THE MONTHLY BULLETIN OF THE INSTITUTION OF ENGINEERS, MALAYSIA

NOVEMBER 2016
KDN PP 1050/12/2012 (030192)
ISSN 0126-9909
 JURUTERA C ONTENTS
THE MONTHLY BULLETIN OF THE INSTITUTION OF ENGINEERS, MALAYSIA
NOVEMBER 2016
KDN PP 1050/12/2012 (030192)
ISSN 0126-9909

Number 11, November 2016 IEM Registered on 1 May 1959 Front Cover : Photo courtesy of Shell
MAJLIS BAGI SESI 2016/2017 (IEM COUNCIL SESSION 2016/2017)
YANG DIPERTUA / PRESIDENT
Ir. Tan Yean Chin
TIMBALAN YANG DIPERTUA / DEPUTY PRESIDENT
Ir. David Lai Kong Phooi
NAIB YANG DIPERTUA / VICE PRESIDENTS
Ir. Prof. Dr Ruslan bin Hassan, Ir. Lai Sze Ching, Ir. Lee Boon Chong,
Ir. Prof. Dr Jeffrey Chiang Choong Luin, Ir. Assoc. Prof. Dr Norlida bt Buniyamin,
Ir. Ellias Bin Saidin, Ir. Ong Ching Loon
COVER NOTE
5
SETIAUSAHA KEHORMAT / HONORARY SECRETARY
Ir. Yam Teong Sian
Surviving The Current Oil Price Uncertainty
BENDAHARI KEHORMAT / HONORARY TREASURER
Dr Wang Hong Kok F.I.E.M.
BEKAS YANG DIPERTUA TERAKHIR / IMMEDIATE PAST PRESIDENT
Y.Bhg. Dato’ Ir. Lim Chow Hock

6 - 11
BEKAS YANG DIPERTUA / PAST PRESIDENTS
Y.Bhg. Academician Tan Sri Dato’ Ir. (Dr) Hj. Ahmad Zaidee bin Laidin, Y.Bhg. Dato’ Ir. Dr
Gue See Sew,  Y.Bhg. Dato’ Paduka Ir. Keizrul bin Abdullah, Y.Bhg. Academician Dato’ Ir. COVER STORY
Prof. Dr Chuah Hean Teik, Choo Kok Beng
CORAL 2.0 for Long-Term Survival
WAKIL AWAM / CIVIL REPRESENTATIVE
Ir. Prof. Dr Mohd. Zamin bin Jumaat
WAKIL MEKANIKAL / MECHANICAL REPRESENTATIVE
Ir. Dr Kannan M. Munisamy

13 - 31
WAKIL ELEKTRIK / ELECTRICAL REPRESENTATIVE
Y.Bhg. Dato’ Ir. Dr Ali Askar bin Sher Mohamad
WAKIL STRUKTUR / STRUCTURAL REPRESENTATIVE FEATURE ARTICLES
Ir. Hooi Wing Chuen
Systems for Repair and Rehabilitation of
WAKIL KIMIA / CHEMICAL REPRESENTATIVE
Ir. Prof. Dr Thomas Choong Shean Yaw Corroded Oil & Gas Pipelines ...............................13
WAKIL LAIN-LAIN DISPLIN / REPRESENTATIVE TO OTHER DISCIPLINES
Ir. Roznan bin Abdul Rashid Sustainability of Safety Culture in Times of
WAKIL MULTIMEDIA DAN ICT / ICT AND MULTIMEDIA REPRESENTATIVE Turbulence ...........................................................18
Abdul Fattah bin Mohd. Yatim, M.I.E.M.
AHLI MAJLIS / COUNCIL MEMBERS Persevering Despite Oil Price Uncertainties .........23
Ir. Gary Lim Eng Hwa, Y.Bhg Dato’ Ir. Hj. Noor Azmi bin Jaafar, Ir. Dr Aminuddin bin Mohd
Baki, Ir. Mohd Radzi bin Salleh, Ir. Ong Sang Woh, Ir. Mohd Khir bin Muhammad, Y.Bhg
Dato’ Ir. Hj. Hanapi Bin Mohammad Noor, Ir. Dr Ahmad Anuar bin Othman, Ir. Ishak bin LEANing Forward .................................................26
Abdul Rahman, Ir. Chong Pick Eng (PE Chong), Ir. Ng Yong Kong, Ir. Tejinder Singh,
Ir. Sreedaran a/l Raman, Ir. Roger Wong Chin Weng, Ir. Assoc. Prof Dr. Ahmad Kamil bin
Arshad, Ir. Dr Tan Kuang Leong, Ir. Hoo Choon Sean, Y.Bhg. Lt. Jen. Dato’ Wira Ir. Ismail
bin Samion (Ret. RMAF), Ir. Hj. Anuar bin Yahya, Ir. Mah Way Sheng, Ir. Gunasagaran a/l
Kristnan, Ir. Chen Harn Shean, Ir. Mohd Aman bin Hj. Idris, Ir. Gopal Narian Kutty, Ir. Yap
Soon Hoe, Ir. Santhakumaran a/l Erusan
AHLI MAJLIS JEMPUTAN/INVITED COUNCIL MEMBERS
Y.Bhg. Datuk Ir. Adanan bin Mohamed Hussain, Y.Bhg Dato’ Ir. Ahmad ‘Asri bin Abdul
FORUMS
Design and Construction of Stabilised
32 - 39
Hamid, Y.Bhg. Dato’ Ir. Low Keng Kok
PENGERUSI CAWANGAN / BRANCH CHAIRMAN Subgrades for Roads .............................................32
1. Pulau Pinang: Ir. Dr Mui Kai Yin
2. Selatan: Ir. Lee Meng Chiat Training Workshop on Maintenance of
3. Perak: Ir. Lau Win Sang
4. Kedah-Perlis: Ir. Prof. Dr Rezuwan bin Kamaruddin Infrastructure ........................................................33
5. Negeri Sembilan: Dato’ Ir. Zainurin bin Karman
6. Kelantan: Ir. Hj. Mohd Zaim bin Abd. Hamid IEM-WE on Bandwagon to Dabong School
7. Terengganu: Ir. Atemin bin Sulong
8. Melaka: Ir. Dr Tan Chee Fai Which was Affected by Floods ............................35
9. Sarawak: Ir. Vincent Tang Chok Khing
10. Sabah: Ir. Hj. Yahiya bin Awang Kahar Slope Stabilisation and Flood Mitigation ............37
11. Miri: Ir. Paul Chiew Lik Ing
12. Pahang: Y. Bhg. Dato’ Ir. Tn. Hj. Abdul Jalil bin Hj. Mohamed
Advancement in Tunnel Lining Monitoring
AHLI JAWATANKUASA INFORMASI DAN PENERBITAN /
STANDING COMMITTEE ON INFORMATION AND PUBLICATIONS 2016/2017 Using Fibre-Optic Distributed Sensing ...............38
Pengerusi/Chairman: Ir. Prof. Dr Ruslan Hassan
Naib Pengerusi/Vice Chairman: Ir. Mohd. Khir Muhammad
Setiausaha/Secretary: Ir. Lau Tai Onn
Ketua Pengarang/Chief Editor: Ir. Prof. Dr Ruslan Hassan

44
Pengarang Buletin/Bulletin Editor: Ir. Mohd. Khir Muhammad
Pengarang Prinsipal Jurnal/Principal Journal Editor: Ir. Prof. Dr Ruslan Hassan PINK PAGE
Pengerusi Perpustakaan/Library Chairman: Ir. C.M.M. Aboobucker Professional Interview
Ahli-Ahli/Committee Members: Y.Bhg. Datuk Ir. Prof. Dr Ow Chee Sheng, Ir. Prof. Dr
Dominic Foo Chwan Yee, Dr Wang Hong Kok F.I.E.M., Ir. Santha Kumaran a/l Erusan,
Abdul Fattah bin Mohamed Yatim M.I.E.M., Ir. Chin Mee Poon, Ir. Yee Thien Seng,
Ir. Ong Guan Hock, Ir. Dr Oh Seong Por, Ir. Tejinder Singh, Michelle Lau Chui
Chui Grad. IEM
LEMBAGA PENGARANG/EDITORIAL BOARD 2016/2017
Ketua Pengarang/Chief Editor: Ir. Prof. Dr Ruslan Hassan
Pengarang Buletin/Bulletin Editor: Ir. Mohd. Khir Muhammad
Pengarang Jurnal/Journal Editor: Ir. Prof. Dr Ruslan Hassan
BLUE PAGE
Membership List 45 - 47
Ahli-ahli/Committee Members: Ir. Ong Guan Hock, Ir. Lau Tai Onn, Ir. Yee Thien Seng,
Dr Wang Hong Kok F.I.E.M.
Secretariats: Janet Lim, May Lee

THE INSTITUTION OF ENGINEERS, MALAYSIA

Bangunan Ingenieur, Lots 60 & 62, Jalan 52/4, P.O. Box 223, (Jalan Sultan),
46720 Petaling Jaya, Selangor Darul Ehsan.
Tel: 603-7968 4001/4002 Fax: 603-7957 7678
E-mail: sec@iem.org.my Homepage: http://www.myiem.org.my November
August 2016
2016 JURUTERA 3
 COVER NOTE

Surviving The Current Oil Price Uncertainty

T
he Oil & Gas market has not shown much progress in the past two years since
crude oil prices started to dip in 2014 from a high of over US$100 per barrel to a low
of US$27 a barrel (early 2016).
The price of crude oil price in August 2016, stood at around US$45 per barrel. Given
its volatile nature, no one can really predict if the price will ever go back to over US$100.
Industry players have felt significantly the impact of the lower oil prices. Most have
by Ir. Mohd Azwira Mohd
exercised their “survival strategies” such as adjusting their business models, resetting
Azmi cost structures with suppliers, cutting down staff, eliminating bonus, reducing salary
Chairman, and consolidating office locations.
Oil, Gas and Mining
Engineering Technical To survive, the industry has to change its current business approach. This shift will
Division (OGMTD). require the industry to think out of the box and with an open mind. The necessary
adjustments made during this period will, in any case, offer new business opportunities
to players who have the courage to innovate and to try out the new ways of doing
business.
This issue of JURUTERA highlights how our national petroleum company, PETRONAS,
ensures its survival with its Cost Reduction Alliance Programme (CORAL 2.0) for
Upstream Malaysia.

Chairman ROBERT MEBRUER

DIMENSION PUBLISHING SDN. BHD. (449732-T) CEO/Publisher PATRICK LEUNG

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Editor TAN BEE HONG

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THE INSTITUTION OF ENGINEERS, MALAYSIA (IEM)
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November 2016 JURUTERA 5
 COVER STORY
CORAL
for
2.0
Long-Term
Survival
The PETRONAS-driven Cost Reduction Alliance 2.0 (CORAL 2.0)
Programme for Upstream Malaysia and its resulting structural changes
will enable its survival beyond the “lower (oil price) for longer”
phenomenon
W
hen Bacho Pilong joined our national
oil company, Petroliam Nasional Bhd
(PETRONAS), more than 20 years ago, some
people told him that Oil & Gas (O&G) was a sunset
industry.
“I’m still here today,” said Bacho, who joined
PETRONAS as process engineer in 1992, armed with a
degree in chemical engineering from University of Texas
in Austin, the United States.
“The future will continue to be exciting for Malaysia.
Deepwater drilling, complex reservoir structure and
unmanned operations are among the new frontiers to
look out for.
“The O&G industry outlook is exciting for the
innovative and agile who are able to adapt to new
situations. There is still plenty of room for technical and
technological advancements which we will need.”
Currently, Bacho is Chairman of the Steering
Committee of CORAL 2.0 Programme as well as head
of Production & Operations, Malaysia Petroleum
Management (MPM).
6 JURUTERA November 2016
Oil companies around the world have been the main
casualties of the relentless fall in oil prices since the jaw-
dropping plunge from a peak of US$113 per barrel in
June 2014. Consequently, they prepared for the worst,
planning for lower prices for a longer period of time.
PETRONAS is no exception. As to how the PETRONAS-
driven CORAL 2.0 started, Bacho said the declining
global oil prices from mid-2014, have significantly
impacted our O&G industry. On top of that, projections
of production and development costs indicate
increasing costs across all operators.
He said the low oil price environment persisted in
June this year and is expected to remain for some time.
This phenomenon, known as “lower (oil price) for longer”,
has further necessitated the need to respond and adapt
swiftly.
As custodian of petroleum resources, PETRONAS’
MPM has been entrusted with the responsibility of
managing and steering the overall exploration and
production (E&P) activities in Malaysia, including
optimising the country’s E&P assets and management
 “ CORAL 2.0
is not about squeezing margins
and bleeding players. It is about how
to make Malaysia cost competitive
COVER STORY

and the regional hub for Oil & Gas

in Asia Pacific. It’s for business
sustainability of all industry players.
of all E&P companies We can’t afford to see any party
operating locally. suffer because of
“In ensuring we are
equipped to weather the CORAL 2.0.”
downturns and capitalise on – Bacho Pilong
upsurges in a measured and
profitable way, MPM has revived the
second wave of the Malaysia-wide cost
optimisation programme in 2015,” said Bacho.
“Under CORAL 2.0, PETRONAS collaborates with all
Petroleum Arrangement Contractors (PACs) and the
industry to build long-term stability and sustainability into
our operational strategies.
“In late 2014, we saw an imbalance in demand
and supply. We could see a downturn coming up. With
oil prices falling from US$100 to US$60, we needed to
respond fast.”
As time was of the essence, CORAL 2.0 took off in
November 2014 although it was only officially launched
in March 2015.
“CORAL 2.0 is about the whole ecosystem in the
country. It’s led by PETRONAS with the support of its
PACs, O&G service providers and the Malaysia Oil & Gas
Council (MOGSC). We have a spectrum of players, from
the small and independent to medium and big players.
We bring in everyone to bring cost down for the benefit
of Malaysia,” he said.
According to Bacho, a dedicated Steering
Committee and a Programme Management Office
were set up to engage and streamline collaboration with
PACs and the industry as well as to provide guidance for
deploying initiatives. In 2015, 11 initiatives were targeted
for implementation, delivering RM2.4 billion in savings.
“The target for 2015 was RM1.8 billion in savings. In 2015,
the focus was on drilling and completion activity which
accounted for RM1.1 billion of the RM2.4 billion saved. We
drilled 114 wells and managed to push every well to save
costs. This year, we aren’t drilling as many wells.
“The whole idea of CORAL 2.0 is to optimise cost,
increase efficiency (i.e. getting more for less) and bring
in industry innovations. We can’t deliver all of these
alone. We have to be supported by PACs and service
providers,” he said.
CORAL 2.0 is a long-term industry-wide programme
with the aim to inculcate a cost-conscious mindset
across Upstream Malaysia. Bacho noted that it will
support sustainability of the country’s O&G industry
and prepare for industry challenges by optimising cost,
increasing efficiency and driving industry innovation
across all operators.
“Our aspiration
is not just about
surviving now; it is also
about preparing for the
future and building an
industry that’s sustainable,”
he said.
CORAL 2.0’s strength stems
from the collective intelligence derived
through strong cross-PAC collaboration, with
emphasis on transparency and visibility via analytics and
benchmarking. The latter was not a focus of CORAL 1.0
then.
“Our PACs’ willingness to share data is one of
CORAL 2.0’s successes. Because people are willing to
collaborate, open up and share their best practices,
other players can learn and apply these in their
operations,” he said, adding that he makes it a point to
ensure that Senior Management attends meetings on
CORAL 2.0 as that helps to push the agenda across the
country.
He noted that through CORAL 2.0, the analytics and
benchmarking role is being institutionalised in MPM,
supported by the PACs’ active involvement in providing
input for benchmarking and applying the results from
benchmarking to improve cost and efficiency.
CORAL 1.0 brought about total savings of RM2 billion
in 10 years (1995 to 2005) of implementation, which,
Bacho said, “can’t be compared with the current
situation”.
He said one significant outcome of CORAL 1.0 was the
formation of MOGSC which promoted the capabilities of
local service providers and showcased Malaysia as the
regional hub for the O&G industry.
With CORAL 2.0, Bacho said PETRONAS and its PACs
targeted savings of between RM1.4 billion and RM1.8
billion in the first year (2015) and a further RM1.9 billion
this year. The amount of annual savings is expected to
grow each year to reach a steady state of cumulative
RM17 billion of savings by year 2019.
“Since CORAL 2.0’s inception to July 2016, we have
recorded realised savings of RM3.68 billion to date,
which is at par with our cumulative target of RM3.6 billion
for the whole of 2016,” he said.
On the targeted RM1.9 billion of savings for 2016,
Bacho said RM1 billion was achieved as of June and his
personal aspiration is to hit RM2 billion, adding, “We have
four months to drive the team. We think we can do it”.
On the cumulative RM17 billion of savings aimed by
2019, he said “we can achieve it but it would be tough”.

