# How St. Regis Residences owners reinvigorated their ageing luxury asset for the long term

- **Source:** EdgeProp Singapore
- **Published:** 2026-10-08T23:00:00.000Z
- **Author:** Cecilia Chow
- **Original:** https://www.edgeprop.sg/property-news/how-st-regis-residences-owners-reinvigorated-their-ageing-luxury-asset-long-term
- **Topics:** Private Residential, New Launches, Investment & Capital Markets

## Featured rationale

The owners’ substantial collective investment signals confidence in repositioning the ageing branded residence and may support its appeal and value relative to other District 10 luxury condos.

## AI summary

Owners of the 173-unit St. Regis Residences Singapore completed a multi-year asset enhancement initiative costing about $12 million, including consultancy fees.

## Original article

More than a decade after St. Regis Residences Singapore was completed in 2008, parts of the luxury condo were beginning to show their age. By 2020, council members of the Management Corporation Strata Title (MCST) decided it was time to act.

An asset enhancement initiative (AEI) was proposed for the 173-unit development on Tanglin Road.

Among the most active council members was retired ambassador Jaya Mohideen — Singapore’s first female career ambassador. She was also among the early buyers when St. Regis Residences launched off-plan in June 2006. She had purchased a unit for her daughter and sits on the council as her proxy.

Developed jointly by City Developments Ltd (CDL), Hong Leong Holdings and TID — a joint venture between Hong Leong Group and Mitsui Fudosan — St. Regis Residences was billed at launch as the first St. Regis residential development in Asia. It is linked to the adjoining 299-room St. Regis Hotel Singapore.

Read also: Sherman Kwek maps out CDL’s next three years: $5 bil to invest, $6 bil to divest

Several council members surveyed residents in April 2020 on what they wanted improved. Beyond the wish list, however, were more fundamental concerns. The sinking fund was considered underfunded, while units at St. Regis Residences were trading at a discount to some of the other luxury condos in prime District 10.

“We thought that perhaps we were not investing enough in the property, and it was getting a bit dated,” says council member CM Rajoo, who was subsequently appointed chairman of the AEI committee.

At the time, the sinking fund stood at just $1 million, according to Rajoo. The MCST subsequently raised about $6 million over a year, raising it to $7 million.

The multi-year AEI — which included overhauling the common areas, repurposing underused facilities, and aligning the development with St. Regis brand standards — ultimately cost about $10 million, excluding consultancy fees, says Rajoo. Including fees, the total was about $12 million.

More significantly, it showed how far the owners were prepared to invest collectively to keep their homes relevant and, ultimately, protect their value. “We decided to focus on things we could do to elevate the project,” Rajoo says.

Bringing Marriott on board

Marriott International, which added St. Regis to its portfolio after acquiring Starwood Hotels & Resorts in 2016, was involved with the entire AEI exercise to ensure that brand standards were fully met.

Read also: CDL to invest $5 bil, divest $6 bil of assets, optimise hospitality portfolio over three years

Marriott has a renovation programme for its branded residences worldwide. Under the programme, soft furnishings are typically refreshed every seven years, while hard finishes are refreshed every 14 years. St. Regis Residences Singapore had not undergone a major refurbishment since completion and was due for a makeover.

In November 2020, Marriott International’s global residential operations team visited the site and recommended improvements, including maintenance standards and repairs to common areas. It also proposed introducing preventive maintenance and engaging Marriott Global Design to develop the scope of works.

With Marriott Global Design involved, the AEI committee selected British interior design and architecture studio 1508 London from a list of approved firms. Its luxury residential portfolio includes No. 1 Grosvenor Square, The OWO Residences by Raffles and Regent’s Crescent in London.

The committee also engaged RSP Architects Planners & Engineers, the original project architect for St. Regis Singapore, to ensure the proposed works complied with local building requirements. COEN Design International was appointed the landscape architect, and Light Collab the lighting consultant.

Everyone involved in the AEI, including the architects and designers, underwent a detailed presentation on the St. Regis brand DNA. The aim was to ensure the refreshed development reflected the brand not just in its design, but also in details such as scent, toiletries, and music in the lobby and gym.

