At Majurity, our mission is to bring us closer to a Singapore where everyone can thrive.
We work closely with donors, social impact partners and communities to build a thriving Singapore for all.
CHAIRMAN'S MESSAGE
“Time flies” feels especially true as we mark our 8th year at The Majurity Trust.
When we first started Majurity, it was grounded on our core belief in the power of the collective. By bringing together donors, partners, and communities, we can better identify needs, pool resources, and create more meaningful and lasting impact than any one of us could alone.
As we look ahead to our 10th year, we find ourselves reflecting not just on the outcomes thus far, but also on how impact is truly created. Hence the theme of this year’s report “Impact In The Making” is a reflection and sharing of the realities we see each day.
Impact is rarely immediate, is almost never linear, and is not always “scalable” in the commercial sense, but is always much needed. As this report reflects, it is a journey shaped by innovative breakthroughs, valleys of doubt, and long stretches of steady progress. What is often visible to the outside world — programmes delivered, beneficiaries reached, funds deployed — is but a small part of the story.
Behind every outcome lies intentionality.
Behind every number lies relationships.
Behind every success lies the quiet, consistent work of building trust, strengthening capabilities, connecting the dots, and asking how we can do better.
As a Board, we have the privilege of seeing this up close.
We see the depth of conversations that shape our strategies.
We see the discipline in how resources are stewarded.
And we see the care taken to journey with our grantee partners — not just as funders, but as partners in their journey.
With this in mind, we took time as a Board and management team to step back and reflect on our journey thus far, and the next decade of possibilities ahead. At our Board Retreat in Oxford and London in late 2025, we exchanged ideas with leading academics, subject matter experts, corporates and impact organisations. What stood out to us was how many of the challenges, lessons and needs in the UK were applicable to our own in Singapore. And how even more so than us, there seems to already be a strong shared belief in working together to amplify impact in the UK.
When we started Majurity 8 years ago, we were able to learn from our sister organisation the Robin Hood Foundation in New York. These global relationships like Dasra in India, and more recently our partners in the UK, help us to refine and improve our work in catalytic and evidence-based giving, allowing us to tackle complex needs better in Singapore.
Through these exchanges, our conviction in how we invest our resources has deepened — being intentional in where we focus, disciplined in how we steward what we are entrusted with, and committed to strengthening organisations and relationships taking a long term outlook.
For us, this is what it means to do philanthropy differently.
In addition to being thoughtful, intentional, and collaborative, it is crucial to maintain both open hearts as well as open minds, and to practice non-judgement as that helps keep at bay any unconscious biases we may have.
Over the past year, we have made a deliberate shift towards going deeper. This has meant reaching fewer beneficiaries but more depth in the work we support. This is not a trade-off, but a choice — one that reflects our belief that lasting change requires investing in organisations, leaders, and communities over the long term.
None of this would be possible without the donors supporting our work.
I am deeply grateful to our supporters and key donors, whose trust allows us to invest with a longer-term view. Your belief in a more thoughtful, relational approach to philanthropy enables us to support work that may not always be visible, but is yet essential.
To our grantee partners, thank you for the work you do every day on the ground. Your commitment to addressing unseen needs, often in complex and challenging environments, continues to inspire us.
To my fellow Board members and our Leadership Council, thank you for your continued guidance and support over the past year.
And to the Majurity team — thank you. Your dedication, discipline, and heart are what transforms intention into impact. Much of what you do happens behind the scenes, but it is this very work that makes everything else possible.
As we look towards our 10th year, we do so with both humility and conviction. There is still much to learn, and more to build. And many more needs that remain unseen. As the past 8 years have shown us, when we come together with open hearts, intentionality and a shared purpose, the seeds we plant can flourish into lasting impact with multiplier effects we will never fully comprehend today. But for those whose lives our collective decisions to “Do Something” have touched, the value may be immeasurable.
Thank you for being part of this seed planting journey with us.
Together, let us continue building a Singapore where no child, woman or man is left behind, and more among us thrive.
Keep thriving, Danny Yong
CEO'S MESSAGE
MAJURITY IMPACT
MAJURITY IMPACT
IMPACT NUMBERS AT A GLANCE 2025
SINCE
2017
FUNDS RAISED
DONORS
SINCE
2017
FUNDS RAISED
DONORS
In 2025, we reached 56% less beneficiaries
AND THAT IS PART OF OUR PLAN
→We supported fewer one-off, large-scale outreach programmes, and more sustained, small-scale initiatives like support groups and organisational capacity building efforts.
Journeying closely with each grantee partner, we believe this strategy helps us create deeper, lasting impact.
INPUT & OUTPUT
OUTCOMES
01 THRIVING BENEFICIARIES
Our first level of impact is the individual. We support organisations that are meeting the unseen needs of youth, seniors, caregivers, low-income parents, persons with disabilities, migrant workers, and many others.
IMPROVED MENTAL WELLBEING
55%
of 203 surveyed participants reported improvements to their mental wellbeing after participating in our funded programmes.OUR MEASUREMENT APPROACH
Organisations measure mental wellbeing differently. Some may use tools like the SWEMWBS, WHO-5, or PHQ-2 while others may use simple surveys better suited to their target group. To calculate this number, we looked for pre-post changes across the different tools.
INCREASED KNOWLEDGE & AWARENESS
85%
of 470 surveyed participants reported improvements to their knowledge and awareness after participating in our funded programmes.
OUR MEASUREMENT APPROACH
Our partners spread awareness about topics like dementia, mental health, caregiving, and others. To calculate improvements, we aggregated retrospective pre-post feedback across the different thematic areas.
