In Trybe, policies are set and authorized by the Board. They are directional in nature and provides the Company with a framework within which decisions can be made at different levels. They are clear on what is permissive, what is restricted and what authorities are delegated. The Company must abide by the policies in place and any exceptions are supported with clear and sound rationale and submitted for explicit approval.
Each policy endeavors to comply with all statutes and where the Company does not, its primary objective is to ensure compliance as soon as practicable. Policies are to be read in conjunction with other Company policy documents and Standard Operating Procedures (SOPs) where appropriate/applicable and to be reviewed regularly and/or updated as necessary to maintain compliance with applicable laws and regulations or accommodate organisational changes for its continued effectiveness.
The Company makes every effort to notify staff when an official change in policy has been made, however, staff are responsible for their up-to-date knowledge about Company policies.
*For complete details on our policies, please email governance@trybe.org.
GOVERNANCE POLICY
The Governance Policy has been commissioned for the following purposes (i) laying down the framework of values and beliefs at Trybe (ii) providing perspectives of the leadership and overall strategies of Trybe (iii) specifying the work ethics and work practices at Trybe (iv) affording guidance and protection to the Board and the staff in the course of their directorship and/or work and (v) articulating the working relationships between the Board, the Executive Management, the staff, the volunteers, and other stakeholders.
Code of Conduct of Directors and Staff
In addition to all statutory and contractual requirements, all Board Members / Directors and Staff must uphold the following code of conduct (i) their behaviours will be exemplary at all times;they will uphold the values of the organisation (ii) they will be leading examples and role models (iii) they will not, willing or unwillingly, discredit or damage and/or cause any event that will result in a detrimental effect on the name and/or reputation of Trybe (iv) they will uphold confidentiality and not cause information, including but not limited to, information about the organisation, staff, volunteers or clients and beneficiaries, to be made public whether intentionally or due to negligence, in accordance with the confidentiality agreement that they have executed as part of their employment contract (v) they will be honest in their dealings and must not willfully misrepresent information to clients, partners, beneficiaries or other Directors and staff of Trybe (vi) in the discharge of their duties, they must act with professionalism, exercise due care and due diligence and their actions must comply with all laws.
Board Governance
Board Composition
The Board of Trybe Limited shall comprise of Directors who are suitably qualified. In this context, “suitably qualified” means ordinary individuals who (i) are well respected persons (ii) are able to commit their time to serve as Directors (iii) have the requisite skills, knowledge and/or experience to discharge their duties and/or offices as assigned to them in the Board.
The Board shall comprise of the following office bearers, minimally (i) Chairman (ii) Treasurer (iii) Secretary. Terms of Reference (TOR) articulates their respective roles and responsibilities.
The Chairman and/or the Board is at liberty to appoint additional office bearers, the roles and responsibilities should be articulated / detailed by the Chairman and/or the Board as necessary.
Appointment of Directors / Board Members
Directors and/or Board Members may be appointed at any time with the requisite documentary evidence. Potential candidates for Directorships should be presented to the Board, reviewed by Board Members and finally approved and appointed by the Chairman (or his/her designated representative in his/her absence).
Term of Appointment of Directors / Board Members
As a guide, all appointments and terms of appointment of Directors shall follow that stipulated in the Constitution. A Letter of Appointment detailing the position and commencement date shall be issued by the Chairman to all newly appointed Directors/Board Members. The signed Letters of Appointment shall be kept by the Secretary or Chief Executive Officer, and/or his/her authorised officers, on behalf of the Chairman. The Treasurer of the Board may hold office for a period of not more than four (4) consecutive years.
Reappointment of Directors / Board Members
The reappointment of Directors shall also follow conditions which are stipulated in the Constitution. Re-appointment to the office of the Treasurer will be subjected to a lapse of two (2) years.
Board Duties
Each Director/Board Member may be assigned a specific task or duty, as appointed by the Chairman. These may include, but are not limited to, Project Directors, Chairmen or Members of any Sub-Committees.
