Retiring IFPI CEO Frances Moore Looks Back on Biggest Wins, Challenges During Her Transformative Run

When Frances Moore started in the Brussels office of The International Federation of the Phonographic Industry (IFPI) in 1994 as regional director for Europe, the trade organization represented six major labels that made most of their money selling CDs – and mostly in Europe and the U.S. When she retires at the end of this year, she will leave a business with three majors that’s truly global and focused on streaming. In between, Moore scored some of the key policy wins that made that happen, especially since ascending to the top job in 2010. She also transformed IFPI into a global force and served longer as CEO than any of her predecessors. 

Moore started just as the major labels and other media companies began pushing for laws to protect digital content – an effort that ultimately resulted in the 1998 Digital Millennium Copyright Act in the U.S., and the 2001 Copyright and Information Society Directive in the European Union. One of her major achievements was IFPI’s passage of the 2019 copyright directive that addressed some of its shortcomings by tightening up some of the safe harbor rules that created a “value gap” between what rightsholders made from licensed services like Spotify and what they got from user-upload-fueled services like YouTube. In between, she led IFPI efforts to extend the term of copyright protection for recordings in Europe and establish a public performance right for recordings in China, plus strengthened IFPI’s operations in markets that barely existed when she started at the organization three decades ago.  

You announced in July that you would retire at the end of the year, but some executives can’t quite picture that – you have a reputation for working extremely hard. What are your plans? 

I can’t really picture me retiring, either! Come the first of January, I’ll tell you the answer. I’ll take a rest at the beginning and see what happens afterwards.  

You’re leaving an organization that’s much more international than the one you joined in 1994. 

When I joined, the two big markets were Europe and the U.S., and the bulk of the industry’s revenues came from those two places – the other territories were much smaller. But IFPI was always an international organization: There was already an office in Hong Kong and two small offices in China, so it was more a question of how you brought everyone together.  

You started in Brussels and played a major role in building up the organization there.  

There was a Brussels representation [when I started] but they didn’t really have U.S. [style] lobbying and that’s what I brought to build a campaign for the [2001] copyright directive. Back in the ‘90s, Europe had a lot to learn about lobbying. I remember suggesting to one of the major national groups that they bring in a lobbyist and they were shocked. It was as if I had suggested bringing in a lady of the night. Lobbying wasn’t seen then as a clean profession. 

You started at IFPI right before the first copyright directive and one of your big accomplishments as CEO was to get the 2019 copyright directive passed. That was supposed to address some of the issues with the first one, but the implementation of it in different EU countries has varied. How do you see that? 

For the first copyright directive, we built something at the European level that we never had before – we had 32 organizations working together from books, film, music, you name it. In implementing the WIPO treaty, we had a good, strong directive that let companies go online with confidence. When it came to the second one, the issue was what we called ‘the value gap’ [the difference between what it cost companies to license content and how little some of them were paying to use it]. Companies were doing deals with one hand tied behind their back. That was a hard campaign to fight, not because of the arguments – people could see that – but because we had huge opponents. Now some of these companies we work with and they’re a part of the success of the music industry. But as far as EU Parliament, they said this was the hardest-fought campaign they ever had to deal with. Luckily, they came through in the end. 

In theory, you got what you needed. But the directive was implemented quite poorly in some countries, especially Germany.  

There are 27 countries and there’s one that hasn’t implemented it yet – Poland. But Donald Tusk [who became Polish Prime Minister on December 13], will make sure it’s implemented. In most countries, it has been done faithfully. In Germany and in Belgium, we had problems and we’re taking it to court. But it was a signal more than anything else. To some degree, once it was adopted, the tech companies realized that they had to do what it was asking for. 

What do you consider your biggest accomplishment? 

I think my biggest accomplishment was putting together an A-level team. I don’t like the cult of personality – everything we do, we do as a team.  

Your job is like herding cats – there are the national recording business organizations and the major labels – now small, medium, and large. It’s a very tough act to follow. 

The job isn’t to be an expert in legal policy – the job is to hold the ball tight and keep running forward. There’s a global search [for a successor] and I think we’ll be able to announce the person shortly, and I wish that person all the best. The most important thing is that the companies speak with one voice – then everything else becomes easier.  

You’ve had support on policy issues over the years from some very famous artists. Did you ever get starstruck?  

I’m a Scottish rationalist – I don’t do starstruck. We have this program, Friends of Music, when artists come to the Parliament and they perform, and it moves you. I remember Jamie Cullum was performing in Strausberg [Germany] and at one point he stopped playing on the keys of his piano and just strummed on the wood. It was pure music. I don’t get starstruck but I get impressed beyond belief with talent. 

You are leaving an organization that’s much more diverse than the one you joined in 1994. For example, you have women regional directors in Sub-Saharan Africa, the Middle East and North Africa (MENA) and Latin America. Was that a priority for you? 

That was the state of the world [in 1994] – it wasn’t just the recording industry. In my case, there was never a point of saying I’m going to recruit a woman – you can only put together an A-level team if you choose the best candidates. We have six regional teams, and three are led by men and three are led by women. That’s balanced but not deliberately balanced – it just worked out that way. 

What’s going to be the most important priority for your successor?  

AI, because if you don’t get it right, it could decimate the industry. That’s the big one. There are some technology companies saying that there are text and data mining exceptions and we fit in there, so we don’t have to respect copyright. Wrong.