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2022-12-31-accounts

The Chartered Quality Institute Annual Report 2022

“Individually, each of our members is key to enabling this crucial quality culture and capability within their organisations. Collectively, our members are critical to our mission to promote the benefit of quality to society.”

CQI President’s foreword

G

capability can help organisations improve the quality of process, product, and service to generate significant economic benefits and superior customer value. This does not happen by magic. The work that we are doing to promote the role and value of the expert quality professional is equally important.

lobal geopolitical and economic turbulence is now the norm. As we came out of the

pandemic we were immediately faced with the war in Ukraine, the terrible impact on their people, and the wider global pressures on supply chains and inflation. For many economies - the UK included - this requires a continued need to build resilience, but also a growing need to improve competitiveness and productivity. In this context, I am delighted that the CQI continues to champion excellence in quality management for organisations in the public, private and non-profit sectors through initiatives such as world quality week and our annual quality awards.

Individually, each of our members is key to enabling this crucial quality culture and capability within their organisations. Collectively, our members are critical to our mission to promote the benefit of quality to society. I welcome the many new members and partners who joined the CQI in 2022 and thank all of you for your commitment and contribution to quality. Our society needs you more than ever.

The case studies from our

International Quality Awards finalists and winners shine a powerful light on how a positive quality culture and solid quality

Lord Jamie Lindsay, President, Chartered Quality Institute

CQI President’s foreword[|] Annual Report 2022[|] 1[|]

Chair’s introduction

“It has been an honour to serve as Chair of my professional body and work with so many talented quality professionals. I am delighted to leave a Board which represents the diversity issue that we aspire to for our profession.”

his is my final introduction to our Annual Report as Chair of the CQI Board after T nine years serving as a CQI Trustee. Externally driven disruption has been a constant during my tenure as Chair with external events creating challenges for the CQI, our members, our staff, and our stakeholders. We have navigated this disruption very well, but only as a consequence of the world class collective effort of our volunteers and staff for which the Board of Trustees is deeply appreciative.

I am pleased to report that this effort has resulted in positive financial outturn in 2022 as we saw another increase in the number of new members joining the Institute and the recovery of our certified training activity as the pandemic receded.

Our investment in our 2030 strategy continued. We completed a significant project to move our examinations online to improve reliability of examinations taken by 40,000 individuals across the globe. We continued our investment in research to support the ongoing relevance of quality management in the digital age with the completion of our ‘Future of Assurance’ research project, which built on our Quality 4.0 work. An important project was the upgrade of our competency framework to embrace the new knowledge and skills required to support the sustainability and digital agendas due for release in 2023.

Our volunteer members continue to grow in number, activity and impact serving members communities with professional development

and support. These communities are our powerhouse and I thank you all for your work and contributions.

Promoting quality is a core part of our mission. I am delighted that our World Quality Week initiative continues to grow globally with over one million people reached in 2022 on our topic of ‘doing the right thing’. Equally encouraging were the number and quality of entries into our International Quality Awards last year, especially as our strategy recognises the need to attract new and more diverse entrants into quality and embrace the digital and sustainability agendas.

It has been an honour to serve as Chair of my professional body and work with so many talented quality professionals. I am delighted to leave a B oar d that represents the diversity and values that we aspire to for our profession. I step down hugely encouraged by what we have achieved in recent years, and I look forward to the future, confident in this platform for growth under the leadership of your new Chair, Rashad Issa.

Professor Amanda McKay, Chair of the Board of Trustees, Chartered Quality Institute

Chair’s introduction[|] Annual Report 2022[|] 3[|]

Trustees’ report

For the year ended 31 December 2022

Our impact – 2022 highlights

As a registered charity with a Royal Charter, our purpose is to champion quality management in all : sectors for the benefit of society. We deliver on this mission through[1]

1 The Trustees confirm they have referred to the Charity Commission’s guidance on public benefit when reviewing the Institute’s aims and objectives, planning future activities and setting the annual operating plan.

“In 2022, we grew our community with 2,558 new individual members and 6 new corporate members, rebuilt learner numbers to 69,4 9 6, hosted 106 professional events with 4,525 professionals, and supported 277 mentoring relationships.”

In 2022, we worked with partners and volunteers to:

Grow our community of members with 2,558 new individual members and six new corporate members and partners (2,297 new individual members and five new corporate members/ partners in 2021).

Extend our Quality 4.0 research programme into the specific area of the Future of Assurance.

Promote the value of quality management through World Quality Week 2022 theme of ‘quality conscience: doing the right thing’, achieving 56,508 resource kit downloads, 83 webform submissions, and 21,161 views of our official video.

Rebuild learner numbers on

CQI and IRCA certified training courses post - pandemic to 69,4 9 6 (an increase of over 6,000).

Implement a new online examination system to improve reliability of assessment for over 35,000 candidates taking examinations globally.

Promote the value of the quality profession through the 2022 International Quality Awards with a record number of 130 entries from 15 different countries, representing 15 different sectors.

Host 106 professional development events on quality management topics with 4,525 quality professionals in attendance.

Represent the profession through our liaison status with ISO and contribute to the development of food safety, quality and occupational health and safety standards.

Support CQI’s 277 active mentoring relationships through our online mentoring platform.

Support our group of 374 volunteers who operate 11 Special Interest Groups and 27 Branches.

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Trustees’ report[|] Annual Report 2022[|] 5[|]

Our strategy

Our Annual Report is structured around the five strategic themes on which our strategy is built.

Our five strategic themes

Positive changes in our discipline and profession

Align operating model

Improve our systems, processes, and people to deliver the strategy.

The quality management discipline

A broader scope: will be embraced by organisations and allied professions.

Technology: will adapt to support digital transformation and improvement.

Redesign offerings

Enhance value for individual and corporate members through digital and expanded member services.

Trust and guardianship:

Strategic quality: will shift focus from the tactical to the strategic.

will support ethical decision making and performance improvement.

Lead quality management practice

Invest in research and CPD to demonstrate the relevance of the profession to organisations within the future world of work.

Agility and adaptability:

will adapt to the increasing speed of change.

Broaden the scope of the profession

Gain the support of allied professions in delivering excellence in governance, assurance, and improvement.

The quality profession

Grow our global influence

Global influence: will be able to operate in an increasingly complex and fast-moving global context.

Become more actively involved in quality communities around the world, recognising the complex environments in which members operate.

New behaviours and roles: will focus on strategic leadership, improvement and championing organisational conscience.

Automation/Internet

of Things: will embrace technology in the design of business models and systems.

technology in the Diversity: will embrace design of business wider scopes of experience, models and systems. skills, and backgrounds to deliver its wider breadth Big data: will embrace and new roles. data and analytics to drive into improvement at speed. Learning: will maintain

Learning: will maintain value through increased life-long learning.

Key external trends

The global trade challenge – of shifting global trade arrangements, emerging compliance requirements and new markets and supply chains, which will require organisations to adapt to new opportunity and risk.

The technology challenge – of Industry 4.0 technologies (connectivity, quantum computing, big data, and artificial intelligence) in transforming business models and systems, and the nature of work.

The demographics challenge – of ageing populations putting pressure on skills and public services, and diversity in society, organisations, and teams.

The personal value challenge – of providing value to customers and consumers in a digital age, combined with the pressure on organisations to satisfy the widening societal and stakeholder expectations.

Value for society

In terms of improved quality of product, service, organisation, sector, and national competitiveness.

Our vision

A world in which organisations of all types and sizes thrive by providing outstanding value for customers, stakeholders, and society.

To achieve...

To deliver...

In response to...

To provide...

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Trustees’ report[|] Annual Report 2022[|] 7[|]

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80%
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OUR 2022 PERFORMANCE

Strategic theme 1 – Align operating model

Improve our systems, processes and people to deliver our strategy.

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Measure 2022 2021
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Measure 2022 2021
Financial net income (before gains & losses) £486k £325k
Capital expenditure £495k £598k
% of projects completed 80% 80%
Staff satisfaction (1–10) 8.25 7.35
Volunteer engagement (Net Promoter Score2) +17 +28
Compliance (with Charity Governance Code) Compliant Compliant

2The Net Promoter Score (NPS) is a customer loyalty score, ranging from −100 to 100, calculated by asking customers one question: “On a scale from 0 to 10, how likely are you to recommend this product/company to a friend or colleague?” Any score above 0 reads as ‘good’ because it indicates that a business has more promoters than detractors.

Operating financial outturn

We achieved a surplus, before gains and losses, of £486k, providing a strong star ting position for the 2023 operational plan and maintained our reserves to policy. Please refer to page 2 4 for more detail on CQI’s Financial Performance for the year.

of our planned capital projects were delivered, including the launch of an online examination platform, upgrade of the website content management system, and completion of a finance system upgrade.

Staff engagement

We saw an increase in staff satisfaction as we emerged from the pandemic, adapting more staff-focused polices through new agile working and an improved staff benefit and support package. We responded to the cost-ofliving challenges with the Board of Trustees providing a one-off payment of £600 to all staff. The CQI continues to monitor the ongoing impact on staff closely.

Volunteer engagement

In 2022, the CQI adopted a new methodology for capturing volunteer feedback that accounted for visible movements in responses received, which explains why, at first glance, volunteer satisfaction shows a significant drop in 2022 compared with 2021. This involved a change in the gathering of data from a generic electronic survey, which had limited responses and value, to a telephone-based quarterly approach. This new methodology provides detailed and valuable insights, enhancing our ability to improve the volunteering experience. One of the key reasons for dissatisfaction given by volunteers is regarding perceived levels of underperformance compared with expectations. In general, volunteers tell us that they are appreciative of the support they receive from the CQI team and are enjoying the volunteering experience. Considering the positive results emanating from the new methodology, the CQI will continue to use this new approach going forward.

As has been the custom over the last five years, we celebrated National Volunteers’ Week, recognising the vital value that our volunteer community of 374 members provides the CQI and the profession.

COVID - 19

Through the year, we continued to adapt our C OVID -19 policies in line with UK government and, for our IRCA Japan operation, Japanese government policies, maintaining this threat on our risk register and reviewing and adapting controls as necessary.

This risk was closed in 2023.

Capital project delivery

We delivered 80% of our planned capital projects including: the launch of an online examination platform, upgrade of our website content management system, development of our new online presentation of the CQI Profession Map (launch in 2023); development of our new online competence assessment, CPD and e-learning tool (launch in 2023); completion of our finance system upgrade. The body of knowledge review was planned but not progressed in 2022 due to technology constraints. Similarly, the ambition to commence the development of career pathway and model role competence assets were delayed as we focused on completion of the profession map tools.

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Trustees’ report[|] Annual Report 2022[|] 9[|]

85 44 branch events, with a Corporate Partners 17.3% increase in attendees compared to with 2021.

Strategic theme 2 – Redesign offerings

Enhance value for individual and corporate members through digital and expanded member services.

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Measure 2022 2021
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Measure 2022 2021
CQI member satisfaction (NPS) +44 +44
CQI member register 8,591 8,566
IRCA auditor satisfaction NPS – Rest of World (ROW) +42 +42
IRCA auditor register ROW 6,189 6,186
IRCA auditor satisfaction NPS – Japan −3 −11
IRCA auditor register Japan 3,491 3,168
Corporate partner register 39 partners
and 5 members		 35 partners
and 5 members
Delegates on CQI and IRCA certifed courses 69,496 63,002

CQI member and IRCA certificated auditor satisfaction

Member satisfaction measured through net promoter score remained strong in 2022 and above our target improvement for the end of our first strategic phase, which was NPS +37 for CQI members and +27 for IRCA certificated auditors. Japan saw another improvement as our team in Tokyo continue to improve content and professional development services. It should be noted that, typically in Japan, an NPS of -47 is considered good, compared with +29 in the UK (source Qualtrics, XM Institute, Calibrating NPS Across 18 Countries, May 2021).

As we come to the close of our first strategic phase at the end of 2023, we completed a survey and workshop with volunteer members to understand key elements of value our members require moving forwards. Please view the future plans section of this report on page 30.

Member NPS

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CQI
IRCA ROW
50
IRCA Japan
40
30
20
10
0
−10
−20
−30
−4 0
2016 2017 2018 2019 2020 2021 2022
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CQI Quality Careers Hub – Launched late 2021, this is now fully live. Running the hub continued to provide benefit to our members with career-based content and advice, as well as an updated jobs board. The platform provides members with useful career support, CV and interview guidance as well as hosting the job site. In its first full year of operation in 2022, we recorded 1,832 users, 2, 946 jobs viewed, and 23,726 activities completed.

CQI e - library – We recorded 35,832 searches and 6,474 downloads from our extensive e - library. While records show lower interactions (compared with 2021), the results are quite encouraging taking into consideration post-pandemic behavioural change. Regular monitoring and continuous improvements are ongoing.

CQI Mentoring Hub - There was an 11.6% increase in the average number of active mentoring relationships during 2022 compared with the previous year, 279 mentoring relationships compared with 250 in 2021.

