services. They buy good feelings and solutions to problems. Most customer needs are emotional rather than logical and it’s those businesses that understand this that will win that loyalty. Many of the previous winners of The Livingroom Customer Service Awards had one thing in common – a willingness to help their customer; to do everything they needed to do to ensure satisfaction. That’s the power of saying ‘yes’.

the overall award for Best Customer Service, the Customer Service Commitment Award (for the second year) and partner Daniel Jukes won the Employee of a Large Business Award. Admiral Park branch manager, Allen Edwards, said: ‘Meeting the needs and wants of our customers is vital to the successful running of Waitrose. To win three awards is a great achievement, which reflects the commitment and excellent work of our Partners. Everyone works extremely hard and we are very proud of our two branches here in Guernsey.’ Le Mont Saint Garage won the 2013 best team award. Owner Dave Beausire said: ‘I always say that the face of my business is the attendant on the forecourt not the service advisor or the managing director. A pleasant greeting indicates immediately a warmth that we look after our customers. The publicity we gained from winning the award has given us a better profile and new customers. If you provide a good service, react to customers’ issues and questions and deliver on time then your business will grow. Consumers are king.’ The first phase of the 2014 awards is ensuring Guernsey businesses and individual members of staff know they are eligible and should get involved. Do you work for a business? Do you know that you give excellent customer service? Should you be recognised? This is your chance to get involved. If you know you’re a winner ask your customers, ask your friends, ask your colleagues to nominate you for one of the 10 individual awards.

Waitrose won three awards in 2013 including

Guernsey businesses - it’s time to get involved The Livingroom Customer Service Awards recognises customer service excellence. If you offer winning service, ask your customers and friends to get involved. Island-wide voting starts in May - make sure you’re in the running. Visit www.thecustomerserviceawardscom.


Trains, planes and…

Aedas’ designs for Hong Kong Cruise Terminal

David Kingdom is chairman of Kingdom Architects + Planners. He is a relatively new arrival to the island having moved here from the UK only two years ago. However he has many credentials of a ‘true Guern’ in that he has been a regular visitor since the ‘60s and is quite proud to claim that he knows more about the island than many of his Guernsey friends 26


What is evident is his clear affection for the island and his new way of life, as well as his intention to engage with the island’s business community and get involved with local architectural and planning projects. ‘There is a really vibrant architectural sector in Guernsey and some very exciting potential projects. The high level of competition in the island raises the quality bar which has got to be a good thing both for the customer and our sector.’ David became an architect almost by accident. Leaving school and joining British Rail in a clerical role he was assigned to the architects’ department by sheer chance and discovered both a love of and a natural aptitude for the work. He soon moved on from his role as filing clerk to become a graphic technician and was eventually sponsored by British Rail to complete his architect’s training with a guaranteed job after graduating. ‘The first building I was given to ‘play with’ when I was still a general dogsbody was a tiny relay building. Little did I know then that it would lead to some of the amazing projects I have been fortunate to be involved with since. ‘My lucky break came soon after I graduated. I was a green, young architect and was thrown into the deep end with a £35 million project at London’s Fenchurch

Street Station. I somehow managed to make it work.’

It was the need for a lifestyle change that brought David to Guernsey.

This project, aside from being one of the turning points in David’s career, did cause some domestic angst over the years with his children battling to buy Fenchurch Street Station in every family game of Monopoly.

‘I was clocking up half a million miles in the air each year which was doing nothing for my social or family life. It was time to decelerate and work at a slightly less frantic pace. Guernsey was ideal.’

David’s architectural life has taken him around the world; his travel journal – if he kept one – would be the envy of Phileas Fogg having undertaken extensive projects in Pakistan, India, the USA, Turkmenistan, Europe, China and Africa, to name but a few.

Guernsey-based Kingdom Architects + Planners is multi-discipline and uses an unusual business model. With a board consisting of two Guernsey, one Jersey and one UK director, the company has international directors in a range of locations around the globe and offers additional services such as specialist sports and golf resort design, civil structural and seismic engineering and project management. The furthest westerly director is located in Fort Lauderdale and the furthest east in Sydney. Design studios can also be found in Naples and Milan in Italy, Ahmedabad in India, Karachi in Pakistan and four locations in the UK. Each of the directors has worked with David over varying lengths of time of up to 28 years and he now states that at last he is ‘working with business partners with whom he chooses to work rather than has to work’.

David was a partner in what became, in 2012, the world’s largest privately owned architectural practice – Aedas. ‘I was global transportation partner so basically responsible for all transportation projects, whether that meant rail systems, airports, or ports and harbours.’ And his architectural credentials in the transportation sector are validated by the list of major projects that he has headed up around the world. These include the 15 year master plan and Terminals 1 and 2 redevelopments at Manchester Airport, proposals for a new terminal development at New York’s LaGuardia Airport and cruise terminal redevelopment proposals for the Port of Los Angeles. He was also involved with Hong Kong International’s Terminal 2 ‘Sky Plaza’ and peer reviewed his practice’s design for the Dubai Metro system.

This structure enables the company to draw on a wide range of expertise specific to each project it takes on and draw up individually tailored project agreements, as David explained. ‘The aim was to avoid the potential >

I was clocking up half a million miles in the air each year which was doing nothing for my social or family life. It was time to decelerate and work at a slightly less frantic pace Guernsey was ideal



corporate ‘straightjacket’ approach which can often compromise the quality of service delivery. This structure is incredibly flexible and project teams can be spread around the world. For instance I am currently running a project for 10,000 units of affordable housing in Saudi Arabia; the masterplanning was done in Sydney and the architecture in Cleethorpes – all project managed out of St Peter Port!’

mobilising resources and 50% is now the norm on that continent. ‘The Gulf is still the strongest area and has been a ‘dead cert’ since the ‘60s. Dubai is re-emerging very strongly; interestingly, I had a recent enquiry from an Indian investor for a development of private luxury villas over an area of 5 million square feet.’

As with so many sectors in the island, Kingdom Architects is heavily reliant on robust connectivity with monthly board meetings being held ‘over the airwaves’. David is a big fan of Skype and less of a fan of the unsocial hour these virtual gatherings occasionally demand to accommodate the various time zones of the team. If we haven’t heard much about Kingdom Architects + Planners yet, that’s mainly because the team has spent the last year travelling (albeit not half a million miles) to some of David’s old stomping grounds in India and Pakistan to re-vitalise old contacts and relationships to market his new organisation. The difficulties involved with operating in some of these countries is not something that concerns David. ‘I have learned a few lessons over the years but it’s really a question of understanding the culture and politics of the jurisdiction you are working in. Some large corporations won’t touch certain countries because they are particularly risk averse but it’s simply an issue of understanding the risk and managing it effectively.’ And the risk management can be fairly extreme. ‘When I am in Pakistan I often travel under armed guard. But in the 15 years I have been visiting the country, I have never had a single incident. The people are delightful apart from a very small radical and criminal minority.’ The biggest growth region for large construction projects is still the Gulf, David believes, although India, post this year’s elections, will start to revitalise as investor confidence returns. Africa too is a blank canvas but it is important to ensure payment security. One project in Nigeria required 100% of the fee to be paid upfront before


roots. The project is part of the Jersey Airport master plan and focuses on developing commercial opportunities within the airport to improve non-aviation revenue streams. ‘Jersey Airport has a huge check-in area which is practically empty 80% of the day outside the two main peaks. The old arrivals terminal is set to be demolished so the brief is very much to use the vast space available to the best possible commercial advantage.’ David believes that Guernsey could benefit from a similar approach.

When I am in Pakistan I often travel under armed guard. But in the 15 years I have been visiting the country, I have never had a single incident. The people are delightful apart from a very small radical and criminal minority To date, all of the company’s business has been based overseas but Kingdom Architects + Planners is now seeking to get involved with projects closer to home. Perhaps unsurprisingly Kingdom’s first local (well nearly local) project bid is for the Jersey Airport development plan going back to David’s transportation project management

‘Guernsey Airport is a little jewel and a great business portal to the island. It does not however operate at its optimum potential and it must be struggling commercially. We need to attract low cost airlines to boost our declining tourism revenues. Without a runway sufficiently long to accommodate the workhorse fleets of the airlines, it is not going to happen. There is also a huge job to do at the harbour and waterfront between St Peter Port and St Sampson’s - a topic that I know has been and continues to be hotly debated by certain groups. I would dearly love to get involved with that.’ David has experience with this type of challenge. He was responsible for a similar project for Manchester Airport’s Terminal 1 with a simple brief to increase the average spend per passenger by £1.80. The project even involved retail psychologists – a profession of which David had never heard. But despite his initial cynical attitude he had to confess to a total change of heart. ‘They blew me away. They measured individuals’ stress levels when travelling from the point of closing their own front door until they got on the aircraft. They then mapped the type of purchase the traveller was most likely to make at every point of his journey through the airport depending on how stressed he was likely to be and the retail outlet locations were planned accordingly - fascinating stuff.’ And it worked – it traded up and exceeded the briefing target and in so doing, the project won the UK’s ‘Best Out of Town Shopping Centre of the Year Award’ from the British Council of Shopping Centres.

I have met some great people in this industry already and am looking forward to undertaking project work locally. The market is mainly domestic development rather than commercial but there is some exciting potential

David has mixed views on some of the Guernsey’s service delivery. ‘There are some excellent chartered architects here who offer top quality service. Service on the island can however be a bit patchy as it is easy to be confused when procuring the services of an ‘architect’ . And I have had similar experiences of some building trades. I am aware of the real drive in the island to support local business and in theory I totally agree and do so wherever possible. But I have also seen a degree of complacency in the local construction industry. You stay at home expecting suppliers and tradesmen who don’t turn up when they say they will which is so frustrating; there seems to be so much work that there is a bit of a laissé faire attitude. I have had some very positive experiences too but unfortunately it’s not across the board.’ Already a council member of the Guernsey Society of Architects he is shocked at the lack of protection of the title ‘Architect’ in law under local legislation. ‘We are the only state in Europe (and I include Jersey in that) that does not recognise the professional title. This causes a great deal of confusion in our marketplace


particularly with non-professional clients. There is also clearly a reluctance by the States to set this straight and initiate steps toward legal protection. It seems anyone who can hold a pencil can set himself up and practice as an architect on this island... I wouldn’t pick up a scalpel and call myself a surgeon – what’s the difference? ‘I trained for seven years to gain my status as a chartered architect and under that title all must perform under a strict code of conduct which spells out performance standards that clients can measure our performance by.’ David’s plan is to join the swim and offer services locally but also to develop partnerships with local professionals with whom he can collaborate on projects at home and abroad. ‘I have met some great people in this industry already and am looking forward to undertaking project work locally. The market is mainly domestic development rather than commercial but there is some exciting potential. We pride ourselves on exceptional service delivery and director involvement on all projects and look forward to working on the island.’ email



Here’s to a positive 2014 Peter Van de Velde of Rock Commercial takes a look at the local commercial property sector and what we might expect in the coming months Most commercial estate agents will be pleased 2013 is over! It was certainly not a vintage year for commercial property transactions, although by November there were more enquiries than in earlier months and companies were beginning to consider moving to new premises. Happily 2014 has started on a positive note with terms agreed and leases signed on a number of properties. There have been several lettings of large floor areas suggesting businesses are expanding rather than consolidating. In turn, this frees up space to enable smaller businesses to expand. In retail there have been new businesses opening: two in the arcade, including Table General Store which has the particularly attractive curved glass frontage and the computer shop Sahara; the departure of Barratts shoe shop from the Pollet is allowing a well known UK retailer to take the premises (watch this space as to who); No.14 Mill Street (which has been empty for years) has been refurbished and is now under offer; the refurbishment of Nelson House (old Post Office) in Smith Street is nearing completion with a new retail offering on the ground floor and a gym above; it will be great to see a building which has been vacant for many years open and trading again. It is great news that the core retail area of St Peter Port has few empty units. However the trade-off is a lack of choice for the potential retailers. The Co-operative Bank premises in Market Street is the only large retail option currently available. It was a sad day (certainly for my wife) when InStep closed its doors for the last time but on a positive note it gives an opportunity for someone else to take premises in a part of town with a busy footfall. The quietest market is the warehouse sector. There is a distinct lack of demand for large warehouse premises, however, the requirement for smaller units remains strong. I am sure the new development at Les Caches Business Park will be well received in the market. Each unit will have a 1,500 sq ft ground floor with an option of an additional first floor of equal size. Unusually these units can be purchased - a rare opportunity as spaces such as these are typically for rent only - so a very appealing prospect for traders with sufficient capital to purchase their own premises in a good location. Surprisingly, investments in Guernsey have been few and far between despite yields remaining strong at around 6 / 7% representing an attractive return. This can be put down to few properties coming onto the market in 2013. Also most of the sales that did occur were to companies seeking to occupy the property themselves. I hope 2014 will offer better choices for investors.


Interestingly, there are investments currently available in the UK showing good returns and excellent covenants. But, with the changes to the CGT rules reducing the threshold to £500,000, these look less attractive for short-term investors. Towards the end of 2013, Start Up Guernsey was launched. It has drop-in sessions at Urban Kitchen every Wednesday morning, the purpose of which is to assist new businesses get off the ground. The prospective new business owner is introduced to useful contacts such as entrepreneurs, accountants, lawyers and estate agents, allowing them to draw on the experience and expertise of people who have already ‘been there’. What has been surprising and exciting is the number of people who have passed the start up phase, who use the sessions as a means of networking as well as an opportunity to share their experiences with those setting up. It’s great to see people’s ideas come to fruition and new Guernsey businesses starting up in sectors outside the finance industry.

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Aiming for the core of Apple with ‘Think different’ campaign P R O M OT I O N

The Channel Islands’ most progressive marketing communications agency, Oi, has sent an imaginative direct mail piece to the Board of Apple encouraging them to run another ‘Think different’ advertising campaign. Many people will remember Apple’s 1997 ‘Think different’ advertising campaign, especially the ‘Crazy Ones’, which were one-minute television commercials featuring blackand-white footage of seventeen iconic 20th century personalities - Albert Einstein, Bob Dylan, Martin Luther King, Jr., Richard Branson, John Lennon (with Yoko Ono), Buckminster Fuller, Thomas Edison, Muhammad Ali, Ted Turner, Maria Callas, Mahatma Gandhi, Amelia Earhart, Alfred Hitchcock, Martha Graham, Jim Henson (with Kermit the Frog), Frank Lloyd Wright and Pablo Picasso. Another early example of Apple’s ‘Think different’ advertising was in 1998, months before taking the colours out of the logo, where a commercial aired with a snail carrying an Intel Pentium II chip on its back moving slowly, as the Power Macintosh G3 claimed that it was twice as fast as Intel’s Pentium II Processor. The team at Oi felt Apple needed to bring back a strong brand positioning campaign, so decided to create a direct mail piece to send to the Board of Apple – to see if they would take note. They sourced 8 of the original RAM chips used in the Apple I computer, then instructed a specialist company to produce large, square glass paper weights – each with one of the chips suspended inside. The agency had the Apple logo engraved on it with the words ‘Think different’ below.

The Oi team, headed by Senior Creative James Carter and including Managing Director Peter Grange (pictured above), then designed a white, matt laminated box packaging (the same as Apple packaging) with the Apple logo embossed in silver and the words ‘iRemember’ below. This housed the glass paperweight and went inside a white padded package. Labels were attached with the names and addresses of Apple’s Board including CEO Tim Cook, President of Design Sir Jonathan Ive, Al Gore Chairman of the Board as well as the Marketing Director.

‘We have a strong view on this and wanted to see if we could share our thoughts using a smart thinking direct marketing campaign,’ said Peter Grange, Oi Managing Director. The leaflet inside the packaging, designed to mirror the current Apple welcome/ instruction guides is personalised for each team member. The message to Tim Cook reads as follows... iRemember 1997. The square pegs. The round holes. Apple’s first ‘Think different’ advertising campaign was bold, brave and A DV E RT I S I N G




empowered people. It was a masterpiece in showing how challenger brands should behave. It changed everything. Design is beautiful but we believe people who now buy Apple products also love how you think differently to other technology companies to provide a unique, interconnected-digital-ecosystem. A creative, beautifully designed, innovative eco-system that provides people with endless possibilities and opportunities. Your marketing campaigns have become very product focused and we believe it is time for another great Apple brand positioning campaign. A campaign that reinforces your founding philosophy and helps you move away from the ongoing marketing battles with competitors over design, price and patent activity. We believe it is time to tell the world about the core of Apple. The ‘Think different’ advertising campaign idea could show the world why Apple really is different and use your URL to reinforce how with Apple you can have a more fulfilling life. You can embrace it, change it, improve it, make your mark upon it. Once you experience an Apple, you’ll never be the same again.

‘Hopefully our thinking will get to the influencers and decision makers at Apple. Maybe they’ll take note. Maybe they won’t. Time will tell. It’s been fun working on the mini-campaign. And if people are reading this then we’ve got some good PR in doing so,’ added Mr Grange. Need help with a direct marketing or advertising campaign, contact Oi in Jersey on 01534 888186 or Guernsey on 01481 716606.

The copy ends with a call to action.


