2018 Integrated Report

PROFESSIONAL
STANDARDS
––
cipr.co.uk
GAME
CHANGERINTEGRATED
REPORT 2018

FOREWORD P03
CIPR VALUE CYCLE P05
OUR PURPOSE P06
DELIVERING VALUE FOR
CLIENTS AND EMPLOYERS P07
SHARING OUR VALUES P10
HELPING MEMBERS SERVE CLIENTS
AND ORGANISATIONS P13
KNOWLEDGE AND PRACTICE P15
BUILDING OUR COMMUNITY
OF VOLUNTEERS P18
MAKING THE COMMITMENT
TO MEMBERSHIP P21
VALUING PEOPLE P22
FINANCIAL CAPITAL P23
SYSTEMS AND SERVICES P24
ENVIRONMENTAL CAPITAL P25
OPERATING ENVIRONMENT P26
GOVERNANCE P27
STRATEGY P28
MATERIALITY AND RISK P29
CONTENTS
CIPR
INTEGRATED REPORT 2018
2

FOREWORD
As your 2018 President, I had the privilege of working with Board, Council
and members to set the CIPR’s current direction of travel during a very
special 70th anniversary year. Every aspect of our work was grounded in
the Charter principles with the purpose of reasserting PR as a strategic
management function and underlining the economic contribution
we make.
It was a game changing year. Many joined the rallying call to upskill and
develop the financial, business management and consultancy skills needed
to take a seat at the top table. The number of chartered practitioners rose
by 24% to 267. New admissions increased by 10%, while retention across
membership remained strong at 79%.
The CIPR joined the Confederation of British Industry and Federation of
Small Businesses to demonstrate to the business community how what we
do enhances the efficiency and performance of all sectors of the economy.
Our message was simple: reputation affects profits and reputation
management is PR’s job. If we are working with the management team on
the organisational objectives and overall direction, and setting the wider
strategy, public relations should be the lead discipline that marketing
feeds into.
PR’s role is to help organisations find their purpose and build
long‑term relationships with the people that matter. The lifetime
value of a customer is much greater than a one-off purchase and
that’s what we deliver.
IT WAS A GAME
CHANGING YEAR.
MANY JOINED
THE RALLYING
CALL TO UPSKILL.
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We pressed this home through the launch of PR Pays – a series of ongoing
interviews with business leaders all speaking about why their organisations
benefit from practitioners who contribute at C-Suite level.
Outside of this, the CIPR moved into serviced offices in a move that will
enable us to build our reserves and reinvest in our member offer.
We held a special celebration at St Bride’s Church to commemorate
seventy years of the Institute, revisiting the Royal Charter to reflect on what
sets us apart.
It was particularly lovely to further mark the CIPR’s anniversary with the
publication of Platinum, a book showcasing excellence in public relations
and announcing our 70 at 70; members who have made an outstanding
contribution to the Institute and wider industry.
We introduced the #AIinPR panel to characterise the impact AI is having on
our industry and Brexit reports to help professionals and their employers
prepare effectively. We also launched an energy industries think tank to
promote PR within these sectors.
Social mobility is a huge issue and we partnered with the PRCA on a
campaign with Career Ready to increase work experience opportunities for
pupils in schools in more disadvantaged areas.
It’s hard to do justice here to what was a jam packed twelve months during
which we delivered the CIPR’s most ambitious work plan to date, but you
can find all the highlights in the quarterly reports we published to keep
members up to date.
My huge thanks go to the CIPR team and all the many fantastic volunteers
who do so much to ensure the organisation and its members continue to
thrive. Long may this continue.
Sarah Hall Chart.PR, FCIPR
CIPR President 2018
WE DELIVERED
THE CIPR’S MOST
AMBITIOUS WORK
PLAN TO DATE
4 CIPR

Use of different Capitals
to create social value.
CIPR VALUE CYCLE
Helping
Members Serve
their Organisations
(Human Capital)
Knowledge
and Practice
(Intellectual
Capital)
Systems
and Services
(Manufactured
Capital)
Sharing
Our Values
(Social Capital)
Delivering
for Clients
(Social Capital)
Making a
Commitment to
Membership
(Social Capital)
Financial Capital
Building a
Community of
Volunteers
(Social Capital)
VOLUNTEER
COMMUNITY SECRETARIAT
SOCIETY
MEMBERSHIP
Valuing People
(Human Capital)
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OUR PURPOSE
The Chartered Institute of Public Relations exists to ensure that public
relations professionals offer the highest standards of service to their clients
and employers, and through them, to society in general.
