Full-47.1 - Royal Institution of Surveyors Malaysia

Exclusive Interview With 

RICS Global President 

Sr Ong See Lian 

(2011-2012) 

Vol.47 No.1 2012

The Malaysian Surveyor is a quarterly 

publication which touches upon the 

development of the surveying profession, 

innovations in the surveying technology and 

surveyors’ contribution towards market and 

building industry. 

The Institute as a body does not hold itself 

responsible for statements made or opinions 

expressed in the articles and advertisements 

printed in this publication, or for the strict 

accuracy of references to law cases, which 

are intended only as a gloss on authorised 

reports. Rights of translation and 

reproduction reserved. 

President 

Sr Ahmad Fauzi b Nordin, FRISM 

Hon. Secretary General 

Sr Dr. Mohd Yunus b Mohd Yusoff, MRISM 

Editorial Board 

Editor 

Assoc. Prof. Sr Dr. Ting Kien Hwa, FRISM 

Sub Editor 

Sr Mohd Shazali b Sulaiman, MRISM 

Members 

Sr Firdaus b Musa, FRISM 

Prof. Sr. Dr. Wan Muhd Aminuddin Wan Hussin, FRISM 

Sr Mazlan b Mohd Tahir, MRISM 

Sr Dr. Hj Md Said @ Mohd Zaid b Abdullah, FRISM 

Sr Dr. Helmi Zulhaidi b Mohd Shafri, MRISM 

Prof. Sr Dr. Hj Wan Muhd Aminuddin b Wan Hussin, FRISM 

Sr Mokhtar Azizi b Mohd Din, MRISM 

Sr Dr. Adi Irfan b Che Ani, MRISM 

Assoc. Prof. Sr Dr. Azman b Mohd Suldi, MRISM 

Sr A. Mahadevan, FRISM 

Secretary to the Board 

Zarinah bt. Danial 

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CONTENTS 

4 

5 

6 

16 

26 

32 

42 

49 

51 

54 

57 

59 

61 

Editorial 

RISM Activities 

RISM-ICI Library Project for Orphanage 

Interview 

Exclusive Interview with RICS Global President 

Sr Ong See Lian (2011-2012) 

Peer Review Article 

Usaha Menerapkan Budaya Penyelenggaraan 

Dalam Sektor Perkhidmatan Awam Di Malaysia 

Mohd Saidin Misnan, Samidah Samlawi 

Analisis Keperluan Latihan Personel 

Penyenggaraan Bangunan Warisan Di Malaysia 

Mohammad Ashraf Abdul Rahman, Zainal Abidin Akasah, Siti 

Nor Fatimah Zuraidi 

A Conceptual Approach Office Occupation by 

Tenants at City Centre of Kuala Lumpur 

Yasmin Mohd Adnan, Md Nasir Daud 

Verification of Underground Utilities at a 

Selected Site in USM Engineering Campus 

Using Ground Penetrating Radar (GPR) 

Wan Hussin, W.M.A., Alhasanat, M.B.,Yeop Sabar, N.A. 

Property Watch 

Interest Schemes — Caveat Emptor 

Companies Commission of Malaysia 

Managing Stress 

Surveying the Sex-Stress Connection 

W. M. A. Wan Hussin FRISM 

Student’s Corner 

Overview of the In-house and Outsourcing 

Strategies for Property Maintenance and 

Management Services 

Lee Chin Sheng 

Management 

Twitter Tips for Positive Word of Mouth 

Maria Elena Duron 

Regulars 

Member Updates 

Advertisements

THE MALAYSIAN SURVEYOR | Vol.47 | No.1 | 2012 

EDITORIAL 

Sr Mohamad Shazali Sulaiman 

Sub-Editor 

Editorial Board 

The entire work universe is changing. Outsourcing. Talent shortages. New labour 

laws. Globalisation. Shifting demographics. An ageing workforce. Over the next 

decade, the convergence of dominant businesses, demographic, and social 

trends will only accelerate the changes sweeping through today’s workplace. 

Business owners are under more pressure than ever to demonstrate results from 

their workforce practices and policies. Business leaders recognise the link 

between business performance and the people within the organisation, and 

they understand that people-related issues need to be at the heart of the 

boardroom agenda. As a consequence, business owners are being encouraged 

to implement people strategies that support the organisations business 

objectives and increase accountability and transparency around people 

management and reporting. 

When you are struggling with a deadline or dealing with delicate decisions, the 

last thing you want to deal with is ‘people’. Few ‘people problems’ can be solved 

quickly, some are totally beyond your control and can only be contained; but 

you do have influence over many factors which affect your people and so it is 

your responsibility to ensure that your influence is a positive one. 

This issue will highlight some of the ‘people’ issues relating to the surveying 

industries. 

GUIDELINES FOR CONTRIBUTORS 

Please adhere to all guidelines 

on how to prepare a manuscript 

for submission to The Malaysian 

Surveyor. Exceptions to these 

instructions are noted below. The 

peer-review process is applied to 

all submissions. 

ORIGINAL RESEARCH 

Original articles are scientific 

reports of the results of original 

research. The text is limited to 

3000 words, with an abstract, a 

maximum of 5 tables and figures 

(total), and up to 15 references. 

Special articles are scientific 

reports of original research in 

other areas such as economic 

policy, ethics, law, and health 

that are related to surveyors in 

general. The text is limited to 




REVIEW ARTICLES 

All Review articles undergo the 

same peer-review and editorial 

process as original research 

reports. They should be written 

for the surveyors and not too 

academically inclined. 

Consequently, they may include 

material that might be 

considered too introductory for 

the academia in the field being 

covered. The text is limited to 




SHORT COMMUNICATIONS 

Short Communication articles 

are intended for brief reports of 

current interest in GLS, PVCS, BS 

and QS. The text is limited to less 

than 1000 words and deal with 

significant findings worthy of 

urgent publication. 

ESSAYS 

Essays are usually invited by the 

Editor. This type of articles are 

usually a short, literary, nonfiction 

composition (usually prose) in 

which the writer develops a 

theme or expresses an idea. 

Those who submit unsolicited 

reviews and essays should 

consult with the Editor in 

advance. 

LETTERS 

Letters to the Editor provide a 

forum for readers to comment 

about articles recently published 

in the Journal. The text is limited 

to 300 words (subject to editing 

and abridgment). 

BOOK REVIEWS 

Book Reviews are generally 

solicited. We are willing to 

consider proposals for book 

reviews, but please contact the 

Editor before submitting a 

review. The text is limited to 

1000 words. 

GENERAL INSTRUCTIONS 

All text, references, figure 

legends, and tables should be 

in one double-spaced electronic 

document (Word Doc or PDF). 

Abstract should not be more 

than 200 words. The abstract 

must briefly describe, 

respectively, the problem being 

addressed in the study, how the 

study was performed, the 

salient results, and what the 

authors conclude from the 

results. The Harvard system is 

used for citing references. 

Examples: 

Rahim, S. and Hassan, K. (2007). 

Issues and Challenges Faced by 

Surveyors, The Malaysian 

Surveyor, Issue 42.2, pp 85-88. 

Google Earth and its 

Consequences to Land Surveyors. 

(Accessed September 14, 2007, 

at http:// www.utm.my/ 

centepis/google.htm) 

COPYRIGHT 

The Royal Institution of 

Surveyors, Malaysia (RISM) is the 

owner of all copyright to any 

work published in The Malaysian 

Surveyor. The ISM have the right 

to use, reproduce, transmit, 

derive works from, publish, and 

distribute the contribution, in the 

Journal or otherwise, in any form 

or medium. Authors may not use 

or authorise the use of the 

contribution without the RISM’s 

written consent. 

SUBMISSION 

Submit your articles to 

editor@rism.org.my 

4

The Professional Journal of Royal Institution of Surveyors Malaysia 

RISM-ICI Library Project for Orphanage 

Handing Over 

RISM Activities 

The RISM-ICI Library 

Project was successfully 

held on 18 December 2011 

at the Library of Pusat 

Pengajian Al-Islah RISM-ICI, Teratak 

Rahmat, Km 12, Jalan Mata Ayer, 

Mata Ayer Perlis. About 12 

Councilors led by the President and 

a representative from ICI 

participated in the handing over 

ceremony. The main person behind 

the success of this project was Sr Dr 

Khoo Boo Khean, who has made 

the event a reality. 

President of RISM having a reading session with the children of the orphanage 

The children were very happy and 

astounded with their newly built 

library, filled with racks of books. 

The interior works and finishes were 

completed by volunteers. Many 

thanks to ICI for the wonderful and 

invaluable support to the RISM 

social projects. 

After the welcoming speech by the 

Orphanage Administrator and the 

handing over of the Library by the 

President of RISM, all Councilors 

were provided with a guided tour of 

the orphanage living and study 

areas. l 

Speech by the President 

5


Interview with RICS Global President (2011-2012) 

Sr Ong See Lian 

KMN, BSc (Hons), PPRISM, FRICS, FRISM, ICECA 

Assoc. Prof. Sr Dr. Ting Kien Hwa (TKH), Editor & Sr A Mahadevan (AM), 

Member of Editorial Board on 13 February 2012 

Brief Background of Sr Ong See Lian 

Sr Ong See Lian, the 61 year old Chartered Quantity Surveyor and Past 

President of RISM, (2003-2004) became the 130th President of the Royal 

Institution of Chartered Surveyors (RICS) on 4 July 2011 for the 2011-2012 

Session. For the first time in its 143 years of history, RICS has a non-British 

President. 

Sr Ong See Lian has an illustrious career as a Chartered Quantity Surveyor in 

Malaysia and has contributed immensely to the surveying profession 

worldwide. Upon graduating from the University of Reading with a degree in 

Quantity Surveying, Sr Ong See Lian started his career with the Public Works 

Department (JKR) Malaysia for eight years before spending 30 years in a 

private firm, Davis Langdon and Seah Sdn Bhd. He remains as a Consultant 

with this firm, even after his retirement. Sr Ong See Lian has exhibited his 

unwavering dedication to the surveying profession by being an active 

member of the profession, both nationally and internationally. Besides being 

a Past President of RISM (2003-2004), he was also the Chairman of the 

Pacific Association of Quantity Surveyors (PAQS) from 2003 to 2005, and the 

Chairman of RICS Asia for more than five years prior to becoming the RICS 

President. 

Sr Ong See Lian conducts his duties as President of RICS from the heart of 

the British political power house in Westminster, London. His office is at the 

centre of Parliament Square, overlooking the Big Ben and Westminster 

Abbey. He lives in a flat at Vauxhall, South London with his wife, Cheah Yoke 

Ling. Although he is based in London, Sr Ong See Lian travels around the 

world to attend meetings and speak at regional conferences. The busy 

President of RICS is now three-quarters through his term of office and has 

taken time to speak with the Editorial Board of The Malaysian Surveyor. 

Recently, Sr Ong See Lian received the highest and most prestigious 

accolade from the Malaysian Construction Industry and was named the 

“Prominent Player of the Year” at the Malaysian Industry Excellence Awards 

in 2011. Besides this, he has also received a number of well known awards 

such as the KMN (2003), PAQS Medal (2007), “The Malaysian Surveyor of 

the Year” Award (2008) and ICEC Award of Appreciation (2008). 

6


Interview 

There are many areas 

RICS and RISM could 

collaborate and to 

leverage on their 

mutual strength to 

promote a healthy 

development of the 

surveying profession. 

7


A warm welcome to Sr Ong See Lian. 

TKH: Sr Ong See Lian, we thank you, on behalf of 

the Editorial Board of The Malaysian Surveyor for 

accepting our invitation for this interview. Please 

note that we fellow surveyors in Malaysia are 

proud of you for being the first non-British Global 

President of RICS. You are standing tall amongst 

all of us on the world stage. It is now more than 

six months since you took office. We would like 

to know about your experience. Can you tell us 

about your role as the Global President of RICS 

As the Global President of RICS, my role can be summed up 

in two parts. The first part is ambassadorial together with 

advocacy where I would promote what RICS is all about, 

what RICS stands for is to promote standards and best 

practices on land, property and construction. In terms of 

advocacy, I spent a lot of time talking to government 

representatives, policy makers and major employers of the 

surveyors on the need for global standards and consistency 

in delivering these standards, and to make sure such services 

are provided by people who are qualified. 

People who carry the RICS qualification can have the 

confidence that they have the endorsement and mandate 

that they are qualified to carry out the services expected of 

them. RICS is also a self-regulatory body, and the role of the 

Regulatory Board is not to find fault with our members but to 

ensure that the code of ethical behaviour is adhered to by 

the members. In so doing, it provides assurance to the public 

that our members would comply with the code of ethics. If 

they do not behave, they can be sure that action would be 

taken against them. 

My role as President involves a lot of travelling, especially to 

emerging economies, which traditionally do not have 

surveying standards and do not have the education systems 

that could provide for the nurturing of professionals relating 

to land, property and construction matters. In many 

instances, we engage with universities in those markets and 

explain to them the diverse professions for land, property 

and construction, and help them to develop courses if 

necessary. 

The second part of my role is “pastoral” in nature in that I 

have to deal regularly with members. I have to listen to 

members’ issues including their complaints or difficulties that 

they face in their part of the world or anything with regards 

to membership services that they are not happy with. So, I 

will lend my ear as best as I can and bring those messages 

back to the various boards and executives, so as to improve 

the level of delivery of our services to our members and to 

help improve the level of satisfaction among members. As I 

travel, I also have to give talks in seminars which also gave 

me opportunities to meet with members who then gave 

their feedback to me which I will bring back to the CEO and 

his team. 

It has been extremely rewarding for the past few months and 

it has given me the opportunity to understand the dynamics 

of the surveying profession across all world regions. Although 

the dynamics in different world regions are different, they all 

have the same desire to have one global and consistent 

standard. 

TKH: What are the challenges that you have 

faced in carrying out your duty as the Global 

President of RICS 

Well, my challenges are several. With regards to the advocacy 

aspect, we need to continue to sell the idea of professional 

and ethical standards to the governments, particularly some 

in the emerging economy who do not seem to understand 

the need for standards and what it is all about. I had to 

remind policy makers of the consequences of not having 

standards such as the Asian Financial Crisis and the US Subprime 

Crisis. As there was no proper standard for valuation, 

this had led to the practice of over-leveraging on mortgage 

lending resulting in housing bubble which ultimately led to 

the crash of the stock market. So, it is a lot of hard selling 

and convincing that I have to do to those in authority. That is 

one major challenge that I face. 

8


Notwithstanding this, I have found that the receptivity has been 

great especially in some of the emerging economies. For example, 

in India, there was no standard for valuation, but over the past two 

years, we have seen a steady buying-in by the Ministry of Finance 

and the other relevant ministries. 

that the profession will remain relevant. It has been a 

struggle as well as a challenge to be able to tell our 

members that as a professional organisation, we do 

not only look after members’ interests and but also to 

serve public interest. 

TKH: Which standards are you referring to Quantity 

Surveying or Valuation 

I speak on behalf of RICS, so it would encompass standards of all 

the disciplines such as valuation standard, the standard for estate 

agency, the standards for facilities management, and the standard 

methods of measurement that are used for Quantity Surveying. 

Another challenge I have is dealing with the members. RICS has 

now transited from being just a membership organisation to be a 

professional organisation. There is a big difference between a 

membership organisation and a professional orgnaisation. As a 

membership organisation, it is almost like a trade organisation 

where an association is formed just to service the members and to 

look after the interests of the members. However, as a 

professional organisation under a Royal Charter, our mission is to 

first promote the usefulness of the profession but overarching this 

is to serve public interest. Some of our members do not 

understand this, as they think and expect us to provide them with 

services not realising that our ultimate goal is to maintain the 

global standard, and to look after the public interest as well, so 

TKH: In the UK, the members would have 

already experienced this whereby they are 

more in touch with the government and also 

are looking more towards public interests. 

Is this correct 

Unfortunately, the UK members are the ones that I am 

dealing with regards to this matter. UK members are 

complaining why RICS is spending so much of its 

resources in the international agenda such as 

expanding in the overseas market at the expense of 

UK members. UK members feel they are being 

neglected and they think it is not fair. Over the years, 

RICS has done so much in terms of many publications, 

research work, and publication of guidance notes for 

members. A lot of UK members have small practices 

and some of them are located in rural areas. They do 

not want to know what is happening outside of their 

own world. They think they have been sidelined, 

which is not the case. So last year, we have 

established UK as a world region and have allocated 

specific resources for the UK World Region. We have 

appointed a new Executive Director for the UK region. 

Previously, UK members and activities were all lumped 

together at the headquarters level. But now, we feel 

that we need to restructure it in such a way to be 

more defined and focused in looking after the UK 

membership. So we now have a UK World Regional 

Board and a UK World Regional Directorate that covers 

different sub-regions within the UK i.e. in Scotland, 

Wales, Northern Ireland and England. 

RICS will continue to work through some of these 

issues that we are confronted with and will provide 

the necessary resources to deal with them. 

Interview 

TKH: Do you think that the one-year term for 

the Global President of RICS is sufficient 

Well, we do not look at our services within the oneyear 

term for the President. Prior to Presidency, one 

has to serve as President-Elect for one year, as Senior 

Vice-President for one year and as Vice President for 

up to three years. So all-in-all, the President has to put 

in four to five years of service before he reaches his 

turn as the President. I think the Presidential year is 

only the pinnacle of his service and contribution 

within the leadership team. In terms of commitment, I 

think one year is probably the optimum for anyone 

who is able to cope, particularly those who are still 

having their day job. If we ask for two years 

commitment as President, I think we may not get 

many members who are willing to come forward to 

serve as President. Even for myself, although I have 

retired from my practice, I have to put many of my 

personal things on the back burner because the job of 

the President is very demanding. I think one year term 

9


would probably be just nice, provided you have also 

contributed several years before that. As for me, I have 

served as President Elect for one year, two years as Vice 

President and five years as Chairman of RICS Asia. So, I have 

spent nearly 10 years serving RICS. This, I think, is adequate. 

TKH: RISM in Malaysia is co-operating very well 

with RICS. How can both institutions work 

together to move the Surveying Profession 

further 

There are many areas where we could collaborate in. RICS 

obviously has much strength in terms of its global reach, 

resources and also its international recognition, particularly 

the recognition as the leading professional organisation on 

land, property and construction. RISM as a national 

professional body has its strength, in terms of its influence 

on the government, its understanding on the local markets 

and its familiarity with national aspiration and the legal 

system. I believe RISM and RICS can leverage on their mutual 

strength to promote a healthy development of the 

profession. We should not view this as competition. I think, 

for the past several years, RICS and RISM have worked 

together extremely well in co-branding the International 

Surveying Congress and also other activities at the branch 

level as well. In terms of sharing of knowledge, I hope RICS 

and RISM can collaborate more in the research areas. 

Perhaps there are specific areas which are affecting the 

Malaysian situations where we do not have appropriate 

resources and expertise. In this case, RISM and RICS can 

collaborate on joint research programmes. Also, they can 

collaborate on the exploration of new markets which are 

familiar to both institutions. For example, Indonesia is a 

market that we should be exploring together. I believe RISM 

stands in a good position to exploit the Indonesian market 

because of its geographical proximity to Indonesia and 

similarity in language, culture and the people. So, RISM and 

RICS can put together the resources to develop the surveying 

profession properly in Indonesia. 

There is another area that RICS has done very well that is the 

annual Property Awards, which are given in recognising 

projects for sustainability. 

TKH: Is this the RICS Sustainability Awards 

That is right. The RICS Sustainability Award is given to 

projects that have made contributions to sustainable 

development. It is different from the other awards like FIABCI 

and so on. We feel that, perhaps we can do a joint award for 

Malaysia that will help elevate the profile of both institutions. 

There are also other areas that can be considered for awards 

such as Building Conservation, Community Benefit and 

Regeneration. 

Other opportunities for joint collaboration include the 

development of standards. There are many standards that we 

have published, for example, the New Rules of Measurement 

(NRM), which RISM may want to look at and see whether it 

can be adapted for Malaysia and also help to develop an 

international standard for NRM. 

TKH: RICS has made inroads into Asian countries 

like China and India. As Malaysia is also 

liberalising its professional services, do you think 

Malaysian Surveying firms can penetrate these 

markets 

It is definitely possible. As I travel, I find that in terms of 

competency, knowledge and quality, Malaysian surveyors are 

10


not in any way inferior to other surveyors around the world. 

In fact, the Malaysian Surveyors can be even more superior 

to those in other countries. What we need is to be able to 

collaborate with some international firms through either 

alliances or mergers in order to break into new grounds. I 

know some Malaysian firms have already entered India such 

as KPK and also my previous firm, Davis Langdon & Seah. 

Some construction firms are already active in the Middle East 

and India. 

Having said that, they need to make sure they do understand 

the markets well. They should not just go into any market 

without first having full understanding of that market, its 

legislations, legal system and its regulations regarding 

repatriation of funds. Many Malaysians were caught in the 

Middle East as they did not understand the clients well 

enough as they thought every client in the Middle East 

behaves in the same way as Malaysian clients. They may 

agree to the contract terms and after signing the contract, 

they may not comply with the contract terms. So, we need to 

be very careful. China, for example, has a lot of 

opportunities. But to go into the Chinese market, one should 

not go in alone. You need to have a good local partner who 

is trustworthy. 

There are some matured and developed markets such as 

Japan which has been traditionally closed and insular. Now, 

they are beginning to open up as well. This is happening 

now because they now realise that the world is globalised 

and that they just cannot remain insular on their own. So 

they need to engage at the international stage as well. 

Recently, I have been invited by bodies like BSIJ to talk to 

their members on how to help them to develop their 

competencies and skills in order to be relevant at the 

international level. I advised them that for a start, they have 

to acquire a new language i.e. a business language that is 

relevant to the market, it maybe English or Chinese or Arabic 

and not just the Japanese language. Then, they must acquire 

the competencies and standards that are recognised 

internationally. 

There are many factors that Malaysians need to consider if 

you want to break into new markets. These factors include 

having the right language skills, understanding the legal 

system and having the finances. One must not expect to 

make money within the first year. You may have to put in 

two or three years of investment before you get your money 

back. So, issues like these must be well looked into before 

one can move into a new market. If you cannot handle 

them, then you might as well stay put in your kampong 

(village) and be contented with what you are doing. 

AM: The Quantity Surveying Profession has 

evolved but is also a misunderstood profession 

world wide because of the term. How do Quantity 

Surveying firms operate in developed countries 

Nowadays, most of the major QS firms have acquired multidisciplinary 

skills and begun to package their services in 

modular form. They no longer say, “I’m a Quantity Surveyor 

and this is all that I do.” They are now selling their services in 

different forms like cost management services, project 

management services, technical due diligence services, etc. 

So, they break down their services into different level of 

services that quantity surveyors can do and to be able to 

market them based on clients’ needs. I think, this is how 

most QS practices are operating overseas by offering a range 

of services apart from cost management. If a QS firm has the 

competency and skills in contract management, for example, 

then the firm can provide contract management services or 

claims management services to their clients. 

TKH: Is this similar to a consortium 

It is not like a consortium. These QS firms have their 

specialised services within the firm. Take, for example, Davis 

Langdon as a model. They now provide different services for 

cost management, programme management, tax services for 

capital allowances, technical due diligence and other special 

areas like PFI. So, they no longer offer a single service on the 

traditional QS model. Such QS firms have to adapt and 

change because the changing environment in the world 

Interview 

11


where clients often do not understand the term “QS” and 

what Quantity Surveying is all about. 

TKH: Is there no one term that you can use to 

represent Quantity Surveying Services 

No, because services are becoming more complex and need 

to be integrated. Quantity Surveying Service is very 

specialised and represents only a part of the life-cycle of the 

building. You need to integrate all services pertaining to the 

entire life-cycle of the building from inception through 

design development and ultimately to deliver a project 

satisfactorily to a client. Clients today need a co-ordinated 

and collaborated approach to provide an integrated solution 

for their project. These would include project management, 

cost management expertise, contract expertise, specification 

writing expertise, and facilities management (FM) solutions. 

They may also need early advise on tax allowances so that to 

the project may be packaged for purpose of computing 

capital allowances for tax purposes. So, project management 

functions will have to integrate with FM function to provide 

cost management for the entire life-cycle of the building. The 

QS services have to go beyond their own traditional cost 

management role to acquire other new skills. In Malaysia, 

we still have a very simplistic approach. Malaysian QS firms 

are still very traditional and are very basic in our approach. 

We are not as sophisticated in terms of demand by client, 

compare to what is happening in the western world now. 

We must now bear in mind how some of the traditional 

tasks of the QS are being taken over by the technological 

advances i.e. the computers. For example, we now use BIM 

for purpose of coordination of design, and 3D coordination 

of all the building structures and the services. Now, it can 

build a model according to the timing of the project and 

create a computer model of the project at different time. So, 

this is the fifth dimensional effect to the whole project. We 

need to gear up in line with the advancement of the 

technology. 

