Bsr330 - Report

DEPARTMENT OF BUILT ENVIRONMENT STUDIES & TECHNOLOGY
COLLEGE OF BUILT ENVIRONMENT

UNIVERSITI TEKNOLOGI MARA
PERAK BRANCH
INTEGRATED FINAL PROJECT (BSR330)

CASE STUDY:
KOMPLEKS TUN ABDUL RAZAK (KOMTAR), PULAU PINANG
PREPARED BY:
MUHAMMD AZIM BIN ABD AZIZ 2020472836

IKMAL NULHAKIM BIN MOHD ZULKIFLI 2020880898
NAJIBAH BINTI NADZRI 2020892172
NIK SHARMIN ARISSA BINTI ABDUL FATTAH 2020842756
NIN ALIA MAISARAH BINTI MOHD NURUL ZAMAN 2020462806
NUR ALIAA FASEHAH BINTI AHMAD RAHIMI 2020881282
NUR ALYA BATRISYA BINTI MOHAMED RANI 2020874614
DIPLOMA IN BUILDING SURVEYING
SEMESTER
OCTOBER 2022 – FEBRUARY 2023
BSR330 INTEGRATED FINAL PROJECT
KOMPLEKS TUN ABDUL RAZAK
DECLARATION OF SUPERVISOR
Diploma in Building Surveying

Department of Built Environment Studies & Technology
College of Built Environment
Universiti Teknologi MARA Perak Branch
INTEGRATED FINAL PROJECT (BSR330)

OCT 2022 – FEB 2023
I am hereby pronounced this Integrated Final Project report is fully recommended for
revision purpose as the originality and its prospect is being accredited by the departments
through my supervision.
i
ACKNOWLEDGMENT
First and foremost, we would want to thank and worship the All-Powerful God for His blessing
and for providing us with strength. We eventually succeeded in finishing this task. We wouldn't
have come this far if it weren't for his blessing. Also, without the work and cooperation of our
group members, Ikmal Nulhakim, Azim Aziz, Nin Alia, and Alya Batrisyia, Najibah, Fasehah
and Arissa this assignment cannot be completed. We always put in a lot of work to make sure
our assignments are good, and we take full responsibility for it.
Furthermore, we would also like to acknowledge with most appreciation the crucial role of the
staff from PDC SETIA URUS Sdn. Bhd, especially to Pn. Mariadzainie Binti Maarif also the
operation manager, Encik En. Syed Nasrul Faisal Bin Syed Mohamad, who gave the
permission to us to get all the information and all required materials such as documents, data,
and other files to complete the task and case study. We want to make a special thanks to En.
Yusuf for guiding and providing access for us to see all the building services. Much obliged
goes to our teammate, who help to assemble the parts and gave suggestions about all the
chapter. Last but not least, many thanks go to the other technician and chargemen directly or
indirectly, whose have invested their full effort in guiding our team in achieving the objective.
We appreciate the guidance given by other supervisor as well as the panels especially in our
project presentation that has improved our presentation skills, based on their comment and
advice.
As a result, we would like to express our gratitude to our supervisor Sr. Dr. Norehan @Norlida
Binti Dato Haji Mohd Noor for supervise and the advice in completing this assignment and Dr.
Sr. Hasnan Bin Hashim for the lectures. Without their guidance, our assignment could not
have been completed in such a thorough manner. They always offer encouragement and
advice on how to do our tasks to get the best results. They gave us a lot of motivation to work
on this task.
In conclusion, we would like to thank PDC Setia Urus Sdn. Bhd. for allowing us to conduct a
site visit to their facility for our assignment report. A special thanks goes out to our friends and
family for their encouragement and willingness to spend their time with us during our
presentation.
ii
TABLE OF CONTENT
ACKNOWLEDGMENT......................................................................................................................................... ii
TABLE OF CONTENT ......................................................................................................................................... iii
LIST OF CHART................................................................................................................................................. vii
LIST OF TABLE................................................................................................................................................... ix
LIST OF FIGURES ............................................................................................................................................. xiv
ABSTRACT..................................................................................................................................................... xxiii
CHAPTER 1 : THE DETAILS OF PROPERTY .............................................................................................................. 1
1.1 INTRODUCTION AND ORGANIZATIONS BACKGROUND .............................................................................. 2
1.2 BUILDING BACKGROUND ............................................................................................................................ 3
1.2.1 BUILDING HISTORY ............................................................................................................................... 3
1.2.2 BUILDING ORIENTATION ...................................................................................................................... 5
1.2.3 PUBLIC UTILITY ..................................................................................................................................... 6
1.2.4 ADJACENT BUILDING ............................................................................................................................ 9
1.2.5 KEY PLAN ............................................................................................................................................12
1.2.6 LOCATION PLAN .................................................................................................................................12
1.2.7 SITE PLAN ...........................................................................................................................................13
1.2.8 BUILDING ELEVATION.........................................................................................................................14
1.3 PROJECT BRIEF ..........................................................................................................................................16
1.4 LIST OF MAJOR OCCUPANTS AND TENANTS.............................................................................................18
1.4.1 DEFINITIONS OF GFA, MFA, NLA, EFA & AFA BY RISM .........................................................................18
1.4.2 MAJOR OCCUPANCY ..........................................................................................................................21
1.5 FACILITIES AND BUILDING SERVICES .........................................................................................................26
1.5.1 LIST OF FACILITIES...............................................................................................................................26
1.5.2 BUILDING AMENITIES .........................................................................................................................29
1.5.3 LIST OF SERVICES ................................................................................................................................30
1.6 SUMMARY .................................................................................................................................................31
CHAPTER 2: MAINTENANCE MANAGEMENT ORGANIZATION............................................................................32
2.1 INTRODUCTION .........................................................................................................................................33
2.1.1 JABATAN KERJA RAYA PULAU PINANG ..............................................................................................33
2.1.2 KEMENTERIAN PULAU PINANG..........................................................................................................34
2.1.3 PENANG DEVELOPMENT CORPORATION (PDC) .................................................................................35
2.2 ORGANIZATION OBJECTIVES .....................................................................................................................36
2.3 ORGANIZATION STRUCTURE .....................................................................................................................37
2.3.1 KEMENTERIAN PULAU PINANG ORGANIZATION CHART ...................................................................37
2.3.2 PENANG DEVELOPMENT CORPORATION (PDC) ORGANIZATION CHART .........................................38
2.4 SCOPE AND RESPONSIBILITY .....................................................................................................................41
iii
2.5 SUMMARY .................................................................................................................................................64

CHAPTER 3 : MAINTENANCE POLICY AND PLANNING ........................................................................................65
3.1 INTRODUCTION .........................................................................................................................................66
3.2 ORGANIZATION MAINTENANCE DIVISION, VISION, MISSION, AND OBJECTIVE. ......................................67
3.2.1 VISION ................................................................................................................................................67
3.2.2 MISSION .............................................................................................................................................67
3.3 MAINTENANCE POLICY AND QUALITY POLICY ..........................................................................................68
3.3.1 SAFETY AND HEALTH POLICY .............................................................................................................68
3.3.2 ENVIRONMENTAL POLICY ..................................................................................................................69
3.4 MAINTENANCE STANDARD AND QUALITY STANDARD .............................................................................70
3.4.1 SERVICE STANDARD ...........................................................................................................................70
3.4.2 QUALITY STANDARD ..........................................................................................................................71
3.5 MAINTENANCE PLANNING........................................................................................................................72
3.6 MAINTENANCE PROGRAMME ..................................................................................................................73
3.6.1 STRUCTURAL ......................................................................................................................................74
3.6.2 CIVIL ...................................................................................................................................................75
3.6.3 HOUSEKEEPING ..................................................................................................................................78
3.6.4 ELECTRICAL.........................................................................................................................................86
3.6.5 MECHANICAL......................................................................................................................................90
3.6.6 LANDSCAPE ........................................................................................................................................92
3.7 SUMMARY .................................................................................................................................................94
CHAPTER 4 : BUILDING DESIGN AND TECHNOLOGY DESIGN..............................................................................95
4.1 INTRODUCTION .........................................................................................................................................96
4.2 BUILDING DESIGN & CONCEPT .................................................................................................................97
4.3 GREEN AND SUSTAINABLE INITIATIVE ......................................................................................................98
4.4 BUILDING ELEMENT AND SPECIFICATION .................................................................................................99
4.4.1 SUB STRUCTURE ...................................................................................................................................100
4.4.2 SUPER STRUCTURE ...............................................................................................................................101
4.5 BUILDING SERVICES AND FACILITIES .......................................................................................................126
4.5.1 SANITARY FITTINGS ..........................................................................................................................127
4.5.2 SEWERAGE SYSTEM .........................................................................................................................130
4.5.3 COLD/HOT WATER SUPPLY SYSTEM ................................................................................................133
4.5.4 ELECTRICAL DISTRIBUTION SYSTEM.................................................................................................136
4.5.5 MECHANICAL TRANSPORTATION SYSTEM .......................................................................................139
4.5.6 MECHANICAL VENTILATION SYSTEM ...............................................................................................144
4.5.7 FIRE FIGHTING SYSTEM ....................................................................................................................148
4.5.8 SECURITY SYSTEM ............................................................................................................................155
4.5.9 DOMESTIC WASTE DISPOSAL SYSTEM (REFUSE DISPOSAL) .............................................................161
4.5.10 TELECOMUNICATION SYSTEM .......................................................................................................163
iv
4.5.11 UNINTERRUPTIBLE POWER SYSTEM (UPS) ....................................................................................166

4.6 EXTERNAL WORKS AND SERVICES ..........................................................................................................168
4.6.1 STORM WATER DRAINS, CULVERTS, SUMP .....................................................................................169
4.6.2 WALKWAY ........................................................................................................................................170
4.6.3 SECURITY AND FENCES.....................................................................................................................172
4.6.4 LANDSCAPE ......................................................................................................................................173
4.6.5 COMPOUND LIGHTNING ..................................................................................................................178
4.7 SPECIAL TECHNOLOGY FEATURES ...........................................................................................................180
4.7.1 BUILDING AUTOMATION SYSTEM (BAS) ..........................................................................................180
4.8 SUMMARY ...............................................................................................................................................188
CHAPTER 5 : BUILDING CONDITION ASSESSMENT ...........................................................................................189
5.1 INTRODUCTION .......................................................................................................................................190
5.2 SCOPE OF WORK AND LIMITATIONS .......................................................................................................191
5.2.1 SCOPE OF WORK ..............................................................................................................................191
5.2.2 LIMITATION ......................................................................................................................................191
5.3 ANALYSIS OF BUILDING DEFECTS ............................................................................................................192
5.3.1 DEFECT BY TYPE ...............................................................................................................................192
5.3.2 DEFECT BY ELEMENTS ......................................................................................................................193
5.3.3 DEFECT BY MATRIX CLASSIFICATION ...............................................................................................194
5.4 SCHEDULE OF BUILDING CONDITION .....................................................................................................195
5.5 DEFECT SHEET .........................................................................................................................................199
5.7 DEFECTS RECTIFICATION COST ...............................................................................................................234
5.7.1 COST PER DEFECT .............................................................................................................................234
5.7.2 SUMMARY OF COSTING ...................................................................................................................264
5.8 SUMMARY ...............................................................................................................................................266
CHAPTER 6 : MAINTENANCE STRATEGY ...........................................................................................................267
6.1 INTRODUCTION .......................................................................................................................................268
6.2 MAINTENANCE STRATEGY IMPLEMENTATION .......................................................................................270
6.2.1 STRATEGY 1 – PLANNED PREVENTIVE MAINTENANCE ....................................................................270
6.2.3 STRATEGY 3 – BALANCE SCORE CARD..............................................................................................272
6.2.4 STRATEGY 4 – ASCERTAINED PERFORMANCE DEDUCTION .............................................................274
6.2.5 STRATEGY 5 – ADVANCED AIR CONDITIONING TECHNOLOGY ........................................................275
6.3 SUMMARY ...............................................................................................................................................276
CHAPTER 7 : LEGAL ASPECT ..............................................................................................................................277
7.1 INTRODUCTION .......................................................................................................................................278
7.2 TENANCY AGREEMENT ...........................................................................................................................279
7.2.1 ANALYSIS OF TENANCY AGREEMENT ...............................................................................................280
7.3 BUILDING SERVICES CONTRACT ..............................................................................................................288
7.3.1 ANALYSIS OF BUILDING SERVICES CONTRACT AND SLA ..................................................................289
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7.4 LAWS AND REGULATION TO THE BUILDING ...........................................................................................301

7.4.1 UNIFORM BUILDING BY LAW 1984 (UBBL 1984) .............................................................................302
7.4.2 ACT 133, STREET, DRAINAGE AND BUILDING 1974 .........................................................................307
7.4.3 OCCUPANTIONAL SAFETY & HEALTH 1994 (OSHA 1994) ................................................................310
7.4.4 ELECTRICITY SUPPLY ACT 1990 (ACT 447) ........................................................................................313
7.5 SUMMARY ...............................................................................................................................................315
CHAPTER 8 : FINANCIAL ASPECT .......................................................................................................................316
8.1 INTRODUCTION .......................................................................................................................................317
8.2 FINANCIAL EXPENSES / MAINTENANCE BUDGET OBJECTIVE .................................................................318
8.3 FINANCIAL EXPENCES / MAINTENANCE BUDGET ...................................................................................319
8.3.1 CASH FLOW ......................................................................................................................................320
8.4 FINANCIAL / MAINTENANCE BUDGET FORECAST ...................................................................................326
8.4.1 FORECASTING 2023..........................................................................................................................324
8.4.2 FORECASTING 2024..........................................................................................................................325
8.4.3 FORECASTING 2025..........................................................................................................................326
8.4.3 FORECASTING 2026..........................................................................................................................327
8.4.4 ANALYSIS OF FINANCIAL / MAINTENANCE BUDGET ........................................................................328
8.5 SUMMARY ...............................................................................................................................................329
CHAPTER 9 : PROBLEM, RECOMMENDATION & CONCLUSION ........................................................................330
9.1 PROBLEM AND RECOMMENDATION ......................................................................................................331
9.2 CONCLUSION...........................................................................................................................................336
CHAPTER 10 : REFERENCE .................................................................................................................................339
10.1 PRIMARY REFERENCE ............................................................................................................................340
10.2 e-BOOK & JOURNAL ARTICLE ................................................................................................................340
10.3 INTERNET ..............................................................................................................................................341
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LIST OF CHART
CHAPTER ITEMS PAGES
Chart 2.1 : PDC Organization Chart of top management 38

of Penang Development Corporation (PDC)
Chart 2.2 : Penang Development Corporation Organization 39
2
Structure
Chart 2.3 : PDC Setia Urus Sdn.Bhd. Operation Department 40
Organization Chart
Chart 3.1 : Complaint procedure flow 71

