CONCEPTUAL DESIGN OF MEGA

INFRASTRUCTURE PROJECTS:
INCREASING PROJECT FEASIBILITY AND
CREATING ADDED VALUE

Mohammed
Prof. AliAli
Mohammed Berawi, M.Eng.Sc.,
Berawi, M.Eng.Sc.,PhD
Ph.D
Professor,
Professor, Peter
Department theEngineering,
of Civil Great
St. Petersburg Polytechnic
Faculty of Engineering, University,
Universitas Russia
Indonesia Keynote Speech
Professor, Higher Engineering and Economic School,
International Scientific Conference
Director,
Peter theCenter
Great St.for Sustainable
Petersburg Infrastructure
Polytechnic University on Innovations in Digital Economy:
Development (CSID), Universitas Indonesia SPBPU IDE-2019
Director, Center for Sustainable Infrastructure
Development (CSID), Universitas Indonesia 24 October, 2019, Saint-Petersburg,
Russia
Director,
Director,Association of Southeast
Association of Southeast Asian(ASEAN)
Asian Nations Nations
University Network for Sustainable City and Urban
(ASEAN) University Network
Development (AUNfor Sustainable City
– SCUD)
and Urban Development
–
 OVERVIEW
1. CONTEXT
2. AMBITION

3. VALUE ENGINEERING
3.1. CASE STUDIES
3.1.1 SUNDA STRAIT BRIDGE
3.1.2. PUBLIC RAILWAY AND STORMWATER INFRASTRUCTURE (PRASTI) TUNNEL
3.1.3. HIGH SPEED TRAIN JAKARTA – SURABAYA
3.1.4. TRANS – SUMATERA TOLL ROAD
3.2. FINANCIAL ENGINEERING & PUBLIC PRIVATE PARTNERSHIP
3.3. RESULTS

4. SMART CITY
4.1. CASE STUDIES
4.1.1. TRANSIT ORIENTED DEVELOPMENT
4.1.2. SMART INTEGRATED WORKSPACE DESIGN
4.1.3. NEAR ZERO ENERGY HOUSE
4.1.4. DISASSTER MOBILE APPLICATION

5. CONCLUSION & RECOMMENDATION

1. CONTEXT
 INTRODUCTION
Institutions

Infrastructure development is arguably one

of the main drivers of economic growth.

Infrastructure systems create the backbone

of an economy, as they provide social, as
Health and
Basic well as economic, benefits to society.
Primary Infrastructure
Requirements
Education
The development of modern infrastructure
thus becomes a way to enable competitive
advantage in a highly competitive global
environment.
Macroecono
mic
Development

Source: Global
Competitiveness Report, 2015 © Dr. Berawi 2019
THE CHALLENGES

Infrastructure Technical
Gaps Planning

Infrastructure Bureaucratic
Budget Reform

Partnership
Land Acquisition
Scheme

© Dr. Berawi 2019

REQUIRED INFRASTRUCTURE AND REAL ESTATE INVESTMENT IN
ASEAN, 2014–30

2 Includes Brunei, Cambodia, Laos, and Myanmar

Source: Cheen, L.C (2015) © Dr. Berawi 2019

2. AMBITION
 ACCELERATE INFRASTRUCTURE DEVELOPMENT

Increasing
Project Planning participation of
and Delivery national SOE &
KEY SUCCESS SME
PROJECT
FACTORS
FEASIBILITY
Channeling
Collaboration
Knowledge
among
Transfer and
stakeholders
Technology

© Dr. Berawi 2019

CREATING ADDED VALUE IN INFRASTRUCTURE PROJECTS

I. Increasing the efficiency and feasibility of

project;
II. Creating innovation and technology
transfer;
III. Increasing multi – sector collaboration;
IV. Developing an integrated and multi –
functions infrastructure.
V. Optimizing benefits for all stakeholders

© Dr. Berawi 2019

IMPROVING PROJECT FEASIBILITY
Project Transaction

Public Private Partnership

scheme

Financial Engineering
through Life Cycle Cost
Analysis

Value Engineering
approach in planning
stage
© Dr. Berawi 2019
3. VALUE ENGINEERING
WHY VALUE ENGINEERING?
All products/projects involve the allocation of scarce resources
and when complete, need to satisfy a range of users’
requirements.

Value engineering (VM) provides a structured approach to

multi-disciplinary team based learning that unlocks the
possibility of achieving these requirements at optimum value for
money.

