
Government looking at lowering HDB flat eligibility age for singles, raising income ceiling for couples, families: Chee Hong Tat, Singapore News
In his first sit-down interview with the local media on Aug 5 since his appointment as minister, Chee said that any such changes will depend on whether there is an adequate supply of Build-To-Order (BTO) flats to meet the anticipated increase in demand.
The current BTO income ceiling for families and married couples is $14,000 a month, while singles must be at least 35 years old to be eligible to purchase public housing.
Chee said that lowering the age limit for singles, as well as raising the income ceiling will lead to more Singaporeans qualifying to buy a BTO flat, causing the demand to go up.
'Without a strong supply of BTO flats, we will not be able to meet this new demand… it's important for us to create the right conditions to be able to make these policy moves,' he said.
Speaking at his ministry's Budget debate in March, Chan's predecessor Desmond Lee said that the Government would continue to keep an eye on income growth and conditions in the local property market, and will raise the income ceiling 'when the time is right'.
Lee added that the current BTO income ceiling 'still covers about eight to 10 Singaporean households', adding that new flats 'are prioritised for those who need them more' such as lower-to-middle-higher income families.
The last changes to the income ceiling was in September 2019, when it increased from $12,000.
As for amending the eligibility conditions for singles, the July BTO exercise saw first-timer singles being granted priority access when they buy a two-room flexi flat near or with their parents.
The Ministry of National Development has since announced that 55,000 BTO units will be launched from 2025 to 2027, bringing the total of new flats to around 102,300 new flats from 2021 to 2025.
This exceeds its target of 100,000 flats.
Chee was asked on a timeline on when the policy changes will come into effect, and whether more than 50,000 new flats in the next three years constitutes an 'appropriate' condition.
He said he does not want to 'prematurely make any commitment that we are not ready to do so'.
'I want to make sure that when we make those moves, we will not end up with a situation where there's insufficient supply,' he added.
'That will bring us back to the not-so-good situation we faced during Covid-19, where a lot of applicants may not be able to get their flats, or may have to wait a long time.'
Chingshijie@asiaone.com
Hashtags

Try Our AI Features
Explore what Daily8 AI can do for you:
Comments
No comments yet...
Related Articles

Straits Times
18 minutes ago
- Straits Times
Hong Leong grows with the nation
Sign up now: Get ST's newsletters delivered to your inbox GROWING with the nation in the past 60 years, Hong Leong Group is a household name and a home-grown conglomerate with a sprawling global portfolio. Real estate, hospitality, finance and industrials are key sectors where it makes its mark. Amid fast-paced economic transformation, Hong Leong's diversified companies are investing in their Singaporean core, even as they compete on the world stage. 'Much like Singapore, Hong Leong Group stands as a testament to what vision, resilience, and innovation can achieve over time,' Hong Leong Group executive chairman Kwek Leng Beng tells The Business Times, pointing to a legacy and record 'shaped by performance, adaptability, and trust'. Pioneering success The Singapore River has undergone a massive evolution since independence, with shophouses and godowns making room for scores of modern skyscrapers. Crucially, 'the 1970s and 80s saw a frenzy of private sector building construction in the Golden Shoe area', National Library Board publication BiblioAsia has reported. One example that the article cites: Hong Leong Holdings' redevelopment of 28 shophouses in the Raffles Quay area into a new office tower. Top stories Swipe. Select. Stay informed. Singapore Luxury items seized in $3b money laundering case handed over to Deloitte for liquidation Singapore MyRepublic customers air concerns over broadband speed after sale to StarHub Singapore Power switchboard failure led to disruption in NEL, Sengkang-Punggol LRT services: SBS Transit Singapore NEL and Sengkang-Punggol LRT resume service after hours-long power fault Business Ninja Van cuts 12% of Singapore workforce after 2 rounds of layoffs in 2024 Singapore Hyflux investigator 'took advantage' of Olivia Lum's inability to recall events: Davinder Singh Singapore Man who stabbed son-in-law to death in Boon Tat Street in 2017 dies of heart attack, says daughter Singapore Man who stalked woman blasted by judge on appeal for asking scandalous questions in court Today, Hong Leong Building is a landmark in the central business district (CBD), and among the flagship projects in property developer Hong Leong Holdings' commercial stable, while its sister company City Developments Limited (CDL) counts nearby Republic Plaza – one of Singapore's tallest skyscrapers – as a jewel in the crown of its Grade A office portfolio. Listed on the Singapore Exchange, CDL – a