Corporate Governance

At SASCO Senior Citizens’ Home, good governance is central to the way we serve our community. We are committed to upholding high standards of accountability, transparency and responsible stewardship across our programmes, services and operations.

This page brings together our key governance-related policies, reports and documents for easy reference. These resources reflect our commitment to ethical conduct, sound management practices, data protection, responsible fundraising and long-term organisational sustainability.

Through clear policies and regular reporting, we aim to build trust with our beneficiaries, donors, partners, volunteers and the wider community.

Privacy Policy

This Personal Data Protection Privacy Policy (“Privacy Policy”) sets out the basis which SASCO Senior Citizens’ Home (“we”, “us”, or “our”) may collect, use, disclose or otherwise process your personal data in accordance with the Personal Data Protection Act (“PDPA”). This Policy applies to your personal data in our possession or under our control, including personal data in the possession of organisations which we have engaged to collect, use, disclose or process your personal data for our purposes.

Privacy Notice
All information provided by visitors would be kept strictly confidential and used solely for the purpose of contact tracing in accordance to the Laws of Singapore.

We reserve the right to update and amend this Notice and our Privacy Policy from time to time. We will notify you of any amendments to this Privacy Notice or our Privacy Policy via announcements on our website or other appropriate means. When we amend the Privacy Notice or our Privacy Policy, the amendment will only apply to personal data collected after we have posted the revised Personal Data Privacy Notice or Personal Data Protection Privacy Policy.

We at SASCO Senior Citizens’ Home, along with our Sheltered Home, Day Care Centres and Active Ageing Centres (collectively, “SASCO Home”), respect your concerns about privacy.

This Privacy Notice describes the types of personal data information we collect about the family and or friends and or visitors and or clients of our Sheltered Home and/or clients of Day Care Centres, and/or Active Ageing Centres and/or volunteers, and/or third party vendors, and/or donors and/or job applicants as to, how we may use the information and with whom we may share it with. The notice also describes the measures we take to safeguard the personal information.

Information We Obtain
This Privacy Notice is not a contract and does not create any contractual rights or obligations.

We collect information when you visit our Sheltered Home, Day Care Centres and Active Ageing Centres. The types of personal information we may obtain include and not limited to the stated below:

NRIC Number
Name
Contact No.

How We Protect Personal Information
We maintain administrative, technical and physical safeguards designed to protect the personal information you provide against accidental, unlawful or unauthorised destruction, loss, alteration, access, disclosure or use or information that is located on the outside of a package or letter may be visible to others.

How long do we keep hold of your information?
We retain your information for as long as it is necessary to fulfil the purpose for which it was collected, for the legal or business purposes of SASCO Home, or as required by applicable laws. We will usually keep your Data no longer than 7 years.

Updates To Our Privacy Notice
This Privacy Notice may be updated periodically and without prior notice to you to reflect changes in our personal information practices. We will post a notice on our websites to notify you of any significant changes to our Privacy Notice and indicate when it was most recently updated.

How To Contact Us
If you have any questions or comments about this Privacy Notice, or if you would like us to update information we have about you or your preferences, please contact us via dpo@sasco.org.sg

PERSONAL DATA

1. As used in this Policy:
“personal data” means data, whether true or not, about an individual who can be identified:
(a) from that data; or
(b) from that data and other information to which we have or are likely to have access; and
“data intermediary” in this Policy means an organisation which processes personal data on behalf of another organisation (the data controller).

2. This policy established to inform how we collect, use, disclose and/or process the personal data of the personal information we collect about the family and or friends and or visitors and or clients of our Sheltered Home and/or clients of Day Care Centres, and/or Active Ageing Centres and/or volunteers, and/or third party vendors, and/or donors and/or job applicants.

3. Depending on the nature of your interaction with us, some examples of personal data which we may collect from you include NRIC, name and contact number.

4. Other terms used in this Policy shall have the meanings given to them in the PDPA (where the context so permits).

COLLECTION, USE AND DISCLOSURE OF PERSONAL DATA
5. We generally do not collect your personal data unless
(a) it is provided to us voluntarily by you directly or via a third party who has been duly authorised by you to disclose your personal data to us after

(i) you (or your authorised representative) have been notified of the purposes for which the data is collected, and

(ii) you (or your authorised representative) have provided written consent to the collection and usage of your personal data for those purposes, or

(b) collection and use of personal data without consent is permitted or required by the PDPA or other laws. We shall seek your consent before collecting any additional personal data and before using your personal data for a purpose which has not been notified to you (except where permitted or authorised by law).

6. You have choices regarding our collection, use or disclosure of your personal data. You have the right to object to the processing of your personal data and withdraw your consent in the manner described in clause 15. However, if you choose not to provide us with the personal data intended for the purpose(s) for which you have been notified, we may not be able to fulfil the said purpose(s).

7. We may collect, disclose or use your personal data pursuant to an exception under the Personal Data Protection Act or other written law such as during the following situations:

To respond to an emergency that threatens your life, health and safety or of another individual; and
Necessary in the national interest, for any investigation or proceedings.

8. Any unsolicited personal data received by us will be returned to the sender immediately. If received by email or through our website, these unsolicited personal data will be deleted right away. If received by telephone, these will not be recorded.

9.If we are a data intermediary, we will ensure the limited processing of personal data to the purposes specified by the Data Controller and according to their instructions.

10. Our website uses cookies to improve your browsing experience. These cookies are essential for the working of basic functionalities of our website and to help us analyse and understand how you use our website generally, recognise your repeat visits and preferences, as well as to measure and analyse traffic.

11. These cookies will be stored in your browser only with your consent. By clicking “Accept” on our cookie banner, or if you continue to explore our website without changing your cookie settings, you consent to the use of the cookies on our website. You also have the option to opt-out of these cookies by changing your cookie settings anytime. But opting out of some of the cookies may have an effect on your browsing experience.

12. We may collect and use your personal data for any or all of the following purposes:

(a) performing obligations in the course of or in connection with our provision of the goods and/or services requested by you;

(b) responding to, handling, and processing queries, requests, applications, complaints, and feedback from you;

(d) any other incidental business purposes related to or in connection with the above.

13. We may disclose your personal data:

(a) where such disclosure is required for performing obligations in the course of or in connection with our provision of the goods and services requested by you.

(b) where we employ data intermediaries or third-party service providers (other companies and individuals) to perform functions on our behalf. They will need access to your personal information needed to perform their functions but may not use it for other purposes.

14. The purposes listed in the above clauses may continue to apply even in situations where your relationship with us (for example, pursuant to your employment contract should you be hired) has been terminated or altered in any way, for a reasonable period thereafter (including, where applicable, a period to enable us to enforce our rights under a contract with you).

WITHDRAWING YOUR CONSENT
15. The consent that you provide for the collection, use and disclosure of your personal data will remain valid until such time it is being withdrawn by you in writing. You may withdraw consent and request us to stop collecting, using and/or disclosing your personal data for any or all of the purposes listed above by submitting your request in writing or via email to our Data Protection Officer at the contact details provided below.

16. Upon receiving of your written request to withdraw your consent, we may require reasonable time (depending on the complexity of the request and its impact on our relationship with you) for your request to be processed and for us to notify you of the consequences of us acceding to the same, including any legal consequences which may affect your rights and liabilities to us. In general, we shall seek to process your request within thirty (30) calendar days of receiving it.

17. Whilst we respect your decision to withdraw your consent, please note that depending on the nature and scope of your request, we may not be in a position to continue providing our goods or services to you and we shall, in such circumstances, notify you before completing the processing of your request. Should you decide to cancel your withdrawal of consent, please inform us in writing in the manner described in clause 15.

18. Please note that withdrawing consent does not affect our right to continue to collect, use and disclose personal data where such collection, use and disclose without consent is permitted or required under applicable laws.

ACCESS TO AND CORRECTION OF PERSONAL DATA

19. If you wish to make

(a) an access request for access to a copy of the personal data which we hold about you or information about the ways in which we use or disclose your personal data, or

(b) a correction request to correct or update any of your personal data which we hold about you, you may submit your request in writing or via email to our Data Protection Officer at the contact details provided below.

20. Please note that a reasonable fee may be charged for an access request. If so, we will inform you of the fee before processing your request.

21. We will respond to your request as soon as reasonably possible. In general, our response will be within thirty (30) calendar days. Should we not be able to respond to your request within thirty (30) calendar days after receiving your request, we will inform you in writing within thirty (30) calendar days of the time by which we will be able to respond to your request. If we are unable to provide you with any personal data or to make a correction requested by you, we shall generally inform you of the reasons why we are unable to do so (except where we are not required to do so under the PDPA).

PROTECTION OF PERSONAL DATA

22. To safeguard your personal data from unauthorised access, collection, use, disclosure, copying, modification, disposal or similar risks, we have introduced appropriate administrative, physical and technical measures such as up-to-date antivirus protection, encryption, use of privacy filters, access control, password protection and disclosing personal data both internally and to our authorised third-party service providers and agents only on a need-to-know basis.

23. You should be aware, however, that no method of transmission over the Internet or method of electronic storage is completely secure. While security cannot be guaranteed, we strive to protect the security of your information and are constantly reviewing and enhancing our information security measures.

ACCURACY OF PERSONAL DATA

24. We generally rely on personal data provided by you (or your authorised representative). In order to ensure that your personal data is current, complete and accurate, please update us if there are changes to your personal data by informing our Data Protection Officer in writing or via email at the contact details provided below. We will take reasonable steps to ensure that the personal data we collect about you is accurate, complete, not misleading and kept up-to-date, taking into account its intended use. Where possible, we will validate the information provided by you using generally accepted practices and guidelines.

RETENTION OF PERSONAL DATA

25. We may retain your personal data for as long as it is necessary to fulfil the purpose for which it was collected, or as required or permitted by applicable laws.

26. We will cease to retain your personal data, or remove the means by which the data can be associated with you, as soon as it is reasonable to assume that such retention no longer serves the purpose for which the personal data was collected, and is no longer necessary for legal or business purposes.

TRANSFERS OF PERSONAL DATA OUTSIDE OF SINGAPORE

27. However, if we do so, we will obtain your consent for the transfer to be made and we will take steps to ensure that your personal data continues to receive a standard of protection that is at least comparable to that provided under the PDPA.

DATA BREACH NOTIFICATION

28. In the event a breach of security leading to accidental or unlawful destruction, loss, alteration, unauthorized disclosure of, or access to, personal data, we shall promptly assess the impact and once assessed that it is a notifiable data breach, we shall report this breach within three (3) calendar days to the Personal Data Protection Commission (PDPC). We will notify you when the data breach is likely to result in significant harm to you after our notification to PDPC. We may also notify other relevant regulatory agencies, where required.