© Dr. Berawi 2019

FUNCTIONALITY MADE EXPLICIT
Functional concepts are important for creativity and innovation (Vermaas &
Houkes, 2003).

Identifying functions as a multi-disciplinary team enables alternative solutions,

ways of performing functionality, to be generated (Woodhead & Berawi, 2006).

The study and articulation of functionality is central to innovation.

What is the function of a train station? Reduce traffic congestion, Enable Inter-
modal travel etc. How else can these functions be performed?

FAST (Function Analysis System Technique) is a method to represent complex

theories of functionality in Value engineering.
© Dr. Berawi 2019
VALUE ENGINEERING

o Multi-disciplinary Team
Approach;
o System innovation oriented;
o Life Cycle oriented; V = Value
o Function oriented. F = Function (Requirement from Customers)
C = Cost (Life Cycle Cost)

(SAVE International, 2007)

© Dr. Berawi 2019

3.1 CASE STUDIES
3.1.1. SUNDA STRAIT BRIDGE
3.1.2. PUBLIC RAILWAY AND STORMWATER
INFRASTRUCTURE (PRASTI) TUNNEL
3.1.3. HIGH SPEED TRAIN JAKARTA – SURABAYA and
TRANS – SUMATERA TOLL ROAD
3.1.4. TRANS – SUMATERA TOLL ROAD: THE CONCEPT

© Dr. Berawi 2019

 3.1.1. SUNDA STRAIT BRIDGE

3.1.1. SUNDA STRAIT BRIDGE: BACKGROUND

 The existence of Sunda Strait Bridge
(SSB) is expected to contribute to
national economic growth by bridging
economic activity between two major
islands in Indonesia, Java and
Sumatera.
 Sunda Strait Bridge (SSB) was offered
as US$ 10 billion in 2008 but lack of
interest from private sector due to its
feasibility.
 The second revision in 2011, the SSB
was offered as US$ 25 billion with
additional scope of works to build
industrial areas along the site.
© Dr. Berawi 2019
 3.1.1. SUNDA STRAIT BRIDGE

FIRST STEP: MAKE FUNCTIONALITY VISIBLE

HOW IF - THEN WHY

Create Added Develop Infrastructure Resist Natural Ensure Safety

Value Connectivity Disaster

Design Objective All the Time Increase Economic

Function Function and Social Benefit

Construct
Hanging
Train

Construct
Toll Road

Construct
Construct Railway
Upper Protect
Structure Construct Public
Fiber optic Interest

Construct
Stimulate Transport Oil&Gas
Connecting Distribute Construct
Economic People and Pipeline Generate
two Island Load Bridge
Goods
Growth Income
Construct
Wind
Turbine
Create Expand Produce Transmit
Tourism Industrial Energy Data/Telecom Construct
Construct
Industry Areas & Electrical Lower
Tidal Power
Power Structure

Distribute Develop
Oil & Gas Manufacture
Industry
Support
Environment
Surrounding
Develop
National/
International
Port

Purpose FUNCTIONS ANALYSIS FOLLOWED BY PROCESSES Outcomes

 3.1.1. SUNDA STRAIT BRIDGE

RESULT AND DISCUSSION

Conceptual Design of SSB – LCC Analysis
 Based on FAST Diagram there are 4 additional functions
that can be used to attract private investor to increase
the feasibility of the project, namely:
 Transportation (basic function)
 Energy
 Telecommunication
 Tourism
 Industrial Area
 3.1.1. SUNDA STRAIT BRIDGE

CONCEPTUAL DESIGN OF SSB:

Transportation Function

b
a

b
Suspension bridge
a
b
1 Suspension bridge 7,6 km
2 Concrete Viaduct 21,4 km
Total 29 km Concrete
Viaduct
 3.1.1. SUNDA STRAIT BRIDGE

CONCEPTUAL DESIGN OF SSB:

Transportation Function
Bridge width 60 M
Road
1 Length 30 km
2 Width 3,75 m/ lane

3 Total lane 6 Lane

4 Road capacity (up 5,27 Million
to 2050) vehicles/year
Railway
1 Track 2 Double track
2 Length 30 km
3 Width (double 8 m
track)
4 Cargo capacity 14,35 Ton/year
 3.1.1. SUNDA STRAIT BRIDGE

CONCEPTUAL DESIGN OF SSB:

Energy Function Tidal Power
1 Turbine specification
Diameter 10 m
Height 10-20 m
Length 16 km
Efficiency 35%
Flow velocity 2 m/s
2 Installed power 551 MW
3 Operational hours 6 hours/day
1 Oil Pipelines
4 Energy 1.206.691 MWh
production/year Diameter 42”
Length 29 km
Service capacity 1.214 million BOE until 2050
Oil and Gas Oil and gas
Pipelines Fiber
optic 2 Gas Pipeline
Distribution Diameter 42”
Length 29 km
Service capacity 493 million MMBTU until 2050
 3.1.1. SUNDA STRAIT BRIDGE

CONCEPTUAL DESIGN OF SSB:

i) Telecommunication Function
Fiber optic unit (216 core) 1 unit
Length 29 km
Capacity per unit 40 GBps

ii) Tourism Function

• Hanging Train Java-Sumatra = 30 Km
• Aero Bus in Sangiang Island = 8 Km
• Resort and Theme Park = 126 Ha
• Sangiang island accessibility = 15 Km
Source: Disneyland
 3.1.1. SUNDA STRAIT BRIDGE

CONCEPTUAL DESIGN OF SSB:

Industrial Area Function

 Industrial area development at Sumatra = 3.000 Ha

 Industrial area development at Java = 2.000 Ha
 Industrial area construction price assumption (include land acquisition)
 11,17 million/Ha (Colliers International, 2012)
 Industrial area assumption for lease therefore operation and maintenance
expected as US$ 0,06/m²/month or US$ 3,6 million/year/ 5.000 Ha
 3.1.1. SUNDA STRAIT BRIDGE

LIFE CYCLE COST ANALYSIS

Function Construction cost O&M cost/ Year Revenue
Components ( Million US$.) (Million US$.) (Million US$.) (2024-2050)

1 Transportation 10,600.00 106.20 million 26,575.37

2 Energy
a. Tidal power 735.90 3.67 3,200.00
b. Oil and gas 644.00 19.33 1,824.41
3 Telecommunication 0.46 0.03 8.20
4 Tourism 4,163.00 1.87 12,840.00
5 Industrial Area 3,646.00 - 6,248.00
Total 19,789.36 131.10 50,695.98
 Construction cost/km = 19,789.36 million/ 29 km
= US$ 682.39 million/km
 O & M cost/km/year = 131.10 million/ 29 km
= US$ 4.52 million/km/year
 Revenue/km/year = 50,695.98 million/ 29 km/27 years
= US$ 64.75 million/km/year
 3.1.1. SUNDA STRAIT BRIDGE

SUNDA STRAIT BRIDGE: THE CONCEPT

Conventional Value Added

Approach
Function Single Multi – function
Cost 250 trillion 187 Trillion
rupiah rupiah
IRR 1.46% 7.26%

© Dr. Berawi 2019

 3.1.2. PUBLIC RAILWAY AND STORMWATER
INFRASTRUCTURE (PRASTI) TUNNEL

3.1.2. PUBLIC RAILWAY AND STORMWATER

INFRASTRUCTURE (PRASTI) TUNNEL : BACKGROUND
• Government of Indonesia wants to improve
accessibility, connectivity and livability in
Jakarta.
• Infrastructure projects that have been
proposed such as Soekarno – Hatta
International Airport Rail Link (SHIARL), Mass
Rapid Transit (MRT) and Deep Tunnel.
• The aim is to solve congestion as well as
floods in the city.
• Due to high total cost around 60 trillion
rupiah for the three projects, only MRT shows
prospective progress.

© Dr. Berawi 2019

 3.1.2. PUBLIC RAILWAY AND STORMWATER
INFRASTRUCTURE (PRASTI) TUNNEL

PUBLIC RAILWAY AND STORMWATER

INFRASTRUCTURE (PRASTI) TUNNEL: THE CONCEPT

MRT

SHIARL

Stormwater

Conventional Value Added

Approach
Function Single Multi – function
Cost MRT : 22.1 trillion rupiah 29.61 trillion rupiah
SHIARL: 23.0 trillion rupiah
Utility tunnel: 44 trillion rupiah
IRR Depend on each project 12.50%

© Dr. Berawi 2019

 3.1.3. HIGH SPEED TRAIN

3.1.3. HIGH SPEED TRAIN JAKARTA – SURABAYA and

TRANS – SUMATERA TOLL ROAD : BACKGROUND

High Speed Train is one of the mega Trans Sumatera Toll Road aims to increase
infrastructure that aims to improve travel regional economic development by
time and gives alternative in transporting improving the connectivity from
people between Jakarta – Surabaya. Lampung to Banda Aceh.

