1 Introduction to Property Management

The “management” in Property Management can be defined as a form of work that

involves coordinating an organization’s human, financial, physical and information

resources toward accomplishing organizational objectives. The attainments of those

organizational goals should be in an effective and efficient manner through planning,

organizing, leading and controlling organizational resources.

The “property” in Property Management refers to Real Property which is physical

land, and anything growing on it, attached to it, or erected on it, including a house or

any other structure.

Property Management hence can be defined as the total care of the building during

the operation stage.

1.1 Definition of property management

The definition of property management varies between different experts or

authors but essentially they all contain the same themes which are:

- Establishing goals and objectives

- Implementing policies

- Monitoring and reviewing strategies for the benefit of the owner or

tenants, and

- Enhancing the value of the property

With that, we found a definition which perfectly suits all these themes.

Property management involves organising an efficient system as well as

directing, coordinating and controlling all the skills available towards

maximising income from a property and at the same time ensuring maximum

protection of its fabric from deterioration and wastage through proper upkeep

and maintenance. (Chin, 1986)

1.2 Definition of Special properties

Special purpose property is a property that is usually used for one type of use

or limited use. This type of property usually has unique design and layout,

uses special construction materials, some does not earn income at all, or other

features that limit the property's utility for purposes other than the one for

which it was built. It can be a building with limited uses and marketability,

such as a church, theatre, mosque, school, or public utility. As the property is

of a specialized nature, the market for the property may also be quite limited.

This is also known as limited-market property or special-design property.

1.3 Objectives of special properties management

The objective of special properties management is to manage the property

effectively and efficiently. Management of special properties is usually

provided internally by members of the particular business of an organization.

These individuals must be skilled in the techniques of professional property

management and knowledgeable in their specific fields or endeavour.

1.4 Objectives of managing mosque

The objective of managing a mosque is mainly to manage an area of worship

for the pilgrims effectively and efficiently. Mosque is a place where Muslims

pilgrims carry out Islamic activities in pursuance of Islam as a complete way

of life. The mosque also cater to other services such as, wedding services;

provide funeral, burial, and cemetery facilities to Muslims; carry out

religious and charitable acts to help those in need; gives out religious

education to young people and so on. Thus, it is very important to manage

the mosque in a way so that these activities can be done smoothly.

1.5 Characteristics of special properties

Hotels, motels, church, mosque, hospital, police station, school, museum, zoo

and park are considered special properties. Though these places are different

in nature, they share a common denominator which is the activity in these

buildings is a special business or organisation that affects the design and

operation of the building themselves. Due to the reason that the properties are

of specialized nature, the market for these properties may also be quite

limited. Thus, these properties also share common characteristics in which

their market availability and demands are low.

2 STRATEGY OF PROPERTY MANAGEMENT

Every property requires a property manager who runs the day to day operations

in order for the building or property to run smoothly and to maintain the conditions of

the building or property. Therefore, all property management companies have to come

up with a property management strategy with proper reference to the function and use of

the property.

The main purpose of developing a strategy to manage a property is to ensure the

management of property run smoothly and is well planned.

2.1 STAGES OF PROPERTY MANAGEMENT STRATEGY

The strategy of property management include three steps which are fundamental

in order to manage the building efficiently and effectively. The steps involved are:

1. Strategic analysis

2. Developing solutions

3. Strategy implementation

1. Strategic Analysis

Strategic analysis is the first step of the management strategy stage which

includes compiling and obtaining all the data and facts regarding the property.

Besides, strategic analysis also includes developing organization objective, policy

and requirements, identifying sources of funds to finance the strategy, identifying the

physical aspect and condition of the property, analyzing the cost and establishing a

budget for short term and long term to achieve value for money from the asset.

The strategic analysis step can be summarized in the following mind map:

A. Service audit and review

Service audit and review involves the technique of benchmarking as a method or

tool for establishing current performance and achievement. Furthermore, analysis

of space and maintenance plan is required in this stage.

B. Assessment of expectations and objectives

Organisations should be able to define their expectations and objectives for their

property. This can be done by analyzing the strength, weaknesses, satisfaction

level and also includes an analysis of opportunities and threats. These objectives

should be embodied in a formal statement, or linked to it, and should relate to the

business needs. The examples of objectives an organization can use are:

Providing services required by residents/visitors/tenants.

Maximising value for money

Optimising the service potential of the asset.

Contributing to economic growth

Strategic Analysis

Services audit and

review

Assessment of

expectations and

objectives

Portfolio audit

Resource audit

Market audit

C. Portfolio audit

Implicit in an audit of real estate and related assets will be consideration of the

necessity for and provision of support services, maintenance plan and an

assessment of risks. Organisations have to identify their space utilization and

procedures for charging for the use of pace. This auditing will raise awareness of

how space is being used and how economical that use is. An evaluation of the

full cost of providing the space, that is, the cost of providing support services,

must form part of the exercise which will help establish which spaces are

providing value for money and which are not.

D. Resource audit

Resource audit of real estate include a review of personnel employed in the

provision of services and facilities management that cover both in-house and

contracted organisations. Organisations must analyse the processes that are

contained within the facilities to determine patterns of use and areas of intensive

use. The resource audit concentrates on people, providers and systems. Resource

audit on people is to determine the skills profiles and to identify gaps. Resource

audit on providers is to determine capability, scope and terms of engagement.

Resource audit on systems is to establish the status of all procedures and

technology by process analysis and systems audit.

E. Market audit

Organisations undertake a market audit periodically to establish the state of the

real estate market and the position on service providers.

2. Developing solutions

The information obtained in stage one which includes the organization’s

objective will be assessed and analyzed for the second time and the facilities

management strategy will be formed. This means an organization have to choose

the real and most appropriate strategy. The recommended approach is:

Generation of options

Assembly of criteria for judging options

Evaluation of options

Selection of preferred option of organisation’s actual facilities

management strategy

1. Generation of options

There are many ways in which organisations can establish options, for example,

consultation with stakeholders and invitations to external experts. The strategic

analysis stage should have highlighted precisely how well the organisation’s

space and other attributes of its facilities match up to its needs. This means that

options should be considered for bridging identified gaps as well as for bringing

innovative solutions to present and future needs.

3. Strategy Implementation

In this stage, it consists of development strategic process through creation

of implementation plan that contains planning schedule, timetables and proper

risk management. (Atkin, B., 2000)

An organization or facility management have to identify risks and is

responsible to assign these risks in which is included in facility or property

management. The plan should encompass people and systems, communication,

resource planning, and procurement. (Noor, A.R., 2004)

2.1.1 STRATEGIES OF MANAGING A MOSQUE

1. Set up objectives

The first step of managing a mosque is to set up short term, middle term and

long term objectives. The management of the mosque must consider the

goals and objectives of the organization in accordance to the asset of the

mosque in order to achieve measurable result within a period of time.

2. Management Framework of mosque

The management framework must cover the following characteristics which

are listed below.

Knowledge of levels of service required by visitors.

Knowledge of management performance and reliability

Knowledge of mosque’s utilization and capacity

Knowledge of mosque’s value

Ability to serve pilgrims and worshipers’ needs

Ability to optimize maintenance and operation activities

Ability to analyse alternative treatment option

Ability to align mosque with service and community expectations

3. Property Assessment tools

Property assessment tools outlined in mosque strategic planning provides the

organization with a structured process to guide decision making for property

management. The property assessment tools and particularly the Decision

Logic Map, enable the organization to demonstrate its commitment to

transparency and accountability by making decisions freely available, easily

understood, measurable and accessible. The Assessment tools consists of two

elements which are Decision Logic Map which is a guided set of questions in

a flow chart and a key performance critea which is a set of measures for

property performance.

The property performance indicators are a way of measuring the

property’s management performance which can be measured using these

indicators:

I. Financial

Performance can be measured through rental, outgoings, capital works

expenditure, property maintenance expenditure and employment.

II. Utilisation

Utilisation in this case means the utilization of space of the property.

III. Condition

Condition of a property can be measured through condition rating,

estimated life, remaining useful life and consumption of the building.

IV. Community

A property management performance can be measured through the

community. The value of community benefits is the measurement of a

management’s performance. Community benefits include considerations

of value to the community and covers inclusion, access and diversity.

V. Environment

Environment measures such as water consumptions, electrical energy

consumption, gas energy consumption and value of natural environmental

benefits.

4. Preparing budget for mosque

Budget and financial associated with mosque include:

Maintenance costs

-Preventative

-Programmed

-Reactive

Operating costs

-Utilities

-Staffing

Upgrade cost

-Purchases

Income from agreements

External funding

Disposal costs

-Advertising

-Marketing

Contracts and partnership agreements

2.2 MANAGEMENT PLAN

Management plan is a blueprint of how an organization runs both day to day and

in long term. Management plan includes the standard methods for doing various things

such as handling money, dealing with actual work of the organization, duties of each

staff of the organization and overall philosophical and intellectual framework of the

operation.

The management plan includes the following :

What is the organization want to accomplish?

What are the day-to-day routine to keep the organization running?

What are the resources available to carry out management plan?

How does the management plan fit to achieve the vision and mission of

the organization ?

2.3 Objectives of the Management Plan

To provide a proper and systematic management system for the company.

To increase efficiency and effectiveness in all departments of the company

To minimize wastage of materials and promote a hardworking environment

among workers.

Steps of Management Plan

1. Strategic Plan

Involves research on the market for operational property asset accommodation. It

represent long term plan such as refurbishment or repositioning of the building as

well as analyzing market rental and capital values.

2. Technical Plan

Technical plans are annual plans which concerns the normal issues of

managing the property such as annual management report and annual budgeting.

2. Operational Plan

They represent short-term operational strategies for the building which includes

day-to-day routine issues concerning the management and maintenance of the

building.

Performance measurement

Property Management Framework

Strategic Management

Operational Management

Management

Environmenta

l

Financial

Management

Marketing&Leas

e management

Information

Management

Political/

Legal

economics

social/cultural

technology

Rents/return/funding Marketing

Tenancy

management

Rental of space

Research/

customer

feedback

Maintenance

Building

Security

Construction and engineering

Sewerage

Air-conditioning system

Plumbing

Lifts and escalator

Advertising & signage

Electrical

Cleanliness

Parking

2.4 SYSTEM USED TO MANAGE A MOSQUE

Mosques are administrated under the authority of State Islamic Council,

respectively (Ahmad et al., 2010). As an illustration, a mosque that is located in

Putrajaya will be under the authority of Department of Islamic Development Malaysia.

According to Jaafar et al., there are two teams involved in mosque management which

includes mosque’ organization committee and mosque’ officers. Mosque organization’s

committee plan and execute all activities in a mosque meanwhile mosque officers that

stands of inspectorate, Imam, preacher, muezzin and siak whose have been appointed

from council or Department of Islamic Affairs and been given allowances. These

officers only execute their own tasks which have been appointed by the Department of

Islamic Development Malaysia.

In Malaysia, there are two groups of people entrusted with the management of

state mosques. The first group consists of salaried individuals who are employed by the

government. These are the officers of the mosque. Generally, these officers are

appointed by the Department of Islamic Development Malaysia. The officers of state

mosques normally comprise the Imam Besar (Chief Cleric), the Imam (Cleric), the

Khatib (Friday sermon reader), the Bilal (caller to prayer) and the Siak (mosque keeper).

These officers, in general, perform only religious duties except for the Siak who looks

after the cleanliness of the mosque. Among others, the duties of these officers include

ensuring that programs and activities of the mosque are properly organized. The second

group is the mosque committee. Members of state mosque committees comprise of

religious officials as well as representatives from various government agencies.

In general, state mosques in Malaysia have no autonomy with regards to

managing their financial affairs. There are two sources of funds that state mosques

receive: allocation from the state government and public donations. The funds received

from the state government are mainly used for maintaining the mosques and to conduct

religious activities. The public donations are used to finance some religious and social

activities that are not funded by the government. Because the funds are derived from two

different sources, its administrative procedures pertaining to the funds also differ. The

state Islamic Religious Department is responsible for administering funds allocated by

the state government while the state mosque committee is responsible for managing

public donations. However, as Edwards (1990) suggested, given the limited funds that

religious organizations have it is very difficult to have appropriate segregation of duties

and a proper system of internal controls in such organizations. This may, in turn, lead to

misappropriation of funds.

In terms of facilities management, the Department of Islamic Development

Malaysia hires a contractor to manage the facilities and services such as housekeeping,

cleaning, lift, escalators, pest control, electrical, mechanical works and landscaping. The

contractor is able to hire a sub-contractor to manage the services.

3 PROPERTY MANAGEMENT

Property management is the operation, control and oversight of real estate as used in

its most broad terms. Management indicates a need to be cared for, monitored and

accountability given for its useful life and condition. This is more to the role of

management in any business.

Property management is also the management of personal property, equipment,

tooling and physical capital assets that are acquired and used to build, repair and

maintain end item deliverables. Property management includes the procedures,

frameworks and labor required to deal with the life cycle of all gained property as

characterized above including securing, control, responsibility, maintenance, support,

use and manner.

3.1 ROLES OF PROPERTY MANAGEMENT

Property Manager Job Duties:

Establishes rental rate by surveying local rental rates; calculating overhead costs,

depreciation, taxes, and profit goals.

Attracts tenants by advertising vacancies; obtaining referrals from current

tenants; explaining advantages of location and services; showing units.

Contracts with tenants by negotiating leases; collecting security deposit.

Accomplishes financial objectives by collecting rents; paying bills; forecasting

requirements; preparing an annual budget; scheduling expenditures; analyzing

variances; initiating corrective action.

