Year: 2024

The Importance of Good Service: Meeting Human Needs

In today’s competitive business environment, delivering high-quality services that genuinely meet human needs is more than a goal; it’s a necessity. The Good Business Charter emphasizes the principle of “Good Service,” urging organizations to focus on understanding and fulfilling the diverse needs of their customers. This approach not only fosters customer loyalty but also enhances overall business performance.

Assessing Service Quality

The assessment of service quality under this principle involves evaluating whether a business explicitly designs its services to address human needs, including emotional and social aspects. Organizations must move beyond mere compliance and actively engage with their clients to ensure that their services are relevant, respectful, and impactful. Evidence of high-quality service can come from various sources, including customer feedback, performance metrics, and internal assessments.

The Role of Good Evidence

To effectively demonstrate a commitment to good service, organizations should gather robust evidence that showcases their approach. This includes:

External Certification: Recognition from relevant industry bodies that validates service quality.
Internal Data: Metrics and reports that track service performance and customer satisfaction.
Feedback Mechanisms: Regular customer feedback, testimonials, and engagement surveys that inform service improvements.
Training Programs: Evidence of ongoing training initiatives that empower staff to meet customer needs effectively.

By using a combination of these evidence types, organizations can create a comprehensive picture of their service quality, aligned with the principles of the Good Business Charter.

The Broader Impact

Emphasizing good service has far-reaching benefits. It not only meets the immediate needs of customers but also fosters an ethical business culture. As outlined in various reports like the Cadbury and Higgs reports, strong governance and effective oversight lead to improved decision-making and risk management. These principles are critical in ensuring that organizations remain accountable to their stakeholders, enhancing both transparency and trust.

In summary, the principle of good service, as advocated by the Good Business Charter, underscores the importance of understanding and meeting human needs. Organizations that prioritize this principle position themselves for sustainable growth and success, benefiting not only their customers but also their employees and shareholders.

Key Takeaways
High-quality service is crucial for customer satisfaction and business success.
Assessment of service quality should involve explicit design for human needs.
Robust evidence, including certifications and feedback, is essential for demonstrating service quality.
Emphasizing good service fosters ethical business practices and enhances governance.

Elevating Standards: The Good Business Charter and the Pursuit of Excellent Customer Service

Delivering high-quality services that meet human needs is paramount for organizations seeking to thrive and sustain. The Good Business Charter firmly supports this notion by emphasizing the importance of ethical practices and effective service delivery. This commitment aligns with our mission to promote long-term sustainability and accountability within businesses, particularly in Jersey and the Channel Islands.

The Value of Quality Services

A robust approach to customer service not only enhances client satisfaction but also fosters loyalty and trust. According to the Good Business Charter Assessment Form, delivering services designed to meet the diverse emotional and social needs of clients is essential. Organizations must focus on creating meaningful experiences that go beyond transactional interactions. This means involving customers in the design process to ensure their feedback informs service improvements, ultimately leading to better outcomes for all stakeholders.

Non-Executive Directors: A Key Component

The role of non-executive directors is vital in providing impartial oversight and strategic guidance. Their ability to challenge assumptions and facilitate open discussions enhances the governance structure of an organization. A functioning board, well-versed in the intricacies of the organization, its people, and its services, is better positioned to make informed decisions that drive success.

Fostering a Culture of Continuous Improvement

Organizations must cultivate a culture that encourages ongoing feedback and evaluation. By implementing effective complaints procedures and recognizing the value of customer feedback as free consultancy, businesses can learn valuable lessons that enhance their service offerings. Furthermore, a focus on creating interdependence rather than dependency between clients and service providers promotes sustainable relationships built on trust and mutual respect.

Conclusion

The Good Business Charter advocates for a proactive approach to delivering high-quality services and emphasizes the importance of governance in ensuring that businesses meet the needs of their customers. By prioritizing ethical practices and fostering strong relationships, organizations can achieve lasting success and contribute positively to the communities they serve.

Summary Points
High-quality service delivery is essential for customer satisfaction.

Non-executive directors play a critical role in governance.

Learning from past governance failures can inform best practices.

Continuous improvement through feedback fosters better outcomes.

Building interdependent relationships enhances client satisfaction.