DATA PROTECTION OFFICER

29. You may contact our Data Protection Officer if you have any enquiries or feedback on our personal data protection policies and procedures, or if you wish to make any request, in the following manner:

Name of DPO : Jun Cheng
Contact No. : 6273 5183 Ext 140
Email Address : dpo@sasco.org.sg

EFFECT OF POLICY AND CHANGES TO POLICY

30. This Policy applies in conjunction with any other notices, contractual clauses and consent clauses that apply in relation to the collection, use and disclosure of your personal data by us.

31. We may revise this Policy from time to time without any prior notice. You may determine if any such revision has taken place by referring to the date on which this Policy was last updated. Your continued use of our services constitutes your acknowledgement and acceptance of such changes.

First published date : 1/09/2019
Effective date : 1/09/2019
Last updated : 02/06/2025

PDPA Request Forms:
Data Access
Data Correction
Consent Withdrawal
Feedback on Our PDPA Policy
Personal Data Complaint & Action Form

Whistle-blowing Policy

In April 2017, a revised Code of Governance for Charities and Institutions of a Public Character (the “Code”) was released by the Charity Council. Under the revised Code, Singapore charities in the enhanced tier and Institutions of a Public Character (IPCs) in the enhanced and the advanced tier¹ (hereinafter referred to as the charities) should disclose in their annual reports whether they have a whistle-blowing policy for financial years beginning on or after 1^stJanuary 2018.

¹Charities in the enhanced tier: Gross annual receipts or a total expenditure of S$10 million or more.
IPCs in the enhanced tier: Gross annual income or total expenditure of S$500,000 and up to S$10 million. IPCs in the advanced tier: Gross annual income or total expenditure of S$10 million or more.

1. Purpose

This Policy aims to encourage employees and other stakeholders to report concerns on misconduct or malpractice (i.e., improper, illegal, or negligent behaviour) in good faith, without malice or personal benefit. Without the fear of reprisal, discrimination, or adverse consequences, it enables SASCO Senior Citizens’ Home (SASCO Home) to take timely and appropriate actions for any allegations, thereby propagating a culture of probity, respect and transparency.

2. Scope

The BOARD of Directors (BOARD) of SASCO Home articulates its direction and intent on whistle-blowing through its whistle-blowing policy, and with reference from the whistle-blowing policy of SASCO Limited². It is designed to provide a clear tone of commitment to employees and other stakeholders that whistle-blowing concerns are important to sound governance and that they are taken seriously by SASCO Home. They are encouraged to raise their concerns with an assurance of confidentiality and protection in the policy. It articulates how the whistle-blowing process manages concerns from the initiation of the concern to the closure of the case.

² SASCO Limited being the parent-body of SASCO Senior Citizens’ Home, with its Committee of Management (COM) responsible for its whistle-blowing policy, and vis-à-vis the relationship structure between SASCO Ltd and SASCO Home.

The policy includes a framework of accountability and responsibility, competency, monitoring and review to ensure the design and operational effectiveness of the whistle-blowing processes and practices in SASCO Home. This policy is designed to enable employees and other relevant stakeholders to report any alleged concerns in good faith on misconduct or malpractice.

3. Policy Objectives

To whistle-blowing is to report concerns by employees or other stakeholders in good faith on misconduct or malpractice that may be detrimental to SASCO Home and/or public interest. Whistle-blowing is an essential part of sound governance.

The policy addresses the BOARD’s commitment to proper ethical behaviour where employees and other stakeholders are encouraged to report concerns without fear of reprisal or unfair treatment.

The objectives of the policy are:

To provide a formal process to raise and handle whistle-blowing concerns and a framework to support the process.
To encourage employees and other stakeholders to report improper, unethical, and inappropriate behaviour.
To provide assurance that all reports will be properly addressed, treated with confidentiality and there are adequate whistle-blower safeguards from reprisal in any form.
To promote and develop a culture of accountability, integrity, and transparency.

4. Roles & responsibilities

BOARD oversees whistle-blowing practices in SASCO Home, and reports to the Committee of Management (COM) of SASCO Limited. This oversight responsibility requires the establishment of a whistle-blowing policy that is relevant to the context of SASCO Home.

The COM (and BOARD) is usually assisted by a staff in charge (Executive Office) of the whistle-blowing process who ensures that the procedures are carried out in accordance with the policy.

In essence, there are many stakeholders involved in the whistle-blowing process. These include the COM, the BOARD, whistle-blower, alleged party, staff receiving the report, investigator, Whistle-blowing Governance Officer (Head, Executive Office).

5. Confidentiality & Protection

SASCO Home respects the confidentiality of the whistle-blower and is committed to preserving confidentiality by keeping the report and case information secure and accessible only to designated persons. Aligned with the spirit of confidentiality, SASCO Home may act on anonymous reports although it is encouraged otherwise, in view of the seriousness of the action to whistle-blow.

Confidentiality has two sides. Concurrently, the Whistle-blowing Governance Officer should ensure proper confidentiality safeguards of the filed report, while maintaining the confidentiality of those involved in the case. If necessary or lawful circumstances dictate the disclosure of the whistle-blower’s identity, SASCO Home must seek the whistle-blower’s consent.

SASCO Home does not condone any reprisal, discrimination or harassment against whistle-blowers who report in good faith. It is committed to protecting whistle-blowers from threats to employment and any other threats of retaliatory action. Disciplinary actions will be taken against those who retaliate, harass, or discriminate against whistle-blowers.

6. Whistle-blowing process

To raise whistle-blowing concerns – internal and external reporting channels. The internal whistle-blower (e.g., employee) can report direct to the Whistle-blowing Governance Officer (Secretary, COM, SASCO Ltd), via email or verbal. Under other circumstances, it may be via his/her direct supervisor, using the internal channels (e.g., reporting hotline, mail, or online form). The internal whistle-blower may also report directly to an external agency (e.g., Office of the Commissioner of Charities). Depending on the severity of the alleged concern (e.g., when the concern involves a criminal offence), SASCO Home can refer the matter to the relevant external agency. On the other hand, the external whistle-blower can raise the concern either through the internal and/or external channels.

Ways to Raise Concerns for Employees and Other Stakeholders

Initiation (i.e., raising of the concern),
Assessment of the concern,
Investigation to substantiate the concern; and
Measures to ensure that the recommended course of action is carried out, including proper follow-up, notification of the outcome to the whistle-blower for non-anonymous concern raised and closure of the case.

Overview of a Whistle-blowing Process

I. Whistle-blowing process: Initiation

The ambit of reporting covers whistle-blowing concerns made in good faith either internally or externally. Disciplinary action will be taken against employees for any false report made for personal gain or malicious motive.

The report can be made verbally or in writing using the standard “Form to Report a Whistle-Blowing Concern” below which contains information on what to report. For all reports, including those raised anonymously, SASCO Home will maintain a proper register of all concerns received. It will send an acknowledgement of receipt to the whistle-blower, if the identity is provided, and all reported concerns will be assessed by SASCO Home. The whistle-blower should also be provided with subsequent information on the follow-up processes (e.g., assessment, investigation, and action) as appropriate.

Where the identity of the alleged person is known:

The escalation of the alleged concern to the Whistle-blowing Governance Officer, or any designated person, e.g., within 24 hours,
The formal acknowledgement of receipt, e.g., within two weeks,
Any updates; and
The closure of the inquiry.

More specifically, (a) and (d) are considered in relation to anonymous alleged concern.

An employee is expected to raise the concerns directly to the Whistle-blowing Governance Officer.

In exceptional circumstances, cases may be raised with the immediate superior to then raise the concern directly to the Whistle-blowing Governance Officer. Cases may be via the Executive Office if the submissions are e.g. by hand. In cases where key management is involved or the concern is exceptionally serious, the whistle-blower can report to the chairman of the COM directly.

The whistle-blower can bypass the internal reporting mechanism and report the concern to the relevant external agency (e.g., Office of the Commissioner of Charities). Safeguards to protect confidentiality must be in place to protect the whistle-blower from reprisal, discrimination, and other adverse consequences.

II. Whistle-blowing process: Assessment

The Whistle-blowing Governance Officer is responsible for the assessment of all the concerns raised, including those which are anonymous in nature. The assessment examines whether the concerns raised are appropriate, i.e., they are not grievances, information provided is adequate to facilitate in the assessment and the nature of concerns, e.g., threats to health and safety, breach of laws, ethical code, and fraud, to establish their severity and implication to SASCO Home.

When the alleged person’s identity is not known, attention should be made in relation to the likelihood of substantiating the allegation from the information provided and any relevant sources.

All assessments and analysis are to be consistent and properly documented, with decisions and outcomes clearly communicated to the appropriate parties on a timely basis.

Inappropriate concerns will not be investigated, and the responsible staff may be subject to disciplinary action. Except for anonymous reports, the whistle-blower may be contacted for clarification or further details on the information provided in the “Form to Report a Whistle-blowing Concern”.

III. Whistle-blowing process: Investigation

The Whistle-blowing Governance Officer (or a designated staff) is responsible for the appointment of the investigator and members of the investigation team, where appropriate. If required, the COM and the Board or the Audit Committee should endorse the recommendation before formal appointment.

SASCO Home will assure the independence of the investigator in the performance of the investigation. The investigation team is empowered with the appropriate authority and must have the integrity and competency to gather and document facts, while preventing leakage of information. SASCO Home will provide adequate support, cooperation, and access of information to the investigator.

The parties involved in the investigation would be determined by the investigator depending on the nature, extent, timeline, and complexity of the case. Some possible parties may include the whistle-blower, alleged party, witnesses, key staff, management, BOARD members and external parties. Further information may be sought from the whistle-blower and the relevant parties in the investigation.

SASCO Home’s investigation process comprises establishing the investigation objective, gathering of evidence, reporting on the findings, and providing recommendations. The duration of the investigation is dependent on the nature of the concern, evidence available and complexity of the case. The whistle-blower will be informed as soon as the investigation outcome is available.

The investigation report will be reviewed by the COM/Board or Audit Committee or a designated committee (e.g., comprising Head of Human Resources, Chief Internal Auditor, and other key personnel). Where appropriate, external advice may be sought to assist in the investigation and review of the investigation report (including the findings and recommendations).