Oi recently sent out the direct mail items by recorded delivery.











Strength in numbers

Gonzalo Jalles, chief executive officer of Cayman Finance looks at ways international finance centres (IFCs) could benefit from a joint approach when dealing with international initiatives that affect them all



International financial centres like the Cayman Islands have experienced over two decades of increased international pressure in the form of new regulation and greater demand for transparency. Since the 2008 crisis, this constant pressure has intensified, as politicians in cash-strapped countries look for a scapegoat and useful target for their campaigns, bureaucrats (domestic and internal) seek political support to grow their empires, and some sectors of the media see a story that is likely to sell. Despite all this and the effect the 2008 crisis had on these IFCs’ domestic economies, the prediction of the end of this industry has failed to materialise. Instead, the reality is an increased, globalised world economy will continue to generate a growing demand for the services provided by IFCs; and while the demand for more transparency will add cost and reshape parts of the industry, it is unlikely in itself to damage the IFCs and might, in fact, help certain sectors of it. The role of technology Technology has sped up the trends and allowed for proposals that would have sounded like science fiction only a few years ago. The automatic exchange of information as required by FATCA (and to be somehow followed in a multilateral way for several countries, including Cayman) is still a stretch on today’s systems and technology that will require a significant investment, but it is a possibility that would not have been attainable even in the ‘90s. Is there an option for IFCs? Not engaging with the global trends and international initiatives is not an option. The blacklists of 2009 and the recent developments in Switzerland have clearly demonstrated the risks of being an outlier to those advocating a different path. Any country refusing to meet such global standards will certainly see actions to limit the capital flows through it, and capital flows are the lifeblood of an IFC’s financial services industry.

Because of this, reputation and public perception are key variables in the competitiveness of the IFCs, which in many cases have found themselves in a race toward being seen as first movers and more compliant than their peers.

The days of bankers sitting behind their desks waiting for the next customer to come in are over; now banks look for their customers – or at least the successful ones do. It should not be any different for IFCs. What can the IFCs do differently or better? While many IFCs have for many years been complying in a way that exceeds what many major centres have done, they have failed to successfully communicate this at many levels. Let’s look at the FATF (Financial Action Task Force) as a prime example. The FATF has issued 49 recommendations and has done a first peer review based on the laws and regulations and a second review with on-site visits. The results of the review surprise the majority of the media Cayman Finance speaks with. Cayman is one level below the top rating, along with countries like the UK, US, Germany and the Netherlands. More detailed reading of the report reveals Cayman is, in fact, ahead of the UK and US in the area of collection and availability of beneficial ownership information. While having your house in order in the form of legislation, regulation, transparency, infrastructure, competitive pricing, etc is necessary, it is clearly not sufficient. The days of bankers sitting behind their

desks waiting for the next customer to come in are over; now banks look for their customers – or at least the successful ones do. It should not be any different for IFCs. IFCs should enhance their lobbying and public relations in key centres like London, Washington and Brussels, in order to influence political, media and public perceptions. While IFCs compete with each other on a daily basis, it would be more efficient and beneficial for them to join efforts where possible, particularly when dealing with international initiatives that affect all of them and to which they are wrongly singled out over and over again. They should also join forces to sponsor quality academic studies and think tanks analysing the real role of IFCs, to be able to better respond to unfounded and biased publications that have been more successful in depicting a misleading picture. As an example, the vast majority of the public in the US still believes Caribbean IFCs offer secrecy in their accounts, while the reality is anybody in the Americas looking to hide the beneficial ownership of an account would be better off creating a company in Delaware. IFCs have failed to expose this and other hypocrisies; together they may stand a better chance of success. Increased transparency The recent initiatives to increase transparency, such as the automatic exchange of information, carry significant costs. However, there is no indication at this stage that these costs are significantly different for IFCs than for other countries. The increased costs are a barrier to entry for new IFCs, as the cost to sustain the required regulation and structure to commit to international standards is increasing. As such, these costs are likely to prevent the new jurisdictions trying to copy the IFC model, and they may prove too expensive to those newer IFCs that have not reached a minimum size. Appropriate transparency will not affect legitimate business but will be a key tool in>



public relations efforts. As the exchange of information initiatives are implemented and some IFCs continue to thrive, the opponents will have more difficulty in selling the Hollywood version of the Caribbean islands housing illegal fund flows, and more of those who have chosen to buy that picture will be persuaded to take the time to learn and acknowledge the reality. The future Leaving aside a catastrophic scenario that could change the capital system under which the world operates, wealth will continue to be accumulated by businesses and individuals around the world who will continue to have an increasing appetite to use that wealth as capital across borders. While we have seen countries embracing common monetary policies, sharing a currency and creating trading blocks, it is unlikely individual governments will relinquish their tax collection capabilities any time soon. Individuals and corporations will continue to attempt to maximise after tax returns; in fact, it is the duty of the management of a company

Leaving aside a catastrophic scenario that could change the capital system under which the world operates, wealth will continue to be accumulated by businesses and individuals around the world who will continue to have an increasing appetite to use that wealth as capital across borders

towards its shareholders legally to do so. Tax and regulatory competition is likely to continue with an enhanced number of tools utilised to curtail evasion and prevent abuse. IFCs will continue to see demand for their offering as long as they remain active participants of global standards in the areas of regulation, transparency and international cooperation. Increased costs generated by international initiatives will act as a higher barrier to entry and may affect the smallest ones. To survive, proper infrastructure and a scale that allows competitive pricing are necessary. Many of the overseas territories and Crown dependencies of the UK meet these criteria, making them potentially successful. Only those IFCs that remain agile, avoid the pitfalls of others, maintain a welcoming domestic environment for new businesses, ensure existing businesses have the ability to attract and retain the necessary talent to compete internationally, and do not over rely in this industry imposing uncompetitive fees/taxes and restrictions, will succeed. This article was first published by Cayman Compass earlier this year






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‘Roughly half of Guernsey’s population is female, so why are we women content for most of the decision making, which will affect our future, and that of our children, to be done by men?’

grumpy old (wo)man. Michelle Johansen is our

When it comes to getting women into the top jobs in business and government, Guernsey still has some way to go. However, until progress is made, Michelle Johansen, who launched the Women’s Development Forum (WDF), will refuse to let the issue slide. ‘Is it that we don’t value our own decision-making or think men will do it better than we will? I rather think not, but still, in 2014, the vast majority of the senior leadership positions in Guernsey businesses and in the States of Guernsey, where the heart of decision making lies, are occupied


by men, not women.’

businesses, little progress has been made in much of Europe.

After leaving a career that involved 27 years of management, a director’s role of 10 years and a board position at Credit Suisse Fund Administration, Michelle established WDF to help try to address the lack of women involved in the island’s decision-making processes. The WDF aims to create a friendly and welcoming environment for women, in which to network and support each other.

‘It’s not because the case for genderbalanced leadership hasn’t been proved. Countless research articles have shown that balanced leadership teams - those with a minimum of 30% of either gender - improves decision making, the bottom-line, reduces business failure and increases corporate social responsibility.’

Michelle said that despite the topic being covered extensively in the media, being on the agenda of most governments and

Michelle believes that due to Guernsey’s low levels of unemployment, the island’s geographical location and good childcare

G RU M PY OL D ( WO) MAN facilities, the Bailiwick is the perfect place to lead the way to having 30% female leadership. ‘I really do believe that we have huge untapped leadership potential within the women of Guernsey. Imagine what we could do better as an island if we were to release more of this potential. ‘It is well known that women generally bring a different value set to business – a collaborative approach, a sustainability agenda, they work hard and keep a low profile, they also tend to be more risk averse and detail conscious, which are qualities that often see them get stuck in middle management. My focus isn’t about fixing the women to make them more like men. I believe we need to look at changing society to better value what women are bringing to the table.’ Michelle said that with more women in the States we would have a more equal society, focussing on diversifying our economy and creating a sustainable future for the next generation of islanders. ‘I personally would like to see more new-build housing reserved for those who don’t work in the finance industry. I don’t see how else youngsters, like my daughter, who is working in the charity sector with disadvantaged children, will ever get on the property ladder.’ But Michelle is not anti-finance; she admits that she made a good living from the sector. Michelle’s view is that we need to get under the skin of the gender equality issue to a much greater depth if we are going to make significant progress in redressing the leadership imbalance in Guernsey. ‘At WDF, our policy is to be pro-women without being anti-men. I am definitely not blaming men for the current situation; men are no more responsible for the current inequalities than we are. ‘What we aim to do at WDF is create a friendly, fun and inclusive networking opportunity, where women help and support each other, combined with inspiring speakers. What I want to do is normalise that we are in this together, no-one has it nailed; we’re all just muddling through.’ She said that diversity in leadership is key.

‘I saw a survey recently, showing the difference in how women and men rate themselves with regard to confidence. Not surprisingly, fewer women had ticked the box which said they felt confident all the time. To my mind, thank goodness - who wants a leader who is confident they are right all the time? For me, the issue here is not necessarily about raising confidence but valuing doubt.’ Michelle said a huge influence on the lack of progress in this area comes from how we socialise our children.

I really do believe that we have huge untapped leadership potential within the women of Guernsey. Imagine what we could do better as an island if we were to release more of this potential ‘No matter how much we educate our children around gender equality in schools, if our culture places a woman behind almost every vacuum cleaner, our children will quickly pick up the pattern. Children are bombarded by gender stereotypes from all directions and this doesn’t seem to get any better. Google ‘girls toys’ and ‘boys toys’ and you’ll see what I mean. There is a big need for male role models to show boys it’s ok to be emotional, and for female role models to show it’s ok for girls to be leaders. But what example is society force feeding our children with pneumatically pumped Barbies, Grand Theft Auto and gangster rap music videos?’ Michelle said that there are examples of gender diversity and equality in society.

amazing adventures, while living on her own with her horse. She doesn’t wear pink and no one tells her off for being bossy. ‘Scandinavians are world leaders in terms of gender diversity and equality, but their working hours are not ridiculous, most families will sit down to eat dinner together at 6pm. ‘Scandinavian society is very different to our own. When a child is born the man and woman each take six months parental leave; child rearing is seen as joint responsibility by parents, employers and the culture. You regularly see groups of guys meeting for coffee pushing buggies. ‘And that is the biggest reason why many women limit their ambition to lead here we just can’t do it all. How can a woman sit on the board, have a family and still be doing most of the housework? In my view we need to get modern technology and flexible working to work for us rather than against us. ‘BlackBerries and iPads should allow us to fit work and life together better, but somehow work over here has totally got out of its box, with people expecting others to answer emails at all hours, including weekends. ‘We need to have the strength to draw our boundaries so we can focus on our non-work lives too. To my mind, true flexible working and job sharing can only become the norm if role modelled by senior men in our organisations.’ Michelle believes we also need to sit down with our prospective life partners and draw up an agreement as to how to share the responsibilities of life, before the children arrive. ‘I would like to see all families sitting down to eat together at 6pm, where both parents have rewarding, well-paid careers, the chores have been shared equally and the telephones and TVs switched off. Impossible you might say – well the truth of that makes me sad actually, not grumpy.’

‘Norway leads the world in terms of female board representation and my hunch is it’s all down to Pippi Longstocking. She is such a strong female role model that all Scandinavians grow up with a nine-year-old girl, with super human strength, who has



A new approach to business continuity Tom Bale of Logicalis explores new and cost-effective approaches to business continuity and disaster recovery planning Fundamental to the well being of any organisation is its ability to continue operating in the face of unforeseen or difficult circumstances. Organisations must ensure that key business functions are available to those that need them, even when the business is disrupted. Business continuity and disaster recovery planning (BCP) enables organisations to continue operating under adverse conditions which severely impact operations or premises. Planning, prevention, testing and preparation for such circumstances are essential and start with the identification of potential internal and external risks and threats to critical business activities. Understanding the potential impacts of various failure and disaster scenarios, and the risks that could result in them is the first major step to ensuring the plan meets the real needs of the organisation. Testing is an essential element of planning because business continuity (BC) is not something implemented at the time of a disaster. When your business is in trauma, the more detailed, thorough and regularly tested your business continuity plan, the better. Importantly, planning and testing are not one-off actions but a continuous programme of developing standards, supporting policies, guidelines and procedures which ensure a company can continue with minimal stoppage, irrespective of the adverse circumstances or events. Recently, we’ve seen economic circumstances lead businesses to review costs, including those for labour and IT. This has had an impact on the provision of BC because traditionally, plans carried high costs requiring dedicated work space recovery (WSR) suites for 20-25% of staff and a second


server estate hosted offsite solely for business recovery purposes. Clearly, compliance dictates that BC is a continuing requirement, which should be even more robust in uncertain times. Improvements in technology such as server virtualisation and thin client provisioning have reduced the costs of purchasing, hosting and running IT, making it more cost efficient. At the same time, remote access to applications from outside the office has enabled greater flexibility in the provisioning of WSR seats. With the near universal roll-out of faster, more reliable broadband into the home, some businesses have begun to explore the option of dispensing with WSR entirely and having all staff access their IT systems remotely from homes, hotels or other temporary workspaces. Using the facilities of home networks, hotel suites or internet cafés is enticing. On the surface, it will save you money but when called into action, less formal workspaces may not function in the way required, therefore neutralising the value of those savings made. The cost to the business can be more than fiscal if it doesn’t function during this critical period and may even prove fatal. This less formal approach to WSR has pitfalls which have been encountered by some early adopters. Regardless of your line of business, there is still a need for a crisis team (5-10% of the total staff ) who will have to operate from the same location. A staff member’s home is unlikely to be suitable. Using a home often means testing is not thorough, not done regularly, repeatedly or

at worst, not done at all. The broadband and router may not be sufficient, power is not protected, and there is an increased risk of data leakage amongst many other security issues and concerns. Moreover, staff members change, their houses change, and they often have others (e.g. inquisitive and difficult to control children) using their home PC, networks and connections. This is not to say that home resources cannot be tapped into but there are limitations and when used, they must be well managed. These concerns, together with the demands on businesses, their wish to save money and best utilise all available resources, have led Logicalis to develop a new approach to the provisioning of BC services and in particular WSR. Working closely with the client, we create a tailored hybrid service that combines a number of essential BCP elements: • A crisis centre for key staff with additional areas available on demand, if required • A joined up communications infrastructure. • A tested and secure home worker model with secure access to business systems, telephony and the crisis centre • Failover ‘physical’ or ‘virtual’ systems infrastructure – with applications and hosted data. • Secure and controlled remote access solutions that enable access anytime, anywhere and on any web enabled device The hybrid approach is the future of BC and in particular the provision of WSR. It can yield cost benefits but still ensuresthat key business functions are available to customers, suppliers, regulators, and otherentities and that they are delivered in a well-tested, secure and controlled configuration. |

Manage the risk with effective business continuity from Logicalis. Whether it be fire, power failure, software error or some other cause, these unexpected events can cause havoc with your business. Outages will ultimately happen and they can be very damaging, or even fatal to your business. Consequently, for those critical IT services necessary for your business to function, steps must be taken in advance to ensure availability of these services, no matter what the cause or duration of the disruption. Business continuity and disaster recovery planning enable organisations like yours, to continue operating under adverse conditions which severely impact operations or premises. Logicalis has developed a new hybrid approach to the provisioning of Business Continuity services and in particular Work Space Recovery. Working closely with you, we are able to create a hybrid service that combines a number of

Get your business back to work at the earliest opportunity Benefit from: The use of a proven methodology Rapid identification of key issues Compliance with regulatory requirements Improved corporate governance

essential Business Recovery elements tailored to your needs and which can

Improved customer confidence

yield cost benefits whilst still ensuring that key business functions are available

Mitigate business risks and financial exposures

to your customers, suppliers and regulators with no loss of continuity.

For more information on how Logicalis could solve your business continuity requirements, please call our experts in Jersey on 288088 or Guernsey on 737000 for a free no obligation and confidential discussion.

Preserve brand value and company reputation Reduced insurance premiums and better access to finance

Guernsey +44 (0) 1481 737 000 | Email | Jersey +44 (0) 1534 288 088 | Email

‘Being consultants to the finance industry means our staff frequently work remotely from clients’ offices.

