AMP Annual Report 2015

A N N U A L R E P O R T 2 0 1 5

INSIDE FRONT COVER: BLANK

A N N U A L R E P O R T 2 0 1 5

The Association of Muslim

Professionals (AMP) was

established on 10 October

1991, as an important

resolution of the First National

Convention of Singapore

Muslim Professionals which

was held on 6 and 7 October

1990. The Convention was

attended by 500 Malay/Muslim

professionals who met to

brainstorm new directions

for the community. AMP

was formed with core

programmes in education,

human resource development,

social development and

research.

AMP is a registered

charitable organisation and

is accorded the status of an

Institution of a Public Character.

AMP is guided by its core

principles of being independent,

non-partisan and working in

critical collaboration with all

parties that share its mission

to bring about a Dynamic

Muslim Community in the 21st

century. AMP will partner with

any player who identifies with

and supports AMPs mission in

society and will support

government policies which

serve to advance the community

and the interest of the people

at large.

A N N U A L R E P O R T 2 0 1 5 _ S H A P I N G O U R S H A R E D F U T U R E

A S P I R A T I O N F O R T H E C O M M U N I T Y

A dynamic Muslim community

V I S I O N

A model organisation in community leadership

M I S S I O N

To be a thought leader, problem solver and mobiliser for the

advancement of the community

C O R E V A L U E S

CONVICTION

We are committed to serve the community with passion.

We take pride in our role in society.

INTEGRITY

We place community interest before self and maintain high

moral values and discipline.

PROFESSIONALISM

We aim for excellence in our work and add value to what we do.

CREATIVITY

We champion creativity and dare to explore new ideas to

overcome challenges.

TEAM-ORIENTED

We work as a team, believe in shared responsibility and value

partnerships with others.

01 Message from Chairman

03 Message from Executive Director

05 AMP in Numbers

07 Our Clients

07 Kamisah Atan

08 Abdullah

09 Liyena Putri Yusoff

10 Sjuffriani Abdul Khalid

11 Nurul Atiqah Abdullah

CONTENTS

domains and expertise is one

of the hallmarks of AMP. This

resonates very much with my

belief too. Affirmative action

taken in ensuring female

participation in the Board has

also been my focus. I am

happy that the Board has

exercised this prudently and

hope that this will continue

after my term.

I am confident that the

future of AMP remains bright.

It is my hope that it will

continue to be a trailblazer, and

to fill the gaps in the community,

with the aim of ultimately

uplifting the community. I have

faith that the new leaders of

AMP will steer AMP in the right

direction, towards a better

future for AMP and the

community.

Lastly, I would like to thank

all who have supported me

through my tenure in AMP.

Azmoon Ahmad

Chairman

AMP Group


MESSAGEFROMCHAIRMANThis year marks my final year in

AMP. After more than 13 years

of serving on the AMP Board,

first as Additional Director

(2002-2007), then as Elected

Director (2008-2015)

including four years as

Chairman (2011-2015), I am

retiring. This is, of course, in

line with our Constitution,

which requires chairmen to

step down after serving eight

years as Elected Director on

the Board to make way for

leadership renewal.

My stint at the AMP Board

has been an invaluable

experience. Prior to joining

AMP, I had very much been a

corporate person, with nearly

20 years in the corporate

world. Starting my professional

career in 1986, I learned the

straight-forward no-nonsense

approach to solving things. The

calling to contribute back to

the community finally made me

join the AMP Board in

mid-2003, and it gave me

valuable insights into the

community that I would not

have had, had I stayed

cocooned in the corporate

world. The last eight years

have opened up my heart and

my mind, having been given the

opportunity to interact with

various members of the

community. The last eight

years have taught me humility

and shaped me into the person

that I am today. It has also

made me realise how fortunate

I am. For this, I feel blessed.

I have seen AMP transform

itself over the last 13 years.

This is a result of clear and

sound strategic direction from

the Board, the dedicated staff

of AMP, the tremendous

support that AMP has received

over the years from the

community, its donors, and its

partners, including the

government. The AMP today is

worth more than $10 million,

and we see this as an

indication from the community

that they believe in our cause,

and they support us. Of course,

the journey had not been

without bumps. A funding cut

from the government matching

grant in 2014 made us review

our strategic goals. At AMP,

every cent counts. A reduction

in funding would have a direct

impact on our beneficiaries.

Undeterred and committed to

serving the community the

best we possibly could, our

team rolled their sleeves up

and worked even harder.

Eventually we overcame this

setback by stepping up our

efforts in fund raising and

becoming more efficient in our

work, thereby resulting in a

more-than-expected surplus.

AMP has also seen itself

pioneering several initiatives in

the community under my

tenure as chairman; first with

the Muslim Expatriates

Network (MEX), then with the

Debt Advisory Centre (DAC),

the AMP Committee on

Education (ACE), and more

recently, with Common Space.

Common Space is a co-working

space that is open to budding

technopreneurs to encourage

and support them in their

journey towards developing a

sustainable start-up in the

field of technology. We have

found that a key driving force

in the market right now is

technology and we felt that

this was something that was

not quite well-embraced by the

community. This is our effort

to encourage the community

to ride this wave of change.

Being the Chairman of an

organisation like AMP is a big

task. It is a task that is heavy

with responsibilities. AMP

prides itself as an organisation

that is independent, and one

that provides thought

leadership for the community.

This is what the community

expects of AMP. However, it is

a delicate balancing act.

Offering leadership to the

community while managing the

perception of some that AMP

may be aloof or elitist can be

tricky. These comments are

certainly not new to us. AMP

remains committed to

providing thought leadership

to the community in matters

that are of concern to us. But

we also understand the

sensitivities of certain

matters and a public way of

approaching these issues may

do more harm than good to the

community. What the AMP

Board and I had focused on

over the past few years are

closed-door and also casual

engagements. These were

done with other organisations,

our partners, community

activists, and also the

government. I can say with

conviction that these

engagements have borne fruit,

given the positive relationship

AMP now has with these

groups. AMP will certainly

continue to cultivate these

relationships for the benefit of

the community.

As Chairman, I had the

responsibility to ensure AMP

stays focused on our mission

and vision. This also meant

constant reminders to myself

and my board colleagues to

place AMPs interests over our

own, and this can be tough

sometimes. With a diverse

Board composition, it is a real

challenge to provide space to

each member to express their

views and opinions, yet

reaching a convergence where

we can call it an AMP resolution.

There were instances when we

had to take extreme measures

and decisions, but weve never

failed to do so. This is truly

collective leadership in motion.

I am glad that we always

managed to remain steadfast

to our mission and stay on

course to reach a goal which

we had set for ourselves.

Board diversity with a broad

spectrum and significant

representation from various

domains and expertise is one

of the hallmarks of AMP. This

resonates very much with my

belief too. Affirmative action

taken in ensuring female

participation in the Board has

also been my focus. I am

happy that the Board has

exercised this prudently and

hope that this will continue

after my term.

I am confident that the

future of AMP remains bright.

It is my hope that it will

continue to be a trailblazer, and

to fill the gaps in the community,

with the aim of ultimately

uplifting the community. I have

faith that the new leaders of

AMP will steer AMP in the right

direction, towards a better

future for AMP and the

community.

Lastly, I would like to thank

all who have supported me

through my tenure in AMP.

Azmoon Ahmad

Chairman

AMP Group

02

This year marks my final year in

AMP. After more than 13 years

of serving on the AMP Board,

first as Additional Director

(2002-2007), then as Elected

Director (2008-2015)

including four years as

Chairman (2011-2015), I am

retiring. This is, of course, in

line with our Constitution,

which requires chairmen to

step down after serving eight

years as Elected Director on

the Board to make way for

leadership renewal.

My stint at the AMP Board

has been an invaluable

experience. Prior to joining

AMP, I had very much been a

corporate person, with nearly

20 years in the corporate

world. Starting my professional

career in 1986, I learned the

straight-forward no-nonsense

approach to solving things. The

calling to contribute back to

the community finally made me

join the AMP Board in

mid-2003, and it gave me

valuable insights into the

community that I would not

have had, had I stayed

cocooned in the corporate

world. The last eight years

have opened up my heart and

my mind, having been given the

opportunity to interact with

various members of the

community. The last eight

years have taught me humility

and shaped me into the person

that I am today. It has also

made me realise how fortunate

I am. For this, I feel blessed.