The possible outcomes may include:

There are no grounds for the concern. Hence, there are no further actions required.
There are grounds for the concern. Disciplinary action will be taken in accordance with SASCO Home’s disciplinary policies, e.g., reprimand, suspension, and termination of employment. In addition, remedial measures will be taken to minimise recurrence; and
There may be grounds for a possible criminal offence. COM/BOARD or Audit Committee should be informed, and legal advice may be sought on whether the matter should be referred to the relevant authority for the appropriate action. In all these circumstances, the whistle-blower will be notified of the outcome accordingly.

When the whistle-blower is not satisfied with the outcome of the investigation, he/she can raise the matter with adequate explanation to the Whistle-blowing Governance Officer (or designated staff). If there are reasonable grounds, SASCO Home will examine the concern. The whistle-blower can also raise this concern to a relevant external party.

IV. Whistle-blowing process: Actions

In cases where there are no grounds for the concern, the Whistle-blowing Governance Officer (or a designated staff) will inform the whistle-blower of the outcome and close the case. Where there is ground for the concern, the Whistle-blowing Governance Officer must ensure that there is a person responsible for disciplinary matters (e.g., Head of Human Resources) and another person responsible for designing and implementing the remedial measures, which should be both practical and feasible.

When the matter must be escalated to an external party, there should be an acknowledgement of the receipt of the referral. The timeline for the implementation of the recommendation should be established to provide an indication on the closure of each case.

There should be a review and follow-up by the Whistle-blowing Governance Officer (or a designated staff) with support provided by the COM/BOARD or Audit Committee to ensure the proper closure of the case.

V. Communications & Training

The whistle-blowing policy is provided to employees by the whistle-blowing Governance Officer, or a designated staff. It is also accessible to all interested parties in SASCO Home’s website.

The whistle-blowing policy is communicated to all staff when they join SASCO Home, and they are briefed on any updates as appropriate. For assistance on whistle-blowing matters, employees should approach the Head of Human Resources, Whistle-blowing Governance Officer, or the designated staff.

SASCO Home supports the training of staff involved in whistle-blowing to stay abreast of developments and to be properly equipped to handle whistle-blowing matters.

VI. Monitor & review

The Whistle-blowing Governance Officer or a designated staff monitors the status of the whistle-blowing process to ensure that it is operating as designed. Some examples include the trend of concerns raised compared to previous years, the number of concerns that failed to meet the established timeline, to record and report to the Whistle-blowing Governance Office, and the number of cases where the investigation progress is behind schedule. The monitored results should be reported to COM/BOARD or the Audit Committee.

Internal audit or an independent party will review the whistle-blowing policy for design effectiveness and will check that the procedures are operationally effective. The review is conducted annually or as directed by COM/BOARD or Audit Committee.

Form to Report a Whistle-Blowing Concern

SASCO Home’s Efforts

In early 2024, it was included in the Mid-term Plans (MTP 2022-2025), that ESG in Practice would be an initiative. In accordance with the Code of Governance (COG 2023), we formulated a framework and roadmap to implement ESG:

Formulate and ensure that we pin down the practices, processes and procedures to achieve the desired status.
Establish a regular monitoring system for these practices, processes and procedures.

Achieved in 2025

An ESG Committee was set up, comprising all the Heads of Departments (HODs) with CEO as the Chairman.

Having established and maintained the basic ESG initiatives, the ESG Committee deliberated and agreed on the following materiality matrix, with some prioritisation:

We embarked on basic tracking of water usage and electricity & utilities savings through the conscious efforts of all concerned at all our facilities.
We determined that committed volunteers would be the way to go, to ensure effective and efficient community engagement. In 2025 alone, we recruited 604 volunteers (in addition to the 405 volunteers recruited from previous years). We also onboarded 10 volunteer groups comprising 4 education organisations, 4 corporate organisations and 2 government agencies.

Collectively, they contributed 370 intergenerational and festive celebration sessions, totalling 1,026 volunteer hours.

We attained the Data Protection Trust Mark (DPTM) at the end of 2022 (valid for three years) and continued to maintain/renew our DPTM in December 2025.
We participated in the Employee Engagement Social Service (EESS) Survey (by NCSS) in 2022 and then in 2025. We improved markedly in 2025 with:
- A participation rate of 93% (150 of 162 respondents)
- Overall score of 75%
- Employee Net Promoter Score (eNPS) of -18 (or 8 points below the national benchmark of -10)

Plans for 2026

In using the example provided in the ESG Playbook by KPMG (photo below), and referring also to the ESG materiality matrix developed, the plan in 2026 would be to work on ongoing initiatives as well as prioritising new ones:

Priorities

Continue to implement tracking of water usage and electricity & utilities savings. Additionally, start measuring greenhouse gas emissions via Scope 1, 2 and 3 emissions as relevant to SASCO Home.
To commit to resource conservation, we would need to determine some form of measurement of wastage.
In terms of zero tolerance for non-compliance, the HR & Admin Department could implement a more robust onboarding programme for new staff and also a People Development Framework to ensure a competent and reliable workforce.
To promote employee well-being, HR had included in the policy flexi-work arrangements (for limited periods and subject to supervisors’ approval) and will continue to monitor these arrangements.
Within SASCO Home, there have been volunteering opportunities. However, going forward, staff who volunteer with SASCO Home’s programmes and activities will receive due recognition accordingly.
In our commitment to socially responsible business, SASCO Home has, in particular, reviewed the re-employment policy for older workers to age 66 and up to 75 years of age.

Financial Budgeting and Reporting Policy

Purpose and Objectives

This policy document elucidates practices to be applied with respect to all activities pertaining to Financial Budgeting and Reporting. Its purpose is to provide a clear understanding of the lines of authorities and responsibilities and thereby ensure consistency in recording and processing of transactions.

Scope

Budget preparation
Approval of budget
Budget monitoring and reporting
Preparation of Financial Statements

Responsibility

The overall responsibility for ensuring correct application of the policies rests with the Board who will be assisted by the Management.

Compliance is compulsory for all staffs and volunteers.

Definition

CEO – Chief Executive Officer
CM – Centre Managers
FN – Finance Department
HOD – Head of Department
HCM – Head, Centre Management

Budgeting Process

5.1

Budget Preparation

5.1.1

The organisation shall include financial budgeting, cashflow budgeting and reporting process in their financial policy. The policy should indicate timeline for budget preparation, personnel involved in budget preparation, and the review process.

5.2

Approval of Budget

5.2.1

The draft budget should be reviewed by the CEO, Treasurer, and the Chairman before being presented to the Board for final approval.

5.3

Budget Monitoring and Reporting

5.3.1

Every month all departments and centres shall perform an analysis between actual results versus budgeted. All significant variances shall be explained and included in the analysis.

5.3.2

The Chairman and Treasurer shall review the analysis and present a summary at the Board meeting.

5.3.3

A half-yearly variance analysis should be performed to explain the differences between the budget/forecast and actual.

5.3.4

Material variances (i.e., more than 20%) and justifications for variances would be included in the presentation at meeting.

5.4

Preparation of Financial Statements

5.4.1

Financial year is defined as a period of 12 months or, as a transitional measure to change the next financial year, such other period shall not exceed 18 months.

5.4.2

Monthly closing of account shall be performed as soon as possible after month end. Upon finalisation of monthly closing, the organisation shall prepare Statement of financial position as at month end, Statement of Profit and Loss to date.

5.4.3

Statement of Cash Flow to be prepared yearly at the end of financial period.

5.4.4

The Financial Statement shall be prepared based on Singapore Financial Reporting Standard (“FRS”).

5.4.5

Evidence of reconciliation between sub-ledger accounts and general ledger balance performed should be documented. Variances identified should be investigated and results documented on a timely basis.

5.4.6

The governing Board Members shall prepare a set of Financial Statement, which comprises of:

•

Statement of financial activities for the period;

•

Statement of financial position at the end of financial period;

•

Statement of Cash Flow for the financial period; and

•

Notes to the financial statements.

5.4.7

All three Financial Statements shall be given equal prominence and shall not be relegated to the notes.

5.4.8

The Financial Statements are subject to external auditor examination. Depending on the gross income or expenditure, the requirements of external examination will vary. Please refer to Charities (Accounts and Annual Report) Regulations fourth schedule for the details.

5.4.9

The audited Financial Statements together with Annual Report, Statement by Directors, Director’s report and auditor/examiner’s report shall be presented to the Board for approval and subsequently tabled at the Annual General Meeting.

Payment Control & Processing Policy

Purpose

The purpose of this policy is to ensure all payments are authorised and that there are no undetected wrongful payments.

Scope

This policy is to safeguard the organisation that all payments are secure, accurate, and authorized.

Definitions

•

CEO – Chief Executive Director

•

FN – Finance Department

•

AP – Accounts Payable

•

HOD – Head of Department

•

CM – Centre Manager

•

HCM – Head of Centre Management

Payment Control & Processing

4.1

The proper controls on payments aim to ensure all payments are authorised and there are no undetected wrongful payments. Payments are to be handled in such a manner to ensure:

•

Expenses incurred are for authorised purposes.

•

Payments are made on a timely basis and in accordance with the purchase orders and contracts, and

•

Proper funds and accounts are charged and recorded accordingly.

Supporting documents

•

PO as per purchasing policy and SOP.

•

Contract / Agreement – as per purchasing policy and SOP.

•

Approvals from the levels of authority accordingly, with the accompanying 3 quotations and Evaluations, as required;

PO/Agreement Exception

•

Advance payment – via Payment Request Form or via Finance system.

•

Urgent – for example insurance, catering for festival celebrations, purchases that require downpayment – via Payment Request Form.

•

No PO – for purchases less than $300.

•

No PO – for recurring expenses (Eg. SP Services, Singtel, Cabcharge, ExxonMobil, SPD, Richzone etc).

4.2

Processing of Invoices

The item description, quantity and price in the supplier’s invoice must match with the purchase/service order and delivery order or service report where applicable. Supplier’s invoice should be processed for payment on a timely basis based on batch processing timeline after the invoice is approved by the HOD.

4.3

Processing of Payment Vouchers

4.3.1

The payment vouchers with the approved invoices must be submitted for approval by the authorisers.

4.3.2

Invoice computations and pricing should be verified before payment approval.

4.4

Segregation of Duties

Staff handling payments are to be separated to the extent possible with regards to:

•

Initiation of purchase requisition,

•

Approval of vouchers and invoices, and

•

Signing of cheques, authorise online e-payments.

4.5

Reconciliation of Accounts

Monthly statement of accounts received from suppliers should be checked and reconciled with the recorded account payable balances quarterly.

