
Koh Brothers Eco's subsidiary to build underground tunnels at Changi's upcoming T5 in S$999M JV deal
SINGAPORE: Koh Brothers Eco Engineering's subsidiary, Koh Brothers Building & Civil Engineering Contractor (KBCE), has been awarded a S$999 million contract by Changi Airport Group (CAG) to build underground tunnels at Changi Airport's upcoming Terminal 5 (T5). The project will be carried out through a joint venture with Penta-Ocean Construction, according to the company's press release on Tuesday (June 10).
KBCE will be in charge of constructing intra-terminal tunnels that link different parts of Terminal 5. The tunnel system will include several sub-tunnels that will house key infrastructure to support airport operations, including the automated people mover system, baggage handling system, and a common services tunnel (CST) for utilities such as electrical power, communication systems, and water services.
The works will also include a ventilation building to support the CST, along with provisions for a future underground infrastructure tunnel.
Paul Shin, Koh Brothers Eco's CEO, said, 'We are honoured by the trust placed in KBCE and Penta Ocean for this mega project by airport operator Changi Airport Group (CAG). Securing this contract marks our deepened collaboration with CAG and another milestone in our commitment to supporting Singapore's transport infrastructure.'
In early May, Changi Airport Group awarded S$4.75 billion in contracts for substructure and airside infrastructure works at T5 . The new terminal, expected to open in the mid-2030s, officially broke ground on May 14, 2025, and will help Changi Airport handle 50 million more passengers each year . /TISG
Read also: SATS gears up for Changi Terminal 5 with S$250M in ground and cargo upgrades
Featured image by Depositphotos (for illustration purposes only)
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CNA
2 hours ago
- CNA
Gaia Series 98: MUJI, Behind the Scenes
This week's episode goes behind the shelves of MUJI's largest store to reveal how the brand is quietly rethinking how we live, shop and connect. In under three months since opening its doors, the world's largest MUJI store in Kashihara, Nara Prefecture, has become a new benchmark for what retail can mean in modern Japan. With more than 7,000 products under one minimalist roof, the store is not just a retail space, it is a manifestation of MUJI's commitment to simplicity, sustainability and social responsibility. The flagship store draws in massive crowds, including around 20,000 visitors on its opening day alone. Despite being located in the suburbs, people willingly make the journey. One visitor shared, 'I heard it's the biggest MUJI in Japan, so I drove here. It took us about an hour by car.' The store includes extensive offerings such as upcycled furniture, locally themed souvenirs like haniwa clay figures, and imperfect dishes that embrace wabi-sabi aesthetics. Meanwhile, in Tokyo's Ariake district, MUJI's city-style shop is making its on waves with one of its latest hits: The Lunch Capsule. This upright bento box, which retails from 590 yen (S$5), has proven to be unexpectedly popular, selling three times more than projected since its launch in March. 'Other shops were completely sold out. So today, my husband brought me here,' one customer said. Karin Takano from MUJI's food department explained, 'We want people to enjoy making bento with a fun, easy, and fresh approach to homemade lunches.' Beyond retail, MUJI is quietly leading transformative efforts in Japan's ageing public housing estates. In Chiba's Hanamigawa estate, built in 1968, where 40 per cent of the residents are over 70 and the population has halved, MUJI sees opportunity. At a local festival, MUJI's mobile shop revitalised an empty storefront, bringing life back to the neighbourhood. Asako Kato from MUJI's Chiba branch said, 'We've made it our policy to attend these events to help bring more energy to local communities.' Since 2012, MUJI has partnered with the Urban Renaissance Agency to renovate nearly 1,400 units across 78 estates. Its interventions are modest but effective — clean, functional interiors with open plans. Residents, such as a couple who moved from Tokyo, appreciate the comfort. 'Now that the kids have moved out, it's perfect for our generation,' said the husband. 'It's more than enough for just the two of us.' This year, MUJI launched a new project to furnish existing estate units with its products, transforming them into lifestyle showcases. These model rooms offer more than design inspiration. 'With the furniture in place, it's easier to visualise what real life would be like here,' one visitor commented. MUJI listens to this feedback closely. In one case, they dropped a two-seater sofa from the plan after finding it too large. 