ASME Strategic Plan Approved by the Board of Governors September 15, 2009

Strategic Plan Overview Page 2 Mission & Vision: What we want to be and why we exist Core Values: What we believe in and how we will behave Strategy: Our game plan for achieving the vision and mission Strategic Priority Statements tell the story of our strategy. Balanced Scorecard: How we execute and monitor the strategy The BSC includes: Strategy Map with operational objectives and definitions Scorecard with measures and targets

ASME Vision and Mission Vision ASME will be the essential resource for mechanical engineers and other technical professionals throughout the world for solutions that benefit humankind. Mission To serve our diverse global communities by advancing, disseminating and applying engineering knowledge for improving the quality of life; and communicating the excitement of engineering. Page 3

ASME Core Values Embrace integrity and ethical conduct Embrace diversity and respect the dignity and culture of all people Nurture and treasure the environment and our natural and man-made resources Facilitate the development, dissemination and application of engineering knowledge Promote the benefits of continuing education and of engineering education Respect and document engineering history while continually embracing change Promote the technical and societal contribution of engineers through quality programs and activities in mechanical engineering, better enable its practitioners to contribute to the well-being of humankind. Page 4

ASME Strategic Priorities Energy Global Impact Engineering Workforce Development Page 5

6 Strategy Statement – Global Impact Short Version ASME will deliver locally relevant engineering resources to advance public safety and quality of life throughout the world. Statement ASME will deliver locally relevant engineering resources for business, government, academia and practicing engineers to positively impact the quality of life throughout the world. We will achieve this by providing value and enhancing public safety through standards, certification, technical information, networking, alliances, and advocacy.

7 Strategy Statement – Engineering Workforce Development Short Version ASME will foster a broader, competent, vibrant and more diverse engineering workforce with improved retention in both the profession and ASME over all career stages. Statement ASME will foster a broader, competent, vibrant and more diverse engineering workforce with improved retention in both the profession and ASME over all career stages. ASME will expand the capacity and effectiveness of the engineering workforce, promote the public good and increase public awareness of the value of the engineering profession. We will achieve this by outreach to pre-college students, delivering project and team-based learning, developing methods to help students bridge to early career engineers, providing leadership opportunities and training and delivering continuing professional development and training for prospective, active and retired engineers; and by leveraging our world class technical programs, intellectual property, and collaborations with other organizations.

8 Strategy Statement – Energy Short Version ASME will serve as an essential energy technology resource and leading advocate for balanced energy policies. Statement ASME will serve as an essential energy technology resource for business, government, academia, practicing engineers and the general public and as a leading energy policy advocate. As a credible unbiased voice, ASME will be a key source of energy technology information and standards. We will achieve this by leveraging our knowledge-based communities, expanding our energy portfolio, building a more effective energy workforce, and supporting balanced energy policies in the U.S. and other areas of the world.

FY11 Enterprise Strategy Map S1 – Expand ASME’s global impactS2 – Increase the conversion of engineering students and retention of early career members S3 – Expand ASME energy technology resources I1 – Expand and introduce new locally relevant products and services I4- Empower individual Engineers to help change the World I2 – Expand global engineering workforce training ( especially in energy related sectors) I5 – Increase and broaden participation in team based learning programs I3 – Advance alliances and related government relations activities to lead/support development of balanced energy policies in US and around the world Stakeholders Internal Learning & Growth Financial Global Impact Engineering Workforce Development Energy ASME will be the essential resource for mechanical engineers and other technical professionals throughout the world for solutions that benefit humankind ASME will deliver locally relevant engineering resources to advance public safety and quality of life throughout the world ASME will serve as an essential energy technology resource and leading advocate for balanced energy policies ASME will foster a broader, competent, vibrant and more diverse engineering workforce with improved retention in both the profession and ASME over all career stages L1- Foster a more global and diverse organization L2 – Utilize a volunteer-staff partnership to foster innovation L3 –Provide high quality cost effective internal service functions F1- Run an efficient and financially successful operation

10 Global Impact - ASME will deliver locally relevant engineering resources to advance public safety and quality of life throughout the world FY OBJECTIVESMEASURESTARGETS S1- Expand ASME’s global impactS1A -% of global growth (using Global Index as the indicator) S1B - % of average growth in targeted non-US markets S1A- 3 % overall growth outside the US S1B - 10% average growth in three targeted non US markets I1– Expand and introduce new locally relevant products and services I1- Number of new, locally- relevant products and services in pipeline or released I1- (5) in the pipeline/released I4- Empower individual engineers to help change the world I4– Number of registered Users in Engineering For Change I4– (100%) increase from FY10 registered users Unless otherwise indicated all targets using an FY10 baseline; Measures & Targets to be reviewed in Spring 2010

11 Beyond FY11 - Global Impact - ASME will deliver locally relevant engineering resources to advance public safety and quality of life throughout the world LONG TERM OBJECTIVES OBJECTIVES 2011 DESCRIPTION AND NOTES Recognized as the premier source/provider of technical information that enhances public safety and quality of life S1 - Expand ASME’s global impact I1 - Expand and introduce new locally relevant products Global Index measures 5 key indicators: Web Visits; Membership; Participants in ASME activities (courses, conferences…); committee members; Certified Manufacturers. The Index is compiled, adjusted by weights and reported by country. Identify top markets for capacity building, local outreach and enterprise level projects and activities Definitions / Understanding of “new and locally relevant” needed before FY 11. G-SET to maintain pipeline. Baseline needed before FY 11 To be the catalyst for a major world engineering focus and empower individual engineers to help change the world I4 - Empower individual engineers to help change the world Initiative to Develop Enterprise level plan and budget

