DOCSLIB.ORG

Annual Report and Accounts 2017 Objects of the Institute of Directors

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Annual Report and Accounts 2017 Objects of the Institute of Directors Annual Report and Accounts 2017 Objects of the Institute of Directors Our Royal Charter Royal Charters are reserved for bodies that work in the interests of the public and represent pre-eminence, stability and permanence in their field. The IoD was awarded its Royal Charter in 1906 and it remains an acknowledgement of our mission and responsibility to continue to promote professionalism in business. 1 Better Directors Promote for the public benefit high levels of skill, knowledge, professional competence and integrity on the part of directors, and equivalent office holders however described, of companies and other organisations. 2 Better Business Promote the study, research and development of the law and practice of Corporate Governance, and to publish, disseminate or otherwise make available the useful results of such study or research. 3 Better Economy Represent the interests of members and of the business community to government and in the public arena, and to encourage and foster a climate favourable to entrepreneurial activity and wealth creation. 4 Better Services Advance the interests of members of the Institute, and to provide facilities, services and benefits for them. 2 www.iod.com Annual Report and Accounts 2017 | Contents Contents “ As Director General, Objects of the Institute of Directors 2 it is my driving ambition Acting Chair of the Board’s Report 4 to ensure that the IoD provides directors with Director General’s Strategic Review 6 the tools they need to fulfil 2017 Overview 8 their vital role. I have seen • Membership 8 the real benefits the IoD • Professional Development 10 • Q&A: Paul Bolton CDir of Salford 12 provides for members in Professional Development terms of practical advice, • Policy and Representation 13 training, networking and • Policy Wins 2017 14 • Brexit – Key Initiatives 2017-2018 15 lobbying, and have also • Our People and Our Culture 16 observed opportunities • National and Regional Highlights in 2017 18 where we can provide Our Governance Structure 34 greater value.” Governance Statement 36 Stephen Martin Director General of the IoD • Governance and Control of the Institute 36 • Council, Board and Committee Members 37 Corporate Governance Policy 42 Statement of Board Responsibilities 43 Financial Review 44 Independent Auditor’s Report 46 The Accounts 48 IoD Chairs from Geographical Areas 68 IoD Premises 70 www.iod.com 3 Acting Chair of the Board’s Report | Annual Report and Accounts 2017 Acting Chair of the Board’s Report 2017 has been a year of change and During the summer we undertook of consolidation for the IoD. a refurbishment of 116 Pall Mall that included moving the flagship restaurant Early in the year, we welcomed a new to a new location which is lighter and Director General, Stephen Martin and more welcoming. Commensurately, a new Finance Director, Jim Jordan. the food and beverage were enhanced Together, they form a strong team and tailored to the demands of to lead the Institute through its next members, which was also the case phase of growth. As a consequence, with the refurbishment of the Wine much of their effort during the year bar and Café Duke. was to build on existing strengths Chris Walton and to prepare the organisation for Likewise, regional events offered a reinvigorated future. members an improved mix of Acting Chair of the Board development, briefing, debating Our Royal Charter, which was and networking opportunities. granted in 1906, contains four aims. In my words, these are to promote The regions and nations continue to the integrity and skills of directors, be the rock upon which the IoD is built. promote and develop Corporate We are only as strong as our members Governance, promote and represent and we are lucky to have members the interests of business and to who volunteer their time, expertise advance the interests of members of and goodwill. I thank them for this. the Institute. The IoD has vigorously pursued these objectives. Both in the UK and internationally, the IoD’s reputation and brand are strong. The year has seen strong thought This is predominantly a function of our leadership on issues concerning members’ attitudes and efforts. Their governance, business and the ethical standards, aspirations and economy. The IoD has influenced skills shape the nature of the Institute. policy and been a leader in debates on issues such as Brexit, employment The past year has not been without its rights, taxation, national infrastructure, challenges. The IoD faced a governance education and skills, start-ups, GDPR, challenge when allegations were made the gig economy and labour mobility. through our whistleblowing channel by a number of staff members about A visible manifestation of the Institute’s the conduct of a senior colleague. emphasis on director training was the Our response was in accordance with opening of the new IoD Academy on the our Constitution and met the highest 3rd Floor of our Pall Mall headquarters standards of Corporate Governance. that was the finale to the overall An independent investigation into refurbishment. This, together with the the allegations was commissioned, launch of our online “Digital Academy”, and swift and appropriate action will allow us to provide a wider and more was taken in response to the findings. sophisticated offering to our members. 