Delivered Winter 2021

Jersey Post Group Magazine | Winter 2021

K E Y F E AT U RE S : - APG Global - Ready for take-off!

- JPGL The Evolution of Us - A Crisis Managed - Working In Entrepreneurial Harmony - A Greener Logistics World

Setting new standards in regulatory technology.

Vaiie solutions digitise experiences to enhance the way businesses meet their regulatory obligations.

Part of the

vaiie.com

INTRODUCTION

Welcome to the Winter edition of Delivered.

I hope you are all well and looking forward to the festive season.

In this issue of Delivered I’m very excited to share with you the new branding for Jersey Post Global Logistics.

The culmination of a long-awaited project which is finally bringing our Fraser Freight and HICS logistical arms under one brand. The rebranding brings us one step closer to our goal of being an industry leader, giving our company its own voice, look and feel, as well as instant recognition across the industry.

Also in this edition, Dave Wilson, Director of International, provides us with an overview of the journey our global logistics business has been on over the last decade, and provides an insight into how we reached this pivotal point for the business.

We sat down with our APG partners, based in Miami, to discuss the recent boom of the eCommerce market in Latin America, and how we’re poised to tackle the growth in business.

In an interview with Steve White, our UK Managing Director of JPGL, we gain valuable insight into the International HGV Driver Shortage and how it is impacting the Jersey Post Group.

We also delve into several of Jersey Post’s technological achievements in the business over recent months.

With the full acquisition of software application Atlas, Nigel Arkwright, Chief Information Officer, gives us an overview of the software application and what our sole ownership means for the business going forward. Plus, we take a look at the new fantastic websites that have launched for our digital business, Vaiie, and our Jersey online marketplace, Fetch.

I do hope you enjoy reading about all the challenges and great successes that we are experiencing over the wider Jersey Post Group, and it helps you feel more connected to the working family that you are a valued part of.

Finally, I would like to wish you all a happy, healthy, and restful Christmas, and all the best for a wonderful 2022.

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CONTENTS

TH E I M P O R TANCE O F B E I N G N I M B LE TIM BROWN

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PU B L IS H ER S Jersey Post Group Postal Headquarters JERSEY JE1 1AA

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ED I TO R

TIM BARNES TAKES CYCLING TO NEW HEIGHTS!

AP G GLO BAL

David McGrath, Group Marketing Director

LESLIE FOXHAVEN

S U B ED I TO R Sonia Ferri, Senior Marketing Manager

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Angela Hamon, Marketing Manager

DESIGN & PR O D U C T I O N TPA

CO N TAC T US marketing@jerseypost.com

Please recycle this magazine.

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A CR ISIS M ANAGED

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JE RS E Y P OS T CHR ISTM AS STA MPS

CONTENTS

Contents N E W D I G ITAL ACQ U IS ITI O N

I NTRO DUCI N G J P GL DAV E W I L S O N

NIGEL ARK WRIGHT

28 50

34

A GR EENER LO GISTIC S WOR LD

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WOR LD POSTC AR D DAY

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ROBOTIC TECHNOLO GY

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NE WS BITES

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PAYMENT OF WAGES AND SAL AR IES

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WOR K ING IN ENTREPRENEURIAL HARMONY

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VAIIE’S FE M ALE I N N OVATO RS

64 PROGR A M 51

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F E AT U R E

T H E I M P O R TA N C E O F

BEING NIMBLE OV E R T H E PAST 1 0 Y E A R S , J E R S E Y P O ST G R O U P H AS S H I F T E D F R O M A S M A L L I S L A N D B U S I N E S S T O A G L O B A L L O G I S T I C S P R O V I D E R , W I T H O P E R AT I O N S IN FIVE CONTINENTS. DELIVERED SPEAKS TO OUR CEO TIM BROWN, ABOUT T H E I M P A C T O F B R E X I T, C O V I D - 1 9 A N D H O W K E E P I N G O N Y O U R T O E S I S K E Y TO O U R CO M PA N Y ’ S S U CC E SS .

How has the business changed since you started at Jersey Post?

When I started here in 2014 something like 60-65% of the business was on island postal business. We’ve now doubled our size in turnover and 60% of our business is not postal, it’s logistics, while 40% of our business doesn’t even touch Jersey.

Over the last five years, Jersey Post has carried out 12 investment transactions ranging from Hong Kong to Australia, to the UK and the US.

TIM BROWN CEO, Jersey Post Group

We’ve invested and bought into businesses, acquiring very good people in the process, so we use the skills in those businesses to influence the rest of the company and bring their way of working into the core business.

We still have a core staff in our traditional postal business that is profitable but also provides a service to the people of Jersey. We have to make sure we don’t forget the core skills we already have are needed to run the business.

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Vaiie is part of the Jersey Post Group, so whilst a market disruptor and innovator, it is also aware of our heritage.

BEING NIMBLE

Can you tell me about Vaiie?

In 2019, we took another step in our diversification strategy with the launch of our regulatory technology company, Vaiie.

Developed from our mailing house business, Vaiie focuses on supporting organisations in their digital transformation through enhancing, securing, and digitising their practices and processes. It does this through building portal-based solutions for communications, financial controls and document distribution supporting remote collaboration and digital archiving.

It also has a RegTech business- RegTech is sophisticated technology designed to solve challenges around everchanging regulatory compliance, risk management and data reporting.

Vaiie’s RegTech business supports onboarding, address verification and authentication with products that use the Universal Postal Union to provide enhanced assurance on locations and residency. It also provides the ability for organisations to verify customer identity using ID authentication, facial recognition and liveness checking.

It is all about empowering financial services teams to work swiftly, compliantly and effectively manage risk, whilst going through an engaging online experience.

It was chosen by the Government of Jersey in 2021 to develop a new digital ID verification tool enabling citizens to access government services online.

Vaiie is part of the Jersey Post Group, so whilst a market disruptor and innovator, it is also aware of our heritage and the trust that Islanders and businesses place on the Group.

This gives balance and grounding which are crucial for Vaiie when working in partnership with our clients.

What were the main success stories, and the principal problems for 2020?

Obviously, there were enormous challenges in 2020 because of the pandemic. Every day was a Christmas peak in terms of parcel deliveries. Like every business, we had staff off sick and shielding, borders were closed, some warehouses shut early on, and there was a massive reduction in flights. Add to this the plummet in our foreign exchange business and retail counter sales, and you can see it was a very challenging time. Plus, don’t forget, we were also still preparing for the looming Brexit deal or no-deal.

We also know that our customers feared for their own survival as businesses closed offices and moved to remote working. Consumers turned to online shopping to fulfil basic requirements as physical shopping was restricted. Companies were looking for instant answers to their logistics challenges, and we were there to provide solutions. These ranged from our team seeking air freight solutions out of Heathrow 24/7, to providing a comprehensive logistics solution to testing in Jersey and being responsible for getting samples to the UK and to test centres. Later on, we took over the consolidation of supplies and logistics support to the in-island test facility.

Despite these challenges, our online parcel service, Parcel Monkey, saw significant growth in the UK and US. We also won a multi-million-dollar five-year contract with the United States Postal Service for deliveries from the US to Latin America. There were new opportunities in Jersey, such as delivering online orders for the Co-op, and our digital arm, Vaiie, is developing into a leading in-Island RegTech business.

Through our various investments and acquisitions, we were able to offer an end-to-end eCommerce solution across borders. By investing in that integrated network, we were able to rise to the pandemic challenges and face the future with optimism. We could not have achieved this without the dedication and commitment of our colleagues in Jersey and across the world.

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F E AT U R E

Have you succeeded in your strategy in becoming a global logistics company?

Do you think people understand how much Jersey Post has shifted as a business over the past five years?

Our strategic approach has delivered a business with the capability to take advantage of the opportunities now presented and produce long term returns and value. Over the last five years, we have seen the strategy working through a steady increase in revenue despite the losses incurred by our core business and the costs of entering more competitive markets.

I think people understand there has been a shift, but perhaps not to the full extent, in part because we have striven to maintain a ‘business as usual’ approach for our customers. While everyone understands the shift to online retail, most people don’t stop to think how that item they ordered from the other side of the world arrives on their doorsteps, and actually, that’s the way it should be.

We have become a solutions-focused business working in partnership or collaboration with third parties. Therefore, the key theme of our strategy is to integrate our capabilities so that the solutions we offer continue to be greater than the sum of our individual parts.

Essentially, it’s our job to ensure that parcel gets to them smoothly without drawing attention to the logistics. It’s also our job to ensure we can make a profit from that process.

Our customers want wider solutions and we’re in a position to do that.

How did the role of the postal workers change during lockdown?

During lockdown, our primary focus, both here in Jersey and internationally, was on playing our part in keeping people and businesses ‘connected’. The changes were dramatic and instant: the volume of letters fell away, parcel volumes increased by 71%, there were significantly fewer flights and boats, 20% of our people were self-isolating, and all of our customers faced their own set of challenges.

How has Brexit affected Jersey Post?

The team had to make operational changes almost daily to ensure that there was no disruption to the delivery of our core services. A very stark example was the increase in the number of parcels, which for our postal team meant that it felt like managing the ‘Christmas peak’ for most of the year.

On top of all these challenges, our posties did a superb job of stepping up to support the Island community here in Jersey with additional initiatives including issuing free ‘thank you’ cards, delivering prescriptions, free advertising for businesses and managing the conveyance of Covid-19 tests to the UK. We know from feedback that our people have certainly ‘gone the extra mile’ to support the Island, and they are a credit to themselves and to the business.

The quality of the Jersey Post team has continued to develop, not just here in Jersey but also elsewhere across the world.

Their enthusiasm, professionalism, creativity, and sheer hard work throughout the pandemic is quite humbling.

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While Brexit has brought about challenges, it has also brought with it opportunities. For our businesses, the impact has been mostly positive, but only because we were well prepared. We diversified and adapted where we needed to, added the skills to our team we knew we’d need and made the transition as easy as possible for our clients.

As we were already working globally, it has been easier for us to adapt than those businesses that previously only dealt with Europe. We have been accustomed to managing a complex process of customs checks for the countries we ship to and from. Around 180,000 UK traders and forwarders were working with the European market pre-Brexit – that’s a lot of businesses needing to embrace a lot of change. Despite having that important global expertise and many of the required systems in place, we recognised early on that we’d still need to adapt, so we wasted no time.

