More than 1,800 members joined the Chartered Institute of Public Relations (CIPR) in 2017 and overall member retention grew to 83%, according to figures revealed in the Institute's Integrated Report .

1. PROFESSIONAL
STANDARDS
––
cipr.co.uk
I N T E G R A T E D
R E P O R T 2 0 17
A
LANDMARK
YEAR

2. CONTENTS: FOREWORD P03 PURPOSE P04
SHARING OUR VALUES P06 DELIVERING
FOR STAKEHOLDERS P08 HELPING
MEMBERS EXCEL P09 KNOWLEDGE AND
PRACTICE P12 BUILDING OUR COMMUNITY
OF VOLUNTEERS P14 MAKING THE
COMMITMENT TO MEMBERSHIP P15
VALUING PEOPLE P17 SYSTEMS AND
SERVICES P18 FINANCIAL CAPITAL P19
ENVIRONMENTAL CAPITAL P20
OPERATING ENVIRONMENT P20
GOVERNANCE P21 MATERIALITY AND
RISK P23 2017 VOLUNTEERS P24
The CIPR Board of Directors have applied their collective mind to
the preparation and presentation of the 2017 integrated report,
and in their opinion this report is presented in accordance with the
Integrated Reporting Framework.
CIPR
Integrated Report 2017
2

3. FOREWORD
2017 was a landmark year for the CIPR.
1,800 new members joined, and member
retention levels were higher than they
had been for many years.Turnover went
up, costs went down,and we produced
the largest surplus since 2013.
I was privileged to represent members at events across the U.K. and
in cities as diverse as Cairo, Munich and Muscat. The CIPR has much to
offer the international PR community and, with members in 85 countries,
we should strive to increase our impact and influence globally in the
years ahead.
The passion for learning and the hunger for PR to be recognised as a strategic
management function continued apace in 2017, with more members than
ever before committing to continuing professional development (CPD).
The numbers of Accredited and Chartered Practitioners grew strongly.
When I became a Chartered Public Relations Practitioner in 2015,
there were only 50 of us. In three years, that number has quadrupled.
The Chart.PR. designation is gaining momentum, as we strive toward
becoming a predominantly chartered profession within the next decade.
As the only Chartered body for PR professionals, and the largest membership
organisation for PR practitioners outside of North America, we have a
responsibility to continue the drive to professionalism. Without lifelong
learning, the skilled practitioner of today will become the dinosaur of tomorrow.
The emphasis on professionalism in 2017 was further evidenced through the
number of CIPR members undertaking our professional qualifications and
those committing to their own CPD. 2,000 practitioners also completed CIPR
training across the country. I believe that well-qualified, well-trained CIPR
members should be hired first, paid more and promoted faster.
I am indebted to the team at Russell Square and our community of volunteers
whose commitment helped elevate the global standing of the CIPR and
public relations in 2017. Our foundations have never been stronger and the
Institute is perfectly placed to build on its success in the years ahead.
Jason MacKenzie
Found.Chart.PR, FCIPR
2017 President
CIPR
Integrated Report 2017
3

4. 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
• Encourage members to support
and mentor each other, discuss
questions of professional practice,
and develop collectively for the
benefit of all
• 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 for the work
which best adds value for clients
and employers each year
• Share our values widely with
practitioners, clients and society
CIPR
Integrated Report 2017
4

5. 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)
CIPR
VALUE CYCLE
Use of different Capitals
to create social value.
CIPR
Integrated Report 2017
5