Hands-on involvement

When Rajoo presented the proposed AEI programme at a town-hall meeting in October 2021, it received 95% support from owners. The next 12 months were spent on detailed design and planning before the project went to tender.

Read also: Amberwood at Holland sells 11% of units on launch weekend, averaging $3,019 psf

Sunray Woodcraft Construction, part of Sunray Group, was appointed the main contractor in 2022. One of Singapore’s largest fit-out firms, Sunray has worked on projects including the restoration of Raffles Hotel Singapore, and the interior fit-out of Marina Bay Sands and Shangri-La Singapore.

For the council, that experience mattered because the works had to be carried out within an occupied luxury residence.

The project proved more complicated than initially envisaged. Construction began in February 2023 and was originally scheduled for completion in March 2024. The official handover was delayed until August 2024, with defect rectification continuing into 2025.

The committee became heavily involved on site. Rajoo says he walked the grounds daily and found himself debating seemingly minute details with contractors, down to the dimensions of the architraves.

Their hands-on involvement reflected how closely the owner-occupiers were engaged with an AEI whose outcome they and their neighbours would have to live with every day.

Rethinking the arrival experience

One area of improvement was the sense of arrival. Previously, the guard post sat in the middle of the entrance, creating a single entry and exit point for residents and visitors and sometimes causing bottlenecks.

Relocating the guardhouse further inside allowed for two car lanes: one for visitors stopping at the guard post and another for residents to proceed directly to the car park. The work was complicated because the fire command centre and cabling had to be moved, Rajoo says, but it solved a longstanding functional issue.

The team also tackled other shortcomings at the same time. A new canopy provides better shelter between the residential towers, while seating was added to the arrival lobbies. The concierge centre was upgraded, and the network of narrow ground-floor passageways — which Rajoo describes as “a maze of corridors” — was widened and given clearer identities through improved lighting and finishes.

The development has three main lift lobbies and 10 private lift lobbies on the first level. Each private lift lobby was given a distinct identity through its artwork and mantelpiece.

Not every design idea survived. The team at 1508 London had proposed a large monolithic sculpture resembling a rippled metal sheet at the entrance. The committee chose instead to introduce Traveller’s Palm plants, similar to those at Raffles Hotel Singapore.

“We wanted more vegetation to make it warmer and more welcoming,” says MCST chairman Aditya Vikram Lodha.

The choice illustrates the owners’ unusually hands-on role: they were not simply approving a design package, but also questioning how individual elements would feel for residents returning home every day.

For the committee, an important principle was that the enhancements should integrate seamlessly with the original development. The objective, says Rajoo, was to make the old indistinguishable from the new.

Making old spaces relevant again

The AEI also involved rethinking how people used the facilities. “Ultimately, it’s about making the spaces relevant,” Lodha says. “What was relevant 20 years ago may not be relevant today. There is no point having facilities that no one uses.”

Of the development’s 11 key amenities, eight were either upgraded or replaced.

At the top of residents’ wish list was to have a larger gym. That means extending the gym over part of the pond. To do that, the pond had to be drained, and support structures built below. The koi were temporarily housed at a koi fish hotel for 12 months during the works.

The result is a state-of-the-art gym that is now double its original size and features the latest gym equipment.

While the koi pond was being rebuilt, the old filtration system was also replaced with a new one. The yoga deck next to the koi pond was extended to conceal the new filtration system.

Meanwhile, an underused landscaped area next to the yoga deck was converted into a lawn, which is now used as an exercise and children’s play area.

The former private lounge was upgraded and renamed The Drawing Room. It is now used for informal gatherings and meetings. The little-used cigar room became The Library and was expanded to create a brighter, more flexible room.

The idea to incorporate workspaces into The Library emerged during the Covid pandemic, when residents wanted somewhere outside their apartments to work. Mohideen visited WeWork and other co-working spaces for ideas, but instead of placing a large communal table in the middle, she suggested orienting the workstations outwards to take advantage of the views of the greenery and the pool.

The Library is now popular with residents working remotely as well as students doing their homework, Mohideen notes.