AM: In Malaysia, it is high time we have an 

efficient Construction Cost Centre (CCC) for the 

Construction Industry. As the Building Cost 

Information Service (BCIS) of RICS is well 

established and is working well in UK, I wonder 

whether RICS is able to assist RISM to set up 

this CCC 

I have introduced BCIS to CIDB about three years ago. For a 

start, we must appreciate that BCIS operates as a business 

arm of the RICS. They operate as a cost centre to RICS. In 

other words, they have to generate revenue to support their 

own resources, their research and the development of 

software within the centre. BCIS has been in existence for 

more than 40 years, and they are very successful in the UK in 

terms of providing accurate and on time cost advice, cost 

modelling for clients based on different projects. This is 

possible because they have built up a database over the 

years and subscribers of the BCIS can apply computer 

modelling by adjusting the specific database of a project to 

be able to come out with cost model for a given project. 

I feel that BCIS is the only reliable platform for cost 

information in the world. There may be other cost 

information services, but they do not have the same 

level of experience that BCIS has over the past 40 years. 

In this respect, there are huge benefits to RISM and its 

members if they have the same service like BCIS. If RISM 

is interested to enter into a discussion with BCIS on 

possible co-operation to develop a cost information 

service in Malaysia, I would be most willing to help. 

AM: As you are also familiar with the Building 

Cost Information Centre (BCIC) of RISM, do 

you think RISM can assist CIDB in setting up 

this CCC 

CIDB and RISM have the data now and information. The 

problem is what can RISM do with those data and 

information I do not think that RISM has a system to 

process the data. So, it may be difficult for RISM at this 

stage. 

TKH: Do other developed countries like 

Australia have their own BCIS 

No, they do not. BCIS is now looking at markets such as 

Australia and China to develop that the service. China 

has a big construction market and BCIS is having some 

discussion with some professional bodies in China. 

12


AM: How about India 

The Indian Construction industry is still fragmented. So 

we are just waiting for the right time. We are currently 

focussing at those markets which are ready. 

AM: In what direction is the QS Profession 

heading 

There is still room for small boutique QS practices, which 

are still quite happy continuing to provide traditional 

services to their regular clients. We cannot ignore or 

discourage that as certain people are not overly 

ambitious. 

But, I must just say this for the future of the profession. If 

we want to have real impact in the industry and also 

create a profession that people can respect, then we 

have to move forward and not continue to be where we 

used to be, as backroom boys. We need to be very much 

involved at the early stage of the project, as early as even 

before the design is conceived. 

For example, if you have the kind of services like that of 

BCIS, and say if a client with 10 acres of land wanted to 

look at various options available to develop the land 

before an architect comes up with a preliminary design. 

If the QS can come up with various financial options, this 

would impress the client tremendously. So I think, 

Quantity Surveyors must seriously scan the horizon and 

take a long range future look at the profession. They 

have to look at what is happening now. What are the 

clients looking for Ultimately, I think the Quantity 

Surveyors should take a leadership role in the project 

delivery team because Quantity Surveyors understand 

cost and contract well, and a good appreciation of 

various technological options. They need not be very 

knowledgeable about the design but they need to know 

the different options that are available. For project 

management and other aspects of development 

consultancy, I think the Quantity Surveyors are in the best 

position to lead. So this is how I feel the profession 

should be heading. 

AM: If the QS profession does not gear up by 

taking into consideration the current 

worldwide trends, what are the 

consequences 

There are some of the QS firms who have been the 

leading QS firms but have succumbed ultimately to the 

engineering firm that are taking them over. They have 

allowed themselves to be swallowed up by the 

engineering firm. So, if we Quantity Surveyors are not 

careful, we will also be swallowed up because the role of 

QS may be viewed as mundane. In Europe, there are 

many large engineering consultancy firms that are 

looking for good cost management QS firms with good 

track records to buy over. I hope this is not the beginning 

of the end of the QS profession. 

TKH: Are there any QS firms that are listed on 

the Stock Market in UK 

Yes, there are firms, like Cyril Sweet and EC Harris that 

are listed in the Stock Exchange. There are many others, 

like Davis Langdon who are part of large engineering 

firms, like Aecom which is listed in the New York Stock 

Exchange. 

TKH: Should our Malaysian QS firms consider 

being listed in the stock exchange to improve 

their financial standing to operate overseas 

Frankly and personally, I feel that consultancy service 

firms should not be public listed. It should be managed 

by proprietors who are professional themselves because 

ultimately, it is professional services that clients are 

looking for. There is no barrier to grow big if the 

company remains in the control of QS professionals. 

However, once listed, it is required to comply with listing 

regulations, security commission requirements and so 

on. Ultimately, the QS firm that becomes a listed 

company will be controlled by the financial people like 

the accountants, and not by the QS professionals. The 

professional service will become less of a priority and 

financial bottom lines, profit margins and turnovers will 

become a priority. I may have a traditional view on this 

matter but certainly, I do not mind QS firms growing big. 

AM: Sr Ong, you are a shining example to 

fellow surveyors, especially Quantity 

Surveyors. What is your advice to young 

Quantity Surveyors in Malaysia 

My first advise is to maintain your professionalism. It is 

something that I have held very dearly all these years. I 

would like to say that I am a hard core professional. 

People respect me for my professional opinion. I had 

been fair, in terms of my dealings with contractors and 

clients. The other thing is to work hard and be diligent. I 

think there is no substitute for success other than 

working hard. When you work hard, especially when you 

are young, you learn more. You learn more from your 

mistakes through the work that you handle. If you have 

more work, it does not matter because more work 

means more experience. That is what I learnt when I was 

in JKR. My experience is my “capital” which can take me 

further down in my career. I think these are some of the 

advise I can offer to the younger surveyors. 

Also, I always have a positive outlook and try to learn 

new things. Even at my age, I have to learn about 

computers and I have to work on the computer. I have to 

read a lot about market trends and economic outlook. 

Lifelong learning, therefore, must be part and parcel of a 

professional to continuously improve his skills. This is 

also a requirement by RICS as well. 

I am sure if you have all these skills, you will be 

recognised and your client would be satisfied with your 

professional services. 

Conclusion 

We, on behalf of The Malaysian Surveyor, thank you for 

sharing you experience with RICS and as a Chartered 

Quantity Surveyor. We are confident our fellow surveyors 

will read this interview with great interest and 

enthusiasm. Thank you very much. l 

Interview 

13


14


Sr Ong See Lian’s Diverse Activities 

15


Usaha Menerapkan 

Budaya Penyelenggaraan 

Dalam Sektor Perkhidmatan Awam Di Malaysia 

Mohd Saidin Misnan 1 , Samidah Samlawi 2 

1 

Jabatan Ukur Bahan, Fakulti Alam Bina, 

Universiti Teknologi Malaysia 

b-saidin@utm.my 

2 

Jabatan Ukur Bahan, Fakulti Alam Bina, 

Universiti Teknologi Malaysia 

samidahsam@gmail.com 

Sektor pembinaan di Malaysia telah mengalami evolusi yang pesat pada masa kini. Pelbagai 

jenis bangunan pencakar langit dibina dan dilengkapi dengan pelbagai kemudahan canggih. 

Namun isu yang terus membelenggu masyarakat adalah masalah penyelenggaraan 

kemudahan, infrastruktur dan bangunan yang tidak menyeluruh. Aset dan fasiliti milik kerajaan 

dilihat masih kurang diberi perhatian terhadap aspek penyelenggaraan. Setiap tahun kerajaan 

terpaksa mengeluarkan belanja yang banyak untuk membaiki kemudahan yang telah rosak. 

Objektif artikel ini adalah mengenal pasti faktor-faktor yang perlu dilaksanakan untuk 

menerapkan budaya penyelenggaraan dan mengenal pasti amalan terbaik bagi setiap faktor 

penerapan budaya penyelenggaran itu. Responden yang dipilih ialah kakitangan organisasi 

pengurusan aset dan fasiliti kerajaan di setiap kementerian yang terdapat di Malaysia. Hasil 

daripada kajian ini menunjukkan bahawa faktor komitmen pengurusan atasan adalah faktor 

yang paling utama untuk menerapkan budaya penyelenggaraan dan amalan terbaik adalah 

kesedaran dalam diri bahawa kerja adalah sebagai suatu amanah dan tanggungjawab yang 

perlu dilaksanakan dengan sebaiknya dalam usaha menerapkan budaya penyelenggaraan di 

kalangan kakitangan organisasi pengurusan aset dan fasiliti kerajaan. 

16


1.0 Pengenalan 

Persepsi yang baik terhadap kerja 

menjadikan sesuatu urusan kerja lebih lancar dan 

teratur. Penerapan amalan kerja yang beretika bukan 

sahaja mencerminkan peribadi individu malah 

memberi gambaran sebenar kepada prestasi organisasi itu 

sendiri. Organisasi dapat dilihat sebagaimana sekumpulan 

manusia yang digembelingkan ke dalam sesebuah organisasi 

dan merekalah yang bekerja dan menjadi tenaga kerja yang 

menggerakkan organisasi. Apabila setiap pekerja memahami 

tanggungjawab dan perilaku terhadap bidang tugas masingmasing, 

segala kerja yang diatur dapat berjalan lancar. 

Walaupun sukar untuk menjadikan sesuatu kerja sebagai 

amalan harian, namun apabila kerja itu telah menjadi 

amalan seharian, mutu kerja dapat ditingkatkan (Ahmad 

Atory, 1985). 

Kegagalan penyelenggaraan pada masa kini berkait rapat 

dengan sikap yang ada dalam diri setiap individu. Perubahan 

kepada budaya penyelenggaraan adalah perlu bagi 

meningkatkan kemahiran, kegigihan dan ketekunan dalam 

kerja penyelenggaraan. Sekiranya setiap individu 

mengamalkan sikap bertanggungjawab terhadap fasilti yang 

ada, masalah penyelenggaraan akan dapat diselesaikan. 

Penyelarasan antara keperluan peribadi dan keperluan 

individu yang terlibat dengan operasi penyelenggaraan 

sangat penting bagi kejayaan program-program perubahan 

budaya (Durrant dan Platfoot, 2010). 

Artikel ini membincangkan faktor-faktor yang boleh 

dilaksanakan untuk menerapkan budaya penyelenggaraan 

dan juga mengenap pasti amalan terbaik bagi setiap faktor 

budaya penyelenggaraan. Kajian ini adalah tertumpu kepada 

faktor terbaik bagi penerapan budaya penyelenggaraan. Data 

kumpul melalui borang soal selidik melibatkan staf yang 

terlibat dengan pengurusan kerja-kerja penyelenggaraan 

sahaja di setiap kementerian yang terdapat di Malaysia. 

Kajian ini adalah melibatkan organisasi pengurusan di 

pelbagai kementerian yang menguruskan kerja-kerja 

penyelenggaraan aset dan fasiliti kerajaan sahaja. 

2.0 Budaya Penyelenggaraan 

Budaya penyelenggaraan ditakrifkan sebagai suatu pola 

andaian yang diajar kepada kumpulan dan digunakan 

sebagai penyelesaian untuk mengadaptasi persekitaran dan 

integrasi dalaman dan diajar kepada ahli baru sebagai suatu 

cara yang betul untuk melihat, berfikir dan merasa dalam 

hubungannya dengan masalah (Rollenhegan dan Eriksson, 

2004). Bagi memastikan budaya penyelenggaraan dapat 

diterapkan secara berkesan ke atas setiap individu, anjakan 

paradigma diperlukan. 

Budaya itu sendiri membawa maksud cara hidup manusia. 

Budaya adalah perkongsian antara masyarakat. Oleh itu, 

dalam membentuk budaya penyelenggaraan semua individu 

perlu mengubah cara diri sendiri dahulu yang membentuk 

kepada amalan harian yang difahami oleh setiap individu 

apa tugas mereka. Penerapan budaya bukanlah suatu 

perkara yang mudah. Ia memerlukan masa dan berlaku 

mengikut perubahan kepada masyarakat itu sendiri. 

3.0 Kepentingan Budaya Penyelengaraan 

Budaya kecekapan di dalam sesuatu organisasi adalah suatu 

proses perkembangan yang berkembang dalam suatu 

tempoh masa yang panjang. Baik individu mahupun 

organisasi di dalam pelbagai peringkat, kesedaran, 

pengetahuan dan kemahiran budaya kecekapan adalah 

suatu perkara yang berterusan (Cross et al., 1989). Proses 

penyelenggaraan bergantung kepada amalan yang telah 

ditetapkan oleh sesebuah organisasi. 

Kajian terkini banyak membincangkan aspek, proses, strategi 

pelaksanaan dan teknologi yang membantu kepada 

penyelenggaraan. Namun apabila menyebut kepada aspek 

budaya atau amalan penyelenggaraan yang menjadi asas 

kepada suatu proses penyelenggaraan sering diabaikan. 

Amalan penyelenggaraan merangkumi aspek kepimpinan, 

usaha, kerjasama, kesedaran diri dan pelbagai aspek positif 

lain yang membawa kepada kejayaan budaya 

penyelenggaraan. 

Tiga pengertian asas yang sering dikaitkan dengan budaya 

iaitu (Kroeber et al., 1952): 

i. Kejayaan dalam seni dan kemanusiaan. 

ii. 

iii. 

Pola atau tingkah laku manusia yang bersepadu dalam 

pengetahuan, kepercayaan dan tingkah laku bergantung 

kepada keupayaan berfikir tentang simbolik dan 

pembelajaran sosial. 

Himpunan perkongsian sikap, nilai, tujuan dan amalanamalan 

yang menjadi ciri khas organisasi atau 

kumpulan. 

Budaya penyelenggaraan amat berkaitan dengan 

perkongsian. Proses penyelenggaraan berkait rapat dengan 

sikap organisasi dan diri individu itu sendiri. Berkongsi 

pengetahuan akan mempercepatkan lagi kejayaan kepada 

sesuatu usaha. Dalam menerapkan budaya penyelenggaraan 

di Malaysia kesedaran penting untuk meningkatkan 

produktiviti. Masalah penyelenggaraan akan dapat diatasi 

apabila semua pihak bekerjasama untuk mengelakkan 

masalah daripada terjadi. Oleh itu, perancangan dan proses 

penyelenggaraan akan menjadi lebih efisien sekiranya 

budaya penyelenggaraan dapat diterapkan. Namun usaha 

untuk menerapkan suatu perkara sebagai amalan seharian 

bukanlah suatu perkara yang mudah. Sikap dan kepercayaan 

dalam sendiri menjadi halangan utama kepada kejayaan 

penyelenggaraan. Anjakan paradigma perlu dilakukan supaya 

masalah berkaitan penyelenggaraan tidak berulang. 

4.0 Faktor-Faktor Bagi Menerapkan 

Budaya Penyelenggaraan 

Budaya penyelenggaraan bermula dengan pembentukan 

sikap, perubahan gaya pemikiran dan pelaksanaan cara kerja 

disesebuah organisasi. Walaupun secara praktikalnya 

penyelenggaraan dan pengubahsuaian telah dirancang, 

diprogramkan diberi peruntukan dan dijadualkan (Dessouky 

dan Bayer, 2002), organisasi yang terlibat dalam pelaksanaan 

kerja penyelenggaraan perlu berusaha untuk memberikan 

perkhidmatan yang terbaik kepada pemilik dan pengguna 

bangunan. 


17


Model Budaya Kerja Kelas Pertama (Ismail, 2007) dan juga 

model membangunkan budaya keselamatan dalam firma 

pembinaan di Malaysia dijadikan sebagai panduan di dalam 

kajian ini telah dikenal pasti tujuh faktor yang boleh 

diimplimentasikan dalam usaha meningkatkan mutu 

penyelenggaraan (Mohd Saidin, et al 2011). Di samping itu, 

dapat dikenal pasti 20 amalan terbaik yang boleh dijadikan 

sebagai panduan untuk melaksanakan budaya 


Faktor yang boleh dijadikan sebagai panduan untuk 

menerapkan budaya penyelenggaraan di dalam organisasi 

adalah kerjasama, komitmen pengurusan atasan, kompeten, 

kesedaran dan latihan, komunikasi, pendekatan sistem dan 

persekitaran kerja. 

4.1 Kerjasama Dalam Organisasi Pengurusan 

Kerjasama dapat ditafsirkan sebagai sekumpulan manusia 

yang diwakili oleh beberapa individu untuk melakukan 

aktiviti secara bersama (Bowditch dan Buono, 2005). 

Melakukan kerja secara bersama akan lebih memudahkan 

kerja untuk disiapkan atau diselesaikan. Kerjasama dalam 

pasukan adalah suatu proses di mana setiap ahli dalam 

pasukan dapat mengenal pasti bagaimana mereka boleh 

bekerja bersama dan merancang perubahan yang boleh 

dilakukan untuk meningkatkan keberkesanan kerja (Stott 

dan Walker, 1995). Apabila wujud kerjasama, setiap ahli akan 

berasa selesa untuk berkongsi strategi penyelesaian yang 

lebih berkesan. 

4.2 Komitmen Pengurusan Atasan 

Komitmen pengurusan adalah salah satu aspek penting 

dalam sesebuah organisasi. Perkara penting dalam factor 

komitmen pengurusan atasan adalah pemimpin yang 

berkesan akan menunjukkan komitmen yang bersungguh 

terhadap kerja yang dilakukan (Mohd Saidin, 2009). 

4.3 Kompeten, Kesedaran Dan Latihan 

Mackey dan Livesey (2006) menyatakan bahawa belajar 

adalah perkara yang paling efektif dan efisien untuk 

mendapatkan ilmu pengetahuan. Adalah menjadi 

tanggungjawab organisasi untuk memberikan latihan yang 

sewajarnya kepada pekerja sebagai program untuk 

meningkatkan kemahiran kerja (Mohd Khan et al., 2005). 

Kepelbagaian dalam latihan yang diberikan akan dapat 

meningkatkan kompetensi setiap pekerja dan pekerja akan 

lebih mudah untuk menyesuaikan diri dengan setiap 

pembaharuan yang terjadi di dalam organisasi. 

4.4 Komunikasi Berkesan 

Tanpa kebolehan untuk berkomunikasi dengan baik 

menyebabkan perkembangan kerjaya menjadi perlahan. 

Calon yang dapat berkomunikasi dengan berkesan menjadi 

perkara paling penting untuk dinilai untuk diterima bekerja 

(Ellis, 2009). Jaafar (2007) menyatakan komunikasi 

organisasi adalah suatu proses pertukaran dan perpindahan 

maklumat dan arahan daripada suatu penyataan kepada 

suatu bentuk kerja. 

4.5 Motivasi Dalam Kerja 

Persekitaran ini membawa suasana yang harmoni di mana 

setiap ahli akan memandang dengan lebih serius terhadap 

tugasnya. Ini mencerminkan peribadi individu dan tingkah 

laku positif dalam kehidupan (Barry, 1997). Mullin (2006) 

berpendapat, motivasi adalah berorientasikan ke arah 

kesesuaian yang diingini dan sebuah pengharapan. Motivasi 

adalah dianggap sebagai pembentuk positif dalam diri 

individu yang mendorong diri untuk mendapatkan apa yang 

diingini (Ishak, 2006). 

4.6 Pendekatan Program Yang Sistematik 

Bagi memastikan isu kualiti perkhidmatan, alam sekitar, 

keselamatan dan kesihatan pekerjaan dikenal pasti, dikawal 

dan dipantau secara sistematik, suatu program kerja yang 

tertatur perlu dibentuk. Semua tindakan yang perlu 

dirancang dan disusun mengikut keutamaan dan dapat 

difahami dengan mudah. Organisasi bukan sahaja 

bertanggungjawab untuk merancang sistem berkesan tetapi 

juga perlu memastikan sistem yang dicadang dapat memberi 

penyelesaian yang terbaik. (Kadir, 2009). 

4.7 Persekitaran Kerja 

Persekitaran kerja yang kondusif juga memainkan peranan 

penting dalam membangunkan budaya kerja. Peralatan dan 

kelengkapan yang mencukupi, ruang kerja yang kondusif dan 

selesa serta komunikasi berkesan dalam kalangan ahli dapat 

memberi sumbangan yang besar terhadap pembangunan 

budaya kerja yag lebih baik (Ismail, 2007). 

5.0 Amalan Terbaik Dalam Setiap Faktor 

Penerapan Budaya Penyelenggaraan 

Hasil dari kajian imperikal terhadap Barry (1997), Mullin 

(2006) Ismail (2007), Kadir (2009) telah dikenal pasti 19 

amalan terbaik yang dipecahkan daripada setiap faktor 

penerapan budaya penyelenggaraan yang disenaraikan. 

5.1 Fungsi Organisasi Sebagai Cara Mencapai 

Matlamat 

Organisasi mempunyai personaliti dan juga semangatnya 

yang tersendiri yang mana indikator ini memberi kesan 

langsung terhadap cara organisasi itu berfungsi dan ini kunci 

kepada kejayaan. Personaliti tersendiri yang ada pada 

sesebuah organisasi akan menjadikan organisasi itu disegani. 

Sekiranya pentadbiran organisasi mahu dikendalikan dengan 

berkesan setiap ahli termasuk pengurus perlu memahami 

dengan jelas apa peranan dan tugas masing-masing (Barry, 

1997). 

5.2 Semangat Kerjasama 

Kerjasama adalah cara paling terbaik dalam membentuk 

strategi pengurusan. Organisasi yang mempunyai asas 

semangat kerjasama yang kuat dapat memberi respon yang 

cepat dan efektif. Semua ahli akan bekerjasama dan dapat 

mempelajari ilmu daripada setiap anggota yang lain. 

Gabungan kepakaran yang berbeza daripada setiap ahli akan 

memberi kekuatan dalaman kepada pasukan (Raatma, 

2000). 

18


5.3 Penyelarasan Kerja 

Setiap aktiviti yang dirancang perlu diselaraskan bagi 

mengelakkan kekeliruan dan pertindihan tugas. Penyelarasan 

tugas membolehkan setiap ahli memahami dengan jelas 

peranannya di dalam organisasi. Apabila tugas sudah jelas, 

semangat untuk bekerja akan lebih meningkat dan wujud 

sifat saling mempercayai. 

5.4 Kesungguhan Daripada Pihak Pemimpin 

Pemimpin mempunyai tanggungjawab bagi mencapai 

matlamat organisasi, menjaga keselamatan, meningkatkan 

kewibawaan dan kepercayaan dalam kepimpinan. Pemimpin 

perlu memenuhi harapan dua hala iaitu pengharapan 

daripada pihak pemimpin sendiri bagi memastikan setaip 

ahli dapat dikawal dengan baik dan perlu memenuhi 

kehendak majikan sebagai balasan kepada ganjaran yang 

telah diberikan majikan (Collinson, 1999). 

5.5 Pihak Pengurusan Atasan Memahami Konsep 

Kerja Dengan Jelas 

Sebelum sesuatu program atau pelaksanaan tugas diserah 

kepada pekerja, pihak pengurusan atasan perlu terlebih 

dahulu memahami konsep, syarat dan kepentingan dengan 

jelas. Pemahaman kepada keperluan konsep atau idea yang 

cuba digunakan akan memberikan motivasi yang lebih tinggi 

untuk turut dilakukan oleh pekerja yang lain (Kadir, 2009). 

Ciri-ciri seorang pemimpin yang efektif seperti yang 

dinyatakan oleh Barry (1997) iaitu pemimpin dapat bekerja 

secara efektif dengan orang disekelilingnya yang mana 

strategi kepada kejayaan cemerlang sesuatu perancangan 

adalah melalui seorang pemimpin yang berjaya memikul 

bebanan tugas sebagai ketua yang cemerlang. 

5.6 Tingkah Laku Pemimpin Sebagai Contoh 

Kepada Ahli 

Pemimpin yang melaksanakan peraturan dengan baik dalam 

suatu perubahan kerja yang baru akan menjadi teladan 

kepada pekerja. Prinsip kepimpinan melalui teladan adalah 

salah satu asas dalam membentuk gaya kerja yang 

cemerlang. Dari sudut kuasa, pemimpin memiliki pengaruh 

yang besar untuk menggerakkan organisasinya ke arah 

melakukan sesuatu kerja yang baru diperkenalkan (Ishak, 

2006). 

5.7 Seminar Secara Berkala 

Memandangkan teknologi pada hari ini berkembang dengan 

pantas, seminar berkaitan kerja perlu dilakukan secara 

teratur bagi memastikan setiap anggota yang terlibat dapat 

sama menerima perkembangan itu secara seiring dengan 

tugas yang dipertanggungjwabkan kepada mereka. Ini 

membolehkan teknologi atau kaedah baru dapat 

dilaksanakan ke dalam kerja yang mana boleh meningkatkan 

lagi mutu hasil kerja (Kadir, 2009). 

5.8 Pendedahan Secara Khusus 

Setiap ahli yang diterima masuk di dalam organisasi adalah 

terdiri daripada mereka yang memiliki kemahiran di dalam 

pelbagai bidang. Oleh itu, setiap pekerja perlu diberi 

pendedahan yang khusus supaya maksud tugas yang diberi 

dapat ditafsir dan dilaksanakan dengan baik. Newton dan 

Christion (2006) menyatakan bahawa kualiti reka bentuk, 

bahan yang digunakan dan pasukan yang terlibat dengan 

kerja-kerja membaikpulih dan penyelenggaraan memberi 

kesan kos terhadap bangunan yang terlibat. 

