Our Governance

WIA-Europe_Statutes  (English)

WIA-Europe_Statutes (Dutch)

Bylaws of Women in Aerospace Europe

December 2024 

WIA-Europe relationship and branding 

Article 1 

1. WIA-Europe is part of the brand created by the original Women in Aerospace (WIA)  established in 1986 in Washington, DC, United States of America. WIA-Europe shares the  same mission and goals as WIA and the same desire to ultimately create a global network.  WIA-Europe will commit to carry out its obligations under the WIA-WIA-Europe Cooperation  Agreement, signed October 28, 2009. 
2. The WIA-Europe logo uses the same WIA logo (font, layout, colours) with minor modification  of EU stars encircling the logo to uniquely identify WIA-Europe. 
3. All cooperation between WIA and WIA-Europe is based on a no-exchange of funds basis unless  otherwise specified and agreed. 
4. The WIA-Europe Board shall endeavour to hold a meeting with the WIA Board either in person  or via Telecon ideally twice a year to discuss furthering their shared goals. 

Article 2 

1. The management and operation of Women in Aerospace Europe (referred to throughout these bylaws as WIA-Europe) shall at all times be carried out on the basis of these Bylaws, in  compliance with the Statutes of the Association, and the general law.  
2. The Board of Directors shall be required to act at all times with a view to achieving the WIA Europe objectives as described in Article 2 of WIA-Europe Statutes. 
3. In the event of any conflict between these Bylaws and the Statutes, the latter shall take  precedence. 
4. These Bylaws may be amended from time to time where there is a recognised need to adapt  the operative rules to enable WIA-Europe to fulfil its objectives more efficiently. Consensus  shall be strived for at all times. The voting procedures provided in Article 12 of the Statutes  shall apply accordingly.  

Relationships with Other Global Regional WIA Networks 

Article 3 

1. WIA-Europe recognizes and supports the establishment of other global regional Women in  Aerospace (WIA) networks, all of which share the overarching mission of promoting the  advancement of women in aerospace globally. These networks operate independently while  aligning with the broader goals set forth by the original Women in Aerospace (WIA)  established in 1986 in Washington, DC, United States of America. 
2. WIA-Europe shall seek to foster collaboration and shared initiatives with other WIA global  regional networks, such as WIA Canada, WIA Japan, WIA Mexico, and others as they are  established. Such collaboration shall aim to advance the shared mission of empowering  women in aerospace and creating a cohesive global network.
3. All cooperation between WIA-Europe and other global regional WIA networks shall be  conducted on a no-exchange of funds basis unless otherwise specified and agreed upon by  the respective Boards. 
4. The WIA-Europe Board shall endeavour to maintain regular communication with the  leadership of other regional WIA global networks, including through joint meetings or  teleconferences, to discuss opportunities for collaboration, the exchange of best practices,  and furthering shared objectives. 

Membership  

Article 4 

1. The annual membership fees, as outlined in Article 7 of the Statutes, shall be determined by  the General Assembly upon proposal by the Board of Directors.

a. The membership fees are subject to approval by the General Assembly and the following  categories are identified 

• • • Students and Retirees 
    • Employees of Platinum or Gold Corporate Members 
    • Regular Members 

b. The reduced fees for Students, Retirees, and Employees of Platinum or Gold Corporate  Members benefit from a reduction of the fee, compared to the Regular Member fee. c. Members who benefit from reduced fees retain all rights and privileges of membership,  provided they remain in good standing.

2. A member in good standing is defined as one who has paid their current dues in accordance  with Article 4.1 above and who consistently acts in accordance with the objectives and best  interests of WIA-Europe. Only members in good standing are eligible to vote or hold any  position within the Association. Should a member be found to have unpaid dues, the Executive  Office, acting on behalf of the Board, shall issue a reminder via electronic mail once per month  for a period of three months, from February through May. If the dues remain unpaid after the  third reminder, the member’s membership shall be automatically terminated without further  notice.