“Since the walls were changed to glass, there is more light, the room is more cheerful, and the space is well used by the residents,” Lodha adds.

The playground was rebuilt to meet current safety codes. A pedestrian path was created for residents who want to go to the hotel. They no longer have to cut through the children’s playground to do so. The pool area was also upgraded, with topiary added to provide more privacy from the adjoining hotel restaurant.

The AEI was also a chance to address defects and shortcomings in the original development. “This wasn’t just a renovation,” says Rajoo. “We decided to make good on all the issues that had been identified over the past 10 to 12 years, and fix them systematically.”

Putting St. Regis brand back into St. Regis Residences

While some changes were primarily functional, others were intended to strengthen the link between the residences and the St. Regis brand.

The interiors of St. Regis Singapore draw on the brand’s “Metropolitan Manor” design language, rooted in the character of the original St. Regis in New York. Meanwhile, its more contemporary exterior reflects the brand’s “Glass House” aesthetic.

Rather than reproducing the hotel’s Metropolitan Manor aesthetic, 1508 London reinterpreted it in a contemporary-classic style for the residences.

The palette includes natural stone, white marble, limestone and travertine, with bronze detailing and formal architectural elements such as mantelpieces and architraves.

Marriott also encourages individual St. Regis properties to reflect their local identity. At the residences, the committee adopted botanical motifs inspired by Singapore flora.

The local connection extended to artworks in the lobbies and common areas by renowned Singapore artists that the MCST acquired.

Among the more distinctive additions are the handcrafted Herbarium crystal chandeliers featuring Singapore-inspired pressed flowers and foliage, by Czech glassmaker and design brand Lasvit.

The lobby entrances also feature Lasvit-designed crystal screens bearing the St. Regis plaque. The St. Regis Singapore hotel's scent and music were also introduced into the residences' lobbies.

“These are soft touches that really transform the place from being ordinary to extraordinary,” MCST chairman Lodha says.

Not everything old was discarded. Some of the original Poltrona Frau furniture in The Drawing Room and The Library was retained and reupholstered after the committee recognised its quality. New pieces from the same Italian brand were added where necessary.

The guiding principle, Rajoo says, was not to replace everything for the sake of appearing new, but to preserve what was worth keeping and spend where quality mattered.

Next phase

The scope of the project also grew to address ageing infrastructure and defects where possible. More recently, the MCST spent close to $750,000 on the pneumatic waste system, and the council is already planning for the next capital-expenditure cycle.

“We recognise that the building is ageing, and that we need to change the lifts in the next couple of years,” says Lodha. “We don’t want to wait until a lift collapses and then say, ‘Oh, we should do something.’”

Knight Frank manages the estate on behalf of the MCST. Han May Leng, the residential general manager at St. Regis Residences, joined in 2023, just as the AEI works began.

Having witnessed the transformation firsthand, Han says the AEI combined design improvements with practical changes to create spaces residents can enjoy in their daily lives.

With the major works now completed, she sees the management team’s role as ensuring those renewed spaces are maintained to the same standard.

From hardware to service

The next phase of renewal could include upgrades to the tennis court, function room (The Astor Room) and barbecue area.

With most of the major physical works behind them, the council is shifting its attention from the property’s “hardware” to what Lodha calls its “software” — the services and experiences offered to residents.

An example is the 17 concierge staff at St Regis Residences, who are trained by Marriott, says Mohideen. They assist residents with many things — from carrying luggage or groceries to party planning and travel arrangements.

“These personal interactions and high levels of service are what set St Regis apart from other high-end condos,” says Mohideen.

The staff also provide umbrellas when it rains, and handle deliveries for residents. “I travel a lot, and they will text me to let me know when I have a package, and ask me whether I would like it delivered to my apartment, or left for someone in my office to collect it,” says Lodha.

Rajoo says the concierge staff also help with decorations for birthday parties and Christmas gatherings, and even help clear up afterwards.

For Lodha, the greatest convenience is not having to carry his own luggage. “We all used to carry our own bags up to our apartments,” he says. “Now, when we arrive, we just leave them with the concierge because we’ve got used to having someone else carry our bags.”