6. SHARING OUR VALUES
Members of the public need to know what CIPR members stand for, how
they work and what they contribute to society. Sharing our values helps
strengthen the social capital of our membership, and builds new links with
the society they serve.
INFLUENCE MAGAZINE
Influence magazine built on the success of its impressive debut year with a
series of exceptional editions showcasing the value of public relations and the
results it delivers for clients, employers and the public.
Cutting edge analysis of industry trends, as well as in-depth features with
the likes of George Osborne and Arianna Huffington helped strengthen
Influence’s reputation as the industry’s most in-demand magazine.
The magazine’s impact was recognised at both the MemCom and Association
Excellence awards, where Influence was named Best Association Magazine and
Best Print Magazine, respectively.
RESEARCH
For the eighth consecutive year, State of the Profession delivered a
compelling snapshot of the UK public relations industry. Reflecting the views
of more than 1,500 practitioners, the research evidenced the continuing
professionalisation of PR practice. It was featured widely across the trade
press and was downloaded more than 2,500 times.
Other research in 2017 included PR and Pay Equality – delivered in
partnership with Women in PR – which reflected on qualitative research
in to the PR industry’s gender pay gap. The report, which received
over 1,400 downloads, revealed personal experiences of women who
faced pay inequality. Other research included a Brexit and Public
Relations report, led by Dr Jon White, which suggested Brexit was
an opportunity for PR to demonstrate strategic leadership.
The report was downloaded more than 1,400 times.
In addition, CIPR Inside published Making it Count – a report
spotlighting perceptions of internal communicators amongst
CEOs. Drawing on interviews with 14 CEOs, the report
delivered an upbeat assessment of internal communications,
with senior leaders demonstrating a sharp understanding
and appreciation of the practice.
We took a big risk
launching a print
publication in 2016
but we’ve been
overwhelmed by the
amount of positive
feedback and support
the publication has
received so far –
not just from CIPR
members, but from
others who have come
across it as well.
Valentina Kristensen
MCIPR, Chair, Influence
Editorial Board
CIPR
Integrated Report 2017
6

7. NEWS
More people accessed CIPR news in 2017 than in any year before.Throughout
the year, CIPR news stories attracted a combined total of 64,019 views, an
increase of 23% from 2016.
The CIPR has a proud history of standing up for professional practice. Events
including a media storm involving publicists and the parents of Charlie Gard
as well as the resignation of UKIP MP Paul Nuttall’s Press Officer provided
a platform for the CIPR to reinforce the importance of professional practice.
Prior to the General Election in May 2017, we identified seven key focus areas
for public relations practice in our Election Commentary. Following the election,
we updated and reissued our advice leaflet on lobbying to all MPs. The leaflet
educated MPs on ethical lobbying, signposting useful resources including
the UK Lobbying Register, which the CIPR provides as a free public service.
As Scotland introduced its own lobbying legislation in 2017, our Deputy Chief
Executive Phil Morgan was appointed to the Scottish Lobbying Registrar’s
working group, where he represented the UK’s lobbying industry.
PLANS FOR 2018
Our plans for 2018 include:
• Launching a new Influence website to match the exceptional standards
of the magazine. The new website will feature a visual upgrade and offer
easier access for visitors and bloggers.
• Introducing a brand new series of events – Influence Live – which will
provide senior members with access to thought-provoking speakers and
original content.
• Relaunching our CPD website, ensuring it is fully optimised for mobile.
We will also extend use of our CPD platform to members of the Middle East
Public Relations Association (MEPRA).
CIPR
Integrated Report 2017
7

8. DELIVERING FOR
STAKEHOLDERS
We strive to ensure members deliver the highest standard of service to
their organisations and clients.
We want every client and employer to understand the true value of public
relations. Each year, we highlight the profession’s leading work in our national
and regional awards.
In 2017, our national awards scheme – the Excellence Awards –
attracted 556 entries (down from 602 in 2016) and our regional
PRide Awards received 955 entries (down from 1040 in 2016).
Our plans for 2018 include:
• Developing a new Client Guide to educate clients on the benefits
of professional public relations
• Introducing a new Employer Guide to ensure organisations
are supported in recruiting professional public relations
practitioners
• Establishing a new Client Advisory Service of chartered
practitioners to work with clients and employers
• Supporting a piece of research led by the Professional
Associations Research Network to better understand
how professionalism adds value for employer and
clients in the context of changing societal expectations
• Creating a new website to better promote and
showcase award-winning work
CIPR
Integrated Report 2017
8