'As we tried to keep things simple, I felt the two-seater wasn't quite right. Even though I'm the one selling it,' said Ms Kato. MUJI's philosophy of 'waste not' extends to its global supply chains. In Indonesia, sourcing expert Naoto Higuchi is pioneering the use of kapok, a natural fibre that is light, quick-drying and eco-friendly. Traditionally used for stuffing cushions, MUJI aims to develop it into clothing-grade fabric. But there are challenges. Kapok fibres are short and float above the heavier cotton during processing, making spinning difficult. The breakthrough came from using a 50-year-old spinning machine at Kumatex, a Japanese-owned factory. 'This kind of work cannot be done with modern high-speed machines,' explained the company. Despite hurdles, the goal is to shift production closer to the source. Currently, MUJI sends Indonesian kapok to China for spinning, but they hope to bring this process to Indonesia itself, lowering transport costs and boosting local economies. Mr Higuchi expressed a long-term vision: 'Making products from locally sourced kapok is a dream of ours in a way. And we really want to take on that challenge.' In Japan, another MUJI initiative is rooted in rice. In Kamogawa, Chiba Prefecture, the company has worked with farmers for two years to grow Princess Sally, a fragrant blend of Japanese and Indica rice. This variety pairs well with spicy food, including MUJI's popular curries. However, the 2024 rice crisis threw the project into uncertainty. As market prices for Koshihikari surged, some farmers hesitated to continue with Princess Sally despite a 25 per cent increase in MUJI's purchase price offer. Farmer Takahito Sakuma, one of the first to sign on, was candid: 'This year's been painful, but... if for example, in an extreme case, next year's market price goes up 1.5 times, and we're still locked at this offer price, then honestly, I don't think that's right.' Another farmer, Kazumasa Kawana, who suffered a 1.5 million yen loss, said, 'It was worse than expected... I felt like quitting completely.' But the story ends with hope. Mr Kazunari Sato, head of MUJI's Social Good Division, continued the dialogue and ultimately expanded the project. In February, eight new farmers from Katori City joined, receiving seed rice and a promise of stable prices. 'Through hands-on experience, we can learn how to improve yield,' said one farmer. MUJI aims to create a dependable system for quality rice production. 'We just barely managed to keep it going,' Mr Sato admitted.
Business Times
3 hours ago
- Business Times
Hyperlocal deliveries fuel 300% stock rise for Shopee owner Sea
[SINGAPORE] In the battle royale of global e-commerce, the names are familiar and formidable: Amazon. TikTok Shop. Shein. Temu. But in South-east Asia, home to 675 million people and a US$160 billion online shopping market, the reigning monarch is an app the colour of a traffic cone. It is called Shopee. And it is thriving. Owned by Singapore-based Sea Ltd, Shopee has pulled off one of the more improbable corporate comebacks in recent memory, sending its stock soaring more than 300 per cent since the start of 2024. A key secret weapon is a little known logistics operation powered by an army of homemakers, students and retirees. And the help of some very large Ikea bags. That operation is SPX Express, a homegrown in-house delivery network that Sea spent years building in the shadows. While rivals like plastered ads across the city for Black Friday and TikTok Shop flooded feeds with flash sales, Shopee was busy rewiring the infrastructure of South-east Asian commerce one community at a time. They are a familiar sight in Singapore. The retired 'uncle' in flip-flops, slinging parcels across a housing block in an ever-practical blue Ikea bag. Or an entrepreneurial homemaker busily sorting a makeshift Shopee kiosk beside the elevator. They are the human backbone of SPX Express, which now handles the majority of Shopee's several billion parcels annually. And Wall Street has noticed. Shopee's success has helped Sea inch towards a US$100 billion market cap, on the heels of Singaporean banking giant DBS, the region's most valuable company. The stock, listed on the New York Stock Exchange, has soared 324 per cent since hitting a low in January last year. Of the 41 analysts tracked by Bloomberg who rate Sea, 33 of them have a 'buy' recommendation on the stock. BT in your inbox Start and end each day with the latest news stories and analyses delivered straight to your inbox. Sign Up Sign Up 'Sea's significant recovery was largely driven by growth in its e-commerce business, which was executed really well during the post-Covid period,' said Hussaini Saifee, an equity research analyst at Maybank Securities, who rates the stock a 'buy.' In 2021, Shopee was facing a conundrum: demand was exploding – especially during the Covid pandemic – but its