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Now 72/72.5, Support at 71.5. Yet to fill the gap.
Looking steady for now.
Bought some shares at 72, 72.5 this morning. Will buy more if it goes lower.
It is my nature to work hard since I am putting my hard earned money to work. Always good to double confirm the analysis before diving in.
At 30%, the target is about $0.94, right at the previous high. But we should aim higher, a 50% move would translate to ~$1.10, provided it can break past that $0.94 resistance.
If it reverses at $0.94, that is a textbook double top. If it powers through, momentum could carry it further.
Huat Ah!
ysh2006 ( Date: 12-Apr-2026 17:54) Posted:
Don't need study so hard , just listen to brokering houses target , you alone won't make it move brokering houses have hundreds of clients each one believes their analysing and buy will do.. still have 30% upside lah...
JurongW ( Date: 12-Apr-2026 12:36) Posted:
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Don't need study so hard , just listen to brokering houses target , you alone won't make it move brokering houses have hundreds of clients each one believes their analysing and buy will do.. still have 30% upside lah...
JurongW ( Date: 12-Apr-2026 12:36) Posted:
I received the trading idea from my remisier late last night, and I burned the midnight oil to analyze and present the data here. Even my ageing mother remarked that I never worked this hard when I was employed full time.
At the end of the day, trust your own judgement and decision making if you believe it is worth investing. For me, investing now serves as a second source of income in retirement, and with more time on hand, I can study the markets in greater depth.
Happy trading, and happy investing.
Corporate Presentation:
https://links.sgx.com/1.0.0/corporate-announcements/BWMKW6BZBYT91GR4/877187_2026%2003%2003%20FY2025%20Wee%20Hur%20Results%20Presentation%20Revised.pdf
msksmsks ( Date: 12-Apr-2026 10:12) Posted:
JW San,
U reckoned WH can buy. ?
Nvr vested b4 and did not chk
its fundamentals yet..
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goldeneye ( Date: 12-Apr-2026 10:41) Posted:
allow my feels on thee sudden spikes
by thee text book
should be a softening
profits taking chances for last lucky holders
last few dayssss
cover gap backwards first
then Loadnin well on your personal sizing!
good lucks folks |
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I received the trading idea from my remisier late last night, and I burned the midnight oil to analyze and present the data here. Even my ageing mother remarked that I never worked this hard when I was employed full time.
At the end of the day, trust your own judgement and decision making if you believe it is worth investing. For me, investing now serves as a second source of income in retirement, and with more time on hand, I can study the markets in greater depth.
Happy trading, and happy investing.
Corporate Presentation:
https://links.sgx.com/1.0.0/corporate-announcements/BWMKW6BZBYT91GR4/877187_2026%2003%2003%20FY2025%20Wee%20Hur%20Results%20Presentation%20Revised.pdf
msksmsks ( Date: 12-Apr-2026 10:12) Posted:
JW San,
U reckoned WH can buy. ?
Nvr vested b4 and did not chk
its fundamentals yet..
JurongW ( Date: 12-Apr-2026 03:41) Posted:
Ben-Hur conquered the arena, Wee Hur conquers the Skyline.
Hope you like this tagline. |
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Omg see so so fluid external macro intl news wire!
NO deal! Going home empty handed!
market still yet to react to latest dramas playing out!
Happy peaceful Sunday!
✌ ️
allow my feels on thee sudden spikes
by thee text book
should be a softening
profits taking chances for last lucky holders
last few dayssss
cover gap backwards first
then Loadnin well on your personal sizing!
good lucks folks
JW San,
U reckoned WH can buy. ?
Nvr vested b4 and did not chk
its fundamentals yet..
JurongW ( Date: 12-Apr-2026 03:41) Posted:
Ben-Hur conquered the arena, Wee Hur conquers the Skyline.
Hope you like this tagline. |
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Ben-Hur conquered the arena, Wee Hur conquers the Skyline.
Hope you like this tagline.
The shooting star disappears when viewed on the weekly timeframe.
Notably, volume surged to its highest level since the week of 19 January, when price peaked at $0.94.
Cautionary Note:
The last candlestick is a shooting star, a small real body with a long upper wick, often signaling a potential bearish reversal.