With no trade agreement in place until Christmas Eve last year, we were second-guessing what the key issues would be, accurately, as it turned out. We focused on new requirements at Customs borders, educating our clients, and the issues around new EU/UK Preference origin rules which continue to be challenging now.

BEING NIMBLE

What do you see will be the key challenges for Jersey Post Group over the next 12 months?

We have ongoing challenges. However, market changes post-pandemic and Brexit, and changes in international regulations on cross-border trade mean that the markets we operate in, including post, are more volatile year-to-year than in the past.

2020 demonstrated more than ever that the traditional core business that focussed on letters and retail counters is in decline. However, growth in eCommerce, especially cross-border, and digital provided growth and opportunity. The pandemic accelerated what were already existing trends (declining letters, increasing parcels and increasing digitisation).

Sixty percent of our business is no longer postal; it’s logistics. We now have global expertise in cross-border logistics and a network of freight, warehousing, fulfilment and final mile in Jersey, so our recent acquisitions fitted well in that strategy. This shift means we need to continue investing in transformation while maintaining the core services our Island community needs.

Looking back at an incredibly challenging and unprecedented couple of years how do you think Jersey Post has fared?

The last couple of years have highlighted how important postal services and posties are. It was that which kept us connected and delivered the goods that people needed but were unable to go out and buy.

It showed how important it is to be agile, and to grasp opportunities and not lament changes or the way things were.

The pace of digitisation of most services increased several-fold during the pandemic, which was no different for us. We were moving away from counter-service to online, and that has proven to be resilient and effective. It has been the perfect opportunity for our digital business, Vaiie, to expand its product range.

It has also shown the importance of diversification, and we want to build on that by increasing cross-border eCommerce and digital services.

These aren’t new trends, just a faster pace. Our customers want wider solutions and we’re in a position to do that.

Finally, it helped change our mindset that we’re not different businesses, but one network which integrates and supports all areas across the globe.

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For our postal team meant that it felt like managing the ‘Christmas peak’ for most of the year.

NEWS BITES

T I M B A R N E S TA K E S C YCLI N G TO N E W H EI GH TS! Congratulations to Jersey Post’s Chief Financial Officer, Tim Barnes, for his amazing support of Macmillan Cancer Support Jersey. Tim took on the mammoth cycle challenge from Lyon to Marseille and combatted Mont Ventoux in the process.

Mont Ventoux is known for equally good reasons as the ‘giant of Provence’ and ‘windy mountain’ and is one of the most famous climbs in Tour de France history. Its reputation as one of the toughest climbs in the sport is well-founded; the wind and heat on the barren and exposed upper slopes add to the relentlessness of the climb.

Tim was one of 43 fantastic cyclists who took part in the Macmillan challenge in September and collectively raised an amazing £150,000 for this fantastic cause. Delivered caught up with Tim to hear all about his adventure.

What motivated you to take part in the Lyon to Marseille cycle challenge in aid of Macmillan Cancer Support Jersey?

I originally got involved with the challenge in 2018 for the previous cycle, “Geneva to Nice”, five weeks before the event, when I found out Jersey Post was involved in loaning the lorry.

I’m an avid cyclist and thought it was a great opportunity to combine my hobby with an important cause. It is a fantastic charity and needs these challenges to raise funds. I had such a good time on the first challenge that I said I would do it again. Last year the challenge was supposed to be going from “Bologna to Rome” in June 2020 but, due to Covid, this was postponed four times and eventually changed to Lyon to Marseille 2021. This time round, I also managed to get a number of friends involved and helped them train for the challenge.

How did you prepare yourself for the challenge?

I do a lot of cycling in my spare time, so I continued to do my usual cycle rides at weekends and the odd one during the week.

What was the toughest part of the cycle?

On the third day of the cycle we took on Mont Ventoux!

I’ve never done a cycle quite like that before and was really pleased that I managed to complete it in 1 hour 43 minutes and 45 seconds. It can take up to five hours, and one person didn’t make it so it was a personal achievement for me that I managed it in that time.

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NEWS BITES

What was your most memorable part of the trip and why?

Mont Ventoux because it is such a famous mountain to cycle up (and much more fun to come down!) It was all about taking it steady and making sure you don’t burn out before you reach the top. We also had the added challenge of 40 mile an hour winds to compete with along the way.

The Jersey Post Group provided support for the challenge again this year by donating two of our vans for the round trip to transport bikes and equipment for the cycle. Macmillan Cancer Support Jersey relies entirely on donations to help support their services, including free emotional support, practical information and group support to people in Jersey with any type of cancer and at any stage, along with their families and friends.

What was going through your mind when you reached the top of Mont Ventoux?

That could have been worse! I wish I had gone faster!

What advice would you give to people who are considering taking part in a cycle challenge?

If you are not used to cycling, then get out on your bike at least six months (ideally 12) beforehand and just cover lots of miles! Aim to do regular rides of 100 kilometres, each day of the challenge is about 140 /150 kilometres. Bouley Bay is a great hill in Jersey to practice inclines and descents. Mainly preparation is key!

Finally, would you take part in a similar cycle challenge again?

Absolutely, it’s good fun! I’m already booked on for the next trip, which I believe will be from Bologna to Rome.

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F E AT U R E

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R E A D Y F O R TA K E - O F F !

A P G

G L O B A L

Ready for take-off!

I N JA N UA RY 2019, TH E J ERS E Y P OS T GRO U P A N N O U N CED T H AT I T H A D A D D E D TO I T S G LO B A L N E T W O R K TO I N V E S T I N A S P E C I A L I S T L AT I N A M E R I C A N PA R C E L A N D LO G I S T I C S PA R T N E R . B A S E D I N FLO R I DA , A P G G LO B A L P R OV I D E S A CO M B I N AT I O N O F PA R C E L A N D LO G I S T I C S S E R V I C E S F O C U S E D O N T H E A M E R I C A S R E G I O N A N D O P E R AT E S I N W H O L E S A L E A N D R E TA I L M A R K E T S .

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merica’s Market Intelligence analysis has predicted massive growth in the Latin American eCommerce market over the next 3 years. As such, we thought it would be great to speak with our APG Global partners across the pond to learn more about their LATAM strategy, the impact of the global pandemic, and how we’re poised to tackle the predicted boom in the industry.

The dynamic duo behind APG Global is managing directors Leslie Foxhaven and Martha (Mimi) Ramos. Delivered caught up with Leslie to gain insight into how our American logistics arm is currently faring and what’s in sight for the future. »

LESLIE FOXHAVEN Managing Director, APG Global

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F E AT U R E

TNT offered me a role and said that I would be travelling to Guatemala within a month if I accepted.

Firstly, for our Jersey Post Group readers, can you tell us about yourself and how you got involved in the logistics world.

Surprisingly, I knew from an early age that I wanted to see the world, and I knew the best way to do that would be by working for an international business. I went to university and studied international economics with a focus on Latin America. When I graduated in 1987, I intended to go to graduate school, but opportunity knocked! I happened to meet someone who introduced me to the vice president of TNT, Americas division. TNT offered me a role and said that I would be travelling to Guatemala within a month if I accepted. At 22, that was an adventure I couldn’t turn down. I built a great working relationship with my boss, and I spent the first ten years of my career with the company.

The role was quite an undertaking, the company didn’t have any contacts or delivery partners in Latin America, and in the eighties, we didn’t have the internet, so my job was to get on a plane and fly to places like Guatemala and El Salvador to try to find transit partners. A challenge considering my search had to start via the phonebook listings. I would call local businesses to arrange interviews and then, based on the success of the initial meetings; I would build working relationships with them. I worked in that role for the first five years and then became regional manager, then vice president and I’ve been addicted to this business ever since! »

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R E A D Y F O R TA K E - O F F !

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F E AT U R E

Can you tell us about your journey through the industry, from TNT, to setting up your own company and eventually teaming up with the Jersey Post Group?

About ten years after I started with TNT, a new opportunity arose. The CEO of TNT Americas division and the president of the Canadian TNT division, along with one of our European directors, decided to join forces and start their own business. They approached me to see if I would consider running their Latin America division for them.

Fortunately, I had a great lawyer who advised me that it would be better to set up my own business and offer a shareholder stake in my company. I created that business, and although it was relatively new territory having a business to run, it worked out well. I had that company for a while, and then when those particular shareholders retired, I sold the company.

After that, I had planned to venture into something new, but it wasn’t meant to be! After six months, UPS called me looking for assistance. They had a huge undertaking ahead of them trying to break into the Latin American market, and I was delighted to be approached, so I said I would get back in the logistics business for them. This prompted me to set up my second company Aprisa in 2005, with my own staff, trucks and building in Miami.

After I had Aprisa for a while, it made me value what I really loved about the business, I enjoyed the thrill of putting deals together and ensuring we had routes and partnerships in place to move packages around the world. It was at this stage I realised I wanted a business partner who enjoyed the more day to day running of the operations side of the business so that I could focus more on the sales and strategy aspects that I loved. I reached out to a contact of mine and he suggested Mimi (Martha (Mimi) Ramos, Leslie’s APG Global business partner), a huge coincidence as Mimi and I had vaguely known each other at TNT. At this point, Mimi became my freight agent. We then decided to move all our freight into her facility, set up metrics, and eventually put a deal together to make us partners. We were finalising everything when we met Dave Wilson (MD of JPGL). At that point, we decided to join all the pieces together and formed a new partnership along with the Jersey Post Group, and there you have it, APG was born.

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I had planned to venture into something new, but it wasn’t meant to be!

R E A D Y F O R TA K E - O F F !

How has APG Global fared over the last 18 months, given the impacts of Trade Wars and Covid-19 on the logistics industry, and how have you adapted?

Despite it all, ultimately our business has grown. We did take advantage of the government loan, which we were grateful for. The government-supported companies to ensure employee retention enabled us to pay the essentials to keep our business continuing on at a time when everything was really uncertain. At the early stages of Covid-19, many people stopped shipping, and some of our customers even shut down. Thankfully, the Latin American market was still going strong, we had lots of Latin American residents buying from the US market, and they continue to do so. The ports are open, and freight is moving, so there hasn’t been a negative impact on the business.

With the Latin American eCommerce market predicted to grow over the next three years, what strategies does APG Global have in place to handle this growth?