4.6

Review of Expenditures

Periodic reviews by management, in comparing expenses incurred with the budget can provide an effective means of

•

controlling expenses,

•

detecting errors and deviations from rules and policies.

4.7

Proper Authorisation

Payments are to be made by cheques, Interbank GIRO, telegraphic transfer, or bank draft. Variations and amendments made should be approved and supported by authorised signatories.

Bank Accounts

5.1

The effective controls in management of bank accounts aims to prevent fraudulent practices that include unauthorised payments.

5.2

Proper Authorisation

The opening and closing of bank accounts need to be authorised by the board members.

5.3

Dormant Bank Account

Checks should be conducted to ensure that there are no dormant bank accounts. This is to prevent unauthorised payments, which may be undetected.

5.4

Bank Signatories

Officers for bank signatories should be appointed by Board members. There should be at least two bank signatories for each payment. Bank signatories should be unrelated, if at all possible. The appointed bank signatories with their specimen signatures and their approval limits must be duly endorsed by the banks.

5.5

Authorising Payments

Bank signatories should ensure the following:

•

Payments are accompanied by properly approved suppliers’ invoices and payment vouchers.

•

Payee’s name and amount agree with the details on the invoice.

•

Payments to be authorised must not be made payable to themselves.

•

Cheques issued without payee’s name should not be signed.

•

Cash cheques should be limited only to the top-up of petty cash float.

5.6

Physical Security

Specimen signatures of bank signatories and monthly bank statements issued by the banks should be kept in a secured place. Access to blank cheque books should be limited to Finance Manager and they should be kept in a secured place.

5.7

Bank Reconciliation

Bank reconciliation should be carried out monthly. Checks are to be made between bank statements and records of receipts and payments in the accounts.

Employee Expense Reimbursement

6.1

This policy shall apply to all our employees that need to spend money for work-related activities. Mileage and transport reimbursement claims will be in accordance with HR policy.

6.2

Reimbursements will be made for all approved business expenses. ‘Business expenses’ are expenses related to our organisation operations. Employees must be able to show why they need to incur the expenditure in the course of duty.

6.3

Expenses that are personal and private in nature are not allowable as they do not relate to our operations.

6.4

Staff reimbursement/Expenses claim approval process:

•

Original copy of receipts or invoice must be submitted.

•

Claims receipts more than 3 months will be subjected to CEO/HCM approval.

•

Claimants must have obtained approval from their respective HODs.

•

Reimbursements will be made through GIRO.

•

Purchases >$300 will be paid directly to vendors, in exception circumstances, employee may be allowed to pay for purchases on behalf of the Home but will require approval.

Centre Management

Amount up to $300.00 – approved by HOD/CM

Amount ≥ $300.01 to $500.00 – approved by HCM

Amount ≥ $500.01 – approved by CEO

Amount up to $300.00 – approved by HOD

Amount ≥ $300.01 – approved by CEO

6.5

Claiming of expenses on behalf of others are strictly prohibited unless approved by Finance.

6.6

Information for each claim should be clearly indicated. Finance will check if the expense is business related, comply with organisation policies and if there is approval from HOD. Examples are as follows:

•

Transport
Date, destination, mode of transport, Name and Designation of Person Incurring it, purpose, and amount.

•

Travelling
Date, destination, mode of transport, Name and Designation of Person Incurring it, reason for expenditure and amount.

•

Entertainment (refer also to Business Entertainment Policy)
Date, Place of Entertainment, Name and Designation of Person(s) Entertained, purpose, Name and Designation of Person Incurring it and amount.

All Entertainment expenses need to be pre-approved by CEO at least a week before the event date.

Procurement Policy

Purpose
This policy aims to provide guidance on the procurement practices within SASCO Senior Citizens’ Home (SASCO Home).

Definitions
1. Quotation – A quotation is a statement of price, terms of sale and description of goods/services provided by vendor to the purchaser.
2. Verbal Quotation – A verbal quotation is an unwritten statement of the price, terms of sales and descriptions of the goods/services provided by the vendor to the purchaser.
3. Written Quotation – A written quotation is a hardcopy statement of the price, terms of sales and descriptions of the goods/services provided by the vendor to the purchaser received through email, fax or by post.
4. Tender – A tender is a definite offer in writing to do certain work or to supply certain goods at a certain sum of money or rate which is provided to a purchaser. The vendor is bound by the contract to fulfil the offer contained in the tender document, failing which will result in a breach of contract.
5. Open Tender – An Open Tender is where a tender notice is published in the local newspapers such as “The Straits Times” or any other approved publication inviting any vendor/contractor to bid based on the requirements specified.
6. Closed Tender – A Closed or Invited Tender does not require a tender notice to be published. A panel of pre-approved vendors/contractors is invited to tender in writing.
7. Procuring Department – the Centre/Department/Unit initiating the procurement.
8. Purchase Order (“PO”) – A commercial document and the official offer issued by SASCO Home to a vendor, indicating types, quantities, and agreed prices for products or services. It is used to control the purchasing of products and services from external suppliers. It sets out the terms and conditions of purchases. A standard set of approved SASCO Home terms and conditions will accompany the SASCO Home PO.
9. Purchasing System – A new system implemented to replace the hard copy Quotation Evaluation (QE) and Waiver of Competition (WOC) forms to justify purchases from vendors.

Principles
The principles governing procurement are:
1. Code of Ethics
2. Conflict of Interest (including Personal Purchases)
3. Segregation of Duties
4. Value for Money
5. Clarity, Transparency and Fair Competition
1. Code of Ethics
Ethical business standards shall govern all procurement transactions. All SASCO Home personnel shall not solicit or accept a significant gift from a supplier or prospective supplier.
A ‘significant gift’ is defined as an item, service, favour, monies, credits, or discounts not available to others which could influence purchasing decisions, and also may include the payment of travel costs for SASCO Home personnel to visit a vendor’s location (airfare, hotel, etc.).
Acceptance of social invitations to occasional business meals, entertainment and hospitality will be subject to prudent judgement as to whether the invitation places or appears to place the recipient under any obligation.
If you have any questions about the value of a gift or the appropriateness of an invitation, please refer to your supervisor or Head of Department to ensure compliance with SASCO Home’s conflict of interest policy.
2. Conflict of Interest (including Personal Purchases)
A SASCO Home’s purchase order is not allowed for personal purchases. Suppliers are under no obligation to offer discounts to SASCO Home’s employees. If they choose to do so, their offer does not obligate the Charity to do business with them in future.
3. Segregation of Duties
The procuring department must implement the following segregation of duties:
1. The person who creates the PR, PO or performs Goods Receipt (`GR’) will not approve a Purchase Order (‘PO’) in the same acquisition process.
2. Staff with access to process payments (Accounts Payable and Treasury) will be restricted from creating PRs and POs.
3. Staff will be restricted from creating PRs, POs, and Goods Receipt (‘GR’) in the same acquisition process.
4. Value for Money
Purchases entered into by SASCO Home shall yield the best possible returns for each dollar spent in terms of quality, timeliness, reliability, after-sales service, upgradeability, price, and source.
5. Clarity, Transparency and Fair Competition
Purchases entered by SASCO Home at any point in time shall be clear and specific to facilitate better understanding of the requirements and specifications to vendors. Purchasing procedures shall offer equitable access opportunities to all suppliers of goods, services, and construction services. We must demonstrate that the procuring party remains impartial and ensure there is no conflict of interest at all times.

Calling for Quotes
To achieve the above objectives, a minimum of three (3) quotations are to be obtained from suppliers for purchases of more than or equal to S$3,000 as follows:
1. Price information of three vendors is required for amounts from S$1,000 and to S$3,000 unless waiver of competition is obtained.
2. A minimum of three written quotations for amounts from S$3,000 unless waiver of competition is obtained.

Invitation and Selection of Quotations
1. An invitation to submit a quotation or a quotation issued, or quotation received can be verbal or written depending on the value of the purchases.
2. The written quotation shall be received before the deadline specified on the invitation.
3. After the closing date, all the quotations received shall be handed to the purchaser who initiated the PO for selection. In general, the lowest quotation shall be selected.
4. Other factors to be considered in the selection of vendor are:-
  - Quality of goods/services
  - Reliability and Performance of the Vendor
  - Ability to supply the goods/services within the required period
  - After sales service, if applicable

Responsibility of Head of Department / Centre
1. Ensure that minimum 3 quotations for purchases amounting to S$3,000 and above are obtained or opt for “Waiver of Competition” (paragraph K below).
2. Ensure that for larger purchases, where it is required to call for a tender, the procedures are adhered to, or the relevant approved waiver is obtained.
3. Ensure submission date of written quotation falls within the deadline specified in the written invitation for quotations;
4. Take the necessary measures to minimize and disallow access by unauthorised persons to all quotations, whether received by hand, email, fax, or post;
5. Ensure proper evaluation has been carried out by the Tender Evaluation Committee, award the contract within the validity period of the tender, and ensure that the recommended tenderer is not under any debarment or suspension pending debarment (applicable for tenders).
6. Ensure proper evaluation has been carried out by the Tender Evaluation Committee, award the contract within the validity period of the tender, and ensure that the recommended tenderer is not under any debarment or suspension pending debarment (applicable for tenders).
7. Ensure a PO is raised for all purchases except for those with amounts of less than S$300 per transaction and those which are based on usage charge. Approval of PO is as per Annex A – Approval Authority Guide. Such an approval represents the approval of the purchases. No separate authorisation on the hard copy invoice is required.
8. Ensure that purchases without a PO still go through proper approval with proper evidence on the hard copy invoices and/or any other purchase agreements or documents. Such approval must follow the approved limits as per Annex A – Approval Authority Guide.
9. Discourage staff from making purchases of S$1,000 and above directly from vendors and seeking subsequent reimbursement as this will bypass the proper procurement process which includes ensuring proper commitment of funds against budget.
10. Take note that IT Department is the recommended point of contact for placing orders for IT Assets, such as hardware and software on behalf of the organisation, except for IT peripherals or personal productivity tools.
11. Ensure that there is a sufficient budget for all purchases.
12. Ensure acknowledgement of physical goods received is being carried out and timely completion of goods receipt function in the Purchasing System. Performing goods receipt function in system records accruals for expenses incurred but not yet paid.
13. Ensure that all redundant unfulfilled POs are cancelled timely. This can prevent any unauthorized purchases from being receipted using such open POs, resulting in unauthorized payment.