I have seen AMP transform

itself over the last 13 years.

This is a result of clear and

sound strategic direction from

the Board, the dedicated staff

of AMP, the tremendous

support that AMP has received

over the years from the

community, its donors, and its

partners, including the

government. The AMP today is

worth more than $10 million,

and we see this as an

indication from the community

that they believe in our cause,

and they support us. Of course,

the journey had not been

without bumps. A funding cut

from the government matching

grant in 2014 made us review

our strategic goals. At AMP,

every cent counts. A reduction

in funding would have a direct

impact on our beneficiaries.

Undeterred and committed to

serving the community the

best we possibly could, our

team rolled their sleeves up

and worked even harder.

Eventually we overcame this

setback by stepping up our

efforts in fund raising and

becoming more efficient in our

work, thereby resulting in a

more-than-expected surplus.

AMP has also seen itself

pioneering several initiatives in

the community under my

tenure as chairman; first with

the Muslim Expatriates

Network (MEX), then with the


the AMP Committee on

Education (ACE), and more

recently, with Common Space.

Common Space is a co-working

space that is open to budding

technopreneurs to encourage

and support them in their

journey towards developing a

sustainable start-up in the

field of technology. We have

found that a key driving force

in the market right now is

technology and we felt that

this was something that was

not quite well-embraced by the

community. This is our effort

to encourage the community

to ride this wave of change.

Being the Chairman of an

organisation like AMP is a big

task. It is a task that is heavy

with responsibilities. AMP

prides itself as an organisation

that is independent, and one

that provides thought

leadership for the community.

This is what the community

expects of AMP. However, it is

a delicate balancing act.

Offering leadership to the

community while managing the

perception of some that AMP

may be aloof or elitist can be

tricky. These comments are

certainly not new to us. AMP

remains committed to

providing thought leadership

to the community in matters

that are of concern to us. But

we also understand the

sensitivities of certain

matters and a public way of

approaching these issues may

do more harm than good to the

community. What the AMP

Board and I had focused on

over the past few years are

closed-door and also casual

engagements. These were

done with other organisations,

our partners, community

activists, and also the

government. I can say with

conviction that these

engagements have borne fruit,

given the positive relationship

AMP now has with these

groups. AMP will certainly

continue to cultivate these

relationships for the benefit of

the community.

As Chairman, I had the

responsibility to ensure AMP

stays focused on our mission

and vision. This also meant

constant reminders to myself

and my board colleagues to

place AMPs interests over our

own, and this can be tough

sometimes. With a diverse

Board composition, it is a real

challenge to provide space to

each member to express their

views and opinions, yet

reaching a convergence where

we can call it an AMP resolution.

There were instances when we

had to take extreme measures

and decisions, but weve never

failed to do so. This is truly

collective leadership in motion.

I am glad that we always

managed to remain steadfast

to our mission and stay on

course to reach a goal which

we had set for ourselves.

Board diversity with a broad

spectrum and significant

representation from various


MESSAGEFROMEXECUTIVEDIRECTORWith our beginnings as an

establishment of a movement

of Malay/Muslim professionals

in 1991, AMP, now with two

wholly-owned subsidiaries, has

indeed come a long way. And we

are happy to be celebrating yet

another milestone in 2016

our Silver Jubilee, marking our

25 years with the community.

Through these years, AMP

has implemented a forward-

looking approach to serving the

needs of our community. It is

imperative for us, as an

organisation, to focus on

continually improving our

programmes and services to

ensure sustainability, as well as

to remain impactful and

relevant. One of the ways AMP

does this is by assessing the

impact of our programmes on

our beneficiaries.

This year, we partnered a

scorecard developer to employ

their smart analytics programme

in charting the goals and plans

of our clients from the Adopt a

Family & Youth Scheme (AFYS)

and the Debt Advisory Centre

(DAC) on their journey to

achieve financial independence.

With this tool, our case officers

are able to automate the

production of detailed analyses

and reports on the development

of our clients, and, ultimately,

increasing our productivity. This

will enable our case officers to

focus more on their services to

the clients and extend their

assistance to more individuals

in need.

The programme also

provides an easy platform for

our clients to access e-learning

modules regardless of time and

location, as well as to follow up

on enrichment workshops or

courses that have been charted

out for them. This is especially

useful for the clients, who are

unable to physically attend

workshops conducted by AFYS

or DAC.

This impact assessment

exercise is one of AMPs many

initiatives that are aligned to

the nations Smart Nation

vision of improving the lives of

Singaporeans through

technology. Our youth wing,

Young AMP, is fronting our

efforts to promote the

advancement of technology

amongst the Malay/Muslim

community. This year, Young

AMP collaborated with the

Agency for Science, Technology

& Research (A*STAR) and the

Singapore Malay Chamber of

Commerce & Industry (SMCCI)

to organise three outreach

sessions, which were attended

by 61 individuals, some of

whom were from small-and-

medium enterprises (SMEs).

The sessions proved to be

useful for those intending to

improve their business

productivity through the

discussion topics and

technological exhibits.

Apart from these outreach

sessions, Young AMP also led an

initiative to provide a shared

community workspace,

Common Space, for budding

technopreneurs. Since its pilot

launch in April 2015, Common

Space has achieved about 80%

occupancy rate and is often

abuzz with many knowledge-

sharing and communal events

and activities.

As a non-profit organisation,

AMP is supported by voluntary

donations, grants, and national

funding, which has allowed us to

run effective programmes and

services for those in need.

Looking back at AMPs

developments over the years,

I am heartened to note that

what we have managed to

achieve thus far was made

possible because of the

commitment and generosity of

our partners, members,

volunteers, donors and staff.

We are constantly innovating

and adopting new strategies to

ensure our programmes and

services remain relevant. I am

confident that I can count on

your unwavering support, which

has been key to our successes

through these years. I would like

to record our appreciation for

every one of our stakeholders

for working with us in shaping a

better future for the community

over the last 24 years.

Mohd Anuar Yusop

Executive Director

AMP

04

With our beginnings as an

establishment of a movement

of Malay/Muslim professionals

in 1991, AMP, now with two

wholly-owned subsidiaries, has

indeed come a long way. And we

are happy to be celebrating yet

another milestone in 2016

our Silver Jubilee, marking our

25 years with the community.

Through these years, AMP

has implemented a forward-

looking approach to serving the

needs of our community. It is

imperative for us, as an

organisation, to focus on

continually improving our

programmes and services to

ensure sustainability, as well as

to remain impactful and

relevant. One of the ways AMP

does this is by assessing the

impact of our programmes on

our beneficiaries.

This year, we partnered a

scorecard developer to employ

their smart analytics programme

in charting the goals and plans

of our clients from the Adopt a

Family & Youth Scheme (AFYS)

and the Debt Advisory Centre

(DAC) on their journey to

achieve financial independence.

With this tool, our case officers

are able to automate the

production of detailed analyses

and reports on the development

of our clients, and, ultimately,

increasing our productivity. This

will enable our case officers to

focus more on their services to

the clients and extend their

assistance to more individuals

in need.

The programme also

provides an easy platform for

our clients to access e-learning

modules regardless of time and

location, as well as to follow up

on enrichment workshops or

courses that have been charted

out for them. This is especially

useful for the clients, who are

unable to physically attend

workshops conducted by AFYS

or DAC.

This impact assessment

exercise is one of AMPs many

initiatives that are aligned to

the nations Smart Nation

vision of improving the lives of

Singaporeans through

technology. Our youth wing,

Young AMP, is fronting our

efforts to promote the

advancement of technology

amongst the Malay/Muslim

community. This year, Young

AMP collaborated with the

Agency for Science, Technology

& Research (A*STAR) and the

Singapore Malay Chamber of

Commerce & Industry (SMCCI)

to organise three outreach

sessions, which were attended

by 61 individuals, some of

whom were from small-and-

medium enterprises (SMEs).

The sessions proved to be

useful for those intending to

improve their business

productivity through the

discussion topics and

technological exhibits.

