pp19338/05/2018(034921) eissn 2232-1292

The Malaysian

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Vol.52No.4

2017

eISSN 2232-1292PP19338/05/2018(034921)

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Pengurusan Penyenggaraan Bangunan Masjid Di MalaysiaE.M. Mazlan, A.I. Che-Ani, A. Mohd Sarman

Sidestepping Business Continuity Management Can Be Perilous:Lessons for the Quantity SurveyorsLow Sui Pheng, Gao Shang, Pamela Teo

The New Constitution of the Royal Institution of Surveyors Malaysia

EDITORIAL

Greetings everyone. For this issue we feature two surveyors who have received the Life Time Achievement Award for the year 2017. The first recipient is Sr Abdul Hadi bin Abdul Samad, from the Geomatic and Land Surveying (GLS) Division. Sr Abdul Hadi has been very active with RISM, serving as the Secretary of the GLS Division and continued to be so for over 10 years, under four chairmen. He has also served as the RISM Honourable Secretary General when Sr Haji Saharuddin Saat was the President of RISM. During his active involvement in the division, he had made the effort to rebrand the Division

from a mere “Land Surveying” to the current GLS Division. He was involved in the production of RISM corporate video as a director, organised trip to Mount Kinabalu and produce the orthophoto image of Istana Alam Shah using UAV or drone in the form of hard copy print out, digital copy and montage for the 2017 RISM Annual Dinner. The second recipient is YA Tuan Sr Lim Chong Fung from the Quantity Surveying (QS) Division. He has practised as a quantity surveyor in a construction company in Singapore for about 6 years before returning to Malaysia. Upon his return, he switched profession and became a construction lawyer for 22 years. His work as a construction lawyer nevertheless entailed facets of quantity surveying particularly presenting and defending construction contract claims. As a construction lawyer, the most memorable experience was when he was to prosecute a complex construction claim involving the SMART tunnelling dispute within 25 hours of hearing in the chess-clock limited time arbitration during the final years of construction law practice. He served in the Constitutional Drafting Committee of the RISM for a term that embarked on several minor amendments to the then ISM Constitution as well has served several years in the Ethics Committee of the Board of Quantity Surveyors Malaysia.

This issue has two articles related to building and construction aspects under the Peer Review section. The first article features a study on maintenance management of building mosques uncovering the importance of maintenance so as not to deteriorate as well as decrease the quality of physical components and structural resistance. It has highlighted that investigations should be conducted so that the damages can be identified and conservation can be made promptly. Any building that is in operation requires perfect maintenance to avoid any problems and risks of safety, comfort and health on building users. This article has identified several damages on the building elements as well as the causes of the damages. The other article features a study on the reaction of Business Continuity Management (BCM) implementation among the professional quantity surveyors. Through an industry-wide questionnaire survey and interviews, the study suggests that BCM is confined only to among senior management personnel. Where BCM has been implemented, it seemed to be at an infancy stage with measures focused mainly on technology related issues. While most of the QS respondents acknowledged the helpfulness of BCM and appreciated it to be an integral part of their work, the general impression obtained was that they would rather do without it if given a choice. The general attitude seemed to be that BCM was seen as another task added on to their already heavy workload. The study found that the QS profession is more vulnerable to breakdowns and operational crises because of the profession’s heavy involvement in a service role and its reliance on documents and data. On this account, the benefits of BCM remain to be reaped by the QS profession.

The highlights of the Geomatic and Geospatial Technology Conference 2017 (GGT 2017) that was held between 3rd October 2017 to 5th October 2017 at Park Royal, Kuala Lumpur are also included. The conference which had the theme of Geospatial and Disaster Management had attracted more than 250 participants from various government agencies, private sectors, and universities from Malaysia and abroad. The event was officiated by the Deputy Minister of Natural Resources and Environment (NRE) Ministry of Malaysia and was organized in collaboration with RISM, JUPEM, LJT, PEJUTA, NADMA, UTM, USM and UiTM.

Under the section on RISM activities, we have the highlights of the Technical Visit and Study Tour to Switzerland, Northern Italy, The French Riviera and the Principality Of Monaco. The President, Dato’ Sr Lau Wai Seang, led the 34-pax entourage comprising 17 RISM members of whom 8 are Councillors, their spouses and family members. The 10-day technical visit and study tour included visits to numerous places of interest which were technical, historical and cultural in nature.

Two short articles from the Survey Point column are also included featuring the topics that are related to property i.e. price and value of property and intangible assets. These articles were prepared by Sr Khaidzir Abd Rasip, the councillor of RISM and Datuk Sr Lau Wai Seang, the President of RISM respectively.

Sr Dr. Yasmin Mohd Adnan Editorial

(Session 2017/2018)

PresidentYBhg. Dato’ Sr Lau Wai Seang, DSPN, DJN, BCN, FRISM, Reg. Valuer, Reg. Estate Agent, CIPV

Hon. Secretary GeneralSr Lim Choon Yong, MRISM, ICVS, MPEPS

EDITORIAL BOARDEditorSr Ina Binti Abu Bakar, FRISM, MMSAdj.

MembersAssoc. Prof. Sr Dr. Syahrul Nizam Kamaruzzaman, FRISMAssoc. Prof. Sr Dr. Adi Irfan Che Ani, MRISMAssoc. Prof. Sr Dr. Zulkiflee Abd. Latif, FRISMSr Dr. Saiful Aman Hj. Sulaiman, MRISMSr Dr. Yasmin Mohd Adnan, FRISM, MRICSSr Victor Huang Hua, FRISM, MRICS, MMIEA, MPEPSSr Mohamad Shazali Sulaiman, FRISMDatin Sr Dr. Norsiah Mohamad, MRISM, MRICS

Secretary to the BoardZarinah bt. Danial

INTERNATIONAL ADVISORY BOARDProf. Chitra WeddikkaraUniversity of Moratuwa, Sri LankaProf. Graeme NewellUniversity of Western Sydney, AustraliaSr Noushad Ali Naseem Ameer Ali, PPRISMMassey University, Auckland, New ZealandProfessor Michael Riley Liverpool John Moores University, Liverpool, United Kingdom

Royal Institution of Surveyors Malaysia3rd Floor, Bangunan JuruukurNo. 64-66, Jalan 52/446200 Petaling JayaSelangor Darul Ehsant: +603 7954 8358 (hunting line) / 7956 9728 / 7955 1773f: +603 7955 0253e: [email protected]: www.rism.org.my

PUBLISHING CONSULTANT & CREATIVE DESIGNPaul & Marigold (DeCalais Sdn Bhd)

No. 23A-6 Strata Office, KL Eco City Lot 215, Pantai Baru, Jalan Bangsar 59200 Kuala LumpurT +603 2201 6499E: [email protected]

PRINTERFong Wah TradingNo. 17, Jalan Tembaga SD 5/2G52200 Kuala Lumpur

CONTENTS

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InterviewPg05 Interview with Sr Abdul Hadi bin Abdul Samad,Life Time Achievement Award

Pg09 Interview with YA Tuan Sr Lim Chong Fong, LifeTime Achievement Award

Peer Review ArticlesPg12 Pengurusan Penyenggaraan Bangunan MasjidDi Malaysia

Pg19 Sidestepping Business Continuity ManagementCan Be Perilous:Lessons for the Quantity Surveyors

RISM ActivitiesPg33 Geomatic and Geospatial Technology Conference2017 (GGT 2017) 3rd October 2017 to 5th October 2017 at Park Royal, Kuala Lumpur

Pg35 Technical Visit And Study Tour To Switzerland,Northern Italy, The French Riviera And The Principality Of Monaco

‘Sr’ is the abbreviation for surveyors and was first mooted by RISM in 2005 and used by all RISM members since 2006 as a badge of identity for surveying professionals.

The Malaysian Surveyor is a quarterly publication which covers the development of the surveying profession, innovations in the surveying technology and surveyors’ contribution towards the property market and building industry.

The Institute as a body does not hold itself responsible for statements made or opinions expressed in the articles and advertisements printed in this publication, or for the strict accuracy of references to law cases, which are intended only as a gloss on authorised reports. Rights of translation and reproduction reserved.

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38RISM NewsPg39 The New Constitution of the Royal Institution of Surveyors Malaysia

Professional PracticePg42 Price and Value May Be Similar But Not The Same

Pg43 Knowing Your Intangible Assets

Elemental Cost AnalysisPg44 Elemental Cost Analysis

RegularsPg47 List of New Members

Vol.52 No.4 2017

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Interview WithSr Abdul Hadi bin Abdul

Samad,Life Time Achievement Award 2017

He was born in 1954 in Machang, Kelantan. He started as Technical Assistant at JUPEM Headquarters in 1976 and served in the Joint Malaysia - Thailand Border Survey and Demarcation Project as Assistant Team Leader for 2 years. He furthered his study at UiTM and graduated with Bachelor of Survey Science and Geomatic and later undertook Master of Science Degree in Applied Remote Sensing from UPM.

In 2003, he was seconded to Putrajaya Corporation to serve in the Land Administration and Development Section. He returned to JUPEM Headquarters in 2005 and served in the Cadastral Division. He took an optional retirement in 2008 to practice as a Licensed Land Surveyor and started Enviro Land Services Sdn Bhd. His company is also committed and active in the general affairs of RISM.

He commenced his contribution to RISM almost 20 years ago firstly as a Secretary of GLS Division. In 2007, he served as Honourable Secretary General. He organized various seminars and technical visits for the GLS Division either locally or overseas. He would always join the outreach programs to university students and also involved in reviewing polytechnic and UTM syllabus. He initiated and directed the production of ISM Corporate Video. He also represented RISM as BAR Council’s Disciplinary Committee Member. He organized several trips to explore Mount Kinabalu which is his personal passion.

In recognition of his services to the profession, the General Council of the Royal Institution of Surveyors Malaysia at its meeting on 20 April 2017 has decided to confer the RISM Lifetime Achievement to Sr Abdul Hadi Abdul Samad.

The Malaysian Surveyor

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INTERVIEW

Q. How was your feeling on getting the coveted the Lifetime Achievement Award from the institution?

I felt grateful, appreciated, motivated and honoured to receive this coveted Award from RISM because we know that it is not easily achievable.

Q. How long have you been a Geomatic & Land Surveyor (GLS) in Malaysia?

I have been actively and continuously involved in GLS Division for over 20 years.

Q.What led you to get involved in the Geomatic & Land Surveying (GLS) Division?

I started my career with JUPEM before opting for early retirement to start my own practice. During my younger days, I mingled quite well with all ranks within JUPEM and across various government organisations. I was also personally interested in participating for official and social activities organised by JUPEM. The reason for my interest is that I like to socialise and to organise events that brings our survey community together.

Initially, my participation was mainly due to instructions from my superiors to organise RISM events such as talks, sports, etc. After some time, I was nominated to be the Secretary of the GLS Division and continued to be so for over 10 years, under four chairmen. I stayed on for so long because I felt a sense of duty to develop and upgrade the profession to a level where it commands a higher level of respect from allied professionals and the public.

For example, I was asked by the Division to travel throughout the country to convince members on the need to rebrand the Division from a mere “Land Surveying” to the current GLS Division. This is critical because we needed the allied professionals and public to know how much more we could do in terms of work scope and how advance our technologies were. This allows Land Surveyors to upgrade their professional image and ensures a more sustainable business model.

Q&A

My first advice is that there is a need

to keep abreast with technological changes.

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Another example was the CPD requirement for the Licensed Land Surveyors, where the GLS Division initiated, promoted, built the foundational infrastructure and pushed for survey community support from its members to embrace CPD as a lifelong learning process. This is crucial because it ensures the smooth implementation and community wide adherence of the CPD regulation by The Land Surveyors Board. It was absolutely important for the Land Surveyors to be at par in professional development with other certified professionals.

I finally stepped down as GLS Secretary when RISM President, Sr Haji Saharuddin Saat appointed me as RISM Honourable Secretary General.

Q.What is your advice to our budding surveyors in facing challenges & changes in our industry? How do you keep yourself relevant and being respected by the industry?

I must admit that I truly belong to the old school generation of Land Surveyors who were trained and comfortable with the “latest” equipment and techniques available at that time. For example, we used Vernier Theodolite and Steel Tape for distance measurement.

But very soon, technologies that were much more advanced were replacing the technologies that I knew and required me to attend countless number of trainings and short courses locally and abroad. For example, the analogue stereo plotter was swiftly replaced with the fully digital photogrammetry system. Essentially, land survey technologies had always been changing and will always continue to change. My first advice is that there is a need to keep abreast with technological changes.

Secondly, there is a need to change our mindset. The way we work has changed. For example, in the past, work was about giving instructions to technical staff. Now, technology requires us to be hands on, needing each surveyor to key in data and approving plans online individually. My biggest challenge was during training of any new technology. My believe in the constant need to learn was what pushed me towards accepting and finally embracing the many technological changes that I have encountered throughout my career. Whatever your age is, the willingness to learn matters most.

Q. Is there a role model that has inspired you and how do you wish to inspire the others, especially the young surveyors? In one phrase, what is your motivational words to inspire our surveyors?

Placing political affiliation aside, my greatest role model is Tun Dr. Mahathir Mohamad. I really respect the way he accomplished his missions and made decision during difficult time where he had to consider various factors and then chose the best one according to his judgement.

In our survey community, I think most land surveyors concur that our role model for a company set up is Jurukur Perunding which is a big company founded by Sr Dr. Khoo Boo Khean. It can provide the full range of land survey services as it has adequate staff, financially stable and well-furnished equipment. I find this inspiring because it means that this company stands to benefit from being a one stop centre for all surveying services. It is like an all equipped hospital or shopping mall where patients/shoppers can find everything they require.

There are many individual role models within the survey community as well. I could never forget my great mentor, the late Sr Chia Wee Tong, ex-Deputy Director General of JUPEM for nurturing me closely and strictly. Another individual role model is Sr Haji Nik Hisham Nik Manshor. Although he is of aged, he is very diligent in attending seminars and courses locally and abroad. In one short certificate course, he was the eldest in the class but emerged as the overall best student! He also stayed on throughout the seminar no matter how long or arduous it was. It shows a seriousness and commitment towards his profession, and commitment is for me the basic ingredient of success. A few other personalities that I want to mention are Sr Haji Nordin Sabran, Sr Haji Mohammad Azmi Mohd. Zin, Sr Haji Johari Wahab and Sr Haji Jalal Johari.

Another important role model is my own working partner, Sr Yip Kit Meng who works very hard timelessly, day and night. I really admire his ability and skill in communication and negotiation as well as making right decision during difficult situation.

Surprisingly, I loved surveying since I was a kid. My younger brother told me so recently when he


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INTERVIEW

shared the story of seeing me measuring distances between rubber trees at my village home. So, if there is one sentence that I can share with the younger generation.. it is to love what you do and do what you love, because only then will your hard work feel effortless.

Q. Do you have any projects that have particularly special memories for you when you were serving in the various committees of RISM?

I must sincerely admit that I have countless special memories and great times during the long span of my involvement with RISM. Firstly, it was the many dialogue sessions held with members throughout Malaysia in our rebranding exercise for the division. Most concerns came from the more veteran members, which finally ended with their support.

Another special memory was the production of RISM corporate video that I was asked by the General Council to be the director of. It was not easy to coordinate all the 4 divisions to prepare a cohesive storyboard and to fully capture the scope of work of each division, ensuring a smooth transition between divisions, minimising overlapping of scope of services and ensuring a united front. The production crews had to shoot video, photos and documents of all 4 divisions working process and to present it in a way that sheds light into RISM’s role for the surveying profession.

As I love outdoor activities, I led many annual trips to explore Mount Kinabalu. Initially it was organised among friends and then it spread to GLS Division. We are very grateful to our RISM Sabah Branch which always provides close cooperation and support.

When Sr Dr. Wan Maimun Wan Abdullah became the RISM President, she turned the annual exploration of Mount Kinabalu as a grand charity event. I fully supported her initiative and encouraged her and many other lady surveyors to prepare their mental and physical fitness a few months ahead. Luck was not on our side on our trip down from Laban Rata as it rained continuously and at times turned into a heavy downpour. Adding to that was darkness, hunger, being wet and cold along the slippery muddy track. Despite the slow descend, members were still in high spirit and occasionally shared jokes. With God’s blessing, we reached our base camp accommodation safely before mid-night. However, the memorable experience did not at all deter me from organising another trip again in the following year.

Recently, JUPEM and our company jointly sponsored to produce the orthophoto image of Istana Alam Shah using UAV or drone in the form of hard copy print out, digital copy and montage for the 2017 RISM Annual Dinner. The production team was led by Y.Bhg Dato’ Sr Mohd Noor Isa, in his capacity as GLS Divisional Chairman and Director General of JUPEM. The work flow basically involved discussions with palace official, UAV flying over the palace, ground photos, editing, printing and production of montage. During the dinner, the montage was first presented and followed by the orthophoto image print out to His Highness Tuanku Sultan Selangor by the RISM President. His Highness showed his pleasure and interest where he took some time on the stage admiring the unique present. As for me, it was really a combination of hard work, busy schedule, stressful yet enjoyable, satisfaction and memorable time of working together with various group of people during the 3-month production process.

