"Work can and should be a force for good"
Champions of good work
Our purpose – as the professional body for HR and people development and as a charity – is to champion better work and working lives. We do this for the benefit of individuals, businesses, economies and society as a whole.
We worked hard this year, supported by a growing community of members and volunteers, to deliver on this purpose. And thanks to carefully managed costs and increased revenues from all parts of our business, we generated an operating surplus of £2.2 million to reinvest in championing better work and working lives.
Work can and should be a force for good. But our second annual UK Working Lives survey highlighted that it's falling short in many ways – particularly when it comes to work–life balance and well-being.
Against this backdrop, it's no surprise that the demands placed on the people profession are growing and evolving. And these challenges are not unique to the UK: more and more organisations around the world are turning to us to help develop their people teams.
"The increasing demand on our profession is evident in our thriving member base."
The increasing demand on our profession is also evident in our thriving membership base. This year we grew 3.2% to 154,364 members – our biggest leap in seven consecutive years of growth.
We're proud to be career partner of choice for so many professionals. But we need to keep working hard to meet the growing needs and expectations of all our members and would-be members. We invested more than £5.5 million in member services this year, and the insights we gathered from our biggest ever membership survey have helped us ensure this is money well spent.
Our role is to help our members get the most out of their careers and fulfil their potential as champions for good work. To this end, we launched the new Profession Map this year. It sets the international standard for our profession; describing the values, knowledge and behaviours that create the greatest impact. We also invested more than £2 million in new research and content. By strengthening our international evidence base, we're helping members choose the best path to improving work and working lives in their organisations.
Our strong evidence base supports our work in the public sphere too. We focus on driving change on key issues that are preventing people, businesses and society from getting the best out of work. In turn, we also create greater demand for our members’ expertise.
"We've been breaking down barriers that hold back many parts of our diverse workforce from reaching their full potential."
In particular, we've been breaking down barriers that hold back many parts of our diverse workforce from reaching their full potential. For example, we campaigned for more support in the workplace for people going through the menopause – highlighting an overlooked opportunity to create fairer, more inclusive and more productive workplaces.
We invested nearly £2.3 million in raising the voice of the profession this year – and took a more ambitious approach than ever before to reaching new audiences, for example, through our new Festival of Work and our People Skills Hub for small business owners and people managers.
We use the Large Charity Governance Code to guide our governance practices and board effectiveness, as well as bearing in mind the Corporate Governance Code. We review ourselves against this code annually and make improvements where necessary. The chair also carries out annual reviews with the CEO and all other board members, and regularly commissions an externally facilitated board effectiveness review.
Other relevant governance codes, such as the Financial Reporting Council standards, guide our reporting on people practices. We're proud to lead the way in reporting on CEO pay, the gender pay gap and ethnicity pay.
"Long term, our priority remains the same: driving change in the world of work, led by a strong community of people professionals."
Long term, our priority remains the same: driving change in the world of work, led by a strong community of people professionals. To this end, we're now focused on building a digitally enabled, future-fit organisation that meets members' needs and can champion better work and working lives at scale.
Chair of the Board
Professor Sir Cary Cooper