Our Group Chief Executive Officer

As we enter and leave 2025, we complete a milestone in our strategic planning journey. The three-year roadmap we charted at the end of 2022 has taken calculated turns as we navigated the ever-changing eldercare landscape. Yet, every challenge strengthened our resolve.

By 2026, Singapore will become a ‘super-aged’ nation with almost one million seniors aged 65 and above. We are closing in on that reality. The question is clear: how will SASCO continue to deliver the best in eldercare?

Digital technology confronted us head-on, and we embraced it wholeheartedly—Virtual Reality for therapy and engagement, ‘guardian angel’ sensors to monitor behavioural changes in seniors living alone, and mobile apps to stay connected.

Looking ahead, AI-assisted systems will become essential as we manage care for nearly 20,000 seniors under our charge. Our appointment as an Integrated Community Care Provider (ICCP) for two sub-regions—Sengkang-Seletar and Bedok—speaks volumes about the trust placed in our capabilities and the tireless efforts of our Centre Management team.

Yet, this is only the beginning.

At our Day Care centres, the ‘Butterfly Approach’ took flight, transforming dementia care into a proactive, person-centred model. By the end of 2025, all our four senior care centres will have been accredited under the ‘Butterfly Approach’ model of care, and we stand ready to extend this model to the wider community, as needed.

Coming to SASCO should feel like coming home.

Another mark of progress – our IPC status was renewed for another twenty-two (22) months in December 2025.

Moving forward, our mid-term plan (MTP) will transition into Project PDCA; four strategic thrusts will be streamlined into two – ‘Holistic Programmes’ and ‘Excellent Organisation’.

As always, the invaluable support of our BOARD (SASCO Home) and the Committee of Management (SASCO Limited), has been our pillar of strength and inspiration.

Our vision is clear; our mission is clearer. Our journey continues.