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THE WHITE ENSIGN ASSOCIATION LIMITED (A Charitable Company Limited by Guarantee formed in June 1958)

Charity No. 206787 Company No. 606887

Solicitors: Ashurst

Auditors: Appleby & Wood Bankers: National Westminster Bank

Investment Managers: Cazenove Capital, Black Rock Merrill Lynch, Schroders, M & G Securities, CCLA

Editor: J Lavery Deputy Editor: M Howell

Design: E C Copland Printers: 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.

THE 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.

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THE WHITE ENSIGN ASSOCIATION LIMITED

ANNUAL REVIEW

(Edition No 53)

The Commanding Officer HMS DIAMOND and members of The WEA Council

CONTENTS

The Objects of the Association

2 WEA – Employment Services 20

Council of Management and Staff

4 Job Interviews - the great unknown 21

Message From The Naval Secretary

5 Employment Mentoring with the WEA 24

The Chairman’s Message

6 The Royal Navy and Royal Marines Widows’ Association

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Towards Future Force 2020 by the First Sea Lord 8 Book Reviews 32

45 Commando Herrick 14 Deployment

14 Supporters and Company Members 34

The White Ensign Association – What we do 18 Members of the Association 35

The Chief Executive’s Message 7 To repay or not to Repay That is the Question?,

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Unless stated otherwise, all photographs are reproduced by kind permission of MOD (N).

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THE WHITE ENSIGN ASSOCIATION LIMITED

PATRON: Admiral HRH The Prince of Wales KG KT OM GCB AK QSO ADC

PRESIDENT: Rear Admiral Sir Donald GOSLING KCVO*

CHAIRMAN: Mr R J TAYLOR*

VICE CHAIRMAN: Admiral Sir Jonathon BAND GCB*

VICE PRESIDENTS

Mr J D Andrewes MA FCA Admiral Sir Michael Layard KCB CBE

Sir Michael Bett CBE MA Sir Patrick Sergeant

Mr S J D Corsan

Admiral Sir Jock Slater GCB LVO DL

COUNCIL OF MANAGEMENT Admiral Sir Peter Abbott GBE KCB Mr D G Glasgow OBE

Mr R C Biffa MCIWM Commander Adam P Gosling RNR

Admiral the Lord Boyce KG GCB OBE DL Vice Admiral Sir Adrian Johns KCB CBE

Lord Carlile of Berriew CBE QC* MAF Macpherson of Pitmain MA

Mr C J Cazalet MA FCA* Sir John Parker FREng

Vice Admiral Peter Dunt CB DL* Mr S P Sherrard

Alderman The Honourable Jeffrey Evans* Rear Admiral Chris Stanford CB

Mr A H Farley Captain R B Woods CBE RNR

Lieutenant General Sir Robert Fulton KBE*

*Members of the Finance and General Purposes Committee

STAFF

Chief Executive Captain J P Lavery MVO Royal Navy

Director, Employment Services Commander P S Doyne-Ditmas MBE

Director of Finance & Company Secretary Lieutenant Commander M Howell Royal Navy

Regional Manager Office Manager & PA/CE Mr D Scholey Miss E C Copland

HMS BELFAST, TOOLEY STREET, LONDON SE1 2JH

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

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Message From The Naval Secretary I am absolutely delighted to be able to contribute this message to The White Ensign Association’s Annual Review 2011/2012.

In many ways, circumstances for naval people today are rather similar to those of 1958 when the Association was founded. As then, we are facing reductions in units and personnel, there is a redundancy scheme in being and civilian employment prospects are becoming steadily more challenging in the current economic climate. For the last 53 years, the WEA has provided members of the Royal Navy and Royal Marines, past and present, with tailored advice and guidance on both personal finance matters (including pensions, mortgages, savings and investment) and employment in the civilian world. The Association continues to do just that today for those reaching the end of their careers, for those selected for redundancy and leaving earlier than they would otherwise wish, and for those who might be concerned by the future prospect of redundancy. As such, I consider a personal interview or attendance at one of the Association’s ‘Your Future!’ presentations to be absolutely e s s e n t i a l p r e p a r a t i o n f o r a l l Service leavers.

Service in the Royal Navy and Royal Marines remains very much the career of choice for many thousands of people and the operational challenges facing serving personnel today are demanding, often dangerous and life threatening and, at the very forefront of our national interests. The ready availability of the Association’s dedicated staff to help ease individual concerns on financial matters, to advise recipients of significant Armed Forces Compensation Scheme awards on the wise utilisation of lump sums, and to guide individuals on a wide spectrum of personal administration matters, makes a very real contribution to the wellbeing, and hence operational efficiency, of our people. This is greatly valued and I most sincerely commend all involved with the Association for their continued strong and vital support of naval people of all ranks and rates.

Rear Admiral David Steel CBE BA, FCIPD, FCILT, Barrister-at-Law

Naval Secretary and Chief of Staff (Personnel)

& Chief Naval Logistics Officer

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The Chairman’s Message

In Defence, just as in my own sector of business, insurance, one never knows what is just around the corner. In the past year there has been a particularly strong national focus on our Armed Forces. To the ongoing commitment of Royal Navy and Royal Marines personnel in Afghanistan and off Somalia and other parts of the world, was added the ultimately successful Libya campaign. At the same time as maintaining a high operational tempo, naval people had been faced by the impact of reductions in resources arising from the national economic downturn and the Strategic

Defence and Security Review. The redundancy measures, mentioned by Admiral Steel in his message on Page 5, have proved an opportunity for some but a matter of great concern for many. The current climate has resulted in a significant increase in calls on the Association’s services and our annual statistics for the past year are the highest in the last decade for pensions, civilian employment and debt advice; also for attendees at our presentations. To ensure our staff team had the capacity to meet this increase in demand, the Council approved the recruitment of an additional member of staff, David Scholey, who is based in Portsmouth. During the year, the Council were given a fine view of the operational capability of one of the Navy’s newest warships, HMS DIAMOND, on passage from Portland to Portsmouth and had the opportunity to talk first hand to the highly skilled people manning the high tech ships of today. The staff have also participated in briefing Royal Marines personnel prior to demanding and dangerous operational deployments to places such as Afghanistan. I commend in particular, Lt Col Oliver Lee’s article on 45 Commando’s deployment on page 14. I am also particularly grateful to the Commanding Officer and ship’s company of HMS DAUNTLESS for hosting a dinner for the Association last Autumn during the ship’s visit to London. For everyone in the country, personal finance decisions have never been more tricky and Barry Pearce, one of the Association’s panel of financial advisors, has presented a useful guide to the principal considerations for those receiving gratuities or redundancy lump sums on page 28. Sadly, the last 12 months has seen the deaths of former Chairman Mr Henry Lambert, and Vice Presidents Admiral Sir Julian Oswald and Sir Patrick Lawrence. All contributed hugely to the Association and to the wellbeing of the naval community and will be very greatly missed. Looking forward, we now have a new Chief Executive, Captain John Lavery, who took over the leadership of the Association on Captain Keith Ridland’s retirement in January. It is clear that the year ahead promises to be a demanding one for all members of the Naval Services and The White Ensign Association remains ready to provide every possible assistance to all who seek our guidance and advice.

