Getting up close and personal with the new NVPC boss
It is business as usual again for companies and people as we start to exit the pandemic. But where does giving back factor into the new equation?
Vivien Ang
THE BUSINESS TIMES speaks to Tony Soh, the new chief executive officer of National Volunteer and Philanthropy Centre (NVPC), about the changing landscape of giving back, and more. The interview with Soh, who took over the reins from Melissa Kwee in October, has been edited slightly for brevity.
How has the giving scene changed over the years, especially among corporates? People are starting to rethink their priorities, especially since the pandemic. It is not the best of times as we are facing climate change, growing social inequality and rising global tensions. Corporates therefore understand that in such times, they need to have double, even triple bottom line impact on society. The question is no longer: “Why do we need to do good?”. The question is now: “How can we do good?”
You bring with you a diverse experience (as former board member at National Heritage Board and chief corporate officer at The Ascott). What plans do you have in store to take things to the next level? NVPC will play a central role to create a more concerted and systematic effort for giving back by companies. To facilitate companies’ corporate giving, NVPC is working to develop a national framework and blueprint on corporate purpose to be released in January 2023, as part of the inaugural Company of Good Singapore Summit.
The framework and blueprint, supported by the Singapore Business Federation Foundation and Ministry of Culture, Community and Youth, will provide clarity on the principles, practices and indicators pertaining to corporate purpose.
How do we prevent “doing-good” fatigue? Life happens, and there is a danger that some may feel like it is a chore (to do good). So the aim for us is to work with companies and education institutions to sensitise people to the needs of others.
We also want to focus on the 3Es (everyone, everywhere and every day). The idea is to make the act of giving something that everyone can participate in. The act of giving – when practised on a regular basis – becomes habitual, and people will understand why there is a need for such acts.
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What is the biggest challenge you have encountered since taking up this job, and what is your fear for the future? That people in this sector are underappreciated. The skill sets one picks up in the business of doing good can be seen as something of a soft skill.
My biggest worry is the consequences of focusing too much on just driving economic growth, and having failed to take this “softer aspect” seriously.
If we do that single-mindedly, an unbalanced situation will occur; and that will create fractures and divides within the community. This is especially true as more family offices are setting up here, which reflects Singapore’s success in attracting wealth. But, at the same time, the segment of society facing difficulties in coping with living costs may become disenfranchised and disconnected.
What do you hope to see in Singapore in 10 years? I hope to see everyone working in a collaborative manner, and having unique perspectives that can create solutions.
I also want to see a mindset shift especially among small businesses in the giving area. I want them to know that it is OK to start small, but go deep. There is no need to go big on giving back, but be purpose driven, and be sincere about it. They can also work with other bigger companies and tap their resources.
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