5.9 Reka Bentuk Latihan Yang Bersepadu 

Kemahiran seseorang tidak hanya berlandaskan kepada 

pengetahuan teori sahaja. Ia perlu disokong oleh 

pengalaman praktikal kerana adakalanya apa yang dipelajari 

secara teori sangat bebeza apabila dilakukan secara praktikal. 

Perubahan budaya kerja perlukan suatu usaha dan pengaruh 

daripada reka bentuk latihan untuk mengubah sesuatu nilai 

(Wilkinson et al., 1996). 

5.10 Menerima Dengan Hati Terbuka 

Berhubungan dengan pekerja atau ahli organisasi yang 

mempunyai pelbagai peringkat pengalaman dan kelayakan 

kerja menimbulkan pelbagai gaya pemikiran yang 

adakalanya sukar untuk difahami Belajar untuk menjadi 

pendengar yang baik sebelum suatu tindakan diambil. Hal ini 

bukan sahaja dapat mewujudkan hubungan yang harmoni 

malah dapat lebih memahami konsep kerja dengan lebih 

jelas daripada pelbagai sudut (Noraini, 2003). 

5.11 Memberi Fakta Yang Jelas Dan Tepat 

Kejayaan untuk menyampaikan matlamat pengurusan 

organisasi memerlukan hubungan yang saling 

mempengaruhi sesama ahli di dalam organisasi. Arahan 

perlu dinyatakan dalam bentuk yang jelas supaya semua ahli 

dapat menerima fakta dengan maksud sama yang difahami 

semua. Sekiranya semua ahli tidak bekerjasama, usaha akan 

menjadi sia-sia kerana kepercayaan untuk membangunkan 

budaya memerlukan komunikasi yang selari dan nyata 

(Mohamad Khan et al., 2005). 

5.12 Saluran Yang Betul Untuk Mengemukakan 

Cadangan Dan Aduan 

Saluran yang betul perlu disediakan bagi memastikan segala 

cadangan atau aduan dapat dibincangkan dengan lebih 

terbuka. Dalam memastikan komunikasi berkesan perlu 

mengambil kira keadaan tempat dan masa yang bersesuaian. 

Setiap individu perlu ubah cara berfikir kerana setiap arahan 

atau cadangan yang cuba disampaikan semuanya bertumpu 

kepada kejayaan organisasi (Noraini, 2003). 

5.13 Kerja Sebagai Amanah 

Setelah seseorang itu menerima beban tugas, ia perlu 

menerima dengan hati terbuka. Apabila menjalankan kerja 

secara amanah menyebabkan kita akan berasa lebih senang 

dengan tugas yang kita lakukan seterusnya memudahkan 

matlamat organisasi untuk dicapai. Beban kerja kita adalah 

sebagai balasan kepada gaji yang kita terima. Oleh itu, kerja 

adalah amanah dalam erti kata tanggungjawab yang perlu 

dilaksana untuk memastikan gaji yang diterima adalah 

berbaloi (Tasmara, 2002). 

5.14 Memberi Pengiktirafan 

Pujian dan penghargaan daripada ketua akan menjadikan 

seseorang itu lebih bermotivasi untuk melaksanakan kerja. 


19


Sokongan dan dorongan daripada 

pemimpin menggalakkan seseorang 

pekerja melaksanakan kerja dengan 

lebih berperaturan. Oleh itu, layanan 

yang baik serta dorongan melalui 

pengiktirafan dapat meningkatkan 

semangat pekerja untuk bekerja 

dengan lebih produktif (Zachary dan 

Kuzuhara, 2005). 

5.15 Pemberian Ganjaran 

Seseorang akan menilai 

sumbangannya dengan 

membandingkan ganjaran yang 

diterima. Apabila dia merasakan 

mendapat ganjaran lebih besar 

daripada sunbangannya, dia akan 

berasa bersalah. Sebagai balasan 

untuk menghilangkan rasa bersalah 

itu, ia ditunjukkan dalam bentuk 

pelaksanaan kerja yang lebih 

bermotivasi bagi menunjukkan 

penghargaan terhadap ganjaran yang 

diterimanya (Ainon, 2008). 

5.16 Penggunaan Teknologi 

Perkembangan teknologi hari ini perlu 

digunakan sebaiknya sebagai suatu 

kaedah yang paling baik untuk 

menerapkan budaya 

penyelenggaraan. Sistem berkomputer 

boleh diwujudkan bagi memudahkan 

pengawalan dan semakan kerja-kerja 

penyelenggaraan. Di samping itu, 

kesan penggunaan teknologi dalam 

organsasi dapat memberi kelebihan 

kepada daya pengeluaran yang lebih 

tinggi, keluaran dan penyelesaian 

yang pelbagai dan menjimatkan masa 

(Kadir, 2009). 

5.17 Mengelakkan 

Pengulangan Kerja 

Menjadi tanggungjawab kepada 

pengurusan atasan untuk memastikan 

langkah kerja yang diambil adalah 

efektif. Pemimpin perlu membuat 

pengunjuran semula dalam 

pengurusan untuk membaiki mutu 

hasil kerja. Pengulangan kerja dilihat 

sebagai suatu pembaziran dan 

membuang masa. Pengurusan perlu 

merancang dengan teliti bagi 

memastikan sistem kerja yang efektif 

dapat dicapai (Kadir, 2009). 

5.18 Tempat Kerja Yang 

Kondusif 

Penyediaan kemudahan dan 

persekitaran kerja yang kondusif 

dalam erti kata sebagai tempat untuk 

Perkembangan teknologi hari ini 

perlu digunakan sebaiknya 

sebagai suatu kaedah yang 

paling baik untuk menerapkan 

budaya penyelenggaraan. 

bekerja adalah sangat perlu. 

Penyediaan seperti ruang kerja yang 

selesa, peralatan yang mencukupi dan 

persekitaran kerja yang ceria boleh 

membantu meningkatkan motivasi 

pekerja supaya budaya 

penyelenggaraan lebih mudah 

diterapkan (Ismail, 2007). 

5.19 Perubahan Pelakuan 

Pelakuan yang baik dan positif perlu 

terus dilaksanakan dalam usaha untuk 

mengekalkan amalan yang mula 

menjadi sebahagian daripada rutin 

individu. Apabila suatu kerja yang baik 

dan positif telah menjadi amalan, 

individu mula menunjukkan imej yang 

lebih positif, bersemangat dan lebih 

ceria (Ismail, 2007). 

6.0 Metodologi 

Kajian ini adalah tertumpu kepada 

faktor terbaik bagi penerapan budaya 

penyelenggaraan. Data kumpul 

melalui borang soal selidik melibatkan 

staf yang terlibat dengan pengurusan 

kerja-kerja penyelenggaraan aset dan 

fasiliti kerajaan sahaja di pelbagai 

kementerian. Tiga kaedah dibuat bagi 

mengedarkan borang soal selidik iaitu 

dihantar secara terus ke setiap 

Jadual 1.0: Tempoh Pengalaman Responden 

jabatan, dihantar melalui pos dan juga 

sebahagian melalui e-mel. Sebanyak 

76 (dikembalikan) daripada 145 

(diedarkan) borang soal selidik telah 

dianalisis bagi memenuhi tujuan 

kajian ini. Data ini dianalisis 

menggunakan Kaedah skala likert, 

iaitu 1 untuk sangat tidak setuju 

sehingga 5 untuk sangat setuju. Min 

skor digunakan bagi menentukan 

susunan faktor dan amalan yang 

terbaik dalam kajian ini. 

7.0 Analisis Data 

7.1 Latar Belakang Responden 

Dalam kajian ini seramai enam orang 

responden memiliki pengalaman kerja 

kurang daripada setahun, 36 orang 

responden memiliki pengalaman kerja 

dalam tempoh satu hingga lima tahun, 

manakala 12 orang responden 

memiliki pengalaman kerja selama 5 

hingga 10 tahun dan 22 orang 

responden memiliki pengalaman 

selama 10 tahun ke atas. Semakin 

lama tempoh berkhidmat, semakin 

banyak pengalaman yang dimiliki oleh 

seseorang responden terhadap kerja 

yang dilakukannya. Jadual 1.0 

menunjukkan tempoh pengalaman 

responden. 

No. Tempoh Berkhidmat Bilangan Peratus 

1. Kurang dari 1 tahun 6 8 

2. 1 hingga 5 tahun 36 47 

3. 5 hingga 10 tahun 12 16 

4. 10 tahun ke atas 22 29 

20


Manakala, Jadual 2.0 menunjukkan 

pecahan bilangan responden di setiap 

kementerian 

7.2 Faktor-Faktor Yang Perlu 

Dilaksanakan Bagi 

Menerapkan Budaya 

Penyelenggaraan 

Rajah 1.0 menunjukkan faktor-faktor 

yang perlu dilaksanakan untuk 

menerapkan budaya penyelenggaraan. 

Rajah ini menunjukkan susunan 

Jadual 2.0 : Pecahan bilangan responden di setiap kementerian 

Bil. 

Kementerian 

amalan terbaik yang perlu 

dilaksanakan mengikut susunan 

nombor daripada kedudukan nombor 

satu adalah yang paling penting 

sehingga kedudukan terakhir. 

Walaupun secara teorinya seperti yang 

dinyatakan, terdapat banyak faktor 

yang perlu dilaksanakan untuk 

menerapkan budaya penyelenggaraan, 

namun melalui kertas kerja ini dapat 

dikenal pasti faktor terpenting yang 

Jumlah 

responden 

Peratusan 

(%) 

1. Kementerian Belia dan Sukan 7 9 

2. Kementerian Kesihatan 9 12 

3. Kementerian Kewangan 6 8 

4. Kementerian Pelajaran 8 11 

5. 

Kementerian Penerangan Komunikasi dan 

Kebudayaan 

6 8 

6. Kementerian Pengangkutan 7 9 

7. 

Kementerian Perdagangan Dalam Negeri, Koperasi 

dan Kepenggunaan 

4 5 

8. Kementerian Pertanian dan Industri Asas Tani 7 9 

9. Kementerian Sains, Teknologi dan inovasi 4 5 

10. Kementerian Sumber Asli dan Alam Sekitar 8 11 

11. Kementerian Sumber Manusia 6 8 

12. 

Kementerian Wilayah Persekutuan dan Kesejahteraan 

Bandar 

4 5 

Jumlah 76 100 

Rajah 1.0: Faktor-Faktor yang Perlu Dilaksanakan Untuk Menerapkan Budaya Penyelenggaraan 

perlu dilaksanakan untuk penerapan 

budaya penyelenggaraan sekaligus 

menjadi panduan oleh organisasi 

dalam membentuk budaya kerja yang 

cemerlang. Berdasarkan ‘spider 

diagram’ dalam Rajah 1.0, komitmen 

pengurusan atasan merupakan faktor 

utama yang perlu dilaksanakan untuk 


penyelenggaraan. Faktor kedua 

terpenting yang perlu dilaksanakan 

adalah kerjasama dalam organisasi 

pengurusan dan faktor ketiga 

terpenting adalah pendekatan sistem 

yang sistematik diperlukan dalam 

usaha budaya penyelenggaraan dapat 

diterapkan. 

Skor kedua tertinggi iaitu 4.32 adalah 

kerjasama dalam organisasi 

pengurusan dan penggunaan sistem 

yang tertatur dalam melaksanakan 

kerja. Kerjasama dilihat sebagai suatu 

usaha yang baik untuk memastikan 

matlamat organisasi dapat dicapai 

secara harmoni yang mana semua 

orang yang terlibat memahami beban 

tugas yang diamanahkan. Penggunaan 

sistem yang teratur dilihat sebagai 

suatu perkara yang perlu dilaksanakan 

untuk menjadikan sesuatu kerja lebih 

mudah diuruskan dan diselesaikan. 

Min skor bagi faktor kompeten, 

kesedaran dan latihan adalah sama 

dengan faktor komunikasi berkesan 

iaitu 4.29. Pendedahan latihan yang 

berterusan dapat memastikan setiap 

anggota terlibat memahami setiap 

tugas dengan jelas di samping dengan 

komunikasi yang jelas supaya perkara 

yang disampaikan mudah difahami 

adalah faktor yang saling berkait bagi 

memastikan objektif penerapan 

budaya penyelenggaraan dapat 

dicapai. 

Hasil daripada kajian ini, didapati 

bahawa komitmen pihak pengurusan 

atasan adalah sangat penting dalam 

menentukan hala tuju organisasi bagi 

memastikan matlamat yang dirancang 

berjaya dicapai dengan jayanya. 

Pengurusan yang menjaga hubungan 

sosial yang baik sesama ahli di dalam 

organisasi akan memberi impak yang 

lebih baik dalam memastikan usaha 

penerapan budaya penyelenggaraan 

dapat dilaksanakan. 


21


Jadual 3.0: Faktor-Faktor Yang Perlu Dilaksanakan Untuk Menerapkan Budaya Penyelenggaraan 

Bil. Faktor Min Skor 

1. Komitmen pengurusan atasan 4.41 

2. Kerjasama dalam organisasi pengurusan 4.32 

3. Pendekatan sistem untuk pengurusan yang sistematik 4.32 

4. Kompeten, kesedaran dan latihan 4.29 

5. Komunikasi berkesan 4.29 

6. Motivasi dalam kerja 4.26 

7. Persekitaran kerja 4.22 

Di samping itu, berdasarkan hasil 

seperti yang ditunjukkan dalam Jadual 

3.0 dapat dirumuskan bahawa 

komitmen pihak pengurusan atasan 

merupakan faktor terpenting dalam 

memastikan budaya penyelenggaraan 

dapat diterapkan dengan baik dengan 

skor sebanyak 4.41. Pihak pengurusan 

atasan merupakan ikon dalam setiap 

organisasi yang mana ketua yang baik 

akan memiliki anggota organisasi yang 

berdedikasi. Skor kedua tertinggi iaitu 

4.32 adalah kerjasama dalam 

organisasi pengurusan dan 

penggunaan sistem yang tertatur 

dalam melaksanakan kerja. Kerjasama 

dilihat sebagai suatu usaha yang baik 

untuk memastikan matlamat 

organisasi dapat dicapai secara 

harmoni yang mana semua orang 

yang terlibat memahami beban tugas 

yang diamanahkan. Penggunaan 

sistem yang teratur dilihat sebagai 

suatu perkara yang perlu dilaksanakan 

untuk menjadikan sesuatu kerja lebih 

mudah diuruskan dan diselesaikan. 

Seterusnya faktor kompeten, 

kesedaran dan latihan juga 

memberikan impak yang penting 

dalam memastikan budaya 

penyelenggaran dapat diterapkan 

dengan baik. Min skor bagi faktor 

kompeten, kesedaran dan latihan 

adalah sama dengan faktor 

komunikasi berkesan iaitu 4.29. 

Pendedahan latihan yang berterusan 

dapat memastikan setiap anggota 

terlibat memahami setiap tugas 

dengan jelas di samping dengan 

komunikasi yang jelas supaya perkara 

yang disampaikan mudah difahami 

adalah faktor yang saling berkait bagi 

memastikan objektif penerapan 


dicapai. 

Hasil daripada analisis ini, didapati 

bahawa komitmen pihak pengurusan 

atasan adalah sangat penting dalam 

menentukan hala tuju organisasi bagi 

memastikan matlamat yang dirancang 

berjaya dicapai dengan jayanya. 

Pengurusan yang menjaga hubungan 

sosial yang baik sesama ahli di dalam 

organisasi akan memberi impak yang 

lebih baik dalam memastikan usaha 

penerapan budaya penyelenggaraan 

dapat dilaksanakan. 

7.3 Amalan Terbaik Bagi 

Menerapkan Budaya 

Penyelenggaraan Mengikut 

Susunan Keutamaan 

Rajah 2.0 menunjukkan sususan 

amalan terbaik bagi menerapkan 

budaya penyelenggaraan mengikut 

susunan keutamaan yang dianalisis 

daripada setiap faktor yang diperlukan 

bagi menerapkan budaya 


Rajah 3.0 menunjukkan amalan 

terbaik bagi menerapkan budaya 

penyelenggaraan mengikut susunan 

keutamaan. 

Berdasarkan Rajah 3.0, amalan terbaik 

yang perlu dilaksanakan bagi 


dapat dilaksanakan adalah kesedaran 

dalam diri bahawa kerja adalah 

sebagai suatu amanah dan 

tanggungjawab yang perlu 

dilaksanakan dengan sebaiknya 

dengan min skor sebanyak 4.45. Ini 

menunjukkan bahawa majoriti 

responden bersetuju bahawa sesuatu 

kerja perlu dilaksanakan secara ikhlas 

walaupun kerja yang dilakukan itu 

dibayar gaji. Adalah perlu membentuk 

peribadi yang positif dari sudut 

dalaman dan luaran. Keperibadian 

yang positif mampu membentuk 

keyakinan diri dalam melaksanakan 

tugas dan segala kerja yang diberi 

dapat diterima dengan senang hati. 

Setiap pekerja bertanggungjawab 

untuk mewujudkan suasana kerja 

yang harmoni dengan sikap tolongmenolong 

dan bantu-membantu 

antara satu dengan yang lain. 

Apabila kesedaran sudah ada, 

penyelarasan tugas yang betul dan ia perlu 

disokong oleh tindak-tanduk pemimpin 

yang baik menjadi ikutan kepada ahli 

sebagai langkah terbaik memastikan 

budaya penyelenggaraan dapat diterapkan. 

22


Rajah 2.0: Rajah Susunan Amalan Terbaik Mengikut Setiap Faktor 

Motivasi Dalam 

Kerja 

Kesedaran dalam diri bahawa kerja adalah sebagai suatu amanah dan tanggungjawab yang 

perlu dilaksanakan dengan sebaiknya 

Pemberian ganjaran dilihat sebagai suatu usaha yang baik dalam mempengaruhi motivasi 

ahli terhadap sesuatu kerja 

Memberi pengiktirafan setelah mencapai kejayaan dalam pelaksanaan sesuatu kerja 

penyelenggaraan dapat meningkatkan semangat dalam melaksanakan kerja yang 

seterusnya 

Kesedaran dalam diri 

bahawa kerja adalah 

sebagai suatu amanah 

dan tanggungjawab yang 

perlu dilaksanakan 

dengan sebaiknya 

Kerjasama Dalam 

Organisasi 

Pengurusan 

Penyelarasan bidang tugas dan aktiviti yang terperinci bagi memastikan setiap ahli 

mampu melaksanakan kerja dengan baik 

Kesedaran tentang semangat kerjasama dalam organisasi penting sebagai suatu cara 

menerapkan budaya penyelenggaraan 

Fungsi organisasi yang jelas untuk mencapai matlamat menyumbang kepada kejayaan 

Penyelarasan bidang 

tugas dan aktiviti yang 

terperinci bagi 

memastikan setiap ahli 

mampu melaksanakan 

kerja dengan baik 

Komitmen 

pengurusan Atasan 

Tindak-tanduk pemimpin yang baik menjadi ikutan kepada ahli sebagai langkah terbaik 

memastikan budaya penyelenggaraan dapat diterapkan 

Pihak pengurusan atasan perlu memahami konsep, syarat dan kepentingan dengan jelas 

Kesungguhan daripada pihak pemimpin dalam meneliti keberkesanan tindakan untuk 

mencapai matlamat penyelenggaraan 

Tindak-tanduk 

pemimpin yang baik 

menjadi ikutan kepada 

ahli sebagai langkah 

terbaik memastikan 

budaya penyelenggaraan 

dapat diterapkan 

Kompeten, 

Kesedaran dan 

Latihan 

Pendekatan Sistem 

Untuk Pengurusan 

Yang Sistematik 

Memberikan pendedahan khusus kepada bidang tugas yang perlu dilaksanakan untuk 

memberikan kefahaman yang jelas terhadap kerja yang perlu dilakukan 

Rekabentuk latihan yang bersepadu dapat memberikan kesedaran yang lebih baik terhadap 

kepentingan penyelenggaraan 

Memberi seminar secara berkala bagi memastikan setiap ahli memahami kerja dengan 

jelas yang mana kompetensi dapat dicapai dengan pendedahan latihan yang berterusan 

Penggunaan teknologi dapat mempercepatkan urusan sesuatu kerja 

Proses kerja yang berulang-ulang perlu diubahsuai dan ditambahbaik 

Proses penyelenggaraan utama ditentukan sebagai langkah yang paling efektif untuk 

menyelesaikan masalah perlu diikuti dengan proses sokongan sebagai alternatif sekiranya 

proses utama tidak dapat diimplimentasikan 

Memberikan pendedahan 

khusus kepada bidang 

tugas yang perlu 

dilaksanakan untuk 

memberikan kefahaman 

Penggunaan teknologi 

dapat mempercepatkan 

urusan sesuatu kerja 


Komunikasi 

Berkesan 

Menerima maklum balas dengan hati terbuka terhadap sebarang cadangan atau kritikan 

untuk penambahbaikan cara kerja 

Proses kerja yang berulang-ulang perlu diubahsuai dan ditambahbaik 

Proses penyelenggaraan utama ditentukan sebagai langkah yang paling efektif untuk 

menyelesaikan masalah perlu diikuti dengan proses sokongan sebagai alternatif sekiranya 

proses utama tidak dapat diimplimentasikan 

Menerima maklum balas 

dengan hati terbuka 

terhadap sebarang 

cadangan atau kritikan 

untuk penambahbaikan 

cara kerja 

Persekitaran Kerja 

Penyediaan kemudahan dan persekitaran kerja yang kondusif boleh mewujudkan suasana 

kerja yang lebih bersemangat 

Perubahan perlakuan ke arah lebih positif dan agresif secara tidak langsung menjadikan 

budaya kerja dapat diamalkan dan dilakukan secara berterusan 

Penyediaan kemudahan 

dan persekitaran kerja 

yang kondusif boleh 

mewujudkan suasana 

kerja yang lebih 

bersemangat 

Rajah 3.0: Amalan Terbaik Bagi Menerapkan Budaya Penyelenggaraan Mengikut Susunan Keutamaan 

23


Amalan kedua terpenting adalah 

penyelarasan bidang tugas dan aktiviti 

yang terperinci bagi memastikan setiap 

ahli mampu melaksanakan kerja 

dengan baik dengan min skor 4.39. 

Kesedaran diri sahaja tidak cukup bagi 

memastikan matlamat penyelenggaraan 

berjaya dicapai. Penyelarasan tugas 

akan mampu melicinkan perjalanan 

kerja dan setiap pekerja terlibat jelas 

dengan bidang tugas yang perlu 

dilakukannya. Ini dapat mengelakkan 

pertindihan tugas yang hanya akan 

melambatkan sesuatu kerja. Apabila 

setiap individu jelas terhadap bidang 

tugas mereka, suatu kerja akan lebih 

mudah dilaksanakan dan segala 

masalah dapat diatasi dengan segera. 

Apabila kesedaran sudah ada, 

penyelarasan tugas yang betul dan ia 

perlu disokong oleh tindak-tanduk 

pemimpin yang baik menjadi ikutan 

kepada ahli sebagai langkah terbaik 


dapat diterapkan. Amalan ketiga 

terpenting ini mendapat skor 4.38 

seperti di dalam Rajah 2. Pemimpin 

adalah kepala yang menggerakkan 

jenteranya. Pemimpin yang baik akan 

bersama-sama berusaha dengan 

pekerjanya untuk mencapai matlamat 

organisasi dengan lebih berkesan. Kerja 

yang dilakukan akan dipantau secara 

berkala, menerima pandangan daripada 

pekerja dengan hati yang terbuka akan 

mampu menjadikan budaya 

penyelengaraan dapat diterapkan 

dengan sewajarnya. 

Oleh itu, gabungan ketiga-tiga amalan 

terbaik bagi setiap faktor yang perlu 

dilaksanakan untuk menerapkan 

budaya penyelengaraan adalah sangat 

penting dalam memastikan kejayaan 

matlamat dapat dicapai. Walau 

bagaimanapun amalan yang lain juga 

dianggap penting sebagai tambahan 

kepada usaha yang berterusan untuk 

memastikan aset kerajaan sentiasa 

diselenggara. Semua data yang 

diperolehi adalah melibatkan 

responden yang terlibat dengan kerjakerja 

penyelenggaraan aset kerajaan 

sama ada di peringkat pengurusan atau 

peringkat pelaksanaan kerja. 

8.0 Rumusan 

Penyelenggaraan seringkali dikaitkan 

dengan baik pulih bangunan yang telah 

rosak. Walhal penyelenggaraan adalah 

suatu semakan berkala untuk 

memastikan sama ada sesuatu 

bangunan selamat digunakan atau 

tidak. Penyelenggaraan bukanlah 

bermaksud tunggu rosak barulah 

hendak dibaiki. Disenaraikan tujuh 

faktor yang mampu memberikan impak 

dalam usaha memastikan mutu kerjakerja 

penyelenggaraan dapat 

diterapkan. 

Dapat dirangkumkan bahawa 

komitmen pengurusan atasan 

adalah sebagai penggerak 

utama dalam memastikan 

budaya penyelenggaraan 

menjadi amalan. 

Faktor-faktor tersebut adalah 

komitmen pengurusan atasan, 

kerjasama dalam organisasi 

pengurusan, pendekatan sistem 

untuk pengurusan yang sistematik, 

kompeten, kesedaran dan latihan, 

komunikasi berkesan, motivasi 

dalam kerja dan persekitaran kerja. 