Roger Taylor

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The Chief Executive’s Message

I am very mindful that the catalyst for the launch of the White Ensign Association in 1958 was a major redundancy programme as a result of a Defence Review, and I cannot but help draw parallels with the situation today, when once again the Naval Service is being forced to release large numbers of individuals prematurely. This situation will have come as a shock to many, with some individuals seeing their career aspirations dashed, whilst others have embraced the situation and seized the opportunity to take their lives, and families, in a different direction. Whatever the personal circumstances, the Association has seen a large increase in the demand for our advice and assistance in preparing the sailor and marine for life and employment out of uniform. With the help of our regular supporters and new friends we have been able to meet this exigency without diminishing the provision of help and guidance to the rest of the Naval family, that the White Ensign Association offers throughout the year. As only the seventh Chief Executive in the Association’s history I am acutely conscious of the great legacy bequeathed to me by my predecessors – of a genuinely unique charity in the military sector that offers a face to face service to the entire Naval and Marine community. Whether an individual had just walked through the gates of RALEIGH or Lympstone or has seen service on the Arctic Convoys or took part in the attack at Valli di Comacchio, all can draw upon the White Ensign Association’s services on personal finance, employment and resettlement, business start up or just general advice – as can his or her immediate family. Furthermore if we cannot help directly we will do our very best to ensure that the individual is put in direct contact with an organisation that can. I have swiftly come to realise that one of the great strengths of the Association is the linkages it has with current RN subject matter experts and the other charities, Service and non-military; such relationships help us to provide clarity, explanation, challenge, physical assistance or just reassurance, for those that seek us out.

For the immediate future there is much to focus on, the continuing economic situation is hard for some families and individuals, the second tranche of redundancies will be announced in the summer, and consultation on a future Armed Forces Pension Scheme will commence very shortly; each in their own right bringing uncertainty and concern to a few or many – we stand ready to help. For further information on how The White Ensign Association can help you, to book in to attend a presentation or arrange a one-to-one interview, contact your nearest Resettlement Office, visit our website or ring our Office Manager, Emma Copland, on 020 7940 8135.

John Lavery Chief Executive

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Towards Future Force 2020 by

Admiral Sir Mark Stanhope, GCB OBE ADC

Over a year since the Government announced its National Security Strategy (NSS) and its accompanying Strategic Defence and Security Review (SDSR), the First Sea Lord assesses progress towards the Future Force 2020 headmark.

As I write, 18 months have passed since the Government articulated its vision and strategy for protecting our national interests – of prosperity, security and freedom – in the global security environment of today and tomorrow. Whilst one could dwell on debating the nature of the consequences of these documents, as some invariably do, I intend to share with you what the Royal Navy is doing to implement the outcomes. In other words, to explain how the Royal Navy is recasting itself for Future Force 2020, the size and shape of our country’s future Armed Forces. As one might expect, whilst the process leading up to the Review was difficult and demanding enough, its subsequent implementation is far from easy either. Which is not entirely surprising given the

significance of the Review’s recommendations and the nation’s continuing economic challenge, all at a time when first and foremost we have been operationally incredibly busy, with around a quarter of the entire Royal Navy deployed for much of last year.

So let me give you a sense of the progress being made to implement the Review for the Royal Navy, in terms of process, people and platforms. On the process front, the Review initiated both a blizzard of far-reaching change programmes and acted as a catalyst for initiatives already underway. Transforming Defence, arguably the most extensive re-organisation of Defence since the inception of the MOD in 1964, is maturing with every month, as is the Navy’s contribution to its delivery, in the form of the Navy Command Review. Getting both right is the only way we shall deliver the fundamental objective of Transforming Defence – that of truly aligning authority, responsibility and accountability. Both change programmes also represent welcome opportunities to remove overheads and duplication, and to rightly drive even greater efficiency into our Defence and Naval business.

Admiral Sir Mark Stanhope First Sea Lord and Chief of Naval Staff

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Yet I am acutely aware that no other nation generates maritime forces more efficiently than we do, and no Service deploys their people more frequently than we do. And of course, previous transformation work in Navy Command Headquarters means that we are already commendably efficient. As you might therefore expect, I remain focussed on the pursuit of further efficiency, but only where it also preserves or enhances effectiveness. There are too many other related change programmes and improvement initiatives to share in these pages. But across the board – be they the establishment of the new Joint Forces Command this year, or the delivery of a more streamlined approach to procurement and through life support under the auspices of the DE&S Material Strategy – they all have consequences for the Royal Navy in terms of how we best deliver our outputs to protect our nation’s security and prosperity. This is the lens through which I examine all such change programmes and Royal Navy business. Whilst our processes and structures are important in delivering Future Force 2020, I’m very conscious that it has been a challenging year – as will the next few years – as we regrettably lose through redundancy many committed people. Whilst the number of personnel being made redundant will be thankfully smaller than previously envisaged, this remains understandably an unsettling period for the very people whose skill, dedication and courage has b rough t operational success. Just as this is an unsettling period for their families, upon whose loyal support we continue to depend. For those who must leave, I am determined that they do so feeling justifiably proud of what they have accomplished. And for those who continue to serve, it is essential in my view that they recognise they have a stimulating and rewarding career ahead. Beginnings and endings in all areas of life are really important. And so organisations like the White Ensign Association play a vital role in helping our people, as they approach the end of their Service careers, look ahead to either new careers or new phases in their lives. And yet, whilst the number of Regular personnel is reducing so – as we seek to employ our manpower more flexibly, according to changing circumstances and requirements – we are rightly placing a greater emphasis on the Maritime Reserve. In around 2015 we will therefore have a Maritime Reserve community approximately twice the present size, totalling over 4000 personnel and representing 12% of the entire Service.