Apart from these outreach

sessions, Young AMP also led an

initiative to provide a shared

community workspace,

Common Space, for budding

technopreneurs. Since its pilot

launch in April 2015, Common

Space has achieved about 80%

occupancy rate and is often

abuzz with many knowledge-

sharing and communal events

and activities.

As a non-profit organisation,

AMP is supported by voluntary

donations, grants, and national

funding, which has allowed us to

run effective programmes and

services for those in need.

Looking back at AMPs

developments over the years,

I am heartened to note that

what we have managed to

achieve thus far was made

possible because of the

commitment and generosity of

our partners, members,

volunteers, donors and staff.

We are constantly innovating

and adopting new strategies to

ensure our programmes and

services remain relevant. I am

confident that I can count on

your unwavering support, which

has been key to our successes

through these years. I would like

to record our appreciation for

every one of our stakeholders

for working with us in shaping a

better future for the community

over the last 24 years.

Mohd Anuar Yusop

Executive Director

AMP


AMPINNUMBERS

OUR CLIENTS & BENEFICIARIES

Workers Training / Skills & Upgrading499

Education Enrichment1,992

Youth Development896

Helpline2,779

Parenting & Family Education685

Disadvantaged Families Assistance2,344

Counselling1,134

Others i.e. seminars, workshops, volunteers training, etc.460

PR

OG

RA

MM

ES

/ S

ER

VIC

ES

N U M B E R O F B E N E F I C I A R I E S

500 1,000 1,500 2,000 2,500 3,0000

TOTA L NUMBER OF CLIENTS AND BENEFICIARIES : 10 , 7 8 9

06

OUR INCOME & EXPENDITURE

EXPENDITURE TOTAL = $17,140,618

INCO ME TOTAL = $17,618,738

Childcare & Preschool Operations $8,145,282

Other Grants $601,483

MBMF Grant through CPF $665,601

Government Matching Grant $950,000

Donations $2,350,045

Tuition & Enrichment Programmes $925,786

Student Care Centres $2,768,638

Programme Fees & Other Project Income $780,687

Miscellaneous Income $431,216

Social Services & Community Outreach $1,772,854

Childcare & Preschool Programmes $6,450,204

Tuition & Enrichment Programmes $35,374

Student Care Programmes $3,314,931

Workers Training Programmes $186,584

Research $143,015

Marketing, Sales & Fund Raising $574,877

Financial & Taxation $16,126

General Admin & Overheads $4,646,653


OUR CLIENTSKAMISAH ATAN

Mdm Kamisah Atan, 52, and her

family were faced with medical

and financial troubles in 2009

when her husband met with an

accident at his workplace,

resulting in a loss of stable

income for years. Two years

prior to this, Mdm Kamisah had

undergone a surgery after

being diagnosed with having

uterus prolapse and was also

unable to work.

In order to support their

seven school-going children

then, Mdm Kamisah took on

home-based food and baking

orders while also receiving

social assistance from various

agencies. The family enrolled

into AMPs Adopt a Family &

Youth Scheme (AFYS) in 2010,

through which Mdm Kamisah

and her husband underwent

skills training. With assistance

from AFYS, her husband

attended a security supervisory

course to enhance his

employability upon his

recovery, while Mdm Kamisah

enrolled into AMPs Micro

Business Programme to further

enhance her skills in running

her home-based business.

Their familys financial

situation started to stabilise in

2013 after Mdm Kamisahs

husband secured a new job and

their elder children started

contributing to the household

income after graduating from

school. Today, Mdm Kamisah

continues to take on orders

through her business and

hopes to expand its reach. At

the same time, she also does

part-time babysitting to

supplement their household

income. Despite the adversities

faced, the family remains

positive and is determined to

lead a better life in future.

Home Business Owner

Graduate of AMPs Adopt a Family & Youth Scheme (2014)

$87,000EXPENDED THROUGH VARIOUS TYPES OF FINANCIAL ASSISTANCE TO AFYS CLIENTS

AFYS IN NUMBERS (2015)

08

When Mr Abdullah, 45, and his

wife first sought assistance

from AMPs Debt Advisory

Centre (DAC) in July 2013,

they were saddled with debts

amounting to $25,500 through

loans from hire purchases, banks,

and licensed moneylenders.

The couple had been struggling

to keep up with the

repayments due to poor

financial management.

The couples debt problem

first started when Mr Abdullah

had difficulties repaying his

credit card bills and had to

take on more bank loans to

finance his outstanding car

loan and household expenses.

The couple also had to borrow

from their friends and his wife

eventually resorted to

borrowing from licensed

moneylenders in desperation.

Mr Abdullah only found out

about his wifes debts with five

different licensed moneylenders

when she had trouble meeting

the exorbitant interest rates

and recurring payment

deadlines. His wife also lost

her job from the repeated

harassment by debt collectors

at her workplace. The debt

collectors would also make

threatening phone calls and

send demand letters to the

couples home, causing them

further stress.

Upon enrolling into DAC, the

couple received advice,

guidance and moral support

from both the DAC officers and

volunteers in resolving their

debt issues. The couple learnt

to prioritise their familys

needs and in stabilising their

financial position before

settling their debts. They were

also taught how to negotiate

with the banks and licensed

moneylenders for more

manageable repayment plans.

Now, the couple has cleared

all of their debts with the

licensed moneylenders and

is slowly, but surely, working

on settling their remaining

bank loans.

* A pseudonym is used at the clients request

PEOPLE WE HAVE SERVEDABDULLAH*Logistics Officer

Client of AMPs Debt Advisory Centre (2013 to present)

83%CASES RESOLVED AFTER DACS INTERVENTION

195 hoursINVESTED IN PROVIDING MORAL SUPPORT THROUGH DACS SUPPORT GROUP SESSIONS

DAC IN NUMBERS (2015)


PEOPLE WE HAVE SERVEDLIYENA PUTRI YUSOFF

Liyena Putri Yusoff, 20,

witnessed her parents

struggles in recuperating from

a major car accident when she

was still a teenager in 2008.

Despite the socio-financial

assistance received from

various agencies, her parents

long recovery process strained

the familys financial situation

as they were not able to work

for three years.

The second child of five

siblings, Liyena learnt to juggle

her school work and taking

care of her parents as well as

her younger siblings. However,

her family situation did not

take her focus away from her

studies as she managed to

score well for her GCE O

Levels and continued on to

junior college to pursue her

GCE A Levels.

Her parents approached

AMP for assistance in 2011,

where, under the Ready for

School (RFS) Fund, Liyena and

her siblings socio-educational

needs were taken care of while

their parents worked on

improving their familys

financial situation. The children

received assistance in the

form of transport concessions,

payment for madrasah and

tuition fees as well as other

education enrichment

expenses.

Liyena also received the

AMP Education Bursary in

2013, which was used to defray

her educational expenses such

as tuition fees and study

materials in junior college.

With her parents now

gainfully employed and her

eldest sister looking to secure

employment after recently

graduating with a Diploma

in Commerce (Business

Administration), the familys

financial situation is gradually

improving.

Upon graduation, Liyena

hopes to work in the finance

or education sector and

contribute to her familys

household income.

Undergraduate, BSc. (Honours) in Mathematics, National University of Singapore

Recipient of AMP Education Bursary (2013)

$203,500INVESTED IN EDUCATIONAL ASSISTANCE FOR LESS PRIVILEGED STUDENTS UNDER RFS

1,281BENEFICIARIES OF AMPS STUDENT WELFARE PROGRAMMES

RFS IN NUMBERS (2015)

Mdm Sjuffriani Abdul Khalid,

48, developed her passion for

baking while she was still

young as she helped her

mother prepare delicacies and

cakes during the festive

seasons. In 1991, she started

baking part-time and took

orders from family members

and close friends. After 16

years of being employed, she

left the workforce to look after

her only daughter who had just

entered primary school then.

Mdm Sjuffriani also took

the opportunity to develop her

skills in baking by enrolling into

various baking classes, as well

as going for courses overseas

to expand her knowledge and

expertise.

Prior to joining AMPs Micro

Business Programme, she had

already attained numerous

skills certification such as in

pastry arts, sugarcraft and

cake decoration. Hoping to

scrutinise her business model

and product offering, Mdm

Sjuffriani enrolled in the

programme in 2014, which

further allowed her to

understand her business

unique selling point to increase

her profit margin and manage

her business well.

