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The Company as an Institution of a Public Character (IPC) is committed to good governance and management practices as it seeks to comply with Charity and IPC regulations and Code of Governance for Charities and Institutions of a Public Character (Code). The Company has complied with the relevant guidelines as stipulated in the Code. The Company will submit the online Governance Evaluation Checklist together with the audited accounts and annual report for the year. The annual submissions are available for viewing in the Charity Portal at www.charities.gov.sg.

1. Nomination and Appointment of Board of Directors

The Nomination Committee shall review the composition of the Board to ensure that the Board has an appropriate balance of independent Board members with appropriate expertise, skills, attributes, diversity and ability; to identify and nominate potential board member candidates to be elected as members of the board. The Board conducts self-evaluation to assess its performance and effectiveness.

The Board of the Company shall have at least ten (10) Directors and such other number as the Board may determine from time to time. Majority of the Board shall be Singapore Citizens, and at least half of the Board shall be independent directors. So far as the Company is an Institution of Public Character, at least half of the Board shall also be independent, as defined by the Charities (Institutions of a Public Character) Regulations. The Board of Directors need to be adequately represented from the various sections of the Chinese community in Singapore, in meeting the objectives of the Company.

A director shall serve a term of three (3) years. All directors, except the Honorary Treasurer, may be re-elected to the same or related post upon the expiry of each term of office, provided that the Chairman shall not hold his office for more than three (3) consecutive terms. 

All the directors are volunteers and receive no remuneration from the Company. 

2. The Governing Board

The Board’s role is to provide strategic direction and oversight of Singapore Chinese Cultural Centre’s programmes and objectives and to steer the charity towards fulfilling its vision and mission through good governance. The management team led by the CEO has the executive role of managing SCCC, and is responsible for implementing strategies, policies and business practices. At all times, the Board has ready access to the management team, as well as SCCC’s internal and external auditors. The SCCC’s Board of Directors has collective responsibility for the following:

  1. provide advice on strategic directions;
  2. ensure that the necessary resources are in place for SCCC to meet its objectives;
  3. establish a framework of prudent and effective controls which enables risks to be assessed and managed;
  4. establish a corporate governance framework that ensures optimal use of public and donated funds provided to SCCC; and
  5. review Management’s overall performance.

3. Board Meetings

The Board meets quarterly during the year and has met on the following dates:

  •       24 Apr 2024
  •       24 Jul 2024
  •       30 Oct 2024
  •       22 Jan 2025

Current Board Members

 

Name

No. of meetings attended (4)

Appointed as at

1

Ng Siew Quan (Chairman, 1 Oct 2022) *

4/4

18 Jul 2013

2

Tan Cheng Gay (Honorary Treasurer, 1 Oct 2022)

4/4

1 May 2015

3

Daniel Chan Choong Seng

4/4

1 Oct 2019

4

William Leong Sin Yuen

3/4

1 Oct 2019

5

Pang Lim

4/4

1 Oct 2019

6

Tham Loke Kheng

3/4

1 Oct 2019

7

Joy Tan Whei Mien

4/4

7 Nov 2019

8

Goh Sin Teck

3/4

1 Oct 2022

9

Low Eng Teong

3/4

1 Oct 2022

10

Lim Hock Chee

4/4

1 Oct 2022

11

Zhou Zhaocheng

3/4

1 Oct 2022

12

Heng Boey Hong

2/4

14 Oct 2022

13

Jimmy Toh Yong Leng

4/4

1 Jan 2023

14

Chang Hwee Nee

2/4

1 Aug 2024

15

Zed Teo Zi-Ming

2/4

1 Aug 2024

 

* Past Charity Board Appointments – Honorary Treasurer 1 Oct 2019

None of the directors served for more than 10 years except one director who has served more than 10 years as at 31 March 2025. The Company’s Chairman, Ng Siew Quan, has a sound understanding of the Company and he has served on the board of the Company since its founding. His familiarity and connections with the Chinese community, as well as his strong corporate audit and governance expertise, would be crucial in steering the Company and ensuring a smooth transition in view of the leadership change at the Company.

We express our sincere appreciation to the following Board Members for their service, as they step down from the Board.

