surveyor 46.3.4 surveyor 01-40 - the official rism website€¦ · sr mokhtar azizi b mohd din,...

The 50th RISMAnnual General Meeting

Session 2010-2011

Managing StressThe Connection between

Thoughts, Feelings & Stress

Conferment of

to RISM

The 50th RISMAnnual General Meeting

Session 2010-2011

Managing StressThe Connection between

Thoughts, Feelings & Stress

Vol.46 No.3 2011

Anniversary1961–2011

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DATE ACTIVITIES/EVENTS LOCATION/VENUE 27 January Visit to Persatuan Bagi Kebajikan Anak - Anak

Terencat Akal) – Charity Project Kuching

17 February Launching Of Commemorative Book Crowne Plaza M utiara Hotel, KL

18 February Zero KM Project – Identifying The Starting Point Of A Distance

Kota Kinabalu

19 February One Malaysia Gatherin g /Open House ISM Johor’s new Bldg in UTM 19 - 20 February Career Guidance (Exhibition in International

Education Fai r with other professional bodies) K u ching

26 - 28 February GLS Division Junior Organisation for Geomatic and Geoinformatic Students (JOGGS) Sub - Committee with the theme ”Geomatics Capability Enhancement Projet

Akedemi Pembangunan Belia Malaysia (APBM) Pasir Panjang, Port Dickson

28 February GLS Division - Charity visit to Rumah Seri Kenangan, Seremban

Seremban, NS

23-24 April Futsal Tournament Ampang Sports Planet

20 March Family Walk/Gotong Royong Bukit Gasing, PJ 22 - 23 March 4 th ISM Sabah Surveyors Cong ress Promenade Hotel, KK 25 March ISM Northern Branch’s Surveyors’ Congress Penang 26 March a. Sarawak Branch’s AGM

b. Northern Branch’s AGM Kuching Penang

March/April RISM-ICI Library Project PJ/KL 2 April a. Sports Carnival

b. Surveyors Career Day c . Official Opening of ISM Building

Inspen UTM, Skudai Block M40, UTM, Skudai

16 April RISM Open Day Kuching 23 April Amazing Property Hunt Penang

30 April Treasure Hunt Kota Bharu 23 - 25 May Seminar on “The Wealth Of Iskandar

Malaysia” Persada Johor Inte rnational Convention Centre, JB

May RISM’s 50 th Family Day Taman Desa Water Theme Park, KL

7 May RISM Sarawak Anniversary Dinner Kuching 20 May Northern Branch’s Annual Dinner Penang 11 June Golf Tournament Selangor/KL 22 - 24 June 11 th SEASC & 13 th ISC PWTC, KL 25 June

50 th Anniversary Dinner

50 th AGM PWTC, KL

8 July Hotel Istana, KL

June/July BS International Congress Penang June/July Historical Site Treasure Hunt & Family Day Penang July RISM Johor Branch’s Annual Dinner Persada Johor International

Convention Centr e, JB

July - September Tg Dato Project: � Railing for Lookout Point � Marking of Sea Coast Boundaries

Kuching

August RISM Charity Golf Kuching 19 - 20 September QSIC Penang October Community Projects:

� CPR Training � Blood Donation � Heritage Mark The Trail

Penang

October/November 22 nd NREC PJ/KL

RISM’S 50TH YEAR CELEBRATIONS CALENDAR OF EVENTS FOR 2011

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, whichare intended only as a gloss on authorisedreports. Rights of translation andreproduction reserved.

PresidentSr Ahmad Fauzi b Nordin, FRISM

Hon. Secretary GeneralSr Dr. Mohd Yunus b Mohd Yusoff, MRISM

Editorial Board

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

Sub EditorProf. Sr. Dr. Wan Muhd Aminuddin Wan Hussin, FRISM

MembersSr Firdaus b Musa, FRISM Sr Dr. Adi Irfan b Che Ani, MRISM Sr Mazlan b Mohd Tahir, MRISM Sr Dr. Hj Md Said @ Mohd Zaid b Abdullah, FRISM Sr Dr. Helmi Zulhaidi b Mohd Shafri, MRISM Prof. Sr Dr. Hj Wan Muhd Aminuddin b Wan Hussin, FRISM Sr Mokhtar Azizi b Mohd Din, MRISM Sr Mohd Shazali b Sulaiman, MRISM Assoc. Prof. Sr Dr. Azman b Mohd Suldi, MRISM Sr A. Mahadevan, FRISM

Secretary to the BoardZarinah bt. Danial

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

Subscription Rates for Non-Members (Quarterly 4 issues)Local RM48Overseas ASEAN countries US$30

Asia & Australia US$40Europe, Africa & America US$55

Publishing ConsultantDeCalais Sdn BhdD-3-8, Plaza Damas60, Jalan Sri Hartamas 1Sri Hartamas50480 Kuala LumpurT +603 6201 8857F +603 6210 8850E: [email protected]

Editorial

RISM Activities11th South East Asian Survey Congress(SEASC) and 13th International Surveyors'Congress (ISC)The 15th PAQS Congress 2011The 2nd International Building ControlConference Towards Sustainable BuiltEnvironmentVisit by Students of Universiti TeknologiMalaysia International Campus Kuala Lumpurto RISM

Celebration Activities for the50th AnniversaryPresident's Address at the RISM's 50thAnniversary Dinner & Conferment of RoyalStatusEGM on the Proposed Amendments to theConstitution and Bye-LawsThe 50th RISM Annual General Meetingsession 2010-2011

RISM In The NewsInstitution of Surveyors Malaysia ConferedRoyal Status By DYMM Sultan of SelangorLoh Takes Over BIM

Announcements

Peer Review ArticleProperty Development Joint Venture InMalaysiaSr. Siti Hafsah Zulkarnain, Suriyana Mustafar, Nur Medeena

Mahamood

Potensi Penjanaan Tenaga Ombak Di MalaysiaKhairul Nizam Abdul Maulud, Othman A. Karim,

Kamaruzzaman Sopian

Property WatchIs Starhill REIT Still a Retail Sector REIT?Associate Professor Sr Dr. Ting Kien Hwa FRISM

ManagementConflict Resolution Managing Difficult PeoplePaul Endress

Managing StressThe Connection between Thoughts, Feelings &StressW. M. A. Wan Hussin FRISM

RegularsMember UpdatesAdvertisements

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CONTENTS

Conferment of the Royal Status to TheInstitution of Surveyors, Malaysia

EDITORIAL

THE MALAYSIAN SURVEYOR | Vol.46 | No.3 | 2011

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The 50th Anniversary Celebration of the Institutionculminated with the conferment of the RoyalStatus by his Royal Highness Sultan SharafuddinIdris Shah Alhaj Ibni Almarhum Sultan SalahuddinAbdul Aziz Shah Alhaj, Sultan of the State ofSelangor Darul Ehsan on 28 March 2011. A RoyalDinner was held on 14 September 2011 at theIstana Hotel, Kuala Lumpur to commemorate thislandmark event. With the conferment, theInstitution is now known as the Royal Institutionof Surveyors Malaysia (RISM) and is the firstprofessional body in Malaysia to be conferred theRoyal Status.

Every members of the Royal Institution has nowthe responsibility to uphold the image andintegrity of the Institution and the surveyingprofessions. The Royal Status of the Institutionendow on each members in the public andprivate sector the duty to perform their duties andresponsibilities in an utmost professional mannerguided by the best professional standards,guidelines and practice.

Members should play a more significant role notonly in their surveying professions but also to bemore visible and active in contributing to thesociety, community, education, protection of publicinterests, environment and sustainability issues.

The Institution shall contribute towards policymaking, providing comments on current issuesrelating to the surveying disciplines andprofessions particularly on land, building andconstruction in the built and natural environment.

The surveying profession is changing fast resultingin new challenges. RISM needs to provideguidelines for its members and position papers toadvise the authorities to meet the challenges inareas such as globalisation, liberalisation,sustainable development and environment.

To remain relevant, the Institution will continue tofocus on membership development where newmembers are the life-blood of the Institution; topromote and advance the surveying disciplinesand safeguarding the interests of surveyors. TheRoyal Institution should aspire to lead and provideleadership in all matters relating to the surveyingprofession.

Indeed the achievements by RISM in the first 50years are remarkable. We look forward for theRoyal Institution to be dynamic and continue tocontribute towards nation building and helpMalaysia to become a developed nation by 2020.

Associate ProfessorSr Dr. Ting Kien Hwa FRISM

EditorEditorial Board

The Council and all members of Royal Institution ofSurveyors Malaysia would like to extend their

heartiest congratulations to

Congratulations

for his election as the President of Balai Ikhtisas Malaysia (BIM) for the 2011/2012 term.

Sr John S. C. LohKMN, SSA, PJK, PPRISM, FRICS

We are proud and honoured that Sr John S. C. Loh, our Past President, has been recognized for his

services rendered to the surveying profession and the community at large. We hope that his

exemplary services and leadership will motivate younger members in the surveying profession to

scale greater heights.

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Celebration Activities for the Anniversary1961-201150th

President's Address at theRISM’s 50th Anniversary Dinner &

Conferment of Royal Status14 September 2011 at Hotel Istana, Kuala Lumpur

This is indeed an auspicious night for theRoyal Institution of Surveyors Malaysia (or RISM),with Your Majesty gracing the occasion. On top ofthat, I am proud to say that this is the first time in

Malaysia; a prestigious royal status will be officially conferredto a professional institution like ours. Akin to our closeforeign counterpart, the Royal Institution of CharteredSurveyors (or RICS) which was granted royal status fromQueen Victoria in 1881; RISM, after 50 years of existence,will this evening be formally conferred a similar status by HisMajesty, Sultan Sharafuddin Idris Shah Al-Haj Ibni AlmarhumSultan Salahuddin Abdul Aziz Shah Al-Haj. On behalf of theInstitution, I wish to express our heartfelt gratitude andappreciation to DYMM Tuanku for this royal statusconferment, and also for accepting to be our Royal Patron.

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The surveying profession in our country comprises of fourdistinct disciplines, which are closely related to each other.The four disciplines are (1) Building Surveying, (2) Geomaticand Land Surveying, (3) Quantity Surveying and (4)Property Management, Valuation and Estate AgencySurveying. RISM is the umbrella organisation representingthese professions in Malaysia. The membership of RISMcomprises primarily of surveyors in private practice; as wellas surveyors in the public sector, statutory bodies,government-owned agencies, institutions of higher learningand the corporate sector. Currently, more than 5,000professionals are registered as members with RISM.

Over the past 50 years, the Institution has contributed to theeconomic growth of Malaysia, and in particular thedevelopment and management of our built environment.Surveyors of the four disciplines have performed their dutieswith the highest professional and ethical standards. Theyplayed a key role in supporting efficient land markets andland use, as well as effective natural resource andenvironmental management. These functions underpindevelopment and innovation for social justice, economicgrowth and environmental sustainability. With a wealth ofexperienced and professional members, the Institution hadprovided quality services to their clients and this includeproviding invaluable advices to the Government.

RISM started out with two professional bodies in 1961,namely the Malayan Institution of Surveyors and theInstitution of Land Surveyors, before merging to become theInstitution of Surveyors, Malaysia on 19 June 1966. Eventhough RISM is celebrating its 50th anniversary this year, thevarious professions within RISM itself have been inexistence long before that. Land surveying professionals, forexample, have been surveying the nation since 1885. And

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the Department of Survey and Mapping had celebrated its125 years of existence last year. The profession then hadprovided the essential components for land ownership, inthe form of basic survey framework. This framework hadbeen instrumental in catapulting the nation, from an agro-based economy to a manufacturing based economy, andcurrently to a vibrant service oriented one; which in turnwill set the nation to becoming a developed and highincome nation by 2020.

Since its formation in 1961, RISM leadership in thesurveying field has progressed, from within Malaysia tobeyond its shores. RISM has been involved and associatedwith various international Surveying bodies andAssociations, such as the Commonwealth Association ofSurveying and Land Economy (CASLE), International RealEstate Federation (FIABCI), ASEAN Federation of LandSurveying and Geomatics (AFLAG), Royal Institution ofChartered Surveyors (RICS) and the InternationalFederation of Surveyors (FIG); to name just a few. Theassociation and alliance at the international level, evidentlyprovides a good platform to strengthen relationship,between the various professional institutes, and helppromote cooperation and upkeep of the surveyingprofession.

In this regards, I would like to mention some distinguishedRISM members, who are currently leaders in theInternational arena. They include:

Ÿ Past President, Sr Teo Chee Hai, who is currently thePresident of FIG, for year 2011-2014;

Ÿ Past President, Sr Ong See Lian, who is now thePresident of RICS, for the year 2011-2012;

Ÿ Past President Datuk Prof. Sr Dr. Abdul Kadir Taib, thecurrent Chairman of the United Nations Group ofExperts on Geographical Names (UNGEGN); and

Ÿ Past President Sr Elvin Fernandez, the current SecretaryGeneral of Asean Valuer's Association (AVA).

The Institution has played a key role towards nationbuilding, in setting standards for professional services andperformance, as well as establishing code of ethics in thesurveying industry. It will continue to excel in upholding thesurveying profession, and contribute towards thesustainable development of the country. With the rightmental attitude and commitment entrenched in all itsmembers, RISM will continuously strive to be a world classprofessional organisation. This is well encapsulated in our

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strategic plan formulated in 2005, andthe plan stipulated the agreed vision,mission and values of ISM. Amongstothers - we will strive to be a world-classprofessional surveying institution and acentre of excellence in surveying. We willcontinuously review our strategies; inorder to align with current and futureneeds, and to establish concrete way-forward action plans.

To better serve the nation professionally,and to maintain quality amongstmembers, RISM frequently organisesconferences and seminars, both atnational and international levels. This

allows members to further enhance andexpand their knowledge, in keeping withthe advancement of technologies, and tobe more innovative in delivering theirservices. The recently concluded 11thSouth East Asian Survey Congress and13th International Surveyors' Congressorganised by RISM in June 2011 was acase in point. It was a great success thatsurpasses all targets set, with largeparticipation by both local and foreignparticipants. It was duly acknowledged asbeing a world class conference bydignitaries that participated, as well asrelated international industry media.

On the Education front, ISM hasprogrammes with secondary schools andUniversities. This is to educate studentsand to impart knowledge on the role ofthe surveying profession in nationbuilding. Besides that, ISM is also activein its corporate social responsibility,through its involvements in variouscharitable activities, as well as socialprogrammes.

RISM is looking forward to a promisingfuture. It is only right that weacknowledge the fact that we arebuilding on a foundation laid by ourfounding forefathers. And this evening, Iwould like to request everyone here toonce again renew a desire - a desirewhich first germinated in 1961 by ourfounding forefathers - the desire to seethat the Institution continues to provideoutstanding contribution, in thedevelopment of the surveying disciplines,and the endeavour to gain national andinternational recognition. So, in the spiritof this 50th anniversary celebration, it ismy earnest hope that following this, wewill continue to strive for the attainmentof the common goal for our futureprosperity, and the well-being of ourbeloved profession, not only for the next50 years, but also beyond that. And in

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line with the Institution's newly conferredroyal status, we pledge to uphold itsprofessionalism to the highest level at alltimes.

Before I conclude, once again, on behalfof the Institution, I would like to expressmy deepest appreciation and gratitude tohis royal highness, Sultan SharafuddinIdris Shah Al-Haj Ibni Almarhum SultanSalahuddin Abdul Aziz Shah Al-Haj, forhis graciousness in conferring the royalstatus to RISM, and for his acceptance tobe our royal Patron.

I wish to also thank YAM Tengku InderaSetia Selangor, Tengku Datuk Seri AhmadShah Al-Haj, ibni Almarhum SultanSalahuddin Abdul Aziz Al-haj, and YAMTengku Puan Indera Setia Selangor, TunkuIrinah binti Almarhum Tuanku Ja'afar, ourhonourable ministers and their spouses,distinguished guests, fellow surveyorsand all those present at tonight's dinner.Thank you all for coming and being partof this evening's memorable event.

Last but not least, my sincere thanks andappreciation to the organising committeemembers, and the Secretariat for theirhard work and effort, in ensuring thesuccess of tonight's programme.

Thank you. l

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EGM on theProposedAmendments tothe Constitutionand Bye-Laws

The resolution on theproposed amendments tothe Constitution and Bye-Laws due to the "Royal"

status bestowed on the Institution ofSurveyors, Malaysia (ISM) by HisRoyal Highness, the Sultan ofSelangor on 28 March 2011 and toamend the clause 70 (1) and inSection IX, 19 (2) (c) of Bye -Laws atthe Extra Ordinary Meeting held on25 June 2011 at Putra World TradeCentre (PWTC), Kuala Lumpur. A totalnumber of 706 votes were receivedincluding 347 voting forms that wereissued with 359 valid proxy forms.

All the members present votedunanimously in favour of theproposed to include the word "Royal"and ISM to be changed to the "RoyalInstitution of Surveyors Malaysia"with the abbreviation RISM, which ishereinafter referred to as the"Institution" and the Patron of theInstitution is His Royal Highness, theSultan of Selangor and also includingthe initial of all designations. l

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The 50th RISM AnnualGeneral Meeting session 2010-2011

The The Annual General Meeting (AGM) of the ISM was held on 25 June 2011 at Putra WorldTrade Centre (PWTC), Kuala Lumpur. Sr Ahmad Fauzi Nordin becomes the 2011-2012 President of RISM, taking overfrom Sr Elvin Fernandez, who would retire as Immediate Past President. The AGM also announced that Sr Dr. MohdYunus were elected as Honorary Secretary General and Sr Yip Kit Meng as Honorary Treasurer General.

