Annual Review 2013-2014

Personal help and advice for all serving and former members of the Royal Navy, the Royal Marines, the

Reserves and their Families

2

THE WHITE ENSIGN ASSOCIATION LIMITED

(A Charitable Company Limited by Guarantee formed in June 1958)

Charity No. 206787 Company No. 606887THE OBJECTS OF THE ASSOCIATION

On the 16th July 1958 under the Presidency of David John Robarts (Chairman of the National Provincial Bank) the Council of Management met for the first time and agreed to form a non-profit making, charitable Association.

The objects of the Association are:-To assist and promote the interests of those who are serving or have at any time served in the Royal Navy, in the Royal Marines, in any Royal Naval or Royal Marine Reserve, or in the former Women’s Royal Naval Service or Queen Alexandra’s Royal Naval Nursing Service in such ways as shall from time to time be thought fit, and in particular and without prejudice to the generality of the foregoing by providing:

(a) general guidance in connection with investments, house purchase, insurance (including educational costs and school fees); pensions and commutation;

(b) information and advice to any such persons seeking to establish themselves in trade or business, and giving suitable introductions to, any such persons seeking employment in finance, commerce or industry;

(c) general information and advice to those leaving the Service and seeking to settle in civilian life; and

(d) information and advice on general personal administrative matters in suitable cases appropriate to the position and facilities of the Association.

The income and property of the Association, whencesoever derived, shall be applied solely towards the promotion of the objects of the Association as set forth in the Memorandum of Association, and no portion thereof shall be paid or transferred directly or indirectly, by way of dividend, bonus or otherwise howsoever by way of profit, to the members of the Association.

Solicitors: AshurstAuditors: Appleby & WoodBankers: National Westminster BankInvestment Managers: Cazenove Capital Management Ltd and CCLA

Editor: J P Lavery Deputy Editor: M HowellDesign: E C CoplandPrinters: HPC Publishing Advertising: SDB Marketing

DISTRIBUTION

Council of Management (Past & Present), The Navy Board, Flag Officers, Naval Base Commanders, Port Flotilla Commanders, Commanding Officers of HM Ships, Submarines, Air Squadrons, Commandos, Support Units & Establishments, Naval Resettlement Information Officers, Companies subscribing to the Membership Scheme, Individual and Life Members, Friends & Supporters of the Association.

3

ANNUAL REVIEW

(EDITION 54)

THE WHITE ENSIGN ASSOCIATION LIMITED

CONTENTS

The Objects of the Association

Council of Management and Staff

Foreward by Assistant Chief of Naval Staff (Personnel) and Naval Secretary

Meet the Staff

Chairman’s Welcome

‘The Enduring Truth About Navies’

How Not To Get An Interview!

From Planes to Boats to Houses

Care For Older People and the Important Issue of Who Will Pay For It

2014 – What will it bring?

The Royal Navy and Royal Marines Charity

“10 years of giving the Naval family a voice”

Supporters and Company Members

Members of the Association

2

4

5

6

7

8

12

16

18

20

21

22

26

27

Unless stated otherwise, all photgraphs are reproduced by kind permission of MOD

The Council of Managment at the Woodlands Garden during their visit to 45 Commando RM

4

THE WHITE ENSIGN ASSOCIATION LIMITED 

PPATRON: Admiral of the Fleet HRH The Prince of Wales KG KT GCB OM AK CD QSO PC

PRESIDENT: Rear Admiral Sir Donald GOSLING KCVO*

CHAIRMAN: Admiral Sir Jonathon BAND GCB DL*

VICE CHAIRMAN: Mr C J Cazalet *

Admiral Sir Michael Layard KCB CBE

Sir Patrick Sergeant

Admiral Sir Jock Slater GCB LVO DL

Vice Admiral Sir Adrian Johns KCB CBE

MAF Macpherson of Pitmain

Sir John Parker GBE

Mr S P Sherrard*

Rear Admiral C D Stanford CB*

Admiral Sir Mark Stanhope GCB OBE DL

Mr R J Taylor

Captain R B Woods CBE RNR

STAFF 

Chief ExecutiveCaptain J P Lavery MVO Royal Navy 

 Director, Employment Services Director of Finance & Company SecretaryCommander P S Doyne-Ditmas MBE Royal Navy Lieutenant Commander M Howell Royal Navy  Regional Manager Support Manager Mr D Scholey Miss E C Copland

Telephone: 020 7407 8658 Fax: 020 7357 6298Email: office@whiteensign.co.uk Website: www.whiteensign.co.uk

Facebook: https://www.facebook.com/TheWhiteEnsignAssociationTwitter: https://twitter.com/The_W_E_A

HMS BELFAST, TOOLEY STREET, LONDON SE1 2JH

Mr J D Andrewes

Sir Michael Bett CBE

Admiral the Lord Boyce KG GCB OBE DL

Mr S J D Corsan

VICE PRESIDENTS

COUNCIL OF MANAGEMENTMr R C Biffa

Lord Carlile of Berriew CBE QC*

Vice Admiral Peter Dunt CB DL*

Alderman The Honourable Jeffrey Evans*

Mr A H Farley

Lieutenant General Sir Robert Fulton KBE*

Mr D G Glasgow OBE

Captain A P Gosling RNR*Members of the Finance and General Purposes Committee

5

Looking back on another busy and demanding year of both activity and development, it is clear that the Royal Navy’s stock is high and continuing to climb. As operations in Afghanistan draw to a close, after a hard fought campaign in which the Naval Service has more than played its part, attention is now focussed on contingency and being prepared for the unexpected, wherever in the world that might happen.

Having a global, deployed Navy that is trained and ready to respond, that is able to operate independent of support and that has the best equipment and people have long been the foundations of our success and that will endure as the global and national maritime renaissance continues.

Our flexibility and ability to respond and deliver was demonstrated yet again in the Philippines where HMS DARING and HMS ILLUSTRIOUS proved themselves

invaluable in providing life saving support and aid to thousands of isolated people who had lost everything. And while they rightly grab the media headlines, the remainder of the RN goes about its business conducting its myriad tasks around the world in typically understated fashion with professionalism and commitment – it was ever thus.

Being ready for what may lay ahead is not just a corporate responsibility, it is an individual one too and nowhere more so than in matters of personal finance and preparing for the future. Having the unique support and expertise of the White Ensign Association to assist and guide us in this is a strength beyond value. Our sailors and marines know that right from the start of their careers to the end and beyond they have access to superb professional guidance and support in matters of finance, resettlement and employment. In times of reform, changes to the employment model and pensions and the harsh realties of mortgages and other financial pressures, combined with unscrupulous companies who are only too quick to lend money at exorbitant interest rates, it is vital and hugely appreciated that the White Ensign Association is there, supporting and advising our people throughout and asking for nothing in return.

From many thousands of individual cases, from New

Entry to retirement, including the superb assistance offered to those injured personnel at Headley Court, through to the very significant advice and support offered to the MOD in establishing the Money Force programme designed to improve the financial capabilities of all Service personnel, the White Ensign Association has yet again really delivered and I know will continue to do so.

On behalf of the First Sea Lord and all of the Royal Navy and Royal Marines, I give the Council and Staff my very grateful thanks for everything that the Association does for our people. It is hugely appreciated and valued by us all.