RFA Waver Ruler

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Not only will we need to be even more flexible in terms of the type of manpower we employ, but the complex nature of the future operating environment means that all our people will need to be even more flexible in terms of how they think and the range of tasks they undertake. But personnel in the Future Force 2020 will need all the agility of mind they can muster for another very important reason; retaining the ability to think quickly and imaginatively allows us to instinctively and effectively plan and evolve in our ever-changing environment. It also allows us to, as the Chief of Defence Staff recently put it, “maintain the intellectual flame to adapt to new technologies even though we may be unable to acquire them immediately.” This is an important consideration of course as the Royal Navy focuses on generating its Carrier Strike capability over the coming decade. For all these reasons, the Future Navy Vision – the headmark for the Royal Navy out to 2025; an operationally versatile Navy able to project maritime power to protect and promote our nation’s interests worldwide – places people at the heart of its strategic planning. And so from people to platforms. The last year witnessed on the one hand the disbandment of Joint Force Harrier and the decommissioning of HMS ARK ROYAL amongst other ships, to celebrating on the other hand our formidable equipment programme meeting some significant milestones. Our country’s Aircraft Carrier programme is on track. In Rosyth, HMS QUEEN ELIZABETH is rapidly taking shape; 10000 tonnes of hull is already fitted and in May around a quarter of the Carrier will be complete, with other hull sections being added soon after. And the first steel has been cut for HMS PRINCE OF WALES. The White Ensign is now flying from the fourth of six Type 45 Destroyers and we have laid the keel for the fifth of seven ASTUTE C l a s s S u b m a r i n e s . Considerable progress is also being made with the upgrade of our helicopter fleets, and the design of our thirteen new multi-role Type 26 Global Combat Ships, four Fleet Tankers, and three Support Ships, as well as the Successor to our current c l a s s o f D e t e r r e n t Submarines. Indeed, as far as the latter is concerned, seeing for myself, in the States last October, innovative engineering solutions that will be used in the US/UK’s prototype of the submarine’s Common Missile Compartment began to make the concept feel remarkably like the reality. Preserving these very necessary maritime platforms in the Equipment Plan is clearly another of my priorities as they are an integral component of the Future Force. They exemplify the ‘Adaptable’ security posture which the Defence Review seeks to deliver. I would go a step further and suggest that the maritime element of the Equipment Plan is fundamental to the delivery of our island nation’s maritime ambition.

HMS DARING

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Why? Because when combined with highly skilled, motivated and adaptable sailors and marines, such capabilities will ensure that the UK retains the necessary leverage to influence events in order to meet its global responsibilities and global ambitions.

No assessment of our progress towards Future Force 2020 can be made without mention of one of the key Defence Review’s maritime innovations – the Response Force Task Group. Otherwise known as the RFTG, this quick-reaction force – consisting of ships, aircraft and amphibious forces – can operate across the spectrum of conflict; from maritime strike to disaster relief, and from amphibious operations to civilian evacuation.

And it has successfully proven its value by undertaking separate, yet simultaneous, missions in different theatres (off Libya and East of Suez) and by contributing to joint and multinational operations. It has demonstrated the inherent mobility, versatility and interoperability of maritime forces. In my view, the very ingredients of an ‘Adaptable’ security posture. Moreover, because these are the key characteristics of maritime power, the Royal Navy, in r e s p o n s e t o u n f o l d i n g international circumstances earlier last year, quickly and easily switched the tasking of not only the RFTG but also of d e p l o y e d w a r s h i p s a n d submarines. This meant that, off Libya for example, the Royal Navy evacuated civilians to safety in our Frigates and Destroyers, conducted long-range precision strikes from a Submarine, undertook mine-clearance operations with our Mine Counter-Measure Vessels, and conducted embargo operations and Naval Fire Support with our surface ships. Not to mention the support of Attack Helicopters and maritime surveillance missions from the Helicopter Carrier HMS OCEAN. And in the years ahead, Defence’s ability to respond to our uncertain world will only increase as the additional Carrier Strike capabilities bring further potency to the future delivery of maritime power from the sea, over land and in the air.

Boarding Team

HMS TALENT

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And of course it’s such inherent adaptability that allows sailors and marines to make a compelling impact in Afghanistan as well as elsewhere around the world. Take, for example, 3 Commando Brigade Royal Marines’ achievements in Central Helmand, supported by the Fleet Air Arm, an unprecedented range of Naval units and individual augmentees. Together with the efforts of the rest of the UK Armed Forces as well as Coalition and Afghan Forces, attacks across Afghanistan have reduced by 28% when compared to a year ago and the ANSF has assumed the lead for security responsibility for more than 25%, and rising, of the population.

Furthermore, in a world in which over a third of our global GDP is moved by sea, there’s the constant need to ensure that our global trade and energy – upon which our n a t i o n ’s d e p e n d e n c y increases with the passing of e a c h y e a r – f l o w s uninhibited across our oceans , th rough our international straits and in territorial waters. The worldwide menaces of piracy, terrorism and smuggling demand that the Royal Navy, working with

many other Navies, retains a vital persistent presence in the Indian Ocean, the Gulf, the Atlantic and the Caribbean. Helping to keep the seas safe, 24/7, in much the same way as we expect our streets to be safe. Operationally, I’m not sure we could have demonstrated greater adaptability than that over the last 12 months. And at a time which I am very aware has been difficult for many people. But it has also been a year of significant positive change as we adjust the Department and Royal Navy for the future, and a year of remarkable operational achievement thanks to the courage, resourcefulness and professionalism of the sailors and marines. So, as we look ahead, towards Future Force 2020, I believe we can do so with confidence. Implementing it will not be without its challenges. That is an inevitable consequence of realising ambition and change on such a scale. But achieve it we will, for, as these pages attest, the inherent versatility of maritime capabilities means that the Royal Navy must remain at the heart of an ‘Adaptable Britain’. A Britain able to respond confidently in our uncertain future world.

HERRICK 14

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45 Commando has now returned from Operation HERRICK 14 to Royal Marines Condor. We deployed on HERRICK 14 with one mindset. The mantra was to build on the well waged campaign: never squander the excellent work that preceded us; protect the people; never act myopically or in the heat of the moment; think long-term; place Afghans first; be patient; foster friendship; enable the Afghan government to appeal to the people; enable the Afghan forces to provide the insurgency with a nightmare; and always protect the mission. HERRICK 14 began with Nad-e-Ali (South) having been hard fought over for years and that bitter experience left a people resigned to inevitable summer fighting. This brought hopelessness to resist the insurgency or side with legitimacy. The insurgency held considerable sway over a febrile district and the Afghan forces were often corrupt and misfiring.

We recognised the need to prevent a fighting season, Afghan forces in the lead, but without reducing the pressure on the insurgency. The fighting season, without which the insurgent is irrelevant, is his narrative and induces the fear that dissuades the people from countering the insurgency. The plan worked, fatally discrediting the insurgency and developing the confidence of 80,000 people to reject it. The insurgent remained ever present and grew desperate and reckless. But he was rendered impotent and strangled as 45 Commando: owned the ground through 7500 patrols; owned the night by lurking, intimidating the intimidators and breeding uncertainty in the insurgent; cleared his IEDs; stole Zaborabad to avoid fighting for it which would have induced wider summer violence; developed Afghan forces; and turned the Afghan Local Police from controversial concept into effective reality.

