SAE International Organization

1. SAE International Organization Annual Leadership Seminar January 25, 2002

2. Purpose • History of Associations • SAE Profile • Structure • Trends Changing Associations • Staff Role • Member Role • Operating Board and Committee Overview

3. Associations Trade Professional Company Driven Individual Driven (Common Interests) Serving Public Interest Enhance economic, social, and political climate (country world) • Desirable atmosphere

4. Roots Trade Associations Egypt Japan Professional Societies India Ancient China American Philosophical Society (Philadelphia, PA, USA) Founded 1743 Scientific Society (Naples, Italy) Organized 1560

5. Professional Associations are a manifestation of organized volunteerism Information Sharing Vehicle/medium through which specialists in given fields share their expertise/experience to advance particular field.

6. Evolution of an Association New Emerging Developing Large Society of Airplane Engineers and Tractor Engineers Society of Automobile Engineers SAE International Serving members and automotive industry

7. Profile • Individual memberships based on education and experience • Publisher and distributor of technical literature • World’s leading resource for mobility technology • Non-for-profit • No lobbying

8. Corporate/Stockholder Structure

9. Association Structure President & Board Committees, Program Offices Exec. Vice Pres. & Staff Operating Board Operating Board Operating Board Operating Board Operating Board

10. For-Profit Decision Making Boss Hierarchy Individual Decision Making Subordinates

11. AssociationConsensus Decision Making Committees/Teams Make Consensus Decisions

12. Decision Making-Comparison Chair Boss Individual Decision Making Consensus Decision Making Subordinates

13. 5 Key Trends Changing Associations • Change in the nature of change itself • Increased demand for outcome accountability • Volunteer members’ life style changes • Technology advancements • Globalization

14. 5 Key Trends. . . Rate of Change 0 1900 1950 2000

15. 5 Key Trends. . .Change in the Nature of Change • Rate of change is increasing dramatically. • Change is here to stay. • Successful leaders demonstrate flexibility. • September 11, 2001 • Roles of OEMs/Tier 1s

16. SAE’s Response. . . Change in the Nature of Change • SAE’s Governance Process enables rapid response to change: • Flexible structure • Knowledge-based decision making • Empowered operating boards/committees

17. 5 Key Trends. . . IncreasedDemand for Outcome Accountability • Focused on results • Customer needs drive change • Perceived and real benefits are assessed • What’s in it for me? • Board’s focus on assuring achievement by OBCs and staff

18. SAE’s Response . . .Increased Demand for Outcome Accountability New Products Standards E N G I N E E R S Networking Cost C O M P A N Y Technical Reduction Literature Improved Technical Quality Conferences Problem Process Improvements Solving Sessions Standards (TOPTECs) Management Leadership Skills Skills

19. 5 Key Trends . . .Less Time From Volunteer Members • Increased complexity of work and life • Competition for discretionary time • Competition among not-for-profits for talented volunteers

20. SAE’s Response. . .Volunteer Members’ Life Style Changes • Board of Directors selected “Changing Member Needs” as a strategic issue in 1997. • Board of Directors identified eight factors influencing the changing needs of members. • Board of Directors requested all operating boards/committees to modify their Relationships Policies of the Board Governance Manual to include diversity. • Workshop on Transforming SAE into a Knowledge Providing Society was conducted in 2001.

21. “Crave” New Information Volunteer Members’ Life Style Changes Professional Development Want Interactive “Experience” Electronic Communication Management Support

22. 5 Key Trends . . .Technology Advancements • Communication technologies are changing the way we do business • Internet • CD-ROM • Video teleconferencing

23. SAE’s Response . . . Internet • Board of Directors Electronic Product Development & Delivery Task Force • Information Technology Strategic Plan • SAE Personalized Website • Four Areas of Focus: • TIMS • Website • e-Commerce • CMS • On-line Discussion Forums

24. SAE’s Response . . . Internet (Cont’d) • Standards and papers - Digitized • 85% of Congress Papers received in digitized format • Launched personalized web pages in December 2000 • Over 600 standards committees use electronic communications for committee work. • Tailor corporate packages of SAE Information

25. 5 Key Trends . . .Technology Advancements • Automotive technologies are expanding and advancing, creating opportunities for SAE. • SAE responds to the information explosion • Increased knowledge products • Computerized combining of information • Rapidly addressing new technologies in Cross-OBC manner • SAE is focused on assuring technical excellence • 42 Volt • Fuel Cells • Intelligent Vehicles • Lean Operating Systems • Motorsports • Aerospace Topic (Get from Scott Klavon)

26. SAE’s Response . . .Technology Advancements • Service Technicians Society • Advanced technical information for technicians • Performance Review Institute • Developing strategic, non-proprietary intelligence on quality based upon analysis of audit results database

27. SAE Response . . .Information Knowledge • Board of Directors has directed SAE to: • “Further transform SAE from an Information Providing Society into a Knowledge Providing One.” • Personalized web page

