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Corporate Governance
from 2021 Annual Report
by SingaporeGym
Building a reputation for effective leadership for the sport, underpinned by strong governance
SG is committed to a high standard of corporate governance. The Board of Directors recognise the importance of good governance in providing greater transparency to the organisation’s operations, as well as being critical to the effective performance of SG.
The Board meets at least nine to ten times a year with a quorum of at least five members. The Board Committees meet at least three to four times a year. The number of meetings attended by the Board during the financial year have been outlined in the report.
To assist the Board in the execution of its duties, the Board has delegated specific functions to the Board Subcommittees. Each of these Committees operates within the Terms of Reference approved by the Board.
The Board’s decision and approval is required for the following matters: • Corporate and service strategies and restructuring • Policies • Annual budget • Annual report and accounts • Interested person transactions and matters involving conflict of interest for a director • Any material and significant matters.
The Board worked with the General Manager to lead and manage the Organisation. The Board provides guidance and delegates the formulation of policies and the day-to-day management to the General Manager, Karen Norden, who was appointed on 4 June 2017, and the National Office staff. The General Manager and the National Office remain accountable to the Board.
The Board members throughout the year also participated in decision-making through other means (such as electronic communications and approving resolutions in writing).
During the year the Board continued to implement and review the Board Governance Policy adopted in April 2021. The policy contains the governance practices of the SG Board and acts as a guide on the activities of the Board, as well as the operating activities that have been delegated to management.
The Board continued to focus on the following governance matters throughout the year by: • Ensuring that the Governance Sub-committee is actively monitoring the implementation of the Board Governance Policy and action plan. • Making sure all newly appointed Directors and Sub-committee members were briefed by the General Manager on the operations and strategic plans of SG to enable the Directors and Committee Members to discharge their duties effectively. • The development of a directors’ professional development plan based on the results of the individual skill assessment surveys completed by all Directors. • Conducting exit interviews for all Directors not re-standing for election at the 2021 AGM. • Actively encouraging Directors to attend professional development opportunities to keep them abreast of relevant new laws, regulations and changes in the charity and sporting landscape. SG will,
if necessary, organise briefing sessions or circulate information to Directors to enable them to keep pace with these changes. • Regular monitoring of Directors’ professional development by the Governance Committee • The Board focusing on developing a detailed succession plan for key roles such as President, Secretary and Treasurer. The succession plan will be further managed by the Governance Sub-committee. The next steps for the plan are for the current position holders to review the current roles and responsibilities and develop handover notes. • Developing a Succession Plan for the key management roles focusing on the General Manager and
Finance & HR Manager. • The Board adopting a Business Continuity Plan (BCP) for the temporary appointment of a General
Manager in the event of an unplanned or extended absence of the General Manager. • The Directors developing an ongoing Board evaluation process and plan with the Governance
Committee will develop, compile, analyse, and report back the results with recommendations to the
Board for action in April 2022. • The Governance Sub-committee developed an annual evaluation to assess the performance and effectiveness of the Board that was completed by the Directors in March 2022. The survey was adapted from SSTI-BoardSource "Online Board Assessment Survey" (2005). The survey is a checklist to review the list of basic Board responsibilities and an assessment on whether the Board are doing a satisfactory job or whether improvements are required. The Governance Sub-committee and the
Board developed an action plan after reviewing and discussing the survey results. • In 2022 the Board will develop their ongoing KPI’s for the next four years.
2021 Annual General Meeting The Governance Sub-committee played a key role as the Nominations Committee for the 2021 AGM with the entire Board being re-elected.
The Governance Sub-committee worked on the following activities relating to the AGM on collaboration with the Board: 1. Performed a skill matrix review on the Board in situ prior to the AGM 2. After determining the strength of the current board, looked to attract candidates with skills that the Board in situ were lacking to nominate for election at the AGM 3. Developed a self-skill assessment survey that was completed by all nominees 4. Developed an outline of preferred skill sets for the new Board, aligned to the new Strategic Plan which was presented to the Members at a pre-AGM information session 5. Review and assessment of the nominee’s skill set from the surveys with the report tabled for discussion by the Board 6. Conducted a “Town Hall” session prior to the AGM with the Voting Members were all nominees had a chance to present themselves. At the session the Governance Sub-committee also presented the desired skill sets required of Directors for SG and the new Strategic Plan. 7. After the election of the nominees, a skill gap analysis was developed to assist with the recruitment and appointment of the Appointed Directors.
Constitutional Changes The SG Board continued to exhibit best practices in governance with the annual review of the Constitution prior to the AGM. Some of the Constitutional changes submitted to the 2021 AGM were to ensure SG could adhere to the mandatory governance principles for National Sports Associations (NSAs) which was rolled out jointly by Sport Singapore (SportSG) and Singapore National Olympic Council (SNOC) in May 2021. SG had already performed a major overhaul of the Constitution in 2018, and therefore did not require major changes to its constitution to ensure compliance with the NSA governance principles. The change from the required 20
members for a Voting member to 25 was one of the biggest changes that would affect the members. This change not only ensured compliance with the NSA governance principles but the Registry of Societies (ROS).
One of the major changes in the Constitution in 2021 was the addition of a new membership category, Associated Club Member, allowing clubs with less than 25 members to still become a SG member but without voting rights. This change was in clear alignment with the strategy of SG to continue to increase membership.
