Selling a Hotel in Singapore

Researched and written 2026-09-29 13:55 SGT · 12 sources listed at the end · draft 1 · figures verified against the named sources on the date shown; where a source has since moved, the element carries a marker.

A hotel is not a home and it is not a shop. It is a licensed, staffed, trading business that happens to sit inside a building you own, and selling one means selling both things at once, on one contract, to one buyer, because the accommodation rooms cannot be strata-subdivided and split off the way a strata office or a retail podium can. That single structural fact runs through everything below: the tax bill, the financing, the licence, the employees, and the price. This page is built from a shelf of 45 hotel-specific facts already held on this site, three of them read directly off STB's and SLA's own pages, cross-checked against IRAS, URA, MOM and the Family Justice Courts where a sale touches an estate. Where the shelf itself flags a figure as unconfirmed against a primary government page, I say so rather than present it as settled.

• About 450 hotels and 73,000+ rooms trade under this framework in Singapore, roughly 20% of tourism receipts and 30,000 jobs.
• A hotel sale can run as a share sale (buy the company), an asset sale (buy the building and the business assets), or a bare property sale (buy the building only) — each carries a different tax and licensing outcome.
• No Additional Buyer's Stamp Duty applies to a hotel purchase, for any buyer, of any citizenship. This is the single biggest structural difference from selling a home.
• Seller's Stamp Duty is reported not to apply either, but that reading is not yet confirmed against IRAS's own hotel-specific text — treat it as likely, not certain.
• The hotel licence does not transfer with the sale. A Change of Hotel-Keeper filing, or a fresh application, is a separate regulatory step with its own timeline.
• CPF savings cannot fund any part of buying or selling a hotel; every dollar in this transaction is cash, company money, or bank debt.
• Banks lend against the hotel's trading income (occupancy, ADR, RevPAR), not against a payslip — a residential-style LTV-and-income assessment does not apply.

The mechanics

URA's Development Control Handbook defines hotel use as public accommodation for tourists and transient visitors for commercial purpose, permitted on land zoned Hotel in the Master Plan. Limited supporting commercial uses inside a hotel — shops, restaurants, bars — may be allowed, but only that commercial-use component can ever be strata-subdivided; the accommodation rooms themselves are not strata-subdivisible. That is the structural reason a hotel is almost always held and sold as one indivisible asset, unlike a strata office floor or a shopping podium you can slice unit by unit. Any premises with four or more rooms let for accommodation on a commercial basis needs a hotel licence under the Hotels Act 1954 — STB's own definition is wider than the everyday word and reaches a large guest house or a converted shophouse cluster too, which matters if what you are actually selling is a boutique operation rather than a purpose-built tower.

A Singapore hotel sale commonly runs one of two ways, and which one is chosen shapes almost everything else on this page. A share sale transfers the company that owns the hotel and its operating business — the buyer inherits every asset and every liability, known and unknown, without needing to list them individually, which is why due diligence on a share deal runs deeper than on a straight property purchase. An asset sale instead transfers named assets — the building, the FF&E, specific contracts — while your company and its other liabilities stay behind with you. A recent example at scale: a CapitaLand-linked buyer's reported due diligence on a Bugis-area hotel landed at a price roughly 28% below the seller's earlier marketing target, which is a reminder that a headline asking price and an agreed price on a single-asset hotel deal can diverge substantially once due diligence runs its course.

Where the sale carries the operating business forward as a going concern — the buyer continues running the hotel, not just holding the bricks — IRAS's transfer-of-business-as-a-going-concern treatment can apply and GST is not chargeable on the transfer, though both sides need to keep documentation because IRAS audits these after the fact. That relief has existed on IRAS's own e-Tax guide since 30 December 2019: neither a supply of goods nor of services where the business continues under the buyer with no closure beyond what is needed to put it in order, and the buyer must already be GST-registered, or become liable to register, where you were. Sell the building without the business — a bare asset transfer — and a GST-registered seller must account for GST on the sale in the ordinary way.