Value engineering thus required to generate innovative ideas to improve the

feasibility and attractiveness in term of technical and financial aspects.
© Dr. Berawi 2019
 3.1.3. HIGH SPEED TRAIN

HIGH SPEED TRAIN JAKARTA – SURABAYA:

THE CONCEPT
9 routes has been defined.

The proposed route is Jakarta – Bandung –

Cirebon – Semarang – Solo – Yogyakarta –
Surabaya. Total length: 868.5 km.

Conventional Value Added

Transit-Oriented Utility service Approach
The utilization of
Bituminous Ballast Development integration Function Single Multi – function
ADDED
Cost 120 trillion rupiah 142.63 Trillion
VALUE
Industrial & Renewable Urban rupiah
Tourism area Electrical generator Development IRR 5.20% 10.87%

© Dr. Berawi 2019

 3.1.4. TRANS – SUMATERA TOLL ROAD

3.1.4. TRANS – SUMATERA TOLL ROAD: THE CONCEPT

ADDED VALUE

Industrial &
DRY PORT
Tourism area

MOTORBIKE RAILWAY
TOLL ROAD INTEGRATION

Utility service
TOD & Urban
integration
Development

Conventional Value Added

Approach
Function Single Multi – function
Cost 273 trillion 291.70 Trillion
rupiah rupiah
IRR N/A 8.29%

© Dr. Berawi 2019

3.2. FINANCIAL ENGINEERING &
PUBLIC PRIVATE PARTNERSHIP
 FINANCIAL ENGINEERING AND PUBLIC PRIVATE
PARTNERSHIP
Life Cycle
Cost

Goverment Investors

40% - 60% 60 – 40%%

Financial engineering is used to create fair sharing within the proposed system development
based on each minimum attractive return for each industry function. Furthermore cost sharing
between government and private entity on project life cycle; initial cost, operation and
maintenance cost is divided. The revenue is also shared by both parties using Build-Operate-
Share-Transfer (BOST) Scheme.
© Dr. Berawi 2019
PPP SCHEME
A clear division of responsibility in project financing activities in order to meet
financial and risk sharing between government and private sectors (e.g. SSB case
study).
NO Descriptions Public Private PPP Largest %
1 Pre – FS 60% 14% 26% Public
2 Feasibility Study 43% 20% 37% Public
3 Planning and Design 26% 31% 43% PPP
4 Land Acquisition 68% 6% 26% Public
5 Construction
Sunda Strait Bridge 14% 29% 57% PPP
Renewable Energy 20% 31% 49% PPP
Tourism 29% 37% 34% Private
Telecommunication 20% 40% 40% PPP/Private
Industrial Area 17% 34% 49% PPP
6 Operation and Maintenance
Sunda Strait Bridge 14% 37% 49% PPP
Renewable Energy 20% 37% 43% PPP
Tourism 29% 42% 29% Private
Telecommunication 23% 37% 40% PPP
Industrial District 20% 46% 34% Private
POTENTIAL FINANCING
Stock
market The active role of state-
owned enterprises, the
Government banking industry and
Insurance
Bonds, Sukuk the private sector plays
important role to
Potential finance infrastructure
FUNDs
development.
Hajj and
Pension Project
Funds Bonds

© Dr. Berawi 2019

3.3. RESULTS
 PROJECTS FEASIBILITY IMPROVEMENT
The
rationales

Government can Customers pay

Investors
provide public reasonable
gain profits
infrastructure price

High Speed
Sunda Strait PRASTI Trans Sumatera
Train JKT-
Bridge Tunnel Toll Road
SBY

VE : 7.26% VE : 12.50% VE : 10.87% VE : 8.29%

Financial Engineering Financial Engineering Financial Engineering Financial Engineering
& PPP: 13.89% & PPP: 17.63% & PPP: 17.10% & PPP: 12.76%
© Dr. Berawi 2019
 Value Financial
PPP
Engineering Engineering

 Value engineering is a method that significantly improves project feasibility

by creating optimum value for money to attract private investment.

 Value for money in proposed projects developments are achieved by:

(1) Defining area of improvements and creating added-value projects
(2) conducting Life Cycle Cost analysis that produces a positive NPV and
substantial Internal Rate of Return (IRR); and
(3) an alternative public private partnership scheme through build – operate –
sharing – transfer (BOST).