pioneering Singapore developer established in 1963 – has grown alongside the nation, shaping the city's skyline with numerous residential, commercial, hotel and retail properties. CDL has been part of the Hong Leong Group since 1972, after the group became its controlling shareholder. Since then, the company has developed more than 53,000 homes and owns around 23 million square feet of gross floor area in residential for lease, commercial and hospitality assets globally. The 280-metre, 66-storey Republic Plaza, which was completed in 1996 and refurbished in 2019, has been honoured by architecture's prestigious FIABCI Prix d'Excellence, and has also racked up accolades for sustainability and eco-friendliness. Republic Plaza. Hong Leong Holdings' 80 Robinson Road and CDL's The Sail @ Marina Bay – launched in 2004 as Singapore's tallest residential project – are some other downtown gems. In fact, 80 Robinson Road is home to a co-working hub set up with the Monetary Authority of Singapore and Singapore Fintech Association to promote collaboration among fintech firms. These edifices are just some of the contributions to the skyline made over the decades by Hong Leong companies, including sister developers Hong Realty and TID Pte Ltd. Founded by the late Kwek Hong Png as a building materials trading company in 1941, the Hong Leong Group still counts the real estate industry as central to its corporate portfolio. Incorporated in 1963, urban solutions provider Hong Leong Asia grew in tandem with Singapore's public housing in the post-independence years. Today, Housing and Development Board (HDB) projects are the mainstay for Hong Leong Asia's pre-cast concrete business, which specialises in the design and manufacture of prefabricated building components. The business counts the 50-storey public housing landmark Pinnacle@Duxton as a signature build. Meanwhile, ready-mix concrete supplier Island Concrete has also been integral to several major public infrastructure works since its formation in 1970. These include Changi Airport Terminal 1 in the 1970s, the first Mass Rapid Transit line in the 1980s, the iconic Marina Bay Sands in 2010, and the Marina Coastal Expressway, which opened in 2013 and is Singapore's first highway to include an undersea road along its route. In fact, Hong Leong Group has provided not just the raw materials for nation building, through Hong Leong Asia, but also the capital needed to get local entrepreneurs off the ground. Hong Leong Finance – founded in 1961 and listed on the Singapore bourse in 1974 – is Singapore's largest finance company. Hong Leong Finance. It serves individuals and small- and medium-sized enterprises (SMEs) alike, offering deposits, savings, loans, and advisory services at its 28 branches and 12 SME Centres islandwide. SMEs make up a strategic segment of the clientele for the financial services firm, which is also the only finance company in Singapore with full sponsorship status for the Singapore Exchange's Catalist board. Representing the nation Beyond forging local partnerships, Hong Leong Group has also cast a wide net in international waters. Significant overseas investments include Hong Leong Asia's acquisition of Malaysia's cement producer Tasek Corporation Berhad in the 1970s. The company also entered powertrain solutions manufacturing and distribution in the 1990s with its 48.7 per cent stake in New York-listed China Yuchai International. This powertrain solutions business contributed almost S$3.6 billion in revenue in 2024, or more than four-fifths of Hong Leong Asia's top line. Similarly, Hong Leong Group's private developer arm, Hong Leong Holdings, entered the mainland Chinese market early, launching the Beijing Riviera luxury residential project in 1993. The developer is still active in China, where its joint ventures have built mixed-use developments in major hubs such as Chengdu and Chongqing. CDL's China arm has likewise built a strong portfolio across key Tier 1 and Tier 2 cities, including Shanghai, Suzhou, Chongqing and Shenzhen, since its setup in 2010. CDL has expanded its property development and asset management operations in major overseas markets, like Britain, Japan and Australia, and a sizeable living sector portfolio. Hong Leong Group's international reach also comes on the back of its vibrant hospitality arm, which has helped to fly the Singapore flag in global cities like New York and London. The group's strategic hotel expansion took off in the 1990s, when an earlier CDL hotel unit built on its Asian footprint to begin a string of acquisitions in the West. One watershed transaction was the purchase of the Plaza Hotel in New York for S$455 million. Those deals paved the way for the London listing of Millennium & Copthorne Hotels plc (M&C) in 1996 – which made M&C the first Singapore-controlled company to trade on the London Stock Exchange. 