Using Office Anywhere through NGIT’s system enables them to have full access at their fingertips and work as if sitting at their own desks. This allows us to maintain high levels of productivity and efficiently support our clients.’ GRAHAM BASHAM DEPUTY GROUP MANAGING DIRECTOR, ACTIVE GROUP

Next Generation IT strives to exceed expectations by combining old-fashioned customer care with up to the minute IT solutions. We are committed to provide a dynamic and professional service backed by a wealth of experience. It’s our commitment to our customers that makes us who we are. For more testimonials and information go to

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What is driving your IT digital strategy? Jason Connolly at Next Generation IT looks at the evolving role of the in-house IT department I recently attended two similar seminars run by the GTA University Centre and the Guernsey branch of the IoD promoting the need for increased focus on IT in the boardroom, and the need to incorporate technology into strategic planning. The arguments made were that businesses are becoming increasingly digital and technology trends such as cloud computing, social media, big data and mobility are giving rise to new capabilities. There is no avoiding the fact that technology has become integral to the operation of every organisation, and businesses are critically dependent on a reliable and stable IT infrastructure. But more that, failing to adapt to the emerging digital agenda can have a severe impact on a business’ future competitiveness. They argued that technology is too critical to the organisation to leave to the IT function alone; it is now a matter for the boardroom. Promoting technology awareness in the boardroom The admirable aim of these two seminars was to promote awareness of technology within the boardroom, so that IT strategy can be ‘baked into’ the group strategy. Technology can then be more aligned with company direction and support the business aims, so that people, processes and technology can all work together towards the same goals. In my experience, local businesses has a very good appreciation of IT at board level, and are quite prepared to engage with businesses such as ours to incorporate technology into their group strategy, embracing new technologies such as cloud computing and mobility to improve their current business performance and also to take advantage of new opportunities. Agile businesses are open to change. There was acceptance at the seminars that smaller businesses are more flexible and accepting of change, which could be

why we see a faster acceptance of new technology with local businesses. This enables a shift from having to focus on day-to-day operational issues onto more value adding areas, such as client focus, new business applications and future business opportunities. This change in focus is accompanied by an evolution in roles for in-house technical staff, from IT ‘plumbers’ to business analysts. In today’s competitive marketplace, this shift from larger traditional businesses to new agile businesses is critical to maintaining our collective place on the international stage. In this new world order, the use of technology is driven by the business’ needs, not the technical constraints of the IT team. The traditional role of the IT manager is changing from command and control to empowerment, monitoring and enablement. IT direction must be forward looking and not reactive, and be driven by a top down approach rather than by the technical staff. But this doesn’t mean that we should allow technology to be the new wild west; there still needs to be checks and balances, monitoring and controls. IT is critical to businesses and so the benefit of getting technology right is typically quite large and the impact of bad decisions is equally damaging. For instance, the risk of cyber-attacks is a growing concern for businesses. It is an area that can impact on operations and is equally critical to the business’ reputation. Data protection and security are the responsibility of both IT and business departments. It’s as much to do with the human element as the technical aspects. For instance, educating staff how to spot and report security risks (e.g. phishing emails), keeping up-to-date procedures and ensuring regular maintenance, monitoring and auditing of systems are all critical to maintain security. Increased ‘business-side’ involvement A comment made by an audience member at the IoD seminar sums this point

up nicely. In the course of their job, IT staff are expected to know a lot about all other departments, but business staff tend to refer all technical matters to IT. All executives must work hard to address critical gaps in IT knowledge across the business, not just in the IT department. Address talent from the top As IT continues to develop as an important strategic tool, the required skills are harder to find and retain. Companies need to work hard to attract the right talent across the organisation, but especially in the boardroom, with a mix of technical, business and organisational skills. The IT team should then become more integrated into the business, enabling organisations to better harness technology to achieve the aims of the business. Balance competing demands Steadily rising expectations for IT, combined with competing demands for management time are increasing pressure on business leaders. To alleviate these competing demands, organisations should change their approach to IT projects to make iterative changes and continuous improvements to spread the burden. Forward looking businesses are using outsourcing and cloud services to ensure that day-to-day basics are taken care of, freeing up their organisation’s staff to drive the business forward. Boards are beginning to take a strategic view of how technology trends are shaping their company’s future. They are treading the fine line between delivering and shaping strategy. They appreciate that technology has two roles, keeping the business going and driving the business forward. Deeper board involvement is serving as a mechanism to cut through company politics and align IT and group strategy. Technology will then better support the business’ aims, so that people, processes and technology can all work together towards the same goals.



The value of project management Philip Smith of CBO Projects, looks at the value of project management in organisations today.

Organisations are looking for a way to achieve and maintain advantage in today’s highly competitive and sometimes volatile global economy. I believe that a significant element of this advantage can be achieved by turning to project management in order to deliver improvements and benefits consistently and effectively.

enables organisations to predict and mitigate risks, improve budget management and deliver quality results that meet the needs of the stakeholders. I often see common challenges across organisations, which I refer to as the ‘change gap’ between success and failure. Some of the major challenges when implementing projects are:

With recent reports delivering statistics such as only 41% of business projects were successful in meeting objectives (IBM 2010); 75% of all IT projects fail (Gartner 2012); and 44% of projects were challenged (The Chaos Report 2009), questions might be raised regarding whether it is even worthwhile looking to implement projects and change within organisations. However, it is not all doom and gloom. Successful and effective project management can deliver real business benefit and competitive advantage.

• Mindsets and attitudes • Corporate culture • Understated project complexity • Shortage of resources • Lack of commitment of executives and management • Lack of effective project framework • Unclear objectives • Poor communication • Inadequate soft-skills of project manager

In today’s dynamic work environment there are multiple enablers and accelerators of change. Whether it is technology, regulation, the impact of globalisation or a challenging economic climate, businesses are required to re-frame their view of ‘normal’. I believe that improvement, evolution and renewal is the new normal for organisations. For companies to prosper, thrive and lead they will need to break away from expecting day-to-day operations to fall continuously into a static and predictable pattern that may include short periods of change. We now live and work in a world of continuous change. Embracing the ‘new norm’ will move businesses from merely responding and reacting to industry trends, to shaping them. Delivering projects on time, on budget and to the required level of quality is, for most organisations, a minimum requirement and is now critical to long-term success across many industries. Following a structured project management method 44

The value of project management within organisations is now being realised across industries. Recent McKinsey research found that nearly 60% of senior executives said building a strong project management discipline is a top-three priority for their companies as they look to the future; an Economist Intelligence report showed that 80% of global executives believed having project management as a core competency helped them remain competitive during the recession. Organisations are realising that adopting a project management approach, that fits well within their culture, alongside the right capabilities is a great foundation for supporting and enabling the overall strategy. One example of this type of holistic approach to project management is IBM. In 1996 a variety of factors were impacting IBM’s bottom line - global competition, changing workforce competency and rapid changes in client technology expectations. This drove IBM to re-think its structure and management approach, and to identify the practice of

project management as key to delivering complex business solutions reliably to its global clients. IBM focused on five key areas: • One consistent project management delivery approach • Improved project management capabilities • Project managers and executives being accountable for project and business success through the use of consistent project performance measurements and metrics • Development of a committed, vibrant and collaborative project management community • Reuse of project management knowledge, experiences and best practices Whether operating in a tough economic climate or an environment where innovation is key, effective project management can deliver significant value. It can: • Support and enable the business strategy • Reduce the number of failed projects • Assist the decision-making process on which projects to undertake and which to avoid • Deliver projects against or under budget • Improve productivity and capacity • Deliver projects on or ahead of schedule • Deliver measurable results and benefits • Increase cost savings • Improve benefits realisation • Improve risk management • Improve capabilities within the organisation The CBO Projects team has over 40 years of combined experience in implementing successful projects and programmes within organisations and we would be happy to meet for a coffee to discuss the value of project management within your organisation.

Project Management We like to start with a needn’t be complicated. simple cup of coffee.

CBO Projects is Guernsey’s leading Project Management specialists. We partner with our clients to deliver effective change within their business which includes: • Understanding the needs of the business and stakeholders • Planning what needs to be done, by when, by whom, and to what level of quality and cost • Building and motivating the project team • Coordinating the work within the project team • Monitoring the work being delivered • Managing any changes to the plan • Delivering successful results and business benefits

If you’d like to find out more about how we can help your organisation, let’s meet for coffee and talk about it. Contact us today at


Enabling Business Transformation


Mergers, acquisitions and clouds Nick Arnold of Calligo explains how cloud technology can play a key role in the merger of two businesses

We continue to see a number of mergers and acquisitions (M&As) that bring with them the headache of integrating people, facilities and technology. Technology is a key enabler for the business to achieve its M&A objectives and, by leveraging cloud technologies, you can run a speedy and effective integration programme. Cloud is also relevant in the pre-deal due diligence phase with solutions such as virtual data rooms allowing you to facilitate the transaction, applying confidentiality, security and controlled easy access to the M&A artefacts. The long-tem strategic plan will deal with the final end game – the consolidation of duplicate services, merging teams and moving onto a single IT platform. Depending on size, this can be a 12 to 18 month effort. Then there is the tactical plan. This will deal with the immediate task of enabling the two businesses to collaborate and support the integration project. It will also include detailed inventory of the IT in use and map out how the two organisations will be connected (ensuring security and confidentiality is constantly maintained). Obviously the quicker the combined businesses can work as one, the quicker synergies will occur and the M&A objectives be met. The tactical stream will help to make this happen as soon as possible. Clearly, security is a prime concern. If security vulnerabilities exist in the acquired network, they pose a threat to your environment once you connect them, so you must ensure that proper assessments take place to identify any weak links, and plug them. Regardless of how well managed the acquired company’s IT platform is, it should still be considered as an


‘untrusted’ network, only becoming trusted once you’ve formally gone through the risk assessments. Virtual desktop solutions (such as Calligo CloudDesk) can be quickly and easily deployed into the newly acquired company on day one. This allows them to use the same computers and the same network that they have in place, but by having a piece of software installed, they can open a window that is effectively a desktop within a desktop.

The end game becomes a single IT platform, with no duplication, available to all users, in all locations. This provides access to applications and tools and allows collaboration enabling the businesses to be productive and to commence working together. In parallel, as part of your strategic plan, you’ll be able to migrate the acquired company data, applications (if they are to be retained), and move to a single platform used across the new organisation. By using the tactical approach it allows the quick wins and provides more time for the application migrations and consolidation to take place. The end game becomes a single IT platform, with no duplication, available to all users, in all locations. Even if both organisations are not on a cloud platform, it can still help the combined business to be agile and effectively transforms them into the single business that meets the M&A target operating model.

You would leverage the cloud service provider’s expertise to review what needs to be migrated, what it needs to run in the cloud (performance), and to work with you to meet the final goal that you’ve set. They are performing migrations from ‘untrusted’ traditional IT platforms into their cloud platform multiple times a week, they have the processes and tools to be able to mitigate any perceived risks or security issues, thus enabling a quick, professional and secure migration. The cloud service provider will perform the routine migration steps, which includes the process to fix vulnerabilities on the fly as the migration comes into the cloud platform. There are no throw away costs since, with this approach, it is all about migrating to the end game. Nothing is wasted. For companies whose business strategy is to grow through acquisition it makes sense to migrate into the cloud platform soonest, as they then have all the benefits, easily supplying their ‘standard’ IT platform to any location, instantly having the ability for all employees to access systems and information without having to overhaul the infrastructure. They can then perform the migration of the new company straight into the cloud; it literally becomes a ‘cookie cutter’ exercise, and mostly routine. An M&A can be a complex process with impact felt by all departments in both the acquired and acquiring business. It can create big headaches for the integration team and IT department. Cloud will help realise cost savings, see the total cost of ownership diminish and enable you to repeat the process many times!


Lloyds Bank helps raise awareness of bowel cancer

Deutsche Bank donates ÂŁ5,000 to Young People of Guernsey for The Hub

Rossborough staff supports GSPCA’s seal unit

Investec supports mental health charity

Chartered Institute of Securities and Investment donates books on financial literacy to secondary students



Producing a fundraising film that gets results The phrase ‘speculate to accumulate’ is never going to be music to a charitable oganisation’s ears. However, results or ‘return on investment’ that can be measured and reported to stakeholders – supporters and beneficiaries – will make the spending of hard-raised funds a much less bitter pill to swallow. It is right that all charities put their cause above all else, that whoever stands to benefit directly from any charitable endeavours is able to maximise their reward from often limited available resources. That said, the more charities that are set up and run in accordance with sound business principles, the more realisation there will be that garnering greater support will inevitably require some of that resource to be spent on advertising and promotion. One of the most cost-effective and successful marketing tools in any charity’s toolbox should be a carefully created film, or series of short films, that serves the organisation’s purposes. Take heed, however, there’s a lot at stake if you’re a charity investing in video to help raise money for a cause. So how do you make sure you’re going to get a film that gets results? One of the most important things is to ensure any fundraising film does the job. Films should be compelling to watch, so make sure you engage with good storytellers.

A charity’s film could be designed for a specific purpose of raising a targeted sum of money at a particular fundraising evening. Or you might consider video for the long term to tell more of a back story behind the charity and its people.

One of the most cost-effective and successful marketing tools in any charity’s toolbox should be a carefully created film, or series of short films that serves the organisation’s purposes

Like all communications strategies it’s important to be clear about the key

We’re the professionals behind the camera.

messages. If your film is aimed at fundraising then you want to get viewers to open their wallets, but how much do you need to educate your audience? What else do you need to let them know about? What facts do supporters need to be made aware of for any specific appeal? You should have clear answers to these questions and include them within a brief when commissioning your filmmaker. The power of film allows you to be emotive and engaging so make sure you get the right balance between message and meaning. Whether your objective is to raise funds or awareness or both, be aware that too many messages will turn viewers off. Making a film like this means a special kind of collaboration between client and producer, just like any commissioned video communication. In this scenario the relationship needs to be extra special. You need to find passionate, creative people who are onboard with your aims and ambitions from the word go. Remember, emotional engagement doesn’t always mean squeezing tears out of people. Audiences are moved by many emotions: excitement, fear, humour or just a general interest. Hook them into a strong story and you’ll keep them watching until the end and inspire them to dig deep. Every charity has a story, what better way than video to tell it?

Now you can be the professional in front of it. Video content is one of the most powerful and engaging tools you can use to sell your company.

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Find out how we can easily provide online content for your business website and social media channels. To find out more email


Back to school for staff at Indulge As part of the UK initiative ‘Code Club’, three staff members from Indulge Media have gone back to the classroom to teach students at Amherst School basic computer coding skills. The children are between nine and 11 years and take part on a voluntary basis, attending a weekly hour-long after-school class. The lessons are given free of charge and aim to leverage the knowledge and experience of volunteers and give children the chance to learn computer programming skills not taught on the general curriculum. Indulge director, Russell Isabelle believes that there is a serious vacuum of training in this area. ‘When we are looking to recruit web developers, there is a very small pool of talent to draw on. The standard ICT curriculum focuses on computer use rather than encompassing any design or creative element. It’s absolutely key for children to develop an interest and ability in this area at a young age so that they have the right skills in the job market place when they leave school.’

children were having fun, I settled down and started to enjoy the experience.’ Jon agreed. ‘It’s really rewarding to see children respond positively. It is a really worthwhile initiative to be involved with.’

The response we have had from students has been incredibly positive and it’s great to see them engaging with a new skill outside of the standard curriculum

Amherst head teacher Tracey Moore is extremely positive about the programme. ‘The response we have had from students has been incredibly positive and it’s great to see them engaging with a new skill outside of the standard curriculum. The Indulge team has been brilliant at engaging with the children and we hope that we will be able to offer more students the same opportunity in years to come.’ For Indulge, the Code Club has become the major part of the company’s CSR activity. ‘We even ask potential employees at interview, how they would feel about taking part,’ said Russell. ‘I would certainly encourage any other agency to get involved; it’s a great initiative and hugely rewarding.’

Jon Burgess and Luke Oliver, both developers at Indulge have undertaken most of the teaching. They admitted to being a bit wary at first. ‘I was quite nervous facing a class of children,’ said Luke. ‘But once we got into it and the

students progress through different levels and learn more whilst at the same time using their imaginations and making creative projects. The projects teach them how to programme by showing them how to make computer games, animations and websites. There are currently over 2,000 Code Clubs operating in the UK and the Amherst Code Club is the first in the Channel Islands.

And one Amherst student summed up why he wanted to attend. Lesson plans and project materials are provided by Code Club. Each term, the

‘I think coming to Code Club will help me become an astronaut.’ 49


David Rolland, Investec Wealth & Investment Edinburgh-born David has joined the recently opened Investec Wealth & Investment. Moving from Investec’s UK operation, David will be responsible for the management of private individual and trust company investment portfolios, specialising in global direct equities. His experience adds the ability to provide a more traditional portfolio service for local and overseas high net worth clients and trustees. Director, Shaun Lacey, said David is a real asset to the local team. ‘David has invaluable experience in research and portfolio management and will make a perfect fit within the local office. We are delighted that he has chosen to develop his career in Guernsey.’

Paul Wright, International Energy Group

Ewan Mackay, AO Hall

Paul is IEG’s new finance director. Moving to Guernsey from New Zealand in 1997, Paul spent two years with IEG before moving to roles in the finance and the commercial sectors.

AO Hall has expanded its fiduciary team with the appointment of associate Ewan Mackay. Originally from Scotland, Ewan moved to Guernsey to work in St James’ Chambers and has held in-house legal counsel positions as well as working at another legal firm.

He will now be responsible for the finances of Guernsey, Jersey and Manx Gas and will be involved in the continuing integration of the three entities. Paul is delighted to return to IEG: ‘It’s a really exciting time to be joining and a challenge to manage the finances of such a diverse organisation. From supplying natural gas, butane and propane, cylinders for BBQs, to the sale of electrical goods, it provides something different every day.’

Ewan has a law degree from the University of Glasgow and is a Scottish solicitor as well as a solicitor of the Supreme Court of England and Wales. He is looking forward to his new challenge. ‘Fiduciary is a difficult and challenging area of law and I am looking forward to developing my knowledge and skills within the fiduciary department as well as providing support to the corporate team.’

