Qualityworld - Chartered Quality Institute

The Chartered Quality Institute 

Annual Report 2011 

Registered Charity No: 259678 

Registered Address: 2nd Floor North, 

Chancery Exchange, 10 Furnival Street, 

London, EC4A 1AB 

www.thecqi.org

Contents 

05 Chair’s message 

06 Working for you 

08 New member products and services 

12 IRCA 

14 Influencing 

22 Excellent organisation 

24 Trustees’ report 

31 Independent auditor’s report 

32 Consolidated statement of financial activities 

33 Balance sheets 

34 Notes forming part of the financial statements 

44 Board of Trustees 

45 Senior executive staff 

45 Principal professional advisers 

46 CQI branches and boards 

02 www.thecqi.org

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Chair’s statement 

2011 has been a year of change and progress for the CQI and one in which we have continued to lay 

the foundations for growth. 

The CQI’s vision is to have ‘quality at the heart of every organisation’ and this is being progressed 

through the delivery of three strategic themes: increasing the influence of quality, developing the 

profession, and becoming an excellent organisation. Nothing symbolised the CQI’s confidence and 

future ambitions more than our relocation to new headquarters, leaving a traditional regency town 

house in Belgravia, London, for a contemporary, open-plan office on the edge of the City of London at 

Chancery Lane. 

Another major infrastructure project dominated the year’s work: replacing our finance system and 

membership databases and improving our business processes to enable the development of more 

customer-focused member services. This is a major undertaking for the CQI and one that will be 

delivered in 2012. We also invested in two newly designed websites, for both the CQI and our 

global sister brand, IRCA. Understanding that websites are, ever increasingly, the main interface for 

organisations and their stakeholders, we refurbished both sites, making them more vibrant, dynamic 

and navigable. 2011 also saw the hosting of a successful member conference, our first for three 

years. Headline speakers included Andrew McMillan, former head of customer service for John 

Lewis, Jo Fairley, co-founder of Green & Blacks and Sir Richard Needham, former minister and 

senior independent director for Dyson. The day attracted excellent feedback from both delegates and 

sponsors, and established a template for an annual CQI quality event. 

Developing our membership offer, we introduced the new CQI grade of Practitioner, providing better 

progression for members between the levels of Associate and Member. For our IRCA brand, we 

recruited a new team to ensure IRCA’s continued leadership in the global accredited certification 

industry. Headed by technical director, Peter Lomas, the focus will be to enable IRCA to meet the 

changing needs of our customers and to represent them globally. 

Having invested significantly in our infrastructure, we ended the year on a better than planned financial 

footing, generating a surplus comparable with those of the past three years, and with the foundations, 

either firmly in place or in progress, for our continued transformation and future growth. Suffice to say, 

all this has been achieved as a direct result of the hard work and loyalty of CQI’s loyal members and 

staff and I would like to take this opportunity to recognise and thank everyone who has been involved, 

in whatever capacity, in assisting the CQI in its journey. Your efforts are hugely appreciated and 

furthermore, they are making a difference. 

Peter Bennett 

Chair of the Board of Trustees 

04 www.thecqi.org

Working for you 

Volunteer members are the lifeblood of the CQI. 

The institute relies on the dedication of members, and non-members, 

who give their time to help run the boards, regions and branches, and 

special interest groups which ensure the CQI is able to represent the 

profession and be the leading voice for quality in the UK. 

And for our volunteers, involvement in the work of the institute gives 

the opportunity to develop their professional skills and experience, 

to attend a diverse range of vibrant events, to network and establish 

important contacts and to influence the future direction of the 

institute, and of the quality profession. 

Mel Blackmore, managing director 

of Blackmores, Quality Management 

Services, and chair of the CQI’s 

Eastern region: 

“As the professional body for quality, 

the CQI has been the vanguard 

throughout my career. At the 

beginning of my career the CQI 

courses and regular updates helped 

me to keep ahead of the game. 

Through my passion to raise standards, 

I felt it was necessary to get more 

involved with the development of 

standards, which is why I volunteered 

to be a member of the CQI Standards 

Development Group which has given 

me an insight into how standards are 

created and evolve. 

The time given to chairing the CQI 

Chiltern Regional Branch and the 

CQI Eastern Region has also been an 

excellent opportunity to network and 

raise my profile as a chartered quality 

professional.” 

Ian Mitchell, director of quality at 

BAE Systems Submarine Solutions, 

CQI FCQP and CQI volunteer: 

“Being an active member of the 

CQI has benefited me in many 

ways. It has given me recognition 

in my industry as being qualified 

to fulfil my role, the ability to exert 

influence through my involvement 

in the special interest groups, 

conferences, and the local and 

national sector groups, and CQI 

training has enabled me to lead on 

quality and raise the professional 

competence of my team. 

Above all, CQI membership has 

enabled me to put something back 

into the profession I have worked in 

and enjoyed for over 20 years.” 

Howard Cooper, head of quality at 

Sellafield Ltd and steering group 

member of the CQI’s nuclear special 

interest group: 

“Through events, publications, 

research and online forums, the 

CQI’s NucSIG provides a focus for 

the development and promotion 

of quality professionals within the 

industry. 

Topics as diverse as nuclear supply 

chain quality and leadership and 

management commitment have 

been covered at recent events, and 

the NucSIG has published a 

Nuclear Quality Knowledge document 

which provides specialist guidance for 

quality professionals in the industry. 

It is difficult to see how such 

an effective network of quality 

professionals could be established 

without both the leadership of the 

NucSIG steering group and the 

umbrella support provided by the CQI.” 

CQI CEO Simon Feary addressing Conference 2011 

To find out more about the 

rewarding volunteering 

opportunities at the CQI, visit: 

www.thecqi.org/Community/ 

Volunteers 

06 www.thecqi.org

New products and services 

New member benefits 

From iQ, the new CQI volunteer newsletter, to Quality Jobs, the new 

online jobs board for quality job hunters and recruiters, 2011 saw the 

introduction of a wealth of brand new products and services for CQI 

members. The CQI conference for quality professionals was reinstated 

and a precedent set for an event that will become an annual focal point 

in the CQI and the wider quality profession’s calendar. 

We launched a new CQI membership grade, that of Practitioner (PCQI). 

With 25 new applications and 33 transfers from Associate in 2011 

alone, the Practitioner grade provides the opportunity for those 

involved in certain quality disciplines, such as process improvement 

and auditing, to enhance their status and gain professional 

recognition for their skills. It also provides a vital stepping stone 

for advancement from Associate to Member. 

And in 2011 we introduced a brand new academic qualification for 

quality professionals, the CQI Diploma. Aimed at individuals looking 

to expand their knowledge and improve their career prospects, the 

Diploma is an approved standard of achievement recognised by 

employers as the mark of a true quality professional. 

Robert Gibson, Deputy editor 

“We launched the first issue of iQ in 

September after consulting with the 

CQI’s volunteers so that we could 

provide them with the information 

they needed to support the CQI in its 

work and to help promote quality as 

a profession. Every month it features 

news, updates and an interview with 

the ‘volunteer of the month’ and it’s 

already helping to build the profile 

of our volunteers.” 

08 

The CQI offers flexible learning options designed for busy people 

to fit around their working lives. These include part-time classes 

and distance learning. We also have a network of 23 education 

training centres across the UK. 

We also began work to renew our CQI corporate membership 

programme, which offers tailor made training and professional 

membership schemes for individual organisations. 

Signalled by the recruitment of a corporate account manager, we 

began by working with existing and potential scheme members to 

develop a new corporate membership offering, which will recognise 

organisations’ HR quality systems and competency assessments. 

The new corporate scheme will launch in 2012. 

The CQI recognises excellent quality practice elsewhere, for example, 

in awarding five CQI Royal Electrical and Mechanical Engineers 

(REME) annual awards for engineering excellence delivered through 

effective change programmes, deployed through management 

systems and supported by personnel training and development. 

Sue Cotter, 

Corporate account manager 

“There has been a growing interest 

in our new employer programme 

which reflects the increasing 

recognition that quality can give 

today’s businesses a real, competitive 

advantage. In 2011, we focused on 

some major updates to the CQI’s 

company membership scheme for 

implementation in 2012, with new 

benefits such as networking events 

and dedicated updates.” 

www.thecqi.org

Tara Nesham, quality engineer for 

BAE Systems Submarine Solutions: 

“I’ve always wanted to become 

a chartered engineer but due to 

my career just being in its early 

years, full membership to the CQI 

wasn’t really an option straight 

away. When the Practitioner grade 

was introduced it seemed like the 

first logical step in my ambition of 

gaining full membership. 

Achieving the Practitioner 

grade has given me professional 

recognition amongst my peers 

and getting involved with the 

institute has grown my professional 

network. Giving potential members 

a stepping stone to full membership 

rather than a barrier encourages 

more people to get involved.” 

CQI Diploma student, 

Sara Salim: 

“I found the CQI Diploma course 

challenging, thought provoking 

and satisfying. The topics covered 

were varied and interesting. 

The CQI Diploma has given 

me a greater understanding of 

management systems and the 

application of quality standards, 

which has proved to be of 

considerable benefit and assisted 

me in completing my Bachelor of 

Engineering degree which I was 

undertaking at the same time. 

Having taken on a 

more responsible role, the 

understanding gained from the 

CQI Diploma has caused me 

to work in a more structured 

manner, enabling me to bring 

about results and resolutions to 

problems sooner.“ 

Geoff Holt, course director 

and centre manager for 

Temple QMS: 

“Our experience is that the new 

CQI syllabus is much more closely 

aligned to the needs of industry 

and business – within both 

manufacturing and service sectors. 

Many of our students are involved 

in workplace improvement projects 

which lead to real business benefit 

and give important added value to 

their courses of study, as well as 

leading to professional recognition. 