To achieve this, we:
• Require members to be accountable to a code of conduct
• Offer members a network for mutual support and professional development
• Deliver guidance on skills and best practice to improve professional
standards
• Provide qualifications, training and continuing professional development
• Award Chartered Practitioner status (Chart.PR) to those who meet
the standard
• Present awards to celebrate high standards and achievement by
practitioners for their clients and employers
• Share our values widely with practitioners, clients and society
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SOCIAL CAPITAL
DELIVERING VALUE FOR
CLIENTS AND EMPLOYERS
Relationships between businesses and their stakeholders are critical to
the economy and society. It is vital that clients and employers understand
what public relations can do for them and how CIPR members can improve
their business. This is a key area of focus for the CIPR and one in which the
Institute made significant progress in 2018.
BUILDING LINKS WITH BUSINESS
In 2018, we joined the Confederation of British Industry (CBI) and the
Federation of Small Businesses (FSB) to strengthen our position in the business
community and ensure we understand our market as well as possible. Our
membership of the CBI has been particularly valuable in supporting the work
we’ve done to help members prepare their organisations for Brexit, and
the CIPR Public Affairs Group has actively sponsored the CBI Government
Affairs Network.
In January, the CIPR created the Energy Leadership Platform (ELP) led by Ella
Minty Found.Chart.PR, MCIPR and Paddy Blewer MCIPR acting as co-chairs.
The ELP comprises some of the most respected and senior communications
professionals from across the energy industry. During the year, the think tank
published an overview of the energy communications landscape and shared
insights on how PR professionals develop trust and influence strategy to deliver
results for their clients and organisations.
In August we announced our support for a universally agreed set of principles
aimed at promoting ethical conduct in public relations. The initiative – led by
the Global Alliance – was backed by the International Association of Business
Communicators (IABC), the International Communications Consultancy
Organisation (ICCO) and the Public Relations and Communications
Association (PRCA).
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SHOWCASING THE BEST OF WHAT PR CAN OFFER
The CIPR’s two award schemes – The Excellence Awards and The PRide
Awards – acknowledge those who have delivered exceptional results for their
clients and employers.
Among our 2018 Excellence winners were:
• Corporate and Business Communications Campaign – Withpr and
Cardtronics: Britain At Risk Of Cash Deserts
• Internal Communications Campaign – University of the Arts London:
Big Welcome
• Consumer Relations Campaign – Taylor Herring:
‘Spin Cycle’ – The Launch of Samsung QuickDrive
• Public Sector Campaign – Driver & Vehicle Standards Agency:
Changes to the driving test
• Corporate Social Responsibility Campaign – Iceland Foods:
#TooCoolForPlastic
• Public Affairs Campaign – Battersea Dogs & Cats Home:
Five Year Sentences For Animal Cruelty
Among the 2018 winners of our national and regional PRide Awards were:
• Cymru/Wales Not for Profit Campaign – The Wallich:
Reaching Out to Rough Sleepers campaign
• North West Public Sector Campaign – Havas PR and Greater Manchester
Health and Social Care Partnership:
Making Smoking History in Greater Manchester
• Northern Ireland Community Relations Campaign – ASG & Partners:
M&S – Supporting the Community for 50 Years
• Scotland Internal Communications Campaign – Falkirk Council:
of the Future – Making it happen
• Yorkshire & Lincolnshire – Issues, Crisis or Reputational Management –
Acceleris: Securing the future of the UK maritime industry
EXCELLENCE
AWARDS
494
PRIDE AWARDS
10352017=556 2017=955
In 2018 the Excellence awards attracted 494 entries (down from 556 in
2017) and the PRide awards attracted 1,035 (up from 955 entries in 2017).
ENTRIES 2018:
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CLIENT SERVICES
In 2018 we worked with members and partners to develop two ground-
breaking new services for clients and employers of PR professionals. The first
is a guide advising on how to hire a PR professional for employers and the
second is a guide for procuring the most effective agency or consultancy.
This work was due for completion early in 2019.
WHAT DOES THE PUBLIC EXPECT FROM PROFESSIONALS?
In 2018 the CIPR supported an initiative by the Professional Association
Research Network (PARN) to address the challenges faced by the professions
including the rise of populism denigrating experience and evidence-based
decision making. The aim is to define what professionalism means, how it
must be supported, and the public benefit it delivers. The CIPR is one of
12 professional bodies co‑funding the project and serving on its steering
group. The research findings will be published in 2019.