3
Chart 3.2: Maintenance Planning Flow 73
Chart 4.1 : Process of sanitary fittings 128

Chart 4.2 : Process of Sewerage System 131
Chart 4.3 : Process of water supply system 134
Chart 4.4 : Process of electrical distribution 137
Chart 4.5 : Lift Operation 144
Chart 4.6 : Air-conditioning system operation 146
Chart 4.7 : Fire Fighting System Operation 153
4 Chart 4.8 : CCTV system operation 159
Chart 4.9 : Process of domestic waste disposal 162
Chart 4.10 : Telecommunication system operation 164
Chart 4.11 : UPS operation 167
Chart 4.12 : Strom Water Drains, Culverts, Sump 170
Chart 4.13 : Building Control System (BAS) Operation 181
Chart 4.14 : Client Action 186
Chart 4.15 : Admin/Maintenance Action 187
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CHAPTER ITEMS PAGES
Chart 5.1 : Type of building defects 192

Chart 5.2 :Types of Elements 193
5
Chart 5.3 : Defect by Matrix Classification 194
6 Chart 6.1 : Types of maintenance strategy 270
Chart 8.1 : Financial Expenses /Maintenance Budget for 320

Kompleks Tun Abdul Razak
Chart 8.2 : Maintenance Budget for Year 2022 323
Chart 8.3 : Total Income Source At Kompleks Tun Abdul 324
Razak Year 2022
Chart 8.4 : Total Expenditure Source at Kompleks Tun 325
Abdul Razak Year 2022
8
Chart 8.5 : Total Income and Expenditure Comparison 326
Year 2022
Chart 8.6 : Forecasting Budget Year 2023 327
Chart 8.7: Forecasting Budget Year 2024 328
Chart 8.8 : Forecasting Budget Year 2025 329
Chart 8.9 : Analysis of Financial / Maintenance Budget. 330
viii
LIST OF TABLE
CHAPTER ITEMS PAGES
1 Table 1.1 : Name and address of the property 2

Table 1.2 : Building Background 4
Table 1.3 : Public Utility 6
Table 1.4 : Adjacent Building 10
Table 1.5 : The project team 16
Table 1.6 : Definition of GFA, MFA, EFA, NLA & AFA 18
Table 1.7 : List of government and private department in 23
KOMTAR tower.
Table 1.8 : Facility at KOMTAR 26
Table 1.9 : Amenities at KOMTAR 29
2 Table 2.1 : Scope and Responsibility 41
3 Table 3.1 : Maintenance Schedule for Structural 74

Table 3.2 : Maintenance Schedule for Civil 75
Table 3.3 : Maintenance Schedule for Housekeeping 78
Table 3.4 : Maintenance schedule for Electrical 86
Table 3.5 : Maintenance schedule for Mechanical 90
Table 3.6 : Maintenance schedule for Softscape 92
Table 3.7 : Maintenance schedule for Hardscapes 93
4 Table 4.1: Sub Structure 100

Table 4.2 : Column 101
Table 4.3 : Beam 103
Table 4.4 : Roof 104
Table 4.5 : Stair 105
Table 4.6 : Ceiling 106
Table 4.7 : Wall 108
Table 4.8 : Floor 112
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CHAPTER ITEMS PAGES
4 Table 4.9 : Door 117

Table 4.10 : Window 124
Table 4.11 : Joinery Fittings 125
Table 4.12 : Process of sanitary fittings 128
Table 4.13 : Process of Sewerage System 131
Table 4.14 : Process of water supply system 134
Table 4.15: Process of electrical distribution 137
Table 4.16: Lift component 140
Table 4.17: Lift component in motor room 142
Table 4.18: Process of Mechanical Ventilation System 146
Table 4.19: Active firefighting equipment 149
Table 4.20 : Passive firefighting equipment 151
Table 4.21: Sprinkler system operation 153
Table 4.22: Wet riser system operation 154
Table 4.23 : Types of card access reader 156
Table 4.24: CCTV system operation 159
Table 4.25 : Telecommunication System Operation 164
Table 4.26 : Telecommunication Component 165
Table 4.27: Component of UPS System 167
Table 4.28: Softscape 174
Table 4.29 : Hardscape 176
Table 4.30: Compound lighting 178
Table 4.31 : Building Control System (BCS) Operation 181
5 Table 5.1 : BARIS Condition Assessment 195

Table 5.2 : BARIS Priority Assessment 195
Table 5.3 : BARIS Matrix Assessment 196
Table 5.4 : BARIS Overall Building Assessment 196
Table 5.5 : Schedule of Building Conditions 197
Table 5.6 : Defect No 01 199
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CHAPTER ITEMS PAGES
5
Table 5.36 : Costing for defect no 01 235
xi
CHAPTER ITEMS PAGES
5
Table 5.66 : Summary of costing 265
6 Table 6.1 : Example of maintenance schedule for timber 271

structure
Table 6.2 : Example of Maintenance Performance 272
Table 6.3 : PDC Setia Urus Balance Score Card 274
xii
CHAPTER ITEMS PAGES
7 Table 7.1 : Analysis of tenancy agreement 281

Table 7.2 : Building Services Contract 289
Table 7.3 : Electrical System – 1 290
Table 7.4 : Electrical System – 2 291
Table 7.5 : Firefighting system 292
Table 7.6 : Escalator System – 1 293
Table 7.7 : Escalator System – 2 294
Table 7.8 : HVAC System 295
Table 7.9 : Elevator System – 1 296
Table 7.10 : Elevator System - 2 297
Table 7.11 : Cooling Tower Water Treatment 298
Table 7.12 : Air Conditioning System 299
Table 7.13 : Uninterrupted Power Supply System 300
Table 7.14 : Cleaning Services 301
Table 7.15 : Uniform Building By-Law 1984 (UBBL 1984) 304
Table 7.16 : Act 133 Street, Drainage and Building 1974 309
Table 7.17 : Occupational Safety and Health 1994 312
Table 7.18 : Electricity Supply Act 1990 ( Act 447) 315
8 Table 8.1 : Estimated cost per year 319

Table 8.2 : Cash Flow 321
Table 8.3: Forecast budget for 2024, 2025 and 2026. 327
9 Table 9.1 : Problem and recommendation 334
xiii
LIST OF FIGURES
CHAPTER ITEMS PAGES
1 Figure 1.1 : Kompleks Tun Abd Razak Tower (KOMTAR) 2

Figure 1.2 : KOMTAR during its construction phase 3
Figure 1.3 : The building sun Orientation 5
Figure 1.4 : Main car parking 6
Figure 1.5 : Main Road 6
Figure 1.6 : Signboard 7
Figure 1.7 : Oku Toilet 7
Figure 1.8 : Pedestrian Walk 7
Figure 1.9 : Bicycle Public Transport 8
Figure 1.10 : Adjacent Buildings of KOMTAR 9
Figure 1.11 : Wow Hotel Penang 10
Figure 1.12 : Prangin Mall 10
Figure 1.13 : Gama Supermarket & Department Store 10
Figure 1.14 : Gama Supermarket & Department 11
Figure 1.15 : 1st Venue Mall 11
Figure 1.16 : Key Plan 12
Figure 1.17 : Location Plan 12
Figure 1.18 : Site Plan 13
Figure 1.19 : Front Elevation 14
Figure 1.20 : Rear Elevation 14
Figure 1.21 : Right Elevation 15
Figure 1.22 : Left Elevation 15
Figure 1.23 : Global Built Sdn Bhd logo 16
Figure 1.24 : Architect Team 3 logo 16
Figure 1.25 : Kuantibina Sdn Bhd logo 17
Figure 1.26 : Hanyang Consultant Sdn Bhd logo 17
Figure 1.27 : Arup Group logo 17
Figure 1.28: Toilet for OKU 26
Figure 1.29: Vending Machine 26
Figure 1.30 : Dustbin 26
Figure 1.31 : Elevator 27
Figure 1.32 : Escalator 27
Figure 1.33 : Recycle Bin 27
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CHAPTER ITEMS PAGES
1 Figure 1.34 : Direction Sign 27

Figure 1.35 : Air-conditioning 28
Figure 1.36 : Food Court 28
Figure 1.37 : Parking Lot 29
Figure 1.38 : Roadway 29
2 Figure 2.1: The logo of Jabatan Kerja Raya PULAU 33

PINANG
Figure 2.2 : The logo of Penang State Government 34
Figure 2.3 : The logo of PDC Setia Urus 35
Figure 2.4: Penang State Government Organization Chart 37
3 Figure 3.1: Complaint form 71
4 Figure 4.1 : KOMTAR adjacent building 97

Figure 4.2 : 1 Diamond Rating Award 98
Figure 4.3 : Asian Energy Award 2019 98
Figure 4.4 : Building Elements 99
Figure 4.5 : Column Cladding 101
Figure 4.6 : Round Pillar Column 101
Figure 4.7 : Square Column 102
Figure 4.8 : Column Cladding 102
Figure 4.9 : Concrete Beam 103
Figure 4.10 : Roof 104
Figure 4.11 : Podium roof 104
Figure 4.12 : Reinforced concrete staircase 105
Figure 4.13 : Reinforced Concrete Stairs 105
Figure 4.14 : Aluminium Strips Ceiling 106
Figure 4.15 : Plaster Ceiling 106
Figure 4.16 : Gypsum Ceiling Board 107
xv
CHAPTER ITEMS PAGES
4 Figure 4.17 : Glass Curtain Wall 108

Figure 4.18 : Plaster Wall 108
Figure 4.19 : Gypsum decoration wall 109
Figure 4.20 : Beige Marble Tiles 109
Figure 4.21 : Ceramic Tiles 110
Figure 4.24 : Concrete Screed Floor 112
Figure 4.25 : Pebble Wash Finishes 112
Figure 4.26 : Grey porcelain tile 113
Figure 4.27 : Paver Tiles 113
Figure 4.28 : Sem Blue Granite and Green Granite 114
Figure 4.29 : Homogeneous Tiles 114
Figure 4.33 : Floor Carpet Tiles 116
Figure 4.34 : Auto Glass Sensor Door 117
Figure 4.35 : Double Leaf Glass Door 117
Figure 4.36 : Glass swing door 118
Figure 4.37 : Fire rated Door 118
Figure 4.38 : Fire Rated Door 119
Figure 4.39: Louvered Door 119
Figure 4.40: Double Leaf Louvered Door 120
Figure 4.41 : Aluminium Roller Shutter 120
Figure 4.42 : Double Leaf Timber Door 121
Figure 4.43 : Mild Steel Swing Door 121
Figure 4.44 : Double Leaf Fire Rated Door 122
Figure 4.45 : Flush Door 122
Figure 4.46 : Flush Door 123
Figure 4.47 : Plastic Laminate Door 123
Figure 4.48 : Frame Fixed Glass Panel Window 124
Figure 4.49 : Internal Signal 125
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CHAPTER ITEMS PAGES
4 Figure 4.50 : Wash Basin 128

Figure 4.51 : Trap 128
Figure 4.52 : Squatting Toilet Bowl 129
Figure 4.53 : Toilet Bowl 129
Figure 4.54 : Urinal 129
Figure 4.55 : Wash Basin 131
Figure 4.56 : Trap Figure 4.57 : Squatting Toilet Bowl 131
Figure 4.58 : Toilet Bowl 131
Figure 4.59 : Urinal 131
Figure 4.60 : Pump Sump 132
Figure 4.61 : Manhole 132
Figure 4.62 : Vent Pipe 132
Figure 4.63 : PBAPP logo 132
Figure 4.64 : Bulk Meter 134
Figure 4.65: Domestic Water Tank 134
Figure 4.66 : Hydro Pneumatic Pump 134
Figure 4.67 : Water Tank 134
Figure 4.68 : Wash Basin 135
Figure 4.69 : Power Station 135
Figure 4.70 : Transmission Line 137
Figure 4.71 : 11kV electric power 137
Figure 4.72 : Three phase step down transformer 137
Figure 4.73: Main Switchboard 137
Figure 4.74: Riser room 138
Figure 4.75 : Lift 138
Figure 4.76 : Lift facing each other. 139
Figure 4.77: External control panel 140
Figure 4.78 : Elevator car 140
Figure 4.79 : Internal control panel 140
Figure 4.80 : Led screen 141
Figure 4.81 : Emergency bell button 141
Figure 4.82 : Internal control panel 141
Figure 4.83 : Light 141
xvii
CHAPTER ITEMS PAGES
4 Figure 4.84 : Lift motor room 142

Figure 4.85 : Control panel 142
Figure 4.86 : Cooling tower 146
Figure 4.87 : Chiller pump 146
Figure 4.88 : Chiller 146
Figure 4.89 : Air Handling Unit (AHU) 146
Figure 4.90 : Distribution Ducting 147
Figure 4.91 : Air conditioning 147
Figure 4.92 : Portable Fire Extinguisher 149
Figure 4.93 : Aero hub 149
Figure 4.94 : Fire alarm 149
Figure 4.95 : Smoke detector 150
Figure 4.96 : Sprinkler 150
Figure 4.97 : Hose reel 150
Figure 4.98 : Exit sign 151
Figure 4.99 : Fire rated door 151
Figure 4.100 : Fireman intercom system 151
Figure 4.101 : Pump room 153
Figure 4.102 : Distribution pipe 153
Figure 4.103 : Sprinkler 153
Figure 4.104 : Pump room 154
Figure 4.105 : Distribution pipe 154
Figure 4.106 : Hose reel 154
Figure 4.107 : Card Reader 156
Figure 4.108 : Security Guard 157
Figure 4.109 : CCTV 159
Figure 4.110 : Monitor 159
Figure 4.111 : Data centre 159
Figure 4.112 : Digital video recorder 160
Figure 4.113 : Recycle bin 162
Figure 4.114 : Garbage house 162
Figure 4.115 : Fiber Optic Main Center 162
Figure 4.116 : Fiber Optic Cable tray 164
xviii
CHAPTER ITEMS PAGES
4 Figure 4.117 : Fiber Optic Cable 164

Figure 4.118 : Telecommunication Cable 165
Figure 4.119 : Antenna 165
Figure 4.120 : Uninterruptible Power System (UPS) 167
Figure 4.121 : Sub Switchboard 167
Figure 4.122 : Sump located besides pedestrian walk 169
Figure 4.123 : Walkway 170
Figure 4.126 : Tactile walkway 171
Figure 4.127 : Tactile walkway 171
Figure 4.128 : Entrance 172
Figure 4.129 : Entrance 172
Figure 4.130 : Tradescantia spathacea 174
Figure 4.131 : Hymenocallis littorales 174
Figure 4.132 : Cordyline fruticose 174
Figure 4.133 : Fagraea ceilanica 175
Figure 4.134 : Galphimia glauca 175
Figure 4.135: Muehlenbecki complexa 175
Figure 4.136 : Ginkgo Biloba 175
Figure 4.137 : Bicycle Lane 176
Figure 4.138 : OKU pathway 176
Figure 4.140 : Fire hydrant 177
Figure 4.141 : Dustbin 177
Figure 4.142 : Stone road barrier 177
Figure 4.143 : Sculpture 177
Figure 4.144 : Street Light Pole 178
Figure 4.145 : Recessed Light 178
Figure 4.146 : Downlight 179
Figure 4.147 : Spotlight 179
Figure 4.148 : Street Light Pole 179
xix
CHAPTER ITEMS PAGES
4 Figure 4.149 : Street Light Pole 179

