By Nick Thompson, Chair of the CHSA

My appointment in May this year as Chair was a big step for the CHSA. It was the first time the Association appointed a remunerated Chair. I succeed excellent Chairs who, serving in a voluntary capacity, created an Association with a reputation as the guardian of standards in our sector, representing members who operated with integrity and transparency. My remit is to continue the development of the CHSA and lead it into the next stage of its evolution.

The CHSA is run by its members for its members, so my ambition is clear. If the CHSA is to deliver for its members it must create compelling commercial value. The CHSA must be an essential strategic partner for its members, in what is an increasingly complex world.

Going forward, our strategy is built on four key pillars.

1. Strengthen our members’ competitive advantage.
   1. Our Accreditations Schemes give members’ customers increased confidence and reduce their purchasing risk. This gives members’ competitive differentiation.
   1. The additional Quality Assurance guidance we offer helps members reduce risk and improve efficiency.
2. Support members’ business growth
   1. Promoting the value of our Accreditation Schemes, we build the confidence of customers in the integrity of our members and the quality of their products.
   1. Giving our manufacturers a collective voice we can tackle unsubstantiated product claims, addressing unfair competition. Working with the collective power of our distributors, we can influence manufacturers and hold them to account, strengthening commercial relationships.
   1. We are introducing strategic networking offering the opportunity to build valuable commercial relationships.
   1. Our focus on market intelligence gives members information on emerging trends, sustainability, regulation and new technologies. Importantly it also provides insight into customers and end users, supporting commercial decision making.
3. Representing members’ best interests
   1. With a voice in the corridors of power, we represent our members’ best interests with the Government, regulators and key stakeholders.
4. Creating an opportunity to give something back
   1. We award four undergraduate Bursaries each year to the children of our members’ employees. It enables us to connect the next generation of talent with our industry.

True value is not defined by membership certificates, logos or events. It is measured by stronger businesses, better commercial opportunities, reduced risk and a more professional industry. At the CHSA, creating value means ensuring our members are better positioned to succeed tomorrow than they were yesterday. This is a commitment we make every day.

None of this can be achieved without the active engagement of members. The more members participate through committees, working groups, events and discussions, the stronger and more effective we become.

I encourage every member to get involved, contribute ideas and play an active role. Together, we can ensure the CHSA continues to set standards, create opportunities and deliver real value for the businesses it represents.