E-MEMBERSHIP

6700 MEMBERS

E-VOTING

MORE COUNCILORS VOTE

BETTER USE OF F2F

MEETINGS

JOINT EFFORTS WITH

OTHER ORGANIZATIONS

SPI

MAPP

JEC

GCPA

NEW SIG

3D ADDITIVE MANUFACTURING/3D PRINTING

RENEWED DIVISIONS

SUSTAINABILITY

NEW TASK FORCES

GTF

AWARDS

SENIOR ADVISORY BOARD

YOUNG PROFESSIONAL & STUDENTS

NGAB

SPI SPONSORSHIP

3-YEAR PLAN

UNIFIED, STRATEGIC, INCLUDES CHAPTER INPUT

GOVERNANCE

GTF

ELECTRONIC ELECTIONSVIJAY BOOLANI

WIM DE VOS

RESULTS

PRESIDENT: DR RAED ALZUBI

SENIOR VICE PRESIDENT: THIERRY D’ALLARD

VICE PRESIDENT: ROCHELLE LEMIEUX

PARTICIPATION

PRESIDENT: 72 VOTED

SENIOR VICE PRESIDENT: 65 VOTED

VICE PRESIDENT: 75 VOTED

BALLOT COUNTING

WAS DONE BY 3 DIFFERENT NEUTRAL SPE

MEMBERS

BALLOT COUNTERS WERE ALLOWED ACCESS TO

THE SYSTEM TO VERIFY AND CONFIRM THE

RESULTS

EVALUATION - POSITIVE

CANDIDATE STATEMENTS AND VIDEO AVAILABLE ON-LINE FOR ALL CHAPTER BOARDS,

NOT ONLY COUNCILLORS

CHAPTER/COUNCILLOR IS VOTING, NOT THE PROXY

SIMPLE AND EASY SYSTEM

HIGHER PARTICIPATION +20% DUE TO 24-HOUR ‘OPEN’ VOTE

NO VALUABLE TIME LOST AT FACE-TO-FACE MEETING

THIS PROVES THAT IT IS POSSIBLE TO CONDUCT ELECTION WITH ALL MEMBERSHIP

24HOURS TIME TO VOTE

EVALUATION - NEGATIVE

PERSONAL ‘TOUCH’ GETS LOST

ABSTAINING FEATURE WAS NOT PROVIDED

24 HOURS IS SHORT

THANK YOU

ANY QUESTIONS?

28

Agenda

2015 Jaime

Recap

Audit report results

2016 YTD April Jaime

Figures

Variances

Cash

Changing Business Model Wim

Membership

Rebates

29

Recap 2015

We have received the DRAFT AUDIT report from our new

auditor 2 days ago.

It confirms the P&L figures we presented to you during the

February electronic Council meeting (see next slide) and there

are no material differences.

The details of the report still have to be discussed at the FC

Once the FC has approved the final AUDIT report it will be

posted on LL on The Chain for your information.

30

Final Results 2015

2015 2015

managerial audit

Total Revenues 3,33 M$ 3,32 M$

Total Expenses 3,38 M$ 3,37 M$

Operational RESULT - 50 K$ - 52 K$

31

YTD April 2016

Financials

32

YTD April 2016 – variancesYTD 2016 YTD BUDGET 2016 YTD 2015

REVENUES

Membership $366.336 $413.332 $399.490

Advertisement $26.555 $120.800 $105.112

Events $675.900 $1.001.617 $628.576

Publications $206.145 $207.067 $198.916

Others $15.522 $18.000 $15.764 Total Revenues $1.290.458 $1.760.816 $1.347.858

EXPENSES

Membership $22.253 $73.333 $29.282

Events $146.197 $350.833 $308.191

Publications $57.296 $58.667 $38.533

Governance $40.934 $65.000 $118.014

Others $201.299 $264.667 $276.885

Operational Exp. $575.676 $679.300 $622.706 Total Expenses $1.043.655 $1.491.800 $1.393.611

RESULTS

Operational result $246.803 $269.016 ($45.753)

Financial result $5.595 ($4.000) $23.745 Total Result $252.398 $265.016 ($22.008)

33

YTD April 2016 – variances

Revenues – are behind budget and LY

Membership $$ reducing

Advertisement/sponsorship: Multiview + New Sales

Events: ANTEC registration low

Expenses – are very under control

Events expenses will catch up

34

Cash

Our cash situation is comfortable at this moment, this is

however typical for our seasonality towards and after

ANTEC. At the end of April we had $ 393K

In the fall our cash will become tighter again.

The end of the year cash situation will depend on the

timing of Topcon royalties coming in.