Eligibility — who can buy this from you

SLA's own foreign-ownership list names 'Hotel (registered under the provisions of the Hotels Act)' explicitly among the properties a foreign person may buy without approval — the same unrestricted category as industrial and commercial property generally, and a world apart from the Land Dealings Approval Unit approval a foreigner needs to buy a landed home. Your buyer pool is not narrowed by citizenship the way a bungalow seller's is. The one carve-out to watch: if the building carries a residential component, and land zoned 'Commercial & Residential' with a residential share of 60% or more of total Gross Floor Area is treated as residential property under the Residential Property Act, a foreign buyer needs approval for that — the classification turns on the zoning and the approved use, not on the word 'hotel' in your marketing material. A hotel proper, registered under the Hotels Act on land zoned Hotel, does not carry that exposure.

Your realistic buyer pool skews institutional at scale. Singapore-listed hospitality REITs are active, repeat buyers — CDL Hospitality Trusts holds a roughly S$3.5 billion portfolio of 22 properties and has a forward purchase agreement running; Far East Hospitality Trust holds Singapore hospitality assets worth over 95% of its portfolio by valuation. A REIT buyer changes the shape of the deal: it typically transacts through a unit-trust structure, values on yield and distribution-per-unit accretion rather than owner-operator synergy, and can often close with more financing certainty than a private buyer assembling debt individually. Set against that, some 2026 hotel sales exit into a different use entirely rather than into another hotel operator — Coliwoo's S$79 million purchase of the Park Avenue Changi hotel, reported for conversion to co-living, is one example of ageing mid-market stock being sold for residential-adjacent reuse rather than re-let as a hotel. Knowing which buyer type you are actually selling to changes what you should be showing them.

Citizenship status — SC, PR, foreigner, FTA nationals

On a home sale this section is usually the longest one on the page, because ABSD tiers a buyer's cost by citizenship and residency status, and the five FTA nationalities — US, Switzerland, Liechtenstein, Norway, Iceland — are taxed as Singapore Citizens for that purpose. On a hotel it barely matters, because ABSD does not reach a hotel at all: it is a residential-property tax, and a hotel, registered and used under the Hotels Act, is not residential property for stamp duty purposes. A Singapore Citizen, a PR, a foreigner, an FTA national, or an entity all pay the same stamp duty on a hotel purchase — the FTA-parity rule that dominates this section on this site's residential pages simply does not activate here, because there is nothing for it to reduce. Citizenship status resurfaces in one place only: who can be named Hotel-Keeper on the licence, which must be a Singapore Citizen, Singapore PR, or Employment Pass holder, holding a post equivalent to CEO or General Manager. That is an operating requirement on whoever runs the hotel after you, not a buying restriction on who can own it.

Taxes

Buyer's Stamp Duty still applies to a hotel purchase — BSD is not an ABSD-style residential-only tax, it reaches property generally. The non-residential schedule charges 5% on the portion of price above S$1.5 million, on IRAS's own published rate. One caveat worth naming plainly: a 2026 commercial-conveyancing guide gives a different set of non-residential bands from the one this site's own ledger has recorded elsewhere, and the two have not been reconciled — the IRAS BSD calculator is the source of record to run before you rely on either for a specific price.

Additional Buyer's Stamp Duty is zero on a hotel purchase, for every buyer profile, because a hotel is commercial property under the Stamp Duties Act's own residential definition, not a dwelling. Seller's Stamp Duty is reported, by several commercial guides reading the same reasoning applied elsewhere on this site to office and retail property, not to apply to a hotel sale either — SSD reaches residential property on one schedule and industrial property on a separate one, and a hotel sits in neither. That reading has not been confirmed against an IRAS hotel-specific page directly; get it confirmed in writing by IRAS or your conveyancing lawyer before pricing a sale on the assumption that no holding-period penalty applies, whatever your target sale date is.