Figure 4.150 : BAS System 182
Figure 4.151 : Control Room 182
Figure 4.152 : Chilled Water & Condenser Pump System 182
Figure 4.153 : PA System 183
Figure 4.154 : Fire Alarm System 183
Figure 4.155 : PDC Website 185
Figure 4.156 : Setiaurus Website 185
5 Figure 5.1 : Foresight view 199

Figure 5.2 : Close view 199
Figure 5.3 : Foresight view 200
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CHAPTER ITEMS PAGES

Figure 5.48: Close view 222
xxi
CHAPTER ITEMS PAGES

6 Figure 6.1 : PDC Setia Urus Sdn. Bhd. Balance Score 274
Card 2022 276
Figure 6.2 : Modular Water-Cooled Oil-Free Chiller
7 Figure 7.1 : Lifts 304

Figure 7.2 : Handrails 304
Figure 7.3 : Staircase 305
Figure 7.4 : Emergency exit sign 305
Figure 7.5 : Fire Speaker 306
Figure 7.6 : sprinkle valves 306
Figure 7.7 : Fire hose 307
Figure 7.8 : Exit door 307
Figure 7.9 : Lighting and ventilation of staircase 307
Figure 7.10 : Footways 309
Figure 7.11 : Lamps 310
Figure 7.12 : Street Name 310
Figure 7.13 : Trees 310
Figure 7.14 : Notice on door 312
Figure 7.15 : Toilet male and female 312
Figure 7.16 : Government Unit Space 313
Figure 7.17 : Socket 315
Figure 7.18 : Wiring at parking space 315
xxii
ABSTRACT
This report consists of the interpretation of all activities that we have been learn and observe
during the trip to our case study at Kompleks Tun Abd Razak (KOMTAR) located in George
Town, Penang. This study covers the topic that we have learn throughout the semesters but
mainly focusing on the maintenance of this building in terms of the management, operation
and financial by the facility management team of PDC Setia Urus Sdn Bhd.
The content of this report is based on the requirements which all information and data are
collected to fulfil all the required chapters. Based on the requirement, it must be including the
study of detail of property, maintenance management organization, maintenance policy and
planning, building design and structural design, building condition assessment, maintenance
strategy, legal aspect, financial aspect and the problem and recommendation. The report will
be ended with the conclusion on overall study.
All the writing on the analysis, explanation and classification are from the point of view of us
students of Diploma in Building Surveying. The data presented are from the primary source
from the maintenance department, internet and on our observations of the Kompleks Tun Abd
Razak. The maintenance management is considered as a vital of every building to ensure the
quality of any aspect related to the building will be reserved to the best condition, extend the
building life cycle, minimize inconvenience and to provide the comfort, safety and security for
the tenants and users.
We are hoping for the explanation on the overall contents in this report will satisfy the reader.
xxiii
CHAPTER 1 : THE DETAILS OF

PROPERTY
1
1.1 INTRODUCTION AND ORGANIZATIONS BACKGROUND
Figure 1.1 : Kompleks Tun Abd Razak Tower (KOMTAR)
Table 1.1 : Name and address of the property
NAME OF THE BUILDING Tun Abdul Razak Complex (KOMTAR)
ADDRESS Penang Road, 10000 George Town, Penang,

Malaysia
George Town's revitalization was the initiative of Dr. Lim Chong Eu, the second Chief Minister
of Penang and member of the governing Alliance party. The KOMTAR project wasn't initiated
until 1970 when Lim Chong Eu was serving as Penang's Chief Minister at the time. The
Penang Development Corporation is the development associate of the Penang state
government embarked on it as its single most aspiring urban rehabilitation project.
The massive, five-phase project covers an area of 11 hectares and was created by
Singapore's “Architects Team 3”. The beneficiary of the Malayan Architects Co-partnership
from the early 1960s is Architects Team 3, which was founded in 1967. The company was
corporatized in 1994, and in August 2006 it was ultimately enlisted as Architects Team 3 Pte
Ltd.
In addition to substituting the older precincts, the KOMTAR project also required the
demolition of hundreds of shophouses, academies, and temples from the colonial era all
around the 11-hectare site. Notably, when KOMTAR's construction process began, Gladstone
Road, which originally passed through the region, vanished from the map.
2
1.2 BUILDING BACKGROUND

1.2.1 BUILDING HISTORY
Figure 1.2 : KOMTAR during its construction phase.
KOMTAR, also known as the Penang New Town Center and Central Area Redevelopment
Plan for Penang, is a multi-purpose complex located in the city of George Town, Penang,
Malaysia. KOMTAR consists of retail stores, and a transportation hub, and contains the
administrative offices of the Penang state government.
KOMTAR is a skyscraper in Malaysia and it is the third tallest building in Malaysia outside of
Kuala Lumpur after Menara Astaka B at a height of 255.6m. KOMTAR has been named after
Tun Abdul Razak Hussein, the second Prime Minister of Malaysia, who inaugurated the
construction of the complex.
The stretch of the Sungai Prangin, which flows through the swap is the original site of
KOMTAR nowadays. When the Napoleonic Wars broke out in 1804, the construction of
defensive stone canals began under the possible direction of the British East India Company.
The canal is about 50 to 80 feet wide. The base was built with mangrove poles and beach
timber, a common construction technique at the time in Penang, and filled with granite blocks.
The purpose of the canal was built for agricultural and commercial use. It also marks the
farthest boundary of Georgetown. The location of the canal is at the end of the city. The
Malays knew the canal as Ujong Pasir, and later referred to by the local Chinese in Hokkien
as Sia Boey, both coincidentally meaning ‘ end of a village’/ the canal was narrowed in the
1890s to 20 feet wide.
3
Table 1.2 : Building Background

NO CONTENT DESCRIPTION
1 Name of building Tun Abdul Razak Complex (KOMTAR)
2 Address of the property Penang Road, 10000 George Town, Penang
3 Year of built 1974 until 1986
4 Year of completion 1986
Other details told by PDC Premier Holdings Sdn

Bhd from the development division in the
5 Contract sum
administrative and financial units were private and
confidential information.
• Semi government building

• Commercial building
6 Building status
• Government office building
• Freehold
• 68 floors and a height of 249 meters (817 ft)

• Levels 66 and 68 of the towers open for
7 No. of storey height business
• Three additional levels (levels 66, 67 and 68)
and new spaces (levels 3, 4, 5 and 6).
• Total floor area 71, 080m (765, 100 sq. ft.)

• Occupies an 11-hectare site.
• Landlord by PDC Setia Urus Sdn.Bhd
8 Building Details
• Tenant by TMS Lite Sdn Bhd
For a term of tenancy of 3 years commencing 1
January 2020 and expiring on 31 December 2022
There is renovation work after the building was

completed. PDC wants to add a chiller in the
9 Maintenance History
building. Everything else aside from the partition
wall's addition and the building's interior design.
4
1.2.2 BUILDING ORIENTATION
Figure 1.3 : The building sun Orientation
This Menara KOMTAR is oriented in a south-westerly direction. Therefore, it is exposed to a

significant amount of sunlight during the day, and the temperature rises steadily from 10 a.m.
until 4 p.m. Next, there weren't many trees around to provide shade, and the location was
flanked on all sides by high-rise business buildings and parking lots on the perimeter of the
structure. Therefore, it's possible that this will force the sunshine to shine directly onto the
building.
The path taken by the sunshine travels from east to west. It is obvious that the sky was clear
and did not emerge with clouds more frequently, which caused the location to become hotter
and hotter. Aside from that, the location was a little bit chilly and windy, especially during rainy
days. The direction that the wind is blowing in is from the south to the west. While in the
afternoon, there is not much wind. When the weather is cloudy or it is ready to rain, it will go
quickly. It will be rapid when these conditions exist.
5
1.2.3 PUBLIC UTILITY
The KOMTAR Tower's ancillary structures are detailed in the table that follows. A public utility
is a building that is secondary to the major residence on a piece of property but is not
connected to the main house in any way. The purpose is to make life easier for both the
employees and the occupants living in the building.
Table 1.3 : Public Utility
NO. PUBLIC UTILITY DESCRIPTION
▪ There is parking at the KOMTAR

building, which has a large and well-
organized area, and it can also
handle a large number of vehicles.
▪ Furthermore, the price of the vehicle

1
ticket is not too expensive per hour.
Figure 1.4 : Main car parking
▪ This road serves as the primary

access point for all residents to the
KOMTAR.
2
▪ As a result, there are numerous
transportation routes available,
including taxis, buses, cars,
motorbikes, and bicycles.
Figure 1.5 : Main Road
6
▪ Signboards, when strategically

positioned and illuminated properly,
can deliver a concise message to
passing cars.
3 ▪ Commuting from one location to

another is a fundamental human
activity, and navigation signs are
designed to provide information
about a specific route.
Figure 1.6 : Signboard
▪ This Oku toilet is in the KOMTAR

building.
▪ People with disability have been

4 facilitated with the special OKU toilet
with standard design for person with
disability.
Figure 1.7 : Oku Toilet
▪ There are a lot of people walking

around. As a result, it is quite
simple for the general people to
pass through it quickly and safely.
5
▪ Providing walkways apart from the
vehicle lanes could help to avert up
to 88 percent of these "walking
along the roadway" accidents.
Figure 1.8 : Pedestrian Walk
7
▪ In addition to the existing facilities.

There are also bicycle rental
6 facilities in the area. This makes it

easy for the general public and
tourists to take a leisurely stroll in
the area.
Figure 1.9 : Bicycle Public Transport
8
1.2.4 ADJACENT BUILDING
The figures below shows five adjacent buildings that were constructed and built up around
or near KOMTAR building in Penang. The adjacent building for this case study is the building
that shares the same street with KOMTAR.
Figure 1.10 : Adjacent Buildings of KOMTAR
9
Table 1.4: Adjacent Building
NO ADJACENT BUILDING DESCRIPTION
Wow Hotel Penang This commercial building provides

accommodation services for the
tourists who travel to Penang to stay
there, besides getting to observe the
1 view of the centre of Penang.
Address:
Wow Hotel Penang, No.406, Jln
Figure 1.11 : Wow Hotel Penang Penang, 10000 George Town, Pulau
Pinang
Prangin Mall This commercial building provides a

total of 613 stores and services for
the people to enjoy themself by
buying their necessities there.
2
Address:
1. Prangin Mall, No 33, Jalan Dr Lim
Chwee Leong, George Town, 10100
Figure 1.12 : Prangin Mall George Town, Pulau Pinang
Gama Supermarket & Department Store
This supermarket serves people their

needs in various kinds including wet
foods, like vegetables and fish.
3
Address:
Gama Supermarket & Department
Store, George Town, Pulau Pinang.
Figure 1.13 : Gama Supermarket &
Department Store
10
Jen Hotel Georgetown

This elite hotel provides amazing
accommodation for the tourist
staying there comfortably and
affordable with the price.
4
Address:
Jen Hotel Goergetown by Shangri-la,
Magazine Rd, George Town, 11900
Figure 1.14 : Gama Supermarket &
Department George Town, Pulau Pinang
This shopping complex provided

1st Venue Mall
people with its huge space and
comfortable environment to buy their
necessities here, especially in
fashion, leisure, entertainment and
5 also dining outlets.
Address:
1st Venue Mall, 182, Jalan
Figure 1.15 : 1st Venue Mall Magazine, 10300 George Town,
Pulau Pinang
11
1.2.5 KEY PLAN
Figure 1.16 : Key Plan
1.2.6 LOCATION PLAN
Figure 1.17 : Location Plan
12
1.2.7 SITE PLAN
Figure 1.18 : Site Plan
13
1.2.8 BUILDING ELEVATION
1.2.8.1 FRONT ELEVATION
Figure 1.19 : Front Elevation
1.2.8.2 REAR ELEVATION
Figure 1.20 : Rear Elevation
14
1.2.8.3 RIGHT ELEVATION
Figure 1.21 : Right Elevation
1.2.8.2 LEFT ELEVATION
Figure 1.22 : Left Elevation
15
1.3 PROJECT BRIEF
The table below shows the project team for the construction of Kompleks Tun Abd Razak
include the firm that in charge and conduct in the scope of project manager, main contractor,
architect, quantity survey, mechanical and electrical engineer, and structural engineer.
Table 1.5 : The project team
NO PROJECT TEAM NAME
Global Built Sdn Bhd
1 Project Manager
Figure 1.23 : Global Built Sdn Bhd logo
Alam Langkawi Sdn Bhd, led by Engineer

2 Main Contractor
Soon Eng Kooi
Architect Team 3 (AT3), led by Lim Chong Keat.
3 Architect
Figure 1.24 : Architect Team 3 logo
16
Kuantibina Sdn Bhd
4 Quantity Surveyor
Figure 1.25 : Kuantibina Sdn Bhd logo
Hanyang Consultant Sdn Bhd
Mechanical & Electrical

5.
Engineer
Figure 1.26 : Hanyang Consultant Sdn Bhd logo
Arup Group
6. Structural Engineer
Figure 1.27 : Arup Group logo
17
1.4 LIST OF MAJOR OCCUPANTS AND TENANTS

1.4.1 DEFINITIONS OF GFA, MFA, NLA, EFA & AFA BY RISM
Table 1.6: Definition of GFA, MFA, EFA, NLA & AFA
NO TERM DEFINITION
Gross Floor Area (GFA) is the sum of the Main Floor Area
1 GFA
(MFA) and the Ancillary Floor Area (AFA).
Main Floor Area is the total area of walled-in and roofed space
of the building being the sum of each floor measured to the
external wall face of the enclosing walls or to center of party
wall.
Includes areas occupied by:
i. All walls and partitions.
ii. Columns, piers, stairwells, lift wells and the like.

2 MFA
iii. Covered lift rooms, plant rooms, fuel stores and tank rooms
which are housed in a structure of a permanent nature
(including those above main roof level).
iv. Perimeter wall thickness and external projections.
v. Internal balconies and courtyards.
vi. Outbuilding which share at least one wall with the main
building.
Effective Floor Area (EFA) is only to be used for building cost

analysis and estimation. For this purpose, the Effective Floor
Area shall be the sum of the:
3 EFA
Main Floor Area and half of the Ancillary Floor Area.
EFA = MFA + AFA
(Mainly used by other related professionals in the industry)
18
Net Lettable Area (NLA) is measured to the internal face of

the perimeter walls at each floor level.
Includes:
i. Areas occupied by additional facilities including window

mullions, window frames, as well as areas occupied by
additional facilities specially constructed for individual
tenants elsewhere than in the excluded areas, e.g., toilet.
ii. Entrance halls for the exclusive use of the floor or building.
iii. Areas occupied by skirting and perimeter trucking.
iv. Areas severed by internal non-structural walls,

demountable partitions, and the like, where the purpose of
the division is partition of use, not support, provided the area
beyond is not used in common.
Excludes:
i. Toilets, bathroom, toilet lobbies and the like.
ii. Staircases and landings.