'The listing opened doors to opportunities and built investor confidence. It gave us access to global capital, enhanced governance standards, and strengthened our brand positioning in international markets,' Kwek muses. M&C was privatised into a wholly owned CDL subsidiary in 2019 and its role as a hotel operator and long-term asset owner is 'still selling' the Singapore brand, Kwek notes. Today, CDL operates a stable of global properties under its Millennium Hotels and Resorts (MHR) brand. Kwek has touted MHR's hotel ownership model as a deliberate decision to 'ensure control over the guest experience and protect long-term value'. MHR serves both business and leisure travellers with 145 properties in 80 locations – including London, New York, Paris, Dubai, Beijing, Tokyo, Auckland and, of course, Singapore. The youngest of the group's 12 brands is trendy M Social, which debuted in 2016 to woo a new generation of tech-savvy, design-conscious guests with its smart tech-enabled rooms. M Social Resort Penang. Some MHR hotels are owned by mainboard-listed CDL Hospitality Trusts (CDLHT), a stapled group which comprises the first hotel real estate investment trust on the Singapore Exchange and had about S$3.5 billion in assets under management as at end-March. CDLHT has more than 4,900 hotel rooms worldwide, with its portfolio anchored by strategic locations in gateway cities. A substantial portion of its portfolio value is concentrated in central Singapore, with the upcoming Moxy Singapore Clarke Quay slated to add 475 keys to CDLHT's presence in Singapore. The trust also marked its foray into the living asset class in 2021 and achieved two milestones in 2024 with the opening of its build-to-rent residential project, The Castings in Manchester, and the acquisition of a purpose-built student accommodation building, Benson Yard in Liverpool. The Castings in Manchester. The addition of these longer-stay assets is expected to enhance CDLHT's income resilience and reinforce the benefits of a diversified lodging portfolio. Charting new paths Having been part of the national backbone for six decades, Hong Leong Group continues to make its mark in Singapore and the world. In fact, the group is actively pursuing environmental sustainability goals across the board, with business units working to reduce greenhouse gas and carbon emissions by 2030. For example, CDL has been pioneering green buildings and sustainable development over the past 30 years and has gained global recognition for its leadership in sustainability and climate action. It has consistently been ranked among the Global 100 Most Sustainable Corporations in the World by media and research firm Corporate Knights since 2010 and continues to invest in green and innovative building methods. In Singapore, CDL is rejuvenating the skyline with new-generation mixed-use and integrated developments in the Singapore River precinct and CBD. The upcoming CanningHill Piers and CanningHill Square, at the former Liang Court; Newport Plaza, at the former Fuji Xerox Towers; and Union Square, where Central Mall and Central Square used to be, will all transform the cityscape and infuse their neighbourhoods with new energy when completed. Hong Leong Holdings has been moving to finance projects with green loans, starting with the nature-centric private mixed-use residential project in Tengah, while Hong Leong Asia is revolutionising its core industries with lower-carbon and circular economy solutions. MHR and CDLHT hotels have adopted digital practices to streamline the guest experience, and tapping technology also delivers eco-friendly operational efficiency for the business. For instance, MHR is the first hotel company to enter the Metaverse and install voice-enabled technology. It also utilises analytics to optimise energy consumption and resources. MHR and CDLHT have also introduced waste reduction programmes in their properties, including cutting single-use plastics and deploying food waste digestors where possible. On the industrial front, Hong Leong Asia has made significant investments in recent years to transform construction processes. Notably, it developed the HL-Sunway Prefab Hub, a state-of-the-art manufacturing facility that streamlines the production of precast building components. The company also established a fully automated batching plant at the Ready-Mixed Concrete Ecosystem at Jurong Port, enhancing operational efficiency and productivity. HL-Sunway Prefab Hub. Meanwhile, Hong Leong Finance's transformation and digitalisation efforts have enhanced customer experience, operational efficiency and business growth. Its digital platform for vehicle loans saw over 300 per cent increase in new electric vehicle (EV) loans to S$314 million in 2024 – up from S$73 million in the year before – as Singapore guns for EV adoption. The HLF Digital App also enables customers to manage a range of services including fund transfers and placing of fixed deposits. Across all these business divisions, Hong Leong Group continues to strive for excellence. 'In the face of global challenges, market shifts, and even a pandemic, we have remained steadfast,' Kwek tells BT. 'Our true strength lies not only in solid foundations, but in our ability to reinvent, adapt, and lead with purpose.' In the years to come, 'we remain firmly committed to shaping a smarter, greener, and more sustainable Singapore, and building a future worthy of our past', he adds.