A gap down or strong red candle on Monday would reinforce this reversal signal. JurongW ( Date: 12-Apr-2026 01:43) Posted:
Somtimes, trading is simple - when you let the chart do the talking.
In truth, the hard work is buried in the analysis.
Wishing all a great week ahead - may it be HUAT, HUAT, HUAT all the way!!
Anyway, for those who only live by fundamentals or gut feel, just treat the chart as entertaintment. 
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Somtimes, trading is simple - when you let the chart do the talking.
In truth, the hard work is buried in the analysis.
Wishing all a great week ahead - may it be HUAT, HUAT, HUAT all the way!!
Anyway, for those who only live by fundamentals or gut feel, just treat the chart as entertaintment.
Hopefully should be able to around 0.8-9 next week if no war
I also remmbered some analysts said $1.00 too!
DBS initiates coverage on Wee Hur with &lsquo buy&rsquo , S$0.90 target price
The Pioneer Lodge dormitory is set to contribute S$30 million to S$40 million in revenue in 2026
[SINGAPORE] DBS Group Research on Friday (Apr 10) initiated coverage on property developer and construction group Wee Hur, with a &ldquo buy&rdquo and target price of S$0.90.
In their investment thesis, DBS analysts Ng Jia Hui, Derek Tan and Geraldine Wong cited Wee Hur&rsquo s diversification from its roots in construction. They pointed to its operations in property development, workers&rsquo accommodation and purpose-built student accommodation.
The group also has a &ldquo proven track record in fund management&rdquo and has attracted &ldquo institutional validation&rdquo from GIC and US-based real estate developer Greystar, they added. Its workers&rsquo dormitory segment is set for &ldquo significant revenue uplift&rdquo .
Shares of Wee Hur : E3B +7.35% jumped 6.6 per cent or S$0.045 to S$0.725 as at 3.10 pm on Friday.
Wee Hur operates a portfolio of 6,779 student housing beds under the Y Suites brand across five locations in Australia and more than 25,000 beds in two large-scale workers&rsquo dormitories in Singapore.
Its Tuas View dormitory, Singapore&rsquo s largest purpose-built dormitory, achieved 95 per cent occupancy in FY2025. The recently completed Pioneer Lodge adds 10,500 beds, with 67 per cent committed occupancy and is expected to achieve full occupancy by year-end.
That will contribute S$30 million to S$40 million to Wee Hur&rsquo s revenue in 2026 and lift the segment to a &ldquo record revenue run rate&rdquo , said the analysts.
The company is a &ldquo proxy for construction growth in Singapore&rdquo , they added, but warned of risks due to rising construction costs in light of Middle East tensions and changes to Australia&rsquo s student visa policies or international enrolment caps.
https://www.businesstimes.com.sg/companies-markets/dbs-initiates-coverage-wee-hur-buy-s0-90-target-price
DBS initiation report on Wee Hur
10 Apr 2026
Latest Report
Locked and loaded
- Scalable fund platform fueling PBSA growth
- Growth will be driven by newly completed 10,500-bed workers&rsquo dormitory, representing a 67% increase in bed count
- Proxy for construction growth in Singapore, underpinned by its construction and workers&rsquo accomdation segments
- Initiate with BUY and TP SGD0.90
Investment Summary
Diversifying from its roots in construction. Wee Hur began as a construction company in 1980 and has since transformed into an investment holding company with diversified operations in construction, property development, workers&rsquo accommodation and purpose-built student accommodation (PBSA). The Group operates a massive portfolio of 6,779 student housing beds under the Y-Suites brand across 5 key locations in Australia, and over 25,000 beds in 2 large scale workers&rsquo dormitories in Singapore. Construction remains a major revenue driver, and Wee Hur has been awarded major contracts by HDB in Singapore. Wee Hur&rsquo s property development arm focuses on residential, industrial, and mixed-use projects in both Singapore and Australia. The Group also earns revenue from fund management services and PBSA such as sales, marketing and student dormitory management.