The following Office Bearers and Councilors were declared elected:

Principal Office Bearers PresidentSr Ahmad Fauzi Nordin

Vice President YBhg. Dato' Sr Abdull Manaf Hj Hashim

Honorary Secretary GeneralSr Dr Mohd Yunus Mohd Yusoff

Honorary Treasurer GeneralSr Yip Kit Meng

Council MembersImmediate Past PresidentSr Elvin Fernandez

Vice President Geomatic & LandSurveying DivisionSr Hasan Jamil

Vice President Quantity SurveyingDivisionSr Wong Weng Hong, Eddie

Vice President PropertyManagement, Valuation & Estate AgencySurveying DivisionSr Adzman Shah Mohd Ariffin

Vice President Building SurveyingDivisionBridg. Gen. Sr Hj Mohd Amin MohdDin

Sarawak Branch ChairSr Lau Chai Seng

Sabah Branch ChairSr Sia Siew Fang, Bernard

Johor Branch ChairSr Mohd Farid Naim

Northern Branch ChairSr Lau Wai Seang

East Coast Branch ChairSr Dr. Zainal A Majeed

Chairman, Examination BoardSr Chee Kok Thim

Chairman, Education &Accreditation BoardYBhg. Dato' Seri Sr Hj Md Isahak MdYusuf

Chairman, Board of BuildingManagementYBhg. Dato' Sr Mani Usilappan

Editor, Editorial BoardAssoc. Prof. Sr Dr. Ting Kien Hwa

CouncilorYBhg. Dato' Sr Hj Abdullah ThalithMd Thani

CouncilorYBhg. Dato' Prof. Sr Dr. Abdul KadirTaib

CouncilorProf. Sr Dr. Hj Wan MuhdAminuddin Wan Hussin

CouncilorSr Hj Syed Mohamad Nasir SyedTahir

CouncilorAssoc. Prof. Sr Dr. Hjh Wan MaimunWan Abdullah

CouncilorSr Roznita Othman

CouncilorSr Low Han Hoe

CouncilorSr Mohd Zam Mustaman

CouncilorProf. Sr Dr. Md Najib Ibrahim

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11th South EastAsian Survey

Congress (SEASC)and 13th

InternationalSurveyors'

Congress (ISC)

The combined event of 11th SEASCand 13th ISC was successfully held on 22- 24 June 2011 at Putra World TradeCentre, Kuala Lumpur and organised in

conjunction with and as part of RISM's 50thAnniversary celebration. RISM in collaboration withASEAN Federation of Land Surveying andGeomatics (AFLAG) and the Royal Institution ofChartered Surveyors (RICS) were most honouredand privileged to play host to both prestigiousevents. The theme of the event was "InnovationTowards Sustainability". It was officiated by theHonourable Minister of Natural Resources andEnvironment, Malaysia, YB Dato Sri Douglas UggahEmbas.

The Congress highlighted its initiatives aimed atencouraging the convergence, sharing and use ofinnovative technologies and knowledge as well asother initiatives to forge new collaborations andidentify potential avenues for research,development and innovation across all relateddisciplines for the benefit of the profession andthe community towards sustainable development.

A total 859 participants from Malaysia, Singapore,South Korea, Brunei, Indonesia, China, Australia,Hong Kong, Philippines, Macau, UK, USA, Italy,Vietnam, Cambodia, Thailand, Belgium, Trinidad,Pakistan, Germany, Saudi Arabia, Holland andTaiwan attended. The participants were pleasedwith the contents of the presentation and foundthe overall Congress to educational andinformative. l

The Professional Journal of Royal Institution of Surveyors MalaysiaR

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Keynote Sessioni. Dr Keith Clifford Bell, The World Bank

Focusing on Innovative and Sustainabilityin Rural and Urban Land Development:Experiences from World BankDevelopment Support for Land Reform

ii. Prof. Ian Williamson, The University ofMelbourne Lessons for Federal Countries that haveState Land Registries - The AustralianExperience

iii. Mr Brent Jones, ESRi's Industry Managerfor Survey, Cadastre & Engineering GIS, Sustainability and the Surveyor

iv. Mr Goh Cheok Weng, Managing Directorof ICI Paints (M) Sdn Bhd

The keynote papers were presented by:


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Plenary Sessioni. Dr Abbas Rajabifard, President of the Global

Spatial Data Infrastructure (GSDI) AssociationSpatially Enabled Societies - the Global Perspectiveand the Role of Surveyors

ii. Prof. Chris Rizos, Vice President InternationalAssociation of Geodesy "Out with the Old, in with the New": Geodesy as anEarth Observation Discipline SupportingEnvironmental Monitoring and SustainabilityAgendas

iii. Mr Christiaan Lemmen, Director, InternationalOffice for Cadastre and Land Records - FIG Society Driven Innovations in Land Administration

iv. Prof. William Cartwright, President InternationalCartographic Association Collaborative, Crowd-Sourced and Self-GeneratedMaps: Opportunities, Issues and Challenges for theCartography / Giscience Community

v. Prof. Roger Flanagan, Professor of ConstructionManagement, University of Reading Technology Innovation for a Sustainable Business

vi. Ing. Robert Sinkner, Chair Commission 10(Construction), FIG Sustainable Development in using of Maps andGeospatial Data for GIS/MIS System in Comparisonwith Availability of Graphical Data in the lastCenturies in the Czech Republic and in Europe

vii. Dr Ann Heywood, Principal, The College of EstateManagement, United Kingdom Encouraging the Green Occupier

viii. Sr Elvin Fernandez, President of Royal Institutionof Surveyors Malaysia (RISM)Innovation Towards Sustainability in the SurveyingDiscipline of Valuation

ix. Sr Ong See Lian, President-Elect Royal Institutionof Chartered Surveyors (RICS)Imagineering the Built Environment Industry andProfession

x. Mr Heera Singh, HEERA Training andManagement Consultancy Managing Innovation and Change

xi. Dr Michael Sutherland, Chair Commission 4(Hydrography), FIG Implementing a Marine Cadastre

xii. Prof. Michael L. Riley, Director School of BuiltEnvironment, Liverpool John Moores University,United Kingdom Sustainable Property Management Good Practice:Lesson to Learn

xiii. Mr Chris Gibson, Vice President & ExecutiveCommittee Member TRIMBLE Enabling Productivity and Sustainability throughInnovation


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The 15th PAQSCongress 2011

The 15th Pacific Associationof Quantity Surveyor (PAQS)World Congress was held inColombo, Sri Lanka on 23 to 26

July 2011. The event was graced by thePower and Energy Minister, ChampikaRanawaka and Deputy Minister ofFinance and Planning, GitanjanaGunawardena. The keynote speech of theforum was given by Peter Cox.

The theme selected for the Congress was"Cost Management in a World Emergingfrom Adversity". This has emerged as aresponsive call to the realities that mostcountries in the world are facing today,adversity in many forms and the need toemerge from them.

The Congress is an international platformwhere the top professionals from theglobal industry are encouraged tocollaborate and network towardsprofessional advancement anddevelopment of the construction industrythrough sharing strategies, knowledgeand from countries in Asia Pacific regions.

The Malaysian delegates during the farewell dinner

The delegates from Malaysia during the opening ceremony

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The 2nd International Building ControlConference Towards Sustainable Built Environment

The 2nd InternationalBuilding Control Conference (IBCC)was held on 11 and 12 July 2011 atG Hotel, Penang with the theme

"Challenges and Innovations in BuildingPerformance and National AssetManagement'. It was launched by YBhgDato Sr Hj Abdull Manaf Bin Hj Hashim,Senior Director of Contract & QuantitySurveying Division, Department of PublicWorks (JKR) Malaysia. This conference wasorganised in conjunction with the RoyalInstitution of Surveyors Malaysia (RISM) 50year celebrations and inaugural with GeorgeTown World Heritage listed celebrationmonth. In regard to Building SurveyingDivision, RISM is in collaboration with UiTMPerak. The 2nd International BuildingControl Conference is organized by theDepartment of Building Surveying UiTMPerak and sponsored morally and financiallyby the Royal Institution Of SurveyorsMalaysia (RISM), Universiti Teknologi Mara(UiTM), Perak, Universiti KebangsaanMalaysia (UKM), Universiti Sains Malaysia(USM) and Malaysian Works Department(JKR).

The aim of this conference is to provide anexcellent opportunity to share, to exchange

Sr Suriani Bt Ngah Abdul Wahab

Launched By YBhg. Dato Sr Hj Abdull Manaf Bin Hj Hashim, Senior Director Of Contract & Quantity Surveyor

knowledge and experience forprofessionals, government officers,academicians, students andindustrial people worldwide. As aconference for the input ofinformation and sharing as well asthe exchange of experience, thetwo-day event providedparticipants a window ofopportunities to meet fellowexpertise and professionals fromother parts of the world, to listen

to and share first hand issues andto reflect on solutions and bestpractices by others. Besides, it alsocreates occasion for members ofthe academic, researchers, andgraduate students to present theiron-going researches thatsignificantly contribute to theconstruction industry. In additionthis conference also consolidatesopportunities and collaborationsfor all parties in contributing to the


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development of domestic and global construction industry. It alsoprovide an avenue for participants to establish networking andindustrial linkages to further enhance the educational researchcapability or industry related to the conference, establishcollaborative possibility between government sectors andprofessional surveyors to effectively contribute to theenvironmental development and national assets management bydelivering strategic and innovative services. CPD points alsoapplied by ISM, LJT, CIDB, LAM, BQSM, BEM, LPBM and BOVEA.

The Conference began with the registration of all participants andpresenters. Approximately about 150 people who participated inthat event came from various organisations such as UiTM, IIUM,USM, KLIUC, UNI.COLLEGE LONDON and UKM. The conferencestarted off with six keynote speakers who are experts in theirrespective fields. They are Professor Keith Alexander and Mr. PhilipGodwin from the United Kingdom, Associate Professor Dr AzlanShah Ali from University Malaya, Mrs Maimunah Hj Mohd Sharifffrom MPSP Penang, Professor Low Sui Pheng from NationalUniversity of Singapore and Associate Professor Dr Siti NorlizaihaHaron from UiTM Perak.

On the second day of the conference, which was on the 12 July2011, we conducted parallel sessions. The presentations weredivided into 2 (two) separate rooms according to the areas ofresearch involving 36 papers. The conference ended smoothly at04:30pm. Thanks to all those who have been involved directly andindirectly in the success of this conference, especially thecommitment of the committee members who have sacrificedtheir valuable time and energy to promote and to ensure thesuccess of this conference.

First day registration

Working Committee Members 2nd IBCC 2011

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Visit by Students of Universiti TeknologiMalaysia International Campus KualaLumpur to RISM

Forty-one first year Diplomain Quantity Surveying students fromthe Universiti Teknologi Malaysiaaccompanied by a lecturer visited

the Royal Institution of Surveyors, Malaysia(RISM) on 18 July 2011. The aim of thevisit was to expose the students to the roleof professional quantity surveyors, theroute to become a registered quantitysurveyor as well as the functions of RISMin the construction industry. A talk waspresented by the QS Division Chairman, SrEddie Wong Weng Hong and Sr FadilahMohamad Camaludin who is the Chair ofthe Junior Organisation of the QS Division.


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News release by RISM

Institution of SurveyorsMalaysia Confered RoyalStatus By DYMM Sultanof SelangorKUALA LUMPUR, SEPTEMBER 14, 2011 — The Institution ofSurveyors, Malaysia with a proud 50-year heritage, isnow known as the Royal Institution of SurveyorsMalaysia (RISM) following the conferment of royalstatus by DYMM The Sultan of Selangor in April 2011.

The official conferment ceremony was held tonight atthe Hotel Istana in Kuala Lumpur where the 'watikah'or royal scroll was ceremoniously presented by DYMMThe Sultan of Selangor to RSIM President Sr AhmadFauzi Nordin in the presence of distinguished guests.The new RISM logo was also unveiled to the audience.

Among the guests were YAM Tengku Indera SetiaSelangor Tengku Datuk Seri Ahmad Shah Alhaj ibniAlmarhum Sultan Salahuddin Abdul Aziz Shah Alhajand his wife YAM Tengku Dato' Seri Irinah binteAlmarhum Tuanku Ja'afar. Also present were 900guests including RISM past presidents, councilmembers and distinguished office bearers from thesurveying fraternity including Sr Ong See Lian,President of the Royal Institution of CharteredSurveyors and Mr Teo Chee Hai, President of theInternational Federation of Surveyors and theirspouses.

In conjunction with the auspicious occasion, twoawards were presented; the first was the presentationof the 'Malaysian Surveyor of the Year' award to DatukProf. Sr Dr Abdul Kadir bin Talib, Director General of theDepartment of Survey and Mapping Malaysia (JUPEM)and the second was the conferment of HonoraryFellow on YB Senator Dato' Sri Shahrizat Abdul Jalil,Minister of Women, Family and CommunityDevelopment.

Datuk Prof. Sr Dr Abdul Kadir bin Talib, who is also aFellow of the Royal Institution of Chartered Surveyors,UK was President of the RISM from June 2005 to June

2006. During his term as President he wasinstrumental in introducing strategic planning for theInstitution and getting the Registrar of Society toapprove the prefix 'Sr' denoting Surveyor before thename of all members.

Dato' Sri Shahrizat Abdul Jalil, who is an HonoraryMember of the RISM, has consistently providedassistance in promoting the objectives of the RISMthrough its various activities to promote nationbuilding.

In his speech, RISM President Sr Ahmad Fauzi Nordinsaid, "The Institution has played a key role towardsnation building, in setting standards for professionalservices and performance, as well as establishing codeof ethics in the surveying industry. It will continue toexcel in upholding the surveying profession, andcontribute towards the sustainable development of thecountry.

"With the right mental attitude and commitmententrenched in all its members, RISM will continuouslystrive to be a world class professional organization. Thisis well encapsulated in our strategic plan formulated in2005, and the plan stipulated the agreed vision,mission and values of ISM. Amongst others - we willstrive to be a world-class professional surveyinginstitution and a centre of excellence in surveying. Wewill continuously review our strategies, in order to alignwith current and future needs, and to establishconcrete way-forward action plans.

"So, in the spirit of this 50th anniversary celebration, itis my earnest hope that following this, we will continueto strive for the attainment of the common goal for ourfuture prosperity, and the well-being of our belovedprofession, not only for the next fifty years, but alsobeyond that. And in line with the Institution's newly

RISM in The News

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Loh Takes Over BIMSource: The Star (Metro), 16 September 2011, p.19 Business

Recently, John S. C. Loh, a penangite, was elected at the38th annual general meeting to head the MalaysianProfessional Centre also known as Balai Ikhtisas Malaysia(BIM).

The 63-year old is a former student of St. Xavier'sInstitution and a chartered surveyor by training and is analumni of the University of Hull, the National University ofSingapore and the Wolfson College, University ofCambridge.

Amongst the honours he has received are the K.M.N.(Federal), S.S.A. (Selangor) and the P.J.K. and P.K.T.(Penang). He is currently the chairman of the AAA Groupof Valuer, Property Managers, Estate Agents and propertyConsultants.

Aside from the above, Loh continues to be active in theLions Clubs International having served in the position asDistrict Governor for Malaysia, Singapore and Brunei in1981 and 1982.

He has also served many other non-governmentalorganisations in various capacities including as presidentof the Tree Planting and Protection Group of theMalaysian Nature Society, the president of the QualityRestroom Association of Malaysia and vice-president ofthe World Toilet Association.

He was in the executive board of the International RealEstate Federation and the Pacific Basin Economic Council.

Amongst other achievements include him and his wifebeing listed in the Malaysian Book of Records forplanting 110,416 trees in one minute all over Malaysia in2000.

Loh hopes to engage Malaysians with professionalqualifications from the broad spectrum of professions toplay a greater role in nation-building through involvementin the transformation programme of the New EconomicModel focusing on human capital development, publicdelivery system and enhancing competitiveness,productivity and efficiency of the services sector.

BIM was established with the assistance of theCommonwealth Foundation in 1973 to serve as theumbrella body for all professions recognised by thelegislative acts of parliament in Malaysia.

Membership has since been extended to include all otherprofessional groups and disciplines where the recognitionby the government authorities is still in progress.

The Malaysian Association of Productivity is an associatemember and Prime Minister Datuk Seri Najib Tun Razak isthe patron, just like his predecessors.

conferred royal status, we pledge to uphold itsprofessionalism to the highest level at all times," said SrAhmad Fauzi.

The RISM is the professional institution representing thesurveying profession in Malaysia. As a profession,surveying comprises four disciplines, namely BuildingSurveying; Geomatic and Land Surveying; PropertyManagement, Valuation and Estate Agency Surveying; andQuantity Surveying. Its membership comes from allcorners of Malaysia including Sabah and Sarawak andcomprises professional surveyors in private practice,public sector, government-owned agencies, institutions ofhigher learning and the corporate world. A number of itsmembers have ventured into the political arena.

As at March 2010, there are 5,119 surveyors registeredwith the ISM. Of these 2,444 are quantity surveyors;1,308 are geomatic and land surveyors; 971 are propertymanagement, valuation and estate agency surveyors; and396 are building surveyors.

About the RISMThe Royal Institution of Surveyors Malaysia (RISM) is the professional institutionrepresenting the surveying profession in Malaysia and consists of four main divisions,namely:

Ÿ Property Management, Valuation and Estate Agency Surveying Ÿ Geomatic and Land Surveying Ÿ Quantity Surveying Ÿ Building Surveying

The affairs of the Institution are managed by the Council whose members are electedannually. This Council, which is presided over by a President, directs and manages theaffairs of the Institution. At present, the Institution has five branches in Sarawak, Sabah,Johor, Northern and East Coast. A Chapter was recently established in the UnitedKingdom and more Chapters are expected to be set up in the Asian region.

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INTERNATIONAL

Royal Institution of Surveyors Malaysiaon the conferment of the Royal Status on 28th March 2011

by

His Royal Highness Sultan Sharafuddin Idris Shah Alhaj IbniAlmarhum Sultan Salahuddin Abdul Aziz Shah Alhaj

D.K., D.M.N., D.K.(Terengganu), D.K.(Kelantan), D.K.(Perak), D.K.(Perlis),

D.K.(Negeri Sembilan), D.K.(Kedah), D.K.(Johor), S.P.M.S, S.S.I.S., S.P.M.J.

Sultan And Ruler Of The State Of Selangor Darul Ehsan And All Its Dependencies

with Compliments from

Heartiest Congratulationsto

Lembaga Juruukur Bahan Malaysia

Lembaga Jurukur Tanah, Semenanjung Malaysia

Lembaga Penilai, Pentaksir & Ejen Harta Tanah, Malaysia

Persatuan Juruukur Tanah Bertauliah Malaysia

Ukur Sekitar Sdn. Bhd. SHC Enterprise

Rahim & Co. Chartered Surveyors Sdn. Bhd.

