Page 50 - ASPRI2223 eDirectory
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 embarking on a new phase of development, it was felt that PCM companies would have to level up in order to perform their roles more effectively.
In January 1995, the EDB launched Process-LIUP, the first industry-wide Local Industry Upgrading Programme (LIUP) for the chemical industry. The intent was to provide the chemical industry with a core group of contractors which could provide reliable engineering and maintenance services.
Six industry majors – Du Pont Singapore, Esso Singapore, Mobil Oil Singapore, Shell, Singapore Petrochemical Complex and Singapore Refining Co – worked with the EDB to introduce better work methods and techniques, and upgrade the skills of contractors and contractors’ management systems and capabilities. PICAS acted as programme co- ordinator, providing administrative support. Some 40 PCM companies were to benefit from the programme.
As Immediate Past President of ASPRI, Mr Charles Quek recalled, “EDB had this LIUP. The whole industry was more or less driven by LIUP. ASPRI served in a supporting role to work with the EDB and the plant owners on LIUP. I think one of the first initiatives or key initiatives at the time was driven by EDB to promote the skills of the workforce.”
On 25 April 2001, the Association assumed a new name, Association of Process Industry (ASPRI). The rationale was given by Mr Joseph Khow, ASPRI’s President 2002-2004. In his message to the Directory of Singapore Process & Chemical Industries in 2004, Mr Khow said, “The foremost reason in the transition of name was to extend the membership to all other service providers within the process industry, and possibly some plant owners, so
as to engage them to be an active member in building a strong process industry. This requires the effort and contribution from all parties within the value chain to strive for the eventual realisation of a shared common objective of high service standard for the industry.”
ASPRI’s intent was to broaden the base to include plant owners, suppliers and manufacturers with the aim of building a strong community in which all members would share common objectives and interests in enhancing the professionalism of the industry, upgrade skill levels and improve the industry practices and techniques. “The name ASPRI has given the Association a better image,”, said Mr James Goh, who succeeded Mr Khow as President in 2004.
The membership grew. From 168 members at end March 2001, ASPRI’s membership rose to 258 in 2007, 300 in 2017 and about 600 today. From a fledgling, financially challenged association in its formative years with barely enough to pay staff salaries, ASPRI now has a well-tuned secretariat, working closely with government agencies, plant owners and other stakeholders to advance the best interests of
industry members through initiatives such as the Local Enterprise and Association Development (LEAD) and PCM Management Committee (PCMMC).
ASPRI also built on the LIUP programme after it came to a close. “ASPRI continued to build on LIUP’s created foundations to grow, especially to establish a common standard on skills training with government agencies,” said Mr Goh, ASPRI President, 2004-2012.
Local Enterprise and Association Development (LEAD)
ASPRI was awarded the LEAD in 2006. Jointly administered by SPRING Singapore and International Enterprise Singapore, the forerunners of Enterprise Singapore (ESG), LEAD allowed associations and chambers to tap into funds to enhance the competitiveness of their members and capture new growth opportunities.
For ASPRI, the award was a game changer as it enabled the Association to be more proactive in driving industry growth. The initial LEAD grant was for a period of three years, with further extension for another two.
Renamed to broaden membership base

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