CustomerService GoodBusinessCharter Governance NonExecutiveDirectors ContinuousImprovement JerseyBusiness

The Crucial Role of Boards in Governance: A Focus on Chairs and Non-Executive Directors

In today’s complex business environment, the role of boards in companies has never been more vital. Boards are responsible for providing oversight, guidance, and strategic direction, ensuring that organizations operate effectively and ethically. Central to this governance framework is the role of the chair, who plays a crucial part in facilitating board discussions and ensuring that all voices are heard.

The Importance of Non-Executive Directors

Non-executive directors (NEDs) are essential for providing impartial oversight and guidance. They bring an independent perspective, helping to challenge assumptions and stimulate meaningful discussions that can lead to better decision-making. Their role extends beyond mere compliance; they must have a deep understanding of the organization, its people, customers, products, and services. This breadth of knowledge is crucial for providing effective oversight and direction.

Learning from Past Failures

Historical scandals, such as Enron in the U.S. and the Post Office scandal in the U.K., illustrate the consequences of boards failing to fulfill their responsibilities. Reports like the Higgs Report, Cadbury Report, and Tyson Report emerged in response to these failures, highlighting the need for stronger governance practices. They underscore the importance of diversity and inclusion within boards to avoid groupthink—a phenomenon that can lead to poor decision-making and oversight.

The key lessons from these reports emphasize the need for:

Diversity of Thought: Boards should include members with varied backgrounds, skills, and experiences to foster a culture of debate and challenge. This diversity can prevent the “Country Club mentality” where members simply agree with one another.

Active Participation: Board members must engage actively in discussions, providing accountability and oversight. They should not only understand the metrics but also the underlying factors driving those metrics.

Regular Evaluations: Continuous evaluation of board effectiveness is necessary to ensure that members are fulfilling their roles and contributing to the organization’s success.

Moving Forward: Best Practices

To improve board effectiveness, organizations should prioritize:

Training for Board Members: Regular training can equip board members with the knowledge and skills needed to navigate complex governance issues.

Encouraging Open Dialogue: Creating an environment where dissent is welcomed can enhance decision-making processes.

Establishing Clear Responsibilities: Clearly defined roles and responsibilities can help mitigate confusion and improve accountability.

As we work towards more resilient and responsible governance, it is imperative that boards are not merely “asleep at the wheel.” Instead, they must actively engage with the organization and its stakeholders, ensuring that they are well-equipped to guide their companies toward a sustainable future.

Summary Points
The board’s role is critical for governance and strategic oversight.

Non-executive directors provide essential independent perspectives.

Learning from past failures is crucial for improving governance practices.

Diversity and open dialogue are key to effective board functioning.

Regular training and clear responsibilities enhance board effectiveness.

In today’s rapidly evolving landscape, businesses must go beyond mere regulatory compliance. Compliance is about what we must do, but culture defines what we choose to do. To bridge this gap, organizations must embed ethical principles into their core values, ensuring that they not only meet legal requirements but also align with societal expectations.

While compliance focuses on avoiding legal penalties, ethics address broader issues like fairness, sustainability, and equity. Michael Sandel, in “What Money Can’t Buy”, stresses that markets often corrupt non-market values. His work challenges businesses to consider the long-term moral impacts of their actions, not just short-term profits. Ethical leadership, according to Sandel, must go beyond adhering to rules and foster a culture that prioritizes doing the right thing, even when not legally mandated.

This becomes particularly critical as organizations face modern challenges, including environmental sustainability, AI ethics, and diversity, equity, and inclusion (EDI). A culture of ethics builds trust—employees report wrongdoing, customers stay loyal, and investors support long-term strategies. By contrast, a mere focus on compliance risks creating a “check-the-box” mentality, where ethical dilemmas go unresolved as long as the law isn’t broken.

Deloitte’s research highlights this gap, revealing that while 93% of organizations have compliance programs, only 33% actively integrate ethics into their culture. Companies like Patagonia and Salesforce show that doing the right thing can also be profitable, embedding ethical principles into all their decisions.

The Key Issues to Address:

1. Data Privacy & Protection: Implement responsible data practices that go beyond regulations like GDPR.

2. Diversity, Equity, and Inclusion (EDI): Ensure fair and inclusive treatment in hiring and promotions.

3. Environmental Responsibility: Commit to sustainability through environmental audits and transparent reporting.

4. Whistleblower Protection: Safeguard employees who report unethical conduct and ensure anonymous reporting.

5. Human Rights: Monitor supply chains and labor conditions to avoid exploitation.

6. Corporate Social Responsibility (CSR): Align business goals with broader societal impacts.

A Guide for Organizations

1. Data Privacy & Protection
Issue: With regulations like GDPR, managing data responsibly is critical.
Action: Implement stringent data handling policies, ensure transparency in data usage, and regularly audit for compliance.