4 www.iod.com Annual Report and Accounts 2017 | Acting Chair of the Board’s Report Following these events, we enter The professionalism and resilience “ The regions and the second half of 2018 with a of our management and staff is also nations continue to refreshed Board. Together with the very much appreciated. Throughout new management team, this Board is the year, they ensured that the IoD be the rock upon imbuing the Institute with a renewed was at the forefront of their efforts. which the IoD is built. sense of purpose and energy. On behalf of the Board, I say “thank you”. We feel privileged to work with We are only as strong I welcome four new independent non- such a talented group of people as our members executive directors: Deborah Davis, and are grateful for their hard work, Kirsty Lloyd-Jukes, Alex Simpson and dedication and resourcefulness. and we are lucky John Watson. They have a range of to have members experience and a skills mix that will After a year of substantial change, serve the IoD well. the Institute continues its consolidation who volunteer and reinvigoration. This work will their time, expertise To those who have left the Board, continue through 2018. Our Charter is I give thanks for the hard work and clear about our goals and the Institute and goodwill.” the dedication that they have shown of Directors understands its mandate. to the IoD. This gives me confidence in its future. Likewise, I thank our members who participated in conversations with us. They drew upon their experience and skills to offer us valuable guidance and advice. www.iod.com 5 Director General’s Strategic Review | Annual Report and Accounts 2017 Director General’s Strategic Review It has been a fascinating first year After a year of observing our as your Director General. I have had performance, our opportunities and the opportunity to visit our offices our challenges, I am drawn to conclude across the UK and to see for myself that, despite being over 100 years old, the fantastic work being done by the IoD’s Royal Charter goals are still IoD staff and volunteers throughout highly relevant to directors who have the regions and nations. I have seen a legal and ethical responsibility for the real benefits the IoD provides the strategic direction of companies, for members in terms of practical charities and other bodies. As Director advice, training, networking and General, it is my driving ambition to lobbying, and have also observed ensure that the IoD provides directors Stephen Martin opportunities where we can provide with the right tools and advice in this greater value. In the coming months, area. I look forward to working with Director General of the IoD we plan to engage with members you to promote better business in to share our ideas on how the IoD the coming years. adapts to the ever-changing global environment and hope to hear views from across the country, so that the Financial Performance Statement IoD remains increasingly relevant 2017 was again a year of continuing to future business leaders. high levels of capital investment in the IoD through the IoD Training Academy This year has, however, also brought on the 3rd Floor of our Pall Mall unexpected challenges. As the headquarters. After a surplus before Acting Chair writes in his introduction, tax of £67k in 2016, the IoD returned the IoD recently had to respond a deficit of £989k in 2017, caused to allegations of inappropriate in part by the continued decline in behaviour within the organisation. membership. This result was achieved This was a sobering reminder of through sales figures of £26.5m, that the importance of having robust were 2% down on prior year, and an Corporate Governance arrangements increase in the overall cost base of 2%. in place that could withstand issues The deficit was accompanied by arising at the highest levels. I truly a cash outflow of £2,451k, driven believe that the IoD should be proud by investments in the new Academy, of its response to these allegations. the introduction of a new CRM system Any attempt to brush the matter and refurbishment of 116 Pall Mall. under the carpet would have been a disservice to our mission. Membership Our governance arrangements I have set ambitious growth targets ensured an independent and fair for the IoD during my tenure as process and we can now move on, Director General, and against this confident that we have practiced ambition is a challenging backdrop.