3. The corporate membership fees, as outlined in Article 7 of the statues shall be determined by  the General Assembly upon proposal by the Board of Directors. Membership fees cover the  period from January to December each year. 

a. Corporate Members are classified into the following categories, with annual fees as  determined by the General Assembly: 

• • • • Platinum Members 
      • Gold Members 

b. Silver, Bronze, and Non-Profit Members

c. “Start-Up”, based on the size of the organization, are available as follows:

• • • • Fewer than 10 employee
      • 11–20 employees 
      • 21–50 employees
      • More than 50 employees 

d. Corporate Members may designate a specific number of Participants to attend WIA Europe events and General Assemblies on the basis of their membership in accordance to Article 4.4 of the Statutes. Participants are employees of the Corporate Member and are  exempt from the annual membership fee. In accordance to the statues: 

• • • • Platinum Members: 10 Participants 
      • Gold Members: 5 Participants
      • Silver Members: 2 Participants 
      • Bronze Members: 1 Participant 
      • Non-Profit (including Start-up) Members: 1 Participant

e. Participants may attend WIA-Europe events and General Assemblies on behalf of their  Corporate Member. Participants may vote at General Assemblies as representatives of  their Corporate Member. Participants do not hold individual membership rights beyond  those granted under their Corporate Member’s designation. At the request of the Board,  a Corporate Member shall provide, in writing, the number of Participants and the names  and roles of the persons authorised to attend the General Assembly at least seven days  prior to the meeting date.

4. WIA-Europe shall be entitled to request members and participants to provide proof of status  in relation to the various categories of membership.

5. Membership may at all times be terminated by reason of non-compliance with the Statute  and the Bylaws of WIA-Europe. In such a case any membership fees that have been paid shall  be reimbursed without delay.  

Board of Directors 

Article 5 

1. In addition to the statutory positions of President, Chairperson of the Board of Directors,  Secretary, and Treasurer as provided for in Article 8 of the Statutes, the Board shall consist of  seven additional Directors. The President, Chairperson, and Treasurer constitute the Executive  Committee and are responsible for the day-to-day operations of the Association. The seven  Directors hold a strategic advisory role within the Board and may, as agreed by the Board,  actively engage in the Association’s day-to-day operations when necessary. The specific titles  and portfolios of the Directors shall be assigned by the Executive Committee, taking into  consideration the expertise, interests, and evolving needs of the Association. These titles of  the Directors is Director-at-large and portfolios may be adjusted as needed to optimize the  Association’s operations. 
2. In the event of vacancies arising from the resignation or conclusion of a Director’s term, the  Board may appoint individuals ad interim to fulfill the needs of the Association. Such  appointments shall be temporary and subject to confirmation by the General Assembly, based  on a formal proposal from the Board in due time. 
3. Board members shall formally acknowledge and accept their responsibility to act at all times  in the best interests of the Association. They shall exercise due care, diligence, and integrity  in the fulfilment of their duties, prioritizing the Association’s financial stability, the fulfilment  of its mission, member satisfaction, and adherence to ethical standards. Board members must  disclose any potential conflicts of interest and abstain from actions or decisions that could  compromise their judgment or the Association’s interests. 
4. The Board of Directors shall have the authority to establish and approve processes and  procedures necessary for the efficient and effective operation of the Association. These  processes and procedures may be updated or revised by the Board as needed to address the  evolving needs of the Association.

Board Meetings 

Article 6 

1. Meetings of the Board of Directors are convened by the Chairperson of the Board. They must  take place at least four times a year and as often as the Board deems necessary, and be  attended by at least one third of the Board. The location will be wherever it has been  determined is the most cost-efficient. 
2. A planned schedule of annual Board Meetings shall be established in January and all Board  Members informed of the dates and locations of the meetings. Board Members shall notify  the Chair of their attendance no later than two (2) weeks before the date, unless agreed  otherwise. Should less than one third of the Board be able to attend, then the meeting shall  be cancelled and rescheduled for a later date. 
3. Board members are supplied with the planned agenda no later than one (1) week before the  date by the Chairperson of the Board, unless agreed otherwise. The Chairperson of the board  may request the support of the Secretary and/or the Executive Office for the preparation and  distribution of the Agenda.  
4. The Board shall strive for consensus, but shall otherwise vote by simple majority. 
5. At least one Board meetings per year must be held in person, unless agreed otherwise taking  into consideration the finances of the assosiation. Others can be held by teleconference,  which are also arranged by the Chairperson of the Board. 
6. Board meetings that are teleconferences may be convened with a shorter notice period than  Board meetings conducted in person but notice of at least one (1) week must be given, and  the same attendance requirements apply. 
7. The minutes of each Board meetings shall be made available to the Board by the Secretary  within two (2) weeks after the meeting. 
8. Members who are not based in the country where the meeting is held may request  compensation towards their travel costs from the Treasurer subject to proper invoice  procedure being followed. A fixed budget will be available per year and will be attributed to  Board members in the order of receipt of the requests. A travel reimbursement ceiling is  established by the Treasurer and approved by the Executive Committee.  
9. Board members shall endeavour to attend all meetings of the Board and of the General  Assembly, and at least part of the activities that are organised each year. Should they be  unable to attend a meeting for professional or other pressing reasons, they shall give due  notice to the Secretary. If Board members miss more than half of the meetings in a given year,  they shall give serious consideration to making their seat on the Board available. 
10. The Association may establish processes and procedures to ensure the efficient and effective  operation of its activities, which shall be approved by the Board and revised as necessary to  adapt to evolving needs and circumstances. 