OUR PLANS FOR 2019
• Launch the client and employer guides, and recruit
Chartered Practitioners to provide expert assistance in
recruitment and procurement.
• Complete the PARN “Promoting Professionalism” research
project and develop our approach to communicating the
value of professionalism.
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SOCIAL CAPITAL
SHARING OUR VALUES
Part of CIPR’s mission is to ensure that our members’ contribution
to society is recognised and valued. In sharing our values we seek to
demonstrate what public relations professionals stand for. As well as
supporting the professionals who serve clients and employers directly,
the CIPR raises awareness of the role of public relations and makes a wider
contribution to current debates.
RAISING OUR VOICE
More people accessed CIPR news from our website in 2018 than ever before.
The CIPR newsroom attracted more than 65,000 unique views throughout
the year. We issued comment on a range of topics including the collapse of
Carillion and the Facebook and Cambridge Analytica data scandal.
In January, we launched a staunch defence of public sector communication
after an article in the Sun accused PR teams of squandering public funds.
Our press release highlighted the essential role of front-line communications
teams and received more than 2,000 unique views on our website.
In September, we launched our #PRpays campaign to highlight the strategic
value of public relations to the business community. The campaign aims to
showcase the potential of public relations through a series of exclusive video
interviews with senior business leaders. #PRPays seeks to fight the perception
of PR as a tactical offering and to reassert its value as a strategic management
function. The first interview featured Heathrow Airport CEO, John Holland-
Kaye. The interview was distributed to CEOs and Managing Directors on social
media and was watched more 8,000 times.
We welcomed the Ex Cabinet Minister Alan Milburn at Our AGM in July.
The former Labour MP and Chair of the Social Mobility and Child Poverty
Commission gave a fascinating presentation on the challenge of driving
social change. He said the responsibility of improving society ultimately fell
to individuals and local communities. He urged professionals to look beyond
Russell Group universities when hiring and offer “someone who isn’t a relative
or a friend” the opportunity to intern.
WE’VE NEVER BEEN MORE
DIVIDED BY GENDER,
INCOME, RACE AND AGE,
AND THAT THREATENS THE
COHESION OF SOCIETY.
Ex-Cabinet Minister, Alan Milburn at CIPR AGM
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DEBATING THE ROLE OF BUSINESS
In November, around seventy PR and business professionals gathered at the
Houses of Parliament for a debate on the role of business in society. Organised
by the Debating Group and sponsored by the CIPR, the debate was chaired by
Lord McNally Hon FCIPR.
The motion “Business best serves society by focusing on its bottom line”
was proposed by Dr Jamie Whyte, Research Director at the Institute of
Economic Affairs and Valentina Kristensen MCIPR, Director of Growth and
Communication at OakNorth Bank. Opposing the motion, CIPR President
Sarah Hall Chart.PR, FCIPR and Professor Anne Gregory Hon FCIPR advocated
that consumers’ expectations of business had evolved, resulting in a need for
organisations to do more than make profit. They argued that those who put
social purpose before profit will become more sustainable and profitable in
the long-term.
BUILDING LINKS WITH PROFESSIONALS WORLDWIDE
The CIPR has a memorandum of understanding with the Middle East Public
Relations Association, enabling MEPRA members to access the highly
regarded CIPR CPD platform. More than 350 MEPRA members have accessed
our CPD platform so far, paving their to way professional accreditation from the
CIPR. This is an ongoing mutually beneficial arrangement aimed at enhancing
professionalism of PR practitioners based in the United Arab Emirates (UAE).
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SUPPORTING THE SCOTTISH PARLIAMENT
Phil Morgan, Deputy Chief Executive, was appointed to the Scottish
Parliament’s Lobbying Register Working Group, attending several meetings as
a representative of the sector’s trade and professional bodies. The work helped
civil servants to develop a practical outcome from the legislation which created
a register of lobbying in the devolved parliament. We also continued our
productive working relationship with the Office of the Registrar of Consultant
Lobbyists in Westminster.
STATE OF THE PROFESSION
The industry’s most authoritative exploration of practice returned in March
2018 to deliver unparalleled insight into the state of public relations. For the
first time we used occupational data from the Office for National Statistics
(ONS) to develop our understanding of the population of PR practitioners
across the UK. We found that the PR workforce grew by almost a quarter (22%)
over the preceding four years, to more than 71,000. The report has been
viewed more than 7,000 times on SlideShare and the video summarising the
research was received over 8,000 views on social media.
