Volunteerism is emerging as a key driver in reinforcing Singapore’s social compact - a shared responsibility across the public, private, and people sector to build an inclusive and resilient society. Recognising this, the Singapore Volunteer Management Conference 2025 (SVMC) on Mar 28 was a platform not just for dialogue, but for action, spotlighting volunteerism as a strategic force in nation-building.
Deputy prime minister Heng Swee Keat, who officiated the event’s opening, underlined the vital role of volunteerism in fostering solidarity and cohesion.
He notes: “Preserving and deepening this sense of solidarity remains a constant work-in-progress. A cohesive society must never be taken for granted. In many other parts of the world today, we see societies growing increasingly divided and fractured, and differences between groups becoming sharper.”
Heng called on Social Service Agencies (SSAs) and corporates alike to step up efforts in growing and sustaining volunteer participation - an essential way to nurture this sense of unity. Structured volunteerism, supported by robust systems and leadership, ensures a consistent and meaningful contribution from all segments of society.
The rise of corporate volunteerism in Singapore
To deepen this commitment, the National Council of Social Service (NCSS) has set a bold goal: by 2030, the proportion of regular volunteers from one in three will be raised to one in two. The strategy lies in developing sound volunteer management practices and hiring professional volunteer managers to design well-matched roles, structured pathways, and sustained engagement.
One such initiative is Project V, a collaboration between NCSS and the National Volunteer and Philanthropy Centre (NVPC). It connects companies with SSAs in need of recurring volunteer support. After facilitating 40 partnerships between 2023 and 2024, the programme now aims to onboard more than 150 corporate partners over the next three years. Already, over 4,400 volunteers have contributed 12,000 hours, a signal of growing corporate buy-in to structured, long-term volunteering.
NCSS’ push for corporate volunteerism aligns with its broader role as the sector developer for social service. Corporate volunteers offer more than just additional manpower; they bring expertise, innovation, and resources that elevate the sector’s capacity.
“With regular volunteers augmenting the workforce, our social service professionals can continue to focus on delivering specialised care to those in need. We encourage more of such partnerships to strengthen the sector,” says Tan Li San, Chief Executive Officer of NCSS.
To scale such partnerships effectively, NCSS has introduced guidelines for professional volunteer management and outcome measurement. Programmes like the Volunteer Management (VM) Champions initiative shine a spotlight on sector leaders who drive best practices.
As NCSS leverages a growing desire among corporates to ‘do good and do well’, it is placing greater emphasis on long-term, structured volunteer efforts—like Project V—that bridge companies and community needs.
Cheong was given the title of NCSS’s volunteer management (VM) champion in 2022. Photo: Albert Chua/ The Edge Singapore
One example of this in action is HCSA Community Services. At HCSA, volunteer and community engagement manager Cheong Jun Jie oversees both volunteer recruitment and stakeholder partnerships across the public, private, and people (3P) sectors. These partnerships are crucial to the sustainability of volunteer programmes.
Cheong shares that post-Covid, volunteerism in Singapore has shifted meaningfully. “Before Covid, it was seen as a one-off school activity. Now, we see professionals signing up to contribute their skills, sometimes virtually, across causes like mental health, education, and eldercare.”
He adds that while participation is up, challenges like time constraints and busy work schedules still limit working adults. “That’s where structured corporate programmes help. When companies get involved, they create the time, space, and culture for their employees to give back.”
Unlike individual donors, corporate partners bring a powerful mix of resources: manpower, funding, in-kind support, and professional expertise. A case in point is HCSA’s collaboration with Cushman and Wakefield (C&W) via Project V. “We pitched opportunities suited for corporate volunteers. C&W took it up, and from there we aligned goals and built a meaningful partnership,” says Cheong.
He emphasises the importance of long-term planning: “A volunteering programme must fit within corporate realities—budgets, timing, manpower—while also meeting real on-the-ground needs.”
At C&W Services, workplace experience executive Marc Fritz Magboo shares that volunteerism has become integral to the company’s DNA- and not just as a corporate social responsibility add-on. “Project V gave us a structured approach. They linked us with SSAs, and we worked out a plan—from frequency to volunteer headcount,” he explains.
Initially, participation was mandated, coordinated by a centralised CSR committee that handled recruitment and rostering. “But over time, a culture of volunteerism took root,” he shares. “Now, our staff sign up voluntarily—making the experience even more special.”
Magboo believes that while participation was initially structured, the interactions between volunteers and service users' beneficiaries remained genuine. Photo: Albert Chua/ The Edge Singapore
Magboo adds that the experience strengthens industry relationships too. Through Project V’s conferences and learning sessions, C&W has built ties with other companies and SSAs, paving the way for more partnerships.
NCSS charts the way for purpose-driven business giving
Companies keen to track and improve their community efforts can turn to the NCSS sustainable philanthropy framework, which provides businesses with structured guidance on aligning giving with core values, and metrics to measure social impact. Key indicators include total volunteer hours, staff participation rates, donations as a percentage of revenue, and beneficiary outcomes.
The framework encourages businesses to align their purpose with long-term social outcomes- fostering shared value between stakeholders, employees, and the community.
Magboo says that working with HCSA has made corporate volunteering deeply rewarding: “It’s the emotional impact that lingers. We know we’ve made them feel seen and cared for.”
As Singapore strengthens its social compact, businesses must play their part—not just as donors, but as long-term partners in community development. By adopting the sustainable philanthropy framework, companies can structure their volunteer efforts for maximum impact, align them with business goals, and foster a culture of purpose and giving within their workforce.
Learn more about the NCSS Sustainable Philanthropy Framework and how you can partner us in the social service ecosystem through SGSHARE.
For any queries, please reach out to ncss_comchest@ncss.gov.sg.
Explore how your organisation can begin volunteering in social service.
