Caring for communities

The Social Service Sector Strategic Roadmap (4ST) is the National Council of Social Service’s (NCSS) guide for empowering individuals, strengthening communities and fostering a more caring and inclusive society. It comprises four strategic thrusts (4ST) that provide actionable steps and best practices for stakeholders to drive organisational growth and sector-wide impact.

As a key component of the 4ST, the Sustainable Philanthropy Framework provides a playbook for all companies to be able to broaden and deepen the way in which they give, volunteer and enact socially responsible business practices. Read on to find out how the framework enabled PSA to take a long-term, strategic approach in advancing greater social change.

In February last year, a group of 120 volunteers comprising representatives from PSA Singapore and five of their shipping partners accompanied seniors from Lions Befrienders for an excursion to River Wonders. The group spent the morning exploring the river-themed wildlife park before sitting down for a lively and convivial lunch, creating a memorable experience for everyone involved.

“We aim to amplify positive change by leveraging our expertise, resources and networks to inspire others to join us in making a difference,” said Ms Ong Chiew Suan, head of corporate communications and commercial for Southeast Asia at PSA. “By bringing more volunteers together, we are able to expand our outreach.”

This excursion was just one of the many corporate social responsibility (CSR) activities organised by PSA Singapore. Widely recognised for its operational excellence, the company has also been making waves in the community through its CSR initiatives.

To encourage broad participation among its volunteers, PSA regularly sends email invitations to its pool of 800 volunteers to sign up for events like the River Wonders excursion. Given the high demand, a ballot system is used, typically selecting 25 to 30 volunteers for each event. With an average of two volunteer activities each month, this approach ensures that a diverse group of employees can participate.

PSA Singapore organises an average of two volunteer activities each month.

The company’s inclusive approach to volunteerism extends to PSA retirees who wish to continue volunteering. PSA provides financial support, such as transport allowance, to ensure that participation among this group remains accessible.

“We want our employees to feel supported, whether they are contributing their time during their careers or after retirement,” said Ms Ong.

“Volunteering allows me to make new friends. I enjoy interacting with the beneficiaries and seeing the smiles on their faces,” said Mr Sreevardhanan Vasu Pillai PBM, a 74-year-old retiree volunteer with PSA. “Through volunteering, I also learn about healthcare tips and caregiving needs – things I can relate to as a senior myself.”

According to Ms Ong Chiew Suan (far right), PSA is committed to supporting those in need.

Aligning philanthropic activities with business goals

As expectations for companies to demonstrate genuine, impactful and sustainable CSR initiatives continue to grow, PSA identified the need for a more structured and strategic approach towards philanthropy. In response, the company adopted the National Council of Social Service’s (NCSS) Sustainable Philanthropy Framework, which provides a clear structure for planning and evaluating its volunteering efforts, ensuring they are aligned with strategic business goals.

Ms Ong said: “In adopting this framework, PSA launched the ‘Doing Good Together’ initiative, encouraging our customers and stakeholders to volunteer together, enhancing the value of our activities.”

PSA also used the framework to further enhance one of its standout CSR initiatives, the Health@Home (H@H) programme, which tackles eldercare challenges by blending corporate volunteerism with practical caregiver training.

Recognising the needs of Singapore’s rapidly ageing population, PSA has made the mental and physical wellness of seniors a cornerstone of its CSR strategy. The H@H programme equips PSA staff with basic caregiving skills to assist not only elderly beneficiaries but also their own families.

“The training helps our volunteers to build confidence in assisting seniors, whether it’s learning how to use a walking aid or safely transferring someone from a wheelchair,” explained Ms Ong.

Since its inception in 2015, the initiative has seen significant growth, expanding from fewer than 100 volunteers to over 800 active participants. Together, these volunteers have contributed over 23,000 hours across more than 700 activities, working with partners like St. Luke's ElderCare, HCA Hospice and Lions Befrienders to create a tangible impact in the community.

Scaling impact through partnerships

A key turning point for PSA’s CSR strategy came when it began involving external business partners in its initiatives. The company has collaborated with other organisations on initiatives like river clean-ups, packing and delivering food for residents in need, and tree planting.

Their efforts have not gone unrecognised. “We’ve seen increased interest from our customers and stakeholders seeking collaboration on volunteering activities,” Ms Ong shared.

The Sustainable Philanthropy Framework played an important role in PSA’s ability to scale these partnerships effectively. In particular, the framework’s structured methodology allowed the company to track and measure outcomes, ensuring that its partnerships deliver tangible benefits to its partners and beneficiaries. From refining existing activities to adopting more rigorous metrics for evaluating success, the goal is to ensure that programmes like H@H continue to deliver meaningful and measurable outcomes for beneficiaries and volunteers alike.

As 2025 marks nearly a decade of H@H, the company is already looking to the future. New partnerships with organisations like the Caregivers Alliance Limited (CAL) are on the horizon, including plans for a one-day course conducted by CAL to train volunteers in supporting individuals with dementia and mental health challenges. Upon completing the course, volunteers will join a caregiver support system, offering ongoing care to both patients and their families.

In addition to training staff in healthcare and eldercare skills, PSA has expanded its focus to include the mental and physical well-being of its employees. Health-related lunchtime talks were organised, developed with the support of the framework.

PSA collaborates with external business partners on various initiatives to provide care and support to those in need.

A model for corporate social responsibility

PSA’s approach to CSR offers valuable lessons for other organisations looking to make a difference. By aligning its initiatives with both employee needs and broader societal challenges, PSA has created a model that benefits all stakeholders. Its efforts have earned recognition, including being named as a Company of Good 2024 by the National Volunteer & Philanthropy Centre.

“In society, there are those who are more fortunate and those who are less so. If we belong to the fortunate group, we should always be ready to help others. That’s how we create a better society for everyone,” said Ms Ong.

Learn more about NCSS Social Service Sector Strategic Roadmap (4ST) and find out how you can become a partner in the social service ecosystem.