Having shown that she

was able to sustain her

home-based business, Lydias

Oven, Mdm Sjuffriani also

received the AMP Capital Grant

in the same year, which she

utilised to purchase a bigger

kitchen mixer to increase her

productivity and meet the

growing demand for her

products.

Since graduating from the

Micro Business Programme,

Mdm Sjuffriani went on to

attain accreditation in training

and is now giving back to the

community by coaching new

participants of the Micro

Business Programme and

providing order referrals to her

trainees. She epitomises

a businessperson who

constantly looks to improve

herself and stay abreast of

new developments, while

empowering others to achieve

their own goals.

PEOPLE WE HAVE SERVEDSJUFFRIANI ABDUL KHALIDHome Business Owner

Graduate of AMPs Micro Business Programme (2014);

Recipient of AMP Capital Grant (2014)

$28,000INVESTED IN EMPOWERING ASPIRING BUSINESS OWNERS IN THE MICRO BUSINESS PROGRAMME

2,230 hoursEXPENDED IN TRAINING UNDER THE MICRO BUSINESS PROGRAMME

10

MICRO BUSINESS PROGRAMME IN NUMBERS (2015)

PEOPLE WE HAVE SERVEDNURUL ATIQAH ABDULLAH


248YOUTHS PREVENTED FROM LEAVING SCHOOL PREMATURELY THROUGH YEP

7,440hoursINVESTED IN POSITIVE YOUTH DEVELOPMENT ACTIVITIES

When Nurul Atiqah Abdullah,

22, enrolled in AMPs Youth

Enrichment Programme (YEP)

in 2010, she had expected to

only receive academic tutoring

in her studies. However, she

found herself benefiting from a

host of personal development

activities organised under YEP

on top of the weekly Saturday

academic enrichment classes.

Through her one year

involvement as a participant,

Nurul developed a bond with

her peers in the programme

through activities like site

visits, charity work and skills

enrichment. With the positive

impact of the programme on

her, she went on to pursue her

a Diploma in Business Process

& Systems Engineering at

Temasek Polytechnic.

A year later, Nurul chanced

upon the opportunity to give

back to the programme by

becoming a mentor on a relief

basis. Soon after, she was

entrusted with the responsibility

of looking after students in

both primary and secondary

levels. This further developed

her passion for teaching

Mathematics and making it

enjoyable for the younger

youths to learn the subject.

Now working as a bank

executive, Nurul still finds time

to fulfill her mentoring

commitments. She finds

satisfaction in being able to

motivate and have a positive

influence in the lives of her

mentees.

Bank Executive

Participant of AMPs Youth Enrichment Programme (2010);

Mentor of Youth Enrichment Programme (2012 to present)

YEP IN NUMBERS (2015)

THIS PAGE HAS BEEN INTENTIONALLY LEFT BLANK.

The theme for the AMP Annual Report this year is Shaping Our Shared Future. It reflects AMPs

commitment to building and shaping the future it shares with the community through its

programmes and services. AMP shares the communitys vision of a better tomorrow one that is

bright and full of opportunities for all members of the Malay/Muslim community in Singapore.

ASSOCIATION OF MUSLIM PROFESSIONALS

AMP @ Pasir Ris, 1 Pasir Ris Drive 4, #05-11, Singapore 519457T (65) 6416 3966 / F (65) 6583 8028

[email protected]. No.: 199105100D

| AMP Singapore

A N N U A L R E P O R T 2 0 1 5

B L A N K : I N S I D E F R O N T C O V E R

A N N U A L R E P O R T 2 0 1 5

01 The AMP Group

03 Association of

Muslim Professionals

03 Divisions of AMP

05 Board of Directors

07 Board Committees

08 Management Committee

08 AMP Management Team

09 Young AMP

11 Centre for Research on Islamic

and Malay Affairs

13 MERCU Learning Point

15 Muslim Expatriates Network

CONTENTS


THE AMP GROUP

AUDIT & CORPORATE

GOVERNANCE

COMMITTEE

FINANCE &

INVESTMENT

COMMITTEE

HUMAN RESOURCE

COMMITTEE

NOMINATING

COMMITTEE

STRATEGIC

PLANNING

PROGRAMME

OFFICE

EXECUTIVE

DIRECTORS

OFFICE

CORPORATE

COMMUNICATIONS

FINANCE &

ADMINISTRATION

HUMAN

RESOURCE

MANAGEMENT OF

INFORMATION SYSTEM

AMP

BOARD OF

DIRECTORS

SOCIAL

SERVICES

DEBT ADVISORY CENTRE

FAMILY SERVICES

HELPLINE

MARRIAGE HUB

STUDENTWELFARE & MICRO BUSINESS

YOUTH

FUND RAISING

BOARDFUNCTIONS

CORPORATEFUNCTIONS

ASSOCIATIONOF MUSLIMPROFESSIONALS

02

CENTRE FORRESEARCH ONISLAMIC ANDMALAYAFFAIRS

MERCULEARNINGPOINT

YOUNGAMP

MUSLIMEXPATRIATESNETWORK

RIMA

BOARD OF

DIRECTORS

APPLIED

RESEARCH

EVENTS

PUBLICATIONS

TREND & POLICY

ANALYSES

MERCU

BOARD OF

DIRECTORS

BUSINESS

DEVELOPMENT

HUMAN

RESOURCE & IT

STUDENT

CARE

EARLY

CHILDHOOD

MARKETING

COMMUNICATIONS

YOUNG AMP

BOARD OF

MANAGEMENT

THOUGHT

LEADERSHIP

OUTREACH

ENGAGEMENT

SECRETARIAT

MEX

BOARD OF

MANAGEMENT

SECRETARIAT

Marriage Hub

The Marriage Hub of AMP runs INSPIRASI@AMP,

which provides premarital counselling, and

marriage preparation and enrichment to minor

Muslim couples where either one or both parties

are aged below 21. INSPIRASI@AMP aims to

assess the readiness of minor Muslim couples

for marriage and subsequently equips those who

wish to get married with the necessary skills for

a successful marriage. Its eventual goal is to

bring down the percentage of divorce cases as

well as the proportion of minor marriages in the

Malay/Muslim community. The Hub also provides

counselling services for marital, relationship,

youth, parenting and financial issues for walk-in

clients as well as those who call in through the

AMP Helpline. The AMP Helpline is a telephone

counselling and referral service by AMP.

Student Welfare & Micro Business

The Student Welfare & Micro Business

department promotes lifelong learning through

enhanced parental involvement in their

childrens education and development, skills

development and financial assistance. It also

aims to economically empower individuals to be

self-reliant through skills upgrading and to

support and develop the entrepreneurial spirit

among the disadvantaged.


DIVISIONSOF AMP AMPs volunteers and full-time officers work

together to run programmes in educational

enrichment, work skills training, family and

economic empowerment, and research. These

programmes aim to catalyse and accelerate the

development of the community and optimise

human potential. Since its inception, AMP has

served more than 307,700 clients from all walks

of life and communities.

CORPORATE SERVICES

The Corporate Services division provides

support for all our programmes and services.

The division is made up of the Corporate

Communications, Executive Directors Office,

Finance & Administration, Fund Raising,

Human Resource, Strategic Planning Unit and

Management of Information System departments.

SOCIAL SERVICES

Debt Advisory Centre

The Debt Advisory Centre (DAC) was set up to

tackle debt issues within the Malay/Muslim

community in Singapore, with the broader

objective of strengthening the communitys

overall financial standing. The DAC has three

main aims: to be a one-stop centre where

individuals with debt problems can go to advice;

to provide clients with the necessary education

on debt management and other related matters;

and to research the extent of the debt problem

within the community. It comprises five

components, namely a first-of-its-kind debt

support group for the Malay/Muslim community,

counselling sessions, introductory seminars on

debt and finance, targeted seminars on

debt-related issues, and ad-hoc activities to

raise awareness of the DAC.

Family Services

The Family Services department manages the

Adopt a Family & Youth Scheme (AFYS), which is

an all-encompassing scheme representing a

family-based approach in providing assistance

to underprivileged families. A comprehensive

range of services is made available to each

family depending on their specific needs. These

include financial assistance, counselling for the

family members, socio-educational assistance

for the children and skills upgrading courses for

adult members.