45 COMMANDO HERRICK 14 DEPOLYMENT

By Lieutenant Colonel Oliver Lee MBE RM

A section heads off for a foot patrol

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The outcome was an irrelevant insurgency, which sought to reconstitute its command and control countless times, received stiffening orders from afar but, in spite of concerted efforts, simply could find no opportunity to re-enter the fray. When the insurgent sought to do so, he was killed or arrested through intelligence led, surgically controlled force. This paralysed him with paranoia. High level commanders fled the area in fear of their lives and relied on proxies to do the fighting. Violence fell by 86% on 2010 and the inevitability of summer fighting was disproven. In its stead emerged confident, wilful people eager for a stake in their destiny and prepared decisively to defend the status quo by standing against the insurgency. The Afghan forces are burgeoning and proud, the District Governor and wider legitimate structures credible

Underpinning this was unyielding soldiering, common decency, calculated risk and bravery. We remained culturally sensitive and treated all Afghans with dignity. The humanity and insatiable desire of every man in 45 Commando to make a difference made the difference. Throughout H14 much else was going on back in RM Condor. The Rear Operations Group supported those of us who had deployed superbly, discharged the Commando’s routine responsibilities and ring mastered Woodlands Garden in its development from concept to reality. Woodlands Garden has seen an ambitious project convert it into a focal point for remembrance and reflection in 45 Commando. We lacked such a place and the project is timely given the operational burden shouldered by the Unit in recent years and the sacrifice paid by its men. The Commando has undertaken four tours of Afghanistan since 2002; during the same period it has also seen operations in Iraq. Since 2006 fifteen men of the Commando have lost their lives and many more have been seriously wounded, a significant number profoundly so. And that is to say nothing of those who are physically unscathed but who have seen things which they would have chosen not to see. .

Crossing open ground

Maintaining good relations with the locals (whatever the age) remains hugely important

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Woodlands Garden used to be the Commanding Officer’s kitchen garden. In addition to being an anachronism, it had long since fallen into disrepair. We were determined to transform it for a variety of reasons. We sought a place for our families and us – and wider friends and supporters of the Commando – to reflect, remember and contemplate. We wanted it to strike the right balance between sadness and celebration and to be somewhere for those carrying unseen mental scars to decompress and adjust in the aftermath of operational tours. We also wanted it to provide occupational therapy for wounded men, which we agreed with Headley Court. Finally, we hoped the process of building the garden might harness grief and bereavement positively. The project aroused considerable interest and Toby Buckland, the leading horticulturalist, agreed to be its designer. Toby giving his name and time to the idea turned it from amateur

dream into professional reality. At the centre of the garden is a large piece of granite, bequeathed by a local quarry, hewn with the names of all those who have lost their lives in the service of 45 Commando since it moved to Condor in 1971. Going back to this date is designed to avoid the focus solely being on our time and to salute the inspirational sacrifice made by our forebears in Northern Ireland and the Falkland Islands. The garden also contains: a magnificent glasshouse; a superb centrepiece in the image of the cap badge of the Royal Marines;

commemorative rocks from Northern Ireland, Norway, the Falkland Islands, Kosovo, Iraq and Afghanistan; an eighteenth century anchor from Portsmouth dockyard; and a rich variety of trees, shrubs and plants. Woodlands Garden was formally opened at 1100 on 11 November by the Lord Lieutenant of Angus and the Commandant General Royal Marines. Also present were many of the Commando’s bereaved families and former Commanding Officers and Regimental Sergeants Major. This day also saw the H14 medals parade and a families’ day. The day was special, poignant, memorable and struck an appropriate balance between memory and celebration

Commandant General Royal Marines lays a tribute at the memorial for the fallen

Mrs Georgina Osborne, Lord Lieutenant of Angus opens the Woodlands Garden

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Personal Advice and Support for all Past and Present Members of the Naval Service

WHAT WE DO The Association is like a Citizens Advice Bureau for naval people of all ranks and rates, serving and retired, and their dependants. Anyone who has served in the Royal Navy or Royal Marines can use our services from the time they join until the end of their life.

RESETTLEMENT - A SPECIALIST AREA

Much of the Association’s work is connected with Resettlement. Whether leaving the Service as a result of redundancy, at own request or at the end of an engagement. Complementing the work of the MOD’s Career Transition Partnership with Right Management, the Association’s staff and advisors are able to provide advice and guidance on financial aspects of resettlement (including pensions, commutation and the investment of gratuities) and also civilian employment. Our confidential guidance and advice on financial matters and employment prospects is also often sought when individuals are considering whether to remain in the Service or put in their notice to leave.

SECOND CAREER EMPLOYMENT Civilian employment guidance is a growing part of our work and our service is described in more detail on page 20.

PERSONAL ADMINISTRATION AND ADVICE The Association is able to offer or facilitate personal advice and assistance on just about every aspect of personal administration. If we are unable to assist with a problem or request, then we will always refer a client to an appropriate alternative authority.

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PERSONAL FINANCE

The Association is supported by a panel of professional financial advisors to whom people are referred when specialist advice is required. Our policy is to always refer business to at least two different advisors so clients get the best possible spectrum of advice. Our advisors can provide competitive, trustworthy and reliable advice on: Mortgages Investment & Savings Insurance Debt Emigration Tax Insurance Pensions Wills & Probate Some of the most traumatic personal finance disasters we encounter have occurred because individuals have not taken the time to consult widely and sensibly before committing themselves to financial products. Whatever your requirement, remember to contact the WEA!

FINANCIAL AWARENESS EDUCATION The WEA staff were trained by the Financial Services Authority (FSA) , and are accredited lecturers in The Money Advice Service’s ‘Financial Awareness in the Workplace’ initiative. In addition to providing regular lectures to just about all members of the Naval Service in their early career training, the team also visit ships, submarines and air squadrons on invitation to deliver up to the minute financial awareness presentations highlighting the implications of current economic and financial developments. These presentations can be easily booked by contacting Emma Copland, our Office Manager(emma.copland@whiteensign.co.uk.)

WORK SUMMARY Our output for the last 12 months included the following: Personal interviews: 540 Visits to ships/establishments 188 Lectures: 108 Lecture audiences: 4005 Although our offices are in HMS BELFAST in London, our staff regularly visit the major bases and establishments. If you feel we may be able to help or advise you, your ship or unit (or your dependants) – do not hesitate to get in touch.

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The White Ensign Association Employment Service offers:

CIVILIAN EMPLOYMENT REVIEW

Identifying your transferable skills and optimising your experience

CV GUIDANCE

Produce the best possible CV

JOB VACANCIES Jobs that match your background

PERSONAL MENTORING

By highly experienced civilian mentors

MARKETING TO EMPLOYERS We proactively market you individually

NETWORKING & EX RN/RM ADVISERS

Someone else to help you

Register with us online for all the help and advice you need – for as long as you like.

Find out today how we can help you

www.whiteensign.co.uk

Plan your next career move with us

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JOB INTERVIEWS (the great unknown!)

By Philip Doyne-Ditmas

Director, Employment Services, The White Ensign Association For many of you it may have been some time since you had a proper job interview – if ever. Your CV and any personal contact or referral has persuaded the interviewer you are worth a look so obviously you have the potential to fill the post. Now for the next part of the process.

You are probably in very unfamiliar territory and, like your CV, you have to shine. Whatever your background and level, from Admiral to AB, the interview principles remain broadly the same.

You now need to think very carefully about the interview process, how you wish to present yourself and how you will respond to the challenges which you will meet during the process.