Q.How do you maintain a work/life balance?

Allocating time between the competing needs is essential both when I was with JUPEM and when I am on my own practice. Undoubtedly, sacrifices need to be made especially involving times and resources. For example, I may miss some family or friend events or outings occasionally due to RISM or work commitments. However, I am quite lucky because my family understands my character, nature of work as well as my career and RISM involvement.

Q. What advice would you give someone considering to become a professional Surveyor?

We need to work hard tirelessly and smartly. So far, I have not found any short cut yet. What else? Be committed. You must like the job, then everything else will fall in place.

Vol.52 No.4 2017

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Interview WithYA Tuan Sr Lim Chong Fong,

Life Time Achievement Award 2017BSc (Bldg) Hons (NUS) FRICS FRISM FCIOB FCIArb

LLB Hons (Lond) LLM (Malaya) CLP Barrister (Middle Temple)

Born in 1962 in Penang, he studied at the Wellesley Primary and Penang Free School. He graduated with the Bachelor degree in Building from the National University of Singapore and the Bachelor degree in Laws from the University of London. In 2010, he graduated with the Master of Laws degree from the University of Malaya.

He practiced as a QS, construction lawyer and arbitrator from 1985 to 2013. He has undertaken research on security of construction payment as Fulbright scholar at the William S. Richardson School of Law in Hawaii in 2003 and appointed by the CIDB to formulate the draft Construction Industry Payment and Adjudication (CIPAA) bill. He also chaired the Bar Council Construction Law Sub Committee which lobbied and led to the establishment of the specialist construction courts in the Kuala Lumpur and Shah Alam High Courts in 2013.

He was ranked a leading Malaysian lawyer in construction dispute resolution by Chambers & Partners, Asialaw Profiles and The International Who’s Who of Construction Lawyers.

He has served as Honorary Advisor (Contracts) of the Master Builders Association Malaysia as a member of the expert panel to review the Malaysian construction industry practices and served as legal counsel to the BQSM.

He was appointed as Judicial Commissioner of the High Court of Malaya on 15 January 2014 and confirmed as Judge on 30 January 2017. He presently serves in the Penang High Court.

In recognition of his services to the profession, the General Council of the RISM at its meeting on 20 April 2017 has decided to confer the RISM Lifetime Achievement to Yang Arif Tuan Sr Lim Chong Fong.


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INTERVIEW

Q. How was your feeling on getting the coveted the Lifetime Achievement Award from the institution?

I felt deeply honoured and elated receiving this prestigious award from the Institution.

Q. How long have you been a Quantity Surveyor (QS) in Malaysia?

I have practised as a quantity surveyor in a construction company in Singapore for about 6 years before I returned to Malaysia. Upon my return, I switched profession and became a construction lawyer for 22 years. My work as a construction lawyer nevertheless entailed facets of quantity surveying particularly presenting and defending construction contract claims.

Q. What led you to get involved in the Quantity Surveyor (QS) Division?

I was offered to undergo the Bachelor of Science (Building) degree course at the National University of Singapore which naturally led me to become a quantity surveyor. My initial years working as a quantity surveyor were exhilarating as I was exposed to bidding, contract procurement and administration. I discovered that the knowledge of construction costing can only be truly learnt from working in a construction contracting outfit because the cost estimate of a consultant quantity surveyor based on projection from historical data base can materially differ from the actual construction costing incurable by the contractor.

As a construction lawyer, the most memorable experience was to prosecute a complex construction claim involving the SMART tunnelling dispute within 25 hours of hearing in the chess-clock limited time arbitration during my final years of construction law practice.

Q. What is your advice to our budding surveyors in facing challenges & changes in our industry? How do you keep yourself relevant and being respected by the industry?

Q&A

Be a highly skilled specialist and

stay passionate practising it.

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I am a firm believer in specialization. After having acquired the general overall experience in quantity surveying for several years, it is best to venture into a niche specialist field. For example within quantity surveying, this can be in civil engineering or M & E quantity surveying practice or even construction project planning and delay analysis. Construction dispute resolution is of course another example that has a lot of potential. Specialisation, just as in the medical profession, brings about and uncovers recognition. This eventually yields admiration and respect.

Q. Is there a role model that has inspired you and how do you wish to inspire the others, especially the young surveyors? In one phrase, what is your motivational words to inspire our surveyors?

Be a highly skilled specialist and stay passionate practising it. I was attracted to construction dispute resolution when I discovered during my undergraduate study that one of the then lecturers Mr. Chow Kok Fong (now a highly acclaimed adjudicator and arbitrator in Singapore) has dual qualifications in building and law. We are now close friends and have co-authored a book together on the Construction Industry Payment and Adjudication Act (CIPAA).

Q. Do you have any projects that have particularly special memories for you when you were serving in the various committees of RISM?

I have only served in the Constitutional Drafting Committee of the RISM for a term that embarked on several minor amendments to the then ISM Constitution. However I have served several years

in the Ethics Committee of the Board of Quantity Surveyors Malaysia. I have also served 9 years in the Contracts and Practice Committee and later as Honorary Advisor (Contracts) of the Master Builders Association Malaysia. My memorable projects include the formulation of the CIPAA draft bill and lobbying for the creation of the specialist construction courts.

Q. How do you maintain a work/life balance?

I have a very understanding family and I am fortunate to be able to work on any assignment swiftly that consequently afforded me with extra family time. It’s a fine and delicate balance that varies for different persons. I must however confess that I tend to devote more time to work than I should have.

Q. What advice would you give someone considering to become a professional Surveyor?

Practice the profession passionately. Stay positive, specialize and soldier on. There is no-short cut to success.

There is no-short cut to success.

PEER REVIEWPEER REVIEW

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1 E.M. Mazlan, 1A.I. Che-Ani, 1A. Mohd Sarman

Pengurusan Penyenggaraan

Bangunan Masjid Di Malaysia

1Jabatan Senibina,Fakulti Kejuruteraan dan Senibina,

Universiti Kebangsaan Malaysia,43600 Bangi, Selangor. Malaysia.

[email protected]

ABSTRAK

Kertas kerja ini merujuk kepada pengurusan penyenggaraan masjid di Malaysia sama ada pengurusan pentadbiran mahupun pengurusan pada fizikal bangunan itu sendiri. Masjid merupakan satu aset penting dalam sejarah kebangkitan Islam. Sebagai salah satu pusat yang berperanan penting kepada simbolik wilayah Islam, masjid terus berfungsi sebagaimana fungsi-fungsinya yang universal. Dalam era globalisasi

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Pengurusan Penyenggaraan Bangunan Masjid Di Malaysia

ini, fungsi dan peranan masjid dituntut supaya berperanan lebih luas sesuai dengan peredaran masa. Selain daripada tempat beribadat, masjid juga dijadikan sebagai tempat untuk berkumpul, berbincang dan merancang strategi yang tidak terhad kepada bidang dakwah malah perdagangan, perundangan, dan penyebaran ilmu, serta pelbagai lagi. Setiap bangunan masjid yang telah siap dibina dan digunapakai hendaklah disenggarakan dengan berkesan agar tidak mengalami kemerosotan dan penurunan kadar kualiti dari segi komponen fizikal dan ketahanan struktur. Susut nilai akan berlaku kepada komponen dan elemen bangunan yang terdapat pada sesebuah masjid. Pemeriksaan pada kerosakan bangunan masjid perlu dijalankan agar kerosakan tersebut dapat dikenalpasti dan pemuliharaan dapat dibuat dengan kadar segera. Mana-mana bangunan yang telah dan sedang beroperasi memerlukan penyenggaraan yang sempurna bagi mengelakkan sebarang masalah serta risiko keselamatan, keselesaan dan kesihatan keatas pengguna bangunan. Terdapat beberapa jenis kerosakan pada elemen bangunan yang telah dikenalpasti serta punca kerosakan berkenaan.

ABSTRACT

This paper refers to the maintenance management of building mosques in Malaysia whether administrative or management on the physical building itself. Mosque is an important asset in the history of Islamic resurrection. As one of the centers that play an important role in symbolic areas of Islam, mosques continue to function as their universal function. In this era of globalization, the functions and roles of mosques are required to be more widespread in accordance with the passage of time. Apart from a place of worship, the mosque is also use as a place to gather, discuss and plan strategies that are not just limited to the field of da’wah but also includes trade, legislation, and dissemination of knowledge, and many more. Every building of the mosque which has been completed and used should be maintained effectively as not to deteriorate as well as decreasing the quality rate in terms of physical components and structural resistance. Depreciation will apply to the components and building elements found in the mosque. Checks on damages to the mosque building should be conducted so that the damages can be identified and conservation can be made promptly. Any building that has been and is in operation requires perfect maintenance to avoid any problems and risks of safety, comfort and health on building users. There are some damages that are identified on the building elements as well as the causes of the damage.

Kata Kunci: Bangunan Masjid, Pengurusan Masjid, Penyenggaraan dan Penilaian Keadaan Bangunan



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1.0 Pengenalan

Tujuan kertas kerja ini adalah untuk melihat pengurusan penyenggaraan Masjid di Malaysia. Secara umum, pengurusan

boleh ditakrifkan sebagai satu proses memperoleh dan menggemblengkan sumber input organisasi daripada sumber kewangan, manusia dan lain-lain lagi dengan cara yang cekap dan berkesan untuk mencapai objektif sesebuah organisasi. Dalam sistem pengurusan Islam, masjid adalah institusi wakaf, sama ada yang disediakan oleh kerajaan atau diserahkan secara ikhlas oleh individu kepada individu tertentu atau kepada institusi kerajaan untuk diurus dan ditadbir (Hasan, 2008). Menurut (Ajmain@Jimaain, 2008), bagi mengurus masjid secara berkesan, pengurusan masjid perlu sentiasa peka kepada perkembangan semasa untuk memastikan aktiviti dan program yang dilaksanakan berjalan dengan lancar melalui konsep 6P dalam pengurusan iaitu perancangan, pelaksanaan, pemantauan, pengawalan, penilaian dan pembetulan. Apa yang penting, pengurusan yang

baik perlulah diterjemahkan dalam bentuk pelaksanaan dan tindakan agar masjid itu dapat berfungsi sepenuhnya seperti mana yang disarankan oleh Rasulullah SAW. Menurut (Ahmad Puhad, 2010) dalam kajiannya mendapati masjid yang cemerlang perlu dirancang, dipimpin, diurus dan ditadbir dengan baik serta berlandaskan ketentuan syarak.

Latar Belakang Pengurusan Pentadbiran MasjidKewujudan masjid adalah sebagai tempat beribadat seperti solat dan iktikaf bagi penganut beragama Islam. Malaysia mempunyai banyak bilangan masjid dengan rekabentuk yang pelbagai. Selain daripada tempat beribadat, masjid juga dijadikan sebagai tempat untuk berkumpul, berbincang dan merancang strategi yang tidak terhad kepada bidang dakwah malah perdagangan, perundangan, dan penyebaran ilmu, serta pelbagai lagi. Pembinaan masjid yang unik serta prasarana yang menarik juga adalah salah satu sumber tarikan kepada para pelancong dalam dan luar negara ketika melawat Malaysia. Masjid tidak mempunyai rupa bentuk yang tetap, ia bergantung kepada rekabentuk seni bina Islam lampau, budaya masyarakat Islam setempat, bentuk geometri, rekabentuk moden dan juga merujuk kepada analogi atau lambang tertentu.

Dalam pengurusan sesebuah masjid terdapat dua pasukan yang terlibat iaitu pertama ialah jawatankuasa masjid dan kedua ialah pegawai-pegawai masjid. Pihak yang sebenar merancang dan mengelolakan semua aktiviti masjid ialah jawatankuasa masjid dimana biasanya ahli jawatankuasa itu terdiri daripada 10 hingga 15 orang yang dilantik mengikut kaedah tertentu. Manakala pegawai-pegawai masjid yang terdiri daripada nazir, imam,

khatib, bilal, mungkim dan noja (siak) pula, mereka dilantik oleh Majlis atau Jabatan Agama Islam Negeri dan diberi elaun tertentu. Pegawai-pegawai ini hanya menjalankan tugas masing-masing yang telah ditetapkan dan tidak terlibat secara langsung dalam perancangan dan perlaksanaan pengurusan masjid. Terdapat masjid yang melantik nazir, imam dan khatib sebagai ahli jawatankuasa masjid dan ada pula hanya menjemput pegawai-pegawai tersebut sekadar hadir dalam mesyuarat apabila perlu (Ahmad, 2001).

Kaedah perlantikan ahli jawatankuasa masjid agak berbeza antara negeri-negeri di Malaysia (Hairunnizam, 2009). Terdapat tiga jenis kaedah iaitu kaedah pertama ialah melalui pemilihan di mesyuarat agung ahli kariah, dimana mesyuarat memilih calon untuk semua jawatan dan senarai calon itu diserahkan kepada Majlis/Jabatan Agama Islam Negeri untuk disahkan. Kaedah kedua pula ialah Majlis melantik individu-individu tertentu untuk mengisi jawatan-jawatan penting seperti pengerusi, timbalan pengerusi, setiausaha dan sebilangan ahli jawatankuasa, manakala mesyuarat agung ahli kariah hanya melantik beberapa orang lagi ahli jawatankuasa yang diperuntukan. Seterusnya, kaedah ketiga ialah Majlis Agama Islam negeri melantik semua ahli jawatankuasa dari jawatan pengerusi sehingga ke jawatan ahli biasa. Kebanyakan masjid tidak memberi elaun kepada ahli jawatankuasa ini. Pengerusi diberi tanggungjawab untuk mengetuai pasukan pengurusan masjid dan mengawal segala urusan yang berkaitan dengan dana dan harta masjidnya (Ahmad, 2001).

Di dalam sistem pengurusan fasiliti ini, hanya sedikit panduan dan pilihan yang wujud dan boleh digunapakai untuk mencapai objektif; seperti

Masjid yang cemerlang

perlu dirancang, dipimpin, diurus

dan ditadbir dengan baik serta

berlandaskan ketentuan syarak.

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15

Secara umum, penyenggaraan

masjid merangkumi

aktiviti mengekalkan fasiliti masjid

supaya sentiasa dalam keadaan yang baik dan

berfungsi.

mengenalpasti kerja penyenggaraan secara mencegah atau merancang penyenggaraan. Sebagai contoh, di negeri Perak, pengurusan sesebuah masjid dikendalikan melalui integrasi dua pasukan (Mohd Yahya, 2012) . Objektif bahagian pengurusan masjid ini adalah untuk mengembalikan fungsi dan peranan Masjid sebagaimana yang dikehendaki oleh syarak, menjadikan masjid sebagai pusat kegiatan umat Islam, pusat penyebaran ilmu dan maklumat dan pemangkin kepada kemajuan umat Islam di dunia dan di akhirat serta cuba merealisasikan umat Islam sebagai umat yang terbaik.

Sumber Kewangan MasjidSecara umum terdapat dua sumber dana yang diterima oleh masjid iaitu; pertama, peruntukan dari kerajaan negeri dan kedua, sumbangan orang ramai (Maliah, 2007). Dana yang diterima dari kerajaan negeri adalah bertujuan untuk penyelenggaraan masjid dan juga mengendalikan aktiviti-aktiviti keagamaan masjid. Manakala sumbangan orang ramai adalah untuk membiayai aktiviti-aktiviti sosial yang tidak dibiayai oleh kerajaan negeri. Disebabkan dana-dana tersebut diperoleh dari dua sumber yang berbeza, maka prosedur pengurusan setiap dana tersebut juga berbeza.

Majlis Agama Islam Negeri (MAIN) bertanggungjawab mengurus dana yang diperuntukkan oleh kerajaan negeri, manakala ahli jawatankuasa masjid bertanggungjawab mengurus sumbangan orang ramai. Namun begitu, seperti yang dicadangkan, (Maliah, 2007) dengan dana yang terhad yang diterima oleh masjid, adalah sukar untuk membentuk pembahagian kerja dan sistem kawalan dalaman di organisasi terbabit. Justeru itu, masalah penyelewengan pengurusan dana mungkin akan wujud.

Pengurusan Penyenggaraan Bangunan MasjidKefahaman yang lemah mengenai proses pengurusan penyenggaraan adalah punca utama berlakunya kesukaran dalam penyenggaraan bangunan (Zainal Abidin, 2006). Hal ini berlaku kerana kurangnya pengetahuan dan kurang memahami peranan penyenggaraan di dalam sesebuah organisasi (Syamila, 2005). Oleh yang demikian, nilai aset sesebuah bangunan akan berkurangan jika kerja-kerja penyenggaraan tidak dijalankan dengan baik (Nik Elyna, 2011). Hakikatnya, penyenggaraan bangunan adalah penting dalam sesuatu organiasasi bagi mencapai matlamat organisasi tersebut (Tsang, 2004).