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Trustees’ report[|] Annual Report 2022[|] 11[|]

Improvement projects

CQI Profession Map – Having completed the development of the revision of the CQI Competence Framework in 2021, we commenced a project in 2022 to present this to the public and members as an interactive profession map tool, supported by a self-assessment and e-learning platform (which was piloted in 2022 with two Quality 4.0 courses). These services are due for release in 2023.

Membership trends

Since the commencement of the CQI 2030 strategy, we are pleased to see that our global membership register (CQI members and IRCA certificated auditors) continues to perform ahead of the target of 17,942 for the end of phase 1 (end 2023), primarily through growth in the IRCA Japan and CQI registers (see chart).

Indeed, 2022 was the fourth consecutive year of growth in the number of new members joining both the CQI and IRCA rest of world (ROW) (see chart) resulting from; improved services, such as our mentoring scheme, careers hub, content; increases in employer support via our corporate schemes; and from enhanced marketing of member products and new services.

Retention remains consistent at 85.1% for CQI, at 80% for IRCA ROW and 90% for IRCA Japan.

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New 1,400 CQI
members
IRCA ROW
1200, IRCA Japan
1000,
800
600
400
200
0
2016 2017 2018 2019 2020 2021 2022
Global 21,000 Total global registers
register
Phase one
20,000 strategy targets
19000,
18000,
17000,
16000,
0
2016 2017 2018 2019 2020 2021 2022
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Trustees’ report[|] Annual Report 2022[|] 13[|]

“We ended the year with 44 organisations spread between both corporate partner and corporate member programmes, up from 40 at the end of 2021.”

Corporate partners

Our corporate membership programme allows the CQI to gain insight from organisations that helps to inform our strategy and plans. It also provides the opportunity to promote quality management methods and good practice and individual membership to professionals within those organisations. Corporate partners are able to attend facilitated networking round tables, exploring key topics relevant to industry, and use the CQI’s Competence Framewo and professional recognition and development services to support the development of their quality function personnel.

CQI member networks

The CQI Membership Council oversees the I nstitute’s network of 8 regions, 27 Branches and 11 Special Interest Groups (SIGs), with the support of the volunteer members and the Professional Networks staff team. The Branch network delivered 85 events to 3,409 professionals, a 17.3% increase in attendees compared with 2021. The SIGs delivered 21 events to 1,116 attendees, a 57% increase on the previous year.

Members are a key asset in promoting and developing the profession and we thank our superb community of volunteer members, which remained consistent at 374.

Membership Council (MC) report

Having supported volunteer leaders of CQI Branches and Special Interest Groups through the pandemic in preceding years, the Membership Council continued to work with the Professional Networks staff team in 2022, in updating and deploying the network maturity model, which supports the ongoing development of our member-led networks.

As noted in the 2021 Annual Report, the Membership Council concluded its review of activity and provided the Board of Trustees with a review of its work in 2022, reflecting on changes and improvements that have taken place during the first phase of the CQI 2030 strategy. The ideas offered for improvement were fully supported by the B oard and will be implemented in 2023.

We ended the year with 44 organisations spread between both corporate partner and corporate member programmes, up from 40 at the end of 2021. We observe more corporate quality leaders recognising the value in engaging with the CQI to share experience in a unique cross-sector format, and in providing the basis to develop their quality teams within the professional frameworks we offer.

The shared challenges for quality leaders in our corporate community continue to be the quality professional skills deficit, how quality functions respond to the digital challenge and how quality functions can better support business strategy, leaders, and managers.

Split across two levels, our corporate partners are generally large enterprises while our corporate member product is aimed at small and medium-sized enterprises (SMEs), offering organisations an opportunity to have a relationship with the CQI. Five new corporate partners and one new corporate member joined in 2022, listed below.

David Smith, Chair, Membership Council

CQI corporate partners:

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Trustees’ report[|] Annual Report 2022[|] 15[|]

Learners

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69,496
learners in 2022
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Training and education

The impact of the C OVID -19 pandemic subsided in 2022 and the number of learners on certified courses offered by our community of 104 CQI and IRCA approved training partners returned to pre-pandemic levels: (69,496 learners in 2022 compared with 63,002 in 2021).

The year saw the full implementation of the virtual instructor-led training (VILT) policy, which allows for effective online learning on CQI and IRCA certified training courses, responding to demand for this form of learning coming from the pandemic. However, in 2022 50% of learners attended a classroom-based course, an increase from 39% in 2021, indicating a significant return to face-to-face delivery post-C OVID -19.

3,858 registrations, IRCA Japan sets record with impressive growth

IRCA Japan highlights

IRCA Japan continued to build on its strong performance, finishing the year with a new record register of 3,858, a growth of 207 auditor certifications. This growth was driven by strong retention (averaging 9 0 %) and a consistent performance for new certifications of 464 (366 in 2021). The approved training partner (ATP) scheme was introduced in 2022, and the number of new applications increased (see chart) by strengthening cooperation with ATPs, building new direct-promotion activities to learners, and communicating the value and benefits of registering with IRCA along with the CQI’s global and advanced knowledge. In addition, providing regular CPD webinars to members has contributed significantly to member satisfaction.

The chart below shows learner results from 2016 to date including a comparison of actuals to the target forecast numbers for phase 1 of the strategy.

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100,000 Learners
90,000 2018 forecast
80,000
70,000
60,000
50,000
40,000
30,000
20,000
10,000
0
2016 2017 2018 2019 2020 2021 2022
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Improvement projects

E-assessment digitalisation: Our project to move from paper based to online examinations went live in 2022. Key benefits of the e-assessment platform include improving the reliability of examinations, reducing the risk of fraud, and improving learner experience.

Phase 1 of the project completed in November 2022 with QMS, EMS and OHS English language exams moving online. Further phases, including moving our food safety and information security exams, and the introduction of language options beginning with Spanish and Japanese, will roll out in 2023. We are grateful for the support of the many approved training partners who provided support and feedback in the design, testing and implementation of this new system.

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Trustees’ report[|] Annual Report 2022[|] 17[|]

Strategic theme 3 – Lead quality management practice

Invest in research and CPD to demonstrate the relevance of the profession to organisations within the future world of work.

Quality 4.0 research

In 2022, the CQI extended its Quality 4.0 research programme into the specific area of assurance.

The CQI’s Future of Assurance research project sought to determine how existing models of assurance could, and must, change in order for organisations to continue to determine that policies, processes, and plans are effectively implemented and that all intended outcomes are consistent with the needs and expectations of their relevant interested parties. Specifically, the project explored how emerging technologies might be applied to quality control and assurance in both the product and service environments and to what benefit for the organisation, customers, and other stakeholders in the immediate, mid, and long term. Further work in 2023 will see the development of this research into products and tools that will assist assurance professionals in determining how their work, and that of their organisations or clients, must adapt to keep pace with technological development. The CQI was also delighted to publish three case studies that showcase excellent work being undertaken to transform quality management practice using digital technologies.

In 2022, we published valuable research into the relationship between the Quality 4.0 principles and the established seven principles that underpin the ISO 9001 standard. In addition, extensions of the 2021 research work yielded a set of professional competencies required to pursue Quality 4.0 strategies and these have been incorporated into the Profession Map, due for launch in 2023.

CQI research governance

Our independent Research Advisory Panel advises on research plans and reviews research methods and outputs, providing expert knowledge and experience. The panel met just once during 2022, focusing on the process taken in developing our research on the future of assurance in the digital age, and implications for the profession. This research was reported in Quality World in 2023.

Advisory Panel members include:

In 2021, a pulse survey was carried out to test awareness within the quality professional community regarding the importance of the digital and sustainability agendas. This provided useful baseline data and will be rerun in 2023 to test sentiment having completed further work especially in the digital area in 2022.

Our work in 2022 attracted attention in the UK and abroad, with members of the team presenting at conferences and attending events in the UK, India, Saudi Arabia and in Europe. An article was also published in a Japanese journal.

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Trustees’ report[|] Annual Report 2022[|] 19[|]

Strategic theme 4 – Broaden the scope of the profession

Gain the support of allied professions in delivering excellence in governance, assurance, and improvement.

World Quality Week (WQW) 2022

The theme for WQW 2022 was ‘quality conscience – doing the right thing’, which resonated well with many organisations and quality professionals globally, with more people than ever engaging during the second week in November.

International Quality Awards 2022

The year 2022 saw the International Quality A wards return to a physical event with two new categories – a Digital Innovation category to support the profession’s Quality 4.0 agenda and a Sustainability category to support the environmental and social agendas.

We received a record number of 130 entries, from 36 different countries, representing 15 different sectors. These entrants play an important part in our efforts to recognise and celebrate the value that quality management and the quality profession brings to organisations and their customers and stakeholders. The finalists and winners have provided useful case study material, both to promote the value of quality management and the quality profession, and to provide learning to practitioners and organisations.

We measured a 49% increase in the number of downloads of the WQW resource pack compared with 2021, a 56% increase in the views of our WQW video and we reached 2.3 million people globally through our social media activity.

The event included two panel discussions exploring the topics of ‘Quality and the Digital Age’ and ‘Quality and Society’. Feedback from the attendees was very positive, which has led to a further enhanced approach for the event in 2023 – 2023 will be the inaugural Quality Live, combining a full conference programme with the presentation of the winners in the International Quality Awards.

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Trustees’ report[|] Annual Report 2022[|] 21[|]

Strategic theme 5 – Grow global influence

Become more actively involved in quality communities around the world, recognising the complex environments in which members operate.

During 2022, the CQI supported the following UK and global bodies advising on policy and plans:

CQI ISO liaisons CQI ISO liaisons
ISO/TC 176 Quality management and quality assurance
ISO/TC 176/SC 1 Concepts and terminology
ISO/TC 176/SC 2 Quality systems
ISO/TC 176/SC 3 Supporting technologies
ISO/TC 283 Occupational health and safety management
ISO/TC 309 Governance of organizations

CQI Standards Committee

The CQI Standards Coordination Committee has continued its work informing the CQI’s position on standards-related activity. This includes work with respect to the revision of ISO 9001, 9004, the ISO 45000 series of standards, and the publication of ISO/IEC 27001:2022.

Through the work of the committee, the CQI has retained its Category A Liaison for ISO Technical Committee (TC) 176, which is responsible for the ISO 9000 series of standards, and TC 283 (ISO 45001). Following its participation in a workshop on the impact of digital technologies of quality management, the CQI was invited to participate directly in ISO TC 176 Task Group 4 - Emerging Themes. This recognises both the value of the CQI’s participation in such standards development work and the importance of its research on digital transformation and Quality 4.0.

TC 176 continues its preparations for a potential early revision of ISO 9001:2015. In response, the CQI Standards Coordination Committee has commenced a programme of work setting out key themes and topics for consideration in any future review. These themes have been communicated to TC 176 through CQI’s direct participation in TG 5, the group tasked with preparing a design specification for any future revision of ISO 9001:2015.

Standards Committee members

We continued to represent the profession with the UK Quality Infrastructure through our role on the UKAS Policy Advisory Committee and Forum, with a focus in 2021 on supporting the shift to remote assessment in the test, inspection and conformity assessment sector.

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Trustees’ report[|] Annual Report 2022[|] 23[|]

Net income surplus before gains and losses 2022: £486k 2021: £325k

£325k 2021

£48 6 k 2022

£2. 9 7m £4.1m £2.05m cash balance unrestricted reserves free reserves

Financial performance

The group generated a healthy surplus in 2022: £48 6 k (2021: £325k) net income before gains and losses. This is a strong and welcome recovery following the pandemic.

CQI and IRCA Learning and Development recorded an improved performance compared with 2021 returning to pre-pandemic levels with income increasing by 23% to £1.84m and with 69, 496 delegates sitting CQI and IRCA certified courses (2021: £1.63m income and 63,002 delegates.

CQI and IRCA Membership income showed a modest uplift of £142k to £3.46m (2021: £3.32m) with year-on-year increase in new member acquisition in both the CQI and IRCA registers resulting in a slight uplift in the global register (see Strategic theme 2 - Redesign offerings ) .

Trading Subsidiaries - The group’s financial results include figures from two wholly owned trading subsidiaries.

Group reserves rose to £4.1m in 2022 (2021: £3.9m). Net assets include an investment portfolio valued at £1.7m (2021: £1.9m) at the year end and a cash balance of £2. 9 7m (2021: £2.9m). Through the year 2022, our balances on reserves and short-term liquid funds continued to be in compliance with our Investment and Reserves policy respectively.

Summary - Having reviewed the financial position, the trustees are confident that the I nstitute has adequate resources to continue its activities for the foreseeable future. Accordingly, they continue to adopt a going concern basis in preparing the financial statements.

Investment policy and performance

The CQI operates a low-risk investment policy designed to deliver income while protecting the investment funds over the longer term. This is consistent with the provisions of the Royal Charter. The I nstitute is a long-term investor, and the value of its investments remains significantly above its original investment.