Succession Planning
The Board recognises the need for succession planning for Directors / Board Members including Directors holding key positions, such as the Chairman, Secretary, Treasurer. This is factored in the sourcing and appointment process for new Directors. On an annual basis, the Board reviews the remaining term of appointments of the key positions of Chairman, Secretary and Treasurer and proposes candidates to take over these positions in due course.
Board Self Evaluation
The Board will conduct a self-evaluation regularly and it shall review the results of the self evaluation during the Board Meetings and make decisions and take actions to address areas that need improvement. The manner and/or format of the evaluation will be designed by the Chief Executive Officer with guidance of the Chairman.
Board Training
Directors / Board Members undergo periodic training to improve their knowledge and skills to effectively carry out their duties and bring them current on governance issues.
Board Meetings
Only Directors / Board Members who have been elected / appointed may attend. The Chief Executive Officer and/or the Board Secretary (provided he/she is not a Director / Board Member) attends ex-officio to provide operating/technical details and record meeting minutes. Outside experts maybe invited to attend Board Meetings to offer their expert advice. Once they have made their presentation and answered Director’s/Board Member’s questions, they shall/may be excused from the meeting.
HUMAN RESOURCES POLICY
The Human Resources Policy outlines the governing human resources approaches within the Company, including but not limited to compensation and remuneration, recruitment, organization structure, and talent development.
Key Executive and Corporate Appointments
The Chief Executive Officer appoints key executive and corporate appointments, in consultation with the Human Resources Department, to the appropriate positions where required.
Compensation and Salaries
Where compensation is concerned, the following are some considerations (i) comparison with NCSS guidelines (ii) comparison with previous employment (iii) job scope and responsibilities (iv) types of employment (v) expected service tenure of staff (vi) non-salary compensation (vii) asking salary. Under no circumstance shall any staff decides his/her own compensation.
HYBRID WORK MODEL POLICY
In line with the nation’s calibrated approach in re-opening, the Company will likewise pivot to full adoption of Hybrid Work Model (HWM) to optimize employees’ performance and well-being. This is also an effort of the Company to boost business resilience, to achieve better work-life harmony and more engaged workforce.
Definition
Hybrid Work Model (HWM) is a flexible working model where staff work partly in the physical workplace, and partly remotely such as home using information and communication technologies.
Scope and Application
This policy applies to all staff undertaking the HWM and the implementation of it is at the sole discretion of the Company. The HWM is not an entitlement; requirements of the job will always take precedence.
Eligibility and Approval
All staff who can perform their role at home (does not need to have physical presence) will be eligible to adopt HWM. Staff who is on shift will not be eligible for HWM as their role require them to be physically present at the workplace.
Compliance to Company Policies
All staff on HWM must abide by all existing Company policies.
Hybrid Work Arrangements
Staff eligible for HWM will be allowed to work from home up to a maximum of 2 days. Any requests to work from home for more than two days (up to a maximum of three days) will have to be made to Human Resources (HR) Department via email. The request will be reviewed, subjected to the recommendation from HR and approval from Chief Executive Officer.
FINANCIAL REGULATIONS
The Financial Regulations serves to outline Trybe’s procedures and system of controls where income and expenditures are concerned. It covers all transactions for goods and services with third parties and applies to various stages of incurring expenditures.
Financial Reporting, Documentation and Security
Annual Budget
The Company prepares the budget for the next financial year during the third quarter of the current year. The budget includes the projected operating and capital expenditure for the next financial year. The budget also includes the projected revenue for the next financial year. The budget for the next financial year is presented to the Board for approval, before the end of the current year.
Audited Accounts
The annual audited accounts are approved by the Board of Directors at a Board Meeting or equivalent before they are formally received and adopted at the Annual General Meeting (AGM).
Supporting Documentation
All transactions must be supported by proper documentation. Approvals to purchase, invoices or receipts are verified and checked by the Finance Officer before approval by the authorised officers.
Segregation of Duties
As far as practicable and as a form of check and balance, preparation, verification, approval/ authorisation, and recording functions are performed by separate parties, to reduce the risk of fraud.