Maintains property by investigating and resolving tenant complaints; enforcing

rules of occupancy; inspecting vacant units and completing repairs; planning

renovations; contracting with landscaping and snow removal services

Maintains building systems by contracting for maintenance services; supervising

repairs.

Secures property by contracting with security patrol service; installing and

maintaining security devices; establishing and enforcing precautionary policies

and procedures; responding to emergencies.

Enforces occupancy policies and procedures by confronting violators.

Prepares reports by collecting, analyzing, and summarizing data and trends.

Updates job knowledge by participating in educational opportunities; reading

professional publications; maintaining personal networks; participating in

professional organizations.

Accomplishes organization goals by accepting ownership for accomplishing new

and different requests; exploring opportunities to add value to job

accomplishments.

3.2 CRITERIA OF A GOOD PROPERTY MANAGER

A property manager needs to have a certain set of specific traits and other, harder-

to-define skills in order to be successful.

A property manager needs to be able to listen and communicate, as well as be

proactive and involved, current and knowledgeable. He or she should also be sensible

and resourceful, personable and articulate. At the end of the day however, most people

working in the management industry agree that the most fundamentally important trait

for a good property manager to possess is the ability to communicate and relate to

people.

1. Communication is Essential

Good communication is the grease in a building's wheels. It is the property

manager's duty to make sure everything runs smoothly, and that requires everyone

involved in the building to understand one another. Conflict is generally a result of

misunderstanding, often precipitated by a lack of or breakdown in communication. A

property manager needs to be able to see other peoples' perspectives, to hear what

they are saying, and to solve problems. The property manager needs to understand

and balance the views of multiple interested parties. According to Steven Gold of

New York City-based management company Hudson View Associates Inc., "It's

very important that a property manager is a good listener, who is detail-oriented and

follows up. Furthermore, a property manager must be able to listen, then understand

and interpret what he or she is being told by the unit owners [or shareholders], the

super, the board of directors, and so forth."

The property manager is the intermediary for everybody associated with the

building, so as Gold mentions, they need to be a good interpreter and show

diplomacy: listening, understanding, and translating messages between various

parties.

2. Knowledge

According to Cohen, the financial report should consist of a general ledger that

shows the projected versus the actual budget, as well as accounts payable status

reports on shareholders or unit owners. It should also include a check register

showing all money disbursed for the month, as well as copies of bills, bank

statements, checks, and a bank reconciliation. In short, the property manager should

provide the board with ALL financial information they require.

The second report should consist of all correspondence between management,

tenants/owners, the board, etc., and any other paperwork regarding the building's

operations. By keeping the board of directors updated monthly, the manager can see

to it that the board is informed and prepared, and, thus less likely to be caught

unawares by any unpleasant surprises.

In New York City, where laws are constantly changing and new laws are

constantly being created, a property manager needs to stay current and up-to-date

with emerging regulations. They need to be reading the newspapers, keeping an eye

out for new laws that may affect their building. Also, each manager needs to manage

approaching deadlines, (for inspections, just to name one example) and bring

pertinent information to the board's attention.

3. People First

The job of a property manager is a balancing act that requires the agent to

anticipate and handle the logistical issues of the building without losing sight of the

responsibilities to all the people of the building. With PDAs, cell phones, and e-mail,

a property manager is accessible nearly all of the time. According to Cohen, one of

the biggest complaints about property managers today is that they do not return

phone calls. They are in charge of supplies, finances, employees, professionals,

boilers, and a whole slew of responsibilities that require incredible organizational

and multi-tasking abilities, but ultimately, they must be adept at answering questions

and dealing with people.

According to Robin Habacht of Monticello Management in Leonia, New Jersey,

"Many homeowners [feel] that although their association is cared for, they as

individuals [have] no representation, no one to advocate for them within the

management company." As difficult as representing the board and the association

may be, a good property manager cannot lose sight of anyone.

4. Professional Decorum and Staffing

In addition to looking towards the future, a property manager must also be

physically present, visiting each building in their portfolio at least once or twice a

week—though not on a set visitation schedule. Managing the building's employees

means keeping them on their toes, and a flexible visitation schedule helps prevent a

building from falling into disarray during the periods when the staff knows that there

will be no pop-ins from a manager.

According to Gold, the manager must provide support to building supers and

staff. If a staffing relationship doesn't work however, says Gold, "A super fires

himself." It is the manager's job to assist the super, explain to them what needs to be

done, and provide enough time to handle things in an appropriate manner. In the end,

a property manager has to do what is best for the building and community as a

whole.

When dealing with professionals associated with running a building, such as

attorneys, accountants, or other service providers, a good manager must also act

professionally. Dealing with lawyers and accountants requires the same basic

interpersonal and communication skills needed to work with anyone, with an

understanding of exactly what duties a professional must perform.

In terms of accountants, by keeping the building finances in order and supplying

the board of directors with the financial reports on a monthly rather than yearly

basis, an organized property manager makes the accountant's task easier. Perhaps the

accountant comes in once a year, in April for a tax season audit. If the manager has

kept up with paperwork and has delivered it to the board, the necessary materials

will already be thorough and organized properly.

The responsibilities of the attorneys, on the other hand, include collecting arrears

and implementing the board's policies. By attending every board meeting, the

managing agent is better able to assist attorneys in doing their job.

Whether it be inspecting a boiler, informing the board of a new law, or even

making sure the board of directors have all necessary materials monthly, (especially

in the event of a new manager or management company taking over) a good property

manager's job is never done. If you have someone who can check the prices of oil or

gas against the budget, console a tenant with a sick cat, and mediate a disagreement

between two staff members, odds are you've got a keeper.

A good property manager has to be able to communicate and interact with a

variety of different people and personalities, while keeping all logistics in order. It is

a difficult job keeping a building's engine running 24 hours a day, seven days a

week.

4 Selection of Tenants

Selecting the perfect tenants for your property could prove to be quite tiring, but

having the wrong tenant for your property will be even more tiresome. Selecting the

wrong tenants may give you unnecessary problems like late payment of rent,

destruction of your properties, complaints from neighbours and so on. So, selecting

the right tenant is very important.

To avoid getting the wrong tenants, it is advisable to hire a professional estate agent.

Tell the estate agent what criteria you are looking for in a tenant and also other

important details like rent, rental period, responsibility of tenants and owner and so

on.

4.1 Selection of Tenants for mosque

The selection of tenants for the mosque is quite strict. To qualify as a tenant, they have

to fulfil a few criteria:

1. Must be a Bumiputera

2. Must be a muslim.

3. Must be renting for at least 3 years.

4. Must be selling halal product according to syariah law.

Type of Premises that are allowed:

1. Printing or Publishing

2. Apparel ordering / Tailor Shop

3. Stationery shop selling office Supplies, office accessories and books

4. Photography services

5. Clinic

People who are interested to rent the premise could apply through a series

of procedures. The form is attached in the appendix.

5 Building Services and Maintenance for Mosque

Giving a maintenance service at Mosque is important and require a supervision of

maintenance everyday as to ensure people use with a good, clean and comfortable

condition (Noorsaidi Mahat, 2015). One of the importance to maintains mosque are

a holy place of worship and for various religious activity, such as lecture, praying,

motivation and tutorial class related to Islamic religion. Thus the image of Mosque

should be aware by the maintenance department or property manager. The main

objective of a maintenance organization in a building to perverse the physical

condition of a building and also to reduce the cost of maintaining the property. This

purpose to ensure the mosque continue serving and to remain the value of property.

Service is an intangible commodity. That is, service are an example intangible

economic good. A service is an activity or benefit that one party can offer that

essentially intangible and does not result in ownership of anything. It production

may or not be tied to a physical product (Kotlar and Armstrong, 1991). Perhaps it is

more important to be aware of what your customers consider their definition of

service to be and how your business to fulfil that perception (Clarke, 2000)

This volume takes the user through the requirement of both service and

maintenance of mosque and assigns specific requirement for each. This include:

I) The structure for an Operations Manual :

Opening & closing requirements

Lighting and internal climate management

Sound management

Community information management

Access and use restrictions

Repair documentation

Document control

II) The structure for a Maintenance :

Internal & external cleaning

Landscape maintenance

Repair and general maintenance

Security

Sewerage

Air-conditioning service

Insurance

Plumbing

Advertising & signage

Pest control

IT equipment

Water features

5.1 Scope of Service for a Mosque

Mosque needs to procure services for continue survive and had some fund to

rolling the maintenance of mosque, a scope of services agreement helps define what

services that provided by mosque. Also called a scope of work, this is the document

of details when the services are required. Scope of services agreement is the

foundation of a services contract. Writing scope of services agreement gives clear

directions to the service provider before the work begins.

Every scope of services agreement should have a fixed duration. Include the

starting date and ending date for the services. These are often dates on which the

services provider completes specific tasks or delivers work products (Luther, 2015).

A scope of services may:

List the fullest range of services that may be provided, and then items are

struck through if they are not being provided within the fee.

Offer a tick box system to indicate whether services are being provided or

not.

Include a list specifically setting out services that will not be provided.

Provide options, such as; to ‘carry out’ services or to ‘organise’ them; to

provide cost consultancy services or not and so on.

Indicate the basis on which the services will be charged, for example, ‘T’

indicating time-based, or ‘LS’ indicating a lump sum fee.

5.2 Expenses Paid for Mosque

Expenses must reduce in value of an asset or property to generate revenue.

If the underlying asset is to be used over a long period of time, the expense takes

the form of depreciation. If the expense is for an immediately consumed item,

such as a salary, then it is usually charged to expense as incurred. If the

expenditure is for a minor amount that may not be consumed for a long period of

time, it is usually charged to expense at once, to eliminate the accounting staff

time that would otherwise be required to track it as an asset.

Expenses associated with the main activity of the business are referred to as

operating expenses. Expenses associated with a peripheral activity are non-

operating or other expenses.

Normally can claim expenses relating to mosque (special property) could

include:

Cleaning

Insurance

Utilities

Gas

Sewer

Security

PART B

6 INTRODUCTION OF TUANKU MIZAN ZAINAL ABIDIN MOSQUE

We chose Tuanku Mizan Zainal Abidin Mosque as our case study because it is related to our topic which is special property.

Special property is a property that is limited in use. There is no immediate demand on it. It has limited users and not everybody wants it or in other words, it is a one type of use or limited use.

A mosque is the building in which Muslims worship God. Throughout Islamic history, the mosque was the centre of the community and towns formed around this pivotal building. Nowadays, especially in Muslim countries mosques are found on nearly every street corner, making it is a simple matter for Muslims to attend the five daily prayers.

Mosques were initially meant for religious purposes, however, their functions have evolved over time. For example, after Prophet Muhammad(pbuh) established the Islamic state in Madinah, mosques not only functioned as places of worship but also as administrative centres. Although they no longer function in such a capacity, their role in shaping society continues. In Malaysia, for instance, a mosque serves as a vehicle for transforming governmental policies within the society.

Programs and activities with an Islamic input are carried out in mosques to instil and strengthen Islamic values among community members. Additionally, the proper management and supervision of mosques facilitates their services to the community. Generally, Malaysia’s mosques can be categorized as state, district, qaryah and private mosques. While it would be interesting to study each type, due to time and cost constraints we chose to study only the country’s state mosque which is Tuanku Mizan Zainal Abidin Mosque.

6.1 BACKGROUND OF TUANKU MIZAN ZAINAL ABIDIN MOSQUE

Tuanku Mizan Zainal Abidin Mosque or also known as Iron Mosque is the second principal mosque in Putrajaya, Malaysia after Putra Mosque. The Tunku Mizan Zainal Abidin Mosque is named in honour of the Seri Paduka Baginda Yang di-Pertuan Agong XIII, Al-Wathiqu Billah Tuanku Mizan Zainal Abidin Ibni Al-Marhum Sultan Mahmud Al-Muktafi Billah Shah, the King of Malaysia. Construction of this magnificent mosque began on the 5th April 2004 and was handed over to the custodianship of the Department of Islamic Development of Malaysia (Jakim) on the 19th August 2009. It was officially opened by the 13th Yang di-Pertuan Agong, Tuanku Mizan Zainal Abidin on 11 June 2010.

It is located in Precinct 3, Putrajaya opposite the “Palace of Justice”, the impressive home of the Judiciary. The location of the mosque is strategic and interesting, next to Lake Putrajaya and is expected to become a huge attraction for local and international visitors. The lighting design of the building and its reflection on the still waters of the lake, especially at night, will make a beautiful vista providing respite for those in search of peace and tranquillity.

The Tunku Mizan Zainal Abidin Mosque will be able to accommodate 20,000 pilgrims and workshipers at any given time that will provide a safe and comfortable place of worship for the local community and international visitors too. It is also hoped that the mosque will play a role in the evangelization of Islam and become an Islamic tourist destination as well.

The mosque which is built at a cost of RM200 millio is the only built from 6000 tonnes of steel 70% of the structure, with the remainder of the construction composed of concrete. The main features are the Mosque Building itself and the Kiblat Walk that is a walkway that connects the Putrajaya Administration Complex (PJC) with the Tuanku Mizan Zainal Abidin Mosque.

The mosque was built to cater to approximately 24,000 residents including the government servants working around the city center as well as areas within Precincts 2, 3, 4 and 18. Tuanku Mizan Zainal Abidin Mosque’s area is twice that of Putra Mosque which is located 2.2 kilometres north.

6.2 OBJECTIVES OF TUANKU MIZAN ZAINAL ABIDIN MOSQUE

A mosque is a house of prayer, and a place of prostration. It is a building designed and built specifically for the worship of Allah. It is where Muslims stand shoulder to shoulder, united in their love for God and their desire to please Him.