Load more

Recommended publications
  • Wind Energy in the UK
    Wind Energy in the United Kingdom: Modelling the Effect of Increases in Installed Capacity on Generation Efficiencies Anthony D Stephens and David R Walwyn Correspondence to [email protected] Abstract The decision by the government in December 2007 that the United Kingdom (UK) should build a 33 gigawatt wind fleet, capable of generating about 10 gigawatts or 25% of the country’s electricity total requirement, was a controversial one. Proponents argued that it was the most attractive means of lowering the country’s greenhouse gas emissions, whereas opponents noted that it would result in an unnecessary and burdensome additional expense to UK industry and households. Subsequently there have been calls for the wind fleet target to be further increased to perhaps 50% of demand. Although the National Grid has had little difficulty in accommodating the current output of about 10% of the total demand on the grid, this will not be the case for a substantially larger wind fleet. When the wind blows strongly, turbines shed wind/energy which is surplus to demand, leading to significant reductions in generating efficiencies. The purpose of the research described in this paper has been to develop a method for investigating the likely performance of future large UK wind fleets. The method relies on the use of mathematical models based on National Grid records for 2013 to 2015, each year being separately analysed. It was found that the three models derived using 2013, 2014 and 2015 data were sensibly the same, despite a 30% increase in installed capacity over this period. Importantly the predictions were either relatively insensitive to, or could compensate for, perturbations likely to be seen by the grid in future, indicating that the model from a single year’s records should have wide applicability as a predictive tool.
    [Show full text]
  • Guidance for the Directors of Banks
    IFC Corporate Governance Knowledge Publication 11 FOCUS Guidance for the Directors of Banks Richard Westlake, MA (Oxon.) Foreword by Léo Goldschmidt ©Copyright 2013. All rights reserved. International Finance Corporation 2121 Pennsylvania Avenue, NW, Washington, DC 20433 The conclusions and judgments contained in this report should not be attributed to, and do not necessarily represent the views of, IFC or its Board of Directors or the World Bank or its Executive Directors, or the countries they represent. IFC and the World Bank do not guarantee the accuracy of the data in this publication and accept no responsibility for any consequences of their use. The material in this work is protected by copyright. Copying and/or transmitting portions or all of this work may be a violation of applicable law. The International Finance Corporation encourages dissemination of its work and hereby grants permission to users of this work to copy portions for their personal, noncommercial use, without any right to resell, redistribute, or create derivative works there from. Any other copying or use of this work requires the express written permission of the International Finance Corporation. For permission to photocopy or reprint, please send a request with complete information to: The International Finance Corporation c/o the World Bank Permissions Desk Office of the Publisher 1818 H Street, NW Washington, DC 20433 All queries on rights and licenses, including subsidiary rights, should be addressed to: The International Finance Corporation c/o the Office of the Publisher World Bank 1818 H Street, NW Washington, DC 20433 Fax: (202) 522-2422 Guidance for the Directors of Banks Richard Westlake, MA (Oxon.) IFC Global Corporate Governance Forum Focus 11 About The Author Richard Westlake is based in New Zealand, where he established Westlake Governance, an international governance advisory business, in 1999.