Other smaller touches are also being considered, such as offering residents cold beverages and towels in the common areas. “The idea is to build that sense of appreciation where residents feel welcomed, wanted and special,” says Lodha.

The long game

For the owners, the AEI was ultimately about more than refreshing a development that had begun to show its age. It was also about deciding what kind of development St. Regis Residences should be as it enters its next decade.

Protecting the long-term value of their homes was part of that equation from the outset. Marriott describes refurbishing its branded residences as a way to strengthen brand equity, improve the owner experience and protect owners’ investment.

“In several ways, the council went beyond Marriott’s brand standards to achieve the best outcome,” says Mohideen.

The council also feels St. Regis Residences has not received the market recognition it deserves.

Only three transactions have taken place at St. Regis Residences so far this year, based on caveats lodged. In March, a fifth-floor unit of 2,594 sq ft changed hands for $6.485 million ($2,500 psf), while a 2,153 sq ft unit on the ninth floor sold for $5.5 million ($2,555 psf). The latest transaction, in September, was for a 2,142 sq ft unit on the 16th floor that fetched $5.8 million ($2,708 psf).

“As a council, we are acutely conscious that [St. Regis Residences] has not been given as much love as it should by the market, and therefore, that’s something that we are focused on rectifying,” says Lodha.

The approach has also made the council more conscious that maintaining an ageing luxury development cannot be a one-off exercise.

For now, the neighbouring construction for the redevelopment of Tanglin Shopping Centre may inconvenience nearby residents. But once it is complete, they will have access to new amenities, including “a massive performing arts theatre and art museum”, says Lodha. “So it is a short-term pain, and I would hope that it results in long-term gain.”

This perspective also underpins the AEI — accepting short-term disruption and continued investment to preserve the appeal and relevance of St Regis Residences over time.

## Chinese translation

> Translation model: openai_codex_cli

### St. Regis Residences 业主如何为老化的豪宅资产注入长期新活力

这项历时多年的新币1,200万元资产提升计划，包括使该项目符合 St. Regis 品牌标准

St. Regis Residences Singapore 于2008年竣工十多年后，这座豪华公寓的部分区域开始显露年代感。到2020年，分层地契管理公司（MCST）的理事会成员决定，是时候采取行动了。

他们为位于 Tanglin Road、共有173个单位的项目提出了一项资产提升计划（AEI）。

最积极参与的理事会成员之一是退休大使 Jaya Mohideen，她是新加坡首位女性职业外交官。她也是 St. Regis Residences 于2006年6月以楼花形式推出时的早期买家之一。她为女儿购买了一个单位，并以女儿代理人的身份担任理事会成员。

St. Regis Residences 由 City Developments Ltd（CDL）、Hong Leong Holdings，以及 TID（Hong Leong Group 与 Mitsui Fudosan 的合资公司）联合发展，推出时被定位为亚洲首个 St. Regis 住宅项目。它与毗邻、拥有299间客房的 St. Regis Hotel Singapore 相连。

延伸阅读：Sherman Kwek 勾勒 CDL 未来三年计划：投资50亿元，出售60亿元资产

2020年4月，数名理事会成员就居民希望改善哪些方面进行了调查。然而，除了愿望清单之外，还有更根本的担忧。偿债基金被认为资金不足，而 St. Regis Residences 的单位交易价格相较于第10邮区黄金地段的一些其他豪华公寓存在折让。

“我们认为，也许我们对物业的投入不够，而且它有点过时了，”理事会成员 CM Rajoo 说，他随后被任命为 AEI 委员会主席。

Rajoo 表示，当时偿债基金只有新币100万元。MCST 随后在一年内筹集了约新币600万元，使其增至新币700万元。

Rajoo 表示，这项历时多年的 AEI，包括翻新公共区域、重新规划使用率不足的设施，并使项目符合 St. Regis 品牌标准，最终耗资约新币1,000万元，不包括顾问费。计入费用后，总额约为新币1,200万元。