PREPARATION

Research the organisation and its leading people ? ? Internet/Company Report and Accounts/Company Brochure/Press search for topical

items. ? ? People you know who have worked there. ? ? Gain some knowledge of recent company achievements and activity. ? ? Sound preparation about the organisation will give you confidence. Really Understand Job Spec ? ? How do your skills and experience actually apply? ? ? Concern yourself with what you do have to offer not, perhaps, what you think your

shortfalls might be. Play to your strong points. ? ? Find specific areas of strength in relation to the job and link them to your covering letter

and CV, which they will already have. ? ? Meticulous preparation on how you ‘fit the job’ and what you can bring to the

organisation. ? ? You need to demonstrate your potential for the job so that they can minimise your risk, if

any, to them. ? ? Much of this potential should be evident in your past achievements.

Dress appropriately ? ? Business attire or suitable alternative. Better to be overdressed than underdressed. If in

doubt, ask.

Be in good time ? ? 5 – 10 minutes early – no more, no less. A good recce is never time wasted. ? ? Observe environment, read literature. It is surprising what you can find out in reception. ? ? Be friendly with the reception team/outer office – they are frequently asked afterwards

which candidate they would most enjoy working with. ? ? Think positively and have a positive, upbeat attitude! ? ? Remember – phone – turn it off!

Carry Documentation ? ? Anything the organisation has sent you. ? ? Anything you have found out about the organisation; you may need to refer to

something. ? ? A couple of copies of your own CV (it is surprising how often this gets mislaid). ? ? Ideally have it ready to hand in a folder/briefcase but do not pile up the table with

files or papers.

Finally ? ? Try to obtain and remember names: use them on the day and afterwards. ? ? Remember, anyone you meet on the day is a potential source of information or

may wish to comment on you. ? ? Always write a short appreciative note after the interview. You never know.

THE INTERVIEW ITSELF

Create A Good Impression ? ? First impressions are really important – firm handshake and a smile! ? ? Maintain eye contact with all the interviewees as appropriate– shows confidence and

engagement. ? ? Be aware of your body language. ? ? Try to keep still and composed throughout. Upright posture, possibly legs crossed, hands

on lap. Avoid being flamboyant in gesture or over demonstrative.

Breathing ? ? Deeply, slowly and not just in the chest. ? ? The diaphragm then releases breath smoothly as you talk.

Listening ? ? Don’t let the enthusiasm to express yourself impede listening. ? ? Poor listening skills hamper (or even negate) effective communication. ? ? Do not interrupt (unless essential to understanding). ? ? Do not anticipate the endings to sentences by either providing them or answering early. ? ? Show engagement; understand and examine exactly what is being said. ? ? Pause momentarily before answering questions to give yourself time to compose your

response.

Responding ? ? Look at the person you are speaking to - if more than one, or a panel, take them all in

deliberately. ? ? As with movements, your speech should be deliberate and unhurried (when utterance

exceeds speed of thought you may lose your way). ? ? Conversely, as our speed of thought exceeds our speed of speech, start gathering your

next argument, or response before you or your interviewer stop talking. ? ? If you don’t know the answer say so quickly and don’t waffle. That then gives them the

opportunity to ask more questions – whose answers you probably will know! ? ? Avoid acronyms at all costs, even if some of the panel may have had military experience. ? ? Remember that you are ‘selling’ yourself and although you may have had a successful

Service career you may initially come at some risk to a civilian organisation. ? ? Think carefully what they are seeking and how you may be able to provide it. ? ? Expect the unexpected and keep calm. One of the interviewers is often primed to try to

disconcert or even antagonise the interviewee to see what sort of reaction they get. ? ? You may be nervous but conversely it may be that your interviewer is also be a little

nervy.

COMPETENCY INTERVIEWS

It is essential to find out beforehand if you will be having a Competency Interview.

What is a Competency interview? The competency interview technique is designed to provide interviewers and candidates with an objective process for selection. This structured interview technique gives all candidates an equal opportunity to present themselves. For some interviews there may be as many as six or more interviewers and each will have been allocated an area of questioning to pursue. This will be the same for each candidate.

How should you prepare for a competency interview? This section of the interview is usually devoted to discussing real life critical events - situations which have been important or significant events in your life over the past two years or so. The information from these discussions will be evaluated against the different job competencies and will form an important part of the selection process.

It would be helpful, both for you and the interviewers, if in advance of the interview you spend a little time identifying in your own mind the key events or activities of the past two years ideally, but not necessarily, in a working environment. You may wish to bear in mind that:

? ? You will need around 5-6 different events in mind. They should be able to show how you meet or exceed the main requirements of the Person Specification: such as leadership ability, commercial skills, financial competency, change management, dealing with workforce problems, etc.

? ? They will ideally reflect a range of different situations, which will give you the opportunity to explore your performance via competencies.

What sort of events should you choose to discuss? ? ? They should be important because you were deeply involved in them, not necessarily

because of any major strategic significance. ? ? They should be identifiable events that have a beginning, a middle and end and not a

single on-going process. ? ? They should not be any longer than two years or so ago in your working life. ? ? Think of structuring your answer around a STAR – Situation, Task, Action and Result.

What are the benefits of the competency selection process? ? ? It’s objective as possible. ? ? Helps to find the people/person most suited to the job. ? ? Promotes and improves equal opportunities. ? ? Provides a common language.

OTHER TYPES OF INTERVIEWS YOU MAY ENCOUNTER

? ? The informal but exploratory chat somewhere just to see if your face fits. The job may not even exist..........yet.

? ? The series of progressive interviews; the longer you survive the higher up the management chain you reach.

? ? The telephone interview. ? ? You may also be asked to attend Assessment Centres and take part in Scenario Planning,

Role Play, Psychometrics (online or with a psychologist). It is very possible you will have to interact with other candidates for such events so you need to consider very carefully how you achieve your aims within this group

Finally, whatever the interview process, just be yourself!

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mentor (n).... a Sea Daddy! When I was asked to become a WEA Employment Mentor I jumped at the chance. A lifelong interest in the Royal Navy, sadly unfulfilled by actually serving in the Senior Service, was about to be brought to life a little and I could now at least be of some real help (I hoped) to those about to leave and venture into the civilian job market for the first time ever! So how has it been? My natural enthusiasm means my cup runneth over with most things I become involved in and mentoring work is no exception. The range of people from all ranks I have met and the breadth of experiences they have had serve to make every discussion interesting. Witnessing talented people leave the Navy is sad in some ways but the very rewarding reality is being part of the essential transformation process. Most people I meet from the RN have only a hazy idea of their potential value to employers. In many ways the first hurdle is to try and make them understand exactly what they are and what they really do offer a prospective employer. Quite a few lack the confidence that their career achievements are relevant to civilian life either in business, a trade, a profession, the Public, or indeed, the Third, Sector. However they should be in no doubt that the RN is a real pool of talent, and that many employers are hungry for their skills, soft and hard. Meeting a mentee for the first time is always an interesting exploration of interests, aims and expectations and there's no greater satisfaction than helping someone propel their career forward. For the vast majority the gradual realisation that career prospects, even in hard economic times, are far better than they might have thought, is good to see. What is helpful is some idea of what the individual actually wants to do in the future. It does not need to have real form, maybe just a general sense of direction or enthusiasm, but it does aid the mentor in assisting in that vital search for the right types of roles. Of course some personal expectations may be inflated, and this is not a rank specific issue in my experience, but I have never seen arrogance; just aspirations that cannot be met in the immediate future! Realism is key, but all that has to be remembered is that the transition from service to civilian life, whilst taking a degree of adjustment, is eminently achievable. Of course, most mentors have a demanding day job and it’s not always as easy as we would like to carve out time in a busy diary. Mentees understand this, and in my experience the more that each gives to the relationship the sooner it turns into a partnership. It really is a two way thing and the more you can help me to help you, the better. Feedback from mentees to mentors is equally important. I always hope that I will receive as much feedback as I give. It helps to grow the mentor role and makes us more valuable to those we seek to assist. A mentor also finds it helpful to have the occasional update on progress outside of the normal interaction between the two. It avoids the need to constantly check and builds the relationship; “chasing” for updates can be irritating to both parties. Mentoring really is a fascinating process – crafting CVs, identifying skills, finding relevance in achievements and identifying employment avenues can be an eye-opener; for both parties. Am I glad I took this on? Absolutely! A great experience - fun, rewarding and challenging.