The route that does carry real duty exposure is a share sale of the company holding the hotel. Additional Conveyance Duty targets share deals in a property-holding entity — one with at least 50% of its tangible assets in prescribed Singapore residential property, where the buyer acquires or strengthens a significant-owner position of 50% or more of the equity — at up to 71% on the buyer's side and up to 16% on the seller's side where equity is disposed of within four years of acquisition. A hotel-holding special-purpose vehicle generally sits outside that threshold, because a hotel is not residential property; a commercial-property SPV is reported to fall outside ACD's residential-asset test entirely. This is the structuring reason a share sale of a hotel company can be materially cheaper in duty than a share sale of a company holding condominium units, and it is exactly the kind of distinction a buyer's tax adviser will run the numbers on before agreeing a share-versus-asset structure with you.

Property tax on the building itself sits on IRAS's flat-rate list alongside serviced apartments, backpackers' hostels and guest houses — 10% of Annual Value, with none of the progressive owner-occupier bands a home carries and no relief for a vacant period. Once you are trading, GST sits on top of every room sold: hotel accommodation is standard-rated at 9%, computed on the GST-inclusive, service-charge-inclusive total where a service charge, commonly 10%, is billed. A buyer valuing your trailing revenue will also price in cess exposure during major tourism events — STB names the Formula 1 Singapore Grand Prix specifically, at rates reported to run 15% to 30% of room revenue depending on category and location, a cost with no equivalent on a serviced apartment or a residential tenancy and one that shows up directly in the occupancy-and-ADR numbers a buyer is underwriting against.

Borrowing — yours, and your buyer's

MAS sets no loan-to-value ceiling on a hotel the way it does on a home; each bank sets its own, commonly reported at 70% to 90% of value for commercial property generally, narrower in practice for a single-asset hotel given the earnings risk behind it. Total Debt Servicing Ratio still binds an individual borrower on a hotel loan — 55% of gross income, stress-tested at a 4% floor rate regardless of the rate quoted — but TDSR does not apply to a company borrower at all, and the Mortgage Servicing Ratio never applies to a hotel, since MSR is specific to HDB and Executive Condominium purchases. CPF Ordinary Account savings cannot fund any part of the purchase either; every dollar here is cash, company balance sheet, or bank debt.

How your buyer's lender actually underwrites the deal matters to you as the seller, because it sets how fast, and how certainly, the deal closes. A hotel's income is tied directly to trading performance — occupancy, room rate, food and beverage revenue — which moves nightly and is more volatile than a leased office or retail tenant's fixed rent. Hospitality lenders underwrite against a debt-service coverage ratio rather than asset value alone, with international guides reporting a common minimum DSCR of 1.25x to 1.35x and three years of operating statements as standard due diligence — figures reported internationally, not confirmed as a Singapore-bank-specific number this run. Conventional bank mortgage products built for a salaried individual with a payslip do not fit a hotel's revenue-volatile income stream well, which is exactly why bridging finance and private credit are reported as active channels for hotel and serviced-apartment owners where a bank facility does not fit the timeline — worth knowing if your own exit needs to move faster than a conventional facility can be arranged.

Rate structure: floating commercial facilities in 2026 are reported in a wide 3% to 6% band, usually pegged to SORA, with tenors of 25 to 30 years typically offered — wider and less standardised than the fixed-versus-floating menu a home buyer sees, because a commercial hotel facility is priced off the specific deal, the specific bank, and the specific borrower's balance sheet rather than off a published rate card.