We can certainly see that the Latin American market is starting to boom; previously, the upper 10% of the population would fly to Miami and do all their shopping here. It is evident that they still want to do their shopping here. We’ve seen a huge rise in eCommerce in the Latin American market, particularly with people shifting from desktops to shopping on mobile apps. This has prompted us to enhance our IT infrastructure and build APIs that will fit nicely with postal administrations and with ADS (Alternative Delivery Solutions). When this work is complete, we will offer customers delivery options varying from postal or private shipping and delivery speeds ranging from next day to one month. Currently, our customer base in the US is wholesale, but we will be retail in Latin America, and as soon as our IT solution has progressed, we will start approaching brands directly.

We’re in the process of trying to build as many strategic alliances as we can; for instance, we have created a great relationship with Bringer Air Cargo. They are a big airline in our region, and they’re going to help us build interline agreements, for example from Asia to Brazil.

These agreements will enable us to move freight all the way through the supply chain. Building these strategic alliances is currently our main focus for growth. We then plan to go to the larger companies and find partners in Latin America to sell delivery solutions on our behalf, directly to the shopping platforms. »

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F E AT U R E

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R E A D Y F O R TA K E - O F F !

AGG recently won a big $100 million contract with USPS; how does this fit in with your Latin America strategy?

This contract fits in perfectly with our business strategy as it gives us a tremendous amount of credibility when we are approaching post offices and other businesses. Plus, once we have our APIs ready, we will move forward with a much more extensive offering. For us, Latin America is the way forward, and we’re in a prime position to grow our business over there.

What would you say sets APG Global apart from its competitors?

Firstly, as we are part of the post office, this appeals to the post offices we’re approaching in Latin America. Secondly, as we’ve won a $100 million contract with the postal service and we’ve been fully vetted, this ultimately presents APG as a reliable business to partner with.

Lastly, when you’re not jetting off all over South America striking deals for the business, what do you enjoy doing in your spare time?

Well, in my spare time, I do enjoy line dancing, but I became an empty nester last year, so I’ve taken the opportunity to use my evenings and weekends to become a private pilot. I did my very first solo flight two weeks ago, which was a fantastic experience, and I’m heading off on my very first night flight later today.

I’ve taken the opportunity to use my evenings and weekends to become a private pilot.

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J E R S E Y S TA M P S

NEW STAMP ISSUES THE BIRTH OF FORMULA ONE – 75 YEARS THE BRITISH WORLD CHAMPIONS In celebration of the Formula One World Championships, Jersey Stamps have issued ten stamps over a two-part series featuring ten of the top British Formula One champions.

The collection also includes two miniature sheets, a premium coffee table book with mounted stamps and luxury art prints for each of the 19 illustrations from the issue.

Designed by the award winning artist Keith Burns, the fabulously dynamic artwork features F1 champions over the past 75 years duelling with their rivals.

The full collection and beautiful coffee table book are available to purchase now. www.jerseystamps.com

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PART ONE

PART TWO

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F E AT U R E

A Crisis Managed F

or the latter part of 2021 the news has been filled with headlines on the current HGV driver shortage facing the UK and Europe. This year, the culmination of Brexit, Covid and the resulting boom of eCommerce has hit the freight industry hard, causing a severe HGV driver shortage in the UK. Throughout the pandemic, the UK’s professional drivers have kept our shops, homes and businesses supplied with all the essentials needed to keep the economy going, but the current workforce is now struggling to keep up with demand.

A Road Haulage Association (RHA) survey of its members estimates that there is now a shortage of more than 100,000 qualified drivers in the UK, that number includes thousands of drivers from European Union (EU) member states who were previously living and working in the UK. Delivered sat down with UK Managing Director of Jersey Post Global Logistics, Steve White, to get a boots on the ground viewpoint of the challenges our industry is facing.»

STEVE WHITE UK Managing Director, JPGL

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A CRISIS MANAGED

H A U L I E R S ’ R E A S O N F O R D R I V E R S H O R TA G E Percentage selecting each reason in survey, multiple answers allowed.

Drivers Retiring UK leaving EU IR35* Drivers going to another industry Pay rates Covid-19 Other 0%

20%

40%

*Recent changes have been made to off-payroll working rules, known as IR35.

Source: Road Haulage Association survey, 615 responses.

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60%

F E AT U R E

What do you attribute the shortage to?

Can you tell us if Jersey Post Global Logistics has been impacted by the recent shortage of HGV Drivers and if so, in what way?

Thankfully, throughout the crisis we have only had to replace one driver. I would say the way we have been impacted indirectly by the driver shortage, through equipment shortages, which have occurred because of driver shortages. By equipment, I mean subcontracted equipment, drivers with trailers, general vehicles for distribution and a container shortage. The shipping crisis globally has been hitting us, with congestion at UK ports since the onset of Brexit, which has a knock-on effect on drivers’ turnaround times in respect of getting equipment and containers from ports. Unfortunately, nothing is as fast as it used to be pre-Brexit, although we have done a good job of mitigating any issues.

The UK government is trying to turn it around so that it is a more attractive profession by offering incentives.

There has been a driver shortage internationally for a number of years, and a HGV driver shortage in the UK. Numbers have increased as a result of Brexit and Covid-19, it has been estimated that between 20,000 and 25,000 drivers left the UK and went back to the EU. As a result, the numbers have just gone up steadily to a position now where there’s a driver shortage of approximately 100,000 in the UK. Across Europe, there is a driver shortage in Germany of about 60,000 and Poland is short of approximately 120,000 drivers, so it’s a far-reaching problem. We’ve also had a lot of older drivers leaving the profession as they are fed up with queues at ports, the increasing demands of the job, periodic driver training and other legal requirements.

The UK Government has issued an initiative to grant 5000 visas to EU drivers, and in the first few weeks there were 142 applications however, the EU is competing for these drivers as well and the post-Brexit problems with visas does put off potential applicants for the role.

The younger generation that we’re trying to recruit aren’t interested in long-distance driving and want to be close to their families, understandably, as such they are more interested in doing final mile deliveries. The UK government is trying to turn it around so that it is a more attractive profession by offering incentives. Along with other companies, the Government is investing around £30 million into the industry to provide better salaries and training boot camps. Plus, they want to revamp the roadside services specifically for HGV drivers.

Unfortunately, during lockdown there were not a lot of respite options for drivers, and this has prompted the positive outcome that this needs to change.

Are our customers being affected by the driver shortages?

Yes, unfortunately there have been some delays in customers receiving their goods, however I would say this is also a result of general customs delays.

This is an international issue that is not just limited to the UK; for example, we’ve been experiencing delays on import clearance when our drivers get to Europe, more notably in Italy.

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A CRISIS MANAGED

Do you see this resource issue continuing into 2022?

Yes, absolutely for the UK in general. From the reports I’ve read so far, at least into Spring, but the shipping and container crisis could potentially go on for another six to nine months. ECommerce has boomed over recent months increasing demand of deliveries, but there’s just not enough containers and equipment to handle it. It’s a bit of a juggling act to minimise disruption, particularly going into the Christmas period, but we’re dedicated to maintaining normal service for our customers.

Do you think the UK Government’s strategies of granting more EU drivers visas and licences and adopting more leniency on driver hours will help with the shortage?

The driver hour leniency has been recently extended until 9 January 2022 (previously 31 October 2021), allowing additional driving hours, this will help, particularly with the Christmas period. Although, it is with caution that we use this leniency, we don’t want drivers on the road longer than necessary as it becomes a hazard. A big benefit from the Government is the involvement of Ministry of Defence examiners who are helping with the training of new HGV drivers and there have also been increases in the number of driver test slots.

What strategies does JPGL have in place to overcome the shortage, to make sure that we don’t ultimately fail our customers as a result of this difficult situation?

Some time ago, when we saw the potential impact of Brexit, we took the initiative to increase all of our drivers’ salaries; a proactive response that our drivers have appreciated. We’ve also ensured we try to turn around the trailers quickly to minimise our drivers’ time away from their families. In addition, we’ve been actively trying to increase our subcontractor list via our agent pool in Europe, plus they have their own contacts with hauliers.

By building good relationships with our agents, it helps to ensure repeat business and they know that we have a regular amount of cross-border traffic that will come their way. With one particular client, we’re using three or four key contractors in Europe and because we give them week on week business, we’re almost having first contact with their equipment. Profit margins are going down slightly on sub-contractors’ equipment, so we’ve increased rates with some customers because there is such high demand. We have put in place a driver retention surcharge which was applicable from the 1 October, and that’s 3% across all our domestic and European business.

So Steve, what can we find you doing when you’re not running around the world and sorting out the logistical challenges of Jersey Post?

By building good In my spare time I enjoy bike riding and spending time with my family, being a family man that’s a priority. relationships with our agents, it helps to ensure repeat business.

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N E W S F E AT U R E

“A Visit from Saint Nicholas” Stamps In November, Jersey Stamps released a festive issue inspired by one of the oldest, most adored festive poems in history, ‘A Visit from St Nicholas’, also known as ‘The Night Before Christmas’.

The Christmas season is a wonderful time, celebrated with great fun and joy throughout the world.

Many families embark upon yearly traditions that they hold dear, and for lots of them around the world, including Jersey, a firm favourite is the act of reading ‘A Visit From St Nicholas’ to children. The poem conjures many quintessential Christmas traditions including, stockings hung above a fireplace, gift giving, as well as reminding us of the magic of Father Christmas, with evocative descriptions of a fur-clad St Nicholas as a ‘jolly old elf’ with a ‘round belly’ and beard ‘as white as the snow’. Many of the ideas we have of Father Christmas today originate from this beloved poem. In fact, with the exception of the late addition of Rudolph, the poem is where the names of Father Christmas’ reindeer were originally born.

In homage to this classic piece of literature the eight stamps of this festive issue illustrate extracts from the narrative of ‘A Visit from St Nicholas’.