© Dr. Berawi 2019

4. SMART CITY
The challenge for most cities
By 2050, some 68% of all humans will live in a city, most in the Far East (UN, 2018).
Traffic Congestion
Problems in many cites today:
• Government Budget
• Crime
• Food poverty
• Energy shortage
• Traffic congestion
• Poor Air Quality
• etc...

Food Poverty

Security
The cities will grow,
but are we coping right now?
What is a Smart City?

Bakici, Almirall, and Wareham (2013) suggest

the idea of a smart city rests on three main
pillars:

"Cities should base their Smart City models

on three main pillars—infrastructure,
human capital and information—while the
Smart City initiative should be a
composition of various organisations and
departments."
How could a Smart City be achieved?
Use information
flows to
"Top-down"
empower,
approaches make
engage and
assumptions about
enable
the detailed
operational level "Bottom-up"
approaches make
assumptions about
the strategic l level
"Up and down"
We need many approaches that seek to build
uses information
integrated advantages others can add to
(e.g. an open data platform for a city)
to reduce the
impact of
Ref. R.M. Woodhead, 2018 assumptions
Monitoring Infrastructure:
LoRaWAN & The Things Network

42
https://www.thethingsnetwork.org/
What new opportunities can we see?
Air quality Empower
Humidity Data Information Insight Engage
Temp Enable
Car counting
Monitoring
Pedestrian counting
the Data Sensor
Car park spaces
physical network Big Data
Recycling
world Data Machine Learning
Artificial
Assistive technology Intelligence
Tech to help blind people Distributed
Tech to help deaf people intelligence
Tech to reduce loneliness
Tech to watch over vulnerable
people
LoRaWAN as monitoring
technology New business
ideas
Changing
Actuators Data
the physical
Switches
world
4G/5G technology
43
 Smart City Concept

https://www.ecointeligencia.com
4.1 CASE STUDIES
4.1.1. TRANSIT ORIENTED DEVELOPMENT
4.1.2. SMART INTEGRATED WORKSPACE DESIGN
4.1.3. NEAR ZERO ENERGY HOUSE
4.1.4. DISASSTER MOBILE APPLICATION

© Dr. Berawi 2019

 4.1.1. TRANSIT ORIENTED DEVELOPMENT:
LOCATIONS

TRANSIT ORIENTED
DEVELOPMENT
Case studies in Four locations as Transit
Oriented Development (TOD) site.

Existing Proposed

10% 18%
6%
11% 45%
13%
84% 13%

Residential Commercial Others Residential Commercial Park and Ride

Hotel Offices

Sample of TOD Typology

© Dr. Berawi 2019
 4.1.1. TRANSIT ORIENTED DEVELOPMENT:
RIDERSHIP

TRANSIT ORIENTED DEVELOPMENT: RIDERSHIP

Parameters of ridership are determine from TOD typology (apartments, offices, hotels and
commercial) and simulated by considering square meter/person and trainset modal split.
Maks Z = 0,08 x1 +0,15 x2+0,12 x3+0,09 x4

Daily Ridership: Planning Improvement

Existing Feasibility-based TOD Ridership-based TOD

10% 18%
6% 24% 24%
10% 44%

12% 15%
25%
84% 16% 12%

Residential Commercial Offices Residential Commercial Others Hotel Offices Residential Commercial Others Hotel Offices

12.713 Daily Ridership 15.921 Daily Ridership 17.328 Daily Ridership © Dr. Berawi 2019
 Managing Nature 5.0 : Environmental Aspect

Using 40% of global energy

Using 12% of the total supply of

clean water

Using 30% of resouces in the world

Alternative
Solution:
Produce 40% of Green House Gas

Carbon Emission 29,65 billion Tons (2007);

Prediction: 42,4 billion Tons (2035)
(Outlook, A.E, 2010)

Source: IPCC Fourth Assessment Report on Climate Change 2007

 4.1.2. BUILDING - SWID

SIWD process SIWD Elements

Activity needs Room Architectura

IoT Design
and site program l design
analysis (Iteration)
Thermal comfort Day lighting MVA Lighting
C
Facad Workspace Occupant behaviour
e

Room Conseptual design

organization
scheme

Energy Efficiency:
 Automated control
 Building behaviour
 4.1.2. BUILDING - SWID
Functional Planning

