Institution
We aspire to do well, do right, and do good, for today’s and future generations.
Guided by our Purpose, which defines why we do what we do, our Charter sets out who we are and what we do.
Incorporated as a company under the Singapore Companies Act on 25 June 1974, Temasek24 is wholly owned by the Singapore Minister for Finance25.
Under the Singapore Constitution, Temasek is a Fifth Schedule entity26 with a constitutional responsibility to safeguard our Company’s past reserves27. Temasek’s reserves form part of the nation’s reserves28.
Temasek owns its assets — we are not a fund manager. We do not manage Singapore’s Central Provident Fund savings, or the Singapore Government’s assets, or the foreign exchange reserves of Singapore. Neither does Temasek manage the assets of any other Fifth Schedule entity; these are independently managed by the respective Fifth Schedule entities themselves.
Temasek is not state-directed. Neither the President of Singapore29 nor the Singapore Government is involved in or directs our investment strategies, investment decisions, or other business decisions, except in relation to the protection of our past reserves.
Relating to the President of Singapore
The Chairman, Chief Executive Officer (CEO), and each Board member have the responsibility under the Singapore Constitution to protect our Company’s past reserves.
Our Board and the CEO have a duty to seek the President’s approval before any draw occurs on our past reserves. There is no draw on our past reserves if our total reserves equal or exceed our past reserves. Mark-to-market declines on existing investments are not a draw on past reserves. We have a duty to ensure every disposal of investment is transacted at fair market value30. A realised loss arising from such disposals at fair market value is not a draw on past reserves.
Every year, the Temasek Board and senior management brief the President and the Council of Presidential Advisers on Temasek’s performance and investment strategies.
Relating to Our Shareholder
Our shareholder holds the Board accountable for our overall performance by assessing Temasek’s long-term returns. In turn, the Board delegates the day-to-day management of Temasek to Temasek’s senior management.
While the Board Leadership Development & Compensation Committee is responsible for recommending Board and management leadership plans, our shareholder has the right under the Singapore Companies Act to appoint, reappoint, or remove our Board members, subject to the President’s concurrence31. The Board’s appointment or removal of the CEO is also subject to the President’s concurrence. These constraints are part of the “second key” concept to safeguard the integrity of our Board and CEO in protecting Temasek’s past reserves.
Temasek declares dividends annually in accordance with our dividend policy. Our Board sets our dividend policy, balancing the sustainable distribution of profits as dividends to our shareholder with the retention of profits for reinvestment to generate future returns. The policy also takes into account our constitutional responsibility to protect Temasek’s past reserves. Our Board recommends the dividend payout for our shareholder’s acceptance at the annual general meeting.
Under the Net Investment Returns (NIR) framework, the Government is permitted to spend up to 50% of the expected long-term real rates of return of GIC, the Monetary Authority of Singapore, and Temasek. The NIR framework does not affect, change, or impact Temasek’s responsibility to protect our past reserves; our dividend policy; and strategies and operations as a long-term investor.
Every year, the Temasek Board and senior management meet with the Finance Minister and officials from the Ministry of Finance, to review Temasek’s performance and investment strategies.
Our Internal Governance Approach
Temasek32 is an exempt private company33 under the Singapore Companies Act which is exempted from disclosing its financial information publicly. We have nonetheless published our portfolio performance in our annual Temasek Review since 2004, and our consolidated group financials in our bond offering circulars. As a commercial investment company, our annual statutory financial statements are audited by a major international audit firm.
We comply with our obligations under Singapore laws and regulations, as well as those of the jurisdictions where we have investments or operations.
Our Board has a fiduciary duty towards Temasek as a Company, with full discretion and flexibility to guide the management of our portfolio.
Temasek Holdings Board
The Board, together with the Temasek Holdings CEO, has oversight of the overall portfolio and guides the collective leadership and management, working as OneTemasek to deliver on our T2030 strategy.