INCREASED ECONOMIC STABILITY
92%
of 126 surveyed participants improved or maintained a high level of financial wellbeing after participating in our funded programmes.
OUR MEASUREMENT APPROACH
Our partners work with vulnerable groups like migrant domestic workers and low-income parents to improve their economic stability. To calculate improvements, we look at increases in savings, improvements in self-reported financial wellbeing, or maintenance of high levels of financial wellbeing.
IMPROVED MENTAL WELLBEING
55%
of 203 surveyed participants reported improvements to their mental wellbeing after participating in our funded programmes.OUR MEASUREMENT APPROACH
Organisations measure mental wellbeing differently. Some may use tools like the SWEMWBS, WHO-5, or PHQ-2 while others may use simple surveys better suited to their target group. To calculate this number, we looked for pre-post changes across the different tools.
INCREASED KNOWLEDGE & AWARENESS
85%
of 470 surveyed participants reported improvements to their knowledge and awareness after participating in our funded programmes.
OUR MEASUREMENT APPROACH
Our partners spread awareness about topics like dementia, mental health, caregiving, and others. To calculate improvements, we aggregated retrospective pre-post feedback across the different thematic areas.
INCREASED ECONOMIC STABILITY
92%
of 126 surveyed participants improved or maintained a high level of financial wellbeing after participating in our funded programmes.
OUR MEASUREMENT APPROACH
Our partners work with vulnerable groups like migrant domestic workers and low-income parents to improve their economic stability. To calculate improvements, we look at increases in savings, improvements in self-reported financial wellbeing, or maintenance of high levels of financial wellbeing.
02 BETTER ORGANISATIONS
Our second level of impact is the organisation. We give unrestricted, flexible funding to help early-stage nonprofits grow, strengthen internal capabilities, and create deeper impact in the long run.
STRONGER ORGANISATIONAL FOUNDATIONS
5
OUT OF 5
New Horizon grantee partners reported improvements to their organisational development after completing their incubation journeys.
OUR MEASUREMENT APPROACH
We measure this using our organisational development checklist, which scores 5 domains of organisational development: strategy and leadership, user-centric services, governance, people, and finance.
GREATER REACH
94%
of 50 surveyed grantee partnersfelt that their funded programmes / organisations would have run at a smaller scale if Majurity had not funded them.
STRONGER ORGANISATIONAL FOUNDATIONS
5
OUT OF 5
New Horizon grantee partners reported improvements to their organisational development after completing their incubation journeys.
OUR MEASUREMENT APPROACH
We measure this using our organisational development checklist, which scores 5 domains of organisational development: strategy and leadership, user-centric services, governance, people, and finance.
GREATER REACH
94%
of 50 surveyed grantee partners felt that their funded programmes / organisations would have run at a smaller scale if Majurity had not funded them.
03 STRONGER ECOSYSTEM
Our final level of impact is the ecosystem. We fund research, partnerships, foster collaborations, and organise convenings that improve collaboration and resource-sharing across the social impact ecosystem.
ACCESS TO CAPACITY-BUILDING
83%
of 90 surveyed residents reported that the Lunch & Learn sessions at The Foundry introduced a new idea, tool, or resource they might apply in their work.
COLLABORATION
37
partnerships have been supported through our Partnerships and Field Building funds.
ACCESS TO CAPABILITY-BUILDING
83%
of 90 surveyed residents reported that the Lunch & Learn sessions at The Foundry introduced a new idea, tool, or resource they might apply in their work.
COLLABORATION
37
partnerships have been supported through our Partnerships and Field Building funds.
MAJURITY’S APPROACH TO OUTCOME MEASUREMENT
PRINCIPLES BEHIND MAJURITY’S MEASUREMENT, EVALUATION AND LEARNING (MEL) APPROACH
Majurity’s grantee partners span a wide range of causes, capabilities, and contexts. Imposing uniform outcome metrics across this diversity would risk measuring what is easy, rather than what is meaningful. Our MEL approach is therefore guided by a foundational commitment to fit: fit to the partner’s stage of development, fit to the evaluation question at hand, and fit to the resources available to answer it.
In practice, this means we work alongside grantee partners to select or co-design measurement approaches that are proportionate and purposeful, drawing on validated instruments where appropriate, and on tailored questions where those serve the inquiry better. We employ mixed methods where the evaluation question demands it.
MEASUREMENT TOOLS AND CONCEPTS MENTIONED IN THIS REPORT
The tools and concepts listed below reflect the methods used for our grantee partners’ outcome measurement approaches. As our grantee partners, funded programmes, and focus areas shift iteratively every year, so will our measurement practice.
- Short Warwick-Edinburgh Mental Wellbeing Scale (SWEMWBS)
The SWEMWBS is a validated self-report instrument designed to measure mental wellbeing in the general population. It consists of 7 positively worded items assessing aspects of psychological functioning, such as optimism, clarity of thinking, and feeling useful. Respondents rate each item on a 5-point Likert scale based on their experiences over the past two weeks. Scores are summed and typically transformed using a standard conversion table to produce a metric score, with higher scores indicating greater mental wellbeing.
- World Health Organisation Well-Being Index (WHO-5)
The WHO-5 is a short, widely used self-report measure of current mental wellbeing developed by the World Health Organization. It includes 5 positively phrased items reflecting subjective psychological well-being (e.g., positive mood, vitality, and general interests). Each item is rated on a 6-point scale based on experiences over the past two weeks. Raw scores are summed and often multiplied by 4 to yield a percentage score ranging from 0 to 100, with higher scores indicating better wellbeing. It is commonly used as a screening tool for depression and for monitoring changes in wellbeing over time.