November 2016 JURUTERA 7

 COVER STORY

So how do the industry players or those in the supply

chain respond to CORAL 2.0? What are the challenges
and ways to overcome them?
Bacho shared: “Industry players have been one of
the pillars of our success. We have continued to work
with them to drive industry-wide changes and deliver
innovative actions. Our key partner, MOGSC, acts as
speaker for the industry.
“As CORAL 2.0 involves collaboration with all parties
in the industry, the challenge is to achieve the right
balance between all parties. Hence, we need to agree
on a win-win situation and CORAL 2.0 ensures that we put
in place a strong governance structure to steer, discuss
and reach a consensus before a decision is made in
support of longer term strategic objectives.
“Apart from that, CORAL 2.0 is also spearheading the
implementation of a few ‘nation’s firsts’, which comprise
best practices learnt from other parts of the world. As
that involves a new concept of operation and that is not
familiar to everyone, it takes courage to implement such
new scale changes to the industry.”
According to Bacho, there will be big-scale changes
out of CORAL 2.0. One example is that logistics support
will be run in an integrated manner, unlike that being
run by the PACs individually at present. It is time to
consolidate the logistics to optimise use of assets to serve
the right needs.
Other concepts are Vendor Managed Inventory
(similar to Just-in-Time) to avoid costly overstocking of
inventories and Analytics Value Management, which
involves continuous benchmarking on how to improve
or learn from each other’s best practices.
The whole essence of CORAL 2.0 is making Malaysia
cost competitive and the regional hub for O&G in Asia
Pacific, he said, emphasising that “CORAL 2.0 is not
about squeezing margins and bleeding players but is for
business sustainability for all industry players. We can’t
afford to see any party suffer because of CORAL 2.0”.
CORAL 2.0 encountered challenges, of course.
Bacho said these included players’ response to new
ideas but added that these have been overcome,
noting, “CORAL 2.0 is not about PETRONAS. It’s about
us, the industry. It’s a compelling story. We are all in the to be the new norm in taking us forward, so we will be
same boat; we cannot allow it to sink.” agile in facing future cycles of dip in the oil price,” he
Does he expect the programme to continue after the said.
oil price bounces back to normal? “For instance, the analytics and benchmarking
“For now, we believe it's ‘lower (oil price) for longer’. activity will be converted into Business-as-Usual, through
What’s important is we have braced ourselves for the establishing an Analytics & Value Management unit in
low oil price environment, regardless of whether it’s MPM. This unit will continue to perform analytics and
US$40 or US$50 per barrel. We can’t afford to hope that benchmarking activity for PETRONAS and its PACs
the oil price will go back to US$100 per barrel. We’ve got to sustain value generation from future day-to-day
to execute structural changes,” he noted. operational activities.”
“While we do not expect CORAL 2.0 itself to be He continued: “Another example is that we have
permanent, we are working on building structural also consolidated cross-PAC logistics operations, infusing
changes that will change the way we do business in global best practices to derive more value out of cross-
Upstream Malaysia. We expect these structural changes PAC logistics resources.

November 2016 JURUTERA 9

 COVER STORY

“
“As this will change the landscape
of upstream logistics operations
in Malaysia, a cross-PAC unit Because people
has been set up to establish this are willing to collaborate,
new concept of operations as open up and share their best
Business-as-Usual.
practices, other players can
“Moving forward, the spirit of
CORAL 2.0 – i.e. optimising cost,
learn and apply these in
increasing efficiencies and driving
their operations.”
innovation – will be embedded as
– Bacho Pilong
an integral part of the way we do
things.”
On what else industry players can
do to weather the current difficult phase
other than the CORAL 2.0 Programme, Bacho
said the impact of the situation has been rapid and
dramatic. While massive cost cutting may offer short-
term breathing space, it is a myopic response which
may leave the business ill-equipped for the next turn of
the cycle.
With the current O&G market, he noted that
companies need to reinvent themselves to improve
productivity. This is the time to reassess the company’s
strategic direction and to find a profitable role to play in
the new O&G landscape.
Transformation is needed to adapt to this new no work, how do we create balance? The industry must
normal within the maelstrom of change. Innovation is a be resilient in such an environment. It’s about innovation.
key driver, with the potential to transform operations and The industry cannot just hope for the return of high oil
create additional profits from existing capacity that can prices. It doesn’t work like that.”
further reduce costs, unleash unparalleled productivity So how can the Institution of Engineers, Malaysia
and boost performance significantly. (IEM) support PETRONAS and other local O&G industry
Collaboration is crucial in order to have shared service providers?
success across all players in the country’s O&G Bacho said that engineers play vital roles at all levels
ecosystem. of modernising and improving engineering processes
On how he thinks the current difficult phase in the innovations to increase economic viability of projects
O&G industry will shake up the local market, he said: and development of O&G resources.
“The industry had been enjoying high oil prices and He noted that IEM, as a strong voice for local
unfortunately, this had resulted in complacency. engineers, can contribute significantly by promoting the
“Now, there is a huge paradigm shift in how business concept of innovation and technology as a differentiator
is being operated. It is hard to change long established for future economic growth. He said IEM can enhance its
ways of working, yet the current oil price environment members’ ability and expertise to undertake technically
has presented a unique opportunity and it’s imperative advanced projects and increasing more skilled resources
that the industry addresses structural inefficiencies. The to take up the challenges of working within the volatility
local market will change and players need to come of the O&G business environment.
together to seize opportunities in the changing business “We must step up and showcase Malaysia’s
landscape.” capability to provide such solutions in line with CORAL
He felt that industry players have to be more 2.0 aspirations and then share the message across the
adaptable, steadfast and innovative. They must also engineering fraternity.”
strive to have the competitive edge to survive the How does he see the local industry landscape in the
turmoil. They have to rise to the bar and deliver results. next 5-10 years for youths who aspire to venture into the
Elaborating, he said: “When oil was US$100 a barrel, O&G arena?
of course players made huge profits. But at the same The sanguine Bacho said: “Opportunities are endless
time, costs went up tremendously, such as paying for in this sector. Technological breakthroughs make it
rigs. This meant that rental for rigs, which used to be possible to develop huge resources. The increase in
US$60,000 a day, went up to US$100,000 a day. unconventional O&G production is a good example.
“In today’s low oil price environment, we need to “We will always need bright, talented, enthusiastic
lower costs to survive. If there’s no project, which means and young engineers who can face up to the challenges

10 JURUTERA November 2016

 COVER STORY

and deliver cost effective and innovative solutions to
propel the country forward as the leading O&G hub
in the region and ultimately, be the preferred global
choice.”
He capped the interview with JURUTERA by
highlighting that PETRONAS recently delivered PETRONAS
FLNG SATU, the world’s first floating liquefied natural
gas (FLNG) facility, and had launched the second unit,
PETRONAS FLNG DUA. Another highlight, he added, was
that Malaysian engineers were involved in assembling
the two facilities in South Korea.
What’s game changing about the FLNG is that an
entire onshore LNG plant is fitted on a single floating
LNG vessel; it’s a world’s first. It’s described as a
megastructure of unconventional proportions and a
technological marvel that has changed the landscape
of LNG production forever. PETRONAS pioneered the
technology to facilitate the processing of natural gas,
hundreds of kilometres away at sea.
In other words, PETRONAS is now able to tap into
stranded gas fields or unlock gas reserves in Malaysia
that are previously considered uneconomical to explore,
evaluate and develop.
In essence, CORAL 2.0 is an industry-wide programme
driven by PETRONAS to inculcate a cost-conscious
mindset across Upstream Malaysia.
CORAL 2.0 will support sustainability of the industry
in the country and prepare for future challenges by
optimising cost, increasing efficiency and driving industry
innovation.
CORAL 2.0 is a continuation of CORAL 1.0, which was
implemented from 1994 to 2005.
The key objective of CORAL 2.0 is to deliver rapid
and sustainable cost optimisation through the following:
Optimising cost, increasing efficiencies and driving
innovation.
The objectives will be achieved through 11 core
initiatives driven by collaborative cross-operators,
PETRONAS teams and others in the industry.

WHY ALLIANCE IS VITAL

The current situation in the Oil & Gas industry demands
players to reimagine traditional cost optimisation
methods and to focus on industry-wide optimisation,
said Hajejah Ali, Programme Manager for CORAL 2.0
(Cost Reduction Alliance 2.0).
She said an alliance is necessary as under CORAL 2.0,
the synergy between PETRONAS, operators and service
providers will bring a more sustainable response to
help our O&G industry (especially the Upstream sector)
remain regionally and globally competitive.
“The collaboration of a few good ideas will multiply
the results, leveraging on the collective intelligence of
everyone involved. When you are surrounded by people
(or teams) who share a passionate commitment to a
common goal, wonders can be achieved,” she added.
According to her, PETRONAS embarked on CORAL
2.0 when the slowdown in global demand and the
downtrend in oil prices changed the O&G business
Mr Bacho Pilong
globally. Steering Committee Chairman of CORAL
To weather the situation, Malaysia needed a long- 2.0 Programme since 2015, Sabahan Bacho
Pilong graduated in chemical engineering from
term, sustainable and structural response which was
University of Texas in Austin, USA, and attended
embedded in CORAL 2.0. Advanced Management Program of INSEAD
The implementation of CORAL 2.0 will reduce the in Singapore and Wharton Business School at
cost for the entire upstream sector domestically. The the University of Pennsylvania, USA. In 1992,
he joined PETRONAS as a process engineer.
cost reduction will support the economic viability of
His overseas postings included Vietnam,
projects in the country and give our O&G industry further Sudan and South Sudan. Since April 2013, he
competitive advantages. has been heading Production & Operations,
Hajejah Ali said CORAL 2.0 is a five-year (2015-2019) Malaysia Petroleum Management and serves
on the boards of PETRONAS companies and
programme. Through the years, the initiatives under the
associated companies.
programme will transition to the new normal practice in
the industry domestically.

November 2016 JURUTERA 11


Systems for Repair and
Rehabilitation of Corroded Oil &
Gas Pipelines
S
teel pipelines are the most effective and safest way for the transporting
of oil and gas over long distances. It is normally formed by connecting
spools of pipes, bends and joints by welding. According to a database
published by the United State of America’s Central Intelligence Agency, there
are over one million kilometres of pipelines laid around the world to transport
oil and natural gas [1], and new pipelines are expected to be installed in the
Lim Kar Sing near future.
Damage caused by third parties, material
and construction defects, natural forces and
corrosion have been identified as significant
factors contributing to failure of pipelines
worldwide [2-5]. Damaged pipelines are a
common and serious problem which involves
considerable cost and inconvenience to the
Siti Nur Afifah Azraai
industry and to the public [6].
A recent explosion in an underground
pipeline network in Kaohsiung, Taiwan, killed
27 people and injured 286. Initial investigations
showed that the cause was probably due to a
leak in an underground pipeline owned by a
local chemical producer which used a 4-inch
propene pipeline [7].
Therefore, inspection and repair technology
Assoc. Prof. Dr Norhazilan
Md Noor are critical for the prevention of accidents,
safety in operations and the extension of
running time of the long-distance pipelines [8].
In order to extend the safety and durability of
such pipelines, methods to repair damages
have been developed.
At present, the inspection technology
for both internal and external corrosion is
quite reliable, using various techniques such
Prof. Dr Nordin Yahaya
as magnetic flux leakage (MFL) detection,
pipeline current mapping (PCM) and ultrasonic
detection [9]. When defects are detected, the
operators will assess the pipeline condition and
End fillet weld
Sleeve Sleeve
End fillet
weld
Longitudinal weld
seam
Carrier pipe Carrier pipe
Figure 1: Full-encirclement steel sleeve (left and middle) and steel repair clamp (right).
FEATURE
decide if repair is necessary. If it is, there are a
variety of repair systems available. But before
the repair work, the operators have to check a
list of parameters including pipeline operating
characteristics, geometry and materials so that
the best choice of repair systems can be made
[10]. This is very important to ensure that repair
system selected is safe, cost effective and
reliable.
CONVENTIONAL STEEL SLEEVE/CLAMP
REPAIR SYSTEM
Most underground pipeline systems consist of
metal pipes due to their high strength, relative
simplicity of joints and low cost. Conventionally,
the most reliable repair system is to remove the
entire damaged pipe and replace it with a new
one. Or one can remove just the damaged
section and cover it with a welded steel patch.
Alternatively, the repair can also be done by
installing a full-encirclement steel sleeve or
steel clamp. These conventional repair systems
incorporate external steel sleeves that are
either bolted or welded to the outside surface
of the pipes (Figure 1).
If a section of the pipe is severely damaged,
the operator can remove the entire spool
of pipe or cut out the damaged section. A
new spool/section will then be connected to
Longitudinal weld
seam (butt weld
only. Overlapping
side strip not
allowed)
November 2016 JURUTERA 13
 FEATURE

the pipeline. The use of full-encirclement steel sleeve was

Precast Concrete developed in the early 1970s.
System There are two basic types of full-encirclement steel
sleeves. The Type A sleeve functions as reinforcement for
for Building the defective area by welding two pieces of steel sleeves
longitudinally. The Type B sleeve is welded in the same
manner as the Type A sleeve but, in addition, the ends of
the sleeve are welded circumferentially to the carrier pipe.
This type of repair is capable of repairing leaking defects or
defects that may leak in future because the ends are fillet
welded to the carrier pipe.
Besides welded sleeves, steel clamp repair is another
alternative for repairing corroded steel pipes. Instead of
welding, the sleeves are joined by mechanical fastening.
The operation principle of the previously mentioned repair
systems has proved to be effective by restraining the
corroded section from bulging, hence the reinforcement.
The long-term performance of steel repair systems is a great
advantage which contributes to the relevance of this system
until now.
There are several shortcomings in the repair systems
mentioned. For example, these methods are generally
suitable for straight pipe sections but not for joints or bends.
Besides, welding or clamping of pipelines is bulky, costly and
time consuming especially if the pipelines are underground
[11]. In most cases, heavy machinery is required to perform
this cumbersome job. Furthermore, welding involves hot
work that poses a potential risk of explosion.
So, researchers started looking for alternative repair
systems that were relatively lightweight, easily applicable
and be an effective repair solution.

FIBRE-REINFORCED COMPOSITE REPAIR SYSTEM

The use of fibre-reinforced composite materials to repair
damaged pipelines started in the late 1980s. Since then,
numerous institutions and companies have conducted
their own R&D to develop commercial composite repair
products. The trend is likely to accelerate.
The acceptance of composite based materials as an
alternative to conventional repair materials, is indicated
through the recent development of several codes
and standards, including ASME PCC-2 [12] and ISO/TS
24817 [13]. Both standards recognise composites as a
legitimate repair material. To date, repair systems using
fibre-reinforced composites can be categorised as pre-
cured layered, flexible wet lay-up, pre-impregnated and
split-sleeve systems. Although the products made by
different companies and research institutes have varied
performances, the composite material repair system will
mainly include three parts:
1. High strength glass fibre or carbon fibre reinforcing
materials;
2. Adhesive materials with high curing speed and high
EASTERN PRETECH (MALAYSIA) SDN. BHD. performance;
(184774-P)
28, Jalan 7/108C,Taman Sungai Besi,
3. High compressed strength material for pipeline defects
57100 Kuala Lumpur.
filling that conveys the load [14].
Tel: +603-7980 2728
Fax: +603-7980 5662 The pre-cured layered system involves bonding of pre-cured
www.epmsb.com.my composite materials that are held together with an adhesive
applied in the field. The repair using these systems is generally

14 JURUTERA November 2016

 FEATURE

limited to straight sections of pipe. Figure 2 (a) shows basic components of

a commercially available pre-cured layered system, Clock Spring® repair
system: (1) composite sleeve, (2) interlayer adhesive, and (3) infill material. The Structural Analysis and Design
infill material is used to fill the damaged area to create a smooth surface. A
composite sleeve will then be used to wrap around the repair segment. An
adhesive that serves as a bonding agent, is apply in every single layer of the
composite sleeves.
The Structural Beam Analysis Program
When the infill material and adhesive are cured, the repair is considered
done. Flexible wet lay-up utilises resin matrix that is usually uncured during
application but forms a stiff shell after curing. Finally, a composite cloth will be
used to wrap around the repaired area to strengthen the loading capacity as
The Ultimate FEA Program
shown in Figure 2 (b). Since it is flexible, it can be used to repair joints or bends.
3D Finite Elements

BIM/CAD Integration
Steel Construction

© www.wtm-engineers.de

Solid Construction

Figure 2: Clock Spring® (a) and Armor Plate® Pipe Wrap (b) composite repair system.

Cross-Sections
Figure 3 is an example of a pre-impregnated split-sleeve repair system.
ProAssure™ Wrap Extreme in Figure 3 (a) was developed by a team © www.ssp-muc.com

of researchers from Commonwealth Scientific and Industrial Research

Bridge Construction
Organisation (CSIRO) and Petronas. The fibre is pre-impregnated with resin
and stored in a specific environment (normally sub-zero degree Celsius) prior
to repair. After repair, the composite will undergo in-situ curing and finally form
a stiff shell. © www.ewb-karlsruhe.de

Figure 3 (b) is the world’s first pipeline repair clamp to be made of the
advanced composite material, ProAssure™ Clamp, as claimed by the
manufacturer. The repair concept is similar to that of steel repair clamp. In case
Stability and Dynamics
of material loss, either by corrosion or gouging, infill is used to ensure a smooth
bed for the composite clamp. This also can be an effective leak containment 3D Frameworks

solution for repairing defects that may causes pipeline leaking due to future
deterioration such as corrosion and erosion.
Column Bases

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DESIGN according to EC 2 with Malaysia National ANNEX.
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Further Information:

Figure 3: Clock Spring® (a) and Armor Plate® Pipe Wrap (b) composite repair system.