4 NLA
iii. Lift wells and lobbies.
iv. Cleaners’ cupboard.
v. Service core including areas set aside for the provision of

facilities or services such as plant rooms, electrical or
telephone ducts and air conditioning risers to the floor where
such facilities are provided as a standard facility in the
building.
vi. Floor space with headroom less than 1.5 m.
vii. Columns and load bearing wall.
viii. Corridors and/or areas set aside as public spaces or

thoroughfares and not for the exclusive use of occupies of
the floor or building such as access passageways in lift and
service core areas.
ix. Areas set aside for use by service vehicles for delivery of
goods and access ways thereto.
x. Car parking and access thereto
19
Ancillary Floor Area. includes the total floor area of the following:
i. Car parks
ii. Open-sided balconies – with or without roof
iii. Terraces
iv. Veranda’s / 5-footaways
v. Air-wells
vi. Porches
vii. Passages and open sided covered ways

5 AFA
viii. Roof gardens
ix. Substation space
x. External staircase
xi. Loading bays (service areas)
xii. Patios
xiii. Pergolas
xiv. Internal gardens
xv. Canopies.
20
1.4.2 MAJOR OCCUPANCY
This refers to the primary purpose for which a building or a portion of it is utilized or expected
to be used and is understood to include any subsidiary uses that constitute a crucial
component of the primary use.
1.4.2.1 MAJOR OCCUPANCY CLASSIFICATION
Assembly Occupancy (Group A)

A structure, or a portion of a structure, used to host gatherings of people for civic, political,
social, educational, recreational, or similar activities, or to eat or drink. Theaters, churches,
community centers, libraries, bars with alcohol licenses, passenger stations, cafés,
restaurants, arenas, gyms, and yoga studios are a few examples.
Occupancy for Care, Treatment, or Detention (Group B)

A structure, or a portion of a building, used by people who need particular care or treatment
due to cognitive or physical impairments, or by people who are prevented from acting to
protect themselves or are unable to do so due to security measures beyond of their control.
Penitentiaries, jails, mental facilities, hospitals, convalescent homes, nursing homes,
orphanages, and care facilities with bed space for more than 10 people are a few examples.
Residential Occupancy (Group C)

A structure, or a portion of one, that is used by people who have access to sleeping quarters
but are not being held against their will or for medical treatment. Apartments, boarding
houses, dorms, hotels, homes, lodging establishments, and motels are a few examples.
Occupancy of Personal and Professional Services (Group D)

A structure, or a portion of a building, used for conducting business or providing or receiving
professional or personal services. Banks, salons, clinics, workplaces, police stations, and
businesses that rent and provide services for tiny tools and appliances are a few examples.
Commercial Occupancy (Group E)

A structure, or a portion of one, used for the retail exhibition or sale of products, wares, or
commerce. Department stores, exposition centres, marketplaces, shops, stores, and
supermarkets are a few examples.
21
Industrial Occupancy High Risk (Group F, Division 1)

A structure that houses substantial amounts of highly combustible, flammable, or explosive
elements that, due to their nature, provide a unique fire risk and are utilized for the assembly,
fabrication, manufacturing, processing, repair, or storage of goods and supplies. Examples
include distilleries, wheat mills, grain elevators, spray painting operations, wastepaper
processing facilities, bulk plants for flammable liquids, and bulk storage warehouses for
hazardous materials.
Industrial Occupancy with a Moderate Risk (Group F, Division 2)

A structure, or a portion of a structure, used for the production, processing, manufacture,
assembly, repair, or storage of products and materials, and not categorized as a high-hazard
industrial occupation, and having a combustible composition greater than 50 kg/m2 or 1200
MJ/m2 of floor space. Examples include cold storage facilities, manufacturing facilities,
research facilities, service facilities, warehouses, and woodworking factories.
Industrial Occupancy Low Risk (Group F, Division 3)

A structure where items and materials are assembled, manufactured, processed, repaired, or
stored, and where the floor area's combustible content is less than 50 kg/m2 or 1200 mJ/m2.
Factory, laboratory, storage facility, warehouse, and workshop are a few examples.
For the Kompleks Tn Abdul Razak was originally known as the Penang New Urban Center
and the Central Area Redevelopment Plan for Penang. This building is classified as having a
major occupancy in Groups A, D, and E. The multi-complex is situated in George Town,
Penang, Malaysia. Retail establishments, a transit hub, and a tower housing the
administrative headquarters of the Penang state government are all included in the complex.
In addition, KOMTAR Tower is home to the Rainbow Skywalk, the tallest glass skywalk in
Malaysia, which was inaugurated in 2016 and is located at the summit of the building. Its
height is 247.9 m (813 ft).
22
1.4.2.2 LIST OF GOVERNMENT AND PRIVATE DEPARTMENT IN KOMTAR

TOWER.
Table 1.7: List of government and private department in KOMTAR tower.
NO DEPARTMENT FLOOR
1 Kaunter PDCSU Dan Pintu Masuk Utama 1
2 Bilik Pengawal Keselamatan & Bilik Pemandu Psukpp 2
3 Kaunter Khidmat Pelanggan SUKPP, PTG, DTL, MBPP 3
4 Bahagian Kutipan Hasil & Kaunter Khidmat Pelanggan Mbpp 3
Jabatan Kesihatan Persekitaran & Perlesenan, Bahagian Komunikasi
5 Korporat & Perhubungan Awam, Unit Pusat Sehenti (OSC) & Bahagian 4
Teknologi Maklumat
6 Pejabat Auditorium & Auditorim 5

7 Bilik Fail Arkib SUKPP Dan Restoran The Top 5
Pejabat Majlis Kebudayaan Negeri P.Pinang, Bilik Gerakan Negeri Dan
8 7
Bilik Gimanisum Mutiara
9 Stor Psukpp &Surau 8

10 Stor Barang – Barang Pelupusan (PSUKPP) 9
11 Bilik Jentera Elektrik & Mekanikal (MME) 10
Jabatan Konservasi, Jabatan Pesuruhjaya Bangunan, Unit Audit Dalam
12 11
& Jabatan Penyelengggaraan
13 Jabatan Penilaian & Pengurusan Harta 12

14 Jabatan Kejeruteraan 13
15 Jabatan Kawalan Pembangunan 14
16 Jabatan Pebendaharaan 15
17 Jabatan Perancang Pembangunan Dan Unit Undang – Undang 16
Pejabat Datuk Bandar MBPP, Pejabat Setiausaha Bandaraya & Jabatan
18 17
Khidmat Pengurusan
19 Jabatan Kewangan Negeri (Unit Pesta) 18

20 Pejabat Pesuruhjaya Warisan 18
21 Pejabat Tanah & Galian (PTG) 19
22 Lembaga Perumahan 20
23 Pejabat Tanah & Galian 21
24 Pejabat Tanah & Galian 22
25 Unit E -Perolehan (JKN) 22
26 Jabatan Kewangan Negeri 23
27 Bahagian Teknologi Maklumat & Komunikasi Negeri 24
28 Pejabat Setiausaha Kerajaan P.Pinang (BKP), (UKKI), PSUKPP 25
29 Bahagian Perancang Ekonomi Negeri (BPEN) (PSUKPP) 26
30 Biliktangki Air & Bilik Jentera Elektrik 27
23
31 Pejabat Ketua Menteri 28

32 Unit Pinjaman Penuntut PSUKPP, Pusat Sumber PSUKPP 29
33 Pejabat JPS DTL 29
34 Unit Integriti Psukpp 29
35 Lembaga Wakaf Hindu 30
36 Unit Perolehan (Bkp),Unit Pengurusan (Ubp) Psukpp 30
37 Ahli Majlis Mesyuarat Kerajaan (EXCO) PSUKPP 31
38 Perbadanan Bekalan Air Pulau Pinang Pbapp 32
39 Perbadanan Bekalan Air Pulau Pinang Pbapp 33
40 Pejabat Agama Islam DTL 34
41 Jabatan Perhutanan Negeri P.Pinang 34
42 Jabatan Kebajikan Masyarakat (JKM) 35
43 Jabatan Jemaah Nazir & Jaminan Kualiti 36
44 Pejabat Thp Utara 36
45 Jabatan Kesihatan Negeri P.Pinang 37
46 Jabatan Penerangan Negeri DTL 38
47 Jabatan Arkib Malaysia 38
48 Jabatan Kesihatan (Bahagian Keselamatan Makanan) 38
49 Jabatan Ukur & Pemetaan Malaysia (JUPEM) 39
50 Jabatan Perlindugan Hidupan Liar & Taman Negar 40
51 Jabatan Penilaian & Perkhidmatan Harta 42
Pejabat Perkhidmatan Pencucian Untuk Ruang Lobi LIF & Tandas
52 42
KOMTAR

54 Penang International Halal Hub (PIHH) 44
55 Jabatan Audit Negara 44
56 Bahagian Pengurusan Sumber Manusia (BPSM), PSUKPP 45
57 Bahagian Kawal Selia Air (BKSA), PSUKPP 45
58 Bilik Perbicaraan Pusaka Kecil/ MAKSAK Penang 45
59 Pejabat Masyarakat Penyayang 46
60 Penang Green Council (PGC) 46
61 Pejabat Kewarganegaraan 46
62 Stor Pejabat Tanah Dan Galian Negeri Pulau Pinang 46
63 Bilik Muzium Pejabat Ketua Menteri 46
64 Pejabat Perkhidmatan Pencucian PSUKPP 46
65 Unit Perbadanan Ketua Menteri (CMI), PSUKPP 47
66 Pejabat Pembangunan Wanita (PWDC) 47
67 Pejabat Bahagian Penerangan Ketua Menteri 47
68 Pejabat Penang Tech Centre 47
24
69 Bilik Temuduga 1& 2 47
70 Unit Pengurusan Maklumat Geospatial (PeGIS), PSUKPP 48
71 Jabatan Mufti P.Pinang 48

Unit DUN, Protokol & MMK, Unit Kewangan & 49
72 Unit Audit Dalam (PSUKPP)
73 Pejabat Daerah & Tanah Timur Laut 50
74 Pejabat Daerah & Tanah Timur Laut 51
75 Pejabat Ahli Majlis Mensyuarat Kerajaan (EXCO) 52
76 Pejabat Ahli Majlis Mensyuarat Kerajaan (EXCO) 53
77 Jabatan Perancangan Bandar & Desa/PLAN Malaysia@Pulau Pinang 54
78 Jabatan Pengairan & Saliran Negeri P.Pinang 55
79 Bahagian Kerajaan Tempatan PSUKPP 56
80 Jabatan Perancang Bandar & Desa/PLAN Malaysia@Pulau Pinang 57
81 VADS Contact Centre Services (TM Subsidiary) 58
82 Restoran (The Top) 59
83 Restoran (The Top) 60
85 Bilik Telekom 62
86 Bilik Jentera Elektrik & Mekanikal 63
87 Restoran The Top 64
25
1.5 FACILITIES AND BUILDING SERVICES
1.5.1 LIST OF FACILITIES
The table beneath will focus on the public facilities that were provided by KOMTAR, Penang
from every level that are functional and beneficial for the public . These facilities intend to help
people to make their movement or work more comfortable and easier.
1.5.1.1 FACILITIES AT KOMTAR

Table 1.8: Facility at KOMTAR
NO PHOTO DESCRIPTION
In every building, a toilet for OKU is a

must and needed. This kind of toilet will
1.
be built wider than usual, so that the
movement with the wheelchairs will
make it more spaceful and smooth.
Figure 1.28: Toilet for OKU
Vending machines were also provided

there to give the extra and friendly
2.
conformance service for people. There
are various drinks that consist inside the
machine.
Figure 1.29: Vending Machine
The dustbins will be provided in every

3. level from all the levels of the building. So
that, people can throw their rubbish or
disposal more efficiently and easier.
Figure 1.30 : Dustbin
26
Elevator, also known as a lift, is a system

that needs to be provided inside a building
4. that has more than five levels. So, people
can go from one level to another level more
easily and can reduce time and also
energy.
Figure 1.31 : Elevator
Same as the lift system, escalators also

can work as a comfortable and fast
5.
medium that can connect from one level to
another level for people to go to their
desired place smoothly.
Figure 1.32 : Escalator
Recycle bin is a facility that be provided

6. there, so can people can practice the 3R
concept, which are reduce, reuse and
also recycle,
Figure 1.33 : Recycle Bin
Direction signs will be provided in every

building to be an indicator for helping
7.
people go to their desired place correctly.
This sign will be provided in every level of
the building.
Figure 1.34 : Direction Sign
27
Nowadays, air-conditioning is commonly

used in every type of building, especially
8. commercial. This system will provide a
comfortable and heatless atmosphere
that can boost the likeness of the people
Figure 1.35 : Air-conditioning
inside.
A facility that focused on food and human