Faktor-faktor ini telah disusun 

mengikut keutamaan sepertimana 

yang telah dipersetujui oleh 

responden. Gabungan kesemua 

faktor ini sekiranya diberi 

perhatian serius dan 

diimplementasikan dalam rutin 

kerja seharian akan dapat 

menjadikan budaya 

penyelenggaraan dapat 

diterapkan. Bukan sahaja kerja 

yang lebih bersistematik mampu 

dilakukan malah kos pengurusan 

dan penyelenggaraan dapat 

dikurangkan yang mana kos yang 

diperuntukkan dapat disalurkan 

kepada perkara yang lebih 

bermanfaat kepada negara. 

Dapat dirangkumkan bahawa 

komitmen pengurusan atasan 

adalah sebagai penggerak utama 

dalam memastikan budaya 

penyelenggaraan menjadi amalan. 

Di samping itu, faktor-faktor lain 

yang telah dikaji secara teori dan 

dianalisis secara praktikal menjadi 

penyokong kepada faktor 

komitmen pihak pengurusan juga 

diperlukan sekaligus usaha 


penyelenggaraan akan lebih 

mudah dilaksanakan. 

Bagi amalan terbaik yang perlu 

untuk dijadikan amalan oleh 

setiap pekerja khususnya untuk 

mereka yang terlibat dengan kerjakerja 

penyelenggaraan adalah 

kesedaran dalam diri bahawa kerja 

adalah sebagai suatu amanah dan 

tanggungjawab yang perlu 

dilaksanakan dengan sebaiknya. 

Suatu kerja perlu bermula dengan 

niat yang baik oleh pelakunya. 

Apabila seseorang jelas tentang 

matlamat kerjanya, suatu kerja 

yang diamanahkan akan dapat 

dilaksanakan dengan sebaik 

mungkin. 

Dalam pada itu, terdapat amalan 

lain yang telah disenaraikan 

sebagai sokongan terhadap 

apakah amalan yang paling perlu 

untuk menerapkan budaya 

penyelenggaraan. Amalan ini telah 

disusun mengikut kedudukan yang 

paling penting sehingga kepada 

yang kurang penting yang telah 

disenaraikan mengikut faktorfaktor 

yang perlu dilaksanakan 

untuk menerapkan budaya 


Kombinasi kesemua amalan yang 

telah dikenal pasti adalah sangat 

penting dalam membentuk 

suasana kerja yang lebih 

berproduktiviti yang bukan sahaja 

memberi manfaat kepada 

pengguna yang menggunakan 

perkhidmatan dan kemudahan 

yang disediakan malah memberi 

manfaat yang sangat baik kepada 

individu yang terlibat dengan 

kerja-kerja penyelenggaraan itu 

sendiri. Kerja tanpa tekanan akan 

memberikan hasil yang lebih baik 

dan dapat memuaskan hati semua 

pihak. 

Majikan bertanggungjawab 

menjaga kebajikan pekerja, 

pekerja bertanggungjawab 

melaksanakan amanah dengan 

penuh dedikasi dan pengguna 

perlulah menggunakan 

kemudahan yang disediakan 

dengan penuh berhemah. 

Gabungan ketiga-tiga majikan, 

pekerja dan pengguna adalah 

dilihat sebagai suatu langkah 

paling efektif dalam memastikan 


diamalkan dengan mudah. 

Secara praktikalnya, faktor-faktor 

dan amalan-amalan yang telah 

dikenal pasti perlu dilaksanakan 

sebaik-baiknya untuk mencapai 

matlamat penyelenggaraan yang 

sebenarnya. l 

24


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Sdn. Bhd. 

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Sdn. Bhd. 

Bowditch, J. L. dan Buono, A. F. (2005). A Primier on Organizational Behavior. (6th ed.) New Jersey: John 

Wiley & Sons. 

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Organisation Studies. 20(4), 579-600. 

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Care, Volume I. Washington, DC: Georgetown University Child Development Center, CASSP 

Technical Assistance Center. 

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Monimize Building Maintenance Costs. Computer & Industrial Engineering. 43(2002), 423-436. 

Durrant, G. B. P. dan Platfoot, R. (2010). Cultural Realignment In Maintenance Workforce Re-Engineering. 

The Asset Journal Issue 1 Volume 4 2010, Article 1. 

Ellis, R. (2009). Communication Skills, Stepladder To Success For Professional. United Kingdom: 

Gutenberg Press. 

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Universiti Teknologi Malaysia. 

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Jaafar Muhammad (2007). Kelakuan Organisasi Edisi Keenam. Petaling Jaya: Leeds Publications. 

Kadir Arifin (2009) Sistem Pengurusan Kualiti – Pengurusan Dan Pelaksanaan Di Malaysia. Bangi: 

Universiti Kebangsaan Malaysia. 

Kroeber, Clyde, K., Alfred, G. M. dan Wayne, U. (1952). Culture: A Critical Review of Concepts and 

Definitions. Cambridge: Peabody Museum. 

Mackey, D. dan Livsey, (2006). Transforming Traninng- A Guide To Creating A Flexible Learning 

Environment: Of The Learning Architects. United States: Kogan Page Ltd. 

Mohd Khan Jamal Khan, Nor Azimah Chew Abdullah dan Abdul Aziz Yusof (2005). Keselamatan dan 

Kesihatan Pekerjaan Dalam Organisasi, Petaling Jaya: Prentice Hall. 

Mohd Saidin Misnan (2009). Model Membangunkan Budaya Keselamatan Dalam Firma Pembinaan Di 

Malaysia. Tesis Doktor Falsafah Pengurusan Fasiliti, Universiti Teknologi Malaysia, Skudai. 

Mohd Saidin Misnan, Abdul Hakim Mohamed dan Abdul Rahman Dalib (2011). Pembangunan Budaya 

Keselamatan Di Tempat Kerja. Johor Bahru: Penerbit UTM Press. 

Mullins, L. J. (2006). Management and Organizational Behaviour. (7th ed.) New York: Prentice 

Hall/Financial Times. 

Newton, L. A. dan Christian, J. (2006). Impact of Quality on Building Costs. Journal of Infrastructure 

Systems. 12(4), 199-206. 

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Bhd. 

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Forsmark, Nordic Nuclear Safety Research. Roskilde: Pitney Bowes Management Services Denmark. 

Stott, K. dan Walker, A. (1995). Teams: Teamwork & Teambuilding. Singapore: Prentice Hall. 

Tasmara Toto (2002). Membudayakan Kerja Etos Islami. Jakarta: Gema Insani. 

Wilkinson, M., Forgarty, M. dan Melville, D. (1996). Organizational Culture Change Through Training and 

Cultural Transmission. Journal of Orgnizational Culture Change Management. 9(4):69-81. 

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Mason, Ohio: Thomas/South Western. 

Peer Review Articles 

25


Analisis Keperluan Latihan Personel 

Penyenggaraan Bangunan 

Warisan Di Malaysia 

¹Mohammad Ashraf Abdul Rahman, ²Zainal Abidin Akasah, ³Siti Nor Fatimah Zuraidi 

¹ ² ³ Jabatan Kejuruteraan Pembinaan dan Senibina, Fakulti Kejuruteraan Awam dan 

Alam Sekitar, Universiti Tun Hussein Onn Malaysia 

¹ashrafr@uthm.edu.my, ²zainal59@uthm.edu.my, ³timi_gee@yahoo.com 

Dalam persekitaran dunia yang semakin berkembang pesat, pembangunan latihan dilihat sebagai 

pemangkin terhadap perkembangan guna tenaga kerja yang lebih dinamik di dalam sesebuah 

organisasi. Melalui pembangunan latihan yang berkesan, kecekapan individu akan dapat 

dipertingkatkan dan seterusnya akan menyumbang kepada kecekapan organisasi di masa hadapan. 

Di dalam bidang penyenggaraan bangunan warisan, guna tenaga kerja atau personel dilihat sebagai 

sumber utama yang menentukan keberkesanan sesebuah kerja penyenggaraan. Personel yang 

tidak cukup cekap dan terlatih pastinya akan memberi impak terhadap perlaksanaan 

penyenggaraan.Sehubungan dengan itu, kajian ini bermatlamat untuk mengkaji keperluan latihan 

dikalangan personel penyenggaraan bangunan warisan. Responden terdiri daripada 88 orang 

personel penyenggaraan yang dipilih daripada empat buah bangunan warisan. Hasil kajian 

mendapati bahawa terdapat keperluan untuk menjalankan program pembangunan latihan di 

kalangan personel penyenggaraan. Kajian ini diharap dapat membuka ruang kepada 

penambahbaikan dalam melahirkan personel penyenggaraan yang lebih berkecekapan ke arah 

penyenggaraan berkesan. 

26


Pengenalan 

Senario semasa menunjukkan bidang 

penyenggaraan tidak lagi mendapat perhatian dari 

kalangan profesional dan golongan berkepakaran 

(Seeley, 1976; Wood, 1999) malah praktis 

penyenggaraan hari ini telah didominasi oleh guna 

tenaga kerja atau personel yang tidak berkecekapan serta 

tidak terlatih (Adi Irfan et. al., 2009, Forster & Kayan, 

2009; Robiah, 2010). Keadaan ini secara tidak langsung 

telah meninggalkan impak yang sangat besar terhadap 

mutu kerja penyenggaraan di mana bangunan-bangunan 

yang telah diwartakan sebagai harta warisan ini terdedah 

dengan risiko kemusnahan dan kerosakan melampau 

(Mukram, 2005). 

Sebagai sebuah senibina yang kaya dengan sumber 

warisan dan sejarah yang bervariasi, adalah menjadi satu 

keperluan untuk mengurus selenggara bangunan ini 

secara profesional dan bersistematik (Hamilton dan 

Salleh, 2001). Menurut A. Ghafar Ahmad (2006), 

pengurusan yang profesional bukan sahaja diperlukan 

semasa kerja-kerja pemuliharaan dijalankan tetapi juga 

semasa peringkat pasca pemuliharaan. Walau 

bagaimanapun, pendominasian tenaga kerja yang tidak 

berkecekapan dalam praktis semasa telah merubah corak 

bidang penyenggaraan sehingga wujudnya persepsi yang 

melebelkan penyenggaraan sebagai profesyen kelas 

bawahan (Hassan, 1998; Paul, 2001). 

Walaupun secara fizikal, negara melahirkan ramai 

bilangan graduan-graduan dari bidang kejuruteraan serta 

bidang-bidang berkaitan kejuruteraan, namun hakikatnya, 

pasaran kerja hari ini dimonopoli oleh pekerja yang 

kurang berpengetahuan dan berkemahiran untuk 

mejalankan kerja-kerja kejuruteraan penyenggaraan ini 

(Adi Irfan et. al., 2009). Hal sedemikian telah menjadi 

permasalahan global yang turut dikongsi oleh 

kebanyakkan negara-negara membangun (Funso Falade, 

2006) termasuk Malaysia. 

Oleh kerana bidang penyenggaraan bangunan warisan di 

Malaysia hari ini sedang mengalami kekurangan pekerja 

mahir dan terlatih, maka pihak organisasi perlu 

menyediakan latihan kepada para pekerja mereka. 

Menurut Meriam Yusuff (2007), pembangunan guna 

tenaga kerja dapat memberikan sumber yang berkesan 

jika ia digunakan dengan betul dan berhemah. Respon 

daripada permasalahan ini, Maintain Our Heritage (2004) 

berpendapat bahawa pelan rangka panjang perlu 

dibangunkan termasuk memperbanyakkan programprogram 

berunsurkan latihan dan kemahiran kepada 

personel. 

Oleh yang demikian, menurut Maimunah (1997), adalah 

menjadi galakan kepada pihak majikan atau pengurusan 

untuk melatih dan membangunkan personel sedia ada 

supaya agenda dan objektif kerja penyenggaraan dapat 

dicapai. Sebagai permulaan, kertas ini akan melihat akan 

keperluan latihan terhadap pembangunan personel 

penyenggaraan. 

Kepentingan latihan dalam 

perkembangan personel 

Latihan merupakan salah satu fungsi pembangunan dan 

sumber manusia yang sangat penting (Azman Ismail, 

2010; DeSimone et. al., 2002 dan Tannenbaum dan Yukl, 

1992). Menurut Faizah Yunus (2003), latihan adalah 

suatu proses memperolehi dan memperbaiki kemahiran, 

pengetahuan dan sikap yang diperlukan untuk 

mempertingkatkan prestasi kerja. Peningkatan prestasi ini 

dapat dicapai sekiranya personel berpengetahuan, 

berkemahiran dan berkomitmen untuk menjadikan 

persekitaran kerja bertambah maju. Memandangkan 

tuntutan terhadap pekerjaan dan persekitaran yang 

sentiasa berubah-ubah, setiap personel perlu diberikan 

ruang pembelajaran, latihan dan galakan supaya menjadi 

lebih bersedia (Rossilah Jamil, 2008). Ini kerana melalui 

program latihan yang terancang akan dapat 

meningkatkan kemampuan pekerja untuk menyelesaikan 

masalah semasa, masalah yang akan wujud di masa akan 

datang, membangunkan kecekapan pekerja dan 

meningkatkan daya saing organisasi (Azman Ismail, 2010; 

DeSimone et. al., 2002 dan Ibrahim, 2001). Kebanyakkan 

pekerja ingin menjalankan tugas sebaik mungkin. Tetapi 

oleh kerana mereka tidak mempunyai kemahiran yang 

diperlukan akibat daripada teknologi yang sentiasa 

berubah dan proses operasi baru diperkenalkan, maka 

masalah sering timbul. 

Penilaian keperluan latihan 

Menurut Sparhawk (1995), analisis keperluan latihan 

adalah kesan akibat daripada pihak majikan yang tidak 

dapat menjangka sama ada telah berlaku perubahan 

pengetahuan, kemahiran dan sikap terhadap pekerja 

setelah menjalani sesuatu latihan. Menurutnya lagi, jika 

tiada perubahan yang diharapkan maka pihak 

pengurusan seharusnya merekabentuk satu latihan 

yang bersesuaian dengan bidang tugas pekerja di 

mana modul latihan serta kandungan latihan 

hendaklah mengambil kira kehendak, kesesuaian dan 

tahap ketersediaan pekerja dan organisasi. Berdasarkan 

beberapa tafsiran dari sarjana-sarjana di atas, dapat 

disimpulkan bahawa penilaian keperluan latihan ke 

atas sesebuah organisasi seharusnya dilakukan terlebih 

dahulu sebelum merekabentuk latihan. Mengenalpasti 

keperluan latihan dianggap penting kerana dapat 

mengenalpasti pemasalahan yang berlaku dalam 

organisasi serta merancang latihan yang sesuai 

terhadap pekerja dalam mempertingkatkan 

pengetahuan, kemahiran dan sikap individu dan dalam 

masa yang sama akan dapat mengurangkan kos latihan. 

Objektif Kajian 

Kajian ini bermatlamat untuk menganalisis akan 

keperluan latihan dikalangan personel penyenggaraan 

yang dipercayai kurang berpengetahuan dan 

berkemahiran dalam aspek berkaitan penyenggaraan. 

Secara spesifik, objektif kajian ini adalah untuk: 


27


a. Mengenalpasti kelemahan utama 

personel dalam aspek pengetahuan 

dan kemahiran berkaitan 

penyenggaraan bangunan warisan 

b. Menganalisis keperluan latihan di 

kalangan personel penyenggaraan 

bangunan warisan 

Metodologi kajian 

Bagi kajian ini, pemperolehan data dan 

maklumat diperolehi secara langsung 

daripada personel penyenggaraan yang 

menjalankan kerja-kerja penyelenggaran di 

bangunan warisan. Responden dipilih 

daripada empat buah bangunan warisan 

dari dua buah bandar iaitu Melaka dan 

Pulau Pinang. Setiap responden dibekalkan 

dengan set soal selidik yang mengandungi 

8 soalan berkaitan analisis keperluan 

latihan. Soal selidik ini kemudian dianalisis 

bagi mendapatkan jawapan kepada 

persoalan kajian iaitu “Adakah terdapat 

keperluan latihan di kalangan personel 

penyenggaraan bangunan warisan di 

Malaysia“. Secara ringkasnya, Rajah 1 dan 

Jadual 1 di bawah menjelaskan mengenai 

perincian kajian ini: 

Sebagai sebuah senibina 

yang kaya dengan sumber 

warisan dan sejarah yang 

bervariasi, adalah 

menjadi satu keperluan 

untuk mengurus 

selenggara bangunan ini 

secara profesional dan 

bersistematik 

Rajah 1:Carta alir metodologi kajian 

Edar dan 

kembalikan 

soal selidik 

Kenalpasti 

kelemahan 

Analisis 

keperluan latihan 

Objektif kajian 

terjawab 

(Ya / Tidak) 

Jadual 1: Perincian sampel kajian 

Bangunan 

Lokasi 

Tahun 

dibina 

Bilangan Personel 

Teknikal 

Pentadbiran 

Jumlah 

Bangunan 1 

Bangunan 2 

Pulau 

Pinang 

Pulau 

Pinang 

1883 9 12 21 

1898 15 9 24 

Bangunan 3 Melaka 1886 11 12 23 

Bangunan 4 Melaka 1888 14 6 20 

Jumlah 49 39 88 

28


Perbincangan hasil kajian 

Jadual 2 memberikan gambaran awal 

mengenai analisa keperluan latihan di 

kalangan personel penyenggaraan 

bangunan warisan di Malaysia. 

Analisis dapatan 

Daripada Jadual 2, terdapat tiga bahagian 

utama dalam soal selidik yang telah 

diedarkan kepada 88 orang responden di 

empat buah bangunan warisan. Bahagian 

pertama adalah berkenaan dengan asas 

pengetahuan, bahagian kedua adalah 

berkenaan dengan asas kemahiran 

manakala bahagian ketiga adalah 

berkenaan dengan respon responden 

terhadap latihan. Perbincangan bagi setiap 

bahagian diterangkan secara terperinci 

seperti yang berikut: 

Asas pengetahuan 

Daripada indeks kecekapan asas 

pengetahuan di kalangan personel seperti 

di Jadual 3, didapati bahawa pengetahuan 

mengenai proses penyenggaraan dan asas 

penyenggaraan mempunyai skor indeks 

yang rendah iaitu di bawah 70%. Ini 

menunjukkan bahawa kebanyakkan 

personel yang menjalankan kerja-kerja 

penyenggaraan di bangunan warisan ini 

tidak mempunyai asas pengetahuan yang 

mencukupi. 

Jadual 2: Analisis keperluan latihan 

B1 Asas Pengetahuan 1 2 3 4 5 

B1.1 Pengetahuan asas penyenggaraan 

bangunan 

7 23 31 19 8 

B1.2 Pengetahuan mengenai proses 

penyenggaraan 

21 13 29 17 8 

B1.3 Pengetahuan mengenai sejarah bangunan 

3 7 19 36 23 

B2 Asas Kemahiran 1 2 3 4 5 

B2.1 Kemahiran mengendalikan peralatan dan 

alat ganti penyenggaraan 

0 4 18 39 27 

B2.2 Kemahiran menjalankan kerja 

penyenggaraan tanpa pengawasan 

0 7 9 28 44 

B3.3 Kemahiran menyelesaikan masalah 

berkaitan penyenggaraan 

21 37 11 13 6 

B3 Respon terhadap latihan Ya Tidak 

B3.1 Adakah anda pernah mendapat sebarang 

latihan berkaitan penyenggaraan 

31 57 

B3.2 Adakah anda bersedia untuk mengikuti 

latihan berkaitan penyenggaraan 

88 0 

1: Sangat lemah 2: Lemah 3: Tidak Pasti 4 : Baik 5: Sangat Baik 

Jadual 3: Indeks kecekapan asas pengetahuan 

Bil Asas Pengetahuan Skor Indeks (%) 

B1.1 Asas penyenggaraan 59.54 

B1.2 Proses penyenggaraan 55.00 

B1.3 Sejarah bangunan 75.68 


Jadual 4: Indeks kecekapan asas kemahiran 

Bil Asas Kemahiran Skor Indeks (%) 

B2.1 Pengendalian alatan/alat ganti 80.22 

B2.2 Bekerja tanpa pengawasan 84.77 

B2.3 Penyelesaian masalah 47.72 

Rajah 2: Keterlibatan personel dalam latihan berkaitan penyenggaraan 

Keterlibatan Latihan 

35% 

65% 

Ya 

Tidak 

Asas kemahiran 

Berdasarkan indeks kecekapan asas 

kemahiran seperti di Jadual 4, didapati 

bahawa personel penyenggaraan 

berhadapan dengan kesukaran dalam 

menyelesaikan masalah berkaitan 

penyenggaraan dengan skor indeks 

sebanyak 47.72%. Walaubagaimanapun, 

hasil soal selidik mendapati bahawa 

personel mahir dalam mengendalikan 

peralatan serta alat ganti dan boleh bekerja 

tanpa pengawasan. 

Respon terhadap latihan 

Hasil soal selidik seperti Rajah 2 mengenai 

keterlibatan responden di dalam sebarang 

latihan berkaitan penyenggaraan mendapati 

bahawa seramai 31 orang personel sahaja 

atau 35% daripada keseluruhan responden 

yang pernah mengikuti atau menghadirinya. 

Manakala seramai 57 orang personel yang 

lain tidak pernah mendapat latihan 

berkaitan penyenggaraan sebelum ini. 

29


Sementara itu, berdasarkan Rajah 3 di bawah 

didapati bahawa kesemua 88 orang responden 

bersedia mengikuti latihan berkaitan 


Rumusan perbincangan 

Berdasarkan kepada objektif kajian dan hasil 

daripada analisis di atas, dapat dirumuskan 

bahawa: 

(a) Mengenalpasti kelemahan personel dalam 

aspek pengetahuan dan kemahiran berkaitan 

penyenggaraan bangunan warisan 

Daripada analisis berkaitan kecekapan 

pengetahuan dan kemahiran personel, dapat 

dirumuskan bahawa personel-personel 

penyenggaraan hari ini telah dikenalpasti 

kurang berpengetahuan mengenai asas 

penyenggaraan, lemah dalam menguasai 

proses penyenggaraan serta tidak mahir 

dalam menyelesaikan masalah berkaitan 

penyenggaraan 

(b) Menganalisis keperluan latihan di kalangan 

personel penyenggaraan bangunan warisan 

Terdapat keperluan terhadap latihan di 

kalangan personel dalam membangunkan 

guna tenaga kerja yang berpengetahuan dan 

berkemahiran dalam bidang penyenggaraan 

bangunan warisan. 

Kesimpulan 

Keperluan terhadap personel berpengetahuan 

dan berkemahiran amat jelas dalam bidang 

penyenggaraan bangunan warisan hari ini. 

Walaubagaimanapun, dalam praktis semasa, 

bidang ini lebih didominasi oleh golongan yang 

tidak cekap serta tidak terlatih. Senario ini telah 

menimbulkan permasalahan terhadap prestasi 

serta mutu kerja penyenggaraan akibat 

penggajian personel yang tidak mempunyai latar 

belakang pengetahuan serta kemahiran dalam 

bidang urus selenggara bangunan warisan. 

Berdasarkan analisis keperluan latihan, di dapati 

bahawa personel sedia ada hari ini tidak 

mempunyai pengetahuan asas penyenggaraan 

yang mencukupi, lemah dalam proses 

penyenggaraan serta tidak mampu untuk 

menyelesaikan masalah berkaitan 

penyenggaraan. Situasi ini pastinya akan 

mendedahkan bangunan-bangunan yang telah 

dipulihara ini dalam keadaan yang berisiko 

terhadap kerosakan dan kemusnahan. Oleh yang 

demikian, latihan dan pembangunan personel 

dilihat sebagai langkah yang perlu dalam 

mengatasi situasi ini. Melalui pembangunan 

latihan, personel dijangka akan mendapat 

manfaat terhadap perkembangan pengetahuan, 

kemahiran serta sikap terhadap kerja 

penyenggaraan. l 

Rajah 3: Respon terhadap keperluan 

Bilangan Responden 

100 

80 

60 

40 

20 

0 

Keperluan Latihan 

Ya 

Melalui pembangunan 

latihan, personel 

dijangka akan 

mendapat manfaat 

terhadap 

perkembangan 

pengetahuan, 

kemahiran serta sikap 

terhadap kerja 


Tidak 

30


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31


A Conceptual Approach 

Office Occupation by 

Tenants at City Centre of 

Kuala Lumpur 

Yasmin Mohd Adnan, Md Nasir Daud 

Center for Studies of Urban & Regional Studies (SURE), Faculty of the Built Environment, University of Malaya 

With the onset of large office supplies until 2015 in Kuala Lumpur, there are concerns on the future 

demands for office space. Although the necessary market studies would be useful to gauge the 

trends and performance of the office market, another useful approach to gauge the demand is to 

identify the factors that are important by potential occupiers. From the micro perspective, 

identification of these factors by office occupiers would be useful indicators of their office space 

needs towards meeting their business goals and objectives. This paper presents some conceptual 

basis of assessing the tenants’ behaviour by treating them as consumers of office space. In this 

respect, their needs are viewed from the relevant stakeholders of office space at purpose built 

office buildings which include investors, owners, managers and marketers who may want to strive 

for maximizing the returns of office space occupation. With the derivation of the ways of the 

possible options of how tenants make decisions prior to the occupation stage, it would be useful to 

determine the factors that are considered when the office space is the product to be marketed. 