The objective is to make Tunku Mizan Zainal Abidin Mosque as a model of integrity management institutions, worship, knowledge dissemination, social and solidarity to the mosque in Malaysia and the world.

Besides that, it is for designing and implementing management of Tuanku Mizan Zainal Abidin Mosque in the terms of Fardhu Ain and Fardhu Kifayah.

6.3 PRODUCT AND SERVICES

Tuanku Mizan Zainal Abidin Mosque has provided a few types of services:-

funeral services daily prayer marriage or nikah educational services shop lots.

7 Introduction to our Property Management Company

7.1 Company Profile

History

Mega Corporation Sdn.Bhd has been established as a real estate company in

West, Malaysia. Our traditional business model is based on the accomplishment of

properties in the real estate markets in Malaysia. Mega Corporation Sdn.Bhd was

formed in 2012 with one purpose in mind to competently integrate under one roof the

various disciplines of:

Property Valuation

Research & Advisory

Real Estate Agency

Property & Facilities Management

Project Management

Investment Consultancy

At Mega Corporation Sdn.Bhd, we strongly believe in total commitment to our

clients whether corporate or individual. Since inception, we have been actively involved

in the marketing of all types of properties including residential, industrial, commercial,

development land and projects.

Based on the decision of the company to diversify our properties we have now

established this corporation in Singapore and Brunei. The revenues of our company are

expected to be nearly RM50, 000 per month depending on the variables that are factored

in with investments in the real estate industry. There is a great need for certified or

official bank checks in the future to deal with some real estate transactions. In addition

to real estate investments, the company has invested portions of its assets in the purchase

and sale of securities such as stocks and bonds as well as Forex trading on global

markets

7.1.1 Company Information

Company Name: Mega Corporation Sdn Bhd

Head Office Address: Level 8, Menara Liberty, Jalan Sultan Ismail, 50250 Kuala Lumpur, Malaysia.

Email Address: megacorporation@mega.com

Website: www.megacorporation.com

Telephone :+60 (03) – 8949 9399

Helpdesk: +60 (03) – 8949 9399

Fax: +60 (03) – 8940 5398

7.1.2 Location of the Company

Figure 1: Location of Mega Corporation Sdn.Bhd

7.1.3 Objective of the Company

Purpose

To be a leader in the real estate industry by providing enhanced services, relationship

and profitability.

Vision

To provide quality services that exceeds the expectations of our esteemed customers.

Mission

Continue operating as an owner-operator company in various aspects of the real

estate industry, by providing creative solutions for its clients to maximize profits.

To build long term relationships with our customers and clients by providing the

most professional, informative, loyal and dedicated service in the industry. The

best interests of our clients will always come first and we will place the clients'

concerns ahead of our own in each and every transaction, as we are dedicated to

the development of long-term client relationships.

To be the best, full-service Real Estate company in the Triangle and to enhance

our quality of life through active community involvement.

Objectives

Regional expansion in the field of property management and develop a strong

base of key customers.

Increase the assets and investments of the company to support the development

of services.

To build good reputation in the field of real estate and property management and

become a key player in the industry.

Promote and maintain the highest standard of conduct in the transaction of the

Real Estate Profession as expressed in the Code of Ethics adopted by this

Association and to enforce the Code among its members in their dealings with

one another and the public.

7.1.4 Organizational Charts

MR.JOSHUA FRANCIS LUAN

MR. MUHAMMAD HILMI FIKRI

MS.NURUL AFIQAH MR.MUHAMAD SAFIQ MS.NUR ANISAH

MS.NUR FARAHANA MS.NADIA

Board of Directors

Chief Executive Officer

President

Business Development Service Manager

Human Resource & Admin Director

Projects Development Director

Investment & Placement Director

Finance & IT Director

7.2 Scope of Work of Property Manager

Corporation conducts real estate marketing as well as real estate consulting. The

company undertakes all maintenance duties for real estate facilities and organizations

and conducts all the security and surveillance for the properties.

The scope of services provided by Mega Corporation Sdn Bhd in respect of the

management of the building facilities are as follow:

7.2.1 Building Management and Maintenance

Advise the Client on all property matters including management, operations and

maintenance of the Facilities and Common Property.

Instruct and supervise all workers including specialists and sub-contractors in

carrying out servicing, repairs and other works for proper maintenance of the

fixtures and fittings in the Common Property and whenever necessary prepare

specifications and inspection of the aforesaid work whilst the work is being

carried out as well as after completion of the same.

To advise, assist and facilitate unit owners on approved renovation, design and

improvement works to their parcels subject to the Client written approval of the

renovations and/or improvement works.

Ensure proper record relating to maintenance services is kept and available for

inspection by the Client or any authorized officers or auditors at all reasonable

times.

Liaise with the local authorities on the matters relating to the management or

maintenance of or repairs to the property.

Deal with all enquiries, complaints, reports and correspondence relating to the

management services and to keep the Client informed.

Provide the Client with maintenance report on the scheduled and non-scheduled

maintenance work of the Common Property on a monthly basis based on an

agreed format.

Assist the Client in drawing up and enforcing house rules in governing the use of

the property.

Give notices to any person on the said property so as to have him comply with or

remedy a breach of any of the house rules.

7.2.2 Staffing & Employment

To perform the management services for the common property in a proper and

business-like manner and in accordance with good management practice.

Appoint on behalf of and the expense of the Client, such site staff such as

building supervisor, administrative clerk, technician and handyman on the day to

day operation of the property.

Employment of specialist service contractors will be made on behalf of and the

expense of the Client to undertake the services pertinent to the property. All

contracts in this respect will be subject to a tender exercise.

7.2.3 Financial Management and Legal Matters

Billing and collection of service charge, sinking fund and other charges

Issue invoices to all proprietor at specific intervals for service charges,

water, sinking fund, etc due in respect of the property and receive such

payments from the proprietor.

Bank in all payments from the proprietors into an independent trust

account control by the Client. With the Client's approval, deposit all

sinking fund collections in an interest bearing account for the benefit of

the proprietors of the common property.

Submit the following monthly reports:

Summary of service charges, water, sinking fund, etc due

List of outstanding service charges, water and sinking fund

List of payment to contractors

Statement of petty cash

Income and Expenditure report will be submitted at the end of each

financial year and will be audited annually.

To provide a list of defaulters to the Client with recommendations on actions in

respect of tenants/occupants that are in arrears.

Check through all invoices and upon certification, make payments for all

expenses in respect of outgoings including any cost of repairs upon receipt of

funds from the Client.

Certify and keep proper records and account of all monies collected and

expended or outstanding or accruing in respect of the management and

maintenance of the said property and ensure that such records and books of

account are made available at all reasonable times for inspection by the Client.

The Company will hold a petty cash float of RM 1,000.00 for miscellaneous

maintenance works. A statement of accounts to be supported by original official

receipts, are to be submitted to the Client for the claim reimbursements.

Liaise with auditors to have the accounts audited yearly as required by law.

Subject to the written approval from the Client, a demand letter to recover and

receive from every parcel unit owner or any other person liable to pay the same

all service/maintenance charges, rents, deposits, fines and any other casual

emoluments.

Subject to the written approval from the Client, notices will be given or to

institute any actions or legal proceedings or submit to arbitration any issue in

relating to the Developer's rights in the Common Property or management of the

Common Property.

7.2.4 Risk and Insurance Management

To advise the Client on the exposure of risk and the types of insurance policies

required for the management of the property.

Administer all claims permissible by the policies

Negotiate on the Client behalf on the terms of coverage and secure the lowest

premium possible.

1.1 Current Service Provider

CATEGORY COMPANY NAME AREA

Security Services Asas Security Service Sdn Bhd Selangor

Kawalan Keselamatan Sentral Sdn Bhd Selangor

KPD Security Sdn Bhd Selangor

Olinus Security Service Sdn Bhd Kuala Lumpur

Progressive Security Service Sdn Bhd Kuala Lumpur

Cleaning Services SPS Facility Servide Sdn Bhd Selangor

Qatisha Enterprice Selangor

New Tech Cleaning & Maintenance Service Sdn Bhd Selangor

Penpro (M) Sdn Bhd Kuala Lumpur

Landscape Services Agro Fresh Land Sdn Bhd Selangor

Mercu Serantau Sdn Bhd Selangor

New Tech Cleaning & Maintenance Service Sdn Bhd Selangor

Greenlife Landscape Sdn Bhd Kuala Lumpur

WC Landscape & Services Kuala Lumpur

Pest Control Services Metro Jaya Pest Control (M) Sdn Bhd Selangor

New Tech Pest Control Sdn Bhd Selangor

Metro Jaya Pest Control (M) Sdn Bhd Selangor

Swastia Pest Services Kuala Lumpur

Rentokil Initial (M) Sdn Bhd Kuala Lumpur

Swimming Pool Services Sea Pool Service Sdn Bhd Kuala Lumpur

Photostate Machines Docu Solution Sdn Bhd Selangor

Citi Business (M) Sdn Bhd Selangor

Docu Solution Sdn Bhd Selangor

Varsha Niaga Sdn Bhd Kuala Lumpur

Vcopier Sales & Service Sdn Bhd Kuala Lumpur

Elevator & Lift Otis Elevator Company (M) Sdn Bhd Kuala Lumpur

Ryoden (Malaysia) Sdn Bhd Kuala Lumpur

AM-Advance Elevator (M) Sdn Bhd Kuala Lumpur

Hygiene Rentolil Initial (M) Sdn Bhd Kuala Lumpur

Refuse Collection Syarikat Indah Bersih Sdn Bhd Kuala Lumpur

Water Treatment Service Witco Chemical (M) Sdn Bhd Kuala Lumpur

7.3 Taking Over Process

Property Management Proposal

Prepared for Jabatan Kemajuan Islam Malaysia (JAKIM)

By Joshua Francis Luan

MEGA Corporation Sdn. Bhd.

Cover LetterDear Mr. Hafizan Ibrahim,

Almost every real estate investor desires a satisfactory income from their properties

without the inconvenience of having to manage and attend to it.

At MEGA Corporation we offer our expertise and personalized techniques of managing

your property. Our management concept is founded on professionalism, integrity,

accountability, and quality service that guarantees the maximum return from your

investment, while maintaining your property at the highest standards to attract the best

tenants possible.

MEGA Corporation offers leasing and property management services for residential and

commercial properties in Shah Alam, Kajang, Putrajaya and Kuala Lumpur. Our

Company has 10 years experience in the property management business. We are a full-

service property management company, providing rental property supervision and

management, from rent collection, tenant relations, evictions and mortgage and bill

payments to disaster protection and property maintenance, etc. We will eliminate your

headaches that come from being a landlord.

We will gladly submit a free quotation for the management of your real estate property.

Below you will find a list of our clients for your reference.

Sincerely,

Francis Luan

MEGA Corporation

+60122871089

1. Executive Summary

Mission Statement

MEGA Corporation manages your Real Estate Properties.

Our Mission: Maximizing Client income by applying exceptional Real Estate Property

Management skills, while ensuring Tenant satisfaction by adopting first rate property

maintenance.

The Headache:

All Real Estate Investors have 4 major concerns:

Maximizing Earnings while Minimizing Expenses

Timely and Proper Rental Collections and Payables Disbursement

Up to Date Reporting and Complete Accountability

Regular and Complete Real Estate Maintenance

The Answer:

Take the headaches of property management away by hiring us- the experts, then sit

back and enjoy your well-deserved profits.

MEGA Corporation website will provide your vacant property with continuous

quality exposure. We have been informed that there are vacant shop lots in Tuanku

Mizan Zainal Abidin mosque. By using innovative marketing and advertising techniques

we will fill out vacant spaces with qualified tenants fast. We take great care throughout

the tenant qualification and selection process. Our streamlined operations system

eliminates unnecessary costs and wastage. We have a stringent selection process for all

suppliers and service providers in place.

We have an automated Collections and Disbursement system that takes care of

the revenue flow of the property; all entries are also checked by our auditor monthly. We

have also engaged the services of an external auditor that inspects our books quarterly.

Everything is documented intimately in user friendly forms and documents that are open

for inspection by property owners and their representatives.

We employ professional maintenance people to care for all properties under our

management.

Our dedicated staffs are knowledgeable on all aspects of real estate property

maintenance and supervision. We have contingency plans for all risks and disaster

related incidents in place.

We safeguard your investment by keeping your property attractive through

painstakingly detailed maintenance, attention to the Cost to Benefit Ratio and practicing

regular inspections in order to prevent rather than fix problems.

We will be honored to manage your real estate properties for you.

2. Company ProfileCompany Information

Company Name: MEGA Corporation

Head Office Address: Level 8, Menara Liberty, Jalan Sultan Ismail, 50250 Kuala

Lumpur, Malaysia.

Email Address: megacorporation@mega.com

Website: www.megacorporation.com

Telephone :+60 (03) – 8949 9399

Helpdesk: +60 (03) – 8949 9399

Fax: +60 (03) – 8940 5398

References

1. Name: PUSRAWI Hospital and Hotel Putra, Jalan Tun Razak, Kuala Lumpur

Contact Information: +603 26165442

2. Name: Etiqa Twins

Contact Information: Mr Yap Kong Sen

Tel. No: +603 2691 9922

3. Name: JMB Kelana Business Centre

Contact Information: +603 80114469

Awards & Recognitions Earned

1. South East Asia Property Awards: Best Property Consultancy Date Received: 2011

2. South East Asia Property Awards: Best Property Consultancy Date Received: 2013-

2014

3. Asia Pacific Property Awards: Best Property Consultancy Date Received: 2013-2014

License & Permits

1. Board of Valuers, Appraisers and Estate Agents Malaysia: Registration No: VE (1)

0211)

3. CostsDetailed Estimation

5.0% of the gross annual rent on the first RM 30,000.