FOREWORD by

Rear Admiral Jonathan Woodcock OBE, Assistant Chief of Naval Staff (Personnel) and Naval Secretary

6

MEET THE STAFF

Captain John Lavery MVO Royal Navy

Chief ExecutiveArea representative for the South East including London.

020 7940 81310778 9074914john.lavery@whiteensign.co.uk

Lieutenant Commander Michael Howell Royal Navy

Director of Finance & Company Secretary Area representative for Central, North, Scotland and Overseas.

020 7940 813207827 885515mike.howell@whiteensign.co.uk

Commander Philip Doyne-Ditmas MBE Royal Navy

Director of Employment Services Area representative for the South West.

020 7940 813307827 885514

philip.doyne-ditmas@whiteensign.co.uk

Mr David Scholey

Portsmouth Regional Manager

07827 885513

david.scholey@whiteensign.co.uk

Miss Emma Copland

Support Manager

020 7407 8658

office@whiteensign.co.uk

7

Having taken over the role of the Chairman of The White Ensign Association at the end of last year let me welcome you to this year’s edition of our Annual Review. I have been involved, in one way or another, with the WEA for over 25 years and am delighted to have been given the privilege, and challenge, of leading one of the Naval Service’s most respected charities over the next few years.

After a period of structural uncertainty and the significant draw on resources and people to support the UK contribution to operations in Afghanistan it is good to see the Navy getting back to what it knows and does best - being deployed around the World at high readiness for contingencies. You will see from Brigadier Cameron’s article for us, just how busy the Royal Navy and Royal Marines have been in the Maritime environment over the past 12 months and how new equipment and vessels such as the Type 45 Destroyer are already making a significant impact in the operational environment, with much more to come. We should not, however, focus solely on the future; 2014 brings the Centenary Anniversary of the First World War with much of our attention drawn towards the human cost of this first truly global conflict. Sadly the last UK veterans of the Great War are no longer with us but it is only proper that we remember their bravery and sacrifice both in battle and in the re-building of their societies once the fighting had finished. It is in

this latter role that the veteran, in my judgement, plays an equal, if not more important role than that undertaken whilst in uniform. Skills, attitudes, moral standards and a sense of duty to a wider community, developed and valued within the Armed Forces, all have an essential and positive (if rarely acknowledged) influence in both the civilian work place and wider society.

Preparation for this phase of a serviceman or woman’s life is equally as important as key stages of training at the beginning of a naval career, yet many, for often very understandable reasons, do not give this life-changing event the same priority – but it is one of ours! The White Ensign Association was created in 1958 with the sole purpose of helping individuals prepare for financial aspects of life outside uniform. Since then the Association has expanded its remit to assist with, and inform on, all aspects of the transition process. A number of articles within this review include advice on and experience of, some of the challenges that one may face once outside the Service both in the short term – applying for a job or mortgage – or looking into the distant future and considering how to supplement your pension or provide for potential health care costs. Such information, I believe, is valuable to both the individual and their family, as legislation, opportunities, and trends change so frequently - indeed it is often hard to keep pace with the rules of modern life.

Nowadays it is second nature to turn to the internet when seeking knowledge and in doing so we are bombarded with a vast wealth of information which is often difficult to sift through to identify what is pertinent. One of the abiding strengths of the WEA is that, should you wish to, you will always get to speak with, or see, a real person, who comes from the same background as yourself, who can help you decide what is important or relevant in your personal circumstances and offer reassurance, guidance, or just the benefit of their own and others experience.

Such a service is unique within the Armed Forces Charity sector and I urge everyone, whether serving full-time, a reservist or veteran to consider coming to us when you believe you have need.

CHAIRMAN’S WELCOMEby

Admiral Sir Jonathon Band, GCB DL

8

‘THE ENDURING TRUTH ABOUT NAVIES’by

Brigadier P Cameron OBE Royal Marines, Head of Naval Staff

At this time of the year we are often Janus-faced, looking back to the past but also ahead to the future. Casting a retrospective eye in the first instance, last May witnessed the national commemoration events for the 70th anniversary of the Battle of the Atlantic. Winston Churchill said of this epic struggle: “The Battle of the Atlantic was the dominating factor all through the war. Never for one moment could we forget that everything happening elsewhere depended ultimately on its outcome.” He recognised that the grand strategic position was shaped by what happened at sea in the Atlantic. It exposed a fundamental truth - that navies are inherently strategic.

Winding the clock forward 70 years that same truth endures. Whilst the national ambition may have been recast, the Royal Navy continues to operate in support of the UK’s strategic objectives. In June 2013 our current Prime Minister described the UK as being “the small island with the big footprint in the world.” He

said: “… the particular nature of Britain – our economic interests, our cultural ties, our history, our businesses, our location, our very instincts – they combine to make a country that’s not just on the map, but truly in the world. Millions of our citizens live abroad. We’re an open, trading nation – indeed, we’re still the world’s sixth largest trading nation. The country depends for its living on international ties and global trade.” He then went on to say: “when your prosperity is won in far-flung places, when your fortunes are disproportionately affected by what happens beyond your borders, then your national interest is not just about standing up for yourself, but standing up for what’s right, and standing for something more.” He then linked this to the UK’s maintenance of the fourth largest defence budget in the world and its investment in modern maritime capability such as “state of the art destroyers and aircraft carriers” to meet “the challenges of today.”

So, in strategic terms, the Royal Navy continues to be as relevant

now as it was in the dark days of the Second World War. The country’s security and prosperity stems directly from our ability to access the sea. As readers will be well aware, over 90% of our trade is carried by sea and the Royal Navy plays a critical role in protecting the conditions of trade. In helping to safeguard the sea lanes, the Royal Navy contributes to a stable international system at sea, reassures markets and helps the UK to compete in what the Prime Minister has described as the ‘global race’. It does so by providing credible, capable and coercive deterrence - with units which have the teeth, if called upon, to fight and win.

To support the strategic national ambition the Royal Navy has been forward deployed around the globe over the past year. That is why the naval dockyards are quiet. Take, for

PM onboard SSBN at end of 100th Trident patrol

HMS TRENCHANT

9

example, HMS TRENCHANT. She returned to her base port in May last year after a record-breaking 11 month deployment away, the longest patrol ever performed by a UK attack submarine. And silently, in the shadowy depths, the 100th Trident patrol was also completed in 2013. This came in the 44th year that the Royal Navy has maintained a continuous at sea deterrent, providing what the Prime Minister has described as “our country’s ultimate insurance policy.”

A permanent concentration of naval units and some 1,500 personnel, including our world-leading mine countermeasures capability, remains deployed in the Persian Gulf. There, our ships continue to multi-task. In additionto providing deterrent war-fighting capability in and around the key choke points of global trade, they have been simultaneously

commitment to the Five Powers Defence Arrangement and in furtherance of our growing defence links with other regional partners, HMS DARING deployed to the region for a 9-month deployment. In addition to participating in FPDA exercises and hosting defence industry sales events it also meant that she was on hand to provide life-saving humanitarian assistance after the devastating typhoon struck the Philippines last November.

