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Inequalities in Singapore: income, wealth, class, opportunities...

Asian Currencies Hit 14-Month High as Fed Cuts Interest Rates​

  • Malaysian ringgit climbs to highest in more than two years
  • Growth prospects also make Asian currencies more attractive

By Marcus Wong
September 19, 2024 at 2:54 PM GMT+8
Updated on
September 19, 2024 at 3:42 PM GMT+8
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Asian currencies advanced to the strongest level in more than a year after the Federal Reserve kicked off policy easing and signaled further interest-rate reductions this year.

The Bloomberg Asia Dollar Index rose 0.2% on Thursday, bringing the gauge to the highest since July 2023.

The Indonesian rupiah and South Korean won led the gains, while the Malaysian ringgit climbed to the highest since 2022.
 

Why dynamic pricing makes family outings less fun​

It will be harder for families on tighter budgets to access attractions if the prices keep changing based on algorithms.​

Kelvin Law
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From theme parks to concerts, dynamic pricing is becoming increasingly common in Singapore’s and the global leisure sector. PHOTO ILLUSTRATION: PIXABAY

Jul 22, 2024

The orderly queues and predictable pricing at Japan’s theme parks feel like a world away from Singapore’s latest entertainment pricing trend.
On a recent family trip, we were amazed at the consistency – from the months-long advance reservations for popular attractions like the Wizarding World of Harry Potter and Ghibli Park to the identical prices on Japanese and English menus.
Yet, upon our return, we were confronted with a stark contrast: KidZania Singapore’s new dynamic pricing model, where prices change according to demand.
This isn’t just about KidZania; it’s part of a broader shift. At venues such as theme parks and concerts, dynamic pricing is becoming increasingly common in the global leisure sector, including in Singapore.
This trend raises pressing questions: How does dynamic pricing affect family outings and entertainment? Is it something unavoidable for businesses or a potential barrier to accessible leisure? As we grapple with these fluctuating prices, it’s clear that the economics of fun time is becoming a complex equation for both consumers and businesses alike.

What’s dynamic pricing?​

Dynamic pricing, also known as demand-based pricing, has roots in traditional market practices but has evolved significantly with the advent of data analytics and machine learning. This pricing strategy allows businesses to adjust prices in real time based on market demand, competitor actions and other external factors.
Imagine a seesaw at a playground. On one end sits demand, on the other, price.

As more children (demand) pile onto one end, the price end rises to balance it out. This is the essence of dynamic pricing – a constant balancing act between what people want and what they’re willing to pay.
It’s important to distinguish between dynamic pricing and other pricing models. While dynamic pricing includes a broad range of price adjustments, surge pricing specifically refers to significant price hikes in periods of exceptionally high demand.
Take Grab as an example. Grab exemplifies both dynamic and surge pricing concepts. Its standard fare adjustments throughout the day represent dynamic pricing, while the multiplied fares during peak hours constitute surge pricing.

Dynamic pricing in ride-hailing services in general reduce wait times by increasing driver supply, as well as reducing consumer demand.
If an amusement park is charging a different rate on weekends than weekdays or holiday seasons (like KidZania Japan), that’s not dynamic pricing – it’s tiered pricing.

The economic case and controversies​

From an economic standpoint, dynamic pricing is often touted as a tool for optimising resource allocation and maximising efficiency. By balancing supply and demand in real time, it can potentially reduce wait times, improve service quality and increase market accessibility for price-sensitive consumers.
Research shows some evidence supporting these theoretical benefits.
From a business perspective, dynamic pricing can lead to increased revenue, which could theoretically be reinvested into improving services, expanding facilities or hiring additional staff.
However, these potential benefits are not guaranteed and may vary significantly based on market conditions and implementation strategies.
But not every implementation of dynamic pricing is well received by consumers.
In February, Wendy’s announced plans in the US to implement dynamic pricing in its restaurants. It means that the price of the same burger could be lower during off-peak hours at 10am or higher during dinner times. While this approach should increase firm profitability, consumers perceived it as potential price gouging.
The backlash was immediate. #BoycottWendys trended on social media, and competitors like Burger King capitalised on the situation with promotions like “No urge to surge”. This controversy highlights the delicate balance companies must strike when implementing dynamic pricing strategies.
While fast food and ride hailing are one thing, the application of dynamic pricing to family leisure activities raises unique concerns.
When applied to theme parks or cultural attractions, it can significantly impact the accessibility of these experiences, particularly for families on tight budgets.
More On This Topic
Surge pricing for theme parks, concerts: How real-time demand may affect fun time – and your wallet
KidZania S’pore reopens on May 16 featuring updated city landscape and ‘next-gen jobs’

