A Message from Lord Pickles and Lord Blunkett, followed by Integrate's best practice article

The ability to listen and learn from one another has always been vital in parliament, in business and in most aspects of daily life. But at this particular moment in time, as national and global events continue to reiterate, it is uncommonly crucial that we forge new channels of communication and reinforce existing ones. The following article from Integrate is an attempt to do just that. We would welcome your thoughts on this or any other Parliamentary Review article.

Blunkett signature Rt Hon The Lord David Blunkett
Pickles signature Rt Hon The Lord Eric Pickles

Graham Duncan, founder and
Turning data into information
Integrated Publishing Solutions, known in the market as
integrate, have been developing multi-channel production
systems for corporations across a range of industry sectors,
both in Europe and in North America, for over 20 years.
They have developed systems for the likes of Perkins Engines,
Pfizer, Linklaters and Massey Ferguson. Some time ago, they
turned their focus to the financial sector, and a decade-long
relationship with the BNY Mellon Group that has followed led
to the development of a suite of software products particularly
relevant to asset management.
Digital channels provide companies with unparalleled marketing opportunities but
in many industries, in particular financial services, there are stringent regulations
that apply when promoting products and services. integrate’s software ensures that
full compliance is maintained, at all times, with all regulatory requirements. Director
and founder Graham Duncan explains how this is achieved, and why integrate’s
software is the best choice for their clients.
Our software delivers on a simple premise: to consistently provide accurate and
legally compliant product information when, where and how it is needed. This is
fundamental for any industry providing data to its clients within complex regulatory
environments. This challenge is made all the more difficult by the multiplication of
channels from which clients might draw this aforementioned information.
Surprisingly, it is still normal practice to create such information separately for each
“when, where and how”: a web team creating the information for consumption
»Founder and director: Graham
»Established in 1996
»Based in Leamington Spa,
»Services: Development of
unique, compliant software
suites that streamline
and ensure compliance
of distributed product
»Each month, iPlus produces
studio-quality documents for
more than 200 funds, across
15 jurisdictions in 13languages
Highlighting best practice
on a website; a document team
creating the information for traditional
documents and an app team creating
the information for a smartphone
app, and so on. This is a segregated
approach for each individual context of
the same information. When products
are sold globally, across an enormous
variety of jurisdictions, languages
and regulatory environments, such
a siloed approach is not only costly
and ineffectual but also entails
Our product, iPlus, is a unique software
solution that allows corporations
to send complex information about
their products to customers through
digital platforms such as tablets and
smartphones. It continues to provide
the same data over more traditional
channels of paper and email.
Regardless of how customers want
information delivered, iPlus can provide
it quickly, accurately and in a cost-
effective manner.
A unique product for our
digital world
We have continued our heritage of
developing software to provide the
same information through different
communication channels; this is
something we have worked on from
a time before widespread use of the
internet through to the current social
media age. Our innovation has always
focused primarily on practical benefit.
Our core product suite allows companies
to maximise the market for their
products and services by fully exploiting
the advantages offered by the latest
digital channels. Uniquely, however, it
also allows companies to market these
same products and services through
traditional communication media,
such as email and print, while also
ensuring that the information provided
through each distribution channel is
both accurate and fully compliant with
tightening and complex regulations.
Companies that use integrate’s
solutions are reaping the benefits
of the latest technology to win new
customers and support existing ones.
Alongside this, they can retain
full commitment to established
communications methods that are still
important to many customers and, in
some industry sectors, still necessary
in order to comply with regulatory
Companies wishing to utilise these
newest methods of communication
are forced to use different systems to
manage and distribute information
about products and services through
conventional, historic channels. This
leaves them exposed to three main
1. Increased operating costs to
support multiple systems.
2. Increased costs to ensure that
identical information is provided,
however and wherever it is provided.
One golden copy for
all points of client
that use
solutions are
reaping the
benefits of the
technology to
win new
customers and
existing ones
3. The risk of reputational damage
and, even worse, censure by
regulatory bodies if different
information is provided on the
same products and services through
different communication media.
Maximising market coverage
The segregation of the production and
distribution of product information for
each channel served is costly, inefficient
and risks inconsistencies between them.
Our integrated approach respectively
brings down costs, raises efficiency and
minimises risks. Our clients are able to
meet the challenge of marketing their
products and services through new,
high-tech communication channels
while maintaining their commitment to
more established media.
Furthermore, clients are able to ensure
that, where necessary, the same
information is communicated through
all of the channels they use for dialogue
with prospects and customers. They
are also able to tailor information for
different geographical markets; this
is achieved with regards to securing
use of the appropriate language, the
desire to provide country-specific
marketing messages and the need
to ensure compliance with country-
specific regulatory requirements. These
areas can all be addressed individually,
while central control is maintained over
everything that is produced.
Reducing the risk of
reputational damage
This use of streamlined digital channels
will expand and become used even
more prevalently in the near future.
As it does, the risk of incorrect or
inconsistent information about
products and services being distributed
will naturally increase. We will see
this across the wide range of these
different channels that are now used
by companies to communicate with
their customers, and with the markets
in which they operate.
Companies operating within highly
regulated industry areas, such as the
finance, pharmaceutical and legal
sectors, face reputational damage
and regulatory censure if they do
not provide correct and appropriate
information about these products and
services through alternative channels.
Our software minimises these risks
for asset management companies,
and can also be used similarly in other
areas of the financial services sector.
Everything our software solutions
provide for these firms also translates
appropriately for companies in other
industries that face similar challenges.
Our clients are
able to meet the
challenge of
marketing their
products and
services through
new, high-tech
Complex distribution
Reputational risk is never
a game to be played