Pakatan International Md Isahak & Rakan-rakan Sdn. Bhd.

KPK Quantity Surveyors (Semenanjung) Sdn. Bhd.

Persatuan Penilai, Pengurus Harta, Ejen Harta & Perunding Harta Swasta

Malaysia

Koperasi Jurukur Tanah Berlesen Berhad

First Pacific Valuers Property Consultants Sdn. Bhd.

(682491-M)

FIRST PACIFIC VALUERSPROPERTY CONSULTANTS SDN BHD

Ritz Print Sdn. Bhd.Advanced Reprographics Solutions, Print & Design Bureau

C H Williams Talhar & Wong Sdn Bhd

The Professional Journal of Royal Institution of Surveyors MalaysiaA

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Thank YouHis Royal Highness Sultan Sharafuddin Idris Shah Alhaj Ibni

Almarhum Sultan Salahuddin Abdul Aziz Shah AlhajD.K., D.M.N., D.K.(Terengganu), D.K.(Kelantan), D.K.(Perak), D.K.(Perlis),

D.K.(Negeri Sembilan), D.K.(Kedah), D.K.(Johor), S.P.M.S, S.S.I.S., S.P.M.J.

For Your Majesty’s Gracious Conferment of the Royal Status and consent to be the Patron of the Royal Institution of Surveyors

Malaysia on 28th March 2011

With Utmost Sincerity,

Royal Institution of Surveyors Malaysia

ss Sultan Sharafuddin Idris Shah Alh

Property Development JointVenture In Malaysia

Sr. Siti Hafsah Zulkarnain*, Suriyana Mustafar, Nur Medeena MahamoodCentre for Real Estate Research (CORE), Faculty of Architecture, Planning and Surveying, Universiti Teknologi MARA (UiTM)*Email: [email protected]

A joint venture is one of the mechanisms used to combine resources and expertise of two ormore organisations in the production of goods and services. Such a method has been used in

property development as a convenient and flexible vehicle to achieve a conjoint objective withina diverse entity. The purpose is to jointly share the risks and the rewards by contributing

appropriate knowledge, skills and assets that are necessary in undertaking the development.

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INTRODUCTION

Since the burden to garner all resourcesneeded to carry out a development by onecompany is heavy, the sharing of resources canrelieve that burden whilst fulfilling the objective for

every partner. Any combination of ownership can be usedto establish a joint venture. Currently, some of the mostcommon joint venture relationships are betweendeveloper, local government and institutional investor orlender undertaking a new development project. Thelender provides funding, the local government invests theland and the developer contributes expertise to make theproject a success. Property development is becomingmore specialised, requiring skilled players to deliver aproject successfully.

PROPERTY DEVELOPMENT JOINTVENTURE SCENARIO IN MALAYSIAA joint venture can be defined as a separate entity formedby two or more companies with complementary strengthsand differing percentage of ownership for each company.A joint venture is "the commitment, to subscribe the time,funds, facilities, and services by two or more legallyseparate interests, to an enterprise for their mutualbenefit" (Tomlinson, 1970). The creation of a joint ventureentails bringing together capital and skills of independentparties with the objective of carrying out a single businesspurpose. The joint venture was originally referred to as"joint adventure" whereby persons who were "jointlyconcerned" in an "adventure" came together for thepursuit of a common (but singular) business purpose.

Isaac (1996) defines property development as a processthat involves changing or intensifying the use of land to

produce buildings for occupation. It is not the buildingand selling of land for a profit; land is only one of the rawmaterials used. He further explained that propertydevelopment is an exciting, at times frustrating, complex,activity involving the use of scarce resources. It is a highrisk activity which often involves large sum of money tiedup in the production process, providing a product whichis relatively indivisible. The performance of the economy,at both national and local levels, directly influences theprocess.

In recent years, other factors have influenced theformation of joint venture and these relate to thereduction of debt in the arrangements for developmentand, allied to this, the reduction in risk. As we know, thereal estate industry has an insatiable appetite for capitaland requires a great many and diversified skills todevelop and manage property. Thus, the joint venture is avehicle that can bring these interests together. Isaac(1996) mentioned additional reasons for forming jointventures, they are listed as follows:

a. The increased risk in real estate development

b. The lack of equity in the property market andproperty companies are unable to raise new funds ontheir own accord in the market

c. Pressure to reduce debt in the property sector, by theBank of England and lenders

d. Demands from overseas investors who have apreference for joint venture arrangement in theirdealings

According to Linklaters and Paines (1990), joint venturesin property development can be divided into two maintypes, shown in Table 1 below:

No.Type of Jointventure formation Description

1. Agreements between developers to carry out a major project

These fall into two sub-groups:

a. Agreement to purchase a large development area with a view to break up the land between parties. This can be used for major town expansion projects or inner city regeneration. The parties will purchase the land, put in the major infrastructure and then, partition the development land between them.

b. Agreement to jointly to carry out major development projects and to share the profits. The parties carry through the development and the end product results in a one-off profit if the development is sold or joint investment if the development is retained.

2. Agreements between developers and other participators in a development to co-operate in and achieve the carrying out of the development.

This is the form of property joint venture that is most commonly encountered and most of what follows will be applicable to this type of property joint venture. On a large scheme, a number of developers may be involved and there will inevitably be overlap between (a) and (b) above.

Table 1: Types of Joint Venture Formation


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The combination of these parties may be involved in avariety of ways, and the joint venture agreement willreflect their different interests, expectations of theprojects, and in particular, their participation in itsmanagement, their share of the profits and their short-and long-term goals. Commonly, the developer willprovide the necessary expertise and support to make theproject a success. The value that the developer will add tothe project will include, but will not be limited to thefollowing:

a) The developer will promote the interests of the landowner by:

i. Analysing the site and creating a concept fordevelopment of the land.

ii. Placing signage on the land to promote theproject.

iii. Designing and engineering of a site plan for theproject.

iv. Preparing promotional packets for zoning andmarketing.

v. Initiating zoning talks with city/county.

b) The developer will oversee/direct the followingactivities during development:

i. Formation of LLC.

ii. Marketing and sale of the project.

iii. Obtaining construction financing.

iv. Bidding and letting of construction contracts.

v. Money and materials management.

vi. Distribution of funds for expenses.

vii. Obtaining permanent financing.

viii. Distribution of proceeds.

Additionally, the land owner must be willing:

a) To allow the developer adequate time to put theproject together. The time varies, dependent uponthe complexity of the project.

b) To be financially capable of carrying the property andany debt that currently exists until the completion ofthe project.

c) To secure subordination agreements on any propertydebt, and provide the same.

d) To give partial releases as each phase is completed.

THE COMPLEXITY OF MANAGING JOINTVENTURE PROJECT AND ITSIMPLICATIONS ON THE DEVELOPMENTPROJECTS PERFORMANCEAlthough joint ventures bring about success in overseasinvestment, it is also probably more problematic tomanage than other entry mode hurdles: multiple nationalaffiliations and multiple ownership (Shenkar and Zeira,1987). Poor management of the problems in joint

ventures can lead to damaging consequences. Identifyingthe problems at an early stage associated with jointventures and developing a system to overcome them willbring about better success.

a. Conflict among Joint Venture PartnersOne main problem commonly encountered is thedifference in management styles of the parentcompanies. Prior to the formation of a joint venture, anydifferences should ideally be identified early to determinea management style suitable for the joint venture and notthe individual parent company. Failure to do so will bringabout conflict and disagreements, and thereby lead toproblems in co-ordination and morale, slow down thedecision-making process and result in inefficiencies(Glaister, 1995).

b. Conflict among Joint Venture ManagersAs most joint ventures transcend national boundaries,differences in cultural backgrounds among joint venturemanagers are unavoidable. Such differences have led toconflicts and misunderstandings which influencemanager's attitudes and preferences toward appropriatemanagerial behaviour (Baird, Lyles and Wharton, 1990). Itwill also lead to failure on the part of the managers tounderstand one another and create conflicts in areas suchas recruitment and dismissal, accounting andreinvestment of profits (Glaister, 1995). Another factor isthe dual loyalty of managers between the joint ventureand the parent company (Franko, 1971).

c. Dispute over Joint Venture AgreementNegotiating a joint venture agreement is a long andarduous process in many countries and is oftencomplicated by cultural, legal and bureaucratic factors(Shenkar and Ronen, 1987). At the negotiation stage,joint venture partners are usually too ready toaccommodate one another's needs without muchthought to the managers who are implementing the jointventures. Dispute may arise when one partner or partnersreverse a previously agreed decision thereby making itdifficult for the joint venture manager (Eiteman, 1990).

d. After-effect of FailureThe problem affecting joint ventures is the considerationof possible consequences such as a failure. It will beobvious that a partner may find himself at a total loss ofcontrol in the joint venture investment although he mayhave decided earlier in favour of a joint venture inpreference to available alternatives. According to Fong(1985), the possible failure of the joint venture willshroud a poor image for the parent corporation. Besides,such failure may prevent the company from investingagain thereby limiting the company's plan to expand theirbusiness network.

e. Disagreement to ResolveA joint venture relationship will inevitably give arise, atsome stage or other, to differences and disagreements.These will need to be resolved. This will requireconsiderable time and ongoing communication on the


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part of senior management of both corporations if it is tobe achieved constructively and effectively (Baird, Lylesand Wharton, 1990).

f. Lack of Autonomy in Decision MakingJoint ventures invariably involve the need for co-venturesto share management. This can lead to the lack ofautonomy in decision making for the minority, especiallyfor unequal joint ventures. A dominant parent venturemay have overriding control on its minority partners asthe majority has control and veto in joint ventures. Themajority do not usually allow the minority to enforce anychange of policy and decisions (Glaister, 1995).

g. Lack of Communication between PartnersSometimes, there are joint venture partners playingpassive roles. They only exert very little influence,resulting in lack of cohesion between partners. Thepartners have various expectations and demands, partlyunexpressed, which complicate all negotiation andcommunication processes within the joint venturesystem. Sooner or later, this may lead to open conflicts(Franko, 1971).

h. Cultural and Technological DifferencesJoint ventures involve two or more parties workingtogether. This can expose differences of culture andtechnology which can seriously affect the speed andharmony of that working relationship. Culture can includenot only different cultures of nationality but also, moreimportantly, corporate style and approach. Cultural andtechnological differences, if not understood, can lead topoor communication, mutual distrust and the end of theventure (Beamish, 1988).

i. Financing ProblemsA particular source of difficulty is where the partners donot have a mutually agreed plan on how to fund thegrowth of the joint venture - or if financing calls aregreater than originally anticipated and one partner isunable or unwilling to continue financing. Joint venturepartners may have different profiles for financial returnsfrom the venture. Each may also have to makejudgements as to its own priorities in the light of otherdevelopment opportunities and financing demands(Hewitt, 2001).

j. Lengthy and Costly NegotiationsThe negotiations to establish the joint venture canthemselves be lengthy as each party prepares its positionand take time to build up its trust of the other partner;they are not speedy transactions to put together. They canalso be costly relationships to establish - not only in termsof management time but also in the scale of setting-upcost generally (Hewitt, 2001).

THE ISSUES OF THE JOINT VENTURE INDEVELOPMENT PROJECT: DIFFERENCESOF GOALS BETWEEN THE PARTIESINVOLVEDA joint venture is much more likely to be the result of anumber of different motives which means thatexpectations are complex. This is one of the main reasonswhy it is vital for joint venture management to clarify itsgoals. The reasons for forming a joint venture are quitenumerous and extend into all areas of business strategy.Harrigan (1986) gives a detailed analysis of goals andmotives, and draws distinctions between internal,competitive and strategic reasons as follows:

No.Analysis ofgoals & motives Description

1. Internal reasons a. Spreading costs and goalsb. Safeguarding resources which cannot be obtained via the

market c. Improving access to financial resourcesd. Benefit economies of scale and advantages of sizee. Access to new technologies and customersf. Access to innovative managerial practicesg. Encouraging entrepreneurial employees

2. Competitive goals a. Influencing structural evolution of the industryb. Pre-empting competitorsc. Defensive response to blurring industry boundaries and

globalisationd. Creation of stronger competitive units

3. Strategic goals a. Creation and exploitation of synergiesb. Transfer of technologies and skillsc. Diversification


30

RESEARCH OBJECTIVESThe objectives of this paper are as follows:

i) To present the concept and legal framework of joint ventures inproperty development.

ii) To identify the problems involved in joint ventures of propertydevelopments.

iii) To discuss the successful factors affecting the performance of jointventures.

RESEARCH METHODOLOGYIn carrying out the research, the right methodology is required toenable the compilation of data and information from various sources.It involves three main stages starting from collection of data, analysisof data, conclusion of findings, suggestions and recommendationsrelated to each problem encountered. A systematic idea is required tohave a clear understanding of all processes contributing to the paperwork preparation. The methods used to undertake the research isstated in Figure 1 below.

PROBLEMSTATEMENT

INTERVIEW/QUESTIONAIRE

ANALYSIS OFDATA

LITERATURERIVIEW

CASE STUDY REINTERVIEW

OBJECTIVE OFSTUDY

RESULT ANDFINDINGS

Growth &Performance

Demand

Collect PrimaryData

Analysis byQualitative Method

IdentifyJoint venture

Problem

Reconfirm ofinformation by

respondent

GatherInformation

Fromrespondent

RecommendationJoint Venture Implementation

Respondent AgreedWith the

Recommendation

Idenficationof currentproblem

Get the detail ofJV in ProjectDevelopment

process

IdentifyRespondent:State Government &

Private Developer

ComparativeStudy on

JV ImplementationIdentify Problem

2 4 6

1 3 5

Figure 1: Research Methodology

The first stage involves literature review that is based on thesecondary data collected from reading materials such as books,articles, seminar papers and other published informationsupporting the topic of joint venture in development projects.

The second stage requires interviews with the state governmentand private developer who are directly engage with the jointventure in a development project. Analysis of data using qualitativemethods is done through the collected reading materials andsecondary data generated from the case study for each stategovernment and private developer partnership in a developmentproject.

The third stage comprises a conclusion which ends withrecommendations of joint venture implementation to the currentpractice.

…it is advisable for thejoint venture agreement

to set forth in detail eachjoint venture partner'sduties, obligations and

responsibilities withregards to the joint

venture.


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ANALYSISQuestionnaires were distributed to 80 organisationsincluding developers, contractors, consultants and clientswho were involved in property development via mail ande-mail to acquire their opinions. Only 42 organisationsrespond. The main tool used in collecting the core datafor the survey was structured questionnaires. Thequestionnaire has been designed to be simple andstraightforward and was analysed using the SPSS Version14 (Statistical Package for Social Science) software.

Section 1: Company BackgroundA. Analysis of Period involvement in Joint Venture

Analysis of period involvement was accomplishedaccording to the number of years of experience involvedin joint venture projects.

As shown in Figure 2, out of 40 respondents who haveexperience in joint venture property development, almosthalf of the respondents (47.5%) have been involved injoint venture property development for about four to sixeyears. Six respondents (15.0%) have been involved injoint venture property development for one to three years.There were 15 respondents (37.5%) that have jointventure property development experience for more than6 years. The data shows that majority of the organisationshave been involved in the joint venture mechanismbetween four to six years. This implies that theimplementation of joint venture in property developmentin Malaysia is not considered new-fangled mechanism inthis industry.

0%

5%

10%

15% 15%

47.50%

37.50%

20%

25%

30%

35%

40%

45%

50%

1-3 years 4-6 years >6 years

Figure 2: Period of Joint Venture involvement in Property Development

B. Analysis on Project Handled involving Joint Venture

Referring to the result of the survey show in Figure 3, 19out of 40 respondents (47.5%) said that they have alreadyhandled four to six joint venture projects since their activeinvolvement in joint venture property development.37.5% of respondents stated that they have handled oneto three projects which involved joint ventures. Only15.0% of respondents have handled more than six jointventure property development projects after theirinvolvement in joint venture property development. Thus,

most of the respondents generally have four to six yearsof joint venture development knowledge and experiencein property development. Therefore, this shows that theorganisations were actively involved in developmentprojects from the beginning of the participation in jointventure.

Section 2: Formation of Joint VentureA. Analysis of Reason for Joint Venture

The preference for joint venture could be implied fromFigure 4 which highlights the reasons cited byrespondents in the survey for selecting joint venture modeof property development. The above data shows 45.0% ofthe respondents gave a reason for adopting joint ventureas it tends to spread the risk in property development. Inthe case of a substantial property development project, ahuge financial commitment over a fairly protracted periodis the main concern for developers.

0%

5%

10%

15% 15%

47.50%

37.50%

20%

25%

30%

35%

40%

45%

50%

1-3 4-6 >6

Figure 3: Projects Handled involving Joint Venture in Property Development

2.5% 2.5%5.0%

5.0%

7.5%

12.5%

20.0%

45.0%

Risk Spreading

Attract Development Expertise

Competition Strategy

Easier Access to Financial Resources

Condition Imposed for Business venture

Lower Capital Outlay

Figure 4: Reasons for Formation Joint Venture in Property Development

This implies that the majority of respondents seized thesafe side by spreading the risks through joint venturemechanism.

Risk spreading is frequently quoted as a fundamentalmotivation for the formation of joint ventures. The similarrationale behind many ventures is the wish to lower andshare with another party or parties the significant financialrisks involved in capital intensive development projects.

Eight out of 40 respondents (20 %) stated that theirreason for the formation of a joint venture is to attract


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expertise in property development. Commonly, the clientis assured that a full complement of talents is availablefor the development project, by reviewing the roster ofjoint venture partners.

Another 12.5 % of respondents reasoned that themotivation for formation of joint venture is competitivestrategy. A joint venture property development isdesirable to developers as it enables them to establisheconomies of scale, customer reach, purchasing powerand capital investment resources that are necessary tomeet the strength of property market competition.

Another reason given by 7.5 % of respondents is easieraccess to financial resources. Besides, there are someleast important reasons for formation of a joint ventureincluding condition imposed for business ventures (5.0%), lower capital outlay (5.0 %), expansion of businessnetworks (2.5 %) and attract financial investment (2.5%).