9.
sources. This food court held on level
three of KOMTAR.
Figure 1.36 : Food Court
28
1.5.2 BUILDING AMENITIES
1.5.2.1 AMENITIES AT KOMTAR
The table below is the table of the amenities that are provided in this KOMTAR building to
give the best and friendly service for the visitors and also for the workers from there.
Table 1.9 : Amenities at KOMTAR
1.
Parking is a must in every building, so that

people can park their cars efficiently. With
that, the placement and movement of
cars will be more organized and not
scattered.
Figure 1.37 : Parking Lot
2.
Roadway is the path for pedestrians to

walk near the carriageway to be safer and
sounder, besides preventing any bad
accidents occurring. Thus, they can arrive
at their destination with a safe body.
Figure 1.38 : Roadway
29
1.5.3 LIST OF SERVICES
The list of building services that were available is shown in the table below. The systems
installed in buildings to provide a comfortable, practical, and effective system are known as
building services. It has a crucial function.
In addition to contributing to the overall strategies and standards to be met, façade

engineering also considers the weights, sizes, and locations of significant plant and
equipment. List of installed services at KOMTAR include:
1) Sanitary Fitting
2) Sewerage System
3) Hot/cold water system
4) Electrical Distribution System
5) Lift
6) Air – Conditioning
7) Fire Fighting
8) Security System
9) CCTV System
10) Domestic Waste Disposal
11) Telecommunication System
12) Uninterruptible Power System
13) Generator System
30
1.6 SUMMARY
Penang's highest building, standing tall the KOMTAR Tower in George Town, is nearly 249
metres high. The multi-purpose complex known as KOMTAR, which stands for Kompleks Tun
Abdul Razak, accommodates the administrative offices of the Penang state government,
which includes the office of the Penang Chief minister, the Penang Island City Council, retail
establishments, and a transit hub. It is one of Penang Island's most recognizable features
due to its impressive height.
By 1986, the initial phases had been finished, and the adjoining Shangri-La Hotel (now known
as Traders Hotel) had launched. The Korean Life Insurance Building in Seoul eventually
surpassed KOMTAR Tower as Asia's tallest building once it reached its peak. KOMTAR
Tower was Asia's third-tallest skyscraper when it was inaugurated in 1988.
A significant refurbishment project was started in 2013. The proposal called for the
construction of three more storeys, the enlargement of parts of the existing floors to offer extra
commercial and leisure areas, and bubble lifts to transport guests to a glass canopy at the
top of KOMTAR Tower. The Only World Group's initiative, which had the goal of making
KOMTAR a place for incorporated tourism, was carried out.
Subsequently, the tower acquired 3 extra stories during renovations in 2015, bringing its
height to 249 m. Furthermore, the KOMTAR Tower is home to the Rainbow Skywalk, the
tallest glass skywalk in Malaysia, which was inaugurated in 2016 and is located at the summit
of the tower. Its height is 248.7 m. The Gravity, advertised as the world's highest rope course,
will open in 2018 on the exterior of the skyscraper's 65th level as part of additional initiatives
to revitalize KOMTAR.
31
CHAPTER 2: MAINTENANCE
MANAGEMENT ORGANIZATION
32
2.1 INTRODUCTION
2.1.1 JABATAN KERJA RAYA PULAU PINANG
Figure 2.1: The logo of Jabatan Kerja Raya PULAU PINANG
The Ministry of Works Malaysia (MOW) is responsible for the Malaysian Public Works
Department, also known as Jabatan Kerja Raya (JKR), which is in charge of building and
upkeep of Pulau Pinang's public facilities. Public Works Department is a separate institution
that falls under each state government's purview, however both departments are also a part
of the parent department at the same time. Major J.F.A. McNair served as the first director of
the Public Works Department (PWD) when it was founded in 1872. This is the starting point
of JKR as an organization in Malaysia. Major J.F.A. McNair who previously held the position
of Executive Engineer and Superintendent of Prisoners and also Colony Engineer of the
Straits Settlements in 1867 was the first person to lead the JKR organization in 1872 with
Captain Shatterthwaite as First Assistant Engineer at the Pinang Island State level.
From 1890 to 1948, the initial Penang JKR office was housed at the King Edward Place
government building. JKR Penang relocated to Farquhar in 1948. Also, The Tuanku Syed
Putra Building served as the new home of the Penang JKR office until the 1980s. The Penang
JKR Office was housed in KOMTAR till December 2014 throughout the 1980s. Then, The
Penang JKR Headquarters relocated from 15 December 2014 to the present to a new
structure on Jalan Sungai Pinang, near to the JKR Store Office, the North East District
Engineer Office, and the JKR Mechanical Engineering Branch.
33
2.1.2 KEMENTERIAN PULAU PINANG
Figure 2.2 : The logo of Penang State Government
The Penang State Government have been established 65 years ago at 31 August 1957 which
is at the same day as Malaysia independence day from British. The current chief minister
responsible for the legislation to the Legislative Assembly is Chow Kon Yeow and the office
is located inside the KOMTAR Tower in George Town. The Penang State Government
consists of 14 departments, 5 agencies and 9 statutory bodies work together to form a stable
and conducive the state management of Penang. The department of Penang includes
Penang State Treasury Department, Penang State Mufti Department, Penang Syariah
Judiciary Department, Office of Lands and Mines Penang, Penang Town and Country
Planning Department, Penang Islamic Religious Affairs Department, Penang Irrigation and
Drainage Department, Penang Public Works Department, Penang Social Welfare
Department, Penang State Agriculture Department, Penang Veterinary Services Department,
Penang State Forestry Department, Penang Botanic Gardens Department and Penang State
Sports Council. While the agencies under Penang Government are Penang Development
Corporation, Penang Public Library Corporation, Penang State Museum Board, Penang State
Islamic Religious Council and Penang Hill Corporation. Lastly the statutory bodies of Penang
consists of George Town World Heritage Incorporated, invest Penang, Penang Career
Assistance & Talent Centre, Penang Global Tourism, Penang Green Council, Penang Hindu
Endowment Board, Penang Institute of Integrity, Penang International Halal Hub and Penang
Water Supply Corporation.
34
2.1.3 PENANG DEVELOPMENT CORPORATION (PDC)
Figure 2.3 : The logo of PDC Setia Urus
Bayan Lepas serves as the corporate headquarters for Malaysian business PDC Setia Urus
Sdn. Bhd. The company is currently engaged in providing facilities support services. The
company was set up on January 15, 2004. The business recorded an increase in net sales
revenue of 13.12% in 2021. Its total assets increased over that time by 13.48%. PDC Setia
Urus Sdn. Bhd net’s profit margin improved by 8.34% in 2021. A merger of three businesses,
Pen-Urus Harta Sdn Bhd, Pedeco Management Sdn Bhd, and PDC Garden & Park Sdn Bhd,
sponsored by PDC Premier Holdings Sdn Bhd
Goals within the company fulfill the corporate goals of the shareholder (PDC). Make enough
money to cover the costs of running the business, investing in its future, and paying dividends
to PDC. Constantly look for new business prospects and boost the company's
competitiveness and market presence to move quickly with the aim of developing into a
respected and reputable corporate organization.
Objectives of the Business to maximize predicted profit while minimizing operating costs
without compromising the quality of the services provided to guarantee the 40% annual
dividend payment to stakeholder investors. The monthly service charge collection goal is 85%
to be posted publicly within five years. There are 4 Scope services for PDCSU Services
Engineering Mechanical, Services Engineering Electrical, Alarm System and Fire Fighter and
Building Automation System.
35
2.2 ORGANIZATION OBJECTIVES
OBJECTIVES
PDC is a self-funding statutory body set up by the Penang State Government which objectives
are to:
1. Spearhead the socio-economic development of Penang.

2. Eradicate poverty.
3. Create employment opportunities.
4. Improve the quality of life of the people of Penang.
MISSION
“Providing Asset Management and Quality Facilities to ensure customers get maximum
value from assets”.
VISION
“Becoming the preferred Property Management Company in Penang”.
STRENGTH
Professional, dedicated and skilled stuff
A government body.
Reliable and effective services and support
36
2.3 ORGANIZATION STRUCTURE
2.3.1 KEMENTERIAN PULAU PINANG ORGANIZATION CHART
The Penang State Government leads by the top management and member of highest council
with the topmost hierarchy lead by chief minister, YAB Tuan Chow Kon Yeow with also
responsible on land development, economy, and communication of Penang. He will be
assisted by 2 deputy minister which is YB. Dato Ir. Hj Ahmad Zakiyuddin Bin Abd Rahman
which also held position on Islamic religious affairs, cooperatives, and community
empowerment. The second deputy minister is TB. Prof. Dr. P.Ramasamy A/L Palanisamy
which also in the position of head of human moral development, education, science and
technology of Penang.
Figure 2.4: Penang State Government Organization Chart
37
2.3.2 PENANG DEVELOPMENT CORPORATION (PDC) ORGANIZATION

CHART
2.3.2.1 ORGANIZATION CHART OF TOP MANAGEMENT OF PENANG

DEVELOPMENT CORPORATION (PDC)
The top management of PDC is located at the Bangunan Tun Dr Lim Chong Eu, Bandar
Bayan Lepas, Pulau Pinang is the headquarters consisting of the top manager leads by the
chief executive officer, Dato’ Aziz Bakar. The chief executive officer is assisted by 3 deputy
executive officers who hold positions and responsibilities in technical & project management,
operation and management. This division organizational chart has been used to reflect the
company organization chart.
Chart 2.1 : PDC Organization Chart of top management of Penang Development

Corporation (PDC)
38
The chart below shows the organization structure of the Penang Development Corporation
(PDC) start by the up most position which is the board of directors to the executive of every
department than which not shown in this chart which will connected to the employees.
Chart 2.2 : Penang Development Corporation Organization Structure
39
2.3.2.1 ORGANIZATION CHART OF PDC SETIA URUS SDN BHD

OPERATION DEPARTMENT
The Kompleks Tun Abd Razak (KOMTAR) have been manage by the subsidiary company
from Penang Development Corporation (PDC) which is PDC Setia Urus. Below is the
organization chart of the Operation Department leads by the operation manager, En Syed
Nasrul. The hierarchy than to the executive and divided into four parts which are consists of
the department clerk, electrical, mechanical, and building. the division organizational chart
has also been used to reflect the company organization chart.
Chart 2.3 : PDC Setia Urus Sdn. Bhd. Operation Department Organization Chart
40
2.4 SCOPE AND RESPONSIBILITY
The table below show all scope and responsibility of every position in Penang Development
Corporation Setia Urus Sdn Bhd of KOMTAR.
Table 2.1 Scope and Responsibility
NO POSITION SCOPE DESCRIPTION
1 Facility Administration 1. Includes Maintenance Schedule

Manager Division ▪ Periodic maintenance work (Planned
Maintenance)
▪ "Preventive" maintenance work
▪ Daily maintenance work (Daily
Maintenance)
2. Prepare work report for Capital Cost
3. Prepare the budget allocation according to
the project and the cost that has been
issued.
4. Propose new procedures in improving
services.
▪ Contractor's work procedures
▪ Complaint Handling Procedures
5. Communicate new company information
and policies to staff.
subordinate.
Staff Section 1. Keep track of and ensure that the staff is

up to speed on the schedule for routine
inspections.
2. OK the facility officer's request for
immediate work instructions.
3. Identify and address issues that staff
members are experiencing.
4. Take charge of the division meeting.
5. Assess all maintenance work and create
building maintenance contracts.
41
6. Manage, supervise, and supervise

subordinate staff for matters as follows: -
i. Holiday
ii. Discipline
iii. Daily Arrivals
iv. Welfare
v. Work overtime
vi. Staff Performance Evaluation Report
7. Prepare letters and reports, circular letters,
and other things from time to time.
1. Bringing the contractor's work up to date.

2. Review the work the contractor was given
Contractor to do.
Works 3. Keep track of the contractor's work's
development from implementation to
payment.
4. Identify persistent concerns and provide
better solutions to the problem.
5. Follow up on and assess the contractor's
job performance in terms of:
▪ Repair work duration
▪ Complaint resolution measures
▪ Adherence to specified processes.
6. Verify that contractor bills, service reports,
job assessment reports, and other
documents are sometimes up to date.
7. Additional responsibilities from time to
time assigned by management.
42
2 M&E Administration 1. Keep an eye on and approve the M&E

Executive Division work instructions sheets.
2. Making plans and preparations for the
M&E capital cost tasks.
3. Keep an eye on and ensure that M&E and
building progress are proceeding as
planned.
4. Keep an eye on whether M&E projects are
proceeding as planned.
5. Keep an eye on and authorize
renovations.
6. Pay a site visit or go jointly to make sure
the job has been finished and carried out
in accordance with the instructions.
7. Construct an annual budget
(Maintenance).
8. Create the Letter of Offer and Quotation
Approval Papers for the Bidding Board for
construction work.
9. Establish a regular timetable for the
monthly maintenance of mechanical
systems such water pumps, elevators,
escalators, and fire suppression
equipment.
10. Examine the performance of the
contractor performing the mechanical and
electrical work and solicit input from
Senior Technicians and Chargemen.
11. Make sure that all installations'
mechanical and electrical systems are
maintained on a regular basis.
12. arranging for technical workers to be on
"standby" during holidays or special
occasions.
43
13. Make sure all technical staff members

receive annual performance reviews.
14. If the lift, power, or stair qualification
certificate is still legally valid, check its
expiration date.
15. Notify the Department of Occupational
Safety and Health (JKKP) and elevator
contractor when the elevator qualification
certificate's validity term expires, the stairs
relocate, or when it's time for an annual
inspection.
16. Carry out an annual inspection of the
lift/escalator together JKKP officers and
lift/escalator contractors.
17. Assist Operations Manager to verify all
invoices for purpose payment, make a
deduction if the work is not done according
to agreed specifications.
Tender / 1. Together with the operations manager,

Quotation choose contractors to be invited through an
invitational tender for mechanical and
electrical work.
2. Together with the CEO, the Corporate
Services Manager, and the Operations
Manager, evaluate the mechanical and
electrical bids or quotes.
3. Describe the prices and requirements for the
mechanical and electrical work that has
been put out to bid.
Contract 1. In a mechanical and electrical contract,

provide work change instructions.
44
2. Approve the chargeman's and senior

technician's mechanical instruction sheet.
3. Contract offers for advertisements Assist
administrative executives in gathering
quotes from advertising agencies and
producing advertisement specifics linked to
contracts that have been issued.
4. Preparation of Bid Board / PDCSU Papers
Prepare bid board papers or proposals for
PDCSU Board or Committee PDCSU
approval.
5. Assist the Administrative Executive in
drafting communication pertaining to
contracts provided, including offers and
rejections of bids presented to contractors.
6. Keep all paperwork relating to service
providers.
7. Updating a work's completion date on the
schedule and notifying the administrative
executive.
Other duties as directed by the Management

from time to time.
3 Operations Administration 1. Keep an eye on and provide your approval

Executive Division to the instruction sheets for cleaning, bug
control, and security measures.
2. Making Capital Cost Works preparations.
3. Check to see that building work, cleaning,
bug control, and security measures were
carried out as intended.
4. Ensure that cleaning, bug control, and
security measures are carried out in
accordance with the budget.
5. Keep an eye on and authorize renovations.
45
6. Pay a site visit or go jointly to make sure the

job has been finished and carried out in
accordance with the instructions.
7. Construct an annual budget (Maintenance)
8. Create the Letter of Offer and Quotation
Approval Papers for the Bidding Board for
construction work.
9. Establish a regular monthly maintenance
programme for the facility, including
cleaning, pest control, and security.
10. Senior Technicians should be consulted
regarding how well contractors handling
cleaning,
pest control, bug control, and security control
are performing.
11. Plan the timetable and technical employees
on "standby" for any celebrations or public
holidays.
12. Conduct annual performance reviews of all
technical personnel.
13. Verify all bills before paying them, and if
necessary, make cuts if the job was not
completed per agreed upon standards.
Tender / 1. Together with the operations manager,

Quotation choose contractors to be invited through an
invitational tender for construction work,
washing, bug control, and security.
2. Together with the corporate services
manager, evaluate bids or quotes for
building work, cleaning, bug control, and
security.
3. List the prices and requirements for the
building work, cleaning, bug control, and
46
security control that have been put out to

bid.
Contract 1. Give directions for job changes in a contract

building, cleaning, bug control, and security.
2. Approve the Senior Technician Building's
instruction document.
3. Advertising contract offers.
▪ Assist Administrative Executives in
preparing advertisement details related
to contracts issued and obtaining
quotations ads from advertising
companies.
4. Preparation of Bid Board Papers /PDCSU.
Prepare Bid Board/ PDCSU Papers to
obtain approval from PDCSU Board
Members or Committee Members PDCSU.
5. Assist the Administrative Executive in
drafting communication relating to offers
and rejections of quotes made to contractors
in connection with a contract being offered.
6. Keep track of all cleaning, bug control, and
security control documents from building
service contractors.
7. updating a work's completion date on the
schedule and notifying the administrative
executive.
4 1. Helping the Operations Executive oversee

