Vol.45 No.4 2010

Interview with YBhg Senator Dato' Sr Abdul Rahim Rahman

Green Technology

Building IndoorEnvironmentalQuality Quantity SurveyorsJob Vacancy on Pg52

The Malaysian Surveyor is a quarterlypublication which touches upon thedevelopment of the surveying profession,innovations in the surveying technology andsurveyors’ contribution towards market andbuilding industry.

The Institute as a body does not hold itselfresponsible for statements made or opinionsexpressed in the articles and advertisementsprinted in this publication, or for the strictaccuracy of references to law cases, which areintended only as a gloss on authorised reports.Rights of translation and reproduction reserved.

PresidentSr Elvin Fernandez, FISM

Hon. Secretary GeneralSr Francis Loh Soong Park, FISM

Editorial Board

EditorAssoc. Prof. Sr Dr. Ting Kien Hwa, FISM

Guest EditorSr Dr. Adi Irfan b. Che Ani, MISM

MembersAssoc. Prof. Sr Dr. Azman b. Mohd Suldi, MISMSr Mazlan b. Mohd Tahir, MISMSr Dr. Hj. Md Said @ Mohd Zaid b. Abdullah, FISMProf. Sr Dr. Shattri b. Mansor, FISMProf. Sr Dr. Hj. Wan Muhd Aminuddin b. Wan Hussin, FISMSr Mokhtar Azizi b. Mohd Din, MISMSr Mohamad Shazali b. Sulaiman, MISM

Secretary to the BoardZarinah bt. Danial

The Institution of Surveyors, Malaysia3rd Floor, Bangunan JuruukurNo. 64-66, Jalan 52/446200 Petaling JayaSelangor Darul Ehsant: +603 7954 8358 (hunting line) / 7956 9728 / 7955 1773f: +603 7955 0253e: editor@ism.org.myw: www.ism.org.my

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ISM NewsEditorial21st National Real Estate Convention3 - 4 August 2010MAP Asia 2010 & ISG 201026 - 28 July 2010

A Message from the Editor47 Years of Publication and a ForthcomingNew Era

InterviewInterview with YBhg Senator Dato' Sr AbdulRahim Rahman

Peer ReviewA Review on the Usage of Suspended Ceilingin Providing Building Services Installation inCommercial BuildingsNur Azfahani Ahmad

Practical Approaches for the Management ofStrata Residential PropertiesSiew Yee Hoong

Effective Use of Software for ConstructionProject Control, Planning and SchedulingE.M.A. Zawawi, Khalid, Y., Kamaruzzaman S.N.

Property Management and Tenants'Satisfaction: A Literature ReviewZarita Ahmad Baharum, Zahiriah Yahya

Cover Story Green Technology Building IndoorEnvironmental QualityHusayn Idi Kwami, Adi Irfan Che Ani

Professional PracticeExisting Green Technology Incentive inMalaysiaMohd Nurfaisal Baharuddin, Adi Irfan Che Ani

Managing StressThe Stress of MultitaskingW. M. A. Wan Hussin

ManagementA Guide to Performance ManagementKenexa®

RegularsMember UpdatesAdvertisements

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The emphasis of green building is stilltaking place. There are over 150 ratingtools for green buildings across the globeand the building industry professionalshave to incorporate the green agenda intheir projects so that they can remaincompetitive in their business. The newbudget announced by the Prime Ministeralso highlights the government’s supportfor those who go green for their buildingsand assets. In line with this green theme,I’d like to highlight the green agenda in theCover Story and Professional Practicesections where these articles address theissue of indoor environmental quality andthe existing green incentives in Malaysia,respectively.

In the Peer Review section, we cover fourareas namely the usage of suspendedceiling, the practical approaches for themanagement of residential stratifiedproperty, the effective use of software inconstruction project management, andproperty management and tenant’ssatisfaction.

The paper on suspended ceiling discussesabout the current vast range of building

services that run their installation insidethe ceiling area. The author stresses theneed for designers to provide proper spacedesign to accommodate these needs. Awrong decision can raise the installationcost of building services up to 75% of thetotal construction cost. Additionally, theneed for maintenance access should alsobe considered in the design.

The concerns about managing strataproperty is constantly reported anddiscussed in the media. The paper aboutresidential property managementhighlights the practical approach inachieving realistic end results in themanagement and maintenance of strataproperties. This issue is important to beresolved as this type of residentialdevelopment is amongst the mostpreferred by young professional urbandwellers.

On construction project management, webring forward the paper on the effectiveuse of software for construction projectcontrol, planning and scheduling. Thepaper discusses the problems associatedwith the implementation of project

planning and scheduling in constructionprojects and how it reflects the use ofsoftware in managing projects.Interestingly, despite the availability ofplanning software in the market, there areconstruction professionals who still preferto use the Gantt chart during a meeting.

Last but not least, on propertymanagement again, we have a paper thatdescribes the advantage of measuringtenants’ satisfaction for office buildings andits significance to property managementprofessionals. Delivering services is uniquein the sense that they are intangible,property managers have to ensure tenants’loyalty, which ultimately depends on theirsatisfaction. The humanistic aspect needsto be emphasised in delivering propertymanagement services that combines theservice quality dimensions and propertydimensions.

A.I. Che-Ani

Guest Editor

The GGreen BBuilding AAgendaEDITORIAL

New Format for ISM Publications Beginning 2011

• Refereed section:

- academic research papers - professional research papers - peer reviewed industry

papers

• Opinion/Point of View section:

- comprehensive and detailed articles on current issues of professional or industry matters

• To be published twice a year

• To qualify as a SCOPUS journal within two (2) years

International Refereed Journal

(title of journal to be decided by the Editorial Board)

Features Publications

• Announcements

• ISM activities

• short articles e.g. general articles on health and management

• conference papers

• CPD papers

• articles on professional issues

• articles on surveying issues

• opinions, comments, letters to the Editor

• students column

• Divisional publications e.g. QS Bulletin, PCVS Bulletin etc.

• Advertisements

• To be published quarterly per year

The Malaysian Surveyor

Features Publications

All members are encouraged to submit their contributions to: editor@ism.org.

ANNOUNCEMENT

With The Institution of Surveyors,Malaysia (ISM) celebrating its 50thYear Anniversary in 2011, The

Malaysian Surveyor will be in its 47th year ofpublication. The predecessor of TheMalaysian Surveyor was the SurveyorsQuarterly Gazette which was firstpublished in December 1964.

Since its beginning, The MalaysianSurveyor has helped shape our localbody of knowledge and contributedscientific thought to the field of surveying,appealing not only to surveyors, but also toeducators and other professionals in thebuilt environment. The transformation ofthe Gazette to The Malaysian Surveyor is atestament to the ideals of ISM, and as theISM has grown over the years, so too hasThe Malaysian Surveyor.

As a member of the Editorial Board sincethe 2nd Quarter, 1994, I noted the changein the types and content of articlespublished in the Journal.

Notably, the GLS articles show more applications oftechnology to surveying issues e.g. the use of GIS,and satellite technology; the Quantity Surveyingarticles are covering international constructionissues, the PCVS articles are using more quantitativetechniques and the BS articles are delving into moredetails of building construction and technology.

With the growth and transformation of theinstitutions of higher learning in Malaysia whichinvolve the establishment of research universitiesand the aim of the government to made Malaysia aregional education hub have lead to moreemphasis on research and publication by localuniversities. There are now more articlecontributions from the local academics. The ‘publishor perish’ requirement forced local academics toobtain research grants, conduct research, presentfindings in conferences and subsequently to publishtheir findings in journals. The articles from theacademics show a wider application of researchtechniques and methods being applied on a varietyof surveying issues and topics in The MalaysianSurveyor.

The Council in 1986 has approved the award of ayearly book prize for the best article for eachDivision. However no award has been made. Mysuggestion for a Best Article Award in 1998 wasadopted by the Editorial Board in 1999 and the

impact of this award can be seen on the variousquality submissions of articles from both theacademics and professionals.

The New Publication andStructureThe year 2011 will be the beginning of anew era of journal publication by ISM. Tomove with the times, from 2011, there willbe two publications i.e. The Malaysian

Surveyor and an international refereedjournal. The Malaysian Surveyor will continueto play its role of promoting the aims andachievements of the Institution. The refereedjournal will be supported by an internationalpanel of eminent academics and practitioners(please refer to page 4 on the content andstructure of the two publications). Having anestablished local international refereedjournal is desirable as it reduces thedependence of local academics to publish inoverseas journals which may have differentfocus and priorities. The journal is also in

line with the growing stature and the vision of theInstitution in increasing its influence in the regionaland international arena.

The New Publication FormatThis issue, 45.4, will be the last issue to be producedas a hardcopy version of the journal. Beginning2011, both publications will be published insoftcopy format. This electronic online publicationwill usher in a new era of free and open access tothe journal as it allows the publication to reach awider audience of professionals, researchers andacademics. The free access allows the researchworks to be cited more frequently and this wouldimply an increased status for the journal.

The leadership of the Editorial Board is committedto the improvement of the Institute’s publications asthe premier periodicals for the advancement of thesurveying disciplines. Its success requires thecooperation and contributions from both theprofessionals and academics.

Associate Professor Sr Dr. Ting Kien Hwa FISM

EditorEditorial Board

A Message from the Editor

Vol.45 No.4 2010 5

47 years of publication anda forthcoming New Era

21st National RealEstate Convention3 - 4 August 2010

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This year’s 21st NREC is aptly themed“Opportunities in the New Decade” and istimely in view of the 10th Malaysia Plan

(10MP) recently tabled at the Parliament by theHonourable Prime Minister.

The 10th Malaysian Plan emphasises the needto innovate in many areas of business and thisdoes not exclude the real estate sector. Businessis no more as usual. The economy will beprivate-sector driven. The main players will bethe private entities whilst the government willbe the facilitator of the supporting driving forcesof economic activities.

The 2010 NREC prepares the platform for thewhole spectrum of the real estate industryprofessionals and practitioners, to deliberate thepathway and strategies in moving ahead.Reputable and renowned industry players sharetheir views on pertinent issues for the delegatesto have the opportunity for an intellectualdiscourse. NREC brings to the participants theeconomy at large, the internationalopportunities, managing and mitigating thepotential risks and certainly, innovative attemptsin the creation of Malaysia as a World Classdestination hub for real estate investments andthe export of professional services.

ISM News

Vol.45 No.4 2010 7

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ISM News

Vol.45 No.4 2010 9

MAP ASIA 2010 & ISG 201026 - 28 July 2010 Kuala Lumpur Convention Centre

This year, the GIS Development and TheInstitution of Surveyors, Malaysiaorganised the Map Asia 2010 and the

International Symposium and Exhibition onGeoinformation to foster the growth ofgeospatial science and spread its benefits forthe community with a synergised effort ofdiscussions and deliberations amongacademicians, researchers, policy makers andindustry representatives. The joint platformprovides the Asian geo-informaticscommunity to realise, recognise and revealthe stages of dissemination of geospatialinformation. It offers a unique branding,networking and marketing opportunity to thelocal and international geospatial industry.

Dato Sri Douglas Unggah Embas, Minister of Natural Resources and Environment greeted by the Organising Committee

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Interview

Vol.45 No.4 2010 11

Interview with

YBhg Senator Dato’ SrAbdul Rahim Rahman

What is the currentdiscipline and whatposition do you hold now

in your profession?

Property Consultancy and ValuationSurveying.

Current position: nominated councilmember.

What is your opinion about theliberalisation of surveyingservices?

This should have come a long time ago. Ihave spoken on this subject as long as 20years ago and questioned why oursurveying practices cannot go public whencountries like the UK have allowedcompanies to be listed in the LondonStock Exchange.

The trouble with us is whilst most of ourrules and regulations on the surveyingprofession are modeled after the RICS,when the RICS changed its rules, we didnot do so. We are therefore left behind,thus negating Malaysian firms fromexpanding overseas due to the lack ofcapital.

It is therefore timely that the Government,in order to conform to WTO and AFTAregulations, is “forcing” us to liberalise. Ofcourse, we need to take care of our localprofessionals and I support theInstitution’s stand that the opening up ofownership of firms to foreigners shouldnot be more than 49% initially.

It is also necessary that the various Boardsshould enforce its rulings on registrationand practice requirements.

The challenge ahead is to remain relevant and be able to continue tocontribute towards nation building including the Government’s effort to

turn the country into a high income economy by 2020.

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What are the progresses that youhave seen for the profession and theInstitution in particular?

I have seen the following main changes:

a) When I first entered the profession in 1968,there was no requirement for registration.This has since changed with theintroduction of the various Acts ofParliament such as the Valuers, Appraisers &Estate Agents Act 1981.

b) The increase in the number of practitionersand professional firms.

c) The increase in the number of universitiesgiving degree courses for the profession.During the 1960s, the only qualification forthe profession was membership of the RICSand one can only qualify to be a surveyor byattending colleges in the UK or takingcorrespondence courses organised by theRICS.

How do you contribute to make ISMrelevant to the industry and thecountry?

Out of the 40 years involvement in theprofession, I have actively participated 25 yearsin ISM, including being Sectional Chairman andPresident (1986 - 1987). I will continue tocontribute by participating in its activities andwork toward ensuring that ISM remains as oneof the leading Professional Institutions in thecountry.

At present, I am assisting the Council towardsthe conferment of royal status to ISM which Ithink it deserves.

Is there a role model that hasinspired you and how do you do thesame to inspire others in ISM,especially to the younger members?

I started my firm more than 30 years ago andwas not based on any role model except the willand desire to succeed. Ever since finishing mycourse in 1966 and working in the UK for twoyears, I always had the intention to start my ownfirm. Malaysia was a young country then andthere was a lot of opportunities for youngprofessionals to succeed if one was willing towork hard.

The same is still true today except thatcompetition is stiffer; but there is still room andopportunities for success.

After nearly 50 years of existence,what are the achievements that ISMhas had and what could be thechallenges ahead?

ISM has come a long way since its inception in1961. From a membership of 38, it has nowgrown to 2282. It also has members “dari Perliske negeri Sabah”.

Through its examinations, ISM has alsosupplemented the universities in producing

The Institution must continue to“fight” for the establishment of a

Board for Building Surveyors. Ibelieve we will succeed in the end

with the support of members from theother sections.

Interview

Vol.45 No.4 2010 13

What is your advice to those who wish topursue a career in the surveying professionand the prospects of this career in the future?Do you wish to see changes in the educationsystem that may give impetus to Surveying asa profession?

The prospects for a career in the surveying profession isbright. The profession is also varied and there areopportunities both in the public and private sector. My advicetherefore is “go for it”.

Any final words to the members of ISM?

Happy 50th Anniversary ISM!

The prospects forcareers in the

surveyingprofession are

bright. Theprofession is alsovaried and there

are opportunitiesboth in the public

and private sector.My advice therefore

is “go for it”.

professional surveyors in all the four sections and isinstrumental in maintaining a high standard of professionalism.

The challenge ahead is to remain relevant and be able tocontinue to contribute towards nation building including theGovernment’s effort to turn the country into a high incomeeconomy by 2020.

Building surveying is the only profession underISM that still do not have their own Act to-date.What is your view about this matter?

The Institution must continue to “fight” for the establishment ofa Board for Building Surveyors. I believe we will succeed in theend with the support of members from the other sections.

ANNOUNCEMENT

THE INSTITUTION OF SURVEYORS, MALAYSIA

BEST ARTICLE AWARD 2009The Editorial Board for the session 2009/2010 is proud to present the 2009 Best Article Awards to deserving authors whohave published their winning papers in The Malaysian Surveyor Journal. The Selection Panel was chaired by Prof. Dr. ShattriMansor and four other panel members representing each divisions of the Institution.

I. Property Consultancy and ValuationSurveying (PCVS) Division

Energy Saving Features in Office Building towards theAchievement of Energy Efficient and SustainableBuildings in Malaysia

by Aniza Abdul Aziz, Yasmin Mohd Adnan

II. Geomatic and Land Surveying (GLS) Division

Optimisation and Maximisation of Energy Yield in LowWind Speed Regions: A Case Study in Malaysia

by Wan Mohd Aminuddin Wan Hussin, MohammedAhmed Mubarak Bawadi, Shamsad Ahmad, Taksiah A.Majid, Mohd Sanusi S. Ahamad

III. Building Surveying (BS) Division

Penyenggaraan Bangunan Resort Seni Bina Melayu diMalaysia

by Adi Irfan Che Ani, Ahmad Sairi, Muhammad FauziMohd. Zain, Mazlan Mohd Tahir, Abdul Halim Ismail

IV. Quantity Surveying (QS) Division

Continuing Professional Development (CPD): A Studyon the Perception and Motives between Board ofQuantity Surveyors and their Members

by Hamimah Adnan, Norfashiha Hashim, Nurul AfidaIsnaini Janipha, Fadzil Hassan, Hafiszah Ismail

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A REVIEW ON THE USAGEOF SUSPENDED CEILING INPROVIDING BUILDING SERVICES INSTALLATION IN COMMERCIAL BUILDINGS

A modern building is expected to be a source of energy appliances which provides the means forcommunication, electricity, telecommunication, networking and much more whilst providing facilities for

visual and acoustic comfort. Space will always be required within a building to accommodate thesebuilding services. Today, with rapid technological changes, it is common to have a ceiling in offices

where these services are installed. This ceiling is called as a suspended ceiling. A suspended ceiling isessential in providing the means of access and space for building services components. Commercial

buildings require a vast range of services and it is important for designers and engineers to designproper spaces to accommodate these needs. Their decision will contribute to the quality and

effectiveness of this element in distributing services to the entire building. A wrong choice can raiseinstallation costs of building services between 50% or up to 75% of the total construction cost.

Nur Azfahani AhmadBuilding Surveying Department, Faculty of Architecture, Planning and Surveying, UiTM PerakEmail: nuraz020@perak.uitm.edu.my

Peer Review

Vol.45 No.4 2010 15

Introduction

Greeno (1997) reports that amodern building is expected tobe a source of energy appliances

which provide the means forcommunication and electricity whilstproviding facilities for visual and acousticcomfort. With increasing mechanisationof modern offices, more and moreattention has been given to the properaccomodation of electric cables andwires, and their accessibility at all times.In office buildings, it should be possibleto install a good deal of additionalelectrical services at a later date. Withthe increasingly extensive use ofcomputer in offices, more data terminalsare being provided, requiring cables fortheir connection to the datacommunications system.

All these criteria and performancerequirements can be carried out by theinnovation of internal constructionelement that are recognised as thesuspended ceiling. During the late1960s, the suspended ceiling has beendeveloped to support building’sperformance requirements whichconsists of commodity, firmness anddelight aspect. By the early 1980s, theConstruction Industry and ResearchAssociation (CIRIA) recognised that thisinternal element can facilitate more,including visual and acoustic comfort.

What is SuspendedCeiling?BS 6100: part 1 (1984) definessuspended ceiling as ‘a ceiling hung at adistance from the floor or from the roofabove and not bearing on the walls’.Ambrose (1991) defines suspendedceiling as a ‘separate ceiling structurethat hung from the overhead structure,deriving support from it but notnecessarily reflecting its profile or detail’.This is done to create needed space forservices element such as lighting, HVACservice, fire sprinklers, and smokedetectors. It also can provide differentform of ceiling and aesthetic functions.

The increasings demand for sophisticateservices provision in buildings hasresulted in an increased use ofsuspended ceiling to house all buildingservices. Burberry (1997) states that thedesign decisions of suspended ceilingwere influenced by the balancingrequired performance against acceptablecost. Designers, owners and users ofbuildings have a responsibility not onlyto design well but also to adoptresponsible standards towards buildingservices installation. The economical

layout and careful analysis of loads to bemet are critical to the efficiency ofeconomy and installation at suspendedceiling.

PerformanceRequirements OfSuspended CeilingThere are several British Standardreferences that can describe theperformance requirements forsuspended ceiling in detail. It is essentialto overview the performancerequirements of suspended ceiling anduse the British Standard references as aguide and benchmark. It is alsoimportant to consider the ceiling inrelation to partitioning system andraised floor system especially when thebuilding consist maximum usage ofmechanical services that may be used bythe building. Holgate (1987) lists theperformance requirements forsuspended ceiling as follows:

(i) Accessibility - It is important toconsider the provision of accesspoint which is often associated withfuture need to change lighting orpartitions. Adequate spaceallowance must be provided withinthis void for installation as well asmaintenance. The most noticeabledevelopment over the past years isthe easiest means of access, whichis modular panel, which can beremoved over the whole area of theceiling.

(ii) Fire Precautions - Any fireresistance of a suspended ceilingcan be added to that of the floorabove. Experience of real fires hasshown that dry suspended ceilingshave to be carefully designed,installed and maintained. The morecomplex the ceiling the less likely itis to contribute to fire resistance. Ifaccess for servicing is to beprovided, care must be taken not toaffect the fire resistance. Figure 1shows the basic approach to avoidfire from spreading to the othercompartment of cavity in thebuilding.

(iii) Appearance - Suspended ceiling isessential in providing concealmentfor services pipes or for visual andaesthetic purposes. A loweredceiling can be applied to increasethe quality of interior space andimprove its height proportion.

(iv) Durability and MaintenanceAspects - Suspended ceilings needto be designed properly before itsinstallation, to extend its working-life durability. Its maintenance needto be carried out regularly to avoidany emergencies or complaintsfrom client. Building maintenancemanuals should include verydetailed information about cleaningand maintenance methods that issuitable for each type of ceilingsystems.

