SAE’s Strategic Direction

1. SAE’s Strategic Direction SAE Annual Leadership Seminar January 25, 2002

2. Purpose • Share SAE’s Strategic Direction to assist you and your board in your planning efforts. • Review Business Model • Review SAE’s Vision, Objectives (Ends), Sub-Objectives (Sub-Ends), and Measures • Review recent Means policy issues affecting OBCs • Questions and Answers

3. Purpose Articles of Incorporation Bylaws Vision & Objectives Policies Limitations, Relationships, Governance Policies Operating Boards/Committees Strategic Plans Annual Business Plan Documents Hierarchy

4. Vision and Objectives. . . • Define SAE’s Strategic Direction for serving the mobility community. • Meet identified needs of external customers. • Are created by the Board with input from operating boards/committees. • Are broad enough to allow for creativity, flexibility, and rapid response to opportunities & change by operating boards.

5. SAE Objectives Define . . . • The value SAE expects to provide. • What SAE expects to accomplish in the future. • The start point for OBCs/staff strategic planning.

6. SAE Objectives • Permit OBCs to initiate new activities • within any one of the three Objectives • with a reasonable interpretation of the Objectives • within their areas of responsibility as defined in their Relationship Policy • within their limits

7. SAE STRATEGIC DIRECTION Vision & Objectives . . . the advancement of the mobility community to serve humanity. • Assure capable practitioners for global mobility community • Improved processes and systems for mobility products • A new culture for mobility practitioners SAE Mobility Community Humanity This includes:

8. Objectives/Sub-Objectives Structure • . . . Advancement of the mobility community to serve humanity. • Capable Practitioners • Globalization • Improved Processes • Product Life Cycle • Intelligent Transportation Systems • Culture • Environmental Responsibility • Sustainable Development

9. Objectives/Sub-Objectives Structure • . . . Advancement of the mobility community to serve humanity. • Capable Practitioners • Globalization

10. Board of Directors Objective . . .Capable Practitioners • Objective E-1: • Assure there are “Capable practitioners in land, sea, air, space, government, industry, and education”

11. Board of Directors Objective . . .Capable Practitioners • Sub-Objective Under E-1: • The Board has directed operating boards, committees, and staff to address the Globalization Sub-Objective: • Develop “A worldwide network of technically informed mobility practitioners”

12. OBC Global Involvement X = Some activity/program directed for members in this country Activities in a country/region are integrated with local needs.

13. OBC Global Involvement (Cont’d) X = Some activity/program directed for members in this country Activities in a country/region are integrated with local needs.

14. Objectives/Sub-Objectives Structure • . . . Advancement of the mobility community to serve humanity. • Capable Practitioners • Globalization • Improved Processes • Product Life Cycle • Intelligent Transportation Systems

15. Board of Directors Objective . . .Improved Processes & Systems • Objective E-2: • Improved processes and systems for mobility products including: • Product Life Cycle • Intelligent Transportation Systems

16. Board of Directors Objective . . .Improved Processes • Under Objective E-2: • The Board has directed operating boards, committees, and staff to address: • Product Life Cycle Sub-Objective so that SAE will: • Meet the needs of mobility practitioners who serve in all five phases of the product life cycle. • Intelligent Transportation Systems so that SAE will: • Perform a leadership role in the development of a global, intermodal intelligent transportation system serving consumers of passenger and freight transportation.

18. Objectives/Sub-Objectives Structure • . . . Advancement of the mobility community to serve humanity. • Capable Practitioners • Globalization • Improved Processes • Product Life Cycle • Intelligent Transportation Systems • Culture • Environmental Responsibility • Sustainable Development

19. Board of Directors Ends . . .A New Culture for Mobility Practitioners • Objective E-3: • Establish “A culture which fosters innovation, creativity, timely response to change, social responsibility, and user satisfaction” • The Board has directed operating boards, committees, and staff to address: • Environmental Responsibility Sub-End by creating a better natural environment for the benefit of current and future generations • Develop awareness of the Sustainable Development Sub-End by meeting the needs of the present without compromising the ability of future generations to meet their own needs.

20. OBC Involvement in Board Sub-Objectives   = High Involvement = Involved

21. Cross Functional Implementation of Sub-Objectives • Globalization - Strategic Planning Committee • Product Life Cycle Phases - Virtual Manufacturing Advisory Team & Service Technicians Society • Intelligent Transportation Systems - ITS Program Office • Environmental Responsibility/Sustainable Development - Engineering Meetings Board • Staff teams to support member cross-functional teams

22. Governance Policy Manual • Strategic Direction • Vision • Objectives • Strategic Initiatives of Board • Sub-Objectives

23. Means Policies • Define how SAE is to achieve its Vision and Objectives. • The following are key/recent Board actions affecting OBCs. • Top-Tier Measures • Diversity Acceleration • Information to Knowledge • Annual Nominating Committee Revisions

24. Board Top-Tier Measures • Constituent Satisfaction with SAE • Annual Membership in SAE • Membership within North America • Membership outside North America • Global Membership Retention Rate (%) • Unrestricted Net Assets • Innovation

25. Board Top-Tier Measures (Cont’d) • How does the Board use them? • Instruct relevant OBCs to include them in their annual report to the Board • Revisit them annually at the Long Range Planning Meeting in November/December to: • Identify major areas of accomplishment or areas that need attention • Use as a communication tool • Executive visits • Leader seminar and orientations • Annual report

26. Why Measures? • Assure organizational performance against all Objectives • Drive change towards new Board Objectives • Simplify the process for measuring performance • Provide clarity for the Board’s expectations • Provide opportunity for timely corrective action • Ensure Board is knowledgeable on SAE progress • Implement Total Quality principles • Encourage operating boards, committees, and staff to use measures

27. Constituent Satisfaction Index • Owned by the Quality Improvement Committee • Commissioned J. D. Powers & Associates to conduct a survey – Results were shared with the Board of Directors in November • CD with results of survey given to attendees of the Annual Leadership Seminar.