Cash Receipts
The Company does not encourage cash payment by clients. In the event of such cash receipts, both the staff-in-charge of the cash receipt and a Finance Officer will jointly handle and verify the amount received. Receipt of cash will be acknowledged in writing or electronically generated. Thereafter, monies will be deposited to the Company’s bank account within five (5) working days.
Staff Briefing
Staff who are involved in financial transactions are briefed by Head, Finance or Head, Corporate Services, whichever is applicable, on the importance and purpose of accounting controls.
Banking and Cash Handling
Cheques or electronic payments are to be completely filled out and supported with duly approved payment vouchers and other supporting documents before the Finance Officer presents to the authorised signatory for signature. Cheque signatories are not to sign blank cheques.
All cheque books are kept under lock and key, accessible only to the Finance Officer or any other staff authorised, in writing, by Head, Corporate Services. A cheque book register that records the receipt and issuance of cheque books is maintained and kept by the Head, Finance. A periodic inspection on the unused cheque books and cheque book register is to be conducted by the Head, Corporate Services, or any other officer appointed by the Chief Executive, to ascertain that there is no unauthorised usage of the cheques.
Receipts & Disbursements of Funds
The following receipts are applicable to the Company (i) Donations (ii) Payments and proceeds from services rendered to clients (iii) Funding/grants.
Donations
Monetary Donations
The Company recommends donations by cheque or by electronic means payable to “Trybe Limited”. For donations by cheque, donors are informed to have the cheques sent to the Company’s official registered address.
Where cash donations are concerned, two (2) staff are to receive and document the cash donation. The donated monies are to be deposited into the Company’s bank account within five (5) working days.
Donations-In-Kind
These will be categorised into the following as each renders a set of accounting treatments:
- Donated Fixed Assets
- Donated Services/Materials
Key factors to be disclosed in the Notes to Financial Statements, if and when necessary, are:
- The additions to the fixed assets during the period and their value
- The basis of valuation of donations-in-kind
Tax Deductibility / Non-Tax Deductibility
Official receipts for tax-deductible and non-tax-deductible donations are generated by a designated system, i.e. DMS Lite system.
Tax-deductible receipts will only be issued to eligible donors (who provide all required personal information for the furtherance of tax deduction) for donations of SGD100 and above.
For donations below SGD100, non-tax-deductible receipts will not be issued unless requested.
Treatment of Directed / Restricted Donations
For donations towards a particular purpose, the donation is monitored and accounted for separately. Upon the donors’ request, the Company updates the donor on the usage of that particular donation.
Receipts, Funding and Grants For services provided by the Company, a hardcopy or e-invoice via the Vendors@Gov or other systems, whichever applicable, is prepared for the clients. A copy of which is saved and filed together with proof of service completion.
Funders/clients are informed to make cheques payable to “Trybe Limited” and have the cheques sent to the Company’s official registered address. Alternatively, they are also allowed to pay via electronic means. For government agencies, they may opt for direct payment via the Accountant-General Department’s (AGD) electronic payment system.
Expenditure Procedures and Control
Overview and Guiding Principles
This section covers all transactions for goods and services with third parties, including, but not limited to (i) capital and/or fixed assets expenditures (ii) operating and/or project expenditures (iii) financial commitments
This applies to various stages of incurring expenditures, including, but not limited to (i) procurement requests or proposals (ii) project proposals (iii) contract commitments (iv) accounting accruals and prepayments (v) payments
The underlying principle in the interpretation of the policy is that segregation of duties and proper controls are in place for all requisition and procurement activities. The scope of these activities includes (i) preparation (ii) verification (iii) approval/authorisation (iv) settlement/payment (v) recognition of the expenditure in the correct legal entities and cost centres.
As a general principle, the splitting of receipts (to “lower the amount”) is against the intentions of this Regulations and it is strictly prohibited.
Financial Approval Limits
As a guiding principle, unless prior approval is given explicitly in writing, no purchases nor payments to purchases can nor should be carried out. The splitting of receipts is strictly prohibited.
Conflict of Interest
Disclosures
All members of the Board of Directors and the Chief Executive are to complete and execute the Conflict of Interest Disclosure annually.