Visit the website at www.jerseystamps.com

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RECOMMENDED

LAST POSTING DATES LETTERS, CARDS & DOCUMENTS

PARCELS, GIFTS & MERCHANDISE

Jersey.................................... Thursday 23 Dec

Jersey.................................... Wednesday 22 Dec UK, IOM and other CI.............. Monday 13 Dec UK, IOM and other CI.............. Wednesday 15 Dec

From Jersey to these destinations: Postboxes only/Parish post offices only (By 8am/by 4pm)

Jersey .................................... Friday 24 Dec Broad Street and Rue des Pres only

(By 6am)

UK, IOM and other CI.............. Wednesday 15 Dec UK, IOM and other CI.............. Friday 17 Dec Tracked & Signed**

Europe.................................. Wednesday 1 Dec* Rest of World.......................... Monday 29 Nov*

From Jersey to these destinations:

Tracked & Signed** up to 10kg with prepaid VAT

UK, IOM and other CI.............. Tuesday 14 Dec Tracked & Signed** up to 10kg without prepaid VAT

Europe.................................. Monday 29 Nov* Rest of World.......................... Monday 22 Nov*

Visit www.jerseypost.com/christmas *Dates vary according to country. Please visit www.jerseypost.com/christmas for country specific details. **Due to ongoing supply chain disruptions, we cannot guarantee next day services and have suspended the payment of EU and International compensation for lost or not delivered items.

F E AT U R E

INTRODUCING

TH E E VO LUT IO N O F US .

D

ave Wilson, our Managing Director of JPGL, explained how our journey over the last ten years has enabled us to reach this stage of unifying and rebranding. »

DAV I D W I L S O N

Managing Director, JPGL

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JPGL

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F E AT U R E

It’s common knowledge that postal operators have been facing a decline in mail volume over the last decade or so, and incurring losses as a result, as such Jersey Post had a vision to diversify.

We had already started to service fulfilment, capitalising on the loophole with LVCR, when in 2014, the government changed the legislation causing us to lose a mass amount of turnover overnight. We had to make a choice whether we would sit back and accept terminal decline, to become a subsidised postal authority, or branch out using logistics as the avenue to focus on.

Using my previous fulfilment experience, ‘I’ve worked to help create Jersey Post Global Logistics, and assisted the business in maneuvering within the logistical world, to become a vital component in the industry.

Over the last five years, and through a lot of dedication and perseverance, we’ve placed the Jersey Post brand front and centre at various logistical events around the world to ensure our brand becomes well known; a challenge considering Jersey Post and the Island of Jersey itself were relatively unknown in the logistics world. We’ve ensured that our key people were placed in front of important industry leaders, potential customers and partners to give them the opportunity to build valuable business relationships. A lot of time was spent curating these relationships, in order to expand our service offering and broaden our revenue streams, and now we’ve grown as a result.

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JPGL

T H E S U P P LY C H A I N In order to make money from a logistical business it is very important to invest in it, and owning the whole supply chain from pick up to delivery around the other side of the world is vital to generate revenue. Our diversification strategy led us to more commercial activities, freight forwarding, customs, postal integrators and cross border eCommerce.

As such, we’ve acquired HICS, bought Fraser Freight, invested in GePS, purchased Parcel Monkey and tried to gain a stronghold in the massive Chinese fulfilment market by investing in A2B. By ensuring we have branches around the globe we are able to control the supply chain, which in turn enables us to get ahead of our competitors and ultimately grow as business. Of course, to get to this stage we had to remain nimble and adapt our plans along the way, the reasoning behind our HICS purchase came down to the onset of Brexit, we got in front of potential customs complications by buying our own customs broker.

TIME TO UNITE At the start of this diversification strategy Jersey Post was a small, unknown fish in very large pond. Now, we are proud to be a well-established global logistics organisation and the rebrand helps to bring this message across.

JPGL is on a constant evolving journey around the world.

ROUNDUP Dave’s background is in fulfillment and logistics, his knowledge of the industry has been vital in getting us to the incredible position we are in now, 40% of our business doesn’t even touch Jersey! However, all of our revenue does come back to the Island and allows us to invest in Jersey, in a modern postal operation for our Islanders that includes 24/7 parcel lockers, sorting automation, electric fleet and eTags for SecureDrop. We’re always working to set the industry standard. »

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F E AT U R E

To learn more about our exciting new brand, what it means for us and where the company is heading next, Delivered caught up with David McGrath, Group Marketing Director.

THE TIME TO REBR AND

S TA N D I N G O U T I N A C R O W D E D M A R K E T

Jersey Post as a business is all about people. We want to bring our people under one roof, metaphorically speaking, and give them one centre of gravity to champion. One brand, one unity, one family and then go after our target market with our people unified behind us. The Jersey Post Global Logistics brand will be officially retired from 1 January 2022, when we will be known as JPGL. The rebrand aids in our group goal of embracing and engaging our valued employees, by creating a united brand with HICS and Fraser Freight, under the umbrella of JPGL, it creates a symbiotic culture across the wider group.

As JPGL has grown so too have our capabilities, we have evolved a very long way from a Channel Islands postal operator, we still have our core element but it now forms the bones of a much larger organisation. Rebranding our logistical arm can be the most effective way to set our company’s offers and approach apart, revealing our new products, capabilities and showcasing our services.

Differentiating our brand shows potential clients that our services are unique — and that we’re the experts.

Rebranding our company to have its own voice, look, and feel will help establish our business as an industry leader with a personality that appeals to our audience.

The rebrand also allows us to present our unique offering of ownership over the whole supply chain.

This allows us to provide customers with a single point of contact for logistical chains, customs brokers and end-to-end solutions.

OUR CUSTOMERS

CONNECTING WITH A NEW AUDIENCE Refreshing the look and feel of our brand will bring our network together, reach new customers and increase the lifetime value of customers in our target audience.

This strategy will enable JPGL to apply a focused approach to new aspects of the business, and we’ll be making a strong statement to our target market.

The rebranding will also allow a joined-up and more cost-effective approach with all our different offerings in synchronisation to create new growth in an everevolving market with one recognisable name.

Whilst we want to attract new customers, we also want to ensure our current clientele will feel like it’s business as usual, but with a new name and the option of enjoying a wider variety of services. We will be keeping them well informed of the re-branding changes, through eNewsletter, direct mail and redirects on the HICS and Fraser Freight websites. There will be zero disruption to the valued products and services they have come to rely upon.

THE BIG PICTURE The benefits of rebranding will not only impact our overall inbound strategy, but they’ll make our company more profitable. We now have the opportunity to expand the influence and reach of our products and services by giving our brand a new look and identity within the market. Any revenue we see will be invested back into the business in Jersey and further afield.

The plan for the next five years is to continue building on the success we’ve had, learn from some of the things that didn’t go as well as they could have, but ultimately the sky’s the limit.

The new branding signifies a new chapter for the Jersey Post Group’s logistics arm.

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JPGL

Old brand. Retired from January 31 December 2021.

A constant evolving journey around the world.

THE DESIGN We’re very excited about the new look and feel of the brand, although the new brandmark is radically different, it has roots in our well-known chevron icon. As part of the new logo, you will see a new ‘constant’ icon, representing our ever-steady ambition for growth and instant global recognition as the leading freight and logistics organisation.

It is an evolution of our original chevron, demonstrating how JPGL is on a constant evolving journey around the world.

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34

A GREENER LOGISTICS WORLD

Sheena works predominantly with local businesses and charities to assess environmental footprint.

Logistics World W ith eCommerce activity growing every year it has become easy for consumers to order products from anywhere around the world.

This activity has brought a greater demand for international delivery and with that, an increase in carbon emissions used by the sector.

This shift in demand has also placed the spotlight firmly on the industry to take actions to offset its reliance on transportation and fossil fuels. Customers and supply chain partners are beginning to carefully select those organisations that can prove their eco-credentials and commitment to environmental responsibility.

Jersey Post is committed to building a sustainable business for our employees, customers and the planet. As such, the group has employed the skills of Sheena Brockie, a sustainability consultant to help us work on our eco-strategy and work towards our goal of reducing our environmental footprint.

Delivered would like to take the opportunity to introduce Sheena to the wider group, as she works with us towards building a greener future.»

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F E AT U R E

Following a 25+ year career in the finance industry, the latter stages as a Key Person for a number of regulated businesses, Sheena decided to focus her passion for the environment into a change in career in 2019.

Based in Jersey, Sheena works predominantly with local businesses and charities to assess environmental footprint, helps build environmental management systems and delivers training and workshops on sustainability.

Sheena is an avid environmentalist, writes the local sustainability/nature connection blog The Good Jersey Life, is co-founder of environmental projects Plastic Free Jersey, Climate-Guides and Grow Jersey, and is a previous recipient of the JEP Environmentalist of the Year Award.

“I believe that the first thing any business must do is understand the environmental and social impact of their current business model.

Environmentally the starting point should be the calculation of the carbon footprint of the business, understanding the biggest greenhouse gas emissions contributing to the climate emergency. It’s also a way of recording the processes that you are doing well, that actively reduce your impact. This will be the first priority with Jersey Post.”

You can find out more information about Sheena Brockie on her LinkedIn page or visit her website: www.thegoodjerseylife.business

36

I believe that the first thing any business must do is understand the environmental and social impact of their current business model.

Global eParcel Solutions Expand your options for international shipping.

At Global eParcel Solutions we understand the importance of treating your precious goods with the right level of service and personal care.

Our services: • Warehousing and Pick-Pack Fulfillment Services • International Packet and Parcel Postal Solutions • International Express Packet Parcel Solutions • Import and Export Air and Sea Freight Solutions • Domestic Postal, Ground, and Express Shipping Solutions • LTL and FTL Domestic Trucking Phone: (630) 672-8686 Email: customerservice@globaleparcel.com www.globaleparcel.com

F E AT U R E

New Robotics Technology Increases Productivity!

D

elivered is taking a look at the latest and greatest innovations in the logistics world, in this issue we’re focussing on Robotics.

The buzz around robotics in the logistics industry continues to grow, with technology being used to create new and exciting ways of freeing up manpower. This allows organisations to utilise employees in other areas of business that need to be improved, and ultimately helps with overall business objectives.»

The buzz around robotics in the logistics industry continues to grow.

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T E C H N O L O G I C A L I N N O V AT I O N S

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F E AT U R E

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T E C H N O L O G I C A L I N N O V AT I O N S

AMR’s are going a long way to increase industry efficiency, and at a great time.

One of the latest innovations comes from Prime Vision. They have released a low-cost, easily scalable autonomous mobile robot (AMR) technology to aid with parcel sorting, ideal for any logistics company whose comparatively low parcel volumes had previously tied them to manual sorting.