Funds are invested in a Common Investment Fund (CIF, the Newton Global Growth and Income Fund for Charities, which invests within environmental, social and governance policies. The CQI’s investment yielded a slightly higher dividend in the year of £39k compared with £37k in 2021 respectively. Market volatility and global geopolitical factors did impact the value of investments through the year, resulting in a lower closing value of £1.7m (from £1.9m in 2021). The balance of cash held by the Group has remained stable over the two years at £2.97m (2021: £2.93m), despite CQI’s levels of investment activity. These investment activities have been made possible due to improved cash generation from operating activities.

The Finance & Remuneration Committee, responsible for reviewing investment performance and policy, considers the cash holding in individual institutions and manages this risk actively by ensuring the I nstitute is not over committed to any one entity. The investment policy is deemed fit for purpose by the Board and is regularly monitored for compliance through the CQI’s quarterly reporting.

Reserves policy

The I nstitute operates a reserves policy that requires a minimum of three months of budgeted annual operating costs to be retained as free reserves. The trustees consider that this level will provide sufficient funds to respond to any unexpected events.

The balance held as unrestricted reserves on 31 December 2022 was £4.1m (£3.85m in 2021. £2.05m (2021: £1.99m of this was regarded as free reserves, after allowing for funds allocated to fixed assets (£1.1m) and other designated reserves, including funds for IT projects (£0.5m) and a product development reserve (£0.2m). The £2.05m equates to five months’ worth of budgeted 2022 operating costs: compliant with the I nstitute’s reserves policy, and more than the minimum operational cost requirement of three months.

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The I nstitute operates a formal framework for the management of risk, taking the view that risk can represent positive opportunities or negative threats.

Risk management

Key business risks and mitigations

Good risk management is fundamental to the continued work and sustainability of the I nstitute. We identify and manage risks that could adversely impact the achievement of our strategic purpose and determine the calculated risks we need to take to succeed.

The Board considers that the key strategic risk landscape for the I nstitute is as described in the table below and has approved the responses. Special mention is made of two major issues below.

COVID-19

The I nstitute operates a formal framework for the management of risk, taking the view that risk can represent positive opportunities or negative threats. The I nstitute maintains a risk register incorporating strategic, operational and compliance risks, which are informed by its strategic objectives, performance, voice of its stakeholders, regulatory environment, and analysis of the external environment.

In 2022, we recovered from the impact on revenue from certified training and adjusted our pandemicrelated policies as the world returned to work. We have maintained C OVID -19 as a risk into 2023 with the assumption that we will be able to close this during the year.

We have removed C OVID -19 as a strategic risk in 2023 as we consider this to be closed.

The Board delegates day-to-day responsibility for risk management to the Senior Management Team, who are responsible for identifying and evaluating risks that relate to their areas and activities, implementing appropriate controls, and for ongoing monitoring.

The Governance & Risk Committee reviews the management of risk in detail at each meeting and the Board reviews the I nstitute’s strategic and compliance risks and the associated project portfolio at each Board meeting.

Ukraine and global economic uncertainty

The Ukraine conflict in March 2022 did not have a direct impact on CQI operations or strategy. However, the CQI took into consideration compliance with UK sanctions placed on Russia and Belarus and framed a policy statement to align with these but also to mitigate the impact on members and staff colleagues, as described in our published statement indicating that the CQI would suspend activity in Russia and Belarus. The conflict has of course had an impact on the global economy, characterised by further supply chain disruption and inflation. The CQI Board took account of this new global event and its impact on the CQI members, partners, and colleagues. We did not raise a specific new risk, instead considering this as part of the existing risk on financial sustainability.

| 26 | Annual Report 2022 | Trustees’ report

Trustees’ report[|] Annual Report 2022[|] 27[|]

The CQI has established an equality, diversity, and inclusion initiative to drive diversity in the profession to help attract and develop the new skills and experience the industry needs.

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Risk: Long term Risk response
----- End of picture text -----

Risk: Long term Risk response
Professional body relevance
• Threat of a rapidly changing external
global environment compromising
the relevance of professional bodies
including the CQI.
• Opportunity to position the CQI as the
trusted provider of professional standards
and content in our quality domain.		 • The CQI has developed processes and plans to deliver the
programme defned under the Redesign Offerings strategic
theme. This will improve the value of services to professionals
and organisations and support them in their approach to quality
management. Our marketing plan will underline this.
Relevance of the profession
• Threat that the fast-changing and volatile
external environment reduces the
relevance of the profession.
• Opportunity to provide value to
organisations and society in the spheres of
Industry 4.0 and sustainability.		 • The CQI has developed processes and plans to deliver the
programme defned under the Lead Quality Management and
Broaden the Scope strategic themes. This will develop and
promote the value of quality management in tackling external
trends, and attract new, diverse talent into the profession. Our
marketing and advocacy plans support this effort.
Scope of membership opportunity
• The opportunity to attract new customers
including specialist quality practitioners
(such as business improvement), new
sector domains (such as public sector) and
global markets.
• The threat of an aging demographic, which
will reduce availability of skills required by
industry over time.		 • The Board has progressed a planning process for phase 2 of the
CQI strategy to defne growth focus from 2024.
• The CQI has established an equality, diversity, and inclusion
initiative to drive diversity in the profession to help attract and
develop the new skills and experience the industry needs.

| 28 | Annual Report 2022 | Trustees’ report

Trustees’ report[|] Annual Report 2022[|] 29[|]

STRUCTURE, GOVERNANCE

AND MANAGEMENT

Future plans

In March 2022, the Board of Trustees commenced review of the CQI strategy (see page 6 for the CQI 2030 strategy) as the CQI approaches the end of the first strategy phase at the end of 2022. This review, which will be completed by the end of 2023, has taken into account: progress in phase 1; feedback from members, volunteers, and the executive; and changes in the external operating environment.

Good progress has been made in phase 1 of the strategy despite the impact of external events, such as COVID -19 and the Ukraine conflict. This has translated into increased customer satisfaction, financial, and member acquisition results ahead of plan, as noted in the 2022 performance report above. We also note that a number of the macro trends upon which the strategy is based have accelerated during the past few years, especially the pace of adoption of technology; the nature of societal and environmental expectations being placed on organisations; and the impact of geopolitics on markets, supply chains and economies underlining the need for increased resilience and competitiveness.

The synthesis of feedback from members via our 2022 Workforce Insight study, from our corporate partners via our roundtables, and from our volunteer leaders did not raise any new threats or opportunities for the profession or the CQI (see risk section above. However, it confirmed the need to focus effort particularly on:

Addressing these significant strategic opportunities will be the focus of future phases of the CQI strategy and the B oard will publish details once this review process is completed at the end of 2023. We thank the many members, volunteers and par tners who have contributed to this review.

Charitable status and administrative details

The I nstitute is a registered charity (no. 259678) under the Charities Act 2011 and its expenditure is directed in furtherance of its charitable objects. The I nstitute was granted a Royal Charter on 23 November 2006. Its registered office is as shown on page 80 Key Management Personnel . The current trustees, and any past trustees who served during the year, present/past Trustees are listed on page 78-79 with the names of the senior executive staff and the external advisers of the charity on page 80.

Board of Trustees

The trustees, as members of the Board, are the directors of the nstitute and the trustees of the charity. The trustees are accountable to the Charity Commission and to CQI members.

Statement of trustees’ responsibilities

The trustees are responsible for preparing this Trustees’ Annual Report and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice). The law, applicable to charities in England and Wales, requires the trustees to prepare financial statements for each financial year that give a true and fair view of the state of affairs of the group and charity and of the net movement in funds of the group and charity for that period. In preparing these financial statements, the trustees are required to:

The trustees are responsible for keeping proper accounting records that disclose, with reasonable accuracy, at any time the financial position of the group and charity and enable them to ensure that the financial statements comply with the Charities Act 2011, the applicable Charities (Accounts and Reports) Regulations and the provisions of the Royal Charter.

| 30 | Annual Report 2022 | Trustees’ report

Trustees’ report[|] Annual Report 2022[|] 31[|]

The trustees are responsible for the maintenance and integrity of the group and charity’s financial information included on the charity’s website in accordance with legislation in the United Kingdom governing the preparation and dissemination of financial statements.

“Board effectiveness is reviewed after each meeting by the Board, and individual trustee and CEO performance is reviewed annually by the chair.”

Board effectiveness

The Board uses the ACEVO Charity Governance Code as the standard it measures itself against. The Board reviewed status against this code in December 2022 and the analysis below shows good progress since the first review in 2018. As part of this review, the B oard elected to include from 2023 a new principle of sustainability to reflect the need for the I nstitute to lead by example and measure, improve and transparently report on environmental impact.

So far as each of the trustees is aware at the time of the report:

The trustees are responsible for the maintenance and integrity of the group and charity’s financial information included on the charity’s website in accordance with legislation in the United Kingdom governing the preparation and dissemination of financial statements.

----- Start of picture text -----
Charity Governance Code Principle 2018 2022
1. Organisational purpose
2. Leadership
3. Integrity
4. Decision-making, risk and control
5. Board effectiveness
6. Diversity
7. Openness and accountability
----- End of picture text -----

Green – Good practice in place, reviewed and improved. Yellow – Good practice in place but requires improvement. Red – Good practice absent.

Board composition

The composition of the Board is set out on page 74. New trustees complete an induction programme covering trustee responsibilities as well as the I nstitute strategy and objectives and periodic refresher training is provided.

Board effectiveness is reviewed after each meeting by the Board, and individual trustee and CEO performance is reviewed annually by the Chair. The Board agenda is built around the CQI strategy so that trustees steer direction based on an understanding of risk, performance, and external developments.

Our current Chair, Amanda McKay, comes to the end of her term as a Trustee in September 2023 and the B oard elected a new Chair, Rashad Issa, who will take the Chair role from that point.

| 32 | Annual Report 2022 | Trustees’ report

Trustees’ report[|] Annual Report 2022[|] 33[|]

Environmental impact

Our quality policy, The CQI Way, embraces quality, safety, and environmental aspects. Under this policy, we “commit to protect and improve the environment and recognise that our day-to-day operations can impact it, both directly and indirectly. We work to integrate environmental considerations into our business decisions and to adopt greener alternatives throughout our operations.” In 2021, we established a baseline analysis of the group’s carbon footprint under three scopes using the ‘Compare Your Footprint’ tool. A comparison between 2021 and 2022 is provided below.

Total Reported Greenhouse Gas Emissions and Intensity Ratios Total Reported Greenhouse Gas Emissions and Intensity Ratios Total Reported Greenhouse Gas Emissions and Intensity Ratios Total Reported Greenhouse Gas Emissions and Intensity Ratios Total Reported Greenhouse Gas Emissions and Intensity Ratios Total Reported Greenhouse Gas Emissions and Intensity Ratios Total Reported Greenhouse Gas Emissions and Intensity Ratios
Scope Total
(tCO2e)
(2021)		 Total
(tCO2e)
(2022)		 tCO2e /
Revenue
(2021)		 tCO2e /
Revenue
(2022)		 tCO2e /
FTE
(2021)		 tCO2e /
FTE
(2022)
Scope 1 12.697 9.737 2.556 1.825 0.282 0.195
Scope 2 5.436 7.165 1.094 1.343 0.121 0.143
Scope 3 62.514 56.722 12.583 10.629 1.389 1.134
All Scopes 80.648 73.624 16.233 13.797 1.792 1.472

tCO2e – tonnes of carbon dioxide equivalent emissions

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Total 80 2022
Greenhouse
2021
Gas
Emissions 60
by Scope
40
20
0
Scope 1 Scope 2 Scope 3
----- End of picture text -----

Business slowly picking up following the pandemic, along with the London Office relocation and elements of unclear data around CQI’s volunteers’ travel all contributed to the high results for scope 3 emissions in 2021. As expected in 2022, with most business operations fully back on board, there were increases in business travel, office procurement, and office waste, which kept scope 3 emissions high.

Scope 2 emissions – mainly relating to electricity usage – increased in 2022, as expected due to a higher office footfall, while the total market-based emission under scope 1 – gas, fuel, refrigerants – decreased from 2021 to 2022.

Overall, the quality of the footprint for 2022 has improved due to expansion of the categories that are being included in our calculations, as well as clearer data available on volunteer business travel. Our CQI Way policy defines our approach to delivering and improving quality, safety, and environmental performance. Under this policy, we consider environmental impacts of our operations and ensure that environmental impact is considered in our decision making. As reported on page 3 3 we have elected to add environmental impact as a new principle to the existing 7 Charity Governance Code principles. To support this, we report for the first time our baseline carbon footprint for 2021 and 2022, both for the sake of transparency and to help us measure future performance in this area.

| 34 | Annual Report 2022 | Trustees’ report

Trustees’ report[|] Annual Report 2022[|] 35[|]

Diversity and inclusion

Previously, the Board of Trustees mapped the CQI against the ‘Diversity and Inclusion Progression Framework for professional bodies’ published by the Royal Academy of Engineering and the Science Council and adopted an EDI policy. In 2021, we started the process of progressing the CQI’s EDI maturity as a strategic priority. We understand the need to position the quality profession and the CQI as attractive and inclusive to a wider range of background skills and experience, especially to achieve our 2030 vision for the profession.