Executive Office 

Article 7

1. The Executive Office shall consist of an Executive Director, Chief Communications Officer,  Administrative Support Officers, and other members as deemed necessary by the Board. 
2. The Executive Office shall support the Board and the Executive Committee in fulfilling their  responsibilities. 
3. Members of the Executive Office shall not have decision-making or voting rights. 
4. The Executive Office shall among other  

1. 1. Maintain the financial records of the Association. 
   2. Provide an additional layer of approval for expenditures. 
   3. Fulfil the decisions of the Board.
   4. Prepare the annual budget and tax returns in accordance with the national laws of the  Association’s State of Registry and international bookkeeping standards. 

5. The Executive Director shall be appointed by the Board to manage the daily operations of the  Association.

6. The Chief Communications Officer shall be appointed by the Board to manage the daily  communications (including event organisation) of the Association.

7. The Administrative Support Officers shall perform secretarial functions, including recording  meeting minutes, issuing invitations, and maintaining and archiving local correspondence,  issuing communications content. 

8. The Executive Office shall among other and as agreed by the Board: 

• • Support the Board and the Executive Committee in fulfilling their responsibilities. ∙ Maintain the financial records of the Association and provide an additional layer of  approval for expenditures. 
  • Fulfill the decisions of the Board and support the preparation the annual budget and tax  returns in accordance with national and international standards. 
  • Perform secretarial functions, including recording meeting minutes, issuing invitations,  maintaining and archiving correspondence, and supporting communication efforts. 

9. The Executive Director shall lead the Executive Office and oversee the coordination of  personnel reporting to them. 

a. The Executive Director shall among other and as agreed by the Board:

• • Provide overall management and administrative services for the Association.
  • Collaborate closely with the President and Chair of the Board to align efforts with the  Association’s objectives. 
  • Serve as the official point of contact for management activities related to individual and  corporate members. 
  • Support the Grants and Awards Committee, as described in the related article, ensuring  smooth coordination and administrative assistance.  
  • Maintain an up-to-date membership list for the Association and oversee membership  payment follow-ups, including sending reminders and related correspondence.
  • Contact members regarding membership fees, provide information on benefits, and  promote active participation in the Association’s activities.
  • Actively engage in supporting the Board in maintaining relations with existing members,  finding new members, and identifying potential donors.
  • Oversee the organization of events in collaboration with the Chief Communications  Officer to ensure alignment with the Association’s mission and objectives.
  • Attend Board meetings as a non-voting participant, offering input on management and  administrative matters.

b. The Executive Director shall operate within the Association framework, under the  authority of the Board. Any significant changes or new initiatives in operations require the  Executive Committee or the Board approval.

10. The Chief Communications Officer, shall be responsible for developing, implementing, and  maintaining the Association’s communication policy and strategy, in alignment with its  objectives and goals. 

c. The Chief Communications Officer shall among other and as agreed by the Board:

• • Oversee all communications, ensuring accuracy, professionalism, and adherence to the  Association’s policies. 
  • Manage the Association’s online presence, including its website and digital content  related to Members, Regional Networks, Committees, and working groups, in  consultation with the Board. 
  • Collaborate with Members, Regional Networks, Committees and Working Groups to  ensure consistency in communications and adherence to branding guidelines.
  • Coordinate communication campaigns, including press releases, newsletters, and social  media outreach, to promote the Association’s mission and activities. 
  • Act as the primary liaison for communication efforts between the Executive Office,  Regional Networks, Committees, Working Groups, Members, and other stakeholders.
  • Report regularly to the Board on communication strategies, efforts, and achievements.
  • Review and approve communication materials, where required, to ensure alignment with  the Association’s standards.

d. The Chief Communications Officer shall operate within the communication policy  framework, under the authority of the Board. Any significant changes or new initiatives in  communication strategy require Board approval.