Not all logistics companies handle high enough volumes of parcels to justify investment in automated sorting systems. For example, if one large international logistics company has multiple small, regional sorting centres, each of which typically employs ten staff to manually sort approximately 600 parcels to 65 destinations. Previously, one worker could sort 60 parcels in one hour. With the help of an AMR, one worker can sort 600 parcels per hour. The worker simply scans a parcel and places it on top of the robot for it to be transported and deposited into the appropriate destination container. This frees up employee time to focus on other priorities.

This AMR includes quick implementation, capacity increase with multiple robots and easy movability to other locations, its just a matter of installing the floor plans for the sorting centre in which you wish to deploy the AMR. The AMR provides a great technological boost to productivity without the high-end price tag!

Another industry development is the Lowpad, an autonomous mobile robot tailored for the transport of non-conveyable goods and rollcages. The Lowpad is managed by the developer’s in-house fleet manager, Lowpad Supervisor, which can manage a fleet of up to 100 AMRs. The technology also comes with Lowpad Organiser software that easily integrates with a logistics’ warehouse management system.

An innovative, safe and space-saving solution, the Lowpad will also easily transport trolleys, pick carts and racks.

Originally developed to solve a problem for Lowpad’s client DHL, who had a logistical challenge in an environment that had very narrow aisles which they wanted to automate. The Lowpad was designed as a safe solution with omnidirectional function, that won’t mean a compromise on floor space. The Lowpad’s success for DHL means it has been rolled out on a larger scale and the AMR is now readily available to purchase.

AMR’s are going a long way to increase industry efficiency, and at a great time. With eCommerce booming, particularly with the onset of Covid, there has never been a busier time in fulfilment. Technological advances in areas like AMRs are relieving pressure on workers and also freeing them up to expand their responsibilities, and ultimately grow within their roles. What we have learned so far is that manpower will never be replaced but it can be given valuable assistance.

41

One solution, One supply chain.

When you’re shipping large volumes of parcels or periodical freight into the Asia Pacific region, you need a proven solution.

One that is cost-effective and offers exceptional transit times.

At DAI Post that’s exactly what you get.

Contact us to speak to a logistics professional. Someone who can understand your business and has the experience to discuss exactly how we can make it more efficient.

Melbourne +61 3 8586 1200 Singapore +65 6593 9860

www.daipost.com

OUR SERVICES • Parcel Services • 3PL/Reverse Logistics Solutions • Periodical Services • Client Acquisition

UNWRAPPED

TOM DENTON National Sales Manager

TELL JERSEY POST A LITTLE ABOUT YOUR ROLE? My role is primarily to develop the number of retailers that use us to ship eCommerce parcels to the islands. We have a great offering, from a retailer and consumer perspective, and I want to encourage as many retailers to use Jersey Post as possible. Having visited Jersey, I can see the limited number of brands and choice you have access to and I want to bring more to Island shoppers. My role will evolve into selling other products and services very soon, namely, international.

HOW WOULD YOU SUM UP THE LOGISTICS INDUSTRY? Addictive! I’ve been in UK logistics since 1999 and it changes every year. When I started, eCommerce delivery was a “passing fad” and now it is everything to everyone.

It’s a very complex beast too. My friends and family think it’s simple, “just picking up a parcel and delivering it. How hard can that be?”, but there is so much more to it than that.

My job is to understand the customer’s needs, retailer’s needs and the business’ needs with every deal I do.

WHERE ARE YOU BASED? I live in Berkhamsted, Hertfordshire with my lovely wife Amy and puppy Barkley.

The actual advice I was given is too rude to write here!

W H AT M O T I V AT E S Y O U ?

Winning a deal. I think there is a common misconception that commercial people are motivated by money, but for me, it’s just the thrill of winning the deal.

W H AT ’ S T H E B E S T P I E C E O F A D V I C E YOU’VE EVER BEEN GIVEN? The actual advice I was given is too rude to write here!

But it’s along the lines of being a decent person and doing right by people. As I mentioned before, my professional network is very important to my success and the success of Jersey Post. If I’d have trodden over people to get to my current role, I wouldn’t hold my role for very long or I’d never have got it in the first place. That and to work hard, and there’s no such thing as a stupid question!

TEA OR COFFEE? Coffee all day long. My wife bought me a Nespresso machine about five years ago and it’s the only coffee I can drink now.

NIGHT IN OR NIGHT OUT? Night in. I’m turning 40 next year and although I enjoy the odd night out, the hangovers last days now not hours.

W H AT I S T H E M O S T I M P O R TA N T PA R T O F YO U R R O L E ?

My network, my relationships with the right people in the right businesses, listening and asking the right questions.

The big retailers that I deal with have very complex operations and I need to make sure I get all the information so that we can offer the right service at the right price.

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F E AT U R E

44

VAIIE WOMEN IN TECH

P A R T O F T H E J E R S E Y P O S T G R O U P, V A I I E P R O V I D E S C U T T I N G E D G E T E C H N O LO GY T H AT E N H A N C E S, S E C U R E S, A N D D I G I T I S E S CO M P L I A N C E PROCESSES FOR ITS CLIENTS. As the business has continued its growth trajectory, it has also invested in its people, nurturing talent from across the financial sector. Operations Manager, Louise Flynn, Product Development Executive, Réka Wilson, Assistant Project Manager, Hannah Falvey and Senior Marketing Manager, Sonia Ferri each bring multifaceted skills to the business, using their passion for technology to help organisations enhance their customer lifecycle management.

Vaiie’s core purpose is to help organisations envision how they can use technology to operate more efficiently and make smarter decisions, but what makes Vaiie’s people and offering so unique? »

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F E AT U R E

The RegTech world has a wider impact than one would think.

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VAIIE WOMEN IN TECH

A SLICK USER EXPERIENCE

M U LT I F U N C T I O N A L S K I L L S

Creating a seamless user experience is at the heart of Vaiie’s RegTech offering. Poor client experience can be costly for businesses, which is why systems need to be sophisticated and not clunky. Take digital identification for instance, not only can digital ID verification enhance risk management, including through streamlined KYC and AML processes, but it can also be an opportunity to improve client experience and boost efficiency.

Compliance is increasingly becoming a multi-disciplinary effort bringing together different skills from across the financial sector. Hannah, who recently started with Vaiie, previously worked in financial services and realised the potential of RegTech when looking for her next role. She said, “Compliance is constantly evolving with tougher requirements and changes being implemented every day, which is why professionals need to stay ahead of the curve. Vaiie is a business at the forefront of RegTech development, so it’s a very exciting and fast-paced industry to be involved in. It’s clear there is a strong and positive team culture with a shared passion for improving user experiences through technology.”

As explained by Louise, “The RegTech world has a wider impact than one would think, regulation impacts us all through our day-to-day interactions with financial and regulated institutions, so the user experience is critical - as we all know, no one likes admin tasks.”

With a rapid number of services moving online and digital demands from clients increasing, it is paramount that any digital programme implemented into business processes provides a best-in-class client experience with low friction. Réka, who heads up the development and implementation of the Identify and Locate product lines added, “The culture at Vaiie represents values that are close to my heart, looking to make people’s lives easier through innovation, which brings user experience and accessibility to the forefront.”

The user experience must put the client first so that they have the best possible chance of passing through the verification process the first time, whatever device they are using. If the experience does not meet client expectations, it can be an easy way to lose clients to drop-off and abandonment, which can negatively affect an organisation. This is why Vaiie’s solutions are device agnostic and work in any web browser.

Louise, Vaiie’s operations manager, has brought a wealth of skills with her from previous roles, “I am relatively new to the industry having only worked in it for a couple of years, however, I have worked in operations and executive assistant roles within financial services, legal and hospitality industries since a young age. I was drawn to the industry as I felt driven to be part of the solution that helps businesses become more efficient and reduce time and effort spent with long, manual and heavy paper reliant processes.”

The same applies to communicating a product which is where Sonia’s role comes into play. Put simply, a business could have the best product in the marketplace, but if the target audience doesn’t understand its value, it is less likely to succeed. “People in their everyday lives are getting more accustomed to using technology, whether dealing with online banking, booking travel, controlling lighting and heating from a mobile app, to even asking Alexa for instructions on how to perform emergency CPR”, explains Sonia. »

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F E AT U R E

THE CHALLENGE AHEAD When looking at the challenges, there are two barriers to consider: cost and investment strategies. Sonia adds, “The majority of budgets are being spent on existing infrastructure, and therefore, there is limited capital for innovation. Whilst our clients are focussed on driving technical efficiencies within their business, we understand that it can be a challenge to implement change as there are many moving parts to bringing in a new technology, and this can slow down the process.”

It’s not a standstill game. Criminals and organised crime are getting more and more sophisticated, but so are we.

Louise goes on to add, “another big challenge for financial industries is remaining up to date on new regulations. New regulations demand human capital to address compliance issues, which is time-consuming and resource-heavy, this is why the team at Vaiie work quickly and seamlessly to produce the very best products. The regulator needs to set a tech positive, and defend a neutral stance, to encourage RegTech adoption across the market.”

Equally, compliance functions are already being challenged by the need to continually evolve to be more industry-driven while also becoming more proactive and able to produce results in real-time. Successful firms will be nimble, flexible, and able to quickly implement cutting-edge technology that leverages data analytics, AI, and distributed ledger technology to continue to have an advantage in an increasingly competitive field.

As processes continually become smarter, companies will have the upper hand when it comes to cybercrime.

Sonia explains, “It’s not a standstill game. Criminals and organised crime are getting more and more sophisticated, but so are we. It is exciting to see how technology can protect organisations and their end clients from fraud and how we continue to evolve products in an ever-changing environment.”

It is predicted that RegTech will continue to take centre stage in 2021 and beyond. With regulation and client expectancy having changed at a fast pace over the past couple of years, and with the need to digitise processes having been recognised, there are clear signs that this is only the beginning.

By creating efficiencies through processes and embracing technology as part of this journey, organisations also have the opportunity to invest the regained time and effort into the overall user lifecycle, enticing new clients and effortlessly retaining existing ones.

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Deliver to NY ASAP

Introducing JPGL. Part of the Jersey Post Group, JPGL offers a complete range of international postal, cross-border logistics and eCommerce services to clients worldwide.