Secara umum, penyenggaraan masjid merangkumi aktiviti mengekalkan fasiliti masjid supaya sentiasa dalam keadaan yang baik dan berfungsi. Walaupun sesetengah bangunan yang baru dibina masih berada dalam keadaan baik dan mampu menaiktaraf kemudahan serta menyediakan persekitaran yang lebih berkualiti, ia tidak akan sentiasa kekal baru sepanjang jangka hayatnya (Abdul Lateef, 2011). Ini kerana semua fasiliti semakin berusia dan sentiasa berlaku proses ubahsuai dan baik pulih serta masalah berkaitan penyenggaraan juga ada kalanya terjadi sebelum bangunan siap dibina (Nik Elyna, 2011).

Menurut Jabatan Kemajuan Islam Malaysia (JAKIM), dana yang digunakan bagi menguruskan penyenggaraan masjid perlu dipohon dari semasa ke semasa mengikut keperluan dan keadaan fizikal bangunan tersebut. Terdapat tiga kategori penyenggaraan yang biasanya dilakukan iaitu pembaikan, pembaikan kecil dan ubah suai atau

naik taraf (jika ada). Selain itu, sistem penyeliaan penyenggaraan yang lemah juga wujud dalam pengurusan penyenggaraan di Malaysia akibat daripada penetapan objektif pengurusan aset yang kurang jelas (Zailan, 2001).

Kaedah pengurusan strategik perlu diketengahkan bagi meningkatkan keberkesanan, menyediakan kawalan bagi kerja-kerja penyenggaraan, meningkatkan kualiti, kos yang berpatutan dan mewujudkan proses-proses penyenggaraan yang optimum.

Pemeriksaan Dan Kerosakan Bangunan MasjidKerja-kerja pemeriksaan bangunan adalah merupakan suatu bidang tugas khusus yang sekian lama diamalkan di luar negara terutamanya di Amerika Syarikat, United Kingdom dan kebanyakan negara Eropah lain (Marshall, 2006). Kerja pemeriksaan bangunan ini




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adalah penting kerana kebanyakan bangunan masjid mempunyai keunikan pembinaannya yang tersendiri dan perlu dijaga agar selamat untuk diduduki dan sentiasa berada dalam keadaan baik. Oleh yang demikian, sewajarnya pemeriksaan berkala dilakukan ke atasnya dalam usaha untuk mengenal pasti jenis kerosakan bangunan yang berlaku dan seterusnya menjalankan kerja tindakan susulan untuk merawat kerosakan serta menyelenggara bangunan berkenaan (Atkin, 2000).

Biasanya, laporan pemeriksaan bangunan disediakan setelah selesai kerja pemeriksaan. Tujuannya adalah untuk mengenal pasti jenis, bentuk dan tahap kerosakan bangunan yang ada. Tugasan ini lazimnya dilakukan oleh pelbagai pihak seperti Arkitek, Pemulihara Bangunan, Jurukur Bangunan, Jurutera Awam dan Struktur serta lain-lain pihak yang berkelayakan dan berpengalaman dalam bidang kerja pemuliharaan bangunan.

Tujuan pemeriksaan bangunan secara umumnya ada pelbagai dan ianya bergantung kepada kehendak dan matlamat yang ingin diperolehi hasil daripada kerja pemeriksaan berkenaan. Antara tujuan utama pemeriksaan bangunan dijalankan merujuk kepada (Ahmad Ramly, 2004) dan (Hollis, 2005) adalah untuk:

i. Memenuhi keperluan bangunan itu sendiri yang tidak dapat lari dari mengalami sebarang masalah kerosakan bangunan.

ii. Mengenal pasti jenis kerosakan bangunan yang berlaku pada sesebuah bangunan dan memberikan khidmat nasihat mengenai kesan akibatnya.

iii. Mengurus dan menyelaras kerja yang berkaitan dengan pemeriksaan, penyelenggaraan dan pembaikan bangunan.

iv. Mengesahkan keupayaan sesuatu peralatan kemudahan bangunan sama ada ianya berfungsi dengan baik atau sebaliknya.

v. Menentukan sama ada bangunan itu mematuhi mengikut piawai perundangan seperti undang-undang dan garis panduan yang dikuat kuasakan oleh pihak berkuasa.

vi. Membuat anggaran keadaan semasa bangunan untuk tujuan penilaian dan audit.

Jika dilihat dari aspek global, pemeriksaan bangunan merupakan kaedah yang sangat efektif dalam menyediakan data-data dan maklumat rekabentuk bagi tujuan pembangunan yang akan datang. Dalam membincangkan mengenai kepentingan pemeriksaan bangunan ini, adalah perlu untuk pemeriksa mengetahui objektif pemeriksaan tersebut bagi membolehkan mereka untuk menilai dengan menyeluruh secara peka dari pelbagai aspek dan kemungkinan. Enam objektif utama pemeriksaan:

i. Menilai sesuatu produk sama ada ia berkeadaan baik atau tidak;

ii. Mengenalpasti sama ada suatu proses atau kerja-kerja penyenggaraan berubah atau tidak;

iii. Mengukur keupayaan suatu proses atau kerja-kerja penyenggaraan bangunan;

iv. Menilai ketepatan pemeriksa dalam menjalankan kerja-kerja penyenggaraan;

v. Menentukan keberkesanan kaedah pengukuran terhadap sesuatu bangunan; dan

vi. Mengawal maklumat dan juga rekabentuk sesuatu produk supaya berkekalan.

Jenis-Jenis Kerosakan BangunanSecara umumnya terdapat pelbagai jenis kerosakan bangunan yang sering berlaku pada kebanyakan elemen utama bangunan masjid di Malaysia. Antara contoh kerosakan bangunan yang dimaksudkan ialah seperti daun tingkap tertanggal, kesan kelembapan, genting bumbung hilang, kerangka bumbung melendut dan lain-lain lagi. Selain itu, kerosakan ini juga sering berlaku pada elemen dinding luar, elemen siling, elemen pintu dan kelengkapan, elemen dinding dalam dan lain-lain lagi.

Berikut adalah 10 jenis kerosakan bangunan yang sering berlaku pada bangunan masjid seperti:

i. Kerosakan bangunan pada elemen dinding luar.

Jika dilihat dari aspek global, pemeriksaan bangunan merupakan kaedah yang sangat efektif dalam

menyediakan data-data dan maklumat rekabentuk bagi tujuan pembangunan

yang akan datang

Vol.52 No.4 2017

17


ii. Kerosakan bangunan pada elemen dinding dalam.

iii. Kerosakan bangunan pada elemen pintu dan kelengkapan.

iv. Kerosakan bangunan pada elemen tingkap dan kelengkapan.

v. Kerosakan bangunan pada elemen lantai bawah dan atas.

vi. Kerosakan bangunan pada elemen tangga.

vii. Kerosakan bangunan pada elemen siling.

viii. Kerosakan bangunan pada elemen bumbung.

ix. Kerosakan bangunan pada elemen kemudahan bangunan.

x. Kerosakan bangunan pada lain-lain elemen.

Contoh kerosakan pada elemen siling bangunan yang dijadikan bahan kajian penyelidik pada Masjid Kristal, Kuala Terengganu.

Mengenalpasti Punca KerosakanMelalui kajian seperti ini, punca-punca kerosakan pada bangunan dapat dikenal pasti. Pengenalpastian punca-punca kerosakan bangunan adalah penting bagi tujuan meramal dan mengawal kerosakan bangunan. Pengawalan kerosakan bangunan adalah lebih baik daripada memperbaiki kerosakan bangunan. Bak kata pepatah, mencegah adalah lebih baik daripada mengubati.

Kerosakan bangunan adalah merupakan satu fenomena

yang sering berlaku pada setiap bangunan. Kerosakan bangunan yang berlaku pada kebanyakan bangunan masjid di Malaysia adalah berbeza-beza dari segi jenis kerosakan dan kadar lambat atau cepatnya kerosakan itu dari berlaku. Ada yang berlaku pada kadar yang cepat, dan ada yang berlaku pada kadar agak lambat. Walau bagaimanapun kadarnya, yang pasti kerosakan ini akan terus berlaku pada kebanyakan elemen utama bangunan atas pelbagai faktor yang mempengaruhi keadaan fizikal bangunan itu

Secara umumnya terdapat banyak punca yang boleh menyebabkan kerosakan bangunan itu daripada berlaku. Menurut (Fielden, 2000), dalam pelbagai punca kerosakan pada bangunan, punca yang paling utama ialah graviti; diikuti oleh tindakan perbuatan manusia; dan akhir sekali pengaruh cuaca serta kesan persekitaran seperti botani, biologi, kimia dan serangga. Namun begitu, menurut beliau lagi, faktor utama punca kerosakan bangunan disebabkan oleh perbuatan manusia. Punca kerosakan bangunan adalah seperti berikut:

i. Kelemahan struktur iaitu kerosakan dan keruntuhan berpunca daripada tarikan semulajadi graviti dalam tempoh masa yang panjang.

ii. Perbuatan manusia iaitu kerosakan disebabkan oleh

kecuaian, vandalisma, kebakaran dan kerja pembinaan yang berhampiran.

iii. Cuaca iaitu kerosakan disebabkan oleh pancaran sinar radiasi, kelembapan udara, angin, hujan, kandungan air bawah tanah dan kandungan garam dalam tanah yang tinggi.

iv. Bencana alam iaitu kerosakan dan kemusnahan yang disebabkan oleh banjir, ribut dan gempa bumi.

v. Botani iaitu kerosakan dan kehancuran struktur batu atau dinding batu-bata disebabkan oleh akar pokok yang menjalar dan tumbuhan lain.

vi. Biologi iaitu kerosakan kesan daripada tindakan asid yang dihasilkan daripada bakteria dan tumbuhan berwarna hijau seperti lumut yang tumbuh di atas batu yang bertindak balas secara kimia dengan struktur bahan binaan.

vii. Kulat dan cendawan iaitu kerosakan terhadap bahan binaan organik seperti kayu oleh kulat, cendawan, kulapuk dan ragi yang tidak memerlukan apa-apa pancaran sinaran matahari untuk terus hidup.

viii. Serangga dan haiwan perosak iaitu kerosakan dan kelemahan struktur kayu disebabkan oleh serangga seperti anai-anai dan kumbang perosak serta haiwan perosak seperti sarang burung dan tindak balas hakisan dari tahi kelawar.

Rajah 1: Kerosakan pada elemen siling bangunan,Masjid Kristal, Kuala Terengganu



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KesimpulanBangunan masjid merupakan sumber fizikal sedia ada negara yang mesti dimanfaatkan secara komprehensif untuk membantu mencapai Wawasan 2020 dan mengekalkan pembangunan mampan Malaysia. Kondisi fizikal masjid yang baik dapat mengoptimumkan fungsi melalui keaktifan aktivitinya dan memberi impak positif kepada agama, bangsa serta negara. Fokus utama penyelidikan ini adalah kepada pengurusan penyenggaraan masjid. Oleh yang demikian selaras dengan fungsi dan kepentingan masjid sebagai tempat beribadat, amat penting untuk memastikan bangunan tersebut sentiasa berada dalam keadaan tersedia dan berfungsi bagi menjamin keselesaan serta memberi kepuasan kepada pengguna. Pemeriksaan bukan sahaja memastikan tahap kebolehkhidmatan dapat dicapai malah turut membolehkan masjid tersebut menepati rekabentuk dan ciri-cirinya.

RujukanAbdul Lateef, O.A., Mohd Faris Khamidi & Arazi Idrus (2011), Appraisal of the building maintenance management practices of Malaysian universities. Journal of Building Appraisal. 6: 261-275.

Abidin Akasah & Roslan Amirudin (2006), Maintenance Management Process Model for School Buildings: An Application of IDEF Modelling Methodology. The international conference on construction Industry 2006 (ICCI 2006). Universitas Bung

Hatta, Padang. Indonesia. Julai 2006. Pp 56-64.

Ahmad, J. et al. (2001), Dana Dan Harta Masjid Di Malaysia: Ke Arah Pengurusan Strategik, pp.1–13.

Ahmad Puhad Halim & Siti Roddiah Abdullah (2010), Audit pengurusan masjid: kajian di daerah Pasir Puteh, Kelantan. Universiti Teknologi Malaysia Institutional Repository.

Ahmad Ramly (2004), Panduan Kerja-kerja Pemeriksaan Kecacatan Bangunan. Batu Caves: Building & Urban Development Institute.

Ajmain@Jimaain (2008), Institusi Masjid dalam Memperkasakan Pembangunan Modal Insan. Muhd. Ismail Mustari dan Kamarul Azmi Jasmi (penyt.), Pengurusan Berkualiti Memacu Kecemerlangan Pengurusan Masjid. Johor: Penerbit UTM.

Atkin, B. & Brooks (2000), A. Total Facilities Management. Blackwell. Oxford.

Fielden, B.M.(2000), Conservation of Historic Buildings, Architectural Press, Oxford.

Hairunnizam Wahid, Sanep Ahmad & Radiah Abdul Kader (2009). Pengagihan zakat oleh institusi zakat kepada lapan asnaf: Kajian di Malaysia, Dlm. Seminar Kebangsaan Ekonomi lslam 2008/09. Akademi Pengajian lslam, Universiti Malaya.

Hasan Bahrom (2008), Menjana Sumber Kewangan Masjid Pemangkin Pembangunan Ekonomi Ummah, Muhd Ismail Mustari dan Kamarul Azmi Jasmi (penyt.) Pengurusan Berkualiti Memacu Kecemerlangan Pengurusan Masjid. Johor: Penerbit UTM.

Hollis, M. & Gibson, C (2005), Surveying Buildings. Ed. ke-5. United Kingdom: RICS Books.

Maliah Sulaiman (2007), “The Internal Control Procedures of Mosques in Malaysia”. Blumenau, 3(2), 101-115.

Marshall, C. & Rossman, G.B. (2006), Designing Qualitative Research. Ed. ke-4. California: SAGE.

Nik Elyna Myeda, Syahrul Nizam Kamaruzzaman & Pitt, M.(2011), Measuring the performance of office buildings maintenance management in Malaysia. Journal of Facilities Management. 9(3): 181 – 199.

Syamilah Yacob (2005), Maintenance Management System through Strategic Planning for Public School in Malaysia. Sarjana Sains (Pengurusan Pembinaan). Universiti Teknologi Malaysia.

Tsang, A.H.C. & Hui, E.Y.Y (2004), Sourcing strategies of facilities management. Journal of Quality in Maintenance Engineering. 10 (2): 85 – 92.

Yahya, M. H., Fidlizan, M., Azila, A. R., Nurul Fadly, H., & Syed Ismail, S. M.(2012), Eksplorasi dana kewangan masjid di negeri Perak. Prosiding PERKEM VII (pp.1274–1286). Bangi: Universiti Kebangsaan Malaysia.

Zailan Mohd. Isa (2001), The Management of Public Property In Malaysia. New Technology for a New Century International Conference FIG Working Week 2001. Seoul, Korea.

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Sidestepping Business Continuity Management Can Be Perilous:

Lessons for the Quantity Surveyors

AbstractBusiness is inherently risky. This is especially so in the modern-day context where the environment is dynamic, disruptive and destructive. This scenario is also inherent in the construction industry. While risk management may already be practised, this is insufficient for the recovery of operations when a crisis strikes. Hence, for a business to survive, the continuity of operations and services should be planned for. This is where Business Continuity Management (BCM) is essential. BCM combines aspects of risk management with Business Impact Analysis (BIA) to provide strategies for the continuity of operations. In 2005, Singapore became the first country in the world to develop a technical reference for BCM leading to the publication of Singapore Standards SS540: 2008. BCM adoption in Singapore however seems to be lacklustre, including those firms that offer professional quantity surveying services. Hence, this paper presents the results of a study on how professional quantity surveyors react to BCM implementation. Through an industry-wide questionnaire survey and interviews, the study suggests that BCM is confined only to among senior management personnel. Where BCM has been implemented, it seemed to be at an infancy stage with measures

Low Sui Pheng 1, Gao Shang 2 and Pamela Teo3


1 Professor, Department of Building, National University of Singapore2 Lecturer, Faculty of Architecture, Building and Planning, University of Melbourne3 Research student, Department of Building, National University of Singapore


20

focused mainly on technology related issues. While most of the QS respondents acknowledged the helpfulness of BCM and appreciated it to be an integral part of their work, the general impression obtained was that they would rather do without it if given a choice. The general attitude seemed to be that BCM was seen as another task added on to their already heavy workload. The study found that the QS profession is more vulnerable to breakdowns and operational crises because of the profession’s heavy involvement in a service role and its reliance on documents and data. On this count, the benefits of BCM remain to be reaped by the QS profession.