The study – delivered in partnership with Chalkstream – reported that 84%
of in-house teams and 96% of consultancies were either growing or stable in
size. Despite this robust growth, the report uncovered evidence of a skills gap
at the industry’s senior level. Almost two-thirds of recruiters (65%) said they
looked for evidence of resource and people management in senior hires, but
only a quarter (25%) of senior practitioners ranked those abilities amongst
their strongest skills. Similarly, two-thirds (66%) of recruiters reported looking
for senior professionals with business acumen, but only a third (33%) of those
respondents ranked the skill amongst their strongest competencies.
The CIPR has responded to these indicators by agreeing a partnership with
Impellus Business Performance Training to make a range of management
courses available to CIPR members at discounted rates.
OUR PLANS FOR 2019
• Build on the success of #PRPays by interviewing senior
business leaders across the UK on the value of public relations
• Grow the reach and strengthen the brand of State of the
Profession to cement its position as the leading authority for
public relations data.
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HUMAN CAPITAL
HELPING MEMBERS
SERVE CLIENTS AND
ORGANISATIONS
The CIPR enables members to operate with the highest levels of
knowledge, skills and professional ethics. We do this through our
chartership assessment process, the delivery of training and qualifications
and the provision of Continuing Professional Development (CPD). Our
national, regional and sector Groups also provide a range of learning and
development opportunities to their members throughout the year.
1,868 bookings were recorded for training courses in 2018 across
43 workshops and 207 separate sessions, which is only slightly fewer than 2017
(1,970). The most popular courses were on change communication, internal
communication and planning and managing PR campaigns.
2018 was a strong year for the CIPR’s in-house training service in particular,
which exceeded its revenue target and worked with customers including
INTERPOL, the Cabinet Office, Volvo, Skanska, Lloyds Bank and the RAF.
Courses were held in Leeds, London, Edinburgh and Glasgow as well
as London.
Members enjoyed access to more than 60 webinars, including 9 new editions
on subjects such as ‘agile thinking’, communication and culture and creativity.
They could also access more than 60 skills guides via the CIPR website, which
were all eligible for CPD points.
In July, we celebrated the graduation of 54 students who had earned various
CIPR qualifications at a ceremony attended by more than 100 guests at
Ketchum’s Bankside Office in London. In November, nearly 200 people
attended our National Conference, which explored the theme of “accountable
leadership and social purpose” at the British Library.
We were especially pleased to have successfully assessed 52 new Chartered PR
Practitioners in 2018, bringing the total to 269 at the end of the year.
Our national, regional and sector Groups continued their work on many fronts
in 2018. Examples include the East Anglia Group Best PRactice Conference
in May, and the largest ever Northern Conference hosted by CIPR North East
in July. In September, the Channel Islands held its annual PR Forum and in
the same month the Construction and Property Group published research
into Women in Construction PR. The Public Affairs Group sponsored the
Government Affairs Network of the CBI and the Wessex Group hosted a series
of networking meetings for freelancers.
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OUR PLANS FOR 2019
• Achieve more than 300 Chartered Practitioners
• Continue to increase CPD completion and Accreditation
• To account for Brexit uncertainty, we anticipate a fall of up
to 5% in our Training business
• We will make a new Digital Diploma available to better
prepare practitioners to deal with the evolving technical
demands of their roles.
CHARTERED PR
PRACTITIONERS
269
2018 IN NUMBERS
CPD
COMPLETIONS
2225
MEMBERS
ATTENDED
TRAINING
COURSES
628
NON-MEMBERS
ATTENDING
TRAINING
COURSES
1240
COMPLETED CIPR
QUALIFICATIONS
454
ACCREDITED PR
PRACTITIONERS
13352017=223
2017=22232017=437
2017=1288
2017=828 2017=1142
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INTELLECTUAL CAPITAL
KNOWLEDGE AND PRACTICE
Without a body of knowledge there is no profession. Knowledge, and
its development, drives growth and change in public relations. It is one
of the fundamental ingredients for personal growth, giving graduates of
professional and academic qualifications confidence and resilience.
LOOKING TO THE FUTURE
In July, CIPR President Sarah Hall Chart.PR, FCIPR spoke at Bledcom, in
Slovenia. Addressing the theme of “a world in crisis”, she called for a new
consensus on what terms like ‘public good’ and ‘social value’ mean for
our world.
The CIPR participated in research led by the Universities of Vienna and
Műnster, which focused on how public relations professionals make decisions
under pressure. The results created a better understanding of how we can
strengthen our resilience in circumstances that could otherwise lead to making
bad decisions.