28. 5 Key Trends . . .Globalization • Worldwide mobility community • Think globally and act locally • Opportunity to build international relationships • Facilitate technology exchange • Create a global network of mobility professionals

29. Summary • The mobility community is changing • The role of societies is changing • SAE is aggressively responding

30. Board Blue Ribbon Panel • Met throughout 2000 to develop recommendations for SAE – to assure SAE’s success over the next decade • Developed 12 recommendations • The SAE Board is responding to each

31. Board Blue Ribbon Panel (Cont’d) • OBCs have a key role in three of the recommendations • Create infrastructure and decision-making processes that encourage reasonable risk-taking, facilitate reduced cycle-time for all new products, and respond to customer needs. • Customize products and services based on membership/customer needs. • Work with SAE staff to utilize SAE and Affiliates to rationalize processes, help companies develop internal standards, and provide high level neutral forums for competitive cooperation.

32. Board Blue Ribbon Panel Other Recommendations • SAE staff organization should be diverse and function globally. • Assigned to EVP • Expanded training • Satellite sites (6) • Structure EVP job criteria based on BRP conclusions. • Transition Planning Task Force (Complete) • Hire next EVP based on revised criteria developed by Transition Planning Task Force. • Transition Planning Task Force (Complete)

33. Board Blue Ribbon Panel Other Recommendations (Cont’d) • Develop business model to include overall society financial stability and value chain of SAE products and services. • Finance Committee Subteam • Seek mergers, joint ventures, cooperative agreements and alliances that enhance value to stakeholders. • SLT continues to address • Tier 1 Supplier relationship explored and enhanced. • Missionary commitments

34. Board Blue Ribbon Panel Other Recommendations (Cont’d) • Take a more active role in the area of harmonization of standards and possible alliances with regional standards organizations. • Technical standards Board addressing • Performance Review Institute • AECMA and Japan relationship

35. Board Blue Ribbon Panel Other Recommendations (Cont’d) • Change the ANC process to ensure the election of effective leaders that satisfy all Board and Blue Ribbon Panel criteria. • Agreed to nine additional delegates to ANC • Change in ANC voting process • ANC modifications • Letter from Neil encouraging nominations from non-U.S. • Three Vice Presidents • Rotate “automatics”

36. Board Blue Ribbon PanelOther Recommendations (Cont’d) • Board of Directors’ membership should reflect the broader mobility areas. • Change in voting process • Addition of “three” Vice-Presidents • Affiliates on nominating committee • Rotation of “automatic” seats to six OBCs • EEB, EMB, FBOT, MSB, SB, TSB

37. Board Blue Ribbon PanelOther Recommendations (Cont’d) • Become the leading source for technical information/knowledge in the mobility industry and provide networking capability for individuals to update their skills to maintain their career mobility. This should include providing professional resources, technical information and knowledge continuity to an evolving career. • Career Pathway concept by Career Mobility Subteam • Agreed to strategic direction of SAE Brands of the future.

38. Principals of Policy Governance • A Board should Define and Delegate, rather than React and Ratify. • Ends determination is the Pivotal Duty of Governance.

39. Defining Member and Staff Roles

40. Member Organization Board of Directors PRI Committees Program Offices Engineering Meetings Board Engineering Education Board Foundation Board of Trustees Membership Services Board Service Technicians Society Technical Standards Board Sections Board

41. Member Role. . . • Determine SAE’s purpose and Objectives (Ends) • Determine membership qualifications • Establish policies (Ends/Means) • Approve budget (Finance Committee) • Monitor performance • Make technical decisions

42. Staff Organization Performance Review Institute Executive Vice President Executive Office SAE Foundation Human Resource Office Washington Office Executive Director Executive Director Designated Business Units Designated Business Units

43. Board Expectations of Staff EVP and Group Directors Business Unit Managers Professional Staff (e.g. Engineers) Support Staff Early years of SAE Recent Past of SAE Current Expectations

44. Changing Staff Role . . . • Traditional staff role: • take minutes • help develop and distribute agendas • provide communication mechanisms • provide continuity of knowledge base

45. Changing Staff Role . . . • Changing staff role: • member role and staff role complementary • asked to provide higher level of participation • in generating ideas for achieving Objectives (Ends) • in developing plans for achieving Objectives (Ends) • Asked to increase capability in the Organizational Development (OD) area

46. You Can Expect Staff to . . . • Provide guidance in implementing Objectives • Serve as a continuity link and conduit to information • Maintain measures • Coordinate customer feedback • Facilitate committee meetings • Be aware of and stop activities which contradict policy • Make suggestions on new strategic issues related to your OBC

47. SAE Organization • Committed to responding to customer needs • Consensus decision making • Large range of products and services • Vision and direction setting by Board of Directors • Operating board/committee empowered to implement • Dedicated to member satisfaction