Further investigation of the relevant factors shall be determined by reviewing the literature and 

through experts’ survey. The identification of the factors will be useful for the determination of the 

important factors and relative weights among the major tenants of purpose built office buildings in 

Kuala Lumpur city centre. 

32


Introduction 

Kuala Lumpur city centre 

has undergone a tremendous 

transformation since it first 

started as the centre of trade 

and later, as the capital city. The 

manifestation of its physical function as a 

centre of business and office activities is 

seen in the emergence of the Golden 

Triangle area (the area bounded by Jalan 

Ampang, Jalan Sultan Ismail and Jalan 

Bukit Bintang) while the previous Central 

Business District (CBD) of Kuala Lumpur 

that used to be the traditional city centre 

remain as the business and trade area 

with colonial architectural and economic 

features (Morshidi, 2002). 

In Malaysia, the Kuala Lumpur city centre 

has taken on different definitions in the 

hands of different stakeholders. The City 

Hall of Kuala Lumpur via its Kuala 

Lumpur City Plan 2020 has defined the 

area known as Kuala Lumpur city centre 

as encompassing the central business 

location covering an area of 18,125,660 

sq. m. For the purpose of this paper, the 

definition of Kuala Lumpur city centre by 

the Kuala Lumpur City Hall of Malaysia 

(Kuala Lumpur Draft Structure Plan 2020) 

shall be adopted. It shall be synonymous 

to the definition of CBD used in other 

developed countries. 

It has been generally noted that in most 

cities in the world, the central business 

district (CBD) or the city centre, is 

referred to as the heart of the city where 

there is a concentration on firms and 

office employment. The central business 

district is said to be dominated by a 

limited number of competitors in the 

urban system, and the dominant land 

uses are associated typically with major 

banks, corporate office buildings, 

department stores, theatres, and other 

leading business, commercial, or 

entertainment uses (Kleinberg, 1995). 

Thus, CBD is easily distinguishable by its 

It has been generally noted that in most 

cities in the world, the central business 

district (CBD), or the city centre, is 

referred to as the heart of the city where 

there is a concentration of firms and 

office employment. 

centrality, easy accessibility and clustering 

of up market commercial organisations 

and tertiary employment. Information is 

vastly collected, processed and 

disseminated in this area. Thus, CBD is a 

highly dynamic place that is normally 

associated with the fast pace of life (Tang, 

1999). 

In Kuala Lumpur, there are approximately 

6.9 million sq. m. of office space by the 

third quarter of 2011 (NAPIC, 2011). Of 

this amount, approximately 80% is 

located within the area demarcated by 

the City Hall of Kuala Lumpur as the 

Kuala Lumpur city centre. It has been 

noted that there has been a slight 

improvement of the office market over 

the past few years before the economic 

crisis of 2008, as evidenced by the 

improvement in the take-up rates of 

office space in the Kuala Lumpur office 

market for the period up to 2007 (NAPIC, 

2008). However, to date the supply of 

new office space in Kuala Lumpur has 

increased giving the market a tenants’ 

favoured market. An estimated 1.22 

million sq. m. of new office space is in 

the pipeline in the city between 2011 

and 2013 (DTZ, 2010). 

To make an assessment of the 

requirements of those that utilise the 

office space in the city centre is a 

challenge as there has been a trend of 

decentralisation to the suburban area of 

Kuala Lumpur in recent years (Ahmad 

and Isa, 2008). With the incoming supply 

of office space to the city centre, the 

assessment of the preference of the users 

will be useful as it will provide a guide to 

the various stakeholders. For many 

building owners, investors, marketing 

agents of office buildings in Kuala 

Lumpur city centre, identifying the 

specific requirements of office occupation 

by tenants would be useful towards the 

fulfillment of their specific objectives. The 

achievement of full occupancy with 

quality tenants would enhance the 

maximisation of the returns through a 

stream of income. Marketing agents on 

the other hand would benefit by 

minimising the search of both the types 

of tenants and office buildings in 

satisfying the customer’s requirements. 

Therefore, the application of knowing 

why and how people consume products 

as in this case—office space, will help 

marketers and property 

managers/owners understand how to 


33


improve existing products, what types of products are 

needed in the marketplace, and how to attract consumers 

which include tenants to buy their products. 

To achieve the objective of assessing the tenants’ preference 

for office space, several concepts have to be examined. 

Firstly, it would be useful to understand the concepts of 

consumer behavior with a view that the tenants are 

consumers of office space at the buildings in Kuala Lumpur 

city centre. With the different factors that are available to 

make the final selection, it would be a daunting task given 

the bound of rationality in the decision making process. 

Thus, the derivation of the tenants’ requirements from the 

perspective of the consumer requires an understanding of 

the behavior of consumers when deciding to acquire a 

product. Therefore, this paper attempts to highlight the 

consumer’s decision making concept with specific references 

to set of factors that may influence office space occupation 

decision by tenants from the literature and an experts’ 

survey. The results shall then be used to determine and 

derive the important factors and the relative importance of 

the factors from the different major office tenants in Kuala 

Lumpur city centre at a later stage. 

Behavioural Approach to Office Occupation 

Studies 

By adopting the behavioural perspectives to examine the 

past research of office occupations, it has been noted that it 

relates to the strand of economic studies of urban and land 

property markets (Leishman et al, 2003). These studies 

which form the neo classical model have several key 

behavioural assumptions, which include the notion that 

rational actors are operating with perfect information in a 

market in which transactions are costless. Demand is highest 

for a central business district (CBD) location because they 

offer better access to services, better access to labour, 

improved communications technology and infrastructure and 

better client and market information (Daniels, 1991). Ball et 

al (1998) explained that the central location provides 

benefits from both agglomeration economies and from the 

embedded infrastructure and institutions that facilitate 

communication and investment. Demand declines as the 

distance from CBD increases and this gives rise to the 

negatively sloped bid-rent curve. 

The survey work of Wyatt (1999) is also supportive of the 

pull of CBD. The evidence is however is not conclusive. Using 

a similar approach, Dunse et al (2001) for example 

demonstrate that while the model successfully explains the 

spatial structure of the Edinburgh office market, it fails to 

uncover important cleavages between submarkets in 

Glasgow. It was suggested in this study that in part, the 

limitations of the model relate to its failure to capture 

changes in behavioural influences on real estate market. 

Office space decision by any tenant organization has 

emerged from studies on office location decisions from the 

urban and real estate economics aspects (Leishman et al, 

2003). Financial institutions in the UK regard office buildings 

as an investment medium providing returns and benefits 

principally through a flow of income or capital appreciation 

(Baum, 1991). However, office buildings are occupied by 

tenant organisations whose specific operational property 

requirements are continually changing (Nourse and 

Roulac,1993). 

Consumer Behaviour and Decision Making 

Concepts 

Traditionally, consumer behavior has been thought of as the 

study of ‘why people buy’. The activities people undertake 

when obtaining, consuming and disposing products and 

services have been defined as consumer behavior; the 

activities within the scope of consumer behavior are: 

obtaining, consuming and disposing. Some of the activities 

under the scope of obtaining entail activities leading up to 

and including the purchase or receipt of a product. These 

would include searching for information regarding the 

product features and choices, evaluating alternative products 

or brands and purchasing; consuming refers to how, where, 

when and under what circumstances consumers use 

products; disposing includes how customers get rid of 

products and packaging (Blackwell et al, 2001). There has 

also been a more comprehensive definition of consumer 

behaviour which indicates: Consumer behaviour reflects the 

totality of consumers’ decisions with respect to the 

acquisition, consumption and disposition of goods, services, 

activities, experiences, people and ideas by decision-making 

units (over time) (Hoyer and MacInnis, 2010). This can be 

depicted as in Figure 1 which shows some important 

element with regard to the definition. 

Figure 1: Elements of Consumer Behaviour 

Consumer Behaviour Reflect: 

The Totality of Decisions About the Consumpon Of an Offering By Decision-Making units Over Time 

Whether 

What 

Why 

How 

When 

Where 

How much/How 

often/How Long 

Acquisition 

Usage 

Disposition 

Products 

Services 

Time 

Ideas 

Information 

Gatherer 

Influencer 

Decider 

Purchaser 

User 

Hours 

Days 

Weeks 

Months 

Years 

Source: Hoyer and MacInnis, 2010 

34


A four domain model was also developed by Hoyer and 

MacInnis (2010) which classified the main factors that 

affect the acquisition, usage and disposition decisions of a 

product. Figure 2 shows the four (4) domains which 

consists of the psychological core, the process of decision 

making, the consumer’s culture and consumer behaviour 

outcome. Each domain is related to each other. 

Purchase decisions by businesses and organisations are 

often described as ‘rational’ or ‘economic’. Within the 

organisations, unique rules and cultures that influence the 

behaviour of their members have been developed 

(Hawkins et al., 2004). Thus, it is important to understand 

the characteristics of organisations that relate to their 

purchasing decision making behaviour. Understanding 

organisational purchasing requires many of the same 

concepts used to understand individual consumer or 

household needs. Like individuals, organisations face new 

complex purchase decisions that require careful problem 

definition, extensive information search, long and often 

technical evaluation process and a long period of use and 

post purchase evaluation. When comparing organisational 

buying decision to family purchases, organisations have 

relatively objective and clearly articulated criteria such as 

profit maximization that guide purchases. By relating this 

concept to the office space occupation decision making 

process, tenants face similar situation when they are 

making office leasing decisions. After the recognition of 

Figure 2: A Model of Consumer Behaviour 

Consumer 

Diversity 

The Consumer’s Culture 

Social Class and 

Household 

Influences 

Psychographics: 

Values, Personality 

and Lifestyles 

Social Influences 


The Psychological Core 

• Motivation, Ability and Opportunity 

• Exposure, Attention and Perception 

• Knowing and Understanding 

• Attitude Formation and Change 

• Memory and Retrieval 

The Process of Decision Making 

• Problem Recognition and Information Search 

• Judgment and Decision Making 

• Post-decision Processes 

Consumer Behaviour Outcomes 

• Adoption of, Resistance to and Diffusion of Innovation 

• Symbolic Consumer Behaviour 

• Ethics and the Dark Side of Consumer Behaviour 

Source: Hoyer and MacInnis, 2010 

35


the problem and the need to lease an office space, tenants 

may engage in an extensive search for useful information on 

which to base a choice. Gathering information such as visits 

to the potential space and investigating the specifications are 

part of the formal information search. Informal searches can 

occur during the discussions with the marketing agents or 

property owner/manager. When evaluating potential 

alternatives, consumers tend to use two types of information: 

(1) a list of models (brands) to make their selection (the 

consideration set) and (2) the criteria they will use to 

evaluate each brand (or model) (Schiffman and Kanuk, 

2007). The criteria consumers evaluating the alternative 

products that constitute within the consideration set are 

expressed in terms of important product attributes. 

Consumer decision rules (often referred to heuristics), 

decision strategies and information processing strategies are 

procedures used by consumers to facilitate consumption 

choices. Consumer decision rules have been broadly 

classified into two major categories: compensatory or noncompensatory 

decision rules (Schiffman and Kanuk, 2007). 

In compensatory decision rule, a consumer evaluates the 

options in terms of each relevant attribute and computes a 

weighted or summated score for each option. The computed 

score reflects the option relative merit as a potential 

purchase choice. The assumption is that the consumer will 

select the brand that scores highest among the alternatives 

evaluated. On the other hand, non-compensatory decision 

rules do not allow consumers to balance positive evaluations 

of an option on one attribute against a negative evaluation 

on some other attribute. Three non-compensatory rules 

which can be considered are: the conjunctive rule, the 

disjunctive rule and the lexicographic rule. Though these 

rules permits the consumer to choose the product based on 

the simple orderly manner of evaluation, the solution to 

make the best choice can be a daunting task when there are 

many attributes to consider. Thus, multi criteria decision 

making techniques have been developed to assist the 

decision making process. The problem of selecting a suitable 

office space (choice problem) and prioritising criteria 

(ranking problem) can be adopted here. 

Consumer Decision Making Models 

As marketers manipulate the principles of marketing, there 

have been questions on how consumers make decisions. 

Examining the main decision making models by Richarme 

(2001) several aspects of these models can be applied. He 

mentioned of one of the earliest theories known as the 

Utility Theory by von Nuemann and Morgensten which 

proposed that consumers make decisions based on the 

expected outcomes of their decisions. In this model, 

consumers were viewed as rational actors who are able to 

estimate the probabilistic outcomes of uncertain decisions 

and select the outcome which maximized their well being. 

Under this theory, should consumers want to search for a 

new apartment, they would evaluate every apartment in the 

market and through a linear equation based on pertinent 

variables will then select the apartment that had the highest 

utility score. However, consumers are typically not completely 

rational or consistent or aware of the various elements in 

their decision making. In addition, though consumers are 

good at estimating relative frequencies of events, they 

typically have difficulty translating these frequencies into 

probabilities. This model even though had been viewed as 

the dormant decision making paradigm, had serious 

shortcomings. 

Another concept mentioned is a concept brought about by 

Simon (1979) known as satisficing. It placed consumers to 

where approximately they wanted to go and then stopped 

the decision making process. In the case of the search for a 

new apartment, consumers may just evaluate apartments 

within a certain distance to their desired location, stopped 

when they found one that was ‘good enough’. This theory 

still left significant room for improvement in the area of 

prediction. He further extended this area in the investigation 

of field of ‘bounded rationality’ which views decision making 

as a fully rational process of finding an optimal choice given 

the information available. Bounded rationality is the notion 

that in decision making, rationality of individuals is limited by 

the information they have, the cognitive limitations of their 

minds, and the finite amount of time they have to make 

decisions (Simon, 2000). 

Another way to look at bounded rationality is when decisionmakers 

lack the ability and resources to arrive at the optimal 

solution, they instead apply their rationality only after having 

greatly simplified the choices available (Simon, 1979). Thus 

the decision-maker is a satisficer, one seeking a satisfactory 

solution rather than the optimal one. It was also suggested 

by Simon that economic agents employ the use of heuristics 

to make decisions rather than a strict rigid rule of 

optimization due to the complexity of the situation, and their 

inability to process and compute the expected utility of every 

alternative action. Simon (2000) further argued the theory of 

bounded rationality then, will be much concerned with 

procedural rationality, the quality of the processes of 

decision, as with substantive rationality, the quality of 

outcome. Kahneman (2003) proposes bounded rationality as 

a model to overcome some of the limitations of the rationalagent 

models in economic literature. It was also argued that 

human agents are subject to bounded rationality which 

implies a limit in rationality in contrast to the traditional 

assumptions of economics of the perfectly rational being in 

that people act rationally but are limited by their analytical 

and data processing capabilities (Williamson, 1985). In a 

study in UK, it was noted that small firms in their relocation 

decision lack adequate resources to assess all the variables 

likely to impact on decision and are therefore prone to 

making decisions based on bounded or constrained 

information. Decisions are made in different ways depending 

on the type of organizations, its size, corporate structure and 

culture (Greenhalgh, 2008). 

For the purpose of this study, the model developed by Simon 

(1979) shall be adopted where it takes a perspective that the 

decision maker comprising of different profiles and 

characteristics is bounded by rationality in making decision. 

However, the decision making process of searching an office 

space in an office building involves a multi criteria aspects in 

achieving the ultimate objective (choice). 

36


Multi Criteria Decision Making (MCDM) 

A multi criteria problem may be defined as a situation in 

which one has a set of criteria to consider on a set of 

alternatives, in order to (Wong, 1999): 

1) determine the best alternative or a subset of 

alternatives (choice problem); 

2) rank alternatives from best to worst (ranking problem), 

or; 

3) divide the set of alternatives into subsets according to 

some norms (sorting problem). 

In order to extend single decision making procedure 

(choice) to deal with multiple qualities of decision makings, 

different methods by different authors have been proposed; 

which include Analytical Hierarchy Process (AHP) (Saaty, 

1980), ELECTRE-PROMETHEE (Vincke, 1992), Multi-attribute 

utility theory (Vetschera, 1991) and others (Beauchamp- 

Aktova, 2007). The applications of these methods confirm 

the advantages of decision-making, using MCDM amongst 

others (Beauchamp-Aktova, 2007) are: 

1. Provides a flexible way of dealing with qualitative 

multidimensional effects of decision, even in the 

absence of monetary information (Fabbri, 1998) 

2. Improves the decision process as each participant 

understand the benefits and losses 

3. Different interest groups may learn the meaning of the 

criteria and for goals and objectives of different 

stakeholders 

4. Most conflicts between objectives are resolved 

5. The MCDM methods provide a ‘conscience in search of 

meaning’ 

Thus, in the determination of the factors of consideration for 

office space occupation by tenants at the city centre of 

Kuala Lumpur, it would be useful to employ one of the 

MCDM methods ie. AHP due to the multiple criteria 

involved. 

Factors Influencing Office Occupation 

Little research is known to exist that examines the particular 

important factors considered by the major tenant 

organisations in Malaysia though there have been a number 

of studies published in other countries on the overall 

requirements of office tenants for office occupation. There 

appears to be a lack of precise knowledge of the decision 

making process by office occupiers especially tenants to be 

acknowledged by commercial property stakeholders’ 

especially property managers, owners/investors and leasing 

agents in Kuala Lumpur. 

General Office Space Decision 

This paper has not made any distinction of examining the 

factors that influence the decision making of office space to 

be made by tenants either to be retained at the existing 

premises or to relocate to a new one. It intends to provide a 

general overview of the factors which relates specific to 

property that have been considered in the decision making 

process for office space occupation within the Kuala 

Lumpur city centre area. 

Historically, it has been said that firms choose to cluster in a 

city centre that offers comparative advantage (Sing. et al, 

2004). This gives rise to high concentration of employment 

which evolved through CBD (Marshall, 1961; Krugman, 

1991, Sing et. al., 2004). When CBD grows and reach a 

critical size, agglomeration benefits diminish (traffic 

congestion, increased office density etc.). The tenants are 

more ready to trade off agglomeration economies for new 

office location. Subcentres are formed as a result of the 

outward movement from the CBD (Richardson, 1978). 

Agglomeration economies (Clapp, 1980; Bollinger et al., 

1998) as an extension of the location literature have been 

identified as an important factor for the central location of 

firms. However, the role of face to face contact and the 

associated of agglomeration economies is not the only 

factor determining the location of a firm. Alexander (1979) 

argues of the over emphasis of this factor and identified 

other factors which include tradition, distance from the 

most prestigious addresses, proximity to inner city train 

station, link with commuter train and bus network or 

closeness to the main shopping centre. The need for face to 

face contact and accessibility has been questioned with the 

advent of the advancement of information and 

communication technology (ICT). However, it was found 

that as technology progresses, the effect of IT is nominal on 

the demand for office space (Dent et al 1998). On the other 

hand, another study in Singapore had shown that the 

advent of ICT had reduced the need to have face to face 

contact with customers and suppliers (Sing et al, 2005, 

2006). 

There has been a strong proponent that within the location 

factors, accommodation has been overlooked (Louw, 1998). 

It was found that it has a major role in the decision making 

process in particular for firms that want to rent office space. 

It is said that firms that rent office space are dependent 

upon the supply offered on the real estate market and what 

it offers. Thus, the core of the accommodation issue lies in 

bridging the gap between the static nature of buildings and 

the dynamics development of organisations that have 

responded to technical developments and fast changing 

markets. 

In an earlier study on the future of the city centres for 

property investments by Richard Ellis in 1996, office 

occupiers have indicated the following factors when 

considering relocating. They are total building occupational 

costs, quality of buildings, road infrastructure, security of the 

area, availability of staff, availability of car parking, quality of 

life for employees, access to client/target market, skills of 

staff, out of city centre, prestige location, rail and air 

infrastructure, competing companies in the area and city 

centre location. Total building costs and the quality of 

accommodation are the most important factors while city 

centre location is the least important factor. 

Examining the behavioural approach to firm relocation 

decision, it has been mentioned that there are given push 

and push factors in the process. Frequently, push reasons 

are both internal and external to the firm. Pull factors are 


37


largely the opposite of the internal factors: enough space, 

accessibility to deliverers, suppliers, customers, the labour 

market, representives, low costs and often locational 

amenities (Pallenbarg et al, 2002). Studies have been 

conducted to explore the pull and push factors on location, 

building and organisational levels (Pen, 1999). Many of the 

factors that relate to these levels are from the behavioural 

context and are location specific which relate to the premise, 

organization or the environment. 

The heterogeneity of office stocks has since then been 

included in studies to determine the office space decision. 

Studies by Wyatt (1999), Leishman and Watkin (2004), 

Leishman et al (2003) and Sing et al (2004) provided 

findings that the office space preference decision varies 

between different types of occupiers. The occupiers’ 

characteristics which influence the office space decision may 

vary between their nature and priorities. A study on the 

different profile of occupiers in Singapore’s major 

commercial development revealed that firms placed 

significant importance on face to face convenience, image 

and branding of the office location (Sing et al, 2004). In 

another study of decision making process for office 

relocation in UK by Greenhalgh (2008), it was noted that the 

decision making agenda of small business may differ from a 

major public company. The study which was behavioural in 

nature discovered the various processes employed in the 

decision making process namely the consideration employed 

across the two different categories of business organisations. 

The study quoted an earlier study which discovered that the 

smaller the size of the company has less objectivity than the 

bigger ones in assessing relocation process where the 

question of objectivity is highly dependent on the particular 

company’s circumstances. For firms relocating within a city, 

the decision is very much a property exercise; issues such as 

rental levels, supply pipeline and building specifications are a 

priority (Wrigglesworth and Nunnington, 2004). 

A study in UK on the quality of building includes plan layout 

and height of room, internal specification, external 

specification and durability of material as the attributes for 

assessment (Baum, 1993). The internal specification 

comprises services and finishes while the external 

specification includes public areas and elevators. The 

criterions for examining the detail aspect of building services 

include lift, security control, fire fighting, air-conditioning and 

car parking. In addition to the attributes, it was said that that 

tenants require supporting systems to manage their business 

and also to be their second home for them (Alexander and 

Muhlebach, 1990). 

In an earlier study to determine the causes and patterns of 

new space demand in Australian commercial property 

market, it was found that there are macro and micro factors 

that influenced the organisations’ decision making process 

(Higgins, 2000). It was highlighted that organisations place 

more importance on current micro issues than on current 

macro issues in their new space decision process. The 

microeconomics factors were building locality, business 

profile, cost implication, lease arrangements and occupiable 

space. In a study to determine the main factors that 

determine the consumer choice for office space in Riga 

Latvia, good location, parking availability, rent and office 

infrastructure were chosen to be important (Beltina and 

Labeckis, 2006). 

Babcock (2003) discussed the BOMA International results of 

survey on tenant satisfaction and tenant retention. The paper 

discusses the factors of consideration for tenants’ retention 

which include adding up amenities whereby tenants look for 

a physical place in synchronisation with its current status. 

Location was ranked as the most crucial consideration in 

tenant attraction and retention whilst technology was the 

most significant factor. CBE, University of California (1999) 

made a study on what office tenants want and how much 

they are willing to pay for. The traditional areas of real estate 

decision-making were described highlighting the major 

factors under consideration. Sullivan (2006) highlights the 

results of a survey conducted among landlords and tenants 

(involving 6,642 readers of Building Operations 

Management) as to the level of satisfaction derived from 

leased space. The survey shows that a majority of tenants are 

consistently satisfied with more than two-third of their 

landlords and to responsiveness to requests and complaints. 

RICS Tenant Satisfaction Index (2005) describes the Index 

developed in providing an insight into the health of tenant 

relationships in the UK property industry. It is a measure of 

tenant satisfaction on the services provided by landlords. The 

study revealed that various component of performance used 

need not include location but also to include standard of 

premises and value for money, landlord & agent 

communication, contract detail (ease of contract alteration & 

problem resolution and lease flexibility). Historically, main 

concerns of a tenant have been location, standard and rent. 

A research report entitled “Why rent in Kuala Lumpur” by the 

National Institute of Valuation (INSPEN), Malaysia in 1993 

examined the key selection criteria for office space 

occupation in Kuala Lumpur. Key factors used as guidelines 

for classification of office buildings were location, building 

design, building services, rental rates and building image. The 

study has also revealed that majority of the building are 

managed in-house. It was also generally observed that the 

tenants in the Golden Triangle Area were more maintenance 

conscious than their counterparts in the CBD area, possibly 

due to their derived expectation of the better quality services 

to correspond with the comparatively higher service charge 

levied on them. The study however did not specifically rank 

the importance of the factors accordingly or gauge the level 

of tenant satisfaction in terms of expectation and 

performance towards the factors identified. 

It is interesting to note that various factors have been 

identified relating to tenants’ requirements from previous 

studies and it would useful to find out whether these factors 

are still relevant in the current market office and business 

scenario in Kuala Lumpur. From the product offering 

perspectives, the office space have the following four broad 

categories that it has to offer to the prospective which are 

location, lease, building and financial/cost features. 