3.0% of the gross annual rent on the residue up to RM 100,000.

2.0% of the gross annual rent on the residue over RM 100,000.

No additional charges for regular evictions, however additional legal fees, court charges

and expenses will apply.

4. Property Management Agreement

THIS PROPERTY MANAGEMENT AGREEMENT is entered into on 31 January 2016

By and Between: Jabatan Kemajuan Islam Malaysia (JAKIM) hereinafter referred to as

the “OWNER”, and MEGA Corporation hereinafter referred to as the “MANAGER.”

PARTICULARS

WHEREAS The OWNER is the duly registered and lawful owner of the Real Estate

Property for lease hereunder described as follows:

Lot Area: 4.0 hectares

Building(s): Mosque

Floor Area: 1.4 hectares

Location: Presint 3, Pusat Pentadbiran Kerajaan Persekutuan, 62100, Putrajaya

WHEREAS the MANAGER is a duly and registered licensed Property Management

company;

WHEREAS the MANAGER agrees to manage the above mentioned property for the

OWNER;

NOW THEREFORE both parties bind themselves and agree as follows:

1. DUTIES AND AUTHORITY OF THE MANAGER

1.1 General Duties and Authority

MANAGER shall have the sole and exclusive duty and authority to fully manage the

Property and supervise and direct the business and affairs associated or related to the

daily operation thereof, to collect on behalf of OWNER all revenues related to the

Property, to pay on behalf of

OWNER all expenses of the Property (including payment of all debt service to the

mortgage lender with respect to the Property if any) and to execute on behalf of

OWNER such documents and instruments as, in the sole judgment of MANAGER, are

reasonably necessary or advisable under the circumstances in order to fulfill

MANAGER's duties hereunder. Such duties and authority shall include, without

limitation, those set forth below.

1.2 Renting Of The Property

MANAGER shall establish policies and procedures for the marketing activities for the

Property, and shall advertise the Property through such media as MANAGER deems

advisable, including, without limitation, advertising with the Yellow Pages.

MANAGER's marketing activities for the

Property shall be consistent with the scope and quality implemented by MANAGER at

any other properties managed by MANAGER. MANAGER may jointly advertise the

Property with other properties owned or managed by MANAGER.

1.3 Repair, Maintenance and Improvements

MANAGER shall make, execute, supervise and have control over the making and

executing of all decisions concerning the acquisition of furniture, fixtures and supplies

for the Property, and may purchase, lease or otherwise acquire the same on behalf of

OWNER. MANAGER shall make and execute, or supervise and have control over the

making and executing of all decisions concerning the maintenance, repair, and

landscaping of the Property. MANAGER shall, on behalf of OWNER, negotiate and

contract for and supervise the installation of all capital improvements related to the

Property; provided, however, that MANAGER agrees to secure the prior written

approval of OWNER on all such expenditures, except monthly or recurring operating

charges and/or emergency repairs if in the opinion of MANAGER such emergency

related expenditures are necessary to protect the Property from damage.

1.4 Personnel

MANAGER shall select all vendors, suppliers, contractors, subcontractors and

employees with respect to the Property and shall hire, discharge and supervise all labor

and employees required for the operation and maintenance of the Property. Any

employees so hired shall be employees of MANAGER, and shall be carried on the

payroll of MANAGER. Employees may include, but need not be limited to, on-site

resident managers, on-site assistant managers, and relief managers located, rendering

services, or performing activities on the Property in connection with its operation and

management. MANAGER shall be responsible for all legal and insurance requirements

relating to its employees.

1.5 Service Agreements

MANAGER shall negotiate and execute on behalf of OWNER such agreements which

MANAGER deems necessary or advisable for the furnishing of utilities, services,

concessions and supplies, for the maintenance, repair and operation of the Property and

such other agreements which may benefit the Property or be incidental to the matters for

which MANAGER is responsible hereunder.

1.6 Regulations and Permits

MANAGER shall comply in all respects with any statute, ordinance, law, rule,

regulation or order of any governmental or regulatory body, having jurisdiction over the

Property, respecting the use of the Property or the maintenance or operation thereof, the

non-compliance with which could reasonably be expected to have a material adverse

effect on OWNER or the Property.

MANAGER shall apply for and obtain and maintain, on behalf of OWNER, all licenses

and permits required or advisable in connection with the management and operation of

the Property.

1.7 Records and Reports of Disbursements and Collections

MANAGER shall establish, supervise, direct and maintain the operation of a system of

record keeping and bookkeeping with respect to all receipts and disbursements in

connection with the management and operation of the Property. The books, records and

accounts shall be maintained at the MANAGER's office or at OWNER's office, or at

such other location as

MANAGER and OWNER shall determine, and shall be available and open to

examination and audit quarterly by OWNER, or its representatives. On or before sixty

(60) days after the close of each quarter, MANAGER shall cause to be prepared and

delivered to OWNER a monthly statement on a per-Property basis, of receipts, expenses

and charges, together with a statement, on a per-Property basis, of the disbursements

made by MANAGER during such period on OWNER's behalf.

1.8 Collection

MANAGER shall be responsible for the Billing and Collection of all Accounts

Receivable and for payment of all Accounts Payable with respect to the Property and

shall be responsible for establishing policies and procedures to minimize the amount of

bad debts.

1.9 Legal Actions

MANAGER shall cause to be instituted, on behalf and in its name or in the name of

OWNER as appropriate, any and all legal actions or proceedings MANAGER deems

necessary or advisable to collect charges, rent or other income due to OWNER with

respect to the Property and to oust or dispossess Owners or other persons unlawfully in

possession under any lease, license, concession agreement or otherwise, and to collect

damages for breach thereof or default thereunder by such Owner, licensee,

concessionaire or occupant.

1.10 Insurance

MANAGER shall obtain and maintain in full force and effect the insurance with respect

to the Property and the operation of OWNER's and MANAGER's business operations

thereat, and MANAGER's employees, as required by law.

1.11 Taxes

During the term of this Agreement, MANAGER shall pay on behalf of OWNER, prior

to delinquency, all real estate taxes, personal property taxes, and all other taxes assessed

to, or levied upon, the Property. If required by the holder of any note secured by the

Property,

MANAGER will set aside, from OWNER's funds, a reserve from each month's rent and

other income collected, in an amount required by said holder for purposes of payment of

real property taxes.

1.12 Limitations on Manager Authority

Notwithstanding anything to the contrary set forth in this Section 1, Manager shall not,

without obtaining the prior written consent of Owner:

1.12.1 Rent storage space in the Property by written lease or agreement for a stated term

in excess of one year unless such lease or agreement is terminable by the giving of not

more than thirty (30) days written notice;

1.12.2 Alter the building or other structures of the Property;

1.12.3 Make any other agreements which exceed a term of one year and are not

terminable on thirty day's notice at the will of Owner, without penalty, payment or

surcharge;

1.12.4 Act in violation of any Law, or

1.12.5 Violate any term or condition of the Loan Documents if any.

1.13 Deposit of Gross Revenues

All Gross Revenues shall be deposited into a bank account maintained by MANAGER

for the benefit of the OWNER. Gross Revenues of the OWNER shall be applied first to

the repayment of OWNER’s senior debt with respect to the Property, and then to

MANAGER in reimbursement

of expenses and for Management Fees as provided under Section 3 below.

1.14 Obligations under Loan Documents and other Material Contracts

MANAGER shall take such actions as are necessary or appropriate under the

circumstances to ensure that OWNER is in compliance with the terms of the Loan

Documents and any other

Material Agreement relating to the Property to which OWNER is a party. Nothing

herein contained shall be deemed to obligate MANAGER to fund from its own resources

any payments owed by OWNER under the Loan Documents or otherwise be deemed to

make MANAGER a direct obligor under the Loan Documents, except as may otherwise

be expressly provided therein.

2. DUTIES OF OWNER

OWNER shall cooperate with MANAGER in the performance of MANAGER's duties

under this

Agreement and to that end, upon the request of Manager, to provide, at such rental

charges, if any, as are deemed appropriate, reasonable office space for MANAGER’s

employees on the premises of the Property and to give MANAGER access to all files,

books and records of OWNER relevant to the Property. OWNER shall not unreasonably

withhold or delay any consent or authorization to MANAGER required or appropriate

under this Agreement.

3. COMPENSATION OF MANAGER

3.1 Reimbursement of Expenses

MANAGER shall be entitled to reimbursement, on a monthly basis, for all out-of-pocket

reasonable and customary expenses actually incurred by MANAGER in the discharge of

its duties hereunder. Such reimbursement shall be the obligation of OWNER, whether or

not Gross

Revenues are sufficient to pay such amounts.

3.2 Management Fee

OWNER shall pay to MANAGER as the full amount due for the services herein

provided a

Monthly Service Fee (the "Management Fee") which shall be 5%) of the Property's

Gross Revenue, plus an annual incentive fee (RM50,000) at each fiscal year ending,

based upon the performance of the Property. For purposes of this Agreement, the term

"Gross Revenue" shall mean all receipts (excluding security deposits unless and until

OWNER recognizes the same as income) of MANAGER or OWNER (whether or not

received by MANAGER on behalf or for the account of OWNER) arising from the

operation of OWNER 's business at the Property, including without limitation, rental

payments of self-storage customers at the Property, vending machine or concessionaire

revenues, maintenance charges, if any, paid by the Owners of the Property in addition to

basic rent and parking fees, if any. Gross Revenue shall be determined on a cash basis.

The Management Fee shall be paid promptly, in arrears, within thirty (30) days of

OWNER 's receipt of the invoice therefor, which invoice shall be sent from MANAGER

to OWNER following the end of each calendar month. Such invoice shall be itemized

and shall include reasonable detail. Except as provided in this Section 3, it is further

understood and agreed that MANAGER shall not be entitled to additional compensation

of any kind in connection with the performance by it of its duties under this Agreement.

3.3 Inspection of Books and Records

OWNER shall have the right, upon prior reasonable notice to MANAGER, to inspect

MANAGER's books and records with respect to the Property, to assure that proper fees

and charges are assessed hereunder. MANAGER shall cooperate with any such

inspection.

OWNER shall bear the cost of any such inspection; provided, however, that if it is

ascertained that MANAGER has overcharged OWNER by more than 3.5% in any given

month, the cost of such inspection shall be borne by MANAGER. MANAGER shall

promptly reimburse OWNER for any overpayment.

4. DEFAULT; TERMINATION

4.1 Any material failure by MANAGER or OWNER (a "Defaulting Party") to perform

their respective duties or obligations hereunder (other than a default by OWNER under

Section 3 of this Agreement), which material failure is not cured within thirty (30)

calendar days after receipt of written notice of such failure from the non-defaulting

party, shall constitute an event of default hereunder; provided, however, the foregoing

shall not constitute an event of default hereunder in the event the Defaulting Party

commences cure of such material failure within such thirty (30) day period and

diligently prosecutes the cure of such material failure thereafter but in no event shall

such extended cure period exceed ninety (90) days from the date of receipt by the non

defaulting party of written notice of such material default; In addition, following notice

to MANAGER of the existence of any such material failure by MANAGER, OWNER

shall each have the right to cure any such material failure by MANAGER, and any sums

so expended in curing shall be owed by MANAGER to such curing party and may be

offset against any sums owed to MANAGER under this Agreement.

4.2 Any material failure by OWNER to perform its duties or obligations under Section

3, which material failure is not cured within ten (10) calendar days after receipt of

written notice of such failure from MANAGER, shall constitute an event of default

hereunder.

4.3 OWNER shall have the right to terminate this Agreement, with or without cause, by

giving not less than thirty (30) days' written notice to MANAGER pursuant to Section

10 hereof.

MANAGER shall have the right to terminate this Agreement, with or without cause, by

giving not less than ninety (90) days' written notice to OWNER pursuant to Section 10

hereof.

4.4 Upon termination of this Agreement, MANAGER shall promptly return to OWNER

all monies, books, records and other materials held by MANAGER for or on behalf of

OWNER and shall otherwise cooperate with OWNER to promote and ensure a smooth

transition to the new manager and MANAGER shall be entitled to receive its

Management Fee and reimbursement of expenses through the effective date of such

termination, including the reimbursement of any prepaid expenses for periods beyond

the date of termination.

5. INDEMNIFICATION

MANAGER hereby agrees to indemnify, defend and hold OWNER, all persons and

companies affiliated with OWNER, and all officers, shareholders, directors, employees

and agents of

OWNER and of any affiliated companies or persons (collectively, the "Indemnified

Persons") harmless from any and all costs, expenses, attorneys' fees, suits, liabilities,

judgments, damages, and claims in connection with the management of the Property and

operations thereon (including the loss of use thereof following any damage, injury or

destruction), arising from any cause or matter whatsoever, including, without limitation,

any environmental condition or matter, except to the extent attributable to the willful

misconduct or gross negligence on the part of the Indemnified Persons.

6. ASSIGNMENT

MANAGER shall not assign this Agreement to any party without the consent of

OWNER.

7. STANDARD FOR PROPERTY MANAGER'S RESPONSIBILITY

MANAGER agrees that it will perform its obligations hereunder according to Industry

Standards, in good faith, and in a commercially reasonable manner.

8. TERM; SCOPE

Subject to the provisions hereof, this Agreement shall have an initial term of

5 years commencing on the date hereof 31 of January, 2015 and ending on

31 of December, 2019.