Hard on families​

At the heart of dynamic pricing lies a complex computer algorithm – lines of proprietary computer codes that few consumers truly understand. Unlike traditional pricing methods where costs and markups are relatively transparent, these algorithms operate in near-total opacity.
No consumer can tell for sure how the dynamic pricing works or how high the surge multiplier can go. Companies crunch vast amounts of data – from historical visits to weather forecasts, and allegedly even your remaining phone battery life – to set prices that can change in real time within minutes.
The algorithms take into account a wide range of factors to determine prices. For example, if the computer predicts that the weather will be extremely hot during the coming weekend, the price of entry to an amusement park could be higher.
Similarly, if the algorithm detects a high volume of inquiries from internet traffic in Singapore on a specific day, it might increase the price for that date, even if the venue is not at full capacity.
For consumers, this can feel like trying to hit a moving target. A family planning a trip to an amusement park might find ticket prices fluctuating not just day to day, but hour to hour or even minute to minute because of the real-time feature.
Such unpredictability can make budgeting for leisure activities particularly challenging, especially for families on tight budgets.
Moreover, the lack of transparency surrounding these algorithms raises questions about fairness. Are all consumers treated equally, or could the algorithms inadvertently discriminate based on factors like location or browsing history?
The black box of dynamic pricing makes it difficult for consumers to know if they are being treated fairly, leading to concerns about the equitable distribution of prices. This could exacerbate the perception that leisure and entertainment have become yet another marker of social status and privilege, which could have profound implications on our social fabric.
If the primary goal is to maintain the quality of family experience, venues with fixed capacity could consider alternatives to dynamic pricing, such as limiting visitor numbers with predictable tiered pricing announced months in advance.
Operators can leverage historical data on visitor patterns to anticipate peak times and factor in school holidays and national holidays in various countries.
A clear, pre-announced tiered pricing structure based on these data could offer visitors the transparency they need for planning and budgeting.
This approach stands in stark contrast to the opaque nature of dynamic pricing algorithms.
Moreover, it raises important questions about equity and access. Is it fair to charge higher prices on days that are traditionally more convenient for families, like local school holidays? How does this impact the accessibility of leisure activities for different segments of society?

Finding the right balance​

The debate between dynamic pricing and more traditional approaches ultimately reflects a broader tension in the leisure industry: balancing profitability with social responsibility.
As Singapore’s leisure sector evolves, finding the right equilibrium between these competing interests will be vital for maintaining public trust and ensuring fair access to leisure activities for all residents and visitors alike.
To strike this balance, businesses should carefully navigate several key factors before implementing dynamic pricing.
First, businesses should provide clear and pre-announced information about how prices are determined, how frequently they change and what factors influence these changes.
Second, they should explore alternative approaches such as tiered pricing with visitor limits, which can offer more predictability for consumers while still managing demand.
Third, businesses must regularly assess the impact of their pricing strategies on accessibility and inclusivity, particularly for vulnerable segments or price-sensitive consumers.
If regular family outings become seen as a luxury rather than a norm, it could influence decisions around family formation and childbearing. While economic theories provide valuable insights, businesses must not lose sight of their social responsibilities to ensure that the price of fun remains fair, transparent and accessible for all.
  • Kelvin Law is associate professor of accounting at Nanyang Technological University’s Nanyang Business School.
 

India’s Das Tames Once-Volatile Rupee With $689 Billion Reserves​

  • Governor’s term expires in December; successor not yet picked
  • Rupee is one of the least volatile emerging market currencies


Shaktikanta Das

Shaktikanta DasPhotographer: Dhiraj Singh/Bloomberg
By Subhadip Sircar and Anup Roy
September 20, 2024 at 7:51 AM GMT+8
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India’s central bank chief Shaktikanta Das has pulled off a rare balancing act: Clamping down on volatility in the rupee while allowing it to drift lower to aid Prime Minister Narendra Modi’s export ambitions.

The Reserve Bank of India’s foreign-exchange reserves have swelled to almost $700 billion in a move reminiscent of China’s accumulation two decades ago.

Frequent interventions under Das, whose six years in office are due to end in December, have transformed the rupee from Asia’s most volatile currency to one of the least.
 
If you master art of porlumpar and networking, you are going places.
 
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Economics

Malaysia Offers Zero Tax for Family Offices in $100 Billion Forest City Development​

  • Forest City will be first in Malaysia to provide the program
  • The incentive will be operational by first quarter of 2025


Forest City in Iskandar Puteri, Malaysia.

Forest City in Iskandar Puteri, Malaysia.
Photographer: Aparna Nori/Bloomberg
By Ram Anand
September 20, 2024 at 1:35 PM GMT+8
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Malaysia is offering 0% tax rate for family offices to set up shop in its struggling mega-project Forest City, as it looks to revive investor interest in the $100 billion development near its border with Singapore.
The government is also offering a concessionary corporate tax rate of between 0% and 5%, and individual income tax rate of 15% for knowledge workers and Malaysians working there, Malaysia’s Second Finance Minister Amir Hamzah Azizan said in Johor state on Friday.
Have a confidential tip for our reporters?
 

Anxiety, stress and depression affect one-third of Singapore youth, reveals Institute of Mental Health study​

Malay Mail
Fri, 20 September 2024 at 11:28 am GMT+84-min read

Malay Mail

Malay Mail
SINGAPORE, Sept 20 — A nationwide survey by the Institute of Mental Health (IMH) revealed that nearly one-third of youth in Singapore experienced severe or very severe symptoms of depression, anxiety, or stress.
The National Youth Mental Health Study, released on September 19, found that young people aged 15 to 35 reported symptoms such as feeling empty, tense, or upset most of the time, as reported by the Straits Times.
These findings were part of the first epidemiological study on youth mental health conducted in Singapore, according to the Health, Education, and Social and Family Development ministries in a joint release.
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“Navigating the complexities of youth is challenging enough, but young people today are grappling with unique issues that previous generations did not,” said chair of IMH’s medical board and co-principal investigator of the study Associate Professor Swapna Verma.
“For instance, social media exposes them to constant comparisons, intensifying concerns about body image.”
“The anonymity of the online world has also given rise to cyber bullying, which adds a new dimension of harassment that can be relentless and far-reaching,” she added.
Cyberbullying, body image concerns and excessive social media use were found to be significant factors contributing to the mental health struggles of young people.
 