The Conceptual Approach to Office 

Occupation Decision Making 

Having considered that the office space offered at purpose 

built office buildings at the city centre of Kuala Lumpur as a 

38


‘product’, it would be useful to conceptualise the proposed 

study in the derivation of the important factors of 

consideration by tenants through consumer decision models. 

Figure 3 depicts the plan of approach. By considering the 

behavioural approach of research (Greenhalgh, 2008; 

Leishman and Watkins, 2002; Sing et al, 2004), tenants are 

assumed to be bounded by rationality in making office 

occupation decision (Simon, 2000). Since the office space 

selection decision involved spaces within the city centre, the 

decision making consideration are mainly property specific 

as highlighted in earlier studies in the United Kingdom 

(Wrigglesworth and Nunnington, 2004). Thus, the 

identification the factors in office occupation through the 

literature review (within what the office space can offer as a 

‘product’) revealed four main categories. Taking into account 

of the various factors to consider in making the office 

occupation decisions, the use of Multi Criteria Decision 

Making Methods (MCDM) in particular Analytic Hierarchy 

Process (AHP) would allow the identification of the main 

factors in varying levels of importance. This will lead to the 

Development of Tenant Office Space (TOS) framework for 

assessment of suitable tenants at office buildings in Kuala 

Lumpur city centre. 

Conclusion 

The study was conceived in order to investigate and identify 

the important factors for office space occupation decision in 

Kuala Lumpur city centre. In achieving this objective, several 

concepts have examined. Firstly, understanding the concepts 

of consumer behavior by viewing tenants as consumers of 

office space will guide the perspective towards the 

understanding of the behavior of consumers when deciding 

to acquire a product. As the neo-classical model on the 

property research has been critised for reducing human 

behaviour to a number of simplyfing assumptions, newer 

models have included the behavioural elements. It was 

necessary to include the need of examining the role of 

agents in the market, the property search process, consumer 

decision making, the nature and the flow of the market 

information and the way in which prices are set. Thus, by 

examining several consumer decision making models have 

narrowed most consumer decision models to the dimension 

of bounded rationality. Tenants are perceived to behave with 

limited means as they are bounded by the notion that in 

their decision making, rationality of individuals are limited by 

the information they have, the cognitive limitations of their 

minds, and the finite amount of time they have to make 

decisions. 

Having reviewed past researches and literature, four main 

factors of consideration within the property specifics 

characteristics in office occupation have been categorized. 

With the identification, the criteria or factors shall be 

examined within the country’s context by seeking experts’ 

survey and from tenants selected in the study. It is therefore 

hoped that the study is able to provide a better 

understanding of the requirements of tenants for office space 

in the city centre. l 


Figure 3: The Conceptual Approach to Office Occupation Decision Making 

Office Space 

as a Product 

Consumer Decision 

Making Models 

Tenant Behaviour as 

Consumer 

Tenants' (as Consumers) Preference for Office Occupation 

Multi Criteria Decision Making -AHP 

• Location 

• Financial/Cost 

• Building 

• Lease 

Development of Tenant Office Space (TOS) framework for assessment of suitable 

tenants at office buildings in Kuala Lumpur city centre 

39


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41


Verification of 

Underground Utilities 

at a Selected Site in USM 

Engineering Campus Using 

Ground Penetrating Radar (GPR) 

Wan Hussin, W.M.A., Alhasanat, M.B., Yeop Sabar, N.A.* 

School of Civil Engineering, Universiti Sains Malaysia, 

Engineering Campus 

*Corresponding author: atikah_ys@yahoo.com 

42


A method of verifying the existence of underground utilities at a selected site in USM 

Engineering Campus using Ground Penetrating Radar (GPR) was carried out. The study was 

carried out to determine the condition, position and direction of the utilities, to produce an 

updated utility map of the area and to understand the ability of using the GPR for detection 

purposes and its limitations. GPR was run at the work site to detect existing utilities and a 

detailed survey was conducted to update the existing as-built plan. Softwares namely IDRISI 

Andes and AutoCAD were used to produce the final product which shows the detected utilities 

namely electricity cables, water pipes, sewerage system, and its depth. Some of the limitations 

of GPR are also discussed and the final output is an updated utility map of the work site. 

1.0 Introduction 

GPR can be used in a variety of 

different media including rock, soil, ice, 

fresh water, pavements and structures. It 

incorporates the geophysical method that 

uses radar pulses to image the subsurface. This nondestructive 

method uses electromagnetic radiation 

within the frequencies of the radio spectrum, and 

detects the reflected signals from subsurface 

structures. It can detect objects, changes in material, 

voids and cracks. Radar measures the depth in terms 

of the time it takes for a signal to return after 

emission. The depth in cm or m, depends on soil 

conditions and how fast the electromagnetic waves 

can travel through the ground [1, 2]. 

1.1 Principles of GPR and utility mapping 

GPR which is widely used to detect underground 

infrastructures, such as underground utilities, consists 

of an electromagnetic transmitter and receiver [2, 3]. 

This technology has been used primarily for detecting 

structural defects, such as voids and cavities in 

pavement. 

The principle of detection is the electromagnetic wave 

which is radiated from a transmitting antenna, and 

travels through the material at a velocity which is 

determined primarily by the permittivity of the 

material. The wave spreads out and travels 

downwards until it hits an object which has different 

electrical properties from the surrounding medium, is 

scattered from the object, and is detected by a 

receiving antenna. A straight line drawn from the 

transmitter to the edge of the wave front is called a 

ray [2, 4]. Rays are used to show the direction of 

travel of the wave front in any direction away from the 

transmitting antenna. If the wave hits a buried object, 

then part of the wave energy is reflected back to the 

surface, while part of its energy continues to travel 

downward. The wave that is reflected back to the 

surface is captured by a receiving antenna, and 

recorded in a digital storage device for later 

interpretation. Figure 1 shows the transmitted 

electromagnetic wave front scattered from a buried 

object with a contrasting permittivity [4]. GPR waves 

can reach depths up to 30 meters in low conductivity 

materials such as dry sand or granite. 

The depth of penetration is also determined by the GPR 

antenna used. Antennas with low frequencies obtain 

subsurface reflections from deeper depths but with low 

resolution. These low frequency antennas are used to 

investigate the geology of a site such as for locating 

sinkholes or fractures and to locate large and deep buried 

objects. Antennas with higher frequencies obtain reflections 

from shallow depths and have high resolution. These high 

frequency antennas are used to investigate surface soils and 

to locate small, large or shallow buried objects such as 

utilities and also rebars in concrete [5]. 

Utility mapping is done to portray the location of the 

underground utilities obtained from the GPR survey. In order 

to place such information in the right context and to 

understand their mutual relationship over a larger area, it is 

necessary to map their distribution in the terrain [6]. During 

the GPR survey, some of the cartographic elements can be 

used to help in ensuring reliable indication of the quality 

level of the underground features. 

It has been generally noted that in 

most cities in the world, the central 

business district (CBD), or the city 

centre, is referred to as the heart 

of the city where there is a 

concentration of firms and office 

employment. 


43


With the merging of global positioning system (GPS) into 

GPR, acquisition of survey data will become more 

automated and make the process of surveying prior to study 

or any archaeological excavation more desirable. The ability 

to synthesize large sets of GPR transect data into visual 

graphic images of subsurface features resolves the humaninterpretation 

error inevitably inherent in the analysis of a 

large number of GPR radargrams. The application of timeslice 

analysis, isosurface rendering and various processes to 

adjust data for unique field conditions will make the value of 

GPR imaging more useful for the archaeologist. 

GPR imaging software presents a significant advancement in 

resolving subsurface structures with radar equipment and 

has a tremendous potential for expanded uses in 

archaeology around the globe [7]. Colour may be used to 

indicate utility type and in conjunction with other methods. 

Line weight can also be used at actual scale to depict the 

size of the utilities. However, it has the effect of obscuring 

other data if the line size is large [8]. 

1.2 Data displayed 

In order to generate the GPR image profile, the antenna is 

moved along the surface at the investigation site. High 

frequency waves cannot penetrate deeply as lower 

frequency waves but the former have the capability to 

resolve smaller scale features. In GPR profiling, other 

features such as subsurface structures, rock formations and 

water tables can be imaged as well as subsurface utilities 

since they have different electrical properties compared to 

the surrounding soils. An example of the detected 

subsurface utilities for typically imaged as a cone shape in 

the profile is shown in Figure 1 [9]. 

Figure 1. Image of utilities detected [9] 

The performance capability of GPR is strongly dependent on 

the soils electrical conductivity at the site. Thus, highly 

conductive soils such as clays, saturated sands and tidal 

areas where salt is prevalent in the soil, can severely limit the 

maximum penetration depth of the radar signal and 

reducing the penetration depth [9, 10]. 

2.0 Material and methodology 

2.1 GPR and detail site survey 

GPR is set up and run on the surface of the road at the work 

site to detect any buried objects underground. The pattern of 

the parabolic is displayed on the laptop screen when 

underground features are detected. The different grey scale 

displayed gives the different types of underground utilities. 

Different types of marks and colour sprays are used to mark 

the points detected. From the survey, GPR has collected the 

depth value for every single underground object detected. 

2.2 Detail Site Survey 

Underground utility mapping uses the principles of 

geophysics to locate, detect, identify and investigate buried 

services [2]. GPR is used to detect, trace and map buried 

utility lines. Utility mapping processing is carried out after the 

surveys were completed and enough survey data is gathered. 

In the field, utilities detected were marked using color coded 

paint and different symbols. Data obtained is used to 

produce the utility map using the softwares available. 

Verification on the existing utility map of the site was carried 

out as part of survey reconnaissance to facilitate the process 

of field survey. A detail survey was then carried out to 

determine the extent of the site chosen, and to pick up 

information available on site including roads, drainage, 

walkways, buildings and obstacles such as trees, bushes, 

gardens or fences that can disrupt the flow of data gathering. 

Details of the objects detected using GPR from the survey 

were then identified on the ground and its location and 

coordinates were recorded. 

2.3 Data analysis 

Data was interpreted based on its pattern displayed and the 

grey scale colours obtained based on objects detected. The 

anticipated information gathered are depth and the types of 

buried underground. From the survey carried out, location of 

the utilities is known and verification with that of the existing 

utility map and as-built plan is carried out to ensure its 

accuracy. 

Two softwares were used, namely AutoCAD and IDRISI 

Andes. AutoCAD was used to draw all the utility lines 

gathered from the survey. This software is suitable to draw 

lines and angles because of its capability to measure linear 

and angular values accurately. IDRISI Andes is the software 

that blends an integrated geographic information system 

with remote sensing capabilities for the analysis of 

geospatial data [11]. The software was used to produce the 

utility map in RSO coordinates using geo-reference method. 

Architectural drawing was used as the base map. Four points 

within the surrounding work site were acquired for georeferencing 

purposes and its values were verified with that of 

the available utility map. 

44


(a) cable (b) water pipe (c) PVC pipe 

Figure 2. Radargram for (a) cable, (b) water pipe and (c) PVC pipe 

3.0 Results 

From the GPR survey carried out, the 

results obtained were the depth of the 

utilities and its types were verified by the 

grey scale colour and the patterns of 

parabolic curve displayed from the 

radargram. Data obtained from the 

survey shows different depths and 

display patterns of the utilities. Figure 2 

shows the radargrams for cable and 

water pipe. 


Figure 3. Utility map of the site 

The use of GPR in updating buried objects 

at the work site is seen as a useful tool in 

providing accurate information that 

could be used for maintenance purposes 

and for future development projects. 

From the radargram in Figure 2(a), the 

depth of the cable is about 0.72m to 

0.77m while the size of cable used is 1× 

3C – 240 sq. mm and its voltage is 11kV. 

Figure 2(b) shows that the depth of 

water pipe is about 1.45m to 1.75m and 

300mm in diameter. Figure 2(c) shows 

that of a PVC pipe at a depth of 0.32m 

and its size is between 3 inches and 8 

inches in diameter, which is typical for a 

water storm pipe. 

The grey scale colour for cable is 

brighter when compared to water pipe 

because of the type of the material 

being used. It is different because of the 

wave that was reflected to the surface. 

The type of water pipe being used 

resulted in a higher frequency wave 

being reflected compared to that of the 

cable. The shape of the cone displayed 

for water pipe is clearer than that of the 

cable because the diameter of the water 

pipe is bigger than that of the cable. 

Detail site survey was carried out to 

determine the coordinates; location and 

direction of the utilities available on site 

and the coordinates were recorded and 

presented in Table 1 (Appendix A). 

Information on the details of the utilities 

is shown in Figure 3 using appropriate 

45


symbols as shown in the legend while Figure 4 displays part of the 

map which shows the lines of the utilities being detected at the 

work site. 

From the information gathered, an updated utility map was 

produced and different colours for the lines were used to 

distinguish between the materials of the utilities. Types of pipes 

detected at the site are HDPE and PVC pipes. Blue was used for 

the water pipe, which is connected between the valve and the fire 

hydrant. Light blue was used for PVC pipe line while red was used 

to represent the electricity cable which connects the street lighting 

along the road and the types of material used are XPLE and PVC. 

The type of pipe used for the manhole is concrete pipe and its size 

is 600 mm. 

Utility lines detected at the work site are shown in Figure 5. 

Verification on the existing as-built plan supplied by the 

Development Office was carried out and was found that only the 

300 mm diameter pipe was shown while the other pipes were 

missing. These pipes which are connected to the respective valves 

were later updated resulting in a more detailed utility map of the 

work site. The revised map also shows the location of the fire 

hydrants and the valves. 

Compared to the existing utility map, a new updated utility map 

was then produced, with additional new information about the 

buried utilities such as its depths and sizes and these are all 

shown on the new map, which is the outcome of this project. 

4.0 Discussion 

The use of GPR in updating buried objects at the work site is seen 

as a useful tool in providing accurate information that could be 

used for maintenance purposes and for future development 

projects. While detection of buried objects is a straight forward 

task, extreme care must be taken so that accurate data is gathered 

and all safety precautions are taken. When the GPR was run on 

the ground, it is important to keep and maintain the bottom of the 

receiver blade close to and parallel to the ground. The operators 

and assistants must be familiar with the GPR system and capable 

of interpreting the gathered data accurately. 

During detection, a single trace image was obtained. GPR has its 

limitations whereby its performance is limited in high-conductivity 

materials such as clay soils. It is also subjected to the moisture 

content of the soil. Details of buried utilities, such as their type, 

material and size cannot be identified wholly if the soil has high 

moisture content. The depth range is also limited by the electrical 

conductivity of the ground, the transmitted centre frequency and 

the radiated power. As conductivity increases, the penetration 

depth also decreases. This is due to the fact that electromagnetic 

energy is more quickly dissipated into heat, causing a loss in signal 

strength at certain depth [10, 12, 14]. 

After the drawing was finalized in AutoCAD, some differences 

between the output and that of the existing as-built plan were 

identified. Certain positions of the utilities were not in agreement 

and some utilities were not shown on the as-built plan. 

Penetration depth and ability to resolve targets at various depths 

are also strongly dependent upon the local soil properties. Highly 

conductive soils can render the GPR method ineffectiveness. The 

accuracy of the GPR survey depends on the soil condition of the 

work site which has a lower water table and the site is subjected 

to uncertain weather conditions when the field work was carried 

out. 

Figure 4. Line of utilities on the map 

Figure 5. Updated utility map of work site 

GPR is also primarily affected by the conductivity and 

dielectric permittivity of the mediums. GPR works best 

in resistive, sandy soil types. Depth of investigation is 

limited by signal attenuation of conductive soil. Signal 

will travel shorter in wet soils because of the high 

conductivity which will make the GPR failing to detect 

any underground utilities [10]. Meanwhile, signals will 

travel further in dry soil because of the low conductivity 

and gives a sharp parabolic shape. Figure 6 shows 

examples of radargrams in both good and bad soil 

conditions [13]. 

46


Figure 6. Radargrams for (a) bad soil condition (b) good soil condition [13] 

(a) 

(b) 

5.0 Conclusion 

For all detection tasks, learning and familiarization on the use 

of GPR and the field techniques are important before 

conducting the survey to the interpretation stage of the data 

obtained. Nowadays, most of the researches on GPR have 

been conducted for environmental and engineering 

applications as the instrument can detect accurate depths to 

a few centimetres and responds to both metallic and nonmetallic 

objects [15]. GPR is thus an excellent tool for 

References 

mapping nearly any inhomogeneity in the subsurface that is 

characterized by a small difference in density or porosity [2, 

3, 14]. 

The revised utility map shows the location and direction of 

the utilities which were not shown in the earlier as-built 

plan. Its depths, types and sizes of the pipes are also 

incorporated thus providing a useful reference for future 

development, monitoring and maintenance. l 

[1] WIKIPEDIA, 2011, Ground Penetrating Radar, visited 10 Aug. 2010, . 

[2] Wan Hussin, W.M.A., Ahamad, M.S.S. and Alhasanat M.B., 2011, Significant of GIS and GPR in locating underground 

utility, iNESCO 2011, Universiti Sains Malaysia, Engineering Campus, Pulau Pinang. 

[3] Koo, D.H. and Ariaratnam, S.T., 2006, Innovative method for assessment of underground sewer pipe, Journal of 

Automation in Construction, Vol. 15, pp 479 – 488. 

[4] Daniels, J.J., 2000, Ground Penetrating Radar Fundamentals, (prepared as an appendix to a report to the U.S. EPA, 

Region V), Department of Geological Sciences, The Ohio State University, pp 1-21. 

[5] GeoModel Inc, 2010, Basic Operating Principles of GPR, visited 10 Aug. 2010, http://www.geomodel.com/gprtext.htm. 

[6] Passchier C.W. and Exner U., 2010, Digital Mapping in Structural Geology – Examples from Namibia and Greece, 

Journal of Geological Society of India, Vol. 75, pp 32-42. 

[7] Goodman D., Schneider K., Piro S., Nishimura Y. and Pantel A.G., 2004, Ground Penetrating Radar Advances in 

Subsurface Imaging for Archaeology, Chapter 15, pp 375-394. 

[8] Department of Survey and Mapping Malaysia, 2006, Standard Guidelines for Underground Utility Mapping. 

[9] Jeong H.S. and Abraham D.M., 2004, A decision tool for the selection of imaging technologies to detect underground 

infrastructure, Journal of Tunneling and Underground Space Technology Vol. 19, pp 175-191. 

[10] Wan Hussin, W.M.A. and Alhasanat M.B., 2011, The Design of a GPR Test Site for Underground Utilities, PIERS 

Proceedings, Marrakesh, MOROCCO, Mar. 20-23, 2011. 

[11] wiseGEEK, 2003, What is IDRISI, visited 15 Feb. 2011, http://www.wisegeek.com/what-is idrisi.htm. 

[12] The Science Behind Ground Penetrating Radar, 2000, visited 12 Mar. 2011, . 

[13] Geotech Technology for Treasure Hunting, 2009, visited 11 Feb. 2011, http://www.geotech1.com. 

[14] Alhasanat, M.B., Wan Hussin, W.M.A. and Hassanat, A.B.A., 2011, Combining Multi-frequency GPR Images and New 

Algorithm to Determine the Location of Non-linear Objects with Civil Engineering Applications, PIERS Proceedings, 

Marrakesh, MOROCCO, Mar. 20-23, 2011. 

[15] Alhasanat, M.B. and Wan Hussin, W.M.A., 2011, A New Algorithm to Estimate the Size of an Underground Utility via 

Specific Antenna, PIERS Proceedings, Marrakesh, MOROCCO, Mar. 20-23, 2011. 


47


Appendix A 

Table 1: Coordinates of survey points 

Point Northings (m) Eastings (m) Elevation (m) Code 

TBM2 -30631.7230 16293.7790 3.194 TBM2 

100 -30566.5041 16241.0936 3.194 M 

101 -30561.7985 16242.8143 3.194 P 

102 -30557.6564 16244.3526 3.194 P 

103 -30549.2160 16251.9346 3.194 V 

STN1 -30541.6960 16253.3110 3.200 ST 

104 -30510.4773 16266.2115 3.200 P 

105 -30503. 7042 16268.4200 2.988 V 

106 -30501.0013 16261.8023 3.117 F 

107 -30479.7108 16282.1168 3.197 K 

108 -30481.6131 16286.6131 3.195 K 

109 -30463.7568 16271.0046 2.988 SL 

110 -30448.3935 16275.8354 3.007 SL 

111 -30439.5695 16285.3279 3.262 M 

STN2 -30452.3232 16301.5419 3.138 ST 

112 -30429.5270 16289.9353 3.080 F 

113 -30418.8688 16293.7469 3.140 M 

114 -30410.3480 16299.7658 3.192 V 

115 -30408.7357 16271.9815 3.004 M 

116 -30400.9109 16256.5385 3.113 V 

117 -30401.6137 16303.0412 3.020 P 

STN3 -30392.7988 16322.3933 3.175 ST 

118 -30350.9284 16326.0601 2.907 P 

119 -30351.0047 16326.3302 3.211 P 

120 -30341.2457 16329.4285 3.047 P 

121 -30341.3371 16329. 6835 2.999 P 

122 -30298.1675 16329.2692 2.999 P 

123 -30300.4888 16340.0139 2.993 F 

124 -30295.6188 16342.7763 3.041 V 

125 -30292.2271 16338.7639 3.165 M 

126 -30276.1418 16327.4494 3.053 SW 

127 -30272.0656 16342.5612 3.056 SW 

128 -30278.6412 16347.8367 3.138 V 

STN4 -30284.8264 16344.0823 3.052 ST 

129 -30244.6753 16352. 2976 3.197 SW 

130 -30240.8105 16364.6289 2.939 P 

131 -30232.6219 16367.4855 3.014 P 

STN5 -30188.9365 16368.4398 2.782 ST 

132 -30197.0819 16374.7960 2.588 F 

133 -30191.4554 16368.3968 2.661 K 

134 -30194.5996 16380.5996 2.732 K 

135 -30178.8752 16376.8752 2.838 M 

136 -30166.6122 16374.5895 2.282 P 

137 -30167.9949 16374.9976 2.325 P 

138 -30168.3287 16374.9029 2.369 P 

139 -30172.3034 16388.9169 2.380 P 

140 -30171. 9163 16389.0941 2.570 P 

141 -30162.2499 16388.7404 2.784 P 

Where: 

M : Manhole 

P : Water pipe 

F : Fire Hydrant 

K : Cable 

V : Valve 

SL: Street light 

S : Sewer 

ST : Station Point 

48


Interest Schemes 

Caveat Emptor 

Companies Commission of Malaysia 

Suruhanjaya Syarikat Malaysia 

Menara SSM@Sentral 

www.ssm.com.my 

Property Watch 

Interest Schemes are a way 

of doing business in 

Malaysia. Interest Schemes 

involve the pooling of 

financial contribution from 

the public in ex-change for 

an interest in a particular 

scheme. Such interest 

includes the usage of the 

facilities and services 

provided under schemes, 

profits or returns, depending 

on the nature of the scheme. 

Promoter of an interest scheme must register 

with the SSM before it can be offered to the public. The sale of 

interests are governed by the provisions in Division 5 of Part IV 

of the Companies Act. Promoters of any interest schemes are 

also required to comply with the Policy Guidelines and Requirements 

issued by the SSM from time to time. 

‘Interest’ is defined under section 84 of the Companies Act as: 

‘A right to participate or interest in any: 

(a) profits, assets or realization of a business; 

(b) common enterprise with expectation of profits, rent or interest; 

(c) time sharing scheme; and 

(d) investment contract.’ 

49


How to identify an interest scheme 

 

 

 

 

You will be required to make your payment before participating 

in the scheme 

You are not a shareholder of the company 

You are not involved in the day-to-day management of the 

scheme 

You have interest in the business or the scheme offered 

AND any one of the following criteria: 

 

 

 

 

You have interest in the profits, assets and realisations of a 

business or a scheme in Malaysia or elsewhere 

You are promised that you will procure returns from the 

payment you have made 

You acquire the rights/interest in a property, which includes the 

right to use the facilities on the property for a period of more 

than 12 months 

You have the right to occupy any property for two or more times 

during tenure of the time-sharing scheme 

Types of interest schemes 

 

 

 

 

 

 

 

Offer of membership subscriptions for more than 12 months by 

Golf Clubs, Recreational Clubs and Fitness Clubs 

Offer to participate in any Time-Sharing Scheme 

Offer to invest in plantation and aquaculture scheme for 

commercial purposes. The scheme is also known as 

‘Sharefarming Scheme’ or ‘Grower’s Plot Scheme’ 

Offer to invest in the Breeding of Livestock (such as ostriches, 

horses, leeches, earth-worms, swiftlets, cows, goats and catfish) 

for commercial purposes 

Offer to invest in a particular business whereby the investors are 

not involved in the day-to-day management of the business 

Offer to purchase burial plots, urns and columbaria by Memorial 

Park 

Offer to purchase undivided interest in greenbelt land where by 

purchasers are led to expect profit from the sale of the appreciated 

value of the land pursuant to the efforts of the 

company/third party to obtain approval for the rezoning of the 

land. The scheme is also known as Land Banking Scheme 

Checklist for interest schemes 

 

 

 

 

 

 

Only a public company is allowed to offer to the public a right to 

participate in an interest scheme. 

