
3-room and bigger Tampines, Toa Payoh BTO flats most popular with first-timers in July HDB launch, Singapore News
According to information on HDB's service portal at 5pm, more than 22,000 BTO applications were received.
This was higher than the 13,200 applications received in the February sales exercise, said National Development Minister Chee Hong Tat in a Facebook post on Thursday.
Simei Symphony in Tampines saw nearly 2,400 first-and second-timer families applying for the 240 units of four-and five-room standard flats available.
The project - within walking distance to the Downtown Line's Upper Changi MRT station and the Singapore University of Technology and Design - had more than six first-timer families applying for each of the 140 four-room units, and almost eight first-timer families applying for each of the 100 five-room units.
The last HDB project in the area was Parc Lumiere, a Design, Build and Sell Scheme (DBSS) development which was completed in 2011.
Over in Toa Payoh, the 741-unit Toa Payoh Ascent received more than 5,800 applications from first-and second-timer families. In particular, there were more than six applications for each of the 468 four-room units.
Located at the junction of Toa Payoh Rise and Braddell Rise, the BTO project is within walking distance to Caldecott MRT station which serves as an interchange for the Circle Line and Thomson-East Coast Line.
Both BTO projects are also popular with first-timer singles with almost 42 applications for each of the 140 units of two-room flexi flats in Tampines, and more than 18 applications for each of the 195 flexi flats in Toa Payoh.
At the Sembawang Beacon project, the first in Sembawang North, there were 905 applications for the 607 units of three-room and bigger BTO flats available.
In his Facebook post, Chee Hong Tat said that the median application rate of 1.4 for three-room and bigger BTO flats among first-timer families was slightly higher than the application rate of 1.1 in February's exercise.
He added that this was lower than that of the three sales launches in 2024, which ranged from 1.6 to 2.6.
The July exercise is also the first since the Housing Board announced that singles applying for new flats can join married couples in getting priority access when they buy a home near or with their parents.
The new Family Care Scheme (Proximity) streamlines three priority schemes and allows both parents and children to have priority access if they are applying for a new flat to live with or near each other, regardless of marital status.
A second component of the scheme, which grants singles priority if they jointly apply for two units in the same BTO project with their parents, will kick in from the October sales exercise. Continued demand for two-room flexi flats
Demand for two-room flexi BTO flats remained strong among single and seniors with over 7,000 applications for the 1,321 two-room flexi flats available.
Across the seven projects offering two-room flexi flats, the median application rate was 2.5 for seniors and 8.4 for singles.
Meanwhile, the median application rate for first-timer families for Sale of Balance Flats (SBF) dropped to 1.8, from 2.6 in February 2025.
Three-room SBF flats in Ang Mo Kio, Choa Chu Kang, Geylang, Jurong East/West, Kallang Whompoa, Queenstown, Toa Payoh and Woodlands were least chosen by first-timer families, with less than one application per unit.
HDB will offer about 9,100 flats in Ang Mo Kio, Bedok, Bishan, Bukit Merah, Jurong East, Sengkang, Toa Payoh and Yishun for the next sales exercise in October.
[[nid:720412]]
editor@asiaone.com
Hashtags

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

Straits Times
29 minutes ago
- Straits Times
Online kidnapping scams on the rise in Vietnam, targeting people living far from home
Sign up now: Get ST's newsletters delivered to your inbox Many of the victims admitted they had heard about these scams before, but still fell for them due to pressure, fear and isolation. HANOI - Vietnamese authorities are warning the public of a rising wave of sophisticated online scams known as 'virtual kidnapping', targeting students and young people, particularly those living away from home. Criminals impersonate police or prosecutors, claim the victim is involved in a crime and coerce them into isolation, while simultaneously extorting money from their families. On July 27, police in Hanoi's Ba Dinh Ward received a report from a man claiming his university-age son had been kidnapped. The father received a message demanding a ransom of 250 million dong (S$12,250). Within hours, local police, in coordination with Hanoi's Criminal Police Department, located the student in a nearby hotel. The son explained he had been contacted via phone by someone claiming to be an investigator. The caller accused him of involvement in a money laundering ring and instructed him to install a Zoom-based app for interrogation. Under pressure and fear, he followed instructions and sent a distress message to his parents, believing it was a legal procedure. Top stories Swipe. Select. Stay informed. Singapore Some ageing condos in Singapore struggle with failing infrastructure, inadequate sinking funds Singapore PUB investigating waste water discharge in Eunos: Pritam World Trump eyes 100% chips tariff, but 0% for US investors like Apple Business DBS shares hit record-high after Q2 profit