As at 31 March 2026, our Board had 11 members, each bringing a wide range of skills, experience, and expertise. The Board mainly comprises non-executive independent business leaders from diverse industries, with the CEO serving as the sole Executive Director. On 9 October 2025, Lim Boon Heng stepped down as Chairman and was succeeded by Teo Chee Hean34. Tan Chong Meng35 was appointed as Deputy Chairman on the same date. Peter Voser retired from the Board with effect from 1 July 2026. As part of succession planning, the Board continues to proactively identify, engage, and evaluate a pipeline of potential Board candidates who can provide the relevant expertise, diversity of perspectives, and capabilities needed to support Temasek’s evolving strategic direction.
Our Board operates on a commercial basis, with the added constitutional responsibility, together with our Chairman and CEO, of protecting the Company’s past reserves, given Temasek’s status as a Fifth Schedule entity36 under the Singapore Constitution. There are no nominees of the Singapore Government or any other government on our Board.
The annual Board schedule includes quarterly two-day meetings, strategy sessions, and additional meetings as needed, such as for significant large investments. Seven Board meetings were held in the financial year ended 31 March 2026.
The Board has reserved the following matters for its decision:
- overall long-term strategic objectives
- annual budget
- annual audited statutory accounts
- major investment and divestment proposals
- major funding proposals
- CEO appointment and succession planning
- Board changes
- portfolio risk appetite and profile
The Board has separate and independent access to information and employees to assist it with its deliberations, including the opportunity to request supplementary or explanatory information from management. Management provides information to the Board on an ongoing basis, including minutes of key management committee meetings, to allow the Board to effectively discharge its responsibilities.
The following Board committees, each chaired by a non-executive Director who is independent of management, have been set up with specific delegated authorities:
- Executive Committee
- Audit Committee
- Leadership Development & Compensation Committee
- Risk & Sustainability Committee
| Committee | Key Responsibilities |
|---|---|
| Executive Committee (ExCo) |
The ExCo is responsible for approving new investment and divestment decisions up to a defined threshold, beyond which, transactions will be considered by the Board. The ExCo also formulates and establishes policies to manage Temasek’s capital resource effectively and efficiently, as well as policies around asset management, liquidity management, and balance sheet management. The ExCo met eight times during the financial year. |
| Audit Committee (AC) |
The AC is responsible for reviewing, among other things, our system of internal controls, and processes used for financial reporting, audit, and monitoring compliance with laws and regulations and the Company’s code of ethics and conduct. The AC also reviews the scope and results of the external audit, and the independence of the external auditors. Comprising only independent directors, the AC is supported by the Internal Audit (IA) team, which performs planned reviews of key control processes for all offices. To ensure its independence and ability to effectively perform its functions, IA reports to the AC and has full and unrestricted access to all records, properties, and personnel. The AC met four times during the financial year. |
| Leadership Development & Compensation Committee (LDCC) |
The LDCC is responsible for overseeing leadership development and nomination matters, including identification, development, and succession planning of key management positions in Temasek, as well as the establishment of guidelines and policy frameworks for Board appointments and renewals. It also sets guidelines and policies on compensation and performance measurement, with a view to strengthening the link between pay and performance and attracting, developing, and retaining a highly competent management team. In addition, the LDCC seeks to nurture and cultivate a strong, diverse, and internationally competitive Board and management team to support sustainable growth and Temasek’s long-term objectives. The LDCC met four times during the financial year. |
| Risk & Sustainability Committee (RSC) |
The RSC is responsible for oversight of our portfolio risk appetite and risk profile in relation to reputation, returns, liquidity, resilience, cybersecurity, sustainability, and Environmental, Social, and Governance matters. It also reviews our risk management and sustainability frameworks and policies, as well as monitoring material and relevant developments in risk management and sustainability to identify risks or opportunities, including the effects of climate change, that may impact Temasek. The RSC coordinates with other standing Committees of the Board, such as the AC and the LDCC, in its oversight of risk and sustainability matters, where relevant. The RSC met four times during the financial year. |
Board Governance
Decisions at Board and Committee meetings are based on a simple majority of the votes, including those made via telephone and/or video conference. Where a Board resolution is obtained via circulation, the resolution becomes effective upon approval by at least two thirds of the Board.