Claire Cole has joined Two Degrees North as account manager

Luke Harding, Legis Tax Services

Martin Fallaize, Rossborough

Claire started her working life in Guernsey for Specsavers as production assistant for the in-house video production unit. She then moved to London to further her career in television production and worked for a range of independent producers.

Luke Harding has been appointed tax manager for Legis Tax Services

Martin Fallaize is Rossborough’s latest addition to its team.

Luke previously worked for EY and Deloitte Guernsey, where he was responsible for a varied portfolio of local and offshore high net worth individuals and trusts.

Martin has 18 years in the insurance sector having worked in the roles of loss adjuster, in-house claims inspector and damage management contractor. For eight years he ran his own companies, Threesixty Limited and Channel Islands Damage Management Limited.

Also with experience in digital media and event management, Claire is excited about joining the company: ‘Having been a full time mum for the past four years I am looking forward to getting back into the industry and to contributing to the continuing growth and success of Two Degrees North.’

A qualified chartered tax advisor and a member of the Association of Tax Technicians Luke specialises in advising on the UK tax implications faced by offshore trustees and their UK beneficiaries. Simon Graham, managing director said: ‘Luke’s technical ability and trust background will be a valuable resource in the face of increasingly complex UK and international tax legislation.’

INSURANCE MANAGER (permanent) Applicants should have at least 5 years’ insurance experience, preferably in captives, to manage the day-to-day administration of a portfolio of clients, develop staff, translate business strategies into operational plans etc.

Ian Stewart, managing director welcomed Martin to the team: ‘Martin has broad experience of the insurance market and a high level of risk awareness. He is also committed to providing the best possible service to clients. I am sure that with his background and his drive he will fit right in with our team.’

FUND ACCOUNTANT (permanent) This role is to manage the financial reporting process for the fund of hedge funds, private equity and real estate investment vehicles of an international bank. ACCA or equivalent qualification required.

For further information on these positions please visit www.


Paul Woodland, Sovereign Trust

Kim Pavia, AO Hall

Richard Sharp, Bedell Cristin

Sovereign Trust has appointed Paul Woodland as business development manager.

AO Hall has promoted corporate lawyer Kim Paiva to the role of senior associate.

Bedell Cristin’s senior associate Richard Sharp has been called to the Guernsey Bar.

Paul has worked in the financial services sector for 25 years. He previously spent three years as head of local markets for Barclays Wealth and also worked as an area manager at RBS Private Banking.

Miss Paiva, who was admitted as an attorney of the High Court of South Africa in 2006, joined AO Hall in 2010, She specialises in all aspects of corporate law, including investment funds.

In his new role he will promote Sovereign’s group fiduciary services and will also be responsible for building relationships with professional introducers across the Channel Islands, the UK, and elsewhere in the world.

Group partner Sam Shires said Kim’s promotion recognised the contribution she had made to the firm’s growth:

Richard has over 11 years’ experience in corporate law, both in the UK and offshore. He moved to Guernsey in 2007 and joined Bedell in 2012. Richard specialises in listings work, and has considerable expertise acting on a range of other offshore transactions including funds and in providing financial services regulatory advice.

Paul said: ‘I am particularly relishing promoting the top class services that we provide to the rest of the Sovereign Group across the world.’

Michael Byrne, CICRA Michael has taken over as interim chief executive of CICRA until a permanent appointment is made later this year. Michael has extensive experience applying regulation and competition law in the broadcasting, telecommunications, postal and energy sectors. He will be overseeing the delivery of CICRA’s 2014 work programme of CI regulatory and competition law activities on both islands. Chairman Mark Boleat said: ‘Michael is ideally qualified to take on this role. Since he joined the Office of Utility Regulation, he has built on his significant experience in regulation and competition policy, developing a thorough understanding of the special characteristics of the CI economies’.

Managing partner, Mark Helyar said:

‘The skills and knowledge that Kim has provided have been invaluable. She has a natural ability to put clients at ease and has been heavily involved with some of the corporate team’s most challenging work.’

‘I congratulate Richard on his success. His admission adds further to the high standards of legal expertise available in Guernsey which is positive for the finance industry and the island as a whole.’

Amanda Mochrie, Diana Collas, Luke Olivier and Prabha Sasidharan, Ogier Legal Ogier Legal has announced the promotion of four of its senior lawyers. Amanda becomes managing associate and Diana, Luke and Prabha are now senior associates.

Diana (right) focuses on corporate work. She has a wide experience of a range of corporate and commercial matters, in particular legal opinions, migrations, amalgamations, and investment fund structures. Luke (left) has experience in corporate and commercial litigation and has acted in relation to matters involving derivatives trading, investment funds, security interests and Guernsey trusts, insolvency litigation and restructuring.

Progression to the roles of managing associate and senior associate is recognition of achieving specific proficiencies, expertise and all round abilities, such as leadership, technical knowledge, commercial understanding and demonstrating Prabha advises on a broad range of commitment to the growth and development of multi-jurisdictional restructuring transactions, the firm. bank financings, mergers and acquisitions, private equity fundraisings, investment funds and listings. Amanda (centre) is an experienced offshore litigator. Her practice includes contentious Partner Marcus Leese said: trusts, fund litigation, high value multi jurisdictional disputes and she also has ‘Amanda, Diana, Luke and Prabha have all worked considerable reinsurance expertise. exceptionally well for the benefit of our clients and we are delighted to see them promoted.’

COMPLIANCE & RISK REVIEW We have a variety of compliance and risk review roles, both temporary and permanent, for individuals with previous trust, fund, banking or investment experience, and preferably a professional compliance qualification.

TEMPORARY STAFF Our temporary division is on the lookout for individuals with banking operations and accountancy experience and qualifications for a host of temporary and contract positions in the finance sector., email or call us on 710639


Creating a culture of quality Susie Andrade, of CISA considers how businesses can develop culture to deliver competitive advantage

Increasing competition from within and outside the islands has forced many organisations to re-assess their strategies and more importantly, how they execute them. In almost all industry sectors, quality of one sort or another has become the focal point of boardroom discussion, which has sharpened thinking around alternative ways of gaining competitive advantage. With key performance indicators (KPIs) being set around ‘quality’ and ‘customer centric policies and procedures’, organisations and their leaders are waking up to the fact that to differentiate, a shift in organisational culture is often required. Interestingly, this is a phenomenon appropriate for the private, public and third sector equally. Quality of service delivery or product is a crucial ingredient of success. CISA has engaged with many clients across the Channel Islands suffering the symptoms of low morale, poor work ethic, a lack of care, high error rate and other performance issues. Changing organisational culture, which in the words of Handy can be described as ‘…the way we do things around here…’, can have a hugely positive impact on the bottom line through, for example, improved client retention, value per transaction, reduced wastage and stakeholder reputation perception, to name but a few. Food for thought… A sensible starting point is to re-appraise some of the fundamentals of the organisation. Human capital and reputation for example, are the essence of an organisation molded together by its culture. Re-appraising the skills and competencies of the workforce as a snap shot of where you are today, in comparison with where your strategy aspires your organisation to be in three years’ time, is an invaluable exercise.


This can then allow for gaps to be filled pragmatically over time to ensure strength in operation and delivery. A comprehensive reputation audit can also prove useful. How does the world see your business? Is that accurate? Who are you benchmarking yourselves against? Once the combined answers to such questions have been addressed, organisations can then begin to understand where and how they need to influence changes in organisational culture to allow for enhanced performance.

CISA has engaged with many clients across the Channel Islands suffering the symptoms of low morale, poor work ethic, a lack of care, high error rate and other performance issues Technology - ally or enemy? Technological advancements have enabled customers to seek alternatives in a time, and cost, effective manner. Organisations have to work harder to ensure the customer experience is flawlessly professional and entirely satisfactory in every sense. Where this is not achieved, clients can air their frustration using social media, or provide negative feedback to other potential B2B customers, something that can damage your organisation’s reputation significantly. Developing a quality culture can prevent many of these risks occurring in the first instance.

Doing more with less – risk alert! The bar is rising every year and to make things even more challenging many organisations are being tasked with doing more with less (resources). Headcount freezes, full capacity workforces and increasing levels of stress-related sick leave adds a ‘people risk’ element to the equation, which traditionally may not have featured. After all, the biggest threat to an organisation is that its staff has legs! This has resulted in an increase in organisations trying to adopt a greater performance measurement approach to establish a factual understanding of the current situation. This allows for constructive action to be taken to realise future strategic aims and objectives, whilst taking opportunities to influence cultural changes along the journey. How does it work? Starting at foundation level, an organisation should identify what it would like its culture to be? This should be a collaborative effort guided by a third party to reap the full fruits of the exercise. CISA provides full support to organisations through cultural audits and provides assistance when implementing recommendations. Many clients have focused of late on implementing a quality focus on all they do through enhanced leadership capability, introducing a stronger emphasis on employee ownership and empowerment and increasing peer involvement. It is important to note that each organisation is different and will have different requirements at different times. Here to help. CISA has operated across the Channel Islands advising an array of clients in all sectors on how to create a culture built around quality that reflects the organisation; its core values and mission. This is often coupled with strategic human resource planning support and execution.

Realise the potential of your people

For further information on how the Channel Islands Skills Academy can assist your organisation, please contact Susie Andrade E: T: 01481 244904


Launching your own business is an act of faith at any time but especially challenging in the wake of a recession. Seizing the moment over five years ago, Black Vanilla founder Jade Isabelle has never looked back Black Vanilla (BV) enjoys its somewhat unconventional branding with a subtle approach to its own promotion attracting plenty of new business. ‘I didn’t want to be all singing and shouting, that is not my style - well maybe the singing! - the agency reflects my meticulous nature, there is nothing I love more than a huge spreadsheet. It’s a relaxed and enjoyable space to work, the team around me only add to these values and I believe our approach has reaped rewards in attracting new business,’ she explained. Word of mouth has developed BV’s strong stable of corporate clients, but Jade is keen to further people’s understanding of the agency’s skills. ‘I am still meeting people who recognise the brand but don’t know what BV does. Basically, it’s a media communications agency - the thought and administrative process of putting creative ideas into action - rather than a traditional advertising or marketing agency. I use my experience to place advertising and to administer coherent campaign strategies. It’s a natural fit for me dealing with and making sense of large volumes of data and just as satisfying to be helping local businesses to buy space in national publications, such as the Sunday Times, at rates that we have obtained because of our relationships and combined buying power. I like the fact that we are effective right across the board.’ This personal approach is reflected in Black Vanilla’s premises at 7&8 The Grange – which Jade explains people still refer to as ‘the old

music shop’. ‘I wanted to reflect this history in the vintage styling, incorporating a working gramophone which has been used several times at different events. The office has taken a lot of redesign and fitting out. We have a great landlord who has let us create the space we wanted and people seem to love the result. There is no ‘corporate’ feel to it. It’s just a pleasant space with people dropping in for coffee and a chat. The team works around one communal desk, promoting communication, productivity and a family feel to everyday working. It feels like an extension of home, which is so important to me given the time that running your own business consumes.’ ‘We’ve established an extended family of talented creative, media and communications professionals which we draw upon when required. BV clients can benefit from their skills as part of the umbrella service we offer, whether that be photography, web design or artwork.’ The agency’s expansion into PR, events, and consultancy was initially in response to demand. ‘I had national publications offering us free editorial based on bought space and had to turn it down because we didn’t have anyone in house to make use of that. We are regularly being asked by our existing clients to provide event management, copywriting and marketing placement strategy, so expansion was a natural progression.’

Vanilla Events after nearly 10 years with the Long Port Group. ‘Her event expertise includes fundraising balls, with grand charity auctions and high-profile entertainment, corporate dinners, seminars and a broad range of charitable initiatives and fundraising receptions,’ said Jade. ‘She has fantastic creative flair and a meticulous organisational approach making her a perfect addition to the team’. BV events has just finished working on the successful, TEDxStPeterPort, held at St James and is currently working on this year’s YBG Annual Summer Ball, the 2014 Guernsey Literary Festival and a series of events being launched for the Dandelion Project amongst others. Being a YBG member and standing on the council has presented a fantastic opportunity for Jade to build relationships with members of the young business community. ‘Being a council member is extremely rewarding – it’s great to be involved in YBG events, seeing business relationships grow and knowing that you have helped a little to make that happen.’ Jade has plans for continued expansion of the agency in response to ongoing and diverse demand for its unique brand of service delivery. ‘It’s an exciting time and I’m wondering if the next five years are going to fly past as quickly.’

This progression led to Suzy Hilton joining the company in January heading up Black

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Just another day at the office? Herm has often been described as the ‘Guernseyman’s playground’ and it’s certainly one of our favourite spots for a day trip, a night stop in the White House for a special occasion, a short stay in one of the holiday cottages or even to indulge in one of the gourmet weekends or wine tastings the island puts on so well. But the corporate market?

Maybe not such an obvious business development target but, perhaps surprisingly, this is a sector which is showing real growth for Herm and one which the island is keen to develop further. Contact spoke to Jonathan Watson, Herm’s commercial director, to find out what’s on offer and how he sees the island’s business market developing in the future. ‘We have seen a gradual increase in businesses using Herm for a number of purposes. We have a small boardroom in the White House that seats 10 people comfortably and then another that accommodates up to 20. These are both ideal for board meetings, away days or small training groups.’ Jonathan is quite clear as to why companies would select Herm over a Guernsey-based


location staying in their own premises for some of these gatherings. ‘Herm is only a 20 minute boat trip but it feels a million miles away. Groups are guaranteed peace and quiet; they are out of the office environment and frankly could be anywhere in the world, without the cost of travelling further afield but with all the benefits of being ‘away’.

and wine tasting. There are more and more companies looking to organise this type of event so why not in Herm?’ But it’s key that the island continues to stay true to its core market values.

And Guernsey businesses are not always looking for meeting facilities. Herm is also a popular choice for team building events and Jonathan is keen to stress his team’s flexibility in facilitating what the client needs.

‘We have to be conscious that we market the island as a tranquil location of outstanding natural beauty and so we are always sensitive about not compromising this position when we are planning group activities. So paintballing in the middle of the summer on Shell Beach is a definite ‘no’ but it is something we have organised off season in the woodland area of the island.’

‘We arrange bespoke days out – sometimes with a Guernsey-based event company – and have arranged everything from music events and walking tours to games on the beach

Client entertainment is also something Jonathan is keen to promote. ‘Whether it’s a lunch for two in the White House or a client paella party for 120


Groups are guaranteed peace and quiet; they are out of the office environment and frankly could be anywhere in the world, without the cost of travelling further afield but with all the benefits of being ‘away’ in the Mermaid, Herm is a great option for entertaining customers. We can also arrange for a charter service for up to 12 with Island Rib Voyages. Again getting on a boat and travelling somewhere adds that extra special element to the whole experience. And if a client is from the UK or elsewhere what better way to show off what the Bailiwick has to offer.’

team would have taken three days to do. We have also had an orchard planted, help with beach cleaning and lots of other support. The teams get a fun day out and we get some invaluable assistance – it’s a win win.’

And if businesses want to get more involved with the island as part of their CSR activity, then Jonathan will welcome them with open arms!

‘We want to be as welcoming as possible to all our guests whether they are staying for just one night in the Whitehouse or are here on a two-week family holiday on the campsite. We are therefore delivering customer service training to all staff across the various businesses in Herm. The White House has achieved a four star and two rosette status which is key to our strategy of improving customer service delivery wherever possible.’

‘We have just two gardeners. So you can imagine how valuable it is if a group is willing to come over and help out. A group of staff from Dominion Fund Managers came over and planted trees in one of the fields on the east coast – they did in three hours what our

Jonathan, who has lived on Herm himself for 13 years, continues to be driven by improving service quality.

For an island that’s only one and a half miles long with a permanent population of just 67, Herm ticks a lot of boxes for the corporate market. Already a favourite day trip destination for Guernsey residents, its growing popularity amongst local businesses, Jonathan puts down to two things – service and flexibility.



A man worth his Roc Salt Little did Steve Le Poidevin realise, when he took up his first job washing dishes at the tender age of 11 (it was quite legal back then) in Oasis Café, that he would end up running two restaurants and be on the verge of launching his third His days at Oasis (now Crabby Jack’s) were not in fact the first steps to a career in the hospitality sector. Steve spent 18 years in the finance sector before making a total career change when he opened Muse Café in July 2009 followed by Mint Brasserie at Bruce Russell’s. His latest venture, Roc Salt, is about to open its doors to the general public.

exciting to finally see the fruits of our labours.’

The restaurant opening follows an 18 month planning period when Steve was juggling planning, interior design, staffing and various licence applications as well as keeping his other businesses running successfully.

‘For me the sound of a successful restaurant is when you can hear cutlery on plates, the buzz of conversation and people having a good time. We don’t want a ‘hushed voice’ dining room feel.’