11. The Board shall have the authority to appoint and replace members of the Executive Office.

12. Members of the Executive Office may assist in Board meetings if so decided by the Board.

13. At least one member of the Executive Office shall reside in the Association’s State of Registry  to effectively manage local correspondence, administrative and support legal obligations.

14. Members of the Executive Office may serve in a voluntary capacity or be compensated for  their services, at the discretion of the Board. 

General Assemblies 

Article 8 

1. For the purposes of these bylaws, the term General Assembly shall be understood to refer to  the General Meeting, as defined in the Statutes.  
2. In accordance with Article 14 of the Statutes, the Association shall convene at least one (1)  General Assembly annually within six (6) months after the end of the financial year, unless an  extension is granted by the General Assembly. The meeting shall be held at a location deemed  cost-effective by the Board (including online). To reduce costs and increase participation, the  General Assembly may be held partially in person and partially online. When feasible,  meetings shall rotate locations to enhance accessibility for Members. The General Assembly shall act as the forum for formal decisions concerning matters brought forward by the Board in accordance to the Statues and the Dutch law regulating the Association. 
3. The Board is accountable to the General Meeting for its management and administration of  the Association. It shall present an annual report detailing the Association’s financial  performance, and key activities for the prior year.  
4. The Board shall submit for approval the annual financial statements, including the balance  sheet and profit and loss account, as required under Article 14 of the Statutes. The proposed  budget for the upcoming financial year. 
5. The Board shall make relevant documentation and information available to the General  Assembly. This includes reports from the financial audit committee, as outlined in the  Statutes. 
6. The Board shall present on a yearly basis the composition of the Board (including ad interim),  Committees, Honorary Board, Executive Office, Regional Networks and other formations it  may be using for its operations. Any new Board members shall be presented for approval by  the General Assembly. 
7. The Board shall present to the General Assembly the members of the audit committee for the  upcoming year, for their approval. 
8. Upon review and approval of the audited annual financial report, the General Meeting shall  approve to discharge the Board from its responsibilities for the reviewed financial year. 
9. The General Meeting may provide recommendations or directives to the Board to guide its  future policies and operations, ensuring alignment with the Association’s mission and  objectives. 

Grands and Awards 

Article 9 

1. The Association upon the initiative of the Board of Directors, may establish grants and awards as deemed appropriate to support and recognize the contributions and achievements of its  Members and to further its objectives. The types and criteria of grants and awards shall be  designed to align with the mission of the Association and enhance the engagement of its  Members. The Board of Directors shall determine the types and criteria of grants and awards  to be offered and present them to the General Assembly. 
2. The Association may offer the following awards:  

a. Outstanding Achievement Award: This award honours individuals who have  demonstrated exceptional accomplishments and leadership in the aerospace field.  Recipients are recognized for their significant contributions to aerospace projects or  programs, exemplary leadership abilities, and dedication to advancing women in  aerospace. The award includes an engraved statuette and an Honorary Membership,  presented during an awards ceremony. The Board of Directors decides on the  recipient of the award, ensuring it reflects exceptional contributions to the aerospace  industry and being a symbol or a promotor of diversity. 

b. Student Conference Grant: Designed to support Bachelor, Master, and PhD students  in Europe, this grant provides financial assistance to attend an international workshop  or conference for the first time and present their space-related paper. The grant  amounts shall be determined by the Board, taking into consideration prevailing  market conditions and the financial capacity of the Association. Recipients of grants shall be awarded a complimentary individual WIA-Europe membership for the  following year. 

c. Inspirational Award: This award aims to engage WIA-E members in promoting space  and inspiring future generations. Applicants submit a report describing their personal  contributions to promoting space and inspiring others. The grant amounts shall be  determined by the Board, taking into consideration prevailing market conditions and  the financial capacity of the Association. Recipients of grants shall be awarded a  complimentary individual WIA-Europe membership for the following year.

d. Additional awards may be created as needed in accordance with the mission of the  organization and the financial resources availability. 