The Response Force Task Group, our high readiness contingent force - based around HMS BULWARK, HMS ILLUSTRIOUS and 42 Cdo RM as the Lead Commando Group - again conducted an annual deployment in 2013, this time forging East of Suez. This enabled the Task Group to exercise and engage with important regional partners in the Gulf. Its agility and utility was further demonstrated

conducting maritime security: whether it be counter-piracy, counter-terrorism or counter-narcotics operations.

That same versatility has been mirrored by our Atlantic patrol ships over the past year. Not only do they provide reassurance and protection to the UK’s overseas dependent territories in the Caribbean and South Atlantic, but they have also engaged simultaneously in maritime security operations. For example, whilst deployed to the Caribbean last year, HMS LANCASTER and RFA WAVE KNIGHT have seized drugs worth over £160 million. This is a vivid example of the Royal Navy acting far from home to protect our nation’s interests at home.

The naval footprint was also renewed in the Far East last year. In a timely demonstration of our

Cougar 13 aerial phot of ILLUSTRIOUS

10

when the Government was able to de-latch HMS ILLUSTRIOUS to relieve HMS DARING and provide seamless disaster relief coverage in the Philippines.

After a decade of engagement, 2013 witnessed the final operational deployment of a full Royal Marine Commando Group to Afghanistan. Having been the first Commando group to deploy to Afghanistan, 40 Commando was also the last. However, as this chapter in Royal Marine history drew to a close, a new one began. In July last year RM Tamar was opened by HRH Prince Harry. This £30 million state of the art complex is the new home to the Royal Marine specialist amphibious and surface assault group. Located in the base port of the Royal Navy’s amphibious shipping, it has now established Plymouth as the Royal Navy’s amphibious centre of specialisation. It means that as the Royal Marines celebrate their 350th anniversary in 2014 they remain relevant, agile and capable

– and part of the Royal Navy family. So what of the future? This year will bring to an end UK combat operations in Afghanistan. This has been described as the shift in posture from campaigns to contingency and, as UK Defence moves into this new era, this means a greater focus on what the Royal Navy has been doing continuously during our engagements in Iraq and Afghanistan: providing ships, submarines, aircraft and Royal Marines at reach around the world, working with allies and on call for crises wherever they might occur. We are experiencing what the First Sea Lord has described as a ‘maritime renaissance’ as attention shifts to what we can deliver at sea and from the sea in support of the UK’s national interests. Are there any tangible results of such focus? For evidence I turn to the maritime equipment programme which, by 2022, will absorb nearly half of the overall defence equipment programme.

In 2013 the final ship of the Type 45 class, HMS DUNCAN, was commissioned. These ships are the most capable air defence destroyers ever built for the Royal Navy and, following successful interaction with US carrier groups, they are already hugely respected by our principal strategic partner. Elsewhere, the Astute class submarine programme is running at full throttle, with both HMS ASTUTE and HMS AMBUSH now being readied for operational service. And later this year, we expect the first orders to be laid for the new Type 26 global combat ships which will, in due course, ‘take the watch’ from the ageing Type 23 frigates. Meanwhile, new tankers for the Royal Fleet Auxiliary are being built, whilst all aircraft types in the Service are currently being replaced.

Last, but certainly by no means least, this year is a huge milestone for the new aircraft carrier programme. The launch event for HMS QUEEN ELIZABETH will take place in the summer. The advent of the new carriers, at 65,000 tons the biggest ships ever built for the Royal Navy, will

Marine and child in Philippines

Type 45 and Lynx flares image

11

offer a step change in capability. With their embarked aircraft, HMS QUEEN ELIZABETH and her sister ship HMS PRINCE OF WALES will be real force multipliers. But they will not just bring increased military options. They will also deliver diplomatic and political choice.

In sum, we have an impressive inventory of equipment coming off the production line. So we are taking ownership of the right equipment, but we also need the right people to man and operate it. Alongside the maintenance of an unfailing operational performance - on which the authority and reputation of the Royal Navy hinges - the servicing of this manpower requirement is one of the Navy Board’s top priorities. As you might imagine, no effort is

being spared in ensuring that we recruit, train and retain the right blend of manpower to operate a 21st century navy.

Part of the solution to this manpower challenge is the expansion of our maritime reserve forces. Notwithstanding some media scaremongering over reservist recruitment generally, the Royal Navy is making steady progress in meeting its target to expand from 1800 to 3100 maritime reservists.

In looking ahead to the coming year, 2014 is a year of significant anniversaries. It marks the 100th anniversary of the start of World War 1. Whilst images of trench warfare permeate the national consciousness, we should not forget that the Royal Navy’s strategic

blockade strangled Germany, helping to set the strategic conditions that precipitated the end of the Great War. 2014 also sees the 70th anniversary of the greatest amphibious assault ever launched, D-Day, which illustrates the strategic freedom and access that sea control delivers.

What do these anniversaries tell us? They are a timely reminder of the strategic employability of the Royal Navy: in support of UK global trade in peace and war and in the provision of theatre access for contingencies and campaigns. To be effective in meeting these ends we need to maintain our capability and credibility: we are on track to do so.

CGI of Queen Elizabeth CVF and F35 jets

12

My company recently placed a job advertisement through the Officers’ Association, where it appeared on Pick of the Week for a couple of weeks. It was also in The Daily Telegraph on a Thursday (twice), the on-line Telegraph job site and The Sunday Times (once). This was for a Chief Executive post and we knew it would attract a lot of interest. London based and paying over £70k, this was right up the street of many serving and retired officers from SO2 up to

HOW NOT TO GET AN INTERVIEW! by

Commander Ian Gregory Royal Navy

Director level. We had about 300 applications. Whittling them down to a dozen from about 60 was not an easy task – but that’s another story. This is about the 240 whose scarcely read applications went into the bin and how so many of these capable applicants managed to shoot themselves in the foot right at the start of the process. Now I should point out that we dispensed with the services of headhunters and recruitment companies and did it ourselves. Perhaps the headhunters would

have been more patient and more tolerant, but I suspect not – when inundated with good candidates, why make life hard for yourself.

Yes, we were spoiled for choice and inevitably found ourselves looking for reasons not to take an applicant further. Many were trivial indeed but, don’t forget, when there are so many good applicants about tiny omissions and faults become much more significant than they would be if the field was smaller.

Here’s my first list of things that irritated to the point of distraction.

OK, so if you have a flunky opening the mail these matters may not come to light but we’re a small organisation and the guy opening the mail was pretty senior – one of the selectors in fact.

• Envelopes. We now have two new pet hates. First: excessive use of sellotape so you end having to cut the damned envelope open. Close second: small envelopes with massively folded paperwork inside that needs ironing before it can be read.

• Addressing. The instructions were pretty clear: mark the envelope: “Chief Executive Application”. About 20% didn’t. Why not? Couldn’t be bothered; didn’t read the instructions; knew better; didn’t care? Whatever the reason – not a good start. • Staples. Please don’t staple anything. Your application will almost certainly be photo-copied. Staples are a pain.

• Bound copies. Really smart, good effort but also a pain – the photocopying issue again.