更重要的是，它显示出业主愿意集体投入多大力度，以保持家园的相关性，并最终保护其价值。“我们决定专注于那些能够提升项目的事情，”Rajoo 说。

让 Marriott 参与进来

Marriott International 在2016年收购 Starwood Hotels & Resorts 后将 St. Regis 纳入其品牌组合，并参与了整个 AEI 过程，以确保品牌标准得到全面满足。

延伸阅读：CDL 将在三年内投资50亿元、出售60亿元资产，并优化酒店资产组合

Marriott 为其全球品牌住宅设有翻新计划。根据该计划，软装通常每七年更新一次，而硬质饰面每14年更新一次。St. Regis Residences Singapore 自竣工以来未进行过重大翻新，已经到了需要改造的时候。

2020年11月，Marriott International 的全球住宅运营团队到访项目现场，并建议进行改进，包括维护标准以及公共区域维修。团队还建议引入预防性维护，并聘请 Marriott Global Design 制定工程范围。

在 Marriott Global Design 参与下，AEI 委员会从获批准的公司名单中选定了英国室内设计及建筑工作室 1508 London。其豪华住宅作品包括伦敦的 No. 1 Grosvenor Square、The OWO Residences by Raffles 和 Regent’s Crescent。

委员会还聘请了 St. Regis Singapore 原项目建筑师 RSP Architects Planners & Engineers，以确保拟议工程符合本地建筑要求。COEN Design International 被任命为景观建筑师，Light Collab 则担任照明顾问。

参与 AEI 的所有人员，包括建筑师和设计师，都接受了一场关于 St. Regis 品牌 DNA 的详细介绍。目标是确保焕新后的项目不仅在设计上体现品牌，也在大堂和健身房的香氛、洗护用品和音乐等细节上体现品牌。

亲力亲为的参与

2021年10月，Rajoo 在市民大会上介绍拟议的 AEI 方案时，获得了95%的业主支持。随后12个月用于详细设计和规划，之后项目进入招标阶段。

延伸阅读：Amberwood at Holland 开盘周末售出11%单位，均价每平方英尺3,019元

Sunray Group 旗下的 Sunray Woodcraft Construction 于2022年被任命为主承包商。Sunray 是新加坡最大的装修公司之一，曾参与包括 Raffles Hotel Singapore 修复工程，以及 Marina Bay Sands 和 Shangri-La Singapore 室内装修在内的项目。

对理事会而言，这类经验很重要，因为工程必须在有人居住的豪华住宅内进行。

该项目被证明比最初设想的更复杂。工程于2023年2月开始，原定于2024年3月完工。正式移交推迟至2024年8月，缺陷整改则持续到2025年。

委员会高度参与现场工作。Rajoo 说，他每天都会巡视场地，并发现自己会与承包商讨论看似细微的细节，甚至包括门窗套线的尺寸。

他们亲力亲为的参与，反映出自住业主对这项 AEI 的高度投入，因为其成果将是他们和邻居每天都要共同生活其中的环境。

重新思考抵达体验

一个改进领域是抵达感。此前，保安岗亭位于入口中央，为居民和访客形成单一出入口，有时会造成拥堵。

Rajoo 表示，将保安亭移至更靠内的位置后，可设置两条车道：一条供访客在保安岗亭停靠，另一条供居民直接驶往停车场。由于消防指挥中心和电缆必须迁移，这项工程相当复杂，但它解决了一个长期存在的功能问题。

团队也同时处理了其他不足之处。新的雨棚为住宅楼之间提供了更好的遮蔽，抵达大堂也增加了座位。礼宾中心进行了升级，而 Rajoo 形容为“一座走廊迷宫”的狭窄底层通道网络，则通过改进照明和饰面而被拓宽，并赋予更清晰的识别度。

该项目一层设有三个主要电梯大堂和10个私人电梯大堂。每个私人电梯大堂都通过其艺术品和壁炉台赋予独特身份。

并非所有设计构想都被保留。1508 London 团队曾提议在入口处设置一座大型整体式雕塑，形似起伏的金属片。委员会转而选择引入旅人蕉植物，类似于 Raffles Hotel Singapore 所采用的植物。