In 2022, we progressed our improvement in key areas supported by our nominated EDI champion, focusing on:

The gathering of baseline EDI data in respect of the quality profession was integrated into the 2022 Workforce Insights project to facilitate meaningful measures of improvement. This survey provided the following baseline demographic position with UK benchmarks as below.

Age group comparison with UK census data

Age group comparison with UK census data Age group comparison with UK census data Age group comparison with UK census data Age group comparison with UK census data Age group comparison with UK census data Age group comparison with UK census data
Age group UK working
age population1		 UK-based
respondent		 Difference UK-based CQI/IRCA
member respondents		 Difference
16-24 15% 2% -13 0% -15
25-34 17% 15% -2 8% -9
35-44 17% 20% +3 17% -
45-54 17% 24% +7 28% +11
55-64 16% 27% +11 33% +17
65-74 13% 9% -4 12% -1
75+ 5% 2% -3 3% -2

Ethnicity comparison with UK census data

Ethnicity comparison with UK census data Ethnicity comparison with UK census data Ethnicity comparison with UK census data Ethnicity comparison with UK census data Ethnicity comparison with UK census data Ethnicity comparison with UK census data
Ethnicity UK working
age population3		 UK-based
respondent		 Difference UK-based CQI/IRCA
member respondents		 Difference
Asian 7% 3% -4 4% -3
Black 3% 1% -2 2% -1
Mixed/
Multiple		 2% 1% -1 1% -1
White 87% 94% 7 93% 6
Another
ethnic group		 1% 0% -1 1% 0

Base: UK working age population (52m); UK-based respondents (1,210); UK-based CQI/IRCA member respondents (889)

Gender comparison with UK census data

Gender comparison with UK census data Gender comparison with UK census data Gender comparison with UK census data Gender comparison with UK census data Gender comparison with UK census data Gender comparison with UK census data
Gender* UK working
age population2		 UK-based
respondent		 Difference UK-based CQI/IRCA
member respondents		 Difference
Male 50% 72% 22 73% 23
Female 50% 28% -22 27% -23

*Note that less than 1% of respondents identified as non-binary (8 respondents), transgender (7 respondents), or in another way (5 respondents).

Base: UK working age population (52m); UK-based respondents (1,246); UK-based CQI/IRCA member respondents (915)

| 36 | Annual Report 2022 | Trustees’ report

Trustees’ report[|] Annual Report 2022[|] 37[|]

April 2023 19% April 2022 25%

Mean gender pay gap

The Board and its Committees

The Membership Council and Nominating Committee

The charter and byelaws grant specific powers and duties to an Advisory Council of the I nstitute to elect up to 17 trustees through the CQI Nominating Committee.

The CQI Membership Council fulfils the role of the Advisory Council appointing new trustees based on recommendations from the CQI Nominating Committee, which comprises members from the Board and Membership Council. In addition, the Membership Council operates and supports the CQI’s professional networks of regions, Branches, and Special Interest Groups. In 2022, the Membership Council conducted a review of its activities and presented an option for change to better support the CQI’s governance and strategy. This was work appreciated and supported by the B oard and a new terms of reference is being developed in 2023.

Finance & Remuneration Committee (FRC)

The FRC is drawn from members of the Board and ensures the system of internal control is satisfactory to deliver regulatory compliance, financial probity, and value for money. This includes reviewing and challenging financial plans; reviewing budgets and financial statements; overseeing the annual financial audit; reviewing investment policy and performance; and reviewing the reserves policy and staff remuneration.

Remuneration policy

The I nstitute’s policy is to position its overall reward package at market rate for membership bodies of a similar size, and to encourage and enable individual progression and career development of staff. Recruitment and reward are based on potential and performance only, with policies and training in place to ensure no discriminatory factors are involved.

The FRC undertakes an annual salary review that takes into account the financial status of the I nstitute, cost of living and market rates. Once approved by the Board, changes are applied to all employees, at all levels, including key management personnel. In addition, individual salary increases may be offered during the year, following a business case process that looks at performance against objectives (including behavioural and changes in job role scope. For 2023, a general staff salary increment of 5% was awarded. This considered the rise in costs of living and general volatility in the markets.

The I nstitute participates in the Voluntary Gender Equality Reporting Initiative. Calculated in April 2023, the CQI’s mean gender pay gap is 19% (April 2022: 25%) and the median gender pay gap is 26% (April 2022: 28%). Both calculations show the gap reducing by 6% and 2% respectively between the two reporting periods. The percentage of men to women in management positions was 54% in 2023 compared with 45% in 2022. The analysis indicates almost equal numbers of management positions being held by both men and women. The CQI strongly supports equal pay, with individuals carrying out the same role being paid the same, irrespective of gender. Our salaries are benchmarked at market and internal rate. We are open to, and encourage, flexible and part-time working and we promote internal job mobility where possible. The FRC will continue to monitor equal pay and diversity within the context of remuneration.

Governance & Risk Committee (GRC)

The GRC is drawn from members of the Board and ensures the corporate governance and risk management systems support the CQI’s purpose and strategy through the CQI’s Framework for the Management of Corporate Governance and Framework for the Management of Risk.

| 38 | Annual Report 2022 | Trustees’ report

Trustees’ report[|] Annual Report 2022[|] 39[|]

Men

Women

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2022
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----- Start of picture text -----
2023
----- End of picture text -----

Independent auditor’s report to the Trustees of the Chartered Quality Institute

The proportion of women in our workforce holding management positions increased from 45% in 2022 to 54% in 2023.

Group structure

The charity has two active, wholly owned subsidiary companies, IRCA Japan Kabushiki Kaisha (IRCA Japan KK and CQI Services.

IRCA Japan KK is a company registered in Japan. Its principal activity is to provide membership services to our members in Japan and to promote the I nstitute’s auditor certification services offered in Japan.

CQI Services Limited is registered in the UK under company registration number 4572473. The company’s principal activities relate to securing advertising in the I nstitute members’ magazine, generation of commissions from the Quality Jobs recruitment website and generation of sponsorship income from the International Quality Awards.

Opinion

We have audited the financial statements of the Chartered Quality Institute for the year ended 31 December 2022, which comprise the Consolidated Statement of Financial Activities, the Balance Sheet and the Consolidated Statement of Cash Flows and notes to the financial statements, including a summary of significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102 The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice).

In our opinion, the financial statements:

Basis for opinion

Financial statements

The financial statements have been prepared in accordance with the accounting policies set out in note 1 to the accounts and comply with the I nstitute’s Royal Charter, the Charities Act 2011 and Accounting and Reporting by Charities Statement of Recommended Practice (revised 2015) (Second Edition, effective 1 January 2019) applicable to charities preparing their accounts in accordance with the Financial Reporting Standard for the UK and Republic of Ireland (FRS 102.

We have been appointed as auditor under section 144 of the Charities Act 2011 and report in accordance with the Act and relevant regulations made or having effect thereunder. We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the Auditor’s responsibilities for the audit of the financial statements section of our report. We are independent of the group in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC’s Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

By order of the Board of Trustees,

Amanda McKay Chair of the Board of Trustees, Chartered Quality Institute

Conclusions relating to going concern

In auditing the financial statements, we have concluded that the trustees’ use of the going concern basis of accounting in the preparation of the financial statements is appropriate.

Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the group’s ability to continue as a going concern for a period of at least 12 months from when the financial statements are authorised for issue.

Date 14/06/2023

Our responsibilities and the responsibilities of the trustees with respect to going concern are described in the relevant sections of this report.

| 40 | Annual Report 2022 | Trustees’ report

Independent auditor’s report[|] Annual Report 2022[|] 41[|]

Other information

The trustees are responsible for the other information. The other information comprises the information included in the Trustees’ Annual Report and the Chair’s statement. Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon.

In connection with our audit of the financial statements, our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether there is a material misstatement in the financial statements or a material misstatement of the other information. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact. We have nothing to report in this regard.

Matters on which we are required to report by exception

We have nothing to report in respect of the following matters in relation to which the Charities (Accounts and Reports) Regulations 2008 require us to report to you if, in our opinion:

Responsibilities of trustees for the financial statements

As explained more fully in the trustees’ responsibilities statement set out on page 31 - 32 , the trustees are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.

In preparing the financial statements, the trustees are responsible for assessing the group’s and the parent charity’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the trustees either intend to liquidate the group or the parent charity or to cease operations, or have no realistic alternative but to do so.

Auditor’s responsibilities for the audit of the financial statements

Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.

Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above, to detect material misstatements in respect of irregularities, including fraud. The extent to which our procedures are capable of detecting irregularities, including fraud is detailed below:

Based on our understanding of the group and the environment in which it operates, we considered the extent to which non-compliance might have a material effect on the financial statements. We also considered those laws and regulations that have a direct impact on the preparation of the financial statements such as the Charities Act 2011, the Charity’s Royal Charter, payroll tax and sales tax.

We evaluated management’s incentives and opportunities for fraudulent manipulation of the financial statements (including the risk of override of controls). Audit procedures performed by the engagement team included:

Because of the inherent limitations of an audit, there is a risk that we will not detect all irregularities, including those leading to a material misstatement in the financial statements or non-compliance with regulation. This risk increases the more that compliance with a law or regulation is removed from the events and transactions reflected in the financial statements, as we will be less likely to become aware of instances of non-compliance. The risk is also greater regarding irregularities occurring due to fraud rather than error, as fraud involves intentional concealment, forgery, collusion, omission, or misrepresentation.

A further description of our responsibilities for the audit of the financial statements is located on the Financial Reporting Council’s website at: www.frc.org.uk/auditorsresponsibilities. This description forms part of our auditor’s report.

| 42 | Annual Report 2022 | Independent auditor’s report

Independent auditor’s report[|] Annual Report 2022[|] 43[|]

Consolidated statement of financial activities for the year ended 31 December 2022

Use of our report

This report is made solely to the charity’s trustees, as a body, in accordance with section 144 of the Charities Act 2011 and regulations made under section 154 of that Act. 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’s trustees as a body for our audit work, for this report, or for the opinions we have formed.

10 Queen Street Place
Haysmacintyre LLP London
Statutory Auditors EC4R 1AG
Date:01 August 2023

Haysmacintyre LLP is eligible to act as an auditor in terms of section 1212 of the Companies Act 2006

Note
2022
£’000
Income from:
Charitable activities
Membership Services
Learning & Development
Awareness
3,458
1,836
37
Investments
3
43		 2021
£’000
3,316
1,631
13
38
Total
5,374
Expenditure on:
Charitable activities
Membership Services
Learning & Development
Awareness
4
4
4
2,755
1,117
1,016		 4,998
2,583
1,227
863
Total
4,888
Net income before gains/(losses)
on investments and foreign exchange
486
Net gain/(loss) on investments
Net gain/(loss) on foreign exchange
13
(136)
(105)		 4,673
325
257
(43)
Net income
245
Reconciliation of funds:
Funds brought forward
3,850		 539
3,311
Total unrestricted funds carried forward
20
4,095		 3,850

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

All activities (income and expenditure) in both years are unrestricted and therefore a comparable statement of financial activities is not required.

The notes on pages 48- 7 3 form part of these financial statements.

Consolidated statement of financial activities[|] Annual Report 2022[|] 45[|]

| 44 | Annual Report 2022 | Independent auditor’s report

Balance sheet as at 31 December 2022

Group
Institute
Note
2022
£’000
2021
£’000
2022
£’000
2021
£’000
Fixed assets
Intangible fxed assets
Tangible fxed assets
Investments
11
12
13
817
302
1,731
445
349
1,867
809
299
1,804
436
344
1,941		 Institute
2,850
2,661
2,912
2,721
Current assets
Debtors
Cash at bank and in hand
14
805
2,971
658
2,932
879
2,572
767
2,537
3,776
3,590
3,451
3,304
Current liabilities
Creditors: amounts due within one year
15
2,512
2,393
2,116
1,958
2,512
2,393
2,116
1,958
Net current assets
1,264
1,197
1,336
1,346
Provisions for other liabilities due within one year
17
19
8
19
8
Net assets
4,095
3,850
4,229
4,059
Total funds:
General funds
Designated funds
20
20
2,047
2,048
1,987
1,863
2,185
2,044
2,208
1,851
Total unrestricted funds
4,095
3,850
4,229
4,059

These accounts were approved by the Board and authorised for issue on 14 June 2023 and were signed on its behalf by:

Amanda McKay Chair

The notes on pages 48- 7 3 form part of these financial statements.