9. HEADINGS

The headings contained herein are for convenience of reference only and are not

intended to define, limit or describe the scope or intent of any provision of this

Agreement.

10. NOTICES

Any notice required or permitted herein shall be in writing and shall be personally

delivered or mailed first class postage prepaid or delivered by an overnight delivery

service to the respective addresses of the parties set forth above on the first page of this

Agreement, or to such other address as any party may give to the other in writing. Any

notice required by this Agreement will be deemed to have been given when personally

served or one day after delivery to an overnight delivery service or five days after

deposit in the first class mail.

11. SEVERABILITY

Should any term or provision hereof be deemed invalid, void or unenforceable either in

its entirety or in a particular application, the remainder of this Agreement shall

nonetheless remain in full force and effect and, if the subject term or provision is

deemed to be invalid, void or unenforceable only with respect to a particular application,

such term or provision shall remain in full force and effect with respect to all other

applications.

12. SUCCESSORS

This Agreement shall be binding upon and inure to the benefit of the respective parties

hereto and their permitted assigns and successors in interest.

13. ATTORNEYS' FEES

If it shall become necessary for any party hereto to engage attorneys to institute legal

action for the purpose of enforcing their respective rights hereunder or for the purpose of

defending legal action brought by the other party hereto, the party or parties prevailing

in such litigation shall be entitled to receive all costs, expenses and fees (including

reasonable attorneys' fees) incurred by it in such litigation (including appeals).

14. COUNTERPARTS

This Agreement may be executed in one or more counterparts, each of which shall be

deemed an original, but all of which together shall constitute one and the same

instrument.

15. AMENDMENT AND SUPPLEMENT

Any amendment and supplement to this Agreement shall come into force only after a

written agreement is signed by both parties seven (7) days before the start of

management. The amendment and supplement duly executed by both parties shall be

part of this Agreement and shall have the same legal effect as this Agreement.

16. GOVERNING LAW

This Agreement shall be governed by and construed in accordance with the laws of

Malaysia.

IN WITNESS THEREOF the parties hereto have caused this Agreement to be duly

executed on their behalf by a duly authorized representative as of the date first set forth

above.

_______________________

Mr. Hafizan Ibrahim

Head of Management Department,

Jabatan Kemajuan Islam Malaysia (JAKIM)

_______________________

Mr. Francis Luan,

President,

MEGA Corporation

7.4 CHECKLIST OF INFORMATION DURING TAKING OVER PROCESS

The taking over process includes a checklist of information a property manager requires

from the owner with all data necessary for the efficient operation of property. The

following are the data should be provided from the previous facility manager.

1. Complete list of consultants, contractors and suppliers who are involved in the construction and services of the building and their respective addresses, contact persons and telephone number.

FAH Global Perkhidmatan Penyelenggaraan landskap

Bina Permata Perkhidmatan Kebersihan

Golden Hill Village Sdn Bhd Memasang mangkuk tandas wanita

SS Pest Control Perkhidmatan Pest Control

Sri J Flower Menanggal tile

Otis Elevator Penyelenggaraan Lift & Eskalator

SS Pest Control Perkhidmatan Pest Control

Fire Fighter Service & Maintain Protection System

Mega Synergy Check & repair sound

Otis Elevator Penyelenggaraan Lift & Eskalator

Bina Permata Perkhidmatan Kebersihan

Table 1: List of contractors and suppliers of Tuanku Mizan Zainal Abidin Mosque

Source: Facility Manager Gumi Asli Elektrikal Sdn. Bhd.

1. A complete set of approved building plan and as built plans relating to the building and mechanical and electrical installations.

The complete set of approved building plan and floor plans have been inserted in appendix. (Refer appendix ).

2. Individual tenant on shop lots.

The tenants in Tuanku Mizan Zainal Abidin Mosque are inserted in the

Appendix through the tenant survey.

3. Detailed budget of current year and breakdown of expenses incurred to

date.

Date Received

Date Submit To HQ

Description Amount Status

1 November FAH Global 22.11.2013 Perkhidmatan Penyelenggaraan landskap RM4,500

Bina Permata 5.12.2013 Perkhidmatan Kebersihan RM40,000

Golden Hill Village Sdn Bhd

Memasang mangkuk tandas wanita RM700

2 Disember FAH Global 24.12.2013 Perkhidmatan Penyelenggaraan landskap RM4500

Bina Permata 30.12.2013 30.12.2013 16.01.2014 21.01.2014 Perkhidmatan Kebersihan RM40,000

SS Pest Control 26.12.2013 21.01.2014 Perkhidmatan Pest Control RM1500

Sri J Flower 26.12.2013 Menanggal tile RM50,000

Fire Fighter 13.01.2014 21.01.2014 Servis,Test & Maintain RM1,000

FAH Global 27.01.2014 Perkhidmatan Penyelenggaraan landskap RM4,500

3 Januari Otis Elevator 6.12.2013 6.12.2013 16.01.2014 21.01.2014 Penyelenggaraan Lift & Eskalator RM6,427

SS Pest Control 13.01.2014 Perkhidmatan Pest Control RM2,700

FAH Global 24.01.2014 27.01.2014 04.02.2014 14.02.2014 Perkhidmatan Penyelenggaraan landskap RM8,500

Abdul Aziz Othman 13.01.2014 04.02.2014 14.02.2014 Kerja-kerja memasang mangkuk tandas RM750

Abdul Aziz Othman 13.01.2014 04.02.2014 14.02.2014 Kerja pembaikan paip ABS RM2,480

Bina Permata 24.01.2014 27.01.2014 04.02.2014 14.02.2014 Perkhidmatan Kebersihan RM40,000 Jan

4 Februari SS Pest Control 4.02.2014 7.02.2014 27.2.2014 Perkhidmatan Pest Control RM1,200

Otis Elevator 12.2.2014 12.2.2014 23.4.2014 30.04.2014 Penyelenggaraan Lift & Eskalator RM5,500 Feb-April

Bina Permata 28.02.2014 2.03.2014 26.03.2014 26.03.2014 Perkhidmatan Kebersihan RM40,000 Feb

SS Pest Control 18.3.2014 18.3.2014 26.3.2014 2.03.2014 Perkhidmatan Pest Control RM1,200 Feb

Fire Fighter 27.2.2014 27.2.2014 26.3.2014 26.3.2014 Service & Maintain Protection System RM500 Feb

5 March Abdul Aziz Othman 24.03.2014 1.04.2014 23.04.2014 Kerja-kerja membekal & memasang tile RM65,422 1400 KEPING

Fire Fighter 15.03.2014 26.03.2014 23.04.2014 30.04.2014 Service & Maintain Protection System RM500 March

SS Pest Control 26.3.2014 26.03.2014 23.4.2014 Perkhidmatan Pest Control RM1200 March

Mega Synergy 3.3.2014 4.03.2014 20.03.2014 26.3.2014 Check & repair sound RM2900

Bina Permata 7.4.2014 7.04.2014 23.4.2014 Perkhidmatan Kebersihan RM40,000 March

6 April Abdul Aziz Othman 3.04.2014 8.04.2014 23.04.2014 Kerja-kerja membekal & memasang tile RM23,365 500 Keping

Bina Permata 7.04.2014 7.04.2014 23.04.2014 30.04.2014 Kerja-kerja senggara landskap RM6150 FEB & MARCH

SS Pest Control Perkhidmatan Pest Control April

Fire Fighter 11.04.2014 17.04.2014 23.04.2014 30.04.2014 Service & Maintain Protection System RM500 April

Otis Elevator 12.02.2014 12.02.2014 01.04.2014 15.04.2014 Penyelenggaraan Lift & Eskalator RM6,427 March

Otis Elevator 13.03.2014 13.03.2014 23.04.2014 30.04.2014 Penyelenggaraan Lift & Eskalator RM6,427 April

7 May Abdul Aziz Othman 05.05.2014Kerja penambahan di column serta dinding tempat wuduk di MTMZA

Rm2844

Bina Permata 15.05.2014 Kerja-kerja senggara landskap April

Bina Permata 15.05.2014 Perkhidmatan Kebersihan April

Abdul Aziz Othman 15.05.2014Kerja-kerja membekal karpet gulung untuk dewan solat tambahan

Abdul Aziz Othman 15.05.2014 Kerja-kerja kemasan paip bocor di luar MTMZA

Date Invoice Receive

CompanyMonthDate Submit

to HQ

TRACKING OF Invoice & Scc 2014

Scc No

Table 2: Quotation of service contractors in 2014

Date Received

Date Submit To HQ

Description Amount Status

1 2013 Mac Abdul Aziz Othman 07.03.2013 12.03.2013 16.04.2013 17.04.2013Kerja-kerja membaiki karpet Di Dewan Solat Utama

Rm1,000

2 2014 Jan Abdul Aziz Othman 13.01.2014 13.01.2014 04.02.2014 14.02.2014 Kerja-kerja memasang mangkuk tandas RM750

3 2014 Jan Abdul Aziz Othman 13.01.2014 13.01.2014 04.02.2014 14.02.2014 Kerja pembaikan paip ABS RM2,480

4 2014 Jan Abdul Aziz Othman 28.01.2014 7.02.2014Kerja mengetuk simen dinding serta memasang tile untk membuat contoh (mockup)

Rm950KIV, pecahan

harga dari

5 2014 Mac Abdul Aziz Othman 24.03.2014 1.04.2014 23.04.2014 30.04.2014Kerja-kerja membekal & memasang tile (1400 keping)

RM65,422

6 2014 Mac Abdul Aziz Othman 3.3.2014 7.03.2014 10.03.2014Kerja-kerja membekal & memasang tile (20% advance)

Rm41,312 Paid

7 2014 Mac Abdul Aziz Othman 07.03.2014 13.3.2014 15.05.2014Kerja-kerja membekal karpet gulung untuk dewan solat tambahan

Rm21,360waiting sign by

PD

8 2014 Mac Abdul Aziz Othman 24.03.2014 26.03.2014 15.05.2014 Kerja-kerja kemasan paip bocor di luar MTMZA Rm6,740waiting sign by

PD

9 2014 April Abdul Aziz Othman 3.04.2014 7.04.2014 23.04.2014 30.04.2014Kerja-kerja membekal & memasang tile (500 keping)

RM23,365

10 2014 Mei Abdul Aziz Othman 05.05.2014 8.05.2014Kerja penambahan di column serta dinding tempat wuduk di MTMZA

Rm2,844SCC belum

ada

11 2014 Mei Abdul Aziz Othman 12.05.2014 17.05.2014Kerja tambahan memecah & melepa semula plaster bg pemasangan jubin dinding

Rm3,435.36SCC belum

ada

12 2014 Mei Abdul Aziz Othman 14.05.2014 17.05.2014Kerja-kerja membekal & memasang tile (480 keping)

Rm22,430SCC belum

ada

Date Submit to HQ

Scc Year

TRACKING OF Invoice & Scc 2014

No Month CompanyDate Invoice Receive

Table 3: Quotation of service and maintenance in 2014

4. Inventory of all mechanical and electrical equipment installed in the building.

NO System Description Equipment Details Quantity1 Fire Fighting Standby Hose Reel Motor Type: Y23132S1-2 1

RPM : 2900P : 5.5KW V : 415 VF : 50 Hz

2 Standby Hose Reel Pump Regent Pump 1Type : RSV 16-60P : 5.5KW

3 Duty Hose Reel Motor Type: Y23132S1-2 1RPM : 2900P : 5.5KW V : 415 VF : 50 Hz

4 Duty Hose Reel Pump Regent Pump 1Type : RSV 16-60P : 5.5KW

5 Hose Reel Tank 1

6 Sprinkler Tank 1

7 Duty Sprinkler Motor Teco 1P : 25HP / 18.5KWF : 50 HzRPM : 2915Year : 2007

8 Standby Sprinkler Motor Teco 1P : 25HP / 18.5KWF : 50 HzRPM : 2915Year : 2007

9 Duty Sprinkler Pump Regent Pump 1PH : 03-9551 5111Type : 80-160P : 18.5KW

10 Standby Sprinkler Pump Regent Pump 1PH : 03-9551 5111Type : 80-160P : 18.5KW

11 Jockey Sprinkler Motor Type : Y2100L-2 1RPM : 2870P : 3KWV : 415VF : 50Hz

12 Jockey Sprinkler Pump Type : RSV-9-90 1P : 3KW

13 Exhaust Fan EF-L2-SPK 1

Table 4: Firefighting equipment

NO System Description Equipment Details Quantity1 Cold Water Supply Potaglass Tank Date Install : 9/5/07 1

Size : 8x3x2m

2 Electric Motor Type : BR-1325 4RPM : 2900P : 5.5KW

3 Electric Motor Type : BR-1325 2RPM : 2900P : 11KW

4 Pump Regent PumpType : RSV 65-20RPM : 290011KW 2

5 Pump Regent PumpType : RSV 32-30-2RPM : 2900P : 5.5KW 4

6 Mechanical Exhaust Fan EF-L1-CWP 1

Table 5: Cold Water Supply and Mechanical Supply

1 Mechanical Exhaust Fan 3 Unit EF-L1-WF1EF-L1-CP8EF-L1-CP9

2 Mechanical Ducting Fan 3 Unit DF-L1-3DF-L1-6DF-L1-10

3 External Water Features Electric Motor 9 Unit Teco 22KW 30HP 50 Hz 1455RPM 415V

4 External Water Features Water Pump 9 Unit Regent Pump Type : SP-V150-30 22KW IM Dia : 275mm

5 External Water Features Water Filter 7 Unit Aquionics Permanent Media Filter, PFM Media Required: 300kg Sand Media Required: 500kg Nominal Flow 800lpm Max Operating Pressure: 300kPa Max Media Volume: 600l