Figure 1: Fire barriers to cavities-closing of cavities (junctions at ceilings,floors and hollow partitions) (Blanc, 1994)

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(v) Sound Control - A measure ofsound absorption is shown in thesound absorption coefficient; thehigher the coefficient, the better theabsorption. Absorption material thatis suitable for sound control ismineral fibre-tiles. Suspendedceilings are normally used toprovide the correct acousticsrequirements in a room. Themachinery used in an open-planoffice such as computers andprinters, needs acoustic absorbentmaterial which can only be suitablyplaced at ceiling level. Wall finishes,partitions, carpet and furniture needto be taken into account whenconsidering the acoustics of thespace (Holgate, 1987). Table 1shows the types of acousticabsorbent for suspended ceiling.

The Common Types OfSuspended Ceiling Used InCommercial BuildingsIn providing building services installationto commercial buildings, suspendedceilings are categorised by the methodof construction and type of form. One ofthe most familiar and economical optionfor suspended ceiling is a Jointless

Types Characteristics Resonant Panels

To absorb sound near their resonance frequency (50-500 Hz). The examples of material are plywood and hardboard.

Porous Surface Panels

To absorb frequencies of 500 Hz – 4000 Hz. The example of material is mineral fibre.

Semi-Perforate and Perforated

Composite Panels

It has a porous material surface which is textured, perforated or drilled to improve acoustic efficiency and appearance. The example of material is Gypsum Plasterboard.

Perforated Panels

These panels are backed with independent acoustic absorbent materials used over an airspace combines the advantages of porous absorbents with resonant panels.

Criteria Advantages Disadvantages

Access All panels are easily removed thus provide easy access for

maintenance. Good access to the ceiling void at the head of partitions.

For concealed panel framework, it will make access difficult compared to

exposed panel framework.

Sound Good for sound absorption. Low in sound insulation because of the lightness of the ceilings.

Lighting Concealed System provides good surface and good reflective finish.

Provide Exposed System-Provides poor surface for uplighters.

Installation Easy connections to adjacent surfaces because tiles can be cut to

fit.

Materials can be easily damaged during services installation.

Fire - Have large number of joints thus reduce fire resistant capability.

Table 1: Types of acoustic absorbent for suspended ceiling (Blanc, 1994)

Figure 2: Jointless system: Prefabricated access door to suspended ceiling(King, 1985)

Table 2: The advantages and disadvantages of frame and tile systems(Holgate, 1987)

any building shape and is easilyaccommodated to any size of lightfittings. There is absorbent quilt forsound absorption purposes. There isalso another option of suspendedceiling, which is known as Frame andTile Systems. It consists of tiles or plankslaid into a framework suspended fromthe structural ceiling above. Theframework may be exposed, concealedor semi-concealed. Materials andfinishes for tiles and panels can be avariety including mineral fibre tiles,metal trays and open grid tiles. Mineralfibre tiles need to have protective edgesbecause this material is vulnerable andeasily damaged.

Integrated Services Frame and TileSystem ceiling is the new breed of frameand tile system. It has a much larger gridlayout than the other ceiling systems.The frame can support air intake orextracts for air-conditioning system, lightfittings, alarm system, audio and speakeror fire protection system to suit withinthe module. In the mid-90s, the new eraof building designers have preference fora new ceiling system that is moreartistic, hip and stylish to represent aserious attempt to generate a passively-ventilated building without losingarchitectural repose. Louvre/open gridsystem is the new option of ceilingsystem that consists of a series of louverpanels made from timber or metal.These types of ceiling effectively providesupport within as a suspended ceilingand give a visual cut-off when seen frombelow, although most of the area isopen. The grid or louver area is generallymade of timber or metal suspended

Ceiling Systems (See Figure 2). This typeof suspended ceiling has two to fourhours fire resistance with a Class 0surface spread of flame specification.Light fittings, ventilation ducts, electricalcables and many more services can beeasily accommodated in the suspendedceiling if there is proper design planduring the early stage of construction.This ceiling is suitable to be applied to

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Vol.45 No.4 2010 17

from the structural ceiling above (SeeFigure 3).

This type of ceiling is used in areaswhere there are large numbers ofservices. It can conceal service pipes andducting.

Services AccommodationIn Suspended CeilingIn most multi-storey commercialbuildings, suspended ceilings fulfill itspurposes of providing services,distribution space, conceal both servicesand structure, protect structure againstfire and also give acceptable decorationinternal finish.

In general office buildings throughoutthe nation, users tend to operate mostlyas individuals. Thus, each work stationhas one electrical supply outlet,telephone cable supply outlet andcomputer supply outlet from the multi-sided power post that comes fromsuspended ceiling. The arrangement isdesigned to maximise flexibility so thatcomputers and furniture can relocatedeasily. In each work station, the userneeds to be encouraged to use theirpower post appropriately.

Heating, Ventilating, Air-Conditioning and CoolingSystems (HVAC)

The interior of buildings are ventilated inorder to provide comfortableenvironmental condition. Thus, there is aneed to provide natural air inlet, naturalair outlet and mechanical inlet andoutlet as well. Heating, ventilating,cooling and general treatment of thebuilding’s interior thermal andatmospheric condition is a multi-dimensioned task. Air conditioning in

phase rises to the various level in thebuilding. A final sub-circuit will extendinto the user’s area via a consumercontrol board where the isolation switchand fuses are located. There is a three-phase supply busbar throughout the fullheight of the building and tap-off single-phase supplies as required for each floorlevel (Howard, 1988).

Fire Fighting Installations

Fire fighting installations that usuallyinstalled in suspended ceiling arecategorised under active fire control andthis includes the sprinkler systems,smoke and heat detectors, fire detectorsand fire alarms. As an office with fulltechnology components, the suspendedceiling system needs to be providedwith fire protection system that linksdirectly to the nearest fire station. In theevent of fire, a direct signal will betransferred to the fire station within 30-60 seconds. There are sprinkler heads,smoke detectors and heat detectors in arange of 12 square meters for eachcomponents. Water sprinklers willprovide an automatic spray out-and-outto the fire area. The water supply forsprinklers comes from the suction tankthat supplies water from a water main.For the office area that has a floor areaof 1500 square meters, the number forsprinkler heads are 125 sprinkler heads.All fire protection system in the buildingis controled by the system control unit inthe control room.

Sprinklers consist of a grid of waterpipes under the ceiling with deliveryheads. When the temperature rises, theliquid will expand breaking thesprinkler’s bulb that prevents the waterfrom passing. A jet of water thenimpinges on the shaped plate, deliveringa spray of water over a 10 meter squarearea. Smoke and heat detectors havesensors that can close an electricalcircuit to provide alarm. They are widelyused and supplied with battery backups(Burberry, P 1997).

Signal and CommunicationSystems

Every commercial building these dayshas communication systems fullyoperated for the building. In manybuildings, there are close circuittelevision (CCTV), public address,computer networks or intercom systems.Each of these systems is typicallyoperated with separate wire, low voltageand direct-current electrical system.

Lighting System

Individual lighting fixtures, bothpermanently installed and movable, are

HVAC term can be defined as thecooling of interior air, which includesfiltering out of dust and odours,freshening with outdoor air, adjustmentof temperature and relative humidity(Ambrose, 1991). The HVAC systemsgenerally include the heat-generatingsystem, a cooling system, an air-handling system, a control system forhand adjusting and automaticmonitoring of the system operation.

In Malaysia and other tropical countries,designing the air-conditioning system fora building requires a balancedtemperature within the comfort naturalenvironment and the outside within arange of 17-22ºC. A wide range of air-conditioning system can be installed tosupply fresh air and extract heat. Acentralised unit of air-conditioningsystem is essential to allocate into asuspended ceiling to provide thermalcomfort to the occupants. Thesuspended ceiling helps to providespace for fresh air distribution from thecentral air handling unit.

Electrical Installations

Installations using electricity for powersupply, lighting, environmental control,communications, security andcomputing are now essential provisionsin all buildings. In some largecommercial buildings, the layout patternand use made of electronic equipmentconnects very large open spaces withcable access to every point. There aremany user outlets to serve, especially inmulti-storey structures, there will beitems in common used which willrequire a power supply, particularly theheating boilers and air-conditioning.

A three-phase busbar panel can presenta means of easy connection for single-

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Ceilings panelsPlenum

Chamber Ceilings

Consists of In-fill panel of transparent

plastics. This panel will form the diffusers for the light

fittings suspended

above them.

This ceiling will provide

heating, cooling,

lighting and sound

absorption. It is expensive but permits the flexibility

for space below.

This type of ceiling

provides space

between the ceiling and

floor above for the circulation and direction of hot or cold

air.

This panel incorporates heating. This

panel consists of electrical circuits or water circuits

with sound-absorbing

panels.

Figure 3: Integrated Service Systems (Blanc, 1994)

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THEMALAYSIANSURVEYOR

abound in variety. There are pendant types, surface mountedtypes, semirecessed, recessed any many more. Lighting requireconsiderable structural support from suspended ceiling, butsmall fixtures are often structurally supported by theconnecting boxes installed with wiring. The benefit of thislighting system is there is no need for installation of a switchdrop in the wiring circuits. This not only saves installation costsbut also increases the flexibility to mix other services in thesuspended ceiling.

Space And Protection Requirements Space and the cost of providing space for building servicesdistribution is usually a high priority. Considerable care isneeded in providing adequate space for the safe and efficientmaintenance of the installations of building services. Access isimportant and it must be restricted for maintenance purpose.There is a guideline for space requirement provided in the BS8313 (1997). This code provides recommendations on spaceprovision for safe access, installation and maintenance ofservice ducts. Below are the requirements for building servicesaccommodation based on the BS 8313 (1997) guide:

Installation

To avoid difficulties during services installation, the minimumdistance between the outer space of any service and anyobstruction should be 25mm for pipes and cables, 75mm forunion joints and 100mm for ducts. The suitability of thebuilding structure from which the ceiling is to be suspendedshould be verified. Then, top fixings can be installed. Hangersfor ceiling should be vertical and should not press againstinsulation covering ducts or pipes. Wire hangers should becarefully straightened and tensioned before use. Installationshould be considered whether the the grids are exposed orconcealed. For service outlets, the air terminal devices orsimilar equipment should be incorporated into the ceiling (BS8313: 1997).

Maintenance

i. For maintenance purposes, sufficient space should beprovided for the operation, inspection and repair of valves,dampers, cleaning points, expansion joints and otherfittings, and the cleaning and painting of the inside of theduct and the services within it. Additional spacingexceeding 250mm is needed for access of tools and workon pipes and ducts.

ii. Services should be arranged so that it is possible toremove one without disturbing the others.

iii. Careful consideration should be taken to the demolitionof the duct, and disruption of other services will beacceptable when a service is to be maintained.

iv. The manufacturer should provide advice on the care andmaintenance of ceiling components especially at accesslocations. If replacement of lamp is needed, the ceilingshould be clean afterwards.

v. For decoration work, manufacturers should providerecommendations on the best method for redecoration.

vi. For surface spread of flame characteristics of the infillunits, care will be needed to make sure that maintenanceworks do not change it. Paint of non-bridging consistencyshould be applied to prevent bridging the joints betweenunits or filling in the face of units.

vii. In terms of extensive removal and replacement works, it iswise to appoint suspended ceiling specialist to do it (BS8290-3:1991).

Access

It is important that access is provided to ducts, large enough tobe entered. Access is needed to achieve good maintenance,operation and installation of the services. The BS 8313 (1997)stated that there are minimum sizes for horizontal ducts andvertical ducts that should be followed. For horizontal ducts, itis 600mm x 900mm wide/long or 600mm wide x 600mmhigh. For vertical ducts, it is 600mm wide x 1800mm high or600mm wide x 1400mm high. If it is necessary to maintainand enter the duct, the maintenance working space should beless than 700mm (width), 1000mm (height) with volume 1.4m3 for horizontal ducts or 600mm (width), 750mm (depth)with volume 0.9 m3. There is also a need to consider accesslevel based on maintenance frequency especially on electricalservices.

ConclusionHighly serviced buildings, such as commercial or officebuildings, can raise the installation costs of building services byup to 50%-75% of the total construction cost. Whilst, serviceselement can also take up 15% of a building’s volume, thisshows that building services are very important to commercialbuildings and must not be neglected. It is important to acceptand understand the increassing need for building serviceselement in the building. One of the major factors that needs toconsidered in providing spaces for building services installationis the choice of suspended ceiling. The relationship of thiscomponent towards buildings services installation, contributeto the quality and effectiveness in distributing services to theentire building.

Suspended ceiling is the most economic and wise option inproviding space for building services installation. This isbecause, suspended ceiling provides 60% of building servicesinstallation in the commercial buildings and raised floor onlyprovides 40% of building services installation. Today, thestructure of suspended ceiling can be integrated with the newtechnology of the Building Management System (BMS) and atthe same time, remain cheaper than raised floor. A goodsuspended ceiling should obtain all performance requirementsthat are essential and these are best followed using the BSIStandard Guide. High consideration should be taken on thecosts of the construction, the maintenance and the access toinstall the services.

REFERENCESAmbrose, E. (1991), Building Construction - Interior Systems, VanNostrand Reinhold, New York.

Blanc, (1994), Mitchell’s: Internal Components, Longman Scientificand Technical, Essex.

BS 6100 [1984], Glossary of Building and Civil Engineering Terms,BSI, London.

BS 8290-3 [1991], Suspended Ceilings (Part 3)-Code of PracticeFor Installation And Maintenance, BSI, London.

BS 8313 [1997], Accomodation of Building Services in Ducts, BSI,London.

Burberry, P. (1997), Mitchell’s: Environment and Services (8thEdition), Addison Wesley Longman Limited, Essex.

Greeno, R. (2003), Building services Handbook (Second Edition),Butterworth-Heinemann, Oxford.

King (1985), Mitchell’s: Components, BT Batsford, Limited, Essex,London.

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Vol.45 No.4 2010 19

Practical Approaches for

the Management of Strata Residential PropertiesSiew Yee HoongPresident of Endah Regal Condominium Management Corporation

The issues and problems relating to themanagement and maintenance of strata

properties have been perennial problems.The local media has been reporting these

issues regularly. Amendments to theexisting act have been made and new actshave also been introduced but none seemto have provided solutions to the problems

faced in the day-to-day management ofthese residential strata properties.

1.0 Introduction

Amore pragmatic and practical approach is necessary in viewof the current deficiencies in the acts and the inadequaciesfaced in the management of these strata properties. This

article highlights some of the practical approaches in achievingrealistic end results in the management and maintenance of strataproperties. It is hoped that through the sharing of theseapproaches, practitioners can learn better practical ways ofachieving the objectives of property management.

The supply of strata residential properties has been an effectivealternative to meet the housing needs of the country besideslanded properties. There is always a choice for purchasers whetherbe it for investment or owners’ occupation.

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The demand of strata residential properties has gained muchpopularity. However, purchasers must understand what theyare buying, their rights and obligations in relation to strataproperties.

In Malaysia, all management of strata properties fall within thejurisdiction of the Building and Common Property(Maintenance and Management) Act 2007 and The Strata TitleAct 1985.

2.0 Common Problems of Management ofStrata Residential PropertiesAs far as purchasing strata residential properties is concerned,the purchaser must understand that the management of theproperty will bring about the success of the developmentwhich will benefit all owners in terms of their enjoyment andvalue of their investment.

In a general sense, management is about control and decisionmaking in an organisation. In community living within a strataresidential property, the management of such properties facethe challenge of dealing with all owners and residents to thebest of their interests within constraints, especially when theincome cash flow is low and owners are not cooperative.Therefore, the purchasers must make the effort to know whatto look for when dealing with the problems of strataresidential property management.

The following highlights some of thecommon problems of strataresidential property management:

2.1 Definition of CommonPropertySection 4 of the Strata Titles Act1985 defines “common property” asthe lot (area/space) not comprisedin any parcel (including anyaccessory parcel), or any provisionalblock as shown in an approvedstrata plan.

Under Section 42 (1) of the StrataTitles Act 1985, the managementcorporation shall, on coming intoexistence, become the proprietor ofthe common property and be the custodian of the issuedocument of title of the lot.

Also under Section 42 (2) of the Strata Titles Act 1985, themanagement corporation shall have in relation to the commonproperty the powers conferred by the National Land Code on aproprietor in relation to his land:

Provided that:

(i) Except where it is specifically provided otherwise in thisAct, those powers may be exercised only on the authorityof a unanimous resolution; and

(ii) The corporation shall not have power to transfer anyportion of the common property which forms part of thebuilding or of the land on which the building stands.

Under Section 43 (1), among the duties of the managementcorporation are to manage and properly maintain the commonproperty and keep it in a state of good and serviceable repair.

In a strata residential property, the frequently asked question iswho is responsible for the repairs and maintenance of aparticular part of the subdivided building. The concept of

“common property” employed in the Strata Titles Act 1985helps to indentify the part of the strata scheme that is theresponsibility of the management corporation. Depending onwhether the relevant part of the building concerned is part ofthe lot/parcel or part of the common property, the proprietoror the management corporation is under a duty to effect thenecessary repairs or maintenance. It is also important todetermine where the boundary lies between a lot/parcel andthe common property. This is because the right or power todeal with the former lies with the proprietor, while in the caseof the latter, it lies with the management corporation.

Disputes frequently arise between subsidiary or parcelproprietors and the management corporation as to who isresponsible for the repair of pipes, wires, cables or ductslocated within the subdivided building. This would dependvery much on whether such items are part of the lot or parcel,or part of the common property. Where it is determined thatthey are common property, it is the duty and responsibility ofthe management corporation as provided under the respectivelegislation to maintain and repair it. The combined effect ofthe definition of “common property” and the provision relatingto common boundary in the respective legislation would makethat portion of such pipes, wires, cables or ducts describedspecifically as comprised in a lot or parcel (including in anaccessory lot or accessory parcel) not a common property,with the consequence that the subsidiary or parcel proprietor

concerned is responsible for its repair.

We have to refer to By-law 5 (a) and (c)the Third Schedule of the Strata TitlesAct 1985 which provides that themanagement corporation is responsiblefor maintaining and repairing items suchas pipes, wires, cables or ducts existingon the lot if they are used or capable ofbeing used in connection with theenjoyment of more than one parcel orof the common property. If they are notso described as comprised in a parcel asmentioned above, they will still becommon property and the managementcorporation will be responsible for theirmaintenance and repair provided thatsuch pipes, wires, cables or ductslocated with the boundaries of a parcel

are not for the exclusive use of the parcel. A drainage piperunning from one parcel to another parcel which bursts wouldthen be the responsibility of the management corporation.

Where the pipes, wires, cables or ducts are located outside aparcel or an accessory parcel but is for the exclusive use of theparcel such as a service pipe which is connected to a commonwater riser pipe and which serves exclusively a parcel, theparcel proprietor will be responsible for its maintenance andrepair. This is so even though it is embedded in concrete slabwhich is common property. Only where it is not for theexclusive use of a parcel, it will be the responsibility of themanagement corporation.

Thus, under the Strata Titles Act 1985, pipes, wires, cables orducts is the responsibility of the parcel proprietor where:

1. It is described as comprised in any parcel (including anyaccessory parcel) or any provisional block as shown in anapproved strata plan; or

2. It is not for common usage but for the exclusive use of aparcel even though not described as in (1) above.

To overcome thedeveloper’s misused of

these funds and anyother matters relatingto developer’s default,

house owners arerecommended to form aResident Association…

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Vol.45 No.4 2010 21

2.2 Claims Against DevelopersUnder the Sale and Purchase Agreement (Deed of MutualCovenant), there is a provision that purchasers are obligated topay a monthly maintenance fee upon vacant possession of thepurchased unit. The purpose of this collection is for themaintenance of the common property at an initial stage beforethe formation of the Joint-Management Body (JMB) andthereafter, the Management Corporation. Therefore, thedeveloper is responsible and accountable for this collection.There have been records that some developers have misusedthe funds for the expenses which are supposed to be borne bythem. Arising from this, claims might be made against suchirresponsible developers. Examples of such misuse ofmaintenance funds are:

- Recovery of costs for expenses which are the developers’obligations e.g. some developers are charging the parcelowners for expenses incurred prior to the formation of theManagement Corporation; these expenses can includesecurity, rubbish collection and other operational costsetc.

- Rectification of defective installation due to developers’fault/negligence.

- Developers are responsible for the costs incurred due totheir fault and negligence especially for design failure andfaulty installations.

- Recovery of sinking fund from the developer. A sinkingfund is the reserved fund for the replacement of capitalitems for the building fabric. Developers are refrainedfrom using the funds for repairs and maintenance duringthe pre-JMC stage. As such, claims can be made againstthe developer should such a fund be misappropriated.

To overcome the developer’s misused of these funds and anyother matters relating to developer’s default, house owners arerecommended to form a Resident Association even on dayone before the formation of the JMB to negotiate, coordinatewith the developer on the management of the strata units. TheResident Association representatives have to hold hands withthe developer with a view to understand proper managementand various problems of strata units particularly the commonproperty and common facilities such that when theManagement Corporation is formed, the council members areable to manage the condominium or even when engaging aproperty management company, they know how thecondominium can be managed.

When the management services company is formed by thedeveloper to manage the condominium, the ResidentAssociation must ensure they are to co-manage the sinkingfund account to avoid any abuse of funds and be able to setpriorities in the management of the condominium.