Spatial Quality Aesthetic Design

 4.1.2. BUILDING - SWID

Energy
optimization
result:
18% more
efficient
than baseline
 4.1.3. NZEH

Cost Optimization of Near Zero Energy House Design

Using Genetic Algorithm

Building Variables Process

orientation
(azimuth)
towards North 00 Building
Algorithm Optimization
(X1) simulation
Simulation
Algorithm parameter and
variable of design definition results,
Life Cycle interpretation
PV Panel (X2) Cost nZEH , and fitness
(Y) Databa Optimization iteration
se

Simulation
Penetration (door
file
and window) (X3) Convertion & representation
 4.1.3. NZEH
Azimuth oreientation effect

Result

WWR effect

Optimum design of NZEH

Windows glass effect
 4.1.4. DM

DISASSTER MANAGEMENT - MOBILE APPLICATION

Classification model to
emphasize who ought to
be prioritized?

How to determine the prioritized

victim to be rescued and personnel
allocation deployed during and after
earthquake occurrence? © Dr. Berawi 2019
54
 4.1.4. DM
Indonesia Disaster Assessment

Ref. indrabnpb.cloud (2019)

© Dr. Berawi 2019

 4.1.4. DM
User Interface

Fig. User interface Emergency Help Fig. User Interface Sign-In as Rescuer

© Dr. Berawi 2019

56
5. CONCLUSION & RECOMMENDATION
 CONCLUSION & RECOMMENDATION
 Value engineering is a method that significantly improves project feasibility by
creating optimum value for money to attract private investment. Creating value
added infrastructures planning that consider project’s life cycle cost and strategic
alliance public private partnership form the basis for accelerating infrastructure
development.

 A vision of what a Smart City could be:

• It would work differently because of new information flows improving decision
quality
• It moves beyond transactional thinking in to relationship building
• It moves from reactive-responses to proactive-actions
• It enables citizens to be more informed, responsible and empowered
• Managing nature and regenerating environment
• Increasing quality of life and welfare

© Dr. Berawi 2019

 Short Profile
Prof. Mohammed Ali
Mohammed AliBerawi,
Berawi, M.Eng.Sc, PhD
M.Eng.Sc., Ph.D.
Dr. Mohammed
Prof. MohammedAli AliBerawi
Berawi,is an associate
M.Eng.Sc, Ph.Dprofessor at serves
currently department of civil
as Deputy for engineering,
Green and
Universitas Indonesia. He
Digital Transformation of has
the extensive
Indonesianresearch experience
Capital Authority regarding
Authority value
since engineering
October 2022.
and
Prof.innovation
Mohammed in Ali
infrastructure,
Berawi is alsoconstruction,
a professorand
at manufacturing
the Departmentindustry.
of Civil Dr. Berawi has
Engineering,
been
Facultyinvolved in many
of Engineering, national
University and international
of Indonesia, researchat the
a Visiting Scholar collaborations
Department andof
consultancies. He and
Civil Engineering has been listed by University
Environment, Webometrics as one of theUnited
of Washington, Top Scientists in Indonesia
States (2017) and
(2015-2017), and his biography
since 2019 became a Professorfeatured in the 24thSchool
at the Graduate editionofof Industrial
Who’s Who in the World.
Economics, Peter
the Great Saint Petersburg Polytechnic University, Russia. Prof. Ali Berawi is also
Dr Berawi the
currently was Chairperson
appointed asofLeadthe Advisor to the
Indonesian Republic
Lecturers of Indonesia’s
Association (ADI) Ministry
for theof
Transportation
2022-2027 period (2012), Executive ofDirector
and chairman of CSID
the advisory (2014),
board of theDirector of Directorate
Indonesian Science andof
Research
Technologyand Community
Professional Services at
Organization the University
Forum (FOPI) for of
theIndonesia
2023-2026(2015),
period.and currently
serves
Prof. AliasBerawi
Chairman of Standing
is included Committee
in the list of the Topon2%Infrastructure
of the World's Strategic Policies by
Best Scientists for
Indonesia
Elsevier andChamber
Stanfordof Commerce
University, (KADIN Indonesia),
respectively Executive
in 2021 Director
and 2022. of the
Prof. AliCenter
Berawifor
Sustainable Infrastructure
previously served Development
as Member Secretary (CSID)
of theUniversitas
Republic ofIndonesia, andPresidential
Indonesia's Director of
Association of Southeast
Advisory Council Asian Nations (ASEAN) University Network for Sustainable City and
in 2020-2022.
Urban Development (AUN – SCUD).
© Dr. Berawi 2019