  1. Shaun Goh Shiao Sing (stepped down, 31 July 2024)
  2. Alvin Tan Tze Ee (stepped down, 2 June 2024)

4. Volunteer Management

The Company has established  a volunteer handbook, to give an overview of SCCC’s volunteer management policies and procedures such as volunteering opportunities, code of conduct, volunteer recruitment, benefits and recognition, and learning and development. SCCC aims to create meaningful and enriching volunteering experience for our volunteers.

5. Conflicts of interest

The Company has established  a policy for Conflict of Interest and Declaration to ensure that members act in the best interest of the Company.

“Member’’ refer to a board member or management or staff or volunteer of the Company.

The declarations of interest are updated in written form annually and  whenever any change occurs.

Whenever a Member  or a person connected with a Member 1 has a personal interest in a matter to be discussed in a meeting, the Member  or connected person must:

  • Declare an interest before the discussion on the matter begins;
  • Withdraw from the meeting for that item and not participate in the discussions;
  • Not be counted in the quorum during that part of the meeting; and
  • Withdraw during the vote and have no vote on the matter.

1 A person is connected with a Member  if that person is a child, sibling, parent, spouse, spouse’s parent, spouse’s sibling, grandparent or grandchild of such Member .

The discussion and final decisions on the matter should be documented in the minutes of the meeting.

6. Whistleblowing Policy

The Whistleblowing Policy aims to provide an avenue for SCCC directors, employees and external parties to bring to attention of the Audit and Risk Committee, any misdeed, impropriety committed by directors and employees, and offer reassurance that they will be protected from reprisals or victimisation for whistleblowing in good faith.

7. Privacy Policy

The Company is committed in safeguarding the personal data and to treat, manage, protect and process personal data properly and professionally.

8. Disclosure and Transparency

The annual report is prepared to include information on its programmes, financial position, governance, board, and management.

Audited financial statements are available on SCCC’s website and information on SCCC’s financial position can also be found on the Commissioner of Charities website.

The annual remuneration of the Company’s three  highest-paid employees are disclosed in  bands of $100,000  as follows:

Remuneration Band

31 March 2025

31 March 2024

$200,001 to $300,000

2

2

$100,000 to $200,000

1

1

There is no paid staff who is a close member of the CEO or Board members receiving more than $50,000 during the financial year.

No staff is involved in setting his own remuneration.

The Company did not make any loan  to any third parties.

Governance Evaluation Checklist (GEC)

Advanced Tier 2

SN

Call for Action

Code ID

Did the charity put this principle into action?

Principle 1: The charity serves its mission and achieves its objectives.

1

Clearly state the charitable purposes (For example, vision and mission, objectives, use of resources, activities, and so on) and include the objectives in the charity’s governing instrument. Publish the stated charitable purposes on platforms (For example, Charity Portal, website, social media channels, and so on) that can be easily accessed by the public.

1.1

Yes

2

Develop and implement strategic plans to achieve the stated charitable purposes.

1.2

Yes

3

Have the Board review the charity’s strategic plans regularly to ensure that the charity is achieving its charitable purposes, and monitor, evaluate and report the outcome and impact of its activities.

1.3

Yes

4

Document the plan for building the capacity and capability of the charity and ensure that the Board monitors the progress of this plan.

 “Capacity” refers to a charity’s infrastructure and operational resources while “capability” refers to its expertise, skills and knowledge.

1.4

Yes

  

SN

Call for Action

Code ID

Did the charity put this principle into action?

Principle 2: The charity has an effective Board and Management.

5

The Board and Management are collectively responsible for achieving the charity’s charitable purposes. The roles and responsibilities of the Board and Management should be clear and distinct.

2.1

Yes

6

The Board and Management should be inducted and undergo training, where necessary, and their performance reviewed regularly to ensure their effectiveness.

2.2

Yes

7

Document the terms of reference for the Board and each of its committees. The Board should have committees (or designated Board member(s)) to oversee the following areas*, where relevant to the charity:
 a. Audit
 b. Finance

 * Other areas include Programmes and Services, Fund-raising, Appointment/ Nomination, Human Resource, and Investment.

2.3

Yes

8

Ensure the Board is diverse and of an appropriate size, and has a good mix of skills, knowledge, and experience. All Board members should exercise independent judgement and act in the best interest of the charity.