Committees and Working Groups 

Article 10:  

1. The Board shall have the authority to establish and dissolve committees and working groups  as deemed necessary to support the objectives and activities of the Association. 
2. Committees and working groups may be created to address specific tasks, projects, or areas  of focus that align with the mission and goals of the Association. 
3. The Board shall define the scope, responsibilities, and duration of each committee or working  group upon its creation and/or revise it accordingly. 
4. Two types of committees are established: Standing Committees, which are permanent in  nature, and Temporary Committees, which are constituted for a specific duration and  purpose. The Association shall have two Standing Committees:  

a. The Financial Audit Committee is established in accordance with Article 14 of the  Statutes. This committee ensures financial oversight and accountability by reviewing  the Association’s financial documents and reporting its findings to the General  Meeting. 

b. The Grants and Awards Committee is established under these Bylaws to review  applications for grants and awards and provide recommendations to the Board for  approval. 

5. Committees and working groups can make suggestions and recommendations to the  Executive Board regarding matters within their remit. Recommendations that may have  financial implications for the Association shall be submitted to the Executive Board for review  and approval.

6. Members of committees and working groups may include Members and/or other individuals  with relevant expertise, as appointed by the Board

7. The Board retains the right to review the progress and performance of committees and  working groups and to dissolve them at its discretion when their objectives have been fulfilled  or when they are no longer necessary.

8. Committees and working groups shall operate in accordance with the Statutes and Bylaws of  the Association and report to the Board regularly or as otherwise specified. 

Standing Committees 

Article 11 

1. In accordance to Article 10 above, the committees listed below are operational on a regular  basis unless deemed otherwise (Art. X. 6). 
2. The Financial Audit Committee consists of at least two (2) members who are elected by  General Assembly vote but are not current members of the Board of Directors. The committee  is supplied with the Association’s financial records by the Treasurer at least four (4) weeks  before the next General Assembly, at which it presents to the Assembly the Association’s  financial situation. It serves for three (3) years. 
3. The Grants and Awards Committee has the role of reviewing applications for inspirational awards and student conference grants and providing timely recommendations to the Board  of Directors for approval. It ensures a rigorous, transparent, and fair selection process for  award recipients and grant beneficiaries.  

a. The Committee shall consist of high-level individuals within the aerospace industry,  appointed for a term of three (3) years, renewable. At least one (1) Board Member shall  serve as a member of the Committee. The Committee will have a Chair, Vice Chair, and  Secretary to facilitate its operations. Inactive members may be replaced upon the  recommendation of the Chair or Vice Chair, subject to approval by the Board. 

b. The Executive Office shall provide administrative support to the Committee, including  conducting eligibility screenings to confirm that nominees are in good standing. The  Executive Office shall submit admissible nominations to the Committee for further review. 

c. The Grants and Awards Committee shall conduct an initial review of the nominations and  prepare a shortlist if applicable candidates for each award or grant. This shortlist,  accompanied by a statement detailing the criteria used for selection and a preliminary list  of proposed candidates, shall be presented to the Board of Directors no later than four  (4) weeks prior to the award or grant bestowment deadline for their decision.  

Regional Networks  

Article 12:  

1. The Association may establish Regional Networks to promote its objectives and enhance its  activities within specific geographic areas. Regional Networks are integral parts of the  Association and do not have independent legal status. 
2. Regional Networks are required to adhere to the objectives, Statutes, Bylaws, and rules of the  Association. Their activities must align with the overall mission, values, and policies of the  Association. 
3. The purpose of a Regional Network is to: 

• • Foster local engagement among Members, Participants, and stakeholders.
  • Organise activities, events, and initiatives at local level aligned with the objectives of  the Association. 
  • Promote the mission and visibility of the Association within the designated region.
  • Contribute to the overall goals of the Association through local actions and initiatives. 