The department networks with all related

ministries, statutory boards and non-government

organisations to tap on national thinking and

resources in the areas of training and education.

Whenever possible, it will leverage on relevant

training and education campaigns and grants.

Youth

The Youth department conducts academic and

non-academic developmental programmes

comprising weekly tuition classes and personal

development programmes such as camps,

workshops and other enrichment activities.

These are targeted at youths with high-level

needs, with the ultimate objective of keeping

them within the school system. The department

also provides counselling for youths and their

parents through the drop-in centres managed by

AMP. The programmes are also offered at AMP

@ Jurong Point, AMPs youth hub in the west.

Marriage Hub

The Marriage Hub of AMP runs INSPIRASI@AMP,

which provides premarital counselling, and

marriage preparation and enrichment to minor

Muslim couples where either one or both parties

are aged below 21. INSPIRASI@AMP aims to

assess the readiness of minor Muslim couples

for marriage and subsequently equips those who

wish to get married with the necessary skills for

a successful marriage. Its eventual goal is to

bring down the percentage of divorce cases as

well as the proportion of minor marriages in the

Malay/Muslim community. The Hub also provides

counselling services for marital, relationship,

youth, parenting and financial issues for walk-in

clients as well as those who call in through the

AMP Helpline. The AMP Helpline is a telephone

counselling and referral service by AMP.

Student Welfare & Micro Business

The Student Welfare & Micro Business

department promotes lifelong learning through

enhanced parental involvement in their

childrens education and development, skills

development and financial assistance. It also

aims to economically empower individuals to be

self-reliant through skills upgrading and to

support and develop the entrepreneurial spirit


04

AMPs volunteers and full-time officers work

together to run programmes in educational

enrichment, work skills training, family and

economic empowerment, and research. These

programmes aim to catalyse and accelerate the

development of the community and optimise

human potential. Since its inception, AMP has

served more than 307,700 clients from all walks

of life and communities.

CORPORATE SERVICES

The Corporate Services division provides

support for all our programmes and services.

The division is made up of the Corporate

Communications, Executive Directors Office,

Finance & Administration, Fund Raising,

Human Resource, Strategic Planning Unit and

Management of Information System departments.

SOCIAL SERVICES

Debt Advisory Centre

The Debt Advisory Centre (DAC) was set up to

tackle debt issues within the Malay/Muslim

community in Singapore, with the broader

objective of strengthening the communitys

overall financial standing. The DAC has three

main aims: to be a one-stop centre where

individuals with debt problems can go to advice;

to provide clients with the necessary education

on debt management and other related matters;

and to research the extent of the debt problem

within the community. It comprises five

components, namely a first-of-its-kind debt

support group for the Malay/Muslim community,

counselling sessions, introductory seminars on

debt and finance, targeted seminars on

debt-related issues, and ad-hoc activities to

raise awareness of the DAC.

Family Services

The Family Services department manages the

Adopt a Family & Youth Scheme (AFYS), which is

an all-encompassing scheme representing a

family-based approach in providing assistance

to underprivileged families. A comprehensive

range of services is made available to each

family depending on their specific needs. These

include financial assistance, counselling for the

family members, socio-educational assistance

for the children and skills upgrading courses for

adult members.

The department networks with all related

ministries, statutory boards and non-government

organisations to tap on national thinking and

resources in the areas of training and education.

Whenever possible, it will leverage on relevant

training and education campaigns and grants.

Youth

The Youth department conducts academic and

non-academic developmental programmes

comprising weekly tuition classes and personal

development programmes such as camps,

workshops and other enrichment activities.

These are targeted at youths with high-level

needs, with the ultimate objective of keeping

them within the school system. The department

also provides counselling for youths and their

parents through the drop-in centres managed by

AMP. The programmes are also offered at AMP

@ Jurong Point, AMPs youth hub in the west.

BOARD OF DIRECTORS


Mr Azmoon AhmadVice-President

Desay SV Automotive

(elected on 1 December 2007)

Mr Abdul Hamid AbdullahAuditor

Public Sector

(elected on 30 November 2013)

Dr Md Badrun Nafis SaionAssociate Consultant,

Paediatric Dentistry Unit

National Dental Centre Singapore

(appointed on 6 December 2014)

Dr Bibi Jan Mohd Ayyub BBMCounsellor

MacPherson Secondary School


Dr Mohd Nawab Mohd OsmanAssistant Professor, Coordinator of

Malaysia Programme (IDSS), S. Rajaratnam

School of International Studies

Nanyang Technological University


CHAIRMAN MEMBERS

06

Mr Muhamad Nazzim Muhamad HussainChief Operating Officer

Vector Scorecard


Mr Phiroze Abdul RahmanMaterials Manager

II-VI Singapore Pte Ltd

(elected on 3 December 2011)

Mr Muhd Shamir Abdul RahimManaging Director

Sypher Labs Pte Ltd


Mr Zhulkarnain Abdul RahimPartner

Rodyk & Davidson LLP


Mr Mohd Ismail HusseinVice President, Premier Wealth

Maybank

(elected on 3 December 2011;

resigned on 8 November 2014)

Ms Suryahti Abdul LatiffDeputy Director, Industry Strategy

& Resource Management Division

Media Development Authority

(elected on 30 November 2013;

resigned on 13 July 2015)

Mr Mohd Raziff Abdull HamidSales Director

Getronics Solutions (S) Pte Ltd


Mr Othman MaricanHuman Resource Manager (Retired)



AUDIT & CORPORATE

G O VERNANCE COMMITTEE

The Audit & Corporate Governance Committee

oversees compliance with statutory

governance requirements and ensures

adherence to established internal controls to

protect the assets of the company and

promote transparency.

Chairman

Mr Abdul Hamid Abdullah

Members

Mr Fadhillah Goh

Ms Karen Chia

FINA NCE & INVESTMENT COMMITTEE

The Finance & Investment Committee

ensures all activities by the organisation are

conducted within the operational budget and

explores investment opportunities to

enhance the financial stability of the

organisation.

Acting Chairman

Mr Azmoon Ahmad

Members

Ms Siti Hawa Sulaiman

Mr Zhulkarnain Abdul Rahim

HUMAN RESOURCE COMMITTEE

The Human Resource Committee develops

and reviews the compensation and benefits

structure and terms for the employees of the

organisation. It also reviews their training

needs annually to facilitate competency and

capacity building.

Chairman

Mr Othman Marican

Members

Dr Md Badrun Nafis Saion

Mr Mohd Shahar Hussein

Dr Noraslinda Zuber

NOMINAT IN G COM M IT T EE

The Nominating Committee proposes

candidates for election to the Board of

Directors and recommends Additional

Directors to the Board as and when

necessary for appointment by the Board.

Chairman

Mr Azmoon Ahmad

Members

Mr Mohd Alami Musa

Mr Abdul Hamid Abdullah

STRATEGI C PLA N N IN G COM M IT T EE

The Strategic Planning Committee provides

recommendations on effective implementation

of AMPs strategic initiatives and good

governance.

Chairman

Mr Azmoon Ahmad

Member

Mr Ravi Sahi

08

READY FOR SCHOOL FUND

MANAGEMENT COMMITTEE

Chairman

Mr Mohd Raziff Abdull Hamid

Sales Director

Getronics Solutions (S) Pte Ltd

Members

Mr Mohd Farid Mohd Hamzah

Correspondent, Berita Harian / Berita Minggu

Singapore Press Holdings

Mr Mohd Fawzi Ishak

Director, Service Channel Operations

Consumer Business Group

Huawei Technologies

Ms Shazana Mohd Anuar

Senior Legal Associate

Harry Elias Partnership

AMP MA N AGEM EN T T EA M

Mr Mohd Anuar Yusop

Executive Director

Mdm Hameet Khanee J H

Senior Manager

Ms Fauziah Rahman

Manager, Student Welfare & Micro Business

Mr Kamat Mahmood

Manager, Youth

Ms Maisarah Dasukie

Manager, Human Resource

Mr Mohd Khalid Bohari

Manager, Management of Information System

Mr Saiful Nizam Jemain

Assistant Manager, Debt Advisory Centre

Mr Sarjono Salleh Khan

Manager, Facilities Management

Mr Shahjehan Ibrahim Kutty

Manager, Finance & Administration

Ms Winda Guntor

Manager, Corporate Communications

Mdm Zaleha Ahmad

Centre Director, Marriage Hub

The youth wing of AMP,

Young AMP, regularly organises

seminars and workshops to

encourage critical thinking

among youths. Participants of

Young AMPs activities are

equipped with skills and

knowledge aimed at developing

their capacity to be future

leaders of the community. They

are also exposed to other

relevant issues at the national

and global levels.