Availability of Budget
1. Each Head of Department / Centre is accountable for managing his/her department’s budget. When the purchaser raises a PR in the Purchasing System, they will be required to check the availability of budget for the expenditure to be incurred.
2. In cases where there is insufficient budget, HOD will be required to seek approval for additional budget. They will have to ascertain from the Office of Finance whether a virement can be obtained.

Approval Authority Guide
1. The Chairman, as authorised by the Board, will be the approving authority to authorise delegation of approval limits for procurement of goods and services and payment of expenditures.
2. The approval limits are delegated to the appointed officers based on their specific designation example the Heads of Departments/Centres/Units.
See Annex A for a detailed guide of the approval authority and limits.

Less Than S$3,000 Purchases
1. For purchases that are less than S$3,000, three quotations are not required. However, the guiding principles for procurement, i.e. Codes of Ethics, Conflict of Interest, Segregation of Duties, Value for Money, and Clarity, Transparency and Fair Competition shall still apply.
2. The Individual Department is to source for required vendors directly. The selection and appointment of vendor(s) shall be approved by the Head of Department / Head of Centre or Unit.
3. The Procuring Department is encouraged to procure from the approved list of vendors.
4. Please refer to Paragraph M below.

Purchases Requiring Tenders
1. Open Tender
  1. All intended procurement of S$100,000 and above requires an Open Tender.
  2. A minimum of 3 written quotations is required.
2. Closed Tender
  1. If the Procuring Department wishes to opt for a Closed Tender, it shall apply to the relevant authority for approval based on Annex A – Approval Authority Guide.
  2. Closed Tenders requires a minimum of 3 written invitations.
3. Electronic Submission of Tenders (Future proofing)
  Electronic submission of tender bids (E-Tender) should only be permissible under exceptional cases such as where there is no local presence AND the Tender documents are expected to be bulky. Approval shall be sought from the relevant authority based on the Annex A – Approval Authority Guide.
4. Security Deposit
  A security deposit amounting to 5% of the tendered sum (in the form of a Banker’s Guarantee) is collected for accepted tenders with a value of $500,000 or more. This is to ensure that any financial loss from the risk of non-performance from the awarded tenderers is adequately secured.
  Where tenders are called which do not have an upfront fixed committed sum, such a security deposit can be waived. Such tenders will include tenders called to appoint a panel of pre-approved vendors or recommended vendors where the organisation does not commit upfront any lump sum business. For the latter tenders, the billings and subsequent payments will only be effected upon the satisfactory delivery of the requisite goods and services. (Refer to Section M for examples of goods and services provided by approved and recommended vendors.)

Waiver of Competition
1. In a situation where the intended procurement is more than or equal to S$3,000 and the Procuring Department wishes to opt for “Waiver of Competition”, or where the intended procurement attracts less than the required number of quotations, it is required to apply to the following authorities for a Waiver of Competition to award to the preferred vendor which will be carried out via the Purchasing System. It must be shown clearly that in a waiver of competition circumstance, the decision will still result in good value and impartiality by SASCO Home.
1. Up to S$3,000
  Waiver of Competition can be approved by Head of Department / Centres / Institutes of Procuring Department.
2. All amounts up to S$30,000
  Waiver of Competition will be approved by CEO.
3. All amounts up to S$200,000
  Waiver of Competition will be approved by Finance Sub-Committee.
4. All amounts more than S$500,000
  Waiver of Competition will be approved by Committee of Management.

Purchases Specified in Revenue Contracts
1. These are referring to purchases as specified in signed revenue contracts with external parties where the purchases will be reimbursed fully by the external parties or recovered adequately through the revenue from the external parties.
2. These generally relate to conference venues and eating places and are pre-selected by the external parties and included as part of their written requirement to be fulfilled in the revenue contracts. The purchases may also extend to hotel accommodation, training materials, team building trainers and industry visits.
3. For such purchases, where they are directly associated to the revenue contracts and are specifically included in the signed revenue contracts or in subsequent formal or written communication from the external parties, it is not necessary to obtain the 3 quotes or to obtain approval for Waiver of Competition. However, it is necessary to ensure there is no conflict of interest when dealing with the specified vendors and/or to make the proper declaration as required under the SASCO Home’s Code of Conduct.

Recurring Purchases

Recurring purchases refer to those that are procured on a regular and frequent basis and can be generally classified into 2 categories: Generic Items and Non-Generic Items purchases.
1. Generic items purchases refer to procurement of generic homogeneous products/services that can be widely supplied by a large group of Approved Vendors. Such items include general office supplies, office computers and laptops, small office equipment, printing, photography, travel, postage, and courier services; and
2. Non-Generic items purchases refer to procurement of non-generic or an assortment of products/services which are difficult to procure from a particular vendor which offers the lowest quote for the full range of products/services. A list of Recommended Vendors has been appointed to provide such services. Examples of such services include general logistics and maintenance services and specialised services such as legal and financial services, specialized IT equipment.

The offices which are in charge of initiating the appointment of Approved and Recommended vendors are tabulated below.

Types of Goods/Services	Departments/Units in charge
Generic
General Office Supplies	CAA
Computers/IT	IT
Printing, Photography, etc	CAA
Travel	CAA
Postage & Courier	FIN

Non-Generic
Logistics & Maintenance	CAA
Specialised services	Respective units/depts
Specialised IT Equipment	IT

The list of Approved and Recommended Vendors are appointed through competitive bidding by tender on a regular basis. Departments/Centres must procure the generic products/services from Approved Vendors unless the items are not available from these vendors. For recurring purchases of non-generic items, Departments/Centres can use them as reference to facilitate such purchases.

Approval to award Approved or Recommended vendors shall be obtained from the relevant authority based on Annex A – Approval Authority Guide.
The number of Approved/Recommended Vendors for recurring purchases shall be capped at not more than 15 for each type of goods/service to be procured. Or:
1. if there was an agreement with the vendor for a consignment of a predetermined number, usually specified in the ITQ;
2. if there was an agreement for a minimum number of purchases for the year but on a consignment basis.
Orders placed with these Approved/Recommended Vendors need not go through the required quotation or Waiver of Competition approval process.

Purchases of Goods and Services with Pre-Established Rates
1. For purchases of goods and services where pre-established rates for the goods and services have been established with SASCO Home, it is not necessary to obtain 3 quotes or to obtain approval for Waiver of Competition (WOC). Pre-established rates can be in the form of a signed agreement. Likewise, when purchases are made from sole suppliers with published rates, justification for such purchases via WOC will not be required.
2. For purchases of goods and services without pre-established rates with SASCO Home, the Procuring Department will have to put up for WOC. However, where payment is required to professional associations / bodies, accreditation associations / institutions, attending training / conferences and the applicable rates are published and standardised for all subscribing organisations and individuals, the Procuring Department will not be required to put up WOC.
3. For purchases of goods and services which are in line with HR’s policy, or with exceptions which are approved by Head, HR, relating to Learning and Development, specifically in-house training, external training, team building and team retreat, the Procuring Department will not be required to put up Waiver of Competition.
4. To ensure full compliance with procurement policies, a declaration that there is no conflict of interest (COI) is still required for all purchases. At all times, the HOD / HOC of procuring departments must ensure there is good value to SASCO Home.

Summary for Conflict of Interest (COI) Declaration and Waiver of Competition Requirements (For Amounts > S$3,000)
1. A summary for the COI Declaration and WOC requirements can be found in the following table:

Approvals

PR approval matrix:

Amount	Approver
Up to S$3,000.00	HODs / CMs
>S$3,000.00 up to S$30,000.00	CEO
Above S$30,000.00	Evaluation Committee
Above S$100,000.00	Committee of Management

PO approval

All S$1,000.00 and above POs shall be approved by CEO (in the system).
All POs below S$1,000.00 shall be approved by HOD
For urgent purchases where the POs are issued after the purchase/work done and hence the invoice issued, the respective HODs should have been informed and justifications given to CEO accordingly.

Others

Internal controls to follow the references as stated in the policy.

Processing of Payment Vouchers:
1. The payment vouchers with the approved invoices must be submitted for approval by the authoriser.
2. Invoice computations and pricing should be verified before payment approval.
3. Upon obtaining approval from the authorised signatory, the processed payment vouchers and supporting documents must be stamped “PAID”, with particulars of dates and payment mode, to prevent their re-submission for duplicate payment.
Segregation of Duties:
Staff handling payments are to be separated to the extent possible with regards to:
1. Initiation of purchase requisition,
2. Approval of vouchers and invoices, and
3. Signing of cheques, authorise online e-payments.
Reconciliation of Accounts:
Monthly statement of accounts received from suppliers should be checked and reconciled with the recorded account payable balances quarterly.
Review of Expenditures:
Periodic reviews by management, in comparing expenses incurred with the budget, can provide an effective means of
1. controlling expenses,
2. detecting errors and deviations from rules and policies.
Proper Authorisation:
Payments are to be made by cheques, Interbank GIRO, telegraphic transfer, or bank draft. Variations and amendments made should be approved and supported by authorised signatories.

Bank Accounts
1. The effective controls in management of bank accounts aims to prevent fraudulent practices that include unauthorised payments.
2. Proper Authorisation:
  The opening and closing of bank accounts have to be authorised by the board members.
3. Dormant Bank Account:
  Checks should be conducted to ensure that there are no dormant bank accounts. The aim is to prevent unauthorised payments, which may be undetected.
4. Bank Signatories:
  The board members must appoint responsible officers as bank signatories. There should be at least two bank signatories for each payment. Bank signatories should be unrelated, if at all possible. The appointed bank signatories with their specimen signatures and their approval limits must be duly endorsed by the banks.
5. Authorising Payments:
  Bank signatories should ensure the following:
  1. Payments are accompanied by properly approved suppliers’ invoices and payment vouchers.
  2. Payee’s name and amount agree with the details on the invoice.
  3. Payments to be authorised must not be made payable to themselves.
  4. Cheques issued without payee’s name should not be signed.
  5. Cash cheques should be limited only to the top-up of petty cash float.
6. Physical Security:
  Specimen signatures of bank signatories and monthly bank statements issued by the banks should be kept in a secured place. Access to blank cheque books should be limited to Finance Manager and they should be kept in a secured place.
7. Bank Reconciliation:
  Bank reconciliation has to be carried out monthly. Checks are to be made between bank statements and records of receipts and payments in the accounts.