Reno, A&A, and rebuild — the lever you actually control

A hotel is unusually controllable before an exit, compared with a leased office where you are a price-taker on the tenant's business. Global hospitality-industry sources have historically budgeted an FF&E — furniture, fixtures and equipment — replacement reserve of about 3% to 6% of gross revenue a year, funding the cyclical recarpeting, re-furnishing and system replacement a hotel needs that an office or a shop does not. Recent industry commentary reports actual capex running closer to 8% of revenue on average, higher for full-service hotels and buildings over 15 years old, with some advisers now recommending 15% to 25% reserves against major renovation cycles. No Singapore-specific reserve figure or regulatory requirement was found on this run; get the actual reserve history and the operator's or management agreement's own FF&E clause for the specific hotel rather than assuming a global benchmark applies to yours — and if you are the seller, a well-documented reserve history is one of the clearest ways to defend your asking price against a buyer's deferred-capex discount.

The Singapore Tourism Board's Hotel Rejuvenation Fund supports major renovation and refurbishment before you sell — enhancing guest experience, operational efficiency and sustainability — alongside the separate Business Improvement Fund, which co-funds up to 70% of qualifying costs for SME hotels and up to 50% for non-SMEs, with a further 10% available where productivity investment pairs with a Job Redesign plan. Timing a rejuvenation ahead of a sale, rather than letting a buyer price in the deferred capex themselves, is a control lever available to you that most owners of a leased office or a strata retail unit simply do not have. Separately, URA's own discretion has been moving in some areas' favour: a June 2026 circular revised the planning approach for new hotel, backpackers'-hostel and serviced-apartment applications in the Upper Circular Road and Beach Road street blocks, now willing to consider uses previously not allowed there, through 31 May 2028 — the kind of zoning shift that can change what a buyer is actually willing to pay for the underlying land, independent of the trading business.

Conveyancing

The licence does not follow the sale automatically, whichever structure you use. Selling the hotel does not transfer the Certificate of Registration or the Hotel-Keeper's Licence; a Change of Hotel-Keeper application must be filed online via GoBusiness Licensing, processed within 30 working days of a complete application, for a S$150 fee, and the proposed new Hotel-Keeper must meet the same citizenship and seniority test the original one did. Where the buyer is starting entirely fresh rather than filing a change of keeper — a new company, a converted-use building — the original licence application itself takes about three weeks once a complete submission is in, plus URA zoning clearance, NEA and fire-safety clearances, and a public-notice advertising step that has no equivalent on an ordinary commercial property purchase. Build that timeline into your completion date; a hotel sale does not close on a residential conveyancer's 10-to-12-week rhythm.

If the sale carries the business forward as a going concern, Section 18A of the Employment Act transfers every existing contract of service to the buyer automatically, with all rights, powers, duties and liabilities under it, and your staff do not need to consent — they keep their terms under the new employer. Structure the deal as a bare asset transfer instead and employees do not transfer automatically at all; your obligations to them, retrenchment and notice, fall due in the ordinary way. Which side of that line your specific transaction falls on is a structuring question for the lawyers on the deal, not a default either side should assume going in. Beyond the two headline hotel licences, a buyer valuing your current revenue is implicitly valuing a stack of ancillary licences too — a Non-Residential TV Licence, Singapore Food Agency compliance for any F&B outlet, a Massage Establishment Licence for a spa, a Public or Arts Entertainment Licence for events — several of which sit with an operator or an F&B tenant rather than the freehold owner and do not automatically follow a change of building ownership either.

There is no government-set legal fee schedule for private conveyancing, and that is doubly true at commercial scale: lawyers price purchase and mortgage-side work on their own terms, and a private residential conveyancing range of roughly S$2,000 to S$5,000 all-in gives you a floor, not a ceiling, for what a hotel deal's business-sale complexity, deeper due diligence, and ACD or GST structuring work will actually cost. Budget for a commercial conveyancing team, not a residential one, and get a scoped quote for the specific work — transfer, ACD or GST analysis, licence-transfer coordination, employee-transfer advice — rather than comparing headline totals across firms that may not be quoting the same scope.