Keywords: Quantity surveyors, Business Continuity Management, Crises, Disasters, Construction

1.0 Introduction

A disaster occurs as “a sudden, unplanned calamitous event, usually causing great damage or loss, making an

organization unable to provide critical business functions for some predetermined minimum period of time (page 11)” (Singapore Productivity and Standards Board, 2008). Events such as the financial meltdown in 2008, various flu pandemics (Severe Acute Respiratory Syndrome or SARS in 2003, and the H1N1 influenza pandemic in 2009), the Zika virus spread by mosquitoes in 2016 and other terrorism-related threats have demonstrated the severity of their impact, and the vulnerability of Singapore to such major crises. The construction industry, like other industries, is also vulnerable and is being constantly subject to internal and external pressure from such crises. In fact, the 2016 Zika virus threat in Singapore started from a construction site, leading to a complete operational shutdown ordered by the building and environment authorities. The construction industry can therefore be caught unprepared by such a crisis. In February 2007, an unexpected complete ban by the Indonesian government on the export of sand into Singapore had caused a severe shortage of sand supply and consequently a steep rise in the price of ready-mix concrete.

This hindered the progress of many projects and caused numerous cash-strapped companies to suffer financially. Hence, the readiness of companies to deal with such events is correlated to the level of emphasis they placed on implementing their Business Continuity Plans BCP (Low et al., 2008). However, it remains unclear if construction companies have underpinned their business processes appropriately with an effective Business Continuity Management (BCM) system (Low et al., 2010). When a crisis emerges, construction companies, including quantity surveying firms, are confronted with having to face and deal with difficult and threatening situations.

There are existing studies on BCM in construction companies (Low et al., 2008; Low et al., 2010). However, there is very little or no studies relating to BCM practices in consultancy firms. Hence, to fill this lacuna, this research aims to first examine BCM practices in the Quantity Surveying (QS) profession. Playing a traditional role in construction, the QS professional is known for providing essential services at the feasibility, design, tender and construction stages of projects. These include, but are not limited to providing budgetary and financial inputs, contractual advice, preparation of bills of quantities, life cycle costing, due diligence, project management and others. This research also seeks to explore the level of knowledge and usage of BCM that QS professionals in the

Singapore construction industry have, as well as to understand the factors driving or hindering BCM adoption within the industry.

2.0 Crisis Management 2.1 Crisis: Terms and TypesThe modern-day social and business environment of digital dynamism and high speed is characterized by discontinuity and constant change, such that in organizations, crises are considered commonplace rather than exceptions (Paraskevas, 2006). There have been many definitions of the term “crisis”. The Longman Dictionary (1978) provides a basic layman understanding of crisis to mean “a turning point in the course of anything; uncertain time or state of affairs; moment of great danger or difficulty”. A crisis was viewed by Zhong and Low (2009) to be “an abnormal situation, or perception, which threatens operations, staff, customers or the reputation of the enterprise (p.271).” The basic underlying meaning of crisis thus revolves around events, which involves a degree of damage and are commonly associated with being threatening and posing danger to the organization involved as well as all stakeholders. In addition, crises will have both a spatial and temporal dimension and will invariably occur within a sense of place. Crises will normally be triggered by an incident or another set of circumstances (these can be internal or external to the organization), that exposes the


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Sidestepping Business Continuity Management Can Be Perilous: Lessons for the Quantity Surveyors

• Psychopathological crises refer to activities that skewed towards being criminal in nature, such as sabotage, kidnapping and harassment.

• Human resource factors could cause crises associated with poor employee morale, executive succession and managerial transition, as well as workplace safety and occupational hazards.

However, Vancoppenolle (2008) proposed that a different classification of crisis would work more effectively for BCM if the end objective is to resume operations. It was suggested that for BCM, potential crises could be classified by their effects and impacts, based on the following:

• Failure of an individual infrastructure element, including single points of failure.

• Longer term interruption of a critical information flow.

• Longer term interruption of a critical business activity chain or business process.

• Local longer term business interruption; and

• Complete business interruption.

and human resource factors that would affect stakeholders such as individuals, interest groups, institutions and all parties who would represent the diversity of perceptions that an organization would have to take into consideration when devising its crisis management policies. As depicted in Figure 2, the types of crises can include:

• External economic attack refers to incoming offensives that have a direct negative bearing on the economic and financial health of the organization. These can come in the forms of extortion, bribery, boycotts and hostile takeovers.

• External information attack can come in the forms of theft of confidential information and damaging rumours, which originate from exterior sources outside the organization and intentionally focused on threatening the proprietorship and confidentiality of information.

• Breakdowns comprise of machinery, equipment and facilities failure. Human failure in the forms of stress, human errors and security breaches also constitute breakdowns.

inherent vulnerability that has been embedded within the organizational system over time (Smith, 2013). As illustrated in Figure 1, Smith (1990) and Elliott et al. (2010) also proposed that a crisis could be understood by three stages that it comprised of, namely Crisis of management, Operational crisis and Crisis of legitimation.

In terms of types, crises can be classified broadly into four main categories namely, acts of nature, external man-made events, internal unintentional events, and internal intentional events. Acts of nature include natural disasters such as floods and earthquakes while external man-made events refer to deliberately occurring events such as terrorism caused by external forces. Internally caused events include unintentional ones such as the loss of files and equipment failure, and intentional ones consist of the likes of deliberate sabotage or data deletion (Vancoppenolle, 2008, Gallagher, 2003). Similarly, Low et al. (1999) suggested that crisis can come in five different types that are related to external economic attack, external information attack, breakdowns, psychopathology

Trigger

Pre-crisis Incident Crisis of Management

• Organization possesses the highest possibility of failure.

• Decisions made will vary the vulnerability of the organization to crisis

Crisis Incident Operational Crisis

• Refers to the duration of the crisis from its occurrence to operational recovery.

• Nature of crisis coupled with the organizations coping abilities will vary the duration of this period

Prost-crisis Incident Crisis of Legitimation

• Signals the end of the crisis whereby the organization repositions itself for resumption of operations.

• The reoccurrence of the crisis is dependent upon whether the organization has learnt from the experience

Three Stages Of A Crisis

Figure 1: The three stages of a crisis. Adapted from Elliot et al. (2010) and Smith (1990)


22


2.2 Crisis In The Construction Industry

Crises that plague the construction industry are aplenty. Low et al. (2010) carried out a survey on construction firms in Singapore based on a list of potential crises and concluded with a ranking score for each crisis. Of six choices that were surveyed among construction firms in Singapore, the top three ranked crises in terms of perceived severity to the firms were: (1) increase in price of raw materials, (2) financial crisis, and (3) loss of management personnel. Additionally, some other crises identified for the construction industry in general included serious accidents on project sites, shortage of key materials, corruption scandals, loss of confidential information, over- extended expansion into new markets, the flu pandemic and terrorism.

More importantly, while the common crises are applicable to most industries, these however may have very different types and degree of impact to a specific industry. Having laid out the understanding and processes of crisis management above, it can be seen that crises cannot be easily predicted. Hence this is where BCM as part of recovery management is necessary.

3.0 Business Continuity Management (BCM)3.1 Definition It is essential for an organization to implement contingency plans to ensure the continuity of business operations in the event of an unexpected occurrence (Supriadi and Low, 2013). According to SS

540:2008 which is the Singapore Standard for Business Continuity Management (SPRING Singapore, 2008, p.10), BCM is “a holistic management process that identifies potential impacts which threaten an organization and provides a framework for building resilience and the capability for an effective response that safeguards the interest of its key stakeholders, reputation, brand and value creating activities”. As such, BCM can be interpreted to embody elements of crisis management and business recovery planning. From a crisis management approach, Business Continuity Planning (BCP) can be defined broadly to mean “planning which identifies an organization’s exposure to internal and external threats and synthesizes hard and soft assets to provide effective prevention and recovery for the

Figure 2: Types of crises. Source: Pearson and Mitroff (1993)

Human/Social

NormalSevere

Occupational

Health

Diseases

Breaks

• Product Recalls• Product Defects• Plant Defeats• Computer Breakdown• Poor Operator/Errors• Poor Security

Perceptual

Damage to Reputation

Mega Damage

Environmental Accidents

External Economic Attacks

• Extortion• Bribery• Boycotts• Hostile Takeovers

External Information Attacks

• Copyright Infringement• Loss Of Information• Counterfeiting• Rumours

Psyco

• Terrorism• Copycats• On-site Sabotage• Off-site Sabotage• Executive Kidnappings• Sexual Harrassment• Rumours

Technical/Economic

Vol.52 No.4 2017

23

2008, which is the Singapore Standard for BCM. Initiated by the Economic Development Board (EDB) in collaboration with the Singapore Business Federation (SBF) and SPRING Singapore in 2004, this was officially launched on 31st October 2008.

The structure of SS540: 2008 BCM is based on a matrix, which comprises of six major areas, namely Risk Analysis and Review, Business Impact Analysis (BIA), Recovery Strategy Selection (Strategy), Plan Development (BCP), Testing and Exercising (Tests and exercises), and Programme Management. Activities in these six areas can be further evaluated in the four major BCM components of policies, processes, people and infrastructure.

Other Standards There were also other BCM standards outside of Singapore. These include the BS (British Standard) 25999-1: 2006 BCM. BS25999, similar to SS540: 2008, is

organization, whilst maintaining competitive advantage and value system integrity (p.19)” (Hällgren and Wilson, 2008).

3.2 Three Mind-Sets Associated With Bcm Implementation

It was also observed that an advanced and matured BCM system lies in adopting a value-based mind-set over a technological or auditing mind-set. The technological mind-set, as its name suggests, concentrates on protecting systems and facilities and actively revolves around the protection of technical assets rather than on management that would safeguard the organization as a whole. This mere focus on events and recovery can be considered to be at an infancy stage in continuity management which involves a more holistic scale of planning for the entire organization.

The auditing mind-set is where BCM is regarded more as a form of insurance from a functional perspective, where it is still mainly concerned with processes and technology for the protection of core business activities. It also involves some form of risk management whereby plans are formulated to reduce risks and to work towards crisis recovery.

Unlike the technological and auditing forms of mind-sets, the value-based mind-set “is concerned less with compliance, regulations or technology failure than with the needs of the business itself (p.13)” (Elliott et al., 2010). It differs in scope and purpose such that the stakeholders are seen as the change drivers and the rest of the organization are factors to be managed towards successful BCM implementation. The value-based perspective is thus an integrated one that takes the social and technical systems of the organization into

consideration where BCM is concerned.

Beyond the basis of protection that underlies the technological and auditing mind-set, the value-based mind-set views BCM to possess the potential to contribute to the organization in terms of value adding. Therefore, this perspective of BCM that embodies a higher level of integration into the organization can possibly be considered to be a more matured phase of BCM implementation (Elliott et al., 2010).

3.3 Application Of Bcm Programs And Standards In Singapore

National Business Continuity Management Programme In Singapore, the National Business Continuity Management (BCM) Programme was announced in November 2008 and became effective on 1 December 2008. This is an S$30 million initiative by the Singapore government based on the SS540: 2008 standard for BCM or equivalent. Targeted to span across five years, it set out to engage the private sector in building economic resilience and competitiveness through BCM certification. Organizations can expect to use the funds to cover the salaries and training of staff involved in the BCM certification exercise, the cost of third party consultants for progressing SS540 (or equivalent) certification, the cost of BCM certification, and the IT hardware or software required for this purpose.

SS540: 2008In 2005, Singapore became the first country in the world to develop an official set of standards in the area of BCM. This was known as the TR (or Technical Reference) 19: 2005. There seemed to be little knowledge about TR 19: 2005 when it was first introduced. TR 19: 2005 was subsequently replaced by SS540:

It is essential for an organization to implement contingency

plans to ensure the continuity of business

operations in the event of

an unexpected occurrence




24

as well as the QS responses to these crises.

Questions in the survey questionnaire were mostly structured with a “yes” or “no” option, a five-point Likert scale rating, as well as multiple-choice or multiple-response answer set. Some of these questions were then followed by open-ended questions to allow further elaboration on their choices.

4.3 Selection Of Respondents All QS individuals and firms registered with the Singapore Institute of Surveyors and Valuers (SISV) formed the population of this study. They were contacted to assist in completing the survey questionnaire. The SISV was approached to obtain the contacts of potential respondents given that the Institute is the national body representing the QS profession in Singapore. Of the 29 listed firms, two had invalid contact information and were therefore not contactable. The 27 remaining firms were invited to participate in the survey electronically through email twice with a three-week interval in between. This was followed up by reminder telephone calls after two weeks from the last email request sent. Several companies chose not to participate primarily on grounds of sensitivity relating to the topic. Nevertheless, some general questions asked during the telephone calls to them have provided some useful statistics to better understand these QS firms. The survey questionnaires were also distributed through personal contacts as well as to quantity surveyors who were registered as individual members with the SISV. Collectively, these formed the total population size for this survey.

4.4 InterviewsFour in-depth interviews were also conducted with the BCM coordinator

an auditable international standard for BCM. Commissioned by the British Standards Institution (BSI), BS 25999 consists of two parts, namely BS25559-1: 2006 BCM (Code of Practice) and BS 25999-2: 2007 (Specifications for BCM). The first part of the standard established general guidelines that covered some main aspects of BCM such as terminology, principles and processes. The second part, as its name suggested, stated the specifications and requirements necessary for a BCM audit. This can be utilized to demonstrate compliance through an auditing and certification process. It thus included details on the implementation, operations and systems with regard to BCM. These were published in December 2006 and November 2007 respectively. A comparable worldwide standard would be ISO22399: 2007 Guideline for incident preparedness and operational continuity management.

4.0 Research Methods4.1 Overview The literature points towards a culture in the construction industry with BCM as an area that has not practiced widely. Even for organizations that have some form of BCM in place, this seems to be at an infancy stage in terms of implementation, and kept only to within the realms of higher-level management. In addition, publicity and awareness of SS540: 2008 in the Singapore construction industry also seemed to be lacking. It is with this background in mind that this study was conducted to shed more light on the following main areas of BCM:

• Implementation and awareness of BCM.

• Attitudes and interests towards BCM, and

• Crises faced by the quantity surveying profession.

The fieldwork included both survey questionnaire and interviews.

4.2 Design Of Survey Questionnaire

The use of surveys as a data collection method can be useful in assessing trends that are not directly observable (De Vaus, 2002), such as the perceptions of practitioners on various issues relating to BCM.

The survey questionnaire began with a request for basic personal information of the individual QS. Consisting of two separate sections, A and B, the main purpose of this survey was generally to explore the BCM implementation issues specific to the QS profession in Singapore. Section A sought to gain insights about the inclusion of BCM in the firm and more importantly, in the course of the QS work. Section B focused on understanding the types of crisis related to the QS job scope

The use of surveys as a data collection method

can be useful in assessing trends

that are not directly observable

(De Vaus, 2002), such as the

perceptions of practitioners on various issues

relating to BCM.

25

Vol.52 No.4 2017

and QS in quantity surveying firms. Their profiles are shown in Table 1. The purpose of these interviews was to understand in details the actual operations of BCM in the firm, and to better understand the various responses obtained from the questionnaire survey. The interviewees were asked questions related to:

• Identification of crises associated with the QS course of work,

• Reasons for implementing BCM within the QS course of work, and

• Difficulties faced in implementing BCM.

These were conducted as semi-structured interviews which allowed questions to be changed or adapted to meet the interviewee’s level of BCM knowledge, their understanding as well as beliefs relating to BCM practices. The semi-structured approach also allowed clarification to be made to certain responses. In the process, additional important information may be obtained that might have seemed irrelevant prior to the interview.

5.0 Survey results 5.1 Profiles Of Respondents The questionnaire survey yielded 31 usable responses from quantity surveyors. There were two (6%) respondents each from the “1 to 5 years” category and three (10%) respondents from the “6 to 10 years” category of QS work experience. The remaining groups of thirteen (42%) respondents each had “11 to 25 years” and “above 25 years” respectively of QS work experience. Among these 31 respondents, one (3%) had up to Junior College education, four (13%) held diplomas, seventeen (55%) had bachelors, while three (10%) and six (19%) of them had up to honours and masters

level of education respectively. In terms of their designations, six (19%) held the title of a QS and Senior QS each, twelve (39%) of them were in managerial positions and seven (23%) of them held directorships in the organizations they worked for. Table 2 summarizes the working experience, education level and job designations of these 31 respondents. As shown in Table 2, more than 80% of the respondents

had more than ten-year of QS work experience. This demographic profile reflects positively on the reliability of the survey results because more experienced QS could provide more accurate opinions of the BCM situation in the QS profession.

A majority of the respondents held higher-level management positions. This was because when the QS firms were approached for

Table 2: Profiles of respondents

No. of responses Percent (%)

Working experiences as a QS 1-5 years 2 6.456-10 years 3 9.6811-25 years 13 41.6425+ years 13 41.64

Education level Junior college 1 3.23Diploma 4 12.90Bachelors 17 54.84Honors 3 9.68Masters 6 19.35

Job description Quantity surveyor 6 19.35Senior quantity surveyor 6 19.35Manager 12 38.71Director 7 22.58

Interviewees (Company) Roles Company

Interviewee A1 (Company X) BCM Coordinator

Interviewee A2 (Company X) QS representative/ Executive Director

Interviewee B (Company Y) Experienced QS A leading consultancy firm

Interviewee C (Company Z) Company owner A small QS firm

Table 1: Profile of interviewees and their organization

A relatively large QS firm




26

this study, the BCM coordinator or a QS representative with at least a managerial position was recommended to participate in the survey. With more than half of the respondents with more than ten years of work experience or who were in senior positions, this observation appears to suggest that BCM was strategically prioritized at the higher management level.