- Awareness: Where programmes aim to shift participants’ understanding on a specific issue, we use retrospective pre-post questions calibrated to the programme’s focus area and scored on three-to-five point Likert scales. Question design is developed in close collaboration with each grantee partner to ensure alignment with their evaluation priorities.
- Financial Wellbeing: We measure individual financial wellbeing differently based on a programme’s goals.
→ Financial self-efficacy: Some programmes focused on knowledge building used questions like “I feel that I can manage my finances well”, that were scored on a Likert scale. This allowed for a pre-post comparison of financial self-efficacy.
→ Savings: Other programmes focused on behavioural change requested that participants report their average monthly savings before and after the course. This allowed for a pre-post comparison of monthly savings trends.
- Organisational Development: With reference to NCSS’s Organisational Health Framework for Social Services, we have identified 5 key domains of organisational development that are most critical for establishing strong foundations in early stage startups:→ Strategy & Leadership
→ User Centric Services
→ Governance
→ People
→ Finance
From these 5 domains, we have designed a 15-item checklist to guide the incubation process with each grantee partner. Partners are evaluated each year, comparing their intake scores to the final third-year incubation score, providing a structured, long-term view of organisational growth and the strength of foundations built during the incubation period.
OUR WORKING PRINCIPLES
At Majurity, grants are never just transactions — they are relationships.
By grantmaking with heart, we attempt to subvert the traditional funder-grantee dynamics, and instead, create something more powerful. Trust is our currency, and we foster stronger relationships through check-ins, brainstorming sessions, and open communication. We build understanding between our donors and grantee partners by facilitating sharing sessions and site visits.
At Majurity, we are committed to staying accountable in our work with donors and grantee partners.
Yet where accountability may be perceived as rigidity, we practice flexibility balanced with discipline. With our grantee partners, we co-design output targets, rather than dictate them. This also means going beyond the numbers, and realising that progress isn’t always quantitative. With our donors, we help broaden their vision of what impact can look like. We combine progress reports with contextual insights, rooted in empathy.
Research is integral to identifying gaps and deploying funding effectively.
Through our work with The Social Investment Consultancy (TSIC), we surveyed funders, intermediaries, ecosystem builders and social enterprises. Our research revealed that each stakeholder group diagnosed the landscape with different problems — their positionality informed by their experiences. To help bridge this gap, we brought different groups of stakeholders together — presenting our findings to them, and facilitating hard-hitting conversations. Through the science of research and the art of conversation, we use research as a tool for more than just strategy, but for understanding. But we’ve learned that who you bring to the table is just as important as what you ask.
At Majurity, we bring intentionality into every aspect of our work.
Grant applications and reporting, for example, can be long and tedious, often distracting grantee partners from the valuable work they do on the ground. We intentionally build processes that empower, rather than burden our grantee partners.
At Majurity, integration means seeing donors, researchers, grantee partners, and the people they serve as one community.
By bringing them together, we believe that we create the conditions to truly reinvent philanthropy. Through the Thriving Communities Initiative in Chong Pang, we mobilised resident leaders to run Resilience Trails, showing donors and community members the grounded realities of neighbourhood needs.
By bringing donors into the residents’ own neighbourhoods, we shifted power dynamics. Resident voices were heard and community strengths spotlighted.
EXPECT MORE
Playlist
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FLAGSHIP EVENTS
THE MAJURITY CONVERSATIONS
▲ THE ART & SCIENCE OF SOCIAL IMPACT
“Science gives us coordinates on a map. Art helps us understand why the journey matters.”
“Science gives us coordinates on a map. Art helps us understand why the journey matters.”
↓ Martin Tan
CEO
The Majurity Trust
Bringing together over 150 leaders, funders, and changemakers to explore how we measure, communicate, and amplify impact in Singapore’s social sector.
“Impact measurement shouldn’t just be a tool for accountability; It should be an instrument for learning, equity, and trust-building.
“Impact measurement shouldn’t just be a tool for accountability; It should be an instrument for learning, equity, and trust-building.
What if we made space, not just for numbers, but for the narratives, the stories, for nuance, and for the
complexity of change?”
What if we made space, not just for numbers, but for the narratives, the stories, for nuance, and for the complexity of change?”
↑ Keynote speaker Neera Nundy, Co-Founder and Partner of Dasra, India’s leading strategic philanthropy organisation.
A key message that resonated with us was this thought:
“Too often, monitoring feels like policing, and evaluation feels like someone coming in just to find what’s not working… What if we could shift the emphasis to learning? We are all on a journey, we are all learning together.”
“Too often, monitoring feels like policing, and evaluation feels like someone coming in just to find what’s not working…What if we could shift the emphasis to learning? We are all on a journey, we are all learning together.”
↓ Learn more about the insights and perspectives from Neera and our other speakers
→ Numbers matter, but they must be paired with stories, lived experiences, and community voices to capture change meaningfully. A balanced approach that integrates both data and narrative allows for a more holistic understanding of what works — and what doesn’t. When we only focus on what can be easily measured, we risk overlooking the deeper, human dimensions of change.
THE MAJURITY NIGHT
▲ THE TALE OF TWO ELEPHANTS
Our annual donor appreciation event bringing together Majurity’s network of donors and partners, celebrating shared impact and collaboration.
Our annual donor appreciation event, bringing together Majurity’s network of donors and partners, celebrating shared impact and collaboration.
We celebrated 8 years of doing philanthropy differently, as well as The Foundry’s first anniversary, our home base for collective impact.
Our theme this year? The Tale of Two Elephants. A fun, tongue-in-cheek way of unpacking our work and what drives us.
IN THE ROOM
Tackling the elephant in the room involves asking the hard questions and difficult conversations that people often avoid, to identify unseen needs often ignored or sidelined.