• Double-sided printing. Thank you for saving the environment but it doesn’t half make photocopying tedious and not at all easy when you are speed reading

13

Well, so far we’ve damned near lost a few without reading a word. Now how much do you care? Presentation counts and we have two new pet hates. First: paper so lightweight that it cheapens the whole application. Second and equal winner of the hate stakes: miniscule font. Please go back to whoever told you to get your covering letter onto a single side of A4 and tell him he’s wrong, WRONG, WRONG! I’ve got 300 applications to look at and I am not going to get out a magnifying glass to read tiny writing. All those were binned.

That’s got rid of a bunch of them. Now we’ve got to face all those CVs and covering letters. CVs, particularly when you’ve got 200 or more in front of you, are boring, BORING, BORING. What’s going to tempt me to read a CV carefully? Answer – a good covering letter.

What makes a letter stand out? Applicants were invited to apply to the Chief Executive. 60% of applicants used the salutation “Dear Sir”. 20% wrote “Dear Chief Executive”. OK, I’ll confess, I am he – the CEO, the guy who’s leaving. My name is Fred Smith (it’s not actually, but there’s lots to be said for remaining incognito). 10% researched it and wrote “Dear Mr Smith”. 5% found some way of working their way past my gatekeeper to talk to me so were subsequently and legitimately able to write “Dear Fred”. There is nothing wrong with the “Dear Sir” approach but those who did the research and personalised it a bit just stood out. And what happened to the other 5%? They were the ones who wrote to “Dear Recruiter” or something utterly

impersonal such as “Dear HR Director”. They were binned. That way we got rid of a few more.

Clear, jargon free, friendly letters in a decent font did the trick. We managed to weed out quite a few at this stage. Those who were in any way critical of the organisation, the advertisement or the present incumbent got eased out. What’s wrong with these people? Do they really believe that we will want to employ someone who makes waves at this stage and either states or implies that in his (or her) opinion we are getting everything wrong. They may think it (and could be right) but the time to make to make those views known is at interview (and then cautiously and only if invited to do so) or when firmly in the job with a clearly signed contract! The application letter is simply not the right vehicle for provocation. I just loved the one who wrote: “I will bring the dynamism and enthusiasm that the company clearly needs.” Didn’t he check who he was writing to?

Well, phew. We’re now down to under 150 and, so far haven’t, had to look at a CV. Now let’s say more about the covering letter. There were a small number of key attributes in the ideal candidate specification. Those who addressed these points in a non-fussy practical way were rewarded. Some of them were so engaging that we actually wanted to read their CVs – they did well. Then there were those who told us in great detail what good eggs they were but didn’t address what we really wanted to know – how closely they fitted that ideal candidate specification. That got rid of a few. Spelling mistakes

and rotten grammar are costly. For heaven’s sake, this is for a job where accurate communication is absolutely vital. If you can’t get your spelling right or if you write a sentence without a verb in an application letter, what’s the likelihood of you getting it right when under pressure? Exit a few more. This is a big job and the covering letter is what will sell you to us and make us want to read your CV with some eagerness. Half a dozen letters simply said: “I wish to apply, please see my CV attached”, or words to that effect. A few more were scarcely five lines long. It simply doesn’t cut it – but a bit of a relief really, that’s nearly 20 less CVs to read.

That 300 is down to just over 100, much more manageable, but now we’ve got to get down to a bit of proper sifting and CV reading. I really don’t know how many people lie in their CVs but my advice to them is at least to lie plausibly. A few absolute porkies stood out a mile and most of them were completely unnecessary – good convincing CVs that were embellished just a bit too far. We’ve got one or two military people here and we know you don’t command a destroyer for two years as a Lt Cdr (perhaps it just slipped his mind to put the words “second in” before “command”) and it’s pretty unlikely that you will hold a major MoD Director post in the rank of Lt Col.

Then back to the spelling. Grammar assumes less importance in a CV in which brevity is important (although it is nice for passages of prose to

14

be moderately grammatical) but there’s no need to get spelling wrong. More black marks.

So we’re nearly done. Those 300 have been whittled nicely down. We’re looking at CVs and covering letters together. Now here’s something that applies to many servicemen as well as many others. This is a hands-on control of money job. It involves tight budgeting, attention to P+L, an understanding of the balance sheet and ability to appreciate management accounts and to use them to advantage. No surprises here, that’s what it said in the job description that every candidate got. However, not all candidates have that set of skills. This is not a show stopper but you do have

to say something about your financial acumen and experience – no matter how limited. At least 20 applicants who had done jolly well so far failed completely to address the matter at all. Did they think that somehow we might forget that we asked for candidates to be financially aware? Moral of the story, if you haven’t got the experience in any core aspect of the job, at the very least you have to describe what transferable skills you have to fill the gap.

Oh, one small point on financials. We’re a pretty small company, turnover of about £3.5M. The candidates knew that, it was in the job description. Those who claimed “responsibility” for, say, a £4Bn MOD procurement

programme and defined their financial acumen that way were far less credible than those who actually managed and took the flack for, say, a £250k organisation and were the ones whose feet were held to the fire when the P+L didn’t stack up. It’s how you sell yourself.

There we are. Down to 60. Getting that 60 down to 12 for interviewing was really tough but that’s another story. If you were one of those 60 and didn’t get invited for interview, don’t despair. You must have got most of it right and, in the end, there was inevitably an element of luck in it.

There must be more guidance offered on CVs to people than any other subject under the sun. Stand by for my take – just a few points:

• One page too short, 4 or more pages too long.

• No pictures please; it’s not that sort of beauty contest.

• Decent size font please.

• Cut out multiple fonts – looks scrappy and it’s hard to read.

• Make sure you include contact telephone number and email address. Amazingly four didn’t.

• As for content:

- A profile isn’t a bad way of starting. Bit self-indulgent but a good ice breaker. Keep it short.You’ve got to describe previous jobs but don’t just copy out an abridged version of your old Job Description, tell us how well you did it. - Modify your CV to fit the job description. You probably don’t need to do too much but those who took the trouble to refine it stood out.- Cut out lengthy attached “supporting statements” – we haven’t got time to read them and that’s what your covering letter is for anyway- Be sensible assessing what is relevant. We’re really not particularly interested in a 50 year old’s “O” level grades by subject. - Avoid repetition. If you’ve done two similar jobs try to avoid using the same words again to describe them.

15

16

FROM PLANES TO BOATS TO HOUSES“A THIRD CAREER”

byLieutenant Commander James Milne MBE Royal Navy

So here I am, almost three years into retirement and almost as busy as I was in full time employment!

It was somewhat different three years ago. Following 32 years in the Fleet Air Arm I became the Naval Resettlement Officer for Scotland as a Retired Officer based in HMNB Clyde. It was my good fortune as I came up to retirement at 65 the employment rules changed and I was able to stay on for a further four years until my 69th birthday.

Staying on for those four years for me was fine. I felt I still had a lot to offer and was not ready to retire. At home it was slightly different. My wife Fiona supported me in staying on for those extra four years, but it was with some reticence, and in my final year I realised that it was time to set ‘working life’ to one side and become part of ‘home life’.So I finally ‘retired’ in April 2011. I cannot say it was with relief as I feel I could have done maybe another year or two but I had to respond positively to the wishes of the woman who had supported me for the past 49 years of Service and Civil Service life.

Cast adrift from all the things that I had been familiar with over the past 51 years – what to do?

