1. Strategy to Increase ASME’s Global Impact Michael Michaud, MD Global Alliances Orlando, FL November 16, 2009

2. ASME’s Global Strategy Statement: ASME will deliver locally relevant engineering resources to advance public safety and quality of life throughout the world. Specifically, ASME will provide locally relevant standards, certification, technical information, and networking for business, government, academia and practicing engineers to positively impact the quality of life throughout the world.

3. ASME’s Global Strategy Framework Roadmap to outline overall strategy and prioritize: Markets Needs Initiatives Resources Partnerships to increase effectiveness reach and impact of initiatives Empower individual engineers to help change the world Expand ASME’s Global Impact Sustainable presence and business or delivery platforms Create new, locally relevant Content for target markets Products and Services that meet global and local needs

4. Current Major Market Focus Establish base of operations Build and strengthen local relationships Establish ASME brand recognition Develop and deliver local products Expand ASME’s Global Impact Growing overall, global presence Lower the overall barriers of entry (price, language...) Develop local ASME community and relationships Assess local market and opportunities Expand delivery of ASME programs.

5. Global Impact Roadmap Market-driven approach to increase  ASME’s overall global impact Strategy and Plan to Address Priority Markets “cut, customize and paste” programs for global distribution Build a base of local partners, users, volunteers and advocates Create a Matrix of ASME Opportunities Identify priorities and new target markets

6. India: Pipeline Personnel Certification New, Local Content Europe: Local Training Platform China: Training Courses in Chinese Workshops & Symposia with Local Partners Create new, locally relevant Content for target markets Latin America: ASME Codes in Spanish, Pipeline Personnel Certification Middle East/Africa: Local Training Providers, Workshops and Symposia Projects to be included in FY11 budget planning

7. Empower individual engineers to help change the world Engineers without Borders (EWB) Engineering for Change (E4C) Pan-American Federation of Engineering Societies MOUs and Agreements with National Bodies and Corporations Bi-Lateral Agreements and Projects with National Societies A Collaborative Approach World Federation of Engineering Organizations (WFEO)

8. Maintaining Balance: Future priorities must be set by balancing opportunity and relevance and matched against expected impact, limited time and resources… –by opportunity according to country interest in ASME S&C; countries already predisposed towards working with ASME –by need; emerging markets especially large rapidly developing economies –by size and relevance of key industrial sectors (relevance of major industries to key ASME standards – pressure technology, pipelines, nuclear). –by logistical opportunities such as language, culture, law (including membership in WTO) Global and Priority Markets Enterprise and Sector Activities Opportunities and Resources Generating Revenue and Serving Needs

9. The ASME Global Impact Index* Global Impact 3% 1,012,720 Growth Indicators measure percent of growth over same period in previous FY. Shows positive or negative growth. Volume indicators measures current value. Available for all ASME, outside North America, by region, by country or by focus area. Comprised of key indicators including: –Web visits, Membership, Conference and Training Course Participants, Committee Members and Certified Manufacturers. Collected quarterly, totaled by country and adjusted by weights. *Percentage reflects growth Q4,FY08 - Q4,FY09. Value reflects current (quarterly) volume and are subject to final review.

10. Steps to Increase ASME’s Global Impact Engage government and industry Promote the value of ASME Conformity Assessment Encourage participation in ASME activities and Volunteering Organize relevant workshops and conferences Create roadmaps for cooperation through the establishment of Memorandums of Understanding (MOU) and partnerships Project a positive image of the public-private partnership that exists between ASME and government agencies (in the US and abroad) Nuclear Nations +2% 2,901,646 China +27% 107,377 India -4% 66,520 Europe +2% 301,846 Percentage reflects growth Q4,FY08 - Q4,FY09. Value reflects current (quarterly) volume and are subject to final review.

11. Engaging with the Global Strategy Execution Team: Coordinate sector/unit strategic planning with enterprise matrix for prioritization Share global projects for planning, coordination and reporting Register new/locally developed content projects with G-SET for Enterprise tracking in FY-11 Identify and encourage qualified individuals to join the Global Volunteer Resources Network For more information, contact: michaudm@asme.org

13. Nuclear Nations: 44 countries that currently have, or are seeking to develop, nuclear power according to the IAEA. The ASME Global Impact Index (Q4 FY08-Q4 FY-09) Total Index (all inclusive) 2% 3,076,989 Asia 9% 386,119 Europe 2% 301,846 Mid-East / Africa -6% 85,051 Latin America -3% 72,815 Nuclear Nations 2% 2,901,646 India -4% 66,520 China 27% 107,377 Global Impact (sans North America) 3% 1,012,720 North America 2% 2,231,156 Percentage reflects growth Q4,FY08 - Q4,FY09. Value reflects current quarter volume and are subject to final review.

14. IndiaChina 66,520107,377 -4%27% web visitsmembershipweb visitsmembership conference attendeestraining course attendees conference attendees S&C committee memberscertified manufacturers S&C committee members -2%-47% 746%373% 29% 0% -7% 27% 147%-48% 29% 40% 38,952 406190208115 1,78924,283162 13839047 % Change Current Value (0.2) (10) (250) Weight: (10) (50) Percentage reflects growth Q4,FY08 - Q4,FY09. Value reflects current (quarterly) volume and are subject to final review.