2.4

Yes

9

Develop proper processes for leadership renewal. This includes establishing a term limit for each Board member. All Board members must submit themselves for re-nomination and reappointment, at least once every three years.

2.5

Yes

10

Develop proper processes for leadership renewal. This includes establishing a term limit for the Treasurer (or equivalent position).

 For Treasurer (or equivalent position) only:

 a. The maximum term limit for the Treasurer (or equivalent position like a Finance Committee Chairman, or key person on the Board responsible for overseeing the finances of the charity) should be four consecutive years. If there is no Board member who oversee the finances, the Chairman will take on the role.

 i. After meeting the maximum term limit for the Treasurer, a Board member’s reappointment to the position of Treasurer (or an equivalent position may be considered after at least a two-year break.

 ii. Should the Treasurer leave the position for less than two years, and when he/she is being re-appointed, the Treasurer’s years of service would continue from the time he/she stepped down as Treasurer.

2.6

Yes

11

Ensure the Board has suitable qualifications and experience, understands its duties clearly, and performs well.

 a. No staff should chair the Board and staff should not comprise more than one-third of the Board.

2.7

Yes

12

Ensure the Management has suitable qualifications and experience, understands its duties clearly, and performs well.

 a. Staff must provide the Board with complete and timely information and should not vote or participate in the Board’s decision-making.

2.8

Yes

13

The term limit for all Board members should be set at 10 consecutive years or less. Re-appointment to the Board can be considered after at least a two-year break.

 For all Board members:
 a. Should the Board member leave the Board for less than two years, and when he/she is being re-appointed, the Board member’s years of service would continue from the time he/she left the Board.

 b. Should the charity consider it necessary to retain a particular Board member (with or without office bearers’ positions) beyond the maximum term limit of 10 consecutive years, the extension should be deliberated and approved at the general meeting where the Board member is being re-appointed or re-elected to serve for the charity’s term of service. (For example, a charity with a two-year term of service would conduct its election once every two years at its general meeting).

 c. The charity should disclose the reasons for retaining any Board member who has served on the Board for more than 10 consecutive years, as well as its succession plan, in its annual report.

2.9a
 2.9b
 2.9c

Yes

14

For Treasurer (or equivalent position) only:

 d. A Board member holding the Treasurer position (or equivalent position like a Finance Committee Chairman or key person on the Board responsible for overseeing the finances of the charity) must step down from the Treasurer or equivalent position after a maximum of four consecutive years.

 i. The Board member may continue to serve in other positions on the Board (except the Assistant Treasurer position or equivalent), not beyond the overall term limit of 10 consecutive years, unless the extension was deliberated and approved at the general meeting – refer to 2.9.b.

2.9d

Yes

 

SN

Call for Action

Code ID

Did the charity put this principle into action?

Principle 3: The charity acts responsibly, fairly and with integrity.

15

Conduct appropriate background checks on the members of the Board and Management to ensure they are suited to work at the charity.

3.1

Yes

16

Document the processes for the Board and Management to declare actual or potential conflicts of interest, and the measures to deal with these conflicts of interest when they arise.

 a. A Board member with a conflict of interest in the matter(s) discussed should recuse himself/herself from the meeting and should not vote or take part in the decision-making during the meeting.

3.2

Yes

17

Ensure that no Board member is involved in setting his/her own remuneration directly or indirectly.

3.3

Yes

18

Ensure that no staff is involved in setting his/her own remuneration directly or indirectly.

3.3

Yes

19

Establish a Code of Conduct that reflects the charity’s values and ethics and ensure that the Code of Conduct is applied appropriately.

3.4

Yes

20

Take into consideration the ESG factors when conducting the charity’s activities.

3.5

Yes

 

SN

Call for Action

Code ID

Did the charity put this principle into action?

Principle 4: The charity is well-managed and plans for the future.

21

Implement and regularly review key policies and procedures to ensure that they continue to support the charity’s objectives.

 a. Ensure the Board approves the annual budget for the charity’s plans and regularly reviews and monitors its income and expenditures (For example, financial assistance, matching grants, donations by board members to the charity, funding, staff costs and so on).

4.1a

Yes

22

Implement and regularly review key policies and procedures to ensure that they continue to support the charity’s objectives.

 b. Implement appropriate internal controls to manage and monitor the charity’s funds and resources. This includes key processes such as:

 i. Revenue and receipting policies and procedures;
 ii. Procurement and payment policies and procedures; and
 iii. System for the delegation of authority and limits of approval.