Capitalising on strong performance of workers&rsquo dormitories. Wee Hur ventured into the workers&rsquo dormitory business with the opening of Tuas View Dormitory in 2014. With a capacity of 16,800 beds at the time, it was the first and largest workers&rsquo dormitory in Singapore, offering a range of amenities including multi-purpose recreational rooms, gymnasiums, canteens and retail shops. Since then, the asset has enjoyed strong occupancy and rental growth, achieving 95% occupancy in FY25. The lease expires in November 2026 and is currently under review for renewal, with management confident of a favourable outcome. Building on strong demand, Wee Hur developed another large-scale 10,500-bed dormitory at Pioneer Lodge, which obtained TOP in 4Q25. Committed leases currently account for 67% of occupancy, and management expects the dormitory to reach full occupancy by year-end. Pioneer Lodge is expected to drive more than SGD30-40mn in revenue uplift in FY26, bringing the dormitory segment to its highest revenue run rate.
Diversified fund management platform with a strong PBSA portfolio proven track record of delivering returns. Wee Hur has built a diversified fund management platform, managing multiple funds to capture growth in the PBSA sector. The Group entered the PBSA business in 2016 by launching a fund targeting AUD 350 mn in investments in PBSA Australia, developing 5,000 beds across major Australian cities. In 2022, it sold 49.9% to a GIC-linked investor, underscoring strong institutional endorsement. In April 2025, Wee Hur divested seven Y-Suites properties (5,662 beds) to GS Australia Student Venture I Mid Trust (Greystar Group) for a gross selling price of AUD 1.6 bn (SGD 1.4 bn), recognising an estimated gain on disposal of SGD 37 mn, while retaining a 13% stake with flexibility to exit if opportunities arise. The Group is ramping up PBSA with Fund II and Fund III, anchored by Y Suites on Margaret, Sydney (409 beds), and PBSA development in Grenfell, Adelaide (708 beds), retaining minority stakes in both projects. The fund management platform drives recurring fee income and scalable growth through an asset-light model, capturing upside while minimising balance sheet deployment.
Diversified income streams help mitigate overall risks. Wee Hur benefits from a broad income base, but there are risks. Its construction segment is exposed to cyclical demand during slowdowns and margin pressure due to high construction costs. For workers&rsquo dormitories, short land tenures, such as the Tuas View lease ending in Nov 2026, pose non-renewal risk, compounded by strict regulatory oversight in Singapore. In PBSA, changes to student visa policy or caps on international enrolments could reduce demand. Additionally, with activities concentrated in Singapore and Australia, Wee Hur is exposed to foreign currency fluctuations.
Initiate BUY with TP of SGD0.90. We value the dormitory business using a conservative 4x P/E multiple (factoring in the short remaining lease duration at Tuas View (ending November 2026) and Pioneer Lodge (ending December 2029) and the construction business at 8x P/E (vs.peers at 9.9x, reflecting its smaller scale). With the newly built 10,500-bed Pioneer Lodge workers&rsquo dormitory , a robust order book providing revenue visibility through FY2031, and a strong PBSA portfolio, we estimate Wee Hur&rsquo s fair value at SGD 1.06/share, translating to a TP of SGD0.90/share after applying a 15% discount to our SOTP valuation.
swee. War normalize...
All Huat at 80 then 90
🙏 🏻 MarcLim ( Date: 14-Mar-2026 16:42) Posted:
Lose some 670/675.
buy more and wait Break up 70 and same target 80/90
Huat all.
MarcLim ( Date: 06-Mar-2026 12:44) Posted:
Most dropping... swee
lowest 70, buy 705/710, first target 74/75, then 79/80 and back to moon 90 ...
Huat all 🙏 🏻 |
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Wee Hur (E3B) Quick Summary - Simple Terms
Stock: Trading ~S$0.645. Cheap (below asset value, good dividend).
Family Plan: Founders (70s) retiring soon. Kids (25-55) won' t run daily ops&mdash hire pros. Use insurance trick for clean money split: cash for non-biz kids, debt protection for company.
Projects: S$673M orderbook (3-4 years work locked). Big wins: Project ER (S$203M HDB) + FD (S$236M HDB). Steady govt cashflow.
Earnings: Growing fast&mdash 2H25 revenue +25%, profit +35%. Construction booming, margins up.