9. HELPING MEMBERS EXCEL
We work to ensure our members operate with the highest levels of
knowledge, skills and professional ethics.
We provided training to record numbers of PR professionals in 2017.
1,970 practitioners attended CIPR training throughout the year, compared
with 1,600 in 2016. We ran an extra 15 courses across the year due to an
increase in demand.
CIPR training expanded across the UK in 2017, with courses delivered in
Glasgow, Leeds, Edinburgh and Newcastle.
In September we named our 200th Chartered PR Practitioner (Chart.PR).
We also held our largest graduation ceremony for CIPR qualifications
attended by 80 people, although the overall number of individuals taking
CIPR qualifications continues to decline.
The headline indicators for how we develop our members’ human capital
are outlined below.
We ran a broad range of events, conferences and learning opportunities
across the UK. The 2017 National Conference returned to the British Library
and was attended by around 200 PR professionals.
Members completing
CPD
Non-members completing
CIPR training
Members completing
CIPR training
People completing
a CIPR qualification
CIPR
Integrated Report 2017
9

10. In October we held Ethics Festival – a series of events and learning activities
aimed at highlighting the Code of Conduct and ethical responsibilities of PR
professionals. Events were held throughout the UK and a special interactive
podcast was recorded to raise awareness of common ethical dilemmas.
The campaign featured an event organised by CIPR STEM on the ethical use
of statistics at the Royal Statistical Society.
Throughout October, there were 215 ethics activities logged on the CPD
website. The Ethics landing page – hosting all Ethics Festival content and
events news – attracted more than 700 views.
CIPR groups delivered another impressive series of events for members
across the UK. These included CIPR International’s inaugural Global Practice
Conference and CIPR East Anglia’s Best PRactice Conference. The CIPR
Education and Skills group held the prestigious Education Journalism Awards
for the thirteenth consecutive year, while CIPR Inside held its popular annual
conference exploring the impact of internal communications at senior level.
Our plans for 2018 include:
• Developing our in-house training business for bespoke clients
• Renewing efforts to promote CIPR Qualifications
• Adopting the Global Alliance’s Global Capabilities Framework
to help members identify and address their learning needs
• Running the CIPR Northern Conference in Newcastle
• Expanding the National Conference in London
• Offering a range of events for members across our 23 national,
regional and sector Groups
Chartered Public Relations
Practitioners
Accredited Public Relations
Practitioners
CIPR
Integrated Report 2017
10

11. WITHOUT
LIFELONG LEARNING,
THE SKILLED
PRACTITIONER
OF TODAY WILL
BECOME THE
DINOSAUR
OF TOMORROW.
Jason MacKenzie
Found. Chart.PR, FCIPR,
2017 President
CIPR
Integrated Report 2017
11

12. KNOWLEDGE
AND PRACTICE
Intellectual capital is at the heart of our work as a professional body.
Delivering excellence for employers and clients requires us to build
our knowledge and practice.
In 2017 we ran our new Professional PR Diploma for the first time, completed
the systematic review of all our other qualifications and launched them in
the autumn.
We recorded 9 webinars in 2017 on the following subjects:
1 Creative briefs
2 Cyber security
3 Effective research for PR
4 Making movies
5 New business tech
6 Open data
7 PR and corporate diplomacy
8 Reputation matters
9 Stakeholder engagement
We also developed new training courses to meet the evolving needs of
the profession. New courses for 2017 included: Introduction to budgeting,
Introduction to financial management, Time management personal
effectiveness and Agile project management.
CIPR
Integrated Report 2017
12

13. We took part in the development of the Global Alliance’s new Global
Capabilities Framework and adopted a stronger stance on the use of
Advertising Value Equivalent (AVE) in public relations. We also began a
systematic review of all of our professional guidance which will conclude
in 2018.
MOST POPULAR CPD RESOURCES OF 2017
1 Reputation matters – new data protection act (GDPR webinar)
2 #PR2017 – trends, issues and challenges facing public relations
3 Open data and public relations (skills guide)
4 CIPR ethical decision tree
5 5 things your Board wants from PR (webinar)
6 Introduction to GDPR (skills guide)
7 Brexit and public relations (research report)
8 Interactive ethics podcast
9 CIPR skills guide on Code of Conduct
10 Making movies with iPhones and iPads (training course)
Our plans for 2018 include:
• Completing our systematic review of professional guidance
and publishing updated documents across all key areas
• Appointing a new Learning Consultant to help us identify
and address gaps in our Intellectual Capital
• Ensuring that all 1,500 learning activities on our CPD
Ladder are matched with competency areas in the
Global Body of Knowledge, to help members plan
and manage their learning more effectively
• Establishing a new panel to investigate the impact
of Artificial Intelligence on the profession
CIPR
Integrated Report 2017
13