2. Anti-Bribery & Corruption
Issue: Corruption can erode trust and lead to legal penalties.
Action: Establish anti-corruption training, create anonymous reporting mechanisms, and set clear boundaries on gifts and conflicts of interest.

3. Workplace Conduct
Issue: Discrimination, harassment, and unethical behavior damage culture and trust.
Action: Promote a zero-tolerance policy for misconduct, provide diversity and inclusion training, and encourage open communication through reporting channels.

4. Regulatory Compliance
Issue: Meeting industry-specific regulations is a baseline requirement.
Action: Stay updated on legal changes, ensure thorough compliance checks, and hire specialists to manage industry-specific risks (e.g., financial regulations or healthcare laws).

5. Environmental Impact
Issue: Consumers demand that businesses act sustainably and reduce their environmental footprint.
Action: Conduct regular environmental audits, integrate sustainability into your business model (e.g., use renewable energy), and transparently report your environmental performance.

6. Diversity, Equity, and Inclusion (EDI)
Issue: Companies must ensure equitable treatment in hiring, promotions, and pay.
Action: Foster a diverse workforce through equitable hiring practices, create mentorship programs, and address unconscious bias in decision-making.

7. Corporate Social Responsibility (CSR)
Issue: Social responsibility is becoming a key differentiator for businesses.
Action: Align your business goals with societal impacts, support community initiatives, and engage in ethical sourcing to show responsibility to stakeholders.

8. Human Rights
Issue: Ensuring that operations and supply chains are free of exploitation is critical for ethical governance.
Action: Monitor supply chains for unethical practices, establish fair labor conditions, and engage in human rights due diligence.

9. AI & Technology Ethics
Issue: The rise of AI and technology has raised concerns about bias, surveillance, and data ethics.
Action: Develop an AI ethics framework, ensure unbiased data models, and provide transparency in the use of AI technologies.

10. Whistleblower Protection
Issue: Employees who report unethical behavior must be protected.
Action: Strengthen protections for whistleblowers, create anonymous reporting channels, and ensure swift, fair investigations of reported incidents.

Actions to Build Ethical Cultures:

Leadership Buy-In: Ensure leaders model ethical behavior and make decisions that reflect the organization’s values.

Continuous Training: Embed ethics into all levels of training, not just compliance programs.

Clear Communication: Promote an open dialogue about ethics, where employees feel safe to speak up about concerns.

Accountability: Build systems that ensure ethical breaches are addressed swiftly and transparently.

Stakeholder Engagement: Regularly engage stakeholders (employees, customers, community) to understand their concerns and incorporate their feedback into decision-making.

The traditional belief that companies exist solely to maximize shareholder value is increasingly being called into question. While this notion has been a cornerstone of corporate governance, it fails to account for the complexities of modern business environments, especially in small jurisdictions like Jersey.

Organizations today must recognize a diverse array of stakeholders, which includes employees, customers, regulators, and community members. Engaging with these stakeholders means understanding their ambitions, needs, and expectations, which directly influences loyalty and productivity. For instance, if employees feel valued and connected to the company’s mission, they are more likely to contribute positively to its success.

Moreover, customer satisfaction is essential for revenue generation. Without a solid customer base, there can be no profits to distribute to shareholders. Thus, a company’s success hinges on its ability to deliver high-quality products and services that genuinely meet the needs of its customers.

Additionally, the modern shareholder is not merely a profit-driven investor. Ethical investors today are increasingly discerning about their portfolios, prioritizing companies that align with their moral and ethical values. Issues such as climate change, sustainability, and human rights have become pivotal in investment decisions. Therefore, a singular focus on profit maximization not only risks alienating these investors but may also harm a company’s long-term viability.

In light of these considerations, it becomes crucial to ask: What is the true purpose of a company? The answer is rarely as simple as maximizing profits. Companies must embrace a broader purpose that incorporates social responsibility, ethical governance, and community engagement. The Good Business Charter embodies these principles by promoting practices that benefit all stakeholders.