35

Rebates issue 1 - 2015

The Rebates paid out to SECTIONS in 2015 (based on

2014 membership nrs) were based on an overstated

membership number.

Calculation itself was checked but not the data-pull

Data pull query was wrong human error @ staff

We cannot simulate the error

We decided NOT to retroactively correct this

Fundamental change to rebates proposed

36

Rebates issue 2 - 2016

The Rebates paid out to Sections and Divisions in Q1

2016 (based on 2015 membership nrs) were CORRECT.

Our new IT Manager uncovered a historical (2011)

database element in which lapsed chapter members still

are accounted for in our membership queries, as they

account for membership expiration date and not chapter

expiration date.

Your membership lists have the same issue

37

Rebates issue 2 - 2016

This was not foreseen by our AMS vendor from the

beginning of the launch of the system in 2011

This has now been filtered for the 2016 rebates

38

Rebates issue 1 and 2

We will not correct historical issues in $$$

The new membership nrs used to calculate rebates are

the correct(ed) ones

Most DIVISIONS will see a slightly lower rebate (and

soon membership nr) due to issue 2.

Most SECTIONS will see a considerable lower rebate

due to issue 1 and 2

We remember that in 2016 for budgetary reasons, we

will pay out only 50% of rebates.

39

FUTURE Rebates (1)

DELETE Rebates and REPLACE by a Pass-through

How it will work:

Members today pay $ 10 for a chapter

The 10 $ will be passed on to the chapter

Treasurer/EC/CEO cannot modify that

It corrects a historical unfair situation in which Divisions only

got 5 $ for a member and Sections 15 $

In the last 5 years due to budgetary reasons we maximum

paid 3,75 $ for division members and 11,25 $ for Sections

Modification of the Policy 002 needed

40

PAST Business Model

35,000 members 3,500,000 $

4000 people @ ANTEC 2,000,000 $

Based largely on MEMBERSHIP DUES and a mega-

conference.

41

NOW

12,000 members 1,200,000 $

1350 people @ ANTEC 700,000 $

DIFFERENCE 3,600,000 $

The NEW business model has to be based largely on

NON-DUES revenues.

42

Membership, Rebates and Events

If membership dues continue to decline, rebates will

continue to decline. Chapters with NO OTHER income

sources will have difficulties to survive financially.

It will be increasingly important for chapters to generate

non dues revenues via EVENTS, newsletter ads,

website ads, other publication ads, seminars, webinars,

mini trade shows, etc…

43

New Membership reports

New Membership reports will:

Be sent to you automatically monthly

Have the data on new joined members

Including email-phone

Have the data on expired members

Including email-phone

44

Membership acquisition by HQ

Plastics News Ads

Included in ANTEC registration

Email blasts to databases

PE-magazine to NPE list

Special offers at partner conferences

Ads in different magazines / program brochures

Renewal mailing and emailing

Etc…

GTF Model for Governance Reform

Indy Council Meeting

May 21, 2016

The Team

Paul Browitt

Cor Janssen

Sandra McClelland

Bruce Mulholland

Sergio Sanchez

Scott Steele

Scott Owens

Dick Cameron

Basic Premise

A small group of functionally qualified and accountable individuals,

would provide the necessary direction and oversight of Society governance matters,

enabling Chapters to focus on projects consistent with the Society objectives,

for example, member value, education, etc.

Council retains ultimate authority to overturn governance actions

Pittsburgh Council Meeting

Action Items

• Discussion During CCOW (complete)

• Gather Insight & Feedback (complete)

• Refine Model (complete)

• Explain Key Aspects (ongoing)

• Explain Differences (ongoing)

• Compare Model to Others (complete)

Key Aspects

•Overall Structure Remains the Sameo Main Office o Chapterso Councilo Committeeso Taskforces

Organizational

Structure

Contrast with Current

• Roleso GB responsible for practical aspects

of Governance (GB replaces EC)o Council focuses on Best Practices &

Shared Interests

• Committees & Taskforces o formed according to

3 year Plan

Organizational Structure

GB

Composition

& Structure

Key Aspects

• Cross Functional - Global Roles

• Assigned Roles with Job Descriptions

• Chief Staff Executive reports to GB

• Size 10 + Chief Staff Executive

• Performance Monitoring

Contrast with Current

• Diverse Group with KPIs

• Integrated with SPE Structure

• Improved Alignment with Staff

GB Composition &

Structure

GB Composition

• President

• President – Elect

• Past President

• VP Sections

• VP Divisions

• VP Young Professional

• VP Business & Finance*

• VP Events

• VP Marketing & Communication

• VP Technology & Education

• Chief Staff Executive

* Treasurer

GB

Connections

Key Aspects

• Connections with GB to Primary Committees

• Bi-directional Communication

Contrast with Current

• Enhanced Representation

• Formalized Connections

• Improved Awareness & Understanding

Connections

GB Connections to Committees

* Treasurer

Student Activity @ ANTEC

Industry - Academia

Collaboration

Divisions

Bylaws & Policy

SPE Staff

Sections

Finance

Chief Staff Executive

President-Elect

Honored Service

SPE Foundation

CouncilCouncil Committee of

the Whole (CCOW)

