Temasek’s executive restructure

The S$172 billion ($120 billion) Singaporean investor, Temasek, has made a number of changes to its executive management structure, separating the executive director and chief executive positions and appointing a dedicated head of portfolio management.


Hsieh Fu Hua, special advisor to the chief executive of Temasek, Ho Ching, will be the firm’s new executive director and president, effective from August.

Hsieh has been on the Temasek board since February, and his new position will see a separation of Ho Ching’s chief executive and executive director duties which she has jointly held since 2004.

The two executives will work closely “to build a robust institution for the long-term, including talent development and succession planning”, the firm said in a statement.

Hsieh was formerly chief executive of the Singapore Exchange, and had a long career in investment banking including time with BNP and Morgan Grenfell.

Temasek has also appointed a head of portfolio management, Dilhan Pillay Sandrasegara, who will start in October.

Sponsored Content

“Recognised as one of the best corporate lawyers in Singapore, Dilhan will head our portfolio management which focuses on governance and value creation opportunities for the Temasek portfolio,” the statement said.

Temasek’s investment strategy centres on four themes: transforming economies, growing middle income populations, deepening comparative advantages, and emerging champions.

Leave a Comment

Sort content by

Does your portfolio have bad breadth? Choosing essential betas

In this article, Ed Peters, co-director of global macro at First Quadrant, Ed Peters, examines what markets, or betas, are essential to fully diversitfy a global portfolio, while still achieving long-term goals; and how breadth is often confused with diversification. mrec4inarticleinline Sponsored Content scnative1 scnative2 scnative3

Control shift in GP/LP dynamic: Cambridge Associates

In the headiness of the bull market, institutional investors generally took on more risk and enjoyed fewer rewards than alternatives managers. But the crisis has provided an opportunity for both counterparties to redefine the balance in the LP/GP relationship, in which institutions are entitled to demand a true alignment of interests on returns, lock-ups and

CalSTRS makes allocation changes at expense of equities

In the nine months to March 2009, the $111.6 billion US fund, CalSTRS has vastly altered its asset allocation, decreasing its equities allocation, with global equities now 6.8 per cent underweight the target allocation. mrec4inarticleinline Sponsored Content scnative1 scnative2 scnative3

$100b mismatch in private equity secondaries demand and supply

Recessions are traditionally considered a good time to invest in private equity, but liquidity constraints and the growth of unlisted assets within portfolios is causing pension funds to sit on the sideline. Sally Collier, London-based partner at global private equity fund of funds Pantheon Ventures, said there was a US$100 billion “mismatch” between the funds

Managing opportunities and risks: insights from the world’s largest institutional manager

Richard Lacaille, chief investment officer of the world’s largest institutional investment manager, State Street Global Advisors, spoke with Amanda White about the economy, when markets will turn and the asset allocation and strategies that will best take advantage of that. mrec4inarticleinline Sponsored Content scnative1 scnative2 scnative3

Dynamic AA helps underfunded plans curb risk

Last week Russell Investments released new research arguing some pension plans should consider liability-responsive asset allocation – asset allocation that changes depending on the plan’s funded status. In this in-depth interview Amanda White explores the concept with one of the report’s authors, director of investment strategy, Bob Collie, including why until now such dynamic asset

Previous