Direct School Admission must be accessible to all students: Chan Chun Sing​

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Schools can do more to look out for students with potential, but who may not have the necessary resources, said Education Minister Chan Chun Sing. PHOTO: ST FILE
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Elisha Tushara
Correspondent

Aug 23, 2024

SINGAPORE - The Direct School Admission (DSA) scheme must be accessible to the broad swathe of students, and not just those from families with more resources, said Education Minister Chan Chun Sing.
Responding to a question on whether the Ministry of Education (MOE) is thinking about reviewing DSA, Mr Chan said: “The answer must be yes. As Singaporeans, we constantly have to think of how to improve our system. Never believe that any system is perfect.”
He made these remarks at a dialogue with more than 440 youth leaders from uniformed groups in Singapore, at the opening ceremony of the National Camp, at Maju Camp on Aug 22.
“Today, there are many people who can apply for DSA to go to schools, and many of them tend to come from families who are more well-resourced,” said Mr Chan.
He added that schools can do more to look out for students with potential, but who may not have the necessary resources.
“This will require us to help our teachers to spot those talented students, in those diverse fields, even though they may come from less privileged backgrounds.”
These comments come after allegations about a basketball coach taking money to secure pupils’ admissions into secondary schools came to light in July.

It was reported then that the coach had allegedly helped children to get into schools like Anglo-Chinese Junior College and Dunman High School for a fee of at least $45,000.
Introduced in 2004, DSA provides a pathway for Primary 6 pupils to gain early admission to the secondary school of their choice, using non-academic talents, such as in sports and the arts, before sitting the Primary School Leaving Examination.
As DSA is deemed as being highly competitive, critics have argued that the scheme benefits children from wealthier households who can afford private coaching and preparatory classes.

According to the MOE in 2023, schools offering the Integrated Programme (IP) take in between 30 per cent and 35 per cent of their Secondary 1 IP intake through DSA, while non-IP schools can admit up to 20 per cent of their Secondary 1 students via DSA.
Mr Chan said that aptitude-based assessments such as DSA are important to understand the strengths and talents of students, unlike standardised tests, which focus on general abilities and have limitations.
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Education Minister Chan Chun Sing (centre) at a dialogue session with over 440 youth leaders from uniformed groups on Aug 22. PHOTO: LIANHE ZAOBAO
“They (standardised tests) tend to be uni-dimensional. They tend to not give sufficient emphasis to the multitude of talent that people can have.”
While non-standardised tests are broader, and seek to assess different aspects of talent, they can be subjective, said Mr Chan, unlike standardised tests where “everybody goes by a simple, easy-to-measure metrics”.
He said it is also easier to measure performance than to assess potential in non-standardised tests, adding that DSA categories like art, music, leadership and community require some judgment from assessors as they are “not so easy” to assess as well.

Every secondary school that takes in students through DSA must also value add to their development, to ensure a more seamless transition from primary school, said Mr Chan.
“We don’t want to see a situation whereby only the very good ones end up doing a certain CCA (co-curricular activity) or certain sport, and the rest become discouraged,” he said, adding that DSA must continue to evolve over time.
The event hosted students from 126 schools, who are leaders from the nine uniformed groups, such as the Boys’ Brigade, Girl Guides and National Police Cadet Corps (NPCC), and the Singapore Youth Flying Club. Also present were 150 volunteers, youth group leaders and teacher-officers.
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Mr Chan Chun Sing (centre, in red) with student leaders from uniformed groups at Maju Camp on Aug 22. PHOTO: LIANHE ZAOBAO
Apart from DSA, Mr Chan also addressed the students’ questions about the evolving nature of digital threats and leadership.
Sankaran Shiva Aditya, 14, a sergeant at Unity Secondary School’s NPCC, said Mr Chan’s answers helped him understand the differences in the kinds of challenges his generation faces compared with those of his parents’ generation.
He said: “Then, technology wasn’t really a huge thing, but for our generation, technology is one of the main parts of our lives. So that’s why we need to look forward to digital literacy.”
Ngee Ann Secondary School student Lyla Aurora Muhammad Yusof, 15, a Girl Guides company leader, told The Straits Times that Mr Chan’s message about being adaptable and prepared in times of crisis resonated with her, especially as a victim of the recent Mobile Guardian cyber-security breach, which erased data from her personal learning device.
“Sometimes, things don’t go according to plan, but the plan is just a base. As leaders, we have to be adaptable to the changes that we may face,” said Lyla.
 
No cronyism.
Among the dozens and hundreds of candidates. Temasek's subsidiary Vertex Ventures has to choose one that smoked cannabis.
Schooling's Olympic gold medal is better than a 3.8+ GPA, double degrees, prior internship experience, and leadership positions in many CCAs.