4. A Regional Network shall operate under the name of the Association, and must use the  branding, logos, and other visual identities of the Association in accordance with the rules of  procedure and guidelines approved by the Board.
5. The establishment of a Regional Network requires the prior approval of the Board. A proposal  for the creation of a Regional Network shall be submitted to the Board, outlining the intended  region, objectives, planned activities, coordinator(s) and any resources required. 
6. Each Regional Network shall appoint a Regional Network Coordinator(s), who must be a  Member of the Association, to oversee its activities and serve as a liaison to the Board. The  appointment of the Regional Network Coordinator(s) is subject to approval by the Board. 
7. Regional Network Coordinators shall serve a term of three (3) years, renewable for one  additional term of three (3) years. In the event of a vacancy, the Board may appoint a  Coordinator ad interim to ensure continuity of the Network’s activities until an appointment  is made. 
8. Regional Network Coordinator(s) are required to submit regular reports to the Board  regarding their activities, achievements, financial matters (if applicable), and any challenges  encountered, as determined by the Board. 
9. Regional Networks may propose initiatives, ideas, and activities to the Board for  consideration. Regional Network Coordinators may also contribute to meetings of relevance  to the Association’s mission and objectives. High-level meetings with politicians, diplomats,  and similar stakeholders may only take place upon informing and receiving approval from the  Executive Committee. 
10. Regional Networks may encourage membership growth but must ensure all members are  formally registered with the Association and adhere to its rules. 
11. Regional Network Coordinators shall participate in regular meetings with the President, Chair  of the Board, and Executive Office, which shall be held as needed (e.g., monthly). The purpose  of these meetings is to report on activities, seek guidance, and discuss relevant matters. Other  Board members may attend these meetings as required. Minutes of the meetings shall be  recorded by the Executive Office and distributed to attendees by the end of the meeting. 
12. The Executive Office shall provide administrative support to Regional Networks, including but  not limited to communication, coordination, and the facilitation of Network operations. 
13. Regional Networks must operate exclusively under the authority of the Board and cannot  undertake actions or make statements that conflict with the interests and/or objectives of the  Association. 
14. If a Regional Network and/or a Regional Network Coordinator is found to be misaligned with  the objectives, policies, or rules of the Association, or fails to adhere to the branding and  operational guidelines, the Board may suspend or terminate the activities of the Regional  Network and/or the Regional Network Coordinator(s) appointment. If such a determination is  made, a written notice shall be issued, providing the opportunity to address the matter within  thirty (30) days before a final decision is made. 
15. The Board retains the right to dissolve a Regional Network at its discretion if it is deemed  inactive, non-compliant, or no longer serving its intended purpose. 
16. The rules and procedures governing Regional Networks, as derived from these Bylaws and  approved by the Board, are further detailed in the Working Rules and Guidelines for Regional  Networks.

Honorary Senate 

Article 13: 

1. The Honorary Senate shall support the Association in achieving its mission by providing  strategic advice, guidance, and expertise as needed. The Honorary Senate shall safeguard the  long-term interests of the Association, act as ambassadors, and represent the Association in  external engagements. 
2. The Honorary Senate shall consist of distinguished individuals who have made significant  contributions to the Association or have furthered goals aligned with its mission. Members  shall include past Presidents and Chairs who have served at least one full term (three  consecutive years) in those posts.  
3. Members of the Honorary Senate shall: 

• • Serve as ambassadors of the Association, promoting its mission and values in external  engagements. 
  • Advise the Board of Directors on strategic matters as requested. 
  • Select the President and the Chair of the Board 
  • Represent the Honorary Senate in the Association’s activities. 
  • Safeguard the Association’s long-term interests and provide continuity in its  governance. 

4. The current President of the Association shall serve as the Secretary of the Honorary Senate,  ensuring effective coordination and communication between the Senate and the Board of  Directors. 
5. The Honorary Senate shall oversee the process of identifying and recommending candidates  for the roles of President and Chair, in accordance with the Association’s traditions and needs. To facilitate a smooth transition, the roles of Past-President and President-Elect shall overlap  for a period upon discretion of the Honorary Board. The Past-President and President-Elect  shall work closely together to ensure a smooth transition and operation of the organization  
6. When necessary, the Honorary Senate shall form and chair the Board Selection Committee to  propose new Board members. This committee may include other individuals, chosen for their  merit, to support its work. 
7. The Honorary Senate shall act as an advisory body for resolving disputes within the  Association. When a case is raised, the Honorary Senate shall arbitrate the matter and provide  a resolution for Board endorsement. 
8. In cases requiring ethical review or arbitration, the Honorary Senate shall initiate the  formation of an Ethics Committee. This Committee may include members of the Honorary  Senate, the Board of Directors, and additional individuals deemed necessary. The Ethics  Committee shall deliberate on the matter and submit its recommendations for final Board  approval. 
9. The Honorary Senate shall remain independent of the Association’s daily operations but shall  work collaboratively with the Board and other structures when providing advice or fulfilling  its duties.
10. The Honorary Senate shall meet as needed to fulfill its responsibilities. It shall provide periodic  updates to the Board of Directors, including its recommendations, activities, and observations  regarding the Association’s strategic direction. 
11. Members of the Honorary Senate shall represent the Association in external activities and  engagements, promoting its mission and values to stakeholders, partners, and the broader  aerospace community. 

