Noorul Hassan Shareef’s days are rarely slow. The young father begins his day straddling the demands of his two young children, aged one and three. By mid-day, he’s immersed in his role at Singapore Aquatics, managing communications, memberships, and special projects. Evenings, however, are dedicated to something close to his heart: his responsibilities with the Committee of Management (COM) at the Singapore Government Staff Credit Co-operative (SGSCC) and Premier Security Co-operative.

For Mr Hassan, whose mother was a member of SGSCC and father who is well involved in Singapore Co-operative Movement (SCM), being part of the co-operative ecosystem felt like stepping into a larger purpose. “I knew what co-ops were because my parents were part of the movement,” he says.

Mr Hassan joined SGSCC’s COM in 2016, when he was just 29—the youngest member in its nearly century-long history. When he first joined, he was acutely aware of his age. The board was composed of veterans with decades of experience, and he found himself navigating a steep learning curve as he sought to establish his role among them. “Change has to come gradually,” the co-op's Honorary Secretary says, not wanting to rock the boat too much. “It’s about planting ideas and showing their value.”

But being a youth isn’t a drawback. It shouldn’t be. The board, recognising the potential of youths and their perspectives, encouraged him to voice his ideas, affirming his role as a valuable contributor. With their support, he championed one part of SGSCC’s digital transformation journey by establishing its first social media presence: a Facebook page in 2022.

In Singapore, credit co-operatives like SGSCC face a perennial challenge: attracting new members in a landscape where regulations prohibit blatant advertising of their services. The Co-operative Societies Rules 2009 prohibits advertising in mass media, including newspapers, magazines, and public broadcasts, to invite membership applications or promote financial services. This restriction makes it difficult for co-operatives to reach potential and existing members through traditional marketing and media channels.

The restriction reflects the delicate balance credit co-operatives must maintain, especially with thrift and loan services at their core. It’s a safeguard, perhaps, to ensure that their practices remain measured and their growth stays within defined boundaries.

A quick scroll on the co-operative’s social media would highlight the co-operative publishing only festive posts and event registrations. “The goal is to engage our members,” adds Mr Hassan. “Back then, reaching out to members was still manually done.”

SGSCC hopes that a measured social media presence will bridge the gap with members, all while staying well within regulatory boundaries—avoiding anything that might resemble direct promotion. Like many credit co-operatives, it quietly wonders when the rules might one day relax to allow for a more open approach to member engagement.

Mr Hassan’s role on the board involves overseeing governance and staff matters while also acting as a representative for SGSCC’s members. “As a members’ representative, I have to make sure that there are no mishaps and misuse of the funds. We have to follow good governance practices and make sure there's no fraudulence,” he says. Leadership at the co-op, he notes, differs significantly from his day job. “In my day job, it’s about executing plans and hitting targets. At the co-op, it’s about stewardship—ensuring that members’ trust and resources are safeguarded,” he says.

Mr Hassan, who is also the co-operative’s audit chairman and the staff administrator, says: “There’s a lot to learn from the older board members, who have seen the co-op through so many phases of growth.”

As a leader, Mr Hassan believes in empowering others—whether in his day job or at the co-op. At work, he lets his team run independently, trusting them to deliver as long as the job gets done. This openness and collaborative approach reflect his belief that leadership is about fostering trust and enabling others to thrive, rather than micromanaging every detail.

For Mr Hassan, the next chapter of co-operatives lies in their ability to adapt while remaining grounded in their founding values. As the first credit co-operative—or rather, the first co-operative—established in Singapore, SGSCC’s centennial anniversary next year is not merely a celebration of its past achievements.

Today, there are still plenty of misconceptions that people have on credit co-operatives. One of which is to associate credit co-operatives as illegal moneylenders. “People think we are loan sharks,” Mr Hassan laughs. “Perhaps it’s because banks have always marketed themselves as credible bodies. But we exist too. We empower different pockets of communities.

“For us, we empower the low-income government workers.”

“The work of co-operatives is never finished,” says Mr Hassan, cognisant that being the oldest co-operative also entails being a role model for many social enteprises. There will still be new needs in society that require support and new communities to empower. The work has just begun.

Faces of Co-operator is a seasonal column featuring the stories behind co-operative employees and members. Here, we featured Mr Noorul Hassan Shareef, a Committee of Management member at the Singapore Government Staff Credit Co-operative.

Words & Photos by Sng Ler Jun