Benefits associated with composite repair systems include short length

of time needed to complete a repair, undisrupted product transmission in 3DTech Parametric Sdn. Bhd.
Suite D-3A-05,
the piping system while the repair is made and eliminating the possibility of Southgate Commercial Centre,
No. 2, Jalan Dua,
explosion since no welding or cutting of the pipeline is required. Off Jln Chan Sow Lin,
Industry analysis shows that composite repair systems are, on average, 55200 Kuala Lumpur.
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73% cheaper than completely replacing the damaged section of the steel Hotline: 1300-22-9332
pipe and 24% cheaper than welded steel sleeve repairs [15]. Despite these Email: sales@3dtech.com.my

November 2016 JURUTERA 15

 FEATURE
advantages however, long-term performance is a main
concern for composite repair system. In response to that,
an extensive research programme sponsored by Pipeline
Research Council International, Inc. and 12 composite
manufacturers from around the world was conducted to
better understand the long-term performance of composite
repair systems [16].
CONCLUSION
This article provides an insight into widely-used systems for
repairing corroded oil and gas pipelines. In general, these
can be categorised as conventional steel sleeve repair
system and composite repair system. Both systems have
advantages and limitations, so pipeline operators need to
carefully evaluate the problem to determine which repair
system is most appropriate for used. These include (but are
not limited to) type of defects (leaking or non-leaking),
operation constraints (allow for operation shutdown or
not), permission for hot work, location of defect and future
concern (future deterioration). For example, if hot work is
not permitted, the welded repair system is not an option.
On the other hand, if further corrosion is not a concern and
the section to be repaired is a straight pipe, a steel sleeve/
clamp may be sufficient to do the job due to its proven
long-term performance. This is important to ensure pipelines
can be operated safely within the designated operation
lifespan.
REFERENCES
[1] Central Intelligence Agency. (2015). The World Factbook Field
Listing: Pipelines [online]. Available: https://www.cia.gov/library/
publications/the-world-factbook/fields/print_2117.html [Accessed:
Sept. 29, 2015]
[2] EGIG, “7th EGIG report 1970–2007: gas pipeline incidents,”
European Gas Pipeline Incident Data Group (EGIG), Groningen,
MA, Netherlands, 2008.
[3] H.A. Kishawy and H.A. Gabbar, “Review of Pipeline Integrity
Management Practices;” International Journal of Pressure
Vessels and Piping, vol. 87, pp.373-380, 2010.
[4] CONCAWE, “Performance of European cross-country oil
pipelines: statistical summary of reported spillages in 2009 and
since 1971,” Report no. 3/11, Brussels, Belgium, 2011.
[5] K.S. Lim, N. Yahaya, S.R. Othman, S.N.F. Mior Mohd Tahir, and
N. Md Noor, “The Relationship between Soil Resistivity and
Corrosion Growth in Tropical Region”, The Journal of Corrosion
Science and Engineering, vol. 16, Preprint 54, pp.1-17, 2013.
[6] S.N.F. Mior Mohd Tahir, N. Yahaya, N. Md Noor, K.S. Lim, and
Abdul A. Rahman, “Underground Corrosion Model of Steel
Pipelines Using In Situ Parameters of Soil,” ASME. J. Pressure
Vessel Technol., vol. 137(5), pp.051701-051701-6, 2015.
doi:10.1115/1.4028424.
[7] J. W. Hsu and F. Liu. (2014). Taiwan Gas Blasts Likely Caused
By Faulty Pipe. The Wall Street Journal [online]. Available: http://
online.wsj.com/articles/taiwan-gas-blasts-likely-caused-by-faulty-
pipe-1406964902 [Accessed: Sept. 11, 2014]
[8] M. Shamsuddoha, M.M. Islam, T. Aravinthan, A. Manalo, and
K.T. Lau, “Effectiveness of Using Fibre-Reinforced Polymer
Composites for Underwater Steel Pipeline Repairs,” Compos.
Struct., vol. 100, pp.40-54, 2013.
[9] X.D. Zhao, G.F. Xi, and J. Yang, “Application of Corrosion
Detection Technology of Long-distance Pipeline in Material
Application Engineering,” Advanced Materials Research, vol. 578,
pp.211-214, 2012.
16 JURUTERA November 2016
[10] R. Batisse, “Review of Gas Transmission Pipeline Repair
Methods,” in Safety, Reliability and Risks Associated with Water,
Oil and Gas Pipelines, G. Pluvinage, and M.H. Elwady, (Eds.).
Netherlands: Springer, 2008, pp.335-349.
[11] J. Kou, and W. Yang, “Application Progress of Oil and
Gas Pipeline Rehabilitation Technology,” in Proceeding of
the International Conference on Pipelines and Trenchless
Technology (ICPTT), 26–29 October 2011, Beijing, China,
pp.1285–1292, 2011.
[12] Repair of Pressure Equipment and Piping, The American
Society of Mechanical Engineers, ASME PCC-2-2011, 2011.
[13] Petroleum, Petrochemical and Natural Gas Industries –
Composite Repairs of Pipework – Qualification and Design,
Installation, Testing and Inspection, International Organization
for Standardization, ISO/TS 2481, 2006.
[14] W.F. Ma, J.H. Luo, and K. Cai, “Discussion about Application
of Composite Repair Technique in Pipeline Engineering,”
Advanced Materials Research, vol. 311-313, pp.185-188, 2011.
[15] G.H. Koch, M.P. Brongers, N.G. Tompson, Y.P. Virmani, and
J.H. Payer, “Corrosion Cost and Preventative Strategies in
the United States,” Federal Highway Administration, Office of
Infrastructure Research and Development, pp.260-311, 2001.
[16] C.R. Alexander, “Advances in the Repair of Pipelines Using
Composite Materials. Article 1 in a 4-part series, Pipeline & Gas
Technology Magazine,” Hart Energy Publishing, LP, July 2009
edition.
Authors Biodata:
Lim Kar Sing is with the Faculty of Civil Engineering and Earth
Resources, Universiti Malaysia Pahang (UMP) and Faculty of
Civil Engineering, Universiti Teknologi Malaysia (UTM), Johor.
He is currently pursing his PhD in the field of structural repair and
rehabilitation.
Siti Nur Afifah Azraai is pursuing her M. Phil. in Faculty of
Civil Engineering, Universiti Teknologi Malaysia (UTM), Johor.
Her research focus is on developing guidelines for repair and
rehabilitation of corroded oil and gas pipelines.
Assoc. Prof. Dr Norhazilan Md Noor is Associate Professor
Faculty of Civil Engineering, Universiti Teknologi Malaysia (UTM),
Johor. His research interest includes reliability engineering, pipeline
integrity assessment, risk assessment and hazard identification,
soil-corrosion engineering, microbiological-induced corrosion, risk-
based inspection, repair and maintenance. His is also the Editor-in-
Chief for Malaysian Journal Of Civil Engineering.
Prof. Dr Nordin Yahaya is with Faculty of Civil Engineering,
Universiti Teknologi Malaysia (UTM), Johor. His professional interest
is in pipelines engineering, structural reliability & assessment,
corrosion and risk management. He is also senior director of UTM
International Office.
CONGRATULATIONS
IEM would like to congratulate Datuk Ir. Prof. Dr
Wan Ramli Wan Daud FASc being the recipient
of the Anugerah Merdeka 2016 Award from the
Sultan of Perak, Sultan Nazrin Muizzuddin Shah on
24 September 2016.
 FEATURE
Sustainability of Safety Culture in
Time of Turbulence
Ir. Lee Chang Quan
Ir. Lee Chang Quan
graduated with a Mechanical
Engineering degree and
MBA. He is currently
the HSE manager in a
PETRONAS subsidiary. He
is also a committee member
in Oil, Gas and Mining
Technical Division, IEM.
18 JURUTERA November 2016
S
afety is always easier said than done. In the oil and gas industry,
companies have established policy statements to make safety and
health a priority in business operations. Such a commitment, normally in
the form of a company policy statement on Health, Safety and Environment
(HSE), will be put to test amidst cost cutting pressure resulting from the fall in
price of crude oil. The price of crude oil tumbled to US$45 per barrel (Brent
Crude, at the time of writing in Aug 2015) from the price range of US$90-100
per barrel in year 2013, causing a sharp profit drop among the oil majors.
With the economic challenges clouding the oil and gas industry, how can the
industry prevail in upholding the high standards of safety? Let us look at two
major safety cases in the oil and gas industry for some insight.
PIPER ALPHA EXPLOSION 1988 “courageous” enough to make the decision to
stop production, risking revenue loss, customer
The Piper Alpha explosion in July 1988, which
had caused the death of 167 people, remains loss and management action against him or
a painful learning experience for the oil and her?
gas industry. The incident has become one
of the most common case studies in the
BP TEXAS CITY REFINERY EXPLOSION
In 2005, an explosion occurred at BP Texas City
industry. Many of the lessons learnt from the
Refinery, United States. The incident claimed
Piper Alpha explosion incident have been
15 lives and injured 180 people. The explosion
incorporated for improvement in operations.
and fire occurred during the plant start-up of
The industry safety standards, e.g. pressure relief
an isomerization unit. A raffinate splitter tower
valves management, emergency shutdown
(distillation tower) was overfilled, causing the
valves design and installation, permit-to-work
pressure relieving devices to open. This led to
(PTW) management system and emergency
flammable liquid streaming from a blowdown
evacuation were also established after the
stack which was not equipped with a flare
incident. Hazards identified from investigations
system.
and lessons learnt are dealt with through hazard
Following the incident, the U.S. Chemical
elimination, engineering control, operational
Safety Board (CSB) investigation team found
control or administrative control. People are
several lapses in process safety. These included
up-skilled through training to ensure they can
shift hand-over, alarm failure and start-up safety
carry out their routine tasks safely.
management. The investigation team also
However, all these measures will be futile if
raised concerns about the safety management
safety does not have priority over production
system effectiveness and corporate safety
or profitability, especially where there is an
culture. Meanwhile, the Baker Panel, which
imminent threat to human lives, damage to
examined the investigation of the incident,
equipment or impact on the environment.
came up with a few key learning points
For example, in the Piper Alpha incident, the
(Hopkins, 2010):
severity of the explosion could have been
• A lack of operating safety culture and
reduced if the neighbouring platform had
discipline, together with tolerance for serious
adopted safety-priority behaviour. This means
deviations from safe operating practices,
if they had cut off the production as soon as
posed serious process safety risks.
they were aware of the fire, they could have
• Top management must provide effective
avoided further fuelling the fire at the Piper
leadership and establish appropriate goals
Alpha platform.
for process safety, articulating a clear
Will we suffer the same fate 37 years
message and matching this with policies
after the incident if we are posed with the
they adopt and actions they take.
same threat today? Will the front-liners be
• Developing and implementing a process
 FEATURE

safety management system to ensure that all levels

of management possess an appropriate level of
process safety knowledge and expertise. Poor hazard
identification or risk awareness throughout the
organisation had contributed to the inability to see risks
and therefore, toleration of a high level of risk.
• A good process safety culture requires a positive, trusting
and transparent environment with effective lines of
communication between the management and the
workforce.
In addition, it was found that there were unclear
accountabilities and communication across the organisation
which had gone through frequent structure modification
without improving the safety behaviour required. Poor
communication across functions, either vertically or
horizontally with workers tending to work in silo, had created
confusion in work and deviation from the basic requirements
for safe and efficient operations.

POOR ORGANISATION SAFETY CULTURE AS

COMMON TRAITS OF MAJOR INCIDENTS
There is a similar trait in these two major accidents that
Civil, Geotechnical, Hydraulic, Marine and Landfill Engineering
Soil Stabilization, Earthworks, Erosion Control
points to organisation safety culture as an underlying cause.
Organisation culture is “how we do things around here” and
it is also “a shared perception of daily practices” (Hofstede,
1997). Meanwhile, organisation safety culture is how safety is
perceived and practised in daily work.
Currently, though oil and gas companies are facing
economic headwinds and taking multiple cost-cutting
measures, organisation safety culture should not be
neglected. Capital projects may be postponed, training
budgets reduced and manpower downsized; however, the
way safety is perceived and practised in daily operations,
should continue to be of the utmost importance in order for
companies to uphold high safety standards.
In fact, poor organisation safety culture is the cause of
many major accidents in the oil and gas industry. It was
also identified as one of the causes in the Columbia space
shuttle disaster in 2003 which killed the seven-member
crew and shook NASA to the core.
Studies on major incidents have established links between
organisation safety culture and major incidents (Hopkins,
2006). Therefore, it is necessary to always improve safety
culture based on the lessons learnt from incidents. Quite
often, companies take pride in providing the best protective
gear, high-standard operating procedures, high-capital Our Services
engineering control, intensive training and development on
operation standards rather than emphasise on the sharing • Slope Repair • Reinforced Soil Wall • Keystone Wall
• Soft Soil Stabilization • River Bank Protection
of learning.
• Slope Erosion Control • Flood Mitigation
Other than knowing what incident had happened, it
• Coastal Protection • Silt & Sediment Control • Landfills
would be more crucial that companies turned the “know- • On-Site Detention System • Earthworks
what” to “know-how”. The safety department should • Infrastructures • Quarry Supply
understand why the incident had happened and then
reflect on the current practices before coming up with
any action to avoid a similar incident. To prevent repeated
LANDASAN IMPIAN SDN BHD (CO. NO. 860015-T)
12-1, Jalan BPP 5/3, Pusat Bandar Putra Permai,
failures, the safety fraternity can take the Kaizen approach 43300 Seri Kembangan, Selangor Darul Ehsan, Malaysia.
to safety of continuous learning, effective root cause analysis Tel: 03-8943 8598 & 03-8953 8593 Fax: 03-8943 8591
Email: landasanimpian@gmail.com
and sharing of lesson learnt.

November 2016 JURUTERA 19

 FEATURE

IMPROVING THE SAFETY CULTURE

Other than lessons learnt from incidents, how can companies improve their
safety culture? Fortunately, we don’t need to apply rocket science to find out.
There have been many research works done on the subject of safety culture.
According to Reason (1997), an effective safety culture organisation would
have:
• A transparent and easy-to-access safety information system that collects,
analyses and disseminates information on incidents, near misses and audit
findings;
• A transparent reporting culture where people are prepared to inform any
near misses, errors, mistakes and non-compliance, without fear, irrespective
of rank;
• A culture of trust and accountability throughout the hierarchy, where
people understand the roles and responsibilities towards safety.
• A strong will to continue improving its safety system.
To apply the above points to further improve the organisational safety culture,
leadership and commitment are essential. Leadership is the key to changing
safety culture. Leaders can influence safety through “walk the talk” exemplary
actions. Perception and demonstration of safety behaviours by senior managers
will shape the behaviour of workers and therefore, the safety performance of
the organisation (Clarke, 1999).
Similar emphasis should also be given to supervisory level employees due to
the longer contact time and intermediary role between senior management
and workers at ground level. The synergy between the senior management
and supervisors can play an influential role in moulding the safety behaviour
of the workforce. Frequent and open communications among the managers,
supervisors and shop floor workforce are instrumental to good safety
performance (Parker, et al., 2006).
Assessing the current state of organisation safety culture is beneficial to
identify opportunity for improvement to safety performance. There are various
tools and studies available in the market for this. Parket, et al., (2006) have also
formulated an organisational safety culture maturity framework. Using research
work on oil & gas company executives, they developed and proposed a set of
short cultural descriptors. Companies can use the following sample questions
and descriptors to do a quick assessment of their organisation safety culture
maturity:

In the eyes of • Are individuals blamed? Are faulty machinery and

management, who poor maintenance identified as causes as well as
causes accidents? people? Or
• Does Management accept that it is their
responsibility, that they could have done something
to remove the root causes? They can take a
broader view, looking at the interaction of system
and people.
What happens after • The focus is on the employee after an accident. An
an accident? Is accident report is not shared to the line if possible.
the feedback loop Or,
closed? • The top management shows a personal interest
in individuals and the investigation process. All
employees take accidents to others personally.
Balance between • Profitability takes priority and safety is seen as a cost.
Health, Safety, Operational factors dominate. Or,
Environment and • HSE and profitability are in balance. The business
profitability accepts delay to ensure contractors live up to the
safety standards.
Work-site job safety • A standard worksite hazard management technique
techniques is brought in but without much systematic use. Or,
• Job safety analysis or safety observation techniques
are accepted by the workforce and revised regularly
for improvement.

November 2016 JURUTERA 21

 FEATURE

How do employees • Meetings are seen as a waste of time and attended

feel about safety reluctantly. Or,
meetings? • Meetings can be called by any employee. Toolbox
meetings are short and are focused on ensuring that
everyone is aware of risks that may arise from work.
Who checks safety on • There is no formal system. Cursory site checks are
a day-to-day basis? performed before management/external inspector
visits. Or,
• Internal cross safety audits take place. Everyone
checks for hazards. There is no problem demanding
shutdown because of hazard.
What is the size/ • The department is small and has little power but is
status of the HSE sometimes seen as police force. Or,
department? • HSE is seen as an important job given to high
flyers. All senior people in operation must have HSE
experience. Department is small but powerful with
equal status to other departments.
[Source: Parker, et al., (2006)]

During economic turbulence, other than protecting the thinning bottom

line, companies must pay attention to the health and safety of the stakeholders,
especially employees. The last thing a company needs is having to manage
a crisis due to a major accident as this cost lives and money. Therefore, it is
important that companies commit to their pledges in safety and health policies
and review the business wholesomely, together with the safety and health
management system, before making any drastic change to the organisation.
Any change has to be assessed on its risks. Any change has to be followed
through deeply for a smooth and clear changeover on how routine work is
conducted. A good understanding of the organisation safety culture will enable
a company to grasp, assess and manage the risk of change more effectively.
Open communication and well-informed workforce on safety incident, near-
misses, safety learning and sharing, violations and safety improvement action
will propel the organisation to a higher safety culture maturity.
In a nutshell, cognisance in the organisation safety culture, together with
improvements in procedures and safety systems, will mean improvements in
safety performance. Even though organisation safety culture improvement is
not rocket science, it still requires leadership and commitment to engineer the
change as well as consistent follow-up to sustain the culture. So will oil and gas
companies be able to keep the safety standards and their commitment to
safety when faced with economic challenges? Only time will tell.