There was no question of taking up full time employment, but I had to do something. Financial gain was not important but keeping the grey cells ticking over and feeling that I could make a contribution to whatever I did, was!

This is no hard luck story. I was very fortunate in the way that events turned out.

Firstly the Resettlement Centre in Rosyth was looking for invigilators for their NEBOSH examinations. Just four times a year with a small hourly payment for the three hour period required. That payment would cover my travel costs and the visit to Rosyth would enable me to keep in touch with resettlement in general – remembering that I had been a part of the organisation for 19 years and had more than a passing interest in the subject and the people I had worked with.

Then another avenue opened. The local paper carried an advert from the British Red Cross looking for Volunteer Drivers. I applied, was interviewed and accepted. Apart from taking a copy of my licence I was neither asked what vehicle I drove nor asked to demonstrate my driving ability! In the rural area of Scotland in which I live there

are many people, especially the elderly, who cannot make hospital appointments without help. They therefore can request transport (on repayment) from the British Red Cross. There are also times when the Ambulance Service cannot cope with the daily demand and they ask the Red Cross to assist. So, sometimes at short notice, I find myself either driving my own car, or the Red Cross Ambulance, into hospitals in Glasgow. I have never yet been late in delivering a patient to their appointment although I have dropped a patient to the wrong hospital (luckily not my mistake). I have had some amazing conversations with these patients, in one case I had to listen the whole journey as the lady, when not speaking, was singing! The Red Cross put me through a MIDAS course which qualifies me to drive Minibuses - this included a driving test which after 50 years of driving made me quite nervous - however I passed!

17

So I have now obtained two outlets for my time, but nothing I could really get my teeth into.

Lady Luck smiled again. An advert in the local paper inserted by the Argyll Community Housing Association (ACHA), a Registered Social Landlord (RSL), was seeking Independent Members for their Board of Management. Commitment appeared to be 1.5 days a month to attend Board Meetings. My immediate thought was ‘what do I know about housing’. We own a house and that was about my sum of knowledge. Following some research into the organisation plus a visit to the local ACHA Housing Manager, where I learnt that commitment could be more than 1.5 days, I applied.

To set the scene, ACHA is the seventh largest RSL in Scotland looking after over 5000 + houses spread across the highlands and islands of Argyll & Bute and an annual turnover of around £20M. I was invited to interview (by a panel of six - very daunting) and when asked what my experience of social housing was I had to answer truthfully that I had none, but was willing to learn. Surprise, surprise I was invited to join the Board.

So what has it been like – well, a voyage of discovery. My years in the RN and Civil Service did not prepare me for the world of social housing. The role of the Board is to be supportive of the Chief Executive and Senior Management but also to call them to account when necessary. As a Board we deal with matters from staff remuneration and setting rent levels to the sale of small parcels of land. Everything that ACHA does is encapsulated in reams of statistics which are scrutinised thoroughly by the Board and the

Scottish Housing Regulator. As an organisation we work very closely with Argyll and Bute Council, the Scottish Government and local RSLs.

The Board has a membership of 20, which makes us the largest Board in Scotland but then we cover the largest area in the Country too. There is a formal training programme for Board Members and each Member can attend two other Housing Conferences in Scotland each year. So what you may ask has happened to the commitment of 1.5 days a month?

Well, time has moved on and so has my commitment. In order to maximise the investment in Repairs and Maintenance ACHA formed a subsidiary company – Argyll Homes For All (AFHA). I am now one of two ACHA Board Members sitting on the AFHA Board of Directors - one meeting per month. I have filled a vacancy on the Finance & Audit Committee, meeting 13 times a year, and there are six-monthly Strategic Planning Meetings to attend. So from what started as 1.5 days a month some two years ago, has grown to 4 or 5 days of ACHA/AHFA commitments.

So what do I get out of all of this? Well my travel expenses are paid so I am not out of pocket. The social housing sector is a vast industry in Scotland and to be involved is a stimulating experience. As a Board Member I am safeguarding the interests of both the tenants and the ACHA. But what really gives me a sense of achievement is the effect that the provision of good social housing has on ordinary families.

I have attended two formal housing development openings this year.

The first in Campbeltown was a development of 32 houses/flats. After the opening, when the tenants were either given their keys or told which property had been allocated to them, another Board Member and I walked around the houses/flats. In the first one we viewed we met the new occupants - the joy on their faces was something to behold; their excitement at seeing their new home was tangible and it was the same wherever we went.

That first encounter Campbeltown actually focused me into what I was doing on the ACHA Board. Life has treated me kindly, and I have a need to put something back into the society. I am working, as part of the Board, for the tenants and the potential tenants of social housing in Argyll and Bute to ensure that they have affordable rents, that their properties are serviced and maintained to a good standard and that the environment in which they live is friendly and safe.

So I have found a ‘third career’; possibly more by accident than judgement. Two years ago I did not think that I could become this motivated by the subject of social housing. And that motivation is maintained with the help of the obvious enthusiasm and sheer hard work carried out by fellow Board Members, and the staff and operatives in ACHA and AHFA. All take a pride in what they are doing and go the extra mile to ensure that a tenant or a potential tenant is treated with the respect they are due.

If you have time to spare, plus, a wish to help people, have a look at the social housing providers in your area. They could open your mind to a whole new world.

18

The thorny issue of how to best provide care to older people increasingly occupies the time of our politicians, academics, health care professionals and many others. There are naturally many different viewpoints to be considered.If money was no object it would be easier to achieve a consensus but this is certainly not the case. Two monumental factors conspire to ensure money is, and will continue to be, a core consideration.

Economic constraintsDespite recent signs of improvement, the UK is still in a fragile economic state. Health related budgets may be afforded more protection than others but even if they avoid cuts they are unlikely to be given the extra budgets to cope with rising costs and demand.

DemographicsPotentially of much more significance is our ageing population. As the baby boomers swell the number of pensioners and advances in medicine and healthcare keep people alive longer the strain on resources will continue to grow. Dementia-related conditions are increasingly the reason why additional care is needed.

High Level ConsiderationsGovernment, through committees and cross party discussions are continually trying to address the problem and then implement appropriate legislation. Bear in mind there are already numerous differences both legislative and

financial between countries of the UK. The biggest differences exist between Scotland and the rest of the UK.

Even with the changes resulting from the Care Bill, currently going through the UK Parliament and the Scottish Government’s project of “Reshaping Care for Older People” the stark reality is that many individuals will have to part fund their care costs.

It is also crucial to understand the distinction between care costs and “cost of living in later life”. A recently well-publicised headline figure from the Care Bill proposals is a cap of £72,000 on care costs for those living in England. Firstly the cap is likely to only apply in England and is not scheduled to come into force until April 2017. As the wording states, it is an intended cumulative cap on how much an individual is expected to pay towards their care. Many are wrongly assuming it means they will only be using their own assets up to this cap on all their care needs. This is not the case. Simply put the majority of the cost of living in a residential or nursing home is the accommodation, food, entertainment etc and not specifically the care.

A similar misunderstanding has occurred for a number of years in Scotland where people receiving what was commonly referred to as “free” Personal Care found it only covers a fraction of the residential or nursing home costs.