Straits Times
18 minutes ago
- Straits Times
From Singapore to the world: Homegrown leaders in emerging fields
Sign up now: Get ST's newsletters delivered to your inbox Three Singaporean leaders blaze trails in global MNCs, from chasing biopharma breakthroughs to redefining construction, and charging ahead with AI innovation. Their bold career leaps and relentless determination show how local talent can shine in global corporate leadership roles, fuelled by grit, collaboration, and a thirst for impact. The trio give a glimpse of what it is like to be part of new growth industries, in manufacturing and tradeable services, that Singapore has pivoted towards. These efforts have been led by the Economic Development Board (EDB), which is responsible for planning and rolling out economic and industrial development strategies, together with government agencies and industry partners, to achieve sustainable growth, vibrant businesses and good jobs. Singaporeans are equipped to take unconventional paths, says Kajima's youngest leader 'If you are able to contribute meaningfully, there is room to thrive within global platforms,' says Luke Wu, managing director at The GEAR, Kajima. When Luke Wu stepped into a leadership role in one of Japan's oldest and largest construction groups, he did not just take an unconventional path, he redefined what leadership at the firm looks like. The 34-year-old is the youngest managing director at construction and engineering conglomerate Kajima, which is behind iconic buildings including Parkway Parade, OUB Centre and Resorts World Sentosa. Four years after joining Kajima in 2021, he rose to oversee The GEAR company, a new business unit within Kajima – the group's first and only overseas research and development (R&D) facility, as well as the firm's regional headquarters. Wu, who completed his law degree at the National University of Singapore, has always been drawn more to building ventures and ecosystems than to traditional legal practice. 'Early in my career, I worked across startups and innovation initiatives, where I saw how ideas could be turned into real-world impact. While moving into the built environment and a multinational corporation (MNC) like Kajima may seem unconventional, many of the skills I had developed proved highly transferable,' he says. What was particularly compelling was that the group gave him the chance to tackle complex, long-term challenges that shape the world we live in. He adds: 'Kajima, with its 180-year history, continues to evolve and was willing to back someone with an unconventional profile to lead a completely new function. That openness reflects how MNCs today are rethinking leadership and innovation.' Top stories Swipe. Select. Stay informed. Singapore Luxury items seized in $3b money laundering case handed over to Deloitte for liquidation Singapore MyRepublic customers air concerns over broadband speed after sale to StarHub Singapore Power switchboard failure led to disruption in NEL, Sengkang-Punggol LRT services: SBS Transit Singapore NEL and Sengkang-Punggol LRT resume service after hours-long power fault Business Ninja Van cuts 12% of Singapore workforce after 2 rounds of layoffs in 2024 Singapore Hyflux investigator 'took advantage' of Olivia Lum's inability to recall events: Davinder Singh Singapore Man who stabbed son-in-law to death in Boon Tat Street in 2017 dies of heart attack, says daughter Singapore Man who stalked woman blasted by judge on appeal for asking scandalous questions in court Wu says in the process of building and leading innovation-centric functions in large organisations, he found that trust is foundational, translation or the ability to align perspectives and priorities is essential in implementation, and that long-term thinking matters. 'Real innovation does not happen on a quarterly timeline. It requires patience, consistency, and a clear sense of purpose. I was fortunate to be involved in the launch of The GEAR building, and the decision to set it up as a new function to build capabilities for Kajima and the region from the early days. The shift from physical infrastructure to innovation platform allowed me to bring my past experiences into something future-facing, rooted here in Singapore,' he notes. Located in Changi Business Park, The GEAR is a smart building that houses the technology services business as well as the open innovation platform of the Kajima group. Despite the journey being rewarding, it is not without prejudices. One of the biggest hurdles for Wu was earning credibility, particularly as leadership is often associated with seniority. 'One key lesson is that credibility is earned through clarity, consistency, and contribution,' he says, adding that he also had to get comfortable with not having all the answers. What also helped Wu was that he stayed curious, learnt quickly, and focused on the work and the people around. He adds that it is vital to be able to work across cultural lines, balance global expectations with local execution, and build influence through trust rather than authority. Singaporeans, he says, are often better equipped than they think for global roles. This is because people here grow up in a diverse, fast-paced society that teaches them the ability to work across systems and cultures. 