The new structure of ‘building 

blocks’ of smaller stand-alone 

qualifications is very valuable.” 

David Armstrong, vice president for 

quality UK and head of engineering 

improvement for SELEX Galileo: 

“SELEX Galileo has worked with the 

CQI to establish clarity with regard to 

the responsibilities and skills required 

of the quality professional and also 

the unique contribution quality 

professionals make in support of their 

businesses. 

By working closely with the CQI, 

we are able to jointly develop those 

assets (competency frameworks, 

evaluation tools and learning and 

development training materials) 

which will enable us to develop the 

skills of our employees to meet the 

changing needs of our business. The 

CQI helps Selex Galileo to establish 

an ‘aspirational’ culture both at the 

corporate and individual level.” 

CQI 2011 at a glance 

• CQI Conference – 104 delegates, 

four corporate sponsors 

• 58 new CQI Practitioners 

• New CQI Diploma students: 141 

• Total number of CQI students for 

2011: 283 

• 379 CQI training course delegates 

Peter Wilson, Lt Col P A Wilson 

REME CEng FIMechE: 

“The CQI awards rightly 

recognise the professional 

engineering of REME in its role 

in supporting the equipment 

capability of the British Army. 

All the winners of the award, 

not just the overall winner, have 

shown professionalism in 

seeking to improve the 

way that each unit has 

supported its parent 

formation. It is a credit 

to all involved that this 

professionalism has been 

recognised by the CQI.” 

10 www.thecqi.org

IRCA 

IRCA provides certification for management systems auditors in 120 

countries and an online register for employers and clients to access. 

IRCA also operates certification schemes based on international 

management systems or industry sector standards and accredited 

training for some 60,000 auditors annually across the world. IRCA 

enjoyed increased activity in 2011. The register of IRCA certificated 

auditors now exceeds 14,000 auditors. 

We added two new IRCA certification schemes on the new international 

Energy Management standard, ISO 50001, and Pharmaceutical 

Quality Management. This means that IRCA now operates a total of 15 

certification schemes. Signalling plans to renew and refresh IRCA, two 

new dedicated senior staff were also recruited, including Peter Lomas as 

executive director for IRCA. Peter joined IRCA after more than 20 years 

of working in the auditing industry and his role will be to help IRCA further 

develop its brand as the world’s leading auditor certification body. 

Richard Kane, managing 

director of Stallard Kane 

Associates and IRCA Safety 

Schemes in Procurement 

(SSiP) assessor: 

“Since becoming an IRCA 

assessor, I now feel that I am 

recognised as competent 

to be able to fulfil my role 

as an SSiP assessor. Having 

the IRCA logo on my emails 

gives me the confidence to 

carry out SSip assessments 

knowing that the recipient is 

receiving a response to their 

assessment from a qualified 

assessor.” 

12 

Peter Lomas, executive 

director for IRCA: 

“Perhaps because of the 

prevailing economic 

conditions, IRCA’s global 

register grew by nearly 700 

in 2011. 

During times of economic 

turbulence, the value 

placed on certification 

as a means of conveying 

competitive advantage 

and assurance gains even 

more credence for both 

auditing professionals and 

employers.” 

As well as leading on ensuring the integrity of IRCA’s range of auditor 

and training certification schemes in order to anticipate and meet the 

changing needs of customers, Peter will also represent IRCA with 

industry stakeholders globally. 

2011 also saw us host a successful annual IRCA international forum 

event in Japan. The annual forum attracted more than 280 delegates 

and featured global names as speakers, including: Dr Nigel Croft, 

chair of the ISO TC 176, the international committee responsible 

for developing the ISO 9000 series of standards and guidance 

documents; and Dr Yoshinori Iizuka, Professor of the Graduate School 

of Engineering at Tokyo University. 

IRCA at a glance 

• IRCA’s global register: 14,385 

• IRCA’s students: 59,000 

• Japan international forum delegates: 284 

Dave White, LRQA business assurance 

strategic technical learning and 

development manager: 

“LRQA’s training courses and tutors have 

been using IRCA registration for many 

years. Our courses and our tutors are 

independently approved and monitored 

ensuring our courses satisfy the latest 

management system requirements and 

are delivered by knowledgeable and 

competent tutors. 

The ongoing monitoring of 

courses and tutors is carried out by 

very competent reviewing officers so 

approval is a valued achievement. 

This independent recognition gives us 

confidence in our product together with 

a very welcome market advantage.” 

www.thecqi.org

Influencing 

Raising quality’s profile 

One of the institute’s three strategic objectives is to build a greater 

awareness and understanding of the role of the quality profession. 

In support of this, 2011 saw the upgrade of both the CQI and IRCA 

websites, improved member communications, increased social media 

activity, more CQI events, and a greater representation of the profession 

at relevant external events. 

CQI communications 

Over the course of the year, we launched refreshed designs for both 

the CQI and IRCA websites, complete with cleaner page formats, 

improved interactivity, greater impact and better functionality. 

2011 also saw the launch of several new member communications 

products, including: a brand new monthly CPD e-newsletter for all 

CQI members; iQ, a new e-newsletter specifically for CQI member 

volunteers; and Quality Jobs, the CQI’s brand new online job service 

for those seeking and recruiting for positions in the quality and 

auditing arenas. 

Paul Simpson, FCQI CQP, chair 

of the CQI Editorial Advisory 

Panel and the Milton Keynes 

branch: 

“iQ is an entertaining and 

useful addition to the CQI’s 

communications with 

volunteers. Personally, I find it 

too easy to lose track of what 

other members and groups are 

doing when juggling work in 

the local branch and region 

with the day job, but iQ gets 

my head up and looking 

around. We have already used 

a couple of great ideas from 

other branches to the benefit of 

our local Milton Keynes branch 

members.” 

CQI social media 

We expanded our social marketing activity in 2011, supporting both 

the CQI and IRCA brands and our flagship communications products, 

Qualityworld and INform, with dedicated Twitter feeds. We also grew our 

CQI and IRCA LinkedIn threads to host the latest in quality and global 

auditing discussions and debates. Launched in 2010, we have also 

established and grown the reach of the CQI’s weekly CEO blog which 

applies a quality perspective to topical news and events. 

World Quality Day 

The CQI’s World Quality Day (WQD) is becoming a major focus for our 

global annual awareness raising programme, allowing our members to 

host events, such as interactive workshops and competitions, in both 

their workplaces and communities. Organisations supporting WQD in 

2011 included Sellafield Ltd, EDF Energy, the AA and DHL. The CQI 

also reinstituted the memorial Loxham Lecture in 2011, hosting a 

successful event with the Royal Statistical Society. 

We introduced an array of member resources to support the event. 

For example, we developed a brand new short film, the Handy Guide 

to Quality, which gave a quirky introduction to the world of quality for 

members to either share with colleagues as a virtual film, or to show at 

the beginning of events. The Handy Guide was a real internet hit and 

had been downloaded more than 5,000 times between its launch in 

September and the end of the year. 

Trevor Fossey, global quality assurance programme manager for DHL supply 

chain who ran the Handy Guide to Quality video on DHL’s global intranet: 

“I think this video would make an ideal introduction at any conference, 

workshop or training course on quality as it introduces the various quality 

concepts, which can then be expanded to suit the objectives of the session 

and the business involved. It is a good ‘ice-breaker’ to quality. When many 

non-quality people think of quality, there is a perception that quality equals 

audits and bureaucracy – this video helps to present a different focus on 

quality. Well done the CQI.” 

14 www.thecqi.org

CQI conference 

November 2011 also saw the CQI’s quality conference ‘Quality – 

Transformation, improvement and resilience’. Chaired by ITN’s 

economics editor, Daisy McAndrew, it featured presentations from 

Professor Peter Hines, founder of Cardiff University’s Lean Enterprise 

Research Centre, Andrew McMillan, former head of customer service 

for John Lewis, Jo Fairley, co-founder of the organic chocolate 

company, Green & Blacks, and the innovation consultant and author, 

Paul Sloane. 

Daniel Turner, director of engineering and 

manufacturing, JAM Recruitment: 

“JAM is a leading recruiter in quality. By 

working with CQI, we are helping to raise 

awareness of the JAM brand and broaden our 

reach. Advertising on the CQI’s dedicated 

quality job site, Quality Jobs, assists us with 

candidate attraction, increases our visibility 

in the market and helps to position JAM as a 

recruitment partner in the quality sector.” 

CQI research 

The CQI worked with ATOS Consulting and the Health Service Journal 

(HSJ ) to collate a real assessment of the application and performance 

of quality in the NHS, according to its employees. The resulting research 

achieved coverage through an HSJ webinar and feature and received 

coverage in the Nursing Times and NHS Executive magazine. The CQI 

also hosted a panel session on quality in healthcare at a major public 

sector event on NHS reform. 

We also commissioned research from the Centre of Economic and 

Business Research to demonstrate the value of quality to business and 

to UK plc. We publicised one particular aspect of the research, relating 

to the opinions of business leaders on quality management to coincide 

with World Quality Day. The full report will be published jointly with the 

Chartered Management Institute in 2012. 

Alastair McLellan, editor of the 

Health Service Journal: 

“The turmoil created by the 

government’s NHS reforms saw 

a huge political storm which at 

least twice seemed to threaten the 

future of the Conservative/Liberal 

Democrat coalition. Amidst such 

uproar the research carried out by 

the HSJ and the CQI refocused the 

debate on the key issue of quality 

care and how the reforms might 

affect it. Long after the political 

hullabaloo dies down, it is the 

issues identified in the research that 

will have the greatest impact on 

the future of the country’s health 

services.” 

16 www.thecqi.org

CQI events 

Other events at which CQI was represented in 2011 included the 

Southern Manufacturing exhibition, a quality management event 

hosted jointly with Birmingham City University, and another aimed 

at a public sector audience addressing quality management as a 

means to deliver the efficiency and reform agenda in local services. 

