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The American Society of Mechanical Engineers® (ASME®) | ASME INDIVIDUAL MEMBERS | | ASME AROUND the WORLD | | ASME STANDARDS |

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The American Society of Mechanical Engineers® (ASME®) | ASME INDIVIDUAL MEMBERS | | ASME AROUND the WORLD | | ASME STANDARDS | Annual Report 2015-2016 The American Society of Mechanical Engineers® (ASME®) | ASME INDIVIDUAL MEMBERS | | ASME AROUND THE WORLD | | ASME STANDARDS | 130,000 150 600 COUNTRIES ASME ANNUAL REPORT 2015/2016 Table of Contents ASME ANNUAL REPORT 2 FINANCIALS 17 ASME FOUNDATION DONOR REPORT 36 Our Mission ASME’s mission is to serve diverse global communities by advancing, disseminating and applying engineering knowledge for improving the quality of life, and communicating the excitement of engineering. Our Vision ASME aims to be the essential resource for mechanical engineers and other technical professionals throughout the Our world for solutions that benefit humankind. Strategic Goal ASME will enhance its relevance and impact to global constituents by being the leader in advancing engineering technology. Our Values In performing its mission, ASME adheres to these 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 ASME.ORG 2 ASME remains on the edge of innovation and engineering excellence 3 ASME.ORG From the President & Executive Director World renowned inventor and former ASME member Thomas A. Edison said “There’s a way to do it better. Find it!” No truer words could encapsulate fiscal year 2016 for all of us here at ASME. In our quest to “do it better” while pursuing our mission with renewed vigor and focus, ASME has embarked on a bold and ambitious trajectory – with the aim of becoming the go-to organization for mechanical engineers and technical professionals throughout the world. Simply put, ASME is reinventing itself in the not-for-profit space by creating a new organizational model that will lead to an ASME for the 21st century characterized by greater impact, strength and vitality. We are so fortunate that our Society has the right vision, commitment and resources to seize the opportunities before us. In September of 2015, ASME’s Board of Governors adopted a new strategic goal which states that “ASME will enhance its relevance and impact to global constituents by being the leader in advancing engineering technology.” Our technology-based, market-facing strategy will strongly position and allow us to fulfill our mission. ASME has a long history of public safety, clarity of mission, and a business model that supports it. As part of this transformation to solidify the Society’s technical leadership, we want to leverage the strength, talent, intellect and dedication of the ASME community so that we can own our future while being more relevant in today’s hyper-competitive, increasingly complex and interconnected world. In FY16, ASME experienced a nearly $700,000 favorable operating budget. In order for ASME to continue to fulfill its mission from a position of strength, the Board ash set forth the challenge to diversify our revenue streams and to double revenues by 2025 while exploring and managing new sources of revenue in order to remain robust for decades to come. This report will present further insight into ASME’s new enterprise goals and strategic plans, our expanding global impact and the Society’s technology portfolio. The ASME Foundation continues to make amazing strides with investments in the future of our profession through its myriad programs, which you can read about in this year’s Donor Report. ASME remains focused on the opportunities across the global engineering landscape. A highlight of FY16 was a series of international visits by ASME Board members to meet with interested stakeholders in key global markets, including India, China and Peru. On behalf of the Board of Governors and ASME’s leadership teams, thank you for partnering with us during this transformational time at ASME. The contributions and dedication of our volunteers, members and staff form a powerful alliance for our future success. Julio C. Guerrero, Ph.D. Thomas G. Loughlin President Executive Director ASME.ORG 4 2015/2016 ASME Board Of Governors 1 J. Robert Sims 12 Bryan A. Erler A S M E I m m e d i a t e P a s t P r e s i d e n t ( 2 0 1 4 - 2 0 1 5 ) President Senior Fellow Erler Engineering Ltd Becht Engineering Company, Inc. 13 John M. Tuohy, P.E. 2 Julio C. Guerrero, Ph.D. Principal ASME President (2015-2016) J M Tuohy & Associates LLC Founder Cambridge Research and Technology, LLC Not in photo Sriram Somasundaram, Ph.D. 3 K. Keith Roe, P.E. Technical Lead ASME President Elect (2016-2017) Pacific Northwest National Laboratory Chairman and President Burns and Roe Group, Inc. (Retired) 4 Stacey E. Swisher Harnetty Division Director, Cellulose Esters and Specialty Plastics Eastman Chemical Company 5 Urmila Ghia, Ph.D. 12 Professor of Mechanical Engineering 10 11 University of Cincinnati 13 6 Thomas G. Loughlin, CAE 8 9 Executive Director ASME 7 6 7 Andrew