The application form for the purchase of interest schemes must 

be attached with a copy of a valid prospectus. The prospectus 

must contain the details of the scheme offered. 

The scheme has a trust deed that is registered with the SSM. 

The trust deed binds the promoter of the scheme to its 

obligations towards the interest holders. A copy of the trust 

deed can be obtained from the SSM for a fee at RM1.00 per 

page. 

A trustee must be appointed for the scheme. 

Interest Holders are given a minimum of 10 days Cooling-off 

Period if they wish to withdraw the application and any 

payment made must be refunded without penalty. 

The sales personnel are employees of the promoter of the 

scheme or a marketing company that is appointed by the 

promoter and approved by SSM. l 

50


Surveying the 

Sex-Stress 

Connection 


Wan Hussin W.M.A. 

PhD, MBA, BSc., Dip.LSurv, 

FRISM, MSP, MAALS, CPUL 

Universiti Sains Malaysia 

The link between sex and stress is 

nothing new. Stress kills, and is 

arguably very true especially when it 

comes to the question on sex drive. 

Sex does have obvious stress 

management components such as 

taking your mind off your worries, 

and other benefits such as family 

support and good relationship, at 

home and in the office. Unfortunately, 

many people find that, when they are 

under stress, their sex drive suffers. 

Many of us surveyors spontaneously know 

this already and have been talking a lot about it at 

almost all informal forums. Many also link it to a 

particularly stressful busy week or when there are not 

many jobs around. But while stress can have a hand in lowering 

libido, sex can also be a great stress reliever. How many of us have 

ever wondered about the truth, despite many taboos to talk about it 

openly, that a healthy sex life works nicely as a stress remedy At 

this juncture, it is always wise to find out more about the 

relationship between stress and sex, and not to take things for 

granted, especially as age catches up. The following are some points 

worth considering. 

a. Good sex and good mood versus good mood and 

good sex 

Sex and mood are subsets to one another. The question 

remains, which one should come first, good sex and good 

mood, or good mood and good sex Many researchers have 

concluded that physical affection or sexual behavior with a 

partner today significantly predicted to lower negative mood 

and stress, and leads to a higher positive mood the following 

day. In other words, it has been proven that sex and physical 

intimacy led couples to feel less stressed and be in a better 

mood the next day. 

Most of the time, a good mood leads to more physical affection 

and sexual activity with a partner the following night. This 

shows that the sex-stress management connection works both 

ways; sex can lead you to feel less stressed and moody, and 

being less stressed and moody can lead to more sex. 

51


Stress makes you tired, distracted and 

unmotivated to do anything, much less to have 

sex. When a woman is stressed, the hormonal 

changes in her body trigger a chemical reaction 

causing sex hormone, the binding globulin to 

bind with testosterone cells, so they are 

unavailable for libido and sexual response. And, in 

a pattern familiar to many women, ‘sexlessness’ 

due to stress makes you more tensed and even 

less sexual. Furthermore, it was found that people 

who do it less often tend to take on more work to 

compensate for their frustration, and the 

increased labour results in even less sex. 

b. Good sex and low blood pressure versus 

low blood pressure and good sex 

Mood and blood pressure are always interrelated. 

Heart rate and cortisol levels are always 

used as a measure of stress response. Blood 

pressure always rises when there are lots of 

unfinished businesses, lower work output at the 

end of the month, or when the field workers are 

creating lots of trouble with low monthly 

progress, and other bad situations in the office 

and at home that often cause stress. 

The fact remains that those who recently had 

intercourse the night before tend to have either 

lower baseline blood pressures, lesser incidences 

of blood pressure rises during stressful events, 

perform better at work in the office or at the work 

site, or a combination of the lot. That is to say that 

having sex can lead to good work output, ready to 

face challenging situations, which is a good thing 

as far as work performance is concerned. 

c. Orgasm and health 

Stress in life can lead to low libido and can 

impact the sex drive. Job stress, financial stress, 

the stress of being too busy in the office, and 

especially relationship stress between our partner 

and the people around us can negatively 

impact the libido, possibly causing stress in yet 

another area of our daily life. An orgasm itself 

has many benefits for health and stress relief. 

Reaching orgasm leads to deep breathing thereby 

relaxing the body muscles and oxygenates the blood 

thereby reducing the feeling of stress. The physical 

contact and the massage that goes together with it can 

be a great stress reliever. Babies who are not touched 

enough can fail to flourish, and touch continues to be 

important into adulthood. 

Depending on your level of enthusiasm (and your level 

of achievement), you can burn a lot of calories during 

sex, and gain stress management benefits of exercise. 

Sex is specifically linked to better psychological and 

physical health. Stress makes you tired, distracted and 

unmotivated to do anything, much less to have sex. 

Stress response, busy lifestyles and low 

libido 

In reacting to stress, the body goes through a series of 

changes in order to prepare to face the challenges. Part of 

this response is the release of hormones such as cortisol and 

epinephrine (or adrenaline). If the stress response isn’t 

reversed, this can contribute to a condition known as chronic 

stress, thereby interfering with the hormones involved in the 

sexual response. The result can be low libido. If life stress 

dampens your libido, one of the first solutions to consider is 

to learn the art of stress management. Effective stress 

relievers such as breathing techniques and exercise that 

forms part of the sexual act that reverses the stress response 

should be taken as strategies when dealing with stress in 

life. 

Many of us find ourselves busier today than yesterday, and 

the trend remains. Being constantly busy with an absolutely 

packed schedule, parenting responsibilities and the job can 

be energy draining and also draining on the sex drive. A busy 

schedule can mean a busy mind, and having a lot on your 

mind can make it difficult to relax and get into the mood. A 

busy schedule can even present difficulties in finding time 

for sex, or make it feel like just one more extra thing on your 

long “to-do” list. All of these factors can contribute to a lower 

libido. The obvious solution here is to try to be less busy but 

this is easier said than done. Being busy, the art and the skill 

of making difficult and correct decisions in choosing selected 

activities out of the schedule really helps. 

Relationship issues and low libido 

Being in an intimate relationship correlates to healing faster, 

getting sick less often and living longer. Stressors out of 

relationship stress that is due to conflict between the people 

around us and other factors inside the relationship issues are 

perhaps the biggest issue to look at when dealing with low 

libido. It is in fact a stronger factor in low libido than other 

types of stressors. Low libido itself can be part of a conflicted 

dynamic that can lead to more problems. A loving positive 

touch by a partner can have a soothing effect; if this is 

lacking, the chances of accumulated stress can lead to low 

libido. Imbalance relationship may also lead to more 

circumstances that cause stress; therefore it is always 

important to work through relationship difficulties for many 

reasons, and sex drive is a big one. The first step is to 

improve communication skills and using the appropriate 

techniques such as good listening skills, assertive and nonaggressive. 

Problems, as always, come and go but facing 

those challenges as they appear need maturity for the 

52


Being in an intimate relationship 

correlates to healing faster, getting sick 

less often and living longer. 

betterment of both parties. Learn some of the practical 

strategies that arrive at a win-win situation. 

Good relationships offset tension in daily life. Anxiety 

spikes blood pressure, which hobbles the immune 

system. But when you have sex, you release feel-good 

hormones, including oxytocin and endorphins. Eventually, 

you begin to associate your partner with those positive 

feelings, and he or she becomes someone you trust to be 

your soother during tough times. Can a relationship be 

“good” without “good sex” If sex is satisfying, it is one 

part of a larger relationship, but if the sex life isn’t 

working, the entire relationship is vulnerable to 

distancing, infidelity and a breakup. 

Sex eases anger too. When we are connected physically, 

we negotiate our partner’s slackness. But when there is 

no sexual connection, we get angry quicker. Feeling 

angry, you are less likely to have a desire for sex. Before 

long, you are not having it at all and the relationship 

frays. Over time, the relationship crumbles. There is no 

two ways about it. So, rebooting the sex life is crucial in 

saving life, the state of mind and the relationship. 

Orgasm as a stress reliever 

Orgasm is good for health. There is no doubt about that. 

In fact, it was reported that the relationship between 

having frequent orgasms (two or more per week) and 

mortality in men shows that men who had frequent 

orgasms had a significantly lower risk of death than those 

who did not have frequent orgasms. This is due to the 

hormones being released during arousal and orgasm, 

specifically oxytocin and DHEA having protective effects 

against cancer and heart disease. The sedative and 

relaxing effect of oxytocin and other endorphins released 

during orgasm helps one to sleep deeper and better. A 

connection between men who ejaculates regularly and a 

reduced incidence of prostate cancer was also 

established. 

Orgasm and sex play in general can be a wonderful form 

of exercise. Frequent sex and orgasms can bring with it 

the benefits of other good cardio workouts. Sex is 

therefore a great stress reliever, with physical and 

emotional release, bonding, and the release of 

endorphins. Stress can actually prevent us from being ‘in 

the mood’. With the libido-dampening effects of excessive 

stress, sex sometimes goes by the wayside. 

All in all, it is not that easy as sex is also attributed to 

other forms of healthy living practices. There is no point 

talking about it all if the basics of healthy living are left 

unattended. The following are some tips that one should 

concentrate before pursuing to talk about sex: 

a. Eating a Healthy Diet 

Eating a healthy diet can make us feel energised and 

light. A healthy, balanced diet with plenty of 

vegetables, protein and whole foods can actually 

reduce stress levels, increase energy and help the 

body look and feel better. This will go a long way 

towards getting into the right mood. 

b. Exercise 

Despite how busy or how tired we are, exercise can 

actually give us more energy. Three times a week of 

30-minute workouts can make a difference in the 

energy level and overall health. Get rid of all excuses 

of not doing simple exercise routines, even better if it 

is done with the partner on a regular basis. We can 

even do stretching while watching TV, but better still 

to skip TV and go for a walk in the neighbourhood. 

Either way, the body will feel more energised with 

more positive hormones flowing in the blood, which 

are definite turn-ons. 

c. Get organised 

Get yourself organised. Prioritise those important 

commitments in life and learn to say ‘no’ to 

unnecessary routines that take up your time. The 

worst part is to blame yourself for doing unnecessary 

things when you should be at home doing more 

fruitful house chores. 

d. Get enough sleep 

Sleep deprivation creates havoc on the entire system 

and more stress. Practice power napping during 

lunch breaks, and the outcome can be a wonderful 

night-time activity of all sorts. 

e. Mood setting 

Soothing environment can always help set the right 

tone for relaxation and romance. Clean the bedroom 

and change the bed sheet often. Get the right music 

that soothes the ears and control the volume low. 

Listening to good music, even nasyid can speed up 

or calm down the physiology, and lowering blood 

pressure as well. 

f. Try massage 

Massages loosen the muscles and releases those 

tensions in the body. You will never agree more after 

a routine foot reflexology or a full body massage. 

So, get moving 

Literally speaking, sex is not the only thing important in 

life but one of those things that must be taken seriously 

in managing stress. The fact is, if the stress level is less, 

then sex will be fine, and age is no barrier. 

Am I wrong to say that a survey technician who spends 

most of his time in the field engaging in ‘hard and 

energetic’ work performs better in bed than the manager 

who just stays in the office doing his daily routine apart 

from monitoring the field work progress 

That’s the sex-stress connection. l 

W.M.A. Wan Hussin is a Professor at the School of Civil Engineering, Universiti 

Sains Malaysia. He conducts several courses on stress management and delivers 

public lectures and brain storming sessions on management issues for various 

organizations. He is currently a Licensed Land Surveyor, Member of the 

Association of Authorized Land Surveyors (MAALS) Malaysia, Fellow of the Royal 

Institution of Surveyors Malaysia (FRISM), a Malaysian Speaking Professional 

(MSP) of the Malaysian Association of Professional Speakers, a Certified 

Professional Utility Locator (CPUL) and can be reached at wmabwh@gmail.com 


53


Overview of the In-house and 

Outsourcing Strategies for Property 

Maintenance and Management 

Services 

Lee Chin Sheng 

1.0 Introduction 

The amplification of demand on quality services for building or space is the main reason for 

the existence of sourcing strategy. Changes in business environment and the ever evolving 

market trend also play an important role to the emergence of varying sourcing strategies in 

better resolving the maintenance issue of the same besides focusing on the core activities of 

respective establishment. Core business activities are to be delivered within the corporate 

strategy while those which has been recognised as non-core such as the up-keeping of the 

workplace in supporting the running of business core-activities, will be overlooked in its 

importance in the wider perspective. It is thus vital in putting more focus on property 

maintenance and management (PMM) which classified as non-core, as it may contribute to 

the successful implementation of the corporate strategy to different extents (Encon and 

Albert, 2004) and long-term survival of the company. (Burke, 2003) 

2.0 Understanding of the Sourcing Strategies 

Sourcing needs to be thought of as part of the overall supply chain strategy of the company. 

The strategy provides a practical tool on deciding the most appropriate sourcing method. 

From an organisation’s point of view, generally, a sourcing strategy is to be considered for the 

achievement of cost reduction, improved quality, satisfy client and building tenant’s needs, 

flexible on controlling manpower and quicker responses against technical problem (Usher, 

2003). Within this perspective, the organisation can either be a building owner or property 

management consultant, where both groups of businesses will be involved in making any 

sourcing or procurement decisions. 

Valuation on the appropriateness of different sourcing strategies towards the PMM services 

for certain buildings can be made based on the following factors: 

• Total operation cost or fees of specialist services 

• Promptness of reaction upon occurrences of major or critical issue 

• Extent of supporting various specific needs of organisation 

• Extent of responsibility attached with organisation 

• Extent of transferring risk and liability from organisation 

• Extent of flexibility in controlling and altering the operation process 

Buildings will continue to be valuable assets only if it is properly maintained and operated 

(Francis and Joseph, 2005). The adoption of appropriate sourcing strategy will not only help 

the good functionality of the building, the mechanical and electrical elements, but also in 

achieving cost savings, higher comfort levels, better economic rent of the building space, 

elevated corporate image and sustainability of the building. 

54


3.0 Different Perspectives of In-house and Outsourcing 

In-house strategy is deemed to be the most fundamental and traditional strategy for the delivery of 

PMM services. The operation staffs who are employed directly by the organisation are recognised as part 

of the organisation with no existence of service contract in tying the relationship together except the 

ordinary employment contract. Through in-house strategy, the assigned property manager will need to 

plan, execute, coordinate, manage and control the team members’ work. Internal communication will 

take place both vertically and laterally. Moreover, mistakes and lessons learnt from past experience are 

shared among the team and members of the organisation groups. 

Outsourcing strategy in turn prepares the organisation to engage an external specialist for the provision 

of certain specialised trade of service under contract basis. Often, contract will be awarded based on 

justification through a competitive tender or fee proposal from more than one shortlisted specialist. The 

successful and appointed external specialist from the tender exercise shall report to and be monitored 

by representative who is assigned with such responsibility, and the said person will be the internal 

employee of the organisation. Ultimately, the said representative is responsible for the work 

performance and outcome of the outsourcing services (Encon and Albert, 2004). Either party can 

terminate the contract provided that a notice has been served to the other party according to the 

prescribed terms stipulated in the contract. 

4.0 The Pros and Cons 

There is no absolute solution as to the choice of the best approach for the PMM strategy. The choice 

shall only be either suitable or unsuitable, depending on the juxtaposition of the nature of particular 

building and the organisation itself. However, the pros and cons of each strategy should be taken into 

account correspondingly in better predicting the degree of aptness. The pros and cons of in-house and 

outsourcing strategy are listed in Table 1 and 2 respectively. 

Student’s Corner 

Table 1: In-house Sourcing Strategy (Kwok and Zhang, 2006) 

Pros 

• Retain the authority to manage 

• Secured confidentiality of information from disclosing 

to other party 

• Prompt responses upon emergency circumstance 

• Retain internal expertise 

• Better responsibility and accountability owing to the 

degree of ownership and loyalty to organisation 

Cons 

• Involve cost of providing staff training 

• Inflexibility in control variation in staff employment 

• Retained risk and liability 

• Unavailability of complex technical support 

• Initial investment of necessary tools and equipments 

Table 2: Outsourcing Strategy (Encon and Albert, 2004) 

Pros 

• Organisation can focus on core competencies 

• Trained and experienced team for better quality of 

service 

• Free access to special know-how 

• Eliminate the cost of training provision for internal 

employee 

• Risk and liability avoidance 

Cons 

• Loss of authority to manage 

• Additional services and resources charged at extra cost 

• Unable to retain internal expertise 

• Greater risk to the confidentiality and security of data 

• Diminished accountability through intricate web of 

subcontracting 

From the listed pros and cons of both in-house and outsourcing strategies, contradicting points of each 

are chosen if an organisation implements the in-house strategy which allows the managing authority to 

be retained internally. It must at the same time bear the responsible of retaining risk and liability as well. 

On the other hand, the cost of training can be avoided through outsource the service, but organisations 

will not be able to retain such internal expertise. 

55


Each strategy carries dissimilar significant advantages and disadvantages. However, an 

evaluation of the advantages and disadvantages of the strategy can also be undertaken by 

analysing the inherent wants of an organisation (Usher, 2003). Ultimately, the aim of the 

findings is to enable a more accurate sourcing decision to be made whilst inappropriate 

strategy decisions can be evaded. 

5.0 Implications of Each Sourcing Strategy 

A significant quantity of effort is required from the organisations management in ensuring a 

successful delivery of in-house PMM sourcing strategy. Inputs will be needed through 

planning the organisation structure, knowledge management, process management, 

performance management, job assigning, programme scheduling, risk and contingencies 

management, quality management and so on. These series of efforts might involve input 

from other departments within the organisation and may not only be limited to in-house 

PMM team alone. 

Outsourcing strategy, in turn, will enhance the physical distance between organisation’s 

management and the PMM team (for outsourced services). Often, this requires a change in 

the management methodology as a measure to examine the performance. This is due to the 

reason that communication and reporting manners may not be as direct and regular as the 

internal processes. 

6.0 Conclusion 

Appropriateness of in-house or outsourcing strategy for a particular building is always 

subjective and would depend on the nature of building, as well as the culture and objective 

of organisation. The choice will only be revealed via the end result in terms of cost 

effectiveness, service quality, work performance and also customer satisfaction. Due to this 

reason and as a measure to minimise the risk associated with adoption of inappropriate 

sourcing decisions, organisations should evaluate all suggested factors and any other aspects 

that can aid in making wise sourcing decision. l 

References 

Burke, R. (2003), Project Management, Planning and Control Techniques, 

John Wiley & Sons 

Encon, H. and Albert, T. (2004), Sourcing Strategies of Facilities Management, Journal of Quality 

Maintenance Engineering, Vol. 10 No. 2 pp. 85-92 

Francis, Y. and Joseph, L. (2005), The Trend of Outsourcing for Building Services Operation and 

Maintenance in Hong Kong, Facilities, Vol. 23 No. 1/2 pp. 63-72 

Kwok, H. L. and Zhang, J. M. (2006), Drivers and Obstacles of Outsourcing Practices in China, 

Emerald Group Publishing Limited 

Usher, N. (2003), Outsource or in-house Facilities Management: The Pros and 

Cons. Journal of Facilities Management, Henry Stewart Publications 

56


Management 

Twitter Tips for 

Positive Word 

of Mouth 

Maria Elena Duron 

Word-of-mouth marketing is gaining 

in popularity as the “oldest form of 

advertising” that reaches warp speed 

online, where other people’s opinion 

and feedback before trying out a 

product or service are readily sought. 

People are getting smarter; they don’t 

easily get led by advertising and 

marketing claims that a company 

makes. More and more, people do 

their research online to hear what 

other consumers are saying about a 

product or service. 

Channels for Positive Word-of-Mouth 

So how do brands and businesses ensure that 

they create a positive word-of-mouth for their products 

and services online Though there are many different 

tools that you can utilise, one social media tool that has 

made itself popular for word-of-mouth marketing is Twitter. 

The great thing about Twitter is the fact that it helps you build 

and maintain relationships with your customers and audience. 

Though you may think that 140 characters is kind of limiting, it 

actually helps you deliver clear, concise messages to your 

customers and makes it easy for them to respond. 

The best thing about Twitter is that you can easily deliver your 

message to hundreds, even thousands of your followers. And 

these followers can easily “re-tweet” your message so it reaches 

their followers, so you’re effectively spreading the word to 

people who aren’t even your direct followers. 

57


Spread the Word about Your Brand 

With Twitter, it really becomes easy to spread the word 

about your brand. And that’s only one of the viral 

effects of Twitter. There are a lot more ways that this 

platform can help your brand become more wellknown. 

Here are some tips for using Twitter to create a 

positive word-of-mouth around your business or 

brand: 

Establish a good following 

Though following a lot of people and reading their 

tweets is a good way to establish yourself on Twitter, 

the more important part is getting these people to 

follow you and read your tweets as well. 

First, it’s important that you get your profile completely 

set up, so that anyone you follow or who visits your 

page can know more about your brand, and can 

consider following you. 

Next, make sure people know you have a Twitter 

profile so they can follow you there. Place “Follow” 

buttons on your website pages and on your blog, as 

well as your other social media accounts. 

It’s important that you don’t merely use Twitter for 

promotional purposes, as this will more likely make 

people “unfollow” you. You want to make sure you 

offer good, useful content that people will get value 

from. 

In fact for businesses, I recommend that instead of 

placing your website on your Twitter profile use your 

Facebook page link. Twitter is far too chatty a platform 

to leave and hit the stiffness of a website. Facebook 

with its 420 character status updates provides a much 

better forum to decompress from the high velocity of 

Twitter yet still have interaction. Or, link it to your 

Google+ profile – again, it provides “interaction”. 

Interact with your network 

The important thing to remember about Twitter is the 

fact that it helps you build relationships, so it’s 

essential that you interact with your network in twoway 

conversations. 

Refrain from incessantly posting tweets and hope that 

people respond. Monitor your Twitter stream, 

comment on what other people are saying, respond to 

replies and comments of your tweets, and re-tweet 

content that you find useful and interesting. This 

makes you an effective participant in the community, 

leading to more users knowing and engaging with you 

and your brand. 

Utilise the Twitter “Favourites” Feature 

Did you know that when you hover over a tweet on 

your Twitter stream, you have the option of placing it 

in your “Favourites” section A good way to create a 

positive word-of-mouth about your brand is to save 

positive tweets that other people have written about 

your company. The “Favourites” section is your living, 

breathing testimonials page. You can effectively build 

up a great list of public testimonials about your brand, 

which you can show to potential clients or contacts 

who show an interest in you or your products or 

services. 

Use Twitter Search to monitor your company and 

common industry terms 

One of the features Twitter offer is the ability to search for 

people mentioning your name or company, as well as 

industry terms that can help you identify prospects. Monitor 

what people are saying about your brand and respond to 

them when appropriate. And when you do a search for 

industry terms, make sure to establish a dialogue with 

people you can see that you have a common ground with. 

You never know who your next client, customer or business 

partner could be. 

Develop relationships with the media and 

industry networks 

An excellent way to help spread the word about your brand 

is to interact with media and industry networks. Stop and 

think for a moment where do the people who would hire or 

secure your services spend the most time in a large size 

audience Look for industry specific networks by utilising a 

search of #hashtags and jump into conversations they’re 

having during their industry conference or even regularly 

scheduled twitter chats. 

Forging relationships takes time and interaction with 

people enables them to sample your character and 

competence. This fast paced platform accelerates the 

relationship building process. See you in the 

Twitterverse! l 

Maria Elena Duron, is managing editor of the Personal Branding Blog, CEO (chief 

engagement officer) of buzz2bucks.com – a word of mouth marketing firm and 

Director of Client Communities of Momentum Factor-focused on the direct selling 

industry. She helps create connection, credibility, community and cha-ching through 

mobile marketing and social commerce around your brand. She is co-founder of 

#brandchat - a weekly Twitter chat focused on every aspect of branding. 

58


LIST OF NEW MEMBERS January – March 2012 

QUANTITY SURVEYING 

FELLOW 

Sr Badrulshah b Ismail 

Yong & Mohd Faiz S/B, PJ 

MEMBER 

Sr Aziah Mohamad @Mohamad Azhar 

W&K Perunding Ukur Bahan 

Sr Jamisah Ibrahim 

CKUB, JKR HQ 

Sr Mohd Asri b Abdul Ghani 

IM Jurukur Bahan, Sel 

Sr Mohd Jalil b Hj Esman 

Kementerian Pertahanan, KL 

Sr Mohd Khairul Johari b Md Isa 

KSK Associates S/B, Sel 

Sr Tan Wee Seng 

Yayasan Sabah Group (GLC) 

Sr Wan Mas Ruhi Wan Addnan 

CKUB, JKR HQ 

GRADUATE 

Abdulla Bin Halide 

Kinabalu Setia Konsult Sdn Bhd, Sabah 

Ahmad Kamal Mohd Yunus 

IHZ QS Consult, Sel. 

Ang Wei Ling 

Davis Langdon & Seah S/B, PJ 

Anis Suraya Bt Sudin 

MZakiHussain Consult, Kedah 

Azura Bt Muhamad Sharif 

CKUB JKR HQ, KL 

Khoo You Min 

JK Quantity Surveyors, Sel. 