Ultimately, a well-defined purpose fosters a culture of trust and accountability, ensuring that organizations are equipped to adapt and thrive in an ever-changing landscape. As we move forward, let’s embrace a holistic view of corporate purpose—one that values ethical leadership and recognizes that real success comes from building meaningful relationships with all stakeholders.

Key Takeaways:
Companies must engage diverse stakeholders beyond just shareholders.
Employee satisfaction and customer loyalty are vital for long-term success.
Ethical investment is on the rise, necessitating a shift from profit maximization to broader social responsibility.
Defining a clear corporate purpose can foster trust and accountability.

#CorporatePurpose #StakeholderEngagement #Sustainability #GoodBusinessCharter #Jersey

In a small jurisdiction like Jersey, partnerships can be the key to thriving in a competitive landscape. Are you ready to leverage collaboration for success?

The Good Business Charter emphasizes the principle of Decent Partnering, which encourages businesses to engage in strategic alliances with government entities, competitors, and third-sector organizations. In small communities, these partnerships are vital for promoting economic resilience and social responsibility.

Why Decent Partnering Matters

1. Engaging with Government: Collaboration with government agencies can facilitate significant advancements in sustainability and community initiatives. For instance, participating in groups like Jersey Finance’s Sustainable Finance Steering Committee allows businesses to influence local economic policies while driving their own interests.

2. Working with Competitors: In smaller markets, collaboration with competitors can create collective advantages. For example, businesses in Jersey can join forces to advocate for regulatory changes that benefit the entire sector, such as reforming Trust Law to allow more impact investments.

3. Partnering with the Third Sector: Collaboration with third-sector organizations, such as charities and community groups, enhances social impact and helps businesses fulfill their corporate social responsibilities. Regular engagement with organizations like Durrell or Brighter Futures can open new avenues for community involvement and support.

Best Practices for Decent Partnering

Proactively Seek Opportunities: Don’t wait for partnerships to come to you. Actively look for ways to engage with local governments, competitors, and third-sector organizations.

Focus on Mutual Benefit: Ensure that partnerships are structured to provide value for all parties involved. Collaborative ventures should align with both business goals and community needs.

Communicate Effectively: Maintain open channels of communication among partners to foster trust and collaboration. Share insights, successes, and challenges to build a solid working relationship.

Aligning with the Good Business Charter

The Good Business Charter promotes ethical practices and collaboration as essential components of good governance. By adhering to its principles, businesses can contribute to a thriving local ecosystem, enhancing their reputations while positively impacting their communities.

#GoodBusinessCharter #DecentPartnering #JerseyBusiness #CorporateResponsibility #Collaboration #CommunityImpact

As businesses grow, so do their voices. But where’s the line between advocacy and overstepping into politics?

It’s common sense that businesses should focus on delivering value to their customers, maximizing shareholder returns, and supporting stakeholders. But in today’s world, companies are increasingly called upon to do more—supporting charities, advocating for best practices, and even entering the political arena. The question is, how far should businesses go in political discourse? While it makes sense to comment on policies directly affecting your industry, should companies wade into broader political debates?

The Good: Advocacy for Industry-Specific Issues

One area where businesses should engage politically is in industry-related policy discussions. For instance, if a new regulation impacts alcohol licensing, it would be appropriate for businesses in that industry to voice their perspectives. Similarly, automotive companies might weigh in on vehicle emissions regulations. In these cases, political engagement is both practical and necessary, as policies directly affect the bottom line and operations.

Example of Good Political Engagement:
*Patagonia* is renowned for its environmental activism. The company not only advocates for policies that protect the environment but also integrates sustainability into its products. Their campaigns align with their brand values, and they focus on issues directly relevant to their business, creating positive social and environmental impact.

The Bad: Overstepping Boundaries into Partisanship

Where it becomes dangerous is when businesses involve themselves in broader, partisan political debates that may alienate customers or stakeholders. In some cases, companies have suffered backlash for making public statements about divisive political issues, where their involvement seemed less about the business and more about taking sides.

Example of Misstep:
*Goya Foods* faced boycotts after its CEO publicly supported a controversial political figure. The company’s political stance alienated many of its customers and created a public relations crisis, showcasing how direct political endorsements can divide your customer base and damage brand loyalty.