Facility Clerk Administration
Division the administration of each area.
2. Help the Facility Specialist record all staff
activities inside things like: -
i. Holiday
ii. Discipline
47
iii. Daily Arrivals

iv. Work overtime
v. Service bills such as PBAPP, TNB,
TELEKOM, IWK etc
3. Assist Operations Executive in preparing
stock orders, controlling inventory of
maintenance items, controlling key entry
and exit and other another.
4. Prepare letters and reports, circular letters,
and other matters from time to time as
directed by the Operations Executive.
5. Help other staff update the periodic
inspection records conducted and filed in an
orderly and neat manner.
6. Assist the Operations Executive to
supervise the company's property stored in
in store and updated all records.
7. Issuing a confirmation letter for the rental of
open space/ hall etc.
Prepare and process applications for collateral
for works open space renovation/rental and
multipurpose hall rental.
8. Typing correspondence, building defect
reports and M&E (for projects new), reports
related to residents' complaints regarding
buildings and M&E and respond to
residents' letters related to buildings and
M&E.
9. Take and prepare meeting minutes.
10. Building services
▪ Responsible for typing documentation
for service tenders for all PDCSU
maintenance projects, including
washing, mowing the grass, and tree
care.
48
▪ Typing service agreements for all

PDCSU maintenance projects to
eradicate/control termites, insects,
cockroaches, and mice.
▪ Prepare the necessary documents for
the security of all PDCSU maintenance
projects' control service contracts
(involved).
11. Building Maintenance.
▪ Responsible in processing job
applications renovation from start to
finish on all maintenance projects
PDCSU.
▪ Prepare and process collateral money
applications for renovation works.
▪ Record requests for renovation works.
12. Updating the company profile received from
the contractor.
13. Record all complaints whether oral or written
from the Head Office or entered in the
complaint form, signed promptly, recorded,
and reported back (feedback).
5 1. Lead the maintenance department.

Senior
Mechanical 2. Arrange, distribute, and supervise
Technician maintenance tasks.
3. Identify the damage to the mechanical
system.
4. Always ensure that the mechanical system
operates in good condition and satisfactory
by patrolling from time to time over all
mechanical system.
5. Prepare work reports and office affairs.
6. Planning, discussing the implementation of
installation projects with
49
related contractors.
7. Supervise the contractors who carry out the
work-upgrade work for mechanical systems.
8. Supervise maintenance staff discipline.
9. Ensure the implementation of "Preventive
Maintenance" for mechanical systems
according to the set schedule.
10. Give cooperation to all company officers
when required and attend meetings as
directed to represent company.
11. Assist the Operations Executive in planning
and preparing work Capital Cost.
12. Assist the Operations Executive in
organizing the periodic maintenance
schedule monthly/daily mechanical system
such as fire prevention system, elevator,
water- Cond and others.
13. Assist the Operations Executive in carrying
out the annual inspection of the elevator
with- same JKKP and lift contractor.
14. Assist the Operations Executive in making
annual performance evaluations.
15. File all contractor and maintenance records
daily/monthly mechanical system.
16. Assisting the Operations Executive in
preparing price rates and work
specifications- mechanical work that will/has
been tendered.
17. Issuing daily work assignments (work order)
and "Preventive Maintenance” checklist as
well as m assigning the assigned tasks
with perfect and safe.
18. Assist the Operations Executive in studying
and implementing the works U.R
(upgrading) and preparing the annual
budget.
50
19. Identify and act on complaints that have

been received.
6 Mechanical 1. Receive instructions from the Senior

Technician Mechanical Technician in performing daily
maintenance tasks to ensure system
operation Mechanically in good condition.
2. Implement preventive maintenance
schedule, check list and maintenance
issued (work order) on mechanical systems.
3. Willing to work overtime outside office hours
and during the day general relief if needed.
4. Make patrols and inspections on every
equipment mechanical and fire control
systems at KOMTAR, as well as reporting
every malfunctioning equipment to
superiors for action next.
5. Give guidance to junior technicians and
apprentices in doing maintenance work and
"welding".
6. Inspect and ensure elevator equipment, fire
prevention systems and other mechanical
systems are always in perfect condition.
7. Supervise and ensure the monthly
maintenance work of the elevator system,
fire prevention system and other mechanical
systems are carried out well by the
maintenance contractor perfectly.
8. Verify and ensure repair work and exchange
spare parts elevators, fire prevention
systems and other mechanical systems are
carried out by the maintenance contractor
perfectly.
9. Confirming the monthly maintenance report
of the elevator system, prevention system
51
fire and other mechanical systems that have

been carried out by the contractor.
10. Help the Senior Technician make a police
report in the event of a case vandalism on
elevator system equipment, fire prevention
or others mechanical system.
7 Chargeman 1. Lead the Electrical Division.

2. Report all operational matters to the
Operations and Facility Executive
Specialist.
3. Supervise the operation of all electrical
systems in the KOMTAR Building at under
the maintenance of PDCSU.
4. Operate and supervise medium voltage

system and voltage system high in
KOMTAR (11KV).
5. Maintenance of damage to electrical
equipment and ensure and supervise all
electrical systems working properly.
6. Prepare daily and monthly work reports for
operational units.
7. Planning, discussing the implementation of
installation projects with related contractors.
8. Issuing daily work assignments (work order)
and 'preventive maintenance' checklist as
well as assigning work to technicians and
supervise and supervise the work assigned
with perfect and safe.
9. Make weekly inspections for all electrical
systems with Visiting engineer at KOMTAR.
10. Assist the Operations Executive in reviewing
and implementing work- the work of U.R.
52

budget.
11. Supervise the discipline of operational staff.
12. Ensure the implementation of 'preventive
maintenance' for the system electrical.
13. Give cooperation to all company officers
when required and attend meetings as
instructed for represent the company.
14. Prepare a monthly work schedule for
operational staff and ensure that operational
shifts are carried out in an orderly manner.
8 1. Receive instructions from the shift leader to

Electrical
Technician carry out daily tasks.
2. Helping to maintain the damages on all
equipment electrical in KOMTAR.
3. Carry out switching works for all
electrical/mechanical systems as well as
taking meter readings at each substation.
4. Supervise that all electrical/mechanical
systems are in good condition.
5. Inspection of building electrical works
▪ Ensure wiring and electrical installations
are in good condition good and safe to
use.
▪ Ensure electrical switch rooms are in
good condition and safe.
▪ Ensure that the CATV Wiring System is
in good condition.
6. Contractor monitoring
▪ Supervise electrical contractors during
electrical repair work and mechanical is
underway.
53
▪ Identify spare parts as required to be

replaced by the contractor is good or at
least as original.
7. Check the "capacitor bank" repair if
necessary for power factor stability.
8. Receive guidance so that work can be
carried out safely.
9. Plan together for the implementation of the
work.
10. Assist the Chargeman in making a police
report in the event of a case vandalism to be
submitted to the Senior Executive
(Corporate Manager) for the insurance claim
process and to the Chargeman as
information and record.
Other duties as directed from time to time.
9 Senior 1. Lead the Building Division.

Building 2. Report all building matters to the Operations
Technician Executive for work-planning and
implementation of building maintenance
works as follows: -
▪ Water supply system
▪ Drainage system
▪ Sewerage system
▪ Tank/ water pump system
▪ Public toilets
▪ Repair of building-civil and structural
finishes
▪ Building insurance claims
▪ UR works.
▪ Other work instructions from upper
management officer’s company
54
3. Supervise the contractors who carry out the

work upgrading work involving building
structures.
4. Management
▪ Preparation of Instruction Sheet
▪ Assist Operations Executives in
suggesting ways to reduce costs.
▪ building maintenance.
5. Identify and maintain system malfunctions
found in building services.
6. Supervise the discipline of building
maintenance staff.
7. Assist the Operations Executive in
organizing the periodic maintenance
schedule monthly/daily system available in
building services.
8. Assist the Operations Executive in making
annual performance evaluations.
9. Ensure the implementation of 'Preventive
Maintenance' for the system building
services.
10. Assist the Operations Executive in studying
and implementing the works U.R
budget.
10 1. Assist the Senior Building Technician to

Building
Technician supervise all complaints accepted.
2. Receive instructions from the Senior
Building Technician to carry out tasks- daily
work.
55
3. Assist the Senior Building Technician in

planning, supervising and supervise
building maintenance works.
4. Help the Senior Building Technician
supervise, prevent, and suggest methods of
resolution in the event of an invasion against
property in the PDC residential area.
5. Help the Senior Building Technician make a
police officer report, if necessary, there is a
case of vandalism on equipment / building
service system.
6. Help the Senior Building Technician,
prepare a report on vandalism cases to be
submitted to the Senior Executive
(Administrative Division) for the process
insurance claims and to Facility Executives
and Senior Technicians Buildings as
information and records.
7. Plan together for the implementation of the
work.
8. Receive guidance so that work can be
carried out safely.
9. Monitoring of Contractors
▪ Supervise contractors during ongoing
building repair work carried out.
▪ Identify spare parts as required to be
replaced by the contractor is good or at
least as original.
11 Corporate 1. Analyse the budgets that the different

Finance
Services Departments have submitted to the Board.
Manager
56
Reports To 2. Assess the accounting and financial

Chief practices and recommend changes as
Executive needed.
Officer 3. Implement efficient collecting methods.
4. Tracking the cash flow
5. Consider suggestions with financial
implications and offer guidance as needed.
6. Review all current agreements and suggest
changes as needed.
7. Monitoring of the Board's actions and
policies. Monitoring of the Company's
Internal Control Systems.
8. Portfolio management for investments.
9. Audits and management tax issues.
10. The creation of papers for the Boards and
the Finance Department.
11. Responds to questions from members and
other debtors on any pertinent issues.
12. Making financial reports for the Board, PDC,
and PDC Premier Holdings Sdn Bhd.
Purchasing 1. reviewing the buying guidelines and

controls, and if required, suggesting
controls and improved, more effective
procedures.
2. Ensure adequate stock upkeep and
purchase of products and services.
3. Make sure the necessary paperwork is in
place before phoning for quotes and bids.
4. Make sure that losses and stock levels are
kept to a minimum.
57
Administration 1. Examining the administrative controls

and procedures, and if necessary,
suggesting more effective methods.
2. Ensure that licences, road fees, and
other paperwork is submitted and
renewed.
3. Ensuring that the company's assets are
properly insured.
4. Ensure accurate documentation of
usage and monitoring of Co.'s assets.
5. Ensure that the company's assets are
properly stored and tagged.
Human 1. Ensure that interviews are scheduled

Resource appropriately and that communication for
appointments, confirmations, show-cause
notices, terminations, and other
administrative matters is properly written.
2. Ensure that programmes for staff training
that are pertinent are found.
3. Examining staff members' mileage and
overtime claims.
4. Responding to questions or requests from
staff.
5. Verifying that the payroll computation and
pertinent paperwork are correctly prepared
for submission to the KWSP, SOCSO,
Tabung Haji, ASB, Lembaga Hasil Dalam
Negeri, and others.
6. When sending personnel for out-of-town
training, make sure all lodging and
transportation needs are met.
58
Management 1. Ensure that the computer system is

Information properly housekeep and maintained.
System
General 1. Supervising the work done by the Accounts

and Administration staff.
2. Undertakes other duties as directed by the
Chief Executive Officer from time to time.
12 Purchasing 1. Starting requests for goods, supplies, and

Senior
Administration other items where stockpiles are kept.
Executive 2. Whenever required, obtaining details on
available and authorised tenders and
pricing.
Reports To:
3. The paperwork needed to request quotes
Corporate
and tenders.
Service
4. Responsible for seeking out the best price.
Manager
5. A monthly inventory count of the store's
inventory.
6. Ensure that stock losses and levels are kept
to a minimum.
7. Examining controls and processes for
purchase and recommending more
effective methods if needed.
Administration 1. License and road tax applications and

renewals, etc.
2. Renewing insurances and insuring the
company's assets.
3. Negotiate a fair settlement of claims with
insurance carriers.
59
4. Keep insurance companies informed of any

personnel relocations.
5. The creation of board papers related to
administration and finance.
6. Ensuring accurate documentation of the
use of the company's assets.
7. Assure the correct safekeeping of the
company's assets.
8. The company's assets are tagged.
Human 1. Planning interviews, writing letters for

Resources appointments, confirmations, show-cause
notices, warnings, and other administrative
correspondences.
2. Employee orientation for new hires.
3. Finding programmes for staff training that
are pertinent.
4. Examining mileage and overtime claims
from all Departments.
5. Responding to questions or requests from
staff.
6. Writing pertinent letters or papers to KWSP,
SOCSO, TABUNG HAJI, and ASB.
7. Payroll computation.
8. To make sure that when staff are sent for
out-of-town training, all lodging and
transportation needs are met.
General 1. Supervising the work done by Purchasing

and Admin Clerks.
2. Undertakes other duties as directed by the
Corporate Services Manager or Chief
Executive Officer from time to time.
60
13 1. Managing contract administration matters