B. Analysis of Criteria to be considered for Selection ofRight Joint Venture Partner

Figure 5 illustrates the criteria to be considered by a jointventure partner for selection of the right partner in theirjoint venture property development. It was agreed by 33respondents (82.5%) that the most important criteria offuture joint venture partners is mutual trust andcommitment toward their joint venture.

resources, 50% of the respondents felt this is animportant factor. 47.5% of respondents indicated that it isof most important and 2.5% of less important.

Twenty respondents stated that mutual need is anothermost important criterion, seventeen respondents citedthat as an important criterion and only three respondentsfelt that it is less important. 52.5% of respondents feltthat a complementary operating policy is an importantcriterion in partner selection, 37.5% with most importantand 10% with less important.

Complementary size was one of the most importantcriteria that was expressed by 15.0% of respondents,45.0% as important; 12.5% less important and 2.5% ofnot important in the criterion of selecting a partner. It isindicated by 10 respondents that lower risk of becominga competitor as the most important criteria, and 20respondents have indicated it to be important criteria.There were nine respondents who cited it as lessimportant criteria and only one respondent viewed it asnot an important criteria.

All the criteria mentioned in the figure will be consideredby the joint venture partners in selecting their futurepartner according to the condition of business venture.

Section 3: Problem involved with Joint VentureAs shown in Figure 6, 31 out of 40 respondents (77.5%)stated that the most frequent problem seriouslyencountered in a joint venture is conflicts between thejoint venture partners. 70% of respondents stated thatlengthy and costly negotiations will be the second mostfrequent problem.

Most Important Important Less Important Not Important

0%

5%

10%

15%

33

7

29

1

10

26

1

13

23

2

15

23

2

15

19

1

20 20

3

1715

4

21

6 5

1

18

109

1

2020%

25%

30%

35%

C1 C2 C3 C4 C5 C6 C7 C8 C9 C10

Legend

C1 Mutual trust and commitment

C2 Financial capability

C3 Compatibility with strategy and objectives

C4 Compatible management team

C5 Availability of experienced staff

C6 Complementary technical skills and resources

C7 Mutual need

C8 Complementary operating policies

C9 Complementary size

C10 Lower risk of becoming a competitor

Figure 5: The Criteria to be considered for Selection of Right Joint Venture Partner

Financial capability is also desirable as favoured by 29respondents (72.5%) which is the most important criteriainfluencing the choice of a partner. Next criterion asagreed by 65% of the respondents is compatibility interms of strategy and objectives, one of the mostimportant ingredients for a success joint venture.

The survey showed that 57.5% of respondents stated thatcompatible management team and the availability ofexperienced staff is the most important criteria in partnerselection. As for the complementary technical skills and

Most Frequent Frequent Less Frequent Not Frequent

0%

5%

10%

15%

31

9

28

3

9

20

3

17

20

7

13

18

10

12

8

18

14

8

19

1

12

9

12

1

18

9

16

1

14

2

23

2

1320%

25%

30%

P1 P2 P3 P4 P5 P6 P7 P8 P9 P10

Legend

P1 Conflicts among JV partner

P2 Lengthy and costly negotiations

P3 Lack of communication among parties

P4 Lack of autonomy in decision making

P5 Financing problems

P6 Disagreements to resolve

P7 Disputes over JV agreement

P8 After-effect failure

P9 Conflicts among JV manager

P10 Cultural and technological differences

Figure 6: Problem involved With Joint Venture

Twenty respondents indicated that the lack ofcommunication among parties and the lack of autonomyin decision making are the most frequent problemsinvolved in joint venture.

Eighteen respondents stated that financing problems isanother most frequent problem encountered in jointventure, 12 respondents cited that as frequent problem


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and 10 respondents stated that it is a less frequentproblem.

According to the respondents, 45.0% rateddisagreements to resolve disputes over joint ventureagreement is a frequent problem, 22.5% with mostfrequent, 30.0% less frequent and 2.5% as not frequent.

The result of the survey did not show that the disputesover joint venture agreement to be a serious problem.Sixteen respondents considered it as a less frequentproblem encountered in a joint venture propertydevelopment.

The after-effect failure is another less frequent problemfaced by respondents in their joint venture deals whichwas cited by 45.0% of respondents. 47.5% ofrespondents considered the conflicts among joint venturemanager as less frequent problem in a propertydevelopment joint venture. Next statement agreement by57.5% of the respondents cited cultural and technologicaldifference as the least frequent problem.

RESULTS OF THE RECOMMENDATION OFJOINT VENTURE IN PROPERTYDEVELOPMENTThere is increasingly a whole series of broader economicand political developments which are making jointventures the key to opening markets in propertydevelopment. It is therefore clear that joint ventures aregrowing in importance not onlydue to business strategies andconsiderations but also due toeconomic and politicalconsiderations of the country,especially in an emergingeconomy.

It is advisable that thoseinvestors wishing to embark onproperty development for thefirst time to consider jointventure property developmentas property development is ahighly lucrative business with along gestation period, albeit arisky one.

The onus, however, will be onthe established property developers to be creativeenough to negotiate such transactions with an increasingdegree of sophistication and innovation than in the past.Thus, joint venture agreements can be more innovativelystructured in order to convince partners that they have awin-win situation.

The key to surviving and prospering in today's ever-changing property development marketplace is to beflexible enough to provide competitive developmentprojects regardless of the scope and geographical locationof the project. Thus, the implementation of anintercultural management development model that canmake a positive contribution to improving themanagement practices in a joint venture isrecommended.

Learning through joint ventures provides an importantplatform for achieving success in property development. Itis envisioned that the prospects of property developmentjoint ventures in the Malaysia are very bright and it ishoped that such joint ventures will become the norm ofproperty development in the future.

Last but not least, joint ventures can be a great successand the win-win scenario can be a reality, if a jointventure is well managed. Understanding the successfactors and perceiving the problems encountered in ajoint venture is significantly important.

CONCLUSIONA joint venture is the commitment, for a certain period inthe channelling of funds, facilities and services by two ormore legally separate interests, to an enterprise for theirmutual benefit. Joint ventures are generally formed whenone parent company seeks another in order to provideneeded resources or capabilities, to exploit potentialsynergy, or to share risks and rewards.

Nowadays, the property development sector has playedan important role in contributing its share to theperformance of the overall economy. Many developmentprojects are getting so large that a single firm cannot bearthe financial risk alone, hence leading to an increase injoint venture formation.

The reasons for forming a joint venture may be numerousand will, of course, differ in each individual case. But

essentially, they are about twoaspects - risk and expertise. Aproperty company may nothave sufficient finances toenable it to complete thetransaction and fund thedevelopment cost. Jointventures offer opportunities fordevelopers to spread the risksin property development and toobtain financing which they cannot otherwise raise alone.

Developers may also form jointventures with owners of landfor development where thelatter does not have theexpertise to develop. This may

be the case where the landowner may be ignorant to theprocess of development and engage in non-propertyoriented activities.

In selecting a partner, however, the initial enthusiasmmust be tempered with sober awareness of the need tointeract compatibly throughout the term of the jointventure and to weather the day-to-day challenges of theoperations and changing conditions of the partners. Jointventure implies selection of partners mostly on the basisof mutual trust and commitment, financial capability,compatibility with strategy and objectives, compatiblemanagement team and availability of experienced staff.

The structure of joint ventures, as of any corporate form,can be laid out in a number of ways. The format used,

…there is a strong beliefthat joint ventures have apotential future becausethere will be increasing

joint venture opportunitiesbetween established

property developers andlandowners.


34

however, should depend on the greatest effectivenessupon the analytical use to which it will be put.Structuring a joint venture, therefore, involves the samelegal issues and planning for them.

The joint venture partners must be careful toadequately define the scope and purpose of theventure. Thus, it is advisable for the joint ventureagreement to set forth in detail each joint venturepartner's duties, obligations and responsibilities withregards to the joint venture. The joint venture parents'organisations must have an understanding of whateach will contribute financially to the venture at theoutset.

This research indicates that certain critical successfactors must be met if the joint venture is to besuccessful in particular mutual trust, commitment,effective communication, clear understanding andstrong leadership. It is recognised that nothing willchange without due consideration from both partners.

Recently, the Malaysian property sector is undergoing ashake-out and a consolidation process is taking placewhereby in the future, only a few large developers willdominate the market place. While the joint venture isnot a new thing, the point to be made here is that it isa very relevant business strategy, which will becomeeven more relevant in the future for propertydevelopers.

In recapitulation, joint ventures can and does work, butall partners must rethink their attitudes and work tomake development projects more efficient, successfuland free of conflict. As specialisation takes place and asdevelopment undertakings become more complex,there is a strong belief that joint ventures have apotential future because there will be increasing jointventure opportunities between established propertydevelopers and landowners.

In conclusion, most property development jointventures will and should come to an end. A successfulend and not a messy one! The best way to solve the"end game" of a joint venture in property developmentis to design and manage it well in the first place.

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Bettina, B. and Prange, C. (1998). International JointVenture Management: Learning To Cooperate andCooperating To Learn, John Wiley & Sons, Singapore.

Buckley, Peter and Casson, M. (1989). A Theory ofCooperation in International Business in Peter Buckley,The Multinational Enterprise: Theory and Applications,Macmillan, London.

Byrne, P. and Cadman, D. (1984). Risk and the Processof Property Development, E & F.N Spoon Ltd.

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Eiteman, D. K., (1990). American Executives'Perceptions of Negotiating Joint ventures with thepeoples's Republic of China: Lessons Learned,Columbia Journal of World Business, Vol.25, pp. 59-67.

Faulkner, D. (1995). International Strategic AlliancesCompete, McGraw-Hill, England.

Fishman, M. and Levinthal, D.A. (1991). Honeymoonsand the Liability a Adolescence: A New Perspective onDuration Dependence in Social ant OrganizationalRelationships, Academy of Management Review.

Fong, K.C. (1985). Construction Joint Ventures InSingapore, Butterwoths. Singapore.

Franko, L.G. (1971). Joint Venture Survival inMultinational Corporations, Praeger, New York.

…certain critical successfactors must be met if the

joint venture is to besuccessful in particular

mutual trust, commitment,effective communication,

clear understanding andstrong leadership.

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Geringer, J.M. and Hebert, L. (1989). Control andPerformance of International Trust in Group Processes,John Wiley & Son, New York.

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Harrigan, K.R. (1984). Joint Ventures & GlobalStrategies, Columbia Journal 01, World Business.

Harrigan, K. R. (1985). Strategies for Joint VentureSuccess, Macmillan, New York.

Harrigan, K R. (1986). Managing For Joint VentureSuccess, Lexington Books, New York.

Harrigan, K.R. (1987). Why Joint Ventures Fail, Euro-Asia Business Review.

Hennart, J. F. (1988). A Transaction Costs Theory ofEquity Joint Ventures, Strategic Management Journal 9.

Hewitt, I. (2001). Joint Ventures, Sweet & Maxweil,London.

Isaac, D. (1996). Property Finance, Macmillan, London.

Inkpen, A.C. (1995). The Management of InternationalJoint Ventures Organizational Learning Perspective,Routledge, New York.

Janger, A.R. (1980). Organization of international JointVentures, The Conferen Board, New York.

John D.C., Robert F. C. & Hartz, S. (1998). TheHandbook of Joint Venturing, Dow Jones & Company,Inc.

Killing, P.J. (1983a). How To make A global JointVenture Work, Praeger, New York.

Killings P.J. (1983b). Strategies for Joint VentureSuccess, Praeger, New York

Kogut. B. (1988). Joint Ventures: Theoretical &Empirical Perspectives Strategic Management Journal,Vol 9.

Lecraw, D.J. (1983). Strategies For Joint VenturesSuccess, Praeger, New York

Linklaters & Paines with Christopher NightingaleSolicitor (1990). Joint Venture, Longman, London.

Lynch and Porter, R. (1990). The Practical Guide toJoint Ventures & Coperates Alliances, John Wiley & Son,New York.

M. Cauley de la Sierra (1995). Managing GlobalAlliances Successful Collaboration, Addison-Wesley,Britain.

Madhok, A. (1995). Revisiting Multinational Firms'Tolerance For Joint Ventures : A Trust-based Approach,Journal of International of Business Studies, Vol.26(1 )

Matthews, C. (1999). Managing international JointVentures: The Route to Globalizing Your Business,Kogan Page, UK.

McMahan, J. (1976). Property Development: EffectiveDecision Making in Uncertain Times, McGraw-Hill, USA.

Mitchell W.B. and Robert F.C. (1992). Construction JointVentures Forms and Practice Guide, John Wiley & Sons,USA.

Nonaka, I. (1994). A Dynamic Theory of OrganizationalKnowledge Creation, Organization Science, Vol. 5.

Parkhe, A. (1993). Strategic Alliance Structuring : AGame Theory an Transaction Cost Examination ofinterim Co-operation, Academy of ManagementJournal, Vol.36 No.4.

Pfeffer, J. & Nowak, P. (1976). Joint Ventures andInterorganisational Interdependence, AdministrativeScience Quarterly, September 1976, Volume 21.

Pfeffer, J. & Nowak, P. (1994). Joint Ventures andInterorganisational Interdependence, Jordan PublishingLimited.

Salleh Buang (2001). Joint Ventures in LandDevelopment: Minimising Risks, Maximising Returns,13th National Real Estate Convention 9th & 10thOctober 2001.

Shenkar, O., and Ronen, S. (1987). Structure andImportance of Work Goals among Managers in thePeoples's Republic of China, Academy of ManagementJournal, Vol.30, pp. 564-576.

Shenkar, O., and Zeira, Y. (1987). Human ResourceManagement in International Joint Ventures: Directionsfor Research, Academy of Management Review, Vol.12,No.3, pp. 546-557

Sayer, S. (1999). Negotiating and StructuringInternational Joint Venture Agreements, Partner atRichards Butler.

Syms, P. (2002). Land Development & Design,Blackwell Publishing, USA.

Tomlinson, J. W. C., (1970). The Joint Venture Processin International Business: India and Pakistan,Cambridge Mass, M.I.T Press.

Vernon, R. (1983). Organizational and InstitutionalResponses to International Risk: Managinginternational Risk, Cambridge University Press,Cambridge.

Walters, B. A. Peters and Dess, G.G. (1994). StrategicAlliances Joint Ventures Making Them Work, BusinessHorizons, 37(4), July-August.

Weick, K.E. (1995). Sensemaking in Organizafions,Sage, London.

Winston Paul Wong, National Seminar (Property 2000):"Legal Consideration for Mega Joint Venture LandDevelopment Project", 22nd & 23rd August 2000.


36

Potensi PenjanaanTenaga OmbakDi Malaysia

Khairul Nizam Abdul Maulud1, Othman A. Karim1, Kamaruzzaman Sopian2

1Jabatan Kejuruteraan Awam dan Struktur, Fakulti Kejuruteraan dan Alam Bina,Universiti Kebangsaan Malaysia2Institut Penyelidikan Tenaga Suria (SERI), Universiti Kebangsaan MalaysiaEmail: [email protected] / [email protected]

Pembangunan sesebuah negara adalah bergantung kepada pengurusan tenaga yang cekapdan berkesan. Tenaga ombak merupakan satu tenaga keterbaharuan yang mesra alam dan

mudah diperolehi di lautan. Faktor kejayaan kepada perlaksanaan tenaga ombak mempunyaikaitan dengan polisi, ekonomi dan persekitaran sesebuah negara. Sistem Maklumat Geografi(GIS) mempunyai keupayaan untuk melakukan analisis spatial yang menghasilkan keputusan

yang tepat. Kajian ini adalah menjurus kepada lokasi dan potensi Malaysia untuk menjanatenaga ombak. Kajian dilakukan dengan menggunakan data dari tahun 1992 hingga 2007.

Hasil daripada kajian menunjukkan bahawa perairan di Kelantan, Terengganu, Pahang,Sarawak dan Sabah mempunyai potensi yang besar untuk dijana tenaga ombak di Malaysia.

Purata tenaga yang boleh dijana adalah sekitar 65kW/m hingga 110kW/m. Laut ChinaSelatan berpotensi untuk menjana tenaga kerana ianya merupakan laut terbuka yang

menerima jumlah angin dan arus yang tinggi sepanjang tahun. Jumlah tenaga sebenar yangboleh dijana bergantung kepada alat penukar kuasa yang digunakan.

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PENGENALAN

Perkembangan sesebuahnegara mempunyai kaitanyang rapat denganpenggunaan tenaga. Tenaga

diperlukan untuk menggerakkanekonomi sesebuah negara dan disamping itu ianya perlu memenuhiciri-ciri tenaga yang mesra alam.Pembangunan sesebuah negarabukan sahaja bergantung padakelestarian pembangunan sumbertenaga sahaja tetapi bergantung jugapada kebersihan, tahap keselamatandan juga keupayaan tenagaketerbaharuannya. Tidak dapatdinafikan pada masa hadapan duniamasih memerlukan minyak mentahkerana pembangunan teknologi daninovasi masih bergantungkepadanya. Kebergantunganterhadap sesuatu sumber tenagatidak dapat menjamin kelestarianpembangunan sesebuah negara.Tenaga keterbaharuan (RE) adalahalternatif terbaik di mana ianyakurang memberikan kesan danimpak kepada alam sekitar. Kajianberkenaan dengan ekonomi danpersekitaran merupakan antaraelemen yang perlu dititik beratkanbagi menjamin kesempurnaanpelaksanaan tenaga keterbaharuan(Kaltschmitt et al., 2007).

Menurut Nelson (2009), bumimempunyai had keupayaan yangterhad dari segi populasi, jumlah airbersih, bahan api dan galian. Untukberubah ke aras kelestarian kehidupan,tenaga keterbaharuan merupakanalternatif yang sangat penting untukditerokai dan digunakan. Beberapacadangan yang dapat dilakukan bagimerealisasikan tenaga keterbaharuanbagi tempoh 2007 hingga 2020adalah:

i. Melaksanakan pemuliharaan dankecekapan tenaga.

ii. Meningkatkan penggunaan tenagaketerbaharuan.

iii. Mengurangkan pergantunganterhadap minyak dan gas aslisecara berperingkat.

iv. Menggunakan arang batu(memberikan perhatian kepadakarbon dioksida).

v. Memperkenalkan insentif danpenalti kepada perkara i dan ii.