The writer recommends that legislation be in place after thedelivery of vacant possession of the strata units, the developeris obligated to assist the owners to form a ResidentAssociation. Once the Resident Association is formed, thedeveloper can then invite representatives from the ResidentAssociation (RA) to work closely with the managementservices company formed by the developer in managing thecondominium. Management accounts of the managementservices company should be readily available for crosschecking by the RA representatives and the sinking fundaccount must have joint signatories of the RA representatives.This is a more proactive approach to the future managementof the condominium so that once the strata titles are issuedand the Management Corporation formed, the developer can

Good property managementwill definitely enhance andmaintain the value of strataproperties because propermaintenance will preventthe deterioration of the

building’s fabric. This willencourage better collections

from the parcel owners.

confidently hand over the management of the condominiumto the council of the Management Corporation. It will alsominimise any claims on the developer on any misuse offunds from the management accounts and sinking fundaccounts.

Also, this will give confidence to potential buyers of strataresidential properties of the proper management of thecondominium.

2.3 Claims Against Subsidiary ProprietorsThe Strata Titles Act provides that the maintenance of theindividual unit falls within the jurisdiction of the individualproprietors. Therefore, all individual owners are liable forclaims from their neighbours should they find the defects oftheir units affecting their neighbours.

The most common defect found in adjoining strata propertyparcels are water seepage to the lower strata units:

- Through joints in tiles.

- Defects in the floor of the common bathroom. If the unitis still within defect liability period, this shall be theresponsibility of the developer to repair the defectivepipe. If the defect liability period is over, the unit ownershall have to carry out the repair works at his own cost.

It is the duty of the individual unit owners to prove that theirown unit is affected by the defect of their neighbour’sproperty. Appropriate actions have to be taken becausearguments can arise since some subsidiary proprietor can beunreasonable.

For instance, in a case where a leaking pipe is embedded inthe main sewerage piping, the affected owner may seekassistance to establish the root cause of the problem andseek help from the developer, if the unit is still within defectliability period.

Sometimes, the repair works are the responsibility of severalneighbouring owners. The affected unit owner will have toseek the cooperation of the neighbours to apportion out therepair costs. If no amicable agreement is achieved betweenthe owners, they may refer the case to the Commissioner ofBuilding (COB).

Under such a situation, the Management Corporation canplay a role to assist in resolving the matter. One of the wayscould be through the use of by-laws of the ManagementCorporation duly approved in a properly conducted AGM.

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For example, the following clauses on upkeep, maintenanceand repairs can be incorporated into the ManagementCorporation’s by-laws:

a. Occupants should keep their units at a reasonable level ofmaintenance, cleanliness and appearance at all times.Occupants should not do anything that may interfere withor impair the common utility services which run throughthe occupant’s apartment unit.

b. Occupants should allow the Management or his agents, atall reasonable hours of the day, to inspect, maintain andrepair pipes, wire cables which run through theapartment.

c. From the delivery date of vacant possession and until theissuance of a separate issue document of strata title tothe said unit and the transfer thereof to the owner andthe formation of the Management Corporation (whichevershall be the earlier), the owner shall at all times keep thesaid unit including all fixtures and additions thereto ingood and substantial repair and condition to thesatisfaction of the Management and shall permit theManagement or its agents with or without workmen orothers at any time or convenient hours to enter the saidunit and examine the state and condition thereof and theowner shall at his expense forthwith and in any event notlater than seven (7) days from the notice by theManagement herein provided repair and make good alldefects on the said unit and all units adjoining adjacentbelow and above that may be affected by the failure ofthe owner to keep the said unit in good and substantialrepair and condition of which notice in writing shall havebeen given to the owner by the Management.

d. The owner shall give notice to the Management and otherowners or occupants of all units adjoining below andabove the said unit, the owner’s intention to repair orreplace any joints or beams on which the floor and theceiling of the said unit are laid and shall make good anydamage to the floor, ceiling and walls of the unit affectedthereby.

e. The owner shall repair and maintain at the joint expenseof the owner and all other owners or occupants of theunits adjoining adjacent below and above the partystructures which shall include the entrances, walls, floorsand ceilings separating one unit from the others.

f. The owner hereby agrees and declares that the wallsseparating the said unit from the adjoining unit or unitsshall be deemed and acknowledged to be a party wall orwalls as the case may be and the same shall bemaintained and kept in good repair from time to time atthe joint costs and expenses of the owner and the ownersof such adjoining units or units.

2.4 Collection of Service Charge/MaintenanceFees and Sinking FundThe maintenance and management of the building’s fabric isclosely related to the collection of service charge/maintenancefees and sinking fund. A good collection will reflect a positivecash flow in the accounts. This will ensure a smooth flow ofthe maintenance operations.

This is one of the most problematic areas where mostManagement Corporation find difficult to handle. It is difficultto collect all the service charge/maintenance fees and sinkingfund due to many reasons such as owners’ cash flowproblems and those who are simply not willing to pay.

Co-operations betweenthe residents and the

property managers will benecessary for the

practical approach tobring fruitful outcomes.

However from the writer’s experience of managing EndahRegal Condominium in Seri Petaling, the collection ofservice charge/maintenance fees and sinking fund for the lastfew years has been around 100%. We have used the strategyof motivating the owners to pay rather than compelling themto pay by creating value for the units. Rentals have steadilyincreased for the last few years with capital values increasingin tandem. This is possible through better maintenance andimprovement of the condominium in the following areas:

(a) Installing of CCTVs at every floor of the condominium.Records show, there were no break-ins including theft ofcars for the last two years since installing the CCTVs.

(b) Better guards were employed to give theresidents/owners a feeling of a very secured andguarded condominium. Guards are also constantlymonitored by the Management through CCTV and logbooks.

Have formed a vision and well communicated among thecondominium owners as “Garden Home” where we haveextensively landscaped the area and making significantchanges in moving towards Garden Home. Feedbacks andcomments are obtained from residents/owners when theycome to pay for the maintenance and sinking fund on howthey feel on the various areas or aspects of the condominiumthat can be improved.

Cleanliness is important to property maintenance. Cleanlinessin common areas are checked daily and are conducted by themanagement staff.

2.5 Non-compliance with House RulesBasically, house rules govern the operational procedures andcontrol the operational matters related to the property. Anynon-compliance with house rules is not an offence in theeyes of the law. However, the Management Corporation mustfollow what is being covenanted in the deed of mutualcovenants, which in most circumstances are reflected in thehouse rules or by laws. This must be carried out immediatelyby the developer upon handing over.

The developer must be very strict in ensuring thatowners/residents comply with house rules particularly in thearea of renovation of the individual Strata units. Proper layoutplans for renovation should be drawn out for guidance to theowners/residents particularly on fixing of air conditioningunits and Astro Dish.

Failure to comply with house rules may invite much uncalledfor challenges from the occupants of the strata property. Inshort, once a bad habit is formed, it would be extremelydifficult to bring changes especially when the property isfacing with unreasonable owners or tenants.

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Vol.45 No.4 2010 23

3.0 Problems in Setting Up JMBUnder the new Building and Common Property (Maintenanceand Management) Act 2007, developers of high rise buildingsare required to jointly set up a Joint Management Body (JMB)with high rise unit owners or be fined. The Joint ManagementBody is to be formed within 12 months of vacant possessionor 12 months from the date when the Act came in force i.e.before 11 April 2008. JMB is formed prior to the formation ofManagement Corporation.

The developer may have problems in setting up JMB when:

(a) There are no volunteers

(b) Volunteers have no idea on how to carry out their rolesand functions

Therefore, it is very essential for the developer to create theawareness to the purchasers even during the sales of theproperty. Months before the forming of the Joint Management Body, the developer has to be more proactive inwooing volunteers to come forward and guide them onvarious aspects of the management of the condominium suchas administration, building maintenance and servicesmaintenance. However, volunteers selected must havesome knowledge on basic management, accounting andbuilding management. Retirees are good target as volunteers.Of course, the RA members would be the primary source forvolunteers.

4.0 Problems in Setting Up ManagementCorporationManagement corporations are the conduit through which theparcel proprietors control and manage the strata schemes. Themanagement corporation comes into existence upon theopening of a book of the strata register in respect of asubdivided building or land there shall, by the operation ofSection 39 of the Strata Titles Act 1985 consisting of all the parcel proprietors including in the case of phaseddevelopment, the proprietor of the provisional block or blocks.The council of the management corporation is elected throughthe first AGM after one quarter of the owners of the stratascheme (in share units) are being transferred and registered intheir respective title and it shall be the duty of the originalproprietor to convene the first AGM of the managementcorporation within one month after the expiration of the initialperiod. “Initial period” as defined under Section 4 of the StrataTitles Act 1985 as in relation to a management corporation,means the period commencing on the day on which themanagement is formed and ending on the day on which thereare proprietors, excluding the proprietor of the lot who isregistered as the proprietor of a parcel or parcels or aprovisional block or blocks the sum of whose share units is atleast one quarter of the aggregate share units.

A good system will create apeaceful, safe and

harmonious community - aplace where all owners can

call a “Home”.

The management corporation consists of all the owners ofthe parcel units. It plays the role as the medium throughwhich the parcel owners control and manage the stratascheme.

Problems in setting up Management Corporation can besummarised as follows:

a. Owners are not aware of their responsibilities andobligations.

b. Extra expenses incurred for the memorandum of transferand legal fee.

c. The delay for the application of Strata Title discouragesowners to pursue the matter.

d. Owners refuse to be involved as the responsibility in therunning of Management Corporation can be heavy.

The problems in setting up the management corporation aresimilar to forming the Joint Management Body. If the JointManagement Body is well managed, then this group shouldbe able to form the base for the Management Corporation.

5.0 Impact of Good PropertyManagement on Values of StrataPropertiesGood property management will definitely enhance andmaintain the value of strata properties because propermaintenance will prevent the deterioration of the building’sfabric. This will encourage better collections from the parcelowners.

A good system will create a peaceful, safe and harmoniouscommunity - a place where all owners can call a “Home”.

6.0 ConclusionIn conclusion, it is very vital that the ManagementCorporation of the strata scheme must have a goodapproach to property management. A practical approach willbe acceptable by all the residents of strata properties. Co-operations between the residents and the propertymanagers will be necessary for the practical approach tobring fruitful outcomes. Residents should respond by payingtheir financial dues and meet other commitments. Theproperty management team should be transparent toprovide the confidence that the actions and programmesundertaken are aim at maintaining a certain level of buildingquality and enhancing the value of properties under itsmanagement in the long run.

REFERENCES Strata Titles Act 1985

Building and Common Property (Maintenance andManagement) Act 2007

Teo Keang Sood (1998) Strata Title in Singapore and MalaysiaButterworths

Richard Ellis (1996) Handbook on condominium and strata titleproperty cases Heinemann

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Effective Use ofSoftware forConstruction Project Control, Planning and Scheduling

Project Management is the process of planning, organising, and managing tasks and resources toaccomplish a defined objective, usually within constraint of time, resources and cost. The aim of this

paper is to ascertain the problems associated with the implementation of project planning andscheduling in a construction project and how it reflects the use of software in managing projects.

E.M.A. Zawawi1, Khalid, Y.1, Kamaruzzaman S.N.21 Centre of Research and Postgraduate Studies,

Faculty of Architecture, Planning and Surveying, Universiti Teknologi MARA (UiTM) 2 Department of Building Surveying, Faculty of Built Environment, University of Malaya (UM)

Email: emmamarinie@salam.uitm.edu.my

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Vol.45 No.4 2010 25

The survey population consisted ofG7 Contractors in Malaysia basedon the database from the

Construction Industry DevelopmentBoard (CIDB). Postal surveys werecollected between January 2009 andApril 2009. Out of 300 questionnairesthat were sent, 63 firms responded thusgiving a reply rate of 20%. The resultshows that most of the projectmanagers lacked knowledge and skills incomputer software. Hence, this researchhas revealed the underlying problems inproject planning despite numerousplanning software which has beenintroduced to monitor constructionprojects in the Malaysian market.

IntroductionThe role of project planning and projectmanagement is becoming moreimportant for all kinds of organisations.Businesses regularly apply projectmanagement to accomplish uniqueoutcomes under constrained resources,and project management turned out tobe one of the essential ways ofachieving an organisation’s strategy.Project planning and control havebecome the most importantresponsibilities to all project managers. Itis more likely to develop greater mutualunderstanding and more commitmentto achieve the objectives within theproject team. On the other hand, goodproject planning and control are able toact as an ‘early warning system’ todetect problems at early stages whilethere is still solution available.

In line with the Malaysian policy toembrace technology and informationtechnology in all areas, it is expectedthat the contractors and projectmanagers were also in the loop.Microsoft Project and Primaverasoftware have enabled the projectmanagers to help them track andmanage a project. Although suchsoftware has been in the industry forquite some time, many of them are slowand almost do not bother to apply this

Budget

Activities

Schedule Risks

ProductKey Element In

Project Planning

Figure 1: Key Element of a Project Planning

technology. The most utilised schedulingtools in the construction industry areCPM/PERT. However, the limitations ofthese tools are also being realised andresearch is going on to improvise thesetools and increase utilisation of othertools such as linear scheduling andsimulation techniques (Ahuja andThruvengadam, 2004). CPM schedulingdoes not seem to get much respect inconstruction. It is considered to beburdensome, an archaic tool not addingvalue to a busy project manager’s dailylife (Basu, 2003). This problem hasattracted considerable attention forfurther research to identify itsimportance on practical applications inconstruction projects. Thus, this paperdiscusses the underlying issues andchallenges in implementing software asa tool for planning and control ofconstruction projects in Malaysia. Thiswould provide a first indication on howeffective the tools are performing andidentify any room for improvement.

Businesses regularly apply projectmanagement to accomplish unique

outcomes under constrained resources, andproject management turned out to be one of

the essential ways of achieving anorganisation’s strategy.

The IT Knowledge ofConstruction ProjectManagementProject Management is a process ofplanning, organising and managing tasksand resources to accomplish a definedobjective, usually within constraints oftime, resources, and cost (Kumar, 2005).Most projects share common activities,including breaking the project into easilymanageable tasks, scheduling the task,communication with the team andtracking the task as work progresses.Project planning is the essential part ofgood project management and the keyelement in project control. The principlesof management are normally associatedwith the management of people. Themanagement of people includesdefining what the business unit will do,planning for the number and type ofstaff who will do it, organising the staff,monitoring their performance of thetasks assigned to them, and finally,bringing a close to their efforts. Thosesame principles are also applicable toprojects.

Robert et al. (2000) stated that projectmanagement is a method and set oftechniques based on the acceptedprinciples of management used forplanning, estimating, and controllingwork activities to reach a desired endresult on time - within budget andaccording to specification. In addition,Kumar (2005) described projectplanning within project management asthe process to quantify the amount of

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time and budget a project will cost. Figure 1 illustrates the keyelement of project planning. Five elements are included suchas budget, product, risks, schedule and activities. Everyone inthe project team should be involved in developing the plan. Itshould be a collaborative effort. The project manager shouldprovide leadership in this area but may delegate some of theadministrative aspects and detailed analysis to a projectsupport role. On a larger project, there may be one or morededicated planners.

Ahuja and Thruvengadam (2004) noted that projectscheduling occurs in all stages of projects from feasibility stageto monitoring stage until completion. While planning isconsider as a decision making process that performed inadvance of action which endeavours to design a desire futureand effective ways of bringing it forward (Laufer and Tucker,1987). The purpose of project planning is to create a projectplan that a project manager can use to track the progress ofhis team. Effective project planning will help to ensure thatthe projects are delivered both within the time constraint andto a pre-defined standard of quality.

Mui et al. (2008) conducted a survey on quantity surveyingfirms to investigate the benefit and barriers of the constructionproject software. The survey found that the majority agreed itgives higher accuracy, ease in editing quantities, allow fastermeasurement and also enable a reduction in workforce. Itclearly shows the importance of IT and technology in reducingoffice workload. In line with the IT agenda, which wasformulated in 1996, the Malaysian Government has beenaggressively promoting IT and its application in every sectorincluding the construction industry (Mui et al., 2002).

At present, Microsoft Project and the Primavera are the twomost commonly used computer software in constructionproject management. This software is used in conductingplanning, scheduling and monitoring of projects from theinception until completion. Interestingly, Microsoft Project isfound to be more popular and most likely used by

30

25

20

15

10

5

0

Primavera Microsoft Project Line of Balance PERT WBS

Figure 2: Software Learned at University and College Level

30

35

25

20

15

10

5

0

InternalTraining

From Peers Trial andError SelfLearning

Manual andRef. Book

Learn fromSenior

Join ExternalCourse

Figure 3: Methods of Learning Software

…good project planning andcontrol are able to act as an ‘early

warning system’ to detectproblems at early stages whilethere is still solution available.

contractors/project manager to plan, schedule and monitorthe project’s progress compared to Primavera. This is becauseof few factors including the availability of skilled resources andthe price. Nevertheless, people have to agree that the powerof computer technology knows no boundary. Anything andeverything can be computerised (Mui et al., 2008) hence, thereason about having difficulties and financial matters are nolonger valid.

There are many approaches adopted for planning and controlin the industry such as Critical Path Method (CPM) andProgramme Evaluation and Review Technique (PERT).However, CPM scheduling does not seem to get much respectin construction. It is considered to be burdensome, an archaictool not adding value to a busy project manager’s daily life(Basu, 2003). This is the reason why most people ignore andare reluctant to continue with the flow of the planned project.

Galloway (2006) has conducted a university comparativestudy and found that both Microsoft Project and Primaverasoftware were extensively used in their teaching and learningmodule. Besides that, his survey to the stakeholders foundthat the CPM scheduling has become very sophisticated whilePrimavera software is the number one choice amongst thestakeholders. It is believed to be complex and difficult tounderstand thus increasing the cost to the project. He hasidentified that CPM schedule are easily manipulated,especially with respect to logic abuse.

Survey and Data AcquisitionThe survey questionnaire contained four sections of questionsin two sheets of A4 size paper. The objective of this surveywas to obtain the knowledge level of software used inplanning and monitoring construction projects. Some of thequestions allowed the respondent to give multiple responsesto a question. The survey population consisted of G7Contractors in Malaysia based on the database from theConstruction Industry Development Board (CIDB). Postalsurveys were collected between January 2009 and April 2009.Out of 300 questionnaires that were sent, 63 firms respondedthus giving a rate of 20% reply. The survey included a reviewof the following specific areas:

Respondent background

Knowledge towards IT/ICT in construction project

Management issues in planning, controlling andmonitoring using the software

The future of project planning

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Knowledge towards IT/ICTin Construction ProjectFigure 2 shows that most projectmanagers were introduced to theMicrosoft Project at their university orcollege level (24% responses). ProjectManagement Software such as Line ofBalance, PERT and WBS were alsointroduced at the university/collegelevel. Primavera seems to have littleexposure as it can be considered a newsoftware for project managementamong others in the market.

Skill and knowledge is very important inmanagement. There are many ways ofexploring knowledge and enhancingskills. In this section, respondents wereasked to rate their skills in projectmanagement software. Figure 3indicates that majority of respondentsreferred to the manual and referencebooks in acquiring the skills andknowledge in project managementsoftware. Furthermore, 29% of therespondents choose to use the manualprovided by the purchaser of thesoftware. 22% of the respondentspreferred the trial-and-error self-learningapproach. The percentage difference ofinternal and external training is notmuch with 18% and 16%, respectively.

N Mean

Std. Devia�on

Project managers consider planning too �me consuming 63 2.7460 1.17732

The advantage and surplus value of planning are unclear 63 2.3016 .96110

Planning has low status among project and company managers 63 2.2381 .99538

Planning outputs such as schedules and reports do not serve as founda�on for decision and communica�on

63 2.3968 1.10044

The actual planning and project analysis is carried out manually 63 2.7460 1.16354

Company fail to perform �mely schedule updates on a regular basis 63 2.6667 .98374

Cri�cal path method schedules are easily manipulated 63 2.6508 1.08000

Data transferred from sire to planning department is insufficient 63 2.9048 .99538

The engineers responsible for the site have nega�ve approach towards planning 63 2.5397 1.08992

The dura�on of ac�vi�es in CPM are wild guesses and unrealis�cally short 63 2.2222 .79198

Primavera is too complex and difficult to understand 63 3.0476 .97432

The revised work programme is only required for the purpose of contractual requirement and claiming Extension of Time (EOT)

63 3.1746 1.30186

The par�es involved in a project are more interested towards the overall comple�on rather than the individual work comple�on within the programme

63 3.0952 1.08827

There are insufficient numbers of people who have educa�on about planning system and tools

63 3.1429 1.01373

Valid N (list wise) 63

Table 1: Management Issues in Planning and Controlling Construction Project Using the Software

45

40

35

30

25

20

15

10

5

0

Primavera Risky ProjectMicrosoft Project

Figure 4: Common Software Used Among Contractors

1. The advantage and surplus value ofplanning are unclear. It clearlyshows that most project managersare not really aware about howplanning procedure could benefitthem in constructing a project. Thisis very serious where projectmanagers rely much on projectimplementation rather than theplanning process. If all projectmanagers believe this, it is fearfulthat the problem faced duringconstruction stage will increasewhich will eventually cause moredelays and the project becomesmore costly.

There are many project managementsoftware available in the market. Figure4 indicates only three software arefamiliar to most project managers. 42%of the respondents used MicrosoftProject, 30% of them use Primavera andonly 2% used Risky Project.

Management Issues inPlanning, Controlling andMonitoringThere are many issues debated inplanning, controlling and monitoringconstruction project. The survey foundthat there are four variable turned intounsatisfactory levels as listed in Table 1.

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2. Planning outputs such as schedule and reports do notserve as foundations for decision and communication.

3. Planning has low status among project companymanagers. Managers tend to focus more onimplementation rather than spending some time forplanning.