delivery pipeline was buckling under the pressure. Until then, Shopee had relied mostly on third-party carriers like J&T Global Express and Singapore Post to navigate the logistical complexity of South-east Asia: thousands of islands, alleys too narrow for vans, dirt roads more familiar to scooters than trucks. That changed almost overnight. As online orders more than doubled in 2021, Sea bet big on building its own logistics arm. During a 2022 Sea earnings call, chief executive officer Forrest Li pledged to build up its logistics business, spending nearly US$1 billion that year alone. Lowering the cost of delivering parcels will be 'key to long-term growth,' he said. It was a big risk during a difficult period. Sea had just lost almost 90 per cent of its value from its 2021 peak. Investors were disillusioned about its money-making potential in a global tech rout, scrutinising Sea's growth prospects after shoppers emerging from pandemic lockdowns started cutting back on online purchases. The gaming and e-commerce giant had cut about 7,000 jobs to try assuage some of these concerns. It also shuttered its e-commerce operations in some European and Latin American markets and said it would reduce expenses to cope. CEO Li brought in Hoirul Hafiidz Bin Maksom, a bespectacled 43-year-old former hospital operator, experienced in coordinating large local teams in a high stakes, time-sensitive, customer-centric environment. Over the span of two years, as Hoirul obsessed over shortening delivery timings and ways to bring down costs, Sea built up a network of delivery drivers, warehouses and thousands of collection points. The market share of its logistics operations in South-east Asia, which was essentially non-existent in 2022, grew to about 25 per cent in 2024, according to research firm Momentum Works. 'Covid was a great accelerator for us,' said Hoirul. 'There was definitely a gap in the services available for last-mile logistics, just because e-commerce was just growing too fast during Covid. So we had to do our part and solve this problem.' Today, SPX Express is a finely tuned operation. At midnight, sorting centres buzz to life. Parcels are unpacked, scanned, and routed via conveyor belts into colour-coded plastic bags – blue, orange, green and purple – each representing a different part of the island. One such sorting facility can processes up to 400,000 parcels a day. With SPX Express, 90 per cent of its parcels are delivered the next day in Singapore. In the rest of Asia, almost half of SPX Express orders were delivered within two days. But what's truly characteristic to Shopee begins after the parcels leave the warehouse. SPX Express' edge is in its intimacy. It's the fact that your parcel might be delivered by your retired neighbour, or the kid next door looking to earn pocket money. People like John, a 64-year-old who's been delivering in his neighbourhood for four years, going up and down apartments in a quarter-mile radius to hand over hundreds of parcels every day. He does it for the money, sure – a little extra cash is always nice. But he also likes the community. 'I've made so many friends, I get to chat with elderly neighbours who welcome me into their home and witness milestones of so many families,' John said. Shopee scaled this model. Hoirul's lightbulb moment came while walking through his public housing estate last year. He noticed that neighbours were already informally receiving parcels on behalf of others. Why not pay them? This would be easy to set up, the parcels would be safe and SPX Express would be able to leverage the existing public housing infrastructure of Singapore, where more than 80 per cent of the population lives. So Shopee started doing just that – setting up collection points in the very homes of the people who live in the buildings they deliver to. Shopee now has more than 3,500 of these sites, which also include shops and lockers, across Singapore. Some look like tidy mini post offices. Others are literally living rooms stacked with brown packages and a folding table. Pearlyn Tan and her husband, a delivery driver, run one out of their flat. She handles up to 80 parcels a day. At S$0.30 per package, they earn enough to cover a few days of groceries each week. Then there is Diyana Scott, a TikTok influencer and mother of five, who turned to Shopee after losing her job earlier this year. Her whole family helps. Her kids rotate shifts and greet neighbours collecting their orders. 'I made new friendships with many mothers in the neighbourhood,' Scott said. 'I love it.' 'Shopee's vibrant orange is plastered over thousands of touchpoints all across South-east Asia – delivery trucks, parcel lockers and sometimes even on the back of motorbikes,' said Jianggan Li, founder of Singapore-based research firm Momentum Works. 