As part of its preparations for Brexit, the CIPR supported members with
information about what will be involved in the UK’s exit from the European
Union. In 2018, we carried out two scenario planning exercises with members,
exploring possible outcomes from the Brexit negotiations and the UK’s planned
exit from the European Union. Additionally, we produced a monthly digest of
information for members covering the ongoing negotiations.
The CIPR responded to the next great challenge in technology – Artificial
Intelligence (AI) – by convening the #AIinPR panel. The panel, led by Stephen
Waddington Found.Chart.PR, Hon FCIPR, set out to research the application
of AI, investigate tools and improve knowledge among members. The Panel’s
work in 2018 helped establish its international reputation as a centre of
excellence for promoting knowledge and understanding of AI.
In May, the panel compiled a database of AI based tools that practitioners
reported using regularly. The Panel’s flagship research project, published in
May, revealed the impact of AI on public relations practice and predicted its
impact on PR skills over next five years. The pioneering research, led by Jean
Valin Hon FCIPR, was the first comprehensive assessment of the impact of
AI on public relations skills. The report achieved industry-wide coverage and
international attention before it was presented in Oslo at the World PR Forum.
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#AIinPR in 5 years
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Original image courtesy of the
Global Alliance for Public Relations
and Communication Management
Tech and AI Scale
Level 1: Simplification
Level 2: Monitoring
Level 3: Automation
Level 4: Machine intelligence structured
Level 5: Machine intelligence unstructured
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BUILDING OUR BODY OF KNOWLEDGE
The Global Alliance also launched the first ever Global Capabilities Framework
for Public Relations and Communication Management, with CIPR support. The
Framework was the result of a two-year research project led by the University
of Huddersfield, with partners in eight countries across six continents. The
framework takes a high-level view of what individual practitioners can deliver
and they can use it to assess their own capability and potential, and set their
own goals. Employers and team leaders can use the framework to understand
their team’s existing strengths and identify where training resources need to
be committed. Educators can use the framework as the basis for curriculum
development and review. The CIPR will use the framework as the basis for our
future developments in CPD, Training and university degree recognition.
OUR PLANS FOR 2019
• Provide a CIPR speaker to Bled 2019 to discuss the role of
trust in our professional practice
• Continue to disseminate the #AIinPR report and develop
additional learning materials on the topic of AI
• Collaborate with the Global Alliance to develop and publish
research on the value of PR to business.
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SOCIAL CAPITAL
BUILDING OUR COMMUNITY
OF VOLUNTEERS
The CIPR’s member community is comprised of public relations practitioners
from across the UK and in 85 countries worldwide. Our global community
is a powerful symbol of professional practice and our members play a key
role in governing our priorities throughout the year.
#CIPR70
2018 marked the CIPR’s 70th anniversary and a number of unique celebrations
and initiatives were held to mark the occasion. In February, our members
gathered at St Bride’s Church in Fleet Street, London for a special anniversary
service. This was followed by a reception, attended by 150 PR professionals, at
the St Bride’s Foundation – the site of the Institute’s founding in 1948.
During the ceremony, CIPR President Sarah Hall Chart.PR, FCIPR presented the
Sir Stephen Tallents Medal to diversity campaigner Cornelius Alexander Found.
Chart.PR, FCIPR for his outstanding contribution to the industry.
Alongside celebratory events, we published a range of resources to honour our
seventieth anniversary, including the Platinum Podcasts – an exclusive three-
part series celebrating modern public relations practice. Topics ranged from PR
as a strategic management function to technology and the future of PR. The
podcasts have been downloaded over 1,200 times since they were published.
The podcast series took inspiration from the CIPR’s flagship publication in
2018, Platinum. Edited by Stephen Waddington Found.Chart.PR Hon FCIPR,
Platinum tells the story of the CIPR and showcases excellence in public
relations. The 45-chapter book comprises contributions from more than 50
thought leaders and boasts a powerful endorsement from the CBI’s Director-
General, Carolyn Fairbairn. In her foreword, she praises PR’s capacity to deliver
“brilliant shareholder value” in uncertain times.
In November, we published a list of 70 members who’ve made an outstanding
contribution to the Institute and the wider PR industry. 70 at 70 features
pioneering practitioners, alongside unsung CIPR members and volunteers from
a range of professional backgrounds. Chosen by our membership and judged
by an independent committee, the project celebrated members who go above
and beyond for their industry. 70 at 70 was launched alongside Platinum at a
special reception in November, attended by more than 100 PR professionals
from across the UK and Europe.