Discover the new name for logistics. Visit jpgl.com today.

Delivering the world www.jpgl.com

F E AT U R E

NEW DIGITAL ACQUISITION LIFTS JERSEY POST ABOVE COMPETITORS

J

ersey Post has recently expanded their digital commodities with the acquisition of the software Atlas. Originally created

by Parcel Monkey and Jersey Post in partnership, Atlas is now wholly owned by Jersey Post. Delivered sat down with Jersey Post’s Chief Information Officer, Nigel Arkwright, to discuss our latest digital procurement.

NIGEL ARK WRIGHT Chief Information Officer, Jersey Post Group

It’s a complicated connecting engine that links our services and that just doesn’t exist on the market 50

AT L A S A C Q U I S I T I O N

It’s Jersey Post’s version of Uber!

Atlas is our front-end for large customers and now works behind the scenes of our website and counter systems, it allows us to produce a label that connects the customer with any of the carriers we work with internationally. We have multiple different routes for delivering items, for example, if it’s a mail item we could send it through Royal Mail or FedEx and it will create the label and messages to get the item into the right network. Ultimately, the customer isn’t interested in the complicated journey of the item, as far as they are concerned, they are purchasing a service from us called ParcelMax, they just need to know their item will reach its destination and the rest is up to us. For us, the Atlas software helps us navigate the massive matrix of routes and services an item could potentially go through to ensure the most efficient way of getting it there.

A TA I L O R E D S O L U T I O N We originally started working on Atlas in 2018 as a way of solving one of our biggest operational concerns. Mail is very different to commercial parcels and has traditionally been a bit of a fire and forget product; it arrives, and you deal with it, there is no pre-advice required just basic tracking. As we have moved more into fulfilment, we have not been able to source the technology we desired.

The technology that is out there has been provided by small, one man band operations that can’t offer the support and billing requirements we need, and their basic functionality wasn’t as big as our ambition. We needed to find a solution ourselves, we were fed up with being held to ransom by IT suppliers for something that is so critical to our business. When we invested in Parcel Monkey we were aware that they had a similar software to what we desired, but on a retail level. Your average Joe in the UK can go on a Parcel Monkey website and select a destination, then the software will calculate the route out of a multitude of options and create a DHL label for the parcel. The idea was to use the expertise that Parcel Monkey had, so it would enable us to write what we needed. It was a win-win partnership, a blend of our investment in their future, and they were helping us build something that was new and unique to us.

S E T T I N G I N D U S T R Y S TA N D A R D S In the end we decided to buy Atlas outright, it is such a unique piece of software that didn’t exist in the world previously. In one sense Atlas is very basic, it produces labels based off a parcel’s destination, but inside it’s a complicated connecting beast. For Jersey Post, Atlas is now in use at in all of our businesses including APG and GePS. With our ownership of Atlas, it’s a unique selling point that sets us apart from our competitors, it’s Jersey Post’s version of Uber and they don’t share their platform! As such, it will make us a very enticing option for potential customers.

LOOKING AHEAD In order to keep that knowledge within the business we wanted to own the product and integrate it with our other software, JEM, Riposte and our website. We also wanted to make sure that all those connections are solid so we can manage them as one cohesive platform, something that is hugely beneficial to us as a business.

We’re now in the process of refining it, adding extra carriers and routes and with our ownership of Atlas we can dictate the pace of the development. We have also acquired three developers from Parcel Monkey who worked on Atlas. This is another great resource for the company, we can use them across our business as they understand us and how Jersey Post works at both a business level and operationally. We can utilise their skills across Vaiie and other areas where their expertise is invaluable.

C U S T O M E R A D V A N TA G E S Going forward our customers will benefit from better communication around what we can offer them and our services. One of the benefits of Jersey Post is that we have a closeness to our customer and we will be able to take action on customer feedback very quickly, and make adaptations to Atlas in response and as we see fit.

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NEWS BITES

WORLD POSTCARD DAY

#WorldPo st

cardDay

1 October 2021 was officially World Postcard Day, and, to mark the occasion we launched a local initiative encouraging Islanders to share their words of wisdom.

Islanders were asked to share the best advice they have ever been given by completing a Wise Words postcard, with the aim of spreading some goodwill, and a little joy, within the community. Our Broad Street Post Office hosted a Wise Words zone from 1 – 9 October, where Islanders were able fill in a postcard with a positive message that they would like to share. They then posted their card on the Wise Words board to allow others to read and learn from the shared wisdom.

cardDay

st #WorldPo

Our three favourite entries won a £30 voucher to spend on our partner website Fetch.je.

At the end of the campaign, the completed postcards were available for one week for any Islanders to take and keep, or post to someone they think could benefit from some words of wisdom.

#WorldPo st

cardDay

Sonia Ferri, Senior Marketing Manager at Jersey Post said, “This initiative was a bit of fun. We wanted the Island community to spread positive and meaningful messages as it’s always lovely to read a handwritten note in today’s digital world. We hope that we made people smile with the positive words that were shared.”

World Postcard Day is celebrated every year on the anniversary of the postcard, as a reminder of the happiness that postcards can bring. For further information on World Postcard Day please visit: worldpostcardday.com.

cardDay

st #WorldPo

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can “Do the best youbetter. until you knowou know Then when y er” better, do bett

“Yesterday is History & tomo is a mystery”rrow “Don’t regret getting old, ge it’s a privile any” denied to m

Our services: • Food • Horticultural • Recycling • Alcohol • Healthcare & Pharmaceutical • Retail Woodside Logistics, La Rue Coutanche, Trinity, JERSEY, JE3 5DU Tel: +44 (0) 1534 865 969

Commercial & Domestic Freight Services Operating between the UK and the Channel Islands, Woodside Logistics provides a high quality customer focused freight service.

Our team has the expertise to advise on all aspects of shipping, providing a service with the skill and experience our clients have come to expect.

N E W S F E AT U R E

ROB WIDDOWSON Senior Project Manager

eTAG PILOT I N S T M A R Y We’re introducing a new enhanced SecureDrop service with the use of eTags, to make our SecureDrop service even more efficient, reliable and convenient.

By affixing an eTag, we can ensure that no matter which postie is on the delivery route, they have the correct instructions on where our customers’ items should be left. The eTag is a square adhesive tag with an envelope icon on it.

With the progression of our SecureDrop service to the use of eTags, the Programme Team decided to implement a trial. We started the pilot scheme in the north-west parish of St Mary, with the purpose of finding out how customers would react to having an RFID tag fitted to their front doors.

We also aimed to identify any issues with the deployment of the eTag and find solutions before we roll them out Island wide.

The pilot gave us a good estimation of how long it would take to get everyone with a registered SecureDrop on the Island fitted with the eTag. One of the first things we realised was that we needed an expert who knew both the rounds in St Mary, and just as importantly, the customers. Nik Miller was invaluable in this role and managed to get around 540 of the 583 tags fitted in five days. From day one of deployment of the trial we discovered a lot that we could learn from, such as ‘where was the best place to fix the eTag’, and ‘how to explain the benefits to a customer’.

Now that the trial is complete, we still have a lot of work in progress in the background of the project, including a ‘comms gateway’ fix to enable more customers to get emails rather than a docket, and the cleaning up of the existing SecureDrop data to ensure we have the correct contact details for customers, i.e., they haven’t moved without telling us. From a customer point of view, the uptake has been very good, there were only two customers out of the 583 who decided that they didn’t want to take part in the pilot. Overall a great success!

Barking around Jersey!

In September, our local online marketplace, Fetch.je, celebrated the first birthday of their mascot Max! Max enjoyed a week-long celebration, meeting and greeting Islanders and visiting some of our fantastic Fetch merchants. For the festivities, Islanders were able to enjoy exclusive merchant offers, prizes and events; including free coffees, limited edition products and the chance to win fantastic prizes from Swycha and Ron Mills art.

Our Jersey employees may have spotted Max around the Island, or even met him at some of his favourite spots: Dandy Coffee Shop, Liberation Bus Station, Terre d’Italia, The Yard, Cargo Coffee Shop, Jersey Post Office at Broad Street and exploring the local high street.

& CONTR AC T WIN

The birthday activities concluded on Saturday 25 September, with a charity to walk to raise money for JSPCA Animals’ Shelter, the perfect finish to Max’s birthday week!

We now have the contract for Very and Littlewoods returns, which equates to around 70,000 returns a year.

Jersey residents can now use the free service to return any orders to Littlewoods and Very through any of our island-wide post offices.

We would like to thank everyone who took part in the walk and donated to the JSPCA to help Max raise money for his four-legged friends.

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NEWS BITES

VAIIE FOUNDATION PARTNERSHIP O U R D I G I TA L B U S I N E S S VA I I E H A S P R O U D LY PA R T N E R E D W I T H VICTORIA COLLEGE P R E PA R ATO R Y S C H O O L A S T H E S C H O O L’ S F I R S T F O U N DAT I O N PA R T N E R .

It’s fantastic that we can support the school

As a Foundation Partner, Vaiie offers funding through bursary support or capital projects to aid the school’s learning.

In the first Foundation Partner relationship of its kind, Vaiie is sole sponsors of the Year 3 iPads, an initiative that allows students in Year 3 to learn through technology for their entire preparatory school learning journey.

Vaiie’s Managing Director Lee Bosio said, “We are extremely excited to be VCP’s first Foundation Partner. As a digital business, we are strong advocates that technology integration in schools can support both students and teachers. Devices help remove barriers some students face in accessing learning resources, and it’s fantastic that we can support the school to make great education more accessible to the students.” iPads develop learning skills in younger students in a multitude of different ways, including accessing multimedia resources, multitouch navigation, problem-solving (puzzles and games) as well as allowing teachers to save money by using digital resources, eliminating the excessive use of paper. iPads also offer a portable learning experience, allowing students to take their devices with them, enabling their learning to continue outside of the classroom environment.

A DAY AT THE RACES! Jersey Post staff had the opportunity to have a funfilled day at the races on Sunday 8 August, courtesy of organisation by the Social Club Team. Attendees had a jolly old time, placed a few bets and enjoyed a hog roast lunch. Lovely sunny weather completed the outing with everyone in high spirits for a long overdue social event!

