Looking Ahead to 2026…
As we look ahead to 2026, we sat down with our Secretary General and CEO Mr Benjamin William to capture his thoughts on the future of the Singapore Red Cross. In this reflective discussion, he shares his broader vision for the Society, outlining his hopes for our evolving mission and his aspirations for the community we serve. From emerging national challenges to the enduring values that guide us, Mr William offers a personal look at the dreams that will shape our path in the years to come.
What is your wish for SRC in 2026?
My wish for 2026 is that we continue to grow the outreach of the Singapore Red Cross (SRC), stay relevant to the issues facing Singapore and play our part in mitigating the challenges ahead. While we intend to go into some new areas, our key focus would be building on the work we already have started.
The challenges our society faces continue to evolve, but there is one looming challenge ahead. For many years, Singaporeans did not think too much of climate change and the impact it can have on our day-to-day lives. However, within a short span of two to three years, we are seeing how the effects of climate change can, and have already begun to, personally impact us. Besides the searing heat (by our normal standards), the unseasonal rains raise the danger of flooding in areas that have never experienced such flooding.
For many years, the SRC has played a significant role in building national resilience in areas such as promoting first aid and life saving skills, enhancing awareness of mental health issues and initial intervention skills, and advocating for blood donation. Looking ahead, a resilient Singapore means a general public that is ready and equipped to handle these new challenges like rising daily temperatures, changing storm patterns and possible flooding.
In building resilience, we must prioritise the most vulnerable sections of our broader community. For the SRC, two groups stand out: our seniors, many of whom live alone, and our migrant worker population. We already have a number of programmes in support of these two groups, but in the year ahead (and the coming years) SRC hopes to play a bigger and enhanced role in building resilience in these communities. Going forward, this will be a major focus as I believe the SRC must play a relevant and significant role in building resilience in the community as a whole. If we do things right, the next five-year plan (2026-2030) will see SRC mature to a new level.
What is something that excites you about 2026?
I believe 2026 will throw many new challenges for society as a whole, especially for the social service sector. Mobilising resources will pose a major challenge as globally traditional donors are cutting down their funding and being more focused on issues that directly impact them. Corporate donors in Singapore are more cautious about the economic environment; this is worrying as social gaps (e.g: issues facing the aging population) are also continuing to increase.
Given the circumstances, SRC and the social sector will have no choice but to tackle these issues head on. However, relying solely on tried-and-tested methods may no longer be sufficient in a changing landscape. We have embraced digital fundraising in the last few years, the challenge would be how we can move beyond this. This could mean exploring more creative digital approaches, leveraging AI and reimagining new models of partnership with the private sector and corporate donors - and this is just the beginning.
Another priority would be our outreach to the migrant community in Singapore, including our migrant workers and foreign domestic workers. Support for migrant communities has been an important aspect of most Red Cross Red Crescent Societies. SRC had started its work tentatively during the Covid years and it has continued to grow incrementally. Looking ahead we aim to deepen this impact by focusing on some new areas of support. We seek to grow our mental wellbeing support, first aid and customised first aid skill training, as well as caregiving support, since many of them are key care givers in numerous households in Singapore. At the same time we will continue to engage the migrant community as active contributors to our society through areas such as volunteering and blood donation. This ensures a holistic approach and includes the migrant community as an integral part of the SRC.
I am also excited about how we can further develop the Singapore Red Cross Academy (SRCA). My original vision for SRCA when it was rebranded was for it to become a significant and reputable authority in humanitarian education. The Academy has certainly grown but there remains untapped potential that we have not actualised yet. As we revamp the SRCA, I am excited about the possibilities ahead for it to play a key role in supporting the mission of SRC in Singapore - supporting the vulnerable; enabling our volunteers and staff; and enhancing capacity and emergency preparedness amongst our sister National Societies.
To achieve all these, doing what we always do is no longer an option - we need to push the envelope, challenge each other while working together and innovating in every area of our work. And how we will meet this challenge truly excites me.
What is one professional goal you have for 2026? How will you go about achieving it?
It’s been a truly exciting and meaningful journey in SRC over the last 15 years. I am truly happy that SRC has come a long way in its mission. As I look ahead to 2026, besides working on some of the issues mentioned above, my key priority would be to make significant progress in our succession planning for the SRC. At this stage, I see it as an important responsibility to ensure the organisation is well-positioned for the future with a strong leadership team. Strong leadership is never about one particular individual, but a united and cohesive management team, and robust operating systems (e.g. strong and effective digital / AI framework). With the right team in place, the SRC will remain relevant and continue its positive momentum and extend its reach both in Singapore and beyond.
How about a personal goal?
On a personal level, I am prioritising my health and being more intentional about how I spend my time. At this stage of my life, I am mindful about pacing myself so I can continue doing the things I enjoy with purpose and energy. Rather than leading from the front, I look forward to mentoring the younger leaders and sharing the years of knowledge and experience that I have gained.
On a lighter note, a meaningful break for me is no longer about having a full itinerary. It is about being present, strolling to a cafe, observing life around me and enjoying the moments without a schedule. Perhaps find some time to put my thoughts down in words.