Employment Mentoring A personal perspective

by Ian Flynn

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“Life came crushing down on me when the news came that my husband had died in Iraq. But life does carry on. I will never be the same, but somehow I am learning to live with this new life. Having met with other widows, I feel less alone”. (Royal Navy Widow, 2008) November 2011 was the third anniversary of the formation of the Royal Navy and Royal Marines Widows’ Association (RNRMWA). Starting with a membership of just four we now number forty-seven and the membership is slowly growing. Our members include widows, w idowers and recognised partners of those who have died whilst serving with the Royal Navy or the Royal Marines. We also have Associate members whose partners died after they left the Service and one or two Honorary members who are themselves not widowed but assist with the everyday running of the Association. We cover a wide age range from ladies in their 80s to young women sadly widowed in their 20s. Our members have been bereaved in many ways – from operations in the Falklands, Iraq and Afghanistan, to natural causes and accidents. The RNRMWA was formed when it became apparent that there was nothing for widows, widowers and partners who wanted to continue some sort of association or link with the Naval community. Being married to someone in the Armed Forces very quickly becomes part of your own life as well as your partner’s. When tragedy strikes and bereavement occurs, loss of this link can be keenly felt by the partner left behind. Furthermore, the Army and the RAF, who have had widows’ associations for some time, noticed that at national memorial and commemorative events that they were invited to, did not include representation from the Royal Navy and Royal Marines’ widows. Indeed sometimes the Naval community was not represented at all. We felt this was a serious omission and one that had to be remedied. No longer are widows from the Naval community missing from these important acts of national commemoration. The RNRMWA is run by a group of volunteers who have formed a committee. Most but not all of these are widows. We rely on donations and fundraising to provide us with a small income which is used primarily to produce a quarterly newsletter and maintain our website. We also pay for members to attend meetings on behalf of the Association. We are not in a position to provide financial support to our members nor would it be appropriate, however we will signpost members who have financial concerns to organisations that specialise in these issues such as The White Ensign Association. Likewise, on other matters that may

The Royal Navy and Royal Marines Widows’ Association

A day out at a spa for members of RNRM Widows’ Association

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concern bereaved families, we have a long list of organisations that may be able to help and have very good links with many of them. These include the Royal British Legion, SSAFA, CRUSE, The Royal Navy & Royal Marines Children’s Fund to name but a few. The Armed Forces Widows’ Associations, along with the War Widows Association, are invited to take part in discussions within the wider military welfare community. These include The Defence Bereaved Families Group and with the Service Pensions and Veterans Agency. Having a representative from the Naval community at these sessions is vital. Along with the War Widows and our Army and RAF colleagues, the Widows’ Associations form a formidable group in seeking a better deal for military widows, recognised partners and their children. The aims of the RNRMWA are wide-ranging and varied. One of the most important aspects of our work is to provide friendship, support and comfort to those in need. We have been able to put ladies in similar circumstances in touch with each other to provide mutual support. We have recently started a Facebook page that is proving very popular with our younger members. Although the Royal Navy and Royal Marines have a well-established and professional welfare system, very often those who have been bereaved need to talk to s omeone who have themselves been through the same experience and understand at a personal level what they are going through. During 2012 we aim to increase our membership and to expand the opportunities for our members to meet each other. To this end we are organising a weekend at Amport House, the Armed Forces Chaplaincy Centre in Hampshire. We also intend to arrange more social gatherings in different regional areas so people have to travel less far in order to attend. Meeting up more often will give us the opportunity to evaluate what more we can do to help, identifying issues and potential problems and allowing us to be a bit more proactive without treading on the toes of the Naval Welfare Services. We are continually asking ourselves “what more can we do to help?” For more information visit our website at www.rnrmwidowsassociation.org Telephone: 023 9265 4374 Email: rnrmwidowsassociation@hotmail.com

Members attend Remembrance Day Service at The Albert Hall

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TO REPAY OR NOT TO REPAY THAT IS THE QUESTION?

by Barry Pearce

I am often asked whether it is a good idea to pay off a mortgage early should capital be available from a Gratuity payment or perhaps an inheritance. Unfortunately there are no “cut and dried” answers to this question. However there are a number of important considerations to weigh up to help you make a decision. LOOK AT YOUR RETURN In order to justify investing rather than repaying your mortgage early you need a get a return that betters mortgage interest rates; otherwise your debt is costing you more than your investment is earning. So, if for instance your average interest rate over the length of the mortgage is 5.00%, your investments, after charges and taxes, need to make 5.1% per year or better on average to generate an overall gain. Building Society saving interest rates and mortgage interest rates are at historically low levels; therefore if you were investing to try to produce a better return than the interest rate of your mortgage you may have to look at other forms of investments. Over a short period of time, anything can happen to the stock market. That means, of course, that it can fall as well as rise. So you should invest in products that invest in the Stockmarket only if you intend to do so for at least 5 years, preferably 10 or more. Anyone who cannot do this would certainly be wiser to pay off their mortgage early. Over longer time periods, the stock market has performed well. However if investment returns over the next 10 years or so fall then you may end up wishing you had repaid your mortgage instead. It really comes down to risk. If you pay off a mortgage early, you are guaranteed to save yourself thousands of pounds in interest payments. There is no such guarantee when it comes to returns on investments; however, the potential for returns from such a vehicle is virtually unlimited. Paying off your mortgage does mean that capital has been used up, and it can be very difficult to change your mind and replace that capital in the future. We are seeing a period of extremely low interest rates and if you have got a variable rate of interest on you mortgage which is extremely low, you may even find that investing in a fixed term Building Society or Bank Bond will produce a better rate of interest for you.