'I hope my experience shows that young Singaporeans don't need to wait for permission to lead or stick to predefined roles. If you are able to contribute meaningfully, there is room to thrive within global platforms. 'Your training might start in one area, but with curiosity, adaptability, and a willingness to challenge assumptions, new paths can open up in unexpected ways.' Grooming Singapore's new tech leaders starts with collaboration and mentorship at SAP 'My early international assignments... have profoundly influenced my approach to teamwork and collaboration,' says Manik Narayan Saha, managing director of SAP Labs in Singapore and Vietnam. Much like how artificial intelligence (AI) improves continuously, Manik Narayan Saha is constantly learning to keep his ideas fresh. Such is his belief in upskilling that he has pursued numerous training programmes, including a Masters in applied finance in 2008, an executive education from INSEAD in 2016, and an executive programme from Stanford in 2023. And this motto has served him well in his 29-year career. Now, Saha is on a mission – to help develop a vibrant AI community in Singapore. The managing director of SAP Labs in Singapore and Vietnam says it boils down to collaboration and mentorship. Nearly all of the German enterprise application and AI company's new hires at SAP Labs Singapore are from local universities – about 90 per cent are from Nanyang Technological University (NTU) and the National University of Singapore (NUS). 'When we proposed setting up SAP's AI research and development (R&D) teams in Singapore in 2021, we used data on university and research rankings, and conversations with professors to back our pitch,' says the NTU alumnus. Currently, Saha oversees a team of 600 in Singapore and Vietnam. SAP has been in Singapore since 1989 and the office here is the organisation's first Asian subsidiary. In Singapore, the Labs team has grown to 410, of which 250 are in the AI division and as a global AI centre of excellence, it is filing patents regularly, says Saha. He notes that SAP's collaboration with EDB and the Infocomm Media Development Authority (IMDA) not only helped accelerate the team's growth, but also aligned the company with Singapore's National AI Strategy 2.0 to foster a vibrant AI community. For instance, SAP, NUS and EDB announced in 2024 an industrial Doctor of Philosophy (PhD) scheme to rope in about 10 PhD candidates in SAP research projects. The company also encourages cross-border partnerships to expand staff skill sets. 'We believe that these comprehensive approaches, including research collaborations and recruiting graduates into AI roles, will contribute to a more capable and skilled AI workforce n Singapore,' Saha says, adding that some of these employees could be the next generation of tech leaders here. Beyond that, Saha is a firm believer of international experience. This, as competition for global roles has intensified partly due to remote working, a broadened talent pool, and higher demand for better paying roles. Companies now favour candidates who can navigate complex global markets to drive innovation, so Singaporeans should be bold to embrace overseas opportunities, says Saha. 'My early international assignments to Dalian, China, and Seattle, United States, with port operator PSA Corporation, followed by my tenure as a trainee at US tech firm Sun Microsystems in 2005, and two years in Germany with SAP (2009-2010), have profoundly influenced my approach to teamwork and collaboration,' he notes. The overseas stints provided him with significant insights and appreciation for a myriad of cultures, which is crucial for any leadership role within a global company. Increasingly, having an international mentor or coach is valuable in handling the complexities of senior leadership roles, says Saha, who adds: 'This mindset, along with a commitment to continual learning, is instrumental in achieving success within global organisations.' Connecting science to save lives in a biopharma career at MSD 'I have always taken a liking to biological and life sciences since my teenage years,' says Luisiawati Khalil, director in global clinical trial operations for Singapore and Malaysia, MSD Research Laboratories. All it took was an optional course just before graduation to ignite Luisiawati Khalil's career in the biopharmaceutical field. The 'Good Clinical Practice' course in 1994 at the University of Surrey, where she earned her degree in nutrition and dietetics, was a game-changer. Further inspiration came in 2011 when she earned her Master of Public Health at the National University of Singapore. 'I attended it, and the entire contents just 'spoke to me',' she says, drawn by the fact that she can save lives through clinical work. And this is at the heart of what good clinical practice is about – to provide care for patients through excellent teamwork, flawless clinical operations, and collaboration with Singapore's top institutions. It typically involves diagnosing, treating, managing medical conditions, assessing patients and evaluating treatment outcomes. 