Executive Administration
at the pre-contract stage: -
2. Provide contract administration matters at
Reports No:
the pre-contract stage.
Senior
3. Prepare tender documents.
Executive
4. Advertising contract offers Provide details
(Service
of contract-related advertisements to be
Corporate)
issued and obtain advertising quotes from
advertising companies.
5. Preparation of contract offers.
6. Assist the Division Manager in the
preparation of Board Papers Offer/PDCSU
to obtain approval from Board Members
PDCSU or PDCSU Quotation Committee
Member.
7. Prepare correspondence related to offers
and rejections of quotations has been
presented to the contractor in relation to a
contract which offered.
8. Prepare invitation letter for invitation tender.
9. Managing contract administration matters
at the post-contract level:-
10. Prepare Letter of Acceptance of Offer and
Notification letter Tender Acceptance.
11. Prepare Contract documents for
contractors and Officers PDCSU.
12. Checking the Progress Payment certificate
and related documents for payment before
being sent to the Finance Division.
13. Provide CPC when a contract expires.
14. Provide Certificate of Completion to Repair
Defects and Statement of Accounts Last
Count for the contract to expire.
61
15. Prepare related documents for Bond

release matters Implementation and Annual
Money.
16. Prepare a letter of extension of time for the
contract to be extended the period.
17. Prepare a contract renewal offer letter for
the contract to be renewed.
18. Checking the Work Instructions before
being approved by the Facility Manager.
19. Prepare Tender Documents for
maintenance works.
20. Responsible in preparing stock orders,
controlling inventory maintenance items
and others.
21. Managing the purchase of goods for the
company's use: -
▪ hardware
▪ stationery
▪ stock items
▪ uniform
22. Helping the Senior Administrative Executive
oversee the company's property stored in
the store and ensure that all records are
always updated.
23. Prepare relevant proposal papers for
approval board of directors.
24. Help manage the organization of courses
and training for staff.
25. Help organize company
activities/programs.
26. Prepare and answer relevant letters/reports
(Bhg. Administration) as directed by the
head.
27. Perform any task from time to time
according to instructions Chief.
62
Penang Development Corporation Setia Urus Sdn Bhd (PDCSU) is a subsidiary company to
Penang Development Corporation (PDC). Thus, the organization team consists at the
headquarters and the PDCSU office located in the Kompleks Tun Abdul Razak (KOMTAR).
The number of workers in the organization is sufficient since their hire a third party or
outsource to be a part of the organization fill the vacant position in the PDCSU organization.
This due to save the office budget and facilitate administration management.
63
2.5 SUMMARY
For KOMTAR to be successful, it is crucial to fulfil its vision and objective within the allotted
period. A crucial part of the organisations is played by the mission and vision statements. The
organization's vision statement makes sure that all actions are appropriately in line with what
it intends to accomplish, while the mission statement gives the organisations a clear and
effective framework for decision-making.
Furthermore, we are aware of the KOMTAR organisation chart, which is incredibly well-
organized. The organisational chart is also essential. Teams of workers, each led by a project
or product manager, are organised according to division and product. In addition, the
construction of structure and order will strengthen workplace teamwork. Business flows more
smoothly when there is a better work atmosphere. Organizational success and the general
wellbeing of the business, its employees, and its clients are highly dependent on it. However,
a well-organized workplace encourages productivity since responsible employees are aware
of their position in the hierarchy. To enable them to do their duties and exercise their expertise.
In terms of those who needed help, the organisation had its own responsibilities. Every
department and job's duties have been listed in this chapter. The company in charge of
maintaining KOMTAR is also shown.
64
CHAPTER 3 : MAINTENANCE POLICY

AND PLANNING
65
3.1 INTRODUCTION
Building maintenance is a combination of technical and administrative efforts to make sure

that a building’s components are current and adequate with regard to its intended use. In
order to keep an organization’s structural assets, such as office or commercial retail buildings,
apartment complexes, warehouses and manufacturing facilities in a safe, tolerable,
comfortable and functional condition at all times, building maintenance management involves
organising maintenance tasks. Building maintenance encompasses a variety of
responsibilities, including basic building maintenance as well as the management of electrical,
landscaping, HVAC and fire alarm systems.
Besides, senior leadership is responsible for creating, owning and managing a maintenance
policy. All business policies follow into and are placed underneath the organization’s vision,
mission and values in the hierarchy of corporate governance. A maintenance policy is an
official document that serves as a factual declaration of intent. It outlines the expectations of
upper management for the maintenance division. The mission, values and business goals
must be supported and enabled by the maintenance policy’s provisions.
In the other hand, thinking about the steps necessary to accomplish a goal is the process of
planning. Foresight, the fundamental ability for mental time travel, is the foundation of
planning. The ability to plan ahead and exhibit foresight is assumed to have developed early
in the course of human evolution. An essential characteristic of intelligent conduct is
organization. It entails applying logic and creativity to visualise both the desires outcome and
the processes required to get there. Planning’s relationship to forecasting is a crucial factor.
Planning envisions what the future may look like while forecasting attempts to anticipate what
it will look like. Many professional vocations emphasize a great deal on planning in
accordance with accepted norms, especially in areas like management and business. After a
strategy has been created, it is easy to know its efficacy, efficiency, and progress. Plans may
need to be adjusted or even scrapped if conditions change.
Lastly, the process by which a programme is created and implemented is known as

programme planning. Numerous steps are involved in programme planning such as problem
identification, outcomes selection, resource assessment, implementation and programme
evaluation. Program planning is sometimes called as programme design or programme
design planning.
66
3.2 ORGANIZATION MAINTENANCE DIVISION, VISION, MISSION, AND

OBJECTIVE.
3.2.1 VISION
To be the property management company of choice in Pulau Pinang.
3.2.2 MISSION
Provide asset management and quality facilities to ensure clients get maximum value from
assets.
67
3.3 MAINTENANCE POLICY AND QUALITY POLICY

3.3.1 SAFETY AND HEALTH POLICY
PDC is desirous in engaging the contractor to provide occupational safety and health services
by employing Aisar Iltizam Enterprise as the contractor of said services.
1. Compliance with safety regulations
The contractor shall at all times observe and comply with all prevailing laws and regulations
relating to safety and shall bear all costs connected with the compliance of the same.
2. Safety Precautions
The contractor shall take all safety precautions to eliminate danger to its worker, the staff of
the PDC and members of the public who may be in the said Premises and to any property in
the said premises. Proper warning signboard and barriers are to be placed or erected and
maintained by the contractor during the progress of the said services, where such works may
endanger the safety of its workers, the staff of the PDC , or members of the public on the said
premises. The contractor shall at all times ensure that its machinery and equipment used in
the execution of the said services do not obstruct movement within the said premises or cause
any damage to any property in the said premises.
68
3.3.2 ENVIRONMENTAL POLICY
PDC Setia Urus Sdn Bhd is a Penang government sector corporation in responsibility of
managing government buildings. As a result, it has the same environmental policy as the
Penang Green Council's agenda, with the vision of making Penang the greenest state in
Malaysia through a green economy, innovative governance with 4P partnerships (public,
private, people, and professional), and a sustainability-led development agenda to be
achieved by 2030. Penang Development Corporation has set their gold goal for 2050 to be a
high-income, compassionate, inclusive, low-carbon, and resilient state that values the
integrity of its people and environment, including enriching and restoring the health of its rich
cultural and natural ecosystems. This mission was executed with the goal of developing
strategic plans to help Penang handle future environmental concerns with integrating United
Nations Sustainable Development Goals.
69
3.4 MAINTENANCE STANDARD AND QUALITY STANDARD

3.4.1 SERVICE STANDARD
The ethics and mannerisms of an employee and the quality of service they provide go
inextricably linked. Good service, friendliness, courteousness, promptness, politeness,
flexibility, neatness of dress, openness to critique, adherence to rules, etc. Are all qualities
the employee should demonstrate.
The goal of service standards is to deliver excellent customer service, so enhancing a

company's credibility and enabling it to give the highest quality service possible. This can
preserve and enhance the company's image and make all client interactions easier. In certain
circumstances, adhering to service standards helps ensure that everything runs smoothly and
efficiently. If unexpected events occur, such as actions or feedback that cannot be executed
in the fixed time, the employee's effective communication can address the problem and calm
the client's outrage.
The complaint procedure can be made by the occupant or client to PDC Setia Urus Sdn. Bhd.
either by fill in the complaint for in hardcopy A4 paper that are provided or through online PDC
Complaint Management System. Through complaint from and the process are as shown
below:
Complaint via PDC

Fill in form Insert CAPTCHA Code
Official Website
Maintenance work is
carried out (Completion
Management team
Open work order depend on affected
receive the complaint
element and level of
damage
Closing work order

(maintenance work done)
Chart 3.1: Complaint procedure flow
70
3.4.2 QUALITY STANDARD
According to the scale, the term "quality" refers to the physical state of an object or substance,
whether it is in good or poor condition. In the context of maintenance, quality can be defined
as cleanliness, functionality, packaging, or the ability of a component, space, appliance, or
other building materials to satisfy occupant comfort.
A standard is something that is set as a model, example, or point of reference by authority,

custom, or general consent. A reasonable human's standard is something established by
authorities as a rule for measuring quantity, weight, extent, value, or quality.
Consequently, quality standards are described as documents that contain rules,

specifications, guidelines, or characteristics that may be applied consistently to verify that
materials, products, processes, and services are suitable for their intended use.
Correlated with PDC Setia Urus Mission which stated, “providing quality facility management
to ensure customers get maximum value from assets”. Also been mentioned by the
mechanical department policy, “to ensure all mechanical installations are in proper functioning
condition at all times through a preventive maintenance program”. Thus seem the
management in KOMTAR have set up the quality benchmark to be serve to all tenants and
occupants.
The client or occupant of Complex Tun Abdul Razak (KOMTAR) can submit their satisfaction
by fill the satisfaction form to give their concern and feedback to the service and maintenance
work provided.
Figure 3.1: Complaint form
71
3.5 MAINTENANCE PLANNING
Chart 3.2: Maintenance Planning Flow
Planned preventive maintenance appears to be the primary focus of Penang Development

Corporation Sdn Bhd, which is responsible for the maintenance of the entire Kompleks Tun
Abd Razak (KOMTAR) building. There is no doubt that every high-rise building will implement
all types of maintenance planning. Planned preventive maintenance is created to prevent
equipment from breaking down with the assistance of scheduled maintenance that will be
done on a daily, monthly, or annual basis, depending on how frequently it is to be performed.
Taking preventative measures to ensure that the equipment stays in good shape is typically
more cost-effective than repairing or replacing the equipment after it has broken down or
become inefficient.
72
3.6 MAINTENANCE PROGRAMME
There are several of various levels at which maintenance programmes are established, and
each of these levels can be utilised in very different ways. In general, the following
maintenance programme categories can be identified:
1) Short Term Maintenance
Daily, weekly, and monthly maintenance are subdivided into the short-term maintenance.
Daily or routine maintenance must be performed every day, whereas weekly maintenance
entails preparing and submitting a weekly report detailing the state of each
element and equipment on the maintenance plan.
2) Medium Term Maintenance
Annual maintenance intervals are the definition of medium-term maintenance. This is

expected to offer an accurate estimate of the quantity of work to be completed annually and
serve as a foundation for financial budgeting.
3) Long Term Maintenance
Several years are devoted to the planning process. Typically, this long-term planning enables
maintenance planners to access vital information in real time, analyses inputs and scenarios,
and identify areas of concern. Plan progress may be easily monitored across the corporation
and constantly changed in response to unforeseen opportunities and changes.
The Penang Development Corporation Setia Urus's maintenance programme is progressively

executing a planned short- and medium-term preventive maintenance approach. As with the
maintenance schedule, the scheduled preventive maintenance list may be daily, weekly,
monthly, or annually structured.
73
3.6.1 STRUCTURAL
Table 3.1 : Maintenance Schedule for Structural
MAINTENANCE FREQUENCY
ITEM AREA SCOPE / SPECIFICATION
D W M 3M / 6M Y / 2Y
Inspect for termite attack

1 Timber x
and give treatment.
Structure
Inspect for mould and

fungus growth and give x
treatment.
Inspect of insect attack

x
such and give treatment
Maintain the fixture

decoration and x
aestheticist.
2 Steel Inspect for corrosion on

6M
Structure every steel structure.
Inspect any loose or

missing connection and
6M
joints and repair or
replace.
Clean the steel structure

x
from dust
74
3.6.2 CIVIL
Table 3.2 : Maintenance Schedule for Civil
ITEM AREA SCOPE / SPECIFICATION 3M /
D W M Y / 2Y
6M
Check for leaks and

1 Roofing
holes in the vapor and
X
water barriers.
Replacing and repairing.
Inspect every concrete

flat roof for
abnormalities,
X
delamination, and
cracks, and make any
necessary repairs.
Check for leaks in

2 Rainwater
Goods rainwater equipment and
(Piping) X
fix or replace as
necessary.
Check for blockages in

rainwater products and X
fix them.
Examine the hooks on

3
Ceiling the ceiling and make
X
any necessary repairs or
replacements.
Check the ceiling

finishes, including
cornices, etc., and X
replace or repair as
necessary.
Examine the ceiling

boards, then fix or
X
replace them.
75
3M /
D W M Y / 2Y
6M
4 Walls
Check for poor finishes
(Wall tile, wallpaper,
timber finishing, stone 3M
finishing, cladding and
accessories). Replace or
fix.
Check the glass for
cracks and replacing X
any damaged panels.
Examine the fixtures and
accessories and make X
repairs.
Examine and fix any

5 Floor
cracks, deflection, or 3M
settling.
Check for faulty finishes

and replace or repair as X
necessary.
Check for leaks and

6 Internal
Partition make quick repairs to X
ensure functionality.
Maintain all accessories,

components, and
finishes in excellent X
shape while checking
the elements' integrity.
Examine the finishes,

fixtures, and
X
accessories, and make
any necessary repairs.
76
3M /
D W M Y / 2Y
6M
7 Door Inspect the finishes,

fittings, and other
X
details, then replace or
repair as necessary.
Keep the finishes on the

doors in excellent
X
shape. Painting, varnish,
etc.
When necessary, check,

fix, or provide and install
X
lock in all service rooms;
then, report.
77
3.6.3 HOUSEKEEPING
Table 3.3 : Maintenance Schedule for Housekeeping
D W M 3M / 6M Y / 2Y
Clean all interior glass
1 Public X
windows
Area
Clean and polish vertical
X
tiles
Clean floor using
X
scrubber machine
Clean and check floor,
walls, windows and X
ceiling
Empty all waste bins and
replace plastic bags X
where required.
Wipe all glass in the
X
main entrance
Clean the exterior glass
X
surfaces
Deep clean and sanitize
X
appliances
Spot clean entrance and
interior glass and X
window
Clean the window

X
covers
Wipe down all elevator

call buttons and each X
floor
Wipe all flat surfaces

and vertical like light
X
fixtures, doors picture
frames.
78
SCOPE / SPECIFICATION MAINTENANCE FREQUENCY

ITEM AREA
D W M 3M / 6M Y / 2Y
Public Dust and remove debris

Area
from metal entrance X
(Cont’) thresholds
Dust high-reach areas

including shelves, X
ledges, vents and HVAC
Clean all cigarettes urns

and trash receptacles,
X
wash metal urns to
remove stains and dust
2 Elevator Deep clean and sanitize

X
elevator appliances
Clean and polish the

X
elevator door
Clean all elevator walls

and wipe all buttons on X
the interior
Mop and sanitize floors X
3 Rest Empty trash receptacles

X
Room
and wipe
Clean and polish mirrors X
Sanitize the restroom X
Clean all windows that

have been contaminated X
by dust and dirt
79

ITEM AREA
D W M 3M / 6M Y / 2Y
Check for standing
water, leakage from
gutters and roofs, cracks
in the foundation, water
X
spots in the ceiling, and
eroded landscaping
areas that need to be
regarded.
Remove splash marks
X
from walls around basins
Mop and rinse restroom
X
floors with a disinfectant
Wipe towel cabinet
X
covers
Wipe off the door and

X
doorknobs
Scrub the inside of the

toilet with bowl cleaner X
and brush
Clean light fixtures X
Clean the ceiling to

remove all discoloration, X
marks and dirt
Clean light switches and

X
electrical outlets
Clean baseboards with a

X
germicidal detergent
Remove everything from

X
the sink area
80

ITEM AREA
D W M 3M / 6M Y / 2Y
Sweep and damp all
stair areas, dust all hand
X
railings and spot clean
all walls
Check all stairwells and
4. Stairwell X
remove debris and trash
Make sure the floors are