As of 2011, the CQI’s 300 plus member volunteers now benefit 

from a dedicated monthly email newsletter, to enable them to keep 

up to date with all the latest corporate news and the activities of our 

volunteer network. 

In launching a major new publication the Body of 

Nuclear Quality Knowledge by the CQI’s nuclear 

special interest group, which addressed the quality 

skills gap in the nuclear sector, we hosted a 

successful event with speakers and delegates from 

across the industry. They included representatives 

of the Nuclear Skills Academy, Nuclear Industry 

Association, the Nuclear Institute, EDF, AWE, 

Sellafield Ltd, Magnox North and many more. 

Tony Colyer, quality manager, 

Sellafield Ltd: 

“Sellafield Ltd has celebrated World 

Quality Day for the past four years in 

partnership with the CQI. The CQI has 

played a key role from the start with 

initial sourcing of prominent speakers, 

support in seeking event sponsorship, 

utilisation of the CQI website for 

marketing, publicity and general 

administrative support, and provision on 

the day of educational materials for up 

to a 1,000 delegates, a CQI stand and, 

of course, a CQI speaker. This has 

enabled the event to grow year on year 

with the inclusion last year of celebrity 

speakers such as James Cracknell to 

enhance the experience.” 

18 

The CQI’s influencing activity 

The CQI responded to two Department for Business, Innovation and 

Skills consultations, on engendering a ‘Long-term focus for corporate 

Britain’, and ‘Transforming regulatory enforcement’. The CQI’s 

Standards Development Group and Professional Policy Group also 

responded to two ISO reviews, of ISO 9001 and ‘Requirements for 

process assessment and measurement’. 

Peter Carroll, senior lecturer in 

engineering, design and manufacturing 

systems at Birmingham City University: 

“Birmingham City University has 

launched a vibrant programme of 

seminars, hosted jointly with the CQI, 

which brings together students and 

established quality professionals to 

examine some of the contemporary 

and emerging issues for the quality 

profession, including contemporary 

analysis of design and innovation, the 

measurement of customer satisfaction 

and carbon footprint. 

We’re endeavouring to challenge 

and engage so that the profession 

is able to lead on the major issues 

affecting organisational performance 

and economic growth and to influence 

and interact with the broader business 

communities more widely.” 

Delegates at the CQI’s annual conference 

www.thecqi.org

The CQI at large 

To help represent the quality profession externally, we recruited a new 

president in 2011. Jim Speirs, the chair of Ascertiva Group, became 

CQI president after a long history of service both to the CQI and its 

predecessor organisation, the Institute of Quality Assurance (IQA) 

having served previously as president of the IQA (2005 to 2007), 

playing an important role in its reshaping, and then as chair of the 

Board of Trustees. 

CQI CEO Simon Feary also helped spread the message of quality to 

business, representing the CQI at ASQ and IAF conferences and at a 

healthcare and quality conference in Brazil. Simon also participated 

as a judge on high-profile international business awards, including the 

HSBC National Business Awards and the Blackberry Business Enabler 

of the Year Award. 

Jim Speirs, CQI president and 

chair of the Ascertiva Group: 

“I was delighted to become 

CQI president in 2011. Having 

previously served as president of 

the IQA, and as chair of the Board 

of Trustees, I recognise the many 

changes that have occurred and 

what a different and dynamic 

organisation the institute now is. 

It’s a privilege to represent 

the profession, and to assist the 

institute in the realisation of its 

ambitious plans.” 

CQI’s communications at a glance 

The CQI’s jobs board, 

Quality Jobs, lists 

between 350 and 

500 quality jobs 

and receives over 

23,500 hits a month 

WWW… 

The CQI’s flagship magazine, Qualityworld, is read 

by over 10,000 quality professionals and is viewed 

online approximately 1,500 times every month 

INFORM 

Global auditing news straight to your inbox 

Qualityworld Express, Qualityworld’s 

e-zine, receives over 1,700 page 

views every month 

CPD update 

Developing 

your potential 

The CQI’s CPD email is circulated 

CPD to over 8,800 update quality professionals 

Developing your potential 

every month and averages 2,515 

unique opens 

CPD update 

Developing 

your potential 

iQ, the new monthly online magazine 

for CQI’s volunteer members, has 

over 280 page views per issue 

INform, IRCA’s bimonthly 

email magazine, is sent to 

more than 18,000 auditors 

worldwide 

Both the CQI and IRCA websites each average 

between 20,000 and 30,000 hits a month 

20 www.thecqi.org

Excellent organisation 

The CQI made huge progress in its objective of becoming an 

excellent organisation in 2011, most significantly, moving its 

headquarters from a Belgravia town house to a modern, open-plan 

office space in London’s Chancery Lane. As well as providing a much 

more efficient and productive working environment, the move also 

allowed for the physical separation of the CQI’s office and training 

course premises which has delivered a more flexible and cost 

effective training course delivery model. 

The other substantial business improvement project undertaken in 

2011 was to replace the CQI’s financial management system and 

membership databases and update our business processes to ensure 

greater operational efficiency and better interactional arrangements for 

members and stakeholders. To be launched in 2012, the bulk of the 

project’s work and preparation has been delivered by CQI staff, led by 

external specialist project managers, throughout 2011. 

22 

Estelle Clark, FCQI CQP, presenting during World Quality Day 2011 

We also made continued efforts to improve our business performance 

processes, taking steps to embed the balanced scorecard, first 

implemented in 2010, as a key performance management tool. 

Of course, CQI staff are critical to the CQI’s success and good progress 

has been made over recent years to both involve all members of staff 

in business-process decision making and to foster a listening and 

responsive environment. To this end, in 2011 we conducted another 

in a series of staff perception surveys, which revealed improvements in 

20 of the 26 key areas surveyed. This represents our commitment to 

ongoing and effective employee engagement. 

We also welcomed two new CQI executive members, recruiting 

Emma Cox as director of customer service, to enhance the experience 

of CQI and IRCA members. Our new finance manager, Otto Balsiger, 

has begun to strengthen our financial and cash management and 

budgeting processes, essential during our large investment projects, 

and to improve performance management across the institute. 

Emma Cox, executive director, 

CQI customer services: 

“I’m delighted to be leading the 

CQI’s vision to transform our 

members’ experience, enabling 

greater interaction and involvement 

between members and the institute, 

in person and online. 

We want to engage more of our 

members in informing our work – 

so everything we do is shaped by 

our members. Our members are 

the experts in quality. Involving 

them in developing our products 

and services will ensure we not 

only continue to develop and 

improve what we do, but that we 

deliver what is really needed and 

wanted by our members, and the 

broader quality profession.” 

www.thecqi.org

Trustees’ report 

The Board of Trustees of the Chartered Quality Institute (which refers to 

both the CQI and IRCA and is referred to as the institute in the following 

report) presents its annual report for the year to 31 December 2011 

together with audited financial statements for the year. 

Reference and administrative 

details 

The Chartered Quality Institute, 

also known as the CQI, is a 

registered charity (No. 259678). 

The institute was granted a Royal 

Charter on 23 November 2006. 

Its registered office is as shown 

on page 1. The current trustees, 

and any past trustees who served 

during the year, are listed on page 

44 together with the names of 

the senior executive staff and the 

external advisers of the charity. 

Structure, governance and 

management 

The institute is governed in 

accordance with its Royal Charter 

and byelaws. The Board of Trustees 

(the Board) is responsible for the 

overall governance of the institute. 

Trustees are either elected or 

co-opted and the total number of 

trustees may not exceed 20. Up 

to 17 trustees are elected directly 

by the Advisory Council through 

the Nominating Committee and 

three may be co-opted directly 

by the Board to address particular 

competence requirements. 

The Board, Advisory Council 

and Nominating Committee all 

operate according to their own 

terms of reference, and according 

to codes of conduct. The institute 

has developed an induction 

programme that all new trustees 

are required to complete. From 

time to time, external experts 

advise the Board on charity law 

and trustees’ duties. 

The institute operates through 

effective partnership between 

the Board, the Advisory Council 

and the Executive. The Board 

meets at least four times a year to 

review strategy and operations, to 

monitor investment performance, 

to approve and monitor operating 

plans and budgets, and to monitor 

statutory compliance. 

The Advisory Council elects 

the Board, holds the Board to 

account and, if necessary, removes 

members of the Board from office. 

It also acts as an ideas creation 

body for the institute and as the 

ultimate guardian of integrity and 

ethics. 

The Nominating Committee 

is charged with monitoring 

membership of the Board and 

Advisory Council and ensuring 

that each is properly and 

effectively constituted. 

The Board delegates specific 

powers in connection with the 

management and administration 

of the institute. These powers are 

articulated in the authorisation 

policy and the exercise of these 

powers is monitored through 

regular reporting to the Board. 

Audit and investment oversight 

The Board has delegated 

responsibility for ensuring 

financial risks are identified, 

assessed and managed effectively 

to the investment and audit 

panel. The panel also ensures 

the institute’s investments 

portfolio is managed in 

accordance with the investment 

policy. It is also responsible 

for overseeing the annual 

financial audit and ensuring 

all audit recommendations 

are implemented. The panel is 

appointed by the Board. 

Subordinate boards 

The trustees have established 

subordinate boards to oversee 

specific aspects of the institute’s 

business: 

Professional Policy Board – 

manages the institute’s Body of 

Quality Knowledge, develops 

and approves CQI policy and 

maintains professional codes of 

conduct. 

Stakeholder Board – 

ensures that the CQI’s competence 

recognition schemes and related 

learning and development 

products meet the needs of the 

CQI’s stakeholders; ensures 

integrity in the design, operation 

and delivery of these schemes and 

related learning and development 

products; and provides advice 

on potential new schemes and 

products. 