    [Show full text]
  • <Meeting Name> Minutes
    Ordinary Meeting of the General Assembly of IHTSDO, trading as SNOMED International 9 April 2019, 13:30 local time Minutes of Meeting Location: London, United Kingdom Informal agenda 1. Welcome by the Chair of the Management Board Lady Barbara Judge, Chair of the Management Board (MB), welcomed all attendees to the Ordinary Meeting of the General Assembly of IHTSDO, trading as SNOMED International. 2. Confirmation of quorum Lady Barbara Judge confirmed that there was a quorum, with 27 of the 37 represented Member countries in attendance, either in person, over the phone or by a nominated proxy. Brunei and the Kingdom of Saudi Arabia had no representation. 3. Election of a Chair for the General Assembly meeting It was established that the GA had nominated and elected Lies van Gennip, the GA Representative for the Netherlands, to be the Chair for the meeting. The Chair stated that the GA meeting had been convened according to the IHTSDO Articles of Association, cf. the Articles clause 8.2.6 Page 1 of 9 Formal agenda presided over by the agreed Chair 4. Confirmation of attendees and alternates with designated power of attorney Attendees Apologies Name Role Name Role Lies van Gennip Chair, representing the Alejandra Lozano Representing Chile (LVG) Netherlands (ALO) Alejandro Lopez Vasos Scoutellas Representing Argentina Representing Cyprus Osornio (AOS) (VSC) Steven Issa (SIS) Representing Australia Vicky Fung (VFU) Representing Hong Kong, China Guðrún Auður Stefan Sabutsch Representing Austria Harðardóttir Representing Iceland (SSA) (GAH)
    [Show full text]
  • Fortis Consulting London
    Fortis Consulting London Honorary Treasurers Forum ‘Brexit & Charities’ 16 November 2017 Cass Business School Fortis Consulting David Stringer-Lamarre London • Managing Director, Fortis Consulting London • Chairman, Institute of Directors, City of London • Chairman Elect, Institute of Directors, London Region • Bank of England IoD City of London Panel Member • Honorary Senior Visiting Fellow, Cass Business School • Court Member of the Worshipful Company of Glaziers (an ancient Livery Company) Fortis Consulting Content of the Presentation London • Introduction • Some economic data • ‘Brexit means Brexit’ – variations on a theme • Challenges for UK • Challenges for UK PLC • Charities – Income, some thoughts • Charities – Costs, some thoughts • Questions & Comments Fortis Consulting Fortis Consulting London London 4 divisions • Consulting • Partnership Facilitation (Business Matching) • Seminars • Coaching Various partners: • Law, Wealth Management, Music, Cyber Security, Computational Modelling, Debt Recovery Fortis Mark Carney, Governor of Consulting London the Bank of England Fortis ConsultingFortis LondonConsulting Stock Markets London 23/6/16 10/11/17 % FTSE 100 6338 7433 17.28 FTSE 250 17334 20021 15.5 DAX 10257 13127 27.98 CAC 4464 5381 20.54 DOW JONES 18011 23422 30.04 HANG SEN 20868 20868 39.55 NIKKEI 16238 22681 39.68 Fortis ConsultingFortis LondonConsulting Currency London 23/6/16 10/11/17 % GBP/€ 1.298 1.1306 -12.9 GBP/$ 1.465 1.3189 -9.97 GBP/HKD 11.36 10.289 -9.43 GBP/JYD 152.97 149/7428 -2.11 GBP/CNY 9.63 8.7596 -9.04 Fortis
    [Show full text]
  • Corporate Governance in Family-Run Businesses in Thailand
    Corporate Governance in Family-Run Businesses in Thailand Wali-ul-Maroof Matin Introduction Good corporate governance has become a universal business and management quality issue in recent times. “Corporate Governance”, a term that scarcely existed before the 1990s, is now universally involved whenever business and finance are discussed (Keasy, et al, 2005). The rule of law does not always appear to suffice when preventing profit-oriented entrepreneurs from manipulating the market using professional tricks. Altogether, a focus on governance, rather than on mere rules has become important. However, the process ultimately has to add value to the stakeholders’ assets, return on investment, return of equity etc. This particular study will focus on the corporate governance of family-run companies in Thailand, the firms that are owner-managed or founder-run (Dalton, 2005). The Stock Exchange offers them to funding sources, an alternative to the costly banking system. As they grow out of the family circle in collecting funds, they get into the classic principal- agency problem. Management of “Other People’s Money” (OPM) is a genuine concern. The related academic fields are shown in a Venn diagram below (Neubauer and Lank, 1998). Here, we will focus on the amalgamated center. The good governance practices of the owner-managed business, which is usually a small or medium size business where family members of the entrepreneurs take stakes, is the focus of this study. Entrepreneur Owner Managed Business Small & Medium size Enterprises Family Conceptual and Methodological Framework 1 Modern economic theories on analyzing company governance and its relationship with performance, management leadership, entrepreneurship, profit, equity and other related issues and the ramified influence of all these on a national economy and beyond are employed in the study.