28. Constituent Satisfaction Index

29. Components of the Constituent Satisfaction Index • Member retention • Publication sales • Conference attendance • Exhibitor retention • Section satisfaction * • Student membership • SSA retention * Multi-Attribute Attitude Measure = importance x satisfaction x 11 attributes/275 (perfect score) * Benchmark: 36% = average satisfaction, 64% = above average, 100% = complete satisfaction

30. Annual Membership in SAEGlobal Membership 65,469 68,791 71,714 74,610 79,893 79,211 80,519 83,755

31. SAE UNRESTRICTED NET ASSETSACTUAL COMPARED TO TARGET AMOUNT, ADDING ANNUAL INFLATION RATEFY 1999 - FY2001 (000’S Omitted) UNRESTRICTED NET ASSETS AS MEASURED BY THE THREE YEAR PERIOD OF THE CURRENT FISCAL YEAR AND TWO YEARS PRECEDING. ACTUAL UNRESTRICTED NET ASSETS AT THE END OF THE CURRENT FISCAL YEAR WILL EXCEED TARGETED UNRESTRICTED NET ASSETS AT THE BASE YEAR, INCLUDING INFLATION FOR THE PERIOD. (NOTE: FY2001 RESULTS ARE PRELIMINARY AND UNAUDITED. FINAL ADJUSTMENTS WILL BE MADE UPON COMPLETION OF AUDIT.)

32. Innovations 2001 denotes innovations to date – October 31, 2001

33. 2001 Innovations • Products • Fuel Cell Transportation Technology Summit – developed by Automotive Engineering International and held in June 2001. • Lean Initiative • 42-Volt and Fuel Cell Technology reports, written by Dan Holt, published and available June 2001. • Full-text magazine articles available as downloads from SAE’s website. • Fuel Cell Transportation Technology Summit – developed by Automotive Engineering International and held in June 2001. • A special motorsports engineering internet portal has been established to give both members and non-members a quick way to access SAE’s latest information in this rapidly expanding field. Visit www.motorsportsengineering.org.

34. Diversity • The OBCs have agreed with the Board to increase their diversity of membership. • Diversity is defined by the Board to include, but not be limited to, the following: culture, national origin, age, gender, technical/ managerial, and race. • Diversity Acceleration Council

35. Knowledge Providing Society • OBCs and staff should further transform SAE into a knowledge providing society such as: • Best Practices • Computerized combining of information • Develop credible technical information • Others

36. Annual Nominating Committee Revisions • Additional nine delegates added to ANC from the following OBCs • Aerospace Program Office, Emerging Technologies Advisory Board, Finance Committee, Foundation Board of Trustees, Intelligent Transportation Systems Program Office, Publication Committee, Service Technicians Society Board of Governors, Strategic Planning Committee, Women Engineers Committee • Change to the ANC Voting Process • New process would permit two rounds of voting with top vote-getters selected in each round.

37. Annual Nominating Committee Revisions (Cont’d) • Addition of three Vice Presidents to the Board • Vice President - Aerospace • Vice President - Automobile • Vice President - Heavy-Duty/Commercial • Two “automatic seats” per year to be rotated among the six operating boards. • Engineering Education Board • Engineering Meetings Board • Foundation Board of Trustees • Membership Services Board • Sections Board • Technical Standards Board

38. Summary • Board of Directors, with input from members and OBCs, sets SAE strategic direction. • Within the strategic direction, the OBCs develop programs and activities for implementing the strategic direction. • OBCs are free to establish programs and activities aimed at: • Assuring capable practitioners • Improving processes & systems for mobility products • A new culture for mobility practitioners

39. Summary (Cont’d) • OBCs are charged with establishing programs and activities for implementing the five Sub-Objectives: • Develop global network of mobility professionals • Address the whole Product Life Cycle • Intelligent Transportation Systems • Encourage Environmental Responsibility • Encourage Sustainable Development

40. Summary (Cont’d) • The Means for implementing the Vision and Objectives are equally important. • Diversity in SAE’s leadership • Transform SAE into a knowledge providing society • Use measures to help assure organizational performance against all Objectives and ensure Board is knowledgeable on SAE’s progress.

41. Challenge • In 2002 each operating board and committee should focus on: • moving SAE towards the Boards’ defined strategic direction, Objectives/Sub-Objectives (Ends/Sub-Ends) • developing its strategic plan • developing its own measures • addressing the three major Means Initiatives of the Board.

42. Any questions at this point . . .