4. The last variables seem to be very much related to the useof software. It is expected at the beginning of this researchthat new project management software such as Primaverais not very popular among contractors due to its limitedexposure in planning, monitoring and controllingconstruction project. However, this research found that thereason of why not many companies utilise Primavera wasdue to its high complexity and difficulties inunderstanding the software. Primavera in general hasmore function and tools for planning, controlling andmonitoring project rather than other software in themarket. It is believed that this kind of software could beone of the tools in helping project managers inmonitoring construction project.

The Future of Project PlanningIt is hope that in the future, more contractors will be aware ofthe need of software and technology in planning, controllingand monitoring construction project. It is also expected thatmore research in this area will be explored. There are manyloop holes that researchers could look into. For example,researchers can study the implication of costing when usingsoftware. Researchers can also conduct a specific case studyon how the project planning tools can effectively help thecompany to achieve completion on time. From there, theframework of project success can be shared amongst theplayers in the construction company.

ConclusionThe majority of respondents in this research are very familiarwith Microsoft Project. None of them denied the hugeadvantages of computer software in managing projects. Thisclearly shows that the contractors in Malaysia agree on thecontribution of computer software in planning, controlling andmonitoring of construction projects. The only worry is how dothey benefit and make use of the project managementsoftware in making their projects a successful one. There arealso project managers who only view the Gantt chart duringthe meeting. The key of success in project management highlydepends on planning efforts. This is where computer softwareplays its role in monitoring the progress of the project.

The main goal for planningis to complete the

construction project in duetime with a minimum cost.Planning in constructioncould be in any method.

The main goal for planning is to complete the constructionproject in due time with a minimum cost. Planning inconstruction could be in any method. Thus, the use ofcomputer software for this purpose could make the planningprocess smarter and easier. It is agreed that factorsinfluencing the effectiveness of project planning and controlsuch as past experience of staff, attitude towards planningand control, top management support and appropriatechoice of planning and control techniques could beconsidered (Rahman et al., 2005). However, due to itslimitation, this research was unable to finalise theeffectiveness of using computer software in planning,controlling and monitoring construction projects. More datais required hence, it further research needs to be done in thefuture. Nonetheless, this research has managed to reveal theunderlying problems in project planning despite numerousplanning software have been introduced to monitorconstruction projects.

REFERENCESAhuja, V. and Thruvengadam, V. (2004) Project Scheduling andMonitoring: Current Research Status. Construction Innovation,Vol.4, pp 19-31

Basu, Abhi ( 2003) CPM Scheduling in Construction: A CaseStudy,AACE International Transactions

Kumar, Pankaja Pradeep (2005) Effective Use of Gantt Cahrt forManaging Large Scale Projects. Cost Engineering, Vol 47, No.7,July 2005, pp 14-21

Laufer, A and Tucker, R.L. (1987) Is the construction projectplanning really doing its job? A critical examination of focus, roleand process. Construction Management and Economics, Vol.5,pp 243-266

Galloway, Patricia D. (2006) CPM Schedulling - How IndustryViews Its Use, Cost Engineering, Vol.48, No.1. pp24-30

Mui, Lim Yoke., Aziz A Rashid A., Ni, Ang Cheng., Yee, WongChee., Lay, Wong Shiau (2002), A Survey of Internet Usage inThe Malaysia Construction Industry’, Itcon Vol.7. pp 259-269

Mui, L.Y., Aziz., Tat, O.C., (2008) (2002), A quick survey on theuse of CAD Base Measurement Software (CBMS), The MalaysianSurveyor, Vol.43, pp. 10-215. Construction Industry’, Itcon Vol.7.pp 259-269

H. Abdul Rahman,M. Othman, N. Zakaria, I.A. Yahya, O.Mohamed and L.C.Lan (2005) Project Planning and Control inDeveloping Economy: Implementation and Realisation, Journalof Design and the Built Environment, Vol. 1, No.1, University ofMalaya Press

Robert K. Ph.D. Wysocki, Robert Jr. Beck, David B. Crane (2000)Effective Project Management, 2nd Edition, Wiley, London

Effective project planning willhelp to ensure that the projects

are delivered both within thetime constraint and to a pre-defined standard of quality.

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Vol.45 No.4 2010 29

Property Management and Tenants’ Satisfaction:

A Literature Review

Tenants’ satisfaction which relates toproduct and service quality has been

identified as one of the most powerfulmarketing tools. In rendering theirservices to the tenants, property

management companies may strive toachieve ‘quality’ and ‘satisfaction’that may then increase economic

returns on investment. This paper aimsto highlight the advantages of

measuring tenants’ satisfaction andthe significance of this research to the

property management profession.

Zarita Ahmad Baharum1, Zahiriah Yahya2

1Department of Estate Management, Faculty of Architecture, Planning and Surveying, Universiti Teknologi MARAEmail: zarit928@salam.uitm.edu.my2Department of Estate Management, Faculty of Built Environment, Universiti MalayaEmail: zahiriah@um.edu.my

1.0 Introduction

Measuring customers’ satisfaction is one of the mostpowerful tools in marketing. Survey has shown thatcustomer satisfaction measurement is used universally

by more than 70% of managers’ worldwide (Rigby, 2001).Knowing tenants’ wants and needs is important because failingto do so leads the service provider guessing; and guessworkmakes dissatisfaction inevitable (Tschohl, 1996).

Property management companies are also striving to deliver totheir tenants not only their products and services, but also‘quality’ and ‘satisfaction’ that may lead to increase economicreturns on investment. As emphasised by the Building Ownersand Managers Association (1999) - “Rating tenant satisfaction isno longer an option for property management professionals; it isimperative. The market place is too competitive for guesswork,and if you do not have happy tenants, eventually you won’t haveany tenants.”

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Today TomorrowProperty Manager Value CreatorManaging Process Managing ResourcesIndustry knowledge Business AcumenReporter of Facts Communicator of KnowledgeProcess Manager Rela�onship ManagerManual-based Customer BasedTac�cal Strategic9-6 24/7Reac�ve Insigh�ul

2.0 Problem StatementProperty management can be defined as the total care of thebuilding during the operation stage; the extend ofmanagement service will vary according to the building’s use,quality, size, location and age, the ownership profile, and thecapability and the strategy of the property managementcompany itself (Baldwin, 1994). In the property managementcontext, the customer is the tenant and in the past, propertymanagers have shown little concern for tenants needs(Dismukes, 2002; Kingsley Associates, 2004; RICS, 2005).

Tenant retention is a big part of the business and a key to thesuccess of the property management company. The RICSReport (2005) on tenant satisfaction found that in the UnitedKingdom (UK), tenant satisfaction has become increasinglycritical to the long term success of the property investmentindustry as the market evolves. Moreover the pattern in the UKnow is that lease lengths are shortening and tenant retentionis becoming more important.

Tenants have become increasingly aware and concerned aboutthe level of service they receive (Bell, 2001). Historically, themain concerns of a tenant have been location, standard, andrent but this is changing. Driven by necessity, tenants are beingforced to take a closer interest in the property that they useand are using even more sophisticated means of valuing theirportfolios. This leads to stronger negotiation from tenants.Property management company must now accept voice of thetenant survey, and acknowledge that the market is evolving torise to the challenge. To do this they need to see the tenant asa customer and begin to offer a service that meets their needs.

Nonetheless, there is a changing tenants’ market and therehas been suggestions to formally monitor tenant satisfactionand the drivers of that satisfaction (RICS, 2005). The challengefor the property management company is perhaps tounderstand how to take advantage of the changing balance ofpower so that they can begin to benefit in the serviceprovision. Clearly, service is now the criteria upon which theclients, customers, and users of property product and servicesdifferentiate one organisation from another. In order to remaincompetitive, property managers must listen and respond totenants’ needs, concerns and expectations, as well as opinions,and use this information to quantify their performance andcompare them with best practice (Muhlebach, 1998).

With the increasing sophistication of tenants in judging qualityand the many strategic issues facing the property managementindustry, such as environmental concerns, sick building

syndrome, health’s risk etc., a more comprehensive definitionand understanding of the industry’s quality characteristics islong overdue. Furthermore, tenant is a building’s mostvaluable asset. It is important for a property manager tounderstand the needs of their tenants in order to retain andrenew leases. Managing property effectively and efficiently is acomplex and dynamic phenomena due to the businessenvironment which is constantly changing and becomingsophisticated. Thus, this creates a driving force in the changingskill set of the property manager which is termed as aparadigm change for the property management profession ascompiled by CEL & Associates, Inc. (2001) and tabulated inTable 1 below.

In the new paradigm, a property manager is not onlymanaging the four walls but also what are within the fourwalls. The question is how far has the property managementorganisation realised this change and anticipate to it,particularly in Malaysia.

Managers are increasingly developing tools to manage thiscomplex relationship. Hurner (2001) discovered that the key tokeeping tenants satisfied is to understand what they expect,meet those expectations, and then give them something more.This is because tenants expect a clean, safe building that is up-to-date, and in good repair. Tenant expects the building to beat a comfortable temperature, with driveways and walkwayscleared of snow and ice in winter, grass, and shrubberymaintained in the summer. They expect offices and hallways tohave ample lighting, plumbing, elevators and water fountainsto be working order, and if there is a lobby, the furniture to bein good condition.

Therefore, it is important for a property manager to be as pro-active as possible, where listening becomes very important. Ifa property manager maintains good communication withtenants, the tenants will tell them about problems as theyarise so the property manager will be able to avoid majorfailures. Real estate customers, clients, and users do not buythings, they buy expectations. Understanding thoseexpectations and opinion or perceptions is critical in themanagement of those expectations.

Despite the importance of measuring customers’ satisfactionacross industries and nationwide, little empirical research hasbeen conducted in the property management services inMalaysia. This research is an effort to gain insight into theimportance of such measure in the property managementservice.

Table 1: The Paradigm Change for the Property Management Profession

(Source: Cel & Association Inc, 2001)

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3.0 ObjectivesThis paper aims at highlighting theadvantages of measuring tenants’satisfaction and the significance of thisresearch to the property managementprofession.

4.0 Background ofTenants’ Satisfaction andProperty Management4.1 Customer SatisfactionSatisfaction comes from the Latin wordssatis (enough) and farcere (to do ormake) (Oliver, 1980). Satisfaction is anemotional or feelings reaction.Moormann (2000) defined satisfactionas a positive feeling about a particularentity. Rust et al. (1996) definedsatisfaction as how customer perceivesservice and how they feel about it. Thisis because customer decisions takeplace in the customer’s mind. Therefore,the focus is on perception as well asemotional responses and not just reality.Such feeling, if positive, can range frommild (satisfaction) to extreme (delight)as illustrates in Figure 1 below. Thedepth of feeling generally results fromthe degree to which the customer’sperception of the service meets orexceeds what the customer expected.Customer satisfaction is a short-term,transaction specific measure, whereasservice quality is an attitude formed by along term, overall evaluation of aperformance.

Customer satisfaction is the degree towhich a customer perceives that anindividual, firm or organisation haseffectively provided a product or servicethat meets the customer’s needs in thecontext in which the customer is awareof. It has a direct impact on relationshipstrength (Gronroos, 2000). There arethree types of relationship. Firstly, therelationship between a customer and aproduct/service; secondly is therelationship between the customer andthe provider of the product or service;and thirdly is the relationship betweenthe provider(s) of a product or serviceand their product or service.

Satisfaction is very subjective. Therefore,it is not inherent in the individual or theproduct but is socially constructedresponse to the relationship between acustomer, the product/service, and theprovider (product/service). Thus, theprovider (product/service) can influencethe various dimensions of therelationship as well as customersatisfaction.

Customer Service Customer Percep�on Sa�sfac�on Level

Delighted

Sa�sfied

Dissa�sfied

Service Experience

Be�er than expected

As expected

Less than expected

Marketing researchers have longexamined customer satisfaction(Parasuraman, Zeithaml, & Berry, 1985,1988; Zeithaml, Parasuraman & Berry,1985). These and other researcherspostulate that customer service includesthe managerial and staff tasks thatinvolve interaction with customers toprovide efficiency and result in satisfiedcustomers.

Bolton & Drew (1991) suggested thatcustomer expectations, their perceptionsof current performance, anddisconfirmation experiences affect theirsatisfaction or dissatisfaction with aservice, which in turn affects theirassessment of service quality.

Accordingly, most customer satisfactiondiscussion falls under the umbrella ofthe expectancy disconfirmation theory.This includes the Gaps model ofsatisfaction developed by Parasuramanet al. (1985, 1988). One of the mostimportant premises behind the Gapsmodel is the notion of discrepancybetween an individual’s expectationsand performance.

4.2 Literature on Tenants’Satisfaction and PropertyManagementMadden, C. S. (1989) has pointed outthat good tenant relationships areimportant for the success of a property.In addition, Jacqueline C (1991)explained that occupant surveys can bean important tool in changing andimproving tenant-manager relations inoffice buildings. The appeal of a wellexecuted survey is threefold (JacquelineC, 1991):

1) It provides systematic feedback onissues of concern to managementin a form which can be organisedand analysed;

2) Initiating a survey implies aproactive concern for the quality ofoccupants’ experiences in thebuilding, rather than one that isreactive; and

3) Most important perhaps, surveyresults can open a door to a varietyof communication possibilitiesbetween tenants and managers.

Keeping tenants in a building requires atenant programme that involves (Kusbit,C. S., 1991): 1) personal tenant contact,2) excellent service, including emphaseson responsiveness and constantmaintenance, and 3) good value.Vischer, J. C. (1991) has also suggestedthat the questionnaire survey is onecommunication tool available tomanagement that provides systematicfeedback on issues of concern in a formthat can be organised and analysed. Inaddition, survey implies (i) a proactiveconcern for the quality of tenants’experiences in the building; (ii) surveycan open a door to a variety ofcommunication posibilities. Thus,effective follow-up is important tosurveys’ success. It is therefore pointedout by Vischer (1991) that in order toget the most from a survey, it must beplaced in the context of an overallstrategy of communication andfeedback.

No doubt that the role of the propertymanager has changed dramatically. ThusGallahan, N. (1992) emphasised that inan increasingly soft market, the issue oftenant retention is becoming more andmore important. Property managersmust therefore redirect their focus fromsimply resolving problems to achievingand maintaining positivetenant/manager relationships.

On the other hand, John, G. (1992) isalso in agreement with the otherauthors as he mentioned that

Figure 1: Delivering Results: Every Moment of Truth Counts

(Source: Anton and Perouhoff, 2002)

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quantifying customer service also helps identify strengths andshortcomings so that they can be capitalised and improvedupon. The focus here is by comparing these strengths andweaknesses with the competitors, a property managementcompany may be able to establish an advantage that can becommunicated to potential customers.

In a competitive real estate market, tenant satisfaction is acritical component for maintaining a healthy bottom line(BOMA, 1998). It is therefore, imperative to understand howtenants feel about current services, as well future demands.

Dean (1998) has also commented that building owners, assetmanagers, and property managers throughout the real estateindustry have recognised the value of measuring andbenchmarking the level of tenant satisfaction as a means oftenant retention at their properties. He suggested that thisshift toward more tenant-based business practices hasoccurred as result of several mega shifts within industry: 1)recovery to growth, 2) variety to standardisation, 3) gut drivento information driven, 4) qualitative to quantitative and 5)founder identity to brand image. Thus, by using performancemeasurement techniques such as a quantifiable tenantsurveys, owners and, managers not only improve performancebut build a competitive advantage.

It is crucial that to remain competitive, property managementcompany must not only listen and respond to tenants’ needs,concerns and expectations and opinions, but they must alsouse this information to quantify their performance results andcompare them with best practice indices (Muhlebach, 1998).

The Building Owner Manager Association (1999) alsoemphasised that in the property industry, outstandingcustomer service means meeting - and anticipating - a tenant’sneeds. This is because the tenants are the lifeblood, and mustbe treated as such. The BOMA suggested that managers mustmove from being superintendent managers - who took oursuppliers out to lunch to talk business - to tenant relationsmanager, who take our tenants out to lunch to see what’s ontheir mind. This means moving outside of the traditionalavenues of third party management and recognisingopportunities that can be accommodated using personal skillsand knowledge (Klien, 1999).

Schwenker (1999) pointed out that the source of the problemis that property managers have focused only on thoseperformance variables that can be easy and readily available,

In order to remaincompetitive, property

managers must listen andrespond to tenants’ needs,concerns and expectations,as well as opinions, and usethis information to quantify

their performance andcompare them with best

practice

mainly because there was a limited number of cost-effectivemethods to make other performance measurements. This hasforced them to measure end results as opposed to theincremental processes that actually combine to make up theend result. Thus, what happened here is that thesemeasurements tend to explain ‘what’ but provide little insightinto the ‘why’. As a result, the manager can only hypothesiseor make guess regarding the actual cause. Managers needmore useful performance data to help answer the ‘why’.

In addition, Bell (2000) highlight the issue of the formula forbusiness success in the property management industry hasnever been a secret; CAPABILITY to provide services +AVAILABILITY of customers who want those services +PROFITABILITY of pricing or fees = BUSINESS SUCCESS. Bellcommented that too often we skip past the all-importantsecond element of this common sense formula: What keepscustomers available to you? The greater your customerssatisfied, the greater your chances for sustained success.

Successful real estate managers and owners seize all theopportunities - be they relationships, timing or marketknowledge - to renew good tenants (Devine. 2000). Mahanna(2000) also supported the idea and suggests that whileproviding service amenities is essential, excellent serviceremains the key; tenants are drawn to an atmosphere thatenables efficiency and supports productivity through advancedlevels of service and reliability. Thus, the changing role of aproperty manager is to be a value creator and understand theneeds of customers (Bell, 2001).

Hurner (2001) has also emphasised that the key to keepingtenants satisfied is to understand what they expect, meetthose expectations, and then give them something more. Inaddition, Dismukes (2002) has also pointed out the bestapproach is to treat tenant satisfaction as the only thing thatmatters because, from a property service perspective, it is.

McKenna-Harmon, K. (2002) strongly suggests that customerservice is an attitude, a lifestyle, a philosophy that must belived and celebrated every single day. The customer may notalways be right, but the customer is always the customer.Customer service in the real estate business is evolutionary,rather than revolutionary. At best, it’s a couple of stepsforward, one back, another side-ways. One step forward is thesimple realisation that the current customers are potentialgold-plated, low cost ambassadors - the bottom-line lifebloodof the property management company.

Thus, in a competitive business environment where it costs farmore to acquire a new customer than to retain one, therewards of a successful customer service strategy particularly,tenants’ satisfaction directly impact the bottom line (Wilson,2002).

5.0 The Importance of MeasuringTenants’ SatisfactionTenant is a building’s most important asset. It is therefore,essential to find out what tenants want and how theproducts/services are meeting their needs (Kilton, 2000).Surveying tenants is the only way to see the company throughthe tenant’s eyes. Tenant’s perception is the reality, no matterwhat the companies think they are doing.

Measuring customers’ satisfaction is emerging as the singlemost powerful tool for achieving and sustaining a competitiveadvantage (Cel & Associates, 1996; Lee & Dean, 1998), asdeterminant of business success and failure (BOMA, 1998)

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and as a barometer of corporateperformance (Javitch, Church and Burke,1995).

Successful property managementcompany can no longer focus inwardson their own capabilities and processes.Property managers must understand thecomplex relationship they have withtenants and co-operate with them todeliver quality services and continuouslyimprove according to the changingdemands (expectations) andtechnological potential. The perceivedservice quality measurement helpsidentify the strengths of the propertymanagement company, so that it can becapitalised on and any shortcomings canbe improved upon. By comparing thesestrengths and weaknesses to thecompetitors, the property managementcompany may be able to establish anadvantage and able to communicate itto potential tenants/customers (John G,1992).

It is more cost effective to keep a tenantthan to attract a new one, thus, knowingwhat tenants want is the key toretention (BOMA, 1999). Zeithaml andBitener (2000) reported that attracting anew customer is five times as costly asretaining an existing one, and dependingon the industry, companies can increaseprofits from 25% to 85% by retainingjust 5% more of their customers.Customer dissatisfaction is expensiveand this does not include the additionalpotential loss due to bad word ofmouth. According to Tom Peters in‘Thriving on Chaos (1988), the actualbusiness impact of customerdissatisfaction is as follows:

26 out of 27 customers fail to reporta bad experience.

Customers’ won’t report it becausethey feel you won’t do anythingabout it.

91% won’t return.

13 % will tell 20 or more people,further polluting your reputation.

82% to 95% come back if thesituation is resolved well andpromptly.

A well-handled problem usuallybreeds more loyalty than existedbefore the negative incident.

In the property industry, outstandingtenants service means meeting - andanticipating - a tenant’s needs. This isbecause the tenants are the lifeblood.Negative tenant relations can have aserious effect on property returns, asletting space is the prime incomegenerator for the owner and themanagement company. A recurringproblem is that tenants’ needs anddissatisfactions are discovered too late,as when a tenant announces that he willnot be renewing the lease.

There are various variables that influencetenants’ satisfaction. This is illustrated inFigure 2 below.

However, studies showed that there is apositive correlation between propertymanagement related variables andoverall tenants’ satisfaction. Table 2illustrates the dimensions that wereused by various studies to measuretenants’ satisfaction. For the purpose ofcomparison, the dimensions are divided

into two categories, service dimensionsand property dimensions. This is due tothe fact that services are very subjectivein nature and the production andconsumption activities take placesimultaneously. This is where theinteraction occurs between the serviceprovider and the tenant. Critically, thisinteraction will have an impact on theperceived service and satisfaction. Forexample in the property managementservices, the tenants will be providedwith a space to do their business,facilities and amenities in the buildings,a café, mini-market, etc. All of these areobviously part of the satisfactionexperience. What tenants receive in theirinteractions with the propertymanagement company is clearlyimportant to them and their evaluationof satisfaction. However, this will onlycover one satisfaction dimensions, calledproperty dimensions.