5.2 Implementation And Awareness Of Bcm

Implementation 22 respondents indicated that some form of BCM implementation was already in place within their course of work or organization. The remaining 9 respondents reported that there do not seem to be any form of BCM in place in their organizations. The 22 respondents who had reported BCM presence in their work or organization were further asked for the reasons leading to the BCM presence. These respondents provided the following responses:

• 18 respondents (56%) indicated risk management as the reason.

• 10 respondents (31%) indicated that BCM was a company requirement, and

• 4 respondents (13%) indicated the need for BCM because of crises which recently occurred.

In accounting for the lack of implementation of BCM in the QS profession, Interviewee B explained that:

“For QS companies, these are not the priorities. They have more priorities than these. To be honest, it is easier for QS. Quantity surveying itself has less of these threats and to them these are not the priorities. The most important thing for a QS is to secure your data, information, contracts, and then you have to have capable people to do things. Banking is different; security is different, am I right?”

Standards Used For Implementing BcmOf these 22 respondents, 7 respondents had their BCM systems implemented using BS 25559-1:2006 and 3 respondents implemented their BCM systems using ISO 27001: 2005 (see Table 3). The BCM system of one respondent was implemented using SS540: 2008. The remaining 11 respondents chose other options. More specifically, these other options include the following:

• 10 respondents reported that their BCM practices were not developed based on any standards.

• The BCM system of the remaining one respondent was based on BizSafe requirements and OHSAS standards.

The above observations seemed to suggest that the respondents do not have any knowledge of the relevant BCM standards or that their BCM systems were at an early stage of implementation such that they have not developed them to the point of implementing these based on the relevant standards. This was clearly reflected with one respondent indicating that the BCM system was modelled after workplace safety and health standards. In addition, 10 respondents in fact reported that

they do not follow any standards at all. Nevertheless, these results appeared to tie in well with the earlier observation that 18 respondents (56%) had indicated the need for BCM for risk management purposes. While this was not entirely incorrect, BCM in its advanced stage should be recognized as an essential aspect of management that is to be integrated with all other operations and activities in the organization. BCM should not be viewed as an individual and separate activity that focuses only on risk management.

Reasons for the lack of implementation of BCM Multiple reasons were proposed for the lack of BCM implementation in QS firms. From the questionnaire survey, a total of 51 responses were obtained from all 31 respondents. These are summarized in Table 4. The table shows that 14 respondents acknowledged that they lacked an awareness of BCM. This acknowledgement seemed to be consistent with the earlier findings above as well as from the literature review. Even though most of them had come across the BCM terminology, the “lack of awareness” factor seemed to be the most common reason for their lack of BCM implementation. 11 respondents opined that BCM was

Standards related to BCM No. of responses Percent (%)

SS540: 2008 1 4.55

TR 19: 2005 0 0

BS 25999-1: 2006 7 31.82

ISO 27001: 2005 3 13.64

Others 11 50.00

Table 3: Standards used for implementing BCM

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Vol.52 No.4 2017

a waste of time or resources. While BCM would indeed require time and resources for implementation, this finding seemed to suggest that some of the respondents could not justify the usefulness of BCM vis-à-vis the resources required for its implementation.

9 respondents cited “lack of management support” and BCM being “not a statutory requirement” as reasons for not implementing BCM or if given the choice, not to do so. These two reasons appeared to reflect similar observations garnered from the earlier literature studies. This is because senior management would mostly be concerned with practical issues and for a system like BCM that is preparing for situations that had not yet occurred, its value and effectiveness could not be directly justifiable or quantifiable. Furthermore, without any mandatory governmental call for BCM as a statutory requirement, there were no direct incentives for implementing BCM in QS firms. Hence, this could

also account for the lack of senior management support for BCM implementation.

This general attitude of disinterest and preference to do away with BCM could also be observed from comments from the respondents who indicated that their normal routine QS duties already took up too much time of their time. Hence, they would face more pressing needs to complete their tasks at hand, instead of spending time and resources on the planning or the preparations for events that have not yet or might not possibly occur. This attitude could possibly stemmed from Singapore’s stringent laws, rules and regulations, coupled with a relatively stable economy and safe environment wherein large-scale disruptive or destructive crises were not commonplace compared to other countries. As mentioned by Interviewee A1, there seemed to be a mentality that “it will never happen” to us which consequently lessened the priority given to BCM.

Possible consequences due to lack of BCM implementation

Some common consequences cited by the respondents that might possibly arise from a lack of BCM implementation include the following:

• Loss of information and intellectual data, key personnel, productivity and competitive edge.

• Disruptions to operations and service performance if a critically adverse event occurred.

• Retrenchment and pay-cut.• Confusion on area of

responsibilities and authority, as well as chaotic management control.

• Bad debt and delay of payment, which was an important consideration in the construction supply chain.

• The company would reach the end of its product life cycle without BCM, as had happened to many Singapore-based small and medium-sized enterprises (SMEs) and not just QS firms alone.

• Crucial systems such as payments, AutoCAD and CAD-Measure software could be rendered inoperable due to fire or water damage

Reasons No. of responses Percent (%) Rank

Lack of awareness 14 27.45 1

Waste of time and resources

11 21.57 1

Lack of support from management

9 17.65 3

Not a statutory requirement

9 17.65 3

Categorized under a different name

3 5.88 5

Willing to take the risk(s) 3 5.88 5

Others 2 3.92 7

(Note: Firms without BCM implementation were also asked for their reasons for not implementing BCM. Those already with BCM implementation were also asked to indicate the reasons that could possibly lead to them to rather not have BCM in their organizations.)

Table 4: Reasons for the lack of implementation of BCM

BCM should not be viewed as an

individual and separate activity

that focuses only on risk

management.




28

It could be observed that financial and technical risks were the two most common types of risks mentioned by the respondents. These could be considered as typical trends in businesses, especially in the construction industry where cash-flow is the lifeblood of the industry. In the case of the QS profession, there are high volumes of documents, data and systems usage. These are the common characteristics accounting for the technical risks in QS practices.

5.3 Attitudes And Interests Towards Bcm

Potential of BCM to be an integral part of work27 respondents indicated that they would consider BCM to play an important role in the course of their work. However, 4 respondents do not seem to think that BCM was necessary in their work. This section attempts to understand if the respondents saw the importance of BCM, such that they would consider it to be vital in the course of their work. Even though most of the respondents indicated positive responses, their perceptions of the usefulness and interests in implementing BCM would also need to be assessed to gain a more holistic understanding. This was based on an understanding that respondent who truly considered BCM to be an integral part in the course of their work would also naturally feel that BCM was helpful and would therefore choose to implement BCM.

Helpfulness of BCMIn rating the helpfulness or perceived helpfulness of BCM based on a five-point Likert scale with “1” leaning towards being unhelpful and ‘”5” towards being very helpful, the average rating for the helpfulness of BCM was found to be 3.39. As the mean is close to the neutral

scale of “3”, this seems to suggest that the respondents do not appear to think BCM implementation was helpful. In explaining their choices, the respondents provided brief elaboration and examples of past experiences with BCM to explain their choices. These are summarized as follows:

• BCM helped to minimize interruptions and damages due to staff absence, equipment failure and even uncertainty due to the nature of the QS profession.

• The concept was akin to risk management and thus was a good practice to put in place to assist in the management of an organization’s growth and stability.

• When the subcontractor did not perform well, there was an alternative to award the job to another subcontractor within a short time.

• A selection criterion set by clients was based on how much the firm could cooperate and help them reach their objectives. In this aspect, BCM thus helps to ensure the provision of uninterrupted services to clients.

• It prompted the staff and organization to think about current processes, ways to improve them and mitigation measures to be taken against possible crises.

These cited examples of their BCM experiences seemed to suggest that they have the impression that BCM only help tide them over rather minor disruptions instead of severe crises. This was also echoed by the examples over the lack of helpfulness of BCM, where it was cited that BCM was at a “basic requirement stage” and that “there has not been a need so far to activate BCP”. Hence, these seemed to show that BCM had not yet been able to demonstrate the full extent of its effectiveness within the respondents’ organizations. Consequently, these might have undermined the potential helpfulness of BCM in so far as the respondents were concerned.

Forms of assistanceBased on a similar five-point Likert scale, the mean score of the interests of all respondents in implementing BCM was found to be 3.06 which could be interpreted generally to be neutral.

The respondents were further surveyed on the types of assistance that they would require in order to establish a BCM framework relating to their work. The results are presented in Table 5. A total of 43 responses were obtained. 17 respondents wished to have financial assistance. 21 respondents wished to have training sessions and workshops. It was not

Even though most of the respondents indicated positive responses, their perceptions of the usefulness and interests in implementing

BCM would also need to be

assessed to gain a more holistic understanding.

Vol.52 No.4 2017

29

unexpected that financial assistance would be most sought after by the respondents. Nevertheless, the survey findings also pointed towards a strong need for training. This strong preference for training vis-à-vis financial assistance was probably due to the respondents’ acknowledgement of their general lack of awareness of BCM as reported earlier.

5.4 Roles With Crises Of Concern To Quantity Surveyors

The survey also examined specific QS roles that might possibly give rise to crises. In collating the responses to this question, the total number of times each role was given a certain ranking was quantified. Seven such QS roles were identified earlier. The average ranking of each of the seven roles was then computed using a 5-point Likert scale with 1 being the “most important” and 5 being the “least important” among the potential crises identified.

The results are presented in Table 6. With an average score of 2.12, “Project cost control and forecasting” was identified as the QS role with potential crises that the respondents were most concerned about. This is followed by ‘”Bills of quantities” (2.56), “Contractual advice” (2.72), “Feasibility and land procurement” (2.90) and “Financial advice” (3.15). The remaining two were “Specifications writing” and “Life cycle costing” with average scores of 3.94 and 4.25 respectively.

“Project cost control and forecasting” commonly involved huge amounts of money as this role tracks the entire cash flow of a project. An environment that was dependent on external factors such as inclement weather and materials availability would also be fuelled with uncertainties. Hence, the nature of the construction environment could

account for the reason why “Project cost control and forecasting” was identified to be the most concerned QS role. These findings could also be an indication of the major and common roles that the QS currently plays, where “Project cost control and forecasting”, “Bills of quantities” and “Contractual advice” were ranked among their top professional roles.

It should however be noted that each respondent was only asked to choose and rank five out of the seven stated roles of a professional QS. The average score computed for

each role was thus the average for that particular role alone, and not the average score taken for all rankings in this question. In this case, the computation was done to ensure that the number of times a role was ranked would have no bearing on its average score. Consequently, there were roles such as “Financial advice” that was chosen the most number of times (20 times) but yet this role only turned out to be in the 5th position in terms of its average score. Conversely, other professional QS roles like “Feasibility and land procurement” had been chosen only

Forms of assistance No. of responses Percent (%) Rank

Financial assistance 17 40 2

Training sessions and workshops

21 19 1

Support from their management

4 3

Not requiring any form of assistance

1 4

Table 5: Forms of assistance

Roles with crises most concerned with

Average score Rank

Project cost control and forecasting

2.12 1

Bills of quantities 2.56 2

Contractual advice 2.72 3

Feasibility and land procurement

2.90 4

Financial advice 3.15 5

Specifications writing 3.94 6

Life cycle costing 4.25 7

Note: The score indicates the ranking of the items on a 5-point Likert scale from 1 (most important) to 5 (least important)

Table 6: Ranking of roles most concerned with by respondents




30

10 times by the respondents but yet this was ranked in the 4th position based on its average score.

Severity of events and willingness to take risks Table 7 shows the survey results relating to different crises based on the respondents’ perceived severity of 12 identified crises to their work, and their willingness to risk these crises taking place without any form of BCM implemented to deal with these crises. Based on the two sets of rankings, it could be observed that an inversed relationship appeared to exist between the perceived severity of the crisis and the corresponding willingness of the respondents to risk that crisis. For example, “Financial crisis”, “Equipment failure” and “Loss of data” were among the last three crises ranked in terms of severity and yet these were ranked in the top three crises in terms of the respondents’ willingness to risk them.

Between “Financial crisis” and “Loss of data”, the former was perceived to be more severe but in terms of the respondents’ willingness to risk, “Loss of data” was ranked higher. This could possibly be because a financial crisis, although more severe, is less likely to occur than the loss of data. This is also dependent more on external factors such as the general economy of the country and construction industry. Consequently, the inversed relationship portrayed by these crises would also be affected by other factors as reflected in the two examples of “Financial crisis” and “Loss of data”.

6. Discussion Shifting cultural mind-set Many of the BCM trends identified in this study appeared to be attributed to the fixed mind-sets that practitioners had. In order to bring about improvements, the quantity

surveyors have to first recognize that disasters and crises do happen and could befall them. While this does not equate to promoting a “doomsday” mentality, QS firms should nonetheless be prompted to recognize the relationship between BCM and the continuity of their businesses.

Targeting top managementIn encouraging awareness through training and workshops, the focus would however need to begin with the top management of the QS firms. As highlighted by Interviewee B:

“Most of them would send the middle management there for trainings. When they come back they say, ‘Hey, top management I need some money to do this.’ And the top management would question them about this and that. You have to start from the top management to get them to feel the purpose of it.”

Table 7: Perceived severity of crises and willingness to risk these crises

Types of crisisAverage of

Perceived severity of crisis a Min Kedudukan

External boycotts 2.39 1 11

Rumors 2.48 1 11

Executive kidnapping 2.90 3 10

Low team morale 3.16 4 8

Inability to get along with colleagues 3.16 4 7

Sabotage 3.16 4 8

Terrorist attack 3.23 7 5

Flu epidemic 3.39 8 4

Theft of information 3.42 9 6

Equipment/facility failure 3.55 10 3

Loss of work related data 3.81 11 1

Financial crisis 3.94 12 2 Notes: a the score indicates the ranking of the items on a 5-point Likert scale from 1 (not severe at all) to 5 (extremely severe) b the score indicates the ranking of the items on a 5-point Likert scale from 1 (not willing to risk) to 5 (willing to risk)

Vol.52 No.4 2017

31

Promoting BCM and SS540: 2008There is much room for improvement in promoting BCM and SS540: 2008 in the QS profession. Publicity and marketing could be carried out using short two-page write-up explaining the benefits of implementing BCM and how the development process could be guided by SS540: 2008. The relevant government agencies and professional institutions could also collaborate to organize more training workshops and sharing sessions for professional quantity surveyors.

In essence, the benefits of BCM should be made known to the industry and the QS profession. Logically, the professional quantity surveyors and the QS firms would want to know how they could benefit from being BCM-certified. Larger organizations could first be encouraged to adopt BCM implementation and to announce their success so as to set an example for other organizations. As suggested by Interviewee B:

“So as far as I am concerned, it is a good system, it is a good system but it will take a long time for them for everybody to buy in and get into it. And I believe that the government, you know, when they are going to push, they should be very careful. They should target on the top industries first. Target those industries that are having high risk or business issues. Then from there move down. If they are going to try to push everybody, it is going to be hard. A lot of money you know for grants and things like that.”

Grants and subsidiesWhile creating a “push factor” for QS firms to adopt BCM, efforts should also be channelled to funding the development exercise. This is especially so if BCM implementation is to be made a requirement either by the client or the relevant building authority. While funds

and subsidies were already being offered, at least in the Singapore context, these appeared not to be well publicized and not catered to assisting organizations to maintain their BCM systems. This can be crucial since implementation without maintenance is futile.

7. Conclusion BCM appears to be a relatively new topic for the QS profession. Its usage seems to be minimal and confined only to among senior management personnel. Where BCM has been implemented, it seemed to be at an infancy stage with measures focused mainly on technology related issues. It has also been implemented as an event based measure instead of an integrative system throughout all work processes.

While the QS respondents were aware of BCM as a generic term, nevertheless, it appeared that they could not differentiate between BCM and risk management. In this sense, their awareness of BCM could be said to be either inaccurate or lacking in depth and understanding. Awareness of the SS540: 2008 BCM standards were also found to be severely lacking. This appears to be attributed in part to the lack of active publicity and promotion for the SS540: 2008 BCM standards. Nonetheless, this situation could possibly see improvements in the near future because of the intention on the part of the Singapore government to make BCM certification a requirement for organizations working with government agencies.

While most of the QS respondents acknowledged the helpfulness of BCM and appreciated it to be an integral part of their work, the general impression obtained was that they would rather do without it

if given a choice. This lack of interest could be associated with their lack of awareness that prevented them from fully understanding the operational metrics and value of BCM. The general attitude seemed to be that BCM was seen as another task added on to their already heavy workload. Without any incentives or push factors to implement BCM, the QS respondents seemed to view it as an additional management system that they would only implement if they had the extra resources, instead of viewing it as a necessary system to be integrated to secure the continuity of their operations. This could also be attributed to the relatively stable Singapore economy and society, resulting in complacency and with the practitioners thinking that crises would never happen. It has been observed that the construction industry and the QS profession could be facing the same types of crises, as would any other businesses. The main difference was that these crises would impact them in different ways and degree. In this regard, it

In encouraging awareness

through training and workshops, the focus would however need to

begin with the top management of

the QS firms.