14. BUILDING OUR COMMUNITY
OF VOLUNTEERS
The CIPR is a community of volunteers. Members determine strategy and
priorities, while contributing to our evolving knowledge and practice.
Our volunteers are a critical form of social capital for our sustainability as
an organisation. Every year we need to make effective use of the time and
expertise of our active volunteers to deliver our social purpose. We also need
to attract new volunteers bringing fresh skills and perspectives.
In April 2017 we launched CIPRNet, an online platform that enables all
of our volunteers to connect with each other directly. The platform was
commissioned through the work of two volunteers, Laura Sutherland Chart.
PR, FCIPR and Jenni Field FCIPR. In 2017, we continued to attract new
volunteers onto the committees and working groups which deliver the work
of the Institute.
In November 2017, Lindsey Collumbell Chart.PR, FCIPR and Kevin Taylor
Chart.PR, FCIPR were both awarded the Sir Stephen Tallents Medal,
recognising their outstanding volunteering efforts in supporting others with
career development.
We also assembled a new group of volunteers – Chartered Champions –
to improve and promote the Chartered Practitioner status.
In 2018 we aim to celebrate the unsung heroes of our membership through a
special 70 at 70 award. The awards will celebrate members whose dedication
to the PR community has inspired practitioners and advanced practice.
CIPR
Integrated Report 2017
14

15. MAKING THE COMMITMENT
TO MEMBERSHIP
Membership is a fundamental building block of our social capital.
Attracting and retaining members was a key focus in 2017.
We launched our first of three Membership Means More Campaigns in
March. The campaign aimed to share the value of membership through the
members, by equipping them with tools to tell us why they are proud to be
members. The campaign led to 335 new members joining, which was up
113% from 157 in March 2016.
There were 9,750 PR professionals in CIPR membership at the end of 2017.
1,521 members were enrolled through the CIPR’s Corporate Affiliate
scheme. There were 85 Corporate Affiliate organisations in total at the
end of 2017.
The overall member retention figure for 2017 was 83%.
Corporate Affiliates
Our plans for 2018 include:
• Launching phase two of the Membership Means
More campaign, encouraging members to share
video content explaining why they’re #CIPRProud.
• Recruiting new Corporate Affiliates, while focusing
on effectively integrating and engaging with the ones
we have recently recruited.
Number of members enrolled
under Corporate Affiliate scheme
CIPR
Integrated Report 2017
15

16. Our first Membership
Means More campaign led to
335 new members joining –
an increase of 113% on the
previous year.
CIPR
Integrated Report 2017
16

17. VALUING PEOPLE
Our purpose is to develop the human capital of our members, but in order
to achieve this, we need to develop our staff.
In 2017, 35 CIPR training days were attended by staff members, covering
a broad range of subjects from coaching skills, GDPR and organisational
leadership skills to communication and culture, presentation and public
speaking, account management and public affairs.
In addition, we ran two in-house courses for staff; one on Understanding PR
(10 staff) and another on Emergency First Aid in the Work Place (11 staff).
We have enrolled a number of managers on the Institute of Leadership and
Management Award at level 3 and 5. Training commenced in the Autumn
and will be completed in 2018.
All staff are encouraged and financially supported to join their relevant
professional bodies on the basis that they undertake their own Continuing
Professional Development.
Koray Camgoz Chart.PR, MCIPR became a Chartered Practitioner and
Magdalena Szyndler completed her ACCA examinations.
CIPR
Integrated Report 2017
17

18. SYSTEMS AND SERVICES
Delivering value through our operations relies ever more heavily on
IT systems (manufactured capital). In 2017 we undertook a number of
steps to improve the quality and security of those systems.
• We launched CIPRNet, an online platform for more effective collaboration
between groups, committee members and the wider volunteer community.
• We moved the CIPR website to a new hosting service.
• We enhanced online joining for new members to allow
a fully automated process.
• Commissioned an initial high-level piece of research to inform
a future decision on our overall strategic IT needs when we move
from our current platforms.
• A full cyber security audit was carried out on our online presence,
and this identified a number of risk areas all of which have
been addressed through a combination of technical and
procedural changes.
Our plans for 2018 include:
• Undertaking a second-stage cybersecurity audit,
and signing up for the government-approved Cyber
Essentials scheme.
• Adapting our IT environment as necessary to ensure
that we comply with the General Data Protection
Regulation.
• Progressing towards identifying and commissioning a
new IT platform to enhance the member experience
and drive forward our operational efficiency.
CIPR
Integrated Report 2017
18