Why Buy? Safe family succession + fat project pipeline + cheap price = solid long-term hold. Less " family drama" risk than peers.
Verdict: Undervalued builder with multi-year growth. Watchlist worthy! 👍 DYODD
Joelton ( Date: 06-Apr-2026 10:32) Posted:
Every generation needs its own breakthrough: Wee Hur&rsquo s 2nd-gen leader on building a lasting legacy
SINGAPORE &ndash Mr Goh Wee Ping is a second-generation member of the family-founded property developer and construction company Wee Hur Holdings.
Mr Goh, who will be 40 in 2026, wears two hats as the group&rsquo s chief investment officer and the chief executive of fund management arm Wee Hur Capital.
While his father and uncles, who are in their 70s, remain on the executive board overseeing the company&rsquo s overall strategy and direction, the family has begun planning for life without the founders.
They call the shots when they are around so a lot of things can be resolved, Mr Goh said.
The real test &ndash how the second generation rallies together &ndash will come when they are not around.
&ldquo This will be quite far down the road. We have some time to prepare,&rdquo he added.
Business succession and wealth transfer
Mr Goh noted that among the second generation, there is a wide age range, with members as young as 25 and as old as 55. The family has held &ldquo a lot of internal discussions&rdquo about succession planning. &ldquo We are not quite there yet, but I would say soon,&rdquo he said.
Like the controlling Goh family, many of the wealthiest families in the Asia-Pacific region are pondering the issue of business succession and wealth transfer.
Mr Conrad Huber, UBS business head for India and non-resident Indians, Indonesia and Japan International, said many private bank clients have said their priority is to grow the family&rsquo s wealth and ensure a smooth transfer of that wealth to the next generation.
He added that in Asia, the family&rsquo s wealth remains closely tied to the family business. Hence, business succession and wealth transfer decisions typically go hand in hand.
Wee Hur is taking a slightly different stance. &ldquo There is never a cookie-cutter approach to succession planning on the business side and legacy and wealth planning on the ownership side,&rdquo Mr Goh said. &ldquo We need to separate ownership from running the business.&rdquo
The business can be run by anyone &ndash professionals and family members. &ldquo We do not need to train our next generation to take over the business.&rdquo But we do need to train them to be better shareholders of the business, he said.
When there is infighting and no family member on the board to sign off on key decisions, this can end up paralysing the family business.
What could go wrong?
A report of a survey by HSBC Life of 100 high-net-worth individuals (HNWI) in Singapore released on March 30 found that 45 per cent of respondents have a formal legacy plan in place, 39 per cent are in the early stages of planning and gathering information, while 16 per cent have yet to begin.
HSBC Life defines a HNWI as one who has between US$2 million (S$2.6 million) and US$10 million in investable assets.
Among the respondents, 37 per cent cited concerns about the potential for family disputes or conflicts that could undermine the family&rsquo s legacy.
Fifty per cent of respondents think the next generation may mismanage or squander the family&rsquo s wealth, and 29 per cent worry that their successors might be unprepared or incapable of managing the family&rsquo s wealth.
A whole new world
To be fair, the next generation likely grew up in an environment very different from that of their founder parents.
Ms Angela Koh, head of wealth planning and family office advisory services at UOB Private Bank, said most business owners built their wealth through grit and hard work. She added that it is not fair to expect the second generation to follow in their footsteps, as the business environment has changed and they now face different challenges.
Furthermore, the next generation might have an edge in this ever-changing business landscape. Ms Koh said they bring interesting skill sets and attitudes that could be really useful for the family. For example, they are generally more tech-savvy, more comfortable with social media and may have fresh perspectives or new ideas that the business can try out.
&ldquo Every generation needs to find its own breakthrough,&rdquo Mr Goh said.
&ldquo When my dad and uncles founded the business, it was very different from now,&rdquo he added. &ldquo We have to find something different so that we can continue to keep up with the times.&rdquo
The next generation will stick to Wee Hur&rsquo s core business and continue to innovate and do the business well. But it needs to look at the periphery, and at what other businesses it can get into, he said.