Recommendations for Businesses

1. Focus on Industry-Relevant Advocacy: Businesses should feel confident in advocating for policies that directly affect their sector. Engage with industry bodies like the Chamber of Commerce or Institute of Directors to have a collective voice.

2. Avoid Partisanship: Stick to issues that align with your business values rather than diving into divisive political discourse. Supporting policies rather than political parties helps keep the focus on advocacy rather than partisanship.

3. Be Transparent with Stakeholders: If a business does engage in political commentary, transparency is key. Explain to customers and stakeholders why your company is engaging on a particular issue, and how it aligns with your core values.

4. Support the Community and Engage Responsibly: Companies should consider how their actions affect not only their profits but also the broader community. Ethical businesses, in line with the Good Business Charter, should support policies that create value for the local economy and community, fostering trust and loyalty.

Conclusion

Businesses, especially in smaller jurisdictions like Jersey, have a unique opportunity to influence policies that shape their industries. However, they must tread carefully, focusing on advocacy rather than partisanship. By aligning political engagement with company values, and acting in a way that benefits both the business and the community, companies can navigate the complex waters of political engagement ethically and effectively.

#BusinessEthics #GoodBusinessCharter #JerseyBusiness #Advocacy #PoliticalEngagement #CorporateResponsibility

Working together isn’t just a nice-to-have—it’s critical for economic resilience and community well-being.

The Good Business Charter emphasizes the principle of Decent Partnering, which calls for collaboration between businesses, government, competitors, and third-sector organizations. In small jurisdictions like Jersey, partnerships are essential for fostering innovation, economic resilience, and addressing common challenges. Whether through joint ventures with government bodies, working alongside competitors, or engaging with industry and third-sector organizations, collaboration drives growth and creates value for the local economy.

Why Strategic Partnerships Matter

1. Collaboration with Government and Public Bodies: Businesses that proactively engage with government and arms-length organizations can create policies and solutions that benefit entire industries. For example, collaborations in sustainable finance in Jersey have positioned the island as a leader in ethical investment practices.

2. Competitors as Partners: In a small market like Jersey, working with competitors on issues like regulatory changes or industry improvements benefits the entire sector. While competition remains, cooperation on shared challenges can strengthen the industry and improve customer outcomes.

3. Engagement with Third-Sector Organizations: Partnering with charities, industry bodies, and other non-profits can have a profound impact on local communities. Collaborating with groups such as Durrell or Jersey Finance facilitates knowledge-sharing and aligns businesses with social responsibility, creating long-term value for both parties.

Best Practices for Ethical Partnering

– Proactively Seek Collaboration: Don’t wait for opportunities to come to you. Businesses should actively look for ways to engage with government bodies, competitors, and industry organizations for mutual benefit.

– Prioritize the Greater Good: Ethical businesses recognize that working together on common issues benefits not just their company, but the entire economy and local community.

– Celebrate Partnerships: Highlighting successful collaborations in advertising or communications can raise awareness about the positive outcomes of working together, building trust and credibility.

Aligning with the Good Business Charter

The Good Business Charter promotes these practices as part of its commitment to ethical business standards. By fostering strategic partnerships and seeking collaboration, businesses in Jersey and the Channel Islands can drive economic growth, promote innovation, and contribute to a sustainable future. These partnerships help create a thriving business ecosystem that supports the local community, consumers, and economy.

The GoodBusinessCharter.je is supported by ThinkingFeelingBeing.com. http://www.thinkingfeelingbeing.com/tools/WP_ALL_200.html

Tim HJ Rogers MBA Management Consultant | AMPG Change Practitioner | BeTheBusiness Mentor | ICF Trained Coach | Mediation Practitioner | Certificate in Applied Therapeutic Skills

#GoodBusinessCharter #Collaboration #StrategicPartnerships #JerseyBusiness #CommunitySupport #BusinessGrowth

When everyone agrees, innovation dies. How can businesses avoid the trap of groupthink and embrace dissenting voices for growth?

In business, there’s a fine line between cohesion and groupthink. Margaret Heffernan’s concept of “willful blindness” highlights how dangerous it can be when boards or leadership teams become insulated from diverse opinions. Feedback, particularly when it challenges assumptions, is crucial for innovation and risk management. Boards, in particular, face this risk, often becoming detached from the day-to-day realities of the products, services, or customers they serve. This isolation can result in miscommunication and critical blind spots that undermine an organization’s success.

