The Society's Strategy

The RAeS Strategy is developed and owned by the Society's Board of Trustees. The Board of Trustees regularly monitors progress against the strategic priorities and each year reviews the strategy and makes amendments if appropriate.

Vision for the Royal Aeronautical Society

The Society will be recognised as the leading membership body serving professionals and enthusiasts in the global aerospace and aviation community.

Mission of the Royal Aeronautical Society

The Society will deliver its vision through:

2.1 Providing influence and leadership derived from professional competence.

2.2 Delivering impartial, authoritative and relevant knowledge and information on a multi- channel basis.

2.3 Attracting future generations to the aeronautical professions.

2.4 Creating a broad appeal to attract a diverse and active membership base, both globally and at local branch level

2.5 Promoting actively the Society’s brand to leverage relationships, enhance reputation, and grow its membership base together with maintenance of its charitable status.

2.6 Engaging senior professionals in the leadership and direction of the Society.

2.7 Exploiting its property assets to maximise the status of the Society and underpin revenue.

2.8 Following prudent financial management.

Key Strategic Recommendations

3.1 The Society should develop a coherent international strategy designed to leverage international relationships and grow international membership.

3.2 The Society should embrace the use of digital platforms and channels to share relevant knowledge and information with members and new audiences in order to create an engaged community of aerospace and aviation professionals. The Society should evolve a plan to ensure the continuity and contribution of its library and archive in the modern era.

3.3 The Society should improve its profile and capability to deliver independent and authoritative knowledge and information.

3.4 The Society should generate plans for more aggressive and professional exploitation of 4HP for 3rd party revenue.

3.5 The Society should be pro-active and take the lead in exploring non-organic growth for the Society.

3.6 The Society should reinforce the importance of the work of the Nominations Committee to build an active succession policy and attract high calibre individuals to stand for Council and Board of Trustees.

3.7 The Society should increase its efforts outreach and engagement profile to: convert the large number of younger members into paying members; capture, or re-capture, a ‘lost generation’ in the 30-50 age bracket; market itself to a broader type of member.

3.8 The Society should follow a financial strategy which will support its overall strategic objectives including providing funding for capital improvements, increasing its reserves to safeguard its future, and reducing the Society’s long term liabilities.

3.9 The Society should aim to become as inclusive and representative of society as the industry and sectors, which it represents, aspire to become.