Board members with interests that may conflict with specific Temasek interests are recused from the relevant information flow, deliberations, and decisions on the matter on which they are conflicted.
Quarterly Board meetings include Executive Sessions for non-executive Directors to meet without management presence. The discipline of our annual CEO succession review is a part of these deliberations.
Board and Committee Memberships as at 31 March 2026
| Board | ExCo | AC | LDCC | RSC | |
|---|---|---|---|---|---|
| Teo Chee Hean | Chairman | Chairman | Chairman | ||
| Tan Chong Meng | Deputy Chairman | Member | Member | ||
| Jenny Lee | Member | Member | |||
| Lee Theng Kiat | Member | Member | Member | Member | |
| Ong Pang Thye | Member | Chairman | |||
| Jim Hagemann Snabe37 | Member | Member | |||
| Tan Chee Meng | Member | Member | Member | ||
| Peter R Voser38 | Member | Member | Chairman | ||
| Geoffrey Wong EK | Member | Member | |||
| Jaime Augusto Zobel de Ayala | Member | Member | |||
| Cheng Wai Keung | Co-opted Member | ||||
| Dilhan Pillay Sandrasegara | CEO | Member |
Full profiles of our Board members are available on our corporate website.
Temasek Organisation Structure
With effect from 1 April 2026, Temasek manages its investment portfolio through the following wholly-owned entities: Temasek Singapore (TSG), Temasek Global Investments (TGI), and Temasek Partnership Solutions (TPS).
This structure provides dedicated focus within each portfolio segment, strengthens accountability, and enables disciplined decision-making and effective oversight across the firm. Group-wide governance, strategic coordination, and shared operational capabilities are delivered through Temasek International (TI).
We continue to operate collectively as OneTemasek, guided by a shared Purpose — So Every Generation Prospers.
Our management committees have clearly defined authorities delegated by the Board. These committees are chaired by the Temasek Holdings CEO and comprise members of senior management from across TI, TSG, TGI, and TPS:
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The Strategy, Portfolio and Risk Committee defines and shapes the investment portfolio and balance sheet, including capital structure, liquidity, and investment and divestment postures. It reviews macroeconomic, political, industry, technological, and social trends that shape opportunities and risks, and oversees Temasek’s risk framework, including derivatives, foreign exchange exposures, and hedging or portfolio overlay postures.
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The Senior Divestment and Investment Committee manages and shapes our portfolio on an ongoing basis and decides on investments and divestments within Board-delegated authority limits. Investment proposals beyond these limits are escalated to the ExCo and/or the Board as warranted, with meeting minutes circulated to the Board to ensure transparency and oversight.
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The Senior Management Committee reviews and sets overall management and organisational policies, including Board-approved internal controls, systems, and frameworks that support corporate governance and portfolio management. The Senior Management Committee has also developed the Temasek Code of Ethics and Conduct (T-Code) and constituted the Ethics Committee to assist in its implementation. All employees are required to observe and comply with the T-Code.
Temasek Senior Management
Under the oversight of the Temasek Holdings Board and CEO, Temasek’s senior management provides enterprise leadership across the firm, translating strategy into disciplined execution as OneTemasek. The senior management drives portfolio performance, strengthens organisational effectiveness, and upholds integrity, discipline, and a long-term perspective, to steward capital responsibly and deliver good sustainable returns over the long term.
Our list of senior management is available on our corporate website.
Relating to Our Portfolio Companies
We engage our portfolio companies to enhance long-term shareholder value and advocate sound governance, sustainability, and corporate practices.
Governance
The day-to-day management and business decisions of companies in our portfolio are the responsibility of their respective boards and management. Temasek does not direct their business decisions or operations.
Effective board governance is fundamental to a company’s success and long-term viability. Board directors have a fiduciary duty to safeguard the interests of their respective companies and shareholders as a whole. We rely on the boards of portfolio companies to set strategy, supervise management’s performance, exercise effective oversight, and be accountable for their decisions and outcomes.