Consolidated statement of cash flows for the year ended 31 December 2022

Note
2022
£’000
Cash fows from operating activities:
Net cash provided by operating activities
589		 2021
£’000
969
Cash fow from investing activities:
Dividends and interest from investments
Spend on internally generated intangible assets
Purchase of tangible assets
43
(478)
(12)		 38
(269)
(357)
Net cash provided by/(used in) investing activities
(447)		 (588)
Change in cash and cash equivalents in the reporting period
142
Cash and cash equivalents at beginning of reporting period
Exchange gains/(losses) on cash and cash equivalents
2,934
(103)
382
2,935
(43)
Cash and cash equivalents at end of reporting period
2,973		 2,934
Reconciliation of net income to net cash fow from operating activities
Net income for the reporting period (as per the statement
of fnancial activities)
Adjustments for:
Depreciation charges
Amortisation charges
Impairments
(Gains)/losses on investments
(Gains)/losses on exchange
Dividends and interest from investments
Increase/(decrease) in provisions
(Increase)/decrease in debtors
Increase/(decrease) in creditors
245
59
106
0
136
105
(43)
11
(149)
119
539
56
141
71
(257)
43
(38)
8
99
308
Net cash provided by operating activities
589		 970
Analysis of cash and cash equivalents
Cash at bank and in hand
Short term deposits
1,733
1,238
1,698
1,234
Total cash and cash equivalents
22
2,971		 2,932

The notes on pages 48- 7 3 form part of these financial statements.

Consolidated statement of cash flows[|] Annual Report 2022[|] 47[|]

| 46 | Annual Report 2022 | Balance sheet

Notes to the financial statements

1. Accounting policies

The principle accounting policies adopted, judgements and key sources of estimation uncertainty in the preparation of the financial statements are as follows:

Basis of preparation

The financial statements are prepared on a going concern basis, under the historical cost convention modified to include the recognition of listed investments measured at fair value, which is consistent with the prior year. The financial statements have been prepared in accordance with the Statement of Recommended Practice: Accounting and Reporting by Charities (“The SORP”, the Financial Reporting Standard applicable in the United Kingdom and Republic of Ireland (FRS 102 and the Charities Act 2011. The Chartered Quality Institute (“The Institute”) meets the definition of a public benefit entity under FRS 102.

General information

The Institute is a charity registered in England and Wales (charity number 259678). The Institute’s registered office address is Third floor, 90 Chancery Lane, Holborn, London WC2A 1EU.

Notes to the financial statements

The Institute has taken advantage of the exemption from the SORP FRS 102 from disclosing its individual statement of financial activities. The gross income of the Institute for the year was £4.78m (2021: £4.48m) and its result for the year was a net income surplus of £170k (2021: £499k).

Foreign currency

i) Functional and presentation currency

The Group financial statements are presented in pound sterling and rounded to thousands. The Institute’s functional and presentation currency is the pound sterling.

ii) Transactions and balances

Foreign currency transactions are translated into the functional currency using the spot exchange rate at transaction date. Monetary assets and liabilities denominated in foreign currencies are retranslated at the exchange rate ruling at balance sheet date.

Differences are taken to the income and expenditure account.

iii) Translation

The trading results of Group undertakings are translated into sterling at the average exchange rates for the year. The assets and liabilities of overseas undertakings are translated at the exchange rates ruling at the year-end.

Critical accounting judgements and key sources of estimation uncertainty

The preparation of financial statements requires the use of certain critical accounting estimates. It also requires management to exercise its judgement in the process of applying the Group and Institute ' s accounting policies. In the application of the accounting policies, Trustees are required to make judgement, estimates, and assumptions about the carrying value of assets and liabilities that are not readily apparent from other sources. The estimates and underlying assumptions are based on historical experience and other factors that are considered to be relevant. Actual results may differ from these estimates.

The estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are recognised in the period in which the estimate is revised if the revision affects only that period, or in the period of the revision and future periods if the revision affected current and future periods.

In the view of the Trustees, no assumptions concerning the future or estimation uncertainty affecting assets or liabilities at the balance sheet date are likely to result in a material adjustment to their carrying amounts in the next financial year.

Basis of consolidation

The Group accounts include the results of the Institute’s subsidiaries: CQI Services Ltd and the International Register of Certificated Auditors Japan Kabushiki Kaisha (“IRCA Japan KK”. A subsidiary is an entity controlled by the Group. Control is the power to govern the financial and operating policies of an entity so as to obtain benefits from its activities. The subsidiaries comply with the same accounting policies as the Institute and have been consolidated on a line-by-line basis. All intra-Group transactions, balances, income and expenses are eliminated on consolidation.

Going concern

The Trustees continue to monitor the changing landscape resulting from the C OVID -19 pandemic and its impact on the Group’s financials through scenario planning, monthly review of results against budgets, and regular review of assumptions. The Group holds a significant portion of its reserves as cash, has a strong level of free reserves and has been able to adjust its cost base to adapt to the reductions in revenue, therefore, the Trustees are of the view that the Institute and Group are a going concern.

Income

All income is recognised once the Institute and Group has entitlement to income, it is probable that income will be received and the amount of income receivable can be measured reliably. Income of the Institute is, where applicable, included net of Value Added Tax (VAT) and is allocated to the period to which it relates, carrying forward that part of the income relating to future accounting periods. Income received relating to future accounting periods is deferred and recognised as a creditor within the balance sheet.

Member subscription income is recognised over the period to which the subscription relates and over which the membership services and benefits are provided. Where the subscription spans more than one financial year, the income received but not earned in the current financial year is deferred into the next.

Income from all other charitable activities is recognised as earned as the related services are provided. Income from other trading activities is recognised as earned as the related goods are provided. Investment income is recognised on a receivable basis and the amounts can be measured reliably. Dividends are recognised once the dividend has been declared and notification has been received the dividends are due.

| 48 | Annual Report 2022 | Notes to the financial statements

Notes to the financial statements[|] Annual Report 2022[|] 49[|]

Notes to the financial statements

Expenditure

Liabilities are recognised as expenditure as soon as there is legal or constructive obligation committing the Institute and group to that expenditure, it is probable that settlement will be required and the amount of obligation can be measured reliably. Expenditure is recognised on an accruals basis as a liability is incurred, inclusive of VAT, which cannot be recovered.

All of the Institute’s expenditure is classified as expenditure on charitable activities and allocated between activity streams. Expenditure is allocated to the particular activity where the cost relates directly to that activity. The cost of overall direction and administration of each activity, known as “support costs” and comprising the salary and overhead costs of the central function, is apportioned based on staff time attributable to each activity.

Support costs also include governance costs, which comprise organisational administration and compliance with constitutional and statutory requirements. The allocation of support and governance costs is analysed in notes 5 and 6.

Employee benefits

Short-term benefits including holiday pay are recognised as an expense in the period in which the service is received.

Termination benefits are accounted for on an accrual basis and in line with FRS 102.

The Institute contributes to Group personal pension schemes, the assets of which are administered by Aviva. They are defined contribution schemes. All contributed costs are accounted for on the basis of charging the cost of providing pensions over the period when the Institute and Group benefits from the employees’ services. The Institute and Group has no further liability under the scheme.

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.

Notes to the financial statements

Intangible fixed assets

Intangible assets are stated at cost less accumulated amortisation and accumulated impairment losses. Amortisation is calculated, using the straight-line method, to allocate the depreciable amount of the assets to their residual values over their estimated useful lives, as follows:

Where factors, such as changes in market demand or price, indicate that residual value or useful life have changed, the residual value, useful life or amortisation rate are amended prospectively to reflect the new circumstances. The assets are reviewed for impairment if the above factors indicate that the carrying amount may be impaired.

Development costs that are directly attributable to the design and testing of identifiable and unique products controlled by the Group are recognised as intangible assets when the following criteria are met:

Other development expenditures that do not meet these criteria are recognised as an expense as incurred. Development costs previously recognised as an expense are not recognised as an asset in a subsequent period.

Tangible fixed assets

Tangible assets are stated at cost (or deemed cost) less accumulated depreciation and accumulated impairment losses. Cost includes the original purchase price, costs directly attributable to bringing the asset to its working condition for its intended use, dismantling and restoration costs. 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:

| 50 | Annual Report 2022 | Notes to the financial statements

Notes to the financial statements[|] Annual Report 2022[|] 51[|]

Notes to the financial statements

Investments

Investments are a form of basic financial instrument and are initially shown in the financial statements at fair value. Movements in the fair values of investments are shown as net gains and losses in the Statement of Financial Activities.

Profits and losses on the realisation of investments are shown as realised gains and losses in the Statement of Financial Activities. Net gains and losses on investments are calculated between sales proceeds and their opening carrying values or their purchase value if acquired subsequent to the first day of the financial year. Unrealised gains and losses are calculated as the difference between the fair value at the year end and their carrying value. Realised and unrealised investment gains and losses are combined in the Statement of Financial Activities.

Financial instruments

The Group has chosen to adopt Sections 11 of FRS 102 in respect of financial instruments.

i) Financial assets

Basic financial assets, including trade and other receivables, cash and bank balances, are initially recognised at transaction value and subsequently measured at amortised cost. Other financial assets, including investments, are initially measured at fair value. Financial assets are derecognised when (a) the contractual rights to the cash flows from the asset expire or are settled, or (b) substantially all the risks and rewards of the ownership of the asset are transferred to another party or (c) despite having retained some significant risks and rewards of ownership, control of the asset has been transferred to another party who has the practical ability to unilaterally sell the asset to an unrelated third party without imposing additional restrictions.

Cash at bank and cash in hand includes cash and short-term highly liquid investments with a short maturity of three months or less from the date of acquisition or opening of the deposit or similar account. A specific provision is made for debts for which recoverability is in doubt.

ii) Financial liabilities

Basic financial liabilities, including trade and other payables, are initially recognised at transaction price. Trade payables are obligations to pay for goods or services that have been acquired in the ordinary course of business from suppliers. Accounts payable are classified as current liabilities if payment is due within one year or less. If not, they are presented as non-current liabilities. Financial liabilities held at amortised cost comprise all creditors except social security and other taxes and provisions.

iii) Offsetting

Financial assets and liabilities are offset and the net amounts presented in the financial statements when there is a legally enforceable right to set off the recognised amounts and there is an intention to settle on a net basis or to realise the asset and settle the liability simultaneously.

Notes to the financial statements

Provisions

Provisions are recognised where the Institute has a present legal or constructive obligation resulting from a past event that will probably result in the transfer of funds to a third party and the amount due to settle the obligation can be measured or estimated reliably. Provisions are measured at the present value or the expenditures expected to be required to settle the obligation.

Fund accounting

Unrestricted funds are those funds available to the Institute and Group for its general purposes. They include funds designated (Note 20) by the Trustees for particular purposes where their use remains at the discretion of the Trustees. It is the policy of the Trustees to retain in unrestricted funds, amounts that in their judgement can help to mitigate the short-term effects of income volatility; and retain as longterm investment funds to generate sufficient income to meet current and future operational activities of the charity. The Group does not hold any restricted funds. Further information is available in the reserves section of the Trustees’ report.

2.Trading activities of subsidiary undertakings

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

CQI Services Limited is incorporated in England and Wales, registered number 04572473. Its registered office is 90 Chancery Lane, London WC2A 1EU. The principal activity of the company is the generation of advertising revenue placed in the Institute’s members’ magazine and helping members find new jobs through the I nstitute’s jobsite. Income and expenditure are included in Membership Services and Awareness in the Group financial statements. Any profits are gift aided to the Institute.

IRCA Japan KK is incorporated in Japan, registered number 0100-01-130705. Its registered office is Burex Kojimachi 8F, 3-5-2 Kojimachi, Chiyoda-ku 102-0083 Tokyo, Japan. The principal activity of the company is to provide local marketing, certification and administration services to IRCA for its auditors in Japan. The income and expenditure of the company has been included under charitable activities of Membership Services in the Group financial statements. IRCA Japan KK pays an annual royalty to the Institute.

| 52 | Annual Report 2022 | Notes to the financial statements

Notes to the financial statements[|] Annual Report 2022[|] 53[|]

Notes to the financial statements

2. Trading activities of subsidiary undertakings (continued)

CQI Services IRCA Total
CQI Services
IRCA
Total
Limited Japan KK Limited
Japan KK
2022 2022 2022
2021
2021
2021
Summary proft & loss accounts: £’000 £’000 £’000
£’000
£’000
£’000
Turnover 79 675 754
63
666
729
Operating costs (33) (487) (520)
(69)
(460)
(529)
Operating proft 46 188 234
(6)
206
200
Interest receivable - - -
-
-
-
Proft/(loss) on ordinary activities before
taxation		 46 188 234
(6)
206
200
Taxation - (4) (4)
-
(5)
(5)
Proft/(loss) on ordinary activities after
taxation		 46 184 230
(6)
201
195
Gift Aid/Royalty to parent charity - (155) (155)
-
(180)
(180)
Retained in subsidiary 46 29 75
(6)
21
15
The assets and liabilities of the subsidiaries were:
Current assets 29 488 517
26
514
540
Current liabilities (35) (298) (333)
(77)
(335)
(412)
Total net assets (6) 190 184
(51)
179
128
Aggregate share capital and reserves (6) 190 184
(51)
128
179

Notes to the financial statements

4. Total expenditure

Staff Costs
£’000
Other direct
activity costs
£’000
Support Costs
£’000
Total
2022
£’000
Charitable activities 2022
Membership Services
Learning & Development
Awareness
1,026
310
442
885
427
321
844
380
253
2,755
1,117
1,016
Support Costs
1,054
424
(1,477)
0
Total charitable costs
2,832
2,057
0
4,888
Staff Costs
£’000
Other direct
activity costs
£’000
Support Costs
£’000
Total
2021
£’000
Charitable activities 2021
Membership Services
Learning & Development
Awareness
898
265
367
911
653
303
774
309
193
2,583
1,227
863
Support Costs
844
432
(1,276)
-
Total charitable costs
2,374
2,299
-
4,673

Support costs totaling £1,477,896 (2021: £1,276,589 ) have been allocated across the activities. These include costs associated with IT, HR, finance, property and other central services across the Group. The costs have been allocated based on time spent by departments supporting the various activities.