REFERENCES
[1] Clark, S., 1999. Perception of Organizational Safety: Implications for the Development of
Safety Culture. Journal of Organizational Behaviour, 20(2), 185-198.
[2] Columbia Accident Investigation Board, 2003. Report, Vol.1. Washington NASA.
[3] Hopkins, A., 2006. Studying Organization Cultures and Their Effect on Safety. Safety
Sciences 44, 875-889.
[4] Hopkins, A., 2010. Failure to Learn: The BP Texas City Refinery Disaster. CCH, Australia.
[5] Hofstede, G., 1997. Cultures and Organizations. McGraw-Hill, New York.
[6] Lutchman, C., Maharaj, R., and Ghanem, W., 2012. Safety Management: A Comprehensive
Approach to Developing A Sustainable System. CRC Press, Taylor & Francis Group.
[7] Parker, D., Lawrie, M., and Hudson, P., 2006. A Framework for Understanding The
Development of Organizational Safety Culture. Safety Science-Pergamon, (44), retrieved
from www.elservier.com
[8] Pennachio, F., 2008. Going Beyond Limits. Occupational Hazards, 70(9), 34-35.
[9] Reason, J. 1997. Managing the Risks of Organizational Accidents. Ashgate.
[10]
U.S. Chemical Safety and Hazard Investigation Board Investigation Report:
Refinery Explosion and Fire, 2007. Downloaded from http://www.csb.gov/file.
aspx?DocumentId=345

22 JURUTERA November 2016


Persevering Despite Oil Price
Uncertainties
Ir. Razak Yakob
Ir. Razak Yakob Razak has
been in the O&G industry
for over 20 years and is
currently an Independent
Drilling Consultant and a
part-time lecturer. He was
a PRODIGY Technical
Review Committee Member
when he was with one of
the Petroleum Arrangement
contractors. He was also an
assessor for the PRODIGY’s
Drilling Engineering
programme.
N
ot many people are aware of the existence of PRODIGY (Program for the
Development of Ingenious Young Talents) in Malaysia. It was created
to address the serious issue of a shortage of competent resources in the
upstream oil & gas (O&G) sector.
As mentioned in Oil & Gas Talent Outlook 2016
by Mercer, “Despite forecasted gains in nuclear,
hydro, biomass, and solar energy production,
the predicted growth rate in global energy
demand will outstrip the growth of all these
alternative fuels”.
Hydrocarbons will still need to make up for
the difference, so the O&G industry shall still
thrive for a very long time despite comments
that the industry is heading for a sunset.
A survey conducted by Mercer Energy
Vertical, Asia Region, indicated that we would
be facing manpower shortage in the Oil &
Gas Sector by 2017 (Figure 1). This survey was
conducted in 2013 before the oil price slump.
Demand for resources has eased since then.
In the beginning of Q3 2014, the price
of oil started to slide. A 10-year chart from
Macrotrends shows this trend (Figure 2).
O&G companies around the world started
to be cautious in the launching of new projects.
Marginal projects were the first to be shelved
and kept for future consideration when the
demand and price of oil increased. When
new projects were shelved, the demand for
manpower reduced. Companies such as TH
Engineering, Schlumberger, and
Shell were among the first to launch their
“right sizing” initiatives.
At the time of writing (June 2016), the
demand for manpower in the upstream O&G
sector had eased quite significantly. Even
though the price of oil went back to US$50 per
barrel, the market would still need to stabilise
and find a new economic level before new
projects could be launched. However, many
world experts are positive that oil price will
bounce back to a level where projects can,
economically, be approved at the FIR (Final
Investment Review) stage. When that happen,
there will be a high demand for resources again
though exactly when this will happen, is raising
many views and opinions. Many believe that,
FEATURE
based on historical trending, the price goes in
a cycle.
The O&G industry is usually divided into
three major sectors: Upstream, Midstream and
Downstream. The upstream sector includes
the search for potential underground or
underwater crude oil and natural gas fields,
drilling of exploratory wells and subsequently,
drilling and operating the wells that recover and
bring the crude oil and/or raw natural gas to
the surface. The downstream sector commonly
refers to the refining of petroleum crude oil and
the processing and purifying of raw natural
gas as well as the marketing and distribution
of products derived from crude oil and natural
gas. Midstream operations are often included
in the downstream category and considered to
be a part of the downstream sector (Wikipedia).
O&G requires highly skilled professionals to
design and manage the projects for successful
execution. The execution has to be safely
completed with time and cost effectiveness.
Therefore, it is pertinent to have initiatives such
as PRODIGY, to address the issues of competent
resources shortage in the Upstream O&G
sector and to provide a long-term strategy for
growing the capability of our people, not only
for Malaysia but also the international market.
PRODIGY was created with the strategic
collaboration between Petronas and Petroleum
Arrangement Contractors (PAC) to address
the issue of manpower. It was launched on
27 February, 2015, in conjunction with the
initiative for Upstream Long Term Integrated
Manpower Assurance (ULTIMA). The first intake
was successfully accomplished on 20 July,
2014, focusing on Petroleum Engineering and
Process & Operations. The second intake was
on 26 April, 2015, with the addition of Drilling
Engineering into the programme.
PRODIGY was formed with the aim to focus
on young talents, fresh graduates or cross-
disciplines training or redeployment of resources
November 2016 JURUTERA 23
 FEATURE

from other disciplines. Apart from creating the

From Mercer's External Labour Market Analysis of Oil and Gas Industry, 2013 analysis of
future labour supply and demand.
Figure 1: From Mercer Energy Vertical Survey, 2013
Figure 2: 10-Year Oil Price (WTI) from Macrotrends
platform for a sustainable supply of local graduates
for the industry, it also aims to:
• Provide additional options for the fresh graduate.
• Increase employability of Malaysian graduates.
• Enhance the capability, competency and
marketability of graduates.
• Develop, attract and retain talents via
collaboration with operators and service
contractors to ensure the sector has sufficient
work-ready talents.
PRODIGY was also created to increase awareness
among graduates to consider O&G as a career, to
attract the best talents to join the industry and to
address the issue of unemployed local graduates
and develop them to be industry ready.
The programme is led by Petronas via its strong
arm, Malaysian Petroleum Management (MPM).
The members comprise all Petroleum Arrangement
Contractors (PAC), which includes PSC – Petronas
Sharing Contracts and Risk Service Contracts.
O&G Service Contractors such as Schlumberger,
Halliburton and others, are also closely involved
in the programme since they provide facilities for
some programme segments as part of On-The-Job
exposures.
Practically every party involved with the O&G
industry in Malaysia is working together hand-in-
hand to ensure the success of this initiative. The
programme is managed by INSTEP (Institut Teknologi
Petroleum Petronas), which handles all training
programmes by Petronas.

Figure 3: Prodigy Framework, taken from the PRODIGY website

24 JURUTERA November 2016


Figure 4: Offshore operations such as this requires skills offered by PRODIGY participants
It is designed as a 2-year programme for fresh graduates
or re-skilling of resources from other industries. It comprises
approximately 10-20% classroom work (technical
modules, HSE modules, soft skills modules) and 80-90% On-
The-Job training. This is what sets it apart from other
programmes offered by other institutions of higher learning.
Because of the collaboration between the PACs and
Service Contractors, this will seem like the candidates start
work in an organisation right after graduation.
What is different is that the programme is intensive, very
structured and is a complete module to ensure that the
graduates are ready to accept actual workload from the
organisation as soon as they start.
The programme focuses on 4 disciplines: Petroleum
Engineering, Project Management, Drilling and Process &
Operations.
The candidate who applies for this programme, goes
through a rigorous evaluation and interview process,
where eventually, less than 20% of applicants are placed.
The successful ones will be sponsored by PAC or Service
Contractors, so upon completion of the programme,
the candidates will serve in the sponsor organisation or
some other arrangement, as according to the contract
requirements.
With the drop in oil price, the programme faces the
challenge of staying relevant to thrive in a period when
every ringgit spent must add up to positive economic margin
for an organisation, if it is to be approved for execution.
Training programmes for operators are non-profit generating
expenses, so they are at the bottom of spending lists.
In an effort to stay relevant today, the programme
was re-reviewed rigorously for every single line item. The
result was a reduced programme period, from 24 months
to about 18 months, depending on the disciplines. The
challenge is to accomplish the same objectives without
reducing the quality of programme. With the focus on
increasing the efficiency of the programme, the mission is
to ensure candidates can “run” the moment they land in
the job, with specific skills that they have been assessed at
various levels of the programme.
Despite the current oil price uncertainty, the competency
development of candidates currently in the programme, and
FEATURE
new intakes in future, must continue to proceed because
they will be the ones to fill in the gaps in the industry. The
market condition will either get back to what it used to be or
will find an equilibrium point where the work must go on and
the supply of hydrocarbon will continue to be in demand as
an energy source. Fossil energy will continue to be a relevant
source for years to come.
The need for highly skilled professionals in the upstream
O&G sector will be an issue again once the demand for
fossil fuel is back. Do we wait for the price of oil to go up
to start training again or do we soldier on and prepare our
resources for future needs? Do we choose to be proactive
or whinge about the lack of resources like we did in the
past?
REFERENCES
• PRODIGY website for pictures and information: http://www.
prodigymalaysia.com
• Presentation Package by Mercer’s Energy Vertical, “Workforce
Planning in Oil & Gas”, 29 October 2013, Kuala Lumpur Convention
Center
• Crude Oil Chart website: http://www.macrotrends.net/1335/dollar-gold-
and-oil-chart-last-ten-years
• Bangkok Post, 15 March 2013, “Malaysia faces oil & gas brain drain”
• The Star, 8 August 2013, “Chua: Many Factors Behind Brain Drain”
• Wikipedia
IEM DIARY OF EVENTS
Title: 1-Day Course on Safety Integrity Levels (SIL)
Training for Workshop Participants
15 November 2016
Organised by : Chemical Engineering Technical
Division
Time : 8.30 a.m. – 5.30 p.m.
CPD/PDP : 6.5
Kindly note that the scheduled events below are subject
to change. Please visit the IEM website at www.myiem.
org.my for more information on the upcoming events.
November 2016 JURUTERA 25
 FEATURE

LEANing Forward

“O
ne thing you cannot recycle is time wasted.” – Taiichi Ohno (who
invented the Toyota Production System which later became Lean
Manufacturing). The lean philosophy is founded on three key
principles: Respect for people, eliminate non-value-adding activities (remove
wastages) and maximise the efficiency of value-adding activities.

Ir. Davendren Vereya

WHY LEAN? about trimming to the bone and squeezing
The Malaysian oil & gas industry faced a difficult more from the remains. Applying lean also
Ir. Davendren Vereya
is with Aker Engineering 2015. In February 2015, Petronas posted a RM2 doesn’t mean the restructuring of the company.
Malaysia as a PDMS billion loss for the final quarter of 2014. This was
Coordinator and plays
followed by an announcement that it would
LEAN ENGINEERING
an active role as a Lean Applying the Lean Manufacturing philosophy
Navigator. He holds a be cutting capital expenditure by 10% and
Bachelor in Mechanical to engineering may appear to be a little
operational expenditure by 30% that year.
Engineering (UNITEN) tricky and even discouraging at first. In Lean
Across the world, international oil giants slashed
and MBA in Construction Manufacturing, the value is visible at each
Management. exploration and production budgets and
step and the goal can be defined. In Lean
scaled back projects.
Engineering however, the value is not as easily
To add to this, productivity in the oil
visible while the goal is emergent as we move
and gas services industry had a negative
along the lean transformation process.
development of 55% over the last few years
In Lean Manufacturing, value stream is
while manufacturing improved by 61%. The
formed by parts and material flow while in Lean
situation is clear. Customers have cut spending
Engineering, it is the flow of information and
and are expecting engineering companies to
knowledge. As far as the flow is concerned,
respond to their needs for lower costs and more
in Lean Manufacturing, iterations in a process
efficient work.
are considered as waste. However planned
Lean is the best way to provide revolutionary
iterations are accepted in Lean Engineering as
improvements with changes to the process of
long as efficiency remains. Another distinguishing
product and service delivery. This differs from
difference will be in the definition of perfection,
Value Engineering which provides changes
P. In Lean Manufacturing, perfection happens
to the actual product/service. While Value
when a process is repeatable without errors
Engineering is described as delivering “less for
while in Lean Engineering, it is achieved when
less”, Lean is delivering “more for less”. During
process enables enterprise movements.
this challenging period, Lean is capable of
providing the much-needed paradigm shift.

LEAN BASICS
The concept of Lean can be summarised
into what I would address as P(3p). The
alphabet P stands for Perfection. Perfection
can be described as the effort of continuous
improvements.
The 3p in parentheses stands for Product,
Process & People. Product is what we want
to achieve or produce at the end of each
process. Process refers to the series of activities
involved in order to achieve a particular end
and People refers to the person involved in the Figure 1: Commitment, system-specific knowledge, and
process, either directly or indirectly. cost (source: B.S. Blanchard & W.J. Fabrycky, Systems
Engineering and Analysis, 3rd Ed., Prentice Hall, 1998,
Lean is the collective effort to improve the Figure 2.11).
quality of the product, the efficiency of the
process and the involvement of the employee. Engineering companies need to adopt
In Lean thinking, it should be noted that cost a strategy to focus on differences from
is targeted at reduction, not profit. Lean is not competitors and to be the preferred partner to

26 JURUTERA November 2016

 FEATURE

work with. The key enabler will be focus on performance improvement and
improved efficiency. Lean thinking should start as early as the Front End stage,
when critical decisions are made. At this stage, management control and ease
of change are high while the costs incurred, costs committed and knowledge
applied, are low. Engineers must make the right choices early in the process, to
ensure customer satisfaction and low lifecycle costs.

ELIMINATING WASTE AND CREATING VALUE

To eliminate waste and to create value from the customer’s perspective,
requires close collaboration with the internal and external customer in order to
truly understand what creates the value.
In delivering engineering service, it is important to know what it is that we
can deliver which will create customer value? Time, Cost and Quality are the
3 aspects which form customer value. Apart from knowing what to deliver,
when to deliver and the cost, it is also necessary to understand the needs of
the customer and to make the overall process comfortable for the customer, in
order to create true value.
The objective of Lean is to increase customer value with less effort by
removing the “waste” that the customer is not willing to pay for. In Lean, the
goal is not to run faster, but to run shorter. Eliminating wastage along the process
will make product delivery shorter.
There are 8 categories of waste: Defects, Over-production, Waiting, Non-
Utilised Skill, Transport, Inventory, Movement and Extra-processing.
DOWNTIME. When we talk about waste, we are not referring to people
doing wasteful actions but to the product not being worked on. For example,
a document sitting in a box waiting to be worked on, is non-value added. We
are not talking about people being idle but the product that we are producing,
being “idle”. The waste categories and examples are as below:

Table 1: Waste Categories and Example

CATEGORIES EXAMPLE
Defects Something that renders the product,
unfit for purpose due to poor quality.
Over-production Producing more than the customer
requires, “just in case”, to make up for
poor quality.
Waiting Waiting for materials, equipment,
drawings or for others to complete the
tasks.
Non-utilised skill/Knowledge Under-utilising human skills, talent, and
knowledge. Employees are not fully
engaged to maximise value creation.
Transportation Moving material, information around
between stages in the production
process.
Inventory Keeping more materials than needed
for current process stage.
Movement Physical movement of personnel or
material within a process stage.
Extra-processing Generating more work products or
quality than the customer will pay for.
Exceeds “fit for purpose”.

Typically, 40% to 80% of effort is wasted in terms of a significant amount

of rework, waiting for information and unnecessary bureaucracy. This results
in significant delays in a process (time), wasted time and overruns (cost)
and variable quality and significant reworks (quality), resulting in frustrated
employees, management and customers.

28 JURUTERA November 2016

 FEATURE

LEAN TRANSFORMATION
Lean Transformation is not just about using new concepts
and tools. It is about changing an organisation’s culture,
thinking and behaviour. The process requires excellent
leadership and a strong vision to be sustainable and
successful. It is a difficult journey but one that is well worth
the effort. Typically, the Lean Transformation process can
be executed in six phases as follows:
1. Call out. This phase is a “defining moment” where overall
lean strategies must be developed. The call out should
be a strong driving message from the topmost level to
everyone. The idea is to instill in every employee the
driving force or purpose for getting Lean.
2. Lean Education. The concept of lean may be new
to some. Lean may be simple but it’s not easy. Basic
education is essential to all. Lean Training sessions have
to be rolled out to provide clear and precise information
on the lean concept. At this stage, it is very important for
managers to play their role well in being the fore-runner
in welcoming the initiative.
3. Value Stream Mapping. This phase is where the visual
representation of workflow and information flow are
developed. The current state and the future state are
charted. The visualisation will help identify the area of
improvements. A Priority List is developed as an action
plan.
4. Initial Lean Projects. In this phase, small projects are
initiated as an improvement initiative. Projects usually
involve a small team (process owner) who will benefit
the most from the process improvement. This phase
also helps to build the comfort level in utilising the lean
tools. The results from these small projects are shared and
demonstrated across the organisation to gain broader
support.
5. Intermediate Lean Projects. Small pockets of Lean will
begin to appear. This will serve to increase the Lean
Appetite and drive the positive momentum. At this phase,
an in-depth lean education is rolled out. The driving force
in the phase one is re-validated.
6. Advanced Lean Projects. After grabbing the “low
hanging fruit”, it now becomes more difficult to squeeze
out simple waste. At this stage, an increase in flow and
capacity should be seen. Savings can be projected on
a larger scale. Major opportunities still remain as the next
action plan. This phase never ends.

ROLE OF AN ENGINEER IN A LEAN

TRANSFORMATION PROCESS
• Engineers should play an effective role in a Lean
Transformation Process. They need to transform
themselves into Lean Thinkers. The optimist – Why is the
glass half full? The pessimist – Why is the glass half empty?
The Lean Engineer – Why is the glass double the size it
should be?
• Engineers must challenge the way they work in order to
eliminate waste and increase customer value.
• The only person who can determine the quality of an
engineer’s work is the internal customer. Engineers should

November 2016 JURUTERA 29

 FEATURE

ask: “What do I need to do so that the next person can

do his job? What do I need (i.e. what are my requirements
as an internal customer) in order for me to do my job?
• Engineers should emphasise the usage of visuals rather
than plain reports. Visualisation or workflow, progress
and performance will allow the team to take immediate
corrective action and deliver right the first time as well as
on time just as the disruption surfaces.
• All work needs to be performed in accordance to
a defined standard. Engineers must measure their
performance to identify deviations from the standard
way of working. Performance measurement is used
to understand how to deliver in accordance with the
standard or to improve the standard.
• Identify the root cause of each problem. Instead of
jumping to solutions, an engineer should find the root
cause of the problem and implement a solution to
actually fix the problem.

CONCLUSION
The oil and gas industry will recover from the present
challenges but things will not be the same anymore. With
this understanding, a culture change is a must in order
to remain relevant. The contribution of an engineer is
instrumental in determining the success of this change
initiative. Together we should LEAN forward for a sustained
positive change, and come to grips with a core concept
that embraces and promotes change. "An organisation's
ability to learn, and to translate that learning into action
rapidly, is the ultimate competitive advantage." Jack
Welch (Chemical Engineer and former CEO of GE).

REFERENCES
[1] Gilles Valentin. (2015). The Who's Who of the Global Energy
Industry Malaysia 2015. The Oil & Gas Year.
[2] Ibrahim, A. H. (2016). Resource - The Magazine for Malaysian
Petroleum Club Members. Malaysian Petroleum Club. Volume 23
No 3.
[3] Prince, J and J.M Kay. (2003). "Combining Lean And Agile
Characteristics: Creation Of Virtual Groups By Enhanced
Production Flow Analysis". International Journal Of Production
Economics 85 (3): 305-318
[4] B.S. Blanchard & W.J. Fabrycky, (1998) Systems Engineering and
Analysis, 3rd Ed., Prentice Hall Lean White Belt & Orange Belt
Training Material Aker Solutions.

IEM DIARY OF EVENTS

Title: Technical Visit to IJN's Biomedical Engineering
Facilities
15 November 2016
Organised by : Senior Special Interest Group
Time : 9.00 a.m. – 1.30 p.m.
CPD/PDP :3

Kindly note that the scheduled events below are subject

to change. Please visit the IEM website at www.myiem.
org.my for more information on the upcoming events.