We would like to extend our thanks to the Social Club Team, Sam’s Hog Roast, Tents & Events and Cloud Nine Events for the work behind the scenes and special thanks to our young barmaid, Tyne Coates.

WEIRD & WONDERFUL DELIVERIES Our Jersey based freight company Woodside Logistics deliver some extraordinary items. In September, they delivered two swimming pools to the Island for The Small Pool Company.

A fabulous day was had by all!

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N E W S F E AT U R E

IOD AWARDS YO U N G D IR EC TO R O F TH E Y E A R We are thrilled to announce that Lee Bosio, Managing Director of our digital business Vaiie, has won ‘Young Director of the Year’ at the IoD’s Director of the Year Awards. Congratulations Lee, a much-deserved award! This recognition is a testament to Lee’s hard work, leadership, and vision for the Vaiie team.

The winners of the Jersey IoD 2021 Director of the Year Awards, were announced at a sell-out black tie dinner at the Royal Yacht on Friday 17 September, hosted by impressionist and comedian Rory Bremner.

The awards celebrate strong leadership and recognise excellence across the private, public and third sectors of Jersey’s community. An expanded ten categories were opened to nominations for the inspirational individuals who have led their organisations through this unprecedented and challenging year. Jersey Post proudly supported the event as a Silver Sponsor along with gold sponsor, Appleby, and other silver sponsor, Quilter Cheviot.

Vaiie Launches New Website In September, our digital business, Vaiie, launched their new website, revealing their new service branding and an easier to navigate platform.

The new website helps potential clients discover the right Vaiie regulatory technology solution by providing pathways to key content which have direct outcomes.

It also reveals new solution branding which shows how each offering is connected to a wider ecosystem of tools that are designed to help businesses meet their regulatory obligations.

The performance and speed of the new website have also been enhanced to provide a more positive user experience.

Please visit vaiie.com and check out the enhancements we’ve made.

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NOTICE

PAY M E N T O F WA G E S A N D S A L A R I E S C H R I S T M A S/N E W Y E A R 2 0 21/2 2 WEEKLY PAID STAFF Friday 10 December 2021 Weekly Paid Staff: Paid as normal.

All Casual Staff: Hours performed between 29 November and 5 December.

Friday 17 December 2021 Weekly Paid Staff: Normal basic pay, plus overtime and allowances performed week ending 12 December.

All Casual Staff: Hours performed between 6 and 12 December.

Friday 24 December 2021 Weekly Paid Staff: Normal basic pay, plus overtime and allowances performed week ending 19 December. Plus, one week’s basic pay in lieu of pay date 31 December.

All Casual Staff: Hours performed between 13 and 19 December.

PLEASE RETAIN YOUR PAY SLIP OF 24 DECEMBER TO ENABLE YOU TO COMPLETE YOUR TAX RETURN FOR 2022.

Friday 31 December 2021 No pay (paid previous week).

Friday 7 January 2022 Weekly Paid Staff: Basic pay plus overtime and allowances performed between 20 December 2021 and 2 January 2022.

All Casual Staff: Hours performed between 20 December 2021 and 2 January 2022.

ALL STAFF ARE REMINDED THAT THEY MUST HAND THEIR NEW ITIS RATE NOTICE TO HR BY NO LATER THAN 17 DECEMBER. FAILURE TO DO SO WILL RESULT IN A DEFAULT RATE OF 22% APPLIED FROM 1 JANUARY 2022.

MONTHLY PAID STAFF Pay Date: Friday 24 December 2021.

Andy Dentten Payroll

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F E AT U R E

J AC K E A S TO N Head of Operations Citipost

W O R K I N G

I N

E NTR E PR E NEUR IAL

Harmony W

e’re excited to introduce our new international client, Citipost. This partnership creates a substantial revenue gain for the UK Hub and Citipost was particularly excited to partner with Jersey Post due to our approach and partnership ethos. Delivered spoke to Citipost’s Head of Operations, Jack Easton, regarding the relationship between our two organisations.

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ENTREPRENEURIAL HARMONY

Jersey Post is currently embedded within the Citipost routing matrix for international mail.

CAN YOU TELL US ABOUT C I T I P O S T A N D W H AT T H E Y D O ?

Citipost is the UK’s largest privately-owned distribution company in the UK. We have two divisions, Citipost Mail, based in Derbyshire in the UK, which focuses on domestic downstream access mail weighing up to 750 grams. The other division of Citipost is based in London and focuses on domestic mail and parcels weighing over 750 grams, and all international mail across the group as well.

The Citipost Group also encapsulates other businesses. One of these businesses is Home Move Box, which concentrates on delivering branded gifts to new homeowners. Our most recent business is called i2i, which stands for Insight-toInnovate, and its primary focus is on providing a one-stop print, delivery and storage solution for high street businesses across the UK, Scotland, Wales and Northern Ireland.

W H AT I S C I T I P O S T ’ S R E L AT I O N S H I P T O J E R S E Y P O S T ?

Due to our connection in North America and the UK, Citipost has been looking for a reliable postal partner that has a presence in both continents. Jersey Post is currently embedded within the Citipost routing matrix for international mail.

W I T H T H E I R R E C E N T P A R T N E R S H I P, WHY DO YOU FEEL JERSEY POST AND CITIPOST ARE A GOOD FIT?

H O W D O Y O U S E E T H E R E L AT I O N S H I P A N D PA R T N E R S H I P W I T H J E R S E Y P O ST DEVELOPING IN FUTURE? We see the partnership and relationship growing with Jersey Post across many areas. We’re due to explore the possibility of integrating with Jersey Post’s Atlas platform, which will enable us to deliver international printed matter volume into Jersey Post as a fully sorted product, rather than the industry wide conventional country, format, and service sorting method.

Due to our domestic mail relationship with a large portion of the direct mail and marketing agencies in the UK (and now the US), we are looking to incorporate Jersey Post into our matrix of postal partners that enable customers to receive a tracked delivery to the country, prior to injection into the local postal network.

Citipost has invested around £10m in print technology over the last three years, this will enable us to operate as both a print and distribution business, minimising our customers margins across campaigns which have a print and postal requirement, and giving us more control over the end-to-end solution.

We are also excited to see the Jersey Post solution for a DDP packet and parcel service. With the consistent growth of eCommerce, we feel that this would be a valuable solution for both organisations.

Lastly, with Jersey Post’s presence in the US, we believe we now have a partner that can effectively manage our requirements and avoid unnecessary journeys for our priority service, international mail traffic.

We feel Citipost and Jersey Post are very well suited to one another, due to the entrepreneurial, and versatile mentality of both businesses. We believe that the communication and structure within Jersey Post is incomparable to other postal service providers, whilst also providing a fantastic service, which is great.

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N E W S F E AT U R E

Shopping local is now even easier!

A more visually appealing and user friendly website has launched for Jersey’s local online marketplace.

The focus of the new website has shifted from merchants to products, in order to provide customers with a much more user friendly shopping experience, and in a nod to similar online marketplaces like Etsy and Amazon. Whilst there is still the opportunity to shop via merchants, the consumer can now select their preferences and enjoy multiple merchant purchases in one basket. Product pages have also been updated to show multiple images.

The new website also has the ability to create tailored seasonal event pages, which is particularly useful in the run up to Christmas. These pages will be a prominent feature and change throughout the year to direct customers to tailored pages for specific gifting and event products including Valentine’s Day, Mother’s Day, Halloween and more! There will also be dedicated landing pages for ‘Bestsellers’ and ‘Gifts’, plus the latest Fetch offering - Experiences. Fetch Experiences rivals Jersey competitors like QuidsIn and JT Rewards, offering dining, hotel and island activities. To complete the makeover, a new mobile site further enhances the customer journey, providing customers with a first-class shopping experience on the move.

A new live chat functionality has also been implemented, so the Fetch Team are on hand to assist customer’s with any queries in an instant.

The Fetch Team has already signed up more than 100 merchants to the platform and with this new enhanced website that number is sure to grow, along with our customer database.

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The Fetch Team has already signed up more than 100 merchants to the platform.

Unleash the holiday cheer this Christmas.

Shop local on Fetch.je!

Enjoy a one-stop shop for all your festive needs, from gifts, to party platters and well-being goods to see you through the busy season, Fetch has it all.

Plus enjoy click and collect, or delivery service from selected merchants.

Part of the

Jersey Post’s chosen charity for 2022 Mind Jersey is an independent local charity that provides support to people living with mental illness. Our vision is of a society that promotes and protects good mental health for all, and that treats people with experience of mental illness fairly, positively and with respect. www.mindjersey.org Jersey Post will also be supporting various mental health charities throughout the UK and US during 2022.

NEWS BITES

ROB WIDDOWSON Senior Project Manager

TRINIT Y SATE LLITE PROJEC T During peak each year, Jersey Post suffers from a lack of operational space at Rue des Pres. In order to alleviate the problem, we’ve been looking for a building on the Island from which we could run a number of Parish rounds. At the end of August, John McDonagh and I, met with the owners of the Albert Bartlett processing site in Trinity, to look around and discuss renting a portion of their building.

Mail will be ‘fed’ to satellite each morning with any mis-sorts, and empty yorks being returned to RDP on the return journey

We’ve now signed a contract with them, and have moved the three local parishes of Trinity, St Mary and St John over there for the period of November to mid-January. Mail processing for these parishes is still done at Rue des Pres, and only secondary sortation and the ‘prepping’ of the rounds carried out at the satellite. Mail will be ‘fed’ to the satellite each morning, with any mis-sorts and empty yorks being returned to RDP on the return journey.

The round sorting frames will be set up at the satellite, and the plan is to reorganise the floor at RDP to maximise the area left from removing those parish frames so that the remaining parishes, and the parcel rounds, have more space in which to work. We’ve been working with the Parish groups for their ideas on how to organise the layout and workflow of the satellite and will be using this as an opportunity to improve the way we work in RDP once they return in January.

Assuming this is successful, then it’s something we will look at for the busy period each year.

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F E AT U R E

N I A L L M CC LU R E Managing Director Postal and Logistics

Many of you will have heard of the mysteriously named Programme 51. This is the title given to our strategic plans to transform the operational business into a parcels focussed enterprise. This, in turn, is in recognition of the global transformation of the postal industry as a whole.