Maulud et al. (2008a) mengatakanbahawa logi tenaga ombak yangberskala kecil mempunyai impak yangsedikit terhadap alam sekitar. Kesan iniperlulah diambil kira supayapembekalan tenaga ombak dapatdilakukan dengan berkesan.

Penggunaan Sistem MaklumatGeografi (GIS) untuk mengenal pastilokasi tenaga keterbaharuanmerupakan kaedah yang bolehdigunakan. GIS mempunyai keupayaanuntuk menganalisis pelbagai dataspatial bagi mendapatkan keputusandengan cepat dan tepat. Pangkalandata spatial dapat menghubungkansegala informasi dengan lebih tersusundan bersepadu. Model data marin GISyang terdiri daripada titik, garisan danpoligon dapat menerangkan ciri-ciriobjek dengan lebih jelas (Wright et al.,2007).

Mengikut laporan World EnergyOutlook 2005 (IEA-OES, 2005), iamemberi satu jangkaan tentangpembekalan dan permintaan tenagasedunia bagi setiap jenis bahan apiapabila menjelang tahun 2030. Dalamlaporan yang sama, permintaanterhadap tenaga akan meningkat lebihdaripada 50.0% berbanding denganmasa sekarang. 66.7% daripadapeningkatan tersebut adalah daripadanegara membangun. Permintaanterhadap bahan api fosil akan terusmeningkat. Sebagai contoh,permintaan tahunan terhadap minyakakan meningkat sebanyak 1.4%,permintaan tahunan terhadap gas pulaakan meningkat sebanyak 2.1% danpermintaan terhadap arang batu jugaturut meningkat 1.4% setiap tahun.Pelepasan gas karbon dioksida seduniaakan meningkat 1.6% setiap tahundari tahun 2003 ke tahun 2030. Lebihkurang 70.0% peningkatanpengeluaran gas karbon dioksidaadalah daripada negara membangun.Sektor penjanaan kuasa elektrik akanmenyumbang 50.0% daripada jumlahpengeluaran gas karbon sedunia. Data

Pembinaan loji kuasa tenaga ombakmembantu di dalam kestabilan

penjanaan kuasa dunia.


38

tersebut menggambarkankebergantungan masyarakat seduniaterhadap bahan api fosil sertamasalah pencemaran alam danpemanasan sedunia akan menjadisemakin serius sekiranya polisiterhadap penggunaan tenaga seduniatidak berubah. Menurut Darus et al.(2009), Malaysia telah menggariskantiga elemen utama di dalam PolisiTenaga Malaysia iaitu pembekalantenaga, penggunaan tenaga danpersekitaran tenaga.

Bermula dari Rancangan MalaysiaKelapan (RMKe-8), tenaga bolehdiperbaharui dikaji kesesuaiannyasebagai pembekal bahan tenagakelima. Ini adalah bertujuan untukmengurangkan kebergantungankepada sumber petroleum danmenjadikan tenaga bolehdiperbaharui sebagai pembekaltenaga elektrik yang utama diMalaysia. Namun, perlaksanaansumber tenaga boleh diperbaharui diMalaysia tertumpu kepada tenagabiomas, biogas, tenaga solar danmini-hidro sahaja. Dengan itu,kesesuaian tenaga marin sebagaitenaga boleh diperbaharui di Malaysiaharus dikaji memandangkanpotensinya yang tinggi. Ini adalahberikutan keberkesanan penjanaantenaga marin telah terbukti di NewZealand.

Dalam Rancangan MalaysiaKesembilan (RMKe-9), sektor tenagaakan terus berperanan penting dalammeningkatkan pertumbuhan ekonominegara. Sehubungan itu, sumberbahan api akan dipelbagaikan melaluipenerokaan secara meluas dalambidang tenaga boleh diperbaharui.Penekanan akan diberikan bagimengurangkan kebergantungan keatas produk petroleum denganmeningkatkan penggunaan bahan apialternatif. Kerajaan Malaysia telahmelancarkan Small Renewable EnergyProjects (SREP) pada 11 Mei 2001bagi meningkatkan penggunaansumber tenaga diperbaharui di dalampenjanaan elektrik (SuruhanjayaTenaga, 2009a). Suruhanjaya tenagaberfungsi sebagai urusetia atau pusatsetempat yang bertanggungjawabuntuk melaksana dan menggalakkanpembangunan SREP. Suruhanjayajuga menyelaras proses permohonaninsentif bagi projek-projek berkaitantenaga diperbaharui dan juga

Lain-lain, 0.10%Biomass, 1.20%

Disel, 2.20%Minyak, 0.10%

Arang Batu, 32.40%

Hidro, 5.90%

Gas, 58%

kecekapan tenaga bersama PusatTenaga Malaysia (PTM) dan LembagaKemajuan Perindustrian Malaysia(MIDA). Kementerian Tenaga,Teknologi Hijau dan Air Malaysia(KeTTHA) sedang dalam prosesmerangka satu mekanisme tarifjualan elektrik berasaskan sumber-sumber tenaga diperbaharui di manakadar tarif premium akan dapatdinikmati oleh pengusaha projektenaga diperbaharui. Kejayaansesuatu program berkenaan tenagaketerbaharuan adalah bergantungkepada sokongan dari semua pihak.Antara faktor yang menyebabkankemajuan projek SREP yangdijalankan oleh suruhanjaya tenagaagak kurang menyerlah adalah sepertikurangnya sokongan daripadaKerajaan Negeri, pembiayaan projek,persaingan penggunaan bahanmentah dan juga harga jualan tenagaelektrik (tarif) (Suruhanjaya Tenaga,2008).

Di Malaysia, dengan pertumbuhanekonomi secara berterusan sertaperkembangan sektor perindustriandan sosial, permintaan terhadapbekalan kuasa elektrik juga sentiasameningkat. Menurut SuruhanjayaTenaga (2009b), pada tahun 2009,58.0% kuasa elektrik dijana denganpenggunaan gas asli, 32.4% denganarang batu, 5.9% secara hidroelektrik,2.2% dengan diesel, 1.2% denganbiomass, 0.1% dengan minyak dan0.1% dengan bahan api lain.

Rajah 1.0: Penjanaan Elektrik di Malaysia pada Tahun 2009

Sumber : Suruhanjaya Tenaga (2009b)

Kini banyak negaramembuat kajian

yang menyeluruhuntuk menilai dan

membangunkantenaga ombak bagimembantu mencari

tenaga alternatifyang boleh diguna

pakai. Ombakmempunyai kuasayang tidak terhad.


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Secara ringkasnya, sebanyak 92.7% bekalanelektrik yang digunakan adalah dihasilkandengan sumber tenaga yang tidak bolehdiperbaharui. Oleh yang demikian,kebergantungan terhadap sumber tenagatersebut adalah tidak terjamin untuk jangkamasa panjang. Kos bahan mentah sentiasameningkat tahun demi tahun berbanding 10tahun yang lalu. Keadaan politik dankeselamatan di negara-negara pengeluarminyak tidak stabil juga akan menyebabkanbekalan berkurangan dan seterusnyameningkat kos penjanaan kuasa elektrik. Selainitu, hasil sumber tenaga fosil jugamenghasilkan gas yang mencemarkan alamsekitar seperti karbon dioksida, sulfur dioksidadan nitrogen oksida.

Tenaga Nasional Berhad (TNB) telah mulamelihat kepada kemampuan tenagaketerbaharuan bagi menampung jumlahtenaga pada masa hadapan. Melalui unjuranyang dilakukan, TNB menjangkakan akan mulamenjana tenaga keterbaharuan sebanyak 2013MWj pada tahun 2012 dan meningkatsebanyak 5385 MWj pada tahun 2015 danmenjangkakan akan menjana 11244 MWjtenaga keterbaharuan pada tahun 2020. Jadual1 menunjukkan unjuran yang dirancang olehTNB terhadap tenaga keterbaharuan diMalaysia.

Tahun

Kapasiti RE di

SemenanjungMalaysia

(MW)

PenjanaanKuasa RE diSemenanjung

Malaysia(MWj)

Kapasiti RE di

Sabah (MW)

PenjanaanKuasa RE di

Sabah (MWj)

JumlahKapasiti (MW)

JumlahPenjanaanKuasa RE

(GWj)

2012 274 1,498,758 91 514,262 365 2,0132015 758 4,109,043 227 1,275,617 985 5,3852020 1596 8,497,535 484 2,746,265 2080 11,244

TENAGA OMBAKPengurangan pancaran karbon dioksida yangsemakin mendesak menyebabkan kerajaandan dunia khususnya memberikan kelebihankepada penggunaan tenaga keterbaharuan.Pembinaan loji kuasa tenaga ombakmembantu di dalam kestabilan penjanaankuasa dunia. Kini banyak negara membuatkajian yang menyeluruh untuk menilai danmembangunkan tenaga ombak bagimembantu mencari tenaga alternatif yangboleh diguna pakai. Ombak mempunyai kuasayang tidak terhad. Anggaran tenaga yangmampu dijana oleh tenaga ombak adalahsekitar 10 juta tera watt/jam setiap tahun(Wengenmayr dan Bührke, 2008).

Jepun melalui JAMSTEC pada tahun 1987 telahmelakukan pelbagai kajian yang mendalam

berkenaan dengan tenaga ombak. Rajah 2menunjukkan antara produk yang dihasilkaniaitu "Mighty Whale". Ia merupakan alat kuasayang terapung dan mempunyai turbin penukarkuasa kepada tenaga elektrik. Ia akanmenyerap segala tenaga yang datang dariombak dan akan menghasilkan satu kawasanair yang tenang di belakangnya. Kawasan iniamat berguna terutama untuk aktivitiperikanan. Prototaip yang dihasilkan telah siappada Mei 1998 dan telah selamat diuji di lautlepas pada September 1998 (Charlier danFinkl, 2009). Potensi tenaga ombak adalahberkadar secara terus dengan tempoh ombakdan juga purata bagi ketinggian ombak padamasa-masa yang tertentu (Özger et al., 2004).

ASAS TEKNOLOGI UNTUKPENJANAAN TENAGA OMBAKPenemuan sumber tenaga yang berasaskankepada ombak telah ditemui sejak 20 tahunyang lalu. Pada tahun 1986, satu loji penjanaantenaga ombak telah siap dibina di Norway.Ianya telah beroperasi selama hampir 12tahun. Loji penjanaan tersebut telah dibina diPulau Toftestallen, Bergen. Ianya dikenalisebagai TAPCHAN (TAPered CHANnel) yangmenerima air terus daripada laut yang mampumenerima ombak yang kuat. Saiz loji tersebutadalah 60m lebar yang menerima ombak dansekitar enam hingga tujuh meter dalam.Ketinggian kolam takungan tersebut adalahtiga meter dari aras laut. Kuasa yang mampudijana oleh TAPCHAN adalah sekitar 350kWmaksimum dan sekitar GWh setahun(Wengenmayr dan Bührke, 2008). Penghasilantenaga dihasilkan dengan menakungkan airlaut dan melepaskannya ke dalam kolamtakungan. Tenaga yang dihasilkan ditukarkankepada tenaga elektrik dengan menggunakan

Jadual 1: Unjuran Penjanaan Tenaga Keterbaharuan Di Malaysia

Rajah 2: Alat penjana tenaga ombak "Mighty Whale"

Sumber: Suruhanjaya Tenaga (2009)

Sumber: http://www.dpenergy.com/data1/marine/images/ wavephotos/mightywhales.jpg atauwww.jamstec.go.jp (2011)


40

generator. Rajah 3 menunjukkan contoh sistem TAPCHANyang dibangunkan.

KUASA YANG BOLEH DIJANA DARIPADAOMBAKTeori ombak linear menganggap bahawa pergerakan airmelepasi satu titik adalah berbentuk sinus. Kuasa yangterkandung dalam ombak boleh dinyatakan dalam bentukpanjang ombak (kW/m). Ombak yang besarmengandungi lebih kuasa bagi setiap meter persegi. Dikawasan laut dalam di mana kedalaman air laut lebihbesar daripada panjang ombak, formula aliran tenagaombak adalah seperti berikut (Özger et al., 2004):

Formula penjanaan tenaga ombak merupakan aplikasitenaga kinetik:

di mana,

P = fluks tenaga ombak (kW/m)

Hmo = ketinggian ombak (meter)

T = tempoh ombak (saat)

P = ketumpatan air (kg/m3)

G = pecutan graviti (m2/s)

TEKNOLOGI PENUKAR KUASA OMBAKKebiasaannya seperti yang dipraktikkan di negara luar,terdapat dua kaedah yang boleh digunakan bagi menjanatenaga daripada ombak iaitu sistem pesisir pantai danjuga sistem lepas pantai. Bagi sistem yang digunakan dikawasan pantai, penggunaan alat penukar kuasa tepipantai boleh digunakan. Bagi sistem yang digunakan dikawasan laut pula, kedalaman air seharusnya melebihi 40meter bagi penghasilan tenaga yang optimum. Antara alatyang digunakan untuk menjanakan tenaga ombak adalahseperti Penukar Kuasa Pelamis.

Penukar Kuasa Tepi PantaiAlat yang direka bagi mendapatkan tenaga secaralangsung dari ombak ini juga telah banyak digunakan dinegara-negara luar seperti Jepun, Scotland dan UnitedKingdom. Rajah 4 menunjukkan cara alat ini beroperasi,di mana ianya dipasang dan dibina di tepi pantai, separatenggelam serta mempunyai ruang kosong di bahagiantengahnya yang terbuka kepada garis air laut. Ombakyang memasuki ruang udara ini akan melalui sebuahturbin. Tenaga keupayaan yang terhasil daripada ombakakan memutarkan turbin tersebut. Keadaan ini akanberterusan dengan tarikan semula ombak. Alat inimampu menghasilkan tenaga sehingga 500 kilowatt.

Rajah 4: Alat Penukar Kuasa Tepi Pantai Beroperasi

Sumber : Wengenmayr dan Bührke (2008)

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Rajah 3: Sistem Penjanaan Tenaga Ombak TAPCHAN

Sumber: http://www.sintef.no/Home/Information-and-Communication-Technology-ICT/Applied-Mathematics/Research-Areas/Simulation/Projects/Wave-power-plant/, (2011)

Dengan menggunakanGIS, analisis spatialpenentuan lokasipenjanaan tenaga marindapat dilakukan danmengenal pasti lokasiyang bersesuaian untukmenjana tenaga marindi Malaysia.


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Penukar Kuasa Pelamis Alat Penukar Kuasa Pelamis ini telah dikomersialkan di Portugalpada tahun 2007. Alat ini berfungsi untuk menjana tenagaelektrik dengan menggunakan pergerakan ombak di tengahlautan. Bahagian struktur pada alat ini bergerak mengikutpergerakan ombak lautan di mana setiap gerakan melawanbahagian menggunakan minyak tertekan untuk mengerakkanram hidraulik dan motor hidraulik. Pelamis direka menggunakankonsep pengecilan alat ombak yang direka untuk bertahan lamadi lautan yang bergelora. Alat penukar kuasa ini ditempatkan dikawasan laut dalam bagi mendapatkan tindak balas yangsesuai. Ianya direka secara memanjang bagi meningkatkan lagikecekapannya. Penukar kuasa pelamis ini menggunakan kaedahhidraulik bagi menjana tenaga ombak kepada tenaga elektrik.Alat penukar kuasa yang berkemampuan untuk menjanakantenaga sehingga 2.25 megawatt ini mempunyai tiga mesin dimana setiap satu mesin berupaya menjana tenaga elektriksehingga 750 kilowatt. Alat ini ditambat secara berserenjangdengan arah ombak. Ia direka untuk digunakan di tengah laut dimana di kawasan ini gelombang ombak mempunyai magnitudyang lebih berkuasa berbanding di persisiran pantai. Rajah 5menunjukkan contoh alat penukar kuasa Pelamis.

Pangkalan Data GIS Tenaga Marin

Maklumat berkenaan objek

Atlas tenaga marin

Komponen Atribut -angin, arus dll.

Komponen Spatial -Ombak, sempadan

Rajah 5: Alat Penukar Kuasa Pelamis yang digunakan untukmenghasilkan tenaga elektrik

Rajah 6: Pangkalan data GIS Tenaga Marin

Sumber : Wengenmayr dan Bührke, 2008

Sumber : Maulud et al (2008a)

KELEBIHAN DAN KEKURANGAN TENAGAKETERBAHARUANMenurut Nelson (2009) dan Cruz (2008), beberapa kelebihandan kekurangan wujud apabila menggunakan tenagaketerbaharuan iaitu:

Kelebihan:

i. Sistem tenaga ombak boleh dijadikan sebagai pelindungpantai.

ii. Menghasilkan satu kawasan yang tenang di sekitar sistemtenaga ombak bagi pembangunan komersial dan rekreasi.

iii. Jangka hajat loji yang lebih lama.

iv. Tidak mendatangkan pencemaran dan merupakan tenagayang tidak terhad.

v. Merupakan tenaga yang mesra alam dan wujud di manasahaja.

Kekurangan:

i. Kos pembinaan yang tinggi bagi permulaan pelaksanaan

ii. Tenaga ombak merupakan sumber tenaga yang bersela.

iii. Tenaga ombak lautan memerlukan sistem kabelpemindahan tenaga yang panjang untukmenyalurkan tenaga ke daratan.

iv. Mempunyai kekangan dengan faktor navigatorpelayaran, perikanan dan kawasan sensitif.

SISTEM MAKLUMAT GEOGRAFI (GIS)Sistem Maklumat Geografi (GIS) terdiri daripadakombinasi elemen spatial dan atribut, individu dankaedah-kaedah analisis dengan dibantu oleh sistemkomputer untuk memproses, memanipulasi danmelakukan analisis terhadap data yang mempunyaisistem rujukan yang khusus. Menurut Burrough(1987), GIS adalah satu set alatan yang digunakanuntuk mengumpul, menyimpan, mendapatkansemula, transformasi dan memaparkan data spatialdari dunia sebenar ke bentuk yang mudah difahami.Bernhardsen (1999) menyatakan data yang ada didalam sistem GIS mestilah mempunyai sistemrujukan dan menerangkan tentang lokasi sesuatuobjek melalui sistem koordinat di sesebuah negara.Shekhar dan Chawla (2003) dan Antenucci et al.(1991) menerangkan tentang pangkalan data GISdibahagikan kepada dua iaitu data spatial dan jugaatribut dan mempunyai kebolehan untukmenyimpan banyak data di dalam satu-satupangkalan data GIS. Rajah 6 menunjukkangambaran pangkalan data tenaga marin.