The tenants will also be influenced bythe way, in which the end result of theprocess is transferred to him. In additionthe tenant’s view of services is alsoinfluenced by the appearance andbehaviour of the property managementstaffs, repairmen, and service andmaintenance technicians, how the tasksare perform what they say, and howthey do it. Thus, the tenant is influencedby how he receives the service and howhe experiences the simultaneousproduction and consumption process.This is another satisfaction dimensionwhich is closely related to the servicedelivered or being taken care of andhow the service provider functions. Thisis known as service dimensions.

CustomerSa�sfac�on

Knowledgeable person

Understanding

Communica�on

Follow -up

One-to-one interac�on

Security

Pricing

Loca�on

Accessibility

Product Quality

Service Quality

Speed of service

Trust

The company’s posi�oning in customers’ minds

Types of other service needed

Figure 2: The Components that Contributes to Customer Satisfaction

(Source: Z A Baharum, 2006)

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Satisfaction in turn, has a positive relationship to tenants’retention and loyalty (McAlexander et al., 1994). Tenants’retention is about retaining the tenant to renew their lease.This problem is not so obvious when the economy is good. Onthe other hand, it will definitely influence the profit when thetenants leave and no one to take up the space duringeconomy downturn. It is believed that enhancing servicequality and professionalism is the key to tenants’ retention inthe property management services. Furthermore, this willenable the property management company to enhance theirexpertise in order to compete locally and globally.

6.0 Tenants’ Satisfaction is the Key toRetentionKingsley Associates (2002) found that 7% to 12% of tenantsare more likely to renew their lease if they were more highlysatisfied with several important aspects of propertymanagement services. In addition, the research alsodiscovered strong link between tenants’ satisfaction withproperty management and their overall satisfaction. Assatisfaction with property management increases, so doesoverall tenants’ satisfaction. Thus, a more satisfied tenant isstatistically more likely to renew their lease. This showed theimportance of service which has grown even more significantwith the growth in the economic and the property market.

Thus, both tenants and property managers should be acutelyaware of the need for the increased focus on tenants’satisfaction and its importance in the tenant retentionequation.

The BOMA’s tenant telephone survey (2002) also discoveredthat ‘service’ and the responsiveness of the propertymanagement company was of paramount importance whenevaluating workplace performance and ultimately, decision tolease renewal. Table 3 illustrates the factors that tenants feelare the most important determinants of retention (by ranking).

Moreover, Dismukes (2002) reported, “Tenant retention is notsomething that can be addressed solely at the end of the leaseterm, but must be the goal of every service professional everyday. Although there are many ways to improve tenant servicein a short time-frame, the best approach is to treat tenantsatisfaction as the only thing that matters because from aproperty service perspective, it is.”

7.0 ConclusionIn this type of market-driven environment, the key toprofitability growth of the property management services istenant’s loyalty, which ultimately depends on their satisfaction.Thus, maintaining strong and close relationships with tenantsin a way that adds value beyond the basic services provided is

Studies Birkeland & Be�ni

BOMA NREA Kingsley Associates

Dismukes RICS Zarita

Year 1995 1999 2000 2002 2002 2005 2005Service

DimensionsLeasing

personnelRent billings

Problem resolu�on

ResponsivenessAccommoda�on of unique

needsProfessionalism/

CourtesyFollow

throughAccoun�ng and billing procedures

Curb appealCapital

improvements

Problem resolu�onContract

detailLandlord/

agent communica�on

Lease flexibility

ResponsivenessAssuranceReliabilityEmpathyTangibles

Property Dimensions

Hea�ng & air condi�oning

Cleaning serviceSecurity

ElevatorsBuilding

maintenanceParking

Ameni�es

Visual appealOverall

condi�onElevators opera�on

LandscapingEmergency/fire safety

HVACTechnological

ameni�esOverall parking

Visual appealComfort of office space

Elevators opera�on

LandscapingEmergency/fire safety

HVACInterior lighting

Interior décor maintenance

Building ameni�es

CleanlinessBuilding

aesthe�csParkingSecurity

AccessibilityQuality of buildingFire/life safety

proceduresExterior building

maintenanceSecurity

policies & proceduresAppearance of common

areas Qualityof cleaning

Tenant rela�ons

Cost controls

Loca�on of premises

Standard of premisesValue for

money

CleanlinessBuilding servicesSecuritySignageParkingBuilding

aesthe�cs

Table 2: Dimensions of Tenants’ Satisfaction by Various Studies

Peer Review

Vol.45 No.4 2010 35

critical to achieving long term tenant satisfaction, loyalty, andultimately profitability (Javitch et al., 1995). Enhancing tenants’satisfaction and professionalism will be here to stay inproperty management services. Furthermore, this will enablefirms to enhance their expertise in order to compete locallyand globally.

Services are unique in the sense that they are intangible andthus, tenants must be assured of the trust before renewing

their leases. Thus, the goal of leading real estate firms is tobuild customer and client loyalty through excellence and tosecure new customers and clients due to the excellence ofservice (CEL & Associates, 1996). It has been noted that, goodtenant relationships take years to build, but other professionalproperty management strategies can be implemented forquick results (Dismukes, 2002).

1 The quality of property management2 Property management knows the tenants needs3 Property management is proac�ve4 Tenants space helps the tenant to be profitable5 Space meets business needs6 Space has up to date technology infrastructure7 Property management is trust worthy8 Floor plan layout works for the tenant

REFERENCESAnton and Perouhoff (2002) Customer Relationship Management,Prentice Hall.

Bell, A. H. (2000) Measuring customer satisfaction. Journal ofProperty Management, 65(4), 66-68.

Bell J (2001). A heavier load. National Real Estate Investor,(March).

BOMA (1998) Are your tenants happy?

BOMA (1999) State of the Industry Address.

BOMA, Are your tenants happy, 1998.

Lee C and Dean D (1998) Winning applause, Journal of PropertyManagement, Volume 63 Issue 2, pp 42-45

C.Hurner, T.(2001) Retain Tenants by Providing More than TheyExpect. Properties Magazine (July).

CEL & Associates, Inc. The Search for Quality Service, StrategicAdvantage (K7696): pp.13-14. 1996.

Christian Gronroos (2000). Service Management and Marketing: Acustomer relationship management approach, John Wiley & SonsInc.

D Dean, C. L. (1998) Winning applause. Journal of PropertyManagement, 63(2), 42-45.

Darrell Rigby (2001) Management Tools & techniques: A Survey,California Management Review, Vol. 43 No 2 p139-160.

Devine, A. (2000) Get to know your tenants before you losethem. Journal of Property Management, 65(5), 84-90.

Dismukes, J. (2002) In a recession, retention rules. Journal ofProperty Management, 45.

Gallahan, N. (1992) Building relationships with commercialtenants. Journal of Property Management, 57(6), 50-53.

Tschohl,(1996) Achieving excellence through customer service,Advantage Quest Publications.

Jacqueline C (1991) Communicating through surveys. Journal ofProperty Management, 56(3), 36.

Jim Dismukes (2002), In a recession, retention rules, Journal ofProperty Management, Jan/Feb 2002, Vol.67 Issue 1, p45.

John, G. (1992) How satisfied are your tenants? Journal ofProperty Management, 57(6), 48.

Kingsley Associates (2004), Serve & Retain, Journal of PropertyManagement, Jul/Aug 2004, Vol.69 Issue 4, p40-43.

Klien, J. (1999) Struike it niche. Journal of Property Management,64(2), 36-40.

Kusbit, C. S., Joe.(1991) Tenant Retention: Making it hard to leave.Journal of Property Management, 56(1), 18-20.

Madden, C. S. (1989) Keeping tenants satisfied. Journal ofProperty Management, 54(1), 52-53.

Mahanna, M. J. L. a. R. (2000) Red Carpet Treatment. Journal ofProperty Management, 36-38.

McKenna-Harmon, K. (2002) Thou Shalt Not... Now is the time.Journal of Property Management, 80.

Miriam Javitch, Allan H Church & W Warner Burke (1995)Enhancing professional service quality: feedback is the way to go,Managing Service Quality, Vol. 5 issue 3, pp.29-33.

Muhlebach, R. F. (1998) Tenant surveys benchmark success formanagement firms. National Real Estate Investor, 40(2), 159-160.

Nicolson, Kemp and Linnell, Does the rhetoric of customer servicematch the reality, Managing service quality, Volume 6 Number 3,pp 6-9, 1996.

RICS (2005), Tenant Satisfaction Index: Tune into tenants.

Schwenker, L.(1999) Measure twice, cut once. Journal of PropertyManagement, 64(2), 78-83.

T Moormann (2000) Investing in Customer SatisfactionImprovements, Resource.

Tenants relations techniques, Buildings, May 1999, Vol. 93 Issues5, p20.

Tom Peters (1988) Thriving on Chao: Handbook for ManagementRovolutions, Harper.

Vischer, J. C. (1991) Communicating through surveys. Journal ofProperty Management, 36-39.

Wilson, A. D.(2002) Cha-Ching! Ancillary service programs add upto bottom-line value. Journal of Property Management(July/August), 30-31.

Workplace performance, Buildings, Feb 2002, Vol. 96 Issue 2, p12.

Z A Baharum et al, Service Quality and Gap Analysis, Paperpresented at Brunei International Conference of Engineering andTechnology, August 2005.

Table 3: The Determinants of Retention (by Ranking)

Source: Workplace Performance, Buildings, Feb2002, Vol. 96 Issue 2, p12, 2/3p

36 Vol.45 No.4 2010

THEMALAYSIANSURVEYOR

Green Technology

Building IndoorEnvironmental Quality

Husayn Idi Kwami, Adi Irfan Che AniDepartment of Architecture, Faculty of Engineering and Built EnvironmentUniversiti Kebangsaan Malaysia

Green buildings or energy efficientbuildings came into being as a result of the

desire to create a healthy, functional,energy efficient, comfortable and

economically sustainable environment tolive and work in for now and for future

generations. It is gradually accepted asthe only way the world can save itself fromthe gloomy energy crises. The goal of the

green buildings is to surpass conventionalbuildings in operational performance,environmental sensitivity, occupants’

health, satisfaction and life cycle cost.

To be green, a building has to address the issuesof site planning, building design, buildingmaterials, building construction, overall cost

energy efficiency, air and water efficiency and quality ofthe indoor environment. The benefits of which include,reduced capital cost, reduced cost of operation,Improved building lifespan, increased user productivity,improved air and water quality, greater return oninvestment, increase land value and mostimportantly, saving the scarce resources for futuregenerations.

The problems hindering the full acceptance andapplication of the Green Building phenomenaare: the business and economic investmentinterest, low level of technology andattitudes among others. However, there aremany governments and organisations thathave accepted and developed standards forassessing their energy efficiency needs forcomfort, health and posterity. Some of the bodiesestablished are: BREAM of United Kingdom, LEEDSof USA, CASBEE of Japan, NAHORS of Australia, NH-BEAM of Hong Kong etc.

class, building types, construction characteristics, age andcondition of building, occupants’ behaviour, building operationand maintenance, external exposure to pollutants, andcombustion generators (cooking stoves, gas, electric, carbondioxide, irritants etc).

The building users, either due to ignorance, nonchalantattitude or both, are responsible for poor indoor buildingquality because they use energy anyhow and at will withoutrecourse to the consequence and cost of their actions whilecooling and heating. The building design failure can beattributed to poor or inadequate building site planning,orientation, roof systems, thermal properties of materials andcomponents, shading devices, construction details, ventilation,illumination and functional relationship. External factorsinclude microclimate, landscaping and solar radiation. Insummary, building indoor environment quality can beimproved by the following:

1. Appropriate selection of high energy efficient equipmentfor cooling and heating;

2. System integration and light control;

3. Adopting the use of most efficient equipment operationand maintenance for optimum efficiency;

4. Adopting good housekeeping maintenance practice byswitching off appliances i.e. AC, television, computers,lights etc., when not needed or out of building, duringsleeping hours and by not cooling/heating unused rooms;

5. Encouraging designs for maximum use of natural light toreduce artificial light consumption;

6. Proper building orientation to take advantage of localclimate for optimal thermal comfort;

7. Specifying components with high thermal resistance;

8. Providing building designs with adequate detailing toreduce heat influx into the building interior;

9. Providing windows with adequate shading devices to cutoff excess solar radiation;

10. Designing buildings with adequate cross ventilation tohelp reduce high humidity, discomfort as well asseparating of pollutant-generating equipment in closed,well-ventilated areas; and

11. The Malaysian Government ministries are to ensure thatthey check all plans so as to comply with indoorenvironmental quality requirements, as set in the MS1525code.

Cover Story

Vol.45 No.4 2010 37

The Malaysian Government on its part has announced, for thefirst time, in its 2010 Budget the Green Building initiativesthrough the MS1525:2007 code of practice on energyefficiency and use of renewable energy for non-residentialbuildings and the Malaysian building and constructionindustry. In line with this, many of the Green Building Index forMalaysian buildings were developed and brought to light. TheMS1525 code outlined the requirement for energy efficiencyusage in buildings to include, the air-conditioning and spaceheating, lighting, power, and other requirements such asoccupants and management, indoor environmental quality,climate, building design and construction, and mechanical andelectrical equipment.

Recently, there is an increasing attention paid to the quality ofindoor environment of buildings and its consequent effect onthe health and comfort of the occupants. This is due to theincreasing awareness of their deleterious effects on healthwhich is caused by such materials like asbestos, lead as wellas water contaminants. Indoor environmental quality as afactor affecting energy use in buildings depends to a greaterextent on air temperature, humidity and wind speedmaintained in the building. In tropical countries like Malaysia,the average outdoor temperature is about four degree abovethe required comfort zone of 22-27oC. The relative humidity isalso above the average of 50-70% and wind speed below thenormal of between 0.15-2ms-1. So the comfort level of atypical building interior is poor because it is hot and humid.Unless it is aided by either design, natural or artificial means ofventilations, the interior quality of the building is furtherworsened by the release of heat by the human body in formof enzymatic or muscular metabolism.

The above climatic elements, coupled with the thermalproperty of building materials and construction, affect themaximum efficiency of the building. Thus, constitutingsubstantially to the unhealthy quality of the building indoorenvironment termed the sick building syndrome. This termdescribes the combination of causes that may trigger poorhealth in the users of buildings. This prevents the buildingfrom providing maximum comfort at minimum energy cost(efficient building) which invariably affects our comfort andhealth.

On the other hand, rapid population growth and urbanisationin Malaysia, coupled with building design failure, userignorance and attitude among others, has led to a growingconcern over the increase in building contaminants whichaffect comfort and health of the occupants. The commonfactors responsible for indoor contaminants that affectbuilding indoor quality are: building population, ownership

Recently, there is an increasingattention paid to the quality of

indoor environment of buildingsand its consequent effect onthe health and comfort of the

occupants.

Indoor environmental quality asa factor affecting energy use inbuildings depends to a greater

extent on air temperature,humidity and wind speed

maintained in the building.

The Institution of Surveyors, Malaysia

Educational LoanAwards for 2010/2011The Institution of Surveyors, Malaysia invites application from Malaysia Citizens for Educational Loans to pursue full-time courses at local universities.

UniversitiesUniversity of Malaya

University of Technology MalaysiaUniversity of Technology MARAUniversity of Science Malaysia

International Islamic University of MalaysiaUniversity Tun Hussein Onn Malaysia

Field of StudyLand Surveying

Quantity SurveyingBuilding Surveying

Property Management / Estate Management

Eligibility• Candidates must have obtained an offer for admission for full timestudies to any of the universities in any of the field specified above.

• Candidates must not have received any scholarship or financialassistance from the Government or any other organization.

Special IncentiveCandidates who obtained in their studies;

a. 1st Class Honours:- The whole of Educational Loan will automatically be awarded as scholarship.b. 2nd Class Upper:– 50% of the Total Educational Loan may be considered to convert as scholarship

upon reviewed by Committee.

Value of LoanDegree: Up to RM7,000 per annumDiploma: Up to RM5,000 per annum

GuarantorsCandidates shall obtain the consent of two acceptable guarantors who must provide personal guarantee for

repayment of the loan.

Repayment of LoanLoan amount must be repaid with a period of not less than 36 months after the recipient has graduated.

How to applyThe application form, may be obtained from the ISM Secretariat or downloaded from ISM website:

http://www.ism.org.my.(Closing Date: 31 December 2010)

All application must be sent to:The Chairman

Scholarship and Education Fund CommitteeThe Institution of Surveyors, Malaysia

3rd Floor, Bangunan Juruukur, 64-66, Jalan 52/4, 46200 Petaling Jaya

The Institution of Surveyors, Malaysia

Educational Loan Awards 2010/2011

for Post Graduate ProgrammeThe Institution of Surveyors, Malaysia invites application from Malaysia Citizens for Educational Loans to pursue full-time courses at local universities.

UniversitiesUniversity of Malaya

University of Technology MalaysiaUniversity of Technology MARAUniversity of Science Malaysia

International Islamic University of MalaysiaUniversity Tun Hussein Onn Malaysia

Field of StudyLand Surveying

Quantity Surveying/Project Management/Construction ManagementBuilding Surveying

Property Management / Estate Management

Eligibility• Candidates must have obtained an offer for admission for full time studies to any

of the universities in any of the field specified above.

• Candidates must not have received any scholarship or financial assistance from the Government or any other organization.

• Candidates must be at least a Graduate member of the Institution not less than3 years at the time of application.

• Repayment of study loan within the period of 3 and 5 years for the Master Programme and the PhD programme respectively.

• Duration of Studies for:-a) Master Program- must not exceed 2 yearsb) PhD Program- must not exceed 5 years

Value of LoanMaster Program: Up to RM10,000.00 per annumPhD Program: Up to RM20,000.00 per annum

GuarantorsCandidates shall obtain the consent of two acceptable guarantors who must

provide personal guarantee for repayment of the loan.

Repayment of LoanLoan amount must be repaid with a period of not less than 36 months after the recipient has graduated.

How to applyThe application form, may be obtained from the ISM Secretariat or downloaded from ISM website:

http://www.ism.org.my.(Closing Date: 31 December 2010)

All application must be sent to:The Chairman

Scholarship and Education Fund CommitteeThe Institution of Surveyors, Malaysia

3rd Floor, Bangunan Juruukur, 64-66, Jalan 52/4, 46200 Petaling Jaya

40 Vol.45 No.4 2010

THEMALAYSIANSURVEYOR

1.0 INTRODUCTION

In Malaysia, a new concept in construction anddevelopment, which is the Green Building Index(GBI), was launched in May 2009. It was initiated

by building professionals with initial funding fromthe Pertubuhan Arkitek Malaysia (PAM) and incollaboration with the Association of ConsultingEngineers Malaysia (ACEM). The GBI is now beingfunded by the Malaysia Investment DevelopmentAuthority (MIDA). Greenbuildingindex Sdn Bhd waslaunched and incorporated in February 2009 as awholly-owned subsidiary of PAM and ACEM toadminister GBI accreditation and train GBI facilitatorand suppliers. The Government’s support for GBI isclearly seen from the incentives announced in theBudget 2010, as elaborated here.

Existing GreenTechnology Incentivein Malaysia

Mohd Nurfaisal Baharuddin1, Adi Irfan Che Ani2

1 Department of Building Surveying, Faculty of Architecture, Planning & Surveying, Universiti Teknologi MARA2 Department of Architecture, Faculty of Engineering and Built Environment, Universiti Kebangsaan Malaysia

The Green Building Index is an environmental ratingsystem for buildings developed by PAM (Pertubuhan

Arkitek Malaysia / Malaysian Institute of Architects)and ACEM (the Association of Consulting Engineers

Malaysia). The Green Building Index is Malaysia’s firstcomprehensive rating system for evaluating the

environmental design and performance of Malaysianbuildings based on the six (6) main criteria: EnergyEfficiency, Indoor Environment Quality, Sustainable

Site Planning & Management, Materials & Resources,Water Efficiency, and Innovation. The Green Building

Index is developed specifically for the Malaysiantropical weather, environmental and developmental

context, cultural and social needs.