‘It’s been hard graft but it will be worth every sleepless night. It is always a team effort between me and my wife Jane, and it’s very

As for the food, simplicity is the keyword. The menu features fish predominantly (but not exclusively so something for the


Roc Salt is located on the site of the former Chouet Tearooms. With 120 covers, including the outside eating areas, it is Steve’s largest operation yet. Step inside and the style is relaxed and the décor ‘shabby chic’. Steve aims to create a ‘buzz’.

carnivores too) and whilst there are regular dishes, the focus is on the daily ‘specials’ which are created around whatever the fishermen have brought to shore that day. ‘There is no better place than Guernsey for eating fresh fish and seafood. Where we can, we aim to showcase all that’s good about local Guernsey produce. You won’t see any foams or tians at Roc Salt – just quality fresh food cooked quite simply. It’s all about flavour. ’ With a menu that’s literally such a ‘moveable feast’, there is high expectation of the chef. Newly appointed chef Anthony has a Costa Rican background and worked in a number of kitchens in different locations before

H OS PITAL IT Y & T OUR IS M settling in Guernsey some years ago. Ironically with Guernsey roots (Anthony’s grandparents left Guernsey some decades ago to set up a coffee business in Costa Rica) he is now about to marry a local lady and make the island his permanent home. Steve is convinced that there is room for another restaurant in what is arguably quite a crowded market place. ‘We are aiming at the middle market from a price point of view. The location of Roc Salt will be a huge draw too. The restaurant is on the west coast but faces south so we get sun all day plus the sunset. There are amazing views over Chouet Bay – particularly from the

For me the sound of a successful restaurant is when you can hear cutlery on plates, the buzz of conversation and people having a good time. We don’t want a ‘hushed voice’ dining room feel

raised decking area. It’s a great place to bring clients for lunch. They get to see another part of Guernsey plus eat the food for which the island is renowned – fresh fish and shellfish.’ Steve has certainly moved on from his days at Oasis Café but is not averse to getting stuck in behind the scenes. ‘I am sure occasionally I will have to wash up a glass or two. That’s the nature of this business.’ Roc Salt is open six days a week (closed Mondays) for lunch and dinner. It is available for private hire and already has one or two corporate events in its diary.








More than just an airport Ash Nicholas of Guernsey Airport tells us about some corporate facilities available in the terminal If you are visiting Guernsey on business or if you are meeting colleagues arriving on a flight at Guernsey Airport have you considered holding your meeting in the terminal building to save the time in travelling into St Peter Port, looking for a parking space and possibly getting frustrated by the whole experience? There is a conveniently located solution of which you may be unaware. The airport’s award-winning terminal building includes a conference room facility located landside


Whether it is a board meeting, training courses, an annual conference, product launches, cocktail parties or a private area to work in a quiet setting, we can create the perfect environment

that is available for hire at reasonable rates. We pride ourselves on our flexibility and adaptability to suit individual client’s situations. We work with customers to provide the required setting and appropriate environment according to specific needs Whether it is a board meeting, training courses, an annual conference, product launches, cocktail parties or a private area to work in a quiet setting, we can create the perfect environment. The conference room has air conditioning and natural daylight. It provides a great out-of-town location, with the benefit of a fantastic view. All sorts of people and organisations use our


rooms, including charities and non-profit organisations, local authorities and health service groups. Free WiFi is standard throughout the Airport, with an imminent upgrade from Sure International to enhance this facility. Hire charges for the room include free parking in the airport car park. The conference room is situated on the first floor of the terminal building, which can be accessed by either the staircase or via the lift, allowing disabled access, and is well signed. Full catering facilities with a range of refreshments are available to pre-order from the main Airport food concessionaire, Select Service Partners and their Caffè Ritazza.

Caffè Ritazza provides great tasting coffee and delicious fresh food all served in an inviting and modern setting, allowing you to relax in comfort and take a break from the outside world with a touch of indulgence. The room can comfortably seat 20 people around tables for a formal meeting setting or approximately 50 people in a lecture theatre style format. The room benefits from its own private lobby, kitchen and self-contained toilet facilities. Full conference services are available to book in advance (at additional cost) and include conference call facilities, IT projection equipment, DVD/video, internet access

points as well as whiteboards and flipcharts. Improved facilities with enhanced packages incorporating tele-conferencing and hi-speed internet access are currently being negotiated with Sure International and it is predicted these may be available later this year. More information and booking forms can be found at Tel: 01481 234919 Email:



Cộtes de Home When we think of wine production, France and Spain come to mind and of course all the new world regions whose bottles line the supermarket shelves. But we have something much closer to home Sark ventured into the wine industry in 2010 when a selection of modestly sized areas were planted with vines with further plantings over the following three years. Grape varieties were chosen to suit the climatic conditions of the Channel Islands which often include a mild south westerly wind from the Atlantic; the uniformity of carefully tended vineyards contrast attractively with the rugged nature of nearby cliffs. Although Sark is one of the world’s newest wine growing areas, much research has been carried out on the soil and climate to ensure success. Support is provided by internationally-renowned experts such as Alain Raynaud and David Pernet of Bordeaux who are enthusiastic about the future of wine production in Sark. The focus is on quality and the aims are high - and are being achieved. 240,000 vines are growing in vineyards situated around the island. Substantial crops have been harvested from the initial plantings and commercial quantities are anticipated each year. The first vineyard to be established on Sark was at La Rondellerie, a reasonably level site near the west coast but with sheltering hedges to protect from winter winds. About 32,000 vines are established in this area, predominantly Chardonnay, but also including Pinot Gris and Sauvignon. As the first planting became established a second area was prepared at Le Grand Beauregard, a headland adjacent to the west coast with spectacular views towards Guernsey, Herm, Jethou and Brecqhou. Here Chardonnay, Alberinio and Muller Thurgau varieties are growing. Louis Wicke and Elsa Tichauer are the vineyard managers, with Louis and Elsa being


highly qualified with a Master’s degree and Louis has experience of vine growing in France, Australia, New Zealand, Canada and the USA. Elsa and Louis met in 2010 and have worked together since. Their experience covers vine growing in wide ranging climatic conditions.

Although Sark is one of the world’s newest wine growing areas, much research has been carried out on the soil and climate to ensure success They are proud of the vineyards and foresee opportunities for young people in Sark to learn the skills as they have. A small team of Sark residents was recruited for permanent work in the vineyards learning the skills needed. In addition there is flexible temporary work during the winter to assist with pruning - a valuable opportunity at a time of year when other work is most scarce. A long-established horticultural practice is that of grafting, used in viniculture with traditional and popular fruiting vines grafted onto more disease-resistant rootstock to encourage healthy and vigorous growing vines that will provide healthy fruit. The vines are planted in neat rows ready to grow along support wires. Barley is sown between the rows of vines, giving a pleasant greening of the vineyard but more importantly taking up surface moisture from the ground and encouraging the vines to send their roots deeper. The vines are nurtured organically, avoiding potentially harmful chemicals that could taint the flavour.

Traditionally, grapes are ready to harvest 100 days after flowering. Harvesting is a busy time with the picking done by hand, taking care not to bruise the grapes, ready for pressing. As the more recently planted vines mature, harvesting will grow so that by 2017 all 240,000 vines will be producing commercially viable quantities of fruit. Harvesting of vineyards is a time of celebration and Sark could soon have its very own Oktoberfest! Pruning is carried out during the winter, providing some temporary work when tourism is dormant. The actual pruning is a skilled operation but Louis and Elsa are keen to teach those skills. All the prunings have to be cleared from the rows and this job provides opportunities for casual workers. As the newer vineyards mature and contribute to the rural scenery of Sark, consequently production will expand and there will be a need for more equipment. Unfortunately the anti-business stance of the island’s government has made it impossible for the entire process to be carried out on Sark which would have provided further employment and the grapes will now be exported. There are two ways to take the vineyard tour. Walking is not too challenging in such a small island; strolling from one vineyard to the next is a pleasant amble along quiet lanes. Alternatively book a carriage for a more leisurely tour. Your carriage will take you from one vineyard to the next and the knowledgeable driver will also tell you more about the island as you travel the lanes. Whichever tour you choose you could end up at either La Moinerie, a small but luxurious hotel with award-winning fine dining or at Dixcart Bay Hotel, the oldest hotel in Sark but upgraded for the discerning traveller’s every need.


THE INNteresting alternative for the business traveller to Jersey Travelling on business can be rewarding at best and lonely at worst. Picking the right hotel that ticks all the boxes in terms of budget, facilities, food and just general atmosphere can be a bit of a minefield and many of us opt for what we deem to be the ‘safe’ option – a large faceless operation that’s maybe part of a chain or that sports an international ‘badge’ but which leaves us less than satisfied, frustrated with the mediocre service and slightly smarting when the monthly credit card statement arrives three weeks later. THE INN Jersey sets out to offer something a little different to the ‘norm’ and certainly offers more than your average three star hotel. Only a short walk from the centre of St Helier, with residents’ parking, a bus stop right outside and taxis easily available, the hotel is ideally located for the business traveller looking for something with a bit more character than many large hotels but still offering all the amenities and facilities you need. This vibrant bijoux hotel is full of surprises.

‘We pre-ordered the Fruit De Mer for Saturday night and it was the best meal we have ever had anywhere in the world - plentiful, so tasty and really great value. A wonderful experience all round.’

When you first arrive you are struck by the slightly unusual décor and colour scheme plus its collection of funky artwork, all of which accurately reflects the overall atmosphere of the place – warm cheerful and very welcoming. The hotel restaurant again exceeds expectations and the team is rightly proud to be one of the first restaurants in Jersey to have won a Taste Jersey accreditation, from the UK’s Quality in Tourism, receiving the highest level of Gold Highly Commended. Being a popular eatery with locals too is an accolade in itself given the high quality and broad range of restaurants to choose from in St Helier alone not to speak of those found further afield in the island. THE INN openly claims that the restaurant team strives to make every meal like a special occasion and it certainly seems to succeed. THE INN’s 36 bedrooms and suites range from classic and superior rooms to junior business and even penthouse suites. All are finished to a high quality with the hotel’s unique style evident throughout. Rooms range in budget but there is something

to suit every corporate pocket whether you are a sole trader or work for a large multi-national. All rooms have a desk area; business suites have a separate room with a desk, ideal for keeping the office area separate or even for holding a meeting. You will also find most other things on your ‘must-haves’ list such as free WiFi throughout the hotel, safes in rooms, trouser press and even some nice little extras that you wouldn’t necessarily expect in a three star establishment such as complimentary mineral water, DVD players and MP3 docking stations. Managing director Stephen Clipp and his team add a real personal touch to the service offered at THE INN and are always ready with a helping hand and a smile. You get the feeling that nothing is too much trouble! THE INN claims that the staff’s ‘number one priority is you’ and it seems to be just that. tel: +44 (0) 1534 722239 email:

‘You are spoilt for choice for hotels in St Helier - it’s hard to discriminate. However, this hotel had a wow-factor because of its staff. Not 1, or 2 - all of them (Reception, Bar, Chambermaid and Restaurant). They were warm friendly and extra helpful - not over the top - genuinely nice! It seems to be a good place to work and they exude that warmth to their guests! You will certainly enjoy a stop at THE INN!’


a two-night stay for two people at THE INN Jersey plus a bottle of bubbly!

Contact magazine has joined forces with THE INN hotel in St Helier Jersey, to offer one reader the chance to win a two-night stay for two people on a bed-and-breakfast basis with a bottle of bubbly in the room. To enter simply answer the following question: How many rooms and suites in total does THE INN Hotel have? Complete the coupon opposite and return it to: Contact magazine, The Guernsey Chamber of Commerce, 16 Glategny Esplanade, St Peter Port, Guernsey, GY1 1WN. Alternatively email your answer to editor@collaboratecommunications. com. Subject line must contain THE INN COMPETITION.

Closing date: 7 June 2014.

Answer Name Company name Tel Email

Terms and conditions: The editor’s decision is final. No correspondence will be entered into. Accommodation is based on two people sharing a classic room, is subject to availability and must be taken by 31 March 2015 excluding dates I June 2014 to 14 September 2014 and 24 December 2014 to I January 2015.


Three fine town house hotels. One warm welcome.

Sarnia Hotels is a long established family owned group of three beautiful town house hotels situated in prime locations in St Peter Port. Whilst each of our hotels has its own unique character, guests can be assured of a warm welcome, wonderful accommodation and excellent dining. The three hotels are steered by an experienced management team ensuring that all our guests, whether staying with us on business, pleasure or just dining, return time and time again�

sarnia H OT E L S




Challenges and changes in tourism Karel Harris of Sarnia Hotels considers the changes she has witnessed in the hospitality sector and how the industry has evolved It is not true to say that I was actually born in a hotel but I certainly grew up in one, and spent my early summers being attached to other visiting families who came to Guernsey year after year for their annual holiday whilst my parents were busy working. A little older, and my summer holidays were spent helping in the kitchen, or as a chambermaid and then I graduated to receptionist in the days when there were reservation charts for bookings and where a cancellation meant very carefully rubbing out names so that you did not make holes in the page. Tourism and hospitality has certainly moved on and our customers have much higher expectations whatever grade of hotel they select. Our three Sarnia Hotels are all three star and we are comfortable with that grading, preferring to meet and even exceed our guests’ expectations, rather than promising much and delivering less. We aim for our clients to feel at home with us, and we know how important the little things are to people, from remembering a guest’s name and room number, to knowing which tea they prefer in their room. Going the extra mile doesn’t cost much but it can make a big difference. Social media can have a huge impact on hospitality businesses, and with millions of reviewers, Tripadvisor is here to stay. For many people it may be the first place they look when seeking accommodation or a restaurant, so as an industry we have to embrace it, and even turn it to our advantage by responding calmly and fairly to any of our shortcomings. Hotels also have to work with online travel agents such as, and Expedia whose marketing budgets are huge and who take a large percentage of the room rate in commission. We have always reinvested in our properties but the last few years have seen us spending significant sums both in rooms and public

areas that the guest can see, as well as other areas equally important but less visible for example new roofs, boilers and at Moores our very modern new kitchen. This is an area where I feel hospitality’s contribution to Guernsey PLC passes under the radar. Our company alone has put millions of pounds back into the economy by using local builders and contractors; each month we pay local companies to look after our computers; our drinks, provisions and cleaning products come through local firms who employ drivers and sales people. This will be true of most of my colleagues in hotels, restaurants and bars meaning that our contribution to Guernsey’s GDP is certainly far greater than statistics might suggest.

There are certainly challenges for those of us in the hospitality business in Guernsey as our operating costs such as utilities, and provisions are higher than the mainland. Nonetheless, I feel confident for the future of tourism

the success of programmes such as Four in a Bed, many guests look for the personal touch that can be found in a bed and breakfast. Our hotels would be nothing without our great team of staff and this brings me to one of the other challenges which hospitality faces in Guernsey. We would dearly like to see more local people considering the industry. Historically, working evenings and weekends did not appeal, but these days many industries require a flexible attitude. We would not pretend that hospitality is not hard work but being part of a team that provides great service to happy customers is very rewarding. The skillset needed may not require an academic background, but it demands an ability to work cheerfully under pressure. Globally, tourism and hospitality is a growth industry and there are great opportunities for reaching management positions at a young age. There are certainly challenges for those of us in the hospitality business in Guernsey as our operating costs such as utilities, and provisions are higher than the mainland. Nonetheless, I feel confident for the future of tourism – we have a beautiful island with stunning scenery, centuries of culture and history which is easily accessible and we have all the events that the people of Guernsey put on – from Seafront Sunday to the literary, photography, heritage and comedy festivals. We now have activities for younger and more adventurous visitors with Outdoor Guernsey, the surf school, Island Rib Voyages and Bumblebee cruises and we have our accredited guides who are eager to impart their knowledge and love of the island to our visitors.

The reduction in the number of tourist beds in the island concerns me as there must be a critical point for tour operators and carriers below which our numbers must not fall. I am sure there is still a market for good quality two star accommodation, and of course with



Let’s set sail for the 2014 Barclays Jersey Boat Show Blow away those winter blues and get set for summer with the annual Barclays Jersey Boat Show Now in its seventh year, this three-day maritime extravaganza takes place in and around the award-winning St Helier Marina over the Bank Holiday weekend of Saturday 3 to Monday 5 May 2014. Now the largest free-entry event in the Channel Islands, the 2014 show is a virtual sell-out, having attracted its largest ever number of on and off water exhibitors. Approximately 20 marine traders from across the Channel Islands, UK and France will be showcasing watercraft in St Helier Marina with up to 65 vessels on display. Premium yacht manufacturers in attendance include Sunseeker, Fairline, Beneteau and Jenneau represented by many local marine traders and an increasing presence of overseas based businesses, with brands such as Bavaria, Bayliner, Sessa, Duchy, Technohull Ribs, Cobra Ribs, Broom, Galleon, Medeva Ribs, Discovery Yachts, Southerly and Broadblue Catamarans. The pontoons will be open throughout the weekend with opportunities to step aboard and get up close to a wide range of sailing yachts and watercraft of all shapes and sizes. Private viewings can also be arranged by contacting the individual brokers. While Guernsey has its own thriving nautical industry, the lure of a massive show such as this can only be beneficial to all the Channel Islands as a whole. Geoff Wilson from Guernsey-based company Aquastar, said: ‘We value the Barclays Jersey Boat Show for a number of reasons, including its well organised presentation, appropriate timing at the start of the summer, its easy-to-get-to location and the friendly team at Jersey Marinas’. This year’s show will see the return of the Royal Navy with a number of visiting vessels open for public viewing as well as ‘Beat Retreat’ public performances from the Band 68

of Her Majesty’s Royal Marines Commando Training Centre on Friday 2 and Saturday 3 May in Weighbridge Place, St Helier. And for those who want to keep their feet dry there will be an array of retail and craft stalls along the quayside offering both maritime and lifestyle accessories as well as the latest nautical gadgets and gizmos. And of course, there will be a feast of food and refreshment stalls throughout the arena to tantalise your taste buds and a full entertainment programme on the Main Stage throughout the weekend, including musical performances from Inside Job, Sgt. Pipon, Parklife Choir and the Royal Marines Jazz Band.