Singapore’s Olympic gold medallist Joseph Schooling joins venture capital firm​

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Former national swimmer Joseph Schooling has joined Vertex Ventures South-east Asia and India as an associate. ST PHOTO: KUA CHEE SIONG
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Kimberly Kwek

Oct 01, 2024

SINGAPORE – After closing a chapter on an illustrious swimming career in April, Singapore’s sole Olympic gold medallist Joseph Schooling is starting a new endeavour as an associate with venture capital company Vertex Ventures South-east Asia and India.
The firm announced in a LinkedIn post on Sept 30 that the former champion has joined its investment team.
The post read: “Joseph brings with him a unique perspective to our firm.
“As he embarks on this new journey, he will be working alongside our seasoned investment professionals to gain more experience and insights into assessing and making investments in high-growth start-ups.”
Vertex Ventures South-east Asia and India is one of the seven major funds in Vertex Holdings’ global network – the latter is a wholly owned unit of Singapore’s Temasek Holdings.
The fund’s investments focus on sustainability, fintech and healthtech among other things.
Following the announcement of his retirement earlier this year, the 29-year-old told the media that he would be turning his focus to the venture capital space, his swim school Sports Schooling, charity work and assisting his mother May at her trading company.

Before this latest venture, Schooling enjoyed a successful career in the pool, becoming the first Singaporean swimmer to finish on the podium at the Commonwealth Games and the world championships.
At the 2016 Rio Olympics, he made history by winning the men’s 100m butterfly final, overcoming a field that included American great Michael Phelps.
In addition to his Olympic success in Brazil, Schooling also claimed 29 golds at the SEA Games, seven Asian Games medals, a silver at the Commonwealth Games and two bronzes at the world championships.
His exploits earned him the Sportsman of the Year gong a record six times.
Schooling’s agent and manager Ronda Ng said: “Joseph is currently on an attachment with Vertex as he pivots into the VC (venture capital) world. This is an area that Joseph has been actively working in since his retirement from professional swimming in April.”
 

Singapore tycoons’ wealth rises 10%, with Eduardo Saverin topping Forbes’ rich list again​

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(Clockwise from left) Meta Platforms co-founder Eduardo Saverin, brothers Robert and Philip Ng of Far East Organization, and Shenzhen Mindray Bio-Medical Electronics chairman Li Xiting are on Forbes’ 2024 list of Singapore’s 50 Richest. PHOTOS: BLOOMBERG, ST FILE, MINDRAY/FACEBOOK
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Timothy Goh

Sep 06, 2024

SINGAPORE – Singapore’s tycoons saw their collective wealth rise by over 10 per cent to US$195 billion (S$253 billion), from US$177 billion in 2023.
But Forbes’ 2024 list of Singapore’s 50 richest showed that their fortunes have yet to catch up with that of 2021 when their net worth was US$208 billion.
Still, nearly two-thirds of those on the list saw their wealth grow in 2024 from the previous year, supported by Singapore’s expanding economy and stock market.
Forbes attributed the boost to the overall positive sentiment from the swearing-in of Prime Minister Lawrence Wong in May as well as the influx of visitors for sold-out concerts here by pop icon Taylor Swift and rock band Coldplay.
Mr Eduardo Saverin, co-founder of Meta Platforms, formerly Facebook, is the biggest dollar gainer in 2024, holding the top spot for the second consecutive year with a net worth of US$29 billion. The Brazilian native’s wealth increased by US$13 billion from 2023, driven by Meta’s rising share prices amid significant investments in artificial intelligence.
Siblings Robert and Philip Ng of property titan Far East Organization retained second place on the 2024 list, despite a slight dip in their combined fortune from US$14.8 billion to US$14.4 billion.
Mr Li Xiting, chairman of Shenzhen Mindray Bio-Medical Electronics, held the third spot, though his net worth also declined, from $14 billion to $13.4 billion.

Real estate magnate Kwek Leng Beng climbed one spot to No. 4 with a net worth of US$11.5 billion, which he shares with his family. His purchase of the Hilton Paris Opera hotel, ahead of the Olympic Games, made headlines in 2024.
A notable change in the top 10 is the entry of the Wee family at No. 7 with a net worth of US$7.8 billion. The family consists of the heirs of banking titan Wee Cho Yaw, who served as chairman emeritus of UOB until his death in February at the age of 95.
Mr Wee’s eldest son, Mr Wee Ee Cheong, is UOB’s deputy chairman and chief executive. His second son, Mr Wee Ee Chao, is chairman of Tiger Balm maker Haw Par and brokerage firm UOB Kay Hian. The youngest son, Mr Wee Ee Lim, is chairman of listed property developer UOL Group.

The husband-and-wife team of Mr Zhang Yong and Ms Shu Ping fell from No. 6 in 2023 to No. 10 in 2024, with a combined net worth of US$6.5 billion.
Their hotpot chain, Haidilao International Holding, saw its shares plummet in 2024 due to weak consumer spending in China.
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Three individuals tied to US-listed Sea saw a significant boost in wealth as the internet company they co-founded became profitable for the first time in 2023, seven years after its initial public offering. Sea’s shares more than doubled over the past year.
Chairman and chief executive Forrest Li jumped six spots to No. 12 with US$5 billion, while chief operating officer Ye Gang rose to No. 16 with US$3.1 billion.
Mr David Chen, chief product officer of Sea’s e-commerce arm Shopee, re-entered the list at No. 50 with US$870 million after a year’s absence.
Another newcomer to make the list is Mr Ji Qi, who co-founded travel booking platform Trip.com and grew hotel management company H World Group into a chain of more than 10,000 hotels since its establishment in 2005. He made his debut at the 23rd spot with a net worth of US$2.35 billion.

Rounding off the newcomers is Mr George Raymond Zage III, a former hedge fund manager who joined at No. 48. He amassed his US$900 million fortune from shares in gay dating app Grindr.
Three notable figures are absent from this year’s list: Mr Peter Fu Chong Cheng, head of oil trading company Kuo International; property tycoon Gordon Tang and his wife, Ms Celine Tang; and Dr Loo Choon Yong, executive chairman and co-founder of Raffles Medical Group.
The minimum net worth to make the list was US$870 million in 2024, up from US$750 million in 2023.
The list is a snapshot of wealth using stock prices and exchange rates as at market close on Aug 16, 2024.
 