Branches and Regions Board – 

coordinates and implements a 

programme of activities accessible 

to all members and the general 

public through active members 

in the branches and regions; acts 

as a local source of advice and 

support to quality practitioners, 

organisations, local universities and 

education centres; and provides 

intelligence to the Executive 

on relevant local issues and 

opportunities. 

Risk management 

The institute operates a formal 

risk management process in line 

with the risk management policy 

approved by the Board. The Board 

reviews the risks on a quarterly 

basis and periodically reviews the 

risk management policy to ensure 

all significant risks are identified 

and formally reported together with 

action to mitigate them. 

Group structure 

The charity has the following wholly 

owned subsidiaries: 

IRCA Japan Kabushiki Kaisha 

is a legal entity registered in 

Japan whose principal activity 

is to promote the CQI’s auditor 

certification services offered in 

Japan through its International 

Register of Certificated Auditors 

(IRCA) division. Japan represents 

the CQI’s biggest single market for 

auditor certification and the CQI 

through the IRCA Japan subsidiary 

has achieved notable successes 

both in attracting business and in 

influencing the quality infrastructure 

and the Japanese Government. 

CQI Services Limited, company 

registration number 4572473. The 

company’s principal activities are 

procuring advertising revenue, the 

provision of catering and the hire 

of facilities. 

Objectives and principal activities 

of the CQI 

The trustees have given due regard 

to the Charity Commission’s 

guidance on public benefit when 

considering the CQI’s objectives 

and activities. The objectives 

of the institute as stated in the 

Royal Charter are “to benefit the 

public by advancing education in, 

knowledge of and the practice of 

quality in industry, commerce, the 

public sector and the voluntary 

sectors”. 

The trustees have interpreted these, 

in broad terms, in the following 

manner. The CQI exists to help 

make businesses better and to 

promote the quality management 

approach, based on planning, 

measurement and improvement, 

which delivers the following 

benefits for organisations: 

• improved customer satisfaction 

• reduced costs 

• improved profitability 

• continual improvement 

• innovation 

• identification and management 

of risk 

• corporate care and responsibility. 

The institute recognises that 

these business outcomes are best 

generated through using competent 

quality professionals. These 

professionals are the institute’s 

members and to that purpose the 

institute’s charitable expenditure is 

focused on the following principal 

activities: 

• promoting the benefits of the 

quality management approach to 

all organisational sectors 

• maintaining the Body of Quality 

Knowledge 

• sharing quality knowledge and 

resources 

• providing qualifications and 

training 

• assessing and recognising quality 

competence. 

Achievements and performance 

The CQI’s vision is ‘quality at the 

heart of every organisation’. This 

vision is to be achieved through 

the delivery of our three strategic 

theses, raising the profile of quality 

and of the CQI, supporting and 

developing the profession and by 

being an excellent organisation 

ourselves. 

Theme 1 – Raising the profile of 

quality and of the CQI 

The institute’s objective under 

this theme is to build greater 

understanding of the role and value 

of quality and quality professionals 

and, in doing so, to raise awareness 

of the CQI as the chartered body 

representing the profession. 

Our activities in support of 

this theme include ensuring 

representation of the CQI at 

external events, the hosting of a 

greater number of CQI events, and 

building a body of evidence that 

24 www.thecqi.org

demonstrates the benefits of quality 

management techniques, which 

incorporates the development of 

new communications, products 

and services for existing and 

potential CQI members. 

Theme 2 – Supporting and 

developing the profession, the 

Chartered Quality Professional and 

CQI membership 

As the body providing recognition 

for qualified quality professionals, 

the CQI exists to demonstrate their 

value to employers as well as the 

benefits to society more widely, in 

support of the institute’s charitable 

aims. 

The number of applications 

received for CQI membership 

in 2011 was 807, a significant 

increase on the 730 applications 

for CQI membership received 

in 2010. CQI membership 

stood at 9,573 at the close of 

the year. Member withdrawals 

remained around 10% in line with 

professional body norm. 

IRCA auditor certification 

– IRCA auditor certification 

continued to support the global 

accredited systems certification 

industry through the provision 

of certification for management 

systems auditors in more than 120 

countries and an online register 

available to employers and clients. 

The IRCA register showed a total of 

14,370 at the close of 2011, with 

2,107 applications for the year. 

There were also fewer membership 

cancellations than in 2010. 

CQI special interest groups – There 

are eight active special interest 

26 

groups (SIGs) operating within 

the CQI. All make an enormous 

contribution to the delivery of the 

institute’s strategic themes. Open to 

both members and non-members, 

the SIGs operate programmes that 

support both sector- and issuespecific 

quality agendas. Their 

activities for 2011 included: 

• The Defence Interest Group 

focused on developing its 

steering group activities, 

launching and managing the 

information on a new website 

and addressing competences and 

development opportunities within 

the defence sector. 

• The Deming SIG worked 

to increase awareness and 

engagement with a Model 

of Sustainable Organisation 

(MoSO). MoSO is an online 

resource accessed through the 

CQI website. 

• The Integrated Management 

Special Interest Group maintains 

support resources on the CQI 

IMSIG website and has recently 

produced a set of universal 

management assessment and 

review questions to assist 

organisations to review their 

arrangements. 

• The Pharmaceutical Quality 

Group (PQG) held six successful 

meetings during 2011 and 

completed and successfully 

launched a revised PS 9000 

Standard and GMP Guide for 

Pharmaceutical Packaging 

Materials (PS 9000:2011). 

CQI branches – The CQI’s 32 

branches are the lifeblood of the 

institute and exist to provide CQI 

members with the opportunity 

to access a vibrant programme 

of events, which represent the 

diversity of our membership base. 

As well as being able to hear and 

participate in the latest thinking in 

quality, CQI events also provide 

excellent networking opportunities 

for members. CQI branches hosted 

over 120 events in 2011 covering 

a wide array of topics, from 

integrated management systems, 

Hoshin Kanri and Redefining 

Quality for the 21st Century, to 

influencing skills and sustainability. 

CQI training and qualifications 

– CQI training in 2011 saw a 

further decline for both public 

and in-company courses, in line 

with industry trends. However, 

the figures show a clear indication 

that the course offering via 

these routes is still a favourable 

option for quality professionals, 

with an average of one in three 

recommending our public courses 

and an average of 35% repeat 

attendees. 

For the CQI’s qualification work, 

2011 was a transitionary year. 

We launched a new syllabus in 

2010, and January 2011 was the 

first time that we ran examinations 

and assessments for these new 

certificates and diplomas. At the 

same time, the final completion 

date for students on our previous 

qualifications is 2012, so we have 

continued to support students 

undertaking these courses, leading 

to additional exam production 

and marking even as, with old 

syllabus numbers starting to fall 

and new syllabus numbers to 

rise, our overall entry numbers 

have remained consistent. As 

well as this work, and the normal 

issues generated by any new 

qualification, we have also been 

working to ensure we understand 

and are compliant with Ofqual’s 

new General Conditions of 

Recognition, which were published 

in May 2011. 

Attendance on IRCA certified 

auditor training courses in 2011 

was in excess of 50,000, similar to 

2010 figures. 

Theme 3 – Becoming an excellent 

organisation 

As an organisation representing 

quality professionals in the UK, the 

CQI has a responsibility to ensure 

it operates to the highest quality 

standards. For this reason, and in 

accordance with its charity status, 

the CQI complies with the Charity 

Commission’s guidance document, 

Hallmarks of an Effective Charity. 

Work started in earnest on the 

strategic themes approved in 2010 

through the delivery of the 2011 

annual operating plan. Governance 

procedures continued to improve 

during the year. 

Financial controls were tightened 

significantly during the year as 

processes were reviewed following 

the appointment of a new finance 

manager; this included the 

introduction of a new volunteer’s 

expense policy and closer 

management of the institute’s cash 

levels. Our planning and budgeting 

processes have been integrated for 

a more holistic approach to ensure 

both financial and operational plans 

are focused on the achievement of 

our strategic goals. 

The balanced scorecard introduced 

last year, together with the 

expanded monthly management 

accounts, has become an integral 

part of performance management 

used by the Executive to monitor 

performance against our strategic 

themes and to identify potential 

issues. 

CQI undertook two significant 

projects during 2011: the 

previously mentioned office 

relocation and IT/database projects. 

Both have taken a considerable 

amount of time and effort from our 

staff. As part of the projects, our 

staff have been able to develop 

project management skills which 

have contributed significantly to 

the success of the projects. 

The relocation of the CQI’s London 

headquarters to a modern and 

open plan working environment 

was completed in June, on time 

and on budget. The institute now 

works from a fit-for-purpose office. 

The scope of the project to replace 

the financial management system 

and our membership databases 

was considerably expanded in 

May to include the re-engineering 

of customer-facing processes, 

to increase capacity in order 

to release staff to work on the 

project and to bring in specialist 

project management expertise. The 

expanded project will be delivered 

in stages, and will be complete by 

the end of 2012. This project will 

contribute significantly to improved 

operations and efficiency, and help 

us to deliver an even better service 

to our members, stakeholders and 

to the general public. 

We recognise our staff are our most 

valuable asset and development 

of our staff is critical to the 

continued success of the institute. 

Improvements were made to 

our human resources processes 

during 2011. All staff have agreed 

objectives for the year, with midyear 

reviews to monitor progress 

against targets. Staff also have an 

agreed personal development plan 

to develop and enhance their skills. 

Financial review and results for 

the year 

The institute generated a healthy 

surplus for the year even as the 

economic climate continued to 

stifle growth and the institute 

invested in improvements on 

products and internal processes. 

