Strategy to Increase ASME’s Global Impact

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

2. ASME’s Global Strategy Statement: 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. ASME will deliver locally relevant engineering resources to advance public safety and quality of life throughout the world.

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

4. 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. Current Major Market Focus • Establish base of operations • Build and strengthen local relationships • Establish ASME brand recognition • Develop and deliver local products

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

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

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

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* • Comprised of key indicators including: • Web visits, Membership, Conference and Training Course Participants, Committee Members and Certified Manufacturers. Available for all ASME, outside North America, by region, by country or by focus area. Growth Indicators measure percent of growth over same period in previous FY. Shows positive ornegativegrowth. Volume indicators measures current value. • 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) 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. The ASME Global ImpactIndex (Q4 FY08-Q4 FY-09) Nuclear Nations: 44 countries that currently have, or are seeking to develop, nuclear power according to the IAEA. Percentage reflects growth Q4,FY08 - Q4,FY09. Value reflects current quarter volume and are subject to final review.

14. India China % Change Current Value -4% 27% 66,520 107,377 -2% -47% 27% -7% Weight: (10) (0.2) 38,952 1,789 24,283 162 web visits membership web visits membership 373% 746% -48% 147% (10) 208 406 115 190 (10) training course attendees conference attendees training course attendees conference attendees 29% 0% 29% 40% (250) 138 4 390 7 (50) certified manufacturers S&C committee members certified manufacturers S&C committee members Percentage reflects growth Q4,FY08 - Q4,FY09. Value reflects current (quarterly) volume and are subject to final review.