beats forecast on strong wealth fees, trading income Business UOB Q2 profit drops 6% to $1.34 billion, missing forecast Singapore ST and Uniqlo launch design contest for Singapore stories T-shirt collection World White House says Trump open to meeting Russia's Putin and Ukraine's Zelensky Singapore MRT track issue causes 5-hour delay; Jeffrey Siow says 'we can and will do better' A similar case occurred just days earlier in the capital city's Viet Hung Ward, where a 16-year-old was coerced into faking his own kidnapping and demanding 300 million dong from his family. He was later found alone in a hotel room after swift intervention by police. These 'virtual kidnappings' typically follow a pattern: scammers collect public information and photos of victims — often students living away from home — and then create fake social media accounts on Facebook or Zalo using their identities. They contact the victim's family and friends with urgent messages like 'I've been kidnapped abroad', 'If I ask for money, I'm being forced', or 'Call the police to rescue me.' To heighten panic, they use emotional language like 'Mom, please help!' or 'Are you online, Mom?' to manipulate family members into transferring money without verifying the situation. Multiple rescues in recent days Between Aug 2 and 5, police in Hanoi, Ho Chi Minh City and Dak Lak successfully resolved at least five such cases. On Aug 2, an 18-year-old student in Ho Chi Minh City was lured into a hotel room and asked his mother for 600 million dong under the pretext of needing financial proof for a study abroad application. Authorities tracked and rescued him the same night. Also on Aug 2, a third-year student disappeared from her dorm in HCM City. Scammers demanded 600 million dong from her family. Police found her in a hotel after she had already transferred 129 million dong. On Aug 5, a high school student from HCM City was lured 350km away to Dak Lak Province, where he was isolated in a motel. He had transferred nearly 80 million dong after being manipulated via calls and Zoom. Police found and rescued him early the next morning. Many of the victims admitted they had heard about these scams before, but still fell for them due to pressure, fear and isolation. Online awareness Journalist Hoang Anh Tu, former head of the editorial board of the Sinh Vien-Hoa Học Tro newspaper, said this reveals alarming gaps in family relationships today. Social media, with its strong appeal and influence, has increasingly become a more accessible companion for many teenagers. 'Young people are often more willing to confide in strangers online, where they feel heard and free from judgment. Meanwhile, within their own families, parents, due to busy schedules, life pressures or a lack of understanding of teenage psychology, may unintentionally create invisible barriers,' he said. He suggested that schools integrate digital skills education into the official curriculum. 'It's not enough to just teach math, physics, chemistry, and then tell students 'Figure out social media on your own',' he said. 'There should be practical lessons, like 'How can you tell if a stranger is trying to scam you?', 'What kind of messages might indicate bullying or grooming?', or 'What should you do if you're being threatened online?'' Building trust, sharing and being a solid emotional support for children is the most effective shield against cybercrime, he noted. According to Mr Tu, families need to shift from 'preaching' to 'truly walking alongside' their children. Instead of banning phone use, parents could try asking their children how much time they spend on their phone each day, what kind of content they like, or if anything online has made them feel sad lately. 'Parents, don't rush. Don't lose your temper at every little thing. Be calm, because there's still plenty of time to be present with your children. When you are, they'll feel safe expressing their thoughts and emotions. And sometimes, you may even be surprised and deeply moved by their insight,' he said. Instead of banning social media, he advised parents to accompany their children by watching what their children are watching, commenting on it and following along — not to monitor them, but to understand them. VIETNAM NEWS/ASIA NEWS NETWORK
Business Times
11 hours ago
- Business Times
Celebrating 60 years of nation building, 25 years of our Expand journey
SINCE its founding in 2000, Expand Construction has grown in tandem with Singapore's continued transformation, rising from a one-man startup into one of the nation's leading homegrown names in the built environment. Its progress reflects the country's own bold and forward-looking development. At the heart of Expand's growth is a distinctive planning model structured around 15-year cycles, known internally as 'GSS'. The first cycle (2000 to 2015) focused on Growth, Strength and Sustainability, echoing Singapore's priorities during that period of nation-building. The current cycle, spanning 2016 to 2030, is centred on becoming Great, enabling Succession and achieving Stability. This approach has enabled Expand to contribute meaningfully to Singapore's changing landscape while preparing for the future. 