DATA KAJIANKajian dijalankan berdasarkan kepada databerkenaan ombak yang diperolehi daripada JabatanMeteorologi Malaysia (JMM). Data ini merangkumimaklumat seperti koordinat lokasi cerapan, tarikhcerapan, arah angin, kelajuan angin, tempoh masaombak, ketumpatan air, ketinggian ombak, arahalunan ombak, tempoh masa alunan ombak danketinggian alunan ombak. Kesemua data inidianalisis dengan menggunakan perisian ArcGIS 9.3untuk mendapatkan hasil lokasi yang berpotensiuntuk menjana tenaga ombak.


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KEPUTUSAN DAN PERBINCANGANBerdasarkan kepada analisis spatial yang dijalankan,Rajah 7 hingga Rajah 12 menunjukkan contoh paparanpeta tenaga ombak yang boleh dijana di perairanMalaysia. Gambaran keseluruhannya adalah, potensitenaga yang boleh dijana adalah stabil. Ini dapatdigambarkan melalui hasil analisis spatial yang dilakukandi kawasan perairan Malaysia. Keadaan ini terjadi adalahdisebabkan pengaruh angin dan ombak yang kuat diLaut China Selatan yang memberikan impak yang tinggikepada potensi tenaga ombak berbanding di SelatMelaka.

Rajah 7: Peta Tenaga Marin Tahun 1992






Untuk merealisasikan tenagaombak di Malaysia, kajian

yang khusus tentang penjanatenaga ombak perlu dilakukan

dengan mendalam bagimendapatkan jumlah tenaga

yang semaksima mungkin.


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Jumlah tenaga maksima yang bolehdijana di Malaysia adalah seperti diJadual 2. Lokasi terbaik untuk menjanatenaga marin di SemenanjungMalaysia adalah di 04°12'U 104°06'Tdengan nilai sebanyak 182.25 kW/m.Lokasi berpotensi di Sabah danSarawak adalah di 02°18'U 109°54'Tdengan nilai 300 kW/m. Lokasi yangkonsisten menjana tenaga ombak diSemenanjung Malaysia adalah disekitar Laut China Selatan di mana iamerupakan lokasi laut yang terbuka dimana tiupan dan ombak yangdiperolehi adalah lebih kuatberbanding di kawasan Selat Melaka.Laut di Selat Melaka agak terlindung

Semenanjung Malaysia Perairan Sabah dan SarawakTahun Lokasi Tenaga tertinggi

(kW/m) Lokasi Tenaga tertinggi (kW/m)

1992 05°54’U 103°24’T 45.00 03°18’U 113°00’T 192.001993 04°12’U 104°06’T 182.25 04°18’U 112°36’T 112.001994 06°42’U 103°06’T 72.00 03°24’U 112°18’T 63.001995 05°12’U 103°42’T

06°48’U 103°00’T72.0072.00

02°18’U 109°54’T 300.00

1996 05°30’U 105°00’T 64.00 04°42’U 113°42’T 85.751997 05°30’U 105°00’T 90.00 04°48’U 111°48’T 122.501998 06°00’U 103°30’T 28.00 04°18’U 112°36’T 80.001999 03°30’U 104°12’T 64.00 06°00’U 111°54’T 162.002000 05°30’U 105°00’T 20.00 06°00’U 114°24’T 96.002001 07°36’U 103°24’T 45.00 06°30’U 115°06’T 54.002002 03°42’U 100°18’T 2.00 07°00’U 115°30’T 128.002003 04°36’U 103°54’T 8.00 07°12’U 115°36’T 24.002004 01°54’U 104°48’T 11.25 06°24’U 115°06’T 45.002005 04°36’U 104°18’T 160.00 07°06’U 115°30’T 63.002006 07°30’U 103°06’T 32.00 07°12’U 115°30’T 160.002007 06°00’U 102°48’T 150.00 07°06’U 115°30’T 81.00

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1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007

192.00 112.00 63.00 300.00 85.75 122.50 80.00 162.00 96.00 54.00 128.00 24.00 45.00 63.00 160.00 81.00

45.00 182.25 72.00 72.00 64.00 90.00 28.00 64.00 20.00 45.00 2.00 8.00 11.25 160.00 32.00 150.00

Sabah & Sarawak (kW/m)

Semenanjung Malaysia (kW/m)

Jadual 2: Penjanaan Tenaga Ombak Tertinggi

Rajah 13: Tenaga Ombak Tertinggi dari Tahun 1992 hingga 2007

Rajah 14: Taburan Tenaga Ombak Maksima di Semenanjung Malaysia oleh daratan Sumatera Indonesia. Nilai yang rendah padatahun 2002 dan 2003 di Semenanjung Malaysia adalahakibat daripada bilangan data yang sedikit berbanding diSabah dan Sarawak.

Rajah 14 dan Rajah 15 menunjukkan taburan lokasitenaga marin yang mempunyai nilai tertinggi bagi setiaptahun. Berdasarkan kepada penelitian lokasi, kawasanyang lebih berpotensi menjana tenaga marin adalah disekitar perairan Kelantan, Terengganu dan Pahang bagiSemenanjung Malaysia dan di Perairan Kudat di Sabah.Walau bagaimanapun, kawasan di perairan Sarawak jugaberpotensi menjana tenaga ombak kerana wujudbeberapa lokasi yang berpotensi. Kawasan di perairanBintulu merupakan kawasan berpotensi yang palinghampir dengan daratan dengan jarak sekitar 9km.Beberapa lokasi berpotensi juga dikenal pasti di kawasanPulau Redang dan Pulau Perhentian di Terengganu dansecara tidak langsung akan memberikan impak danpeluang untuk menjadikan lokasi percubaan untuk dijanatenaga ombak.

KESIMPULANTenaga marin mempunyai potensi untuk diterokai untukmenjadi salah satu daripada sumber tenaga di Malaysia.Menjelang tahun-tahun mendatang, pengeluaran tenagahakiki seperti gas asli akan terus berkurangan dan ini


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RUJUKANAntenucci JC, Brown K, Croswell PL & Kevany MJ(1991), Geographic Information System: A Guide Toothe Technology, Springer, New York.

Bernhardsen T (1999), Geographic InformationSystems - An Introduction, John Wiley & Sons, UnitedStates of America.

Burrough PA (1987), Principles of geographicalinformation systems for land resource assessment,University Press, Oxford.

Charlier, RH & Finkl CW (2009), Ocean Energy: Tide andTidal Power, Springer, Berlin.

Cruz J (2008), Ocean Wave Energy-Current Status andFuture Perspectives, Springer, United Kingdom.

Darus ZM, Chawdar A, Karim OA, Maulud KNA (2009),The Appraisal of Energy Policies abd Potential ofRenewable Energy as Alternative Source of Energy inMalaysia, Proceeding of the 3rd WSEAS InternationalConference on Energy Planning, Energy Saving,Environmental Education (EPSES '09), pp 32-37.

IEA-OES (2005), Annual Report 2005, InternationalEnergy Agency Implementing Agreement on OceanEnergy Systems (IEA-OES), Lisbon,Portugal: ExecutiveCommittee of the IEA-OES. http://www.iea-oceans.org/_fich/6/IEA-OES_Annual_Report_2005.pdf[28 Mac 2011].

Kaltschmitt M, Streicher W & Wiese A (2007),Renewable Energy-Technology, Economics andEnvironment, Springler, New York.

Maulud KNA, Karim OA, Sopian K, Darus ZM & RamlyEEM (2008a), Identify A Potential Wave Energy LocationIn Malaysia Using GIS, Proceeding of the 10th WSEASInternational Conference on Mathematical Methods,Computational Techniques and Intelligents Systems

(MAMECTIS'08), pp 426-430.

Maulud KNA, Karim OA, Sopian K & Ramly EEM(2008b), GIS Application In Identify a Potential MarineEnergy In Malaysia (Case Study: East Coast ofPeninsular Malaysia), Proceeding of the 7thInternational Symposium and Exhibition onGeoinformation 2008 (ISG2008), Putra World TradeCentre (PWTC) Kuala Lumpur, Malaysia,

Nelson V (2009), Wind Energy: Renewable Energy andthe Environment, CRC Press, United States of America.

Özger M, Altunkaynak A & en Z (2004). Stochasticwave energy calculation formulation, InternationalJournal of Renewable Energy 29 (10): 1747-1756.

Shekhar S & Chawla S (2003), Spatial Databases - Atour, Pearson Education, United States of America.

Suruhanjaya Tenaga (2006), Laporan Tahunan 2006Suruhanjaya Tenaga Malaysia.

Suruhanjaya Tenaga (2008), Laporan Tahunan 2008Suruhanjaya Tenaga Malaysia.

Suruhanjaya Tenaga (2009a), Laporan Tahunan 2009Suruhanjaya Tenaga Malaysia.

Suruhanjaya Tenaga (2009b), Industri PembekalanElektrik di Malaysia: Maklumat Prestasi dan Statistik2009.

Wengenmayr R & Bührke T (2008), Renewable Energy:Sustainable Energy Concepts for the future, Wiley-Vch,Germany.

Wright DJ & Barlett DJ (1999), Marine and CoastalGeographical Information Systems, CRC Press, UnitedStates of America.

Wright DJ, Blongewicz M, Halpin PN & Breman J (2007),Arc Marine : GIS for a Blue Planet, ESRI Press, UnitedStates of America.

akan memberikan peluang kepada tenaga-tenagaketerbaharuan yang baru untuk dijadikan pelapis barukepada tenaga yang ada pada masa kini. Denganmenggunakan GIS, analisis spatial penentuan lokasipenjanaan tenaga marin dapat dilakukan dan mengenalpasti lokasi yang bersesuaian untuk menjana tenagamarin di Malaysia. Daripada hasil kajian, didapatiperairan Laut China Selatan merangkumi Pahang,Terengganu, Kelantan dan juga Sabah dan Sarawakmempunyai potensi yang baik untuk dijana tenagaombak. Untuk merealisasikan tenaga ombak diMalaysia, kajian yang khusus tentang penjana tenagaombak perlu dilakukan dengan mendalam bagimendapatkan jumlah tenaga yang semaksima mungkin.Kajian yang menjurus kepada analisis ekonomi dananalisis persekitaran akan membantu untuk lebihmemberikan daya nilai kepada penggunaan tenagaombak di Malaysia. Kajian ini dapat membantu pihakkerajaan dan swasta untuk menerokai bidang tenagaketerbaharuan yang mesra alam.

Rajah 15 : Taburan Tenaga Ombak Maksima di Sabahdan Sarawak

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Is Starhill REITStill a Retail

Sector REIT?Associate Professor Sr Dr. Ting Kien Hwa FRISM

HeadCentre for Real Estate Research (CORE)

Universiti Teknologi MARA

Starhill REIT is no more a retail REIT; it isin the process of transforming into ahospitality REIT. The transformationstarted in 2010, when Starhill REIT soldits key retail assets i.e. Starhill Galleryand Lot 10 Shopping Centre to StarhillGlobal Real Estate Investment Trust inSingapore for RM1.03 billion.

The sales consideration comprise RM625million in cash and the equivalent of RM405 millionin convertible preference units (CPUs) issued byStarhill Global REIT. The CPUs provide an interest

return of 5.65% p.a. Starhill REIT may only retain up to 10%of the CPUs as investment and the rest, if redeemed, shallonly be utilized for the acquisition of hotel properties fromYTL Corporation Group. The impact from the divestment canbe observed on the financial statements with the propertyincome being reduced to about one-third and the remainingtwo-third being interest income from the CPUs. Since 2010,property income for Starhill REIT comes only from JW Marriotand The Residences Service Apartments.

Starhill REIT has announced on 14 December 2010 that itwill acquire nine hotel properties for RM1.054 billion whichare to be satisfied via a combination of cash, new units andCPUs. The REIT is in the process of obtaining the necessaryapprovals for these proposed acquisitions.

The nine hotel properties comprised business hotels,luxury hotels and resorts:

Ÿ Vistana Penang

Ÿ Vistana Kuala Lumpur

Ÿ Vistana Kuantan

Ÿ Hilton Niseko, Hokkaido, Japan

Ÿ Remainder of The Residences at the Ritz-Carlton,Kuala Lumpur

Ÿ The Ritz-Carlton, Kuala Lumpur

Ÿ Pangkor Laut Resort

Ÿ Tanjong Jara Resort

Ÿ Cameron Highlands Resort

Upon completion of the acquisitions, the Starhill REITproperty portfolio will have a geographically diversifiedhotel and resort properties. It will become the firsthospitality focused REIT on Bursa Malaysia which add tothe diversity of sector specific REITs available asinvestment options for investors.

Due to the higher risk in the hospitality market, theperformance of Starhill REIT is expected to be morevolatile in the future. In view of the prospective higherrisk-return profile of the new hospitality REIT, existinginstitutional investors are slowly reducing theirunitholdings in Starhill REIT as revealed in the thirtylargest unitholders reported in the annual reports.

For investors who would like to continue investing inretail REITs, Hektar REIT, the new CapitaMalls MalaysiaTrust (CMMT) and Sunway REIT offer suitable choices.Hektar and CMMT offer pure retail sector exposurewhilst Sunway REIT has 66% of its property portfoliobeing retail properties.


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Conflict Resolution Managing Difficult People

Paul EndressCEO, Conflict Resolution Tools

One of the most frequent questions that Iam asked is "how do I manage difficultpeople?" In this short article I'm going tomy reveal three-step process for managingdifficult people; but before I get into theprocess, let's explore some of thepsychology behind difficult people.

What is a difficult person?

The best answer is that "you know one when you meetone!"

Difficult people are the small percentage ofthe population that just can't seem to getalong with anyone. In fact, many timespeople will go out of their way to avoid

interacting with them because they are so unpleasant.

Sometimes difficult people know that they are difficultand sometimes they don't. I have had more than oneperson who I thought was difficult ask me why otherpeople were so hard to get along with!

To me it was obvious that they were the problem, but tothem it wasn't.

Types of difficult peopleStarting with Robert Bramson in 1981, there have beennumerous attempts to classify difficult people intogroups and provide guidelines for managing eachgroup.

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However, my experience workingWITH difficult conflict resolutionsituations has taught me that it isbest not to put people into categoriesbecause it removes their individuality,and that can lead to prejudicescaused by misclassification.Sometimes it can even be used toprovide a comfortable excuse for yourown failure to be flexible enough toadapt to individual idiosyncrasies.

The best approach to managingdifficult people is to understand theuniversal psychology behind beingdifficult and provide a framework thatworks in all situations. Let's start byunderstanding why people aredifficult.

Why difficult people aredifficultThere are two common reasons whypeople exhibit behaviours that othersfind to be difficult. The first reason isthat they simply don't realise howmuch their actions irritate otherpeople. Many times this type ofproblem can be corrected simply byexplaining the problem to the difficultperson and perhaps providing sometraining. Once there is a mutualunderstanding of what needs to bedone, they implement the changesand the problem goes away.

The second reason that difficultpeople are difficult is because byengaging in the behaviour that makesthem so hard to get along with, theyget something important that theywant or need. While this reason is themost challenging it is also the mostcommon and it can be managed ifyou know how.

Here is my 3-step processfor managing difficultpeople:Step #1— Find the gain.

Ask yourself thequestion: "What is the difficult persongetting out of this?" Keep asking thequestion until you come up with the

When you do this two things willhappen: (1) they will do the badbehaviour even more because theyare confused as to why it is notworking, and (2) when they realisethat it no longer works, they willbegin to look for a new way to getwhat they need. This is where youcome in with step #3.

Step #3— Fill thevacuum. When

their previous bad behaviour stopsmeeting their need it creates avacuum, so it is important for you tohave a plan in place that will providethem with a better way of meetingtheir need. They still have the needeven if they are now confused abouthow to get it.

You may even elect to tell them thatwhat they were doing will no longerwork, but they can get what theywant by doing something different.Continuing with the anger example,you might say: "Joe, I am no longergoing to allow you to get your wayby being angry. But if we can discussthis calmly, I think I can grant yourrequest."

Being ready to fill the vacuum iscrucial to your success in managingdifficult people because if you don'tfill the vacuum and give them whatthey need in another way, they willquickly revert back to the old habitbecause they don't know what elseto do.

Used together, these three steps giveyou a method of managing difficultpeople that will benefit everyone,including the difficult person.

To learn more about conflictresolution, download my free 10-DayConflict Resolution Email Series atConflict Resolution Tools.

This article is reprinted withpermission.

Paul Endress is CEO of Conflict ResolutionTools, a full-service effective communicationand conflict resolution training and productdevelopment firm. He can be reached directlyat http://www.conflictresolutiontools.com.

“The best approach to managing difficultpeople is to understand the universal

psychology behind being difficult and providea framework that works in all situations.”

“Once you have determined the needthat is being met by the difficultbehaviour, the next step is to make surethat they no longer get the anticipatedbenefit when they use the behaviour.”

answer that reveals the benefit thatthey get from their actions. While youare asking the question, keep in mindthat to you the benefit may seemsmall, but to the other person whatthey are gaining is important enoughto justify the rejection and hardfeelings that result. Look at the worldthrough their eyes, not yours.

A good example of a gain is someonewho gets angry and uses their angerto control people and situations. Theymay even threaten you with it. Onceyou realise that anger is their methodfor meeting their need for control,you are on your way to managingyour difficult person.

Keep in mind that many times thebenefit of the bad behaviour is sogreat in the mind of the difficultperson that they are willing to endurebad side effects. An angry person caneasily alienate family, friends, and co-workers, and many times they willfeel depressed when they calm downfrom their anger, but they will do ittime and time again because at anunconscious level it meets their needfor control.

Step #2— Break thestrategy. Once

you have determined the need that isbeing met by the difficult behaviour,the next step is to make sure thatthey no longer get the anticipatedbenefit when they use the behaviour.Using the example of the angryperson, you must be prepared to notgive in to them no matter how muchthey turn up the heat.