THE WHITE ELEPHANT
A stark reminder for us to stay relevant and to catalyse meaningful change with resources entrusted to us.
“No single actor… can achieve meaningful change alone. Each of us must do our part: to give, to partner, to listen, and to learn. Because when we do, we build not just stronger organisations, but stronger communities.”
“No single actor… can achieve meaningful change alone.
Each of us must do our part: to give, to partner, to listen, and to learn.
Because when we do, we build not just stronger organisations, but stronger communities.”
↑ Guest of Honour Mr Edwin Tong, Minister for Law and Second Minister for Home Affairs
ANNUAL MEETING
Our Leadership Council came together to envision the next chapter of Majurity’s work in the decade ahead.
Our Leadership Council came together to envision the next chapter of Majurity’s work in the decade ahead.
The Leadership Council is a core group of visionary donors committed to ensuring that we are able to pursue our goals by supporting our operating fund with an annual gift of $100,000 or more. Their support, insights and generosity have been crucial in enabling us to do philanthropy differently. Another highlight: a Human Library segment, where social impact leaders shared perspectives, on-the-ground realities, and heartfelt insights with us.
Dr Chen Shiling (Happee Hearts Movement), one of our Human Library speakers
THE MAJURITY
BOARD RETREAT 2025
Shaping the next decade of possibilities at Majurity.
Shaping the next decade of possibilities at Majurity.
→ Continuing to learn from the best-in-class social impact organisations globally.
We spent an inspiring five days of learning and exchange with leaders and organisations at the forefront of impact philanthropy in the UK.
What began at the University of Oxford, with conversations on AI, global health, outcomes measurement, and advancing cross-sector partnerships, continued in London, where we met leading practitioners driving social finance, social entrepreneurship, place-based work, and innovative philanthropy.
Closing reception at the High Commission of Singapore in London, together with partners from the UK’s social impact space
Our heartfelt thanks to the Yong Hon Kong Foundation for making this possible. We are also grateful to our partners and speakers who were generous in their time and insights:
100x Impact
Access – The Foundation for Social Investment
Blavatnik School of Government, University of Oxford
Bloomberg Philanthropies
Centre for the Governance of AI
Change Please Coffee
Cripplegate Foundation
Government Outcomes Lab, Blavatnik School of Government, University of Oxford
High Commission of Singapore in London
Islington Giving
London Funders
Macquarie Group Foundation
Marshall Institute
Oxford Internet Institute, University of Oxford
Oxford Martin AI Governance Initiative, University of Oxford
Saïd Business School, University of Oxford
School for Social Entrepreneurs
The BIG Alliance
UBS Optimus Foundation
Wellcome Trust
What Works Hub for Global Education
MAJURITY CHARITY INVITATIONAL
Across two legs, 200 golfers gathered to tee off and champion mental wellbeing and migrant domestic worker issues.
Across two legs, 200 golfers gathered to tee off and champion mental wellbeing and migrant domestic worker issues.
More than a good golf game, the Majurity Charity Invitational (MCI) gave participants a glimpse into the urgency of real-world issues.
Across two legs, 200 golfers gathered to tee off and champion mental wellbeing and migrant domestic worker issues. More than a good golf game, MCI gave participants a glimpse into the urgency of real-world issues.
Through our signature novelty challenges, golfers stepped into the shoes of those supported by our Scaffold Fund, Musim Mas BlueStar* Fund and Silver is Gold Fund — championing migrant domestic workers (MDWs) and mental health and wellbeing across life stages.
→ What heartened us most: golfers didn’t just enjoy the game — they connected, reflected, and stood with the causes we champion.
MAJURITY MARATHON 2025
GOING THE DISTANCE WITH YOU
At Majurity, people are at the heart of what we do. Walking alongside and supporting our grantee partners is at the core of how we do philanthropy differently.
At Majurity, people are at the heart of what we do. Walking alongside and supporting our grantee partners is at the core of how we do philanthropy differently.
100 of our grantee partners came together to connect and had an inside look at The Foundry — our newly launched home base for collective impact.
THE PEOPLE AND TEAMS IN THE MAJURITY ECOSYSTEM
Leadership Council
The Leadership Council is a group of visionary philanthropists and donors committed to ensuring that The Majurity Trust is able to pursue our goals in meeting unseen needs and going further with every donation.
