future strategy

– Future Directions In The Next Decade

This is an executive review by the President, Vice President, Secretary and Treasurer and endorsed by all EXCO members. Members are invited to give their views to the outline of the key issues.

Overview

  • 1
    The key challenge for SPS in the next decade is to remain relevant to its Members and their professional needs. To ensure this, the Society must become a truly creditable organization.
  • 2
    It must build close links with the wider engineering industry, improve dialogues with Government authorities (PUB Water, Sanitary & Gas) build rapport with local academic institutions, World Plumbing Council and its affiliated bodies.
  • 3
    Employment patterns of Members have changed rapidly with an increasing percentage working in or running small & medium-sized companies. For them, the concept of being responsible for their own career has never been more real.
  • 4
    SPS seeks to ensure that Members’ needs and aspirations are fully reflected in policies & activities to be implemented. Various Sub-Committees are created to ensure this outcome.

Our Customers & Partners

  • 1
    Members are our main focus and the serving of their needs form the basis of our existence. Members are also the sole beneficiaries of the Society’s activities. Current and potential members continue to dominate the core focus of all activities. The Society recognizes it also has to reach out to a wider base of other customers & whose businesses, products and services are related to the Sanitary & Plumbing technology. Our other customers may include:
  1. Specialist suppliers of Plumbing services and Retailers of Sanitary wares &fittings.
  2. Government and statutory bodies.
  3. Employers/Business Partners.
  4. Property owners who use the services of members.
  5. Educational institutions & Related professional bodies.
  • 1
    Our future viability demands the provision of valued services and activities, not only to Members but also including our wider customer base. Equally important for future success is to put in place a capable management to plan organize & monitor the varied activities of the Society.
  • 2
    Our future viability demands the provision of valued services and activities, not only to Members but also including our wider customer base. Equally important for future success is to put in place a capable management to plan organize & monitor the varied activities of the Society.