'This level of visibility, coupled with the human touch, helps Shopee reinforce their presence in the fabric of life of locals; especially across South-east Asia's diverse landscape and hard-to-reach places in the region.' By the fall of 2024, Sea's logistics arm was delivering a majority of its own packages. It also briefly surpassed J&T Express, according to Momentum Works. SPX is also partnering with other companies like Shopify to expand its logistics services. Ahead of Sea's second quarter earnings on Aug 12, the company is forecast to post a record US$5 billion in revenue, according to Bloomberg estimates. Its e-commerce arm is projected to account for 72 per cent (US$3.61 billion) of sales, with value-added services including logistics estimated to contribute US$799 million, up 14 per cent from a year ago. Shopee's market share has jumped to 56 per cent of US$120 billion in gross merchandise value last year, according to Momentum Works based on the top four South-east Asian e-commerce platforms. TikTok Shop and Lazada claimed 19 per cent and 15 per cent, respectively. But SPX Express is not friction-free. Residents complain that they are using shared public spaces to sort parcels and local councils in Singapore often make them shift from one block to another. And the gig-like pay structure, with typical payouts of S$0.50 per parcel, mean workers often hustle longer hours to keep up with rising volumes. Also, while SPX may have briefly overtaken J&T Express in parcel volume, margins remain tight and SPX has yet to prove that it can win outside of Shopee's terrain as it looks to offer its logistics services to more companies. Meanwhile, TikTok Shop remains a formidable force with its tight partnership with J&T Express and deep-pocketed investment in the region. 'TikTok Shop's emergence was a concern for Shopee because they have the capital backing from ByteDance to take market share,' said Maybank's Saifee. 'Shopee's retention of its market share is linked to SPX Express, as well as increasing the assortment on their platform and bringing down prices by working together with sellers.' But it is clear that Shopee has become part of the social fabric in South-east Asia. In Indonesia, SPX collection points operate out of warungs – small family shops that double as pickup depots. In Taiwan, they have been installed in convenience stores and shops filled with Shopee lockers. In Brazil, where Shopee has also expanded, the network is growing too. John, the retiree, has witnessed first hand how fast Shopee has expanded and is not worried about the competition. The number of packages he delivers has tripled in four years. He knows his neighbours' unit numbers by heart and sometimes slips the package behind their shoe rack if they're not home. 'I just take things in my stride,' said John, hurrying off with two Ikea bags full of parcels. BLOOMBERG


CNA
4 hours ago
- CNA
Singapore to develop VERS framework in current term of government; no plans for more SERS
SINGAPORE: Singapore aims to work out details of the Voluntary Early Redevelopment Scheme (VERS) for public housing - such as how to identify potential sites, ensure enough homes are ready in time, and offer 'fair' packages for affected residents - in its current term of government. This means a framework could be in place before September 2030. Singapore's government has a maximum five-year term, which will start from the first scheduled sitting of parliament on Sep 5 following the May General Election. After establishing the policy parameters, VERS will kick off with a 'few selected' sites and likely from the first half of the next decade, said National Development Minister Chee Hong Tat. Speaking this week in his first sit-down interview since taking on the national development portfolio in May, he also said the government will be focusing efforts and resources on VERS and currently has 'no plans to do any more Selective En bloc Redevelopment Scheme (SERS)'. The two schemes are part of efforts to renew older public housing estates. In both cases, the government buys back Housing Board flats before their 99-year leases run out, compensates the residents and redevelops the site. But there are differences. SERS, introduced in 1995, is highly selective and limited to precincts with high redevelopment potential. It is also compulsory, with residents compensated based on the market value of their flats at the time of the SERS announcement. The last SERS project was in Ang Mo Kio Avenue 3, announced in April 2022. On the other hand, VERS is offered to selected precincts when flats reach about 70 years of age. Residents get to vote for whether they want to take up the scheme, like they do for the Home Improvement Programme (HIP) which looks into maintenance issues. Another difference, said Mr Chee, is that VERS may have 'less financial upside' for residents as the flats 'will be older and hence the terms will be less generous'. VERS was first announced in 2018 by then-Prime Minister Lee Hsien Loong. More details have been keenly awaited amid concerns about the impact of lease expiry on resale prices of older HDB flats. Mr Chee's latest comments mark the government's most significant update on VERS since. In 2018, Mr Lee said VERS would allow older HDB towns to be redeveloped over 20 to 30 years, rather than within four to five years. This week, Mr Chee reiterated the need to progressively stage redevelopment over two to three decades. He noted that several older estates were rapidly built up in the 1970s and 1980s to meet urgent housing demand then. 