19. £4,30
£4,07
£3,946
£4,157
£4,175,9
£4,096,65
£1,270,21
£1,271,994
£1,331,853
£150,462.00
£97,243.00
FINANCIAL CAPITAL
The Institute’s full financial results have been published online.
There have been no changes in accounting policy in 2017. Income rose
significantly in 2017 compared with 2016, while pre-tax expenditure, including
staff costs, was reduced.
2017 2016 2015
Income £4,308,187 £4,078,694 £3,946,717
Pre-tax Expenditure £4,157,725 £4,175,937 £4,096,653
of which staff costs £1,270,216 £1,271,994 £1,331,853
Pre-Tax Surplus/(deficit) £150,462 £(97,243) £(149,936)
The main contributors to increased income were Training and Membership
subscriptions, particularly those raised from Corporate Affiliate members.
The Institute has reviewed the basis on which it has been paying Corporation
Tax. As a result, not only is there no Corporation Tax payment for 2017,
but the payments made for 2015 and 2016 have been reclaimed.
Unexpectedly, given our anticipated office move, there have been no overall
move costs in 2017. Indeed, the cost of surrendering the lease on Russell
Square is £22,000 lower than the amount estimated and provided for in the
2016 accounts. Only £5,800 of move costs were incurred in 2017, meaning
that, unusually, £16,200 was returned to the profit and loss account.
The Institute’s reserves rose from £417,225 at the start of the year
to £567,687 at the end.
CIPR
Integrated Report 2017
19

20. ENVIRONMENTAL CAPITAL
Like all organisations, we consume environmental capital as we operate.
In recent years we have taken steps to limit our impact on the environment,
which mostly focus on reducing energy consumption in our office.
We continued this in 2017, and achieved a reduction in our electricity bills
of 23%.
Our main plan for significantly reducing our use of environmental capital
is to move to a building which is smaller and more efficient. In 2017 we
secured a new tenant who plans to move into our existing building, and plans
for a move in 2018 were put in place.
OPERATING ENVIRONMENT
There was no significant change to the operating environment in 2017.
In 2018 we expect the introduction of the General Data Protection Regulation
(GDPR) to have a significant impact on how the Institute and its members
operate. In the later part of 2018 and in 2019, the UK’s departure from the
European Union may also have an impact on demand for professional services
of different types.
In 2017 the Institute has noted the increasingly rapid changes to IT tools and
platforms available to public relations practitioners, and to others, along with
the rise to prominence of systems making use of artificial intelligence (AI) across
a wide range of business areas.
The CIPR will ensure that it provides best practice guidance to members
on the implementation of the GDPR, and that the implications of Brexit are
fully explored and accounted for, both by the Institute and its members in
their own work. An AI panel will also be set up to look at the impact of new
technology on the profession.
CIPR
Integrated Report 2017
20

21. 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 six times over
the year.
STANDING COMMITTEES
In 2017, 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.
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 2017.
CIPR
Integrated Report 2017
21