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If however, over the longer term you are keen on exceeding the level of mortgage interest you are paying then you need to look at other forms of investment, and that leads us back to investing in stock market linked funds. It is possible to invest in equity linked funds and have guarantees attached to them so that you cannot lose your money over, say, a 5 year period. This option does offer the best of both worlds with capital security and potential stock market gains. With mortgage interest rates as low as they presently are, you may feel that delaying repayment for 5 years and investing the capital is the best option for you… ..it’s an individual decision. It is also important that, if you do decide to invest capital rather than paying off some or all of your mortgage, you can afford to maintain mortgage repayments from income, even if interest rates rose. In addition, if you do decide to invest capital then you should keep the equivalent of 3-6 months mortgage repayments on immediate access as an emergency fund. There are some important checks before you make your mind up. Are your saving rates as high as possible? This is not a question of whether repaying your mortgage beats your current savings. Instead it must be “does repaying my mortgage beat the highest paying savings available?” If you feel that you can beat your current mortgage rate by simply investing in a Bank or Building Society then you must look around to get the best rate possible. A large amount in a fixed term Building Society or Bank Bond may well pay you a better rate of interest than the current rate you are repaying on your mortgage. Alternatively, you may wish to increase the level of risk with the investment using plans that have a relationship to the stock market, but you must be sure that you understand exactly what you are doing this for and the possible pitfalls of taking this course of action. Would you incur penalties? Some lenders will penalise those who try to repay their mortgage early. This is especially common if you have a special offer or a fixed term mortgage. You must check with your lender what penalties, if any, would apply if you decide to reduce your mortgage early. Do you have other debts? E.g. cards or loans. A crucial rule of debt repayments is to clear the most expensive debts first. Therefore as a rule of thumb:- Clear credit cards and loans before overpaying your mortgage as they are usually more expensive.

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Do you have a sufficient emergency fund? It is always worthwhile having a cash emergency fund. If you pay off a portion of your mortgage and the cash is gone; you may have to cover emergencies by borrowing on expensive credit cards instead. Just because you pay off a portion of your mortgage early it would not stop lenders charging you for being in arrears if you miss monthly payments. So it is always a good idea to have an emergency fund in savings, as mentioned above, 3 – 6 months worth of cash is a good guide. One other aspect of whether or not to repay your mortgage is the type of mortgage that you currently have. Is it a Repayment mortgage or an Interest Only mortgage? The difference is that the payments you are making into a Repayment mortgage will be a mixture or interest and capital repayment so you are reducing the capital over the period of the mortgage, meaning that it is paid off at the end of the mortgage term. An Interest only mortgage means that you are simply, as the name implies, only paying back the interest on the loan and the capital has to be fully repaid at the end of the mortgage term. So if you have a repayment mortgage at a low rate of interest and you are sure that you can continue meet the repayments then you may feel that you could invest capital to provide growth for the future. If you have an interest only mortgage then you must ensure that you have the means of paying off the loan at the end of the mortgage term. It may be that you decide that you could invest the capital that you have available for this purpose, which could possibly leave some money over if the investments perform satisfactorily. So therefore, you can see that there is not an easy answer to this question. In summary, it all depends on your view of risk and whether you feel that by investing capital over a period of time you would produce a better return than the rate of interest you would be repaying on your mortgage. If interest rates stay as low as they are at present then, although this is a distinct possibility, it is not a certainty. Therefore if you are not prepared to take this risk then paying off a portion of your mortgage now would be the best option. On the other hand if you felt that you could continue to cover the mortgage quite easily out of income then you may prefer the flexibility of leaving your capital invested. If you want some further advice on the best methods of investing capital then you should seek specialist advice from Independent Financial Advisers, such as ourselves. Barry Pearce is a Senior Financial Advisor at Landsdon Place, members of The White Ensign Association panel of financial advisors (www.landsdonplace.co.uk)

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One for the Shelf

“THE ROYAL NAVY DAY BY DAY” by Lt Lawrie Phillips (published by The History Press Ltd £50) The now familiar and much-loved naval history reference book The Royal Navy Day by Day has become as much a part of the RN as Jane’s Fighting Ships was a generation ago. Lawrie Phillips has just published a fully revised and updated fourth edition, a thumping great book of 864 pages, which is packed with material on what the Royal Navy and Royal Marines did for the nation down the centuries, from the Armada to Afghanistan, and what was done to them by the enemy, the sea and the Admiralty. In these times of cuts and questioning this fine book will steady naval nerves and give lift to service morale; “it

serves as a source of inspiration and aspiration for us all”, writes Admiral Sir Mark Stanhope, First Sea Lord. “THEY COULDN’T HAVE DONE IT WITHOUT US The Merchant Navy in the Falklands War” by John Johnson-Allen (published by Seafarer Books at £9.95) (soft back, 252 pages).

With the 30th anniversary of the Falklands conflict upon us this is a timely reminder of the essential role played by the support ships, the Royal Fleet Auxiliary (RFA) and ships taken up from trade (STUFT) in the campaign. There have been many books on the conflict but very few covering the vital part played by the over seventy merchant ships which deployed to the Islands. The book is divided into separate sections dealing with the different types of ship; after a brief introduction, the reader delves into the stories of the two passenger liners that went to war, Canberra and Uganda, followed by the accounts of the role played by the container ships starting with the tragedy of the Atlantic Conveyor. Subsequent chapters cover the tankers, ferries, repair ships, tugs and of course the RFA. Each story is brought to life by the first-hand accounts, is well illustrated with photographs and drawings and provides a clear insight into the experiences of the men of the Merchant Navy and the RFA at war.

“SEAFORTH WORLD NAVAL REVIEW” edited by Conrad Waters (published by Seaforth) hardback, 192 pages at £25. This book is the ideal companion piece to the classic Jane’s Fighting Ships (the standard international reference work on the navies of the world). For the busy person who does not have time to plough through the mass of data in Jane’s 1000 pages, or make their own analysis, World Naval Review does it all for them and at a fraction of the cost of Jane’s! The Seaforth Naval Review is divided into three basic parts, the first provides a balanced

coverage of the world’s navies on a regional basis, this is followed by an in depth consideration of key modern ships, including detailed analysis of the Astute class submarine, and then completed by technological reviews. The regional reviews in the first section cover events in the different areas such as the rise of piracy in the Indian Ocean and the sinking of the South Korean corvette Cheonan in the Asia and Pacific section. A beautifully laid out book, it has many splendid data tables and clear summary boxes, and is superbly illustrated throughout and is highly recommended.

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The White Ensign Association has offered a unique and enduring service to personnel of the Royal Navy and Royal Marines, both serving and retired, for the last 54 years. Building originally on the strong links between the Royal Navy and the City, the Association’s current company and individual membership embraces a national spectrum of influential individu-als, companies and businesses (both large and small), all of whom have a common vision of contributing to the further development of the charity’s services to the ultimate benefit of those who come to the Association for help and guidance.

There are two grades of membership: ? ? Company member ? ? Individual member

Company membership is offered to companies willing to provide specialist advice to the Association and they may also receive periodic invitations to visit ships at sea or units and establishments ashore. The annual subscription for this category of membership is £300 plus VAT.

Individual membership is offered to individuals who wish to support the role of the Asso-ciation and thereby maintain links with the Naval Service. The cost of life Individual mem-bership is a single payment of £150.