Professional Practice

Vol.45 No.4 2010 41

2.0 THE ICENTIVE OF IMPLEMENTATIONGREEN TECHNOLOGYThe Government of Malaysia has taken several steps to expandthe use of Green Technology in the Malaysia context. Sincegreen buildings will save utility costs and preserve the qualityof the environment, the Government encourages alldevelopers to participate and promote Green Technology.According to the Budget 2010, the Government announcedand proposed several incentives to developers to implementGreen Technolology, which are as follows:

a) Tax exemption for building owners

Owners of buildings which have been awarded the GBIcertificate will be given tax exemption equivalent to 100%of the additional capital expenditure incurred to obtainthe GBI certificate. The exemption is allowed to be set offagainst 100% of the statutory income for each year ofassessment. The incentive is applicable for new buildingsand upgrading existing buildings. For tax exemptionpurpose, the incentive is given only to the first GBIcertificate issued in respect of the building. This is effectivefor buildings awarded with GBI certificates from 24October 2009 until 31 December 2014.

b) Stamp duty exemption for buyers

The buyers of buildings and residential propertiesawarded with GBI certificates bought from real estateproperty developers are eligible for stamp duty exemptionon instrument of transfer of ownership of such buildings.The amount of stamp duty exemption is on the additionalcost incurred to obtain the GBI certificates. This incentiveis given only once to the first owner of the building. This iseffective for buildings awarded with GBI certificates from24 October 2009 until 31 December 2014.

c) Establishing of fund

In order to promote Green Technology among developers,the Government of Malaysia established a fundamounting to RM1.5 billion. This fund will provide softloans to companies that supply and utilise GreenTechnology. For suppliers, the maximum financing isRM50 million and for consumer companies RM10 million.The Government will bear 2% of the total interest rate. Inaddition, the Government will provide a guarantee of 60%on the financing amount, with the remaining 40% bybanking institutions. Loan applications can be madethrough the National Green Technology Centre. Thisscheme will commence on 1 January 2010 and isexpected to benefit 140 companies.

d) Promotion towards green technology

With regards to further promotion of the development ofGreen Technology activities in Malaysia, the Governmenthas taken several steps to ensure the Green Technologyapproach will be widely recognise in Malaysia. TheGovernment will:

i. Restructure the Malaysia Energy Centre as theNational Green Technology Centre tasked withformulating the Green Technology developmentaction plan. This Centre will function as the focalpoint to set standards and promote GreenTechnology. To intensify green awareness activitiesand practise environment-friendly lifestyle, theGovernment will provide an allocation of RM20million;

ii. Organise an international exhibition on GreenTechnology in April 2010. The aim of the exhibition isto attract internationally renowned companies andexperts in Green Technology. By this approach, theGovernment hopes that the Green Technologyconcept will be enhanced and emphasised toMalaysians;

iii. Develop Putrajaya and Cyberjaya as pioneertownships in Green Technology, as a showcase forthe development of other townships. Also as aGovernment Centre, it inspire developers and anyparties involved in the implementation of GreenTechnology; and

iv. Give priority to environment-friendly products andservices that comply with Green Technologystandards in Government procurement.

3.0 SUMMARYThe Government of Malaysia highly encourages Malaysians toparticipate in Green Technology. Clearly, the Government isserious in its long term commitment in promoting GreenTechnology. The Ministry of Energy, Green Technology andWater has also announced an initiative in the creation of aGreen Technology Fund - an introduction to a “polluters willpay” - the concept will create more awareness. Furthermore,the responsibility of adopting Green Technology does not restsolely with the Government. The public has a role to play aswell and there is no room for public apathy if Malaysia wantsto adopt Green Technology. There is a need for effectivepromotion and public awareness as these are critical successfactors for the successful development of Green Technology.The change of mindset of the public is important in order forthe public and businesses to adopt green practices, before thegreen agenda can be achieved.

…the responsibility of adoptingGreen Technology does not restsolely with the Government. Thepublic has a role to play as welland there is no room for public

apathy if Malaysia wants toadopt Green Technology.

The Green Building Index isMalaysia’s first comprehensiverating system for evaluating the

environmental design andperformance of Malaysian

buildings based on the six maincriteria…

42 Vol.45 No.4 2010

THEMALAYSIANSURVEYOR

Multitasking

In discussing the meaning of the term‘multitasking’ with a group of middle-linemanagers, a confused situation arose. Not

because of the way the term was elaborated andthe confusion that goes with it, but due to thefact that multitasking has been seen as a positiveconnotation, or perhaps not so negativeconnotation, to be more precise. As a result ofpressing demands at the workplace in terms ofincreasing productivity, meeting datelines andtargets, to name a few, many workers practicedmultitasking for the sake of survival, to a pointthat it has become a norm or a balancing act ofsome sort.

So, what does multitasking really mean?Multitasking can mean performing two or moretasks simultaneously. It can also involveswitching back and forth from one task to

The Stress ofMultitasking

W.M.A. Wan HussinPhD, MBA, BSc(Hons), MAALS, FISM, CPUL, MSP, MAIMS

Many studies have reported that multitaskingcan reduce productivity by approximately 40 to50 percent. This is because switching from one

task to another makes it difficult to tune outdistractions and can cause mental blocks thatcan slow down your progress. Multitasking isseen as a negative act that could bring moredamage to the organisation than the positive

point of completing a couple of tasks in a giventime frame. There are times when multitasking

is the only option but chunking is an evenbetter choice as it involves less start-up.

Managing Stress

Vol.45 No.4 2010 43

another, or performing a number of tasks in rapid succession.To many of us, multitasking is seen as a positive characteristicas switching tasks and get it completed in a given time needsome form of balancing talent and skill.

In true management context, multitasking is always anegative act that could bring in more damage to theorganisation than the positive point of completing a couple oftasks in a given time frame. In many studies on the impact ofmultitasking, the extent of damage caused is determined bymeasuring the time lost by switching tasks. It has also provedthat many workers were slower when they had to switchtasks than when they repeated the same task. As tasksbecame increasingly complex, the amount of time lost ismore significant when workers switched between multipletasks.

Reality of MultitaskingThe fact is multitasking is accepted as a way of modern life.We could be driving and at the same time discussing with apartner on a very important issue. When you are reading thisarticle, chances are you are also doing several things at once;perhaps you are also listening to music, online talking to afriend, checking your email, or playing a computer game. Asmultitasking is seen as a norm, chances are many of us are‘heavy multitaskers’, doing several different things at once,and think that we are fairly good at this balancing act. What isalways forgotten is that we are probably not as effective atmultitasking as we think we are.

In the past, many people believed that multitasking was agood way to increase productivity. What is lacking is theunderstanding of the fact that switching from one task to thenext takes a serious toll on productivity. Multitaskers,especially the heavyweights, have more trouble tuning outdistractions than people who focus on one task at a time.Doing so many different things at once can actually impaircognitive ability.

Strategic MultitaskingSo, multitasking is seen as a negative characteristic thataffects productivity. What if you have to do multitasking asthat is the only choice available? Accepting negativityconsciously needs talent. As multitasking can meanperforming two or more tasks simultaneously, or switchingback and forth from one thing to another, performing anumber of tasks in rapid succession needs perseverance andpersistence. If the strength of these two attributes is slacking,productivity will be impaired, more time is lost and above all,quality is questionable.

But a time must come when multitasking is the only optionof the day. As a result, multitasking has to be handled

Multitasking can meanperforming two or more tasks

simultaneously. It can alsoinvolve switching back and forth

from one task to another, orperforming a number of tasks in

rapid succession.

strategically so that the positives supersede the negatives.Multitasking is managed by what is known as mentalexecutive functions which control and manage othercognitive processes and determine how, when and in whatorder certain tasks are performed. There are two stages to theexecutive control process: the first is known as ‘goal shifting’which is deciding to do one thing instead of another, and thesecond is known as ‘role activation’, which changes the rulesto perform the previous task to a set of new rules for the newtask.

Although the time taken to switch performing goal shiftingand role activation may take a few tenths of a second, thetime to perform both tasks will add up, especially so if thetwo tasks are switched back and forth repeatedly. This mightnot be that big of a deal in some cases, such as when you arechanging television channels and reading newspaper. It willonly turn out to be significant in cases where safety, deadlineor productivity are critical, such as when you are on the wayto an important meeting and get caught in a heavy traffic,even small amounts of time can prove critical.

Productivity can be reduced by as much as 40 to 50 percentby the mental blocks created when people switch tasks.Realising the potential detrimental impact of multitasking andthe associated constraints can actually make it work todecrease productivity and efficiency. Depending on thesituation, the costs of switching tasks while talking to a friendand watching a movie at home probably is not going tocause any serious problems. However, that fraction of asecond it takes to change tasks could mean life or death forsomeone driving down a busy highway while talking on thephone.

Assessing Multitasking It is only good when multitasking can lead to increasedproductivity but how is this achieved?

Because multitasking and productivity are inter-complementary, assessing the whole situation before tryingto accomplish the task is vital so that distractions and stressare eliminated. It is important to focus on one task at a timerather than cramming more in a quest to get more done formultitasking is not going to work, under most circumstances.Multitasking can only work when it involves trivial tasks. Forexample, as we lay in bed we think about the agenda for animportant meeting tomorrow. Lying in bed doesn’t take muchof the brain’s processing power, so thoughts about themeeting agenda is not affected even if it is shared withanother task which is simply lying in bed.

Multitaskers … have moretrouble tuning out distractionsthan people who focus on onetask at a time. Doing so manydifferent things at once can

actually impair cognitive ability.

44 Vol.45 No.4 2010

THEMALAYSIANSURVEYOR

On the other hand, two different tasks which require more ofthe brain’s capacity may require more thought. You might betalking on the phone when you are in the midst of a busymorning rush. You may get both tasks accomplished, but youwould not have thought of doing both tasks better and in lesstime if you had done one task after the other instead of doingboth at the same time and end up being stressed.

Chunking Works Better ThanMultitasking ‘Chunking’ describes how human memory utilisation workswhen doing several tasks simultaneously with less stress.Doing two tasks simultaneously (such as talking on thephone in the midst of a busy morning rush) actually meansswitching between them rather than doing both at the sametime.

Your colleague walks into your office with some paperworkwhen you are on the phone. She asked for your advice on animportant issue or a decision on an urgent matter. You stoplistening to the person on the phone briefly, scan the paper infront of you, scribble a response and go back to the phonecall. You did not do the two activities (phone call andconversation with your colleague) at the same time. Insteadof doing two tasks, you actually did three tasks in sequence;started the phone call, had the conversation, and thenresumed the phone call. Just as in the case of the earlymorning rush explained above, you could have done bothtasks better, and in less total time, should you have donethem one after the other instead of simultaneously. Thereason is that as you begin each task (driving carefully duringthe morning rush) you have to focus on it and get started.

As in the case of the telephone conversation when you wereinterrupted by your colleague, you may have missed someimportant points. You may be at a point of making a decisionwith the other party on the line when you were interrupted.You may have to figure out what the colleague in front of youwanted from you in order to be able to give her a decision.You might even have to say to the other party on the lineafter the colleague left the room, “Oops, sorry, someonewalked in. What were you saying? Where were we just now?”

Multitasking thus involves many starts and stops. Starting ona task actually involves non-productive time. The more start-ups you have as a result of doing many tasks simultaneously,the greater is the non-productive time. If you are preparing areport, the start-up time may take much longer time beforethe momentum is gained. Once interrupted, you may need

The chunking concept involvesbreaking up the day into largerchunks instead of reacting toeach ‘emergency’. The morechunks of time you devote to

specific tasks, the fewer start-up moments you will have.

As we increase the number andsize of chunks during the day

and week, we are in factpushing away interruptions to

the best of our ability.

more time to gain momentum and this requires the samelength of time for each start-up. Such a report may takeabout 30 minutes without any interruptions. Most of thetime, the nature of our work deals with unplanned tasks, thisrequires more start-ups before the momentum is gained. Theculprit is not your colleague who interrupts unexpectedlybecause most of the time, work means dealing with people.But the real culprit is the time required for start-up momentsi.e. each time you start on the report after an interruption.

Multitasking Versus ChunkingWhat if a choice has to be made between multitasking andchunking? When is chunking better than multitasking? Thechunking concept involves breaking up the day into largerchunks instead of reacting to each ‘emergency’. The morechunks of time you devote to specific tasks, the fewer start-up moments you will have. Since you won’t be spending asmuch time in start-up moments, you will have more time andyou will get more done. Since you are able to focus on thesingle task at hand, you will do it better with lesser start-ups.Chunking also means setting a specific time to do a specificjob, say reading emails. Try reading emails during the first halfhour of the morning and don’t read any more emails until thelast half hour before lunch break. Set aside a specific time totackle a chunk of emails. With such discipline in place, moretasks are completed as lesser start-ups are involved.

So, Stop MultitaskingMultitasking actually wastes a lot of the limited time we havedaily. Multitasking involves more start-ups thus interruptingwork flow and progress. Learn to practice chunking as itteaches us to be more efficient and more productive. Themost practical approach is therefore to set aside chunks oftime for specific tasks and reduce the time spent in start-upmoments. As we increase the number and size of chunksduring the day and week, we are in fact pushing awayinterruptions to the best of our ability. The fact is, no matterhow well we chunk, there will still be interruptions. You onlymake yourself more focussed and more productive as youchunk. So, just chunk as you go.

W.M.A. Wan Hussin is a Professor at the School of Civil Engineering,Universiti Sains Malaysia. He conducts several courses and trainingprogrammes on stress management and delivers public lectures and talkson management issues for various organisations. He is currently a LicensedLand Surveyor, Malaysian Speaking Professional (MSP) of the MalaysianAssociation of Professional Speakers, a Fellow of the Institution of SurveyorsMalaysia and a Certified Professional Utility Locator and can be reached atwmabwh@gmail.com.

Management

Vol.45 No.4 2010 45

One of the most important aspects of greatmanagement is to build a goodrelationship with your employees, be as

honest as you can with your staff, if they feel theycan talk to you openly and trust you then it’s morelikely you’ll be told about any issues or problems inplenty of time to do something about it. Staff willfeel comfortable about providing information andrespect your decisions.

Staff morale and motivation is paramount, if yousee someone working extra hard or achievingconsistently good results then let them know youhave noticed and congratulate them on theirsuccess. A pat on the back can work wonders toemployees’ sense of worth and motivation.

A Guide to

PerformanceManagement

Improve your performancemanagement system and

you’ll soon see anincrease in productivity,streamlined procedures,increased accountability

and more commitmentfrom your employees.

Kenexa®

46 Vol.45 No.4 2010

THEMALAYSIANSURVEYOR

You need to have an effective performance managementsystem in place to really make it successful. It doesn’thave to be anything too complicated but it is a processthat will only work if it is organised and regularly carriedout. Keep it nice and simple and your staff will appreciatethe chance to be honest about the way they feel at work,and take any changes or moves much more readily.Overload them with complicated forms and multiplepaperwork and you will only get grumbles. It can beeffective whist still being friendly and informal.

Performance management is all about building up trustingrelationships and motivating your staff. Focus on theirstrengths and positive aspects and don’t spend too muchtime pointing out weaker issues, this will only lead toemployees resenting or dreading these discussions andbecoming disheartened and demotivated. Also try andkeep any disciplinary issues separate.

Remember that this isn’t only about what employees cangive you, you also have to ensure they are happy in theircurrent role, identify any issues that may be troublingthem and consider any further training or qualificationsthat will benefit and raise their self esteem. This willstrengthen the working relationship and ensure your stafffeels loyal to the company.

Performance management reviews help employees have abetter understanding of what is expected from them interms of work load and performance. There are a lot ofissues at work that are caused by misunderstanding orlack of communication, an effective performancemanagement program can minimise thesemisunderstandings and enable things to run moresmoothly.

Staff morale and motivation isparamount, if you see someoneworking extra hard or achievingconsistently good results then

let them know you have noticedand congratulate them…

One of the mostimportant aspects

of greatmanagement is to

build a goodrelationship withyour employees…

They provide the perfect opportunity for your employeesto bring up any problems or questions they have andhaven’t had the confidence to raise earlier. It can also be atime when employees ask about further training orqualifications they might be interested in, or other aspectsthey may feel could improve their performance.

Once the review is complete then do an evaluation of thereview itself. Every company is different in the way itoperates so structure your review to suit your companyculture and style. Could the review have gone moresmoothly? Can you identify anything that could have beendone differently? There is always room for improvementand a positive performance will benefit both you and youremployees.

A performance review is not only about the past year, itshould also plan for the next and an effective review willmake it clear to your employee how they fit into the team

Management

Vol.45 No.4 2010 47

and contribute to the company. Recognisingachievements and giving them a pat on the backwhen it’s due will encourage a good workingrelationship and ensure your staff are motivatedand happy.

Generally, there is no standard package with anRPO service due to every company having differentneeds and requirements. Find out as much as youcan about recruitment services online wherethere’s lots of information and tips on how to findone to suit you. Every solution is modified to theindividual situation, aims and needs of the clients.If you are looking for effective methods to makeyour organisation run more smoothly than everthen find out more about how recruitment servicesoperate and how they can help you.

Kenexa® provides performance management and compensationmanagement tools for businesses and organisations. Please lookup http://www.kenexa.com/performance-management for moreinformation.

LIST OF NEW MEMBERS September-October 2010

QUANTITY SURVEYINGFELLOWSr Selva Rajah Letchumanan Asia Petroleum Hub (APH)

MEMBERSr Goh Meng Khiang Hanafi Konsaltan, Negara Brunei Darussalam

Sr Khor Khim Leng Robinson Low Francis LLP, London, UK

Sr Lau Chin Guan Kuantibina S/B, Penang

Sr Tey Suk Luan Econos Consultants S/B, KL

Sr Tey Suk Reei Jurukur Bahan FPS S/B, KL

GRADUATEAdlina bt Mohamad Ishak Sistem Hospital Awasan Taraf S/B (SIHAT), KL

Ahmad Raushan b Suhaimi AT Associates, KL

Ajnizar FAridz b Alias Pembinaan BLT S/B, Putrajaya

Aliff Asyaraf b Ibrahim Perunding Kos Putra S/B, KL

Amir Maarof b Abd Rahman Perunding Kos Putra S/B, KL

Anita bt Ibrahim Bhgn Kerja Keselamatan, CKUB, JKR HQ

Hanim Sufinaz bt Md Sidek AT Associates, KL

Kum Phui Lai Jurukur Bahan L&T, KL

Loh Woon Chuen KPK QS (Semenanjung) S/B, KL

Mohd Idzuan b Abdul Hamid Universiti Malaysia Kelantan, Kota Bharu

Muhamad Yusri b Yunus Perunding Kos Putra S/B, KL

Nani Izzati bt Shamsuddin Perunding Kos Putra S/B, KL

Nooradila bt Abd Wahab Perunding Kos Putra S/B, KL

Nur Ezazura bt Abdul Razak Perunding Kos Putra S/B, KL

Nur Nadiah bt Mat Perunding AMZ, Penang

Nurul Harnani bt Abd Rahim Perunding Kos Putra S/B, KL

Pang Yi Cong Northcroft Lim Perunding S/B, Sel.

Rosmihairry b Rosman Perunding Kos Putra S/B, KL

Sarajul Fikri b Mohamed Universiti Teknologi Malaysia, JB

Siti Nor Diyana bt Mohd Bhgn. Kerja Jalan & Jambatan, CKUB, JKR HQ

Siti Zubaidah bt Bahron Perunding Kos Putra S/B, KL

Tang Joo Tuck MQS Consultant, Sel.

Tarmizi b Hamad Perunding Kos Putra S/B, KL

Ummu Fadhilah bt Nor Azmi Perunding NFL S/B, KL

Vinitha Chia Nien Kump. Sepakat Konsult, KL

Wan Faiz Fikry b Mohd Rusli Perunding Kos Putra S/B, KL

Zain Azrai b Shamsuddin Perunding Kos Putra S/B, KL

PROBATIONERChu Ming Yii CKP Nizamuddin Jurukur Bahan Sdn,Kota Kinabalu

Yao Way Chen HKH Juruukur Bahan, Penang

STUDENTChia Yin Xian

Chung Ee Ling

Lee Zi Yuan

Lim Woan Teng

PROPERTY CONSULTANCY AND VALUATIONSURVEYINGFELLOWSr Caroline Peter Sebangkit VPC Alliance (Sabah) S/B

MEMBERSr Angelica Chee Keen Yun JS Valuers (Sabah) S/B

Sr Ang Shiao Yee CBRE, KL

Sr Chia Chin Phang CBRE, KL

Sr Chin Swee LeeKnight Frank (Ooi & Zaharin S/B), KL

Sr Chong Fui Mei CH Williams Talhar & Wong (Sabah) S/B

Sr Elsie Gotisin Sudang JS Valuers (Sabah) S/B

Sr Felix Kimsang JS Valuers (Sabah) S/B

Sr Fong Yin Ket Fung & Co. Property Consultants, Kota Kinabalu

Sr Hasmida bt Hassan UiTM Shah Alam

Sr Gandakaran a/l V. Ponniah Clement & Co., KL

Sr Geoffrey Ong Khang Nian Metropolis Property Consultants S/B, Sel.

Sr Jamiri b Hj Sainan Majlis Perbandaran Bentong, Pahang

Sr Lee Hooi San CBRE, KL

Sr Lee Jun Liang CH Williams Talhar & Wong S/B, KL

Sr Lee Wen Keat CH Williams Talhar & Wong S/B, KL

Sr Lim Tze Her Jone Lang Wootton, KL

Sr Lizawati bt Abdullah UiTM Perak

Sr Madrah DuraisingamJS Valuers (Sabah) S/B

Sr Maszuwita bt Abdul Wahab UiTM Shah Alam

Sr Morni bt Kaspin UiTM Shah Alam

Sr Noraini bt Johari UiTM Shah Alam

Sr Noor Halil b Ismail UiTM Shah Alam

Sr Phan Kah Vooi CH Williams Talhar & Wong S/B, KL

Sr Raf’ee b Jaafar JPPH Putrajaya

Sr Razzali b Mohd Ukong@Ilan JS Valuers (Sabah) S/B

Sr Tan Boon Yeow Rahim & Co., KL

Performance management is all aboutbuilding up trusting relationships and

motivating your staff.