Selection Committee 

Article 14 

1. The Honorary Senate is the selection Committee responsible for identifying and evaluating  qualified candidates to serve as the President, Chair, and Board Members of the Association.  The Committee shall evaluate candidates based on their experience, skills, leadership  qualities, and commitment to the Association’s mission and goals. 
2. The Selection Committee may include other distinguished individuals from the aerospace  sector as deemed necessary by the Honorary Board. 
3. The Selection Committee will evaluate candidates based on the following skills that the Board  overall should have: 

• • Leadership Experience: Demonstrated leadership skills and experience in relevant fields.
  • Knowledge of the Association: Understanding of the Association’s mission, goals, and  challenges. 
  • Strategic Thinking: Ability to develop and implement strategic plans. 
  • Communication Skills: Effective communication skills, both written and verbal.
  • Interpersonal Skills: Ability to build strong relationships with members and stakeholders.
  • Commitment to the Association: Dedication to the Association’s mission and willingness  to serve. 
  • Business acumen: Proven ability to understand financial principles, allocate resources  effectively, and contribute to the sustainable growth of the Association. 

4. The Selection Committee shall have the authority to determine the method for identifying  new Presidents, Chairs, and Board Members, either through direct selection or by conducting  a call for nominations. If a call for nominations is made, the Selection Committee shall review  all nominations, conduct interviews, and evaluate candidates. Upon finalizing its selection, the  Committee shall submit a formal proposal to the Board of Directors for approval. The final  appointment shall be made in accordance with the Statutes and Bylaws of the Association. 
5. All information related to the selection process, including candidate applications, interview  notes, and deliberations, shall remain strictly confidential to ensure the integrity of the  process. 

Strategic Agenda  

Article 15 

1. In accordance with Article 2 of the Statutes, the Association shall operate under a strategic  agenda that reflects its mission and long-term goals. The President, with the advice of the  Board of Directors and the Honorary Board, and taking into consideration input from the  members, Regional Networks, committees and working groups shall be responsible for  drafting, preparing and implementing the strategic agenda. This agenda shall outline the  Association’s objectives, priorities, and key initiatives, ensuring alignment with its mission and  vision.
2. The draft strategic agenda shall be presented to the Board of Directors for review and  endorsement by analogy. The President shall communicate the strategic agenda to the  General Assembly, Association’s Members, Regional Networks, Committees, Working Groups  and other relevant stakeholders. 
3. The implementation of the strategic agenda shall be carried out under the leadership of the  President, in collaboration with the Board of Directors and the Executive Office. The Regional  Networks, Committees, and Groups shall provide support and contribute to achieving the  goals outlined in the strategic agenda through coordinated efforts. 
4. The strategic agenda shall be reviewed regularly by the Board of Directors in their yearly  strategic meeting to ensure its continued relevance and effectiveness. The President, in  consultation with the Board of Directors and the Honorary Board, may propose updates to  the agenda to reflect evolving priorities or changing circumstances. 
5. The Board of Directors, in cooperation with the President, shall oversee the allocation of  resources and prioritization of initiatives in accordance with the strategic agenda. This ensures  that the Association’s resources are effectively utilized to achieve its objectives. 
6. The President shall provide regular updates to the Board of Directors and provide and oral  report for information to the General Assembly on the progress of the strategic agenda’s  implementation.  

Board of Directors Strategic Retreat 

Article 16 

1. The Strategic Retreat shall serve as an annual meeting of the Board of Directors to deliberate  on the mid- to long-term strategic direction of the Association. The retreat aims to review the  Association’s vision, assess its evolution, and discuss strategic priorities, including expanding  the Association’s footprint, fostering partnerships, increasing financial resources, and  enhancing activities. 
2. The agenda for the Strategic Retreat shall include, but not be limited to: review and discussion  of the President’s strategic agenda; exploration of opportunities to expand the Association’s  impact and presence in the aerospace sector; strategies for forming and strengthening  partnerships with stakeholders; proposals to enhance the financial sustainability of the  Association; evaluation and planning of activities and initiatives to align with the Association’s  objectives; review of existing initiative and development of new ones for providing value to  the members of the association ; Identification of emerging challenges and opportunities for  the Association’s growth and evolution. 
3. The Strategic Retreat shall be held once a year at a designated location (or virtually)  determined by the Board. The location shall be selected with consideration of accessibility and  cost-effectiveness. Executive Office members may be invited to participate as needed, subject  to approval by the Board. 
4. All members of the Board of Directors are required to attend the Strategic Retreat, unless  absence is justified.  
5. The retreat shall be facilitated by the President, Chairperson and Secretary.
6. Key discussions, decisions, and action points shall be documented in a strategic report,  prepared by the Executive Office, and distributed to the Board within four (4) weeks following  the retreat. 
7. The outcomes of the Strategic Retreat can inform updates to the President’s strategic agenda  and shall guide the Association’s initiatives for the upcoming year. 
8. The President can present a summary of the outcomes and resulting strategic priorities from  the retreat at the next General Meeting for Members’ information. 