MEMBER BENEFITS

Members may receive invitations to the Association’s periodic gala events, which have be-come a tradition of the Association. They may also be invited to social events organised by the Association in HM ships or shore establishments. All members receive the Association’s Annual Review, which includes a full list of the Association’s membership. Company mem-bers are also listed in the Association's publications and on its website.

Support Our Work - Become A Member

OUR HELP HAS NEVER BEEN MORE WIDELY NEEDED

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SUPPORTERS OF THE WHITE ENSIGN ASSOCIATION

Advisors to the Association

Blake Lapthorn Hargreaves & Jones Ltd Steele Rose & Co Blevins Franks Global Pension Transfers Trinity Insurance Services Ltd Bradbury Hamilton Ltd Lansdown Place Web Financial Services Britz NZ Myers Clark Mr D Cox Charles Stanley & Co SAT Worldwide Mr G Reeves Coffin Mew LLP

Companies Subscribing to the Membership Scheme

Alexander Mann Solutions Bradbury Hamilton Ltd Lift Advice Agusta Westland British Telecommunications plc Myers Clarke AIM Group plc Charles Stanley & Co Northcote Internet Ltd Amlin plc Charles Taylor Consulting Odgers Berndston Associated British Ports Coffin Mew LLP Raytheon UK Atkins Ltd Coleridge Lodge Ltd Rolls Royce Submarines Babcock Devonport Royal Dockyard Ltd Deutsche Bank AG London SAT Worldwide Babcock Marine (Clyde) Ltd Hargreaves & Jones Ltd Steele Rose & Co Ltd BAE Systems Surface Ships Henry Streeter Ltd Survitec Group Ltd Blake Lapthorn Inchcape Shipping Services The Keyholding Company Blevins Franks Financial Lansdown Place Trinity Insurance Services Ltd BMT Defence Services Lewis Golden & Co Web Financial Services Ltd Whippendell Electrical

Other Major Supporters of the Association in the Past Year

HMS ARK ROYAL The Hobson Charity Mr J C Cazalet Lord Jones of Birmingham The Peter Cruddas Foundation Prince Albert II of Monaco Foundation Alderman the Honourable and Mrs J Evans The C A Redfern Charitable Foundation The Hugh Fraser Foundation The Saints & Sinners The Gosling Foundation The Late Mary Scott Mr Douglas Hadler The Bernard Sunley Charitable Foundation Sir Ron Hobson

Individual (Life) Members of The White Ensign Association

Adm Sir Peter Abbott GBE KCB M French O J Prentice Cdr A H Alexander RN R E Frost Lt Cdr J P Pressagh RNR J D Andrewes MA FCA Lt Gen Sir R Fulton KBE A F Pryor CBE Mrs V Andrewes K W Gaskell Sir John Read FCA CBIM Capt A D Barnwell RNR Sir Richard George CVO Lt Cdr R J G Reeve RN J Barrington-Carver A Gerrard Sir Tim Rice Capt M E Barrow CVO DSO RN Mrs R Gerrard Capt K Ridland RN J D Batty-Peirson D Glasgow OBE FCSI Capt J A Rimington RN N W Benson FCA OBE Sir Donald Gordon Cdr M J Robbins RN Sir Michael Bett CBE MA Cdr A P Gosling RNR Capt J A Roberts MBE RN Lt Gen Sir Henry Beverley KCB OBE RM R Adm Sir Donald Gosling KCVO R Robson H M Bichler P G Graham J Rose CBE FIMI R C Biffa MCIWM Lt Cdr D J P Hadler RN J H Ross Lt Tony Bird RN R Adm P G Hammersley CB OBE G Ross A D Bott R Hancock Sir Alan Rudge Adm the Lord Boyce GCB OBE DL P D Henshaw J Ruston Adm Sir John Brigstocke KCB Adm Sir Peter Herbert KCB OBE C Sandall J Brookes Lt Cdr P L M Hill RN J D Saville G H Brown Sir Ronald Hobson KCVO Sir Patrick Sergeant D E Brownlow Sir Derrick Holden-Brown CA CBIM G Shaker N J C Buchanan Lt Cdr M Howell RN Cdr D Sharples RD RN Cdr R Buckland RN Capt C A Howeson RNR Sir Brian Shaw M Buxton Capt R M Inches RN S Sherrard Sir Adrian Cadbury DL P G F Insull Capt A H Sinclair RN A J Campbell Cdr S Jackson RN M Slade M Cann D Jarrett Adm Sir Jock Slater GCB LVO DL Capt W Canning DSO MBE DL RN T C Jenkins Lady Slater P Caplan Cdr H M Johnson MBE RN J C Smith Lord Carlile of Berriew CBE QC Lord Jones of Birmingham KT R Adm D G Snelson CB Sir Ralph Carr-Ellison KCVO TD C M Judd C Snow Cdr A D Casswell RN Lord Kalms Adm Sir Trevor Soar KCB OBE Col P Cautley CMG DL RM Lt Cdr A M Keane RN J P Southern Sir James Cayzer R Keenan Cdre C Stait OBE FCIPD RN C J Cazalet MA FCA Cdr M C Lander RN R Adm C Stanford CB Mrs J C Cazalet Maj Gen R G T Lane CBE RM Adm Sir Mark Stanhope GCB OBE ADC R Adm R A G Clare Lt Cdr A K Lange RN Capt D M Swain FNI FRAeS RN M Clarke Lady Lawrence R J Taylor W J K Cody Lady Layard M J Thompson Lt Cdr M T Cooper RN D M P Lea FRICS JP Col A B Thomson RM S J D Corsan FCA Lt Cdr S Lewis RNR Mr C A G Thornton P Costalas R Adm G F Liardet CB CBE Lt Cdr R H Tozer RN Capt A M Croxford RN Mrs E A Lightowlers Adm Sir John Treacher KCB Lt Cdr P Cunningham RN Dr R Linton M Waddleton V Adm Sir Geoffrey Dalton KCB Lt Cdr B Llewelyn RN Dr O C Waldron Capt E Dancer CBE JP RNR Lt Cdr L C Llewellyn RN J Walsh A Dean T G Lynch Capt J B L Watson RN G Dionisiou M L Mack RN P Welch V Adm P Dunt CB DL M A F Macpherson of Pitmain L J West-Knights QC N P W G Edmiston J C Matthew QC R Adm P L Wilcocks CB DSC Cdr J M S Ekins RN Lt Cdr P A D Melhuish RN Mr D J Williams Alderman The Hon J R Evans Capt L C P Merrick RN Professor R Williams CBE MD The Hon Mrs J Evans Lt Cdr J M Milne MBE RN Mrs S Williams K M Everett B G A Owens G J P Wingate A H Farley Sir John Parker FREng Capt D G Wixon BSc(Eng) RN Mrs R B A Farley Maj A W Pheby Mrs R Wixon I Flynn Lt Col T A Philpott OBE RM H R Wright J Foley Lady Pitman Capt A J Wright RN Cdr J K H Freeman 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.

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