November 2016 JURUTERA 31

 FORUM
Design and Construction of
Stabilised Subgrades for Roads
CIVIL AND STRUCTURAL ENGINEERING TECHNICAL DIVISION
T
he Civil & Structural Engineering Technical
Division (CSETD) organised an evening talk
on the design and construction of stabilised
subgrades for Malaysian roads on 7 April, 2016,
at Wisma IEM, chaired by Ir. Chong Chee Meng
and attended by 41 participants.
The talk was delivered by Mr. Scott Young,
who had vast experience in both design and
reported by construction of pavement stabilisation here
Ir. Dr Ng Soon Ching
and in Australia. He is also a guest lecturer at
Chairman,
Civil and Structural undergraduate and postgraduate level at the
Engineering Technical University of New South Wales and University of
Division (CSETD). Technology Sydney.
This talk focused on the design procedures
for the improvement of non-conforming
subgrade layers for new pavement construction
and the rehabilitation of existing pavements.
IT also emphasised on the construction aspect
of stabilised subgrades which included
specifications, equipment, process and
verification of CBR.
On pavement design, Mr. Young asserted
the importance of subgrade modelling.
Whether building a new road or rehabilitating
an existing one, subgrade stiffness is, by far,
one of the highest risk elements to ensure
the finished pavement meets the design life
expectations. According to the new Design
Guideline published in 2013, a minimum CBR of
5% is recommended for pavements that have to
support traffic volumes corresponding to Traffic
Classes T1 through T5. Mr. Young argued that at
least 1m depth of subgrade should be modelled
in the determination of design CBR to be used for
the input into the pavement design process; he
added that this was international practice. Such
an approach can yield savings in the upper
pavement layers. There are many methods to
model the subgrade stratum using different
CBR values within the profile. One common and
well accepted approach was developed by
the Japanese Road Association (as shown in
Eq 1).
32 JURUTERA November 2016
Where:
CBRi = CBR value in the layer thickness hi
∑hi = the total subgrade depth, is taken up
to 1.0m
In the second part of the talk, Mr. Young
presented the construction process of subgrade
stabilisation, starting with the specification
requirements as stated in Standard Specification
for Road Works published by JKR. Following
that, he presented the equipment used for the
construction of stabilised subgrades namely
stabiliser/reclaimer, mechanical spreader, roller
compactor, motor grader etc. Lastly on the
construction process, subgrade stabilisation work
starts with:
1. Site preparation – relocation of utilities,
removal of topsoil, cutting or filling of existing
material
2. Spreading of stabilising agent – the required
quantity of stabilising agent is distributed
as per design. Normally, this is achieved by
controlling the spread rate of the spreader
3. Mixing – the optimum moisture content is
crucial during the mixing process and it must
be checked
4. Compaction – compaction is carried out
to ensure that it has achieved minimum
density requirements.
5. Grading – to level the stabilised subgrade
6. Curing – this is critical especially for cement
based stabilisers. It is to ensure the proper
hydration of cement.
At the end of the talk, there were questions from
the floor which Mr. Young answered and clarified
in detail. He also shared some of his personal
experience and tips in stabilisation with the
participants. The talk ended with the presentation
of a memento to Mr. Young by CSETD Chairman
Ir. Hooi Wing Chuen.

Training Workshop on Maintenance
of Infrastructure
STANDING COMMITTEE ON CORPORATE AFFAIRS
A
fter numerous meetings, careful planning and
efforts to get keynote presenters, speakers and
foreign as well as local participants, the Training
Workshop on Maintenance of Infrastructure kicked off. The
aim of the workshop was to emphasise the importance
of Infrastructure Maintenance and its role in the 16
United nations Sustainable Development Goals. It is the
International Science Technology and Innovation Centre
(ISTIC) program to assist developing countries to get the
prerequisite framework for infrastructure maintenance.
A consortium of six organisations involved in maintenance
was formed to take turns to host the annual workshop
and showcase Malaysia’s expertise and commitment in
Infrastructure Maintenance, especially to foreign delegates.
The six are Malaysian Service Providers Confederation
(MSPC), Malaysian Highway Authority (MHA), Construction
Industry Development Board Malaysia (CIDB), The Institution
of Engineers, Malaysia (IEM), Master Builders Association
Malaysia (MBAM) and Indah Water Konsortium (IWK).
This year, MSPC hosted and conducted the workshop
from 25-28 July, 2016, at the Sri Petaling Hotel, Kuala
Lumpur. It was attended by 52 participants – 32 locals and
20 delegates from countries such as Brunei Darussalam,
Cambodia, Kenya, Myanmar, Sri Lanka, Thailand and
Vietnam. They were introduced to the national framework
necessary for Sustainable Infrastructure Maintenance such as
laws, regulation, policies, guidelines, advance technology
and various financial models as practiced here. Afternoons
were reserved for visit to projects.
The workshop opened with greetings from the ISTIC
Chairman Dato Dr Samsudin Tugiman and the host, MSPC
President Mr. Choo Kok Beng. The Deputy Minister of Works,
Datuk Rosnah binti Abdul Rasid Shirlin, declared the workshop
open and highlighted the need to have a good maintenance
culture. She stressed that the public too must be taught to
appreciate the need to cultivate good maintenance habits.
She said maintenance was a generic term that included
planned maintenance, repair, refurbishment and provision
for replacement of the structures. The workshop started
with a keynote address each morning. The speakers for the
keynote addresses were:
• Datuk Ir. Ellias Ismail, Senior General Manager,
Technology Development Sector, CIDB Malaysia, gain more exposure to how people worked in different parts of
Topic: The Challenges of Infrastructure Maintenance.
• Mr. Choo Kok Beng, President of MSPC, Topic:
Overview of Financing Infrastructure Maintenance.
• Academician Dato Ir. Lee Yee Cheong, Honorary
Chairman of ISTIC, Topic: Developing A Preventive
Maintenance Culture.
FORUM
A speaker each from MHA, IWK and IEM made up the
panel to talk about their roles relevant to the various themes.
For Day 1, the theme was “Ascertain Malaysian
Legislation on Infrastructures Maintenance. ”The speakers
spoke on the institutional legislation for highway maintenance
and legislation for sewerage treatment, with emphasis on
privatising sewerage management. An advocate and
solicitor also presented on Maintenance and Management
of Strata titles, Buildings and Common Property Act 2007.
In the afternoon, MHA arranged for a technical visit to the
North-South Expressway.
On Day 2, after the keynote address, the session continued
with speakers from MHA and IKRAM, IWK and IEM covering
advance technology on pavement maintenance, focusing on
ride comfort/riding quality, safety performance for highways,
system development, monitoring and rehabilitation work for
sewerage treatment plants and assets management system
for buildings. IWK then hosted a visit to Pantai 2.
After the keynote address on Day 3, the panellist spoke
on the different models to finance infrastructure maintenance,
citing their experience on roads and highways, sewer systems
and commercial buildings.
The afternoon technical visit was to Sunway Lagoon
Shopping Mall in Bandar Sunway. Participants were
introduced to multi-tasking skills required to keep the mall
in top operating conditions. The event ended with the
delegates doing a bit of shopping at the mall.
On the last day, the morning started with business match-
making, when the participants and delegates visited the booths
of the 6 consortium members. This was followed by a round
table discussion with Puan Noraini of CIDB, Mr. James Warren
of IWK, Tan Sri AK Nathan of MBAM, Ir. Tan Yean Chin, President
of IEM and Dato Ir. Hj. Ismail Md Salleh, the DG of MHA. Each
panellist spoke on their organisation’s role with respect to
maintenance.
IEM President Ir. Tan Yean Chin introduced IEM’s role in the
international arena and international registers. He encouraged
engineers to have businesses beyond Malaysia as engineers
need to be active, not only locally and within the region but
also internationally. He encouraged IEM members to not only
participate in local institutions in the region or in the country
but also to join activities of international organisations so as to
the world and to share information.
He stressed that no man can be an island. If one thinks
he can work on his own, then he will be working away from
success, said Ir. Tan. He urged engineers to take bold steps to go
where the timid cannot or dare not, in order to discover new
horizons.
November 2016 JURUTERA 33
 FORUM
Foreign participants were impressed with our maintenance
framework put in place to develop a sustainable maintenance
culture. They would be reverting with a request to share our
experiences in their respective countries. The Myanmar Shan
State Minister of Industry and Electricity had requested that ISTIC
conduct a maintenance workshop with focus on roads, electricity
facilities and mining in November 2016, in Shan State.
The workshop closed with the presentation of appreciation
certificates to sponsors and the certificate of attendance to
delegates. Everyone agreed it was a fruitful and enjoyable
workshop. Next year, IWK will host the workshop.

Visit to IWK Pantai Sewerage Plant

Presenting certificates at Briefing at Sunway Pyramid

closing ceremony Cooling Chillers

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34 JURUTERA November 2016


IEM-WE on Bandwagon to Dabong
School Which was Affected by Floods
WOMEN ENGINEERS SECTION
reported by
Dr Habibah @ Norehan
Hj. Haron,
Committee Member,
WE Section
T
he team from Universiti Teknologi
Malaysia’s Razak School of Engineering
and Advanced Technology, made a
commitment to contribute back to the society.
The success of the first project undertaken
in March 2015 was a catalyst for the team
to continue with the second initiative, which
was the development of a Fun Learning Toy
Library for pre-school students in the rural
Sekolah Kebangsaan Kuala Geris, Dabong. In
particular, this project was a follow-up action
to assist victims of the 2014 flood in Kelantan.
The team had the support of several NGOs
and groups of people who contributed in cash
and kind. IEM-WE seized the opportunity to
jump on the bandwagon for the trip to Dabong
on 26 February, 2016.
FUN LEARNING TOY LIBRARY
A Fun Learning Toy Library is useful in many ways
to the target audience. It provides a conducive
environment for pre-school children to develop
an interest in science and technology and to
FORUM
The Fun Learning Toy Library for pre-schoolers
understand its basic concepts at a very young
age. With this in place, these young rural
children will be motivated to develop a deep
interest in science, technology, engineering
and mathematics (STEM) education.
The fun learning approach to
understanding “difficult” subjects like science
and mathematics will, hopefully, overcome or
reduce the trauma of the natural disaster that
the students experienced. It was reported that
many of these young children had lost their
homes and found it difficult to go to school.
Some were fearful of being separated from
their families. With a toy library in school, these
children became excited and were motivated
to go to school. Additionally, the intangible
benefit of this project was the networking
and bonding that developed among the
volunteers, partners and the local community.
The teachers who participated to implement
relevant activities, proved to be of great help.
The team is planning a third visit to the
school to monitor and follow-up with several
other activities and IEM-WE will take part
again. n
November 2016 JURUTERA 35
 FORUM

Slope Stabilisation and Flood

Mitigation
WOMEN ENGINEERS SECTION, PENANG BRANCH

W
omen Engineers (WE) of Penang Pond at Sg. Rasau Toll Plaza. Flood mitigation
Branch, in collaboration with WE at involves the management and control of
HQ, organised a half-day technical flood water movement, such as redirecting
seminar on Engineering Challenges for Slope flood run-off and methods used to reduce
Stabilisation and Flood Mitigation in July, or prevent the detrimental effects of flood
2016, at IEM Penang branch office. The case waters. Challenges from flood mitigation,
study sharing was indeed a good experiences such as rapid urbanisation, climate change
exchanged between branch members. and construction activities due to population
The first speaker was the Immediate Past growth, will intensify the risk of the flood.
reported by
Ir. Heng Lee Sun, Chairman of WE Section, Ir. Raftah Mahfar, Ir. Suhana focused her case study sharing
Penang Branch, who is currently Director in a Structural, Civil, on the complexity of solutions for design
WE Section. Infrastructure, Geotechnical and Railway and assessment, problems faced at the
engineering consultant firm; she has more construction stage as well as public protests
than 29 years of experience in Geotechnical during the execution of the project.
Engineering design and construction. The half-day seminar was an interactive
Slope stabilisation is a significant and informative session that benefitted the
challenge for geotechnical engineers. participants greatly. n
Slope stability decreases when slope angle
increases. Underground water plays a major
role in slope failure as it will increase the driving
force by filling previously empty pore spaces
and fractures, adding to the total weight of
the subsoil. Increased pore water pressure in
slopes can also decrease the shear strength
of the slope material. Chemical weathering
slowly weakens slope material, reducing its
shear strength, thus reducing resisting forces.
During the case study sharing session on the
Slope Stability chronological event, Ir. Raftar
thoroughly interpreted the sequences of
slope failure and solutions to slope stability.
The presentation was very comprehensive,
complete with the information on the findings,
design and construction phase.
The second speaker was Ir. Suhana
Abdul Majid, Vice Chairman of the WE
Ir. Heng presented a token of appreciation to Ir. Suhana
Section and managing director of an
engineering consultant firm. She has 25
years of experience in various fields of Civil
and Structural Engineering Services, such as
feasibility study, infrastructure design, project
management and asset management
services in transportation sector as well as
mixed development projects.
Ir. Suhana shared her experience on
flood mitigation and its challenges during
the construction of the On-Site Detention Ir. Raftah’s presentation on Slope Stabilisation

November 2016 JURUTERA 37

 FORUM

Advancement in Tunnel Lining

Monitoring Using Fibre-Optic
Distributed Sensing
TUNNELLING AND UNDERGROUND SPACE TECHNICAL DIVISION

T
he Tunnelling and Underground Space
Technical Division (TUSTD) organised an
evening talk on “Advancement in Tunnel
Lining Monitoring using Fibre-Optic Distributed
Sensing” on 25 May, 2016, at the C&S and
TUS Lecture Room, Wisma IEM. The talk was
delivered by Associate Professor Ir. Dr Hisham
Mohamad from Universiti Teknologi Petronas.
There were a total of 35 participants.
reported by
Ir. Khoo Chee Min, First, Dr Hisham gave a brief introduction
Deputy Chairman, to tunnel-induced ground movements and
Tunnelling and various in-tunnel instrumentation schemes
Underground Space
Technical Division available such as Automated Total Station,
(TUSTD) accelerometer, crackmeter, tilt beam and
strain gauges. However all the systems are
primarily limited to discrete or localised
sensing. Then, he presented a novel approach
to monitoring tunnel lining deformation and
crack detection in a distributed manner,
where a single optical fibre cable can The speaker, Assoc. Prof. Ir. Dr Hisham Mohamad
potentially replace hundreds of point-wise
sensors and detect tunnel movements Optical Time-Domain Reflectometry (BOTDR)
of kilometres in length in a cost-effective or Brillouin Optical Time-Domain Analysis
manner. This technology is called Brillouin (BOTDA).

38 JURUTERA November 2016

 NEU - Insert No.2b.pdf
FORUM 1 8/12/15 11:59 AM

A Nehemiah Group of Companies

Formerly Neusynthetics Sdn. Bhd.

We are a supplier of high quality

geosynthetic products used for soft soil
stabilization, slope reinforcement, coastal
erosion protection, river bank protection,
landfills, drainage, road and railway
construction.

Our Products:
Optical fibre sensing in general relies on the interaction between laser NEXTILE NON-WOVENS
light and glass material in an optical fibre. Strains and deformations alter the NEXFORCE HIGH-STRENGTH WOVENS
refractive index and geometry of the optical fibre material. These changes
perturb the intensity, phase and polarisation of the light-wave propagating NEXGRID GEOGRIDS

along the fibre. A complete strain profile along the full length of the fibre We also provide design, specification, bill of
can be obtained by resolving the back-scattered signal in both time and quantities, cost estimate and drawings
free-of-charge.
frequency, which is shifted by an amount linearly proportional to both the
temperature and strain applied at the scattering location.
Dr Hisham said a particular advantage of optical fibre technology is that
low propagation losses can be obtained with a single-mode optical fibre,
which means the strain can be measured along the full length (up to 10 km)
of a suitably installed optical fibre by attaching a BOTDR analyser at one
end. He further discussed the various types of distributed fibre optic sensing
and gave a comparison of the various strain sensor technologies. C

From the many applications of distributed fibre optic sensing in civil M

engineering for smart infrastructure, the talk focused on tunnel monitoring. Y

Case experiences of tunnel monitoring at London’s Channel Tunnel Rail CM

Link (CTRL) and Singapore’s MRT Circle Line were presented in detail. Other MY

examples of recent implementations of BOTDR/A fibre optic monitoring were CY

National Grid London Cable Replacement Tunnels in the UK, Telecom tunnels CMY

and NATM tunnel of Tokyu Toyoko Line in Japan. Its application in monitoring K

ground movement caused by pipe-jacking was also briefly discussed. These

examples of distributed optical fibre sensing illustrate the advantages of the
technique, compared with conventional instrumentation devices, owing to
its ability to monitor both the overall deformation of the structure and the
detection of local movements such as cracking.
Dr Hisham ended his talk by highlighting issues and challenges faced
in the development of optical fibre sensing technology for civil engineering
application. He fielded several questions from the floor before the talk ended
with a round of applause. The Chairman of TUSTD, Ir. Syed Rajah Hussain
Shaib, presented Dr Hisham with a token of appreciation. n

IEM DIARY OF EVENTS

Get in touch with us:
Title: Talk on Moving from ISO 9001:2008 to ISO 9001:2015 What will be Tel: 03-6142 6638 (Ext. 215)
needed to upgrade your QMS to the new edition?? Fax: 03-6142 6693
19 November 2016
Organised by : Project Management Technical Division sales@neusynthetics.com
Time : 11.00 a.m. – 1.00 p.m.
CPD/PDP :2 Sales Team:
Izwan (012-568 5611)
Kindly note that the scheduled events below are subject to change. Please Gordon (012-355 0872)
visit the IEM website at www.myiem.org.my for more information on the
upcoming events. N E H E M IA H G E O S Y N T H E T IC S S D N . B H D .
No. 45-3, Jalan PJU 5/20,
The Strand, Kota Damansara,
47810 Petaling Jaya,
www.neusynthetics.com
Selangor Darul Ehsan.
Malaysia.

November 2016 JURUTERA 39

 IEM appeal to members to pay
subscriptions PROMPTLY
S ending reminders to members to pay their annual subscriptions three times annually had been a run of
the mill affair to the membership department of IEM. Each year, the first reminder is sent in the month of June
when subscriptions become overdue while the second and final reminders would be sent in September and November
respectively.