Mr Alvin Lim
CFO and Executive Director, Musim Mas Holdings
Ms Anthonia Hui & Mr Leonardo Drago
Head of Singapore, AlTi Tiedemann Global
Head of Investments, Singapore, AlTi Tiedemann Global
Ms Chan Chia Lin
Director, Lam Soon Cannery Pte Ltd
Mr Danny Yong & Ms Lyn Chan
Founder and Chairman, The Majurity Trust
Mr Edoardo Collevecchio
Managing Director, Oppenheimer Generations Asia
Ms Elaine Low
Chairperson, Low Tuck Kwong Foundation
Mr Goh Yew Lin
Managing Director, GK Goh Holdings Ltd
GSR Foundation
Mr Hsieh Fu Hua
Founder, Binjaitree Foundation
Mr Kevin Kwan
Executive Director, Birchwood Investments
Dr Mary Ann Tsao
Chairwoman, Tsao Foundation
Mr Pang Sze Khai
Chairman, Octava Foundation
Mr Robert Ho
Chairman, The Robert H. N. Ho Family Foundation Global
Wee Foundation
Ms Yong Hsin Yue
Group Managing Director, Kuok (Singapore) Limited
Mr Alvin Lim
CFO and Executive Director, Musim Mas Holdings
Ms Anthonia Hui & Mr Leonardo Drago
Head of Singapore, AlTi Tiedemann Global
Head of Investments, Singapore, AlTi Tiedemann Global
Ms Chan Chia Lin
Director, Lam Soon Cannery Pte Ltd
Mr Danny Yong & Ms Lyn Chan
Founder and Chairman, The Majurity Trust
Mr Edoardo Collevecchio
Managing Director, Oppenheimer Generations Asia
Ms Elaine Low
Chairperson, Low Tuck Kwong Foundation
Mr Goh Yew Lin
Managing Director, GK Goh Holdings Ltd
GSR Foundation
Mr Hsieh Fu Hua
Founder, Binjaitree Foundation
Mr Kevin Kwan
Executive Director, Birchwood Investments
Dr Mary Ann Tsao
Chairwoman, Tsao Foundation
Mr Pang Sze Khai
Chairman, Octava Foundation
Mr Robert Ho
Chairman, The Robert H. N. Ho Family Foundation Global
Wee Foundation
Ms Yong Hsin Yue
Group Managing Director, Kuok (Singapore) Limited
OUR DONORS & PARTNERS
OUR BOARD
Danny Yong
Founder, Yong Hon Kong Foundation
Elaine Yew
Senior Partner & Global Executive Committee Member, Egon Zehnder
Aaron Maniam
Fellow of Practice / Director, Digital Transformation Education, Blavatnik School of Government, Oxford University
Kenneth Kan
Deputy Chief Executive Officer and Managing Partner, Dymon Asia Capital
Eugene Seow
Founder, E3TWENTY
Neil Yong
Deputy Chairman, Woh Hup
(Private) Limited
Chairman, TalenTtrust
Elaine Low
Chairperson, Low Tuck Kwong Foundation
Abdul Jabbar Bin Karam Din
Head, Corporate and Transactional Group, Rajah & Tann Singapore LLP
Amb. Ravi Menon
Ambassador (Climate Action), Singapore
Chairman, Global Finance & Technology Network
Chairman, Impact SG
Eugene Seow
Founder, E3TWENTY
Neil Yong
Deputy Chairman, Woh Hup
(Private) Limited
Chairman, TalenTtrust
Abdul Jabbar Bin Karam Din
Head, Corporate and Transactional Group, Rajah & Tann Singapore LLP
OUR GRANTEE PARTNERS
Donor Impact Fund x Singland
CaringSG
Criticare Fund For Migrant Workers
Impart
Sancare Asia
Donor Impact Fund x TL Whang Foundation
ACRES Singapore
Assisi Hospice
Happee Hearts Movememt
Impart
Jane Goodall Institute (Singapore)
OSCAS Singapore
SOSD Singapore
Society for the Prevention of Cruelty to Animals (SPCA)
The Astronauts Collective
The Greenhouse Community Services
Foundry Forward Fund
Character and Leardership Academy Limited
Ray of Hope
Hatch Technologies Pte Ltd
Boxgreen Pte Ltd
Better.sg
The Tapestry Project Limited
School of Ability and Recovery
Sattva Consulting
Impart Ltd
Bettr Barista Pte Ltd
FMAS Trampoline
ABLE
ARTDIS Singapore
Awful Grace
Curious Thoughts Giving Limited
Daughters Of Tomorrow
Drama Box
Eastern Reds Rugby
Epworth Community Services
ISAAC – Singapore
KampungKakis
Lutheran Community Care Services
New Life Community Services
New Life Stories
REACH Community Services
Starfish Singapore
The Life Review
Wild Rice
Maybank Momentum Grant
CaringSG
Curious Thoughts Giving
Extra.Ordinary People
Friends of the Disabled Society
Limitless
New Life Stories
O’Joy
Ray of Hope
Tagteam Technologies (Tictag.io)
TalentTrust
The Astronauts Collective
The Greenhouse Community Services
Tiggie Kids
Undifferent
Unlocking ADHD
With Kita Ltd.
Voices of Singapore
Youthline
Movements For Health (M4H)
3Pumpkins Limited
Beyond Social Services
Filos Community Services
Hatch Technologies
Limitless
National Healthcare Group
TOUCH Community Services
Tzu-Chi Foundation (Singapore)
Vintage Radio Singapore
Musim Mas BlueStar*
Centre for Evidence and Implementation
Gateway Arts
Impart
Limitless
School of Ability and Recovery (SOAR)
The Tapestry Project
Character & Leadership Academy
Samaritans of Singapore
Mental Health Film Festival
NCSS 4ST Partnership
Allkin Singapore
Jia Ying Community Services Society
KampungKakis
Life Review Limited
Limitless
Little Limestones
Pro Bono SG
Project X Society
Psalt Care Limited
Salvage Garden
Samaritans of Singapore
SG Assist
Singapore Business Federation Foundation
The Red Pencil (Singapore)
The Singapore Association for the Deaf
Trybe Limited
Scaffold
AIDHA
Colours Global Foundation
HealthServe
HOME
Pro Bono SG
Sing Lit Station
Uplifters
Silver Is Gold
Dementia Singapore
HealthyTec
Project iRemember
The Salvation Army
Voices of Singapore
T-Ignite
Wateroam
Temasek Foundation New Horizon
BapaHebat SG
Better.sg
Break The Wheel
Empowered Families Initiative
Happee Hearts Movement
Impart
KampungKakis
Mental ACT
Migrant x Me
Rise Thrive Initiative
Starfish Singapore
The Tapestry Project SG
TransBefrienders
Thriving Communities Initiative
Chung Fook Meng, Kevin
Mohamed Mansoor Bin Khalid
