An Engine for Change - A Chronicle of the Engineering Council

1999-2001: THE HAWLEY YEARS 167The six working groups were:• Constitution and GovernanceChairman: Alastair Macdonald, President of the British Computer Society• Business and Industry NeedsChairman: Robert Marshall, Chief Executive of Marshall Specialist Vehicles• Communications GroupChairman: Peter Briggs, Chief Executive of the British Association• Attracting Greater Membership of Institutions and RegistrationChairman: Dr Philip Secker, former Managing Director of the IEE• Education and TrainingChairman: Lord Trefgarne, Chairman of EMTA• Continuing Professional DevelopmentChairman: Dr Alf Roberts, Chief Executive of the IEEIt was soon concluded that, notwithstanding the evident success of the 14 February meeting,the functional task of regulation did not sit comfortably with the visionary, strategic role ofthe ETB. As a result, the Shadow Board decided that there would also need to be a separate,though associated, Board to which they gave the working title ‘New Regulatory Body’(NRB). This development was made the responsibility of the key ‘Constitution andGovernance’ Group. The proposal for two bodies was completely in line with the letter fromthe Institutions referred to in the October to December 2000 period above.Constitution and Governance of the ETB and the New Regulatory BodyMembersAlastair MacdonaldBill DennayLouise KinghamSir Michael MooreJohn RobinsonTrevor TrumanProfessor Mike SterlingAndy ScottAnne MintoRobert BullingMalcolm ShirleyDavid WorskettChairmanInstitution of Incorporated EngineersInstitute of EnergyInstitution of Mechanical EngineersInstitution of Chemical EngineersRoyal Aeronautical SocietyBrunel UniversityCBISmiths IndustriesAllen & OveryEngineering CouncilSecretary to the Working GroupTerms of ReferenceTo prepare recommendations for the structure and corporate governance of the ETB, and theassociated regulatory body, taking account of all stakeholders, in time for the new Board tobecome fully active in October 2001.Specific tasks• Define the ‘stakeholders’ and their relative weighting and significance for the ETB.• Review possible corporate governance ‘models’ and recommend a preferred approach.© Engineering Council UK 2004