We are seeing more and more parcel volume and, given the competitive nature of this business, Jersey Post needs to position itself to best respond to the requirements and demands of such a shift in emphasis.

The Programme team headed by John McDonagh and Rob Widdowson have embarked on a journey of small, incremental projects to best position the operation to adapt to the changing demands. These small steps are more easily integrated into the operation than a wholesale ‘big bang’ implementation. The Programme team recognised the importance of listening to, and using the ideas of the front-line operational staff and management team as the foundation to the solutions, and therefore many of the changes reflect suggestions and observations from our experts who do the job every day.

We started with a revision of the St Helier delivery rounds.

Three rounds were removed, and we have balanced new build addresses across all routes. Despite hindrances like Covid-19 and staffing retirements, good progress has been made. We also had to run with the conversion from APMS to the SIAM system for postal address data in parallel, which meant everything had to be replicated in both data sets.

The Programme team recognised the importance of listening to, and using the ideas of the front line operational staff.

Changes were also made to the Logistics unit to accommodate the new EAD (electronic advances data) requirements for handling internationally destined mail.

Five additional workstations have been added and one workstation and employee out-housed at the Onogo premises. This has removed the bottleneck in international logistics mail by synchronising the dispatch workflow with the Onogo processing workflow. We have improved the productivity of processing Onogo’s traffic by around 50% .

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O P E R AT I O N S U P D AT E

65

F E AT U R E

Workstations and hardware have also been installed ready for phasing in EAD UK mail. Although Royal Mail will not be ready to implement EAD until March 2022, we added 30% of the RDP processing stations in August to enable testing of customer labelling and pre-advice in advance of the main launch and to fully train our staff. So that we can maximise the effectiveness of our hardware, these workstations will also be duel-used for the purpose of processing mail order returns going back to the UK. We have absorbed all the Jersey Evening Post home delivery rounds into our postal operation including the majority of the Saturday newspapers which accounted for our biggest problem area and the source of most customer complaints. By integrating the existing rounds to postal methodology and bringing across the newspaper staff, we have gained more flexibility and cover for our full portfolio of products.

We improved the injection of customs cleared mail back into the operational workflow by introducing a primary sort. Certain items are now separated as customs cleared and can be cleared faster to their destination sort. This has increased our manual throughput.

We also supported the IT upgrade of lockerbox software by changing the workflow of box mails and re-training all staff involved in the lockerbox operation.

There is now an improved manual process for Grouville through the introduction of a new secondary segregation and the relocation of the primary sort to a new position in the sorting office. The new layout and signage was agreed with the Grouville team and is working well.

Daily processing of return mail from international destinations has been introduced. Due to changes made in January in the Universal Postal Union (UPU) regulations, and with the introduction of Atlas, the number of returns addressed to “Jersey Post” increased significantly making it difficult to process those returns and creating a large backlog of items.

We introduced a manual workaround until the Atlas search capability for these items will be ready. Where possible, the workaround enabled all returns to be processed and sent back to customers on a daily basis.

We captured the flow of outbound Business Licence Returns to Royal Mail and enabled Finance to change the billing. This created an annual saving of circa £12k but, importantly, this was an idea from the floor which we were able to drive through the programme to fruition quickly.

We have negotiated a new price with Royal Mail for the mail plane which will save Jersey Post £273k per annum. In addition, spare capacity on the flight has been sold to Guernsey Post during peak events and as a relief for the dispatches on behalf of their bulk mail clients.

Planning permission and building consent has been secured to redevelop the former garage, boiler house and covered parking area at Commercial Street. This will create an additional sorting office area for St Helier rounds and will free up valuable space in the Rue des Pres sorting office, easing congestion and improving workflows and health and safety.

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Workstations and hardware have also been installed ready for phasing in EAD UK mail

O P E R AT I O N S U P D AT E

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W H AT ’ S N E W ?

Around the Group New Starters | Long Servers | Internal Changes | Achievements F I N D O U T W H AT ’ S G O I N G I N A N D A R O U N D T H E J E R S E Y P O S T G R O U P

New Starters

New Starters

Luke Hopton

19/07/21

Solutions Architect

Jersey Post

James Monk

18/10/21

UK Transport Manager

Fraser Freight

Robin Board

20/07/21

Postal Operative

Jersey Post

Joshua Duke

21/10/21

Warehouse Operative

Fraser Freight

Andrew Parsons

02/08/21

Operations Co-ordinator

Fraser Freight

Duncan Foster

25/10/21

Postal Operative

Jersey Post

Tom Burness

04/08/21

Trainee Freight Clerk

HICS

Manuel Duarte

01/10/21

Logistic Operations Manager

GePS

Kien Brundish

06/08/21

Warehouse Operative

Fraser Freight

Dan Easter

25/10/21

Warehouse Logistics Analyst

GePS GePS GePS

Rebecca Ellwood

09/08/21

Assistant Finance Manager

Fraser Freight

Mohammed Khan

13/12/21

eCommerce Logistics Sales Manager

Alfie Sedfewick

09/08/21

Operations Admin Assistant

Fraser Freight

Robert Johnson

29/11/21

Logistics Sales

Jon Williams

9/08/21

Financial Manager

GePS

JP Velez

23/08/21

Postal Operative

Jersey Post

Jack Skelhorn

23/08/21

Postal Operative

Jersey Post

Mark Paturel

23/08/21

Postal Operative

Jersey Post

Stephen Vincent

19/08/91 Postal Operative

Jersey Post

40 year

Allan Gardner

23/08/21

Postal Operative

Jersey Post

Susanne Hackett

23/09/91 Postal Operative

Jersey Post

40 year

Luke Pontin

01/09/21

Data Analyst

Jersey Post

Bipin Tailor

02/09/91 Postal Operative

Jersey Post

40 year

Tom Denton

01/09/21

National Sales Manager

Fraser Freight

Lloyd Mourant

02/09/91 Postal Operative

Jersey Post

40 year

Ash Marshall

04/09/21

Postal Operative

Jersey Post

Neil Roberts

02/09/91 Postal Operative

Jersey Post

40 year

Liam Burgess

06/09/21

2nd Line IT Technician

Jersey Post

Thierry Filleul

02/09/91 Postal Operative

Jersey Post

40 year

Darren Huntington-Kay

13/09/21

Assistant Warehouse Manager Fraser Freight

Karin Travers

28/10/91 Ops Performance Manager

Jersey Post

40 year

David Miles

14/09/21

Warehouse Operative

Fraser Freight

Angela Tonner

28/10/01 Postal Operative

Jersey Post

20 year

Marshall Lines

15/09/21

Warehouse Operative

Fraser Freight

Eric Griffin

03/09/01 Postal Operative

Jersey Post

20 year

Bethany Lawrence

20/09/21

Marketing Executive

Jersey Post

Hannah Falvey

28/09/21

Assistant Project Manager

Vaiie

Phillipa Melia

17/10/11

Postal Operative

Jersey Post

10 year

Leigh Smith

01/10/21

Warehouse Operative

Fraser Freight

Keith Harris

24/10/11

Postal Operative

Jersey Post

10 year

Brian Coombes

04/10/21

LGV 1 Driver

Fraser Freight

Michael O'Neill

04/10/21

Postal Operative

Jersey Post

Dylan Crutchley

05/10/21

Warehouse Operative

Fraser Freight

Thomas Cummings

07/10/21

Operations Co-ordinator

Fraser Freight

James Moss

08/10/21

Warehouse Operative

Fraser Freight

Hasaan Gulaid

18/10/21

Driver

HICS

Long Servers

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Achievements Sonia Ferri

CMI Level 5 Award in Management and Leadership

Jersey Post

Edmund Hatton

International Compliance Association – Certificate in Compliance – Merit

Vaiie

Adam Brown

Fellow of the Association for Project Management.

(One of approximately 500 globally).

Vaiie

W H AT ’ S N E W ?

Rewards Recognition

A real asset to your company.

A M Y F A R N H A M – “We just wanted to write and make our feelings of gratitude known for your amazing Parcels Administrator at Jersey Post – Amy Farnham. We had an issue with an Amazon delivery made to an address in error and Amy went above and beyond to help us get it all rectified and shipped back to Amazon for us. We can’t thank her enough. She was so friendly, helpful, and sorted it all for us. She is a real asset to your company.” – Customer Feedback

Exemplary behaviour.

S A M O L D R I D G E (Project Trident - two weeks spent in Postal Operations) Excellent feedback from the postal staff he worked with, exemplary behaviour, excellent communication, hard worker. Excellent attendance record.

He always comes in with a positive attitude.

J E F F W R I G H T - Ernest Jones received a parcel delivered by Jeff.

“He always comes in with a positive attitude, and his friendliness is well received.

He is a credit to your business.” – Customer Feedback

Amazing!

&

E M M A H E R B E R T - Emma’s customer service skills were excellent. “Emma chased UK customs for me and kept me updated and ensured that today I received my parcel back at home so that it can be sent via Fedex. Thank you so much for your patience and help in bringing this to a positive resolution. What a difference Emma has made to my opinion now of Jersey Post. Amazing!” – Customer Feedback

His help, knowledge and manner were excellent.

P E T E R Q U E E N – “Visited Jersey Post Broad Street and asked to send to the UK the fastest way. Peter supplied me with two sets of Fedex forms, he went through the forms with me and explained the whole process. He was extremely pleasant, happy, and helpful.

His help, knowledge and manner were excellent, a real front-line ambassador for Jersey Post.

I see Jersey Post in a whole new light thanks to Peter!” – Customer Feedback

F E AT U R E

Global coverage.

Local expertise.

APG Global is a full-service, customer focused, logistics provider specialising in shipping, handling, customs clearance, and delivery solutions in one all-inclusive, easy-to-use service.

Strategically located in the heart of Miami freight district, we are just minutes away from the Miami International Airport, neighboring key ocean carriers and steamship line facilities. Our primary network spans throughout Central America, South America and the Caribbean, where we have successfully appointed top-level strategic partners in each respective territory.

www.apg-global.com

Europe North America South America Middle East Far East Australia

OUR NETWORK

Our Network

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We set sail over 50 years ago Introducing JPGL. Part of the Jersey Post Group, JPGL offers a complete range of international postal, cross-border logistics and eCommerce services to clients worldwide.

Discover the new name for logistics. Visit jpgl.com today.

Delivering the world www.jpgl.com