Why Feedback and Diversity of Thought Are Essential

1. Stimulating Innovation: Challenges and constraints often spark new ideas. Diverse opinions encourage businesses to re-examine assumptions and explore opportunities they may otherwise overlook.

2. Avoiding Willful Blindness: As Heffernan warns, “willful blindness” occurs when leadership chooses to ignore risks or failings. Encouraging dissent and outside perspectives can help prevent scandals and missteps, as seen in the Post Office inquiry and other high-profile failures.

3. Board Involvement with Customers: For many boards, limited interaction with customers leads to detachment. Regular engagement with stakeholders, customer feedback, and frontline experiences ensures that boards remain grounded in the reality of the business they govern.

The Role of the Good Business Charter

The Good Business Charter advocates for transparency, accountability, and open dialogue with stakeholders. Ethical businesses value feedback, not just from internal teams but from customers, suppliers, and other external voices. Ensuring that leadership remains connected to both successes and challenges creates a culture of continuous improvement.

Conclusion

To foster innovation and prevent dangerous blind spots, businesses must embrace differing perspectives and feedback. Boards and leadership teams that engage meaningfully with stakeholders, listen to dissent, and challenge assumptions will avoid the trap of groupthink and drive meaningful change. Aligning with the Good Business Charter’s commitment to transparency and accountability ensures long-term success.
#Innovation #GoodBusinessCharter #Leadership #Transparency #JerseyBusiness #Accountability #Groupthink

How proactive partnerships with local businesses strengthen the community and drive mutual success.

In today’s interconnected economy, collaboration between local businesses and larger companies is essential for fostering growth, innovation, and mutual benefit. The Good Business Charter emphasizes the importance of decent communication with suppliers—seeking out collaborative ventures, providing testimonials, and offering support when suppliers face challenges. These practices not only enhance the supplier’s capabilities but also create value for the local economy.

Why Supplier Collaboration Matters

1. Collaborative Ventures for Mutual Growth: Proactively seeking partnerships with local businesses can create new opportunities. By leveraging the strengths of each partner, businesses can drive local economic resilience. The Good Business Charter encourages companies to set specific targets for local collaborations, helping smaller suppliers gain visibility and scale.

2. Boosting Supplier Reputation with Testimonials: A simple testimonial or endorsement from a larger, respected company can significantly boost a small supplier’s reputation. Testimonials work wonders for a supplier’s marketing efforts, often at no cost to the endorsing business. Whether it’s sharing a positive review on platforms like Trustpilot or providing a personal endorsement, businesses can help their suppliers thrive.

3. Offering Solutions to Supplier Challenges: Larger companies often have resources and expertise that smaller suppliers may lack. By offering advice or partnering to solve business challenges, businesses not only improve their suppliers’ capabilities but also enhance the quality of their own supply chain. The Good Business Charter advocates for ethical support, urging companies to work alongside local suppliers to improve processes and solve operational issues.

Best Practices for Building Strong Supplier Relationships

Proactively Seek Partnerships: Don’t wait for suppliers to approach you—actively look for collaboration opportunities that can benefit both parties.

Provide Testimonials and Celebrate Success: Highlight great service from local suppliers through public endorsements or recommendations. A good word from a larger client can help elevate a smaller business’s profile.

Offer Support to Help Suppliers Grow: Work closely with local suppliers to share knowledge, provide feedback, and help them improve their business. This creates a more resilient and capable local economy.

Aligning with the Good Business Charter

The Good Business Charter promotes these ethical business practices to ensure fair and transparent relationships between companies and suppliers. By prioritizing local partnerships, offering support, and maintaining open communication, businesses can contribute to the vibrancy of the local economy. In small jurisdictions like Jersey, these practices are even more crucial as businesses rely on a thriving, interconnected community to sustain long-term growth.

The GoodBusinessCharter.je is supported by ThinkingFeelingBeing.com. http://www.thinkingfeelingbeing.com/tools/WP_ALL_200.html

Tim HJ Rogers MBA Management Consultant | AMPG Change Practitioner | BeTheBusiness Mentor | ICF Trained Coach | Mediation Practitioner | Certificate in Applied Therapeutic Skills

#GoodBusinessCharter #SupplierCollaboration #LocalBusiness #JerseyBusiness #EthicalBusiness #CommunitySupport