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The Connection between

Thoughts,Feelings &StressW.M.A. Wan Hussin, FRISMUniversiti Sains Malaysia

Thoughts cause feelings, and thewrong kind of thoughts can cause

stressful feelings. Most of the time,we look at the same event

differently, even among friends andclose family members. For example,

a transfer involving a colleague fromone department to another is alwaysan issue discussed differently at the

workplace and at home. One is toaccept the transfer optimistically by

looking at the new opportunities,colleagues and the new work

environment; while the other ispessimistically, such as leaving

behind family members, co-workersand comfort. It is the age old debate

of whether to look at the glass ashalf full or as half empty.

Positive Living

It really helps if you can learn tolook at the good things in life rather than theugly ones. For example, you met with a nastycar accident during the morning rush hour,

and you stand by the roadside waiting for the towtruck to come to the rescue. With so many eyeswatching the aftermath of the accident during themorning peak hours, you feel irritated and curseyourself for the heavy damage to your car. Feelingsorry for the cost of the repair and the delay inattending an important meeting are actuallytypical self-defeating feelings and experience. Onthe other side of the coin, you can thank God thatyou were not killed in the accident. Things hadhappened and there is no turning back. Considerthis, the damage was only the first for a 3-year oldcar that has an excellent record when comparedto one of your colleagues who is known for hisreckless driving and who meets with accidentsevery other week. Although his accidents arenever severe they are numerous near misses andthe car has many dents at almost every corner.When you look at every life event that comes yourway in this manner, you will have something to


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smile at and this is the power of positive living. Learn tosay self-comforting phrases such as "Well, it's only anaccident", or "It's already happened. So what?", or "It's oneof those things in life", and so on.

Positive Thoughts and Positive Feelings The fact remains that accidents happen even if you don'tlike it. The best that you can do is to be careful on theroad at all times and under any circumstances. Even so,there are always reckless drivers who are always anuisance to the other road users. Problems do happen toothers as a result of one silly mistake and there are otherswho suffer. Tough times come and go but tough peopleare always the champions under these circumstances forthey look at problems that come their way in the properperspective.

That reminds me of a story I used to narrate aboutpositive thoughts and negative thoughts. A young guy justbought a set of new sports rims for his car, something thathe really treasured. Then, one day he parked his car at ashopping complex. An hour later, he came back to his carand found all the new rims went missing. I happened tobe at the car park and heard him cursing wildly and Iunderstood how he felt. With his wild act, I was confusedas to how to calm him down and to teach him how toaccept the fate of his day. What I did say to him, "Hey son,you must be grateful forwhat has happened to you.You lost the rims but the caris still here. What if theculprits stole the car and leftbehind the rims?" I neverplanned for that kind ofresponse, but thatspontaneous words worked.The young guy jumped atme and thanked me for thatremarks and said, "I canalways save for a new set ofrims but not the car".

Learning to have positivethoughts and positivefeelings are indeed therecipe for a stress-less life.To live with positivethoughts and feelings you need tremendous effort tocontinuously train and accept things that come our way.The best that you can do is to be cautious as unwantedthings do happen from time to time, and handling thesesituations needs continuous training. They following aresome useful tips:

a. Every living human being has problems, either bigor small

To live means to face things that happen and suchevents do come with problems and they may come inmany different forms. Perhaps you are unhappy withyour work. Isn't it good that you have a job ratherthan being unemployed? Your car broke down athome. You must be grateful that it broke down athome and not at the busy traffic light on a hot day.Many people have the simple mistaken notion thatsuccessful people do not have any problems which isnever true. Success tends to breed its own set ofproblems, sometimes bigger than those problems ofthose who are unsuccessful.

The fact remains that we all have problems, either bigor small. A person who dreams to live a problem-free

life is a real day-dreamer. As problems come and gothe art of handling those problems to the best of ourability is the real meaning of a true life. By doing so,we learn to move on with life with all the problemsolving skills that one accumulates over the yearsrather than feeling sorry for your self. Balance the"must-haves" and the "good-to-haves" realistically byacknowledging your strengths and weaknesses usingyour own yardstick and not others.

b. Problem normally has a limited life span

Life is beautiful with its ups and downs, similar tomountain peaks and valleys that we see along thebeautiful country side. Realising that most problemscome and go after some time, resolving thoseproblems shortens its life span and this really needsskills and guts to face those problems your self.Realise that problems do get resolved in the longterm it is that very knowledge that will differentiatebetween the smart and the not-so-smart, the short-term sufferer and the long-term sufferer.

As the old saying goes, "A storm is followed bysunshine, and winter is followed by spring". Ratherthan taking things for granted, there are also longerspans of storms that end up with swelling rivers andflash floods, and severe winters with power cuts andcalamities, but sunshine and summer will certainlycome by. Again, accept the fact that in life we must

learn to balance the "must-haves" and the "good-to-haves" realistically for life tobe meaningful.

c. Problems holdpositive and negativepossibilities

Most things thathappen around us teach uslessons. Realise that thingshappen for some reason andthese lessons learnt areinvaluable in life to us. Whatmay be a problem for you,can be an interestingopportunity to someoneelse. There are two sides toevery coin. Hospitals are

there because people get sick; lawyers are therebecause people get in trouble with the lawoccasionally; insurance agencies exist for people whowant to be covered, even at a high price; and garagesand workshops are there because cars do breakdown, even new ones.

Every cloud has a silver lining. Poor management ofproblems that come our way can lead to anxiety,depression, feelings of inferiority, perfectionism andanger, thus making us our worst enemies. We tend toput higher standards on ourselves compared toothers. We end up criticising ourselves for ouroccasional miscues rather than being happy for thenumerous achievements and accomplishments. Allowyourself to fail from time to time; it's all part of beinghuman for not being perfect.

d. Every problem will change us in some way

Meeting problems head on will either make us betteror worse. What is certain is that problems never leaveus the same way they found us. Every problem willchange us in some way. We may lose a brother andwill end up depressed but make us closer to their

“Realise that problems do getresolved in the long term it isthat very knowledge that will

differentiate between thesmart and the not-so-smart,the short-term sufferer and

the long-term sufferer.”


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children. We may lose our partner and feel devastatedas if there is nothing to look forward to in life, at leastin the very near future. We may lose our job for somereason and really feel sorry for our family membersand ourselves. Whatever the circumstances, we mayfeel depressed, lonely, frustrated or even aggressive,and the list goes on and on.

Understanding the whole scenario and makeintellectual judgment on what has happened is a wisething to do but needs lot of patience. For example, adisagreement with your spouse could be of your owndoing and not understanding how fatigue she is withthe household chores, apart from her other tasks. Afrustrating moment with the boss could be due toyour own mistake that affected the monthly unitperformance index.

As life has to go on, facing every problem that comesour way teaches us to think what is best under thosecircumstances. Some consider this experience as awake-up call and born is the courage to embark on asuccessful mission. While every problem has a positiveand negative side to it, the best option is always towork for a positive outcome and realising that anypotential negative outcome will make us even worseoff. Tough people always learn to choose the mostpositive reactions in managing problems. Theymanage their problems wisely with caution whileaccepting that they have little control over theproblems but they do have control on how to reactand manage the problems as they come. Positivepeople chose to react positively to their predicaments.The choice is yours.

e. Be grateful as you chart your problem

Problems come anytime especially when you are offguard. While some are not our own makings and arebeyond our control, the most important thing to do isto control our reaction or response to the problems asthey surface. Turn your pain into useful lessons whilecontrolling the reaction even if you cannot control theproblems. Learning to control the effects of theproblems by controlling the reactions will make youtougher and mature. Look at the positive side of thestory, bad or negative news gets more attention thangood ones. Optimism and positive attitude promotesgood health and develops healthier immune systemwhile pessimistic expectations breed negativeexperiences.

No matter how bad things might appear, there isalways the silver lining. There are others who haveworse problems but are committed to improvethemselves. By being grateful, we make a habit oflearning to like ourselves and make conscious effortsto reach out to those who are unfortunate.

f. Take time to do things you enjoy

We may feel tired and exhausted and have littleenthusiasm for life. Perhaps you should take time tobe alone and do nothing for a day, and think aboutthose things that can bring fun into your life. Many ofus take things for granted in life such as the dailyroutine of getting up, going to work, doing more work,coming home, doing more work again, and going tobed. Even in bed, you are still thinking about thoseunfinished jobs and what to do first thing tomorrowmorning once your reach the office, withholding thekilling motto "all work, no play".

All work, no play, and work to live or live towork……these are statements commonly mentionedbut many can not actually decide which one is true. Infact, choosing one of these scenarios will dictate thedegree of stress one is facing. Leisure time is alwaysfree if you want it. But it is vital in order to keepenthusiasm for the other aspects of your lives. Youhave a right to free time and don't feel guilty abouttaking it. Plan those routines that can work offtensions such as gardening, starting a practical hobby,joining a club that works best for you such asresidents association, or stay committed to pursue aregular weekly exercise routine. It is wiser to regretnow than later, even worse if never. By not having awise strategy, we are prone to more stress withmental, physical and emotional conditions that areoften not recognised until when we are in real danger.

Know the symptoms of stress such as beingpermanently tired; finding it difficult to laugh andgetting upset very easily, even to trivial matters; havingno enthusiasm for work, family or friends; having animpending feeling of doom hanging over you;suffering from regular backaches, headaches andstomach aches; inability to sleep; or waking up in themorning feeling anxious and as tired as when youwent to bed.

If any of the above symptoms apply, then you must besuffering from stress. You must at least learn the basicstress maintenance remedy; or get professional assistancefrom a trained stressologist, counsellor or mentor toovercome burnout due to stress. Find a trustworthy friendto share your feelings; join a support club; open up andbe true to yourself; and learn practical tension and stressrelievers. Put your problems in perspective. We all haveproblems; in fact, others may be worse than you.

The above tips teach us to be wiser in making a deliberatechoice between being negative or positive, happy orunhappy. Prophesying to positive deeds and remarksrather than negative thoughts is the key to a stress-lesslife. Be fair to yourself before being fair to others. Saypositives encouraging words to yourself such as: "I amunique"; "I chart my own destiny"; "I have the power tolive my own life"; "Despite my weaknesses and defeats, Ihave my own strengths and successes; and "I must talk tosomebody".

Thoughts cause feelings and the wrong kind of thoughtscan cause stressful feelings. Say this to yourself - "I amcommitted to this and I am starting NOW".

So that's the connection.

W.M.A. Wan Hussin is a Professor at the School of Civil Engineering, UniversitiSains Malaysia. He conducts several courses on stress management and deliverspublic lectures and talks on management issues for various organisations. He iscurrently a Licensed Land Surveyor under Act 458 [Revised 1991] , a MalaysianSpeaking Professional (MSP) of the Malaysian Association of ProfessionalSpeakers, a Fellow of the Institution of Surveyors Malaysia and a CertifiedProfessional Utility Locator and can be reached at [email protected].

“Most things that happenaround us teach us lessons.

Realise that things happen forsome reason and these

lessons learnt are invaluablein life to us.”

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LIST OF NEW MEMBERS July – August 2011

QUANTITY SURVEYINGMEMBERSr Abdul Halim b Othman RHQS Consultant, KL

Sr Chong Tze Hen Econcos Consultants S/B, KL

Sr Ezani Rais b Shaiks Building & Const. Authority, Singapore

Sr Mohd Nurulzaman b MohamedMF Associates S/B, Sel

Sr Mohd Razif b DaudAT Associates S/B, KL

Sr Muhammad Zuhry b Mohd MazlanMCM Associates S/B, Sel

Sr Nordin b MuhammadMCM Associates S/B, Sel

Sr Teo Yu TarmJUBSAR S/B, Sarawak

Sr Chee Tsei Hoong Putrajaya Holdings S/B

Sr Faridah bt Nonsah B&C Jurukur Bahan Berkanun, Sel

Sr Suriana bt Abdul HamidOpus International Bhd, KL

Sr Tiew Hua MingJUBSAR S/B, Sarawak

GRADUATEAbdul Hafiz b Abdul RahimPerunding Jati, Kedah

Addey Sham b BaharinPKNS Infra Bhd, Sel

Ahmad Aminuddin b Che Abd RahimPerunding DMA S/B, KL

Ahmad Firdaus b JamaludinAdvantage QS S/B, Sel

Chong Yeok WoonKH Alliance Quantity Surveyors S/B, KL

David Yong Vui LunPerunding Ukur Bahan AL, Sabah

Faizah bt Abu BakarKPK QS (Sem) S/B, KL

Faizal b Ab JabbarAdvantage QS S/B, Sel

Dr Kherun Nita bt AliUTM, Skudai

Noridham b Mohd BasriJKR Melaka

Nor Zarina bt Mohd NoorJB Bergabung, Johor

Nur Elia bt MaryaniJB Bergabung, Johor

Nur Syanim bt Hj Salleh HudenJB Bergabung, Johor

Rosnami bt KusairiJKR Ibu Pejabat, KL

Siti Aminah bt SapieeJB Bergabung, Johor

Siti FAiros Aida bt Ahmad PuadJUBM S/B, Sel

Tan Beng KiatNorthcroft Lim Perunding S/B, Sel

Wan Mohd Nazeer b Wan RamliJKR Ibu Pejabat, KL

Wan Suhaila bt Wan RaniInternational Uni. College of Tech.Twintech, KL

Woo Kah MunEconos Consultants S/B, KL

Yong Cian CianMQS Consult, Sel

Zairul Anuar b ZainonPerunding Jati, Kedah

Azrina bt Md YaakobJurukur Bahan Antara, Sel

Chong Foong YingProminent Alliance Services, Sarawak

Chong Kok ChinCNH Jurukur Bahan, KL

Mohd Azlee b Md YaakobJurukur Bahan Antara, Sel

Mohd Rozailee b Mat YusoffHAMP Consultant S/B, KL

Ngo Chee HongPakatan Internasional Md Isahak &Rakan2, Sarawak

Ong Mei LengEconos Consultant S/B, KL

Pen Mei ShuetJurukos QS, Sel

PROBATIONERLau Hui ChingKLT QS Consult, Sel

Mr Lau Yeong HuiNorthcroft Lim Perunding S/B, Sel

Ooi Hock AngPembinaan SPK S/B, Abu Dhabi UAE

Lee Pei ChinRimbaco S/B, Penang

STUDENTNorindeh bt Abdul Rahim

Noor Dewie bt Jufri

Noor Emylia Shrfiza bt Jeffri

Nurhidaya bt Hamid

Ping Zhiow Gin

Abdul Aziz Aminuddin b Jusoh

Abdul 'Izz b Mohamad Kamil

Abdul Rashid b Misri

Ahmad Fathin b Zulemily

Ahmad Naim b Adnan

Ahmad Syahir Syamil b Ahmad Jamil

Amiruddin b Nazuki

Anees Auni bt Muhamad Izani

Athirah bt Hamid

Bazilah bt Abdullah

Bibi Amira bt Abd Karim

Debbie Ghie Anak Sylvester Gargery

Emir Hamzah Eswan b Sahir

Erweena bt Suleiman

Evie Sendi Ibil

Ezatul Akhmar bt Mohd Zain

Ezee Auzan b Zulkifli

Fadhli Ikram b Suhaimin

Farah Liyana bt Zainudin

Fatin Dianah bt Hamzah

Fatin Farhana Bt Ibrahim

Fyan Haizum bt Mohd SofiN

Hasmawati bt Osman@Harun

Hazimah bt Ismail

Humaira bt Mohamed Don

Irma Izzati bt Ismail

Irninazila bt Mohd Zulkflee

Izzuddin b Shahidan

Kamal Faiz b Md Kamaludin

Maslina bt Nasmian

Mohamad Afandi b Abu Bakar

Mohamad Eddyputra b Abd Hadi

Mohamad Syafiq b Mahamad Zaki

Mohd Amir Asyraf b Shaari

Mohd Azuan b Abu Bakar

Mohd Azwan b Ahmad Kamal

Mohd Eidil b Ahmad

Mohd Fakhri b Mac Fadzli

Mohd Hafiz b Abdullah Halim

Mohd Kadzimi b Nordin

Mohd Khairul Anas b Mohd Badrol Din

Mohd Khairul Azim b Mohd Khairi

Mohd Nazaruddin Aifat b Nazeli

Mohd Shah Aliff b Mohd Shafari

Muhamad Abdul Fattah b Alwi

Muhamad Ajib b Alias

Muhamad Hilmi b Baharuddin

Muhammad Afiq b Abdul Rahim

Muhammad Firdaus b Mohd Fisol

Muhammad Hazim b Abdul Kadir

Muhammad Shamirul b Mohd Noor Izhar

Muhammad Syafiq b Khalid

Muhammad Syafiq b Salihuddin

Muhammad Zamir Syahdam b Ahmad

Munira bt Mohd Saferi

Nabilah Bt Zahid

Nadiah bt Yacob

Nadirah Zaini

Nasrun Afiq Nor Azmi

Nik Ahmad Ibrahim Nik Rusli

Nik Farah Husna Nik Husein

Nik Hambali Nik Ismail Azlan

Nik Hanis Nik Hamdy

Norain Abdul Halim

Norazimah Mauliad Mohd Amin

Norelmi Najiha Ismail

Norhalida Abdul Ghani

Norhasmira Hassan

Nornadiah Che Anuar

Norul Naiff Che Mat

Noor Amalia Talib

Noor Amiza Mohamad Radin

Noor Anis Rameli

Noor Fikhri Ahmad Zainoden

Noor Ifah Mohammed Jaffri

Noor Saiful Mohama

Nor Amalkarmimi Ali

Nor Imam Muhammad Abdul Samad

Noor Shuhada Kamaruzzaman

Nurain Sapuen

Nurfatinah Ramli

Nurmunirah Mahamad Yusob

Nursyafiqah Hassim

Nurshazni Shahrol Azam

Nur Adibah Md Zain

Nur Adilah Abu Bakar

Nur Adilah Mohd Mahadi

Nur Adilah Morad

Nur Affiza Jahidin

Nur Ain Megat Zabil

Nur Ain Syazana Mohamed Shariff

Nur Amirah Rosli

Nur Aqilah Hj Ibrahim

Nur Athirah Mazlan

Nur Athirah Zainal Ariffin

Nur 'Atiqah Zakaria

Nur Dina Abu Bakar

Nur Fadzlini Ramli

Nur Humairak Nordin

Nur Nashirah Samsudin

Nur Querin Ain Muhammad

Nur Safiah Abu Bakar

Nur Syahirah Azminuddin

Nur Syazwani Adam

Nur Syazwani Jusoh

Nur Syuhadah Ishak

Nurulashikin Kushairi

Nurul Afiqah Zahram

Nurul Ain Ahmad Sabri

Nurul Ain Ponnidi

Nurul Ain Zainal

Nurul Alia Abdul Jalah

Nurul Hakim Abdul Aziz

Nurul Hana Ahmad

Nurul Najah Che Abdullah

Nurul Shariffa Zaim

Nurul Sharmini Mohd Ghazali

Puteri Izleen Megat Shukri

Rahimah Abdul Razak

Rashidahsakinah Mohd Bikan

Rushdi Razali

Seri Aqeeda Zaidi

Sharifah Nurfarhana Syed Sahimi

Sharifah Rashidah Syed Salim


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Shazwaniatika Jalaludin

Siti Aida Abdul Rahman

Siti Farizad Mustapha

Siti Hanisah Salim

Siti Masitah Abdull Rahim

Siti Naziha Mohamed Hanipah

Siti Nurhanim Zainol

Siti Nurul Fasha Mamat

Siti Ramlah Abdul Halim

Siti Shazana Idris

Suzirah Mohd Zuki

Syafiq Alif Sokarno

Syaqeel Azeem Aman

Syazwan Abd Wahab

Syazwani Abdul Rahman

Tuan Nor Mazilah Tuan Ismail

Tuan Safwan Nizam Tuan Hussin

Wahida Wahi

Wan Norehan Wan Mohd Shuhaimi

Wan Norihan Wan Ahmad

Wan Nur Liyana Mohd Fauzi

Wan Siti NAfisah Wan Mohd Nasir

Yong Iffah Zawana

Yvonne Runya Anak Riman

Yvonne Sabrina Anak Tening

Zahara Najihah Zakaria

Zulaikha Khairudin

Zulkifli Hamzah

Zulkifli Mohamad Yusuf

Zuriana Jamil

PROPERTY MANAGEMENT AND VALUATIONSURVEYINGFELLOWSr Dainah bt MahmudKFC Holdings (Malaysia) Bhd, KL

G. Paremes Sivam s/o Guru Gulu Cheston International (KL) S/B

Sr Ishak b IsmailIM Global Property Consultants S/B, KL

Sr Kelvin Tai Su KoongElders - Professional Group Consultant Co.