Shaping the family legacy together
Mr Huber said UBS&rsquo clients have increasingly begun involving their next generation in family and wealth planning decisions.
He added that regular discussions about expectations, roles and responsibilities are integral for a smooth wealth transition.
Ms Koh from UOB Private Bank said it is important that the next generation is financially literate, knows how to budget and manage money, and has some knowledge about investments and the associated risks.
She added that there should also be a focus on education in ethics and responsibility, so the next generation builds responsible wealth.
Passing on wealth through insurance
After building a legacy plan, the next step is to think about how to pass on that legacy.
Mr Benjamin Cheng, chief executive of Howden Private Wealth, said life insurance serves a useful purpose for wealth transfer.
For instance, there may be family members who are not interested in or lack the ability to manage the family business.
In this case, the business owner can bequeath an insurance policy and shares in the business to these family members, providing a cash payout and a minority stake in the firm upon the founder&rsquo s death.
As for the family member who can lead the company, the business owner can bequeath a majority stake in the business to him, Mr Cheng said.
He added that insurance provides the certainty of a payout, so if one purchases a $15 million insurance policy, that $15 million is certain at the time of death.
Mr Christopher Albrecht, chief executive at Sun Life Singapore, said a family trust can also buy a life insurance policy on the oldest-generation member.
When the patriarch or matriarch dies, the insurance policy pays out to the trust. The family trust then buys a life insurance policy on a member of the next oldest generation, and the process goes on.
&ldquo The money is being generated by insurance payouts for every generation,&rdquo he said.
Mr Albrecht added that there are also key person insurance policies whereby the family business takes out a life insurance policy on the business owner.
When they die, the policy pays cash to the business, which can use the money to repay any outstanding corporate debts.
Jumbo life insurance policies
The insurance route is gaining popularity among Asia&rsquo s wealthy, as witnessed by two jumbo policy issuances in recent years.
Manulife Singapore announced on Feb 24 that it had issued a life insurance policy worth $380 million on behalf of a single client, possibly the largest in Singapore and the region.
The sum assured surpassed that of a whole-of-life policy from HSBC Life in Hong Kong in February 2024, which has a payout of US$250 million for a single wealthy client.
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Many pennies can be featured on different platforms like biz times etc.
but to be able to be featured on straits times means something.
It' s day will come
Joelton ( Date: 06-Apr-2026 10:32) Posted:
Every generation needs its own breakthrough: Wee Hur&rsquo s 2nd-gen leader on building a lasting legacy
SINGAPORE &ndash Mr Goh Wee Ping is a second-generation member of the family-founded property developer and construction company Wee Hur Holdings.
Mr Goh, who will be 40 in 2026, wears two hats as the group&rsquo s chief investment officer and the chief executive of fund management arm Wee Hur Capital.
While his father and uncles, who are in their 70s, remain on the executive board overseeing the company&rsquo s overall strategy and direction, the family has begun planning for life without the founders.
They call the shots when they are around so a lot of things can be resolved, Mr Goh said.
The real test &ndash how the second generation rallies together &ndash will come when they are not around.
&ldquo This will be quite far down the road. We have some time to prepare,&rdquo he added.
Business succession and wealth transfer
Mr Goh noted that among the second generation, there is a wide age range, with members as young as 25 and as old as 55. The family has held &ldquo a lot of internal discussions&rdquo about succession planning. &ldquo We are not quite there yet, but I would say soon,&rdquo he said.
Like the controlling Goh family, many of the wealthiest families in the Asia-Pacific region are pondering the issue of business succession and wealth transfer.
Mr Conrad Huber, UBS business head for India and non-resident Indians, Indonesia and Japan International, said many private bank clients have said their priority is to grow the family&rsquo s wealth and ensure a smooth transfer of that wealth to the next generation.
He added that in Asia, the family&rsquo s wealth remains closely tied to the family business. Hence, business succession and wealth transfer decisions typically go hand in hand.
Wee Hur is taking a slightly different stance. &ldquo There is never a cookie-cutter approach to succession planning on the business side and legacy and wealth planning on the ownership side,&rdquo Mr Goh said. &ldquo We need to separate ownership from running the business.&rdquo
The business can be run by anyone &ndash professionals and family members. &ldquo We do not need to train our next generation to take over the business.&rdquo But we do need to train them to be better shareholders of the business, he said.
