editorial
Building for the future
Brewer and Distiller International 44A, Curlew Street, London SE1 2ND, UK T: +44 207 499 8144 F: +44 207 499 1156 E: editor@ibd.org.uk www.ibd.org.uk Editor: Steve Curtis T: +44 207 499 8144 editor@ibd.org.uk Publisher: Gavin Sharrock T: +44 1865 47 6324 gsharroc@wiley.com Advertising sales: Genevieve Kanowski T: +49-6201-606 638 gkanowski@wiley.com Designer: Paul Bennell T: +44 1243 770310 pbennell@wiley.com Subscriptions Europe, Middle East and Africa: +44 1865 778315 Asia Paci c: +65 6511 8000 Americas: +1 781 388 8509 or +1 800 835 6770 (toll free in US or Canada) Japan (Japanese speaking support) +65 6511 8010 Email: cs-journals@wiley.com
N ovember 2 nd I will have been working with the IBD for four years and, as the 2 nd is a Saturday, I will be making some time for re ection (as soon as the Rugby World Cup Final has been played out). There will be much to re ect on; I started my role after my predecessor, Simon Jackson, had done a great job in bringing the Institute to a good nancial
position and with a new of ce base in Curlew Street. As a result of his and the Trustee’s endeavours, governance was in a better place with more clarity in the roles of the Board of Trustees and the Council with established ways of working for both. Membership appeared in growth on the back of increasing exam candidature, our major events (WDSC, AP & Africa conventions, Young Scientist’s Symposium) looked to be in good shape and the BDI and JIB publications were performing well with a guaranteed distribution and steady impact factor respectively. It would have been tempting to have operated a business as usual trajectory had it not been apparent that we needed to react further to market changes (growth of small independent breweries & distilleries), some one-off events of signi cance (the largest being the takeover of SABMiller by ABInBev which compromised the 2017 Africa Convention), the need to rede ne our methods of learning delivery and to ensure that we had control of our intellectual property. It was also clear that the Institute had not fully positioned its business in the Professional Membership Organisation or Learned Society sectors where benchmarking against 42 organisations of similar size showed room for improve- ment in number of areas. An analysis of membership data demonstrated that less than one percent of Diploma com- pleters were continuing their membership compared with over 80% around 35-40 years previously. The Institute as a brand was (and still is) well respected internationally but was seen as elitist, UK centric and largely irrelevant to the small independent sector. In addition, much of the learning material was becoming less t for purpose although the quali cation is hugely respected and obtaining our quali cations is an achievement that should never be underestimated. A meeting with a VP of a major brewer at Brau left me with absolutely no doubt whatsoever that we should, in no way, dumb down the quali cations or change the pass mark as they were consid- ered to be THE benchmark in a brewer’s or distiller’s career progression. Our North Star, our prime directive, remains “the advance- ment of education and professional development in the science and technology of brewing, distilling and related industries”. The fact that we are a charity also means that we need to provide public bene t by playing our part to ensure that every pint or dram is a quality product, safe to drink in moderation and that we share the canon of scienti c knowl- edge embodied in our Journal since 1890.
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