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INFLUENCE MAGAZINE
The CIPR’s magazine has grown into a confident, independent-minded
publication with strong editorial values and high standards of writing and
production. Influence has covered a huge variety of topics in 2018, from the
RAF at 100 – celebrating a high profile campaign and demonstrating how a
landmark event can prove the value of communication – to race-related issues
in the NFL, to the use of memes and interrogation techniques.
We commissioned four pieces to celebrate the careers of notable Past
Presidents in honour of our 70th anniversary and we took a look behind the
scenes at the Britain is GREAT campaign. Alistair Campbell also contributed a
well received piece on mental health. Influence continued its commitment to
disrupt in 2018 with innovative covers, including an augmented reality video
and a Barbie doll made specifically for the magazine.
The magazine’s venture into the live events space continued apace in 2018.
Speakers included Jamie Bartlett, author of “The Dark Web” who participated
in one of our round tables. We hosted four ‘Influence Live’ events in 2018 with
speakers including actor Ralf Little and Heathrow Communications Director,
Nigel Milton. We believe this commitment to fresh and original content will
enable Influence to continue to thrive.
• Best Membership – International Content Marketing Association
Awards 2018
• Membership Publication of the Year – 2018 IPN Awards
• Best Association Magazine – 2018 Association Excellence Awards
• Best Magazine for a Professional Association – 2018 Memcom Awards
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FELLOWS FORUM
The CIPR has more than 250 Fellows, appointed for their distinguished service
to the Institute and the wider profession. An informal Fellows’ Forum was set
up in 2014, but in 2018, new thinking emerged on the role and contribution of
Fellows, and the Professional Development and Membership Committee re-
formed the group. This initiative was led by Laura Sutherland Chart.PR FCIPR,
who reshaped the Forum and organised the 2018 Fellows’ lunch at the Ivy in
Covent Garden. At the same time the Committee also reviewed and updated
the process for appointing Fellows, with a view to making it more accessible.
SUPPORTING MEMBER GROUPS
Away from our anniversary celebrations, we launched a new network to
provide tailored support to freelance and independent PR practitioners. The
CIPR Independent Practitioner Network – led by Dominic Ridley-Moy MCIPR,
and Ebony Gayle MCIPR – hosted events in London and Manchester in 2018.
We also relaunched our Not for Profit and Health sector groups and aligned
the timings of CIPR Group AGMs to allow for more effective collaboration
and reporting.
OUR PLANS FOR 2019
• Support the new work programmes of the Health and
Not-for-Profit Groups Develop the Fellows Forum and recruit
new Fellows
• Undertake a member survey
• Commission a new IT environment to substantially enhance
the experience of CIPR members.
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SOCIAL CAPITAL
MAKING THE COMMITMENT
TO MEMBERSHIP
Membership is the cornerstone of our social capital. Members are
the lifeline of our Institute and we work hard to retain and recruit
CIPR members.
We ran two membership marketing campaigns in 2018 aimed at growing
our professional community. In March, we launched an extension of our
Membership Means More campaign and invited members to publish videos
of themselves explaining why they were proud to be members. We welcomed
166 new members during the campaign period. In July, we offered non-
members a free two-week taster of CIPR membership – an offer which was
taken up by 549 non-members.
MEMBERSHIP IN NUMBERS
Our Corporate Affiliate scheme performed strongly in 2018. More than
100 in‑house teams and consultancies comprising more than 1,700 professionals
were signed up to the scheme by the end of 2018. The number of CIPR
members who joined through the Corporate Affiliate scheme grew 14% from
1,529 to 1,746 by the end of the year.
The total number of full (MCIPR) CIPR members grew slightly from 7,309 in
2017 to 7,340 in 2018. There were 9,131 individuals in CIPR membership at
the end of 2018, compared with 9,683 at the end of 2017. The fall in overall
membership was due to the 696 student members whose free membership
lapsed after they completed their CIPR recognised university course. Free
student membership was discontinued in 2016 and these individuals were the
last cohort to come off the scheme.
OUR PLANS FOR 2019
• Run new campaigns to recruit members, based on the knowledge
and experience we’ve gained
• Make discount cards available to all our member Groups
• Create a more welcoming and personalised environment for
members on a new IT platform.
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HUMAN CAPITAL
VALUING PEOPLE
We exist to develop the human capital of our members. In order to achieve
this, we need to invest in our staff. All our employees are encouraged
and financially supported to join their relevant professional bodies on the
basis that they undertake their own Continuing Professional Development.
