Incorporate sustainable philanthropy into governance structures

Embed philanthropy into your organisation.

Last updated on 25 April 2025

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Overview

Create formal policies and procedures that institutionalise the business’s commitment to philanthropy. Include philanthropic considerations in board meetings and senior management discussions.

Steps and levels

Basic	Intermediate	Advanced
Draft simple sustainable philanthropic policies for internal uses These should complement existing governance structures, while defining your business's philanthropy commitment, objectives and guidelines.	Set formal policies on sustainable philanthropy for external communications Ensure integration of sustainable philanthropy policies within the business’s corporate governance.	1. Discuss philanthropy at senior management meetings Prioritise discussions on philanthropic impact vis-à-vis business strategy at board and leadership meetings.
Tips for SMEs Smaller businesses, such as SMEs, can opt to establish commitments, instead of policies. While this might mean that philanthropy is not formally incorporated into the business’s governance structures, commitments are a good starting point and can be formalised subsequently. Alternatively, SMEs can consider starting with policies that offer paid time-off for voluntary philanthropic work; or policies that integrate socially responsible practices into work processes.	2. Conduct peer analysis Benchmark your business’s philanthropy governance against peers and sector leaders to ensure best-in-class practices.
Tips for social enterprises Social enterprises typically start with a strong social commitment from their founders or leadership team. Having policies in place will allow them to manage their operations more effectively and scale up smoothly.

Basic

Intermediate

Advanced

Draft simple sustainable philanthropic policies for internal uses

These should complement existing governance structures, while defining your business's philanthropy commitment, objectives and guidelines.

Set formal policies on sustainable philanthropy for external communications

Ensure integration of sustainable philanthropy policies within the business’s corporate governance.

1. Discuss philanthropy at senior management meetings

Prioritise discussions on philanthropic impact vis-à-vis business strategy at board and leadership meetings.

Tips for SMEs

Smaller businesses, such as SMEs, can opt to establish commitments, instead of policies. While this might mean that philanthropy is not formally incorporated into the business’s governance structures, commitments are a good starting point and can be formalised subsequently.

Alternatively, SMEs can consider starting with policies that offer paid time-off for voluntary philanthropic work; or policies that integrate socially responsible practices into work processes.

2. Conduct peer analysis

Benchmark your business’s philanthropy governance against peers and sector leaders to ensure best-in-class practices.

Tips for social enterprises

Social enterprises typically start with a strong social commitment from their founders or leadership team. Having policies in place will allow them to manage their operations more effectively and scale up smoothly.

Illustrative examples

SP Group: Discuss philanthropy at senior management meetings

The philanthropic goals of SP Group (SP) are strongly aligned with its corporate purpose and managed with robust governance practices. A unified commitment to its adopted social causes permeates from senior leadership to all units and functions in the organisation.

Employees exemplify a vibrant spirit of volunteerism and collaborate closely with partners like Community Chest and social service agencies to develop initiatives and run programmes that close societal gaps and create a lasting impact. SP also leverages its platforms to raise awareness of its adopted causes and enable its staff, business partners, customers and the public to contribute meaningfully.

From the SP Heart ware Fund to SP Kids at Heart, SP’s outreach extends across the age spectrum spanning vulnerable seniors, children from low-income households and at-risk youth. Collectively, these efforts are not only sustained but evolve with the changing landscape of community needs, reflecting a deep integration of social responsibility that is ingrained in the business’s culture.