IEM, being a membership driven organization depend heavily on annual subscriptions to finance its operations.
Membership subscriptions make up about 60% of IEM’s annual income. Inability to fully collect the due sums would
greatly hamper the operation of the Institution and the service which it provides to members.

IEM would therefore like to appeal to members to promptly pay their subscriptions to ensure that the Institution would
be able to sustain.

Membership subscription rates of IEM is one of the lowest in comparison to other professional bodies such as doctors,
accountants and architects. Benefits of IEM membership is something that members do not realise or forget as the days
go by.

IEM members enjoy benefits such as reduced rates for attending courses/seminars for their professional development.
Non-members sometimes have to pay more than double the rate of members. The reduced rates enjoyed by members
would be able to encourage their employers to send them for more training which will definitely benefit the engineers.
Comparison of some of the rates can be seen below:

Corporate Graduate Non- In comparison, such seminars and courses organized by

Title of Event Member Member Member private training providers would range around two to
rate rate rate three times the rate which IEM charge.
IEM-MSIA Joint Seminar
on Geophysical It can be noted that the difference in training fee payable
Techniques and RM450 RM450 RM900 for non-members or for other training programmes is also
Experiences in Ground two to three times more than IEM’s annual subscription
Engineering Applications fee.
Two-Day Course
on “Boiler Design & RM900 RM600 RM1200 In the past three years, IEM had organized on average
Efficiency” 200 subsidised events annually which translate into
One-Day Course on about 4 activities per week. This is an impressive record
“Maintenance of Lifts RM500 RM300 RM650 compared to other professional bodies and can be even
and Escalators” considered world class by any standard.

Besides tangible benefits such as the Bulletin and the

Journal, IEM provides a platform/avenue for members to network during events/activities organized where members
could mingle. This allows transfer of information as well as experience. The network set up can come in handy in times
when a member is in need of advice, business or career opportunities within as well as outside the country.

In addition, IEM would also like to highlight that in accordance with the IEM Constitution and Bylaws, only members of
the Institution are eligible to use the post nominals of F.I.E.M., M.I.E.M., Grad. IEM etc.

IEM’s existence depends on its members and we greatly hope that you will assist us to sustain the Institution set up by our
forefathers for the benefit of all in the engineering profession. It will only cost RM0.40 a day which is less than the price
of a glass of Chinese tea.

IEM has introduced the FULLY-PAID Membership Scheme with effect from 2013. By subscribing to this scheme,
your membership will be:

• IMMUNE to increase in future subscription rates increase

• IMMUNE to inflation
• IMMUNE to increase in rates when you upgrade your membership. YOU WILL NOT NEED TO TOP UP THE
DIFFERENCE WHEN YOU MOVE TO A HIGHER GRADE.
• IMMUNE to interruption in receiving IEM’s services. The IEM Bylaws state that all privileges due to a member
will cease if his subscriptions is not paid by April each year.

Why not take the opportunity to sign up for fully-paid membership now and pay less!!

November 2016 JURUTERA 41

 New Books in the Library

658.4092 BAR / 006799 692 GLO / 006802 621.38 WEB / 006813 621.31 PRO / 006808 004.68 BIN / 006794

624.021 HIC / 006798 174.4 HAM / 006806 379 TEE / 006814 523.72 SOL / 006809 519.5 FEW / 006793

363.11 JOH / 006800 388.09 HUM / 006812 343.73 HIN/ 006797

621.31 GRI / 006807 551.6 CLI / 006792

551 BEN / 006803 658.404 HOW / 006815 005.8 SAN / 006796 621.31 PEM / 006811 621.31 OFF / 006810

720.483 TIM / 006804 658.4 HOW / 006816 384.3 NOR / 006795

November 2016 JURUTERA 43

 TEMUDUGA PROFESIONAL

Tarikh: 11 Oktober 2016 53728 MD KAMARZAN BIN MD RAIS BSc (MISSISSIPPI) (CIVIL, 1991)
24178 MOHAMAD ODIL BIN SABRI BE HONS (UTM) (CIVIL, 2000)
Kepada Semua Ahli,
17741 MOHD AZHARI BIN ABDULLAH BE HONS (UiTM) (CIVIL, 2000)
43181 TING EE CHUEN BE HONS (UNITEN) (CIVIL, 2006)
SENARAI CALON-CALON YANG LAYAK 15096 WAN ABDULLAH BIN WAN OMAR BE HONS (UiTM) (CIVIL, 1992)

MENDUDUKI TEMUDUGA PROFESIONAL 29485 WAN JEE KHEEN BE HONS (UPM) (CIVIL, 2008)

TAHUN 2016 KEJURUTERAAN KIMIA

26337 LEE TECK LII
Berikut adalah senarai calon yang layak untuk menduduki 61180 UMI FAZARA BINTI MD ALI
Temuduga Profesional bagi tahun 2016.
25267 CHUA CHOON HONG
Mengikut Undang-Undang Kecil IEM, Seksyen 3.8, nama-nama
KEJURUTERAAN ELEKTRONIK
seperti tersenarai berikut diterbitkan sebagai calon-calon yang
78902 TEE KIAN SEK
layak untuk menjadi Ahli Institusi, dengan syarat bahawa mereka
lulus Temuduga Profesional tahun 2016. 62011 MOHAMED SULTAN BIN
MOHAMED ALI
Sekiranya terdapat Ahli Korporat yang mempunyai bantahan
terhadap mana-mana calon yang didapati tidak sesuai untuk
BE HONS (UTM) (CHEMICAL, 2007)
BE HONS (MALAYA) (CHEMICAL, 2003)
MESc (MALAYA) (2006)
PhD (IMPERIAL COLLEGE LONDON) (2011)
BE HONS (UTP) (CHEMICAL, 2003)
BE HONS (UTM) (MECHATRONICS, 1997)
ME (UTHM) (ELECTRICAL, 2007)
PhD (LEEDS) (2012)
BE HONS (UTM) (ELECTRICAL-MECHATRONICS,
2006) ME
(UTM) (ELECTRICAL-MECHATRONICS
& AUTOMATIC CONTROL, 2008)
PhD (BRITISH COLUMBIA) (2012)

menduduki Temuduga Profesional, surat bantahan boleh

KEJURUTERAAN ELEKTRIKAL
dikemukakan kepada Setiausaha Kehormat, IEM. Surat bantahan 34625 CHONG KIAN FOO BE HONS (UPM) (ELECTRICAL & ELECTRONICS,
hendaklah dikemukakan sebulan dari tarikh penerbitan 2009)
60021 CHRISTIANA LINUS MAJAIL BE HONS (UMS) (ELECTRICAL & ELECTRONICS,
dikeluarkan. 2004)
37269 HONG CHIN SOON BE (RMIT) (ELECTRICAL, 2005)
Ir. Yam Teong Sian 34102 MOHD FADLY BIN RAZAK BE HONS (UiTM) (ELECTRICAL, 2010)

Setiausaha Kehormat, IEM,
PERMOHONAN BARU
Nama
KEJURUTERAAN AWAM
MOHD SOFIAN BIN ISWADY
ROSILAWATI BTE MAZLAN
61123 MOHD FIRDAUS BIN SHAARI BE HONS (UiTM) (ELECTRICAL, 2008)
54598 MOHD HAFIZ BIN ZAINUDIN BSc (ILLINOIS) (ELECTRICAL, 2008)
51327 NORAZIAH BINTI HUSSIN BE HONS (UMS) (ELECTRICAL & ELECTRONICS,
2006)
51326 RINA BINTI RASHID BE HONS (UMS) (ELECTRICAL & ELECTRONIC,
Kelayakan 2006)
43160 SOE BOON TAKH BE HONS (MALAYA) (ELECTRICAL, 2009)
BE HONS (UTHM) (CIVIL, 2007) 51699 SUDALLI BIN SABTUAHIM BE HONS (UMS) (ELECTRIC & ELECTRONIC, 2009)
BE HONS (UTM) (CIVIL, 2003) 57994 SYAHIRAH BINTI MOHD SAHAR BSc (KOREA) (ELECTRICAL, 2009)

KEJURUTERAAN ELEKTRIKAL KEJURUTERAAN MEKANIKAL

AZREEN HAZREE BIN BAHAROM
CHANDRAMOHAN A/L
BALACHANDRAN
KAMARUS ZAMAN BIN AHMAD
MOHAMAD IZHAM BIN PAZARIZAL
MOHD ADAM B. MOHD ZAINAL
MOHD ARIEF ZAKI BIN TOGIN
MOHD FAKHRI BIN MAHAMAT
SUKIS
MOHD FARIZ BIN BACHOK
MOHD HAFEEZ BIN MOHAMED
MOHD MAZWAN BIN MOSTAKIM
NOR AFNI BINTI MOHAMAD
RUDZALAN
NURHISYAM B. MOHAMED
MUSTAFA
NURMADINA BINTI YUSOH
ROSNIZAH BINTI GHAZALI
SHARIDA BINTI BAHARI
SYAZREEY IZUANSYAH BIN
ZAKARIA
TAN WENG SENG
TENGKU MOHD RUSYAILAN BIN
TENGKU ABDULLAH
KEJURUTERAAN MEKANIKAL
ZURADZMAN BIN MOHAMAD
RAZLAN
KEJURUTERAAN KAWALAN & INSTRUMENTASI
NUR ALINA JELANI
KEJURUTERAAN ELEKTRONIK
LEE MENG CHUAN
BE HONS (UNITEN) (ELECTRICAL & ELECTRONICS, 2009) 36938 JAYASILER A/L KUNASAGARAM BE HONS (UNITEN) (MECHANICAL, 2007)
BE HONS (UNITEN) (ELECTRICAL POWER, 2009) 72465 MUSADDIQ BIN OTHMAN BE HONS (UTM) (MECHANICAL, 2009)
37670 LEOW CHEE HUAN BE HONS (UTAR) (MECHANICAL, 2011)
BE HONS (UTM) (ELECTRICAL, 2007)
BE HONS (UTM) (ELECTRICAL, 2010)
KEJURUTERAAN BAHAN
BE HONS (UTM) (ELECTRICAL, 2005)
40703 FAROUQ BIN AHMAT BE HONS (IIUM) (MATERIAL, 2012)
BE HONS (UTM) (ELECTRICAL, 2008)
BE HONS (UiTM) (ELECTRICAL, 2012)
PERMOHONAN BARU/PEMINDAHAN MENJADI AHLI KORPORAT
BE HONS (UiTM) (ELECTRICAL, 2005) KEJURUTERAAN MEKANIKAL
BE HONS (UTM) (ELECTRICAL, 2011) 49254 LEONG WEI CHIAT BE HONS (USM) (MECHANICAL, 2010)
BE HONS (UiTM) (ELECTRICAL, 2010)
BE HONS (UiTM) (ELECTRICAL, 2006)
BE HONS (UTM) (ELECTRICAL, 2010) Pengumuman
BE HONS (UKM) (ELECTRICAL & ELECTRONIC, 2005) yang ke-97
BE HONS (STRATHCLYDE) (ELECTRONIC & ELECTRICAL,
1997)
BE HONS (UiTM) (ELECTRICAL, 2005) SENARAI PENDERMA KEPADA WISMA DANA BANGUNAN IEM
BE HONS (UNITEN) (LECTRICAL POWER, 2007)
Institusi mengucapkan terima kasih kepada semua yang telah
BE HONS (USM) (ELECTRICAL, 2008)
BE HONS (UiTM) (ELECTRICAL, 2011) memberikan sumbangan kepada tabung Bangunan Wisma IEM.
Ahli-ahli IEM dan pembaca yang ingin memberikan sumbangan
boleh berbuat demikian dengan memuat turun borang di laman
BE (YAMAGATA) (MECHANICAL, 1993) web IEM http://www.iem.org.my atau menghubungi secretariat
di +603-7968 4001/5518 untuk maklumat lanjut. Senarai
penyumbang untuk bulan September 2016 adalah seperti jadual
BE HONS (UTP) (ELECTRICAL& ELECTRONICS, 2006) di sebelah:
NO. NO. AHLI NAMA
BE HONS (MULTIMEDIA) (ELECTRONICS-COMPUTER,
2006) ME 1 69516 ABANG NIZAMUDDIN BIN ABANG MOHD KHALID
(MULTIMEDIA) (MICROELECTRONICS, 2012)
PhD (MULTIMEDIA) (2015) 2 29101 AMIR BIN MUSTAFA

3 64705 LIM JUN NIAN

PERPINDAHAN AHLI 4 14154 LOW CHIEW KEAT
No. Nama Kelayakan
Ahli 5 79475 MOHAMMAD IZWAN BIN ABDUL WAHID
KEJURUTERAAN AWAM 6 80559 POUL BIN JOANNES
47953 CHEONG WEI HAO BE HONS (UTAR) (CIVIL, 2011)
7 29411 SDR. MUHAMMAD NUR IZNEI BIN HASHIM
23641 ER CHIN NEE BE HONS (UTM) (CIVIL-CONSTRUCTION
MANAGEMENT, 2002)
8 15123 ZAINOL ARIFEN BIN SAID
34320 FADZIL BIN MAT YAHAYA BE HONS (UTM) (CIVIL, 2000)