While Guernsey has its own thriving nautical industry, the lure of a massive show such as this can only be beneficial to all the Channel Islands as a whole Other highlights over the weekend include the welcome return of the ‘Bungee @ the Boat Show’ charity initiative with opportunities for members of the public to brave the 175 foot high drop/jump while raising money for two worthwhile causes, Jersey Hospice Care and EFLO. Anyone wishing to participate in this charity initiative can download an application form online at Group commercial director for Ports of Jersey, Myra Shacklady, who heads up the

organising team on behalf of Jersey Marinas, said: ‘Not only does the show regularly attract in excess of 30,000 people over the three days, it remains a vital showcase for our local maritime industry, is an integral part of the island’s tourism offering and an opportunity for us as a business to broaden our overseas marine connections. Since we first staged it in 2008 the show has gone from strength-to -strength, due in part to the overwhelming support of our participants, exhibitors and sponsors but equally the sheer volume and enthusiasm of residents and visitors alike who see this as perfect excuse to blow away the winter blues and kick start their summer.’ Her sentiments are echoed by Neil McCluskey on behalf of title sponsors Barclays. He said: ‘Barclays has been sponsoring the Jersey Boat Show since 2010 and it is very exciting to confirm our continuing support for a further three years. As well as being a fun event for all the family, the show has given many charities, supported by us, the opportunity to raise awareness and much needed funding, with all money raised matched pound-for-pound by Barclays’. With the show regularly attracting a number of visitors from Guernsey throughout the weekend, inclusive travel packages are available by contacting www.jerseytravel. com or telephone (01534) 496600. Air and sea links are also available through Blue Islands, Aurigny and Condor Ferries. The 2014 Barclays Jersey Boat Show will be open to the public on Saturday 3 and Sunday 4 May between 10am and 6pm and on Monday 5 May between 10am and 5pm. Entry to the show is free throughout the weekend. Keep up to date with what’s happening at this year’s show online at www.jerseyboatshow or via our Facebook and Twitter updates.


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If I were in charge


Ever imagined yourself in the ‘big seat’ able to wield power, make changes, influence futures and... well what else would you do? Contact asked Neil Fellows, island senior manager for Lloyds Bank in Guernsey, who has 25 years’ banking experience, to share his thoughts on how he would imagine approaching the job…


I F I W ER E IN C HA RGE What type of leader do you think you would make? I wouldn’t say I was a politician by nature and it’s not a job I can ever see myself doing as I am sure there are better candidates but I’d approach it in same way as I do my day job of leading the Lloyds branches within the Bailiwick – a relentless focus on customers and colleagues and ensuring that all decisions are linked to our goals. For me, any company or organisation needs to know what they are working towards and how they are going to get there. You need to focus on the things that work well, not dwell on things that went wrong, and eliminate any in-fighting. I’d also use the strengths of those around me; one person can’t be good at everything and so it’s important to have the emotional intelligence to know what you are good at and then find people with the skills and expertise to complement that. The skills I have that would be key in the role… Honesty and compassion – there is no benefit in misleading or sheltering someone from the truth but you need to balance that with compassion. I like to challenge things to ensure the right decision is being made but I’m also quite reflective so will always look to think things through before I act. I’d like to think that I am transparent as well, and that there is no hidden agenda – you get what you see! What’s the one thing you would change on day one? Negative ‘corridor conversations’. They always seem to find their way into the public domain and that only leads to people having a poor perception of those involved as a whole and a general distrust. We should create a culture where positivity is the norm. We need to ensure the focus is on all the good work and the improvements that are being made rather than on small internal disagreements. What’s your view of the current political structure and its suitability to take Guernsey through the next decade and what improvements would you make? The one issue I have is the speed of decision-making. Time and time again, we seem to debate issues like island-wide voting


and paid parking and it becomes a waste of time, energy and ultimately money. Islandwide voting, for example, has created a good debate, and whilst I agree with the principle of an island our size being able to have a voice, we need to get to a place where the community actually wants to use that voice. Politicians should have the courage of their convictions, make a decision for the good of the Bailiwick and then stick to it, regardless of any negativity. They are elected to make decisions to secure the future prosperity of the island and so they should make them and then be united behind it. What’s your position on party politics in relation to Guernsey? I don’t think Guernsey is big enough to justify different parties, what we should have is one team working together. It’s the same as any business; there are lots of personalities, with lots of viewpoints and lots of ideas but in order to succeed, the managers or executive team need to work together. I have eight retail managers reporting into me, each with their own thoughts and approaches, but we work together to ensure that Lloyds Bank continues to serve our customers and that’s what the States members need to do, only their customers are the 63,000 odd who live in the Bailiwick. Name six people who you would select for your ideal policy cabinet and explain why? Nelson Mandela for strategy – from a very young age, he had a clear vision and he built a strategy to achieve that goal regardless of the personal penalties that he would endure along the way. Doug and Mary Perkins for entrepreneurial spirit – they were very clear on what they wanted to achieve and from an independent optician, they have grown and diversified to the business we know today. You need to be prepared to be brave to succeed. Steve Jobs for his vision and creativity – he recognised that in order to get to the future, you firstly needed to see it otherwise you would simply stay in the past. Gerald Durrell for his environmental conscience – he had a passion for where he lived and desire to make things better. He created something that was focused and then promoted that to a wide audience. His

legacy is that his original strategy has constantly evolved as they have reached achievements and identified new issues. What he has created at Durrell shows that just because we are on small islands in the middle of the ocean, we can still achieve things that have a global impact. Sarah Griffiths for her tenacity and determination – I have not met Sarah and so only know what I have read or seen in the media but I would nominate her for the relentless drive and a passion to succeed that she must have to deliver the results seen. She had an idea and made that a reality and you can’t do that without sheer determination My wife, because she would be brutally honest with me. I regularly use her as a virtual mirror as she gives me an honest reflection on what I am doing or feeling and I trust her implicitly. If I were in charge, there would be no more…. I’d rather focus on what there would be rather than focusing on the negatives. There are lots of things that you could say which might have an immediate personal benefit but ultimately are required; no income tax for example but to withdraw that income stream without an alternative would be naive as costs we might like to remove tend to be there for a reason. Which world leader / influencer would you model yourself on or wish to emulate, and why? It would be Nelson Mandela. He was justifiably world-class. People would love or hate me as their leader because…. It goes back to my skills - honesty, challenging and compassionate. Some people don’t want to be exposed to change and would rather sit in the dark and believe that nothing is changing and therefore they don’t need to do anything. They need supporting in a different way to ensure growth but still have great potential. But if I didn’t get the job then I think the person who should have it is… …my wife. She’d have a lot of fun being in charge. She’s very clear on her views and I think that’s what you need.

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Mr Daniel de Lisle


Mr Jeremy C S F Smithies


Mr Rupert Dorey


Mr John Stares


Mr Fergus Dunlop

07781 117980

Mr Martin John Storey


Mr Bernard Flouquet


Mr Carl Symes


Mr Julyan Gardener-Wheeler


Ms Jenny Tasker


Mr Mike Garrett


Mr Alex Taylor


Deputy John Gollop


Mrs Gillian Tidd


Mr Larry Granger


Mr Jeff Vidamour


Mrs Anne Hough


Mr Tony Webber

07781 166349

Mr Stephen Jones


Mrs Ann-Margaret Whitaker


Mr Hans R Wust





2mi Financial Services Limited

Financial Services 01481 726277

Anson Group Ltd

A1 Distributors Ltd

Cleaning Supplies 01481 726556

AO Hall Advocates Louise Hall

ABN Amro (GUERNSEY) LTD Banking Graham Thoume 01481 751000

AP Group Ltd

Active Group Ltd

Apax Partners Guernsey Limited

Sean Martin S Lesbirel

Wayne Bulpitt

Finance 01481 711822

Fund Management & Share Registar John Le Prevost 01481 722260 Advocates 01481 723723

Employment 01481 715757

Andrew Cullen

Fund Management 01481 810000

Denise Fallaize

Adam & Company International Ltd

Banking 01481 715055

Appleby Advocates Gavin Ferguson 01481 755600

Admiral Training & Development Corporation

Training 01481 251095

Aquarius Accounting Services Limited Tracey Van Zanten

John Judge

Derek Knowles

Accountants 01481 715611

AFR Advocates Advocates Mark Ferbrache 01481 743999

Aquastar Ltd

Aircraft Servicing (Guernsey) Ltd

Arborcraft Ltd

M Parr

Engineering 01481 265750

Airtel-Vodafone Ltd Telecommunications Ian Campbell 01481 230030 Albany Trustee Company Ltd

Anthony Holt

Administration 01481 724136

Albecq Trust Company Limited

Mik Underdown

Financial Services 01481 740300

Geoff Wilson

Jonathan Skillett Bryan Smitheram

Arrowsmith Marlowe Holdings (1980) Ltd

Hugh S E Roe

Artemis Trustees Ltd

Robert Sinclair

Shipping 01481 724810

Ashton Barnes Tee Keith Pengelley

Alliance Cash & Carry Ltd

Wholesale 01481 246827

Aslett Architects Ltd

Christopher Fish

Alpha Estates Ltd

David Ingrouille

Alternative Solutions Ltd

Neil Jordan

Estate Agents 01481 729891 Computing 01481 701234

Garden & Land Preparation 01481 265296


Alderney Shipping Group

Bruno Kay-Mouat

Marine 01481 244550

Archive Services 01481 251484 Cleaning Contractors 01481 728801 Finance 01481 729466

Advocates 01481 724124

Architects & Surveyors Liz Aslett 01481 736441

Atec Engineering Ltd Adrian Marsh

Engineering 01481 244977

Amalgamated Facilities Management Ltd Property Darren Etasse 01481 252111 Annandale Ltd

Richard Ogier

Building 01481 253088


Atlantis Marine Ltd Marine Patrick Wheeler 01481 258514

BDO Limited

Atlas Offshore Ltd David Thompson

Beckford’s Funeral Services Ltd

Consultancy 01481 730500

Aurigny Air Services Clive Acton

Airlines 01481 266444

Lara Bullock Jane Duquemin

Accountants 01481 724561 Funeral Services 01481 264202

Bedell Cristin Advocates

Advocates 01481 812812

Annie Zunino

Avant Garden (Guernsey) Limited Retail Nick Martel 01481 246611

Bella Luce Hotel & Spa

Avenue Flowers & Design Retail Alison Lythgoe 01481 724442

Best Books Ltd Colin E Langlois

Book Keeping 01481 253332

AWS Design & Sign Group

Betley Whitehorne Chris Betley

Advertising & Marketing 01481 725115

Signs 01481 728283

Steve Free

Luke Wheadon

Hotel & Catering 01481 238764

Betway Limited, Guernsey Branch Leisure Bob Dutnall 01481 746411


Black Horse Offshore Ltd

Finance 01481 710411

Phillip Le Cheminant

B&Q (Retail) Ltd Michael Penney

Retail 01481 713005

Babbe Advocates Simon Howitt

01481 713371

Babbe McCathie

Advocate 01481 713371

Don Babbe

Black Vanilla Jade Isabelle

Advertising & Marketing 01481 729229

Blanchard Building Supplies James Roberts Blenheim Group

Peter Howe

Building 01481 822722 Administration 01481 715200

Bleu It Consultants Limited

Bailiwick Of Guernsey Guild Of Accredited Guides Odette Duerden

07781 103808

Computing 01481 715200

Matt Le Huray

Bank J Safra Sarasin Ltd Guernsey Branch

Blix Ltd Dominic Bennett

Bank Julius Baer & Co Ltd

Blue Diamond Ltd

Bank Of Cyprus (Ci) Ltd

Boatworks +

Barclays Private Clients International Ltd (Guernsey Branch)

Bonsai (Mal Trading Ltd)

Banking 01481 739801

Nicolla Tanguy

Banking 01481 726618

Tony Crawley

Banking 01481 716026

Andrew Dempster

Banking 01481 755367

Simon Veron

Barclays Wealth

Banking 01481 755367

Garry Dayes

Barras Car Centre Ltd

Martyn Torode

Baudains Trade Supplies (Bts)

Motor Garage 01481 249915

Merchant Peter Baudains 01481 248822


Alan Roper

Internet 01481 706740

Garden Shops & Centres 01481 210280

Marine Mark Nightingale 01481 726071

Mathew Rolfe

Manufacturing, Retail, Services 01481 200011

Books & Company Ltd Accountants John Merrien 01481 726655 Bordage Monumental Works Ltd Martyn C Renouf

Building & Monumental Masons 01481 721415

Bordeaux Services (Gsy) Ltd

Fund Management Peter Radford 01481 715167

Bougourd Ford

Jonathan Bell

Motor Garage 01481 724774

Boulangerie Victor Hugo R Karim

Hotel & Catering 01481 714714

BPP Professional Education Sarah Colley

Training 01481 266176

Brehon Ltd Sarah Hancock

Accountants 01481 233009

Brewin Dolphin Ltd Adrian Clayton

Banking 01481 736682

Cantus Consulting

Human Resources Jani Burwood 78397 722518

Capelles Building Stores Limited Andy Le Flem

Capital Pvc Building Supplies Ltd

Caplain Glasshouse Services Ltd Building Eric J Caplain 01481 244159 Careers Events Limited

Brittain Hadley Partnership Graham Hollingsworth

Carey Group

Business Services Anthony Reynolds 01481 727100

Pension Providers Tim Bush 01481 737203

Brooks Macdonald Group Investment Advisers & Managers Kevin Boscher 01481 815555

Carey Olsen

Browns Advocates Advocates Adrian Brown 01481 740002

Catherine Best

BSG Resources Limited Administration David Clark 01481 812001

CBO Projects

Bumblebee Marine Ltd Marine Dan Meinke 01481 720200 Butterfield Bank (Guernsey) Ltd John Robinson

Banking - Private 01481 711521

BWCI Group Actuary Stephen Ainsworth 01481 728432


Emma Mauger

Advocates 01481 727272

Jewellers Paul Freeman 01481 237771 Project Management Consultants Philip Smith 07781 128208

Celaro Ltd Allison Forman Chain Limited, The Carl Ceillam

Retail 01481 724721 Security Specialists 01481 257008

Channel Island Ceramics

Distribution John Litchfield 01481 234000

Channel Island Toys

Embroiderers Andrew Deane 01481 723871

Channel Islands Co-Operative Society Ltd

C T Freight (CI) Ltd

Freight Distribution 01481 201121

Christopher J Torode

C5 Alliance Limited

Computing - IT/Communications Marc Laine 07781 101145

Calligo Ltd Computing - IT/Communications Jamie Harkness 01481 731775 Campbell & Bloese Ltd Nick Barton

Consultancy 01481 244433

Canaccord Genuity Wealth Management

Andy Finch

Merchant 01481 726151

Andre Lenormand

Bridgewater Limited Accountants Barry Le Pelley 01481 722221 Surveyors 01481 713573

Building Services 01481 245897

Wealth Management 01481 712889

Retail Colin Macleod 01534 879822

Channel Islands Motor Factors Ltd

Motor Garage 01481 248411

Channel Islands Skills Academy

Training 01481 244904

N Robert Susie Andrade

Channel Islands Stock Exchange

Finance Georgina Sines 01481 713831

Channel Islands Training & Development

Stephanie Bass

Channel Welders Ltd

Toni Clayton

Chateaux Estate Agency Ltd David Corson

Training 01534 737701 Engineering 01481 246262 Estate Agents 01481 244544


Cherry Godfrey Finance Ltd Banking David Cherry 01481 711666

Cooper Brouard Limited Estate Agents Matt Brouard 01481 236039

Cherry Godfrey Insurance Services Ltd

Coppolo & Coyde Limited Jonathan Coyde

Insurance 01481 711666

David Cherry

Chescoe Chartered Surveyors & Architects

Architects Nigel Chescoe 01481 713137

Corporate Risk Solutions Limited

Christies Leisure Group

Cranford Estate Agency Ltd

Hotel & Catering 01481 724379

Philip Collinson

Consultancy 01481 247248 Management Consultants 01481 742135

Darren Wadley

Estate Agents 01481 243878

Brian Castle

CI Lighting Ltd Wholesale

Cream Services (Guernsey) Ltd Import/Export P Kluyver 01481 246324

CIA Limited Nick England

Creasey’s Ltd

Roy Rogers

01481 728911

Fund Management 01481 725020

Claire Boscq-Scott Customer Services Business Services Claire Boscq - Scott 07797 828950 Clegg Gifford & Co Ltd