3. Investment income

2022
£’000
Bank deposit interest and other income
Dividend income from shares listed on the London Stock Exchange
4
39		 2021
£’000
1
37
Total
43		 38

| 54 | Annual Report 2022 | Notes to the financial statements

Notes to the financial statements[|] Annual Report 2022[|] 55[|]

Notes to the financial statements

5. Support costs

5. Support costs
Staff
Costs
£’000
Premises &
Offce Costs
£’000
Resources
£’000
Information
Technology
£’000
Governance
£’000
Total
2022
£’000
Support Costs 2022
Membership Services
Learning & Development
Awareness
602
271
181
119
54
36
1
0
0
94
42
28
28
13
9
844
380
254
Total support costs
1,054
209
1
164
50
1,478

Notes to the financial statements

7. Net expenditure for the year

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

2022
£’000
Depreciation
Amortisation
Operating lease rentals for land and buildings
Auditor’s remuneration – External audit (excludes VAT)
Overseas taxation
59
106
237
42
4		 2021
£’000
56
141
303
34
5

8. Staff costs

Staff
Costs
£’000
Premises &
Offce Costs
£’000
Resources
£’000
Information
Technology
£’000
Governance
£’000
Total
2021
£’000
Support Costs 2021
Membership Services
Learning & Development
Awareness
512
205
128
142
57
35
4
1
1
88
35
22
29
12
7
775
310
193
Total support costs
845
234
6
145
48
1,278

6. Governance costs

6. Governance costs
2022
£’000
Meetings and travel expenses
Audit fees
Legal & professional
1
42
7		 2021
£’000
1
34
13
Total
50		 48
8. Staff costs
2022
£’000
Wages and salaries
Social security costs
Pension costs
Termination payments
Other staff costs
2,302
269
141
20
211		 2021
£’000
2,015
228
131
-
110
Total
2,943		 2,484
Other staff costs includes staff training, welfare and recruitment and fees
for agency staff. £131,203 of staff costs have been capitalised during
2022 (2021: £114,299), for staff time spent exclusively on the
Learning & Development E-Assessment Project.
The average monthly number of employees
during the year was as follows:
2022
Number of employees involved in charitable activities:
Membership
Learning & Development
Awareness
20
9
6
Number of employees involved in non-charitable activities:
Support
15
2021
20
8
5
14
Total
50		 47

| 56 | Annual Report 2022 | Notes to the financial statements

Notes to the financial statements[|] Annual Report 2022[|] 57[|]

Notes to the financial statements

The number of employees whose remuneration
(excluding redundancy) fell into the following bands were:
2022
£60,001 – £70,000
£70,001 – £80,000
£80,001 – £90,000
£90,001 – £100,000
£100,001 – £110,000
£110,001 – £120,000
£120,001 – £130,000
5
1
-
1
1
1
1
2021
3
1
1
2
-
2

The Institute made contributions of £51,984 (2021: £48,783) to the money purchase personal pension schemes of seven (2021: seven) employees whose emoluments exceeded £60,000.

The Institute considers its key management personnel comprises the Trustees and the Senior Management Team (SMT). The Trustees provide their time free of charge. The total remuneration, employer’s national insurance contributions, benefits and pensions paid to or on behalf of the SMT in the year was £395,321 (2021: £471,011 ).

Notes to the financial statements

9. Related Party Transactions

No member of the Board received any remuneration in 2022 (2021: £nil) for their roles as Trustees. There were no funds (2021: £250) paid to, or to third parties on behalf of 11 (2021: 11) members of the Board in reimbursement of expenses incurred on Institute business during the year. In addition to this, the Institute paid £3,387 for indemnity insurance (2021: £2,945).

One of the Institute’s Trustees is a Director of Quality at AWE plc. As a Corporate Partner of the CQI, AWE plc were invoiced and paid a membership fee of £4,950 in 2022 (£4,950 in 2021). This transaction was in line with the Institute’s normal course of business and its standard terms and conditions, there was no outstanding balance at 31 December 2022 and no amounts were written off during the year. Before joining AWE plc, this Trustee had been Director of Quality at Balfour Beatty. Another Corporate Partner of the Institute, Balfour Beatty were invoiced and paid a membership fee of £4,950 in 2022 (2021: £4,950). This transaction was in line with the Institute’s normal course of business and its standard terms and conditions, there was no outstanding balance at 31 December 2022 (2021: £nil), and no amounts were written off during the year (2021: £nil).

One of the Institute’s Trustees is the Head of Business Process and Quality at BAM Nuttall Ltd. As a Corporate Partner of the Institute, BAM Nuttall Ltd were invoiced and paid a membership fee of £4,950 in 2022 (2021: £4,950). This transaction was in line with the Institute’s normal course of business and its standard terms and conditions, there was no outstanding balance at 31 December 2022 (2021: £nil) and no amounts were written off during the year 2022: (2021:£nil).

One of the Institute’s Trustees (up to 24 August 2022) is a Director at NXTGen Quality Limited. NXTGen Quality Limited was contracted by Oakland Research Institute to work on a research project commissioned by the Chartered Quality Institute, and the Trustee worked as a Research Associate on this project.

The following members of the Institute’s senior management team are also members of the Board of Directors of the Institute’s subsidiary, IRCA Japan KK: Vincent Desmond and Tracey Singer. In 2022, an annual royalty of £154,993 (2021: £180,203) was charged by the Institute to IRCA Japan KK, with the full balance being outstanding at 31 December 2022 and expected to be paid in 2022.

10. Taxation

The Institute is a registered charity and is, therefore, not subject to corporation tax on its charitable activities. A provision has not been made for corporation tax for CQI services, in spite of the profit realised in 2022 as we expect to recover prior year losses and gift any balance to the Institute. Overseas taxation relates to income tax suffered by IRCA Japan KK on its profits for the year.

2022
£’000
Overseas Taxation
4
2021
£’000
5

| 58 | Annual Report 2022 | Notes to the financial statements

Notes to the financial statements[|] Annual Report 2022[|] 59[|]

Notes to the financial statements

Notes to the financial statements

11. Intangible fixed assets

11. Intangible fxed assets
Group
Website
Development
£’000
Intellectual
Property
£’000
Software &
Systems
£’000
Cost
As at 1 January 2022
Additions – internally generated
Written off in the year
542
54
-
421
73
-
536
351
-		 Total
£’000
1,499
478
-
As at 31 December 2022
596
494
887		 1,977
Amortisation
As at 1 January 2022
Charge for the year
Impairment
533
3
-
295
8
-
226
95
0
Written off in theyear
-
-
-
1,054
106
0
-
As at 31 December 2022
536
303
321		 1,160
Net book value
As at 31 December 2022
60
191
566
817
As at 31 December 2021
9
126
310		 445
The Institute
Website
Development
£’000
Intellectual
Property
£’000
Software &
Systems
£’000
Cost
As at 1 January 2022
Additions – internally generated
Written off in the year
503
54
-
421
73
-
536
351
-		 Total
£’000
1,460
478
-
As at 31 December 2022
557
494
887		 1,938
Amortisation
As at 1 January 2022
Charge for the year
Impairment
503
2
-
295
8
-
226
95
0
Written off in the year
-
-
-
1,024
105
0
-
As at 31 December 2022
505
303
321		 1,129
Net book value
As at 31 December 2022
52
191
566
809
As at 31 December 2021
-
126
310		 436

Included in intangible fixed assets: website development costs of £38,761 (2021: £38,761), accumulated depreciation of £29,753 (2021: £29,001) and net book value of £9,008 (2021: £9,760) relating to assets developed by IRCA Japan KK.

| 60 | Annual Report 2022 | Notes to the financial statements

Notes to the financial statements[|] Annual Report 2022[|] 61[|]

Notes to the financial statements

12. Tangible fixed assets

12. Tangible fxed assets
Group
Improvements
to premises
£’000
Offce
equipment
and furniture
£’000
Computer
hardware
£’000
Cost
As at 1 January 2022
Additions in year
Disposals
486
0
-
77
5
-
104
7
-		 Total
£’000
667
12
-
As at 31 December 2022
486
82
111		 679
Depreciation
As at 1 January 2022
Charge for the year
Eliminated on disposal
216
29
-
55
9
-
47
21
-
318
59
-
As at 31 December 2022
245
64
68		 377
Net book value
As at 31 December 2022
241
18
43
302
As at 31 December 2021
270
22
57		 349

Notes to the financial statements

12. Tangible fixed assets (continued)

12. Tangible fxed assets (continued)
The Institute
Improvements
to premises
£’000
Offce
equipment
and furniture
£’000
Computer
hardware
£’000
Cost
As at 1 January 2022
Additions in year
Disposals
486
0
-
45
3
-
104
7
-		 Total
£’000
635
10
-
As at 31 December 2022
486
48
111		 645
Depreciation
As at 1 January 2022
Charge for the year
Eliminated on disposal
216
29
-
28
5
-
47
21
-
291
55
-
As at 31 December 2022
245
33
68		 346
Net book value
As at 31 December 2022
241
15
43
299
As at 31 December 2021
270
17
57		 344

Included in intangible fixed assets: website development costs of £38,761 (2021: £38,761), accummulated depreciation of £29,753 (2021: £29,001) and net book value of £9,008 (2021: £9,760) relating to assets developed by IRCA Japan KK.

| 62 | Annual Report 2022 | Notes to the financial statements

Notes to the financial statements[|] Annual Report 2022[|] 63[|]

Notes to the financial statements

Notes to the financial statements

13. Fixed asset investments

13. Fixed asset investments
Group
2022
£’000
2021
£’000
Listed investments
Unlisted investments
1,731
-
1,867
-		 Institute
2022
£’000		 2021
£’000
1,731
73		 1,867
74
Market value as at 31 December
1,731
1,867		 1,804 1,941
Historic cost of investments
950
950		 1,031 1,031
Analysis of movement:
1January2022
Additions
Net gains/(losses
1,867
-
(136)
1,610
-
257		 1,941
-
(137)		 1,691
-
250
As at 31 December
1,731
1,867		 1,804 1,941

Listed Investments

In January 20 2 1, an investment was made in a Common Investment Fund. As at 31 December 2022, the fund comprised 40% UK equities, 42% overseas equities, 12% bonds and 6% cash. Their fair value as at 31 December 2021 and 2022 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 Quality World magazine and the CQI websites, management consultancy referrals, catering and hire of facilities. The company also manages the International Quality Awards.

The Institute holds 100% of the 10 million Japanese Yen voting share capital of the International Register of Certified Auditors Japan KK, a company registered in Japan. The company’s principal activity is to provide local marketing, administration and certification services to Japanese auditors.

14. Debtors

Group
Institute
2022
£’000
2021
£’000
2022
£’000
2021
£’000
Trade debtors
Amounts owed by Group undertakings
Other debtors
Prepayments and accrued income
357
-
205
243
127
-
128
403
334
185
123
237
85
221
64
397		 Institute
Total
805
658
879
767

15. Creditors

Group
Institute
2022
£’000
2021
£’000
2022
£’000
2021
£’000
Trade creditors
Other taxes and social security
Other creditors
Accruals and deferred income
196
95
20
2,201
116
81
57
2,139
177
72
20
1,847
96
56
57
1,749		 Institute
Total
2,512
2,393
2,116
1,958

| 64 | Annual Report 2022 | Notes to the financial statements

Notes to the financial statements[|] Annual Report 2022[|] 65[|]

Notes to the financial statements

16. Deferred income

Group
Institute
2022
£’000
2021
£’000
2022
£’000
2021
£’000
1January2022
Amount released to incoming resources
Amount deferred in the year
1,731
(1,731)
1,746
1,645
(1,645)
1,731
1,355
(1,355)
1,405
1,254
(1,254)
1,355		 Institute
At 31 December
1,746
1,731
1,405
1,355

Included in creditors (deferred income) is a total of £1,745,929 (2021: £1,730,695) which relates to deferred income. £710,333 relates to IRCA membership renewal fees received in the year but not yet earned (2021: £726,408). The remainder is income for 2022 fees raised in October, November & December 2022. This figure consists of £695,973 (2021: £636,489) for CQI Membership, £200,269 (2021: £210,920) for IRCA Membership, £55,151 for fees from Corporate Partners (2021: £59,400), £46,429 from IRCA OEA fees (2021: £50,621) and £37,774 from ATPs (2021: £31,857). Sponsorship income received in 2022 relating to the International Quality Award, was nil (2021: £15,000).

