A divided house will eventually fall. The T&G's problems in recent times have been worsened by disunity and distrust, which has sometimes set member against member without rhyme or reason.

But we also need to move away from the culture of blame and the culture of cliques, which has developed over the last decade.

I will work with all our lay committees, officers and staff to create a new sense of purpose. I will end the culture of distrust - sometimes even contempt - for officers and staff, which have sometimes been allowed to take hold. I will listen, not lecture, and seek to learn as I lead.

I have enough confidence in my own political beliefs and T&G policy not to need to denigrate the views of those who may disagree. And if a member or an officer has an idea which is right for the T&G, I will be happy to support it - no matter who it comes from.

I will nurture the many areas of work, which are being done well, and spread best practice throughout our structures. I will ensure that industrial identities are preserved in the continuing evolution of our sectoral structure.

The T&G's services to members - including education - will be maintained and developed where possible, although I recognise that providing financial services is never going to be the core function of a trade union.

I believe that a growing T&G can both raise morale throughout the organisation and put any thoughts of financial problems behind us. However, I will ensure prudent and professional financial management of our organisation.

Since in recent years the pay of the General Secretary and Deputy General Secretary has risen far in excess of the pay of other officers and staff (not to mention T&G members) I will propose a pay freeze for these two top jobs for the next two years.