Leadership Workshop 

Article 17 

1. A Leadership Workshop shall be held to foster a shared understanding of the Association’s  governance framework, strengthen leadership skills, and enhance collaboration among those  engaged in the Association’s activities. The workshop aims to: 

• Provide training on the Statutes, Bylaws, and Rules of Procedure of the Association. o Facilitate the exchange of best practices among participants. 
• Identify and address challenges and opportunities for the Association’s growth and  evolution. 
• Serve as a team-building exercise to promote cohesion and strengthen leadership  capacities across the Association’s functions. 

2. The Leadership Workshop shall be conducted at least once every two (2) years at a location  determined by the Board or online, depending on the association finances.  
3. The workshop shall bring together the following participants: 

• • Members of the Board of Directors. 
  • Members of the Executive Office. 
  • Regional Network Coordinators. 
  • As needed, representatives of Committees and Working Groups 
  • Others as decided by the Board  

4. The workshop agenda may include, but not be limited to: 

• • Training sessions on the Statutes, Bylaws, and Rules of Procedure of the Association. o Interactive discussions on best practices in governance, leadership, and operations. o Presentations and group exercises addressing challenges and opportunities for the  Association’s future. 
  • Leadership skill development activities and team-building exercises. 

5. The workshop shall be facilitated by the Board, with input from the Executive Office and other  relevant stakeholders. External facilitators may be invited to participate and/or conduct the  workshop.  

6. The Executive Office shall compile a summary report of the discussions, conclusions, and  action points arising from the workshop. This report shall be distributed to all participants  within four (4) weeks following the workshop. 

7. The Board shall allocate the necessary resources to organize the workshop, ensuring that it  fulfills its purpose effectively and efficiently.

8. The outcomes of the Leadership Workshop can be presented to the General Meeting for  information, highlighting key findings and potential actions stemming from the workshop. 

Code of Conduct Committee  

Article 18: 

1. The Code of Conduct Committee shall consist of Honorary Board. 
2. The purpose of the Code of Conduct Committee is to foster and uphold a respectful, inclusive,  and professional environment for all Members, and Executive Office holders within the  Association, by ensuring adherence to the Code of Conduct and Harassment Policy of the  Association. 
3. The Code of Conduct Committee shall convene whenever: 

• • A potential violation of the Code of Conduct, Code of Ethics, Whistle-blowers and  Conflict of Interest of the Association is reported. 
  • Any instance of unprofessional behaviour is alleged that warrants investigation. o A situation arises that requires its intervention to uphold the Association’s values and  policies. 

4. If a report of misconduct concerns one or more members of the Code of Conduct Committee,  those members shall be excluded from any deliberations, discussions, or decisions pertaining  to the report. In such cases, the remaining members of the Committee shall convene to  address the matter without the participation of the implicated members. 
5. Upon receiving a report from a Member or Executive Office holder, or other stakeholder  regarding alleged misconduct by any individual associated with the Association, the Code of  Conduct Committee shall:

a. Take preventive measures to deter any form of harassing or  unprofessional conduct before it becomes severe or pervasive. 

b. Conduct a thorough, prompt, and impartial investigation into the allegations of misconduct.

c. Take immediate and appropriate action if a violation of the Code of Conduct or Harassment  Policy is determined to have occurred, including but not limited to issuing warnings, imposing  sanctions, or expulsion from the Association. 

6. Decisions of the Code of Conduct Committee shall, in principle, be made by consensus. If  consensus cannot be reached, decisions shall be taken by a majority vote of the Committee  members

The General Assembly is an annual event open to all members in good standing, providing a crucial platform for engagement and participation. Members will receive timely email invitations, ensuring they are well-informed and have the opportunity to actively participate in shaping the future of our community. Your presence and input are highly valued to strengthen our collective impact.

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