Mohammad Azhar Bin Noordeen Ahamed
Sarimah Binte Amat
Wee Xin Yan
TMT General
ART:DIS Singapore
Babes Pregnancy Crisis Support
BapaHebat SG
Bettr Barista
Break The Wheel
Character & Leadership Academy
Empowered Families Initiative
Happee Hearts
HCSA Community Services
HealthServe
Impart
Its Raining Raincoats
KampungKakis
Mindfull
Project Green Ribbon
Proud Spaces
Ray of Hope
Red Cross Home for the Disabled
SOAR (School of Ability and Recovery)
Starfish Singapore
The T Project
TalenTtrust
The Private Museum
Kita
Woodlands Health Pte Ltd
World Wide Fund for Nature (Singapore)
Youthline
Wonder Arc
Calvary Community Care
Kampong Kapor Community Services
TOUCH Community Services
OUR TEAM
Martin Tan
Chief Executive Officer
Donna Cheng
Senior Director,
Strategic Communications
Charles Tan
Senior Director,
Philanthropy
Cheryl Chung
Senior Director,
Insights and Strategy
Stephen Keys
Senior Director, Corporate & Talent Development (Volunteer)
Teo Hwee Ping
Legal Advisor (Volunteer)
David Hoe
Director, Philanthropy
Lee Siok-Koon
Director, Community Building and Partnerships
Kwan Jin Yao
Research Fellow, Insights & Strategy
Marlene Rothschild
Associate Director, Foundry
Fayeruz Surahman
Associate Director, Insights & Strategy
Michelle Lee
Head of Finance
Jen Goh
Head of Advancement
(Strategic Giving)
Jo Ee, Kok
Head of Philanthropy
(Venture Building)
Christina Oh
Head of Creative
Grace Seow
Head of Philanthropy
(Partnership Funds)
Jenn Beh
Head of Philanthropy
(Social Finance)
Vivian Toh
Senior Manager, Corporate Affairs and Strategic Communications
Gunjali Singh
Senior Manager, Advancement
(Donor Relations)
Stephanie Tay
Senior Manager, Philanthropy
Ain Mustafa
Senior Manager, Philanthropy
Tham Hui Hui
Senior Manager, Advancement (Strategic Giving)
Darren Cheng
Senior Manager, Advancement (Strategic Giving)
Joyce Yap
Senior Manager & Special Assistant to CEO, CEO’s Office
Oh Hui Xian
Senior Manager,
Insights and Strategy
David Jusuf
Manager, Videography
Michelle Tan
Manager, Foundry
Cheong Ming Fang
Manager,
Thriving Communities Initiative
Chloe Ang
Manager, Philanthropy
Chantelle Tan
Manager, Facilities and Building Operations
Lau Shi-Mei
Assistant Manager,
Strategic Communications
Kellie Ng
Assistant Manager, Events and Communications
Manita Goh
Associate, Corporate Affairs
Natasha Lee
Associate, Finance
Rachel Loh
Associate, Design
Alison Shi
Associate, Advancement
Amirah Zalizan
Associate, Foundry
Claudia Tan
Associate, Philanthropy
Shanya Sadanandan
Associate, Insights & Strategy
Jannelle Ho
Associate, Foundry
Catrina Cortes
Business Development & Venue Manager, Foundry
Yuan Hao Ong
Associate, Advancement (Strategic Giving)
Estelle Tan
Associate, Finance and HR
Hanif Yacob
Associate, Insights & Strategy
Lutfil Goh
Associate, Insights & Strategy
2026 YEAR AHEAD
January
TSIC x TMT Lunch Conversation: Understanding Singapore's "Missing Middle" in Impact-First Capital Landscape
February
Launch of Thriving Communities Initiative @ Chong Pang
March
Hosting Aunnie Patton Power - 2 Day Event Wealth Owners and Ecosystem Day
April
The Majurity Conversations 2026: AI for Impact - Trends, Threats, Tools
June
The Majurity Annual Report and Impact Report 2025
Annual General Meeting
July
The Majurity Leadership Council Meeting
August
The Good Weekend Market
September
Inspiring Asia Micro Film Festival 2026
November
The Majurity Night 2026
Foundry 2nd Year Anniversary
CORPORATE GOVERNANCE
BOARD COMMITTEE
AUDIT & RISK
Mr Neil Yong
Committee Chair
Mr Loh Wei
(Non-board)
Committee Member
FINANCE & ESTABLISHMENT
Mr Kenneth Kan
Committee Chair
Mr Danny Yong
Committee Member
FUNDRAISING
Mr Kenneth Kan
Committee Chair
Ms Elaine Yew
Committee Member
Mr Danny Yong
Committee Member
NOMINATION
Ms Elaine Yew
Committee Chair
Mr Aaron Maniam
Committee Member
PROGRAMMES & SERVICES
Mr Eugene Seow
Committee Chair
Mr Aaron Maniam
Committee Member
NAME AND DESIGNATION
APPOINTMENT DATE
ATTENDANCE
BACKGROUND
Mr Danny Yong ^
Founder and Chairman
29 November 2017
3 out of 3
Founder
Yong Hon Kong Foundation
Mr Kenneth Kan ^
Director, Finance Chairman and Fundraising Chairman
29 November 2017
2 out of 3
Deputy Chief Executive Officer and Managing Partner
Dymon Asia Capital
Ms Elaine Yew ^
Director and Nomination Chairperson
25 March 2019
1 out of 3
Senior Partner
Egon Zehnder
Mr Eugene Seow
Director and Programmes Chairman
1 December 2020
3 out of 3
Founder
E3TWENTY
Mr Aaron Maniam
Director
8 May 2023
3 out of 3
Fellow of Practice & Director
Digital Transformation Education Programme, Blavatnik School of Government, University of Oxford
Mr Neil Yong
Director and Audit Chairman
25 October 2023
2 out of 3
Deputy Chairman
Woh Hup (Private) Limited
Mr Ravi Menon
Director
22 October 2024
3 out of 3
Ambassador (Climate Action), Singapore
Chairman
Global Finance & Technology Network
Chairman
Impact SG
Mr Abdul Jabbar
Director
22 November 2024
3 out of 3
Deputy Managing Partner
Rajah & Tann Singapore LLP
Ms Elaine Low
Director
15 August 2025
0 out of 1
Chairperson
Low Tuck Kwong Foundation
Mr Mark Wong
Director
29 November 2017
(Stepped down 21 July 2025)
2 out of 2
Co-chief Executive Officer and Chief Risk Officer
Dymon Asia Capital
^ Mr Danny Yong, Mr Kenneth Kan and Ms Elaine Yew are also Board Members of Go Tangent Ltd., a subsidiary of The Majurity Trust.