“我们希望有更多绿植，让这里更温暖、更有欢迎感，”MCST 主席 Aditya Vikram Lodha 说。

这一选择体现了业主异常亲力亲为的角色：他们并不只是批准一套设计方案，也会质疑每个元素对于每天回家的居民而言会带来怎样的感受。

对委员会来说，一个重要原则是这些提升应与原有项目无缝融合。Rajoo 表示，目标是让旧与新难以区分。

让旧空间重新变得相关

AEI 还涉及重新思考人们如何使用设施。“归根结底，这是要让空间保持相关性，”Lodha 说。“20年前相关的东西，今天未必仍然相关。保留没人使用的设施毫无意义。”

在该项目的11项主要设施中，有8项被升级或替换。

居民愿望清单的首位是拥有更大的健身房。这意味着要将健身房扩建到部分池塘上方。为此，池塘必须排干，并在下方建造支撑结构。施工期间，锦鲤被临时安置在锦鲤鱼酒店长达12个月。

结果是一间最先进的健身房，如今面积扩大至原来的两倍，并配备最新健身设备。

在重建锦鲤池的同时，旧过滤系统也被新系统取代。锦鲤池旁的瑜伽平台被延伸，以遮挡新的过滤系统。

与此同时，瑜伽平台旁一处使用率不足的景观区域被改造成草坪，如今用作运动和儿童游乐区。

原来的私人休息室被升级并更名为 The Drawing Room。如今它用于非正式聚会和会议。使用率不高的雪茄室变成 The Library，并被扩建成一个更明亮、更灵活的空间。

在 Covid 疫情期间，居民希望在公寓以外有地方工作，因此将工作空间融入 The Library 的想法应运而生。Mohideen 参观了 WeWork 和其他共享办公空间寻找灵感，但她没有建议在中央放置一张大型共享桌，而是建议将工位朝外布置，以利用绿植和泳池景观。

Mohideen 指出，The Library 如今受到远程办公居民以及做作业的学生欢迎。

“自从墙面改成玻璃后，光线更多了，房间更明快，空间也被居民充分使用，”Lodha 补充说。

游乐场被重建以符合现行安全规范。项目还为希望前往酒店的居民设置了一条步行路径。他们不再需要穿过儿童游乐场才能前往酒店。泳池区也进行了升级，增加了修剪造型的绿植，以提升与毗邻酒店餐厅之间的私密性。

AEI 也是解决原项目缺陷和不足的机会。“这不只是一次翻新，”Rajoo 说。“我们决定把过去10到12年中已经发现的所有问题都处理好，并系统性地修复它们。”

把 St. Regis 品牌重新注入 St. Regis Residences

虽然有些改变主要是功能性的，另一些则旨在加强住宅与 St. Regis 品牌之间的联系。

St. Regis Singapore 的室内设计采用该品牌的“Metropolitan Manor”设计语言，根植于纽约原始 St. Regis 的特色。与此同时，其更具当代感的外立面则体现该品牌的“Glass House”美学。

1508 London 并没有复制酒店的 Metropolitan Manor 美学，而是以当代经典风格为住宅重新诠释这一语言。

其色调包括天然石材、白色大理石、石灰石和洞石，并配以青铜细节，以及壁炉台和门窗套线等正式建筑元素。

Marriott 也鼓励各 St. Regis 物业体现本地身份。在住宅项目中，委员会采用了受新加坡植物启发的植物图案。

本地联系也延伸至大堂和公共区域中的艺术品，这些作品由 MCST 购入，出自知名新加坡艺术家之手。

较具特色的新增元素包括由捷克玻璃制造商及设计品牌 Lasvit 打造的手工 Herbarium 水晶吊灯，其特色是以新加坡为灵感的压花和叶片。

大堂入口还设有 Lasvit 设计、带有 St. Regis 铭牌的水晶屏风。St. Regis Singapore 酒店的香氛和音乐也被引入住宅大堂。

“这些柔性的点缀，真正把这里从平凡变得非凡，”MCST 主席 Lodha 说。

并非所有旧物都被弃置。委员会认可 The Drawing Room 和 The Library 中部分原有 Poltrona Frau 家具的品质后，将其保留并重新包覆。必要时，也增添了同一意大利品牌的新家具。