22. CIPR
Integrated Report 2017
22

23. 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 main risks and their
mitigation for 2017 is set out below.
HIGH RISKS
Financial Capital: The only high risk at the start of the year was the potential
failure of existing activities to generate planned income, with an accompanying
failure to bring new services online in a timely manner. During the year
this risk was partially mitigated through successful campaigns to promote
membership, steady expansion of our Corporate Affiliate scheme and healthy
growth in our Training business. The residual mitigation of this risk, a move
from our current premises to smaller and more affordable accommodation,
was agreed in principle with our landlords during the year and is expected to
take place in 2018.
MODERATE RISKS
Financial Capital: Historic weaknesses in forecasting as well as in the
reporting of Group finances were further mitigated in 2017 through the
inclusion of Group finances in our budgeting and forecasting processes.
Social Capital (Making a commitment to membership): As with Financial
Capital, this risk was mitigated through campaigns which yielded the highest
number of new joiners for several years. In addition member retention was at
the highest rate since records began at 83%.
Social Capital (Building a community of volunteers): In April 2017 we
launched a new online platform, CIPRNet, which for the first time allows all
our volunteers to communicate with each other directly. A range of volunteer
Task and Finish Groups were established in the early part of the year to
involve members in the creation and development of policy and best
practice for the Institute.
Manufactured Capital (Systems and services): A key risk in this
area was failure to ensure that the CIPR is compliant with the General
Data Protection Regulation before it comes into effect in May 2018.
In October we undertook a GDPR audit of the organisation which
yielded a gap analysis report. This report is being used as the basis
of a plan of work to eliminate remaining areas of non-compliance
before the deadline.
LOW RISK
Other elements of the value cycle are considered to have risks,
but these are low and therefore not included in this summary.
CIPR
Integrated Report 2017
23

24. 2017 VOLUNTEERS
BOARD OF DIRECTORS
Jason MacKenzie Found. Chart. PR, FCIPR
(President 2017)
Sarah Hall Chart.PR, FCIPR (President Elect)
Stuart Bruce Chart.PR, FCIPR
Kevin Taylor Chart.PR, FCIPR
Simon Thompson FCIPR
(Chairman of Finance Committee)
Rob Brown FCIPR (President 2016)
Colin Byrne
Lindsey Collumbell Chart.PR, FCIPR
Keith Coni
Paul Wilkinson FCIPR
COUNCIL
Andrew Bartlett Chart.PR, MCIPR
Paul Beckford MCIPR
Michael Blowers MCIPR
Rob Brown FCIPR
Stuart Bruce Chart.PR, FCIPR
Rachael Clamp MCIPR
Lindsey Collumbell Chart.PR, FCIPR
Jenni Field FCIPR
Andy Green FCIPR
Anne Gregory Hon FCIPR
Sarah Hall Chart.PR, FCIPR
Hayley James Chart.PR, MCIPR
Lisa Jones Chart.PR, MCIPR
Samantha Livingstone Chart.PR, MCIPR
Jason MacKenzie Found. Chart. PR, FCIPR
Eva Maclaine Found. Chart. PR, FCIPR
Ella Minty Found. Chart. PR, MCIPR
Mandy Pearse MCIPR
Sarah Roberts Chart.PR, MCIPR
Charlotte Sansom Found. Chart. PR, FCIPR
Steve Shepperson-Smith Chart.PR, FCIPR
Jenifer Stirton FCIPR
Laura Sutherland Chart.PR, FCIPR
Chris Taylor Chart.PR, MCIPR
Kevin Taylor Chart.PR, FCIPR
Simon Thompson FCIPR
John Wilkinson Chart.PR, FCIPR
Paul Wilkinson FCIPR
GROUP CHAIRS
Eoghan Mortell FCIPR Wales
Sinead Doyle Chart.PR, MCIPR Northern Ireland
Jenifer Stirton FCIPR Scotland
Mark Oliphant Chart.PR, MCIPR Channel Islands
Amanda Bunn MCIPR East Anglia
Adam Tuckwell FCIPR East Anglia
Antony Cousins MCIPR Greater London Group
Rachel Roberts Chart.PR, MCIPR Midlands
Anne-Marie Lacey Chart.PR, MCIPR North East
Hayley James Chart.PR, MCIPR North West
Natasha Tobin FCIPR Wessex
Rachel Picken Chart.PR, MCIPR South West
Stefan Casey York Lincolnshire
Paul Wilkinson FCIPR Construction Property
Matthew Jervois MCIPR Corporate and Financial
Alison Tobin Chart.PR, MCIPR Education Skills
Frances Hawley MCIPR Not for Profit
Paul Beckford MCIPR Public Affairs
Justin Wilkes MCIPR Health Medical
Jenni Field FCIPR Inside
Shirley Collyer MCIPR International
Mandy Pearse MCIPR Local Public Services
Gillian Reeves MCIPR Marcomms
Jim Sutton MCIPR STEM
Thank you to the volunteers listed here and to all
those who actively volunteer for group committees
and standing committees.
CIPR
Integrated Report 2017
24