We support the formation of high-calibre and effective boards. An effective board demonstrates independent judgement, a strong mix of competencies and expertise, as well as diversity and accountability. We encourage the boards of our portfolio companies to regularly review board succession plans in line with their evolving strategies and operating environments.
We support boards that are predominantly independent, comprising individuals with the requisite skills, experience, and attributes to significantly contribute to the success of the company. We advocate that the Chairman and CEO roles be held by separate persons to ensure a healthy balance for independent decision-making and effective oversight.
Where appropriate, we will seek to appoint our employees as representative directors to the boards of our portfolio companies. These appointments support long-term value creation and governance oversight, and do not involve directing the company’s operations or management.
Our representative directors are expected to actively contribute their expertise in the discharge of their board responsibilities. In doing so, they owe their primary fiduciary duties to, and must act in the best interests of, the portfolio companies to which they are appointed. Where required by law or exchange rules, they must recuse themselves from decisions involving Temasek.
We do not provide financial guarantees for the obligations of our portfolio companies, just as the Singapore Government does not provide any financial guarantees for Temasek’s obligations.
Engagement
While we do not direct the business decisions or operations of our portfolio companies, as an engaged shareholder, we work constructively with our portfolio companies to support strong alignment between strategy and long-term performance, and between returns and rewards. Our engagements focus on board effectiveness, the alignment of executive compensation with performance, strategy, risk oversight, and sustainability matters that are material to a company’s long-term value creation and resilience.
Engagement is an ongoing process that may evolve over time, shaped by the company’s circumstances and performance. Increasingly, we seek to work with our portfolio companies to thrive in a rapidly evolving and volatile business environment, where new risks and opportunities are emerging from transformative technologies like Artificial Intelligence and cybersecurity, regulatory and trade fragmentation, and climate change, among other developments.
We also encourage the exchange of ideas and sharing of best practices through roundtables and networking events that we organise.
We, and our Board, do not have access to any non-public technical information or personal data held by our portfolio companies.
Voting
As a shareholder, we exercise our voting rights to express our views on how a portfolio company should be governed and led, and to hold its board and executives accountable for their actions, decisions, and performance. Voting serves as an important mechanism to reinforce accountability and signal our expectations to boards and management teams.
Through voting, we seek to promote sound governance, protect our interests as an investor, and support long-term value creation, including the adoption of sustainable and responsible business practices where relevant to the company’s long-term success.
To support a disciplined and consistent approach to voting, Temasek has established a voting policy that articulates our governance principles and shareholder expectations. The policy provides guidance on the exercise of our ownership rights across key matters such as board composition and effectiveness, remuneration, and shareholder rights.
Recognising that governance practices and regulatory frameworks vary across markets, our voting approach is informed by jurisdiction-specific guidelines that reflect local laws, market practices, and governance codes, while remaining aligned with our core principles as a long-term shareholder. This enables us to apply our governance expectations consistently across our global portfolio, while taking into account the nuances of different markets and operating environments.
Our voting decisions are informed by our ongoing engagement with portfolio companies and reflect our assessment of governance practices, leadership arrangements, and alignment between performance, strategy, and rewards.
Expectation
Our portfolio companies are key to building a resilient and forward-looking portfolio as part of our T2030 strategy, and ultimately, to deliver good sustainable returns over the long term. As part of our constructive engagement, we share our shareholder expectations with the boards of our portfolio companies. We encourage them to remain agile and innovative, and to be prepared to navigate disruption while capturing new opportunities.
We expect portfolio companies to comply with applicable laws and uphold sound corporate governance and ethical standards. We do not condone misconduct or malfeasance and hold the boards accountable for the activities of their respective companies.
Boards are expected to set the tone, guide management in strategy development and execution, and exercise effective oversight to ensure governance and compliance systems remain robust, appropriate, and effective over time. Boards must be constantly reviewed and refreshed to ensure they achieve the right balance between continuity and relevance in dynamic environments.
Our ownership ethos places the institution above the individual, emphasises long term over short term, and aligns employee and shareholder interests over economic cycles.