Practical help at the family level - The need for specialist adviceThe power of the web along with other means of communication means there is no shortage of information and guidance from government, Local Authorities, charities etc. The sheer volume and content is likely to be confusing. Sorting through it is likely to be an extremely time consuming task. This is not advice.

All parts of the UK give some financial assistance to those entering care which is not means tested. A Local Authority financial assessment will be carried out and broadly speaking those with assets more than £23,250 (England for 2014-15 tax year, other UK regions differ) will be classed as self-funding their care. There are extensive rules as to what capital is included. The most significant exclusion is the value of an individual’s share in the family home if spouse or other qualifying person remains in it. It will not come as any surprise that there are also extensive rules regarding the treatment of income.

Good financial advice, tailored to your specific circumstances, can certainly mitigate the impact of the cost of care. It can help secure the chosen level of care, whether at home or in a residential care home, for longer and indeed the rest of a person’s life. Additionally, financial planning can potentially improve any inheritance for the younger generations.

CARE FOR OLDER PEOPLE AND THE IMPORTANT ISSUE OF WHO WILL PAY FOR IT

by Stephen Whitby

19

Unfortunately, the vast majority of those needing care never take financial advice.Why don’t people get the advice they need?

Arguably, all individuals (and their family) where significant care is being received, whether in their own home or in a residential home need to take advice. If the extra care is being provided by family members as unpaid carers then there is still likely to be a significant financial impact such as loss of income if care stops work or goes part time.

Certainly when a move to a residential home is being considered then it is crucial to take financial advice. Accessing quality “Later Life”

Financial AdviceIt is important when considering care fees related financial planning that you use a suitably qualified and experienced financial adviser. A qualification, the Certificate in Long Term Care Assurance (CF8), awarded by the Chartered Insurance Institute (CII) exists and is a requirement for those wishing to advise on Long Term Care.

It is important that the chosen adviser has not only passed an exam on the subject but is experienced in advising in this complex area. Asking an adviser questions regarding their experience may help, but it is always difficult to know what questions you could ask. Contacting an accredited Society of Later Life Adviser (SOLLA) may be the solution Society of Later Life Advisers (SOLLA)SOLLA was founded in 2008 as a not for profit organisation, helping those consumers seeking later life advice to find an Accredited Adviser. Accredited Advisers

must undertake a robust process to demonstrate their knowledge and commitment to the financial planning needs for those in later life. Importantly SOLLA members must abide by a strict code of practice and regularly carry out Continuing Professional Development (CPD) to make sure that their knowledge and skill remain up to date.

DIY Financial Planning Finally Care Fees Planning is one area of financial planning that is definitely not suited to “Do It Yourself ”. Issues are complex, perhaps involving close co-operation of financial and legal professionals. It can commonly involve two or even more generations. FOR MORE INFORMATION

Contact Stephen Whitby at 0131 5534466, Stephen.whitby@lift-advice.comwww.lift-advice.com

Lift- Advice Ltd, an Edinburgh based firm of Independent Financial Advisers able to serve the whole of the UK. Stephen is a Chartered Financial Planner, Certified Financial Planner and is accredited by the Society of Later Life Advisers (SOLLA).

LIFT-Advice Ltd is an appointed representative of LIFT-Financial Ltd. LIFT-Financial Ltd is authorised and regulated by the Financial Conduct Authority.

Brief Resume – Stephen Whitby FPFS, CFPcmStephen Whitby is a Chartered Financial Planner and Certified Financial Planner with Lift-Advice Ltd based in Edinburgh, Scotland. With over twelve years’

experience as an Independent Financial Adviser, the majority of his work is investment related but he specialises in Estate Planning and Long Term Care Planning. In April 2011 Stephen achieved the nationally recognised “Later Life Adviser” accreditation entitling him to full membership of the Society of Later Life Advisers (SOLLA) Before entering the Financial Services profession Stephen served in the Royal Navy and, on leaving, continued in the Royal Naval Reserve until 2007.

20

2014 – WHAT WILL IT BRING?by

Stuart Gregory

It seems odd to think how 2013 has flown by!

It has felt like a year of progression, with the Government’s Funding for Lending scheme leading the way in the increase of competition between mortgage lenders.

Help to Buy was launched – initially with Stage One in April. This part of the scheme will run until April 2016 and it is for new build homes only, with borrowers placing a 5% deposit down, with the Government providing an Equity Loan for 20% in addition. The borrowers then benefit from a mortgage calculated at 75% of the purchase price.

Interest in charged from the end of five years, and the loan is repayable when the property is sold or sooner if the borrower wishes.

Stage Two was….launched. Well, sort of. Not fully until January whilst lenders do the sensible thing and get their ‘systems’ in place before the original planned launch date. Those that did launch, RBS and Halifax, saw an influx of enquiries.

Stage Two offers borrowers the opportunity to use the scheme to buy any property on the open market up to the value of £600,000 with a 95% mortgage (subject to the necessary underwriting). This element of the scheme will run for three years from January 2014.The Government are paying for an insurance policy, which the lenders can then use should the

mortgage be defaulted on by the borrower.

I’m still in the ‘not sure’ camp regarding the scheme overall – it has benefitted the new build housing market, but there may be a limit to that benefit.

You’ve probably heard the same information as I have – new build developments placed on hold whilst they wait for more materials to be available. This is an issue caused by increasing confidence and desire from buyers – probably from the Help to Buy scheme.

It does leave you wondering whether the Government departments actually thought about the impact on the housing suppliers – some of which who are now waiting 14 weeks for bricks…and bathroom suites.

Housing is an industry waking from its recession led slumber – instead of waking it up slowly and lovingly with a cup of tea in bed, Mr Cameron has used the ’bucket of cold water’ option.

Which is fine – but you may not get the reaction you’d hoped for!So, demand for housing is up – beware of bubbles? Well, mainly in London apparently. Recent Land Registry statistics showed that year on year, prices had risen only 1.3% in England & Wales, whilst rising over 7% in London.

What we’re seeing now are ‘supply and demand’ issues - improved underwriting procedures and the forthcoming Mortgage Market

Review in April 2014 will ensure that lending doesn’t get carried away. Outside influences like cash buyers can of course skew prices as buyers fight over properties.

As we look ahead to 2014 I see it as potentially the year of the remortgage – as many borrowers consider their options.

It certainly could be a year of opportunity, as we enter the final throes of the Funding for Lending Scheme – which has been keeping fixed rate prices low.

Borrowers need to plan ahead now – as the economy is showing signs of recovery, it’s the ideal time to consider the future – whether they are looking to move, improve or secure their finances.

YOUR HOME MAY BE REPOSSESSED IF YOU DO NOT KEEP UP REPAYMENTS ON YOUR MORTGAGE

Stuart Gregory Managing Director of Lentune Mortgage Consultancy Twitter - @Mortgage_Stu-

www.lentunegroup.com

21

The Royal Navy and Royal Marines Charity (RNRMC) is now in its seventh year of operation as the single focus Naval grant making charity.

In 2013, the RNRMC Group of charities gave out over £7.3 million to Serving personnel and to organisations that care for Service families and veterans, especially those experiencing difficulty with child support, ill-health, unemployment, old age or hard times.