VISION

Empowered. Connected.

Compassionate.

MISSION

To mobilise young professionals

role in the advancement of the

Muslim community

YOUNG AMP

OBJECTIVES

To engage youth and emerging professionals

To provide a platform to generate ideas and articulate

aspirations

To be an avenue for young professionals who are

interested to carry on

AMPs mission and leadership

in society

ACTION PLAN

We Plan

Young AMP uses rational

objectives to best serve the

future needs of aspiring and

emerging Singaporean youths

while taking into consideration

the dynamic changes in the

local and global landscape.

We Partner

Young AMP leverages on its

professional networks to

develop partnerships to

maximise the impact of

community initiatives.

We Execute

Young AMP is committed to

translating plans into action

and to steer the community

into the future.

10

VISION

Empowered. Connected.

Compassionate.

MISSION

To mobilise young professionals

role in the advancement of the

Muslim community

OBJECTIVES

To engage youth and emerging professionals

To provide a platform to generate ideas and articulate

aspirations

To be an avenue for young professionals who are

interested to carry on

AMPs mission and leadership

in society

B O A R D O F

M A N A G E M E N T

PRESIDENT

Mr Muhd Shamir Abdul RahimManaging Director

Sypher Labs Pte Ltd

VICE-PRESIDENT

Mr Hazni ArisSales Manager

Zurich Insurance Singapore

MEMBERS

Mr Aminur RasidSenior Executive, Madrasah Policy and

Planning Unit

Islamic Religious Council of Singapore

(MUIS)

Ms Fezhah MaznanProgrammer, Theatre and Dance

Esplanade Corp. Ltd

Mr Muhd Syakir HashimUndergraduate

National University of Singapore

Mr Ridwan Abbas Deputy Editor (Southeast Asia)

Asia Insurance Review

Mr Shafiee Razali Youth Worker

Majulah Community

Ms Sofiah Suaad JamilPhD Candidate

Australia National University

ACTION PLAN

We Plan

Young AMP uses rational

objectives to best serve the

future needs of aspiring and

emerging Singaporean youths

while taking into consideration

the dynamic changes in the

local and global landscape.

We Partner

Young AMP leverages on its

professional networks to

develop partnerships to

maximise the impact of

community initiatives.

We Execute

Young AMP is committed to

translating plans into action

and to steer the community

into the future.


Since its inception, the Centre

for Research on Islamic and

Malay Affairs (RIMA) has

developed a range of

programmes in research and

established several platforms

for the meeting of minds. RIMA

currently conducts research in

a number of key areas, which

includes economics, education,

religion, family, social integration,

leadership and civil society.

With time, RIMA expects to

expand the scope of its

research activities beyond

local issues and looks forward

to collaborating with partners

in the regional and larger

international community.

RIMA contributes to

scholarly discourses on

numerous issues relevant to

the community. Conferences

and seminars are organised to

add depth to these discourses

and to create awareness of

these issues. Roundtable and

focus group discussions

CENTRE FOR RESEARCH ON ISLAMIC AND MALAY AFFAIRS

involving key stakeholders are

also organised to foster

greater understanding of

issues and to keep abreast of

emerging trends. Additionally,

RIMA has produced a number

of publications and contributed

articles in both print and

online media.

VISION

To be a centre of research

excellence for the advancement

of Singapores Malay and

Muslim communities

MISSION

To undertake strategic

research aimed at providing

thought leadership in

contemporary Malay and

Muslim affairs

CORE VALUES

Independence

We are non-partisan and

objective in our outlook and

research.

Conviction

We are focused in our

commitment to advancing the

interests of the Malay and

Muslim communities.

Collective Effort

We are team-oriented and

value the opinions of all our

staff and partners.

Collaborativeness

We respect the work of other

organisations and embrace

partnerships and the sharing

of information.

Forward Thinking

We are visionary and

progressive in our approach.

We aim to look beyond the

immediate in order to foresee

future challenges and key

emerging issues, formulating

strategies relevant to both

the Malay and Muslim

communities.

12

Since its inception, the Centre

for Research on Islamic and

Malay Affairs (RIMA) has

developed a range of

programmes in research and

established several platforms

for the meeting of minds. RIMA

currently conducts research in

a number of key areas, which

includes economics, education,

religion, family, social integration,

leadership and civil society.

With time, RIMA expects to

expand the scope of its

research activities beyond

local issues and looks forward

to collaborating with partners

in the regional and larger

international community.

RIMA contributes to

scholarly discourses on

numerous issues relevant to

the community. Conferences

and seminars are organised to

add depth to these discourses

and to create awareness of

these issues. Roundtable and

focus group discussions

involving key stakeholders are

also organised to foster

greater understanding of

issues and to keep abreast of

emerging trends. Additionally,

RIMA has produced a number

of publications and contributed

articles in both print and

online media.

B O A R D O F

D I R E C T O R S

CHAIRMAN

Mr Muhamad Nazzim Muhamad HussainChief Operating Officer

Vector Scorecard

(appointed on 1 October 2014)

MEMBERS

Dr Ab Razak ChanbashaTechnical Director

Omega Scientific Pte Ltd

(appointed on 27 August 2014)

Dr Mohd Nawab Mohd OsmanAssistant Professor, Coordinator of

Malaysia Programme (IDSS),

S. Rajaratnam School of International

Studies

Nanyang Technological University

(appointed on 29 September 2015)

Mr Nur Azha Putra Abdul AzimResearch Associate

Energy Security Division,

Energy Studies Institute


(appointed on 21 March 2012)

Mr Sani HamidDirector for Economy and Market

Strategy

Financial Alliance Pte Ltd

(appointed on 21 March 2012)

Dr Faizal YahyaResearch Fellow

Institute of Policy Studies, Lee Kuan

Yew School of Public Policy


(appointed on 21 March 2012;

resigned on 29 April 2015)

VISION

To be a centre of research

excellence for the advancement

of Singapores Malay and

Muslim communities

MISSION

To undertake strategic

research aimed at providing

thought leadership in

contemporary Malay and

Muslim affairs

CORE VALUES

Independence

We are non-partisan and

objective in our outlook and

research.

Conviction

We are focused in our

commitment to advancing the

interests of the Malay and

Muslim communities.

Collective Effort

We are team-oriented and

value the opinions of all our

staff and partners.

Collaborativeness

We respect the work of other

organisations and embrace

partnerships and the sharing

of information.

Forward Thinking

We are visionary and

progressive in our approach.

We aim to look beyond the

immediate in order to foresee

future challenges and key

emerging issues, formulating

strategies relevant to both

the Malay and Muslim

communities.

SHARED VALUES

Meaningful Relations

We establish meaningful and

long-term relationships with

our customers.

Excellence

We ensure professional

excellence in carrying out our

daily duties and responsibilities.

Resourceful

We explore effective and

efficient methods to deliver

our services that benefit both

our customers and business

units to achieve financial

growth and sustainability.

Customer Service

We maximise customer

satisfaction by providing

prompt services and

continuously exceeding their

expectations.

Unique

We offer a variety of innovative

and specialised programmes

that meet your individual needs.


MERCU Learning Point is a

private education centre that

offers a comprehensive range

of programmes and services

for children aged 18 months to

12 years. Set up in 1999,

MERCU now has 18 centres

comprising one kindergarten,

five childcare centres and

twelve student care centres.

MERCU serves close to 2,000

children monthly both in the

private and government schools.

MERCU prides in establishing

a collaborative environment

with parents and schools as it

believes they are important

catalysts in the childrens

development. With the tagline,

Starting Young, Aiming High,

its programmes are robustly

designed with the aim to

maximise the childrens

capabilities and propel them

to greater heights.