Our compensation framework aims to foster a high-performing and responsible culture, where our employees think and act as owners with a strong sense of intergenerational duty, sharing gains and pains alongside our shareholder. It balances rewards for short-term performance and long-term value creation. It also aligns our employees towards achieving both our financial performance and carbon emissions reduction goals.
Our base salaries are benchmarked to relevant market references. Short-term bonuses are driven by financial and non-financial targets. Medium and long-term incentives, which form a major proportion of our annual total compensation, are driven by our portfolio returns.
Returns39 above our overall risk-adjusted cost of capital determine our Wealth Added (WA) incentive pool, while negative portfolio returns determine our clawback pool.
Deferred incentives and clawbacks are integral to our remuneration. Longer-term incentives can be deferred for up to 12 years, and are subject to market risks and clawbacks, to ensure the sustainability of returns over market cycles.
For the year ended 31 March 2026, our WA was S$24.0 billion.
Annual Cash Bonuses — Our Short-Term Incentives
Annual cash bonuses are driven by company-wide, team, and individual performances, and capped within budgeted limits. One of our annual performance targets requires our three-year Total Shareholder Return (TSR) to exceed our three-year cost of debt.
Apart from financial targets, our Make-A-Difference (MAD) programme rewards employees for achieving non-financial goals targeted at strengthening the institution, contributing to the community, and taking care of their families and themselves.
WA Bonus Bank ― Our Medium-Term Incentives
A portion of our WA incentive pool, whether positive or negative, is distributed into each employee’s notional WA bonus bank account, based on the individual’s performance and contributions over three years.
When WA bonus bank balances are positive, a portion of the balance is paid out to our employees. The remaining portion is deferred, with the percentage being deferred increasing with seniority.
Part of the retained balances are deferred as co-investment grants which vest over the following three years. The remaining WA bonus bank balances are subject to clawbacks in the future should portfolio returns be negative.
Co-investment Grants ― Our Long-Term Incentives
Our employees may be awarded co-investment grants with performance-based or time-based vesting conditions. These units grow or decline in value with our yearly TSR, reinforcing the ownership culture of our company. Co-investment units lapse after 12 years.
The performance-based co-investment grants are subject to stringent multi-year portfolio performance conditions to trigger a five-year vesting. Our time-based co-investment grants vest up to 12 years.
These co-investment grants reinforce our long-term alignment with shareholder interest and the sustainability of our business performance over different market cycles.
To reinforce the commitment to our carbon emission goals, we apply a carbon charge against our portfolio performance. This carbon charge is taken from our WA incentive pool to be awarded as another type of co-investment grants tied to the progress towards our carbon emission reduction goals. This drives us to collectively work towards our long-term ambition of net zero by 2050.
Co-ownership in Practice
As part of co-ownership alignment, clawbacks are made to our employees’ retained bonus banks when WA and portfolio returns are negative.
In the last decade, we had three clawback pools. Of these, one was a clawback balance carried forward when the deferred WA incentives were not enough to clear the clawback pools from prior years. Clawback balances were then made good from future years’ positive WA.
The positive WA for the year ended 31 March 2026 means there will be new WA incentives to share.
We also have a policy to recover paid-out incentives in the event of financial misstatements and/or misconduct by employees that have material impact on the performance or reputation of the firm.
This demanding framework for sharing gains and the associated risks and pains through market cycles has been tested and reaffirms our ownership ethos.
(for year ended 31 March)
WA Incentives of Key Team
- Wealth Added (WA) in dollars
- Total Shareholder Return6 in dollars (Total Dollar Return or TDR)
- Paid-out portion of WA Bonus earned for prior year’s performance
- Deferred portion of WA Bonus earned for prior year’s performance, with future clawback risks
- Co-investment units which grow or shrink with total returns to shareholder, and are subject to performance and time-based conditions
- Clawback of deferred WA Bonus from prior years
- Clawback balances carried forward for future bonus offset
- Part of earned WA Bonus used to offset the clawback balances brought forward from prior year
1 WA incentives awarded in the year were for WA performance in the prior year.
2 WA incentives of key management team which includes CEOs, Presidents, Senior Managing Directors, Managing Directors, as well as management Directors.