Insurance 01481 728987

Cilla Thompson

Cleland & Co Ltd A H G Dick-Cleland

Accountants 01481 740205

Create Limited

Credit Suisse (Channel Islands) Ltd

Peter Webber

Credit Suisse Trust Ltd Anne Bigeard

Cresswell Cuttle & Dyke

Clos De Vaul Creux Leigh Gibbins

Criteria Wealth Managment Mark Penney

Clydesdale Bank International

James Blower

Banking 01481 754929

Coast Media

Design & Marketing 01481 735450

Katie Blampied

Cogent Ltd

Nick Ferris

Trust & Company Administration 01481 706789

Collas Crill Group Services (Guernsey) Ltd Iain Beresford

Advocates 01481 723191

Architects 01481 259333

James Barker

Climate Controls Ltd Engineering B H Bisson 01481 263860 Catering 01481 832527

Retail 01481 720203

A Creasey

Banking 01481 719000 Trust & Company Administration 01481 719100

Architects Andrew Dyke 01481 726461

Crowd Media Jo Porritt

Financial Services 01481 726375 Advertising & Marketing 72163 721632

CT Plus

Lee Murphy


Bus Company 01481 700456

Collaborate Communications Marketing Julie Todd 01481 715222

D.D.S. Archive Storage Ltd J B Kempson

Archive Services 01481 720113

Collenette Jones Ltd Gareth Nicolle

Accountants 01481 246324

Da Nello Ltd

Hotel & Catering 01481 721552

Comprop (C.I.) Limited

Property 01534 631409

David Jackson

Steve Marie

Condor Ferries

James Fullford

Nello Ciotti

Accountants David Jackson 01481 712090

Ferry Operator 01481 729666

Continuity SOS Limited Consultants John Atkins 01481 266799


Financial Management

t: 712090 m: 07781 105457 w: www.guernseyďŹ



De Jersey, B R B R De Jersey

French Polisher 01481 247356

Deloitte LLP Rick Garrard

Accountants 01481 724011

Deutsche Bank International Ltd Andreas Tautscher

Banking 01481 702000

Delta Training & Consultancy Dawn Bagnall

Training 07839 123011

Edmond de Rothschild Asset Management Ltd Investment Managers

Stuart Perfitt

01481 716336

Edmond de Rothschild Asset Management (C.I.) Limited Hirzel Court - St. Peter Port - Guernsey GY1 2NH T. +44 (0)1481 716 336 - -

Digimap Ltd

Mapping 01481 700321 EdR_Guernsey_93x37.indd 1 15.04.14 EFG Private Bank (C.I.) Ltd Banking 14:25 Chris Rowe 01481 723432 Direct Social Services Ltd T/A DPS Locums Agencies Roger Seaforth 01481 255588 ELM Compliance Consultants Limited Consultancy Emma Mauger 07781 109289 Dixcart Trust Corp Ltd Fiduciary John Nelson 01481 723996 EY Accountants Mike Bane 01481 717400 Dominion Fund Management Limited Fund Management Lason Le Roux 01481 734342 Evans & Co Retail Brian Evans 01481 253277 Dorey Limited Investment Advisers & Managers Martyn Dorey 07799 417018 Executive Car Services Ltd Transport Andy Ogier 07781 155545 Dorey Lyle & Ashman Ltd Consultancy Adrian Ashman 01481 258123 Colin S Le Conte

Doyle Motors Ltd

Pierre J Payne

Motor Garage 01481 724025

Duke Of Normandie Hotel Alan Sillett

Hotel & Catering 01481 721431

Duke Of Richmond Hotel, The Lukas Laubscher

Hotel & Catering 01481 740862

DWA (Arundell, D W & Co Ltd)

Retail 01481 246844

H B Sarre


Feel Unique At Au Caprice Gee Marsh

Retail 01481 729721

Ferryspeed (Guernsey) Ltd

Freight Distribution 01481 249094

Martyn Langlois

Tina Quertier

Fund Management 01481 742380 Management Consultants 01481 712826

Eaton Place Investments Ltd O E Faborsky

Architects 01481 728020

Firstcall Recruitment Ltd

Adam Turberville

Jonathan Guillemet

Falla Associates International Ltd

David Falla

Finigan & Gibson D J Finnigan

E I Sturdza Strategic Management Limited

East Harbour Associates Ltd


Investment Services 01481 721069

Ecoscreed (Ci) Limited Building Andy Allen 07781 457217

Fletcher Sports Ltd Terry Ferbrache

Focus HR Solutions Ltd Becky Machon

Forest Stores Ltd K Bienvenu Fort Group, The Jos Ensink

Building 01481 247290 Employment 01481 714634 Retail 01481 724114 Human Resources 01481 728824 Retail 01481 238395 Trust and Company Administrators 01481 234460


French Connections Ltd

Gary Ward

Freight Services 01481 722388

Fuel Supplies (C.I.) Ltd Jennie Hamilton

Fuel & Energy Distribution 01481 200800

Fuller Group Ltd Alex Fuller

Property 01481 730702

Fultura Ltd

Computing 01481 710047

Steve Vowles

Fumoto Engineering Of Europe Ltd

Agencies 01481 716987

Richard Fleming

Fusion Systems Ltd

Computing 01481 721031

Paul N Briggs


G2A Architecture

Architects 01481 237360

Laura Priaulx

G4s Secure Solutions (Guernsey) Limited

Security Specialists 01481 265133

Bob Le Bargy

Galaxy Computer Brokers Ltd

Computing, IT/Communications 01481 740022

Stuart Mosley

Gold & Silver Workshop Martyn Guille

Manufacturing/Jeweller 01481 236161

Goldridge Estate Agents Ltd Kelvin Seeds

Estate Agents 01481 715600

Gower Group Ltd The

Jeff Barnett

Financial Services 01481 700155

Graham Scott & Co

Manufacturing 01481 259380

Graham Scott

Granite Le Pelley Ltd Phil Le Roy

Building 01481 257610

Grant Thornton Services (Guernsey) Ltd

Accountants 01481 753400

Dave Clark

Greg Forino Flooring Ltd Greg Forino


Greyhound Ltd

Aviation Consultants 01481 264192

Steve Page

GTA University Centre Simon Le Tocq admin@gta.g

Training 01481 721555

Guernsey Auto & Electrical Supply Co Ltd

P R Sandwith

Motor Services & Supplies 01481 726644

Guernsey Careers Service Alun Williams

Education 01481 733044

Guernsey Coal

t: 01481 740022 e: w: ✔ Secure shredding of hard disk drive and tape media ✔ Recycling and disposal, or purchase, of redundant computer hardware Garenne Construction Group Ltd

Richard Jones

Building 01481 254262

Generali International Ltd Insurance Richard Mahy 01481 714108 Generali Worldwide Insurance Company

Ian Robinson

Insurance 01481 715400

Geomarine Ltd

Chris Wrench

Giroscope Employment & Payroll Services

Jo Robilliard

Global Computing Ltd Les Bichard


Engineering 01481 201015 Employment 01481 729020 Computing 01481 817000

01481 235936

Merchant 01481 249858

David Meeks

Guernsey College Of Further Education

Education 01481 737500

Steve Dudley

Guernsey Competition & Regulatory Authority Lisa White

Utilities Regulator 01481 711120

Guernsey Conservatories Ltd Dave Hollingsworth

Guernsey Dairy, The Andrew Tabel Guernsey Disability Alliance

Shelaine Green

Guernsey Electricity Ltd Alan Bates

Guernsey Event Company Limited, The Alex Bridle

Building 01481 244789 Food Processing 01481 237777 07781 467316 Fuel & Energy Distribution 01481 200700 Event Management 01481 728686

Guernsey Finance LBG Fiona Le Poidevin

Finance 01481 720071

Guernsey Flowers Ltd Bridget Foss

Horticulture 01481 251929

Guernsey Gas Ltd

Fuel & Energy Distribution 01481 724811

John Davis

Guernsey Glass & Window Co Ltd

Manufacturing 01481 243535

Chris Wrech

Guernsey Housing Association

Social Housing 01481 245530

Steve Williams

Guernsey Mind

Guernsey Mind 01481 722959

Guernsey Occupational Safety & Health Association Gordon Snell

Guernsey Pearl Ltd Andy Ison

01481 255774

Jewellers 07781 138288

Guernsey Photographics Ltd Tim Harland

Guernsey Post Ltd Boley Smillie

Retail 01481 724001

Postal Services 01481 733540

Guernsey Press Company Ltd J Marquand

Guernsey Recycling Ltd

Alan Crowe

Guernsey Registry

Emma Walton

Publishing 01481 240240 Engineering 01481 245402

Administration 01481 743800

Guernsey Sheet Metal Co (1993) Ltd

Engineering 01481 723617

Guille-Alles Library laura Milligan

Education 01481 720392

A R Vaudin


Hamilton Brooke

Jessica Torode

Harbour Trustees Ltd Sally Wilkinson Harsco Infrastructure John Herbert

Haskins Legal

Hassell Blampied Associates Human Resources Lesley Harrison 01534 750106 Headway Guernsey

Philippa Stahelin

Mail Order 01481 711321

Henderson Green Partnership Guernsey Consulting Engineers Richard Spinney 01481 729967 Heritage Group Ltd Richard J Tee

Financial Services 01481 716000

Heritage Insurance Brokers Ltd Karl Bradley

Insurance 01481 740000

HFL Limited Margaret Spencer

Trust & Company Administration 01481 722066

Holeshot Ltd

Retail 01481 721313

Marc Maubec

HSBC Bank Plc Kieran Rose HSBC Private Bank (CI) Ltd

Gary T Miller

HSSD Occupational Health Department Emma Wood

Hunt Brewin Julian P Hunt


Ian Brown’s Cycle Shop

Banking 01481 717705 Banking 01481 759000

Health 01481 707411 Surveyors 01481 728236

Retail 01481 721581

Ideal Furnishings Ltd

Retail 01481 736249

Steve Argo

Trust & Company Administration 01481 704800

01481 265623

Healthspan Group Ltd Ann Outram

Ian Brown

Advertising & Marketing 01481 714437

Advocates 01481 721316

Felicity Haskins

Ilex Lodge Ltd R Berry Immuno Biotech Ltd David Noakes

Hotel & Catering 01481 237491 Pharmaceutical Manufacturers 01481 722787

Building 01481 723771


Indulge Media Ltd

Advertising & Marketing 01481 740073

Russell Isabelle

Inspired Estate Agents Limited Chris Carr

Estate Agency 01481 726599

Insurance Corporation (C.I.) Ltd

Insurance Glyn Smith 01481 713322

Integrated Skills (Guernsey) Ltd

Technical Consultancy Matthew Polson 01481 242700

International Asset Monitor Ltd

Michael Strachan

Investment Advisers & Managers 01481 716575

International Energy Group

Fuel & Energy Distribution 01481 715634

Tony Nicholls

International Law Systems Ltd Chris Meinke

Manufacturing 01481 723494


Retail 01481 200091

Intersurgical (Guernsey) Ltd

Manufacturing 01481 710767

Nigel Hurford Mark Levrier

Intertrust (Guernsey) Ltd

Administration Paul Schreibke 01481 211000

Intertrust Fund Services (Guernsey) Ltd Trust & Company Administration Ian Clarke

Intertrust International Management Ltd

M Cahill

01481 211000

Trust & Company Administration 01481 211000

Intertrust Read Private Clients Ltd Mark Stone

Intransit Limited

Lauren Le Feuvre

Investec Asset Management Guernsey Ltd Grant Cameron

Tax Advisers 01481 211000 Hire 01481 700066 Fund Management 01481 710404

Investec Bank (Channel Islands) Ltd

Banking Mort Mirghavameddin 01481 723506


Jose Romanillos

Island Analysis Limited

Island Coachways Ltd

Transport 01481 720210

Island Electrics Ltd

Building 01481 263598

Hannah Beacom

Richard Cowling

Island Fm Ltd

Island Lock & Safe Co Guernsey Ltd

Island Marine Craft Ltd Ian Moxon

Isla Ltd 82

Veterinary Services 01481 723863

Marine 01481 249294

Island Posture Centre

Richie McCurdy 07781 146007

Island Waste Ltd (Skips R Us/Circuit Skips/Rf Mills)

Dan Hubert

Islands Insurance

P Rowe

Isle Of Sark Shipping Co Ltd

Sarah Roberts-Byrne com

Itchyfeet Recruitment Agency Jodie Burtenshaw

Services 01481 235762

Insurance 01481 710731 Ferry Operator 01481 724059 www.sarkshippingcompany. Business Services 01481 722817

Itex (Guernsey) Ltd Computing, It/Telecommunications Richard Parker

ITV Channel Television Gillian Mabbett


J T (Guernsey) Ltd

Helen Dyke

Security Installations 01481 714050

Trevor Mahy

Ips Ultraprint Ltd

Isabelle Vets Ltd

Radio Station 01481 242000

Martyn Parr

J K Window Blinds Kevin Philp

Printing 01481 259188

Marketing 01481 716227

Chris Brock

Accountants,Administration, Finance, Fiduciary, Andrew Whittaker 01481 713843 Tom Peek

07781 146898

Paul D Taylor

Jacksons (CI) Ltd Peter Campbell

01481 710881

Television Broadcasting 01481 241888

Retail 01481 725991 Telecommunications 01481 888134 Motor Garage 01481 235441

Johansen Executive Coaching Cato Johansen

Coaching & Mentoring 01481 736215

Joy Guernsey Ltd

Johanna Herring

Joys Production Services

Retail 01481 724244 Conference Organisers 01481 727117

Peter Joy

Emma Adkins

Business Services 01481 727155

Le Coin Trophies Steve L Le Le Prevost

Services 01481 713277

Le Friquet Plant Centre

Retail 01481 259220

T Ingrouille

Le Mont Saint Garage


Motor Garage 01481 264811

David Beausire

Le Nautique Restaurant

Hotel & Catering 01481 721714

Le Page Robert W.

Architects & Chartered Surveyors 01481 725239

G Botzenhardt

K De P Glass Ltd

Manufacturing 01481 246861

Alan Tacon

Kemp Le Tissier Angus Kemp Kesell Ltd

Accountants 01481 253050 Renewable Energy 01481 727388

Keith Hounsell

Kingdom Architects

Architect David Kingdom 01481 713440

Kings Mills Hotel Ltd Ian Walker

Law At Work (Channel Islands) Ltd

Hotel & Catering 01481 257996

Kosangas (Guernsey) Ltd Fuel & Energy Distribution Chris Marquis 01481 728844

Robert W Le Page

Leapfrog Ltd

Employment 01481 711188

Chris Gnapp

Learning Clubs

Marketing Specialist 01481 246973

Carol Railton

Learning Company Ltd, The

Education 01481 730598

Legis Group Ltd Stuart Platt-Ransom

Trust & Company Administration 01481 726034

Kathy Tracey

Les Buttes Holiday Cottages

Martin Ozanne

Hotel & Catering 01481 266363

KPMG Channel Islands Ltd Accountants Mark Thompson 01481 721000

Les Cocquerels R T Pipet

Hotel & Catering 01481 254468

Krys Global Tim Le Cornu

Fiona Naftel


La Collinette Hotel Ltd Andrew Chambers

La Fregate Hotel

Simon Dufty

Accountants 01481 711211

Hotel & Catering Michael de Garis 01481 256879

Les Merriennes Self Catering

S A Paine

Hotel & Catering 01481 710331 Hotel & Catering 01481 724624

Hotel & Catering K Gallichan 01481 267169 G A Power

Langlois Robertshaw & Delbridge

Melissa Rees

Conference Centre 01481 727793

Les Granges Des Fleurs

La Pointe Farm

La Villette Hotel & Leisure Club

Les Cotils Christian Centre

Hotel & Catering 01481 235292 Advertising & Marketing 01481 750490

Les Vaugrats Campsite J Laine

Hotel & Catering 01481 263262

Camping Sites & Equipment 01481 257568

Liberation Group Limited, The

Hospitality 01481 724444

David Robilliard

Liberation Management Ltd Steve Kail

Financial Services, Pension,Trust & Comp 01481 740145

Lince Salisbury Ltd Gregory Robert Lindum Consult Andrew Morley

Accountants 01481 735000 Consultants 01481 264526


Links Communications

Telecommunications 01481 248360

Richard Bird links@guernseynet

Liquid Katrina Bray

Public Relations 01481 728841

Livingroom Ltd Simon Torode Lloyds Bank International Ltd Mike Starkey


Lloyds TSB Offshore Ltd Mike Starkey

Logicalis Guernsey Ltd

Long Port Properties Ltd

Louvre Group Ltd

Colin Bridle

Lucas Freight Ltd

Freight Distribution 01481 724480


Business Services 01481 264164

Mappin And Webb

Retail Robert Read 01481 723621 m&

Marine & General Engineers Ltd David Coleman

Marlborough Trust Company Ltd Nick Hannah


Engineering 01481 245808

Marine 01481 253181

Mark Davies & Associates (Offshore) Limited

Liz Meades

Property Services 01481 244244

Howard Mawson

Mayfield Investments Ltd

Archive Services 01481 239075

Ray Blakely

Mayside Recycling

Recycling Michael Grime 01481 247599

Meadow Court Farm Ltd

Ray Watts

Meadowcroft Ltd Paul Meadowcroft

01481 236771 Electrical & Mechanical Engineering 01481 727715

Medical Specialist Group

Health 01481 238565

Neil Robilliard

Mercator Trust Company Ltd

Administration David Preston 01481 234200

Michele Hilton


Alan Green

Building 01481 265892

Michele Hilton Design Accountants 01481 252800

Marine Electronics Ltd

Mauger D P, Electrical Contractor

Mercury Distribution Ltd James Greening

Machon Accounting Limited Adrian Machon David Brown

Wholesale 01481 734444

Mawson Collins Ltd

Advertising & Marketing 01481 750490

Adam Prosser

Martin O’Meara Ltd

Banking 01481 708023

LR&D - The Big Idea

Jim Delbridge

Employment 01481 730565

Dave Mauger

Architects 01481 235397

Andrew Ozanne

Martel-Dunn Recruitment Sandra Martel-Dunn

01481 708023

Trust & Company Administration 01481 727249

Lovell Ozanne & Partners Ltd

Estate Agents 01481 713463

Gary Willcocks

Property 01481 728721

Charles S Billson

P J Le Cheminant

Property 01481 233008

Computing 01481 737000

Rene Brun

Martel Maides Estate Agents

Tax Advisers 01481 738750

Trust & Company Administration 01481 713100

Catering Equipment Suppliers 01481 721122 Property Services,Retail,Architects 07781 464600