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was found that the QS profession would be more vulnerable to breakdowns and operational crises. This is because of the profession’s heavy involvement in a service role and its reliance on documents and data. Therefore, crises that would cause severe impacts to human resource, documents and data would also be likely to pose severe crises to the QS profession. On this count, the benefits of BCM remain to be reaped by the QS profession both in Singapore and in other countries.

References De Vaus, D. (2002). Surveys in Social Research, Routledge, London.

Elliott, D., Swartz, E. and Herbane, B. (2010). Business Continuity Management: A Crisis Management Approach, Routledge, New York.

Gallagher, M. (2003). Business continuity management: How to protect your company fron danger, Pearson Education Limited, London.

Hällgren, M. and Wilson, T. L. (2008). “The nature and management of crises in construction projects: projects-as-practice observations”, International Journal of Project Management, Vol. 26, No. 8, pp. 830-838.

Low, S. P., Ho, D. K. and Yeap, S. A. (1999). “Crisis management: a survey of property development firms”, Property Management, Vol. 17, No. 3, pp. 231-251.

Low, S. P., Liu, J. and Sio, S. (2010). “Business continuity management in large construction companies in Singapore”, Disaster Prevention and Management: An International Journal, Vol. 19, No. 2, pp. 219-232.

Low, S. P., Liu, J. Y. and Kumaraswamy, M. M. (2008). “Business continuity management in Construction: A regional perspective”, The Singapore Engineer, pp. 35-40.

Paraskevas, A. (2006). “Crisis management or crisis response system? A complexity science approach to organizational crises”, Management Decision, Vol. 44, No. 7, pp. 892-907.

Pearson, C. M. and Mitroff, I. I. (1993). “From crisis prone to crisis prepared: A framework for crisis management”, The Academy of Management Executive, Vol. 7, No. 1, pp. 48-59.

SPRING Singapore (2008), “SS 540 (2008): Singapore Standard for business continuity management (BCM)”, Singapore, Singapore Productivity and Standards Board.

Smith, D. (1990). “Beyond contingency planning: Towards a model of crisis management”, Organization & Environment, Vol. 4, No. 4, pp. 263-275.

Smith, K. (2013). Environmental hazards: assessing risk and reducing disaster, Routledge.

Supriadi, L. S. R. and Low, S. P. (2013) Business continuity management for Indonesian contractors, ICE Proceedings: Management, Procurement and Law, 166(1):31-42.

Vancoppenolle, G. (2008), “What are we planning for? “, in Hiles, A. (Ed.) The Definitive Handbook of Business Continuity Management, 2nd ed, John Wiley & Sons, England.

Zhong, Y. and Low, S. P. (2009). “Managing crisis response communication in construction projects-from a complexity perspective”, Disaster Prevention and Management: An International Journal, Vol. 18, No. 3, pp. 270-282.

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The conference attracted more than 250 participants from various government agencies, private sectors, and universities from Malaysia and abroad. This year the theme of the conference – Geospatial and Disaster Management. The event was officiated by the Deputy Minister of Natural Resources and Environment (NRE)

Geomatic and Geospatial Technology Conference 2017 (GGT 2017) 3rd October 2017 to 5th October 2017 at Park Royal, Kuala Lumpur

RISM ACTIVITIES

Figure 1: The tutorial participants

Figure 2: The Deputy Minister during press conference

Ministry of Malaysia. The event was organized in collaboration with RISM, JUPEM, LJT, PEJUTA, NADMA, UTM, USM and UiTM.

Tutorial (3rd October)More than 40 participants attended the tutorial conducted by the following convenors:

i. Assoc Prof Dr Gurcan Buyuksalih and Serdar Bayburt (3D City Modelling);

ii. Assoc Prof Dr Zulkepli Majid (Laser Scanning); iii. Dr Filip Beljecki (CityGML and 3D City Modelling); andiv. Dr Mohsen Kalantari (BIM for Surveyors)

Opening CeremonyThe Deputy Minister from the Ministry of Natural Resources and Environment (NRE) officiated the event on 4th October. In his openining speech, the Deputy Minister emphasised the importance of geospatial information in government decision making process especially in disaster related event.

Figure 3: The Deputy Minister of NRE spoke on the importance of spatial component is government decisions.


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Technical Sessions (4 – 5th October)Four eminent speakers were invited to deliver their keynote speech at the event. Dr Mohsen Kalantari (from University of Melbourne, Australia) spoke on BIM for Surveyors. Prof Dr Zulkifli Yusop (from UTM, Malaysia spoke on Flood Modelling. Assoc Prof Dr Gurcan Buyuksalih (from BIMTAS Istanbul) spoke on Istanbul 3D City Modelling project while Dr Khamarrul Azhari Razak as Invited Talk category spoke on Disaster Risk Management in Landslides. This year two Industrial Talks by Jinsoon Yap Survey Solutions and Maju Hydro were also included.

Three parallel sessions were organized which coverered major aspects of geomatics and geospatial sciences – including GPS, LiDAR mapping, UAV, Mapping for landslides, 3D city modelling, GIS applications, Hydrographic mapping.

Sponsors and ExhibitionThe conference sponsors include Info Geomatik Sdn Bhd and Jinsoon Yap Survey Solutions Sdn as Platinum and Gold sponsor respectively. There was also participation from 16 companies that showcased their latest products and services as exhibitors.

Several international companies inculding BIMTAS Istanbul participated and showcased their products and services on LiDAR airborne data collection system and 3D city modelling applications.

Figure 4: The participants (including Licensed Land Surveyors and other Professionals

Figure 6: BIMTAS Istanbul

Figure 5: Dr Mohsen Kalantari from University of Melbourne, Australia – “BIM for Surveyors”

Figure 7: Skyshine Sdn Bhd

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The itinerary provided a good mix of technical aspect / education and free-time. This allowed the entire group to learn a lot about the development of cities in western Europe and explored the culture and landscape of Switzerland, Northern Italy, the French Riviera and the Principality of Monaco. The duration of the trip is an ideal length of time with significant number of senior RISM members participating.

The President, Dato’ Sr Lau Wai Seang, led the 34-pax entourage comprising 17 RISM members of whom 8 are Councillors, their spouses and family members. The 10-day technical visit and study tour included visits to numerous places of interest which were technical, historical and cultural in nature.

Technical Visit And Study Tour To Switzerland, Northern Italy, The French Riviera And The Principality Of Monaco

Date Details

16th Oct 2017 Arrival at Zurich

17th Oct 2017 Technical Visit to World Trade Institute at University of Bern

18th Oct 2017 Engelberg, Mount Titlis and Lucerne

19th Oct 2017 Southern Swiss towns of Lugano and Lake Como, Northern Italy

20th Oct 2017 Technical Visit to RICS Italy and BNP Paribas Building in Milan

21st Oct 2017 Port city of Genoa, Italy

22nd Oct 2017 Costa d’Azur and Museum in Nice and the Principality of Monaco

23rd Oct 2017 Depart from the Nice International Airport

24th Oct 2017 Arrived in Kuala Lumpur

Note: The score indicates the ranking of the items on a 5-point Likert scale from 1 (most important) to 5 (least important)

Date : From 16th October to 24th October 2017

Duration : 10 days 7 nights

Participants : 34

Itinerary :

Upon arrival at Zurich, the group was brought to visit the promenade Limmatquai that leads through Zurich’s old town and along the southern bank of Limmat, the river after which it was named. Amongst the attractions included the Romanesque-style Protestant Church of Grossmünster and Rathaus (City Hall). Rathaus is basically a Renaissance-styled building with baroque elements which served as the administration centre for the Republic of Zurich from 1698 until 1798. The building later housed the legislative chamber and Cantonal Parliament for the Canton of Zurich.

On the second day of the visit (17/10/17), the RISM delegation visited the World Trade Institute (WTI), University of Bern, Switzerland. They were met by

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Dr. Sufian Jusoh, a Malaysian who is a Fellow of Research at WTI. Dr. Sufian was instrumental in arranging the dialogue session with WTI which was represented by the Managing Director, Mr. Joseph Francois, and two other senior Board members, Prof. Manfred Elsig and Prof. Rodigro Palanco.

Mr. Joseph Francois delivered his welcoming speech to RISM delegates followed by a speech by RISM President, Dato’ Sr Lau Wai Seang. The Hon. Secretary General, Sr Lim Choon Yong, went on to present an overview of RISM’s structure, services offered by the four different branches of the surveying profession and the membership strength. Similarly, Prof. Rodrigo presented an overview of WTI’s organisation, its objectives and functions. The final presentation was by Dr. Sufian on the core training structure on Intangible Assets (IA) Valuation.

The intention of this visit was to explore the possibility of cooperation between WTI and RISM on the training for IA Valuers in Malaysia and the ASEAN Region. However, the Board of Directors of WTI would like to understand RISM better and there will be follow-ups on this matter.

On Friday, 20/10/17, the delegation had a dialogue session with the Chair of RICS Italy, Mr. Daniele Levi Formiggini, at the office of BNP Paribas Real Estate, Milan, Italy. Ms. Paola Sanzeni, the Country Manager of RICS Italy, gave a brief outline of RICS membership in Italy.

Dialogue session with WTI, University of Bern, Switzerland

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Dato’ Sr Lau Wai Seang delivered a speech to thank the host for the warm welcome and this was followed by a short presentation on RISM’s structure, objective and functions by Sr Lim Choon Yong.

Mr. Nicola Tursi, the Property Manager of BNP Paribas Real Estate, briefed the delegation on the scope of works carried out by his organisation. The dialogue was pleasantly punctuated with the warm reception by both RICS Italy and BNP Paribas. During the coffee break the participants further discuss general issues more informally. The delegates were also introduced to various head of departments within BNP Paribas which included the Valuation Department, the Property Management Department, the Real Estate Department and the Construction Management Department.

RICS and BNP Paribas presented souvenirs to RISM delegates. In expressing RISM’s appreciation, the President, Dato’ Sr Lau Wai Seang, reciprocated by presenting

Dato’ Sr Lau Wai Seang Sr Lim Choon Yong

Visit to RICS and BNP Paribas, Milan, Italy

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RISM’s souvenir to the host i.e. Mr. Daniele Levi Formiggini, Mr. Nicola Tursi, Ms. Paola Sanzeni and the administrative staff present.

Despite the hectic and tight schedules, the visits to WTI, Switzerland, RICS and BNP Paribas, Italy, the French Riviera and the Principality of Monaco were educational, enjoyable and rewarding. The delegation departed for Kuala Lumpur on 23/10/17 after numerous shopping sorties were concluded by members and their families. The delegation had also developed stronger bonds of fellowship and fraternity amongst themselves and the counterparts apart from broadening one’s perspective of the countries visited.

Visit to RICS and BNP Paribas, Milan, Italy

At the foot of Mount Titlis, Engelberg, Switzerland

RISM ACTIVITIESThe Malaysian Surveyor

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The New Constitution of the Royal Institution of Surveyors Malaysia

The New Constitution (Revised 21st November 2017)Notice for an Extra Ordinary General Meeting (EGM) was given on 3rd August, 2017 to members of RISM. The EGM held on the 30th September, 2017 agreed for the amendments proposed to be approved. There were 13 amendments that covered from the change of terms to change of the bylaws and articles content were tabled and approved. Details of the 12 amendments is tabulated below.

The proposed amendments were submitted to the Registrar of Societies on 3rd November 2017 and approved on 21st November 2017. The new constitution was then compiled for printing and circulated to the members in January 2018.

The new constitution, a 49 pages document is now all termed as Articles, i.e. Article 1 to Article 43 supersedes the previous 42 pages Constitution Bye-Laws & Regulations on Advertising and Publicity (rev. 14th May 2012).

1.0 New ArticlesThe amended new articles are as follows:-

1.1 Article 7 – Definitions:‘Property Surveyor’ means a member whose name appears in the Register of Property Surveyors kept pursuant to Article 31(11). Property Surveyor includes professionals and executives engaged in the valuation of both tangible and intangible property, management, development and investment of property and estate agency.


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1.2 Article 11(1)(b) – Member:A Member must:

(b) have acquired a practical knowledge of surveying in any of its disciplines, subject to acceptance by the General Council; and

1.3 Article 21 (New) – Entrance Fee, Annual Subscription And Other Contributions To The Established Funds:(1) The entrance fee and subscription payable shall be as follows:

(a) Entrance Fee Fellow RM100.00 (Ringgit Malaysia One Hundred) Member RM60.00 (Ringgit Malaysia Sixty) Associate USD50.00 (US Dollar Fifty) Graduate RM50.00 (Ringgit Malaysia Fifty) Probationer RM40.00 (Ringgit Malaysia Forty) Technician RM40.00 (Ringgit Malaysia Forty)

(b) Annual Subscription Fellow RM400.00 (Ringgit Malaysia Four Hundred) Member RM200.00 (Ringgit Malaysia Two Hundred) Associate USD150.00 (US Dollar One Hundred Fifty) Graduate RM100.00 (Ringgit Malaysia One Hundred) Probationer RM60.00 (Ringgit Malaysia Sixty) Technician RM60.00 (Ringgit Malaysia Sixty) Student RM30.00 (Ringgit Malaysia Thirty) – One Off Payment

(c) Scholarship Fund Fellow RM500.00 (Ringgit Malaysia Five Hundred) Member RM200.00 (Ringgit Malaysia Two Hundred)(d) Library Fund Member RM20.00 (Ringgit Malaysia Twenty)

1.4 Article 22 (1) and (6) – Amendments to the Constitution:(1) The General Council, when they consider it expedient to propose the enactment of any new Article or the alteration or repeal of any existing one, shall summon an Extra Ordinary General Meeting to decide on the same; and the General Council is at all times bound to do so on a requisition in writing of not less than twenty-five members, specifying the particular new Article or Articles or the alteration of any existing Article or Articles which they recommend.

………

(6) This Constitution shall continue until a resolution for its amendment shall be passed by one-sixth of the total voting members of the Institution present voting in favour of that resolution at an Extraordinary General Meeting duly convened for that purpose (old constitution is by itself).

1.5 Article 24(3)(d):One member from each of the four Divisions namely, Geomatic and Land Surveying, Quantity Surveying, Property Surveying and Building Surveying.

1.6 Article 29 (6)(c) – The Officers, Members of General Council and Auditors: Election and Nomination:

Eight members of the Institution, with a minimum of one from each of the four Divisions, namely Geomatic and Land Surveyors, Quantity Surveyors, Property Surveyors and Building Surveyors is as stipulated in sub-article 19(g) of this Article.

1.7 Article 31 (1) – Divisions And Divisional Committees:

The General Council shall establish Divisions, consisting of Property Surveyors, Quantity Surveyors, Geomatic and Land Surveyors and Building Surveyors. The General Council shall also establish other divisions relating to the objective of the Institution pursuant to a resolution of an Extraordinary General Meeting called for that purpose.

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1.8 Article 32 (New) – Branches and Branch Committees:

Branch means any Branch established pursuant to Article 32.

1.9 Article 33 (New) – Chapters and Chapters Committees:

Chapter means any Chapter established pursuant to Article 33.

1.10 Article 36 (New) – Financial Provisions:(1) The Honorary Treasurer General may hold a petty cash advance not exceeding RM3,000.00 (Ringgit Malaysia Three Thousand) at any one time. All money in excess of this sum shall within seven days of receipt be deposited in a bank approved by the Committee.

(2) The authorised signatories shall be the President, the Honorary Secretary General and the Honorary Treasurer General. All cheques for withdrawal notices on the Institution account shall be signed by any two of the authorized signatories.

(3) Expenditure of less than RM30,000.00 (Ringgit Malaysia Thirty Thousand) at any one time may be incurred by the President together with the Honorary Secretary General or the Honorary Treasurer General. No expenditure of RM30,000.00 (Ringgit Malaysia Thirty Thousand) and above at any one time shall be incurred without the prior sanction of the General Council. Any expenditure exceeding RM100,000.00 (Ringgit Malaysia One Hundred

Thousand) shall require the approval of an Extraordinary General Meeting or Annual General Meet\ring.

(4) The General Council shall have control of the finance of the Institution, PROVIDED ALWAYS that the General Council shall not incur any capital expenditure or borrowing by way of lease or otherwise from any financial institution any sum exceeding RM50,000.00 (Ringgit Malaysia Fifty Thousand) without prior approval of the members at an Extraordinary General Meeting convened for that purpose.

1.11 Article 39 (14) (New) – Property of the Institution and Appointment of the Board of Building Management:

The General Council upon the recommendation of the Board of Building Management may secure the services of a Property Surveyor to manage a property and determine the professional fees payable for such services.

1.12 Article 42 (7) (c) (New)– Advertising And Publicity:

In all contributions to the press, a Member must observe strictly those principles or professional etiquette which demand modesty concerning personal attainments and achievements and courtesy in reference to colleagues. Apart from the President of the RISM or the approved Member, the Chair of the respective Division and Branch can speak for the Division or Branch of the Institution on matters pertaining to the particular Division or Branch only.