2000-2015: Expand's first 15-year cycle of GSS 2000-2005: Growth From a humble start to a foothold in the industry Started by Von Lee as a one-man operation in 2000, Expand Construction entered the built environment sector at a time when Singapore's older HDB estates were being refreshed under the government's main upgrading programme (MUP). Expand was able to contribute to this key national initiative, helping to upgrade the homes and lives of Singaporeans while gaining a foothold in the industry. Survival hinged on hard work, calculated risks, and winning tenders by outbidding the lowest bidder, a bold move that paid off. These early years were about proving Expand's ability to deliver, no matter the odds. 2006-2010: Strength A period of proving capability and earning trust In the 2000s, Singapore set out to create a new kind of urban green space, and Gardens by the Bay would become a landmark project that would reshape the Marina Bay skyline and reflect the country's focus on innovation and sustainability. At the heart of this landmark development were the towering Supertrees, which would go on to become one of Singapore's most recognisable symbols. LionGrove Supertrees. It was during this pivotal period that Expand, focused on building trust and a solid track record, earned the opportunity to contribute to the national vision. Guided by the values of continual pursuit of excellence and consistently earning the trust and support of clients, consultants, sub-contractors, and suppliers, the company secured two milestone projects: the Supertrees and the Energy Centre at Gardens by the Bay. These were defining moments that elevated Expand's profile. 2011-2015: Sustainability Turning experience into systems built to last In the early 2010s, Singapore ramped up the development of HDB Build-To-Order (BTO) flats to meet rising demand for public housing. This national effort required dependable contractors who could deliver large-scale projects efficiently while maintaining high standards. Fernvale Vines was awarded the HDB Construction Award 2024. It was against this backdrop that Expand took a significant step forward. As the company matured, so did its ambitions. It launched a new vision: 'To be a World-class Builder, with World-class Professionals.' In 2011, the company achieved A1 status under the CW01 Building category and clinched its first HDB BTO contract in Punggol West worth S$157.6 million. By 2013, it had begun systematically building a strong internal talent pool, positioning itself for long-term resilience. Expand was awarded the BCA Construction Excellence Award 2013. 2016-2030: Expand's second 15-year cycle of GSS 2016-2020: Great Defined by values, strengthened by safety When Covid-19 hit in 2020, Singapore's construction sector was among the hardest hit. Projects were halted, timelines disrupted, and some contractors were unable to carry on. In the midst of this uncertainty, Expand stepped up to complete a housing project that had been left unfulfilled by another contractor. Going above and beyond to deliver under challenging conditions, the company was recognised with a Resilience Award from HDB for its efforts. Lee Kong Chian Natural History Museum. This commitment to responsibility reflected a broader vision that had been set in motion years earlier. The next chapter for Expand was not only about growing in size, but about becoming a 'Great' company defined by values and a deep commitment to safety. The company introduced a new safety slogan: 'Nothing is more urgent or important than working safely'. Hillock Eco-bridge. In 2018, Expand also made its first major foray into infrastructure with a S$101.8 million project at Changi Naval Base. The experience and systems built during that phase enabled the company to respond effectively during the pandemic. Launching of Von Lee Yong Miang's SUTD Bursary on Oct 10, 2019. 2021-2025: Succession Shaping the next generation of leadership As Singapore entered a period of leadership transition in the early 2020s, Expand too began preparing its next generation of leaders. Succession planning took centre stage, with senior leaders mentoring upcoming talent to ensure continuity and preserve the company's core values. Punggol Waterway Sunrise II was awarded the HDB Resilience Award 2024. At the same time, the team worked tirelessly to navigate pandemic aftershocks, supply chain disruptions and labour constraints. By 2023, the foundations for leadership renewal were firmly in place. Singtel Waterfront Theatre. In 2024, Expand began operating on a dual-engine model to keep its building arm strong while expanding its infrastructure capabilities. The milestone achievement of CW02 A1 Civil status in December 2024 marked a new level of capability for the firm. Expand also began investing in AI and digital tools to further strengthen its readiness for the future. Minister of State Dinesh and MOM officers site visit to NS Square on June 16, 2025. 2026-2030: Stability Securing the next chapter with confidence As Singapore continues to plan for long-term resilience in a fast-changing world, Expand is also looking ahead too. The years ahead will focus on strengthening leadership continuity and ensuring long-term stability. Construction of NS Square @Marina Bay, target to complete in 2027. As the company transitions into the hands of its second-generation leadership, it is sharpening its capabilities in AI, robotics and computational construction methods. The goal is to future-proof the business while remaining steady, sustainable and people-centred.