Marketing Sales Customer Service

t: 07781 157655 e: Michelle Morley Consultancy Michelle Morley Millard & Co Ltd Tim Millard Milroy Capital Ltd Robert Milroy

Miss Nob Ladies’ International Fashions

Mary L Le Poidevin

Business Services 07781 157655 Motorcycle 01481 720777 Fuel & Energy Distribution 01481 714942 Retail 01481 721800

Miton Optimal Portfolio Managment (Ci) Ltd

Fund Management Mark Margetts-Smith 01481 740044

Sue Garrett

Monarch Vulcanising Systems Ltd

Norman Piette Ltd

Toni Elderfield

Manufacturing 01481 241024

Montagu Evans Channel Islands Ltd

Estate Agents Tony Rowbotham 01481 742280

MOO Ltd Jamie Falla

Architects 01481 728886

Moore Stephens

Accountants 01481 721769

Mora Restaurant And Grill

Restaurant 01481 715053

Lance E Spurrier Nello Ciotti

Morgan Sharpe Administration Limited Serena Tremlett

Financial Services 01481 231100

Mourant Ozannes

Advocates Robert Shepherd 01481 739344

MS & Co Martin J Sandle FCA

Accountants 01481 701521

MSD International Limited Consultancy Simon Golland 01481 241200 Muse Steve Le Poidevin


N St J Paint & Son Ltd M Paint

Nashcopy Channel Islands Ltd Clive Le Tissier

Neenam Ltd

R Piper

Nerine Trust Company Ltd

Catering 01481 727101

Retail 01481 721096 Office & Business Equipment 01481 712808 01481 715399

Network Direct Ltd June Goater

Insurance 01481 701400

Nick Brett Property Ltd

Nick Brett

Building 01481 245801

Tony Gallienne

Normandie Group Ltd

Chris Schofield

Insurance 01481 253953

Nova Investment Management Ltd

Investment Advisers & Managers 01481 231997

Nova Wealth Limited

Investment Advisers & Managers 01481 231997

Ross Preston

Ross Preston

Np Holdings Limited Tony Gallienne

Building 01481 244383


Oak Trust (Guernsey) Limited David Willis

Ocs - One Complete Solution

Mike de Laune

Computing - IT 01481 750750 Property Services 01481 720123

Finance 01481 749273

Property Support Services 01481 244048

Odey Wealth Management (CI) Limited Investment Advisers & Managers

Geoff Marson

Office Solutions (Guernsey) Ltd

Trust & Company Administration 01481 701300

Jason Connolly

Insurance 01481 702900

01481 743603

Office Projects Tony Veron

Robin H Smith

Next Generation I.T.

Nordben Life & Pension Insurance Co Ltd

Matthew Sirett

Office Supplies 01481 234490 Office & Business Equipment 01481 722992

Offshore Business Focused Solutions Limited Sean Conlan

Offshore Consulting (Guernsey) Limited Will Morgan

Consultancy 07781 105494 Consultants 01481 736040

Offshore Electronics Ltd

Manufacturing 01481 712721

Offshore Logic Ltd

Computing - Software Services 01481 728334

Steve Marshall

Gary Hill

Ogier Claire Long Old Government House Hotel & Spa Andrew Chantrell

Oliver & Company

Chris Oliver

Advocates 01481 721672 Hotel & Catering 01481 738502 Management Consultants 01481 251683


Optimus Group Limited Consultants Peter Mills 01481 755690

Placing People 1st

Opus Private Limited

Polar Instruments Ltd Nigel Mann

Trust & Company Administration 01481 754700

Shane Giles

Orchard Press & Public Relations Ltd

Public Relations 01481 240600

Steve Falla

Orion Insurance Management Ltd

Insurance 01481 728864

Janet Le Poidevin

Human Resources 01481 736444

Lynda Sims

Polygon Group Limited

Amanda Groves

Manufacturing 01481 253081 Venture Capital, Property, Private Equity 01481 704657

POS Interiors David Inglis

Design 01481 244718

OSA Recruitment

Employment 01481 712891

Potting Shed

Ounsworth Decor Ltd

Building 01481 266194

PPF Partners Limited

Nick Graham

M B Gallienne

Outdoor Guernsey Limited

Leisure 01481 267627

Ant Ford Parker

Precision Plastics (Guernsey) Limited

Building Services 01481 242311

Kevin Brown

Accountants 01481 715669

Pricewaterhousecoopers C.I. LLP John Roche

Pandora Hotel

Hotel & Catering 01481 720971

C Ryan

Paper Box, The

Retail 01481 712877

Phillip Morgan

Parish Group Ltd

Trust & Company Administration 01481 729002

Heidi Soulsby

Partners Group (Guernsey) Ltd

Finance Annika Domaille 01481 711690

Paul Davis Freight Services Ltd Nigel Dutson

Freight Distribution

Finance 01481 267647

Perkins Chartered Certified Accountants

Accountants 01481 724966

Paul Jonkmans

Mr R A Laurent

Personnel Appointments Ltd Chris Blin

Pet Technology Store Ltd

Helen Chamberlain

PJ Web Design Limited

Prime Practice Nick Guillemette

Accountants 01481 752000 Health Services & Office Suppliers 07781 156118

Project Hire & Sale (Guernsey) Ltd

Tony Gallienne


Quantum Cabling Installations Ltd 08455 196995

Paul Jonkmans Finance Limited


Investment Services 01481 754951

Mel Carvill

Price Bailey Ltd Kirsty Warner


Paul J Ninnim

Advertising And Marketing 01481 727699

Jay Aylmer

Business Services 01481 723221 Mail Order, Wholesale 01481 266066 Internet 01481 230966

Data, Voice & Electrical 01481 263224

Mark Addlesee

Quayside Ltd Russ Fossey

Building 01481 242047

Retail 01481 245881

Quintessential Relocation Consultants Jo Stoddart

Relocation Services 01481 257200

TO ADVERTISE HERE FOR JUST ÂŁ75 contact us on 01481 715222


Royal London Asset Management C.I. Ltd


R G Falla Ltd

P Gregory

Building 01481 256585

R W Randall Ltd

Brewing 01481 720134

Jayne Langlois

Motor Garage 01481 244551

Gary Rouget

Ravenscroft Ltd Stockbrokers & Investment Managers Simon Melling 01481 729100 Ray & Scott Ltd

Manufacturing 01481 244610

Regency Bedding Ltd

Retail 01481 249544

Jeff Fox

Trust & Company Administration R J Bach 01481 723925

Saffery Champness Jeremy Ellis

Accountants 01481 721374

Samuel Pepys David Whitby

Retail 01481 727616

Sandpiper CI Limited

N Swan

Tony O’Neill

Sark Estate Management

Resolution It Limited

Computing 01481 267338

Olly Duquemin

Richard Stapley Ltd Chartered Accountants Richard Stapley

Rihoy, F W & Son Ltd

Rock & Small Ltd

Advertising & Marketing 01481 724705

Matt Collas

Rock Commercial Ltd Peter Van de Velde

Estate Agents 01481 728559

Rocquette Cider Company Ltd James Meller

Accountants 01481 267460 Building 01481 245231

Ivan Rihoy

Steve Roussel


Safehaven International Ltd

Rabeys Group Ltd

Ronez Ltd

Investment Advisers 01481 711261

Cider Maker 01481 232501

Building 01481 256426

Ross Gower Group Dean de la Rue

R.A. Rossborough, R A (Guernsey) Ltd Ian Stewart

Rothschild Bank International Limited David Oxburgh

Rotorswing Uk Ltd

Nick Piper

Insurance 01481 722222 Insurance 01481 241555 Banking 01481 705150

Dawn Manger

Sapphire Underwriters

Nigel Brand

Sarnia Estate Agents

Alex Ford

Retail 01481 708528 01481 832704 Insurance 01481 737414 Estate Agents 01481 713463

Sarnia Hotels Ltd Hotel & Catering Karel Harris 01481 724452 Sarnia Management Corporation Ltd Lisa Davey

Sarnia Mutual Ltd

Finance 01481 723501

Vernon Etherington

Sarnian Roofing Ltd Gary Gavey

Administration 01481 728444

Building 01481 715475

Sausmarez Manor

Conference Organiser Peter De Sausmarez 01481 235571

Schroders (CI) Ltd

Financial Services Julian Winser 01481 703700

Scope Furnishing Ltd A J Bourgaize

Retail 01481 723197

07781 126267

Royal Bank Of Canada (C.I.) Ltd Banking Lindsay Ozanne 01481 744041 Royal Bank Of Scotland International

Banking Robert Girard 01481 703873


SG Hambros Bank & Trust (Guernsey) Ltd

Banking 01481 726521

Mark Didcott

SH Accounting Services

Chartered Accountants,Tax 07781 123546

Sara Harborow

Sidlocks Of Guernsey

Hotel & Catering 01481 713883

Roy Kilpatrick

Sigma Group, The

Complete business solutions 01481 241111

Robert Sillars

Simon Cottell - Chartered Architect Simon Cottell

Architect 01481 725355

Specialist Construction Supplies Ltd Simon Kerin

Specsavers Optical Group D J D Perkins

Retail 01481 723530

SPF Private Clients (C.I.) Ltd

Finance 01481 715234

Pierre V Blampied

Spicer & Partners Guernsey LLP Shelagh Mason

Retail 01481 710781

St Emilion Ltd

Simon Lovell Interiors

Retail 01481 728695

St George’s Hotel

Simon Lovell

Hotel & Catering Steve Durey 01481 721027

St John Training Services Guernsey

St Peters Trust Company Ltd

Call us: 710639 Stay Connected

Situations Recruitment Agency Ltd Melissa Campbell

Employment 01481 710639

Skill Set CI Limited Sharon Alvarez

Leisure 14817 735440

Skipton International Ltd

Banking Jim Coupe 01481 727374

Smith Signs Ltd Dan Smith Sofsync Ltd

Susan Watson

Printing 01481 247749 Computing - Software Services 07781 122449

Sommelier Wine Company Ltd Richard Allisette

Import/Export 01481 721677

SOUP Architects Ltd

Architects Max Babbe 07781 147667

Source Recruitment Specialists Limited Julia Martin

Sovereign Trust (Channel Islands) Limited

Employment 01481 701616

Trust & Company Admin Stephen Hare 01481 729965


Solicitors 01481 710315 Hotel & Catering 01481 726059

N Cirigliano

Steve Ford

We’re always here for you

Distribution 01481 232458

Specsavers Opticians Chris Goldsborough

Simon Larbalestier Opticians

S Larbalestier

Business Equipment, Joinery 01481 245124

Martin Priest

Health & Safety Training 01481 247979 Trust & Company Administration 01481 723674

TO ADVERTISE HERE FOR JUST £75 contact us on 01481 715222 St Pierre Park Hotel Dina Le Lacheur

Hotel & Catering 01481 728282

St Sampsons Constable & Douzaine Parish Authority The Constables 01481 244130 Stan Brouard Group

Irrigation Bridget Foss 01481 252521

Standard Chartered Trust (Guernsey) Limited Trust & Company Admin

Trevor Kelham

01481 721787

State Street Trustees (Guernsey) Ltd Finance Gerald Hough 01481 734700 Steve Ferbrache & Co Ltd

Building 07781 100685.

Stonelake Ltd

Retail 01481 720053

Steven Ferbrache

J R Herschel

Stopcost Ltd David Holt

Payments Solutions 07781 413083

Style Office

Office & Business Equipment 01481 737044

Paul Watson

Trust Corporation of the Channel Islands Limited Ken Wrigley

Sueco Outside Catering Ltd

Outside Catering/Cookery School Hugh Tabel 01481 720969

TT Software Ltd

Sure (Guernsey) Limited

TTC Travel Group Ltd

Telecommunications Jessica Bisson 01481 757552

Swallow Apartments M Hesse

Hotel & Catering 01481 249633

Swoffers Ltd

Estate Agents 01481 711766

Matthew Henry

Sydney Charles Group Insurance Philip Lepp 01481 739970


Hotel & Catering 01481 723730

Technical Field Services International Ltd

Human Resources Gail F Batiste 01481 729298 tfsi@cwgsy.cnet

Tiara Software Consultants Ltd

Computing - Software Services Tim Rawles 07781 443475


Chris Russell

Investment Consultancy And Research 01481 714292

Town Centre Partnership Ltd Jack Honeybill

07781 113464

TPA Ltd Tony Tostevin Trafalgar Travel Ltd

Suzanne Rouxel

Advertising & Marketing 01481 700070 Travel Agent 01481 728121

Travel Counsellors - Debbie Freestone-Roberts

Travel Agent 01481 712549

Travel Counsellors - Vaughan Davies

Travel Agent 01481 726837

Travel Solutions

Fred Eulenkamp

Travel Agent 01481 715145

Trinity Trust Co Ltd

Trust & Company Administration K Le Poidevin 01481 727429

Troalic A J & Sons Ltd Andrew Troalic

Retail 01481 245363

01481 700202 Business Services 01481 754773

Tyrrell Dowinton Associates Ltd

Paul Dowinton


Jeff Whittaker

Taste Of India Restaurant, The

Vaughan Davies

Kevin Bunney

Valhalla Industries Limited Design

T Fernandes

Debbie Freestone-Roberts

Tony Trenker

Trust & Company Admin 01481 730430

Architects 01481 259959

Marketing And Manufacturing 01481 263548

Valley Computer Services Ltd Computing Gordon Dutton-Queripel 01481 239460 Vaudin Stonemasons Ltd

Building Services Lance Vaudin 01481 248316

Vazon Energy Ltd

Consultancy 01481 729981

David Robson

Vazon PR & Events (Metasis Ltd) Fleur Curzon

Vets4pets Ltd Peter Watson Victoria Fine Jewellery Chris Brazier-Creagh Vision Networks Ltd

Bill Mead

Vortex PR Nigel Robson


Waite RS Chartered Surveyor R S Waite, FRICS

Consultancy 01481 722424 Veterinary Services 01481 239200

Retail 01481 740050 Security Installations 01481 255414 Public Relations 01481 233080

Arbitrator 01481 722121

Waitrose Guernsey

Retail Allen Edwards 01481 729222

Watts & Co Limited Joanna Watts

Estate Agents 01481 740071


Weighbridge Trust Ltd Trust & Company Administration P Conway 01481 720581 White & Company Plc

Removals 01481 736868

S Hammer

White House Hotel Hotel & Catering Jonathan Watson 01481 722377 White Rock Brewery Co. Limited

Brewing 07911 760302

Willis Management (Guernsey) Ltd

Management Consultants 01481 735630

Ross Gledhill Dominic Wheatley

Wiltshire Property

Estate Agents Vijay Wiltshire 01481 723919

Window Service Centre Ltd Manufacturing Mark De la Rue 01481 248743 World Travel

Travel Agent 01481 252211

Ken Baker

WT Partnership (Guernsey) Ltd

Architects & Surveyors Nigel Carter 01481 723163

XTEC Ltd Computing Tony Mealing 01481 700004 X-Ware Ltd, T/A Jcs Barry Pitfield

84500 049599

Collaboration It’s a powerful thing.

Copy writing Media consultants Advertising Marketing campaigns Sales campaigns Corporate event organisation Proud publishers of CONTACT AND Customer 1st magazineS Founders and organisers of the annual Jersey and Guernsey Customer Service Awards Founders and organisers of the Jersey and Guernsey Rise and Shine Breakfast networking events


TO ADVERTISE HERE FOR JUST £75 contact us on 01481 715222

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Contact Magazine. Another quality job polished off by Mojoe




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Contact May/June 14  
Contact May/June 14  

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