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Vision
Our vision is a world where marine
resources and activities are sus-
tained, managed and developed for
the benefit of humanity.
Mission
Our mission is to work with the
global marine community to pro-
mote the scientific development of
marine engineering, science and
technology, providing opportunities
for the exchange of ideas and prac-
tices and upholding the status,
standards and expertise of marine
professionals worldwide.
Ambition
Our ambition is to double the
size of the Institute by 2017
Priorities
The priority is to improve the effi-
ciency of the organisation, grow
and retain our membership whilst
increasing revenues from our com-
mercial activities by offering greater
benefits, improved delivery of our
publications and added value linked
to our products and services.
To deliver the member, Board
and staffs vision of the Institute in
2017, we will need to prioritise
carefully over the next five years.
The key to the future success of the
IMarEST will not be whether we
have the best strategy and plan but
how effective we are in delivering it. be challenging years for the organi-
sation but they can also be exciting
and rewarding as we identify, make
and exploit opportunities. The plan is
not without risk; we have key Finan-
cial, Cultural, People and Competi-
tion risks. Some of the strategies
we employ will not be successful
and some of the new revenue
streams we explore will not be fruit-
ful; key for us will be assessing the
risks as part of decision making and
being willing to stop promptly activ-
ities that are failing and move on.
The Institute, through its inter-
national membership and staff, will:
CORPORATE VISION,
MISSION AND AMBITION THE PLAN
Although our mission is simply
stated, we are an organisation made
up of several constituent parts.
Whereas they should have been
bound by what they have in common,
previously these parts have been
viewed as being different, they have
tended to operate in silos, and the
tensions between them have been
real. This should not be an inherently
complex organisation and the di-
chotomy between learned society
and commercial organisation needs
to be resolved. We must realign, cre-
ating a virtuous circle, which enables
the IMarEST to fulfil its mission, as
well as achieving the commercial
success, which delivers a return that
funds the Learned Society.
We will use the Lean methodol-
ogy to drive the transformation of the
organisation to be one with a world-
class reputation as a learned society
that generates an operating profit and
offers a superior quality and range of
services valued by our members and
partners who will be engaged in and
empowered by the organisation. Over
the period of this plan we will also
move from being a UK-based organ-
isation with overseas members to be
an international organisation, head-
quartered in London but with regional
offices sited so as to provide world-
wide service coverage.
The next five years are going to

Terrible things wont happen. Business can

afford lots of risk. I dont mean reckless risk like
the banks, I mean trying new things () its
better to take that risk than to spend your life
frightened to change.

- Sir Terry Leahy

Our Corporate Plan
The key themes that will exist throughout the life of
this plan are:
n Engagement/Empowerment of the Membership
n Market Analysis strategy prioritisation
n Ensure events deliver benefit
n Strong and efficient financial control
n Technology exploitation
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n
Influence the marine industry, ac-
ademia and governments to
identify and address the follow-
ing themes:
n
Maritime Environment
n
Marine Biodiversity
n
Ship Power & Propulsion
n
Ship Operations and the
Human Element
n
Sustainable Development
Goals (SDG)
n
Offshore Engineering (in-
cluding Renewables)
n
Naval Engineering
n
Small Ships
n
Operational Oceanography
and Marine Meteorology
n
Ocean Prospecting
n
Coast and Ocean Mapping
n
Provide input as a Non-Govern-
mental Organisation (NGO) at
the International Maritime Or-
ganization (IMO) and other In-
tergovernmental Organisations
as appropriate.
n
Reaffirm the Institute of Marine
Engineering, Science and Tech-
nology as the global body of
choice for all ocean profession-
als a professional network for
life.
n
Encourage Continued Profes-
sional Development and pro-
mote the scientific development
of Marine Engineering, Marine
Science and Marine Technology
worldwide via our Branches and
other networks
n
Undertake activities that pro-
mote the maritime profession to
wider society including raising
awareness of the importance of
the oceans and seas, advocating
for safer, environmentally and
economically sound maritime
operations, and inspiring young
people to develop an interest in
marine engineering, science and
technology.
WHAT WE WILL DELIVER
IN THE COMING YEAR
Key Performance Measures (Budget)
KPM 1 (Members) Net membership growth
KPM 2 (Finance) Margin achievement
KPM 3 (Efficiency) Total expenditure per member
Membership Benefits
Member Benefit and Marine Partner propositions
Subscription Strategy
Website redeveloped, mobile version available
Webinars, webcasts and recorded lectures
Marine Science Career Pathway launch
Member collaboration environments
Our People
People Strategy (Staff and Volunteers)
Membership Engagement Strategy and Plan
Governance
5 year Corporate Plan/Delivery Plan
International Strategy and Plan
Institute Governance Review
Operational Efficiency and Effectiveness
Marketing strategies and plans
Events, Publications & Partnering strategies
CRM benefit realisation
Lean commences
Organisational Structure developing
Establish a Virtuous Circle Stakeholders
Looking to the future, as a Learned
Society, membership remains at the
heart of the Institute, continuing to
be a reliable and increasing revenue
stream for the Institute. Therefore, it
is vital that we address the key
questions: which sectors are going
to provide our membership growth
in the next five years, in which of the
Divisions are they present and what
benefits, services and value can the
Institute offer each?
The key to delivering new and
existing products and services will
be the development of a Marketing
Strategy and how we facilitate the
joining up of the stakeholders.
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