This article was sponsored by Integrate. The Parliamentary Review is wholly funded by the representatives who write for it. The publication in which this article originally appeared contained the following foreword from The Rt Hon Theresa May MP.

The Rt Hon Theresa May MP's Foreword For The Parliamentary Review

By The Rt Hon Theresa May MP

This foreword from the then Prime Minister appeared in the 2018/19 Parliamentary Review.

British politics provides ample material for analysis in the pages of The Parliamentary Review. For Her Majesty’s Government, our task in the year ahead is clear: to achieve the best Brexit deal for Britain and to carry on our work to build a more prosperous and united country – one that truly works for everyone. 

The right Brexit deal will not be sufficient on its own to secure a more prosperous future for Britain. We also need to ensure that our economy is ready for what tomorrow will bring. Our Modern Industrial Strategy is our plan to do that. It means Government stepping up to secure the foundations of our productivity: providing an education system that delivers the skills our economy needs, improving school standards and transforming technical education; delivering infrastructure for growth; ensuring people have the homes they need in the places they want to live. It is all about taking action for the long-term that will pay dividends in the future.

But it also goes beyond that. Government, the private sector and academia working together as strategic partners achieve far more than we could separately. That is why we have set an ambitious goal of lifting UK public and private research and development investment to 2.4 per cent of GDP by 2027. It is why we are developing four Grand Challenges, the big drivers of social and economic change in the world today: harnessing artificial intelligence and the data revolution; leading in changes to the future of mobility; meeting the challenges of our ageing society; and driving ahead the revolution in clean growth. By focusing our efforts on making the most of these areas of enormous potential, we can develop new exports, grow new industries and create more good jobs in every part of our country.

Years of hard work and sacrifice from the British people have got our deficit down by over three quarters. We are building on this success by taking a balanced approach to public spending. We are continuing to deal with our debts, so that our economy can remain strong and we can protect people’s jobs, and at the same time we are investing in vital public services, like our NHS. We have set out plans to increase NHS funding annually by an average by 3.4 percent in real terms: that is £394 million a week more. In return, the NHS will produce a ten-year plan, led by doctors and nurses, to eliminate waste and improve patient care.

I believe that Britain can look to the future with confidence. We are leaving the EU and setting a new course for prosperity as a global trading nation. We have a Modern Industrial Strategy that is strengthening the foundations of our economy and helping us to seize the opportunities of the future. We are investing in the public services we all rely on and helping them to grow and improve. Building on our country’s great strengths – our world-class universities and researchers, our excellent services sector, our cutting edge manufacturers, our vibrant creative industries, our dedicated public servants – we can look towards a new decade that is ripe with possibility. The government I lead is doing all it can to make that brighter future a reality for everyone in our country. 

British politics provides ample material for analysis in the pages of The Parliamentary Review 
The Rt Hon Theresa May MP
Prime Minister