48 Vol.45 No.4 2010

THEMALAYSIANSURVEYOR

LIST OF NEW MEMBERS September-October 2010

Sr Teh Hong Chua CH William Talhar & Wong S/B, KL

Sr Tong Yun Chin JS Valuers (Sabah) S/B

Sr Victor Hua DTZ Nawawi Tie Leung Property Consultants S/B,KL

Sr Wong Wen Chet CH William Talhar & Wong S/B, KL

Sr Yen Sie Fui VPC Alliance (Sabah) S/B

GRADUATEDavid Ng Wei Ming Rahim & Co (Johor)

Haw Yin Han Henry Butcher Malaysia (Muar) S/B, Johor

Kamini Panaly Jone Lang Wootton, KL

Mitchell Lo Vui Liat JS Valuers (Sabah) S/B

Mohd Sukri b Kamrzaman JS Valuers (Sabah) S/B

Siti Norbaiti bt Sulaiman Jab. Tanah dan Survei Sarawak

Tay Bee Chen DTZ Nawawi Tie Leung Property Consultants S/B,KL

Vivien Chai Wan Joo JS Valuers (Sabah) S/B

PROBATIONER Aaren Kuan Wui Fuji Film (M) S/B, Sel.

Chan Kang Chung Hartamas Real Estate S/B, Sel.

Cheong Mee Yoke Allied Group Property Services S/B, Penang

Chew Choon Kye Rahim & Co. (Sel.) S/B

Henry Tan Chong Hean Retired

Lee Yoke Sum Edasu Hiromori S/B, Sel.

Liau Huoi Chin Mohd Redhwan b Sultan Mydin JB Jurunilai Bersekutu S/B, KL

Yeoh Kiong Nan Henry Butcher Real Estate (Damansara) S/B, Sel.

GEOMATIC AND LAND SURVEYINGMEMBERSr Ashraf b Abdullah UiTM Arau, Perlis

Sr Moha Azwan b Abbas UiTM Arau, Perlis

Sr Mohd Ronizam b Romly Geoinfo Services S/B, KL

Sr Nazli Najah b Sulong Juruukur Integrasi Pahang

Sr Yip Chong Wai Jurukur Century, KL

GRADUATESamsul Farhan b Samsuddin Jurukur Perunding Serives S/B, Sel

Tan Teck Chai Jurukur Perpaduan S/B, Sel

STUDENT Adam Harith b Madzlan

Adam Hazeq b Mohamad Yusuf

Ahmad Bahiyuddin b Azmi

Amira Syahirah bt Amerudin

Athirah Nadiah bt Dolmat

Athirah Nurfatin bt Kayat

Atikah bt Zulkifli

Azwan b Ab Rashid

Faridzuan Nurikmal b Yahaya

Hana Eleanoor bt Mohd Noor

Hanisah bt Mohd Rosli

Ibtisam b Ab Majid

Jasmidar bt Jeffri

Jusmaeiza bt Mohd

Khairi Aswan b Mat

Khairul Hazrin b Ab Jabal

Khairul Zhafran b Khairul Anuar

Lau Jett Chen

Maisarah bt Abd Manaf

Mohamad Azizan b Othman

Mohamad Famezal b Mat Rizal

Mohamad Izwan b Ishak

Mohamad Shahiran b Mohd Roseli

Mohamad Shah Rizuan b Miskan

Mohamad Yusof b Norddin

Mohammad Azizul Hafizz b Abdullah

Mohammad Hezwan b Hamdan

Mohammad Norfaiz b Marsani

Mohammad Ridzuan b Hamidi

Mohd Alfi b Ameer

Mohd Faiz b Ahmad Murad

Mohd Hafizzudin b Ibrahim

Mohd Haniff b Hamdan

Mohd Izuddin b Ismail

Mohd Muhaimin b Mohd Rasid

Mohd Nadzif b Mohd Shokri

Mohd Rasid b Ahmad

Mohd Ridzuan b Hassan

Mohd Rusydi b Abd Rahim

Mohd Shah Izzat Amir b Saupiee

Muhamad Roslan b Ibrahim

Muhamad Shaifudin b Mat Daud

Muhammad b Haron

Muhammad Annas b Salehuddin

Muhammad Faisal b Mohd Hanafi

Muhammad Hafiz b Zulkiffly

Muhammad Izhar b Rosly

Muhammad Nazri b Shaikh Ibrahim

Muhammad Nazrul Nakhaie b Mohd Noor

Muhammad Syawalludin b Abdul Jalil

Muhammad Zul Fathilhaq b Mohd Fadil

Muhsinah bt Yacob

Nadzirah bt Ahmad

Nazlia bt Ghazali

Nik Aznie bt Rosli

Nor Fadhilah bt Shamsuri

Noraini bt Abdul Halim

Norasyikin bt Mehat

Noor Hashima bt Othaman

Noor Irna Hanis bt Abd Rahman

Noorfaizatulhazierah bt Sobri

Norfaizah bt Wirae

Nor Ameza bt Aziz

Nor Farahiah bt Ismail

Norhedayah bt Hamzah

Norshazwani bt Mohd Saidi

Nurasyikin bt Abdul Rahman

Nurhuda Asyura bt Jusoh

Nurlisa bt Salim

Nurliza bt Othaman

Nur Afiqah bt Hazali

Nur Aisyah Umairah bt Zulkepeli

Nur Aqilah bt Shafiee

Nur Athirah bt Bahrin

Nur Atiqah bt Sahak

Nur Atyqah bt Anua

Nur Rasyidah bt Jalaludin

Nur Syakirah bt Mohamed Rapidy

Nurul Akma b Mansor

Nurul Asiken bt Rifim

Nurul Farehah bt Mahzan

Nurul Farhanim bt Hassan

Nurul Faridah bt Mohamad Chuti

Nurul Hidayah bt Wahab

Saufe Iskandar b Ahmad

Shamryta bt Mahasan

Shamsul b Jalil

Sharifah Salwa bt Syed Saharudin

Siti Aisyah bt Ithnin

Siti Mariam bt Majid

Siti Nur’ain bt Abdullah

Siti Nurfitrah bt Ramdan

Siti Nur Nadia bt Mohd Omar

Siti Radhiah bt Kase

Siti Ummi Kalthom bt Derahman

Syadiqah bt Mohd Noh

Syirah bt Elias

Wan Izziatul Aima bt Wan Ahmad

BUILDING SURVEYINGGRADUATEAmmar Hafiz b Ahmat Fathil RE Consultant S/B, Sel

Badrul Hisham b IsmailSime Darby Property Bhd, Sel

Mohd Hashim b Mat AdamAcmuda Resources S/B, Putrajaya

Muhamad Azri b AiniRE Consultant S/B, Sel

Noorismawati bt Ishak JUBM S/B, Sel.

STUDENTAmirah Fatin bt Mohd Yusoff

Aniff Azhar b A Rahman

Faiz Muhaimi b Ramli

Farah Alwanie bt Mohd Asri

Hazimudin B Md Ariff

Irna Nursyafina bt Rosdi

Kartini bt Sabli

Khairul Ridhwan b Rozak

Mohamad Johari b Turijan

Mohamad Idham b Ismail

Mohd Fairuz Ashraf B Rosli

Mohd Hazwan b Ag. Rahim

Mohd Hairizam b Mohd Said

Mohd Khairul Izwan b Khairuddin

Mohd Shafiq b Abdul Rahman

Mohd Zulfahmi b Mahsim

Muhamad Abhar b Abdul Rahim

Muhamad Nur Azmi b Yusof

Muhamad Saufi Akmal b Che Rosslim

Muhammad Akram b Ismail

Muhammad Hafiz b Mohamad Yunos

Muhammad Izzat b Abdul Rahman

Nik Rosliza bt Yusof

Nirdayanti bt Mohd Lani

Noor Ashikin bt Mohamed

Noor Atikahbt Azahar

Noor Fathieha bt Bahador

Noor Fishah bt Razak

Nor Faezah bt Mansor

Nurfarhana bt Ramli

Nurhayati bt Mohd Noh

Nur Afifah bt Abu Othman

Nur Haidah bt Razali

Nurul Ashikin bt Sakiman

Raja Mohd Noor Aizad b Raja Ismail

Shahizam b Sabri

Siti Aishah bt Che Ismail

Siti Maisara bt Mohd Majid

Syae Fauziy Ahmad b Badrioko

Valuation Surveyors

Vol.45 No.4 2010 49

(31218-T)

• Valuers (Real Estate, Businesses, Intangibles & Plant & Machinery)

• Estate Agents• Property Consultants• Property Managers

• Property Investment Advisors• Market & Feasibility Researchers

• Litigation Support - Tenant Representation• Dispute Resolution (Expert Determination)

HEADQUARTERS:57-1, Jalan Telawi Tiga, Bangsar Baru,

59100 Kuala Lumpur, MalaysiaTel: + 603 22829699 Fax : + 6 03 22829799

Website : http://www.khongjaafar.com.myEmail: khongja@po.jaring.my

PENANG BRANCH89A, Lebuh Farquhar10200 PenangTel : + 6 04 2614184 +6 04 2163501 Fax : +6 04 2621075Email : khongjaa@tm.net.my

IPOH BRANCH8, Jalan Sultan Idris Shah30000 IpohPerak Darul RidzuanTel : + 6 05 2411322/1924 Fax : + 6 05 2552828Email: kjipoh@streamyx.com

KHONG & JAAFAR PROPERTY CONSULTANCY (INDIA) PVT LTD

Bangalore - 560043, Karnataka StateTel No : + 91-9880477461

Email : kevinrajesh@rediffmail.com

Rahim & Co Chartered Surveyors Sdn Bhd

Level 17, Menara Uni Asia, 1008 Jalan Sultan Ismail, 50250, Kuala Lumpur, MalaysiaTel: 603-2691 9922 Fax: 603-2691 9992

Website: www.rahim-co.comEmail: rccs@rahim-co.com

Branch Tel No Email

Alor Setar 604-732 0177 / 732 0178 rccsas@rahim-co.comIpoh 605-249 5586/5587/5588 rccsip@rahim-co.comJohor Bahru 607-333 7166 / 333 7170 rccsjb@rahim-co.comKemaman 609-859 3887/859 1887 rccskmn@rahim-co.comKota Bharu 609-748 1252 / 8252 rccskb@rahim-co.comKota Kinabalu 6088-484 995 / 996 rccskk@rahim-co.comKuala Terengganu 609-622 7508 rccskt@rahim-co.comKuantan 609-513 6633 rccsktn@rahim-co.comKuching 6082-235 998/236 998 rccskch@rahim-co.comMalacca 606-284 8237/284 7286 rccsmal@rahim-co.comPenang 604-229 9913 / 229 9013 rccspg@rahim-co.comPetaling Jaya 603-7957 9528 rccspj@rahim-co.comSeremban 606-763 2492/764 8151 rccssbn@rahim-co.comSungai Petani 604-422 1619 rccssp@rahim-co.comTemerloh 609-296 5044 / 296 5042 rccstmh@rahim-co.com

INTERNATIONAL ASSET CONSULTANTS

JB JURUNILAI BERSEKUTU SDN. BHD.(Co. No.:243121 W) (Board of Valuer’s Registration No: VE(1) 0161)

DEVELOPMENT & CONSULTANCYESTATE AGENCY SERVICESVALUATION (LAND & BUILDING)AUCTION SERVICES

DUE DILIGENCE CONSULTANCYASSET MANAGEMENTVALUATION (PLANT & MACHINERY)RESEARCH & CONSULTANCY

CORPORATE MANAGEMANT OFFICE18th Floor, Menara Tun Razak, Jalan Raja Laut, 50350 Kuala Lumpur

Tel: 603-2693 3337, 603-2711 0156 / 57 Fax: 603-27110158, 603-2691 1759

E-mail: jb_corporateoffice@jurunilai.com.my Website: www.jurunilai.com.my

KUALA LUMPURNo. 76-2, Jalan 1/76D, Desa Pandan55100 Kuala LumpurTel: 603-92818088Fax: 603-92816601E-mail: jb_kualalumpur@jurunilai.com.my

SUBANG JAYANo. 60-A, 1st Floor, Jalan SS 15/4D47500 Subang Jaya, Selangor Darul EhsanTel: 603-56388966Fax: 603-56388740E-mail: jb_subang jaya@jurunilai.com.my

KAJANGNo. 42 & 43, Mezzanine FloorWisma K.P. Loh, Jalan Besar43000 Kajang, SelangorDarul EhsanTel: 603-87348821Fax: 603-87348831E-mail: jb_kajang@jurunilai.com.my

BUTTERWORTHNo. 28A, Jalan PERDA SelatanBandar PERDA, 14000 Bukit MertajamPulau Pinang Tel: 604-5377112Fax: 604-5301214E-mail: jb_butterworth@jurunilai.com.my

PULAU PINANGNo. 116-A, 1st FloorTaman Sri Tunas, Jalan Mayang Pasir11950 Bayan Baru, Pulau PinangTel: 604-6463175Fax: 604-6463176E-mail: jb_penang@jurunilai.com.my

ALOR SETARNo. 1303, Tingkat 2 & 3, Jalan Tunku Ibrahim05000 Alor Setar, Kedah Darul AmanTel: 604-7317499Fax: 604-7311493E-mail: jb_alorsetar@jurunilai.com.my

SEREMBANNo. 2, Tingkat 2, Kompleks NegeriJalan Dr. Krishnan, 70000 SerembanNegeri Sembilan Darul KhususTel: 606-7622740Fax: 606-7611770E-mail: jb_seremban@jurunilai.com.my

MELAKANo. 122-A, 1st Floor, Jalan Merdeka, Off Jalan Melaka Raya75000 MelakaTel: 606-2815535Fax: 606-2812535E-mail: jb_melaka@jurunilai.com.my

JOHOR BAHRUBilik 416, Tingkat 4, Wisma Daiman64, Jalan Sulam, Taman Sentosa80150, Johor Bahru, Johor Darul TakzimTel: 607-3317378Fax: 607-3317502E-mail: jb_jb1@jurunilai.com.my

Chartered Surveyors,International Property Consultants,Registered Valuers,Property Managers and Real Estate Agents

Kuala Lumpur8th Floor, Tel: (03) 2161 2522Bangunan Getah Asli (Menara), Fax: (03) 2161 8060148 Jalan Ampang, Email:joneslang@jlwmalaysia.com50450 Kuala Lumpur www.jlwmalaysia.com

Johor BahruUnit 8.01, Level 8, Tel: (07) 224 9937Wisma LKN, Fax: (07) 224 993649 Jalan Wong Ah Fook, Email:johor@jlwmalaysia.com80000 Johor Bahru www.jlwmalaysia.com

4 Colour (RM) B/W (RM)

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Inside Back Cover 1,300.00 1,000.00

Outside Back Cover 1,500.00 1,200.00

Centre Spread 2,200.00 1,600.00

Inside Full Page 950.00 650.00

Half Page 400.00

Quarter Page 300.00

Spot Colour Surcharge 200.00(Additional Colours)

TECHNICAL DATAPage Size 8¼” x 11¾”. Positive film and colour separations(with progressive proof) must reach the publisher threeweeks before the publication deadlines of the first of March,June, September and December.

THE MALAYSIAN SURVEYORADVERTISEMENT RATES

50 Vol.45 No.4 2010

THEMALAYSIANSURVEYOR

International Property Consultants, Valuers, Estate Agents,Property Manager & Auctioneers

HQ/KL OFFICE JB OFFICEVPC Alliance (KL) Sdn Bhd VPC Alliance (JB) Sdn BhdSuite 1701, 17th Floor, Central Plaza Suite 808, 8th Floor, City Plaza34 Jalan Sultan Ismail 21 Jalan Tebrau50250 Kuala Lumpur 80300 Johor BahruTel: 03-21488968 Tel: 07-3355188Email: vpcakl@vpc.com.my Email: vpcjb@streamyx.comWebsite: www.vpc.com.my

PJ OFFICE PENANG OFFICEVPC Alliance (PJ) Sdn Bhd VPC Alliance (Pg) Sdn Bhd6, 1st Floor, Jalan SS26/4 No. 36, Jalan Bagan 31Taman Mayang Jaya Taman Bagan 47301 Petaling Jaya 13400 ButterworthTel: 03-78800155 Tel: 04-3321111/3313392Email: vpcpj@streamyx.com Email: vpcpg@streamyx.com

KOTA KINABALU OFFICE ALOR SETAR OFFICEVPC Alliance (Sabah) Sdn Bhd VPC Alliance (Alor Setar) Sdn BhdSuite 9.1, Level 9 18A-2, Wisma KurniaWisma Great Eastern Life Lebuhraya Darulaman65 Jalan Gaya 05100 Alor Setar88000 Kota Kinabalu, Sabah Kedah Darul AmanTel: 088-216503/088-216504 Tel: 04-7301777/7315078Email: vpcem888@tm.net.my Email: vpckd@myjaring.my

SARAWAK OFFICE MENTAKAB OFFICEVPC Alliance (Sarawak) Sdn Bhd VPC Alliance (East Cost) Sdn BhdLots 216 & 217 (2nd Floor) 129A, Jalan TemerlohJalan Haji Taha 28400 Mentakab93758 Kuching, Sarawak Pahang Darul MakmurTel: 082-419200 Tel: 09-2772277Email: vpckc@streamyx.com Email: vpceastcoast@gmail.com

Associated Offices in Singapore, Thailand, Indonesia, China, Hong Kong, Japan, Taiwan & India

JS VALUERS PROPERTY CONSULTANTS SDN BHDRegistered Valuers - Property Manager & ConsultantsReal Estate Agents - Compensation & Rating Valuers

Unit No. B-11-15, Block B, Megan Avenue II, 12 Jalan Yap Kwan Seng, 50450 Kuala LumpurTel: 03-21624133 Fax: 03-21624188

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

OFFICES AT

KOTA KINABALU, SABAH IPOH, PERAKUnit No. B1123, 11th Floor Lot 114A-1 (Ground Floor)Wisma Merdeka Phase II Kaying Association BuildingJalan Tun Razak 114 Jalan Sultan Yussuf88000 Kota Kinabalu 30000 IpohTel: 088-254877 (5 lines) 216502 Fax: 088-256812 PerakEmail: kotakinabalu@jsvaluers.com.my Tel: 05-2418098, 2419098 Fax: 05-2412098

Email: ipoh@jsvaluers.com.my

SANDAKAN, SABAH MIRI, SARAWAK1st Floor, Lot 4, Block 11 Lot 760, 1st FloorLorong 2, Bandar Indah Jalan MerpatiMile 4, Jalan Utara 98008 Miri, SarawakSandakan, Sabah Tel: 085-418101, 428101 Fax: 085-413101Tel: 089-217013, 229117 Fax: 089-220614 Email: miri@jsvaluers.com.myEmail: sandakan@jsvaluers.com.my

TAWAU, SABAH MELAKALot 5, Block 31, 2nd Floor 669A, Jalan Melaka Raya 8Fajar Complex Taman Melaka Raya91000 Tawau 75000 MelakaTel: 089-765621, 765622 Fax: 089-765623 Tel: 06-2833338 Fax: 06-2868400Email: tawau@jsvaluers.com.my Email: melaka@jsvaluers.com.my

PENANG BATU PAHAT, JOHORERoom 105, 1st Floor 32A-1B, 2nd Floor(Formerly Southern Bank Building) Jalan RahmatNo.21, Lebuh Pantai 83000 Batu Pahat, Johore10300 Penang Tel: 07-4317327, 4323191 Fax: 07-4317327Tel: 04-2625003, 2624985 Fax: 04-2634525 Email: batupahat@jsvaluers.com.myEmail: penang@jsvaluers.com.my johore@jsvaluers.com.my

SUBANG JAYA, SELANGOR RESEARCH & CONSULTANCYNo. 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: selangor@jsvaluers.com.my 50450 Kuala Lumpur,

Tel: 03-21624133 Fax: 03-21624188Email: consultancy@jsvaluers.com.my

PA INTERNATIONAL PROPERTY CONSULTANTS SDN BHD• Registered Valuers • Property Consultants • Real Estate Agents •• Property Managers • Plant & Machinery Valuers • Auctioneers •

Your property is our priorityhttp://www.pa.com.my

HEAD OFFICE (JOHOR BAHRU)Suite 1101, 11th Floor, Johor Tower,

15, Jalan Gereja,80100 Johor Bahru,Johor Darul TakzimTel : 07-2232762Fax : 07-2241780

Email : pajb@pa.com.my

KUALA LUMPUR OFFICE29A & 31A, Jalan 52/1,Petaling Jaya New Town,

46200 Petaling Jaya,Selangor Darul EhsanTel : 03-79585933Fax : 03-79575933

Email : pakl@pa.com.my

KLUANG OFFICENo. 5 & 7, 1st Floor,

Jalan Syed Abdul Hamid Sagaff,86000 Kluang,

Johor Darul TakzimTel : 07-7725168Fax : 07-7722054

Email : pakg@pa.com.my

SEGAMAT OFFICENo. 62-G, 2nd Floor,

Jalan Genuang,85000 Segamat,

Johor Darul TakzimTel : 07-9313299Fax : 07-9313377

Email : pasg@pa.com.my

BATU PAHAT OFFICESuite 3.01, 3rd Floor, Wisma Eng Lam,

No. 9, Jalan Ismail,83000 Batu Pahat,Johor Darul Takzim

Tel : 07-4336855 / 4324577Fax : 07-4324575

Email : pabp@pa.com.my

Chartered SurveyorsRegistered Valuers & Estate Agents

Property ManagersDevelopment ConsultantsGovt. Acquisition Claims

8th Floor, Campbell Complex, 98, Jalan Dang Wangi,

50100 Kuala Lumpur, Malaysia

Tel : (603) 2692 3236Fax: (603) 2692 6457

Email: admin@ppc.com.myWebsite: www.ppc.com.my

Branches:Shah Alam, Penang & Alor Setar

Vol.45 No.4 2010 51

Property Consultancy & Valuation Surveyors

Valuation Surveyors

No. 160-4-8 & 9, Kompleks MaluriBusiness Centre, Jalan Jejaka,

55100 Kuala LumpurTel: 03-9285 3988 Fax: 03-9281 6731

E-mail: appr-1@streamyx.comWebsite: www.appraisal.com

Chartered Valuation Surveyors, Plant & MachineryAppraisers, Estate Agents, Project & Property Managers &

International Property Consultants.Jurukur Berkanun, Jurunilai, Penilai Loji & Jentera, Ejen HartaPengurus Projek & Harta dan Perunding Harta Antarabangsa

CHARTERED & REGISTERED VALUERSESTATE AGENTS PROPERTY MANAGERS

OFFICE:

Bangunan Su Beng, 104, Jalan Dr. Lim Chwee Leong,

10100 Penang.

Tel: 04-2633777 Fax: 04-2636777E-mail: calim@pc.jaring.my

AZMI GROUP OF COMPANIESAZMI & CO SDN. BHD. (77155-D)

(No.Pendaftaran Bersiri V(1)0011)

AZMI & CO (ESTATE AGENCY) SDN. BHD. (127463-T)(No.Pendaftaran Bersiri E(1)0553)

AZMI & CO BUILDING SERVICES SDN.BHD. (475267-U)(No. Pendaftaran Bersiri PM(1)0004)

A9-1-1, Jalan Ampang Utama 2/2One Ampang Business Avenue

68000 AmpangSelangor Darul EhsanTel: (03) 4256 6666Fax: (03) 4252 5252

E-mail: azmico@azmigroup.com.myWebsite: www.azmigroup.com.my

With Branch Offices in:- Shah Alam, Selangor- George Town, Penang- Ipoh, Perak- Batu Pahat, Johor- Kota Kinabalu, Sabah- Kuching, Sarawak

52 Vol.45 No.4 2010

THEMALAYSIANSURVEYOR

MALAYSIA

Kuala Lumpur Johor Bahru PenangB-9-9 Megan Avenue II 9-01, Level 9, Office Tower 12A-A, Jalan Todak 412, Jalan Yap Kwan Seng Johor Bahru City Square Pusat Bandar Seberang50450 Kuala Lumpur 106 Jalan Wong Ah Fook 13700 Prai, PenangTel: (6)03-2161 5355 80000 Johor Bahru Tel: (6)04-398 8111Fax: (6)03-2164 5355 Tel: (6)07-224 2022 Fax: (6)04-398 8181E-mail: kgvlshsb@streamyx.com Fax: (6)07-223 1366 Email: kgvlshpg@streamyx.com

E-mail: johor@kgv-lsh.com

SHAH ALAM:Lot 02-19C, Tingkat 2, Kompleks PKNS,40000 Shah AlamSelangor Darul Ehsan.