When there is infighting and no family member on the board to sign off on key decisions, this can end up paralysing the family business.
What could go wrong?
A report of a survey by HSBC Life of 100 high-net-worth individuals (HNWI) in Singapore released on March 30 found that 45 per cent of respondents have a formal legacy plan in place, 39 per cent are in the early stages of planning and gathering information, while 16 per cent have yet to begin.
HSBC Life defines a HNWI as one who has between US$2 million (S$2.6 million) and US$10 million in investable assets.
Among the respondents, 37 per cent cited concerns about the potential for family disputes or conflicts that could undermine the family&rsquo s legacy.
Fifty per cent of respondents think the next generation may mismanage or squander the family&rsquo s wealth, and 29 per cent worry that their successors might be unprepared or incapable of managing the family&rsquo s wealth.
A whole new world
To be fair, the next generation likely grew up in an environment very different from that of their founder parents.
Ms Angela Koh, head of wealth planning and family office advisory services at UOB Private Bank, said most business owners built their wealth through grit and hard work. She added that it is not fair to expect the second generation to follow in their footsteps, as the business environment has changed and they now face different challenges.
Furthermore, the next generation might have an edge in this ever-changing business landscape. Ms Koh said they bring interesting skill sets and attitudes that could be really useful for the family. For example, they are generally more tech-savvy, more comfortable with social media and may have fresh perspectives or new ideas that the business can try out.
&ldquo Every generation needs to find its own breakthrough,&rdquo Mr Goh said.
&ldquo When my dad and uncles founded the business, it was very different from now,&rdquo he added. &ldquo We have to find something different so that we can continue to keep up with the times.&rdquo
The next generation will stick to Wee Hur&rsquo s core business and continue to innovate and do the business well. But it needs to look at the periphery, and at what other businesses it can get into, he said.
Shaping the family legacy together
Mr Huber said UBS&rsquo clients have increasingly begun involving their next generation in family and wealth planning decisions.
He added that regular discussions about expectations, roles and responsibilities are integral for a smooth wealth transition.
Ms Koh from UOB Private Bank said it is important that the next generation is financially literate, knows how to budget and manage money, and has some knowledge about investments and the associated risks.
She added that there should also be a focus on education in ethics and responsibility, so the next generation builds responsible wealth.
Passing on wealth through insurance
After building a legacy plan, the next step is to think about how to pass on that legacy.
Mr Benjamin Cheng, chief executive of Howden Private Wealth, said life insurance serves a useful purpose for wealth transfer.
For instance, there may be family members who are not interested in or lack the ability to manage the family business.
In this case, the business owner can bequeath an insurance policy and shares in the business to these family members, providing a cash payout and a minority stake in the firm upon the founder&rsquo s death.
As for the family member who can lead the company, the business owner can bequeath a majority stake in the business to him, Mr Cheng said.
He added that insurance provides the certainty of a payout, so if one purchases a $15 million insurance policy, that $15 million is certain at the time of death.
Mr Christopher Albrecht, chief executive at Sun Life Singapore, said a family trust can also buy a life insurance policy on the oldest-generation member.
When the patriarch or matriarch dies, the insurance policy pays out to the trust. The family trust then buys a life insurance policy on a member of the next oldest generation, and the process goes on.
&ldquo The money is being generated by insurance payouts for every generation,&rdquo he said.
Mr Albrecht added that there are also key person insurance policies whereby the family business takes out a life insurance policy on the business owner.
When they die, the policy pays cash to the business, which can use the money to repay any outstanding corporate debts.
Jumbo life insurance policies
The insurance route is gaining popularity among Asia&rsquo s wealthy, as witnessed by two jumbo policy issuances in recent years.
Manulife Singapore announced on Feb 24 that it had issued a life insurance policy worth $380 million on behalf of a single client, possibly the largest in Singapore and the region.
The sum assured surpassed that of a whole-of-life policy from HSBC Life in Hong Kong in February 2024, which has a payout of US$250 million for a single wealthy client.
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