BOARD GOVERNANCE
BOARD ROLES AND RESPONSIBILITIES
The Board ensures that the Majurity’s strategic direction, activities and resource allocation are aligned to its vision, mission and objectives. The roles and responsibilities of the Board are set out in its Terms of Reference as follows:
1. To provide strategic counsel to the Management Team for the overall direction of Majurity.
2. To provide overall governance for the adherence of the Executive and Management Team to the mission and object of Majurity.
3. To provide financial and judicial governance for Majurity.
4. To assist in Majurity overall philanthropic objectives.
5. To represent Majurity and network for new partnerships and programmes.
BOARD APPOINTMENT AND RENEWAL
The Nomination Committee oversees board composition and recommends appointments to the Board. Candidates are assessed on relevant skills, experience and commitment to Majurity's mission and values.
Board members are each appointed on a three-year term, balancing the need for members to gain a deeper understanding of Majurity's strategic goals and operations, while encouraging fresh insights and perspectives from newly appointed members on a periodic basis. As part of the pre-appointment assessment, nominated members are subject to background checks to ensure that they are eligible and fit for office.
BOARD REMUNERATION
As a not-for-profit organisation, no directors will receive remuneration unless for professional services engaged and approved by the Board. None of our directors received remuneration in FY2025.
MANAGEMENT
NAME AND DESIGNATION
APPOINTMENT DATE
BACKGROUND
Martin Tan
Chief Executive Officer
29 November 2017
Martin Tan is the CEO of The Majurity Trust, a philanthropic organization that collaborates with donors and charities to create a sustainable community for all in Singapore. In addition to his role at The Majurity Trust, Martin serves on the board of several other organisations, including Ray of Hope, National Council of Social Service, Children's Museum Singapore, and Halogen Foundation Singapore, which he co-founded in 2003. Martin formerly served as Executive Director of the Institute for Societal Leadership at Singapore Management University, as well as serving as board member with the National Youth Council, National Library Board, and National Family Council. As a motivational speaker and leadership facilitator over the past 20 years, Martin has also worked with leaders in the public, private, and people sectors in over 14 countries, including Afghanistan, Bhutan, China, New Zealand, Southeast Asia, the United Kingdom, and the United States. For his contributions to Singapore and the region, Martin has been awarded The Outstanding Young Person Award in 2008, inducted as Asia 21 Fellow in 2011, conferred the Singapore Youth Award in 2013, and appointed as Global Council Member of Asia Society in 2019.
Martin is also a director of Go Tangent Ltd. (a subsidiary of Majurity).
Donna Cheng
Senior Director, Strategic Communications
23 July 2018
Donna Cheng leads the Communications team at The Majurity Trust, designing and shaping external communications for the organisation and its related charities. She brings extensive marketing and communications experience spanning the private and non-profit sectors. Before joining Majurity, Donna served as Programme Director at Mediacorp's radio station 938NOW, where she had built her career as a Senior Broadcast Journalist for its news radio programme. In this role, she was responsible for producing and presenting news content to audiences across Singapore. Donna also held the role of Assistant Programme Director at the Institute for Societal Leadership at Singapore Management University, an institution dedicated to advancing the knowledge and practice of societal leadership. Through her diverse career spanning broadcast journalism, programme management, and communications strategy, Donna has developed a deep understanding of how to engage diverse audiences with clarity and purpose. At Majurity, she applies this breadth of experience to amplify the organisation's mission and build meaningful connections with donors, partners, and the broader community.
Charles Tan
Senior Director, Philanthropy
15 February 2020
Charles Tan oversees the Philanthropy team at The Majurity Trust, annually raising upwards of $12 million to support promising non-profits, charities, and ground-up groups across Singapore. In this capacity, he works closely with donors and community partners to channel resources meaningfully and sustainably toward social impact. Before joining Majurity, Charles served as Assistant Director of Sector Strategy at the National Council of Social Service, where he led the implementation of the Social Service Sector Strategic Thrusts. In this role, he partnered widely with social service agencies, government ministries, and corporate stakeholders to convene strategic conversations and develop forward-looking social initiatives that addressed emerging community needs. His track record of innovation in the social sector was recognised in 2018, when he was awarded the Public Service Division MSF ExCEL Innovation Champion award for pioneering the Scaffold Programme — an evidence-based, identity-based motivation intervention for disengaged lower-secondary students. Charles brings a unique combination of policy expertise, sector knowledge, and fundraising experience to his role at Majurity, enabling him to bridge the worlds of philanthropy and social service delivery effectively.