17. Provisions for other liabilities

Dilapidations
Provision 2022
£’000
Total
2022
£’000
8
8
11
11
The Group and Institute had
the following provisions during
the year:
1 January 2022
Additions dealt with in the Statement
of Financial Activity
Reclassifed as current liability during
the year
0
0		 Dilapidations
Provision 2021
£’000
0
8
0		 Total
2021
£’000
0
8
0
At 31 December
19
19		 8 8

Notes to the financial statements

18. Financial instruments

The Group has the following financial instruments:

Group
Institute
2022
£’000
2021
£’000
2022
£’000
2021
£’000
Financial assets that are debt instruments
measured at amortised cost:
Trade receivables
Other receivables
Amounts owed by Group
357
205
-
127
128
-
334
123
185
85
65
221		 Institute
562
255
642
371
Financial assets that are debt instruments
measured at fair value:
Investments
Investment in short-term deposits
1,731
2,971
1,867
2,932
1,731
2,572
1,867
2,537
4,702
4,799
4,303
4,404
Financial liabilities measured at amortised cost:
Trade creditors
Other creditors
196
115
116
138
177
91
96
113
311
254
268
209
Net fnancial assets measured at amortised cost
4,953
4,800
4,677
4,566

As part of the Group’s property leasing arrangements, there is an obligation to repair damages that are incurred during the life of the lease, such as wear and tear. The cost relating to the Institute’s new premises on Chancery Lane is charged to profit and loss as the obligation arises. The provision is expected to be utilised in 2031 when the leases terminate.

| 66 | Annual Report 2022 | Notes to the financial statements

Notes to the financial statements[|] Annual Report 2022[|] 67[|]

Notes to the financial statements

19. Other financial commitments

At 31 December 2022, the Group and Institute had the following future lease payments under non-cancellable operating leases:

At 31 December 2022, the Group and Institute had the following future lease payments under non-cancellable
operating leases:		 under non-cancellable
Land and buildings
Group
Institute
2022
£’000
2021
£’000
2022
£’000
2021
£’000
Not later than one year
Later than one year and not later than fve years; and
Later than fve years
284
501
-
131
709
-
223
486
-
117
709
-
Lease payments recognised as an expense
through the statement of fnancial activity
237
303
173
239		 Institute

Equipment Leases:

Land and buildings
Group
Institute
2022
£’000
2021
£’000
2022
£’000
2021
£’000
Not later than one year
Later than one year and not later than fve years; and
Later than fve years
7
19
-
4
13
-
4
8
-
4
13
-
Lease payments recognised as an expense
during the year
6
4
4
4		 Institute

Notes to the financial statements

20. Funds

All assets and liabilities are held within unrestricted funds.

Group 2022 Fund balances Income Expenditure Transfers Gains Fund balances
brought and carried
forward losses forward
Fund Name £’000 £’000 £’000 £’000 £’000 £’000
General Funds 1,987 5,343 (4,704) (359) (220) 2,047
Fixed Asset Reserve 794 - (172) 491 - 1,113
PQG Reserve 146 30 (26) - (6) 144
IT Project Reserve 185 - - 326 - 511
Product Development Reserve 738 - - (458) - 280
Premises Reserve - - - 0 - -
Total Funds 3,850 5,373 (4,902) - (226) 4,095
The Institute 2022
General Funds 2,208 4,750 (4,200) (356) (217) 2,185
Fixed Asset Reserve 780 - (161) 488 - 1,107
PQG Reserve 146 30 (26) 0 (6) 144
IT Project Reserve 187 - 0 326 - 513
Product Development Reserve 738 0 0 (458) 0 280
Premises Reserve 0 0 0 0 0 0
Total Funds 4,059 4,780 4,387) - (223) 4,229

| 68 | Annual Report 2022 | Notes to the financial statements

Notes to the financial statements[|] Annual Report 2022[|] 69[|]

Notes to the financial statements

20. Funds (continued)

20. Funds (continued)
Group 2021 Fund balances Income Expenditure Transfers Gains Fund balances
brought and carried
forward losses forward
Fund Name £’000 £’000 £’000 £’000 £’000 £’000
General Funds 1,919 4,971 (4,384) (722) 203 1,987
Fixed Asset Reserve 436 - (269) 627 - 794
PQG Reserve 128 27 (20) - 11 146
IT Project Reserve 210 - - (25) - 185
Product Development Reserve 330 - - 408 - 738
Premises Reserve 288 - - (288) - 0
Total Funds 3,311 4,998 (4,673) - 214 3,850
The Institute 2021
General Funds 2,187 4,420 (3,879) (722) 202 2,208
Fixed Asset Reserve 414 - (261) 627 - 780
PQG Reserve 128 27 (20) - 11 146
IT Project Reserve 212 - - (25) - 187
Product Development Reserve 330 - - 408 - 738
Premises Reserve 288 - - (288) - -
Total Funds 3,559 4,447 (4,160) - 213 4,059

Notes to the financial statements

21. Analysis of net assets between funds

General PQG IT Project Fixed Asset Product Premises 2022
Funds Reserve Reserve Reserve Development Reserve Total
Reserve Funds
Group 2022 £’000 £’000 £’000 £’000 £’000 £’000 £’000
Intangible fxed assets - - -
817		 - - 817
Tangible fxed assets - - -
302		 - - 302
Investments 1,653 78 -
-		 - - 1,731
Current assets 2,917 68 511 - 0 - 3,776
Current liabilities (2,512) - -
-		 - - (2,512)
Non-current liabilities (19) - -
-		 - - (19)
2,039 146 511 1,119 280 - 4,095
The Institute 2022
Intangible fxed assets - - -
809		 - - 809
Tangible fxed assets - - -
299		 - - 299
Investments 1,726 78 -
-		 - - 1,804
Current assets 2,590 68 513 - 280 0 3,451
Current liabilities (2,116) - -
-		 - - (2,116)
Non-current liabilities (19) - -
-		 - - (19)
2,181 146 513 1,108 280 0 4,228

The Fixed Asset reserve represents the approximate value of tangible and intangible assets as these funds are not available for day-to-day operations of the Institute.

The PQG reserve is equal to the bank balances and share of investments held by the Pharmaceutical Quality Group. This special interest group meets the needs of quality professionals within the pharmaceutical industry through regular meetings on quality assurance, good manufacturing practice and ‘hot-topics’ and developing guidance on a range of regulatory requirements.The IT project reserve represents money set aside for the planned redevelopment of the Institute’s digital infrastructure.

The Product Development reserve represents money set aside for the continuation of Learning and Development and Policy projects.

The Premises reserve represents money set aside for relocation when the Institute’s lease of its Furnival Street offices expired in 2021. This project was completed in 2021.

| 70 | Annual Report 2022 | Notes to the financial statements

Notes to the financial statements[|] Annual Report 2022[|] 71[|]

Notes to the financial statements

21. Analysis of net assets between funds (continued)

General PQG IT Project Fixed Asset Product Premises
2021
Funds Reserve Reserve Reserve Development Reserve
Total
Reserve Funds
Group 2021 £’000 £’000 £’000 £’000 £’000 £’000
£’000
Intangible fxed assets - - -
445		 - -
445
Tangible fxed assets - - -
349		 - -
349
Investments 1,789 78 -
-		 - -
1,867
Current assets 2,599 68 185 - 738 0
3,590
Current liabilities (2,393) - -
-		 - -
(2,393)
Non-current liabilities (8) - -
-		 - -
(8)
1,987 146 185 794 738 0
3,850
The Institute 2021
Intangible fxed assets - - -
436		 - -
436
Tangible fxed assets - - -
344		 - -
344
Investments 1,863 78 -
-		 - -
1,941
Current assets 2,311 68 187 - 738 0
3,304
Current liabilities (1,958) - -
-		 - -
(1,958)
Non-current liabilities (8) - -
-		 - -
(8)
2,208 146 187 780 738 0
4,059

Notes to the financial statements

22. Analysis of changes in net debt

At 1 January Cash fows Aquired Foreign At 31
2022 exchange December
movements 2022
Group 2022 £’000 £’000 £’000 £’000 £’000
Cash at bank and in hand 1,698 140 - (105) 1,733
Short-term deposits 1,234 4 - - 1,238
Cash and cash
equivalents		 2,932 144 - (105) 2,971
At 1 January Cash fows Aquired Foreign At 31
2021 exchange December
movements 2021
Group 2021 £’000 £’000 £’000 £’000 £’000
Cash at bank and in hand 1,361 380 - (43) 1,698
Short-term deposits 1,233 1 - - 1,234
2,594 381 - (43) 2,932

| 72 | Annual Report 2022 | Notes to the financial statements

Notes to the financial statements[|] Annual Report 2022[|] 73[|]

Board of Trustees

Amanda McKay CQP FCQI is Director of Quality for AWE at Aldermaston. She has 35 years’ experience in the construction, nuclear and power generation sectors and also in charity operation, people management and diversity

in her role as a Trustee with other charities. A founding member of the CQI Nuclear Special Interest Group, Amanda has worked to develop additional competency requirements for quality professionals and to help establish the first Quality Apprentice Scheme for the Nuclear sector. Amanda is a passionate advocate for Diversity and Inclusion.

Hannah Kingsley, BVSc FCA currently works for Rail Safety & Standards Board (RSSB) as Chief Financial Officer and is a member of the RSSB Board. In addition, Hannah has held several executive roles within the rail industry including Finance Director for Network Rail Anglia Route and Director Commercial Service and Assurance for Rail Delivery Group, leading teams working across governance, internal audit & risk, business change & procurement, as well as in previous senior finance roles at Network Rail and Deloitte LLP. In her role as Honorary Treasurer, Hannah brings to the CQI extensive experience working across financial control, financial planning & analysis, and commercial finance. Hannah is also a passionate supporter of work to increase gender equality across the STEM disciplines and acts as a mentor for the Women in Rail scheme.

Christopher Chinapoo, ASQ CMQ/OE, ASQ CQA CQP FCQI has over 25 years’ experience in Quality, Health, Safety, Sustainability, Resilience and Risk Management. He is currently the Chair of the Technical Oversight Committee to the

CARICOM Secretariat for the 10 EDF fund on Crime and

Violence Prevention. Christopher is a consultant, coach, and auditor in various sectors namely energy, construction, water, national security, higher education and so on. He is a live member of the National Association of Blacks in Criminal Justice, regular contributor to the Chartered Quality Institute’s Quality World Magazine and the Journals of the American Society for Quality. Christopher is also a member of the CQI Caribbean Branch, the CQI Deming Special Interest Group and the Secretary of the CQI Renewable Energy Special Interest Group.

David Anderson

CQP FQCI is Director of Business Assurance, Quality and Systems BAM UK&I. He brings over 30 years’ experience within the construction industry. David is passionate about the driving role quality plays within business and

operational excellence and is an advocate in utilising technology as an enabler for the future of quality. He is actively engaged with the CQI Construction Special Interest Group and a variety of other groups and organisations within the UK and Europe. He is a Director and Trustee of the Lean Construction Institute, an educational charity.

David Straker

CQP FCQI is now retired. He brings to the CQI experience from an extensive career in a variety of roles, in both public and private organisations. These included a leading role in the award-winning

Hewlett Packard UK quality department and as Quality Manager for the national school Statutory Assessment Tests (SATs). He also brings an understanding of psychology within the profession and still writes about ‘changing minds’ for a major knowledge website on this topic.

Dr Evi Viza, CQP CQI MIET FRSA, CQP MCQI, IET, FRSA, LSSBB is a Manufacturing Engineer specialising in Quality Management and Continuous Improvement. As a Chartered Quality

Professional and a Black Belt Lean Six Sigma practitioner, she brings expertise to her field. In addition to being a Trustee of the CQI, Dr Viza holds multiple positions. She is a member of the Institute of Engineering and Technology (IET) and serves as the Chair of the IET Manufacturing group in Scotland. Furthermore, Dr Viza is a Fellow of the Royal Society of Arts (FRSA) and contributes as a trustee member of the Kenyan Women in Scotland Association. Currently, Dr Viza is the Program Leader on the MSc Quality Management at the University of the West of Scotland, driving innovation and gender equality in manufacturing. Her research focuses on applying operations management, quality improvement, and lean principles to solve industry problems. She is particularly passionate about gender diversity and has led interdisciplinary research projects on systems approach and sustainability with a user-centric focus. Notable projects include the Royal Academy of Engineering’s “FemaleInspires” initiative and partnerships with APWEN (Association with Professional Women Engineers in Nigeria).

Howard Cooper

CQP FCQI is Specialist Director – Nuclear Quality for Jacobs UK. With a 37-year career in the UK Nuclear and Defence industry, including 23 years in senior quality roles, Howard has led the establishment, refreshment, and implementation of Quality Management Programmes for projects, programmes, organisations, and enterprises. A founding member of the CQI Nuclear Special Interest Group, Howard is passionate about the importance of professional qualifications for quality professionals, as well as supporting education, career pathways, mentoring and leadership development.