3 WA Bonus attributable to the IPO of Alibaba was split into three tranches over 2016, 2017, and 2018, subject to sustained performance.
4 No new T-Scope pool was generated due to negative WA in the prior year.
5 WA Bonus attributable to the unallocated pool brought forward from the prior year.
6 Returns measured based on valuing our listed investments at market prices as of the last trading day of our financial year and our unlisted investments at book value.
We are guided by our Purpose, Charter, and MERITT values as we work and grow together to build a better tomorrow.
We strive to do well, do right, and do good so that every generation prospers. At the core of this ambition are our people — their values, passion, capabilities, and their willingness to learn, contribute, and lead with an ownership mindset.
Our OneTemasek Team
OneTemasek reflects how our people come together as one organisation, united by a shared purpose. We foster a diverse and inclusive culture grounded in meritocracy, where individuals feel a strong sense of belonging and are empowered to contribute meaningfully, collaborate across functions, and deliver sustained excellence for the institution.
Employee Demographics (as at 31 March)
- Singaporeans
- Singapore PRs
- Other Nationalities
Age range:
- ≤30
- 31-40
- 41-50
- >50
- Female Employees
- Male Employees
We have about 970 people, encompassing 32 nationalities across 13 offices in 9 countries. 65% of our employees are Singaporeans.
Our people work closely across teams, roles, and geographies, building trust and shared accountability that enable effective collaboration. This helps them navigate complexity in an increasingly interconnected environment while remaining aligned to our institutional priorities.
We continue to strengthen inclusive practices and foster a respectful workplace through our Inclusivity@Temasek initiatives, including our Temasek Women’s Network. We also support our employees with caregiving responsibilities so that they can thrive as part of OneTemasek.
Our Talent
Broadening Our Talent Bench
We continue to build a strong and diverse talent pool to support the delivery of our T2030 strategy, strengthening capabilities in areas critical to long-term value creation, including Artificial Intelligence (AI), cybersecurity, emerging technologies, innovation, strategic development, and operating expertise. By bringing together people with varied skill sets and perspectives, we are better positioned to respond to a rapidly changing world and capture new opportunities across our portfolio.
In parallel, we have deepened our operating capabilities through our Operating Group, which works closely with our portfolio development and investment teams to translate strategy into execution and advance value creation across our portfolio companies. The Group comprises advisors and operating partners who offer deep expertise in business growth and operations, alongside sector knowledge and access to strategic networks.
Developing Our Talent
Developing future-ready talent is central to Temasek’s long-term institutional strength. Our approach to talent development is anchored in the 4Es of Experience, Exposure, Education, and Enrichment, enabling our people to continuously build capabilities, broaden perspectives, and grow in step with evolving organisational priorities.
Our learning roadmaps empower our employees to take ownership of their development through a blend of structured programmes and on-demand learning. We partner with leading business schools and renowned practitioners to provide the latest insights on leadership development, management best practices, global market dynamics, and strategic planning.
Our Digital Fluency programme has further strengthened analytics, automation, and generative AI capabilities across the firm, enabling employees to improve productivity and apply digital tools more effectively. Over the year, we rolled out prompt engineering workshops as a foundational capability for all employees, supporting the consistent and confident use of AI. Our annual CEO Challenge accelerated AI adoption by encouraging employees to develop practical AI solutions with tangible business outcomes.
To deepen the understanding of how AI can be integrated across the Temasek ecosystem, our leaders, together with leaders from our portfolio companies and Singapore Government officials, participated in two AI-focused learning programmes. One of them was the AI Leadership Programme at the Stanford University Graduate School of Business, which provided a grounded understanding of the AI landscape, focusing on key developments, business implications, and the ways in which organisations are deploying AI in practice. The other was an executive study trip to Shanghai and Hangzhou, which examined the rapid evolution of China’s AI ecosystem from frontier models and infrastructure to industrial applications. Through keynote speeches, fireside chats, and visits to leading AI model companies, technology platforms, industrial players, and robotics companies, the programme highlighted how AI is transforming mature industries, improving operational efficiencies, and creating new sources of commercial impact.