'If we leave all the leases to naturally run down … we will need to relocate a large number of residents and build many new homes within a short time in the 2070s and 2080s,' he said, adding that this would be 'very disruptive'. Still, Mr Chee said there was no need to scale up VERS until "sometime in the late 2030s" when older flats reach their 70-year mark. Given how VERS is a 'complex policy and a long-term undertaking', government agencies have already started work to flesh out a framework. When ready, the Ministry of National Development and the Housing and Development Board will engage Singaporeans to take in further views and feedback. 'We will continually review our processes as we go along ... Our plan is to progressively offer VERS to selected estates in different parts of Singapore,' said Mr Chee. The government is also looking at how to support those who may not want to go through VERS. These residents will get to continue staying in their flats until the leases run out, and the government will then help in other ways such as through the Silver Upgrading Programme and HIP II, the minister said. HIP II is an extension of the current programme, which gives all HDB flats a second round of upgrading when they reach the 60 to 70-year mark. Asked if it would be an 'either-or situation' for residents to choose between VERS and HIP II, Mr Chee said that while it was too early to go into details of VERS, the two policies would not be mutually exclusive. 'If you want to spread out the projects for VERS over a 20 to 30-year period, some of them will have to take place at an earlier stage - that means at around the 70-year mark. Some maybe even slightly earlier; but some may actually take place a bit later,' he said. 'Because of that, we may still need to do HIP II at around the 60-year mark to ensure that the older flats can remain livable for all residents.' SPRUCING UP AGEING ESTATES Elaborating on HIP II, Mr Chee said it 'will be even more extensive' than the current programme as flats that undergo a second upgrade will be older and hence require more work. 'We want to make sure that these older flats, after going through HIP II, will be good enough to last the flat owners till the end of lease,' he added. HIP II will hence include improved measures such as using a corrosion resistant repair method for spalling concrete. This was rolled out last year and has been found to be more effective than conventional patch repairs, said Mr Chee. HIP II will also utilise new technologies like microwave scanning, to identify spalling happening underneath the concrete surface before it becomes visible from the outside. It can also help narrow down the trail of any water seepage. This scanning technology has been deployed in some real-life complex cases, and the results are being studied by HDB. UPGRADING PRIVATE ESTATES As part of rejuvenation plans for older neighbourhoods, the government is also studying ways to extend support to private estates. Earlier this year, the Enhancement for Active Seniors (Ease) programme was extended to senior citizens living in private properties - for three years, up to 2028. It offers subsidised senior-friendly fittings and installations such as grab bars and wall-mounted foldable shower seats, to make homes safer for those aged 65 years and older. Moving forward, authorities are also reviewing the Building Maintenance and Strata Management Act to better enable a management corporation strata title (MCST) to upgrade its development. The Act sets out laws overseeing properties like condominiums, which are managed by MCSTs. Authorities will also study how to better support MCSTs to improve the inclusivity of infrastructure within their developments. Mr Chee stressed that plans for private estates 'will not be exactly the same' as those for public housing. 'There will be facilities within … the condominiums that are not open to the public, so it will not be correct for the government to fund the enhancements of some of these facilities in the same way as how we will fund, say for example, enhancements to a public playground in a public housing estate, which is open to all members of public,' he said.