Dr Makis Foros, MBA, CQP MCQI, BTEC, BEng (Hons), PhD currently works as a Quality and Process Improvement Manager within the Operational Excellence Team for Saint Gobain Interior Solutions. Besides being an active

World Class Manufacturing TPM Instructor and Lean 6 Sigma black belt/Kaizen practitioner, his true passion lies with coaching and mentoring people; assisting them with reaching their true potential and meeting their aspirations. Makis has held many roles within the Quality, Process, Technical Production and New Product Development Arenas, and brings over 25 years’ experience within the construction industry, including strategic policy deployment and change management within organisations.

| 74 | Annual Report 2022 | Board of Trustees

Board of Trustees[|] Annual Report 2022[|] 75[|]

Rachelle Beasley CQP MCQI works as Quality Leader at Cytiva, a global provider of technologies and services that advance and accelerate the development and manufacture of therapeutics. She brings a decade of experience in quality and

auditing across various industries and gained a MSc in Quality Management in 2017. Rachelle was part of the Next Generation Network Committee from 2015 to 2019, working to make quality a career choice for young people. She brings experience within the voluntary sector and as a board member, sitting on two boards for charitable organisations that work to make lives better within communities. Rachelle is also an advocate for young quality professionals, diversity, and the future of quality.

Rashad Issa CQP FCQI works for the Baltic Exchange as the Quality and Business Improvement Lead. Before becoming a Trustee, he volunteered for the CQl’s London Committee for over three years and was part of the pilot groups of various CQI initiatives,

such as the mentoring programme and the Quality Connect platform.

His experience ranges from the financial services and retail to the health and shipping sectors. Rashad has extensive experience in guiding the development and delivery of robust operational strategies, streamlining complex policies and procedures on a global scale, establishing project management offices from the ground up, and bringing quality management frameworks to stakeholders at different levels in order to achieve strategic initiatives. He currently volunteers with the Project Management Institute as an insights advisor of the Global Diversity, Equity, and Inclusion initiative, and recently concluded a two-year term on the board of the Project Management Institute UK in December 2021.

Roxann Dawson CQP FCQI has more than 25 years’ experience in quality, assurance and business improvement and have held several senior leadership roles in the transportation and construction industry. Roxann is Business Assurance Director for

Tilbury Douglas, with expertise in risk, compliance, stakeholder engagement and organisation culture. Before becoming a trustee in September 2017, Roxann served as a member of the Advisory Council and now Chair of the CQI Governance Risk Committee and is a Trustee on the Board. She is an active volunteer for the CQI who has contributed to the establishment of the 2030 strategy, input into the Competency Framework 2.0, contributor to BoK and QW. Roxann is known for her passion and energy for the sustainability of the quality profession and is an advocate not only for the CQl, but also for the profession at large. Roxann is an ambassador for diversity and equality and seeks out opportunities to be the change she would like to see.

Victoria Yates CQP MCQI is the Head of Change and Transformation at leading temporary works provider Mabey Hire. She brings over 16 years of experience from a variety of operational and business improvement roles from the construction and engineering sector, with the first five years of her career in Site Management roles on major construction and infrastructure projects. Victoria is passionate about continuous improvement and is an advocate for balancing creativity with a structured approach to develop the best solutions. Victoria loves being a STEM Ambassador to promote quality and engineering careers to young women and girls. She was a member of the winning Team of the Year Award in 2018.

Victoria Derbyshire

CQP MCQI is Quality & Compliance Manager for Bethell Construction Ltd. She has five years’ experience across the Nuclear and Construction sectors and started her career with one of the first quality apprenticeships of its kind straight from education. Victoria is passionate about raising the profile of the quality profession and changing people’s perceptions of what it is to be a quality professional, making it an enticing career option for the next generation and ensuring organisations are in the position to provide quality apprenticeships and other early careers options. Victoria actively engages with the Nuclear Special Interest Group, as a steering group member for the Nuclear Next Generation working group and as a member of the Construction Special Interest Group. She also acts as the Quality Lead for Women in Nuclear UK. Victoria was also the winner of the Emerging Talent Award at the 2019 International Quality Awards.

The bios above also include four new Board Members joining the CQI board in June 2023 and all come from various fields of quality indicated in the following table:

| 76 | Annual Report 2022 | Board of Trustees

Board of Trustees

----- Start of picture text -----
Attendance Attendance
Date of
Current office at Board at committee
Position appointment/ Committee member
holder meetings in meetings
resignation
2022 2022
----- End of picture text -----

Position Current offce
holder		 Date of
appointment/
resignation		 Attendance
at Board
meetings in
2022		 Committee member Attendance
at committee
meetings
2022
Chair Amanda McKay Appointed
September
2014		 4/4 Finance &
Remuneration
Committee		 4/4
Honorary
Treasurer		 Hannah
Kingsley		 Appointed
March 2019		 4/4 Finance &
Remuneration
Committee Chair		 4/4
Board Member David Straker Appointed
September
2014		 4/4 n/a n/a
Board Member Roxann
Dawson		 Appointed
September
2017		 3/4 Governance & Risk
Committee Chair		 3/4
Board Member Rachelle
Beasley		 Appointed
March 2020		 3/4 Membership
Council Liaison
Nominating Committee		 3/4
3/4
Board Member Natalie
Shoemark-Dyer		 Appointed
12/09/2018
Resigned
15/09/22		 1/2 Finance &
Remuneration
Committee		 1/3
Board Member Ian McCabe Appointed
March 2020
Resigned
24/08/22		 2/2 Governance & Risk
Committee		 2/3
Board Member David
Anderson		 Appointed
March 2021		 3/4 Finance &
Remuneration
Committee
Nominating Committee		 3/4
2/4
Board Member Rashad Issa Appointed
March 2021		 3/4 Governance & Risk
Committee		 4/4
Board Member Christopher
Chinapoo		 Appointed
March 2022		 4/4 Governance & Risk
Committee		 1/1
Board Member Victoria
Derbyshire		 Appointed
March 2022		 3/4 n/a n/a
Position Current offce
holder		 Date of
appointment/
resignation		 Attendance
at Board
meetings in
2022		 Committee member Attendance
at committee
meetings
2022
Board Member Dr Evi Viza Appointed June
2023		 n/a n/a n/a
Board Member Howard
Cooper		 Appointed June
2023		 n/a n/a n/a
Board Member Dr Makis Foros Appointed June
2023		 n/a n/a n/a
Board Member Victoria Yates Appointed June
2023		 n/a n/a n/a

Membership Council

----- Start of picture text -----
Name Position
----- End of picture text -----

Name Position
Dave Smith Chair
Mark Eydman Vice Chair
Angela Fumpson Member
Leigh Anderson Member
Mehrdad Kamali Member
Victor Williams Member
Barry Avis Member
Marc Elmes Member
Michael McCusker Member
Tony Brachmanski Member
Jon Adshead Member

| 78 | Annual Report 2022 | Board of Trustees

Membership Council[|] Annual Report 2022[|] 79[|]

Professional Networks Officers 2022

Key management personnel (Senior executive staff)

Special Interest Groups (SIG)

Director General and Chief Executive

Executive Director of Corporate Services

Andrew Lannin

Vince Desmond

Executive Director of Membership and Commercial Services Tally Singer

Office address

Third Floor 90 Chancery Lane London WC2A 1EU

Principal professional advisers

Bankers

External auditors

Investment managers

Lloyds Bank Plc 98 Victoria Street London SW1E 5JL

Haysmacintyre LLP Chartered Accountants 10 Queen Street Place, London EC4R 1AG

Newton Investment Management Ltd BNY Mellon Centre 160 Queen Victoria Street London ECV4 4LA

Construction SIG Chair Jon Adshead
Vice Chair David Anderson
Secretary David Myers
Defence SIG Chair Richard Ellis
Secretary Nicola Abrams
Deming SIG Chair Alan Hodges
Vice Chair Kevan Leach
Secretary Peter Leeson
Integrated Management SIG Chair Jonathan Bishop
Vice Chair Paul Simpson
Secretary Peter Leeson
Secretary Bob Blackwell
Nuclear SIG Chair Richard Hibbert
Vice Chair James Brown
Secretary Rebecca Tomlinson
Pharmaceutical SIG Chair David Waddington
Secretary Neil Wayman
Vice Chair Jane Smith
Rail SIG Chair -
Secretary Qun Yan
Vice Chair Daniel Quant
Health SIG Chair Dennis Mok
Vice Chair Hannah Murfet
Secretary Thomas Rose
Sustainability SIG Chair Zoi Kontodimou
Vice Chair Murugesh Sivasubramanian
Audit SIG Chair William Rankin
Vice Chair Richard Brett
Secretary Doris Cadar
Renewable Energy Chair Gregorio Acero
Vice Chair Sara Johnson
Secretary Chris Chinapoo

| 80 | Annual Report 2022 | Key Management Personnel

Special Interest Groups[|] Annual Report 2022[|] 81[|]

Professional Network Officers

----- Start of picture text -----
EASTERN REGION Regional Chair Barry Avis
----- End of picture text -----

EASTERN REGION Regional Chair Barry Avis
Milton Keynes branch Chair Paul Simpson
Peterborough and
Cambridge branch		 Chair Kevin Newey
South Anglia branch Chair BarryAvis
Secretary Neil Hilton

----- Start of picture text -----
MIDLANDS REGION Chair Positions vacant as 31.12.22
Secretary Positions vacant as 31.12.22
----- End of picture text -----

MIDLANDS REGION Chair Positions vacant as 31.12.22
Secretary Positions vacant as 31.12.22
Birmingham branch Chair Claire Lewis
Vice Chair AmandipSandhu
Secretary Jaz Tanwar
Derby and Nottingham
branch		 Chair Suzanne Hill
Vice Chair Adrian Petch
Secretary Grant Nicholson
Leicester and Coventry
branch		 Chair SimonJones
Vice Chair Chris Parry
Wolverhampton branch Chair TonyBrachmanski
Vice Chair CraigCartwright

----- Start of picture text -----
NORTH EAST REGION Regional Chair Leigh Henderson
----- End of picture text -----

NORTH EAST REGION Regional Chair Leigh Henderson
Teesside branch Chair Trevor Walton
Vice Chair Mike Amour
Secretary Austin McGlynn
Tyne and Wear branch Chair Leigh Henderson
Vice Chair Colin Humble
Secretary John Mills

Professional Network Officers

NORTHERN REGION Regional Chair Victor Williams
Cumbria branch Chair Ryan Mower
Vice Chair Kyle McNicol
Secretary PaulJohnson
Greater Manchester
branch		 Chair -
Secretary -
Yorkshire branch Chair Hugh Everson
Vice Chair Alexander Diamantis
Secretary Dr Asimakis Foros
NORTHERN IRELAND Regional Chair Michael McCusker
Northern Ireland branch Chair Michael McCusker
Vice Chair Gerard Heatley
Secretary Nuala O’Hare
SCOTLAND Regional Chair Colin Campbell
Secretary Jeffrey Marven
North of Scotland branch Chair Colin Campbell
Vice Chair -
Secretary Abigail Hastie
West of Scotland branch Chair Marc Elmes
East of Scotland branch Chair -
Secretary Victoria Tait
SOUTH EAST REGION
London branch Chair Jessica Naidoo
Vice Chair Adebisi Alonge
Secretary Qun Yan

| 82 | Annual Report 2022 | Professional Network Officers

Professional Network Officers[|] Annual Report 2022[|] 83[|]

Professional Network Officers

Southern branch Chair Donna Hopkins
Vice Chair Maria-Louise Chandler
Secretary Csilla Bartyuk
Thames Valley branch Chair Natalie Shoemark-Dyer
Secretary Tom Gould
Surrey and Sussex
branch		 Chair Luke Higgins
Secretary Heather Kane

----- Start of picture text -----
SOUTH WEST REGION Vice Chair Derek Lewis
-
Secretary
----- End of picture text -----

SOUTH WEST REGION Vice Chair
Secretary		 Derek Lewis
-
Avon branch Chair Neil O’Doherty
Vice Chair Angela Fumpson
Secretary Denise Ramsay
Gloucester branch Chair Ryan Renard
Wales branch Chair -
Secretary Robert James Christian Mrosek/
Ralph Cannon
OVERSEAS
Hong Kong branch Chair -
Vice Chair Wai HangCris Tam / Vincent Chui
Taiwan branch Chair Jeff Monk
Secretary Murli Mohan
Ireland branch Chair Caroline Geoghegan
Vice Chair Shane Blaney
Secretary Susanne Carpenter
Caribbean branch Chair Dr Alison Gajadhar
Vice Chair GlenroyLondon
Secretary Sucilla Buchoon

Independent auditor’s report[|] Annual Report 2022[|] 85[|]

| 84 | Annual Report 2022 | Professional Network Officers

Chartered Quality Institute Third floor, 90 Chancery Lane Holborn, London WC2A 1EU Incorporated by Royal Charter and registered as charity number 259678 ~~| 86 | Annual Re~~ www.quality.org port 2022 | Independent auditor’s report