Business Times
a day ago
- Business Times
The evolving role of listed company directors
Singapore is on a mission to revitalise its capital markets. A high-level working group chaired by Minister for National Development Chee Hong Tat has been set up, and a slew of measures have been rolled out. Most recently, the Monetary Authority of Singapore (MAS) placed S$1.1 billion into the hands of an initial three fund managers to invest in Singapore Exchange-listed stocks, with an additional S$3.9 billion to come. It has further committed S$50 million to support equity research and reinvigorate the listed product ecosystem. Other initiatives have been announced, including to boost investors' recourse against errant boards and management. In tandem, the Code of Corporate Governance is being refreshed. At the same time, high drama has played out on Singapore's corporate stage. The battle for control of the boardroom in family-controlled City Developments Limited kept the business community glued to the news for weeks. The liquidators' claim against Goh Jin Hian, a non-executive director in a company defrauded by the executive management who had absconded, raised alarm in the independent director community. A collective sigh of relief was heaved in boardrooms when the Appellate Court reversed much of the High Court decision, clarifying that the role of a director is to be sentinel, not sleuth. These cases engendered some soul-searching into the nature of directors' duties in Singapore. Regulatory and shareholder demands on directors are clearly increasing. Concurrently, the issues that the boards of today are required to oversee are expanding in number and complexity. A NEWSLETTER FOR YOU Friday, 12.30 pm ESG Insights An exclusive weekly report on the latest environmental, social and governance issues. Sign Up Sign Up It is high time to re-examine the role of directors in listed companies. Directors' expanded duties The Companies Act requires directors to manage the business of the company, and to act in its best interests, honestly and with reasonable diligence. In law school, undergrads are taught that the interest of the company is that of the shareholders when the company is solvent, and its creditors when it is not. But the business landscape has changed. Additional 'stakeholders' have sprung up. Environment, social and governance (ESG), charitable endeavours and environmentally friendly business practices may not directly improve the bottom line for shareholders, but are becoming metrics against which the company's directors are measured. Now layer on the fact that the world has become more complex. While directors previously focused mainly on financial, legal and operational concerns, they must now grapple with serious emerging issues such as climate change, sustainability and cybersecurity, which require specialist expertise beyond the average lawyer or accountant. More shareholder activism also increases the risk of directors being sued. In this evolving operating environment, what is the new role of the listed company director? I suggest that directors' obligations fall broadly into two baskets. Risk management First comes risk management. This is the traditional understanding of the board role, and the aspect that the Companies Act and common law have articulated in detail. Into this basket falls managing legal, financial and business risks, all well understood by the business community. But the range of risks facing companies has expanded significantly. ESG reporting is now mandated by listing rules and is a key metric used by institutional investors to evaluate a company, before they plough in capital. Under this broad umbrella, climate change, diversity in hiring policies and sustainable business practices have become hard deliverables. Compliance is another growing area of risk, with more global scrutiny on anti-money laundering, anti-bribery and regulatory compliance. And those are just the newly added risks facing boards today. Directors also have to consider emerging risks. The rise of artificial intelligence (AI), the acceleration of digital disruption and increasing instances of cyberattacks make technology-associated risks a concern. Beyond these, the modern listed company director must also stay on top of geopolitical and societal developments to consider their likely future impact on the company and the industry in which it operates. Value creation The second basket – that of director as value creator – is less commonly recognised. 'Value creation' sounds like a waffly, intangible mission, but is an increasingly critical one. Previously, the equation was simple. It was for management and the controlling shareholders to build the business. If the business did well, profits would go up and public investors would pile in. In today's world, listed companies navigate more complex terrain. Profitability is no longer the only game in town. A small/medium business may be money-making but if there is scant research coverage, retail investors will not know about it, especially if it is not in a sexy sector. Investor relations skills are thus crucial to put the company on investors' radar screens. Also important is understanding the metrics that institutional investors use to assess potential buy orders, in order to effectively position your business to greater advantage. While profitability is still important, nowadays investors – especially the more sophisticated ones who can write larger cheques – consider a wider range of factors. Among them, ESG performance, growth potential and market penetration. Boards also have to provide oversight on strategy and long-term sustainability. Keeping abreast of technological advancements and even changing societal expectations will be key performance indicators. Nor can stakeholder and brand management be ignored. Companies may get punished for unethical decision-making or delayed disclosures. The crisis management response that data platform company Astronomer swung into when its chief executive and its human resource head were caught canoodling at a Coldplay concert – hiring Hollywood star Gwyneth Paltrow to front a disaster recovery publicity campaign – showed the need for a smart, substantive and speedy reaction. Reinventing the Singapore listed company director Singapore boards need to understand the expanded purview of their roles, and move beyond traditional risk management. They also need equipping. Diversity targets, net-zero aspirations and external communications are new and varied challenges. Courses should be structured to prepare them for the new iteration of their role. These could include baseline skills for small/medium companies such as investor relationship management and presentation skills. More established companies would need help in forward-looking training, for example understanding the complexities of ESG compliance to implement effective change and not just produce a virtue-signalling Sustainability Report. Capacity-building related to AI adoption to unlock productivity savings and to manage cyber risks is also needed. We are on track to improve our capital market. Market sentiment has improved since the MAS announcements. But government capital to shore up the stock market is not sustainable. To attract big foreign money, small and medium Singapore companies will need to embrace a broader definition of corporate governance, and ultimately reinvent the board to be future-ready. The writer is joint managing partner, TSMP Law Corp