Perennial’s healthcare portfolio comprises more than 29,000 beds, including approximately 18,000 operational beds and more than 11,000 committed pipeline beds across 17 cities in China and Singapore. The platform spans hospitals and medical centres, healthcare hubs, eldercare, senior housing, skilled nursing and memory care. Its real estate business provides the broader development platform that enables Perennial to integrate these healthcare uses into larger, connected developments.
“We will continue to build a synergistic value-creating ecosystem across healthcare, real estate and hospitality, delivering sustainable growth while enhancing the well-being of the communities we serve,” says Pua Seck Guan, executive chairman and CEO.
Connecting Healthcare and Real Estate
The company’s strategy rests on an integrated real estate and healthcare platform supported by internal real estate management, capital management and healthcare management capabilities. Rather than treating healthcare assets as isolated properties, Perennial develops them within a broader portfolio that can include transit-oriented developments and other integrated projects. This links healthcare planning, property development and long-term asset management.
That connection is especially visible in China, where Perennial has seven transit-oriented developments connected to high-speed railway stations. Six are healthcare-centric, located in Tianjin, Chengdu, Kunming, Xi’an, Guangzhou and Chongqing. These developments place medical and eldercare uses within larger destinations, allowing healthcare to form part of a wider development.
The approach also gives Perennial a platform for combining different stages and types of care. Its healthcare portfolio includes general, rehabilitation, specialist and nursing hospitals, while its eldercare offering spans independent living, assisted living, skilled nursing and memory care. This range allows the company to participate across multiple points in a patient or resident’s care journey while maintaining an integrated property and healthcare perspective.
Designing Around Different Care Needs
Perennial’s healthcare model extends beyond the physical provision of hospital beds. In China, its medical platform is centred on partnerships with doctors and includes hospitals, specialist medical centres and healthcare hubs. Its eldercare platform adds residential and care settings that include independent living, assisted living, nursing and dementia care. Together, these components form a broader healthcare ecosystem.
One example is the Perennial Alzheimer’s Care Village in Xi’an, which the company describes as China’s first Alzheimer’s care village and the sixth dementia village worldwide. Rather than following a conventional senior-living model, the development is built specifically around the needs of people living with dementia. Its dedicated memory-care environment reflects how Perennial adapts its development expertise to different care needs.
Its Singapore portfolio follows the same principle through different formats. Perennial Wellness on Jervois Road operates as an integrated medical, rehabilitation and traditional Chinese medicine centre. Perennial Living at Parry Avenue is Singapore’s first private assisted living development, combining senior living with eldercare services. The projects show how Perennial adapts its healthcare real estate model to different stages of care and market settings.
From Development to Long-Term Management
Perennial’s role does not stop when a healthcare development is completed. The company describes itself as a healthcare services owner, operator and manager, allowing it to remain involved across development, commissioning and ongoing management. That continuity matters because the environment and services need to work together over time.
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We will continue to build a synergistic value-creating ecosystem across healthcare, real estate and hospitality, delivering sustainable growth while enhancing the well-being of the communities we serve.
The company’s integrated model also brings capital and asset management into the broader healthcare and real estate business. Perennial combines its real estate and healthcare capabilities, with healthcare services providing an additional income stream alongside its property portfolio. This allows the company to stay involved throughout an asset’s lifecycle, from investment and development to commissioning, ownership and management.
Putting Connectivity into Practice
Connectivity is another important part of Perennial’s healthcare real estate strategy. In China, its healthcare-centric developments around high-speed railway stations connect medical and eldercare facilities to major transport infrastructure. In Singapore, its properties are similarly located in or near key districts and transport networks. Across the portfolio, accessibility is considered alongside the development itself.
The Chengdu, Tianjin, Kunming and Xi’an healthcare-centric developments illustrate how this model operates at scale. Perennial’s real estate portfolio places healthcare facilities alongside other components of integrated developments, while the healthcare business supplies the medical and eldercare functions within those environments. The combination creates a development model that can support multiple uses while retaining healthcare as a central component.
The same thinking extends to Perennial’s broader Singapore real estate portfolio. Its eight developments span the Civic District, Central Business District, Jurong Lake District, prime city areas and suburban districts, with several directly connected or close to MRT stations. This places the company’s healthcare and eldercare developments within established urban environments, connecting care settings with the wider communities and infrastructure around them.
Building A Broader Healthcare Platform
Perennial’s healthcare platform extends across multiple facility types and care settings. Its portfolio encompasses hospitals and medical centres as well as eldercare and senior housing, covering general, rehabilitation, specialist and nursing care alongside independent living, assisted living, skilled nursing and memory care. This breadth allows the company to apply its healthcare and real estate capabilities across different stages and types of care.
In Singapore, Perennial is extending that platform through different formats. Perennial Living at Parry Avenue brings assisted living and nursing care together with an on-site Perennial Wellness facility, while the separate Jervois Road centre extends medical, rehabilitation and traditional Chinese medicine capabilities into a satellite setting.
Taken together, these developments illustrate how Perennial combines healthcare capabilities with its real estate platform. Rather than focusing solely on the development of healthcare properties, the company brings together property development, healthcare ownership, management and operations across different markets and care settings. Its healthcare real estate strategy therefore extends from the physical environment to the services delivered within it.
For a company working at the intersection of healthcare and real estate, the measure of its model lies in how consistently those capabilities translate into functioning care environments. Perennial’s portfolio connects development, ownership, management, medical services and eldercare across a regional platform. Its healthcare depth, real estate scale and integrated management provide the basis for its recognition as Top Healthcare Real Estate Services in APAC 2026.