Minister K Shanmugam transfers Astrid Hill GCB to UBS Trustees for S$88 Million following Ridout Road controversy​


In August 2023, Minister K Shanmugam transferred ownership of his Good Class Bungalow at 6 Astrid Hill for S$88 million. This transfer followed shortly after his parliamentary address, where he addressed questions about his rental of the state-owned Ridout Road property.

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12 September 2024
By The Online Citizen
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In August 2023, records from the Singapore Land Authority (SLA) revealed that Minister for Home Affairs and Law, K Shanmugam, transferred ownership of his Good Class Bungalow (GCB) at 6 Astrid Hill to UBS Trustees (Singapore) Ltd, for a staggering S$88,000,000.
UBS Trustees, acting as a trustee for The Jasmine Villa Settlement, is a trust company licensed under the Trust Companies Act 2005.
The transaction was facilitated by Ms Ho Sheau Farn on behalf of UBS Trustees and Mr Ho Kin San representing Mr Shanmugam, both lawyers from Allen & Gledhill, the law firm where Mr Shanmugam previously practised.
The property, spanning 3,170.7 square meters, was originally purchased by Mr Shanmugam in December 2003 for S$7,950,000, reflecting a significant increase in value over two decades. Located in District 10, which is commonly associated with Singapore’s most affluent residential estates, the property’s value aligns with the area’s reputation for high-end luxury homes and prime real estate.

S$150 Million Total Cost for UBS Trustees Property Transfer

The transfer of the property valued at S$88,000,000 to UBS Trustees would involve significant stamp duties. Based on current buyer’s stamp duty (BSD) rates, the BSD alone amounts to S$5,219,600.
Additionally, given the 65% additional buyer’s stamp duty (ABSD) applicable for such transactions, UBS Trustees would have to pay an additional S$57,200,000. In total, the transfer would require UBS Trustees to pay a staggering S$150,419,600, including the property price, BSD, and ABSD.
However, UBS Trustees may also be eligible to seek a remission of the 65% additional buyer’s stamp duty (ABSD) under certain conditions.
If the property is held in trust for identifiable individual beneficiaries, part or all of the ABSD (Trust) paid could be refunded. The amount refunded would depend on the difference between the 65% ABSD (Trust) paid and the ABSD applicable based on the highest profile of the individual beneficiaries.
To qualify for this remission, the application must be submitted within six months of the transfer’s execution, and the beneficiaries must meet strict criteria.
For instance, beneficiaries must be explicitly named in the declaration of trust and must have irrevocable beneficial ownership of the property. The remission process does not apply to individuals with contingent or discretionary interests, or those entitled only to income from the property.
It is unclear whether UBS Trustees applied for or was granted any remission of the 65% ABSD under the outlined conditions.
Despite the high-value transaction, the transfer between Mr Shanmugam and UBS Trustees did not appear in the Urban Redevelopment Authority’s (URA) Private Residential Property Transactions database and was not reported by property market monitors, possibly due to the nature of the transaction involving a transfer to a trust.
Such trust arrangements are commonly used for asset management and estate planning purposes, though they can raise questions about the tax implications of transferring high-value properties through these structures.
According to available records, the mortgage on the property was fully paid off by Mr Shanmugam by the end of 2008. Notably, no mortgage was taken by UBS Trustees following the transfer, which suggests that the payment for the property may have been made in cash.

Sale of GCB following explanation by Minister of his Ridout Road rental​

This transfer came just weeks after Mr Shanmugam’s ministerial statement in July 2023, where he addressed concerns raised by Members of Parliament (MPs) regarding his rental of the state-owned property at 26 Ridout Road, a black-and-white colonial bungalow leased from the SLA.
MPs questioned his decision to rent the property, seeking details about the rental price, the size of the land, and any potential conflicts of interest, particularly as Mr Shanmugam, in his capacity as Minister for Law, oversees the SLA, which manages these properties.
In his statement, Mr Shanmugam explained that as he approached his 60s in 2016, he reviewed his finances and realized that too much of his savings were tied up in his family home. As a result, he put the property on the market and moved into a rental home.
“I did not consider selling my own home because of financial need,” he emphasized, explaining that his decision was based on prudent financial planning. He also clarified that while he rented 26 Ridout Road, he was renting out his family home but was not profiting after factoring in property taxes and other expenses.
The fact that Mr Shanmugam transferred his home for S$88 million after expressing concerns about his financial situation raises questions about how much of his savings were truly tied up in the property, considering the substantial value of the transfer. However, it is important to note that the transfer occurred in August 2023, after his ministerial statement in July, meaning his remarks were accurate at the time.
Regarding the Ridout Road property, which Mr Shanmugam rented for S$26,500 per month, the land size increased from 9,350 square meters to 23,164 square meters—significantly larger than the 3,170.7 square meters of the Astrid Hill GCB that he transferred to UBS Trustees.
This expansion was a result of negotiations between Mr Shanmugam and SLA.
According to the Corrupt Practices Investigation Bureau’s independent investigation, Mr Shanmugam initially offered to maintain the adjacent land at his own cost if SLA cleared the vegetation. However, he preferred to exclude the land from his tenancy, as including it would impose legal obligations on him, such as responsibility for mosquito breeding or other maintenance issues.
SLA, on the other hand, preferred to include the adjacent land within the property boundary to ensure that the tenant bore responsibility for its maintenance and legal obligations. SLA negotiated an agreement with Mr Shanmugam in which the adjacent land was included within the property boundary, and the tenant was made responsible for maintaining it. This arrangement was said to ensure that the legal responsibilities were clear, with the tenant assuming both the cost and the liability.
Given Mr Shanmugam’s role overseeing the SLA, concerns about a potential conflict of interest were raised. However, in a parliamentary statement delivered by Senior Minister Teo Chee Hean in July 2023, it was clarified that Mr Shanmugam had recused himself from the decision-making process.
SM Teo stated:
“Minister Shanmugam had removed himself from the chain of command and decision-making process entirely… CPIB established that there was no matter raised by SLA to MinLaw [Ministry of Law] and hence, to any of the Ministers during the entire rental process.”
SM Teo also noted that the Chief Executive of SLA had declared in March 2018 to the then Permanent Secretary of MinLaw that the rental process for 26 Ridout Road was carried out properly and that the rental price was in line with market rates, as assessed by SLA valuers.
Mr Shamugam’s wife, Mrs Shanmugam, signed the Tenancy Agreement for 26 Ridout Road in June 2018, with a lease term of 3+3+3 years. After the first three-year term, the tenancy was renewed in 2021, with the rent maintained at S$26,500 per month, in line with market conditions as determined by SLA.
The Online Citizen has reached out to Mr Shanmugam for comments on the transfer of his property. As of the time of publication, no response has been received. Should further remarks be provided, this article will be updated accordingly.
 