Lilian Wong Set Chin 

DK QS S/B, Sel 

Lim Ai Poh 

KPK QS (Sarawak) Sdn Bhd 

Lim Pei See 


Loo Siew Wai 

Northcroft Lim Perunding S/B, Sel 

Mohd Azri Ahmad 

Aziz, Azizi & Partners Sdn Bhd, Sel. 

Mohd Fahmi Kamal Bin Mohammed Noh 


Mohd Shairazi Bin Mohd Zaki 

Perunding SHS, KL 

Nadia Bt Juhari 

ARH Jurukur Bahan S/B, KL 

Nasirah Bt Mahamad 

MZakiHussain Consult, Kedah 

Nik Shahidah Nik Ahmad Ariff 

Perunding Senikos, Sel 

Hjh Noraini Bahri 


Norazmi Bin Fadilah 

Politeknik Kota Kinabalu, Sabah 

Noor Fikhkri Ahmad Zainoden 

QS Associates, Sel. 

Kah Yung Tze 

KPK QS (Singapore) pte Ltd 

Lay Pei Sin 

Econcos Consultants S/B, KL 

Lee Shih Ying 

KT Chan Teamwork Sdn Bhd, Sel. 

Lim Huan Fen 

EFCT Consult, KL 

Loke Wy Yan 

Q&C Jurukur Perunding, KL 

Nusrah Binti Abu Hassan 

MZakiHussain Consult 

Raymond Yong Jenn Wei 

Perunding Kos Kinabalu, Sabah 

Tan Chou Jin 

Baharuddin Ali & Low S/B, KL 

Tan pei Teng 


STUDENT 

Afiqah Samsuri 

Ahmad Fauzzi Sobri 

Ahmad Qayum Ahmad Ridza 

Amy Wong Zhi Lin 

Arief Shahrudin 

Azilah Ahmad 

Azrai Firdaus b Ariff 

Louis Ting Kah Chui 

Low Chun Fatt 

Magdalen Petrus 

Michael Lau Heng Yong 

Mohamed Fazril Roslan 

Muhamad Muaaz Kasim 

Muhammad Mubasyir Lokman 

Muizuddin Abd Rahim 

Nadia Alina Amir Shariffuddin 

Nadia Liyana Hurairah 

Nazhatul Shakila Mohamad Najib 

Ngu Heng Hua 

Norhazirah Mohamad khoiri 

Nor Hasmiza Mohd Ali 

Nurfarahi Syifaa Abu Seman 

Nuraina Balkis Bahari 

Nur Ain Farhana Sha’ri 

Nur Amirah Abd Jabar 

Nur Auji Athirah Hisham 

Nur Izzati Abdul Rahim 

Nurul Huda Mat Daud 

Member Updates 

Chen Lee Peng 

YSCA Consulting S/B, KL 

Cindy Loh Yeoh 

Davis Langdon Seah & Co, Sel. 

Nurhanisa Hasmah Bt Rustam 

Kinabalu Setia Konsult S/B, Sabah 

Nurdin Hashim 

JKR HQ 

Calvin Elver Angkaty 

Chai Boon Lian 

Chai Yi Thung 

Pauline Lau Maow Ning 

Pearl Tay Pei Fung 

Puteri Yazrin Megat Yaziz 

Darman Syah Mohd Akib 


Dayang Juliana Abang Ghapor 

Jurukur Bahan YSK, Sarawak 

Nur Hapsah Rahim 


Puah Wai Chi 

Econos Consultants S/B, KL 

Chee Shin Wen 

Cheing Jun Ying 

Christina Bte Malitim 

Priscilla Denis 

Rozalia Rozlin 

Reycarlvenza Poulus 

Diyana Syafiqah Abd. Razak 


Emy Japiri 


Freedy Bin Pangsoi 

Politeknik Kota Kinabalu, Sabah 

Gregory Wong Tuck Yuen 


Habizah Sheikh Ilmi 

Taylors University College, PJ 

Han Siew Hee 

Northcroft Lim Perunding S/B, Sel. 

Harliati Nordin 

FL Assoiciates, Sel. 

Izafazliha Ismail 

ARH Jurukur Bahan Sdn Bhd, KL 

Jacqueline Ang Po Ling 

KPK QS (Sem) Sdn Bhd, KL 

Joan Eng Wai Ling 


Kait Chee Han 


Karimah Md. Fadil 

UTM, KL 

Khadijah Bt Mohd Sarkawi 


Rina Binti Ab Majid 


Rohaya Bt Chalo 

Politkeknik Kota Kinabalu, Sabah 

Rosmahadir Kamaruddin 

Veritas Contracts S/B, KL 

Sharifah Huda Syed Mohd 


Siti Hajar Awang 

CIC-QS Services S/B, Sel. 

Siti Huda bt Kamaruzaman 

Basar & Harun Sdn, Sel 

Soam Kian Cha 

Davis Langdon Seah & Co, Sel. 

Tan Chia Huoy 


Tan Choon Boon 

IJM Corporation S/B, Sel. 

Tan Kar Lee 


Wee Li Woon 

Davis Langdon Seah, Singapore 

PROBATIONER 

Che Chin Mei 


Chua Wai Yee 

EFCT Consult, KL 

Dayang Hamidah 

Farah Hazirah Nazel Effendi 

Fu Yih Shyang 

Hani Idayu Hasan 

Hwa Shen Eri 

Ivan Lim Ming Lian 

Kelvin Kiu Sie Kee 

Kevin Kuin Anak Akin 

Kho Mee Siong 

Kylle Tiong Sing Sing 

Lai Weng Fui 

Lang Pui King 

Lau Diew Sen 

Lau Pik Mao 

Lau Pouong Lik 

Law Tzee Huei 

Lee Shih Mei 

Lee Yet Soong 

Ling Hiun Ung 

Lo Zheng Wei 

Safiyah Zahidah Mohamad Ghazali 

Salahudin Al Ayubi Jailani 

Sharon Chee Huilin 

Sia Chew Ho 

Sia Chew Peng 

Sia Yu Cheng 

Siti Faridah Mamat 

Siti Fatimah Md Tahrin 

Siti Noorsyafiqkah Ahmad Tajuddin 

Siti Nurlatifah Md Subri 

Syahirah Abdullah 

Sylvester Dick Gimpunut 

Tan Gain Hung 

Taylor Teo How Han 

Terrence Meramat Anak Gilbert 

Ting Mei Bin 

Ting Su Fong 

Tracyta Surindai Majamin 

Tsen Yon Sian 

Vivian Ting Hui Hui 

59


Wilfred Goh Jun-Haw 

William Sii How Wee 

Wilson Lau Lee Liang 

Amirtharaj a/l Pattan 

RICOH (M) S/B, Sel 

Ananthan a/l Mani 

Ernest & Young 

Abdul Rahim Abdul Haddy 

Azela Tawam 

Chiok Wee Choon 

Sr Edrin Mohd Eusoff 

Pejabat ukur Daerah kedah Selatan 

Sr K.Mathavan a/l S.Kumaran 

JUPEM Selangor 

Won Huey Si 

Wong Ling Hong 

Wong Nguong Ling 

Chiew Mui Shu 

CIMB Bank, KL 

Eng Kok Yen 

Sulzer Chemtech Pte Ltd, Singapore 

Hashimah Hamid 

Ho Wei Wui 

Maisarah Ahmad Suratman 

Sr Mahadir b Abdul Kadir 

Juruukur SAF, Ipoh 

Sr Mohamad Hafiz Rashid 

MHS Survey Consultant, KL 

Wong Phui Ling Wong Shih Thieng 

Wong Siew Hee 

Wong Teck Kiong 

Yew Zek Ung 

Yong Wan Lung 

PROPERTY MANAGEMENT, VALUATION AND 

ESTATE AGENCY SURVEYING 

FELLOW 

Sr Foo Gen Jen 

CH William Talhar & Wong, KL 

Dato' Sr Hui Swee Tack 

ST Hui & Associates, KL 

Sr Tan Kok Yew 

Intra Harta Consultants (N) S/B 

MEMBER 

Sr Bong Lee Hong 

DTZ Nawawi Tie Leung Property Consultant, 

KL 

Sr Chan Fei Fei 

City Valuers & Consultants S/B, 

Sr Choo Chai Mei 


Sr Eu Chee Siang 

PA International, KL 

Sr Ghan Boon How 


Sr Janice Lee Yim Mei 

UTM Skudai 

Sr Lai Leong Yew 

ST Hui & Associates, KL 

KL 

KL 

KL 

Sr Mazli b Mohamed Ayob 

Raine & Horne International Zaki + Partners 

S/B, Sel 

Sr Mohd Musa Paijan 

Kumpulan Jurunilai, Sel. 

Sr Mohd Suhaimi Ali 

NAPIC HQ 

Sr Rajdeen MA Raj Mohamed 

Stocker Robert & Gupta, JB 

Sr Wan Kok Wei 

Henry Butcher (M) S/B, KL 

GRADUATE 

Au Yong Kin Kit 

Prosper Reality, Sel. 

Loke Pang Keong 

Loo Boon Wei 

VPC Alliance S/B, KL 

Man Pooi Yin Charlene 

Burgess Rawson S/B, KL 

Nurul Huda bt Abd Karim 

JPPH Johor 

Wong Ing Hua 

Ekar Reka Dev S/B, Sel. 

PROBATIONER 

Abd Rahim Mohamad Rawi 

Raine & Horne International Zali + Partners 

S/B, Penang 

Faiza Ismail 

Kumpulan Jurunilai, Sel. 

Hanafi Ab Rahman 

DTZ Nawawi Tie Leung Property Consultant, 

KL 

James Yeoh Yii Jer 

Johann Logistic S/B, Sel. 

Joyce Ong Yen Yen 


Lee Huei Wen 

Embun Jasa Properties S/B, KL 

Lee Kean Aik 

One Real Estate S/B, KL 

Lee Sock Ling 

Centreline property, KL 

Lee Ve Rene 

New Bob Group, Penang 

Lee Wan Chow 

Leow Sue Hung 

Lim Ai Ling 

Mapinfo Solutions S/B, KL 

Lim Fang Tseng 

Sun Lifestyle Corporation S/B, Sel 

Lim Thiam Hui 

DKSH (M) S/B, Sel. 

Mau Cheng Yee 

CBD Properties S/B, Sel 

Nor A’shimah Abu 


S/B, KL 

Ooi Tek Siang 

Centreline Property, KL 

Oon Kiow See 

Ow Su Hui 

Choo & Co, Melaka 

Richard A/L Anthony @ Anthonysamy 

MRCB, KL 

S’ng Chee Aun 


S/B, KL 

Saidatul Nor Hidayah Mohamed Tahrin 

VPC Alliance (PJ) S/B, Sel. 

Ship Ka Hung 

CBD Properties S/B, Sel 

T.Kamilashini a/p Theyagarajan 

Ramdar Properties, Sel 

Tan Yew Toong 

Andere Auto S/B, Sel. 

Teng Yong Sheh 


Tommy Tan Shan Kee 

TA Properties S/B, KL 

Wee Pei Xuan 

First Pacific Valuers Property Consultants 

S/B, KL 

STUDENT 

Abdul Azeem Abdul Malek 

Maisarah Mohammad Dom 

Mohamad Affendy Izahar 

Mohamad Izuan Abdul Samad 

Mohd Hafiz Alias 

Mohd Hakimime Tarudin 

Muhamad Fadeli Abu Sirin 

Muhamad Ikhwan Nabil Rahim 

Muhamad Nur Hazwan Latip 

Norashikin Kamaludin 

Norfazidah Tairak 

Norhafizah Mansor 

Nor Idayu Ahmad 

Nurhani Tajuddin 

Nur Amalina Ab Majid 

Nur Ashillah Buniyamin 

Nur Izaida Kamal Amran 

Nur Saidatul Akmar Mohd Tahir 

Nur Zehan Mohd Rosly 

Nurul Akma Mohamed Rusli 

Nurul Hazwani Mat Saed 

Nylvyn Mayer Peter 

Roslida Mustapha 

Rozazlina Rohizad 

Siti Sofiah Mohd Fahmi 

Wan Norhidayat Wan Md Zain 

Wan Nurzhafarina Wan zakaria 

Yang ikhwana Mohd Yusoff 

Zamriah Zainuddin 

GEOMATIC AND LAND SURVEYING 

FELLOW 

Sr Chuang Kuang Han 

Jurukur Pinang, Penang 

Assoc. Prof. Sr Mohammad Yaziz 

UiTM Shah Alam 

Sr Noor Safaruddin Kamaruddin 

Petronas Carigali Sdn Bhd 

MEMBER 

Sr Ab Hamid Yasin 

AI Konsult, Sel. 

Sr Ab Rahman Mohd Zin 

JUPEM Kelantan 

Sr Alvin Lau Meng Shin 

UTM Skudai 

Sr Balya Amin Yusoff @ Che Man 

JUPEM HQ 

Sr Che Khairil Yusri Yusof 

Politenik Sultan Hj Ahmad Shah, Pahang 

Che Zaidi Che Hassan 

Politeknik Merlimau, Melaka 

Sr Mohd Al-Helmi Muharin 

Jurukur Setia, KL 

Sr Mohd Fathil Mohd Mustafa 

JUPEM Pahang 

Sr Nor Harli Hitam 

Perunding Ukur Suria, Sel. 

Sr Rajendran A/L Superamaniam 

Lee Swee Siang & Rakan2 

Sr Razali Johari 


Sr Rustam Abd Rahman 

JUPEM Kelantan 

Sr Syamsiah Ab Ghani 

Politenik Sultan Hj Ahmad Shah, Pahang 

Sr Yee Wui Chee 


Sr Zuraini Basarudin 


GRADUATE 

Ahmad Salihin b Mansor 

Perunding Ukur Ridhwan, Ipoh 

Chang Fum Hoong 

Studioukur Geomatics S/B, KL 

Farid Majdi Ramli 

Midlands Survey Consultants 

Mohd Azizul hafeez Mohd Rafiei 

Axis Survey Consultants, Kedah 

Mohd Fazli Mohamad Saufi 

SSC Survey Consultants, Sel. 

Samhariah bt Pahrulrazi 

Juruukur SAF, Ipoh 

BUILDING SURVEYING 

MEMBER 

Sr Dr. Farid Wajdi Akashah 

Universiti Malaya, KL 

Sr Mohd Adib Adam 

MBPJ, Sel. 

Sr Mohd Dali Mohd Alias 

Puncak Palma S/B, Perak 

Nor Irewan Shah Ibrahim 

MBPJ, Sel. 

Sr Salizah Selamat 

JKR Negeri Sembilan 

Sr Zainol Ahmed 

Perkeso HQ, KL 

GRADUATE 

Mohd Asrul Hassin 

UiTM Perak 

Rawnee Ho Boon Chye 

Intel Technology S/B, Penang 

STUDENT 

Hajar bt Nong Azman Shah 

Norfadzila Kamis 

60


Quantity Surveyors 

BAHARUDDIN ALI & LOW SDN BHD 

(R.O.C. No. 63558-U) LJBM No.: 1993/FC00010 

Jurukur-Jurukur Bahan Berkanun & Ekonomis Pembinaan 

Chartered Quantity Surveyors & Construction Cost Consultants 

Head Office 

217 & 219, Jalan Perkasa Satu, 

Taman Maluri, Cheras, 


Tel: (603) 9285 3744 

Fax: (603) 9285 5452/6231 

Email: balow@balow.com.my 

Website: www.balow.com.my 

Branch Office 

72B, Jalan Abiad, 

Taman Tebrau Jaya, 

80400 Johor Bahru, 

Johor Darul Takzim 

Tel: (607) 333 8480 

Fax: (607) 333 9614 

Email: balowjb@balow.com.my 

Website: www.balow.com.my 

Advertisement 

With Best Compliments 

from 

Chartered Quantity Surveyors 

Construction Cost 

Consultant 

Project Managers 

: Juru Ukur Bahan 

: Penasihat Ekonomi Pembinaan 

: Pengurus Projek 

Head Office 

G22A Jalan Pandan Prima 2, 

Dataran Pandan Prima, 


Tel: (603) 9287 4949 

Fax: (603) 92877552 

E-mail: piqs@streamyx.com 

Web: www.pakatan.net.my 

Kuching 

Lot 7022, 1st Floor 

Section 64, KTLD, Jalan Pending 

93450 Kuching Sarawak 

Tel: (6082) 330223 

Fax: (6082) 330221 

Penang 

70, Off Jalan Mahsuri 

11950 Bandar Bayan Baru, Pulau Pinang 

Tel: (604) 642 0255 

Fax: (604) 642 0262 

E-mail: pakatan@tm.net.my 

Kota Kinabalu 

Lot 3-3, Blok A, 3rd Floor 

Ruang Plaza Lagenda 

Heritage Plaza, Jalan Lintas Luyang 

88830 Kota Kinabalu, Sabah 

Tel: (6088) 716696 

PENANG OFFICE 

56D, 2nd & 3rd Floor, Perak Plaza 

Jalan Perak, 10150 Penang, Malaysia 

Tel: 04-2285441 Fax: 04-226 6528 

Email: jubutara@gmail.com 

ISO 9001:2000 

ID NO. 1940 AiQS RICS 

61


Quantity Surveyors 

UKUR BAHAN KONSULT 

QUANTITY SURVEYORS & BUILDING ECONOMISTS 

QUANTITY SURVEYORS AND 

CONSTRUCTION COST CONSULTANTS 

No. 18-1 Jalan PJS 8/12, Dataran Mentari, 46150 Petaling Jaya, Selangor 

Tel: 03-56329999 (Hunting Line) Fax: 56363723 / 56367723 

E-mail: ymfsb@unifi.my 

Lembaga Juruukur Bahan Malaysia Permit No. 1993/FC00009 

YONG DAN MOHAMMAD FAIZ (SABAH) 

Lot 23 Block C, 2nd Floor Plaza Grand Millennium, 

Jalan Pintas Penampang, 

89500 Penampang, Sabah. 

Tel: 088-733 611 & 088-733 622 

Fax: 088-733 699 Email: ymfsabah@yahoo.com 

NO. 16-A, JALAN PERSIARAN ZAABA 

TAMAN TUN DR. ISMAIL 

60000 KUALA LUMPUR 

In Association With Rider Levett Bucknall 

Singapore, Hong Kong, Jakarta, Bangkok, Vietnam, China, Phillipines, 

Australia, New Zealand, Great Britain, Europe, Africa, Middle East, India, U.S.A, Canada 

Tel : 603-7729 8100 (4 Lines) 

Fax : 603-7727 1636 

E-mail : ubkqs@tm.net.my 

ubkqssb@gmail.com 

Valuation Surveyors 

JS VALUERS PROPERTY CONSULTANTS SDN BHD 

Registered Valuers - Property Manager & Consultants 

Real Estate Agents - Compensation & Rating Valuers 

Unit No. B-11-15, Block B, Megan Avenue II, 12 Jalan Yap Kwan Seng, 50450 Kuala Lumpur 

Tel: 03-21624133 Fax: 03-21624188 

Email: admin@jsvaluers.com.my Website: www.jsvaluers.com.my 

OFFICES AT 

KOTA KINABALU, SABAH 

IPOH, PERAK 

Unit No. B1123, 11th Floor 

Lot 114A-1 (Ground Floor) 

Wisma Merdeka Phase II 

Kaying Association Building 

Jalan Tun Razak 

114 Jalan Sultan Yussuf 

88000 Kota Kinabalu 30000 Ipoh 

Tel: 088-254877 (5 lines) 216502 Fax: 088-256812 Perak 

Email: kotakinabalu@jsvaluers.com.my Tel: 05-2418098, 2419098 Fax: 05-2412098 

Email: ipoh@jsvaluers.com.my 

SANDAKAN, SABAH 

MIRI, SARAWAK 

1st Floor, Lot 4, Block 11 

Lot 760, 1st Floor 

Lorong 2, Bandar Indah 

Jalan Merpati 

Mile 4, Jalan Utara 

98008 Miri, Sarawak 

Sandakan, Sabah Tel: 085-418101, 428101 Fax: 085-413101 

Tel: 089-217013, 229117 Fax: 089-220614 

Email: miri@jsvaluers.com.my 

Email: sandakan@jsvaluers.com.my 

TAWAU, SABAH 

MELAKA 

Lot 5, Block 31, 2nd Floor 669A, Jalan Melaka Raya 8 

Fajar Complex 

Taman Melaka Raya 

91000 Tawau 75000 Melaka 

Tel: 089-765621, 765622 Fax: 089-765623 Tel: 06-2833338 Fax: 06-2868400 

Email: tawau@jsvaluers.com.my 

Email: melaka@jsvaluers.com.my 

PENANG 

BATU PAHAT, JOHORE 

Room 105, 1st Floor 

32A-1B, 2nd Floor 

(Formerly Southern Bank Building) 

Jalan Rahmat 

No.21, Lebuh Pantai 

83000 Batu Pahat, Johore 

10300 Penang Tel: 07-4317327, 4323191 Fax: 07-4317327 

Tel: 04-2625003, 2624985 Fax: 04-2634525 Email: batupahat@jsvaluers.com.my 

Email: penang@jsvaluers.com.my 

johore@jsvaluers.com.my 

SUBANG JAYA, SELANGOR 

RESEARCH & CONSULTANCY 

No. 52 (1st Floor) Unit No. B-11-15, Block B, 

Jalan SS15/4C, Subang Jaya, 47500 Selangor Megan Avenue II, 

Tel: 03-56369199 (3 lines) Fax: 03-56369193 12 Jalan Yap Kwan Seng, 

Email: js@jsvaluers-selangor.com 

50450 Kuala Lumpur, 

Tel: 03-21624133 Fax: 03-21624188 

Email: consultancy@jsvaluers.com.my 

Perpetual 99, 

Jalan Raja Muda Abdul Aziz, 


Tel: 03-2698 0911 

Fax: 03-26911959 

Email: rhizpkl@streamyx.com 

http://www.raineandhome.com.my 

l Valuers l Markets & Feasibility Researches 

l Estate Agents l Property Investment Advisers 

l Rating Valuation Consultants l Plant, Machinery & Equipment Valuers 

l 

Property and Project Managers 

Penang 04-263 8093 Seremban 06-763 9510 

Ipoh 05-253 2804 Melaka 06-284 8322 

Kelang 03-3342 0193 Johor Bahru 07-386 3791 

Subang Jaya 03-5631 9688 Kuantan 09-515 7100 

Petaling Jaya 03-7880 6542 Kuching 082-235 236 

Miri 08-5433 701 Kota Kinabalu 088-266 520 

Representative officers throughout Asia, Australia, New Zealand, 

Europe, America & Africa 

62


Valuation Surveyors 

Chartered Surveyors, 

International Property Consultants, 

Registered Valuers, 

Property Managers and 

Real Estate Agents 

Kuala Lumpur 

8 th Floor, Tel: (03) 2161 2522 

Bangunan Getah Asli (Menara), Fax: (03) 2161 8060 

148 Jalan Ampang, Email:joneslang@jlwmalaysia.com 

50450 Kuala Lumpur www.jlwmalaysia.com 

Johor Bahru 

Lot 19.02, Level 19, Tel: (07) 224 9937 

Public Bank Tower, Fax: (07) 224 9936 

19 Jalan Wong Ah Fook, Email:johor@jlwmalaysia.com 

800000 Johor Bahru www.jlwmalaysia.com 

Advertisement 

With Compliments 

With Best Compliments 

LICENSED LAND SURVEYOR 

OUR PROFESSSIONAL SERVICES 

CONSULTANT IN LAND & HOUSING 

DEVELOPMENT 

CADASTRAL SURVEY 

DIGITAL PHOTOGRAMMETRY 

ENGINEERING SURVEY 

HYDROGRAPHIC SURVEY 

MAPPING SURVEY 

MINING SURVEY 

SUBTERRANEAN SURVEY 

TOPOGRAPHICAL SURVEY 

Main Office 

20-2, Jalan PJU 5/15, Dataran Sunway, 

Kota Damansara, 47810, Petaling Jaya, Selangor D.E. 

Tel : +603-6157 9988 Fax : +603-6157 2145 

Email: main@put.com.my 

Branch Office 

45A, Lorong PS2, Bandar Perda, 14000, 

Bukit Mertajam, Seberang Perai, Penang 

Tel : +604-538 3122 Fax : +604-539 3122 

Email: png_main@put.com.my 

Visit our website at : hp://www.put.com.my 

63

International Symposium & Exhibition 

11th International Symposium 

& 

Exhibition on Geoinformation 

(ISG2012) 

International Symposium & Exhibition 

Geoinformation 

“Ubiquitous Geospatial Solution” 

IMPORTANT DATES 

Abstract Submission : 29 April 2012 

Full Paper Submission 

(Peer Reviewed) : 15 May 2012 

(Non Reviewed) : 15 June 2012 

REGISTRATION FEES 

International participant : USD450 

International participant (Student) : USD300 

Local participant : RM950 

Local participant (Presenter) : RM750 

Local participant (Student) : RM450 

25 - 26 September 2012 

Hotel Istana Kuala Lumpur City Centre, 

Malaysia 

www.isg.org.my/2012 

CALL FOR ABSTRACTS AND FULL PAPERS 

Organised by : 

Geoinformation 

Jointly Organised by :

Full-47.1 - Royal Institution of Surveyors Malaysia

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