MEMBERAbdul Halim b AhmadA.Jalil & Co. S/B, Penang

Chan Ka FuiVPC(Malaysia)Sabah

Chia Yit ChaiPA International Property Consultants (KL)S/B

Idzwan Izuddin Shah b IshakINSPEN, Bangi

Kamalahasan a/l AchuUTM Skudai

Lai Pei ChiCH Williams Talhar & Wong S/B, KLLeong Kin LiangHenry Butcher Malaysia(SeberangPerai)S/B, Penang

Lim Chung HweeNAPIC Putrajaya

Louis Cheng Vun KhiVPC(Malaysia)Sabah

Mohamad Razif b Abdul JalilCH Williams, Talhar & Wong S/B, KL

Noorsidi Aizuddin b Mat NoorUTM Skudai

Norhayati bt Abdul WahabCH Williams Talhar & Wong S/B, KL

Ong May MayPA International Property Consultants (KL)S/B

Ong Hai ChuanPA International Property Consultants (KL)S/B

Rahmat b KasimJPPH Tawau, Sabah

Raja Sundra Lingam @ Sunny KelvinSmiths Gore S/B, Kota Kinabalu

Satinah Bt SafirolINSPEN, Bangi

Rosmina Bt SaminVPC(Malaysia)Sabah

Shafiza bt ShamsudinINSPEN, Bangi

Teo Yee Hong

Ungku Iskandar b Ungku IsmailCH Williams Talhar & Wong S/B, KL

Wong Tze KongDTZ Nawawi Tie Leung PropertyConsultants S/B, KL

Yen Shi Chung@ RogerVPC(Malaysia)Sabah

Yew Poh JengGA Valuers & Consultants S/B, KL

GRADUATEMuhamad Faiz b M. DaminKGV Lambert Smith Hampton, Penang

PROBATIONERAbdullah Azlan b KhalidCB Richard Ellis (Malaysia) S/B, KL

Adeline Sim Yee YingPWP Properties (S)S/B, Sarawak

Bong Saw ChainPWP Properties (S)S/B, Sarawak

Chin Lai LingMacro Kiosk S/B, KL

Dev Ananth a/l AnnathamRestoren Devi's Corner, Bangsar, KL

Matthew Thomas NekvapilMotavi S/B,

STUDENTAhmad Nazam b Semail

En Lukman Rosyid b Ahmad

Muhammad Fitri b Abdullah

Norain bt Ibrahim

Noriani bt Marjoni

Nor Farhana Nadrah bt Zulkifli

Nor Zaidatul Nadia Bt Abdul Rahim

Rosman Adli b Osman

Safri b A Bakar

GEOMATIC AND LAND SURVEYINGMEMBERSr Abdul Rauf b Abdul RasamUiTM Shah Alam

Sr Ahmad Nazrin Aris b AnuarUiTM Shah Alam

Sr Azlan b IbrahimPrecise Subsurface S/B, KL

Sr Chan Khoon MengJKR Sarawak

Sr Fairdzah bt AriffinJurukur Kristal, Pahang

Sr Izrahayu bt Che HashimUiTM Shah Alam

Sr Kamarul Zaman b Nasarudin JUPEM HQ, KL

Sr Kelvin Tang Kang WeeJUPEM HQ, KL

Sr Md. Issa b Abdul HaiJUPEM HQ

Sr Messio Anak DanggasIbu Pejabat Tanah & Survei, Sarawak

Sr Mohammad Baidawi b DardiriSejagat Survey Consultant, Sel

Sr Norizah bt Majudi Rima Waja Land Services, Sel

Sr Roslan b Abd GhaniINSTUN, Perak

Sr Shaiful Nizam b MaarupPrecise Subsurface S/B, KL

Sr Syazeeta bt Mohd KhalidGrand Data Solutions R&D S/B, Sel

Sr Syed Idrus b Syed SalimPrecise Subsurface S/B, KL

GRADUATEMohd Zahir b HarunJurukur Perunding Services S/B, Puchong

Nur Faizal b YahyaBandar Nusajaya Development S/B, Johor

Wan Nur Aisyah Wan MahadiJuruukur Impian, Shah Alam

Ahmad Abdullah b Ahmad TajuddinEsty Land, Pahang

Faradilah bt MokhtarJurukur Perunding Services S/B, Sel

Mohamad Azril b Che AzizMHS Survey Consultant, KL

Amir Faiz b MohamedMohamed Jurukur Consultants,Terengganu

Mohd Faiz b AliasJurukur Mahabob Co. S/B, Pahang

Nor Dahnia bt Hj SaharuddinJurukur Saharuddin El-Asas, N.Sembilan

Nurul Ain bt RozaliJurukur Sulaiman, Terengganu

STUDENTAnum bt Md Shah

Faridah bt Abdullah

Mahfuzah bt Abdullah

BUILDING SURVEYINGFELLOWMichael RileyLiverpool John Moores University, UK

MEMBERMohamad Haszirul b Mohd Hashim Universiti Kuala Lumpur, Gombak

GRADUATEAl-Hafzan b Abdullah Halim UiTM Perak

Meor Hishamuddin b Meor Shanaini @Meor NasaruddinPoliteknik Sultan Abdul Halim Muadzam Shah, Jitra

Mohd Adib b AdamMBPJ

Mohd Rosmizar b IshakIHS Utara (M) S/B, Alor Setar

Nor Amin b Mohd RadzuanUiTM Perak

Nor Irewan Shah b IbrahimMBPJ

Nor Rapidah bt MusthafaJKR HQ

Nor Syazana bt AdarMinconsult S/B, PJ

Nurul Izza bt Abdul GhaniPoliteknik Sultan Azlan Shah, Behrang

Raha bt SulaimanUniversiti Malaya, KL

Siti Ramlah bt Abdul RaniJKR Alor Setar

Zaiti bt KamsanJKR Seremban

Dayana Safra bt Mohd SopianPoliteknik Ungku Omar, Ipoh

Farid Wajdi b AkashahUni. Malaya, KL

Siti Zubaidah bt HashimUiTM Perak

PROBATIONERAryuziyanti bt Mohamad@Mohd NorPoliteknik Sultan Azlan Shah, Behrang

Azalillah bt Ramdani MusaUKM , Bangi

Mohammad Anuar b SafianPoliteknik Sultan Azlan Shah, Behrang

Mohd Zaidi b Mohd JamilPoliteknik Sultan Azlan Shah, Behrang

Mohd Zulhanif b Abd RazakUKM , Bangi

Noraimi bt AhmadPoliteknik Sultan Azlan Shah, Behrang

Nor Al Azwa bt IshakPoliteknik Sultan Azlan Shah, Behrang

STUDENTNur Liyana bt Abu Samah

Khaw Yen Yen

Marhamah bt Abdul Hadi

Masyatul Husna bt Othman

Mohamad Sanusi b Mustafa

Muhammad Khairil Aizad b Senin

Nur Akidah bt Md Husaini

Nurul Nadia bt Omar Bakri

Rossamsurifaiza bt Mohammad Ropi

Sioe Ming Sing

Tan Sin Wen

Wan Samsul Ridzuan b Wan Idris


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CHARTERED QUANTITY SURVEYORS AND

CONSTRUCTION COST CONSULTANTS

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

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

E-mail: [email protected]

Lembaga Juruukur Bahan Malaysia Permit No. 1993/FC00009

YONG DAN MOHAMMAD FAIZ (SABAH)

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

89500 Penampang, Sabah.

Tel: 088-733 611 & 088-733 622

Fax: 088-733 699 Email: [email protected]

In Association With Rider Levett Bucknail

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

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

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 1636

E-mail : [email protected]

[email protected]

Quantity Surveyors

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

PENANG OFFICE56D, 2nd & 3rd Floor, Perak PlazaJalan Perak, 10150 Penang, MalaysiaTel: 04-2285441 Fax: 04-226 6528Email: [email protected]


54

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: [email protected]

Branch Office45A, Lorong PS2, Bandar Perda, 14000,Bukit Mertajam, Seberang Perai, PenangTel : +604-538 3122 Fax : +603-539 3122Email: [email protected]

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

No. 41A, JALAN SS 15/4

47500 SUBANG JAYA, SELANGOR

TEL: 603-56335361/03-56335362 Fax: 603-56 33 52 92

EMAIL: [email protected]

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SURVEY SERVICES :l LAND TITLE SURVEY

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l UNDERGROUND LAND (Stratum title)

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l SPATIAL DATA

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With Compliments

Quantity Surveyors

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: [email protected]: www.balow.po.my

Branch Office72B, Jalan Abiad, Taman Tebrau Jaya,80400 Johor Bahru, Johor Darul TakzimTel: (607) 333 8480Fax: (607) 333 9614Email: [email protected]: www.balow.po.my

Building Surveyors


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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: [email protected]: 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. Zulkaffle b. Zakaria

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: [email protected]: Sr. Ho Koon Kan , Sr. Zulkifli b. Mat Rais

With Compliments

Chartered Surveyors,

International Property Consultants,

Registered Valuers,

Property Managers and

Real Estate Agents

Kuala Lumpur

8th Floor, Tel: (03) 2161 2522

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

148 Jalan Ampang, Email:[email protected]

50450 Kuala Lumpur www.jlwmalaysia.com

Johor Bahru

Unit 8.01, Level 8, Tel: (07) 224 9937

Wisma LKN, Fax: (07) 224 9936

49 Jalan Wong Ah Fook, Email:[email protected]

80000 Johor Bahru www.jlwmalaysia.com

Valuation Surveyors

New Format for RISM 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

• RISM 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: [email protected]

ANNOUNCEMENT


56

INTERNATIONAL ASSET CONSULTANTS

JB JURUNILAI BERSEKUTU SDN. BHD.

(Co. No.:243121 W) (Board of Valuer’s Registration No: VE(1) 0161)

DEVELOPMENT & CONSULTANCY

ESTATE AGENCY SERVICES

VALUATION (LAND & BUILDING)

AUCTION SERVICES

DUE DILIGENCE CONSULTANCY

ASSET MANAGEMENT

VALUATION (PLANT & MACHINERY)

RESEARCH & CONSULTANCY

CORPORATE MANAGEMANT OFFICE

18th Floor, Menara Tun Razak, Jalan Raja Laut, 50350 Kuala Lumpur

Tel: 603-2693 3337, 603-2711 0156 / 57

Fax: 603-27110158, 603-2691 1759


Website: www.jurunilai.com.my

KUALA LUMPURNo. 76-2, Jalan 1/76D, Desa Pandan55100 Kuala LumpurTel: 603-92818088Fax: 603-92816601E-mail: [email protected]

SUBANG JAYANo. 60-A, 1st Floor, Jalan SS 15/4D47500 Subang Jaya, Selangor Darul EhsanTel: 603-56388966Fax: 603-56388740E-mail: jb_subang [email protected]

KAJANGNo. 42 & 43, Mezzanine FloorWisma K.P. Loh, Jalan Besar43000 Kajang, SelangorDarul EhsanTel: 603-87348821Fax: 603-87348831E-mail: [email protected]

BUTTERWORTHNo. 28A, Jalan PERDA SelatanBandar PERDA, 14000 Bukit MertajamPulau Pinang Tel: 604-5377112Fax: 604-5301214E-mail: [email protected]

PULAU PINANGNo. 116-A, 1st FloorTaman Sri Tunas, Jalan Mayang Pasir11950 Bayan Baru, Pulau PinangTel: 604-6463175Fax: 604-6463176E-mail: [email protected]

ALOR SETARNo. 1303, Tingkat 2 & 3, Jalan Tunku Ibrahim05000 Alor Setar, Kedah Darul AmanTel: 604-7317499Fax: 604-7311493E-mail: [email protected]

SEREMBANNo. 2, Tingkat 2, Kompleks NegeriJalan Dr. Krishnan, 70000 SerembanNegeri Sembilan Darul KhususTel: 606-7622740Fax: 606-7611770E-mail: [email protected]

MELAKANo. 122-A, 1st Floor, Jalan Merdeka, Off Jalan Melaka Raya75000 MelakaTel: 606-2815535Fax: 606-2812535E-mail: [email protected]

JOHOR BAHRUBilik 416, Tingkat 4, Wisma Daiman64, Jalan Sulam, Taman Sentosa80150, Johor Bahru, Johor Darul TakzimTel: 607-3317378Fax: 607-3317502E-mail: [email protected]

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 Lumpur

Tel: 03-21624133 Fax: 03-21624188

Email: [email protected] Website: www.jsvaluers.com.my

OFFICES AT

KOTA KINABALU, SABAH IPOH, PERAK

Unit No. B1123, 11th Floor Lot 114A-1 (Ground Floor)

Wisma Merdeka Phase II Kaying Association Building

Jalan Tun Razak 114 Jalan Sultan Yussuf

88000 Kota Kinabalu 30000 Ipoh

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

Email: [email protected] Tel: 05-2418098, 2419098 Fax: 05-2412098

Email: [email protected]

SANDAKAN, SABAH MIRI, SARAWAK

1st Floor, Lot 4, Block 11 Lot 760, 1st Floor

Lorong 2, Bandar Indah Jalan Merpati

Mile 4, Jalan Utara 98008 Miri, Sarawak

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

Tel: 089-217013, 229117 Fax: 089-220614 Email: [email protected]


TAWAU, SABAH MELAKA

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

Fajar Complex Taman Melaka Raya

91000 Tawau 75000 Melaka

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

Email: [email protected] Email: [email protected]

PENANG BATU PAHAT, JOHORE

Room 105, 1st Floor 32A-1B, 2nd Floor

(Formerly Southern Bank Building) Jalan Rahmat

No.21, Lebuh Pantai 83000 Batu Pahat, Johore

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

Tel: 04-2625003, 2624985 Fax: 04-2634525 Email: [email protected]

Email: [email protected] [email protected]

SUBANG JAYA, SELANGOR RESEARCH & CONSULTANCY

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

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

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

Email: [email protected] 50450 Kuala Lumpur,

Tel: 03-21624133 Fax: 03-21624188


Valuation Surveyors

AZMI GROUP OF COMPANIES

AZMI & 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 2/2

One Ampang Business Avenue

68000 Ampang

Selangor Darul Ehsan

Tel: (03) 4256 6666

Fax: (03) 4252 5252


Website: www.azmigroup.com.my

With Branch Offices in:

- Shah Alam, Selangor

- George Town, Penang

- Ipoh, Perak

- Batu Pahat, Johor

- Sungai Petani, Kedah

- East Cost

- Kota Kinabalu, Sabah

- Kuching, Sarawak

Perpetual 99,

Jalan Raja Muda Abdul Aziz,

50300 Kuala Lumpur

Tel: 03-2698 0911

Fax: 03-26911959


http://www.raineandhome.com.my

l Valuers l Markets & Feasibility Researches

l Estate Agents l Property Investment Advisers

l Rating Valuation Consultants l Plant, Machinery & Equipment Valuers

l Property and Project Managers

Penang 04-263 8093 Seremban 06-763 9510

Ipoh 05-253 2804 Melaka 06-284 8322

Kelang 03-3342 0193 Johor Bahru 07-386 3791

Subang Jaya 03-5631 9688 Kuantan 09-515 7100

Petaling Jaya 03-7880 6542 Kuching 082-235 236

Miri 08-5433 701 Kota Kinabalu 088-266 520

Representative officers throughout Asia, Australia, New Zealand,

Europe, America & Africa

Royal Institution of Surveyors Malaysia3rd Floor, Bangunan Juruukur, No. 64-66, Jalan 52/4, 46200 Petaling Jaya, Selangor Darul Ehsan

t: +603 7954 8358 (hunting line) / 7956 9728 / 7955 1773f: +603 7955 0253 e: [email protected] w: www.rism.org.my

th

Anniversary1961–2011

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