About 6% of DSA students come from lower-income families; MOE to review scheme: Chan Chun Sing​

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DSA provides a pathway for Primary 6 pupils to gain early admission into the secondary school of their choice using non-academic talents. PHOTO: ST FILE
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Gabrielle Chan

Oct 15, 2024

SINGAPORE - About 6 per cent of students admitted to secondary schools by direct school admission (DSA) in the last five years received financial assistance, said Education Minister Chan Chun Sing, adding that the ministry is reviewing the scheme.
These students are recipients of the Ministry of Education’s (MOE) financial assistance scheme or the independent school bursary, said Mr Chan in Parliament on Oct 15. They have a monthly gross household income of $3,000 or less, or monthly per capita income of $750 or less.
In addition, some DSA students receive school-based financial support, he said.
Mr Chan said that MOE will also be reviewing the DSA scheme with three aspects in mind: ensuring that schools focus on students’ development, the selection process remains objective and transparent, and the scheme continues to be accessible.
He was responding to questions by Mr Sharael Taha (Pasir Ris-Punggol GRC) about the number of lower-income pupils who have secured places in secondary schools via DSA, and whether the scheme has shifted from its intent of identifying students with talents to those who can afford enrichment and preparatory programmes.
Introduced in 2004, DSA provides a pathway for Primary 6 pupils to gain early admission into the secondary school of their choice using non-academic talents such as those in sports and the arts.
Over the years, the scheme has drawn criticism that it advantages wealthier families who can afford private coaching and preparatory classes. The MOE has made several refinements to DSA, such as removing application fees and expanding the intake of students.

In July, Chinese newspaper Shin Min Daily reported that a basketball coach had allegedly taken money from parents to secure spots for their children in secondary schools through DSA. The coach, who is under investigation, had allegedly helped students get into schools like Anglo-Chinese Junior College and Dunman High School for a fee of at least $45,000.
Mr Chan said the ministry’s review will ensure that schools focus on providing opportunities that add value to the development of their DSA and non-DSA students, whether in school programmes, co-curricular activities or academic pursuits.
“Notwithstanding the need for schools to weigh different considerations when assessing DSA applicants, we want to strengthen the DSA selection process so that it continues to be undergirded by principles of transparency, objectivity, inclusiveness and student-centricity,” he said.
The review will also look at ensuring that DSA remains accessible and that students from all backgrounds are recognised not just for their performance but also for their potential in specific talent areas, he said, adding that more details will be shared later.
Currently, MOE and schools have supported students from disadvantaged backgrounds in various ways to join DSA, including helping primary school pupils identify their strengths, and supporting them through their DSA application, said Mr Chan.
The ministry also runs the Junior Sports Academy, taking in students who show sporting potential, with no prior training needed, Mr Chan said, adding that a “good number” of these participants apply for DSA.

Secondary schools also consider students’ interest, potential and personal qualities like drive and resilience, Mr Chan said.
“(The ministry is) keenly aware that better-resourced families will certainly have more opportunities to provide for their children,” he said. Thus, the different opportunities that students from wealthier families and lower-income families are accorded will be taken into account in the DSA selection process, he said.

Mr Sharael asked whether schools would reserve DSA spots specifically for lower-income students and if the ministry would consider capping the percentage of DSA students in certain sports or cultural activities to provide opportunities for “late bloomers”.
Mr Chan said: “When we look at the potential of the students, we will have to take into account not just their current performance, but their future potential, and that is something that we must carefully do.” But he cautioned against using quotas, as it “might defeat the purpose of DSA and selection based on merit in terms of potential and performance”.
 

