IIW 2018 Annual Report

OWNERSHIP

Duty to act in good faith with care and diligence in organisation’s best interest

Appoints the Board of Directors

GENERAL ASSEMBLY (Articles* 9 to 14) (All Member Country Representatives)

CONTROL GOVERNANCE

Governance Advisory Bodies (e.g Audit, Risk and Compliance) formed by and accountable to the Board of Directors provide recommendations on governance matters only. These are not operational bodies.

Deals with governance matters: sets strategy, makes policy, monitors performance

Appoints, delegates authority to, directs and monitors the CEO

BOARD OF DIRECTORS (Articles* 15 to 21)

MANAGEMENT

* IIW Constitution 2013

GENERAL SECRETARIAT (Article* 22)

Accountable for operational performance, achievement and conduct

Chief Executive Officer

BOARD OF DIRECTORS WORKING GROUPS Regional Activities Standardisation

TECHNICAL MANAGEMENT BOARD (TMB)

INTERNATIONAL AUTORISATION BOARD (IAB)

OPERATIONAL COMMITTEES

TMB CHAIR

IAB CHAIR

Hierarchical link: Sets objectives and monitors performance

Functional link: Monitors and ensures correct procedures

The General Assembly accepted the Strategic Plan and approved new Mission and Vision statements directed towards these roles: IIWMission: To advance welding and joining through a worldwide network IIW Vision: The leading global community linking industry, research and education to the advancement of welding and joining for a safer and sustainable world Included in the new Strategic Plan were five ‘Must Win Battles’ defined to achieve the IIW Vision: • to have an ETQ&C system which meets the needs of industry and IIW Members; • to implement an effective organisational and management structure; • to improve IIW’s visibility and impact through effective communication and marketing; • to ensure the industrial relevance of IIW research best practice development and standardisation activities; • to increase the value of involvement to all IIW stakeholders. To execute this new Strategic Plan, the Board of Directors continues working on an Operational Plan to define how to succeed in these five ‘Must Win Battles’, including the development of a new Marketing and Communications Plan. The IIW Board of Directors deals with all governance-related matters of the organisation; sets and oversees the execution of the Strategic Plan, manages risk, and monitors the financial performance of the Institute. The Board also delegates authority to, directs and monitors the IIW General Secretariat and IAB Secretariat each led by a CEO, reviews the operation of the IAB and Technical Management Board (TMB), and can appoint standing committees and advisory or operational groups as required. At the 2018 General Assembly, the President presented a new 5-year Strategic Plan which had emerged from feedback by many IIW Members asking for, amongst other items, a clearer and simpler strategy. After a consultative process, the Directors identified a list of four key challenges in the global welding industry and then looked at roles for IIW to meet these challenges. GOVERNANCE AND IIW BUSINESS PLAN

MESSAGE FROM THE CHAIR OF WG GOVERNANCE The Working Group on Governance (WG-GOV), chaired by Prof. Gary Marquis (Finland), provi- des assistance and recommendations to the IIW Board of Directors on governance-related matters of the Institute and as part of this develops rules, mandates and procedures for IIW Working Units. These help ensure proper oversight and accoun- tability of IIW activities in order to create value for Members Societies and for individuals participa-

ting in IIW events. During 2018 WG-GOV developed and implemented a new induction course for all incoming Directors to the IIW Board. In coopera- tion with the TMB, the group also helped develop a template for defining the terms of reference for Technical Working Units. Additionally, the group drafted a set of guidelines for chairs and working unit members for conducting effective IIW mee- tings.

9 ANNUAL REPORT 2018 IIW