Any staff, interns or volunteers, whom the Chief Executive deems necessary, are to complete and execute the Conflict of Interest Disclosure upon the start of office/employment/engagement and/or at any juncture necessary.
Contract with Vendors
Where members of the Board of Directors, staff, interns, or volunteers have a personal interest in business transactions or contracts that the Company may enter into, a declaration of such interest must be made as soon as possible using the Conflict of Interest Disclosure Statement and if necessary, followed by abstention from discussion and decision-making on the matter (including voting on the transaction/contract).
All such discussions and evaluations by the Board or relevant approving authority in arriving at the final decision on the transaction/contract must be documented.
Vested Interest in Other Companies that have Dealings/Relationship with the Company
Where members of the Board of Directors, staff, interns, or volunteers who have vested interest in other Companies that have dealings/relationship with the Company, and when matters involving the interests of both Companies are discussed, a declaration of such interest must be made using the Conflict of Interest Disclosure Statement and if necessary, followed by abstention from discussion and decision-making on the matter (including voting on the transaction/contract).
All such discussions and evaluations by the Board or relevant approving authority in arriving at the final decision on such matters must be documented.
Joint Ventures
Before the Company enters into any joint venture with external parties, the Board must be informed and its approval sought. Where members of the Board of Directors, staff, interns, or volunteers have interest in such ventures, a declaration of such interest must be made using the Conflict of Interest Disclosure Statement and if necessary, followed by abstention from discussion and decision-making on the matter. All such discussions and evaluations by the Board in arriving at the final decision on the joint venture must be documented.
Loans
Issuance of Loan
The Company does not encourage issuing of loans. Where the need for loans arises, the Board will be made aware and an appropriate control mechanism will be instituted before the loan is approved, made and loan monies are disbursed.
Records of the loans approved, disbursed, and repayments should be maintained. Loan to Board Members is not allowed.
Receipt of Loan
The Company does not encourage receipt of loans. Where the need for loans arises, justification will be submitted to the Board and an appropriate control mechanism will be instituted before the loan monies are received.
ANTI-MONEY LAUNDERING POLICY
The Anti-Money Laundering Policy serves to ensure the Company’s compliance with anti-money laundering laws and regulations, to assist law enforcement in combating illegal money laundering, and to minimise the risk of the Company and its resources being used for improper purposes.
Money Laundering Reporting Officer
The Head, Corporate Services acts as the Money Laundering Reporting Officer (MLRO) to receive disclosures of any suspected money laundering activities.
The MLRO ensures that that all disclosures are recorded and reviewed, and assists the Chief Executive Officer in reporting suspicious transactions to the Suspicious Transaction Reporting Office (STRO).
All reports received by the MLRO and reports made to the STRO will be retained for a minimum of 5 years.
Due Diligence
The Company should verify the identity of donor or providers of funding before entering into a relationship or transaction with them. The preventive measures adopted by the Company to combat money laundering and terrorist financing are:
- Maintaining financial transparency through having proper accounting and internal control procedures;
- Maintaining good administrative, managerial and policy controls over its operations;
- Staff members are educated to recognize warning signs of money laundering and report suspicious activities, and made aware of the legal obligations and consequences of non-compliance.
Disclosure
Should the Board Members, Board Committee Members and Staff knows of, or has reasonable grounds for thinking or suspecting that a person or an organisation working with the Company is engaged in money laundering, they must report such matters to the MLRO immediately. Disclosure should be made via email to the MLRO containing the following:
- Details of the people involved
- Type of transaction
- The relevant dates
- Reason for suspicion
- When and how activity is undertaken
- Amount involved
Suspicious Transaction Reporting (STR)
Should there be a need to report matter to the STRO, an STR should be completed by the Chief Executive Officer or his/her delegated authority using the downloadable STR form and e-file to STRO Online Notices and Reporting platform (SONAR) at https://www.police.gov.sg/SONAR
Alternatively, the Chief Executive Officer or his/her delegated authority may complete the report in writing to the Suspicious Transaction Reporting Office of the Commercial Affairs Department, at STRO@spf.gov.sg.