4.1b

Yes

23

Seek the Board’s approval for any loans, donations, grants, or financial assistance provided by the charity which are not part of the core charitable programmes listed in its policy. (For example, loans to employees/subsidiaries, grants or financial assistance to business entities).

4.2

Yes

24

Regularly identify and review the key risks that the charity is exposed to and refer to the charity’s processes to manage these risks.

4.3

Yes

25

Set internal policies for the charity on the following areas and regularly review them:
 a. Anti-Money Laundering and Countering the Financing of Terrorism (AML/CFT);
 b. Board strategies, functions, and responsibilities;
 c. Employment practices;
 d. Volunteer management;
 e. Finances;
 f. Information Technology (IT) including data privacy management and cyber-security;
 g. Investment (obtain advice from qualified professional advisors if this is deemed necessary by the Board);
 h. Service or quality standards; and
 i. Other key areas such as fund-raising and data protection.

4.4

Yes

26

The charity’s audit committee or equivalent should be confident that the charity’s operational policies and procedures (including IT processes) are effective in managing the key risks of the charity.

4.5

Yes

27

The charity should also measure the impact of its activities, review external risk factors and their likelihood of occurrence, and respond to key risks for the sustainability of the charity.

4.6

Yes

 

SN

Call for Action

Code ID

Did the charity put this principle into action?

Principle 5: The charity is accountable and transparent.

28

Disclose or submit the necessary documents (such as Annual Report, Financial Statements, GEC, and so on) in accordance with the requirements of the Charities Act, its Regulations, and other frameworks (For example, Charity Transparency Framework and so on).

5.1

Yes

29

Generally, Board members should not receive remuneration for their services to the Board. Where the charity’s governing instrument expressly permits remuneration or benefits to the Board members for their services, the charity should provide reasons for allowing remuneration or benefits and disclose in its annual report the exact remuneration and benefits received by each Board member.

5.2

Yes

30

The charity should disclose the following in its annual report:

 a. Number of Board meetings in the year; and
 b. Each Board member’s attendance.

5.3

Yes

31

The charity should disclose in its annual report the total annual remuneration (including any remuneration received in the charity’s subsidiaries) for each of its three highest-paid staff, who each receives remuneration exceeding $100,000, in incremental bands of $100,000. Should any of the three highest-paid staff serve on the Board of the charity, this should also be disclosed. If none of its staff receives more than $100,000 in annual remuneration each, the charity should disclose this fact.

5.4

Yes

32

The charity should disclose in its annual report the number of paid staff who are close members of the family of the Executive Head or Board members, and whose remuneration exceeds $50,000 during the year. The annual remuneration of such staff should be listed in incremental bands of $100,000. If none of its staff is a close member of the family of the Executive Head or Board members and receives more than $50,000 in annual remuneration, the charity should disclose this fact.

5.5

Yes

33

Implement clear reporting structures so that the Board, Management, and staff can access all relevant information, advice, and resources to conduct their roles effectively.

 a. Record relevant discussions, dissenting views and decisions in the minutes of general and Board meetings. Circulate the minutes of these meetings to the Board as soon as practicable.

5.6a

Yes

34

Implement clear reporting structures so that the Board, Management, and staff can access all relevant information, advice, and resources to conduct their roles effectively.

 a. The Board meetings should have an appropriate quorum of at least half of the Board, if a quorum is not stated in the charity’s governing instrument.

5.6b

Yes

35

Implement a whistle-blowing policy for any person to raise concerns about possible wrongdoings within the charity and ensure such concerns are independently investigated and follow-up action taken as appropriate.

5.7

Yes

  

SN

Call for Action

Code ID

Did the charity put this principle into action?

Principle 6: The charity communicates actively to instil public confidence.

36

Develop and implement strategies for regular communication with the charity’s stakeholders and the public (For example, focus on the charity’s branding and overall message, raise awareness of its cause to maintain or increase public support, show appreciation to supporters, and so on).

6.1

Yes

37

Listen to the views of the charity’s stakeholders and the public and respond constructively.

6.2

Yes

38

Implement a media communication policy to help the Board and Management build positive relationships with the media and the public.

6.3

Yes