Super-rich Indian families join Ambanis in setting up family offices in Singapore​

ssmeta21.6102e9f4.Attachment.061750.jpg


Singapore is now home to almost 60 per cent of Asia’s family offices. ST PHOTO: JASON QUAH
ac_bylineAngela_0.png


Angela Tan
Senior Business Correspondent

Nov 07, 2024

SINGAPORE – A new cohort of young, successful Indian business elites are joining the Ambanis, the family behind Indian conglomerate Reliance Industries, in setting up their family offices in Singapore to preserve and grow their wealth.
The Ambanis, one of India’s wealthiest and most influential families, set up a family office here in 2022.
Many of these families come from humble beginnings and now want to ensure their prosperity is passed down to the next generation, along with the values that helped grow it.
To avoid family feuds, they are setting up family offices here for effective governance, communication and decision-making. An estimated US$4 trillion (S$5.3 trillion) of wealth among the Indian diaspora will transfer from one generation to the next in the coming decade, according to DBS Bank.
Mr Shee Tse Koon, head of consumer banking and wealth management at DBS, said: “Singapore is a top destination for ultra-high-net-worth individual Indian families looking to establish a family office outside of India, thanks to its stable political and economic climate, favourable business environment and tax regime.”
Mr Arvind Tiku, founder and group chairman of investment firm AT Capital, said Singapore’s regulatory environment, as well as its credibility and transparency, places it ahead of other destinations.
Singapore is now home to almost 60 per cent of Asia’s family offices. The number of wealthy families coming here is projected to have risen from 2,800 in 2022 to 3,200 in 2023, DBS said.

The bank on Nov 5 launched its sixth annual family office report, with the 2024 edition examining the Indian family offices.
It estimated that there are more than 13,200 Indians with a net worth greater than US$30 million, and this number is expected to increase rapidly.
In 2023, around 6,500 high-net-worth Indians were estimated to have left India for destinations such as Dubai, Singapore, Europe and the US.

As their wealth increases, many wealthy Indians seek a formal family office structure to avoid compliance and governance issues.
“Typically, what you’ll find in the joint family system is that the operating company will also manage the family’s investments,” said Mr Amit Patni, founder and director of Raay Foundation.
“People tend to use company cash flow to keep expanding without thinking about safeguarding enough money for the family,” he added.

Mr Patni’s father and his brothers started Patni Computers in the 1970s and were one of the pioneers in the information technology space in India.
Over the decades, the company grew to close to US$1.5 billion. They sought a public listing in 2004, and in 2011 IT firm iGate bought Patni Computers for US$1.5 billion.
After the sale of the business and the division of wealth, Mr Patni set up a single family office – Raay Global Investments – to ensure his inheritance became a vehicle for growth and entrepreneurship.
“My family office has done all the trust management and estate planning for my children, so if anything happens to me, it will continue working for the family without any confusion,” he said.
Rich Indian diaspora who are not yet in the billionaire category – typically families with more than US$5 million in investible assets – make their first foray into more formal office structures through a multi-family office (MFO), which has emerged as a fast-growing segment of the industry.
An MFO lets different wealthy families pool their resources to access high-calibre, personalised financial advice while remaining cost-effective.
Mr Vimal Shah, chairman of East African fast-moving consumer goods company Bidco Africa, relies on a network of MFOs scattered across Singapore, Mauritius, Dubai and Switzerland, rather than establishing a single-family office.
“They provide us with all the details and advice about where to invest, which the family then digests before deciding what we want to do,” he said.
This international approach is increasingly applied by super-rich Indians in the diaspora seeking opportunities beyond their homeland.
When it comes to parting with their money, the younger super-rich Indians and those living overseas are increasingly investing in technology-based start-ups to build wealth.
Over the past two decades, Indian family offices have backed more than 200 start-ups and remain active participants in start-up funding rounds, the DBS report said.
Until recently, wealthy Indian families were most likely to invest their wealth in physical assets, such as real estate and gold. Around a third of their assets comprise residential real estate properties, both at home and abroad.
But high interest rates and soft property markets post-Covid-19 have left some families rethinking the value of their real estate investments.
Mr Patni said: “Investing in real estate in India isn’t as easy as it might be in Singapore or elsewhere, and it’s also a very volatile sector.
“I thought for a long time that the real estate environment in the UK was very good, and then Brexit, Covid-19 and the Ukraine war hit, and suddenly the returns weren’t great.”

Today, Indian diaspora family offices are diversifying their asset mixes to incorporate more public and private equity market investments, including alternatives.
Geography also matters. Super-rich Indians prefer the US for global investing, although some also show interest in emerging markets such as India and the Middle East. Rich Indians living overseas also tend to prefer investing outside of India, compared with those who reside at home.
 
Networking is part and parcel of life. Nobody can get ahead if they just sit in a well and hope for the best!

That is so truth boss Sam. Dale Carnegie wrote How to Win Friends and Influence People a long time ago that still holds true today.

If Eduardo Savarin did not know Mike Zuckerberg at Harvard, he would not be a billionaire today. You need to be a friend to get in on the ground floor of a good idea or lobang.

Those who do not understand this remain poor. I can remember many people I know got their first jobs at good corporations thru connections, their limpeh, relatives or whatever. Meritocracy is a fallacy.
 
Why do you want the government to punish the successful? It's the useless, lazy good for nothing low income louts that should be in the firing line.

Thats right, just need good idea like sex forum to be rich.
 
It's not about working hard .It's about having the right connections.
Classic example .. Ho bee.. Chua tian Poh.. he got Sentosa permit to build landed there n turn it into a gold mine with his connection. . I called him a fake Buddhist..!!!
 