6 External Water Features Booster Pump 1 Unit Chlorination System Type: 40+260 Imp Dia: 240mm P: 3KW

7 External Water Features Booster Pump Motor 1 Unit Teco 4HP 3KW 50Hz 1440 RPM

Table 6: Mechanical Equipment in MTMZA

5. Testing commissioning results and certificates on all Mechanical and Electrical installations.

6. Car park bay allocation details.

7. Licenses and Certificate of Fitness such as lifts, standby generators and escalators.

8. Operating manuals for all Mechanical and Electrical services.

9. Location of Mosque’s facilities and amenities

ZONE1

1 C1-T(W)ESC TANDAS (W) ESCALATOR

2 C1-T(W)AB TANDAS (W) WUDUK

3 C1-T(L)ESC TANDAS (L) ESCALATOR

4 C1-T(L)AB TANDAS (L) WUDUK

5 C1-T Tandas Wuduk C1

6 C1-CP1 CAR PARK C1

7 C1-AB(W) WUDUK (W)

8 C1-AB(L) WUDUK(L)

9 C1-AB WUDUK C1

10 EL-C1-R2 BILIK RISER ELEKTRIKAL (2)

11 EL-C1-R1 BILIK RISER ELEKTRIKAL (1)

12 EL-C1-L1 BILIK RISER ELEKTRIKAL (1)

13 C2-VIP BILIK VIP

14 C2-TEL BILIK TELEKOM

15 C2-T(W)MO TANDAS (W) MAINTENANCE OFFICE

16 C2-T(W)DF TANDAS (W) DEWAN SHEIKH DAUD AL-FATHONI

17 C2-T(OKU)DF TANDAS OKU DEWAN SHEIKH DAUD AL-FATHONI

18 C2-T(L)MO TANDAS (L) MAINTENANCE OFFICE

19 C2-T(L)DF TANDAS (L)DEWAN SHEIKH DAUD AL-FATHONI

20 C2-DAF DEWAN SHEIKH AL-FAHTONI

21 C2-PREP PREPARATION ROOM (PANTRY)

22 C2-PABX BILIK PABX C2

23 ME-L1-OFF AHU OFFICE L1

24 ME-L1-ML AHU MALL L1

Table 7: Location of Facilities and Amenities

ZONE2

1 C2-SH9 shop lot 9

2 C2-SH8 shop lot 8

3 C2-SH7 shop lot 7

4 C2-SH6 shop lot 6

5 C2-SH5 shop lot 5

6 C2-SH4 shop lot 4

7 C2-SH3 shop lot 3

8 C2-SH2 shop lot 2

9 C2-SH10 shop lot 10

10 C2-SH1 shop lot 1

11 C2-SECURITY ROOM SECURITY ROOM

12 C2-MO Maintenance Office

13 C2-LOAD LOADING BAY

14 C2-ET4 ZONE ENTRANCE 4 C2 NAWANI

15 C2-ET3 ZONE ENTRANCE 3 C2 hanafi

16 C2-ET2 ZONE ENTRANCE 2 C2 hanbali

17 C2-ET1 ZONE ENTRANCE 1 C2

18 C2-QTS Quaters

19 C2-CP2 CAR PARK C2

20 C2-CL COMPOUND LIGHTING

21 C2-BMETER BILIK METER ELEKTRIK (LOT KEDAI)

22 C2-BJ BILIK JENAZAH C2

23 C2-BCS BUILDING CONTROL SYSTEM (BCS) ROOM

Table 8: Location of Facilities and Amenities

ZONE3

1 EL-C2-RI BILIK RISER ELEKTRIKAL (1)

2 EL-C2-R2 BILIK RISER ELEKTRIKAL (2)

3 EL-C2-LV BILIK MAIN SWITCH BOARD (LOW VOLTAGE)

4 EL-C2-L1 BILIK RISER ELEKTRIKAL (1)

5 EL-C2-HT BILIK HT (HIGH VOLTAGE)

6 EL-C2-GEN BILIK GENERATOR SET

7 EL-L1-R2 Bilik Riser Elektrikal Level 1 Right Wing (2)

8 EL-L1-R1 Bilik Riser Elektrikal Level 1 Right Wing (1)

9 EL-L1-L2 Bilik Riser Elektrikal Level 1 Left Wing (2)

10 EL-L1-L1 Bilik Riser Elektrikal Level 1 Left Wing (1)

11 L1-VVIP BILIK VVIP

12 L1-T(W)OFF TANDAS(W)OFFICE JAKIM

13 L1-T(W)JR TANDAS (W) JUBAH ROOM

14 L1-T(OKU)JR TANDAS (OKU) JUBAH ROOM

15 L1-T(L)OFF TANDAS(L)OFFICE JAKIM

16 L1-T(L)JR TANDAS (L) JUBAH ROOM

17 L1-SAHN B RUANG LIMPAHAN KIRI L1

18 L1-SAHN A RUANG LIMPAHAN KANAN L1

19 L1-POOL SAHN SAHN POOL

20 L1-POOL UPPER POOL

21 L1-PA BILIK PA DEWAN SOLAT

22 L1-OFF JAKIM OFFICE

23 L1-MR JAKIM MEETING ROOM

24 ME-L4-LMR2 LIFT MOTOR ROOM (2)

25 ME-L4-LMR1 LIFT MOTOR ROOM (1)

Table 9: Location of Facilities and Amenities

ZONE4

1 L1-M4 minret 4

2 L1-M3 minaret 3

3 L1-M2 minaret 2

4 L1-M1 minaret 1

5 L1-JR Jubah Room

6 L1-IWAN RUANG IWAN L1

7 L1-IO BILIK MENUNGGU IMAM DEWAN SOLAT

8 L1-DS DEWAN SOLAT UTAMA L1

9 L1-AB RIGHT WUDUK (KANAN) BILIK MENUNGGU BILAL DS

10 L1-AB LEFT WUDUK (KIRI)BILIK MENUNGGU BILAL DS

11 L1-AB DS(W) WUDUK DEWAN SOLAT TAMBAHAN (W)

12 L1-AB DS(L) WUDUK DEWAN SOLAT TAMBAHAN (L)

13 EL-L2-R1 Bilik Riser Elektrikal Level 2 Right Wing

14 EL-L2-L1 Bilik Riser Elektrikal Level 2 Left Wing

15 L2-RW RIGHT WING L2

16 L2-LW LEFT WING L2

17 L2-FR IWAN FLAT ROOF BUMBUNG IWAN L2

18 L2-DS-W DEWAN SOLAT TAMBAHAN (W) L2

19 L2-DS-L DEWAN SOLAT TAMBAHAN (L) L2

20 L4-BM BUMBUNG L4

21 L3-RTM BILIK RTM

22 ME-L3-TK3 TANGKI 3 WING KIRI L3

23 ME-L3-TK2 TANGKI 2 WING KANAN L3

24 ME-L3-TK1 TANGKI 1 BILIK RTM L3

25 ME-L3-LMR3 LIFT MOTOR ROOM (3)

Table 10: Location of Facilities and Amenities

7.5 Taking Over Procedure

After receiving the necessary information from the previous facility manager and

Department of Islamic Development Malaysia (JAKIM), our property management

company must set up accounting records and serve notice to take over to all suppliers,

service contractors, on site employees, and tenants. A joint inspection will be held

between our company and the previous facility manager and Department of Islamic

Development Malaysia (JAKIM) officer as part of take over process.

7.6 Assessment of Surrounding Development

Tuanku Mizan Zainal Abidin Mosque is located at the heart of Putrajaya which is in

Precint 3 near the Kompleks Perbadanan Putrajaya. The location of this mosque is can

be seen in the map below.

Figure 2: Map of Masjid Tuanku Mizan Zainal Abidin

The surrounding development mainly focuses on governmental buildings. Since

Tuanku Mizan Zainal Abidin Mosque and Putra Mosque are the only mosques in

Putrajaya, the visitors of these mosques are mainly government servants and Putrajaya

residents. Besides that, due to the unique and beautiful architectural structure of the

government buildings, Tuanku Mizan Zainal Abidin Mosque has attracted tourists from

all parts of the world. Examples of development near Tuanku Mizan Zainal Abidin

Mosque are Kompleks Perbadanan Putrajaya, Insolvency Department Malaysia,

National Registration Department of Malaysia, Putra Mosque and other government

buildings. The mosque is a registered charity and all the work is undertaken by

volunteers and there is always a need for new volunteers who have relevant experience

and skills that can benefit the mosque.

7.6.1 Kompleks Perbadanan Putrajaya

Figure 3: Kompleks Perbadanan Putrajaya

Perbadanan Putrajaya is a local government which administers the Federal Territory of

Putrajaya. The objective of the Corporation is to establish, administer and manage the

Putrajaya Corporation on behalf of the Federal Government.

The function of Perbadanan Putrajaya is to:

Exercise all the powers of local government in the area of Putrajaya Corporation

Carry on all activities, particularly activities of a commercial character, by the

Corporation's journey is necessary, advantageous or convenient for or in

connection with the performance of its functions

Regulate, coordinate and undertake the construction of infrastructure in the area

of Putrajaya Corporation

Control and supervise the implementation of activities in the area of Putrajaya

Corporation

Acting as an agent of the Federal Government

Land administrator Highway Authority

7.6.2 Jabatan Pendaftaran Negara

Figure 4: Jabatan Pendaftaran Negara

National Registration Department (NRD) is a department under the Ministry of

the Interior. It is responsible for registering important events such as the information of

each individual birth, death, adoption, marriage and divorce. In addition, the department

is also responsible for determining the citizenship and issue identity documents in the

form of individual identification cards to those who qualify.

7.6.3 Jabatan Insolvensi Malaysia

Figure 5: Department of Insolvency

Malaysia Department of Insolvency (MdI) is the government agency that

administers bankruptcy cases and bankrupts’ affairs. They also administer the winding

up companies as well as administration of deregistered associations and trade unions.

Malaysia Department of Insolvency’s core activities are discovery of asset, realization of

asset, ascertainment of debt, and distribution of payment to the creditor.

7.6.4 Putra Mosque

Figure 6: External view of Putra Mosque

Putra Mosque is located in Precint 1 which is 2.2 kilometres away from Tuanku

Mizan Zainal Abidin Mosque. Putra Mosque or Masjid Putra is truly a great mosque, as

it straddles across 1.37 hectares of land. Touted as one of the most modern mosques in

the world, Putra Mosque is located within the 600-hectare of Putrajaya Lake.

Overlooking the die-for scenic view of the lake, one cannot deny that the mosque is

Putrajaya’s most distinctive landmark. It is located next to Perdana Putra which houses

the Malaysian Prime Minister’s office and Dataran Putra (Putra Square), a large public

square with flagpoles flying Malaysian states’ flags. All these three areas are linked to

wide and large boulevards as far the eyes can see. From the onset, Putra Mosque, built in

June 1997, looks like a reddish-pinkish rose clay building, as it was built with rose tinted

granite which gives its desert-pink hue that offsets the cengal woodwork on the doors,

windows and panels.

8 CONSTRUCTION CONCEPT

Figure 7: View of TMZA Mosque

The Tuanku Mizan Zainal Abidin Mosque will be able to accommodate 20,000

pilgrims and worshipers at any given time that will provide a safe and comfortable place

of worship for the local community and international visitors too. It is also hoped that

the mosque will play a role in the evangelization of Islam and become an Islamic tourist

destination as well.

The mosque which is built at a cost of RM200 million is the only one built at a

cost of RM200 million is the only one built from 6000 tonnes of steel 70% of the

structure, with the remainder of the construction composed of concrete. The main

features are the Mosque Building itself and the Kiblat Walk that is a walkway that

connects the Putrajaya Administration Complex (PJC) with the Tuanku Mizan Zainal

Abidin Mosque.

Figure 8: View inside of TMZA Mosque

8.1 GROUND LEVEL (C1)

There are 180 parking bay for cars in the level as well as designated spaces for the

ablution rituals for male and female worshipers. After the ablution ritual, an escalator

will bring the faithful from level C1 to L2.

8.2 LEVEL ONE (C2)

This is the most important level where the Main Prayer Hall is situated which can

accommodate 12,000 worshippers. Situated on both the left and right sides are spaces

named Sahn, designed to accommodate a further 6,000 pilgrims at any given time. This

level also holds the Kiblat Walk that is 13,639 metres square in width that joins the

Putrajaya Administration Complex to the Mosque building.

8.3 LEVEL TWO (L1)

This level is name the Terrace Prayer Hall that is divided into 2 sections which are the

Male Prayer Hall on the right and the Female Prayer Hall on the left. These prayer

spaces can fill up to 5,000 faithful.

8.4 LEVEL THREE (L2)

This level comprises the TV surveillance room and the radio control room purpose of

security and for broadcasting and recording purposes.

Figure 9: Example of fire escape route C1

8.5 FACILITIES/ INFRASTRUCTURE/AMENITIES/ACCESSIBILITY OF THE

SITE

8.5.1 LIFT

There are three lifts provided in this mosque. After the ablution ritual, the lift will bring

the faithful from level C1 to L2.The lifts do not have any specific load capacity which

carries passengers to other level. It also requires high cost for maintenance if the lift

broke down. Currently, there are two lifts was not functioning due to the engine of the

lift’s problem. It might be costly for maintenance.

Figure 10: lift at C1 level

8.5.2 ESCALATORS

There are four escalators provided in the Tuanku Mizan Zainal Abidin Mosque. After

the ablution ritual, the escalator will bring the faithful from level C1 to L2. The facilities

are for convenience purposes. Currently, all of the escalators were not activated by the

management due to some problems that may endanger the user.

