1. Aerospace Program Office Annual Leadership Seminar January 24-25, 2002

2. To increase SAE’s impact and value to the aerospace engineering, commercial air transport, and military aerospace communities. Aerospace Program Office Mission Statement

3. Aerospace Program Office Job Products Develop and maintain an integrated long-term aerospace strategy and measures Identify aerospace community technical needs and partnering opportunities with other aerospace organizations Recommend approaches for strengthening SAE’s aerospace image Select recipient of the annual Aerospace Engineering Leadership Award Support SAE Vice President for Aerospace (proposed new job product) Support aerospace activities within SAE affiliate organizations and global activities (proposed new job product)

4. Aerospace Program Office Team Composition (members & staff) Bruce R. Aubin, USAirways, Inc. (ret) D. Edward Crow, Pratt & Whitney Luke J. Gill, Lockheed Martin S. Michael Hudson, Rolls- Royce Kenneth J. Hylander, Northwest Airlines Jim Jensen, Polar Air Cargo Gordon G. Kemp, USAirways (ret) Louis J. Mancini, United Airlines Stuart Matthews, Flight Safety Foundation Thomas E. McSweeny, The Boeing Company Marc Parent, Bombardier Aerospace Robert E. Spitzer, The Boeing Company Ray Valeika, Delta Air Lines J. Robin Wohnsigl, Air Canada Scott R. Klavon, SAE Staff

5. Aerospace Program Office Customers Vehicle “Users” Commercial Operators Government (DOD, FAA, NASA) OEMs Airframe Manufacturers Power Plant Manufacturers Industry Suppliers

6. State of Aerospace Industry  Management focused upon business aspects as opposed to technical issues  Reduced technical capabilities of airline operators with greater reliance on manufacturers  Fewer new aircraft programs under evaluation or development (sonic cruiser, very large aircraft, joint strike fighter)  Reduction in government supported research and development  Continued consolidation  Loss of skilled labor to other industries

7. Initial Aerospace Program Office Approach (1996) Focus on commercial air transport community which offers the greatest potential for SAE Establish programs related to key technical issues Ensure APO programs provide benefit to military and space technical sectors as well Partner with key aerospace organizations to raise awareness and image of SAE

8. First Aerospace Plan Approved by APO in 1996 Focused on the development of products/services to address key technical issues Deicing/anti-icing Paint/depaint Man-machine Reliability Fasteners Plan completed in 2000

9. Aerospace Program Office Key Measures Primary measure of SAE’s success in aerospace is membership in SAE from aerospace community Success of individual projects Growth in SAE image Increase in partnering Integrated operating board/committee participation

10. Aerospace Membership Includes members with Aerospace Engrg as 1st choice, Aerospace Engrg as 2nd choice, Automotive Engrg. with aerospace company affiliation; Aerospace Engrg. with automotive company affiliation

11. Aerospace Involvement in SAE

12. Partnerships ATA, AIA, GAMA, EAA, AIAA, FSF, FAA, ERAU, IATA, IFA, EUROCAE, AECMA, ANA, GAPAN, SBAC, RAeS, NRC

13. SAE Aerospace Events New Conferences: Advances in Av Safety, Digital Human Modeling, Aero Manufacturing Tech, Aero Power Systems, Aircraft Ground Deicing, Lightning and Static Elect, DOD Maintenance

14. Recent SAE Aerospace Accomplishments Creation of Aerospace Congress & Exhibition, a consolidation of 5 aerospace conferences, and partnership with Aerospace North America Conducted “Aerospace Day” at SAE Headquarters to educate staff Established International Aerospace Quality Group in cooperation with European and Asian to standardize quality systems (AS9100 and EN9100) Administration of DOD Maintenance Conference

15. SAE Aerospace Ongoing Activities Ongoing dialogue with European aerospace standards organization (AECMA) to create a process for joint standards development Discussions underway to consolidate US aerospace standards activities (AIA) Discussions with ATA and FSF to consolidate aviation safety conferences into one event in North America

16. The Future Revise administrative approaches as a result of recent Board directions Provide guidance to the Board on segment functions Expand APO representation Develop increased communication support Recommend revision to existing aerospace logos Identification of issues that SAE should address in next 1-3 years (with measures of success that are meaningful to the industry customer) Relationships with other associations (Flight Safety Foundation and Aerospace North America) Growth of APO (back to basics) Develop a better focus of SAE to aerospace and major enhancements to our strategies.

17. Aerospace Program Office Future Strategies Focus on commercial air transport and military aerospace community Ensure SAE programs provide measurable, sustainable, and global benefits to commercial and military aerospace sectors Establish programs related to key current and future technical issues Expand global awareness of SAE aerospace resources, capabilities, experience, and commitment partnership with key aerospace organizations development of corporate interfaces enhancement of Operating Board aerospace functions