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October – December 2017

PROFESSIONAL PRACTICE

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PROFESSIONAL PRACTICE

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ELEMENTAL COST ANALYSIS

ELEMENTAL COST ANALYSIS - FORM 1 2- Transport, Industrial Buildings A - 3 - 3628

Job Title : Cadangan Membina Kilang Satu Tingkat Berserta Pejabat 3 Tingkat Client : PrivateLocation : Tender Date : 23rd August 2013

INFORMATION ON TOTAL PROJECT

Project And Contract InformationProject Details And Site Conditions : Contract : Pam 2006 (Without Quantities)This project comprises 1 storey of factory and 3 storey of office including building works and infrastucture works. M&e works are included in the contract as prime cost sum. Accessibility to the site is good. Earthworks platform generally flat.

Market Conditions : Competitive Contract Particulars : Cost Fluctuation : Firm Price Competitive Tender List

Type Of Contract: Pam 2006 Without Quantities Yes Rm Int/Jv/LBasis Of Tender: No 6,456,017.00 L Open/SelectedBills Of Quantities Competition Government 6,143,673.30 LBills Of Approx. Quantity Negotiated Private 5,426,033.51 LSchedule Of Rates/ 5,032,246.42 L

Spec & Drawings Serial Provisional Sum RmContract Period Stip. By Client : 28 Weeks Prime Cost Sum Rm 1,679,600.00Contract Period Offered By Builders : 28 Weeks Preliminaries Rm 343,200.00Number Of Tenders Issued : 4 Contingencies Rm 100,000.00Number Of Tenders Received : 4 Contract Sum Rm 6,439,037.90

ANALYSIS OF SINGLE BUILDING

Design/Shape InformationAccommodation and Design Features :Single building comprising of factory and office. The building is forming square shape on plan and do not served by lift.

Functional Unit : 3,1001 Design/Shape:Areas : Percentage of Gross Floor AreaLower Ground Floor - m2Ground Floor 3,033 m2 a) Below Ground FloorUpper Floor 595 m2 External Wall Area = 2,541 Construction -GROSS FLOOR AREA 3,628 m2 Gross Floor Area = 3,628Usable Area 3,100 m2 = 0.70 b) Single-storeyCirculation Area 76 m2 Construction -Ancillary Area 392 m2 Storey Heights : c) 2-StoreyInternal Division 60 m2 Construction -GROSS FLOOR AREA 3,628 m2 Av. Below Grd Floor - m At Ground Floor 4.114 m d) 3-StoreyFloor Space NOT Enclosed : - m2 At First Floor 4 m Construction 100% Above First Floor 3962 mRoof Area : 3820 m2 e) 4 - Storey(Structural and Plant Rooms) Construction -

Brief Cost InformationContract Sum RM 6,439,037.90 Functional Unit Cost ExcludingProvisional Sum RM - external works 1529.07Prime Cost Sum RM 1,679,600.00Preliminaries RM 343,200.00 being 5.72% of remainderContingencies RM 100000.00 being 1.6% Contract SumContract SumLess Contingencies RM 6,339,037.90

x

x

x

x

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ELEMENTAL COST ANALYSIS - FORM 2 2- Transport, Industrial Buildings

SUMMARY OF ELEMENTAL COSTS‘Gross Floor Area: 3,628m2 Tender Date : 23rd August 2013

Preliminaries Shown Separately

Element Total Cost Cost/m2 Elemental Elemental Element Reinforced Reinforcement Formwork Of Element GFA Unit Unit Rate Ratio Concrete RM RM Quantity RM per m2 GFA m3 kg m21 Substructure1A Work Below Lowest 376082.70 103.66 1240.20 303.24 0.34 541 12,631 708 Floor Finish

Group Elemental Total 376,082.70 103.66 541 12631 708

2 Superstructure2A Frame 767,585.30 211.57 3,628 m2 211.57 1.00 186 30,229 2,0572B Upper Floors 65885.10 18.16 595 m2 110.73 0.16 697 6,278 4902C Roof 514,463.20 141.80 3,820 m2 134.68 1.05 337 3,010 3372D Stairs 64000.00 17.64 - - - 7 561 582E Externall Walls 139,812.80 38.54 2059 m2 67.90 0.57 - - -2F Windows & External 161,335.00 44.47 482 m2 334.72 0.13 - - - Doors 2G Internal Walls & 37,920.00 10.45 751 m2 50.49 0.21 - - - Partitions 2H Internal Doors 36,335.00 10.02 101 m2 359.75 0.03 - - -

Group Element Total 1,787,336.40 492.65 1,227 40,078 2,942

3 Finishes3A Internal Wall Finishes 159,489.00 43.96 4221 m2 37.78 1.163B Internal Floor Finishes 185,132.20 51.03 3763 m2 49.20 1.043C Internal Ceiling Finishes 45,684.00 12.59 1032 m2 44.27 0.283D External Finishes 98,638.00 27.19 - - -

Group Element Total 488,943.20 134.774 Fittings & Furnishings - - P.C.Sums Tendered Allowed Sum5 Services 5A Sanitary Appliances 26,910.00 7.42 55 No 489.27 0.025B Plumbing Installation 200,000.00 55.13 200,000.00 200,000.005C Refuse Disposal - - - -5D Air Conditioning & 180,000.00 49.61 - - - 180,000.00 180,000.00 Ventilation System 5E Electrical Installation 800,000.00 220.51 800,000.00 800,000.005F Fire Protection 450,000.00 124.04 450,000.00 450,000.00 Installation 5G Lift & Conveyor Installation - - - -5H Communication Installation - - - -5J Special Installation - - - -5K Builder’s Profit & Attendance on Services 49,600.00 13.67 49,600.00 49,600.005L Builder’s Work In 38,060.00 10.49 - - Connection with Services

Group Element Total 1,744,570 480.87 1,679,600 1,679,600.00

Sub-total exc. External Works,Preliminaries & Provisional Sum 4396932.30 1211.956 External Works6A Site Work 1143983.50 315.326B Drainage 222038 61.206C External Services 95123.10 26.226D Water Reticulation 111160 30.646E Ancillary Buildings 26600 7.336F Recreational Facilities - -

Group Elemental Total 1598905.60 440.71Preliminaries 343200 94.60TOTAL (less Contingencies) 6339037.90 1747.26

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ELEMENTAL COST ANALYSIS - FORM 2 2- Transport, Industrial Buildings

BRIEF SPECIFICATION‘Gross Floor Area: 3,578m2 Tender Date : 23rd August 2013

Element Specification

1 Substructure1A Work Below Lowest Floor Finish Reinforced concrete (Grade 25) pad footings, column stumps, ground beams and 150mm thick ground slab, 150mm thick bed of hardcore and Anti-termite treatment

2 Superstructure2A Frame Reinforced concrete (Grade 25) columns, stiffener, suspended beams, upstand beam, roof beams and upper roof beam2B Upper Floors 100mm thick and 125mm thick reinforced concrete (Grade 25) suspended floor slab2C Roof Zincalume Bluescope steel metal in main roof, jack roof and one layer of double side alumium, UPVC rainwater downpipe and 125mm thick reinforced concrete (Grade25) in roof slab and upper roof slab2D Stairs Reinforced concrete (Grade 25) staircase with cement and sand paving and mild steel staircase railing handrail, balustrade, top rails, intermediate and bottom rails2E External Walls 115mm thick common brickwall and damp proof course2F Windows & External Doors 10mm thick frameless glass window comprising of 4 nos.panels with tinted glass including glass door and precast concrete sill as window sill2G Internal Wall & Partitions 115mm thick brickwall and 12.5mm thick gypsum board2H Internal Doors Timber flush door, timber waterproof solid door , pvc door and frameless swing tempered glass door

3 Finishes3A Internal Wall Finishes Cement and sand plastering and emulsion paint at plastered, 300mm x 300mm and 300mm x 600mm Guocera pointed in tinted cement to wall and columns3B Internal Floor Finishes Cement and sand in 20mm screed, 150mm high skirting, porcelain tiles, ceramic tiles, homogeneous tiles and 2 coats of mobilflex to floor and 300mm high upturn3C Internal Ceiling Finishes 9.5mm thick gypsum board ceiling , 9.5mm thick waterproof , 3mm skim coat plaster and emulsion paint3D External Finishes 20mm Cement and sand plastering and weatherproof paint to walls and column

4 Fittings & Furnishings Not Applicable

5 Services5A Sanitary Appliances ‘Johnson Suisse squating pan water closet, wall hung basin, self closing tap, stainless steel urinal , single bowl, paper holder and floor trap5B Plumbing Installation Cold water and sanitary plumbling service and P.C Sum (RM) 200,000.00)5C Refuse Disposal Not Applicable5D Air Conditioning & Ventilation System P.C Sum (RM 180,000.00)5E Electrical Installation P.C Sum (RM 800,000.00)5F Fire Protection Installation P.C Sum (RM 450,000.00)5G Lift & Conveyor Installation Not Applicable5H Communication Installation Not Applicable5J Special Installation Not Applicable5K Builder’s Profit & Attendance on Services In connection with M&E works5L Builder’s Work In Connection With Services Vanity counter top, mirrors, FRP rain water harvesting tank and sevices, signage

6 External Works6A Site Work Site clearance, excavation to platform level, earthfill material, temporary earth drain, sedimentation basin, external premix road, interlocking pavier, fencing and gate6B Drainage 150mm Diameter mild steel pipe and 450mm wide bed, rcsump with heavy duty cast iron, 200mm x 200mm galvanised gully trap grating and 600mm diameter storm water drain6C External Services Electric, telephone installation and fire main6D Ancillary Buildings Refuse compartment and stainless steel flag pole6E Recreational Facilities Not Applicable

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LIST OF NEW MEMBERS

Sr Lau Hui ChingKLT QS Consult Sdn Bhd

Sr Lee Jing PinNorthcroft Lim Perunding Sdn Bhd

Sr Lee Shek LingVescope Sdn Bhd Sr Lee Sze YinUnitech QS Consultancy Sdn Bhd

Sr Marinee Binti Mohamad MuhiddinJKR Malaysia

Sr Marzura Binti MarzukiCaw. Alam Sekitar dan Kecekapan Tenaga, JKR

Sr Mohd ‘Abdah Bin Abd SamadMarina Sanctuary Resort Sdn Bhd

Sr Mohd Azlee Bin Md YaakobJurukur Bahan Antara

Sr Mohd Fathel Bin LatonHealthcare Technical Services Sdn Bhd

Sr Mohd Hafizi Bin RohaniJUB Ikatan Sepakat Sdn Bhd

Sr Mohd Norhan Bin Abd WahabMalaysia Airports Holdings Berhad

Sr Mohd Sukor Bin HusinCKUB, JKR Malaysia

Sr Mohd Yusof Bin IsmailUEM Edgenta

Sr Muhamad Adha Bin SulaimanSime Darby Property berhad

Sr Musannafah Binti MurtadaJKR Wilayah Kuala Lumpur

Sr Nin Evana Syuhaini Bt Mohamed Quantum Surveyors Sdn Bhd

Sr Nizam Amri Bin IbrahimJabatan Audit Negara

Sr Noor Hisyam Bin Hussain Malaysia Airports Holdings Berhad

Sr Noorazlima Binti Mat NapiCKUB, Kem. Dalam Negeri

Sr Noorel Adha Binti Abd WahabJKR Malaysia

Sr Nor Khairiah Binti Abdul HalimPembinaan BLT Sdn Bhd

Sr Nor Suzilawati Binti MudaAhmad Zaki Sdn Bhd

Sr Nurhayati Binti Abu SemanUKAS, Jabatan Perdana Menteri

Sr Nurul Hafiza Binti MohammadCKUB, JKR Malaysia

Sr Nurul Safuraa Binti Abu KassimPerunding NFL Sdn Bhd

Sr Raifah Azene Binti RamliZul-QS Consult Sr Raiha Azene Binti RamliZul-QS Consult

Sr Raina Azene Binti RamliZul-QS Consult

Sr Roslan Bin Ahmad JKR Malaysia

Sr Sahida Binti ShahudinCKUB, JKR Malaysia

Sr Seng Lai Yoke Jurukur Bahan L & T

Sr Siti Hajar Binti MarjunitKSK And Partners Sdn Bhd

Sr Suhaimi Bin Mohd AiniCKUB, JKR Malaysia

Sr Suhaimi Bin Mohd KausMRCB Resources Berhad

Sr Tan Phaik ChinPrinciptek Corporation Sdn Bhd

Sr Tei Yin YingUnitech QS Consultancy Sdn Bhd

Sr Wan Mohd Nazeer Bin Wan RamliCKUB, JKR Malaysia

Sr Wong Sau MunCKP Nizaruddin Juruukur Bahan Sdn

Sr Wong Yu MinSeiring Harum Sdn Bhd

Sr Zuhaiza Binti Mohamed ZakiJabatan Pengairan dan Saliran Malaysia

Sr Zuriah Binti Mohd SidekTelekom Malaysia Berhad

Sr Khairi Bin JaffarSAJ Ranhill Sdn Bhd

QUANTITY SURVEYING

Fellow Sr Lee Wing Tey IJM Corporation Berhad

Sr Chong Tze HenKos Consult Sdn Bhd

Sr Lee Hock GuanChine Harbour Engineering Co. Ltd

MemberSr Ahmad Dzarfan Bin AliasSutomo & Associates

Sr Ahmad Jamili Bin MustapaZul-QS Consult

Sr Aishah Binti Ahmad SuhailiCKP Nizaruddin Juruukur Bahan Sdn

Sr Aminuddin Bin SaidinTenaga Nasional Berhad

Sr Azrina Binti Md YaakobTaylors’ University

Sr Badrul Hisyam Bin DaudAziz, Azizi & Partners Sdn Bhd

Dato’ Sr Mohamad Basri Bin Mat NorHakikat Engineering Sdn Bhd

Sr Eugena Braganza JUBM Sdn Bhd

Sr Faizah Noor Bt Mokthar Mayang Jati (M) Sdn Bhd

Sr Gan Wah ChiungAtmarais Constrcution Sdn Bhd

Sr Hajaratul Azila Binti RomliErinco Sdn Bhd

Sr Haliza Binti IshakBhg. Keselamatan, BKUB, JKR

Sr Han Siew HeeNorthcroft Lim Perunding Sdn Bhd

Sr Hasnita Binti Ahmad CKUB, JKR Malaysia

Sr Herman Syah Bin Abd BasirUKAS, Jabatan Perdana Menteri

Sr Imilia Binti KordiJKR Malaysia

Sr Jihan Munira bt ShubliJKR Malaysia


LIST OF NEW MEMBERS

48

Sr Chin Chern LengQS Perunding

Sr Foong Yeong JuenSeri Perwira Logistics Sdn Bhd Sr Goh Pei SeeEco Meridien Sdn Bhd

Sr Marina Binti MusaJKR Malaysia

Sr Marlia Binti OmarKementerian Kewangan Malaysia

Sr Mohd Shah Bin AbdullahJKR Malaysia-Pej Perumahan Neg Pulau Pinang

Sr Muhammad Hafiz Bin HassanJabatan Pengairan Dan Saliran Malaysia

Sr Nor Kamariah Binti Basherudin JKR Malaysia

Sr Nur’aina Bt Mohd YusofPerunding Ukur Bahan RB Sdn Bhd

Sr Nurdin Bin HashimJabatan Perumahan Negara

Sr Oh Shiek FenJQS International Sdn Bhd

Sr Oon Hooi ThinkUnitech QS Consultancy Sdn Bhd

Sr Sharipah Binti JamaludinYong Dan Mohamad Faiz Sdn Bhd

Sr Suliana Binti ShukorJabatan Pemgairan dan Saliran

Sr Tan Hua YeongDK-QS Sdn Bhd

Sr Ung Poon KhimQS Perunding

Sr Ahmad Bukharie Bin Omar Perunding DMA Sdn Bhd

Sr Ainun Suraya Binti Ab AzizPerunding DMA Sdn Bhd

Sr Awang Ihsan Bin Awang YunusUiTM, Sarawak

Sr Azizul Hadi Bin Saad SPNB Idaman Sdn Bhd

Sr Chew Yun NorJKR Sabah

Sr Destilla Binti Mohamad AzamiJabatan Pengairan dan Saliran, Sarawak

Sr Irwan Bin SabirJUBM Sdn Bhd

Sr Jaidi Bin Abd RaofBKUB, Pahang

Sr Jennifer WongJabatan Pengairan dan Saliran, Sabah

Sr Judith @ Jenny LupiJKR Sabah

Sr Jumin Bin GondikitJKR Sabah

Sr Kiew Nyit Yin Stable Growth Sdn Bhd

Sr Latifah Binti Mat Zaini GKG Konsultant Sdn Bhd

Sr Mohd Aizad Bin Zainal AbidinPerunding DMA Sdn Bhd

Sr Mohd Amir Adli Bin Ramli MMC Gamuda KNMRT (PDP SSP) Sdn Bhd

Sr Mohd Rosrizalman Bin Md SomIHZ QS Consult

Sr Nazaitul Hazira Binti Ismail Kem. Pelancongan & Kebudayaan Malaysia

Sr Nik Nor Hidayu Binti Abdul JamelMRCB Sentral Properties Sdn Bhd

Sr Norazam Binti HassanJKR Negeri Johor Sr Nur Alifah Binti Mohamad NabaPerunding Ukur Bahan RB Sdn Bhd