Figure 11: Escalator from L1 to L2

8.5.3 STAIRCASE

Staircase is one or more flights of stairs leading from one floor to another. It is for

convenience purpose. In case, if escalators and lifts are broke down, they can also use

staircase to reach other level.

Figure 12: example of staircase

8.5.4 PANTRI/ KITCHEN

A pantry is a room where food, provisions, dishes, or linens are stored and served. This

pantry usually used when there are big event held in the mosque such as wedding, a talk

event and others.

8.5.5 QUARTERS FOR STAFF

There are three unit quarters two level provided for staff which is for Imam, Bilal and

others.

8.5.6 FOYER

Entrance hall or other open area in a building used by the public, especially for a

mosque.

8.5.7 CORRIDORS

A long passage in a building from which doors lead into prayer rooms.

8.5.8 VISITOR’S COUNTER

For any information needed by the visitor to know about the mosque.

8.5.9 TECHNICAL ROOMS/ UTILITY

The Technical Room has overall responsibility to explore and coordinate the

investigation and where desirable facilitate building’s engagement with fundamental

technical advancements which may enhance or accelerate the provision of robust open

solutions to users.

8.5.10 AUDIO VISUAL CONTROL ROOM

Possess both a sound and a visual component for the religion purposes, such

as slide presentations, services and live production.

8.5.11 IMAM LOUNGE/ BILAL

Room for waiting Imam / Bilal for prayers purposes.

8.5.12 ADMINISTRATION OFFICE

Office administration is a set of day-to-day activities that are related to financial

planning, record keeping & billing, personnel, physical distribution and logistics, within

an organization. An employee that undertakes these activities is commonly called an

office administrator or office manager, and plays a key role in any organizations

infrastructure, regardless of the scale.

8.5.13 ROOFED PARKING SPACE

A parking lot, also known as a car lot, is a cleared area that is intended for parking

vehicles. Usually, the term refers to a dedicated area that has been provided with a

durable or semi-durable surface. In most countries where cars are the dominant mode of

transportation, parking lots are a feature of every city and suburban area.

Figure 13: Parking lot at C2

8.5.14 PLAY AREA

A playground, playpark, or play area is a place with a specific design to allow children

to play there. It is an indoor play area for kids while parents perform their solat.

Figure 14: Play area for kids

9 DETAILS OF SERVICES

9.1 FUNERAL SERVICES

The Mosque also has a fully equipped with facility for receiving and washing of

the deceased. There are two local funeral organizations that are available by request to

assist and guide individuals and families with funeral and burial arrangements.

“To Allah do we belong, and unto Him is our return”

Death is a harsh and fearful reality faced by everyone who lives. No one has the

power to avoid it, nor does anyone around the dying person have the ability to prevent it.

It is something that happens every moment and is encountered by the old and the young,

the rich and the poor, the strong and the weak. Death is a very painful and emotional

time, and yet it is also a time that may be filled with hope and mercy. Death is a

departure from the life of this world to the eternal life of the hereafter. We pray to Allah

(SWT), the Most Merciful, to have Mercy and Forgiveness on the departed in hopes that

they may find peace and happiness in the life to come.

Funeral prayer services (Jenazah) are held at the mosque and can be arranged via

the Central Funeral office. We conduct the preparation of bodies for funerals/burials and

the coffin and have all the facilities to wash the deceased or maintain their cadaver in

cold storage. The mosque ensures that the service aspect of a funeral is carried out as

best as possible before the departed is taken to the graveyard.

9.1.1 Sitting Halls (Separate for men & women)

1. Very reasonable charges.

2. Huge car parking facilities.

3. Easily accessible from all parts of the city.

4. Round the clock 24 Hour-Reliable service.

5. Washing & Storage Facilities.

9.1.2 Funeral services will include all below:

1. Taking body from home or hospital to funeral services

2. Helping in getting cause of death/disease free certificate from GP or hospital

3. Helping in getting death certificate from the registration office

4. Obtaining Corner’s report etc. for sending bodies abroad

5. Transportation from home to mortuary – cemetery or airport

6. Assisting in travelling arrangements

Funeral Prayers will only be lead by an Imam authorised by Tuanku Mizan Zainal

Abidin Mosque . Not more than 5 family members will be allowed in the mortuary

during the Ghusal (Wash). Mosque doors, for the mourners and family, will be opened

10.00 in the morning and closed maximum 1 hour after the Isha Prayers and 11.00pm

because of Security and caretaking reasons. There will be extra charges for care taker /

Cleaner for their out of hours additional time.

In case of using the mosque space for sitting etc., Mosque office MUST be informed in

advance and booking request form needs to be filled.Mosque sitting facilities will be

offered but for not more than 3 three days, subject to the availability. Please confirm

from the mosque main office before confirming/announcing to your family or friends

etc. In case of serving refreshments, please bring your own stuff such as

food/tea/coffee/disposable/Refuse sacks etc. All the funeral payment MUST be paid

before burial, unless deceased is a member of a death committee.

9.2 Daily Prayer

The musolla is a type of mosque that is used only for prayers. The term itself is derived

from the Arabic word salat which is the Muslime ritual prayer. It usually refers to a

building or a place for the convenience of Muslins outside their residential areas to

perform the daily congregational prayer.

Prayer Times are as follows:

1. Fajr – The Iqamah is fixed 1/2 hour after Azan

2. Duhr – The Iqamah is fixed at 1:20 pm

3. Asr – The Iqamah is fixed at 5:15 pm

4. Maghrib – The Iqamah is 5 minutes after Azan

5. Ishaa – The Iqamah is fixed 10 minutes after Azan

6. The Jumaa Athan is fixed at 12:55 pm. The Iqamah is at 1:25 pm.

Figure 15: Friday prayer

9.3 Marriage/ Nikah

The mosque offers the services of the Imam for Nikah reading and registration ceremony

for those who wish to get married under Islamic law. The ceremonies can be held at the

mosque and this can be organized via the Secretary.

9.3.1 Terms & Conditions

Solemnisation in Tuanku Mizan Zainal Abidin Mosque can be conducted at any time

provided that it does not coincide with the prayer times or any of the mosque’s activities.

Only one hour is allocated for each Nikah ceremony at a booking fee of RM100**.

Bookings can only be made 3 months prior to event month at the Tuanku Mizan Zainal

Abidin Mosque General Office. The solemnisation ceremony will take place at the Main

Prayer Hall. Kindly take note that we do not accept bookings for any other receptions

which includes wedding receptions. Only solemnisation ceremony (Nikah) will be

allowed. The provision of the area includes 2 seat cushions (Kadi & Groom), a small

table for Akad Nikah, a chair for the Bride and a microphone.

**term and conditions

9.3.2 Regulations While In The Mosque Prayer Hall

Appropriate dressing that covers the Aurah.

Guests will be seated according to gender. We appreciate your understanding in

this matter.

Kindly watch over your children at all times.

Kindly refrain from doing anything that is unnecessary and talking aloud in the

vicinity of the Prayer Hall.

The number of guests attending is limited to 50 pax.

9.3.3 Additional Information

Strictly no food and drinks are allowed in the Main Prayer Hall.

Should there be any damages incurred to the facilities of Sultan Mosque, charges

will be bourned by the applicant.

Sultan Mosque Management Committee will not be responsible for any mishaps,

damages, lost or theft while in the vicinity of the premises incurred by the

applicant or guests.

9.4 Educational Services

The mosque aims to provide and promote religious education and it provides regular

classes for children and adults for this purpose. Please see the education section for

further details.

Visitors had also expressed their good impression about the peaceful and productive

atmosphere that our school has been offering. The lessons are designed and delivered to

help the students love the language and learn it in an interesting and simple way.

The school is advancing from strength to strength, with increasing success in teaching

and learning, as well as providing leading educational services for the Muslim

community. It is meeting its targets by engaging with, and listening to parents, educators

and students.

JADUAL KELAS PENGAJIAN DI MASJID TUANKU MIZAN ZAINAL ABIDIN

PROGRAM/AKTIVITI TARIKH MASA

KULIAH MAGHRIBRABU,JUMAAT &

SABTUSELEPAS SOLAT MAGHRIB

KULIAH SUBUH SABTU SELEPAS SOLAT SUBUH

TAZKIRAH JUMAAT JUMAAT 12.20 TENGAH HARI

MAJLIS BACAAN YASIN DAN

TAHLILJUMAAT SELEPAS SOLAT MAGHRIB

KELAS PENGAJIAN AL-QURAN

DEWASA/Tahsinul Qira’ah

(ASAS, IQRA & MENENGAH ATAS)

ISNIN & SELASA SELEPAS SOLAT MAGHRIB

KELAS PENGAJIAN AL-QURAN

HAFAZAN KANAK – KANAKSABTU 8.00 PG – 11.00 PG

KELAS PENGAJIAN AL-QURAN

KANAK – KANAK/Tahsinul Qira’ah

Lil Syabab Wa Aulad

ISNIN, SELASA

SABTU

SELEPAS SOLAT MAGHRIB

9.00 PG – 11.00 PG

KELAS TALAQQI AL-QURAN

BERSANADSABTU 9.00 PG – 11.00 PG

KELAS BAHASA ARAB

KOMUNIKASI/Tadrib Lil Lughah

Arabiah

JUMAAT SELEPAS SOLAT ISYAK

KELAS TARANNUM RABU 9.00 MLM – 11.00 MLM

KELAS FEKAH WANITA/Fiqh An

Nisa’SABTU 8.30 PG – 9.30 PG

( source : http://www.masjidtuankumizan.gov.my, 2015)

9.5 SHOP LOTS

There are 10 shop lots at Tuanku Mizan Zainal Abidin Mosque such as Muslimah

Boutique, Grocery Shop, Travel Agency, Cafeteria, Dobby Service, Book Shop, Pejabat

Urusan dan Kaunter Perkhidmatan (PKPU) and Gifts Shops.

Figure 16: Gifts Shop

Figure 17:Book Shop

Figure 18: Dobby Services

Figure 19: Cafeteria

Figure 20: Muslimah Boutique

Figure 21: Grocery Shop

Figure 22: Travel Agency

Figure 23: PKPU

10 SCHEDULE OF MAINTENANCE WORK

To maintain a building involves so many skilled departments. Maintaining a mosque not

an easy thing to do, it involves engineering department which is civil, electrical and also

mechanical. Tuanku Mizan Zainal Abidin Mosque also requires cleaning and security

department as well as pest control to make sure the mosque stay in clean and safe

condition. Below are the schedule maintenance of work for every department involves:

JADUAL KERJA LANDSKAPBULAN JANUARI 2015

AHAD ISNIN SELASA RABU KHAMIS JUMAAT SABTU

OFF DAY

1 GEMBUR

DAN BAJA

2 GEMBUR

DAN BAJA

3 GEMBUR

DAN BAJA

4 OFF DAY

5 6 7 8 9 10

11 OFF DAY

12 MESEN RUMPUT KAW. HADAPAN

13 MESEN RUMPUT

KAW.KANAN

14 MESEN RUMPUT

KAW. KANAN

15 MESEN RUMPUT

KAW. BELAKANG

16 MESEN RUMPUT

KAW. KIRI

17 MESEN RUMPUT

KAW. KIRI

18 OFF DAY

19 PEMANGKASAN

20 PEMANGKASAN

21 PEMANGKASAN

22 GEMBUR

DAN BAJA

23 GEMBUR

DAN BAJA

24 GEMBUR

DAN BAJA

25 OFF DAY

26 27 28 29 30 31

DISEDIAKAN OLEH DISAHKAN OLEHROHANI BINTI MISNAN ROS ATILIA ADAMANBINA PERMATA ENTERPRISE GUMI ASLI ELEKTRIKAL SDN BHD

* KERJA-KERJA SIRAMAN DAN MENYAPU DILAKUKAN PADA SETIAP HARI

Figure 24: Cleaning Schedule

PPM CALENDARYEAR : 2015UNIT FAC ILITY PREPARED BY : MOHD AFZAN AFFIQ BIN DAUTGROUP : MEC HANIC ALINSTITUTIONS : MASJ ID TUANKU MIZAN ZAINAL ABIDIN, PUTRAJ AYA APPROVED BY : SAIDATUL BT HUSSAIN

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

Th F St S M T W Th F St S M T W Th F St S M T W Th F St S M T W Th F StDWMDWMDWMDWM

ZONE 4

J ANUARY

ZONE Freq

ZONE 1

ZONE 2

ZONE 3

Figure 25: Mechanical Working Schedule

JADUAL KERJA-KERJA PEMBERSIHAN HARIAN KOLAM MTMZABULAN : JULAI 2015

ISNIN SELASA RABU KHAMIS JUMAAT SABTU AHAD

OFF DAY

1 2 3 4 5 Belakang

Mimbar

6 Belakang

Mimbar

OFF DAY

8 Kolam Bawah

9 Kolam Bawah

10 Kolam Bawah

11 Kolam Bawah

12 Kolam Bawah

13 Kolam Bawah

OFF DAY

15 Kolam Bawah

16 Sahn Pool

17 Sahn Pool

18 Sahn A

19 Sahn A

20 Sahn A

OFF DAY

22 Sahn A

23 Sahn A

24 Sahn A

25 Sahn B

26 Sahn B

27 Sahn B

OFF DAY

25 Sahn B

26 Sahn B

27 Sahn B

28 Belakang

Mimbar

29 Belakang

Mimbar

DI SEDIAKAN OLEH :BINA PERMATA ENTERPRISE GUMI ASLI ELEKTRIKAL SDN. BHD.NAMA : ROHANI BT. MISNAN NAMA : ROS ATILIA BT. ADAMANTARIKH : 05.01.2015 TARIKH : 05.01.2015

SENARAI TUGASAN

HARI/ TARIKH

KERJA-KERJA PEMBERSIHAN

KOLAM MTMZA

DISEMAK OLEH :

Figure 26: Pool Cleaning Working Schedule

11 ASSESSMENT OF THE STRENGTH, WEAKNESS, OPPORTUNITIES AND THREAT OF MASJID TUANKU MIZAN ZAINAL ABIDIN

Every property has its own strength, weaknesses, opportunities and threat. We

have visited and observed Masjid Tuanku Mizan Zainal Abidin to identify the strength

and weaknesses as well as opportunities and threats.