Estate

Where a hotel sits in an estate — the owner has died and the shares in the holding company, or the property itself, form part of what is being administered — a sale cannot complete until the executor holds the grant. You can apply for a Grant of Probate only where the deceased left a valid will naming you as executor; without a valid will the route is Letters of Administration instead. Processing typically runs about two to three months once a complete application is filed, on top of the courts' own guidance to file within six months of death — so a hotel sale driven by an estate should budget for that grant timeline sitting in front of, not alongside, the ordinary conveyancing and licence-transfer timeline above. [⚠ estate.probate.eligibility_2026_06_15: sources differ; awaiting a ruling]

The court may award an executor a commission of up to 5% of the value of assets collected — on a hotel-scale estate that is a real number worth naming to co-executors and beneficiaries early, not a footnote. Where the hotel is held through a company, the shares themselves are the estate asset that needs to pass through probate before a share sale can be signed, not the building directly; and where the hotel sits inside a trust rather than a direct or company holding, the trustee, not any beneficiary, is the one who appears as owner and the one who must consent to and execute the sale.

The voice — how to actually think about this before you price the exit

Before you set an asking price, understand how a buyer is actually going to see what they are buying, because your exit price depends on it. Two questions sort every real estate decision, and they are not 'are you buying to invest or to live in it' — nobody buys an asset believing it will fall, so that question sorts nobody. The two that matter: is the buyer borrowing to buy, and once they hold it, are they letting it out? A hotel collapses the second question in a way a home never does. There is no owner-occupier cell for a hotel the way there is for a house — a guest does not hold a lease over the room, only a licence to use it, with none of a lease's proprietary interest, so every hotel buyer is, in economic substance, always in the 'letting it out' quadrant. The only fork that actually separates buyers is the first one: cash, or borrowed, because that decides whether your buyer is underwritten on a DSCR test against the hotel's own trading income or is simply writing a cheque.

• C0 THE PLAY — a hotel is a cash-flow play wearing a balance-sheet asset's clothes: your buyer is underwriting a trading business housed in real estate, not a static asset held for appreciation.
• C1 BALANCE SHEET — selling removes one indivisible, licensed, illiquid line from what you own; your buyer adds land, building and FF&E as one line, plus whatever goodwill a going-concern sale carries.
• C2 CASH FLOW — what actually moves: your sale proceeds, minus loan discharge, legal fees, broker commission and any ACD or GST due, land in your account on completion; the hotel's own operating cash flow, room revenue minus payroll, F&B costs and the FF&E reserve, stops being yours the same day.
• C3 P&L — your gain or loss on sale is a separate, later event from the cash that lands: price against your original cost, adjusted for any deferred FF&E capex a buyer has priced into the number. Profit and loss is not the same thing as cash in hand, and conflating the two is how a seller misjudges what a deal actually nets them.
• C4 CARRY — while you still hold it, carry is trading net operating income minus debt service; hotel income is the most volatile carry on this site's ledger, because it moves with occupancy and average daily rate nightly, not with a fixed lease payment.
• C5 GIVE / GET — you give up a licensed, staffed, trading business and the real estate under it; you get cash, or REIT units, or an earn-out, minus stamp duty, legal and broker drag, and minus whatever deferred maintenance the buyer has discounted into price.
• C6 EXPOSED TO — occupancy and ADR swings, a cess surprise around a major event, a buyer's DSCR-based financing falling through, and a 30-working-day-minimum licence-transfer clock holding up your own completion date.
• C7 FOR HOW LONG — longer than a home sale: investment-sales mandates, DSCR-based lender due diligence and licence processing stack on top of an already-longer commercial conveyancing timeline before you see completed funds.
• C8 FAILURE CASCADE, in order — negative carry (a soft trading year, deferred FF&E capex) hits cash flow (can't fund the reserve and debt service at once), which accumulates into P&L (write-downs, deferred maintenance losses), which shows up as negative equity (the asset revalues down against the loan), which becomes illiquidity (a hotel cannot be sold room by room the way a strata unit can), which becomes insolvency if nothing intervenes.
• C9 LIQUIDITY — one of the slowest asset classes on this site to turn back into cash: no strata exit, a narrow specialist buyer pool of REITs, operators and conversion buyers, and DSCR-based financing that narrows that pool further still.
• C10 CONTROL — the FF&E reserve, the STB Hotel Rejuvenation Fund, and the option to sell into a different use entirely (residential-adjacent conversion, as several 2026 deals show) are this page's expression of control: a hotel is unusually operator-controllable before an exit compared with a leased office, where you are a price-taker on someone else's business.
• C11 THE EXIT — three routes, three different costs: a going-concern sale (GST relief, employees transfer under s18A, a Change-of-Keeper filing), a bare asset sale (GST payable, no automatic staff transfer, buyer needs a fresh licence), or a share sale of the holding company (generally outside ACD since a hotel SPV is not a residential property-holding entity, but the buyer inherits every liability, priced into what they will pay you).