RESERVES AND INVESTMENTS POLICY
Reserves & Investments Policy serves to outline Trybe’s establishment, generation, safeguarding, treatment of financial reserves and the broad objectives and strategies for the management and/or investment of such reserves and/or assets of the Company, which are available for investment.
Definition of Reserves
The Charity’s Reserves include all monies that are available for general use; excluding restricted funds.
The Charity will aim to build the level of Reserves equivalent to 1.5 times of the annual operating expenditure (based on the average OPEX of the past three financial years).
Use of Reserves
The Charity’s Reserves can be used for:
New Projects / Capital Injection - to fund possible new projects and/or initiatives in future.
Savings - to set aside money in bank accounts from banks which are licensed and governed by the Monetary Authority of Singapore (MAS).
Investments - to set aside money in financial or other instruments, for the purpose of generating an investment return.
RISK MANAGEMENT POLICY
This Risk Management Policy seeks to provide guidelines for the management of risk in Trybe. As risk management is an ongoing concern and activity, the policy does not seek nor identify nor deal with all the risks present in the Company, but it shall serve as an overview of how risks can be identified and how they should be treated and/or managed.
As a guide, the risk management process as follows:
- Plan: Identify and assess the risks
- Do: Eliminate or minimise the risks
- Check: Monitor the control measures
- Act: Review for continuous improvement
Generally, the following four types of Risk, which may not be independent of one another, are applicable to Trybe:
Strategic & Reputational Risk
Where there is a risk of damaging the integrity, credibility and reputation of Trybe thereby affecting its business continuity.
Financial & Fraud Risk
Where there is a risk of misuse of approval authorities / limits by staff, or the deliberate misappropriation of monies, which may or may not result in financial loss to Trybe.
Compliance and Regulatory Risk
Where there is a risk of a breach of regulatory compliance and/or data confidentiality in Trybe.
Operational Risk
Where there is a risk of daily operations being affected or suspended.
Risk management is an important on-going process that requires active involvement of the Board, Chief Executive Officer, EXCO and staff. The Company shall continue to identify, manage and review risks on an active basis.
TECHNOLOGY & INFRASTRUCTURE POLICY
The Technology & Infrastructure Policy describes the authorised use of the Company’s technology and infrastructure resources and serves to protect the Company and its authorised users. The policy applies to all technology and infrastructure resources managed by the Company that store, process or transmit information, including but not limited to network and computer hardware, software and applications, mobile devices and telecommunication systems.
COMMUNICATIONS POLICY
Communications Policy seeks to provide specific guidelines for corporate communications in Trybe, including but not limited to the release of information about the Company to the general public, media and other relevant stakeholders. The policy states the purpose of the communications and the types and channels to be utilize when communicating to the general public and stakeholders. The Communication Policy also describe the guidelines for external communication, crisis management and the usage of social media as a platform of communication.
VOLUNTEER MANAGEMENT POLICY
The Volunteer Management Policy is intended to provide guidelines for the effective management of volunteers engaged by Trybe. It ensures that volunteers have work that is safe, significant, fulfilling and appreciated. Volunteers are an integral part of our society and form the backbone of a caring community. At Trybe, our 3 core principles for volunteering are:
- Volunteers are essential partners for Trybe to succeed in its mission.
Trybe’s mission is to journey with youth facing adversities to lead purposeful lives; inspiring them to impact others. This process requires a “many helping hands” approach and it is where volunteers play the indispensable role of filling in the gap and to complement our work in helping craft the youth’s success stories.
- Volunteers provide a different perspective and add a new dimension to our work.
As volunteers come from different occupations and have a non-youth work background, they provide different points of view that help add scope and depth to our work. The diversity of experience, skills and connections unlocks new realms of possibilities in the journey of crafting the youth’s success stories.
- Trybe is committed to developing our volunteers and helping them succeed.
We want to see our volunteers grow in their skill and ability to make an impact in society. Consequently, we strive to provide meaningful roles and a supportive environment to facilitate this development and growth. We believe that open communication is key to helping our volunteers grow, and to improve our services. It is our hope that every volunteering experience at Trybe will be both meaningful and pleasant.