11.1 STRENGTH OF MASJID TUANKU MIZAN ZAINAL ABIDIN

Based on our observation, we have identified the strength of Masjid Tuanku Mizan

Zainal Abidin. Tuanku Mizan Zainal Abidin mosque has its own uniqueness that makes

the mosque stand out from other state mosques.

The following are the strengths of masjid Tuanku Mizan Zainal Abidin :

Economical

Large accommodation of pilgrims and worshippers

Unique architectural and interior design

Easy access

Proper maintenance schedule

A. Economical

Figure 27: Architectural metallic wailing screen

Tuanku Mizan Zainal Abidin mosque is designed based on three concepts

namely “wind, moderation and transparency”. The mosque is said to be

economical as it does not use fans or air-conditioning but uses a gas-cooling

system technology called “Gas District Cooling”. This cooling system

technology reduces cost in terms of utilities cost and maintenance cost.

Furthermore, the cooling system technology is eco-friendly. The main prayer

hall is also surrounded by a pool that will doubtlessly allow the visitors to

experience fresh and cool breeze continuously. Furthermore, the main prayer

hall is surrounded by a marshrabiyah screen that is made up of “lattice” and

an “architectural metallic wailing screen” that serves to allow natural light

and air to flow.

Eventhough the mosque uses an open concept, birds could not enter the

mosque as the mosque uses ultrasonic technology.

B. Large accommodation of pilgrims and worshippers

Figure 28: Large Prayer Hall

Tuanku Mizan Zainal Abidin Mosque can accommodate 20,000 pilgrims

and worshipers at any given time that will provide a safe and comfortable

place of worship for the local community and international visitors.

C. Unique architectural and interior design

Figure 29: Dome with "ALLAH" Caligraphy

Figure 30: "Iron" Mosque with unique architecture

Tuanku Mizan Zainal Abidin Mosque has strived to create its own

identity by not borrowing from Arab design which is the norm, but instead

has looked to Germany and China for inspiration. The uniqueness can further

be seen in the inscription of the calligraphy of the name “Allah” when

viewed from inside the dome from below. Another unique feature is that this

mosque does not possess any minarets unlike other mosque. Furthermore,

this mosque is the only mosque built from 6000 tonnes of steel on 70% of the

structure with the remainder of the construction composed of concrete.

D. Easy access

Figure 31: Pedestrian access through Kiblat Walk

There are many available access roads to Tuanku Mizan Zainal Abidin

Mosque. This mosque is located in Precint 3, Putrajaya which is opposite the

“Palace of Justice”, the impressive home of the Judiciary. The road accesses

available to Putrajaya are Kuala Lumpur-Putrajaya Expressway (MEX),

SKVE, Utara Selatan Hubungan Tengah (ELITE) Highway, Utara-Selatan

Plus Expressway. The pedestrian access is through the Kiblat Walk that is a

walkway that connects the Putrajaya Administration Complex (PJC) with the

mosque.

E. Proper maintenance schedule

The facility manager of Tuanku Mizan Zainal Abidin Mosque which is

Gumi Asli Elektrikal Sdn. Bhd. has prepared an annual maintenance schedule

which includes electrical, mechanical and civil maintenance and repairs.

They have also made a provision for unplanned repairings. This shows the

facility management has carried out sufficient planning for maintenance and

repair.

11.2 WEAKNESSES OF MASJID TUANKU MIZAN ZAINAL ABIDIN

Based on the questionnaire we have handed out to the pilgrims and worshippers

in Tuanku Mizan Zainal Abidin Mosque in Appendix, we have identified the

weaknesses of Masjid Tuanku Mizan Zainal Abidin.

A. Internal part of mosque is hot

Tuanku Mizan Zainal Abidin mosque has its own specialties that make

the mosque stand out from other state mosques. For one, the mosque is very big

and spacious. However, its biggest strength also comes with a price. Due to its’

big space, the Gas District Cooling concept was not enough to cool down the big

area of the mosque, making the place warm.

B. Signage is not clear

Figure 32: Unclear map on directory

Figure 33: Signage in C2

The signage used in this mosque is not clear. Improper color selection for

signage has caused a problem for pilgrims to read the directions especially for

newcomers. Furthermore, the signage is unwelcoming and the walkway to

ablution area is lit with dim lighting which causes pilgrims to have difficulty

reading the signage.

C. Escalator and lift not functioning

Figure 34: Pilgrims using the unfunctioning escalator

Figure 35: Lift Breakdown

We have received a few complaints in the questionnaire whereby visitors

of the mosque had difficulties going up to the Prayer Hall in level one due to the

escalator that is not functioning.

During our visit to Tuanku Mizan Zainal Abidin mosque, the lift was not

functioning due to the breakdown of the motor and engine of the lift. Since the

escalator is not functioning, pilgrims with disabilities do not have any other

alternatives to go up to the Prayer Hall located in level one (L1).

D. Pool is covered with algae

Figure 36: Pipeline and pool floor covered with algae

The pool surrounding the Prayer Hall in level one is not maintained

properly because there seems to be algae covering the floor of the pool.

E. High cost for maintenance

Due to the big size of the mosque, the amount needed to maintain the

building is high. From 2011 until 2015, the total cost of maintenance is RM 12

million. Most part of the building and services are imported from other countries.

Thus, if there are any parts which need repairing, this incurs a high cost to import

experts from overseas.

F. Broken tiles

Figure 37: Broken tiles along the pavement

There were broken and cracked tiles along the walkway outside Tuanku

Mizan Zainal Abidin mosque. These cracked tiles may disrupt visitors’ safety.

G. Poor maintenance of landscaping

Figure 38: Brown patches

The poor landscaping maintenance can be proven with the figure above

whereby the grass has not been grown properly. This may be due to poor soil

quality or fungal diseases.

11.3 OPPORTUNITIES OF MASJID TUANKU MIZAN ZAINAL ABIDIN

Since Tuanku Mizan Zainal Abidin mosque is a special property and is owned by

the Government of Malaysia, the mosque is a non-profit organization. However, there

are business opportunities for local entrepreneurs. Tuanku Mizan Zainal Abidin Mosque

provides a space for stalls and booths. For instance, every Ramadhan, Tuanku Mizan

Zainal Abidin Mosque will open up a “Bazaar Ramadhan” to local entrepreneurs along

the Kiblat Walk. Besides that, Tuanku Mizan Zainal Abidin mosque gives opportunities

to young entrepreneurs every Friday after Friday prayers by letting out spaces in the

mosque with a rental space of RM 25 per table.

11.4 THREAT OF MASJID TUANKU MIZAN ZAINAL ABIDIN

There are two main mosques in Putrajaya which are Putra Mosque and Tuanku

Mizan Zainal Abidin Mosque. There might be competition rising from Putra Mosque as

the distance between Putra Mosque and Tuanku Mizan Zainal Abidin Mosque is only

2.2 km. Since both mosques are under JAKIM’s supervision, there is no competition

that occurs.

11.5 RECOMMENDATION COURSE ACTION FOR SHORT TERM

Short-term planning looks at the characteristics of our company in the present

and develops strategies for improving them. The condition of production equipment or

product quality problems is also short-term concerns. To address these issues, we have

to put in place short-term solutions to address problems. These solutions set the stage for

addressing problems more comprehensively in the longer term.

Recommendation course of action for short term is the solution for the problem

that we have identified as weaknesses of the property.

The first weakness is the internal part of mosque is hot. The “Gas District

Cooling” system is used as an air cooling system. District cooling means the centralized

production and distribution of cooling energy. Although the idea is good, malfunction of

this system may caused an expensive repairs. In this case, the maintenance of this

cooling system is not routinely performed which causes the mosque to be hot.

The solution to this problem would be to conduct routine six month maintenance

to this system to ensure perfect performance so that the pilgrims can pray comfortably.

The second weakness is the signage in Tuanku Mizan Zainal Abidin Mosque.

The signage in Tuanku Mizan Zainal Abidin Mosque does not clearly tell the direction,

which will confuse visitors of the mosque, especially for first-time visitor. Furthermore,

the directory is not clear.

We would recommend a different background color for the signage such as

replacing the gray colors signage with a brighter color.

The third weakness is the escalator and lift not functioning. The current

management team stops the escalator from functioning because they say that it is

dangerous for the kids when they play on it. The other reason is that the Jawatankuasa

Keselamatan (JKK) didn’t approve of the running of the lift. The reason is because when

the pilgrims are going to the prayers hall in level 1, their feet are wet from ablution. The

fear is that the water will make it easy for a person to be electrocuted. The lift on the

other hand, its motor has broken down. According to Mr. Samni, the replacement of the

motor costs RM1 million.

We would recommend replacing the escalator with staircases. An escalator that

doesn’t function is useless. It cuts down the maintenance cost and it is cheaper than a

lift. As for the lift, we cannot let the lift to be out of operation as old people and

handicapped people needs the lift the most. So, what we propose is to exchange the lift

to a more durable one.

The fourth weakness is the pool is covered with algae. The pool is used as a

cooling mechanism for the mosque, so if it is covered with algae, the cooling mechanism

doesn’t work that properly Aesthetically speaking, a pool covered with algae is not a

good sight to behold.

So, solving the problem is quite easy. The management team should hire a pool

cleaner regularly.

The fifth weakness is the cracking of tiles. The tiles should be replaced

immediately to ensure visitors’ safety. Management should appoint the contractor in

charge to repair the damage of the tiles.

The next weakness of Tuanku Mizan Zainal Abidin Mosque is improper

maintenance of landscaping. The grass in level one seems to be having brown patches

which may be due to poor soil quality or fungal diseases. To solve this problem, the

management could change tne of he soil to a better choice of soil quality or adapt a more

frequent routine of pest control to control the fungal diseases.

11.6 RECOMMENDATION COURSE ACTION FOR MIDDLE TERM

Medium-term planning applies more permanent solutions to short-term

problems. If training courses for employees solved problems in the short term, our

company will schedule training programs for the medium term. If there are quality

issues, the medium-term response is to revise and strengthen our company's quality

control program. Medium-term planning implements policies and procedures to ensure

that short-term problems don't recur.

Medium term recommendation course of action is to arrange with service

contractor according to the schedule to prevent problems from recurring. Service

contractors could be from an outsource or in-house service contractor.

Cleaning maintenance of this mosque is done by an outsource cleaning company

through a contract. The problem that occurs from this is the lack of commitment from

the staff of the cleaning company towards the awareness of the importance of cleanliness

in maintaining the image of the building. We would recommend hiring the right and

suitable cleaning contractors that will carry out their responsibilities thoroughly and

efficiently as well as running a company background check of the cleaning contractor to

avoid problems in the future.

Furthermore, since the lift costs a high amount to replace the motor, we would

suggest carrying out servicing and maintenance of the lift every month to avoid the

breakdown of the lift. Monthly servicing will cut down cost by preventing a bigger

mechanical lift problem from occurring in the long run.

11.7 RECOMMENDATION COURSE ACTION FOR LONG TERM

One of the biggest problem the management team faces is the maintenance part.

The maintenance not only takes a considerable amount of time, but also a lot of money.

Typically speaking, for maintenance alone, the management team has spent close to

RM12million since 2011 until the year 2015. The money and time spent towards

maintenance could be put to better use for other things.

To solve this problem, we should first look at the root of it all. The reason why

the maintenance cost a lot of time and money is because the maintenance is done by

foreign engineers. This is partly because the technology used to construct the buildings

is from foreign countries. Not only that, the parts for maintenance also came from a

different country. So, to transport the engineers and the parts cost a lot of time and

money.

To solve this, we have come to two different solutions that may work. One is to

replace all part with locally made part. This might be a challenging task as replacing the

parts will not only cost money, but also time as well. But in the long run, the

maintenance fee will be cheap so it will be worth it.

The other solution is to send our young brightest talent to foreign countries to

learn the technologies available there. So, when these young talents come back, they will

be able to create and fix the parts required in the maintenance.

CONCLUSION

Without a doubt Tuanku Mizan Zainal Abidin Mosque is a spectacular building in

Putrajaya. It is well known as the Iron Mosque due to the heavy use of steel in its

construction. Managing a state mosque is not an easy task for any property manager as

the area of the mosque is big which requires a very high maintenance and servicing. We

have learned on how to strategize our management plan and how to take over the

management of special properties. The process of taking over a property is not as simple

as black and white. It requires a lot of data inspection and site inspection to avoid any

problems in the future. From our interview with the Islamic Officer, Engineering

supervisor and the facility manager, we have learned on how to manage a building and

how to sustain a mosque. It is very important that every property manager is able to

manage and sustain the property to maximize its value and keeping a good condition of

the building structure.

Besides that, from our observation and experience through this mosque, we have

also learned that mosque is a clean and serene place where pilgrims and worshipers

come to the mosque to face and talk to God.

APPENDICES

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