We reinforce continuous development through 360° feedback. Our online platform enables real-time feedback and leverages AI to summarise key strengths and growth opportunities at both the individual and team level. To cultivate a growth mindset across the organisation, we offer individual coaching opportunities to employees and further invest in executive coaching programmes to help managers lead and support their teams more effectively.
Our employees are encouraged to regularly assess their skills and experiences against their role expectations and prioritise development actions. Employees can further deepen and broaden their capabilities through mobility and stretch opportunities such as rotations, secondments, expanded portfolios, and cross-functional projects. By actively shaping their careers, our people stay relevant, build versatility, and align growth with organisational priorities.
Enabling Our People
Enabling our people to perform well is fundamental to a resilient and future-ready Temasek. We support them across different stages of their life and career with holistic well-being initiatives, progressive benefits, and a culture of shared responsibility anchored in personal ownership alongside institutional purpose.
Our Make-A-Difference (MAD) programme has been an integral part of our life in Temasek since 2008. Through individual and company-wide MAD targets, we encourage our people to pursue outcomes beyond financial targets, encompassing self-development, institutional contributions, community impact, and sustainability goals.
We offer a comprehensive range of benefits designed to support our employees’ needs across different life stages. These include core medical and insurance coverage, as well as pro-family and wellness initiatives.
Our parental and family planning benefits include maternity leave of at least 26 weeks, paternity and adoption leave of at least 20 weeks, as well as fertility and family planning subsidies. Flexible leave provisions enable employees to take time off for childcare, eldercare, or personal well-being, while rejuvenation leave supports rest and renewal at specific career milestones. Dedicated volunteer leave further enables our people to contribute meaningfully to the community, both individually and collectively.
Our hybrid work model and flexible work arrangements grant our employees greater flexibility in how they work, supporting their well-being and in turn empowering them to deliver stronger performance over time.
In addition, our regular Temasek Heartbeat survey provides valuable insights into employee sentiments, allowing us to understand what matters most to our people and how to continuously improve as a workplace.
Doing Good Together
Temasek’s founding date, 25 June, is designated as our annual Community Day. Employees in our various offices give back to local communities on our anniversary and throughout the year, and are given dedicated volunteer leave to participate in their personal or group volunteering activities.
Our offices also support local communities through donations, and our employees actively participate in outreach programmes with non-profit groups and other organisations, as part of T-Touch, Temasek’s employee-led volunteer initiative.
By Generations, For Generations
For Community Day 2025, over 400 employees spent the day volunteering at Mandai Wildlife Reserve with students from Metta School and Pathlight School, as well as their caregivers, fostering shared moments of joy and learning while building meaningful connections. They participated in activities such as hands-on tactile experiences, arts and crafts, mission-based exploration, and animal shows.
Distributing Surplus Food to Charities
Our London colleagues supported The Felix Project, an organisation that saves surplus food from suppliers and distributes it to people in need across the United Kingdom. The team volunteered at their depots to pack meals and prepare food crates for delivery.
Championing Worker Well-Being
Our China office organised an initiative to support delivery riders working under extreme weather conditions. They raised funds, purchased essential cold-weather protection supplies, and personally distributed items including thermal gloves, scarves, and windproof masks to keep riders warm during winter.
Greening Our Cities
Our San Francisco colleagues teamed up with Friends of the Urban Forest, a non-profit organisation, to plant trees in the Excelsior neighbourhood.
Uplifting Youths
In Mumbai, our colleagues supported Toybank by volunteering to teach at underprivileged schools. They bonded with students through interactive board games, encouraging the development of cognitive, socio-emotional, and critical thinking skills.
Investing in Future Generations
Over the past 11 years, our Vietnam office has partnered with the VietSeeds Foundation to provide scholarships for more than 500 students from underprivileged backgrounds. Our employees also helped to shortlist scholars for the 2025-2026 academic year.