Super-rich Indian families join Ambanis in setting up family offices in Singapore​

ssmeta21.6102e9f4.Attachment.061750.jpg


Singapore is now home to almost 60 per cent of Asia’s family offices. ST PHOTO: JASON QUAH
ac_bylineAngela_0.png


Angela Tan
Senior Business Correspondent

Nov 07, 2024

SINGAPORE – A new cohort of young, successful Indian business elites are joining the Ambanis, the family behind Indian conglomerate Reliance Industries, in setting up their family offices in Singapore to preserve and grow their wealth.
The Ambanis, one of India’s wealthiest and most influential families, set up a family office here in 2022.
Many of these families come from humble beginnings and now want to ensure their prosperity is passed down to the next generation, along with the values that helped grow it.
To avoid family feuds, they are setting up family offices here for effective governance, communication and decision-making. An estimated US$4 trillion (S$5.3 trillion) of wealth among the Indian diaspora will transfer from one generation to the next in the coming decade, according to DBS Bank.
Mr Shee Tse Koon, head of consumer banking and wealth management at DBS, said: “Singapore is a top destination for ultra-high-net-worth individual Indian families looking to establish a family office outside of India, thanks to its stable political and economic climate, favourable business environment and tax regime.”
Mr Arvind Tiku, founder and group chairman of investment firm AT Capital, said Singapore’s regulatory environment, as well as its credibility and transparency, places it ahead of other destinations.
Singapore is now home to almost 60 per cent of Asia’s family offices. The number of wealthy families coming here is projected to have risen from 2,800 in 2022 to 3,200 in 2023, DBS said.

The bank on Nov 5 launched its sixth annual family office report, with the 2024 edition examining the Indian family offices.
It estimated that there are more than 13,200 Indians with a net worth greater than US$30 million, and this number is expected to increase rapidly.
In 2023, around 6,500 high-net-worth Indians were estimated to have left India for destinations such as Dubai, Singapore, Europe and the US.

As their wealth increases, many wealthy Indians seek a formal family office structure to avoid compliance and governance issues.
“Typically, what you’ll find in the joint family system is that the operating company will also manage the family’s investments,” said Mr Amit Patni, founder and director of Raay Foundation.
“People tend to use company cash flow to keep expanding without thinking about safeguarding enough money for the family,” he added.

Mr Patni’s father and his brothers started Patni Computers in the 1970s and were one of the pioneers in the information technology space in India.
Over the decades, the company grew to close to US$1.5 billion. They sought a public listing in 2004, and in 2011 IT firm iGate bought Patni Computers for US$1.5 billion.
After the sale of the business and the division of wealth, Mr Patni set up a single family office – Raay Global Investments – to ensure his inheritance became a vehicle for growth and entrepreneurship.
“My family office has done all the trust management and estate planning for my children, so if anything happens to me, it will continue working for the family without any confusion,” he said.
Rich Indian diaspora who are not yet in the billionaire category – typically families with more than US$5 million in investible assets – make their first foray into more formal office structures through a multi-family office (MFO), which has emerged as a fast-growing segment of the industry.
An MFO lets different wealthy families pool their resources to access high-calibre, personalised financial advice while remaining cost-effective.
Mr Vimal Shah, chairman of East African fast-moving consumer goods company Bidco Africa, relies on a network of MFOs scattered across Singapore, Mauritius, Dubai and Switzerland, rather than establishing a single-family office.
“They provide us with all the details and advice about where to invest, which the family then digests before deciding what we want to do,” he said.
This international approach is increasingly applied by super-rich Indians in the diaspora seeking opportunities beyond their homeland.
When it comes to parting with their money, the younger super-rich Indians and those living overseas are increasingly investing in technology-based start-ups to build wealth.
Over the past two decades, Indian family offices have backed more than 200 start-ups and remain active participants in start-up funding rounds, the DBS report said.
Until recently, wealthy Indian families were most likely to invest their wealth in physical assets, such as real estate and gold. Around a third of their assets comprise residential real estate properties, both at home and abroad.
But high interest rates and soft property markets post-Covid-19 have left some families rethinking the value of their real estate investments.
Mr Patni said: “Investing in real estate in India isn’t as easy as it might be in Singapore or elsewhere, and it’s also a very volatile sector.
“I thought for a long time that the real estate environment in the UK was very good, and then Brexit, Covid-19 and the Ukraine war hit, and suddenly the returns weren’t great.”

Today, Indian diaspora family offices are diversifying their asset mixes to incorporate more public and private equity market investments, including alternatives.
Geography also matters. Super-rich Indians prefer the US for global investing, although some also show interest in emerging markets such as India and the Middle East. Rich Indians living overseas also tend to prefer investing outside of India, compared with those who reside at home.
These are Rainmakers…. Sinki need to know your place de woh
 

Rubio: Democrats lost election because they think Americans are ‘dummies’​

Lauren Irwin
Updated Fri, 8 November 2024 at 12:01 PM SGT1-min read

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Sen. Marco Rubio (R-Fla.) argued that Democrats and Vice President Harris lost the presidential election because they think Americans are “dummies.”
“Their attitude is, ‘You guys are a bunch of dummies. We’re really smart people. We know what’s best for you,’” Rubio said Thursday on Fox News. “You don’t even know what’s best for yourselves, and that’s why they lost this election, and that’s why they’re going to continue to lose elections.”
Rubio celebrated President-elect Trump’s victory and argued the Democratic Party should reevaluate.
 
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