The RNRMC has special relevance to our community, old and young, and it has the momentum of a fast start behind it. Robert Robson, RNRMC Chief Executive says: “The White Ensign Association, of which I am proud to be a Life Member, is an outstanding organisation with half a century of helping the men and women of the Service. The last few years, with redundancy programmes biting, have been particularly busy but have served to raise the profile of

THE ROYAL NAVY AND ROYAL MARINES CHARITY

the organisation to new heights.

“The RNRMC mirrors the Association’s all-encompassing remit and through our grant making we give succour and help to those going through the life changing processes of transition. Through our participation in the military charity sector’s relationship with

government we can influence the Armed Forces Covenant and the understanding of how Service prepares our people for civilian life in a uniquely valuable way.”

We share a beneficiary group with the RNRMC and will be celebrating an important milestone together in 2014; a reception to celebrate the 150th Anniversary of the White Ensign being afforded primary status as the ensign of the Royal Navy by Her Majesty Queen Victoria. The reception, hosted by Admiral Sir Jonathon Band (our Chairman and President of the RNRMC) will prove to be the ideal platform to showcase the work of our charities and that of the resurgent Royal Navy at a time of huge and exciting significance to us as a maritime nation.For more information on the Royal Navy and Royal Marines Charity, please call 023 9254 8128 or visit www.rnrmc.org.uk

22

“10 YEARS OF GIVING THE NAVAL FAMILY A VOICE”

by Kim Richardson OBE, Chair of the NFF

About 12 years ago the Royal Navy was asked by the Ministry of Defence, and others, why it didn’t have any formal representation for Naval Service families. The Army and the RAF had well established organisations offering their families a voice, but the Royal Navy didn’t.

A lot of discussion followed, and to cut a very long story short, led to an old established charity Aggies (formerly known as RSR or Aggie Westons) agreeing to act as enabler for a new organisation that was to call itself the Naval Families Federation or NFF.

The Chairpersons post was advertised widely and interviews

took place. On the 3 November 2003 the NFF opened its doors for business. The daunting task of working out whether the Naval Service would embrace the opportunity to engage with their families in a more formal sense was about to begin.

So 10 years on we are still here and busier than ever. How would I sum up the role of the Naval Families Federation? I would like to start by saying what we aren’t. We aren’t a bra burning group of mutineers. We believe in two way tact and diplomacy. Our small multi tasking team of 6 offer a voice to families. The word ‘offer’ is important as the majority of our families are

independent and resourceful and actually don’t require a voice. When they do it tends to be because they have an issue they are trying to resolve, a question they are struggling to get an answer to, they have seen something in the press that bothers them or they simply have something they want to get off their chest.

Our core team of 6 is augmented by a small team of 3 who joined us in 2013 on a 2 year contract courtesy of a successful bid for a slice of the LIBOR banker’s fines. We have one member of the LIBOR team based in our offices in Castaway House. Sue’s role and remit is data. Mark and Jenny are based in the

The NFF Team

23

Midlands and North of England. Their focus is the Armed Forces Covenant. They are working with councils, local authorities, and the Naval Regional Commanders teams in order to increase awareness about the Covenant and also the Royal Navy family. It is working very well.

So what are my qualifications for doing this job?

My husband was in the Royal Navy for 28 years and also completed the All Arms course which entitled him to wear his most coveted possession (yes really!), a Royal Marines green beret. We became engaged 6 weeks after we met. I was a very trim student nurse in those days and I think he knew a good thing when he saw it! Not long afterwards the Falklands War started. Mike, my husband, was the Captains Secretary on HMS COVENTRY which was sunk. This period of our lives presented challenges that I believe shaped us to become what we are today. That experience and my nurse training help me in my current job on a daily basis. I have never forgotten what I could have lost. We celebrated our 30th wedding anniversary last year. We have two smashing children; have lived overseas (Naples) and in Service Families Accommodation in the UK.

My connection with the Armed Forces goes even deeper than this really though as it is something I have never been without. I have a brother currently serving in the RAF as a Sergeant and one who left the Army 2 years ago as a Warrant Officer. My Dad was in the RAF for 34 years, so I had a very nomadic childhood moving between Service provided accommodation in Kinloss in Scotland, Malta and Northern Ireland. I enjoyed the

moving and new places, but hated making new friends. I also don’t think I did as well at school as I should have done. I gained 5 O levels in English, Maths, Food and Nutrition, Art and Parentcraft! To anybody reading this today it would seem inconceivable that someone with so few qualifications could end up doing what I am doing today. It is a standing joke in our house, I am the only one without A levels and I don’t have a degree, but I do have an OBE for ‘service to Naval Service families’ which kind of redresses the balance a bit. It just goes to show that a sense of humour, passion and a huge great dollop of common sense can take you places you could never imagine they would.

So has the NFF developed in the way I thought it would?

Oh my word no! If I had known then what I know now I probably would never have applied for the job. I would have stayed as agony aunt and matron to 1200 secondary school pupils. The Naval Service has been better than I ever hoped they could be. This was a whole new concept to them, families

having a voice. They embraced it and have opened doors in a way I never thought possible. Engaging at the level we do, speaking to the Navy Board, giving formal evidence to Defence Committees and Armed Forces Pay Review Body and engaging with Ministers could all be rather mind-blowing really. But it just seems to work. Every time you think you can’t possibly do any more or contribute to any other area, another request comes in. The question we ask ourselves is ‘can this benefit our families?’ If the answer is ‘yes’, then we find a way and just do it. It would not be possible without the amazing NFF team, Jane, Sam, Sarah, Emma and Sara though. This is very much a team effort. We aren’t experts in anything, we are a conduit. Everything we do and everywhere we go and at every meeting we attend we have over 30,000 families sitting alongside us.

What has been the NFF’s greatest achievement?

When I took on this job the then Second Sea Lord said to me at our

Chairwomen and 1st Sea Lord

24

first meeting ‘So Kim, if I don’t like you how easily can I get rid of you?’ No pressure there then! My response was to tell him that I had just printed 5000 business cards and I wasn’t going anywhere until they were gone! The NFF celebrated its 10th Anniversary in December, our diary is full, MOD and Ministers know who we are, the Navy considers families in a way I don’t believe it did before, and people seem to like what we do. That is our greatest achievement.

What has been our biggest challenge in our work?

We are the smallest federation serving the smallest of the three Services, but our personnel are also the most separated, they also tend to live in their own homes all around the country. I have always found the fact that 5% of the Naval Services next of kin live in Liverpool to be a very interesting statistic. Reaching our families in their own homes is a huge challenge. Relying on the serving person to take a message home is less than ideal. Our LIBOR duo, Jenny and Mark, have really helped us out just by being out there on the ground.

What is the biggest change that we’ve noticed over the 10 years?We, the NFF, have become busier but so has the Naval Service! Inability to plan life has become more difficult. I worry about how the RN can do the same (or more) with less people. I would also say that the focus by the Service on the family has never been greater than it is now. In years gone by the saying would have been ‘Recruit a sailor, retain the family’. Now I believe it is ‘Recruit the family retain the sailor’. The Navy or Marine family now has direct

access at the highest levels in MOD and the Naval Service. It is vital, our lifeblood. It makes everything possible. What do I mean by that? There is absolutely no point asking people what they think and asking them to tell you what worries them if you can’t do anything about it. The strategic stuff simply doesn’t work if the tactical stuff is not taken into account. Having access is the key to keeping the highest levels in touch with what is happening on the ground. Having influence is the icing on the cake.