'I have always taken a liking to biological and life sciences since my teenage years,' says Luisiawati, whose interest was piqued by the idea that she too, could play a role in drug development that gives hope to patients. That spark brought her to MSD, a global biopharmaceutical leader, where she has stayed for over 20 years and now serves as director in global clinical trial operations for Singapore and Malaysia within MSD Research Laboratories. Luisiawati, now in her 50s, started at MSD as a clinical research associate and climbed the ranks over the years to lead trials in oncology, vaccines, and general medicine. Her journey has been rewarding, but it has also been demanding. Monitoring clinical trials in hospitals is hard work, but the challenges invigorate Luisiawati. And there are plenty in this field – having to deliver under stress, to follow ethical and time-sensitive standards, to stay up-to-date with regulations, and policies in different jurisdictions that may not be as friendly for trials to be conducted. What adds to the shine of the sector for her is the fact that Singapore has many key opinion leaders in selected therapeutic areas. What this means is that the industry is vibrant and collaboration is plenty. It then ensures that Singapore is competitive and comparable to international standards, says Luisiawati. MSD, known as Merck & Co Inc in the United States and Canada, has been in Singapore for 30 years, employs over 1,800 people, and manufactures and supplies four of its top 10 global products from Singapore. Multiple functions including research, manufacturing, and commercial operations are located in Singapore, with its Asia-Pacific headquarters. The group has an extensive presence in Singapore and invested in expanding its operations, which include manufacturing facilities, an animal health site, a translational medicine research centre, and an information technology hub. In Singapore, MSD has made investments in excess of US$2 billion for manufacturing assets since 1997 and over US$240 million in research since 2009. So how can other Singaporeans excel in global MNCs like her? 'Go back to first principles,' says Luisiawati, who adds that people should remind themselves of what they are passionate about and good at. Another tip – be comfortable with the uncomfortable, she says. So what lesson has she learnt along the way that matters a great deal? Ask and Luisiawati will say it is best summed up by MSD's founder, George Merck: 'We try never to forget that medicine is for the people. It is not for the profits. The profits follow, and if we have remembered that, they have never failed to appear.' This, she says, 'is a tenet that gives me reason and purpose to wake up every day and do what I do'.

Straits Times
4 hours ago
- Straits Times
Ex-NMP Calvin Cheng resolves differences with ex-SDP chairman after latter retracts comments
Sign up now: Get ST's newsletters delivered to your inbox Former NMP Calvin Cheng (right) and former SDP chairman Mohamed Jufrie Mahmood said they have resolved their differences amicably. SINGAPORE – Former Nominated MP Calvin Cheng and former Singapore Democratic Party chairman Mohamed Jufrie Mahmood have resolved their differences amicably. In separate Facebook posts on Aug 12, the two men said they met to talk after Mr Cheng sued Mr Jufrie for defamation and were able to agree to disagree. In March, Mr Cheng made remarks about activists who had turned up and caused a scene at a Meet-the-People Session in Chong Pang. Mr Cheng had proposed sending them to Gaza as long as they did not return. Mr Jufrie then claimed that Mr Cheng had a track record of anti-Muslim sentiment and supported genocide, among other comments. In April, Mr Cheng then came out to say he was deeply remorseful for his initial comments and that he should have been more sensitive. He added that some other statements were wrongly attributed to him and that he had to take legal action as the untrue statements were damaging to him. One of the people he took action against was Mr Jufrie. On Aug 12, Mr Jufrie posted that both he and Mr Cheng have strong opinions about the situation in Gaza. He said they agreed to meet and were able to have a pleasant discussion, after which he accepted that Mr Cheng is neither a racist nor an Islamophobe. 'While I thought Mr Cheng was insensitive, which he accepts, I now recognise that I was too harsh in some of my other comments,' said Mr Jufrie. 'In (the) light of our meeting and further information made available to me, we both agreed to resolve our differences amicably and the court case.' He said he retracted his previous statements that criticised Mr Cheng's character and that implied he had committed criminal offences. Mr Cheng posted a photo of the two men standing side by side and noted Mr Jufrie's retractions. He said: 'Gaza is a divisive and emotive issue. But as Singaporeans, we can agree to disagree. 'We agreed we both want the best for Singapore.'