In 2018, 27 CIPR training days were attended by staff members, covering
a broad range of subjects from crisis communication, public affairs and
leadership strategy.
In September, we held a Dragons Den-inspired competition amongst staff to
encourage new ideas for CIPR Products and Services. All members of staff
were divided into teams of five and tasked with devising a new commercial
product for the CIPR. Each team presented their ideas to a panel of CIPR
directors. The winning idea was the Personal Development Masterclass: a new
style of training course aimed at strengthening delegates’ professional brand.
Their proposal has been brought forward and incorporated into the 2019
training schedule.
In 2018 the CIPR joined the foundation programme of Heart of the City, an
initiative by the Lord Mayor and City of London. Heart of the City is the UK’s
largest responsible small business network giving companies in London the
tools to measurably improve our society and demonstrate responsibility.
The programme helps businesses define and develop their responsible
business approach focusing on 4 areas. We’ve worked on these in our first year,
developing our already existing policies:
• Community – providing time for employee volunteering and renewing our
relationship with the Taylor Bennett Foundation
• Workplace – ensuring all staff have a good work life balance, encouraging
healthy choices and rewarding performance and staff initiatives
• Environment – continuing to make simple changes to reduce our carbon
footprint including our move out of a much larger and old premises
• Marketplace – we’ll build on this area as we move into year two of the
Heart of the City programme, which includes supplier diversity and ethical
procurement
RESHAPING OUR WORKFORCE FOR THE FUTURE
Our office move in November 2018 led to a review of our staff structure, as
certain roles were no longer required while new positions were created to
meet the future needs of the organisation. As a result, three staff members
took redundancy at the end of 2018 while recruitment began for new posts in
the membership team, for a web manager and for a Corporate Development
Associate based outside London.
OUR PLANS FOR 2019
• Ensure that new staff joiners integrate swiftly and
effectively into the team
• Provide training on our purpose and core values to all staff
• Enter our teams and their work for appropriate sector
awards.
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FINANCIAL CAPITAL
There were no changes in accounting policy in 2018. Income was in
line with previous year, while pre-tax expenditure, including staff costs,
increased.
2018 2017 2016
Income £4,324,570 £4,308,187 £4,078,694
Pre-tax Expenditure £4,293,254 £4,157,725 £4,175,937
of which staff costs £1,339,907 £1,270,216 £1,271,994
Pre-Tax Surplus/(deficit) £31,316 £150,462 £(97,243)
Income was in line with previous year, while pre-tax expenditure, including staff
costs increased.
The move from Russell Square reduced rental & room hire income by £48,000.
Other events generated additional income of £51,000; comprising National
Conference income of £33,000(costs of £22,000) & Influence live £18,000
(costs £11,000). There was additional other event expenditure of £27,000
relating to the 70th anniversary.
Expenditure increased due to a reduction in the level of recoverable VAT due
to the organisation’s partial exemption status of £25,000, the associated costs
of the new events mentioned above of £60,000, one off Russell Square exit
costs of £93,000, new training venue costs of £95,000 & savings on the cost of
occupying the Russell Square of £105,000.
The Institute’s reserves rose from £613,353 at the start of the year to
£644,669 at the end, which is still below the desired level for an organisation
similar to CIPR.
OUR PLANS FOR 2019
• Prioritise the rebuilding of reserves to increase our ability to
handle unpredictable events
• Commit to investing in a new IT environment to add value
to membership.
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MANUFACTURED CAPITAL
SYSTEMS AND SERVICES
In 2018 we largely delivered the three objectives we set out in our
integrated report for 2017:
• We undertook a second-stage cybersecurity audit to ensure that our IT
environment was as secure as possible from hacking attacks. We also
made a number of other changes to our systems, and aim to secure full
CyberEssentials certification in 2019.
• We undertook a major piece of work to ensure that the Institute complied
with the requirements of the General Data Protection Regulation (GDPR).
This involved an audit of all the data we held and the systematic destruction
of data which we no longer needed to hold. In addition we had to make a
number of system changes so that we could ask for the relevant permissions
to hold data and store data subjects’ responses.
• In November we commissioned the services of Hart Square Ltd to assist
us in preparing a brief for a new IT environment and running a tendering
process to identify a supplier. The intention is to commission and launch a
new IT infrastructure in 2019 that will replace most of our existing capability.
The aim of this change is to allow for greater process efficiencies in the
office while creating a much more personalised and engaging experience
for individual members.