Rajoo 表示，指导原则并不是为了显得新而替换一切，而是保留值得保留的东西，并在品质重要之处投入资金。

下一阶段

该项目的范围也扩大到在可能情况下处理老化基础设施和缺陷。更近期，MCST 在气动垃圾系统上花费接近新币750,000元，理事会也已经开始规划下一轮资本开支周期。

“我们意识到建筑正在老化，未来几年需要更换电梯，”Lodha 说。“我们不想等到电梯坍塌后才说，‘哦，我们应该做点什么。’”

Knight Frank 代表 MCST 管理该物业。St. Regis Residences 住宅总经理 Han May Leng 于2023年加入，当时 AEI 工程刚刚开始。

Han 亲眼见证了这一转型，她表示，AEI 将设计改进与实际改变结合起来，创造出居民能够在日常生活中享用的空间。

随着主要工程现已完成，她认为管理团队的角色是确保这些焕新的空间按照同样标准得到维护。

从硬件到服务

下一阶段的更新可能包括升级网球场、功能室（The Astor Room）和烧烤区。

随着大部分主要实体工程告一段落，理事会正将注意力从物业的“硬件”转向 Lodha 所称的“软件”，也就是提供给居民的服务和体验。

Mohideen 表示，一个例子是 St Regis Residences 的17名礼宾人员，他们由 Marriott 培训。他们协助居民处理许多事务，从搬运行李或杂货，到派对策划和旅行安排。

“这些个人互动和高水平服务，正是 St Regis 区别于其他高端公寓的地方，”Mohideen 说。

员工也会在下雨时提供雨伞，并为居民处理配送物品。“我经常旅行，他们会发短信告诉我有包裹，并询问我是希望送到我的公寓，还是留给我办公室的人来领取，”Lodha 说。

Rajoo 表示，礼宾人员也会协助生日派对和圣诞聚会的布置，甚至在之后帮忙清理。

对 Lodha 而言，最大的便利是不必自己搬运行李。“我们以前都会自己把包拿上公寓，”他说。“现在，当我们抵达时，只需把它们交给礼宾人员，因为我们已经习惯了有人替我们拿包。”

其他较小的贴心安排也在考虑之中，例如在公共区域向居民提供冷饮和毛巾。“这个想法是建立一种被重视的感觉，让居民感到受欢迎、被需要并且特别，”Lodha 说。

长期布局

对业主来说，AEI 最终不只是为了更新一个已经开始显露年代感的项目。它也关乎决定 St. Regis Residences 在迈入下一个十年时应成为怎样的项目。

从一开始，保护住宅的长期价值就是这一考量的一部分。Marriott 将其品牌住宅翻新描述为一种强化品牌资产、改善业主体验并保护业主投资的方式。

“在多个方面，理事会超越了 Marriott 的品牌标准，以实现最佳结果，”Mohideen 说。

理事会也认为 St. Regis Residences 尚未获得其应得的市场认可。

根据已提交的买卖禁令记录，St. Regis Residences 今年迄今仅发生三宗交易。3月，一个位于五楼、面积2,594平方英尺的单位以新币648.5万元成交（每平方英尺2,500元），而一个位于九楼、面积2,153平方英尺的单位以新币550万元成交（每平方英尺2,555元）。最新一宗交易发生在9月，为一个位于16楼、面积2,142平方英尺的单位，成交价为新币580万元（每平方英尺2,708元）。

“作为理事会，我们非常清楚，[St. Regis Residences] 并没有获得市场应给予的足够青睐，因此，这是我们专注于纠正的事情，”Lodha 说。

这种做法也让理事会更加意识到，维护一个老化中的豪华项目不能只是一次性的工作。

目前，毗邻的 Tanglin Shopping Centre 重建工程可能会给附近居民带来不便。但 Lodha 表示，一旦完工，他们将可以使用新的设施，包括“一座大型表演艺术剧院和艺术博物馆”。“所以这是短期痛苦，而我希望它能带来长期收益。”

这一视角也支撑着 AEI，即接受短期扰动和持续投资，以随着时间推移维持 St Regis Residences 的吸引力和相关性。