Selling to, or through, a company

A hotel is one of the cleanest assets on this site to structure as a corporate deal, precisely because Additional Conveyance Duty is built to catch residential property-holding entities and a hotel is not residential property. A special-purpose vehicle whose sole asset is the hotel generally sits outside ACD's 50%-of-tangible-assets threshold, so a share transfer in that SPV is taxed as an ordinary share transfer at around 0.2% duty rather than at ACD's rates of up to 71% for a buyer and 16% for a seller — the treatment that does bite a company buying or selling shares in a residential-heavy vehicle. That gap is exactly why a share sale is a live structuring option for a hotel in a way it usually is not for a portfolio of condominium units, and it is exactly why MAS and IRAS both look through the corporate wrapper to the underlying asset rather than stopping at the company's name on the register.

Whichever way you sell, your employees do not disappear from the deal just because the company changed hands. Section 18A of the Employment Act makes a going-concern sale carry every contract of service forward automatically, so a buyer's HR due diligence on staff costs, union arrangements and service length is a real line item in their price, not a footnote — and a seller who has kept clean, complete employment records through the sale process is negotiating from a materially stronger position than one who has not.

What the realtor earns on a deal like this

CEA sets no fixed commission on any property type, hotels included — the amount is agreed between you and whoever represents you, and market guides report commercial and hotel transaction commissions commonly priced at 2% to 6% of price, against roughly 1% to 2% typical on a residential resale, reflecting the larger due-diligence and marketing workload of a combined business-and-real-estate sale. On a deal at hotel scale, that is not a small number: each 1% of commission on a S$300 million hotel is S$3,000,000. Larger Singapore hotel sales are reported as commonly run by international investment-sales advisory teams — CBRE, JLL and Savills have all been reported as joint marketing agents or advisers on named Singapore hotel deals in 2025 and 2026 — rather than a single retail-style CEA salesperson, reflecting the scale and complexity against a residential or small commercial transaction. I did not find, and am not stating, a published fee figure for those advisory mandates; ask directly, and do not assume a residential agent's 1-to-2% norm applies to an asset this size.

Here is where the incentive can point against you as the seller, stated plainly. An exclusive agency agreement appoints one agency for up to three months, and you stay liable for commission if the property sells through another agent during that window, with liability extending three months after for parties the agent introduced. On a deal this size, an agent working against a ticking exclusivity clock has a real incentive to push you toward accepting a lower offer that closes inside the window over holding out for full value on a longer, harder-fought campaign — especially where the marketing and due-diligence workload on a hotel deal is heaviest in exactly the weeks closest to that deadline. Ask any agent or advisory team pitching you for a hotel mandate how their fee is structured against time-to-close, not just against price, before you sign an exclusive.