Having reviewed the financial 

position, the trustees have a 

reasonable expectation that the 

institute has adequate resources 

to continue its activities for the 

foreseeable future. Accordingly, 

they continue to adopt a goingconcern 

basis in preparing the 

financial statements. 

Incoming resources fell by 2% to 

£5.1m. The surplus for the year was 

£243,000. 

Although membership services 

experienced an increase of 7% 

and investment income rose by 

48%, as cash was turned into 

investments providing increased 

dividend income, income fell 

elsewhere. Publishing income 

continued to feel the effects of 

the economic downturn, falling 

6% due to weakening advertising 

revenues. Training and education 

www.thecqi.org

experienced a 27% fall, mainly the 

result of companies reducing their 

training budgets. 

Total resources expended rose by 

£267,000 as a result of investment 

in our products and new processes. 

The results include figures from 

two trading subsidiaries. IRCA 

Japan KK, which represents 

approximately 10% of group 

income, saw a small increase in 

turnover, following a reduction 

in 2010. However, profits fell 

due to increased costs, especially 

relating to higher Tokyo wages 

and increased marketing spend. 

The company maintains positive 

net assets. Activity in CQI Services 

Limited rose significantly in 2011, 

its profit of £77,000 was donated to 

the institute. 

Overall £243,000 was added to 

reserves, which raised net assets by 

8% to £3.02m. These assets include 

an investment portfolio valued 

at £860,000 at the year end and 

cash balances in excess of £1m. 

The institute can therefore face its 

future strategic challenges from 

a position of increasing financial 

strength. These resources have been 

maintained throughout the move to 

the new premises and the current 

investment in the new information 

systems without depleting our 

reserves and our ability to finance 

business as usual. 

Reserves policy 

The CQI has in place a reserve 

policy, an extract of which follows. 

The Board has determined that 

reserves are necessary in order to: 

• plan for the expansion of 

activities, where those activities 

require start-up or working 

capital investment 

• take advantage of opportunities if 

and when these arise 

• hedge against the effects of 

adverse operating conditions 

• accommodate income variations 

inherent in products’ lifecycles. 

The Board has also determined that: 

• the steady-state level of free 

reserves be maintained at, or 

in reasonable proximity to, 

the equivalent of six months’ 

operating costs which were 

£2.4m for the year to 31 

December 2011 

• the reserves target is to be 

achieved through surpluses 

generated from charitable 

activities, such as through 

subscriptions from members and 

auditors, advertising, training and 

qualifications and investment 

income 

• the reserves be maintained in 

a combination of forms, for 

example, cash on deposit, 

equities, gilts and bonds 

• this policy is scheduled to be 

reviewed by the Board at least 

annually. 

Total reserves at the year end 

totalled £3.02m. However, 

free reserves (total reserves 

less designated reserves) were 

£1.6m, which is below target. The 

designated funds relate to funds 

set aside for the investment in 

membership database systems and 

the replacement of fixed assets; 

these funds will fall as assets are 

depreciated over their useful 

economic lives. 

Investment policy and 

performance 

The CQI operates a low-risk 

investment policy designed 

to maximise the return of the 

charity’s investment funds over 

the longer term. The policy can be 

summarised as follows: 

• The risks associated with the 

portfolio (ie cash plus long-term 

investments) should be low, with 

a minimum of 30% of the value 

being invested in instruments that 

have the lowest risk rating – such 

as UK government bonds and 

gilts, or cash on deposit within 

limits where UK government 

guarantees apply. 

• It is consistent with the provisions 

as described in the Royal Charter 

byelaws. The institute retains 

a professional adviser through 

whom the portfolio is managed. 

• The management of the portfolio 

will be vested in the investment 

and audit panel, which is 

appointed by the Board, to 

include the honorary treasurer, 

the chief executive, the finance 

manager and others whom the 

Board, from time to time, see fit 

to appoint. 

• This policy is to be reviewed by 

the Board at least annually. 

The charity does not restrict its fund 

managers as regards any particular 

category of investment. The 

funds were placed in a Common 

Investment Fund (CIF); the Newton 

Global Growth and Income Fund 

for Charities. 

Our managed investments achieved 

a return of 4.1% for 2011, below 

the target of 4.5%. This was the 

result of the slower than expected 

global recovery, the continuing 

sovereign debt crisis and other 

economic indicators reducing 

dividends. The same target of 4.5% 

has been set for 2012. 

Although cash balances have fallen 

as they are utilised on the major 

projects, they have produced better 

than expected interest income as 

a more active cash management 

policy has been implemented. 

Interest income is expected to 

remain at the same level in 2012. 

Employees 

The institute aims to be an 

organisation where employees 

enjoy a sense of fulfilment and 

where they are supported and 

developed. 

Employees are kept informed 

about CQI strategy and all 

are encouraged to give their 

suggestions and views on 

performance and improvement. 

Engagement of employees is 

considered an essential part of the 

institute achieving its charitable 

outcomes through being an 

excellent organisation. 

The institute operates on the basis 

of equal opportunities. All who 

work within the CQI are regarded 

equally irrespective of age, ethnic 

origin, physical ability, gender, 

sexual orientation or religious 

belief. The institute is committed to 

providing opportunities for training, 

development and promotion for all 

employees. 

Objectives for 2012 

The institute is working to progress 

its three strategic themes. 

Theme 1 – Raising the profile 

of quality and of the CQI 

Following the success of the 

2011 conference, we will run 

a commercial CQI conference 

in 2012 to emphasise the 

importance of quality to business 

and to increase recognition of 

the CQI brand. We will aim to 

maximise World Quality Day as an 

opportunity to raise the profile of 

quality management and the CQI 

brand and securing speaking and 

other media opportunities for key 

CQI staff and volunteers. 

Our influencing activities will 

support our sector-focused CQI 

membership growth plan. This will 

focus on nuclear, engineering, 

construction and pharmaceutical 

sectors where there is both existing 

CQI presence and growth potential. 

Research that demonstrates the 

value of quality to business, the 

public and the third sector will also 

support this plan. 

Theme 2 – Supporting and 

developing the profession, the 

Chartered Quality Professional and 

CQI membership 

2012 will be a key year for 

membership growth for both 

the CQI and IRCA. This growth 

plan will be supported by a clear 

definition of quality management 

and the quality professional within 

the current business environment. 

We will be updating our body of 

knowledge. 

The CQI will seek to establish 

our IRCA brand as a significant 

influencer within industry bodies 

and gather market data to inform 

future strategy, especially around 

ISO 17021 (Requirements for 

bodies providing audit and 

certification of management 

systems) and its implications. 

Theme 3 – Becoming an excellent 

organisation 

The CQI will complete the rollout 

of the new financial management 

system and move onto electronic 

payments in January 2012. This will 

significantly improve information 

feeding into our performance 

management processes, enabling 

the executive to focus on major 

strategic performance issues, while 

the move to online banking will 

streamline the payment process 

considerably and further improve 

financial controls. 

We plan to move to a new member 

database in 2012, integrated with 

our new finance system. The reengineered 

business processes to 

help deliver increased benefits to 

members will be implemented, and 

increased internal efficiencies will 

enable us to effectively manage the 

projected new membership growth. 

Statement of trustees’ 

responsibilities and corporate 

governance 

The trustees are responsible for 

preparing their annual report 

as required by law, and for the 

preparation of the financial 

statements. 

28 www.thecqi.org

Charity law requires the trustees 

to prepare financial statements for 

each financial year which give a 

true and fair view of the state of 

affairs of the charity and the group 

as at the end of the year and of its 

and the group’s financial activities 

during the year in accordance 

with United Kingdom Generally 

Accepted Accounting Practice 

(United Kingdom Accounting 

Standards). In preparing these 

financial statements, the trustees 

are required to: 

• select suitable accounting 

policies and then apply them 

consistently 

• make judgments and estimates 

that are reasonable and prudent 

• follow applicable UK Accounting 

Standards and the Charities 

SORP, disclosing and explaining 

any departures in the accounts 

• prepare the financial statements 

on the going concern basis 

unless it is inappropriate to 

presume that the institute will 

continue to operate. 

The trustees are responsible for 

ensuring that adequate accounting 

records are maintained which are 

sufficient to show and explain 

the charity (and the group’s) 

transactions and disclose with 

reasonable accuracy at any time 

the financial position of the charity 

[and the group], and enable the 

trustees to ensure that the financial 

statements comply with the 

Charities Act 2011. 

They are also responsible for 

safeguarding the assets of the 

charity and the group and ensuring 

their proper application in 

accordance with charity law, and 

30 

hence for taking reasonable steps 

for the prevention and detection of 

fraud and other irregularities. 

Corporate governance 

The bodies associated with the 

governance of the institute operate 

within a coherent framework. Each 

body has formal terms of reference 

supported by role descriptions and 

codes of conduct. Processes are in 

place to ensure that performance 

is monitored and that appropriate 

management information is 

prepared and reviewed regularly 

by both the executive management 

and the trustees. The systems of 

internal control are designed to 

provide reasonable assurance 

against material misstatement or 

loss. They include: 

• a strategic plan and annual 

budget approved by the trustees 

• a trustee assigned to the office of 

honorary treasurer 

• regular consideration by the 

trustees of financial results, 

variances from budgets and nonfinancial 

performance indicators 

• delegation of day-to-day 

management authority and 

segregation of duties 

• identification and management 

of risks. 

By order of the Board of Trustees 

signature 

Peter Bennett 

Chairman, signing as so authorised 

Date: 

Independent auditor’s report to the 

trustees of the Chartered Quality Institute 

We have audited the financial 

statements of the Chartered Quality 

Institute for the year ended 31 

December 2011 set out in pages 

32 to 42. 

The financial reporting framework 

that has been applied in their 

preparation is applicable law 

and United Kingdom Accounting 

Standards (United Kingdom 

Generally Accepted Accounting 

Practice). 