Strategic Plan In July 2021, the Board finalised the 2022 – 2025 Strategic Plan. The Strategic Plan had been developed after a yearlong consultation with stakeholders through forums and surveys. It involved all the previous and current Directors of the Board since the process commenced in August 2020.
The 4 key objectives for the Strategic Plan period will be: 1. Uniting the community by achieving podium success through the implementation of an athlete-centric high-performance plan. 2. Raising the profile of gymnastics and increasing participation in Singapore through targeted, inclusive programmes aimed at the 0-5years old, disengaged youth and mature age participants by increasing the capacity and capability of community centres, clubs & schools as well as volunteers & coaches. 3. Being leaders in sport by ensuring all providers offer a child-safe environment that provides an enjoyable and satisfying experience for participants. 4. To develop a marquee event in Singapore that will attract world-class athletes, increase the profile of the sport, and increase investment in the sport.
Areas of focus for the 4-years will be: 1. Developing Strong and Robust Clubs 2. Growing Membership & Participation 3. Capacity and Capability Building of the Coaching Workforce 4. Ensuring an Athlete Centric High-Performance Programme 5. Child Safety is Imbedded in Organisational Leadership, Governance and Culture 6. Engagement of Parents Throughout the Pathway 7. Retention of Athletes and Coaches
The board has worked on improving governance, finance, auditing, and other major systems. Despite the challenges posed by the pandemic, SG are cautiously optimistic that it will be able to keep moving forward and aim to scale new heights.
Charities Governance Evaluation Checklist In implementing good governance practices, the Association, as a registered charity with IPC status, adopted best practices closely aligned to the principles in the Code of Governance for Charities and Institutions of Public Character (“Code”). In adhering to the Charity Council’s requirements that all IPCs shall disclose the extent of their compliance with the Code, the Association’s Governance Evaluation Checklist can be found on the Charity Portal Website www.charities.gov.sg.
Conflicts of Interest It is the Association’s policy that Board of Directors, staff, and all individuals representing or acting on behalf of Singapore Gymnastics must be free from conflicts of interest that could adversely influence their judgment or objectivity in conducting the Association’s activities and assignments. To be effective, declarations of
interests are conducted annually in written form. Updates to declarations are made during the year as and when they occur and presented to the Audit & Risk Sub Committee (ARC) for review.
Whistle Blowing Policy To strengthen corporate governance processes and practices, Singapore Gymnastics (SG) adopted a whistleblowing policy in May 2019 to provide a platform for representatives to raise genuine concerns on possible improprieties in the conduct of its operations.
Policies During the period from April 2021 – March 2022 the following policies were reviewed and updated or implemented.
Policy No. Title
P004 National Competition Policy P005 Technical Handbook P006 SG HR Policies & Staff Handbook P007 SG Reserves Policy P008 Membership Policy P011 National Judging Accreditation Pathway P012 Event Photography and Media Use Policy (Photo Use Policy) P013 Media & Communication Policy P020 SpexCarding Policy P023 National Squad & Ranking Policy P025 Debtors Policy P027 Competition Attire Policy P028 Annual Awards Policy P029 Refund Policy P032 Prize Money Policy P034 Code of Conduct Judges P038 Volunteer Management Policy P039 Prevention of Competition Manipulation Policy P040 Child Safe Policy P044 Event Sanctioning Policy
Adopted Reviewed
Nov-2021 Dec-2021 Jan-2022 Nov-2021 Nov-2021 Nov-2021 Oct-2021 Feb-2022 Aug-2021 Aug-2021 Aug-2021 Oct-2021 Feb-2022 Feb-2022
Aug-2022 Aug-2022 Aug-2022 Nov-2021 Mar-2022 Feb-2022
Appointed/ Elected
Patrick Liew Clarence Yap Kenneth Cheung Liam Mescall Elected Director President 28/08/2021 Elected Director Vice President 28/08/2021 Elected Director Treasurer 28/08/2021 Elected Director Asst. Treasurer 28/08/2021
Teo Siew Hong Ho Jia Ni, Elaine Elected Director Secretary 28/08/2021 Elected Director 28/08/2021
Cecilia Chia Shing Eng Elected Director Ho Mun Wai Appointed Director
Audrey Ong Appointed Director 28/082021 28/08/2021 28/08/2021
Resigned
6/6 5/6 5/6 6/6 5/6 6/6 6/6 6/6 6/6
Appointed/ Elected Completed Tenure
Patrick Liew
Elected Director President 15/03/2021 28/08/2021 5/5 Clarence Yap Elected Director Vice President 15/03/2021 28/08/2021 5/5 Lim Chin Keong Stephen Elected Director Treasurer 15/03/2021 28/08/2021 5/5 Liam Mescall Elected Director Asst. Treasurer 15/03/2021 28/08/2021 5/5 Rabia Muir Elected Director 15/03/2021 28/08/2021 5/5 Jessica Hinton Elected Director 15/03/2021 28/08/2021 5/5 Cecilia Chia Shing Eng Elected Director 15/03/2021 28/082021 5/5 Teo Siew Hong Appointed Director Secretary 15/03/2021 28/08/2021 5/5 Heng Jia Qi Jacqui Appointed Director 15/03/2021 28/08/2021 4/5