MERCU LEARNING POINT

VISION

A first-class provider in child

and youth education

MISSION

Maximise stakeholders value

Be a reliable and trusted partner

Provide quality and innovative programmes

Be a socially responsible corporate citizen

14

B O A R D O F

D I R E C T O R S

CHAIRMAN

Mr Mohd Azmi MusliminPrivate Investor

(appointed on 9 February 2012)

MEMBERS

Mr Mohd Anuar YusopExecutive Director

Association of Muslim Professionals

(appointed on 10 February 2001)

Dr Md Badrun Nafis SaionAssociate Consultant,

Paediatric Dentistry Unit

National Dental Centre Singapore

(appointed on 1 April 2015)

Mr Phiroze Abdul RahmanMaterials Manager

II-VI Singapore Pte Ltd


Tengku Zainal Abidin JumatHead, Branch Support

Maybank


Mr Mohd Ismail HusseinVice President, Premier Wealth

Maybank

(appointed on 1 July 2011;

resigned on 8 November 2014)

Mr Moiz A TyeballySenior Associate

Harry Elias Partnership

(appointed on 5 April 2014;

resigned on 15 August 2015)

SHARED VALUES

Meaningful Relations

We establish meaningful and

long-term relationships with

our customers.

Excellence

We ensure professional

excellence in carrying out our

daily duties and responsibilities.

Resourceful

We explore effective and

efficient methods to deliver

our services that benefit both

our customers and business

units to achieve financial

growth and sustainability.

Customer Service

We maximise customer

satisfaction by providing

prompt services and

continuously exceeding their

expectations.

Unique

We offer a variety of innovative

and specialised programmes

that meet your individual needs.

MERCU Learning Point is a

private education centre that

offers a comprehensive range

of programmes and services

for children aged 18 months to

12 years. Set up in 1999,

MERCU now has 18 centres

comprising one kindergarten,

five childcare centres and

twelve student care centres.

MERCU serves close to 2,000

children monthly both in the

private and government schools.

MERCU prides in establishing

a collaborative environment

with parents and schools as it

believes they are important

catalysts in the childrens

development. With the tagline,

Starting Young, Aiming High,

its programmes are robustly

designed with the aim to

maximise the childrens

capabilities and propel them

to greater heights.

VISION

A first-class provider in child

and youth education

MISSION

Maximise stakeholders value

Be a reliable and trusted partner

Provide quality and innovative programmes

Be a socially responsible corporate citizen

MEXMUSLIM EXPATRIATES NETWORKFORGING TIES. UNIFYING DIVERSITYA N N U A L R E P O R T 2 0 1 5 _ S H A P I N G O U R S H A R E D F U T U R E

and empower local young,

aspiring professionals via

mentoring by top-ranking,

cross-cultural expatriate

professionals

Harness the strength of the new Muslim residents as a

new engine of growth for

the Muslim community in

Singapore

Port of call for expats entering Singapore

The Muslim Expatriates

Network (MEX) provides a

platform for the integration of

new Muslim citizens and

permanent residents into the

Singaporean society. MEX also

seeks to create bridges

between the Muslim expatriate

community and the local Muslim

community as a way to build a

larger and stronger Muslim

community in Singapore and

catalyse its progress.

VISION

A progressive, dynamic and

globally integrated professional

community in Singapore

MISSION

To harness the talents of

expatriates and Singaporeans

to mutually develop and

benefit both communities

MUSLIM EXPATRIATES NETWORK

KEY OBJECTIVES

Provide a structured platform for networking

between expatriate, new

resident and Singaporean

professionals to explore

new business frontiers and

drive cultural exchange

Foster the appreciation of Singapore culture and

values among expatriates

to facilitate their integration

into Singaporean society

Inspire, motivate, enlighten

and empower local young,

aspiring professionals via

mentoring by top-ranking,

cross-cultural expatriate

professionals

Harness the strength of the new Muslim residents as a

new engine of growth for

the Muslim community in

Singapore

Port of call for expats entering Singapore

The Muslim Expatriates

Network (MEX) provides a

platform for the integration of

new Muslim citizens and

permanent residents into the

Singaporean society. MEX also

seeks to create bridges

between the Muslim expatriate

community and the local Muslim

community as a way to build a

larger and stronger Muslim

community in Singapore and

catalyse its progress.

VISION

A progressive, dynamic and

globally integrated professional

community in Singapore

MISSION

To harness the talents of

expatriates and Singaporeans

to mutually develop and

benefit both communities

KEY OBJECTIVES

Provide a structured platform for networking

between expatriate, new

resident and Singaporean

professionals to explore

new business frontiers and

drive cultural exchange

Foster the appreciation of Singapore culture and

values among expatriates

to facilitate their integration

into Singaporean society

Inspire, motivate, enlighten

16

The theme for the AMP Annual Report this year is Shaping Our Shared Future. It reflects AMPs

commitment to building and shaping the future it shares with the community through its

programmes and services. AMP shares the communitys vision of a better tomorrow one that is

bright and full of opportunities for all members of the Malay/Muslim community in Singapore.

ASSOCIATION OF MUSLIM PROFESSIONALS

AMP @ Pasir Ris, 1 Pasir Ris Drive 4, #05-11, Singapore 519457T (65) 6416 3966 / F (65) 6583 8028

[email protected]. No.: 199105100D

| AMP Singapore

A N N U A L R E P O R T 2 0 1 5

B L A N K : I N S I D E F R O N T C O V E R

A N N U A L R E P O R T 2 0 1 5

B L A N K


01 Our Programmes & Services for:

01 Families

02 Debtors

03 Couples

04 Workers

05 Students

07 Youths

09 Counselling & Research

10 Our Acknowledgement

11 Our Significant Milestones

CONTENTS

432BENEFICIARIES

AFYS YEAR IN REVIEW

77DISADVANTAGED FAMILIES

600 hoursEXPENDED IN SKILLS TRAINING TO INCREASE CLIENTS EMPLOYABILITY

1,000 hoursSPENT ON TUITION CLASSES AND ENRICHMENT PROGRAMMES UNDER THE SCHEME


OUR PROGRAMMES & SERVICES

One of AMPs key programmes,

the Adopt a Family & Youth

Scheme (AFYS), was

introduced in 1999 to provide

assistance for disadvantaged

families and encourage

self-reliance within them.

Under the Scheme,

families are assisted through

economic empowerment and

socio-educational programmes.

They undergo skills training

in economically-viable areas

to enable them to set up a

home-based business as an

alternative source of income.

They are also enrolled into

skills upgrading courses to

increase their employability,

while school-going children

under AFYS are enrolled into

tuition classes and enrichment

programmes.

Parental education

programmes and family life skills

workshops are also conducted

FAMILIES

for parents under AFYS to

equip them with the knowledge

and skills to improve the

quality of their family life.

AMP is one of the mentoring

agencies under the Home

Ownership Plus Education

(HOPE) Scheme, a national

assistance programme

spearheaded by the Ministry

of Social and Family

Development (MSF) for young,

low-income families to keep

their family small.

103 individuals received

education and training grants

aimed at helping their families

achieve self-resilience during

the year in review.

In its efforts to enhance the

quality of service provided to

families, AMPs Marriage Hub

organises the Counsellors

High Tea sessions. These

sessions help by expanding the

knowledge of both Muslim

and non-Muslim helping

professionals working with

Malay/Muslim families.

Launched in 2008, the

sessions allow the participants

to share and learn from each

others experiences in their

course of work.

121 individuals from the

social service sector benefited

from the sessions during the

year in review.

02

In 2013, AMP launched the


which was one of the strategies

proposed during the 3rd

National Convention of

Singapore Muslim Professionals

to strengthen the communitys

financial architecture.

DAC is a one-stop centre

for individuals facing debt

problems through a three-

pronged approach: advice,

educate and research. It

provides a roadmap for debtors

to have a clearer picture of

the options that are available

to them.

The weekly support group

sessions allow the DAC clients

to share their experiences and

gain emotional support and

guidance from others facing

the same problem.

At the same time, those

who attended the financial

literacy workshops learnt how

to avoid creating new debts

while they work to resolve their

current debt issues.