For more info on the NFF please log on to our website www.nff.org.uk

or sign up for our quarterly magazine, Homeport by contacting us on admin@nff.org.uk or 02392 654374.

Homeport is even read at Number 10

25

26

SUPPORTERS OF THE WHITE ENSIGN ASSOCIATION

PROFESSIONAL PANEL OF ADVISORS

Blake Lapthorn

Blevins Franks Financial Management Ltd

Brighton Williams & Partners

Britz NZ

Charles Camerson & Associates

Charles Stanley & Co

Coffin Mew LLP

Hargreaves & Jones Ltd

Global Pension Transfers

Lansdown Place

Lift Advice

Morisons LLP

Myers Clark Chartered Accountants

Pardoes Solicitors LLP

Principal & Prosper

Rathbone Pension & Advisory Services Ltd

SAT Worlwide Ltd

Trinity Insurance Services Ltd

Web Financial Services Ltd

Mr D Cox

Mr G Reeves

COMPANY MEMBERS AIM Group plc

Associated British Ports

Atkins Ltd

Babcock Devonport Royal Dockyard

Babcock Marine (Clyde) Ltd

Barhale Trant Utilities

Blake Lapthorn

Blevins Franks Financial

BMT Defence Services

Brighton Williams & Partners

British Telecommunications plc

Charles Stanley & Co

Coffin Mew LLP

Coleridge Lodge Ltd

Forces Select

Fuller, Smith & Turner plc

Hargreaves & Jones Ltd

Henry Streeter Sand & Ballast

Kelvin Hughes Surveillance

Lansdown Place

Lewis Golden & Co Chartered Accountants

Lift Advice Ltd

Myers Clarke Chartered Accountants

Northcote Internet Ltd

Odgers Berndtson

Plymouth University

Rathbone Pension & Advisory Services Ltd

Raytheon UK

Rolls Royce Submarines

SAT Worldwide Ltd

Trinity Insurance Services Ltd

Web Financial Services Ltd

Whippendell Electrical Ltd

XRE Ltd

OTHER MAJOR SUPPORTERS OF THE ASSOCIATION IN THE PAST YEAR

The Gosling Foundation Sir Ron Hobson

The Bernard Sunley Charitable Foundation

George A Moore Foundation

The Saints & Sinners

Mr J C Cazalet

The C A Redfern Charitable Foundation

Clarksons

27

INDIVIDUAL (LIFE) MEMBERS Adm Sir Peter Abbott GBE KCB J D Andrewes MA FCA Mrs V Andrewes Capt A D Barnwell RNR J Barrington-Carver Capt M E Barrow CVO DSO RNJ D Batty-Peirson N W Benson FCA OBE Sir Michael Bett CBE MA Lt Gen Sir Henry Beverley KCB OBEH M Bichler R C Biffa MCIWM Lt T Bird RN A D Bott Adm the Lord Boyce GCB OBE DLAdm Sir John Brigstocke KCB J Brookes OBE G H Brown D E Brownlow N J C Buchanan Cdr R Buckland RN Sir Don-John Buckland KHSSir Adrian Cadbury DL A J Campbell M Cann Capt W Canning DSO MBE DL RNP Caplan Lord Carlile of Berriew CBE QC Sir Ralph Carr-Ellison KCVO TDCdr A D Casswell RN C J Cazalet MA FCA Mrs J C Cazalet R Adm R A G Clare CBE M Clarke W J K Cody Lt Cdr M T Cooper RN S J D Corsan FCAP Costalas Capt A M Croxford RN Lt Cdr P Cunningham RN V Adm Sir Geoffrey Dalton KCBCapt E Dancer CBE JP RNR A Dean V Adm P Dunt CB DLN P W G Edmiston Cdr J M S Ekins RN Alderman The Hon J R Evans The Hon Mrs J Evans K M Everett A H Farley Mrs R B A FarleyI Flynn J Foley Alderman The Hon J R Evans

The Hon Mrs J Evans The Rev J FrancisCdr J K H Freeman RNM FrenchR E FrostLt Gen Sir R Fulton KBEA GerrardMrs R GerrardD Glasgow OBE FCSISir Donald GordonCapt A P Gosling RNRR Adm Sir Donald Gosling KCVOP G GrahamLt Cdr D J P Hadler RNR Adm P G Hammersley CB OBER HancockP D HenshawAdm Sir Peter Herbert KCB OBESir Ronald Hobson KCVOLt Col I Houvenaghel RMLt Cdr M Howell RNHon Capt C A HowesonP G F InsullCdr S Jackson RND JarrettT C JenkinsCdr H M Johnson MBE RNLord Jones of Birmingham KTC M JuddLt Cdr A M Keane RNR KeenanCdr M C Lander RNMaj Gen R G T Lane CBELt Cdr A K Lange RNLady LawrenceLady LayardD M P Lea FRICS JPLt Cdr S Lewis RNRR Adm G F Liardet CB OBEMrs E A LightowlersDr R LintonLt Cdr B Llewelyn RNLt Cdr L C Llewellyn RNT G LynchM A F Macpherson of PitmainP MakantJ C Matthew QCLt Cdr P A D Melhuish RNCapt L C P Merrick RNLt Cdr J M Milne MBE RNB G A OwensSir John Parker FREngMaj A W PhebyCdr J K H Freeman RN

Lt Col T A Philpott OBE RMLady PitmanO J PrenticeLt Cdr J P Pressagh RNRSir John Read FCA CBIMLt Cdr R J G Reeve RNSir Tim RiceCapt K Ridland RNS RidleyCapt J A Rimington RNCdr M J Robbins RNCapt J A Roberts MBE RNR RobsonJ Rose CBE FIMIJ H RossG RossSir Alan RudgeJ RustonSir Patrick SergeantG ShakerCdr D Sharples RD RNSir Brian ShawS SherrardCapt A H Sinclair RNM SladeAdm Sir Jock Slater GCB LVO DLLady SlaterJ C SmithR Adm D G Snelson CBC SnowAdm Sir Trevor Soar KCB OBER Adm C D Stanford CBAdm Sir Mark Stanhope KCB GCB OBE DLCapt D M Swain FNI FRAeS RNR J TaylorM J ThompsonCol A B Thomson RMMr C A G ThorntonLt Cdr R H Tozer RNAdm Sir John Treacher KCBM WaddletonDr O C WaldronJ WalshCapt J B L Watson RNL J West-Knights QCR Adm P L Wilcocks CB DSCMr D J WilliamsProfessor R Williams CBE MDMrs S WilliamsG J P WingateCapt D G Wixon BSc(Eng) RNMrs R WixonH R WrightCapt A J Wright RN

THE COUNCIL OF MANAGEMENT ACKNOWLEDGES ITS MOST SINCERE GRATITUDE TO THOSE LISTED ABOVE FOR THEIR CONTINUED SUPPORT

Whilst every care has been taken to prepare the above list we would be most grateful if you would let us know

of any errors or omissions.

28