C. Taylor, P.E. 4 Supervisor, License Renewal 5 Services Group 1 Entergy Nuclear, Inc. 8 Caecilia Gotama, P.E. 2 3 Founder and Principal PSPF Holdings, LLC 9 James W. Coaker, P.E. ASME Secretary/Treasurer Principal Coaker & Company 10 John E. Goossen Vice President for Innovation and Small Modular Reactor Development Westinghouse Electric Company (Retired) 11 William M. Worek, Ph.D. Executive Director Eagle Ford Center for Research Education and Outreach Texas A&M – Kingsville University 54 ASME.ORG ASME.ORG 6 Our New Strategic Vision ASME is responding to a new era of continuous and accelerating technological change. The engineering and technology professionals who comprise ASME are indispensable to the world’s success in this new era. For ASME to remain relevant to its constituents and to compete in a truly global marketplace, the Society is actively adapting its institutional approach to meet these extraordinary demands. This means comprehending and supporting the evolving ways technology professionals collaborate with one another, while at the same time building on ASME’s historic role at the center of world-class engineering and technology expertise. Guided by its enduring mission “to serve global communities by advancing, disseminating and applying engineering knowledge for improving the quality of life, and communicating the excitement of engineering,” ASME is poised to successfully rise to these challenges. To do so as directed by the Board of Governors, ASME has recently completed a comprehensive strategic realignment that will reinforce ASME’s position as a global engineering leader. 7 ASME.ORG Implementing the Strategic Pivot ASME will increase institutional revenue to fulfill its historic mission commensurate with the demands ASME’s new enterprise strategy calls on every level of the of the rising technological era. Society to undertake a strategic pivot toward efforts to support organizational achievement of three main goals: To realize its vision, the Board of Governors has called for a doubling of institutional revenue between 2015 and 2025. ASME activities will be integrated and coordinated to focus on constituent needs in enduring and emerging technology markets. Raising our Game While continuing to support the overall advancement of In his June 2016 inaugural address, incoming ASME President engineering technology, ASME has chosen five major fields Keith Roe called on members, volunteers and staff to marshal of mechanical engineering through which to harmonize its the collective creativity, energy and vision in the organization extraordinary breadth of products and services. Those fields, to ensure that ASME continues to fulfill its historic mission determined through a year-long deliberative process led by to stand at the forefront of global technological leadership. ASME’s executive leadership and the Board of Governors, President Roe called on ASME to dig deep, to ask more – include bioengineering, clean energy, manufacturing, pressure both of ourselves and of one another – to build a truly great technology and robotics. organization. He argued powerfully that only through a dedicated team effort can ASME achieve the high level of ASME will build on its role as a “go-to thought excellence required at this unprecedented moment in the leader” in mechanical engineering technology history of engineering and the world. and expertise to achieve levels of excellence unprecedented in its history. To ensure long-term organizational vibrancy, ASME will maintain and build on its relevance to the industries it serves and to the next generations of engineers across disciplines. ASME.ORG 8 5 Technologies Guide New Organizational Strategy Following a thorough analysis of the Society’s place in the shifting landscape of the engineering profession, the ASME Board of Governors in FY16 charted a roadmap for the future. Among several organizational strategies and changes going forward is the selection of five top technologies around which new products and programs will be created, thus ensuring the Society’s long-term growth and sustainability. The new approach will enable ASME to better integrate all ASME products to help establish ASME as the “go-to” organization, solve technology challenges, engage global constituents and advance the mission. Manufacturing Robotics Manufacturing affords many opportunities for ASME to Robotics, like additive manufacturing, is another growth area. implement its new vision. Manufacturing traditionally has Future robots will have capabilities far exceeding auto been a strong focus in the Society, particularly in the areas assembly; tomorrow’s systems will be able to work with of publications, conferences, and codes and standards. human organs to treat wounds and administer medication. But the industry is changing dramatically, with additive University researchers are writing algorithms that will enable manufacturing and 3D printing technology transforming robotic drones to predict and adapt to their surroundings.
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