Employee Expense Reimbursement
1. This policy shall apply to all our employees that need to spend money for work-related activities. Mileage and transport reimbursement claims will be in accordance with HR policy.
2. Reimbursements will be made for all approved business expenses. ‘Business expenses’ are expenses related to our organisation operations. Employees must be able to show why they need to incur the expenditure in the course of duty.
3. Expenses that are personal and private in nature are not allowable as they do not relate to our operations.
4. Staff reimbursement/Expenses claim approval process:
  1. Original copy of receipts or invoice must be submitted.
  2. Claims receipts more than 3 months will be subjected to CEO/HCM approval.
  3. Claimants must have obtained approval from their respective HODs.
  4. Reimbursements will be made through GIRO.
  5. Purchases >$300 will be paid directly to vendors. In exception circumstances, employee may be allowed to pay for purchases on behalf of the Home but will require approval.
    Centre Management
    Amount up to $300.00 – approved by HOD/CM
    Amount > $300.01 to $500.00 – approved by HCM
    Amount > $500.01 to $1,000.00 – approved by CEO
    HQ
    Amount up to $300.00 – approved by HOD
    Amount > $300.01 to $1,000.00 – approved by CEO
Claiming of expenses on behalf of others are not allowed.
Information / Business purposes to be included in the claims. Finance’s role in checking employees expense claims would be to check if the expense is business related, comply with organisation policies and if there is approval from HOD.
1. Transport – date, destination, mode of transport, Name and Designation of Person Incurring it, purpose, and amount.
2. Travelling – date, destination, mode of transport, Name and Designation of Person Incurring it, reason for expenditure and amount.
3. Entertainment – date, Place of Entertainment, Name and Designation of Person(s) Entertained, purpose, Name and Designation of Person Incurring it and amount.

Committee of Management Self-Evaluation Checklist

Introduction

This self-evaluation checklist describes relevant areas of the Board’s responsibilities (although non-exhaustive), with the aim also, of capturing an objective self-evaluation (checklist) to help guide the Committee of Management (COM) in a progressive mindset.

Checklist

In your assessment, indicate whether the COM currently does a satisfactory job in an area or whether improvements to its performance are required, based on a 5-point Likert scale. Please circle the number (from 1 to 5) immediately after the questionnaire statement.

Vision & Mission

Barely existent

Exist in an
Ad hoc
basis

Exist with Minimal
provisions

Well-structured
with sufficient
details

Very Comprehensive
and organised

Board Roles and Responsibilities

Board members understand the mission and vision and values, of the organisation. Roles of a Board member, each committee, and the CEO are clearly defined and communicated among members.

1 2 3 4 5

Strategic Planning

All Board members regularly engages Management in the strategic planning function. Reviews plans and focusses on strategic issues.

1 2 3 4 5

All Board meetings are scheduled and announced as per terms for Board meetings in the bylaws. Meeting materials are provided before meetings, in time for members to sufficiently review materials in preparation for the upcoming meeting.

1 2 3 4 5

Board meetings are facilitated to a useful agenda that lists topics, timing to address each topic, and the type of action needed for each topic (e.g., approval, resolution, etc.). Board receives regular, accurate reports on finances, updates, programme performance and other important matters.

1 2 3 4 5

Board ensures that there is a proper Organisational structure with a well-fitted Executive Office (Support Staff) Structure.

{Is there a proper organisational structure – Sub-Committees, Working Committees, etc.?
Is there a clear and proper communication channel in the structure?
Are the roles of the members clearly defined and understood?
Is the Secretariat Office fulfilling the Home’s needs and tasks adequately?
Is the Secretariat Office effective and efficient?}

1 2 3 4 5

The Board ensures that there are Policies and Plans in place, and in compliance with the respective legislations and governing instruments.

{Are there properly drawn policies with regards to the management of the organisation?
Are the policies clearly understood by the respective members and staff?
Are there clearly defined plans for the organisation?}

1 2 3 4 5

Board endorses an appropriate Fundraising strategy in accordance with the code of conduct & practices.

1 2 3 4 5

Monitoring and Evaluation

Poor

Acceptable
with major
improvements
needed

Adequate with minor
improvements
needed

Good with few
refinements
needed

Exemplary

Board members have a process for handling urgent matters between meetings, e.g., the Sub-Committee handles these matters and promptly reports them to the Board.

1 2 3 4 5

Programmes are monitored to ensure that they support the mission & objectives. Desired outcomes are specified for each programme. Programmes are sufficiently staffed and resourced to provide high-quality services to clients.

1 2 3 4 5

10)

Board regularly monitors and evaluates progress toward strategic goals and each programme’s performance.

1 2 3 4 5

11)

The organisation maintains contemporaneous records in documenting volunteers and their activities, with comprehensive policies, guidelines, and processes in place.

1 2 3 4 5

Financial Control

12)

SASCO Home has approved up-to-date fiscal policies and procedures that are followed, and ensure compliance to relevant rules and regulations, and safety of all assets. Board approves an annual operating budget, based on funds needed to obtain, and develop resources needed to implement the strategic plan and operate the organisation.

1 2 3 4 5

13)

Board receives accurate and timely reports on status of finances, including as compared to plans and conformance to relevant rules and regulations.

1 2 3 4 5

Board Health

14)

Board members value and trust each other and feel they can rely on each other to effectively perform their roles.

1 2 3 4 5

15)

Overall, Board operates in a forward-planning, proactive manner, rather than reactive, crisis-driven manner.

1 2 3 4 5

TOTAL

Qualitative Evaluation

(Other comments or further views/reflections that may not have been addressed by the items listed above. Can also include recommendations or suggestions.)

NB. Please type your responses/inputs.

16)

SASCO Home Committee of Management Self-Evaluation Checklist

This checklist is used to self-assess the performance of SASCO Home’s COM over the past financial year period, on the following areas:

Vision & Mission
Strategic Planning
Monitoring and Evaluation
Financial Controls
Board Health

Scoring Table

15 – 22

Below Expectations

23 – 44

Fair

45 – 60

Meet Expectations

61 – 75

Above Expectations

Committee of Management Self-Evaluation Checklist Results (2024/2025)

Board Members	Vision & Mission	Strategic Planning	Monitoring & Evaluation	Financial Control	Board Health
Mr Farihullah	5	4.67	4.5	5	5
Mr Bernard Tan Leng Joo	5	5	4.75	5	5
Mr Iskander	5	5	4	4.5	4.5
Mr John Raghavan	5	4.83	4.5	4.5	4.5
Mr Subramaniam	5	5	5	5	5
Mr Jignesh	4	5	5	5	5
Mr Lakhbir Gill	5	5	4.5	5	4.5
Mr Daryl Han Keen Siew	5	4.83	5	4.5	4
Dr Hirman Khamis	4	4.67	5	4.5	5
Mr Ng Kim Seng, Paul	4	4.5	4.5	5	5
Mr Pasupathy M.	4	5	4.75	5	5

By-Laws

Name, Address and Area of Operation

1.1

The Home shall be known as “SASCO Senior Citizens’ Home (hereinafter referred to in this constitution as the “Home”).

1.2

The registered address of the Home shall be at 991 Alexandra Road, #01-04, Singapore 119964. Every change of address shall be notified to the Commissioner of Charities.

1.3

The area of operation of the Home shall be in Singapore.

Programme Under SASCO Limited

2.1

SASCO Senior Citizens’ Home is a programme under the Singapore Amalgamated Services Co-operative Organisation (SASCO) Limited (hereinafter referred to in this constitution as “Limited” or “Ltd”), formerly known as Singapore National Co-operative Union Limited, a Society registered under the Co-operative Societies Act (1979), who has amongst its objects, to run and establish social and community projects for the benefit of the vulnerables and less-privileged in Singapore.

Interpretations

3.1

In this By-laws, unless the context otherwise required:

(a)

“Act” means the Charities Act or any amendment thereto for the time being in force in Singapore;

(b)

“Appointed Board Member” means a Board Member appointed under By-law 6.2.

(c)

“Board” means the body consisting of Appointed Board Members, in accordance with By-law 6.2, that governs the Home;

(d)

“By-laws” means the By-laws of the Home;

(e)

“CEO” means a person appointed as Chief Executive Officer or their equivalent by the Board according to the powers conferred on them by By-law 9;

(f)

“COM” means the Committee of Management of SASCO Limited, parent-body of SASCO Home;

(g)

“Key Office Bearer” means a person who holds the position of Chairman, Secretary, Treasurer or any other key appointment in the Home Board.

3.2

Words importing the masculine gender shall include the feminine gender and words importing the singular shall include the plural.

Objects

4.1

The objects of the Home shall be as follows:

(a)

To promote physical activity for health and wellness, foster senior volunteerism, community befriending and bonding, for social integration and inter-generational harmony, and inspire active and quality ageing through the Home’s programmes and activities.

(b)

To engage elder communities to provide aged care services, active ageing and assisted living programmes, giving access to vulnerable segments of the community such as elderly and the less privileged.

4.2

In furtherance of the above objects, but not otherwise, and provided that nothing is done for commercial reasons or solely for profit, the Home may exercise the following powers:–

(a)

To raise funds and/or conduct fundraising activities, including seminars, workshops and educational events, to support the services and programmes of the Home subject to the Charities Act, Charities (Fund-Raising Appeals for Local and Foreign Charitable Purposes) Regulations 2012 and the Charities (Institutions of A Public Character) (for IPCs).

(b)

To invest the funds of the Home in accordance with its Investment Policy and the Code of Governance for Charities and IPCs (2023).

(c)

To purchase, lease, rent, hire, hold, develop, mortgage, sell or otherwise acquire, deal with or dispose of such movable or immovable properties or any portion thereof as may be required for use as shops, offices or for any other purposes of the Home for the conduct of its business and the welfare of the charity movement;

(d)

To frame administrative policy and rules and such other regulations as may be required for the proper conduct of the Home’s business; and

(e)

To do all other things as may be necessary, incidental, or conducive to the attainment of any of the objects of the Home.

Patron

5.1

The Board may at its discretion from time to time invite patron(s) and the person(s) so appointed must not be representative(s) on the Board.

Board

6.1

The Home shall be governed, and the control of its affairs shall be entrusted to a Board comprising not less than 10 and not more than 15 members.

6.2

Members of the Board shall be appointed by the Committee of Management (COM) of SASCO Limited, provided that more than half of the Board members must be independent of SASCO Limited. A committee member is “Independent” if he is:

(a)

not a member of the Committee of Management of SASCO Limited or the senior management of SASCO Limited; and

(b)

not related in any way to a member of the Committee of Management of SASCO Limited or the senior management of SASCO Limited.

6.3

The nomination of candidates to the Board must be made on the nomination form prescribed by the Home, which shall be available to candidates at the Home’s office. The completed nomination form must be signed by the candidate, his proposer and seconder.