SPE Europe

ANTEC Technical Program

President

Annual Awards

VP – Sections

VP – Divisions

VP – Business & Finance*

VP – Young Professional

Past-President

VP – Events

VP – Marketing & Communication

VP – Technology & Education

Nominating

New Technology

Events

Marketing & Communications

Young Professional (NGAB)

Performance & Compensation

Fellows Election

Governance &

Planning

Key Aspects

• 3 year Integrated Operating Plan

o Leadershipo Staffo Chapters

• Council Retains Ultimate Control

Contrast with Current

• Longer Range Planning

• Final Operating Plan reflects Collective Interests of the Society as a Whole

• More Responsive Action

Governance & Planning

Governance &

Oversight

Key Aspects

• Financial

o VP Business & Financeo Finance Committee o Unplanned aspects endorsed by

Finance Committeeo Linked to 3 year Operating Plan

o Improved Oversight Skill Set

Contrast with Current

• Improved Planning

• Expanded Awareness & Ownership for Key Initiatives

Governance & Oversight

GB

Elections

& Term

Key Aspects

• GB Elected by Council or Membership at large

• Roles & Qualifications Defined by Job Descriptions

• 2 year Terms (except Presidents)

• Lifetime Term Limits

Contrast with Current

• Elections not Appointments

• Defined Roles

• Increased ability to Retain Individuals

GB Elections & Term

GB Elections

• President Progression

• President – Elect Council

• Past President Progression

• VP Sections Council

• VP Divisions Council

• VP Young Professional Membership

• VP Finance & Business Council

• VP Events Council

• VP Mktg & Comm Council

• VP Tech & Education Membership

• Chief Staff Executive

GB

Leadership

Development

Key Aspects

• Early Identification

• Roles Defined by Job Descriptions

• Connections Improve Ability to develop Future Leadership

• Expanded Pathways via Taskforces

• Creation of a Leadership pipeline

Contrast with Current

• Structured Platform that Improves the Ability to Identify and Develop Future Leaders

Leadership Development

Responsibility & Control

• Council Retains Control of a Simplified Set of Bylaws

• GB Takes Control of Policies

• Council Retain Authority to Overturn GB Actions

Responsibility & Control

Council

GB

Bylaws Policies

Article Policy

Moves to Policy

Stays Same

Edits for GB

19

12

1

2

3

4

5

6

6

5

4

3

20

Bylaws Policies

13

14

15

16

17

18

7

8

9

10

11

2

1

12

11

10

9

8

7

13

24

23

22

21

20

19

18

17

16

15

14

25

36

35

34

33

32

31

30

29

28

27

26

GTF Model Impact on Bylaws

• Incorporate GTF Concepts

• Simplify to support clear Separation of Duties

• Proposed Changes in Progress(will be presented >30 days prior to Quebec City Council Meeting)

GTF Model Implementation Timeline

Start End

Share Role Definitions wLeadership GTF 04/05/16

Share Refined GTF Model wLeadership GTF 04/25/16

Share 3YOP wLeadership Scott/Wim 05/05/16

Present Refined Model to Council Scott 05/21/16

Discuss Refined Model wCCOW GTF 05/22/16

Endorsement to Continue Implementation Council 05/22/16

Joint Effort to Develop Proposed Bylaw & Policy Changes GTF-B&P 05/23/16 07/15/16

Develop a Proposed Transition Plan GTF 05/23/16 07/15/16

Share Proposed Transition Plan wLeadership GTF 07/16/16

Share Proposed Bylaw & Policy Changes wLeadership B&P 07/16/16

Present Proposed Transition Plan to Council for Approval GTF 08/20/16

Present Bylaw & Policy Changes to Council for Approval B&P 08/20/16

Refine Nomination Process GTF-NC 05/23/16 09/30/16

SPE GB Elections Council & 03/01/17 03/31/17

Members

Full Implementation All 05/10/17

Recap

• GB Comprised of 11 Individuals

• Job Descriptions Define Roles, Qualifications, and Expectations

• Committee Connections w GB Expand Reach & Awareness of Society Resources & Needs

• Council Retains Ultimate Control but Formally Delegates Most Governance Activity to the GB

• Fully Integrated Strategic Planning Process Sets Expectations for Future Activity