44 JURUTERA November 2016

 KEAHLIAN

69005 MOHD FADZLIN B.E.HONS.(UITM)(CIVIL, 69224 NURUL ATIQAH BT. B.E.HONS.(UITM)(CIVIL, 50664 ARVIND A/L RAJAN B.E.HONS.(MONASH)
NOOR AIN BIN MOHD 2015) MOHAMAD HASSAN 2015) (ELECTRICAL &
YASIN 69228 NURUL FATIN ALIA B.E.HONS.(UITM)(CIVIL, COMPUTER SYSTEMS,
69007 MOHD FAWWAZ BIN B.E.HONS.(UITM)(CIVIL, BT. PUASA 2015) 2015)
MD ISA 2015) 69230 NURUL HARIYANTI B.E.HONS.(UITM)(CIVIL, 44361 BELOUMIE @ ABU B.E.HONS.(UTEM)
74396 MOHD FUZI BIN B.E.HONS.(UTM)(CIVIL, BT. MOHD RAIS 2015) ANSYAARI BIN (ELECTRICAL-POWER
BERAHIM @ 2015) JAMALUDIN ELECTRONICS & DRIVE,
69235 NURUL NADIA BT. B.E.HONS.(UITM)(CIVIL, 2011)
IBRAHIM IBENIL HARJAD 2015)
69012 MOHD IZAD IZUDDIN B.E.HONS.(UITM)(CIVIL, 34160 CHAN KOK WAI B.E.HONS.(UCSI)
57620 OOI CHI HUI B.E.HONS.(UTM)(CIVIL, (ELECTRICAL &
BIN ABD AZIZ 2015) 2013) ELECTRONICS, 2015)
69013 MOHD KHAIDIR BIN B.E.HONS.(UITM)(CIVIL, 57620 OOI CHI HUI B.E.HONS.(UTM)(CIVIL,
MAT GHANI 2015) 57713 JANARTHAN A/L B.E.HONS.(UTM)
2013) KRISHNA MOORTHY (ELECTRICAL, 2014)
69014 MOHD KHAIRIL BIN B.E.HONS.(UITM)(CIVIL, 16709 PRATHAP KUMAR B.E.HONS.(USM)(CIVIL,
AWANG 2015) 44297 MEOR AHMAD HARIZ B.E.HONS.(UTEM)
A/L GOBI 1997) BIN MEOR AHMAD (ELECTRICAL-CONTROL,
54426 MOHD KHAIRIL RIZAL B.E.HONS.(UITM)(CIVIL- 69253 ROSEHEMILLIA BT. B.E.HONS.(UITM)(CIVIL, TAJUDIN INSTRUMENTATION &
BIN ISMAIL INSFRASTRUCTURE, AMIL 2015) AUTOMATION, 2011)
2014)
69256 ROZLINDA BT. B.E.HONS.(UITM)(CIVIL, 66573 MOHD KHOMAINI B. B.E.(UMP)(ELECTRICAL-
42624 MOHD NIZAM BIN B.E.HONS.(UTM)(CIVIL, MOHAMED 2015) MOHD NOOR POWER SYSTEM, 2014)
ABDUL LATIF 2014)
69258 SAIFUL HAKIMIE B. B.E.HONS.(UITM)(CIVIL, 44364 MOHD SHAHRANI B.E.HONS.(UTEM)
28229 MOHD REDZUAN BIN B.E.HONS.(UTM)(CIVIL, SULAIMAN 2015) BIN KASSIM (ELECTRICAL-INDUSTRIAL
MOHAMAD YA'AKOB 2007) POWER, 2011)
56734 SARIYRABANI BIN B.E.HONS.(UITM)(CIVIL,
69020 MOHD SYAFIQ B.E.HONS.(UITM)(CIVIL, BASAR 2015) 60513 TEE WEE LIANG B.E.HONS.(UTP)
FIRDAUS BIN 2015) (ELECTRICAL &
ZOLKEFLI 69262 SHAHRINA BT. B.E.HONS.(UITM)(CIVIL,
ELECTRONICS, 2014)
BAHRUDIN 2015)
69024 MUHAMAD BOKHARI B.E.HONS.(UITM)(CIVIL,
BIN OMAR 2015) 69263 SHAHRUL IKHWAN B.E.HONS.(UITM)(CIVIL,
NASIR B. SHOABANI 2015) KEJURUTERAAN ELEKTRONIK
69026 MUHAMAD FIRDAUS B.E.HONS.(UITM)(CIVIL,
BIN ABDUL MAJID 2015) 69264 SHAHRUL NAZRIN B.E.HONS.(UITM)(CIVIL, 28489 LEE MEI PING B.E.HONS.(MMU)
B. AHA 2015) (ELECTRONICS, 2009)
69028 MUHAMAD HAZIQ B.E.HONS.(UITM)(CIVIL,
BIN KHIRUDDIN 2015) 69265 SHAMSUL FAHMEE B.E.HONS.(UITM)(CIVIL, 32740 LIZAROZIYANTI BINTI B.E.HONS.(UTM)
B. SHAMSUL 2015) YUSRI (ELECTRICAL-MEDICAL
56677 MUHAMMAD AFIQ B.E.HONS.(UITM)(CIVIL, FEKREY ELECTRONICS, 2009)
BIN AZMY 2015)
56740 SITI AISHAH BT AZMI B.E.HONS.(UITM)(CIVIL, 53346 TENGKU MOHD B.E.HONS.(UNIMAP)
69036 MUHAMMAD AMIRUL B.E.HONS.(UITM)(CIVIL, 2015) FIRDAUS BIN RAJA (MICROELECTRONICS,
FAEZ BIN ABDUL 2015) MAULUD 2012)
FATAH 69266 SITI AISHAH BT. MAT B.E.HONS.(UITM)(CIVIL,
FIAH 2015)
56680 MUHAMMAD B.E.HONS.(UITM)(CIVIL-
FADHZRUL BIN INSFRASTRUCTURE, 69276 SITI KHADIJAH BT. B.E.HONS.(UITM)(CIVIL, KEJURUTERAAN KIMIA
IBRAHIM 2015) MAKHTAR 2015)
67172 ABDUL FAIZ SAIFUL B.E.HONS.(UITM)
69050 MUHAMMAD FAIDHI B.E.HONS.(UITM)(CIVIL, 69277 SITI KHADIJAH BT. B.E.HONS.(UITM)(CIVIL, BIN ABD RAZAK (CHEMICAL &
B. ABDUL HAIYEE 2015) MOHAMED KAMAL 2015) BIOPROCESS, 2014)
53606 MUHAMMAD B.E.HONS.(UKM)(CIVIL & 69280 SITI MUNIRAH BT. B.E.HONS.(UITM)(CIVIL, 28457 AZDUWIN BINTI B.E.HONS.(UKM)
NASRIN BIN MOHD STRUCTURAL, 2013) ZULKIFLI 2015) KHASRI (CHEMICAL, 2009)
NASERDDIN 69281 SITI NABILAH BT. B.E.HONS.(UITM)(CIVIL, M.E.(UTM)(CHEMICAL,
SHARIPUDIN 2015) 2012)
69474 MUHAMMAD B.E.HONS.(UITM)(CIVIL,
NAZREEN B. SAIDIN 2015) 69288 SITI NUR BAITSHAS B.E.HONS.(UITM)(CIVIL, 56826 MOHAMMAD B.E.HONS.(UTP)
BT. ISMAIL 2015) KHAIRULANAM BIN (CHEMICAL, 2013)
69073 MUHAMMAD B.E.HONS.(UITM)(CIVIL,
AZEMAN
SHAHFIQ B. ABD 2015) 69293 SITI RAHMAH BT. B.E.HONS.(UITM)(CIVIL,
HALIM HAMINUDIN 2015) 74618 NG JOO LING B.E.HONS.(UTAR)
(CHEMICAL, 2015)
69077 MUHAMMAD SYAFIQ B.E.HONS.(UITM)(CIVIL, 69297 SITI SYUHADA BT. B.E.HONS.(UITM)(CIVIL,
B. ZURAIDI 2015) MOHAMMED IZAM 2015) 44922 QUAH ZHI YONG B.E.HONS.(UTM)
(CHEMICAL, 2014)
44684 MUHAMMAD SYAFIQ B.E.HONS.(UPNM)(CIVIL, 61016 SITI TAHIRAH BT. B.E.HONS.(UTHM)(CIVIL,
BIN NOTZIR 2014) ROSLAN 2013)
69082 MUHAMMAD B.E.HONS.(UITM)(CIVIL, 69299 SITI ZAKIRAH BT. B.E.HONS.(UITM)(CIVIL, KEJURUTERAAN MEKANIKAL
ZULFAQUR B. ABDUL 2015) MIOR OSMAN 2015) 48993 ABDUL HAKIM BIN B.E.HONS.(UITM)
MANAB ALIAS (MECHANICAL, 2014)
69305 SURAYA SOHFIA BT. B.E.HONS.(UITM)(CIVIL,
69090 NADIAH AMIRA BT. B.E.HONS.(UITM)(CIVIL, ISHAK 2015) 57282 ABDUL SYAZWAN B. B.E.HONS.(UNITEN)
MOHAMAD YAZID 2015) ABDUL NASSER (MECHANICAL, 2015)
69306 SYAFEEZ B. SABRI B.E.HONS.(UITM)(CIVIL,
69093 NASIBAH BT. B.E.HONS.(UITM)(CIVIL, 2015) 49024 FARID WAJDI BIN B.E.HONS.(UITM)
OTHMAN 2015) MOHAMAD ISA (MECHANICAL, 2014)
56748 SYED IMRAN BIN B.E.HONS.(UITM)(CIVIL,
69094 NASIHA SAKINA BT. B.E.HONS.(UITM)(CIVIL, SYED ALIAS 2015) 33116 MOHAMMAD AIMAN B.E.HONS.(UTHM)
MD AZMI 2015) BIN MOHD YANI (MECHANICAL, 2009)
44652 SYED MUHAMMAD B.E.HONS.(UPNM)(CIVIL,
27251 NICHOLAS LIM B.E.HONS.(USM)(CIVIL, SHAFIQ BIN SYED 2013) 32390 MOHAMMAD B.E.HONS.(UITM)
2006) NORIZAN RIDZWAN BIN ABD (MECHANICAL, 2010)
69117 NOOR ASYIQIN BT. B.E.HONS.(UITM)(CIVIL, 43452 TAN KAI YANG B.E.HONS.(CURTIN)(CIVIL RAHIM
MOHD SIDEK 2015) & CONSTRUCTION, 2012) 32401 MOHD B.E.HONS.(UITM)
69113 NOR AINA AZWA BT. B.E.HONS.(UITM)(CIVIL, 43452 TAN KAI YANG B.E.HONS.(CURTIN)(CIVIL ARZAIMIRUDDIN BIN (MECHANICAL, 2010)
MISWAN 2015) & CONSTRUCTION, 2012) ARIFFIN M.E.(MALAYA)(MATERIAL
69127 NOR SYAMIMI BT. B.E.HONS.(UITM)(CIVIL, & TECHNOLOGY, 2015)
47945 TAN KIEN HONG B.E.HONS.(UTAR)(CIVIL,
AHMAD 2015) 2011) 38150 MUHAMAD HAFIZ B.E.HONS.(UITM)
69132 NORAMIRA LIANA BT. B.E.HONS.(UITM)(CIVIL, BIN ABD MALEK (MECHANICAL, 2010)
58859 TAN TEIK NING B.E.HONS.(USM)
MOHMED NOR 2015) (CIVIL, 2012) 36719 MUHAMAD HILMEE B.E.HONS.(UITM)
69135 NORAZIAH BT. B.E.HONS.(UITM)(CIVIL, M.SC.(USM)(STRUCTURE, BIN IBRAHIM (MECHANICAL, 2010)
YUNUS 2015) 2013) 40385 MUHAMMAD B.E.HONS.(UTM)
69160 NUR EZWANNI BT. B.E.HONS.(UITM)(CIVIL, 29357 TAN WEE CHEN B.E.HONS.(UPM)(CIVIL, FADHLAN BIN (MECHANICAL, 2014)
MOHAMMAD ILLAHI 2015) 2010) MARZUKHI

69161 NUR FADILA BT. B.E.HONS.(UITM)(CIVIL, 69316 TUAN MOHAMAD B.E.HONS.(UITM)(CIVIL, 44800 MUHAMMAD B.E.HONS.(UTP)
GHAZALI 2015) FAIZAL B. TUAN 2015) NASRULLAH BIN (MECHANICAL, 2014)
ABDULLAH ANNUAR
69176 NUR HIDAYAH BT. B.E.HONS.(UITM)(CIVIL,
AB RAOF 2015) 72499 WAI-LUN NG, NICKY B.E.HONS.(UKM)(CIVIL & 40639 MUHAMMAD SYAFIQ B.E.HONS.(UTM)
STRUCTURAL, 2014) BIN A BAKAR (MECHANICAL, 2011)
69179 NUR HIDAYU BT. B.E.HONS.(UITM)(CIVIL,
ABDUL KADIR 2015) 69322 WAN MUHAMMAD B.E.HONS.(UITM)(CIVIL, 60397 SAADEESH A/L M.E.HONS.(NOTTINGHAM)
RAMZI B. WAN 2015) GUNASEKARAN (MECHANICAL, 2015)
69181 NUR LIANA BT. B.E.HONS.(UITM)(CIVIL, ZAHARI
MOHAMED 2015) 45476 SUKEDEVE A/L RAJA B.E.HONS.(USM)
45557 YAP VOON CHUAN B.E.HONS.(USM)(CIVIL, (MECHANICAL, 2013)
69182 NUR MIZAH BT. B.E.HONS.(UITM)(CIVIL, 2014)
JOHARI 2015) 45465 THOR MING TZE B.E.HONS.(USM)
28298 YAP WEE GHIAN B.E.HONS.(USM)(CIVIL, (MECHANICAL, 2013)
69184 NUR NAZIHAH BT. B.E.HONS.(UITM)(CIVIL, 2009) M.SC.(USM)
ABDUL SATAR 2015) (STRUCTURAL, 2010)
69185 NUR QISTINA BT. B.E.HONS.(UITM)(CIVIL, KEJURUTERAAN PETROLEUM
27857 YEONG KANG B.E.HONS.(USM)(CIVIL,
IMRAN 2015) LOONG 2007) 35965 MOHAMMAD B.E.HONS.(UTM)
69191 NUR SYAHIDA BT. B.E.HONS.(UITM)(CIVIL, ASHRAFUNNUR BIN (PETROLEUM, 2012)
71159 YONG ZI LIP M.E.HONS.(NOTTINGHAM) YEOP
ABD MANAF 2015) (CIVIL, 2015)
69205 NURHAFIZAH BT. B.E.HONS.(UITM)(CIVIL,
HAMZAH 2015) KEJURUTERAAN SUMBER MINERAL
KEJURUTERAAN ELEKTRIKAL
69209 NURIAH SYAIRAH BT. B.E.HONS.(UITM)(CIVIL, 30015 MOHD SHAFREEN B.E.HONS.(USM)(MINERAL
MD ZAWAWI 2015) 36602 ADI SYAFIQ BIN MD B.E.HONS.(UMP) BIN MAD ISA RESOURCES, 2011)
AMIR (ELECTRICAL-POWER
69217 NURTASHAFIZRAH B.E.HONS.(UITM)(CIVIL,
SYSTEMS, 2012)
BT. ABD RAHMAN 2015)

November 2016 JURUTERA 45

 KEAHLIAN

PERMOHONAN MENJADI AHLI SISWAZAH 80716 MOO HONG SHIN B.E.HONS.(UTP)(CIVIL, 80598 ARNOLD DEBULLY B.E.HONS.(UTP)
2014) SALIANG (LECTRICAL &
No. Ahli Nama Kelayakan ELECTRONICS, 2010)
79568 MPS ELANGO B.E.HONS.(USM)(CIVIL,
KEJURUTERAAN ALAM SEKITAR VADIVELOO 1999) 80718 CHONG JIACHYI, B.E.HONS.(UMS)
80196 EDWARD AJIE ANAK B.E.HONS.(MALAYA) 80639 MUHAMMAD AZIM B.E.HONS.(UITM)(CIVIL, JEANNINE (ELECTRICAL &
DENIS GASAN (ENVIRONMENTAL, 2010) MUIZ BIN ABU 2015) ELECTRONIC, 2011)
80744 SUMESHINI A/P B.E.HONS.(UNIMAP) BAKAR 80654 DR. GOH YEH B.E.HONS.(MALAYA)
SUBRAMANIAM (ENVIRONMENTAL, 2014) 80738 MUHAMMAD NADZIR B.E.HONS.(UITM)(CIVIL, HUANN (ELECTRICAL, 2004)
BIN ABDUL RAHIM 2008) M.E.SC.(MALAYA)
(CONTROL SYSTEM, 2007)
KEJURUTERAAN AWAM 79584 MURNI BINTI B.E.HONS.(UTM)(CIVIL, P.HD.(MALAYA)(WAVE &
MAHADI 2011) PROPAGATION, 2013)
80707 ALBERT ROBINSON B.E.HONS.(CURTIN)(CIVIL
WEE & CONSTRUCTION, 2010) 80732 NG WEE CHOON B.SC.(STATE UNI. OF NEW 79391 DR. SIOW CHUN LIM B.E.HONS.(UPM)
YORK)(CIVIL, 2014) (ELECTRICAL-
80638 AZMEER AMIR BIN B.E.HONS.(UITM)(CIVIL,
80181 NICHOLAS ARAVEN B.E.HONS.(UTM) ELECTRONIC, 2011) P.HD.
MAT YUSOF 2015)
A/L ARULANANDAM (CIVIL, 2005) (UPM)(2014)
80567 CHAI CHEE YOONG B.SC.(NATIONAL CHUNG- M.SC.(NEWCASTLE UPON 80186 FARLIYANA BINTI B.E.HONS.(UNITEN)
HSING)(CIVIL, 1999) TYNE)(OFFSHORE, 2014) ABU KHORI (ELECTRICAL &
M.E.SC.(HONG KONG)
80189 NOOR DEWIANNA B.E.HONS.(UKM)(CIVIL & ELECTRONICS, 2009)
(INSFRASTRUCTURE
PROJECT MANAGEMENT, BINTI ZAKARIA STRUCTURAL, 2010) 80191 GAN SOON SHENG B.E.HONS.(UKM)
2011) 79581 NORAM IRWAN BIN B.E.HONS.(UITM)(CIVIL, (ELECTRICAL &
RAMLI 2004) ELECTRONICS, 2012)
79569 CHAI MEI HWA B.E.HONS.(BRADFORD)
(CIVIL & STRUCTURAL, 80172 NORMUSLIZAM BIN B.E.HONS.(UTM)(CIVIL, 80595 HARVINDER SINGH B.E.HONS.(UNITEN)
2007) M.E.(UKM)(CIVIL, ABDUL MUTALIB 2013) A/L HARCHAREN (ELECTRICAL &
2014) SINGH ELECTRONICS, 2012)
80637 NORRUL AZMI BIN B.E.HONS.(UITM)
80665 CHAN CHUNG HONG M.E.HONS.(SHEFFIELD) YAHYA (CIVIL, 2006) 80594 IFFA ILANI BINTI B.E.HONS.(UNIMAP)
(CIVIL & STRUCTURAL, M.SC.(UITM)(CIVIL- ISMAIL (ELECTRICAL SYSTEMS,
2014) STRUCTURES, 2007) 2014)
80730 CHANG BOON M.E.HONS.(NOTTINGHAM) 80640 OLIVIA NALA ANAK B.E.HONS.(UITM)(CIVIL, 79594 ISNARAISSAH B.E.HONS.(UMS)
FUUNN, VICTOR (CIVIL, 2015) MEXMILLIN 2015) MUNIRAH BT. (ELECTRICAL &
MAJILIS @ ELECTRONICS, 2011)
79573 CHANG SHIANG YI B.E.HONS.(UTM)(CIVIL, 80722 ONG HERN YEE B.E.HONS.(UTM)(CIVIL,
FAKHARUDY
2014) 2010)
80646 IZZAH AMANI BINTI B.E.HONS.(UTP)
80188 CHENG CHEE SHING M.E.HONS.(NOTTINGHAM) 80559 POUL BIN JOANNES B.E.HONS.(UITM)(CIVIL,
TARMIZI (ELECTRICAL &
(CIVIL, 2011) 2003)
ELECTRONICS, 2009)
80721 CHIN LON CHEONG B.E.HONS.(CURTIN)(CIVIL 80720 QUSANSSORI NOOR B.E.HONS.(UITM)(CIVIL,
80593 KHAIRUL ANUAR BIN B.E.HONS.(UTM)
& CONSTRUCTION, 2013) BIN RUSLI 2011)
MUDA (ELECTRICAL, 2014)
80656 CHU CHEE PENG B.E.HONS.(USM)(CIVIL, 80183 RAJA HAIQAL B.E.HONS.(UITM)(CIVIL,
80727 KONG SHYANG YAU B.E.HONS.(UNITEN)
2004) ARIFFARHAN BIN 2015)
(ELECTRICAL POWER,
80174 CHUA PEI SHAN B.E.HONS.(UMP)(CIVIL, RAJA IBRAHIM
2006)
2014) 80653 ROHAIDIN BIN MOHD B.E.HONS.(UITM)(CIVIL,
80597 LEE CHUN HOE B.E.HONS.(UMS)
80662 ENG WEI QI B.E.HONS.(UTM)(CIVIL, GHAZALI 2015)
(ELECTRICAL &
2014) 80652 ROSIDAH BINTI B.E.HONS.(UITM)(CIVIL, ELECTRONICS, 2014)
80566 FATIN AMIRAH BINTI B.E.HONS.(MALAYA) NULKASIM 2015)
79595 LEE YEN LING B.E.HONS.(UNIMAP)
MOHD ANOR (CIVIL, 2014) 80661 SHAZWANI HANIS B.E.HONS.(UKM)(CIVIL & (ELECTRICAL SYSTEMS,
80682 GOH SIANG HUO, B.E.HONS.(UNITEN)(CIVIL, BINTI HIDAYAT ENVIRONMENTAL, 2010) 2013)
RAYMOND 2010) M.E.(UKM)(CIVIL, 2014)
80553 LEE YOU WAN B.E.HONS.(UTM)
80729 HASLINDA BINTI HAJI B.E.HONS.(MALAYA) 80724 SHEIKH LUQMAN B.E.HONS.(UNITEN)(CIVIL, (ELECTRICAL, 2007)
MOHAMAD HAMRAN (CIVIL, 2005) AQEEL SHEIKH 2014)
80733 MD RIDZUAN BIN B.E.HONS.(UTEM)
AHMAD
80167 HERMAN BIN TAWIL B.E.HONS.(UTM) TALIB (ELECTRONICS-
(CIVIL, 2007) 80180 SUKHVEER SINGH B.E.HONS.(VICTORIA) INDUSTRIAL
M.E.(UTM)(CIVIL- BHATT (CIVIL, 2013) ELECTRONICS,
STRUCTURE, 2014) 79555 SULIANA BINTI B.E.HONS.(UTM)(CIVIL, 2008) M.E.(MALAYA)
JAMALUDDIN 2014) (ELECTRICAL, 2013)
80737 JAMIL BIN AHMAD B.E.HONS.(UTM)(CIVIL,
2004) 79560 TAN CHEY YIE B.E.HONS.(CURTIN)(CIVIL 80728 MOHAMED EL AZIZI B.E.HONS.(UITM)
& CONSTRUCTION, 2013) BIN MOHAMED (ELECTRICAL, 2013)
79557 LEE JIAN YANG, B.E.HONS.(UTAR)(CIVIL,
DENNIS 2015) 80190 TAN CHOO KHING B.E.HONS.(UTAR)(CIVIL, 80649 MOHD AZREE BIN B.E.HONS.(UNIMAP)
2011) MOHD NOOR (ELECTRICAL SYSTEMS,
79592 LEE TECK SHIN B.E.HONS.(LEEDS)
2009) M.E.(UTHM)
(CIVIL & STRUCTURAL, 80726 TAN WEI CHUAN B.E.HONS.(UTM)(CIVIL,
(ELECTRICAL, 2012)
2010) M.E.(UTM)(CIVIL- 2002)
STRUCTURE, 2014) 80683 MOHD DAIM MOHD B.E.HONS.(UMP)
80658 TEE CHIN FANG B.E.HONS.(UNIMAP)
DIAH (ELECTRICAL-POWER
79579 LEE WEI SZER B.E.HONS.(UPNM)(CIVIL, (CIVIL, 2014)
SYSTEMS, 2011)
2014) 80170 TEOH KHAI YING B.E.HONS.(UNIMAP)
80687 MOHD HAFIZ BIN B.E.HONS.(UITM)
80723 LEONG QI WEN B.E.HONS.(UNIMAP) (CIVIL, 2014)
JUSOH (ELECTRICAL, 2008)
(CIVIL, 2014) 79567 THUN YIT ZHEN B.E.HONS.(UTAR)(CIVIL,
80708 MOHD HASNAN BIN B.E.HONS.(UMP)
80552 LIM CHIANG LING B.E.HONS.(UCL) 2012)
NORDIN (ELECTRICAL-CONTROL
(CIVIL, 1997) 80660 WONG JEE KHAI B.E.HONS.(UKM)(CIVIL & & INSTRUMENTATIONS,
M.SC.(UCL)(BUILT ENVIRONMENTAL, 2004) 2010)
ENVIRONMENT, 1998) M.E.(UKM)(CIVIL, 2009)
80696 MOHD HELMI BIN B.E.HONS.(UMP)
79505 LIM TECK HUAT B.E.HONS.(IUKL)(CIVIL, 79593 WONG KIN WAH B.E.HONS.(IUKL)(CIVIL, SAMTA (ELECTRICAL-POWER
2014) 2012) SYSTEMS, 2009)
80663 MARIAHTI BTE B.E.HONS.(UTM) 80596 WONG SIE KIAT, B.E.HONS.(WESTERN 80549 MOHD NOOR BIN B.E.HONS.(UTHM)
BERAHIM (CIVIL, 2012) NATHANIEL AUSTRALIA)(CIVIL, 2014) ABDULLAH (ELECTRICAL, 2008)
M.E.(UTM)(CIVIL-
HYDRAULICS & 80736 WONG WAI HOE, M.E.HONS.(NOTTINGHAM) 80710 MOHD PADELY BIN B.E.HONS.(UITM)
HYDROLOGY, 2014) DEREK (CIVIL, 2014) MOHD PAMAN (ELECTRICAL, 2001)
80641 MOHAMAD BIN B.E.HONS.(UITM)(CIVIL, 80565 WONG YIN FU, ALEX B.E.HONS.(CURTIN)(CIVIL 80554 MOHD RAZANI BIN B.E.HONS.(UTM)
ABDULLAH 2005) & CONSTRUCTION, 2014) MOHD RAZALI (ELECTRICAL, 2014)
79587 MOHAMED AHMED B.E.HONS.(UNITEN)(CIVIL, 80563 MOHD YASSIR B.E.HONS.(UITM)
ABDULAHI 2014) KEJURUTERAAN BIO KIMIA BIN ALI (ELECTRICAL, 2009)
80560 MOHAMED SUFIAN B.E.HONS.(UTM) 80655 NIK MOHD FAHMI B.E.HONS.(IIUM) 80591 MOHD YUSWARDI B.E.HONS.(UTM)
BIN SABARUDDIN (CIVIL, 1999) BIN DRAMAN (BIOCHEMICAL- BIN AB. YAMIN (ELECTRICAL, 2014)
M.E.(UPM)(WATER, 2007) BIOTECHNOLOGY, 2014) 80684 MUHAMAD HAZIEQ B.E.HONS.(UTHM)
79565 MOHD AFIQ BIN B.E.HONS.(UTM)(CIVIL, BIN ABD MANAN (ELECTRICAL, 2012)
RAMLI 2014) 80564 MUHAMMAD FADHIL B.E.HONS.(MELBOURNE)
KEJURUTERAAN BIO PERUBATAN BIN MOHD NAWAWI (ELECTRICAL, 2012)
79564 MOHD AIZAT BIN B.E.HONS.(UMP)(CIVIL,
MOHD HANIF 2012) 80664 WONG CHIN WEI B.E.HONS.(MALAYA)(BIO-
79556 MUHAMMAD FARID B.E.HONS.(UNISEL)
MEDICAL, 2014)
80699 MOHD HAIZUL BIN B.E.HONS.(UTM)(CIVIL, BIN MOHD PAUZI (ELECTRICAL, 2013)
OMAR 2013) 80702 MUHAMMAD NAJMI B.E.HONS.(UITM)
80550 MOHD NAZAWEE BIN B.E.HONS.(UTM)(CIVIL, KEJURUTERAAN ELEKTRIKAL BIN HAMZAH (ELECTRICAL, 2010)
MOHD ZAKI 2006) 80725 AHMAD RIDHWAN B.E.HONS.(UNITEN) 80648 MUSLIM BIN TARMIZI B.E.HONS.(UTHM)
80182 MOHD NUR B.E.HONS.(UITM)(CIVIL, BIN MAT YAMIN (ELECTRICAL POWER, (ELECTRICAL, 2011)
SYAZWAN BIN MOHD 2015) 2013) 80212 NOOR HESHAM B.E.HONS.(UTM)
HANIF 80452 AIZUDDIN BIN A B.E.HONS.(UMP) AZLEE BIN ABDUL (ELECTRICAL, 2014)
80451 MOHD SHAHNAZ B.E.HONS.(MALAYA) RAHIM (ELECTRICAL-CONTROL AZIZ
BIN SANI (CIVIL, 2004) & INSTRUMENTATIONS, 79561 NUR AZYYATI BINTI B.E.HONS.(UNITEN)
M.E.(UTM)(CIVIL- 2009) ISHAK (ELECTRICAL POWER,
STRUCTURE, 2012) 80547 AMIR ANWAR BIN B.E.HONS.(UNITEN) 2011)
79589 MOHD. B.E.HONS.(UITM)(CIVIL, SHABUDIN (ELECTRICAL POWER, 80692 NUR ZUHDI BIN B.E.HONS.(UTP)
SHAMSURIZAM BIN 2003) 2012) ZAILAN (ELECTRICAL &
SHAFIE ELECTRONICS, 2012)