6.4

The proposer and seconder must be members of the Board or Affiliate Members of the SASCO Ltd. The completed form must be submitted to the Home. The Board shall elect from among themselves the following key positions:

i.Chairman

ii.Secretary

iii.Treasurer

And may also elect if they see fit, a vice-chairman, assistant secretary and assistant treasurer.

6.5

All members of the Board shall have power to vote at Board meetings of the Home.

6.6

All Board members shall hold office for up to three years and shall be eligible for re-appointment subject to any restrictions set out in these By-laws.

6.7

No member shall be appointed to the office of Treasurer, or the equivalent appointment like a Finance Committee Chairman or a person on the Board responsible for overseeing the finances of the Home, for more than four years consecutively. Re-appointment of the outgoing Treasurer, or equivalent appointment, may be considered after a lapse of at least two years.

6.8

If, during the term of office of the Board, a vacancy occurs in the Board, the Board may co-opt an individual, who need not be a member of the Society unless the vacated office is a representative of SASCO Ltd, to serve on the Board until the end of the term of the Board. The Board in consultation with SASCO Ltd shall replace the representative who vacated the office in the Board with another member of the SASCO Ltd COM.

6.9

Any changes in the Board shall be notified to the Commissioner of Charities within two (2) weeks of the change.

6.10

The Board shall have the power to co-opt if and when necessary, additional members to serve on the Board provided that in so doing, the provisions of Rule 6.1 of this Constitution are complied with.

6.11

The Board shall have the power to appoint such Sub-Committees as it may deem necessary or expedient and shall clearly lay down the terms of reference of such Sub-Committees, with reference to the SASCO Home’s Code of Governance Policy and the Terms of Reference (Board).

6.12

The Board shall meet as often as it deems necessary but not less than 6 times each year and at least five (5) Board members shall be required to constitute a quorum at such meetings. Seven clear days’ notice of such meetings shall be given to each member of the Board.

(a)

issue notices and convene Meetings;

(b)

keep a record of the proceedings of such meetings;

(c)

prepare an Annual Report of the Home for each financial year.

6.13

Any member of the Board absenting himself from three consecutive meetings without valid reasons may cease to be a member thereof.

6.14

The Chairman shall preside at all Board meetings and represent the Home’s Board in its dealings with outside persons.

6.15

The Secretary shall:-

(a)

issue notices and convene Meetings;

(b)

keep a record of the proceedings of such meetings;

(c)

prepare an Annual Report of the Home for each financial year.

6.16

The Treasurer shall:

(a)

Be responsible for the funds of the Home.

(b)

Keep an account of all monetary transactions and shall be responsible for their correctness.

(c)

Report on the financial status of Home and present audited financial reports at Board meetings.

(d)

Not hold office in the Audit Committee.

6.17

For proper administration of the Home, the Board appoint such person(s) whether on a remuneration basis or otherwise as it may from time to time deem necessary. Board members may receive remuneration, allowances or honorarium for holding office or for their services as Board members as may be permitted by the relevant authorities under the relevant rules and regulations.

6.18

The Board shall be responsible for the proper and smooth operation of the Home. The Board shall also ensure that the accounts are duly audited as soon as possible after the close of the financial year and that a copy of the audited statements of accounts should be forwarded to the relevant authority.

6.19

The Board shall have the power to remove the Board member who is appointed by the Board, in consultation with the SASCO Ltd COM, before the expiration of his period of office and may appoint another person in his stead.

Board Meetings

7.1

A Board Meeting shall be held at least once every two (2) months after giving at least seven (7) days’ notice to Board Members.

7.2

At least half of the Board members must be present to form a quorum and for the meeting proceedings to be valid. This will include Board members who participate in the meeting via telephone or video conferencing.

7.3

Voting at Board meetings shall be by show of hands unless the meeting decides otherwise by a majority vote for a secret ballot. Each Board member shall have one vote.

7.4

Board Members who are not present at a meeting may write in prior to the meeting or call in during the meeting to vote on resolutions or required decisions circulated prior to the meeting.

7.5

The Chairman of the Board meeting shall have a casting vote, i.e. second vote, in the event of a tie in the votes.

Circular Resolutions

8.1

The Board may by a circular resolution decide on any matters of Home as stated within its powers under this Constitution. Such circular resolutions shall be as effective as a resolution passed at a Board meeting duly convened and held.

8.2

The Secretary or CEO shall circulate such resolutions for the Board Members’ approval upon the request by any of the Board Member who shall have a seconder for the same.

8.3

The circulation of such resolution(s) shall be relayed to Board Members by any acceptable means of communication adopted by the Board, including via email.

8.4

A circular resolution shall be carried upon acceptance by a simple majority of members from the Board and shall be tabled and ratified at the following Board meeting.

Chief Executive Officer (CEO)

9.1

The Board may appoint a Chief Executive Officer (CEO) or an equivalent to lead the Home management and secretariat staff.

9.2

The CEO shall hold office on the terms and conditions, including as to remuneration, and with the powers, duties and authorities, determined by the Board.

9.3

The exercise of the CEO’s powers and authorities, and the performance of the CEO’s duties, shall always be subject to the discretion of the Board.

9.4

The role of the CEO will be to implement the strategies, plans and policies approved by the Board and to be responsible for the management and direction of Home.

9.5

The CEO shall attend all Board meetings, subject to a determination otherwise by the Board. The CEO shall not have a vote at these meetings but may speak on any matters where required.

9.6

Subject to the terms and conditions of the appointment, the Board may suspend or remove the CEO from that office.

Audit and Financial Year

10.1

A firm of Public Accountants and Chartered Accountants, whose appointment shall be approved by the Board for the next two (2) financial years and shall be eligible for reappointment.

10.2

The auditor shall be changed at least once every 5 years, whether to another auditor from the same auditing firm or company or to another auditor from a different auditing firm or company.

10.3

The auditors may be required by the Chairman to audit Home’s accounts for any period within their tenure of office at any date and make a report to the Board.

10.4

The auditors will be required to audit each financial year’s accounts and present a report upon them to the Audit Committee and the Board.

10.5

Home’s financial year shall be from 1st January of each year to 31st December the same year.

Conflict of Interest

11.1

Board members shall act in the best interests of Home, and the Board shall set clear policies, procedures and take appropriate measures to declare, prevent and address any conflict of interest that may arise.

11.2

Whenever a member of the Board is in any way, directly or indirectly, has an interest in a transaction or project or other matter to be discussed at a meeting, the member shall disclose the nature of his interest before the discussion on the matter begins. The Board Member concerned shall then offer to withdraw and leave the meeting and not participate in the discussion or vote on the matter. The Board shall decide if this should be accepted.

Trustee

12.1

The trustees of the Home shall be appointed by the Committee Board.

12.2

All immovable properties and investments of the Home shall be vested in the Trustee.

12.3

The Trustee of the Home shall hold, sell, transfer, lease, mortgage, charge or otherwise dispose of, encumber or deal with the immovable properties and investments of the Home in such manner as the Board shall from time to time direct.

12.4

The Trustees of the Home shall not effect any sale or mortgage of property without the prior approval of the Board.

12.5

The address of each immovable property, name of each trustee and any subsequent change must be notified to the Commissioner of Charities.

12.6

Any change affecting the trusteeship shall be notified to the Commissioner of Charities.

Funds

13.1

If necessary, the SASCO Limited COM may, after obtaining the necessary approval from the necessary approval from the relevant authorities, organise fund-raising activities to solicit for donations or otherwise in aid of the SASCO Senior Citizens’ Home Fund.

The funds of the Home shall consist of:-

(a)

Unrestricted Funds; and

(b)

Restricted Funds.

13.2

The use of the Home’s funds shall be in line with the objects of the Home.

13.3

The funds of the Home may be invested in accordance with its Investment policy or the governing instruments of the Home.

13.4

The signing mandate for payments via cheque or online banking platform shall be (Chairman, Treasurer, Secretary and CEO as authorised signatories):

(a)

Any two (2) of the authorised signatories for any payment of up to $3000.

(b)

Any three (3) of the authorised signatories for any payment in excess of $3000.

(c)

For online approvals, any three (3) of the authorised signatories and for amounts up to $1,000,000.00.

Annual Report

14.1

The Annual Report of the Home covering its proceedings during each Financial Year shall be approved by the Board.

Execution of Agreements

15.1

All agreements required to be executed on behalf of the Home shall be signed by the Chairman and/or Secretary of the COM or may be delegated to the Chairman and/or Secretary of the Board or any executive staff delegated by the COM and the Board.

Prohibitions

16.1

Gambling of any kind, excluding the promotion or conduct of a private lottery which has been permitted under the Private Lotteries Act Cap 250, is forbidden on Home’s premises. The introduction of materials for gambling or drug taking and of bad characters into the premises is prohibited.

16.2

The Home shall not indulge in any political activities or allow its funds and premises to be used for political purposes or any purposes which are not for the furtherance of the objects of the Home.

16.3

The funds of the Home shall not be used to pay the fines of members who have been convicted in the court of law.

16.4

The Home shall not engage in any trade union activity as defined in any written law relating to trade unions for the time being in force in Singapore.

16.5

The Home shall not hold any lottery, whether confined to members or not, in the name of Home or of its office-bearers, Board or members unless with the prior approval of the relevant authorities.

Media Relations

17.1

Only the Chairman (of Board) or CEO, or his delegate, shall be authorised to give press releases relating to matters concerning matters of the Home subject to the approval of Chairman, COM.

Amendments to By-Laws (Constitution)

18.1

Any proposed amendments to this Constitution or incorporation of any new rules, repeal or amendment of existing rules shall have the prior approval of the Board, in consultation with the COM.

18.2

Such alterations, amendments or additions/deletions shall only take effect after the approval from the Commissioner of Charities has been received.

Cessation of Charity Status

19.1

In the event that the Home ceases to be a registered charity under the Charities Act, all debts, liabilities legally incurred on behalf of the Home shall be fully discharged, and the remaining funds will be donated to other organisation(s) or Institution(s) of a Public Character, when the Home is an Institution of a Public Character, as the case may be, with similar objectives in Singapore which are registered under the Charities Act as the members of SASCO Ltd may determine at the General Meeting of SASCO Ltd, unless otherwise allowed by the Commissioner of Charities. The choice of such organisations can be decided by the Board in consultation with the COM.

Dissolution

20.1

The Home shall not be dissolved except with the consent of the Board, in consultation with the COM.