    [Show full text]
  • Center on Global Energy Policy” (PDF)
    CENTER ON GLOBAL ENERGY POLICY Where The World Connects For Energy Policy A LEADING GLOBAL PLATFORM FOR RESEARCH, DIALOGUE A CHANGING ENERGY LANDSCAPE AND UNDERSTANDING OF OUR ENERGY FUTURE The 21st Century has brought great markets, transforming the global gas The Center on Global Energy Policy at Columbia University’s School of International and Public Affairs upheaval to the energy world, with far- market, raising new questions about seeKs to enrich the quality of energy dialogue and policy by providing an independent and nonpartisan reaching implications for geopolitics, long-term energy demand, upending platform for timely, balanced analysis to address today’s most pressing global energy challenges. the global economy and the traditional utility business models, The Center convenes international energy leaders, produces policy-relevant, accessible research and environment. Changes in the energy bringing modern energy services actionable recommendations, and trains students to become the next generation of energy scholars, sector are reshaping relations between to many who now lack them, and executives and policymaKers. Based at one of the world’s great research universities in New YorK City, nations. Shifts in energy prices are playing a central role in addressing CGEP leverages its proximity to fnancial markets, business and policymakers, and Columbia’s world affecting patterns of economic climate change and other pressing class faculty and global reach, to bring deep expertise to the exploration and understanding of our growth. Growing energy sector environmental challenges, among energy future. Columbia University’s Center on Global Energy Policy is Where the World Connects emissions are changing the global many other impacts.
    [Show full text]
  • Hiscox Ltd Report and Accounts 2020
    Hiscox Ltd Report and Accounts 2020 Ownership Passionate, commercial and accountable. Ownership means making it your business.. Why ownership is so important to us Taking ownership means making it your business. It means being passionate, curious and restless, always looking for a better way of doing things. We strive to be the kind of people who take responsibility, are ambitious, accountable, pragmatic, tenacious and proudly high-achieving. In a growing business like ours, taking initiative is something we expect of everyone, regardless of their role. It shows itself in a willingness to speak up, to confront problems, to avoid easy excuses, and to embrace hard work. These are qualities we have always valued and nurtured. But in 2020, Covid-19 meant that instinct to step up and take ownership was more vital than ever before. It is in difficult times that our values are tested, but it is also in difficult times that they prove the greatest guide. Throughout this report, you will find some examples of how we showed ownership in 2020. Hiscox is a diversified international insurance group with a powerful brand, strong balance sheet and plenty of room to grow. We are headquartered in Bermuda, listed on the London Stock Exchange, and currently have over 3,000 staff across 14 countries and 35 offices. Our products and services reach every continent, and we are one of the only insurers to offer everything from small business and home insurance to reinsurance and insurance-linked securities. Chapter 1: Chapter 2: Chapter 3: Chapter 4: A balanced
    [Show full text]
  • Foreign Participants (PDF)
    Name: Datin Paduka Hajah Adina Othman Position: Deputy Minister, Ministry of Culture, Youth and Sports Country of Origin: Brunei Biography: ADINA OTHMAN is the Deputy Minister of Culture, Youth and Sports since May 2010. She graduated from University of Kent, and University College, London in 1977 and 1980 respectively. Her working experiences encompass the fields of culture, youth and sports and community development. She is also a former Commissioner for ASEAN Commission on the Promotion and Protection of the Rights of Women and Children. She is a leading proponent on the rights of women and children and other vulnerable groups and delivered various papers in areas covering Community Development and Women issues. It is an undeniable fact that in order to achieve real and lasting progress, women must be placed at the forefront of the socio-economic agenda. Empowering women is key towards a more sustainable and better quality of life for all. Our presence here today and our achievement to date is living testament of that fact. It is therefore a privilege and an honour for me to be among the contributors of such progress at the World Assembly for Women in Tokyo 2014. This Assembly allows us to reaffirm our commitment to the continued participation of women and press towards a more equitable society for us all. I wish to congratulate Japan for organizing such a prestigious event and pray that the successful convening of WAW! Tokyo 2014 would spur women’s power from strength to strength for the benefit of all – men, women and children and towards enhancing greater peace and understanding in the world.