46 JURUTERA November 2016

 KEAHLIAN

80739 PENGIRAN NORAINI B.E.(LEICESTER) 79571 NORIZAN BIN B.E.HONS.(MISSOURI) 79590 NUR AZRINI BINTI B.E.HONS.(UTM)
@ DAYANG KU (ELECTRICAL & MOHAMAD (ELECTRICAL, 1997) RAMLEE (CHEMICAL, 2005)
NORAINI BINTI PG ELECTRONIC, 1999) 79574 SAMSUL BIN B.E.HONS.(SURREY) M.E (UTM)(CHEMICAL,
MOHD HUSSEIN SETUMIN (ELECTRONIC, 2006) 2009)
AL-HASHIM M.E.(UTM)(ELECTRICAL- 80590 NUR HASHIMAH B.E.HONS.(UTM)
79576 RAJA NASUHA BIN B.E.HONS.(UNITEN) ELECTRONICS & BINTI ALIAS (CHEMICAL-GAS, 2008)
RAJA CHIK (ELECTRICAL- TELECOMMUNICATIONS, M.E.(UTM)(GAS, 2012)
ELECTRONIC, 2009) 2010) 80735 NUUR MOHAMAD B.E.HONS.(USM)
80592 RETTY FELICIA B.E.HONS.(MALAYA) 80642 TAN SEE KAI B.E.HONS.(USM) FIRDAUS BIN (CHEMICAL, 2008)
SIMOK (ELECTRICAL, 2005) (ELECTRICAL & MOHAMAD RASIDI
80741 ROFINO ANAK B.E.HONS.(UTM) ELECTRONIC, 2003) 80555 ONG SENG HENG B.E.HONS.(MALAYA)
RANTAI (ELECTRICAL, 2007) (CHEMICAL, 2002)
80166 ROYMELVIN RICKY C B.E.HONS.(UITM) KEJURUTERAAN KIMIA 79558 PRISHAM NAIR B.E.HONS.(NOTTINGHAM)
NYONG (ELECTRICAL, 2010) GOPAL (CHEMICAL-
80719 AHMAD ATTORELLAH B.E.HONS.(UTM)
80194 SAFWAN BIN ABD B.E.HONS.(UTEM) ENVIRONMENTAL, 2011)
SHARIFUDDIN (CHEMICAL-GAS, 2013)
AZIZ (ELECTRICAL-INDUSTRIAL M.SC.(HERIOT WATT)
80695 ARFANUDDIN BIN B.E.HONS.(UTM) (SUSTAINABILITY ENRG.,
POWER, 2014)
YAAKOB (CHEMICAL, 1997) 2012)
80168 SALINA BINTI B.E.HONS.(UTP)
80509 ARYANORE B.SC.(SOUTHERN 80466 RAYMOND DAYAN M.E.HONS.(BIRMINGHAM)
MOHMAD (ELECTRICAL &
NAFARINE ANTUNI CALIFORNIA)(CHEMICAL, PIUS JAUA (CHEMICAL, 2014)
ELECTRONICS, 2002)
2013)
M.SC.(SOUTHAMPTON) 80693 REEZA FARHAN BIN B.E.HONS.(MALAYA)
(MICROELECTRONICS 80538 AVINASH A/L B.E.HONS.(UTP) RAMLAND ROSS (CHEMICAL, 2010)
SYSTEMS DESIGN, 2005) KISHORE KUMAR (PETROLEUM, 2006)
80659 SIM LAI HAH B.E.HONS.(UTM)
M.E.SC.(UNSW)
79563 SHAHIDAN BIN YA @ B.E.HONS.(UTM) (CHEMICAL, 2004)
(PETROLEUM, 2009)
SALLEH (ELECTRICAL, 2013) 80543 SITI NUR FADHILAH B.E.HONS.(UKM)
80645 AZIMAN BIN ARIFFIN B.E.HONS.(UITM)
80743 SUBRAMANIAM A/L B.E.HONS.(UTEM) BINTI ZAINUDIN (BIOCHEMICAL, 2009)
(CHEMICAL, 2016)
MOGAN (ELECTRICAL-POWER M.SC.(UKM)(CHEMICAL &
ELECTRONICS & DRIVES, 80703 CHE RAHMAT BIN B.E.HONS.(UITM) PROCESS, 2014)
2013) CHE MAT (CHEMICAL, 2010)
80731 SURESH A/L B.E.HONS.(UTP)
80589 SYAZWAN BIN B.E.HONS.(UNITEN) 80551 DR. JIBRAIL BIN B.E.HONS.(USM) SUKUMARAN (CHEMICAL, 2011)
SELAMAT (ELECTRICAL & KANSEDO (CHEMICAL, 2006
ELECTRONICS, 2014) ) M.SC.
(USM)(CHEMICAL, 2010) KEJURUTERAAN MEKANIKAL
80647 TAN SWEE THAI B.E.HONS.(UTHM)
P.HD.(USM)(RENEWABLE 79552 ABDUL HADI BIN B.E.HONS.(UTP)
(ELECTRICAL, 2013)
ENERGY, 2015) ALIAS (MECHANICAL, 2010)
80706 THAWATCHEI A/L B.E.HONS.(UTHM)
79591 HAWAIAH BINTI B.E.HONS.(USM) M.SC.(UTM)(PETROLEUM,
EH DI (ELECTRICAL, 2009)
IMAM MAAROF (CHEMICAL, 2002) 2015)
80571 WONG LEONG MING B.E.HONS.(BRADFORD) M.SC(USM)(CHEMICAL, 80650 AHMAD AKMAL BIN B.E.HONS.(UTP)
(ELECTRICAL & 2005) CHE MOHAMED (MECHANICAL, 2011)
ELECTRONIC, 2010)
79572 IYLIA BINTI IDRIS B.E.HONS.(UITM) 80164 AHMAD AKMAL SHAH B.E.HONS.(UPM)
M.SC.(NOTTINGHAM)
(CHEMICAL & PROCESS, BIN SARUN (MECHANICAL, 2010)
(POWER ELECTRONICS &
2011)
DRIVES, 2012) 80515 AHMAD HILMI BIN B.E.HONS.(UTP)
79566 KHAIRUL AZLY BIN B.E.HONS.(UTM) ZULKIPLI (MECHANICAL, 2012)
ZAHAN (CHEMICAL-BIOPROCESS,
KEJURUTERAAN ELEKTRONIK 2010) M.E.(UTM) 80561 AHMAD NIZAM BIN B.E.HONS.(UPM)
(BIOPROCESS, 2014) JAMALUDIN (MECHANICAL/SYSTEM,
80714 DR. ANI LIZA BINTI B.E.HONS.(IIUM) 1994) M.E.(UPM)
ASNAWI (COMPUTER & 80712 KONG SHANG ERN B.E.HONS.(UPM) (INNOVATION & ENRG.
INFORMATION, (CHEMICAL, 2009) DESIGN, 2014)
2003) M.E.(UKM) 80499 KUHANESAPATHY B.E.HONS.(UTP)
(COMMUNICATION 80717 AHMAD THIBRI BIN B.E.HONS.(UITM)
A/L THAVARAS (CHEMICAL, 2011) MASHRI (MECHANICAL, 2011)
& COMPUTER, 2006) PATHY
P.HD.(SOUTHAMPTON) 79582 AIZAT SYAFIQ BIN B.E.HONS.(UKM)
(CONPUTER SC., 2012) 79577 LAVANESWARAN M.E.HONS.(NOTTINGHAM) ZEINUDDIN (MECHANICAL, 2011)
KRISHNAN (CHEMICAL, 2014)
80713 DR. NOR FADHILLAH B.SC.(OKLAHOMA STATE) 79588 AMIR SAFWAN B.E.HONS.(UNSW)
BINTI MOHAMED (ELECTRICAL, 1999) 79562 LEONG ZI WEI M.E.HONS. ANUAR (MECHANICAL, 2014)
AZMIN M.SC.(UPM)(MEDICAL & (MANCHESTER)
(CHEMICAL, 2014) 80745 AMMAR ZARIR BIN B.E.(TOYAMA)
BIO-MECHANICS, 2007)
HARISON (MECHANICAL &
P.HD.(NEWCASTLE UPON 80175 LOH YIN CHYUAN B.E.HONS.(UNIMAP) INTELLECTUAL SYSTEMS,
TYNE)(FINGERPRINTING (BIOPROCESS, 2014) 2009)
OF COMPLEX
80734 MAH SIEW HOE B.E.HONS.(UTAR) 80508 ATHIQURRAHMAN B.E.HONS.(UNITEN)
BIOPROCESS DATA, 2013)
(CHEMICAL, 2015) BIN ABDUL HAMID (MECHANICAL, 2014)
80173 ELIAS BIN ABBAS B.E.HONS.(SHEFFIELD)
80694 MOHAMAD SHAFIQ B.E.HONS.(UTM) 80192 CHAU SHEN SHUNG B.E.HONS.(UTAR)
(ELECTRONICS,
BIN A. GHAFAR (CHEMICAL, 2012) (MECHANICAL, 2011)
CONTROL &
SYSTEMS, 1993) 80698 MOHD NUR ASMADY B.E.HONS.(UTM) 80569 CHEE HON CHEONG, B.E.HONS.(UTHM)
M.E.SC.(MMU)(2005) BIN ALIAS (CHEMICAL, 2001) ALEXANDER (MECHANICAL, 2003)
79570 GAN ENG FOO B.E.HONS.(MMU) 80644 MOHD RIDHUAN BIN B.E.HONS.(UITM) 79585 CHEW HAN JIE B.E.HONS.(MALAYA)
(ELECTRONIC-ROBOTICS HASAN (CHEMICAL, 2010) (MECHANICAL, 2010)
& AUTOMATION, 2007) 80474 MUHAMMAD JUFRI B.E.HONS.(UNSW)
79553 MOHD ANUAR BIN B.E.HONS.(UTM) BIN ROSLI (CHEMICAL, 2012)
ADIP (ELECTRICAL- Note: Remaining list of the “PERMOHONAN MENJADI
80462 MUHAMMAD YUSOF B.E.HONS.(UITM)(OIL &
ELECTRONIC, 2006) BIN MOHD AZISS GAS, 2012) AHLI SISWAZAH, PERMOHONAN MENJADI AHLI
79578 MOHD HAFIDZ BIN B.E.HONS.(UTM) ‘INCORPORATED’ & PERMOHONAN MENJADI AHLI
80187 MUSA BIN MA'AMOR B.E.HONS.(UITM)
MOHD ALI (ELECTRICAL- (CHEMICAL, 2009) ‘AFFILIATE’ would be published in the December 2016
MECHATRONICS, 2008) issue. For the list of approved “ADMISSION TO THE
80711 NG BOON PING B.APP.SC.(BRITISH
80709 MUHAMAD SYAFIQ B.E.HONS.(UITM) COLUMBIA)(CHEMICAL, GRADE OF STUDENT”, please refer to IEM web portal
BIN JAMALUDIN (ELECTRONIC- 2012) at http://www.myiem.org.my.
INSTRUMENTATION, 2013)

CONTRIBUTIONS TO WISMA IEM BUILDING FUND

RM 2,947,273.05 contributed by IEM Members and Committees

RM 744,332.19 contributed by Private Organisations
TOTAL RM 3,691,605.24
(ANOTHER RM 2,807,088.77 IS NEEDED)
The Institution would like to thank all contributors for donating generously towards the IEM Building Fund
HELP US TO PROVIDE BETTER SERVICES TO YOU AND TO THE FUTURE GENERATION
(The donation list to the Wisma IEM Building Fund is published on page 44)

November 2016 JURUTERA 47