What is still uncertain on this page

• Seller's Stamp Duty on a hotel sale is reported by secondary commercial guides as not applicable, but this has not been confirmed against an IRAS hotel-specific page directly — IRAS's own SSD pages rendered navigation only or 404 on repeated direct fetch. Confirm with IRAS or your conveyancing lawyer before pricing a sale on this assumption.
• Non-residential BSD bands: one commercial-conveyancing guide gives a different set of bands from the ones recorded elsewhere on this site's ledger, unreconciled. Run the IRAS BSD calculator on your actual price before relying on either.
• Hospitality lending DSCR minimums (1.25x to 1.35x commonly cited) are drawn from international hospitality-finance sources, not a confirmed Singapore-bank-specific figure.
• FF&E reserve norms (3% to 6% historically, up to 25% recommended in places) are global hospitality-industry commentary, not a Singapore-specific benchmark or regulatory requirement.
• The Hotel-Keeper eligibility rule (Singapore Citizen, PR, or Employment Pass holder) rests on a search-result summary of GoBusiness's own licensing page, which returned HTTP 403 to direct fetch this run and could not be independently confirmed against its own text.

Related reading on this site: how a buyer sees the same asset is at /buy/realty/hotel; how a landlord who leases the building to an operator sees it is at /landlord/realty/hotel; how a guest's stay is legally structured is at /tenant/realty/hotel; and if this sale is running through a deceased owner's estate, start at /estate/selling-the-property and /estate/probate rather than treating this page's estate section as the full picture.

Sources

• STB — Hotels | Singapore Tourism Board (2026-09-29) · https://www.stb.gov.sg/industries-experience-development/hotels/
• Hotels Licensing Board (Singapore Tourism Board) — Change of Hotel-Keeper (2026-06-23) · https://www.hlb.gov.sg/application-guidelines/change-of-hotel-keeper/
• Hotels Licensing Board (Singapore Tourism Board) — Application for Licence (2026-09-09) · https://www.hlb.gov.sg/application-guidelines/application-for-licence/
• SLA — Foreign Ownership of Property (2025-08-20) · https://www.sla.gov.sg/regulatory/foreign-ownership-of-property/
• IRAS — GST: Transfer of Business as a Going Concern and Other Excluded Transactions (e-Tax Guide) (2019-12-30) · https://www.iras.gov.sg/media/docs/default-source/e-tax/etaxguide_gst_transfer-of-business-as-a-going-concern_2019-12-30.pdf
• IRAS — Stamp Duty: Additional Conveyance Duties on Property-Holding Entities (e-Tax Guide, Ninth Edition) (2026-01-30) · https://www.iras.gov.sg/docs/default-source/e-tax/additional-conveyance-duties-(acd)-on-residential-property-holding-entities.pdf
• IRAS — Buyer's Stamp Duty (BSD) (2023-02-15) · https://www.iras.gov.sg/taxes/stamp-duty/for-property/buying-or-acquiring-property/buyer's-stamp-duty-(bsd)
• URA — Hotel | Development Control Handbook; DC26-07 circular (2026-09-29) · https://www.ura.gov.sg/guidelines/development-control/development-control-handbooks/non-residential/hotel/
• STB — Hotel Rejuvenation Fund; Business Improvement Fund (2026-06-02) · https://www.stb.gov.sg/licensing-support/grants/hotel-rejuvenation-fund/
• Ministry of Law (MinLaw) — Written Answer by Minister for Law K Shanmugam to PQ on SLA Approval for Foreigners Buying Properties Zoned 'Commercial' but Approved for Mixed Commercial and Residential Use (2026-09-29) · https://www.mlaw.gov.sg/news/parliamentary-speeches/written-answer-pq-on-foreigners-buying-properties-under-rpa/
• Family Justice Courts — Apply for probate (2026-06-15) · https://www.judiciary.gov.sg/family/apply-for-probate
• CEA — Renewal of Salesperson Registration (2027-01-01) · https://www.cea.gov.sg/real-estate-professionals/for-real-estate-salespersons/renewal-of-salesperson-registration/