12 Engineering Workforce Development -ASME will foster a broader, competent, vibrant and more diverse engineering workforce with improved retention in both the profession and ASME over all career stages FY OBJECTIVESMEASURESTARGETS S2- Increase the conversion of engineering students and retention of early career engineers S2- Number of early career members S2- 3% annual increase I2- Expand global engineering workforce training (esp. in energy related sectors) I2A- Number of new ASME owned or licensed courses and certifications in energy related sectors I2B- Number of paid enrollments in top ten conferences I2A- (5) new ASME training courses and/or ASME training certificate programs I2B- 3% average increase over FY10 * adjusted for non-annual events I5- Increase and broaden participation in team and project based learning programs I5- Number of students participating in ASME project oriented learning I5- 5% growth over FY10 Unless otherwise indicated all targets using an FY10 baseline; Measures & Targets to be reviewed in Spring 2010

13 Beyond FY11 - Engineering Workforce Development -ASME will foster a broader, competent, vibrant and more diverse engineering workforce with improved retention in both the profession and ASME over all career stages LONG TERM OBJECTIVES OBJECTIVES 2011DESCRIPTION AND NOTES To be a leading global networking provider for early career engineers S2 - Increase the conversion and retention of early career engineers Early Career (EC) –needs to be defined Be an early adopter of new networking spaces and formats Mentoring will be included as an important component of networking. Engage retirees in contributing content that ASME can widely disseminate and in mentoring activities (Centers & K&C sectors) To be a leading global engineering workforce training provider I2 - Expand global engineering workforce training (esp. in energy related sectors) Create Conference Index to collect and bring attention to energy- based offerings Develop and sponsor active learning projects for undergraduate and graduate students I5 –Increase and broaden participation in team based learning programs Increase public awareness of the role of engineers in enhancing the public good to bring excitement of engineering to pre-college students (Centers sector) Expand number of internal/external partners in promoting project based learning

14 Energy - ASME will serve as an essential energy technology resource and leading advocate for balanced energy policies (BOG ) FY OBJECTIVESMEASURESTARGETS S3- Expand ASME energy technology resources S3A- Number of ASME energy products, programs and services in the nuclear power industry portfolio S3B- Number of ASME energy products, programs and services in the renewable energy portfolio S3A- 10% of product portfolio for the nuclear power industry is new/ updated compared to prior year’s portfolio S3B- 10% of product portfolio for renewable energy is new/updated compared to prior year’s portfolio I3- Advance alliances and related government relations activities to lead/support development of balanced energy policies in US and around the world I3A – Number of Energy Policy Coalition position statements I3B- Number of ASME position statements I3A- (3) Coalition position statements I3B- (4) ASME position statements Unless otherwise indicated all targets using an FY10 baseline; Measures & Targets to be reviewed in Spring 2010

15 Beyond FY11- Energy - ASME will serve as an essential energy technology resource and leading advocate for balanced energy policies LONG TERM OBJECTIVES OBJECTIVES 2011DESCRIPTION AND NOTES To serve as an essential energy technology resource for industry, government, academia and the general public S3 – Expand ASME energy technology resources Implement Energy Grand Challenge roadmap top priority recommendations. Develop Energy portfolio baseline in FY 10 (Energy Strategy Execution Team-E-SET) Fossil Energy will have a 2012 target Energy Technology web presence – target 1/2011 Comprehensive listing of on-going ASME Energy activities. Forums developed for ASME volunteers and others to both network, and to be kept informed of new ASME EGC projects and collaborative opportunities Provide links to key Government, Industry and University Energy Expertise Produce energy fact book - detailed summaries of energy technologies –Why? How? Create a comprehensive Energy communication plan To serve as a leading advocate for balanced energy policies in the US and other areas of the world I3 - Advance alliances and related government relations activities to lead/support development of balanced energy policies in US and around the world Possible addition to SM scorecard for FY11 Energy assignments for Federal Fellows Congressional Briefings Make energy advocates in other countries aware of ASME positions; Make, create, train, vet advocates Can we come up with anything for other areas of the world as long term objectives? ie Strengthen alliances with international consortia(?) Maybe simple basic technologies for less developed or needy communities.

16 Learning & Growth / Financial (BOG ) FY – 2011 OBJECTIVESMEASURESTARGETS L1 – Foster a more global, and diverse organization L1- Implementation of Diversity Task Force recommendations L1- By the end of FY11, 90% of senior volunteer leaders (VP,SVP,BOG) and Nominating Committee members will have attended leadership diversity training L2 – Utilize a volunteer-staff partnership to foster innovation L2-#of new innovation projects in development L2 -based on available funding F1 – Run an efficient and financially successful operation F1- Operating net, actual vs. budget F1- Meet or exceed enterprise bottom line annual budget Unless otherwise indicated all targets using an FY10 baseline; Measures & Targets to be reviewed in Spring 2010