    [Show full text]
  • Wood in a Time of Covid Robin Watson on Handling a Global Pandemic and Greening the Planet’S Future
    AUTUMN 2020 iod.com/scotland Direction The official membership magazine for the Institute of Directors in Scotland Director of the Year winners announced Putting diversity and inclusion at the heart of your recruitment Build back better – not business as usual Wood in a time of Covid Robin Watson on handling a global pandemic and greening the planet’s future IoD Scotland This is the time to invest & Direction National Director Scotland: in leadership Malcolm Cannon For email enquiries: [email protected] As we face the prospect of an extended period of Covid-19 W: www.iod.com restrictions, it’s never been more important for directors to Address: 10 Charlotte Square, know that the IoD is there for you with help, advice and training Edinburgh EH2 4DR opportunities, says IoD Scotland Chair Aidan O’Carroll T: 0131 557 5488 Direction is the official With the latest measures just announced on to come out of this difficult period with a keen membership magazine further restrictions being placed on everyone in focus on building an exciting future. of Institute of Directors Scotland as a result of Covid-19, we all face the That is why IoD has converted its learning Scotland and is prospect of trying our very best to keep our modules to digital, why we are engaging with so published by: spirits up through such worrying times. many members and non-members alike with a Chamber Media While the focus quite rightly is on trying to series of webinars, and why we are determined Services, 4 Hilton Road, protect as many as we can from this awful to represent our members views at the highest Bramhall, Stockport, disease, we also have an important role to play levels of Government.
    [Show full text]
  • London Middle East Institute, SOAS Annual Report 2012/2013 and Financial Report 2011/2012
    London Middle East Institute, SOAS Annual Report 2012/2013 and Financial Report 2011/2012 LMEI ANNUAL REPORT 2012-2013 LMEI ORGANISATION AND MEMBERSHIP (2012-13) Staff of the London Middle East Institute Director: Dr Hassan Hakimian Executive Officer and Company Secretary: Ms Louise Hosking Events and Magazine Coordinator: Mr Vincenzo Paci Administrative Assistant: Ms Valentina Zanardi Coordinating Editor (Middle East in London Magazine): LMEI Board of Trustees Ms Sarah Johnston Designer (Middle East in London Magazine): Prof. Paul Webley (Chair), Director, SOAS Ms Shahla Geramipour Dr John Curtis, British Museum HE Sir Vincent Fean KCVO, HM Consul General to Jerusalem LMEI Advisory Council Prof. Ben Fortna. SOAS Lady Barbara Judge (Chair) Prof. Graham Furniss, SOAS Sheikh Mohamed Bin Issa Al Jaber, MBI Al Jaber Foundation Mr Alan Jenkins (Founding Patron and Donor of LMEI) Dr Karima Laachir, SOAS Prof. Muhammad Abdel-Haleem, OBE, SOAS Prof. Annabelle Sreberny, SOAS HE Mr Khaled al-Duwaisan GCVO, Ambassador, Embassy of Dr Barbara Zollner, Birkbeck, University of London the State of Kuwait Mrs Haifa Al Kaylani, Arab International Women’s Forum Dr Khalid Bin Mohammed Al Khalifa, University College of Bahrain Prof. Tony Allan, Geography Department, King’s College Dr Alanoud Alsharekh, LMEI and Fellow, St Antony’s College Mr Farad Azima, Iran Heritage Foundation Mr Stephen Ball, KPMG LMEI Research Associates Dr Noel Brehony, MENAS Associates Ltd Mr Charles Buderi, Curtis, Mallet-Prevost, Colt & Mosle LLP Dr Hamid Keshmirshekan Ms Zeynep Dereli, APCO Worldwide Dr Mohammad Nafissi Prof. Magdy Ishak Hanna, British Egyptian Society Dr Kathryn Spellman Poots HE Mr Mazen Kemal Homoud, Ambassador, Embassy of the Prof.