This report is made solely to the 

charity’s trustees as a body, in 

accordance with Section 154 of the 

Charities Act 2011. Our audit work 

has been undertaken so that we 

might state to the charity’s trustees 

those matters we are required 

to state to them in an auditor’s 

report and for no other purpose. 

To the fullest extent permitted by 

law, we do not accept or assume 

responsibility to anyone other than 

the charity and the charity’s trustees 

as a body, for our audit work, for 

this report, or for the opinions we 

have formed. 

Respective responsibilities 

of trustees and auditor 

As explained more fully in 

the Statement of trustees’ 

responsibilities, the trustees are 

responsible for the preparation of 

the financial statements and for 

being satisfied that they give a true 

and fair view. 

We have been appointed as auditor 

under section 151 of the Charities 

Act 2011 and report in accordance 

with regulations made under 

section 154 of that Act. 

Our responsibility is to audit and 

express an opinion on the financial 

statements in accordance with 

applicable law and International 

Standards on Auditing (UK and 

Ireland). Those standards require 

us to comply with the Auditing 

Practices Board’s Ethical Standards 

for Auditors. 

Scope of the audit of 

the financial statements 

An audit involves obtaining 

evidence about the amounts 

and disclosures in the financial 

statements sufficient to give 

reasonable assurance that the 

financial statements are free 

from material misstatement, 

whether caused by fraud or error. 

This includes an assessment 

of: whether the accounting 

policies are appropriate to the 

charity’s circumstances and 

have been consistently applied 

and adequately disclosed; the 

reasonableness of significant 

accounting estimates made by 

the trustees; and the overall 

presentation of the financial 

statements. 

In addition, we read all the 

financial and non-financial 

information in the trustees’ annual 

report and any other surround 

information to identify material 

inconsistencies with the audited 

financial statements. If we become 

aware of any apparent material 

misstatements or inconsistencies 

we consider the implications for 

our report. 

Opinion on financial statements 

In our opinion the financial 

statements: 

• give a true and fair view of 

the state of the group’s and 

the charity’s affairs as at 31 

December 2011 and of the 

group’s incoming resources and 

application of resources for the 

year then ended 

• have been properly prepared 

in accordance with United 

Kingdom Generally Accepted 

Accounting Practice 

• have been prepared in 

accordance with the 

requirements of the Charities 

Act 2011. 

Matters on which we are required 

to report by exception 

We have nothing to report in 

respect of the following matters 

where the Charities Act 2011 

requires us to report to you if, in 

our opinion: 

• the information given in the 

Trustees Annual Report is 

inconsistent in any material 

respect with the financial 

statements 

• returns adequate for our audit 

have not been received from 

branches not visited by us; or 

• sufficient accounting records 

have not been kept by the parent 

charity 

• the financial statements are not 

in agreement with the accounting 

records and returns 

• we have not received all the 

information and explanations we 

require for our audit. 

Crowe Clark Whitehill LLP 

Statutory Auditor 

London 

Date 

www.thecqi.org

Consolidated statement of financial activities for the year ended 

31 December 2011(incorporating an income and expenditure account) 

Incoming Resources 

Incoming Resources from Generated Funds 

Note 2011 2010 

£’000 £’000 

Investment Income 4 52 35 

Incoming Resources from Charitable Activities 

Membership Services 1,170 1,098 

IRCA 3,180 3,210 

Training & Education 468 638 

Publishing 214 228 

Other 43 3 

Total Incoming Resources 5,127 5,212 

Charitable Activities 

Membership Services 5 988 680 

IRCA 5 2,403 2,209 

Training & Education 5 542 734 

Publishing 5 802 754 

Governance costs 7 109 200 

Total Resources Expended 4,844 4,577 

Net incoming resources before other recognised gains and losses 283 635 

Other recognised gains/(losses) 

Gains/losses on investments assets 13 (40) 12 

Net movements in funds and net surplus for the year 243 647 

Funds brought forward 2,780 2,133 

Total funds carried forward 18 3,023 2,780 

There are no total recognised gains or losses other than those recognised above. All activities are continuing. 

Balance Sheet as at 31st December 2011 

Group Institute 

Note 2011 2010 2011 2010 

£’000 £’000 £’000 £’000 

Fixed Assets 

Tangible fixed assets 12 1,080 42 1,080 42 

Investments 13 860 900 870 910 

1,940 942 1,950 952 

Current Assets 

Debtors 14 1,113 864 1,155 764 

Cash at bank and in hand 1,024 1,846 817 1,761 

2,137 2,710 1,972 2,525 

Creditors: Amounts due within one year 

Creditors 15 1,054 872 1,016 817 

Net Current Assets 1,083 1,838 956 1,708 

Net Assets 3,023 2,780 2,906 2,660 

Total Funds: 

Designated Funds 18 1,414 1,550 1,414 1,550 

General Funds 18 1,609 1,230 1,492 1,110 

Total Unrestricted Funds 3,023 2,780 2,906 2,660 

These accounts were approved by the Board and authorised for issue on and were signed on its 

behalf by: 

Peter Bennett, Chairman 

32 www.thecqi.org

Notes to the Financial Statements 

1. Accounting policies 

Accounting convention 

The financial statements have been prepared under the historical cost convention modified to include the 

revaluation of investment assets. They have been prepared in accordance with the Charities Act 2011 and 

comply with the Statement of Recommended Practice: Accounting and Reporting by Charities as revised 2005 

(the SORP) and applicable accounting standards. 

The particular accounting policies adopted are described below: 

Consolidation 

The group accounts include the results of CQI Services Ltd and the International Register of Certificated Auditors 

Japan Kabushiki Kaisha (IRCA Japan KK) and have been consolidated on a line by line basis. IRCA Japan KK’s 

income and expenditure are translated at the average exchange rate for the year, while the balance sheet is 

translated at the year end rate. 

Incoming resources 

The turnover of each department within the Institute is, where applicable, included net of Value Added Tax 

(VAT). Income is allocated to the period to which it relates, carrying forward that part of the income relating to 

future accounting periods. Income is recognised in the financial statements on the date that the Institute obtains 

entitlement to the income. This policy is applicable to all streams of income relating to charitable activities 

including Membership, IRCA, Training and Education and Publishing. 

Resources expended 

Expenditure is accounted for on an accruals basis and includes any VAT that cannot be recovered. A liability is 

recognised when a legal or constructive commitment is entered into by the Institute and so a liability is created. 

Expenditure that can reasonably be directly allocated to specific activities has been included under those cost 

categories. Support costs that include payroll have been apportioned between cost categories based on average 

full-time equivalent staff numbers in each department. 

Governance costs are those incurred in connection with compliance with constitutional and statutory 

requirements. Governance costs include an apportionment of support costs based on an estimate of staff time 

and resources spent on this activity 

Tangible fixed assets 

The minimum threshold for capitalisation is £1,000. Depreciation is provided at the following annual rates in 

order to write off each asset over its estimated useful life: 

Improvements to premises – over the term of the lease 

Office equipment and furniture – 20% straight line 

Computer equipment and software – 33 1/3% straight line. 

Investments 

Investments are stated at market value at the balance sheet date. The statement of financial activities includes the 

net gains and losses arising on revaluations and disposals throughout the year. 


Foreign currencies 

Foreign currency transactions are recorded at the rate ruling at the transaction date. Monetary assets and 

liabilities denominated in foreign currencies are re-translated at the exchange rate ruling at balance sheet date. 

Differences are taken to the income and expenditure account. 

Leasing and hire purchase commitments 

Rentals paid under operating leases are charged to the income and expenditure account on a straight line basis 

over the lease term. The Institute holds no assets under finance leases or hire purchase contracts. 

Pensions 

The Institute makes contributions to a number of personal pension schemes. Contributions are charged to the 

income and expenditure account as they become payable. 

2. Institute results 

No separate statement of financial activities has been prepared for the CQI as a single entity as permitted by 

the SORP. 

The gross incoming resources of the Institute for the year were £5.01m (2010 - £5.08m) and its result for the year 

was a net surplus of £0.25m (2010 - £0.57m). 

3. Trading activities of subsidiary undertakings 

The Institute has two wholly owned trading subsidiaries. A summary of their trading results is shown below. 

CQI Services is incorporated in England and Wales. The principal activity of the company is the generation of 

advertising revenue placed in Qualityworld and on the website. All profits are gift aided to the charity. 

IRCA Japan KK is incorporated in Japan. The principal activity of the company is to provide local marketing and 

administration services to IRCA for its auditors in Japan. The income and expenditure of the company has been 

included under charitable activities of IRCA in the group financial statements. 