DEBTORS

426INDIVIDUALS ASSISTED WITH THEIR DEBT ISSUES

DACS YEAR IN REVIEW

53%HAD POOR FINANCIAL MANAGEMENT

230BENEFICIARIES ATTENDED FINANCIAL LITERACY & LIFE SKILLS WORKSHOPS

83%CLIENTS ACHIEVED DEBT RESOLUTION

DAC also acts as a platform

to collect data for research on

the extent of the debt problem

within the Malay/Muslim

community.

The Achievers & Enablers

programme was initiated in

2014 to empower the clients

of DAC and their children so

that they remain resilient in

face of lifes challenges.

The Achievers component

aims to equip the students

with personal and academic

competencies that are

fundamental in achieving

consistent academic success

and developing effective

behaviours, habits and values

within and outside of school.

The Enablers component

aims to equip the adults with

personal and technical

competencies, which are

instrumental to their personal

development and in enhancing

their capabilities both at home

and at the workplace.

45 beneficiaries attended

the Achievers & Enablers

programme during the year

in review.


AMPs Marriage Hub runs

INSPIRASI@AMP, which was

launched in 2007, to reduce

the percentage of divorce

cases and minor marriages

within the Malay/Muslim

community.

Among its key programmes

is the Young Couples

Programme (YCP), which is

designed for minor Muslim

couples, where either or both

parties are below 21.

Conducted in collaboration

with the Registry of Muslim

Marriages (ROMM), the couples

are required to undergo two

sessions of premarital

counselling and a seven-week

marriage guidance course,

while their parents are

equipped with the skills and

knowledge to assist and

support their children through

their marital journey.

COUPLES

70CLIENTS ATTENDED THE PREMARITAL COUNSELLING SESSIONS

YCPS YEAR IN REVIEW

84CLIENTS PARTICIPATED IN MARRIAGE ENRICHMENT WORKSHOPS

72PARENTS PARTICIPATED IN THE PARENTS SUPPORT GROUP SESSIONS

14%CANCELLED MARRIAGE AFTER ATTENDING THE PROGRAMME

In addition to YCP,

INSPIRASI@AMP also

conducts counselling

assessment for young couples

below the age of 18 who wish

to get married in accordance

to the Administration of

Muslim Law Act (AMLA).

28 young couples underwent

the counselling assessment

before being recommended for

the Special Marriage Licence,

granted by the Registry of

Muslim Marriages, during the

year in review.

O U R P R O G R A M M E S & S E R V I C E S

Married couples who face

issues in their marriage are

also referred by the Syariah

Court to undergo the Marriage

Counselling Programme

under AMP, which aims to

strengthen marriages by

providing intensive marital

counselling and increasing

awareness of the available

avenues for help.

318 clients were assisted

under the Marriage Counselling

Programme during the year

in review.

04

With the partnership,

participants under the

programme are able to benefit

from a wide range of business

and IT advisory services

provided by the SME

Centre@SMCCI such as

mentoring and performance

evaluation throughout the

different phases of the

programme.

AMP also acts as a Service

Touch Point for the

Self-Initiated Trainee

Programme, a funding

mechanism under the Skills

Redevelopment Programme, to

assist employed adults who do

not have employer support to

undergo selected

SRP-approved courses. In

collaboration with eight

training providers, the

programme eases the trainees'

financial burden of having to

pay the full course fee upfront

39PARTICIPANTS COMPLETED THE PROGRAMME

MICRO BUSINESS PROGRAMMES YEAR IN REVIEW

4RECEIVED THE AMP CAPITAL GRANT TO EXPAND THEIR BUSINESSES FURTHER

AMP aims to economically

empower individuals to be

self-reliant through skills

upgrading as well as to develop

the entrepreneurial spirit


Wherever possible, we will also

leverage on relevant training

grants from national assistance

schemes.

One of our key programmes

is the Micro Business

Programme, which aims to

equip individuals from less

privileged households with

trade, business and IT skills to

start a home-based business

as an alternative source of

income. Grants are also

awarded to those who have

a viable and sustainable

business model.

In 2010, AMP inked a

memorandum of understanding

with the Singapore Malay

Chamber of Commerce &

Industry (SMCCI) to formalise

both organisations commitment

in enhancing the capabilities

and growth of business under

the Micro Business Programme.

WORKERS

2,230 hoursEXPENDED BY THE PARTICIPANTS IN TRAINING

by tapping on the Skills

Development Fund to reduce

their training cost.

460 workers majority of

whom were low-skilled workers

or those interested to take up

an alternative or second

employment, were assisted

during the year in review.

During the year in review,

through the School Fees

Subsidy scheme, AMP

disbursed $39,000 to its

subsidiary, MERCU Learning

Point, to subsidise the school

fees of 114 students of

low-income families who

have attended their education

centres.

73RECIPIENTS OF AMP EDUCATION BURSARY

RFS YEAR IN REVIEW

$57,500DISBURSED THROUGH AMP EDUCATION BURSARY


AMP promotes lifelong learning

through enhanced parental

involvement in their childrens

education and development,

skills development, as well

as financial assistance.

AMP launched the Ready

for School (RFS) Fund in 2002

to assist students from less

privileged families in their

educational pursuit.

Assistance under the Fund

comprises the AMP Education

Bursary, RFS-PC Scheme and

other socio-educational

assistance.

A total of 501 students

were assisted under the Fund


STUDENTS 5MADRASAH STUDENTS ASSISTED UNDER AMP-RFS PC SCHEME

O U R P R O G R A M M E S & S E R V I C E S

$107,000DISBURSED UNDER RFS FUND

The AMP Education

Bursary offers monetary

assistance to diploma and

degree students from less

privileged families of all races.

Apart from students from local

polytechnics and universities,

it also benefits full-time and

part-time undergraduates from

recognised private educations

in Singapore.

The AMP-RFS PC Scheme

aims to bridge the digital divide

by offering affordable PCs and

broadband access to students

from low-income families in

full-time madrasahs.

06

Together with the Infocomm

Development Authority of

Singapore (IDA), AMP assisted

a total of 361 students from

low-income families studying

in national schools to have

equal access to infocomm with

a PC or laptop at a subsidised

rate through the NEU PC Plus

Programme.

A new initiative this financial

year, AMP partners IDA and

National Council of Social

Service (NCSS) to provide

33 low-income households

with internet access and

telephony services for their

homes by offering a broadband

package at a subsidised rate

through the Home Access

Programme.

AMP partners the Ministry of

Education (MOE) to identify

and reach out to 189 young

children not attending

preschool to provide them with

assistance in suitable

preschool placements through

the Preschool Outreach

Programme.

AMP also acts as the custodian

of the Singapore Muslim

Education Fund (SMEF),

which was established by a

group of community activists

in 2013 to address the

under-representation of

Malay/Muslims in the Law and

Medicine fields. 5 students

pursuing law and medicine

degree studies overseas

received the SMEF Bursary


A N N U A L R E P O R T 2 0 1 5 _ S H A P I N G O U R S H A R E D F U T U R E O U R P R O G R A M M E S & S E R V I C E S

AMP believes in harnessing the

potential of our youths and

moulding them into future

leaders. Among our key

programmes for them is the

Youth Enrichment Programme

(YEP), which is designed for

students from the Normal

Academic and Normal Technical

streams to enrich their

development through a positive

and holistic approach.

Also incorporating the

Youth-in-Action (YIA) Plus

Programme, an enrichment

programme commissioned by

the Community Leaders Forum

(CLF), YEP hopes to prevent

youths with high-level needs

from leaving school prematurely

and encourage them to widen

their horizons.

YOUTHS

248STUDENTS FROM 10 PARTICIPATING SCHOOLS BENEFITED FROM THE PROGRAMME

YEPS YEAR IN REVIEW

$71,000EXPENDED IN ENRICHMENT ACTIVITIES AIMED AT THE STUDENTS OVERALL PERSONAL AND CHARACTER DEVELOPMENT

46MENTORS AND VOLUNTEERS RENDERED THEIR SUPPORT In 2011, AMP launched its first

youth hub located at Jurong

Point Shopping Centre, which

was driven by the increasing

demand for youth services in

the western part of Singapore.

The AMP @ Jurong Point youth

hub provides an alternative

space for youths to drop by and

spend their time in a structured

manner as a way to prevent

them from engaging in wayward

activities.

A wide range of services

provided at the youth hub

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AMP Annual Report 2015

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