Tel: 03 ~ 55105540 , 55105497Fax: 03 ~ 55196894Email: mnvaluer@gmail.com

KUALA LUMPUR: JOHOR BAHRU:Block B-03-4, Garden City Business Centre No. 62B, Jalan Padi Satu,Jalan Dagang Besar, Taman Dagang Bandar Baru Uda68000 Ampang 81200 Johor BahruSelangor Darul Ehsan Johor Darul Takzim

Tel: 03 ~ 42784990 / 42784991 Tel: 07 ~ 2386255 / 2389024Fax: 03 ~ 42784992 Fax: 07 ~ 2384206Email:mnkl_kez@yahoo.com Email: zul_434@ymail.com.my

PROPERTY CONSULTANTSCHARTERED VALUATION SURVEYORSREGISTERED VALUERSPLANT & MACHINERY VALUERS

KPK Quantity Surveyors (Semenanjung) Sdn.Bhd.18-6 & 18-7 Block B, 18th FloorMegan Avenue II50450 Kuala LumpurTel: 03-2166 8000 Fax: 03-2166 8228E-mail: kpk@kpkqs.com

4th Floor, Suite 1AKomplek Tun Abdul Razak,80000 Johor Bahru, JohorTel: 07-2229 787 Fax: 07-2241 778E-mail:kpkjb@kpkqs.com

No. 22,JAlan Irrawadi10050 Pulau Pinang,Tel: 04-2291 599 Fax:04-2291 591E-mail: kpkpg@kpkqs.com

KPK GROUP - Other OfficesSarawak, Sabah, Singapore, Indonesia,Hong Kong, Vietnam, China, Thailand,India & UAE

Quantity Surveyors

Job VacancyQuantity SurveyorsRanhill WorleyParsons has a staff of over700 in its Kuala Lumpur office and providesproject management and multi-disciplineengineering services to offshore oil & gas andonshore petrochemical industries.

It is seeking quantity surveyors to preparestructural steel material take-off and weightcontrol reports for offshore platforms.

He or she should be diploma or degree qualified,well organized and careful in his or her work.

Those interested should email their CVs and relevantdetails to

Bernardine.anthony@worleyparsons.comOr call +603-2039-9985

Vol.45 No.4 2010 53

Property Consultancy & Valuation Surveyors

Quantity Surveyors

JUBM Sdn Bhd(27638-X)

In Association withDAVIS LANGDON & SEAH (M) SDN BHD

(520443-H)

quantity surveyors : construction cost consultantsjuru ukur bahan : penasihat ekonomi pembinaan

MANAGED SOLUTIONS:Maximising value for clients investing in infrastructure,

construction & property

Over 50 years of construction cost management...in trusted hands

DAVIS LANGDON & SEAH INTERNATIONALIn association with

Davis Langdon & Seah: Brunei, China, Hong Kong, India, Indonesia, Japan, Kazakhstan, Korea, Macau, Malaysia, Pakistan, Philippines, Singapore, Thailand, Vietnam

Davis Langdon: Australia, New Zealand, France, Germany, Italy, Netherlands, Spain, Ireland, United Kingdom, Botswana, Mozambique, Nigeria, South Africa, Bahrain, Lebanon, Qatar, UAE, United States of America

Petaling JayaWisma JUBM, 2 Jalan PJU 5/15Kota Damansara47810 Petaling Jaya Selangor Darul Ehsan Tel: 03-61569000 Fax: 03-61578660

PenangSuite 3A.3, Level 3A, Wisma Great EasternNo. 25 Lebuh Light10200 PenangTel: 04-2642071 / 2642072 / 2642073Fax: 04-2642068

Johor Bahru49-01 Jalan Tun Abdul RazakSusur 1/1 Medan Cahaya80000 Johor Bahru, Johor Darul TakzimTel: 07-2236229Fax: 07-2235975

Kota KinabaluSuite 8A, 8th Floor Wisma Pendidikan, Jalan PadangP O Box 1159888817 Kota Kinabalu, SabahTel: 088-223369Fax: 088-216537

Kuching3rd Floor, No. 2 Jalan Song Thian Cheok93100 Kuching, SarawakTel: 082-232212Fax: 082-232198

MS ISO/IEC GUIDE 62:1999QS 02121999 CB 01

ACCREDITED CERTIFICATION BODYMALAYSIA

PERUNDING KOS PEMBINAAN & PENGURUS PROJEK

14A, Jalan Bandar 3,Taman Melawati,

53100 Hulu KelangSelangor Darul Ehsan

Tel: 03-41075970 , 41084452Fax: 03-41073044

E-mail : gjbahan@yahoo.com.my

(Lembaga Juruukur Bahan Malaysia Permit No: 1993/FP00005

Jurukur Bahan PerdanaNo:16-A Jalan 17/54 (Section 17)Taman Tan Sri Lee Yan Lian46400 Petaling JayaSelangor Darul EhsanMalaysia

Tel No: 603-79566699Fax No: 603-79550281

Email: jbp@streamyx.com, perdana@jbp.com.my

Jurukur Bahan & Perunding Kos Binaan

Quantity Surveyors & Construction Cost Consultant

29A, Jalan SS 4C/5,Taman Rasa Sayang47301 Petaling Jaya

Selangor Darul EhsanMalaysia

Tel: 03-7803 7795 / 96Fax: 03-7803 7791

E-mail: ksk_a@streamyx.com

54 Vol.45 No.4 2010

THEMALAYSIANSURVEYOR

J.B. BERGABUNGBQSM Permit No : 1993/FP00037MOF Register No : 455-00000555

JURUKUR BAHAN & PERUNDING KOS BINAAN

QUANTITY SURVEYORS &CONSTRUCTION COST CONSULTANTS

42-B, Jalan Kuning, Taman Pelangi,80400 Johor Bharu,Johor Darul Takzim.

Tel : 07-332 2872 , 332 2888Fax : 07-3325255

Email : jbbg.jb@gmail.com

Quantity Surveyors : Juru Ukur BahanConstruction Cost : Penasihat Ekonomi PembinaanConsultantProject Managers : Pengurus Projek

PENANG OFFICE56D, 1st & 2nd Floor, Perak PlazaJalan Perak, 10150 Penang, MalaysiaTel: 04-2285441 Fax: 04-228 5546Email: jubutara@gmail.com

No. Pendaftaran :LEMBAGA JURUUKUR BAHAN MALAYSIA : 1992/FS00025

KEMENTERIAN KEWANGAN : 00000575

JURUKUR BAHAN PROFESIONAL &PERUNDING KOS BINAAN

PROFESSIONAL QUANTITY SURVEYORS &CONSTRUCTION COST CONSULTANTS

25 Pent, Jalan SS 15/8A,47500 Subang Jaya

Selangor Darul Ehsan

Tel: 03-5633 6748, 5633 6753Fax: 03-5634 8254

E-mail:juba@juba.com.my

Construction Economist & Cost Consultant

Quantity Surveyors

Vol.45 No.4 2010 55

Jurukur Bahan & Perunding Kos BinaanQuantity Surveyors &

Construction Cost Consultants

5th Floor, Blue Wing, Pro-Centre BuildingLot 330, 8th Miles, Jalan Hulu Kelang

68000 Selangor Darul Ehsan

Tel: 03-4106 3250Fax: 03-4106 3254

E-mail: rqs_team@yahoo.com

CHARTERED QUANTITY SURVEYORS ANDCONSTRUCTION COST CONSULTANTS

No. 18-1 Jalan PJS 8/12, Dataran Mentari, 46150 Petaling Jaya, SelangorTel: 03-56329999 (Hunting Line) Fax: 56363723 / 56367723

E-mail: ymfkl@streamyx.comLembaga Juruukur Bahan Malaysia Permit No. 1993/FC00009

YONG DAN MOHAMMAD FAIZ (SABAH)Block M Lot 4, 3rd Floor, Sinsuran Shopping Complex,

No. 11-3, Jalan Tun Fuad Stephens. P.O.Box 1234088826 Kota Kinabalu, Sabah Tel: 211626 & 211378

Fax:211873 LJBM Permit No. 200/FP00282

In Association With Rider Levett BucknailSingapore, Hong Kong, Jakarta, Bangkok, Vietnam, China, Phillipines,

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

chartered quantity surveyors,development cost consultantsjuruukur bahan berkanun

65-C, Jalan SS21/60,Damansara Utama,47400 Petaling Jaya,Selangor Darul Ehsan.Tel : 03-7726 2985, 7726 1096, 7725 2019Fax: 03-7726 1572E-mail : mqsconsult@yahoo.com /

mqs@streamyx.com

UKUR BAHAN KONSULTQUANTITY SURVEYORS & BUILDING ECONOMISTS

NO. 16-A, JALAN PERSIARAN ZAABA

TAMAN TUN DR. ISMAIL

60000 KUALA LUMPUR

Tel : 603-7729 8100 (4 Lines)Fax : 603-7727 1636E-mail : ubkqs@tm.net.my

ubkqssb@gmail.com

THEMALAYSIANSURVEYOR

56 Vol.45 No.4 2010

Permit No.109 (S.P)

CURRENT CORRESPONDANCE ADDRESS:

No.1-5, Block D2,Jalan PJU 1/39, Dataran Prima,47301 Petaling Jaya.

Tel : 03-7803 3553Fax: 03-7803 3554Email: admin@kuantikonsult.com.my

KL OfficeAddress : The Place 3-3A, Jalan PJU 8/5G,

Perdana Business Centre, 47820 Damansara PerdanaSelangor Darul Ehsan.

Tel : 03-7726 6090Fax : 03-7725 6090E-mail : amd05@streamyx.com

Ktn OfficeAddress : A193, IM 16/1, Bandar Indera Mahkota,

25200 Kuantan, PahangTel : 09 5722 786Fax : 09 5722 788E-mail : jobaba@streamyx.com

Perunding Ukur Bahan/Ekonomi Pembinaan/Pengurusan ProjekConsultant Quantity Surveyor/ Building Economist/Project Management

KL Office:No.49A, Jalan SG 3/10, Taman Seri Gombak

68100 Batu Caves, Selangor Darul EhsanTel: 03-61861337/61895060 Fax: 03-61890094

E-mail: prokoskonsult@hotmail.com

JB Office:PRO KOS KONSULT SDN. BHD

No. 41-01, Jalan Pulai Perdana 11Taman Sri Pulai Perdana

81110 Johor Bahru, Johor Darul TakzimTel: 07- 5208395 Fax: 07-5208421E-mail: prokos_konsult@yahoo.com

Quantity Surveyors

Construction Economist & Cost Consultant

With Compliments

Vol.45 No.4 2010 57

JohorNo 25-02, Jln Pendidikan 3, Tmn Universiti

81300 Skudai, JohorTel/Fax: 07-5217675

Email: jsjohor@jurukursetia.com

PahangNo. 43A, Jalan Sekilau 1, Bukit Sekilau

25200 Kuantan, PahangTel/Fax: (609) 5126685

Email: jspahang@jurukursetia.com

JURUKUR PERUNDING SERVICES SDN BHD (HEADQUARTERS)No. 7 Jalan Industri PBP 3

Taman Industri Pusat Bandar Puchong47100 Puchong, Selangor Darul Ehsan

Tel no.: 03-5623 3228Fax no.: 03-8062 2999 & 03-8061 3399

E-mail: director@jpsurveys.comWebsite: www.jpsurveys.com

JOHOR KEDAHNo. 5-01, Jalan Pulai Perdana 145-B & 146-B Tingkat 211/2 Taman Seri Pulai Perdana Kompleks Alor Setar81110 Skudai Lebuhraya Darul AmanJohor Darul Takzim 05100 Alor Setar, Kedah Darul AmanTel no.: 07-520 4328 Tel no.: 04-731 2604 / 04-731 0663Fax no.: 07-521 4328 Fax no.: 04-731 6560Attn: Sr. Teo Chee Hai Attn: Sr. Geh Thuan Hooi

MELAKA PULAU PINANGNo. M1-4-31 76 Jalan Lim Lean TengKompleks Yayasan Belia Sedunia 11600 Pulau Pinang(WYF Complex) Tel no.: 04-281 8488 / 04-281 6794Leboh Ayer Keroh Fax no.: 04-281 648875450 Melaka Bandaraya Bersejarah Attn: Sr. Raja Ahmad Kahar b. Raja AriffTel no.: 06-231 8070 / 06-231 8235Fax no.: 06-233 1735Attn: Sr. Mahadi Suboh

TERENGGANUBRUNEI DARUSSALAM 46-B, Tingkat 2Unit 11, 2nd Floor, Block C Jalan Sultan Zainal AbidinKg. Pengkalan Gadong BE 3719 20000 Kuala TerengganuNegara Brunei Darussalam Terengganu Darul ImanTel no.: 02-451546 / 02-456357 Tel no.: 09-622 5118Fax no.: 02-456358 Fax no.: 09-631 5118Attn: Pg Hj Matusin Pg Hj Matasan Attn: Sr. Nik Afinde b. Nik Yaakob

PERAKJurukur Perunding Services (Ipoh) Sdn Bhd

50 Jalan Ghazali Jawi31400 Ipoh, Perak Darul Ridzuan

Tel no.: 05-545 0077 / 05-545 0841Fax no.: 05-547 4658

E-mail: jpipoh@streamyx.comAttn: Sr. Ho Koon Kan , Sr. Zulkifli b. Mat Rais

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 Office20-2, Jalan PJU 5/15, Dataran Sunway,Kota Damansara, 47810, Petaling Jaya, Selangor D.E.Tel : +603-6157 9988 Fax : +603-6157 2145Email: main@put.com.my

Branch Office45A, Lorong PS2, Bandar Perda, 14000,Bukit Mertajam, Seberang Perai, PenangTel : +604-538 3122 Fax : +603-539 3122Email: png_main@put.com.my

Visit our website at : h�p://www.put.com.my

Head Office:No 34A, Jalan BRP1/2Bukit Rahman Putra, Sungai Buloh47000 Selangor Darul EhsanTel: 03-6156 6797, 6156 6696Fax: 03-6156 6659E-mail: qsfocus@gmail.com

Branch Office:No.270A, Jalan Simbang, Taman Perling,81200 Johor Bahru,Johor Darul TakzimTel: 07-2380099Fax: 07-2360011E-mail: qsfocus.jb@gmail.com

PROPERTY DEVELOPMENT COST CONSULTANTCONSULTANT QUANTITY SURVEYORS

PROJECT MANAGEMENT CONSULTANT

No. 2-G, 2nd Floor, Wisma Guru Terengganu, Jalan Hiliran, 21000 Kuala Terengganu,Terengganu Tel: 09-6203565/3566Fax: 09-6203567Email: mazliis@yahoo.com

THEMALAYSIANSURVEYOR

58 Vol.45 No.4 2010

BAHARUDDIN ALI & LOW SDN BHD(R.O.C. No. 63558-U) LJBM No.: 1993/FC00010

Jurukur-Jurukur Bahan Berkanun & Ekonomis PembinaanChartered Quantity Surveyors & Construction Cost Consultants

Head Office217 & 219, Jalan Perkasa Satu,Taman Maluri, Cheras,55100 Kuala Lumpur

Tel: (603) 9285 3744Fax: (603) 9285 5452/6231Email: balow@balow.po.myWebsite: www.balow.po.my

Branch Office72B, Jalan Abiad, Taman Tebrau Jaya,80400 Johor Bahru, Johor Darul TakzimTel: (607) 333 8480Fax: (607) 333 9614Email: balowjb@streamyx.comWebsite: www.balow.po.my

Building Surveyors

P-CON Building Surveyors Sdn. Bhd. Company No. 815157 W)

Business Associate: BSC Building Surveyors & Consultants

Dilapidation SurveysPre & Post-Construction Condition SurveysBuilding Condition SurveysBuilding Defects Survey - Inspections, investigations & rectifications - Pathology & diagnosis

Pre-Purchase Building Surveys/ Due Diligence SurveysWater Seepage/ Leakage Problem SurveysWaterproofing Tests & Water Pressure TestsProperty Damage Due to Construction/ Development WorksPre-Leasing Condition Surveys

MAIN OFFICE: No. 41-C, Jln TK1/11A, Tmn Kinrara, 47180 Puchong, Selangor, Malaysia.admin@p-consurvey.comTel: 03 – 8070 2661Fax: 03 – 8070 7016

JOHOR OFFICE:No. 61, Jalan Indah 4/6, Taman Bukit Indah, 81200 Skudai, Johor Bahru.jb@p-consurvey.comTel: 012 – 235 3468Fax: 07 – 236 6744

Website: www.p-consurvey.com

No. 41A, JALAN SS 15/447500 SUBANG JAYA, SELANGOR

TEL: 603-56335361/03-56335362 Fax: 603-56 33 52 92EMAIL: ksnls@hotmail.com

ksnair1@hotmail.com

SURVEY SERVICES : LAND TITLE SURVEY

SUB-DIVISION OF BUILDING (Strata title)

UNDERGROUND LAND (Stratum title)

TOPOGRAPHICAL & ENGINEERING SURVEYS

PHOTOGRAMMETRIC SURVEY

SPATIAL DATA

GPS SURVEYS

A variety of sponsorship packages that should meet your brand, networking objective and marketing strategies is offered. An overview of the sponsorship packages are as shown below.

For further information please contact:Ms. Katherine ThiangTel: 03-7654 8358 / Fax: 03-7955 0253Email: secretariat@ism.org.my

Secretariat,The Institution of Surveyors, Malaysia,3rd Floor, Bangunan Juruukur, 64-66 Jln. 52/4, 46200 Petaling Jaya, Selangor.

A) Promotion / Marketing

Opportunity to display company's logo on:- conference/exhibition related publications

- conference banners / backdrops

- conference publicity email flyer

- email confirmation of registration to participants

- gift to speakers

- floor plan at exhibition area

- display boards at main lobby

Pre-conference publicity:Email blast on Company's participation to participants

Colour advertisement in conference program book

Corporate profile, logo and hyperlink in conference official website

Corporate profile, logo, website and contact details in conference program book

Exposure During Conference:Display of corporate banner at plenary sessions / break sessions

Corporate item(s) in conference bag

Special mention in opening and closing sessions

Post-Conference Benefits:Use of SEASC & ISC 2011 logo for 6 months after event

Email contact list of participants

B) Conference ParticipationFull delegate registration for conference

Invitation to conference dinner

Invitation to networking lunch

Exhibition space booth- standard booth of 3m x 3m or equivalent of 9 sq. m.

C) Content MomentsOrganisation of corporate session

Platinum

US$25,000

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full page

200 words

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2

2

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5

3

10

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TitaniumPOA

Gold

US$17,000

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full page

150 words

150 words

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1 (flyer only)

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Silver

US$10,000

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half page

100 words

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3

Sponsor

US$7,000

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Exhibitor

US$2,500

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Sponsor &Exhibitor Package