Cheryl Chung
Senior Director, Insights & Strategy
1 January 2024
Cheryl is a seasoned public sector futurist who works at the intersection of strategic foresight and public policy, bringing two decades of experience to the role. Before joining Majurity, Cheryl was Head of Singapore for Kantar Public, a global research, evidence and advisory firm providing services to government and the public realm. Over the last 20 years, she has designed and facilitated numerous futures and strategy development workshops and focus group discussions for a wide range of participants, from youth to senior management, and across a wide range of topics, including economic policy, emerging technology, smart cities and infrastructure development. Her extensive public sector background encompassed policy, strategy, and futurist roles in various economic and infrastructure agencies, including the Ministry of Trade and Industry, the Centre for Strategic Futures (under the Prime Minister’s Office), and the Ministry of Transport.
Stephen Keys
Senior Director, Corporate & Talent Development (Volunteer)
1 May 2024
Stephen is Global Leader of Social Impact at IFS. As a passionate champion for corporate social responsibility (CSR), Stephen serves as chair of the IFS Foundation, an independent charity launched in 2019 with the goal of breaking the poverty cycle in remote and rural parts of Sri Lanka. He was previously Chief Talent & Sustainability Officer at IFS, responsible for ensuring IFS achieves well-being for each and every stakeholder in our business, including staff (talent acquisition, talent retention and development), the environment, and the communities in which we operate (ESG). Prior to this role, Stephen served as Regional President of IFS’s business in APJ, ME&A. In this role, Stephen was responsible for growing IFS’s presence across the region. Before joining IFS, Stephen was CEO of Sydney-based FTS Group, one of the largest privately-owned IT services companies in Australia. Prior to FTS Group, Stephen worked for 10 years at Software AG, where he held several leadership positions in sales and consulting in the APJ and ME&A region. Stephen was also instrumental in establishing the IFS CSR Day, which is a way to encourage IFS staff to engage in local community projects that matter to them by giving everyone an extra day of leave to pursue CSR activities.
KEY MANAGEMENT PERSONNEL REMUNERATION BANDS
2025
2024
$100,001 to $200,000
2
2
$300,000 and above
1
1
The remuneration of Key Management Personnel is reviewed and approved by the Board.
NOTES
LEGAL ENTITY
As a Company Limited by Guarantee, The Majurity Trust Limited (Majurity) has put in place a voting membership and appointed a Board of Directors to carry out the oversight and governance of the organisation under the executive purview of the Management Team. Majurity adopts Constitutionas its governing instrument.
ADDRESS
11 Prinsep Link
The Foundry
Singapore 187949
IPC STATUS
The Majurity Trust Limited (UEN: 201734370C) is a philanthropic organisation, recognised as an Institution of a Public Character (IPC).
WHISTLE-BLOWING POLICY
Majurity has a Whistle Blowing Policy that provides an avenue for employees, volunteers and external parties to raise concerns with regard to suspected fraud, corruption, dishonest practices or other serious misconduct. The policy encourages stakeholders to raise whistleblowing without fear of adverse consequences. All whistle-blower reports will be reviewed by the Audit Chairman and investigated to ensure independent and thorough investigation and adequate follow-up.
CONFLICT OF INTEREST POLICY
The policy aims to protect Majurity and its members from any appearance of impropriety. It mandates that all Board Members and Staff must exercise the highest duty of care and judgment when dealing with matters relating to Majurity, and to disclose all interests (commitment, investment, relationship, obligation, involvement, financial, or otherwise), which may be a potential conflict of interest. The policy provides procedures and guidelines on how conflict of interest situations are to be handled. All Board Members and Key Management Personnel are to complete a declaration at the beginning of their service, as well as make a new declaration on an annual basis or when there are any changes.
RESERVE POLICY
Majurity's approach to philanthropy is to raise funds based on the scope of needs identified by research. As such, Majurity is looking towards building a prudent reserve as we scope out the next phase of growth for the organisation.
VOLUNTEER MANAGEMENT POLICY
Majurity has a volunteer management policy that sets out processes for recruiting, onboarding and managing volunteers across its programmes and activities. Volunteers are briefed on their roles, responsibilities and code of conduct and are required to sign a non-disclosure agreement prior to engagement. In line with this policy, volunteers do not receive remuneration. However, those offering specialised professional expertise that does not conflict with their current available volunteering roles, may receive an honorarium on a case-by-case basis, subject to approval.
FINANCIAL CONTROLS AND INTERNAL PROCEDURES
Majurity has in place documented financial procedures covering: (i) revenue and receipt policies and procedures; (ii) procurement and payment policies and procedures; and (iii) a system for the delegation of authority and approval limits. These procedures are reviewed regularly and approved by the Finance Committee.
POLICY ON LOANS
Any loans, donations, grants, or financial assistance made Majurity for purposes outside the scope of its approved programmes shall be approved by the Board. We have not exercised this.
AUDITORS
RSM SG Assurance LLP
GOVERNANCE EVALUATION CHECKLIST
Majurity has complied with the Code of Governance for Charities and IPCs. Majurity’s Governance Evaluation Checklist for the period of 1 January 2025 to 31 December 2025 can be viewed at the Charity Portal.
CORPORATE BANK
DBS Bank Ltd
Maybank Singapore Limited
Standard Chartered Singapore
United Overseas Bank Limited
ADDITIONAL NOTES
There is no employee who is a close member of the family of the Chief Executive Officer or Board Member. None of Majurity’s employees serve on the Board. Staff are not involved in setting their own remuneration, directly or indirectly.
In 2025, Majurity’s Fundraising Efficiency Ratio is 0.77%.
ABOUT US
The Majurity Trust is a philanthropic organisation recognised as an Institution of Public Character, that works with donors, social impact partners and communities to build a thriving Singapore for all.