34 www.thecqi.org


3. Trading activities of subsidiary undertakings (continued) 

CQI Services Limited IRCA Japan KK Total Total 

2011 2011 2011 2010 

£’000 £’000 £’000 £’000 

Summary Profit & Loss accounts: 

Turnover 206 550 756 594 

Operating Costs (129) (507) (636) (461) 

Operating Profit 77 43 120 133 

Interest receivable - - - - 

Profit on ordinary activities before taxation 77 43 120 133 

Taxation - (15) (15) (22) 

Profit on ordinary activities after taxation 77 28 105 111 

Gift aid to parent charity (77) - (77) (31) 

Retained in subsidiary - 28 28 80 

The assets and liabilities of the subsidiaries were: 

Current Assets 209 291 500 209 

Current Liabilities (199) (174) (373) (109) 

Total Net Assets / (Liabilities) 10 117 127 100 

Aggregate share capital and reserves 10 117 127 100 

36 


4. Investment Income 

2011 2010 

£’000 £’000 

Bank Deposit interest and other income 15 28 

Dividend income from shares listed on the London Stock Exchange 37 7 

52 35 

5. Total resources expended 

Staff costs Other direct Support costs Total Total 

activity costs 

Charitable activites 2011 2010 

£’000 £’000 £’000 £’000 £’000 

Membership Services 363 76 549 988 680 

IRCA 886 601 916 2,403 2,209 

Training and Education 136 223 183 542 734 

Publishing 230 206 366 802 754 

Support costs 742 1,322 (2,064) 

Governance 59 50 109 200 

Total charitable costs 2,357 2,487 - 4,844 4,577 

6. Support Costs 

2011 2010 

£’000 £’000 

Staff costs 742 686 

Building costs 425 368 

Depreciation 62 71 

Publicity and marketing 218 227 

Consultancy 167 141 

External representation 38 25 

Printing and stationery 44 36 

Telephone and fax 35 24 

Office expenses 61 97 

Computer expenses 162 128 

Subscriptions 4 5 

Insurance 55 44 

Bank charges 51 64 

2,064 1,916 

Allocation to governance costs (50) (114) 

Total 2,014 1,802


7. Governance 

2011 2010 

£’000 £’000 

Meetings and travelling expenses 19 25 

Audit fees 20 39 

Legal and professional 20 22 

Allocation of support costs 50 114 

8. Net incoming resources for the year 

109 200 

The net incoming resources for the year are stated after charging: 

2011 2010 

£’000 £’000 

Depreciation 62 71 

Operating lease rentals for land and buildings 338 340 

Auditor’s remuneraton – External audit 20 20 

Auditor’s remuneraton – Other services 2 - 

Under accrual for previous year – External audit - 19 

9. Staff Costs 

2011 2010 

£’000 £’000 

Wages and salaries 1,674 1,564 

Social security costs 178 184 

Pension costs 71 84 

Other staff costs 434 269 

2,357 2,101 

The average weekly number of employees during the year was as follows: 

2011 2010 

Number of employees involved in charitable activities 

Membership 9 6 

IRCA 16 16 

Training & Education 3 5 

Publishing 6 6 

Number of employees involved in non charitable activities 

Support and Governance 11 12 

Total 45 45 

The number of employees whose emoluments fell into the following bands were 

2011 2010 

£60,001 - £70,000 2 3 

£70,001 - £80,000 1 - 

£100,001 - £110,000 1 1 

The Institute made contributions of £28,772 (2010: £31,859) to the money purchase personal 

pension schemes of four (2010: four) employees whose emoluments exceeded £60,000. 


10. Members of the Board 

No member of the Board received any remuneration in 2011 (2010: £nil). A total of £8,682 (2010: £9,672) 

was paid to four (2010: seven) members of the Board in reimbursement of expenses incurred on Institute 

business during the year. 

11. Taxation 

The Institute is a registered charity and is, therefore, not subject to corporation tax on its charitable activities. 

No provision has been made for corporation tax for CQI Services Ltd as the company has made a Gift Aid 

donation to the parent charity sufficient to extinguish any tax liability. Overseas taxation relates to income tax 

suffered by IRCA Japan KK on its profits for the year. 

2011 2010 

£’000 £’000 

Overseas Taxation 15 21 

12. Tangible fixed assets Group and Institute 

Improvements Office equipment Computer Total 

to premises and furniture equipment 

software 

£’000 £’000 £’000 £’000 

Cost 

As at 1 January 2011 297 233 827 1,357 

Additions in year 192 81 832 1,105 

Disposals (297) (233) (808) (1,338) 

As at 31st December 2011 192 81 851 1,124 

Depreciation 

As at 1 January 2011 294 229 792 1,315 

Charge for the year 23 11 28 62 

Eliminated on disposal (296) (231) (806) (1,333) 

As at 31st December 2011 21 9 14 44 

Net book value 

As at 31st December 2011 171 72 837 1,080 

As at 31st December 2010 3 4 36 42 

38 www.thecqi.org


13. Fixed Asset investments 


2011 2010 2011 2010 

£’000 £’000 £’000 £’000 

Listed Investments 860 - 860 - 

Unlisted Investments - - 10 10 

Deposits and Cash - 900 - 900 

Market Value as at 31 December 2011 860 900 870 910 

Analysis of movement: 

At 1 January 2010 900 407 910 417 

Additions in the year - 900 - 900 

Disposals - (419) - (419) 

Net realised gains / (losses) (40) 12 (40) 12 

At 31st December 2011 860 900 870 910 

Listed Investments 

In January 2011 an investment was made in a Common Investment Fund. As at 31 December 2011 the fund 

comprised 47% UK equities, 26% overseas equities, 26% Bonds and 1% cash. Their market value as at 

31 December 2011 is shown above. 

Unlisted Investments in Subsidiary Undertakings 

The Institute holds 100% of the voting capital of CQI Services Ltd, a company registered in England. The share 

capital of the company comprises 10,000 shares of £1 each. The company’s principal activities are the provision 

of advertising revenue in the Qualityworld magazine and the CQI websites, management consultancy referrals, 

catering and hire of facilities. 

The Institute holds 100% of the voting share capital of the International Register of Certified Auditors Japan KK, 

a company registered in Japan. The share capital of the company consists of one Japanese Yen. The company’s 

principal activity is to provide local marketing and administration services to IRCA for its auditors in Japan. 

The Institute holds 100% of the voting capital of the following companies which are registered in England. 

The companies were dormant throughout the period covered by these financial statements and hence have not 

been consolidated in these financial statements. 

Share capital 

ordinary shares 

of £1 each 

Authorised Issued 

IQA Limited 1,000 1 

IRCA Limited 1,000 1 

IRCA Europe Limited 1,000 1 

CQI Training Limited 1 1 

PQG Limited 1,000 1 

Qualityworld Limited 1,000 1 


14. Debtors 


2011 2010 2011 2010 

£’000 £’000 £’000 £’000 

Trade Debtors 382 406 319 405 

Amounts Owed by Group Undertakings - - 188 13 

Other Debtors 181 128 143 36 

Prepayments and Accrued Income 550 330 505 310 

1,113 864 1,155 764 

15. Creditors 


2011 2010 2011 2010 

£’000 £’000 £’000 £’000 

Trade Creditors 211 132 185 105 

Other Taxes and social security 61 14 50 5 

Other Creditors 53 54 48 55 

Accruals and deferred income 729 672 733 650 

Amounts owed to group undertakings - - - 2 

1,054 872 1,016 817 

Included in creditors for the year is a total of £575,238 (2010: £550,584) which relates to deferred income. 

This is income for 2012 fees raised in October, November & December 2011. This figure consists of £48,625 

(2010: £30,105) for examination fees, £212,200 (2010: £49,768) for Membership, £49,270 (2010: £73,806) for 

Training, £199,365 (2010: £239,245) for IRCA fees from training providers and £nil (2010: £157,660) for IRCA 

fees. The latter income was deferred in 2010 as certain organisations paid their 2011 fees in 2010. 

16. Capital Commitments 

Capital commitments entered into, but not provided for in the financial statements are as follows: 

2011 2010 

£’000 £’000 

Approved and contracted: IT project 290 - 

These costs relate to commitments made as at 31 December 2011 relating to work to be completed on the 

IT project during 2012. 

17. Other Financial Commitments 

Under the terms of the new lease signed in 2011, the Institute has a commitment to make payments 

of £192,404 in 2012 and then £288,000 per annum until 2021. 

40 www.thecqi.org


18. Analysis of assets between funds 

All assets and liabilities are held within unrestricted funds. 

IT Fixed 

General Relocation Project Asset 

funds Reserve Reserve Reserve Total 

£’000 £’000 £’000 £’000 £’000 

Balance at 1 January 2011 1,230 450 1,100 - 2,780 

Movement in funds during the year 379 (450) (766) 1,080 243 

Balance at 31 December 2011 1,609 - 334 1,080 3,023 

The Relocation reserve represents funds designated in 2010 for the office relocation which took place during 

2011. 

The IT project reserve was created in 2010 for the information systems project which commenced during 2011 

and will be completed in 2012. 

The Fixed Asset reserve represents the value of tangible assets as these funds are not available for day to day 

operations of the Institute. 