20.2

In the event of the Home being dissolved as provided for under the provisions of 18.1, all debts and liabilities properly incurred by or on behalf of the Home shall be fully discharged in the remaining asset of the Home shall be distributed to an Institution or Institutions of a Public Character with similar objectives that are registered under the Charities Act.

20.3

Notice of the dissolution of the Home shall be given to the Commissioner of Charities within seven (7) days of the decision taken by the Board to dissolve the Home.

Matters Not Provided For

21.1

In all matters not provided for in this Constitution, the decision of the Board shall be final, in consultation with the COM.

Approved for Submission: Chairman, Farihullah s/o A W Safiullah

Date: 12 September 2023

Approved by Commissioner of Charities in 2023

Board of Directors (BOARD) Terms of Reference

Purpose

1.1

The Board of Directors (“BOARD”) is collectively responsible for oversight of SASCO Senior Citizens’ Home (“HOME”) to meet its objectives while ensuring the Board’s compliance to relevant governing instruments, laws and regulations.

1.2

The Terms of Reference assists the BOARD and the management in identifying a clear division of responsibilities.

Mandate

2.1

The BOARD may exercise all powers of HOME, subject to its governing instruments and relevant laws and regulations.

2.2

The BOARD’s Terms of Reference shall be subject to prevailing governing instruments, applicable laws, and regulatory guidelines.

2.3

The BOARD may delegate powers and authorities to any committee, task force or persons via a BOARD resolution but shall remain fully accountable for HOME.

2.4

The BOARD authorises the management to manage the day-to-day operations of HOME in accordance with the directions as set out by the BOARD.

2.5

The BOARD shall appoint the internal and external auditors of HOME, or any other professional advisers where appropriate and necessary.

Roles and Responsibilities

3.1

The BOARD’s responsibilities include the following:

Strategy

The BOARD shall set out the strategies for the achievement of HOME’s objectives. The strategies should be made in consultation with the management and shall be reviewed by the BOARD from time to time, or at least once a year. The strategies are implemented by the management and overseen by the BOARD.

Risk Management

The BOARD shall determine HOME’s risk appetite, risk tolerance and shall identify, monitor, review and address HOME’s key risks, at least once every year.

ii.

The BOARD shall ensure that management has put in place strong internal controls with documented procedures over financial, operational, compliance, and information technological aspects.

iii.

The BOARD shall conduct an annual assessment of the adequacy and effectiveness of these internal controls, through the help of in-house, co-sourced or outsourced internal audit functions, at HOME’s expense.

iv.

The BOARD shall approve key policies to guide the operating activities of HOME.

The BOARD must establish an Audit committee (AC) to assist the BOARD in facilitating the internal and external audit of HOME, as well as other responsibilities defined by HOME.

Finance

The BOARD shall establish a Finance Policy, with documented controls and procedures for financial matters in key areas, including procedures and controls in procurement, receipting, payment processes, as well as system for the delegation of authority and limits of approval in HOME.

ii.

The BOARD shall review and approve the capital and operating budgets and plans prepared by the management, and regularly monitor the expenditure and outcomes of these plans.

iii.

The BOARD shall monitor the financial status of HOME and ensure financial sustainability required to carry on HOME’s activities for the long term. Where necessary, the BOARD shall review and approve financing options presented by the management.

iv.

The BOARD shall ensure the proper accountability of funds and immediately address any financial irregularities or concerns.

The BOARD shall ensure that financial reports are true and fair and contain adequate and necessary information for stakeholders.

vi.

The BOARD must establish a Finance Committee (FC) to assist the BOARD in leading the finance agenda and other agenda defined by HOME. The FC is usually chaired by the BOARD Treasurer. The FC Chair should not concurrently assume the role of an AC Chair. (See para 6.3)

Programmes and Services

The BOARD shall oversee new programmes being developed and monitor the efficiency and effectiveness of these programmes in meeting HOME’s objectives.

ii.

The BOARD may establish a Programme and Services committee to assist the BOARD in overseeing the operations of HOME’s programmes and services. (See para 6.3)

Fund-raising

The BOARD shall approve fund-raising plans and targets prepared by the management and ensure that these efforts are legal, ethical, appropriate, cost-effective and transparent.

ii.

The BOARD shall provide oversight over HOME’s fund-raising initiatives and assess whether such initiatives are adequate to contribute to the financial sustainability of HOME.

iii.

Paid third-party fund-raisers shall be engaged with prudence. Such appointments should be reviewed and approved by the BOARD, considering in particular the rationale and fee arrangements (including commissions payable) involved.

iv.

The BOARD shall account to donors what, how and when the funds would be used, ensuring timely disclosures.

The BOARD shall ensure that all money raised is properly accounted and safeguarded. Where the money is received for a restricted or specific purpose, the BOARD shall ensure proper monitoring and limits set for the use of such money.

vi.

The BOARD shall ensure that donors’ confidentiality is protected, with no disclosure without their written permission.

vii.

The BOARD may establish a Fund-raising Committee to assist the BOARD in overseeing overall fund-raising efforts. (See para 6.3)

Human Resource (HR)

The BOARD shall determine the Code of Conduct for BOARD Members, staff and volunteers.

ii.

The BOARD shall ensure that there is an adequate process with documented procedures for BOARD Members and staff to declare potential or actual conflict of interest to the BOARD in a timely manner.

iii.

The BOARD shall ensure that there is a fair process for determining the remuneration of staff, in order to assist HOME in attracting, retaining and motivating staff.

iv.

The BOARD shall approve documented HR policies, including recruitment, background checks, insurance coverage, rewards, training and development, performance appraisal, resignation and termination, staff claims, as well as disciplinary process.

The BOARD shall approve documented volunteer management policies.

vi.

The BOARD may establish a HR Committee to assist the BOARD in the review and authorisation of HR matters. (See para 6.3)

Investments

The BOARD shall develop an investment policy, with clear and specific guidelines and procedures. This policy may be developed and drafted with counsel from qualified professional investment advisors where necessary.

ii.

The BOARD shall determine HOME’s investment objective, risk tolerance, types of investment instruments and investment horizon.

iii.

The BOARD shall consider the use of investments to contribute to the financial sustainability of HOME.

iv.

The BOARD shall review and approve investment proposals prepared by management, and/or investment consultants.

The BOARD shall ensure periodic reporting, at least semi-annually, of the investment performance of existing investments.

vi.

The BOARD shall review all existing investments at least once a year, or as and when the investment losses reach the defined stop-loss threshold of the BOARD; to decide if the investment should be withdrawn, reallocated or maintained at status quo.

vii.

The BOARD may establish an Investment Committee to assist the BOARD in directing and monitoring HOME’s investments in line with established objectives and risk parameters. (See para 6.3)

Nomination and Appointment

4.1

The BOARD shall review the BOARD composition, at least once annually, or as necessary, to ensure that the BOARD has a majority of independent directors and the required expertise within the BOARD. The BOARD shall actively plan for the succession of key office bearers such as the Chair, the Treasurer, the Secretary and the Executive Head.

4.2

The BOARD may establish a Nominating Committee to assist the BOARD in facilitating a formal and transparent process in the appointment and reappointment of BOARD Members. (See para 6.3)

4.3

HOME shall appoint the BOARD Members and the appointment letters shall be issued by SASCO Limited.

[inserted Aug 2023]

Composition

5.1

The BOARD shall be of an appropriate size and comprise directors with a collective mix of appropriate skillsets, independence and diversity, to allow the BOARD to discharge its duties effectively.

5.2

The BOARD should be made up of at least three directors, as required under the Charities (Registration of Charities) Regulations. In addition, the Regulations require at least two directors to be Singapore citizens or permanent residents. Where HOME is a “large charity” under the Charities (Large Charities) Regulations, the Regulations require at least 10 directors to be on the BOARD.

5.3

Where the composition of the BOARD falls below 10 in number of Directors, the BOARD shall proactively inform the Sector Administrator (in accordance with the Code of Governance 2023) and work towards getting the appropriate replacement(s) of BOARD members in accordance with the HOME’s By-Laws (para 6).

5.4

The number of non-executive Members on the BOARD should be the higher of three and such number that would allow the non-executive Members to make up the majority of the BOARD. This number enables the BOARD to form BOARD committees such as the AC, where best practice calls for the AC to have at least three Members; all of whom are independent from staff.

[inserted Sep 2023]

5.5

The Chair of the BOARD should be independent and not be the same person as the Executive Head / Chief Executive Officer.

Ad Hoc (Subject Matter) (SM) Committee

6.1

To assist Management for a more efficient and effective decision-making, the Chair of the BOARD shall have the discretion to form an SM Committee, comprising key BOARD members or members with the relevant expertise, as and when necessary, to render the decision(s) as required by Management, for the subject matter, in a timely manner.

6.2

Such decision(s) made, shall be conveyed back to the BOARD at the regular BOARD meetings, for proper records and documentation.

6.3

This SM Committee can be in place of the various Sub-Committees, except for the Audit Sub Committee.

6.4

There shall be a ‘Terms of Reference’ for the SM Committee, which would have been approved by the BOARD.

Meetings

7.1

It is recommended that the BOARD should meet at least four times a year.

7.2

BOARD Members should make every effort to attend all BOARD meetings.

7.3

Seven calendar days’ notice, or such shorter notice as may be agreed by the BOARD, shall be given by the Secretary to the intended attendees of the meeting, specifying the agenda, time, and venue of the BOARD meeting.

7.4

The quorum for a BOARD meeting is at least half of the BOARD Members, with the majority of the quorum being BOARD Members independent from staff.

7.5

Non-BOARD Members would not count towards the quorum.

7.6

Where a BOARD Member has recused himself or herself from any part of the meeting, the BOARD Member shall not be counted in the quorum for that part of the meeting.

7.7

The Chair of the meeting shall be the BOARD Chair. In the absence of the BOARD Chair, a non-executive and independent BOARD Member shall be the Chair of the meeting. Typically, the Vice-BOARD Chair would assume the role in the absence of the BOARD Chair.

7.8

Only BOARD Members can vote in BOARD meetings.

7.9

Every matter shall be determined based on the majority of votes. Voters shall also comprise a majority of BOARD Members independent from staff. Every BOARD Member is only allowed one vote subject to HOME’s By-Laws.

7.10

Minutes and resolutions of all proceedings of the BOARD meeting shall be recorded by the Secretary and circulated to the BOARD.

7.11

Prior to circulation, the minutes are to be confirmed by the Chair of the meeting. Such confirmation may be evidenced in writing or by electronic means.

7.12

The minutes and resolutions shall be kept by the Secretary and made accessible to all BOARD Members.