OUR PLANS FOR 2019
• Obtain a Cyber Essentials Scheme security certificate
• Commission and launch a new IT environment, winding
down our old systems over the year end
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OUR PLANS FOR 2019
We have no specific plans to reduce our consumption of
environmental capital in 2019, but will measure the impact
of our move on our energy consumption and consider
appropriate ways of offsetting our carbon footprint.
ENVIRONMENTAL CAPITAL
The main progress we made in reducing our consumption of environmental
capital in 2019 arose from our office move in November. This took us from an
old building with an ‘E’ energy use rating into a smaller more modern serviced
office. In addition, we stopped running our own IT servers and telephone
switchboard, meaning that we no longer had to run cooling systems year-
round. We will undertake a cost comparison between the energy costs of the
old premises and the new at the end of 2019 once we have been in our new
space for a full year.
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OPERATING ENVIRONMENT
There was no significant change to the CIPR’s operating environment in 2018.
The main change anticipated for 2019 has been the UK’s departure from the
European Union. Depending on the eventual terms on which this takes place,
the Institute might face a greater or lesser downturn in its income across
various streams at some point in the year. For this reason the Board decided to
budget on a conservative basis for 2019, allowing significant capacity for the
Institute to absorb a financial shock at some point in the coming year.
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GOVERNANCE
BOARD OF DIRECTORS
All acts undertaken by the officers and staff of the Institute were in the name
of, and with the authority of, the Board of Directors. The Board met six times
over the year and focused on overall strategy for the Institute. Day to day
responsibility was delegated to the Standing Committees and Chief Executive.
COUNCIL
Council’s role is to debate important points of strategy or principle, to provide
guidance and perspective to the Board of Directors, and to raise issues of
concern for the Board of Directors to pursue. Council met five times over
the year.
STANDING COMMITTEES
In 2018, the Standing Committees were the Finance Committee, the Policy
& Campaigns Committee, the Professional Development & Membership
Committee, and the Professional Practices Committee. A Remuneration
Committee, independently chaired, reviews the remuneration arrangements
of the Chief Executive and associated matters.
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STRATEGY
In 2016 the CIPR adopted a three-year forward strategy with three
overarching themes:
• The CIPR will continue the drive towards professionalism. The CIPR aims to
make public relations a predominantly chartered profession within the next
decade. This will involve, in particular, a steady expansion of CPD, and the
sustained involvement of CIPR Groups.
• The CIPR will be more closely grounded in the working lives of members.
The strategy includes developing closer links with employers and improving
access to CPD for their staff. It also covers an expansion of our existing
training activities into new fields.
• The CIPR will approach future challenges by being more creative, more
agile, more outward-looking and more forward-thinking. Successful
implementation of the strategy requires the organisation to adapt its culture
and behaviour, reviewing its existing activities systematically and innovating
constantly.
The Institute has continued to deliver on this strategy through 2018. A review
of a medium term strategy also began in July 2018 and this will continue in the
first half of 2019 with a view to publishing a new statement of our direction and
guiding principles in time for the 2020 planning cycle.
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MATERIALITY AND RISK
The CIPR risk register is organised around the six capitals. Material factors
may be both opportunities and risks, and their relative magnitude is
recorded on a scale of 0-25. Items scoring 15 or higher are the focus of
consideration at the Board of Directors and plans are developed and
modified to take account of them. A summary of the high risks and their
mitigation for 2018 is set out below.
HIGH RISKS
Financial Capital: At the start of the year an important concern was the
generally low level of reserves and the changes that might be posed by
significant one-off costs relating to our planned office move. This risk was
carried for longer than anticipated because of delays in our move date, but
was downgraded towards the end of the year after the office move took place.
Manufactured Capital: Our online CPD platform is used by well over 2,000
members each year, and is essential to our purpose as an Institute. The
platform was moved to a more secure new hosting environment at the end of
2017 and this resulted in a protracted period of problems for users accessing
it at the end of the 2017-18 CPD year. These were overcome and the risk
reduced to medium within a few months.
Manufactured Capital: In the second half of 2018 we began making
preparations for compliance with the 2019 deadline for Making Tax Digital.
This required a fundamental change in the way that two of our constituent
Groups managed and reported their finances, and it was therefore identified as
a priority to make the necessary changes to these at the beginning of 2019.
Other elements of the value cycle were considered to have risks in 2018, but
these are not sufficiently high to be included in this summary.
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2018 Integrated Report

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2018 Integrated Report