Sr Nurul Akmilah Binti Md HarunP-Excell Management Sdn Bhd

Sr Rimie Rosemiza Binti RamliPerbadanan Kemajuan Iktisad Neg. Terengganu

Sr Shahril Azmi Bin Mat ZinPerunding DMA Sdn Bhd

Sr Suzieanah Binti HarunJKR Sabah

Sr Tan Xin YiStanley Chin QS Consult

Sr Valeria L. GinajimJKR Sabah

Sr Yvonne Colette Charlse Lohindun JKR Sabah

Sr Zulkifli Bin Mohd ZainEversendai Construction (M) Sdn Bhd Sr Zuraine Binti MahmoodMajlis Perbandaran Pasir Gudang

Associate Member Ambrose Shim Fui SenPUBM Quantity Surveyors, Brunei

Liu Xiaosan Country Garden Pacificview Sdn Bhd

Wang Lan LanCountry Garden Pacificview Sdn Bhd

Yin JingCountry Garden Pacificview Sdn Bhd

Zhang Jia Jia Country Garden Pacificview Sdn Bhd

GraduateAbdul Muhaimin Bin KamarudinKAS Jurukur Bahan Sdn Bhd

Adriana Yik Yee JiunJUBM Sdn Bhd

Ch’ng Wei SeeNorthcroft Lim Perunding Sdn Bhd

Chow Wen YanNorthcroft Lim Perunding Sdn Bhd

Dayang Badiah Hayyu Bt Awang BolhiPublic Works Department, Sarawak

Elaine Ho Yee LingELP Quantity Surveyors Sdn Bhd

Farah Ain Binti ZainudinProjek Lebuhraya Usahama Berhad

Galwyn Lee Wen JheELP Quantity Surveyors Sdn Bhd

Jocelyn Yeo Siaw YinPublic Works Department, Sarawak

Leong Yew KhangELP Quantity Surveyors Sdn Bhd

Muhammad Fazlisha Bin ShaharizanAPT Word Capital Sdn Bhd

Ng Wei TungPembinaan YSBT Sdn Bhd

Vol.52 No.4 2017

49

LIST OF NEW MEMBERS

Nor Hafizah Binti Mhd AyobInfosys Projects Sdn Bhd

Noraziah Binti WahiUniversity Teknologi MARA

Nur Nizatul Shima Binti JailaniInfosys Projects Sdn Bhd

Omar Arradzi Bin Mohamed FadzilJUBM Sdn Bhd

Omar Bin Mohamed ShahrinPakatan Ukur Bahan Sdn Bhd

Pang Qin ErBaharuddin Ali & Low Sdn Bhd

Phon Kit KeiELP Quantity Surveyors Sdn Bhd

Samsul Bin ShawalThemed Attraction Resorts & Hotels Sdn Bhd

Sin Kah HuiKCL Konsult Sdn Bhd

Teo Wan TingPeak Constrcution Sdn Bhd

Wong Bee ChianMah Sing Group

Ashley Tan Yi WenSamsung CKT (KL) Sdn Bhd

Chan Poh YeeKHA Alliance Quantity Surveyors Sdn Bhd

Chew May LingBaharuddin Ali & Low Sdn Bhd

Chiam Hui YienVescope Sdn Bhd

Chua Jit-Ni GinnyUnitech QS Consultancy Sdn Bhd

Chung Hui PingMMC Gamuda KVMRT (PDP) Sdn Bhd

Eow Wei JiakELP Quantity Surveyors Sdn Bhd

Fatin Farhanah Bt Abdul WahidJUBM Sdn Bhd

Foo Shi KaiVescope Sdn Bhd

Haziela Nastain Binti TahaMMC Gamuda KVMRT (PDP) Sdn Bhd

Isabel Ho Ping LeeKPK QS (Sem) Sdn Bhd

Kelly Ong Suew MunBharuddin Ali & Low Sdn Bhd

Lee Ren SinVescope Sdn Bhd

Loh Wei MayKuantibina Sdn Bhd

Low Ming hengKuantibina Sdn Bhd

Mohamad Amin Aiman Bin Che AdnanJB Bergabung

Mohd Taufiq Bin SujangiPerunding NFL Sdn Bhd

Muhammad Arief Amsyar Bin AzizanJUBM Sdn Bhd

Nani Izwana Bt ShamsuddinBCQS Consult Sdn Bhd

Ng Ho ChoonVescope Sdn Bhd

Ng Kia HngVescope Sdn Bhd

Noor Fatimah Binti SharfadeenMMC Gamuda KVMRT (PDP) Sdn Bhd

Nurul Syafiqah Binti AzzemeyJUBM Sdn Bhd

One Jun QuanMMC Gamuda KVMRT (PDP) Sdn Bhd

Stewart Chan Kit HongKPK QS (Sem) Sdn Bhd

Syafiqah Radiah Bt MustafaJUBM Sdn Bhd

Syamsul Hendra Bin MahmudUTM Skudai

Tan Guan SoonJurukur Bahan FPS Sdn Bhd

Tan Yi XuenNorthcroft Lim Perunding

Tang Zi HongKuantibina Sdn Bhd

Teng Ching YeeQST Consult

Teng Kang YeeMMC Gamuda KVMRT (PDP) Sdn Bhd

Winson Tan Kian HengMMC Gamuda KVMRT (PDP) Sdn Bhd

Wong Choong LingNg Kai Seng & Associates

Yap Kar MunNorthcroft Lim Perunding

Ahmad Faiz Bin Abdul WahidKPK Quanity Surveyors (Sem) Sdn Bhd

Eu Ru YiCK Century Sonstruction Sdn Bhd

Faiz Bin Mohd SalimKAS Jurukur Bahan Sdn Bhd

Farhana Binti Mohd ZainiAxisjaya Sdn Bhd

Francis Lee Yung KanProjects Sdn Bhd

Harry Pak Chun HawCE Ukur Bahan Sdn Bhd

Joshua Chua Shu MinNorthcroft Lim Perunding

Khairul Nisa’a Binti Ma’amurShapadu Energy & Engineering Sdn Bhd Li Zi QianUniversiti Tunku Abdul Rahman

Lu Su HuiGamuda Engineering Sdn Bhd

Mior Azrai Bin Mior HasanAMD Quantity Surveyors

Mohd Fadhli Bin OmarKPK Quanity Surveyors (Sem) Sdn Bhd

Nasrul Fazmi Bin Mohd Fadzil Perunding ZEQ

Noorsabrina Binti JuharudinPakatan Ukur Bahan Sdn Bhd

Nur Atiqah Binti SolurJUBM Sdn Bhd

Nur Misuari Bin Abd. RazakARRQS Consultancy Sdn Bhd

Nur Nabilah Huda Binti ShamsuddinAMD Quantity Surveyors


LIST OF NEW MEMBERS

50

Nur Syafiqah Binti Ramli AMD Quantity Surveyors

Nurdiana Binti AzmiInfrastructure University Kuala Lumpur

Nuramalina Binti Mohammad Yusof

Nurul Hidani Binti Mohd Azemi WCT Construction Sdn Bjhd

Nurulain Binti AnuarAMD Quantity Surveyors

Ridhwan Bin RuzilKPK Quanity Surveyors (Sem) Sdn Bhd

Shafiq Amin Bin SamsuddinBCQS Consult Sdn Bhd

Siti Zanariah Binti Mohamed @ AbdullahShapadu Energy & Engineering Sdn Bhd

Sitti Diana Binti TamjehiYMA Bina Sdn Bhd

Suhaimi Bin Mohd YusopARH Jurukur Bahan Sdn Bhd

Wan Nurul Alia Binti Wan SapiansoriARH Jurukur Bahan Sdn Bhd

Probationaer Kong Hsiao FoongSarawak Energy Berhad

Student Nur Raihanah Bt Abd RahmanYee Chyn YinJumardie Bin Lukman

PROPERTY SURVEYING

FellowSr Zaidi bin Hj. Mahdi Land & Survey Department Sarawak

Sr Sivadas VelayudhanPA International Property Consultants Sdn Bhd

MemberSr Azrul Hafiz bin Abdul HamidCBRE | WTW

Sr Chong Shek HeongCH Williams & Talhar Sdn Bhd

Sr Eniza binti Zainal AbidinJPPH Johor

Sr Lau Chuen WeiJones Lang Wootton

Sr Lee Kun ThyeCBRE | WTW

Sr Lisa Low Seow WeiJPPH Sarawak

Sr Mary A/P KurienJones Lang Wootton

Sr Mat Nasir bin HassanJPPH Seberang Perai

Sr Md Anizam bin Md MuisCBRE | WTW

Sr Mohamad Razali bin KamaruddinMajlis Perbandaran Kajang

Sr Mohamad Andrei Tan bin BibitMajlis Perbandaran Kajang

Sr Mohamed Idrus bin SalehCity Council Penang Island

Sr Mohammad Izzharif bin Mohammad AzrainIM Global

Sr Mohd Khairul Anuar b. AzhanMKA Property Consultant Sdn Bhd

Sr Nik Mohd Iezuan bin Nik LahMKA Property Consultant Sdn Bhd

Sr Nur Salihah binti Abd WahabWTW Property Services Sdn Bhd

Sr Nuralizah binti Mohd YunusKLCC Property Holdings Berhad

Sr Nursyaza Fazreen binti Abd wahabMajlis Perbandaran Kajang

Sr Siew Lean Bao Chartwell Itac International Sdn Bhd

Sr Siti Jaliah binti AdamJPPH Johor

Sr Walilah bin Abd KarimRaine & Horne

Sr Zulkamal bin Ruhaizat OoiCH Williams & Talhar Sdn Bhd

Sr Abdul Latib b. IbrahimIPC Island Property Consultants Sdn Bhd

Sr Abu Darda b. HassanW. M Malik & Kamaruzaman

Sr Eugene Choong Gian EeBHL Property Consultant

Sr Loretta Leng Boey HuahC.A Lim & Co

Sr Amelia Toh Wei ChiKGV International Property Consultants (Johor)

Sr Azhar Abdul RafarMajlis Daerah Bera

Sr Aziah Binti Mohd KhalidTunku Abdul Rahman University College

Sr Chiew Mui ShuSavills Malaysia Sdn Bhd

Sr Khairul Anuar Bin Ahmad PatanahMajlis Perbandaran Temerloh

Sr Lim Teck MohAPCEP Asia Sdn Bhd

Sr Loo Boon WeiVPC Allience (PJ) Sdn Bhd

Sr Mazaitun Hani Binti ZainonMajlis Daerah Maran

Sr Nazri Bin HaronJB Jurunilai Bersekutu Sdn Bhd

Sr Ng Kay SoonKGV International Property Consultants (Johor)

Sr Nur Shakila Binti ShamsudinMajlis Perbandaran Seberang Perai

Sr Siti Munirah Binti MaarofTan, Norizan & Associates

Sr Stephennie Wong Tze HuiRahim & Co International Sdn Bhd

Sr Then Eu GeneCBRE - WTW

Sr Yuzairy Hafiz Bin Mohamad YusufMajlis Perbandaran Temerloh

Associate Member Mohd Don OmarVPC Alliance (Malaysia) Sdn Bhd

Nadthra bt. Ahmad IrawadiVPC Alliance (Malaysia) Sdn Bhd

Graduate Aini Maisarah binti Mustapa KamalSDB Property Management Sdn Bhd

Kamalulai bin YusofMajlis Bandaraya Kuala Terengganu

Lee Poh BoonMacReal International Sdn Bhd

Vol.52 No.4 2017

51

LIST OF NEW MEMBERS

Muhammad Taufiq bin Ab GhaniIntra Harta Consultants Sdn Bhd

Norliana binti HamadanIntra Harta Consultants Sdn Bhd

Nuratiqah binti Che LahIntra Harta Consultants Sdn Bhd

Nur Izzati binti RustamIntra Harta Consultants Sdn Bhd

Nylvyn Mayer PeterRahim & Co International Sdn Bhd

Nor Atirah Binti OthmanHASB Consultants (Selangor) Sdn Bhd

Siva Shankar A/L PalanyAxis Facilities Management Sdn Bhd

Tay Yih JieHASB Consultants (Selangor) Sdn Bhd

Probationer Cheryl Yew Pik FunGS Realty Sdn Bhd

Faruq bin Luqman IQI Realty Sdn Bhd

Hiew Wei LoonIQI Realty Sdn Bhd

Lo Ying KahK.K. Soo & co

Loh Chew KeatUTAR

Low Siu KuanMacReal International Sdn Bhd

Rozyanti binti Md HawariRentas Benua Resources

Shamala Devi A/P DarmalingamOriental Realty

Wong Sook MaySynergy International Realtors Malaysia

Chan Chiew RuiIVPS Real Estate

Lieow Teck SiangSignature One Management

Lim Pei HsienLim Tze Hsing

Muhammad Ridhuan Bos AbdullahSchool of Economics, Finance & Banking UUM

Ahmad Razlan Bin MohamedProkhas Sdn Bhd

Bong Chin Yew S. L. Team Builders (M) Sdn Bhd

Chin Chee JiunHenry Butcher Real Estate Sdn Bhd

Chow Ming ChienBlue E Tech Sdn Bhd

Chung Cheng SiangIQI Realty Sdn Bhd

Gan Jyh Woei SPC Property Sdn Bhd

Goh Karlmay RitaSin Heap Lee Development Sdn Bhd

Hee Vei LihPura Development Sdn Bhd

Ho Suet Jing

Houng King HowAntara Waste Management Sdn Bhd

Joanne Ang Cui XiaSP Setia Berhad

Lai Kai YeeBavaria Global Affiliate

Leong Siew Mun

Lim Hern GeneReapfield Properties Sdn Bhd

Ling Chee JinTech Realtors Properties Sdn Bhd

Pang Kerk JinGrant Thornton Consulting Sdn Bhd

Pearl Tay Leck AngKuwait Finance House (Malaysia) Bhd

Siew Chi LeongUmectar Realty Sdn Bhd

Tan Chin KeatIQI Realty Sdn Bhd

Tan Chye LeanHong Leong Bank Berhad

Te Choon Chiam Repsol Oil & Gas Malaysia Limited

Wong Ing Lieng MelissaChens Skin Lab Sdn Bhd

Wong Yeing YeeYeoh Boon KeanGamuda Engineering Sdn Bhd Yew Choy Shan AdrianYeo Tax Sdn Bhd StudentMohamad Anhar bin Mohd Ruzai Azzrine Qaadir Margat @ MarjadTarwin Singh Sangeh A/L Sarjit Singh

GEOMATIC AND LAND SURVEYING

FellowSr Saiful Wazlan WahabJUPEM KL

MemberSr Abdul Muhaimin Bin Muhamad Amin Hydro Mappers Sdn Bhd

Sr Abdul Mu’izz Bin Mohamad Telahah Digimap Technologie Sdn Bhd

Sr Ahmad Shahir Salihin Bin Mohd RasdiArena Ukur

Sr Akbar Rashidi Bin AmatUTM

Sr Heng Joe Eu Jurukur Khoo

Sr Khairon Bin Abdul GhaniJurukur Titiwangsa

Sr Mathew Bright Anak Jiming Resources Surveys Services

Sr Mohamad Syazwan Iskandar Bin Salleh Jurukur Harmoni

Sr Mohd Safiuddin Bin Mohd Salleh Realiti Ukur Consultants

Sr Muhammad Syafiq Bin Zaharudin Jurukur Harmoni

Sr Mursyidah Binti Maskor Jurukur Jayamas

Sr Nazrin Bin Kamarulzaman Jalal Johari Consultants

Siti Zaidatul Akma Binti Sulaiman Jurukur Generasi Graduate Zaharudin Bin Pawi UTM


LIST OF NEW MEMBERS

52

BUILDING SURVEYING

Member Sr Mohammed Mazly b. Mohammed MahmudSunway PFM Sdn Bhd

Sr Mohd Asrul Bin HassinUiTM Perak

GraduateMuhamad Fareez bin Abdul RashidJabatan Bomba dan Penyelamat Malaysia Probationer Mashanim binti MahazirSegi University

Amir Husaini Bin Abdul RashidP-Con Building Surveyors Sdn Bhd

Assoc. Prof. Ar Dr. Sharifah Fairuz Binti Syed FadzilUSM, Penang

Royal Institution of Surveyors Malaysia,3rd Floor, Bangunan Juruukur, No. 64 & 66, Jalan 52/4, 46200 Petaling Jaya, Selangor, Malaysia

Tel: +603 7955 1773 Fax: +603 7955 0253 Email: [email protected] 2232-1292

pp19338/05/2018(034921) eissn 2232-1292

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