    [Show full text]
  • Men and Women Working Together for Real Change
    Men and women working together for real change June 2017 30% Club . The 30% Club is a global campaign that signs up Chairs and CEOs to take action to create a better balance of men and women at all levels of their organisations as a business imperative rather than a ‘women’s issue’. The Club launched in the UK in 2010 with a target of a minimum of 30% women on FTSE-100 boards by 2015. There are 215 members of the UK Club and the proportion of female FTSE-100 directors has risen from 12.5% to 27%*. As of 2016 the scope of the above target was extended to a minimum of 30% women on FTSE-350 boards by end 2020 (currently at 23.5%*) . In tandem with the above – and in order to ensure that this 30% remains sustainable – we have also established a pipeline target of a minimum of 30% women at senior management level of FTSE-100 companies by 2020 (currently 19.4% at Executive Committee level**). The 30% Club is becoming an international community. It complements and amplifies individual company efforts and existing initiatives through collaboration, sharing of best practice, measurable goals and joined-up actions. The 30% Club does not believe in mandatory quotas. Instead, the 30% Club is aiming for meaningful, sustainable, business- led change, as recommended by the Davies and Hampton-Alexander Reviews. Scarce representation of women at senior levels is a global phenomenon. Local 30% Clubs have been launched in the US, Hong Kong, Ireland, Southern Africa, Australia, Malaysia, Canada, Italy, the GCC and Turkey.
    [Show full text]
  • Inside the Political Market
    Notes Preface and Acknowledgements 1 Priestley, 1968. Reviewing a book on the latest American campaign tech- niques the same year, Labour agent Terry Pitt warned colleagues that politi- cians ‘will be promoted and marketed like the latest model automobile’ (Labour Organiser no. 558, December). 2 Palast, 2002, p. 161–69. 3 Editorial in The Observer, 18th August 1996. 4 The speech was made to the pro-business Institute of Directors, ‘Mandelson: We sold Labour as news product’, The Guardian, 30th April 1998. 5 Hughes and Wintour, 1990; Gould, 1998. 6 Cockett, 1994. Introduction: Inside the Political Market 1 Coates, 1980; Minkin, 1980; Warde, 1982. 2 Hare, 1993; ‘Top Consumer PR Campaigns of All Time’, PR Week 29th March 2002. Of the other politicians featured the Suffragettes and Conservatives (1979) occupied the fifteenth and sixteenth places respec- tively. 3 Gould, 2002; Gould, 1998, p. 81. 4 Abrams and Rose with Hinden, 1960; Gould, 2002. 5 Mandelson and Liddle, 1996, p. 2; see also Wright, 1997. The Blair leader- ship, like most politicians, deny the extent to which they rely on profes- sionals for strategic input and guidance (Mauser, 1989). 6 Interviewed on BBC1 ‘Breakfast with Frost’, 14th January 1996, cited in Blair, 1996, p. 49. Blair regularly returns to this theme: in his 2003 Conference speech he attacked the interpretation of ‘New Labour’ as ‘a clever piece of marketing, good at winning elections, but hollow where the heart should be’ (The Guardian, 1st October 2003). 7 Driver and Martell, 1998, pp. 158–9. 8 Crompton and Lamb, 1986, p. 1. 9 Almond, 1990, p.
    [Show full text]