42 www.thecqi.org

Board of Trustees Senior executive staff 

Position Appointed Current office holder Term of office End of current term 

Chair 15/09/2011 Peter Bennett 3 years September 2014 

Honorary Treasurer 04/06/2009 Tony Harper 3 years September 2012 

Board member 15/09/2011 Margaret Rooney 3 years September 2014 

Board member 15/09/2011 Estelle Clark 3 years September 2014 

Board member 15/09/2011 Colin Head 3 years September 2014 

Board member 17/09/2011 Sandy Sutherland 3 years September 2014 

Board member 04/06/2009 Reg Sanlon Resigned 

Board member 04/06/2009 David Watson 3 years September 2012 

Board member 04/06/2009 Malcolm Bird 3 years September 2012 

Board member 04/06/2009 Stephen Mitchell 3 years September 2012 

Board member 04/06/2009 Mike Low 3 years September 2012 

Board member 19/05/2011 David Armstrong 3 years September 2014 

Board member 17/05/2012 Tim O’Hanlon 3 years September 2015 

Advisory Council Principal professional advisers 

Position Appointed Current office holder Term of office End of current term 

Chair 15/09/2011 Stephen Coles 3 years September 2014 

Vice chair 14/09/2010 Tom Candlish 3 years September 2013 

Member 09/02/2012 Louise Boulter 3 years September 2015 

Member 17/05/2012 Sue Hopson 3 years September 2015 

Member 10/02/2011 Anthony Thompson 3 years September 2014 

Member 16/09/2009 Pete Macartney 3 years September 2012 

Member 16/09/2009 Ian Mitchell 3 years September 2012 

Member 16/09/2009 Gerald Seal Resigned 

Member 16/09/2009 Sharon Shutler 3 years September 2012 

Member 16/09/2009 Hilary Smith-Milne 3 years September 2012 

Member 16/09/2009 Ray Mellett 3 years September 2012 

Member 14/09/2010 David Riley 3 years September 2013 

Member 14/09/2010 Andy Pitt 3 years September 2013 

Member 05/10/2010 Brian Cutter 3 years September 2013 

Member 11/09/2010 John O’Ryan 3 years September 2013 

Member 14/09/2010 Philip Tate 3 years September 2013 

Member 04/06/2009 Colin Thomas 3 years September 2012 

Member 16/09/2009 Phil Auden Resigned 

Member 02/12/2009 Dr. Alex Douglas Resigned 

Member 04/06/2009 Dr. Nigel Croft 3 years September 2012 

Member 04/06/2009 David Hutchins Resigned 

Member 15/09/2011 Tony Brown 3 years September 2014 

44 

Director general and chief executive 

Simon Feary 

Executive director, business development 

Vince Desmond 

Executive director, customer services 

Emma Cox 

Executive director, corporate resources 

Nick Forshaw 

Executive director, communications 

Catherine Bithell 

Bankers 

Lloyds TSB Bank Plc 

Butler Place Branch 

PO Box 132 

Caxton Street, London 

SW1H 0PR 

Scottish Widows Bank Plc 

67 Morrison Street 

Edinburgh 

EH3 4YJ 

External auditors 

Crowe Clark Whitehill LLP 

Chartered Accountants 

St Bride’s House 

10 Salisbury Square 

London 

EC4Y 8EH 

Solicitors 

Russell-Cooke LLP 

2 Putney Hill 

London 

SW15 6AB 

Investment managers 

Newton Investment Management Ltd 

BNY Mellon Centre 

160 Queen Victoria Street 

London 

ECV4 4LA 

www.thecqi.org

CQI Branches and Boards 2011-12 

Eastern Region 

Chair: M Blackmore 

Sec: TBC 

Regional representative: 

M Blackmore 

E: melblackmore@bqms.co.uk 

Chiltern 

Chair: M Blackmore 

E: melblackmore@bqms.co.uk 

Sec: J Twomey 

E: john@john2me.freeserve.co.uk 

T: 01462 472400 

Greater Peterborough and 

Cambridge 

Chair: S Fisher 

E: steven.fisher@thermofisher.com 

Sec: A Stoddart 

E: astoddart2@anglianwater.co.uk 

Milton Keynes 

Chair: Paul Simpson 

E: john-paul.simpson@tiscali.co.uk 

Sec: A Thompson 

E: mkbranch@thecqi.org 

North London 

Chair: M Rawal 

E: mayankrawal@aol.com 

Sec: M Kara 

E: mkara@btinternet.com 

South Anglia 

Sec: P Matthews 

E: paul@pro-excell.co.uk 

Ireland 

Chair: N Hunter 

E: neasa.hunter@qsolutions-ni. 

co.uk 

Sec: D McQuade 

E: cqi@aspireni.com 

Northern Ireland Region 

Chair: N Hunter 

E: neasa.hunter@qsolutios-ni.co.uk 

Sec: D McQuade 

E: cqi@aspireni.com 

Midlands Region 

Chair: J O’Ryan 

E: john.oryan@btopenworld.com 

Sec: G Brice 

E: george.brice@btopenworld.com 

Regional representative: J Adshead 

E: jon.adshead@macegroup.com 

Leicester and Coventry 

Chair: G Beddoe 

E: graham.beddoe@mira.co.uk 

Sec: M Thistlethwaite 

E: mark.thistlethwaite@trelleborg. 

com 

Wolverhampton 

Chair: J O’Ryan 

E: john.oryan@btopenworld.com 

Sec: D Selmes 

E: david.selmes@bureauveritas.com 

North Eastern Region 

Chair: B Cutter 

E: brian.cutter@ntlworld.com 

Sec: D Scott 

E: iqatw@btopenworld.com 

Regional representative: B Cutter 

Teeside 

Chair: T Walton 

E: trevor.walton@jacobs.com 

Sec: J French 

E: darlington@sandberg.co.uk 

T: 01325 288993 

Tyne & Wear 

Chair: R Headley 

E: rayheadley49@hotmail.com 

Sec: D Scott 

E: iqatw@btopenworld.com 

T: 0191 5480212 

Northern Region 

Regional representative: 

S Warwood 

E: steve.warwood@baesystems.com 

Cumbria 

Chair: S Warwood 

E: steve.warwood@baesystems.com 

Sec: G Edmondson 

E: gedmondson@btinernet.com 

T: 01229 772084 

Greater Manchester 

Chair: J Davies 

E: j.davies@salford.ac.uk 

Sec: C Cowap 

E: chris.cowap@aircelle.com 

Birmingham 

Chair: Geoff Holt 

E: Geoff@templegms.com 

Sec: B Hughes 

E: hughesbob@talk21.com 

Scotland 

Chair: S Coles 

E: chair.srmc@thecqiscotland.org 

Sec: D Ingham 

E: sec.srmc@thecqiscotland.org 

Regional representative: P Lucas 

E: pglucas@thecqiscotland.org 

East of Scotland 

Chair: A Solway 

E: chair.east@thecqiscotland.org 

Sec: M McKnight 

E: sec.east@thecqiscotland.org 

North of Scotland 

Chair: C Campbell 

E: chair.north@thecqiscotland.org 

Sec: D Scott 

E: sec.north@thecqiscotland.org 

West of Scotland 

Chair: R Rivans 

E: chair.west@thecqiscotland.org 

Sec: J Marven 

E: sec.west@thecqiscotland.org 

South Eastern Region 

Chair: B Lord 

E: tvbcqimail@aol.com 

Sec: P Tate 

E: tate@sandberg.co.uk 

Regional representative: B Lord 


Kent 

Chair: M Leverington 

E: maleverington@aol.com 

Sec: S Pettifer 

E: steven.pettifer@baesystems.com 

London South West 

Chair: S Jardine 

E: susan.jardine@yahoo.co.uk 

Sec: R Kumar 

E: kumar111@btinternet.com 

T: 01932 779769 

Southern 

Chair: C Jeffrey 

E: chris.jeffrey@astrium.eads.net 

Secs: S Gibbon-Rose & N Peattie 

E: iso9001@consultant.co.uk 

E: n.peattie@btinernet.com 

Yorkshire 

Chair: M Ford 

E: mike.ford@sandvik.com 

Sec: K Darby 

E: kay.darby@tinyonline.co.uk 

T: 01709 543118 

Thames Valley 

Chair: R Kirby 

E: quality.methods@btopenworld. 

com 

Sec: B Lord 


T: 01252 313910 

South Western Region 

Chair: C Thomas 

E: colinthomas@ntlworld.com 

Sec: D Ramsay 

E: denise@daramsay.freeserve. 

co.uk 

Regional representative: C Thomas 

E: colinthomas@ntlworld.com 

Avon 

Chair: Vacant 

Sec: D Ramsay 

E: denise@daramsay.freeserve. 

co.uk 

Devon & Cornwall 

Chair: R Bloomfield 

E: roger.bloomfield@goodrich.com 

Sec: C Ball 

E: carol.ball@spinnaker.co.uk 

Gloucester 

Chair: Vacant 

Sec: G Martin 

E: gary.martin@federalmogul.com 

Wales 

Chair: D Lewis 

E: derumi@btinernet.com 

Sec: G Cheetham 

E: geoffc@rcthomes.co.uk 

Wessex 

Chair: J Kirk 

E: j.kirk.55@btinernet.com 

Sec: L Dyter 

E: dyter@dyter.com 

T: 01258 480188 

Surrey 

Chair: Vacant 

Sec: H Bell 

E: hmbell@dstl.gov.uk 

Sussex 

Chair: Vacant 

Sec: Vacant 

Overseas 

Hong Kong 

Chair: E Ng 

E: cqihk@thecqi.org.hk 

Sec: L Lee 

T: +852 27593906 

www.thecqi.org.hk 

Australia 

Chair: J Alexander 

Sec: A P Magritzer 

Singapore 

Chair: C Cheng 

Sec: S Keong 

CQI Boards 

Board of Trustees 

Chair: P Bennett 

E: p.bennett7@btinernet.com 

www.thecqi.orgThe-CQI/CQIboards 

Advisory Council 

Chair: S Coles 

E: scoles@thecqi.org 

Nominating Committee 

Chair: T Candlish 

E: sophie@thecqi.org 

Branches & Regions Board 

Chair: T Candlish 

E: aquinn@thecqi.org 

Professional Policy Board 

Chair: M Rooney 

E: mrooney@thecqi.org 

Stakeholder Board 

Chair: C MacNee 

Editorial Advisory Panel 

Chair: Paul Simpson 

Standards Development Group 

Chair: S Sutherland 

46 www.thecqi.org

The Chartered Quality Institute 

2nd Floor North 

Chancery Exchange 

10 Furnival Street 

London, EC4A 1AB 

T: +44 (0)20 7245 6722 

F: +44 (0)20 7245 6788 

E: info@thecqi.org 

Membership 

For enquiries about membership, 

continuing professional 

development, the management 

consultants’ register, branches 

and special interest groups. 

T: +44 (0)20 7245 6866 

E: membership@thecqi.org 

Training 

T: +44 (0)20 7245 6696 

E: training@thecqi.org 

Education 

T: +44 (0)20 7245 6877 

E: education@thecqi.org 

Press and media 

T: +44(0)20 7245 8510 

E: rchrystie@thecqi.org 

Website 

T: +44(0)20 7245 6722 

E: websupport@thecqi.org 

Information Service 

T: +44 (0)20 7245 6866 

E: info@thecqi.org 

Can’t find the team you need 

to get in touch with? 

Email info@thecqi.org and we’ll 

make sure it gets to the right person.

Qualityworld - Chartered Quality Institute

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