X
clean and dry
Dust light fixtures X
Empty and damp-wipe

all wastebaskets.
X
Remove trash and
replace plastic bags.
Clean the ceiling to
remove all discoloration, X
mark and dirt.
Clean light switches and

X
electrical outlets
Clean light fixtures. X

Tenant
5 Wash and wipe, dry all
Space
wash basins and break X
room tables and chair.
Clean and polish all

X
metal door thresholds.
Vacuum all carpeted

X
areas.
Clean and polish vertical

X
tiles
Deep clean and sanitize

X
appliances
81

ITEM AREA
D W M 3M / 6M Y / 2Y
Use a buff able, non-slip
floor finish to all tiled
surfaces after cleaning, X
stripping, and waxing
them.
Wipe all interior glass,

on both sides. X
Clean and check floor,

walls, windows and X
ceiling
Dust and remove debris

from metal entrance X
thresholds
Dust high-reach areas

including shelves, X
ledges, vents and HVAC
Wipe all glass in the

main entrance X
Clean ceiling to remove

all discoloration, mark X
and dirt.
Clean all horizontal

surfaces free of paper,
etc. with a treated dust X
cloth, including furniture,
file partition, equipment
Wipe all cobwebs,

6 Parking
Space foreign materials, and
dirt to walls, columns,
grilles, doors, ducts, X
piping, conduits, and
trucking.
Sweep and keep litter-

free water ponding in all
X
areas including drains
82

ITEM AREA
D W M 3M / 6M Y / 2Y
Clean to remove grease
using a degreaser in all X
areas.
Oil spills are cleaned up,

when necessary, by
sweeping with sweeper X
machines.
Parking Empty and damp-wipe
Space
all wastebaskets.
(Cont’)
Remove trash and X
replace plastic bags.
Wipe with damp cloth to

remove dust
accumulation, and clean X
with approved
chemicals.
Sweep all areas, spot

7 clean all walls X
Dusting to remove
cobwebs, foreign
materials, and dirt to all X
areas.
Walkway
Keep walkways cleans X
Dusting all areas to

eliminate cobwebs,
foreign objects, and X
grime.
Wipe wall to remove dirt,

8 stain and foreign
materials using X
approved chemicals
Refuse
Bin where permissible.
Centre Sweeping to maintain
places clean and free of X
trash and spills.
83

ITEM AREA
D W M 3M / 6M Y / 2Y
Scrubbing, washing and
spraying water to keep
the room clean from dirt, X
stubborn stain and gum.
Wipe down the wall with

9 Exterior an appropriate solution
Cleaning to remove dirt, stains, X
and foreign materials if
possible.
Clean and removal of

wall stains, dust X
accumulation
Sweep and maintain

trash free and water
ponding to all areas
including roads, X
driveways, walkway and
drains
Other cleaning services

and activities required for
all places and surfaces
outside the building and
in the surrounding X
region, including assets,
electronics, fittings,
fixtures, equipment, and
installation.
Check the trash and

keep empty X
Sweep and keep free

10 Hygienic from litter. X
Services
Wipe wall to remove dirt,
stain and foreign
material using approved X
chemical where
permissible.
Furnish and refill all toilet

tissues, c-fold paper X
towel
84

ITEM AREA
D W M 3M / 6M Y / 2Y
Ensure all collected
11 Waste
Disposal wastes at the disposal
Services center were unloaded
and transported to a X
public waste disposal
center allocated by The
Local Authority.
Keep in perfect
condition, maintain and
clean garbage bins and
waste disposal center X
such that no bad odour,
insect and rodent are
present.
Collect and take all

general garbage to a
specified waste disposal
facility from all outside
X
areas and surfaces as
well as the building's
immediate
neighborhood.
85
3.6.4 ELECTRICAL
Table 3.4 : Maintenance schedule for Electrical

ITEM AREA
D W M 3M / 6M Y / 2Y
Check and ensure

analog/digital meters in
good condition. Inclusive X X
of glass covers –
replace to function.
Ensure that the analog
Metering meter pointer is at zero X

(Voltmeter when not in use
1 Ensure that the reading
and
Ammeter) indicated by the meters
X
is correct – recalibrate if
inaccurate.
Record voltmeter and
ammeter maximum
readings to ensure X
correct readings and no
occurrence of overload.
Ensure no defect on
11 kV cable insulation the the
2 X
Cable
good condition
Cleaning of switch
X
room
Cleaning of cable
H.T trench/ condition of X

Switch cable trench.
3
Room Ensure no moisture
below rubber mat in
front of the main X
switch board –
replaced if damaged
86

ITEM AREA
D W M 3M / 6M Y / 2Y
Ensure anti – vermin wire
X
is in good.
Ensure the roof/floor
above free from leakage
X
– repair if
damage/leaking
Inspect and clean VCB
for contamination,
X
moisture and corrosion.
Record voltage output of

X
each cell
Ensure batteries
electrolyte level is as per
X
required level – top up if
below level.
Vacuum
4 Circuit Measure of S.G of
Breaker
electrocyte (if lead acid X
type)
Clean terminal from acid

X
corrosion
Clean, retighten vent
X
plug
Re – measure and record
cell output voltage after X
maintenance.
5 VFD/VSD Check condition X
Check contact point and X

6 Contactor
tighten
7 Transformer Check condition X
Check condition and X

MCB/ELCB/
8
Fuse tighten
9 Relay Check condition X
10 Push button Check and test X
87

ITEM AREA
D W M 3M / 6M Y / 2Y
Control Check and test X
11
circuit
12 Cable Check condition X
Overload Check and test X

13
Relay
X
Examine and maintain
the Automatic
Changeover Contactor
(ACC) located on the
Main Service Board, as
well as all relays, wire
connections, and other
Generator components of the
14
Set Control generator set control
panel (AMF).
Confirm the proper X
operation of safety
indication and warning
systems for over-speed,
overtempt, oil pressure,
etc.
Inspect on the overall X X
condition, functionality to
HV , LV-
be at the acceptable
SUB,
16
Genset, standard, if not comply,
Transformer
do the detail inspection
on each component.
Inspect on the overall
condition, functionality to
be at the acceptable
Electrical
17 3M
Riser standard, if not comply,
on each component.
88

ITEM AREA
D W M 3M / 6M Y / 2Y
Record individual battery
18 Uninterrupted impedance to the factory X

Power Supply standard.
Inspect connections
between cells and
secure clean and X
lubricate with petroleum
gel.
Conduct load test using
external load bank or
existing load to ensure
X
battery capacity and
performance are in good
condition.
Ensure cleanliness of all
X
components
Ensure inverters are in
good condition, retighten
6M
and check calibrate
accuracy of all meters.
Ensure control circuit
X
working perfectly.
Inspect completeness of
Y
switch functions.
89
3.6.5 MECHANICAL
Table 3.5 : Maintenance schedule for Mechanical
ITEM AREA SCOPE / SPECIFICATION 3M / Y/
D W M
6M 2Y
condition, functionality
to be at the acceptable
Chiller Starter
1 standard, if not comply, 3M
Panel
on each component.
Cooling Tower
2 standard, if not comply, 3M
Starter Panel
on each component.

Chiller water to be at the acceptable
3 Pump Starter 3M
standard, if not comply,
Panel
on each component.

Condenser to be at the acceptable
4 Water Pump 3M
Starter Panel
on each component.

Booster Pump
5 3M
Starter Panel standard, if not comply,
on each component.
90
D W M
6M 2Y
AHU starter
6 3M
Panel standard, if not comply,
on each component.
Fire Pump to be at the acceptable
7 Starter Panel 3M
on each component.
Pressurization to be at the acceptable
8 fan starter 3M
Panel
on each component.
Fresh Water to be at the acceptable
9 Pump Starter 3M
Panel
on each component.
91
3.6.6 LANDSCAPE
3.6.6.1 SOFTSCAPES
Table 3.6 : Maintenance schedule for Softscape
D W M
6M 2Y
Water the plants and
1 Watering X
sufficiently.
Apply a fertilizer that is

X
2 Fertilizing both multipurpose and
soil improver.
Removing particular
dead and dying parts
of a tree or shrub X
(such as roots, buds,
or branches)
3 Pruning
Lower limbs of a tree
are removed to allow
clearance for X
buildings, people, and
vistas.
Remove all weeds,

including their roots.
X
4 Hand Weeding Remove as little dirt as
possible without
disturbing the plants.
Repaint the defective

5 Repainting X
wall
92
3.6.6.2 HARDSCAPES
Table 3.7 : Maintenance schedule for Hardscapes
D W M
6M 2Y
1 Restoring Remove any debris or

walkway cracked stone in X
walkway
Cement any minor

cracked stone in X
walkway
Cleaning the walkway

and floor using water X
jet.
2 Repotting Repotting an
overgrown plant. X
3 Dustbin Clean the dirt found in

the trash can and dry X
it.
Replace broken or
X
damaged trash cans
4 Stone Clear the bench of any

x
dust
Hallway
bench Using a water jet,

x
clean the bench.
93
3.7 SUMMARY
Maintenance Planning and Scheduling plays an important role in the company. Firstly, it
requires detailed information about the time required to perform the job. Secondly, it requires
knowledge of when the job can be done. Thirdly, it allocates a significant amount of work to
be done on a nominated day. Maintenance Planning and Scheduling is important because of
the following reasons:
• The task would be easier by doing advance planning and schedule of work.
• Better preparation to perform with tools and equipment.
• By reducing wastage of time in searching the things it increases the efficiency and
effectiveness of the maintenance.
• Less chance for mistakes to happen if everyone is responsible for the tasks assigned
to them.
• Increase the overall productivity for the plant.
• Due to proper planning and scheduling the risk of accidents is small.
• Inventory is under control and can save production costs.
Managing the preventive maintenance schedule is a crucial aspect of maintenance

scheduling. Maintenance plan created by a reliability planner or engineer; this is typically
generated automatically by the CMMS. The scheduler's primary responsibility is to make sure
that the maintenance programme contains a preventative maintenance plan and the job can
be completed with the available manpower. KOMTAR is now in the state of retrofitting which
in the phase of applying the CMMS, currently the maintenance management only refer or use
the Building Automation System and by visual or detail inspection. The BAS does not have
the same function of Computerized Maintenance Management System which can
automatically produce preventive maintenance work order for the maintenance worker.
94
CHAPTER 4 : BUILDING DESIGN AND

TECHNOLOGY DESIGN
95
4.1 INTRODUCTION
Structure design is the process of giving all the information required for the construction of a
building that not only satisfies the interests of its owners but also satisfies the needs of health,
welfare, and public safety. Only those individuals who are legally qualified to do so by the
state where the building is to be erected are allowed to lawfully implement building designs.
Engineers may, in some situations, be permitted to design some aspects of a structure, but
only architects are certified and legally permitted to practice architecture. (Science Direct,
2011). Education, work history, and the capacity to pass a written test on design abilities are
used to assess eligibility.
It's crucial for buildings to be designed such that its interiors and structures are shielded from
the effects of the elements while still retaining a cosy ambiance. By creating a protective cover
around the structure, building covers, also known as barrier films or weather resistance, are
utilized to shield it from water and air infiltration.
Energy, material, and water usage are all reduced in sustainable structures. By doing this will
not only help future generations conserve these three essential resources, but we also lessen
the impact of climate change.
96
4.2 BUILDING DESIGN & CONCEPT
From the point of bird eye’s view, we can see in front of the KOMTAR building is a KOMTAR
Rainbow Sky walk. At the right of the KOMTAR building is Terminal KOMTAR and UTC Pulau
Pinang.
The building is 65-storey central tower housing government offices would rise from a wide-
ranging four-storey commercial podium. Buckminster Fuller, a famous 20th-century innovator
and visionary incorporated a geodesic dome that serves as an event hall.
KOMTAR status as the centre of George Town would be further cemented by the
consolidation of the whole civic and economic district into a single complex, public
transportation, and multi-storey parking facilities. The tower broke away from colonial
historicist architectural influences with modernist aspirations. This was Penang belated
response to the modernist buildings constructed to commemorate Malaya independence.
Figure 4.1 : KOMTAR adjacent building
KOMTAR buildings is designed to consolidate administrative, transportation and retail activity

into single complex.
97
4.3 GREEN AND SUSTAINABLE INITIATIVE
This Penang’s tallest skyscraper KOMTAR has been awarded a one diamond rating by
Sustainable Energy Development Authority Malaysia in Low Carbon Building category. The
PDC Setia Urus manage to reduce the amount of total energy bill from 2016 to 2017 with
reduction of 7.38% or RM811,936 in 2017. It equivalents to reducing 1,026,556 kWh per year
or 712.43 tons of CO2 per years.
The reduction was made possible due to several green practice such as a number of constant
speeds motorized AHUs were replaced with new AHUs of variable speed drive in 2016 and
2017. Other than that, is the upgraded of some electrical equipment to save energy and to
prevent energy loss. For example, the automatic glass doors were installed to prevent
external heat from entering the building. The project of concert the electricity tariffs from Tariff
B to Tariff C1 is also the key point for energy saving. The conversion has a great positive
impact on KOMTAR’s electricity bills which able to reduce another 12.1%.
The significant success of the carbon dioxide emissions places the PDC Setia Urus Sdn Bhd
as the winner of 1st place in the National Energy Award in 2019 and second runner-up in the
Asian Energy Award 2019. Thus shows the major changes of conventional electrical and
services systems to the new more energy efficiency services or types will increasingly saving
the electrical bill due to the smart technology implemented.
Figure 4.3 :
Figure 4.2 :
Asian Energy Award 2019
1 Diamond Rating Award
98
4.4 BUILDING ELEMENT AND SPECIFICATION
The physical components of a structure's construction are referred to as building elements.

Distinct types of buildings use a different building element. Substructures and superstructures
are parts of a building. A building project consists of two parts: the substructure and the
superstructure.
The section of a building that is built below ground level and transfers loads from the
superstructure to the supporting soil is known as the substructure. The foundation and plinth
are examples of substructure components.
A superstructure is a portion of a building that is built above ground level and performs the
function of the building's intended use. The following are examples of superstructures: walls,
columns, beams, floors, roofs, staircases, doors, and windows.
Figure 4.4 : Building Elements
99
4.4.1 SUB STRUCTURE
Table 4.1 : Sub Structure
NO BUILDING ELEMENTS SPECIFICATION
1. Site preparation Fill
- Heavy loaded foundation

2. Foundations
- Deep foundation
3. Ground slabs RC slab
100
4.4.2 SUPER STRUCTURE

4.4.2.1 COLUMN
Table 4.2 : Column
1. Column Cladding
Manufactured in tile with saybrook

sage colour with each rectangular
tile size of 15cm x 5cm.
Figure 4.5 : Column Cladding
2. Round Pillar Column
A round pillar columns reinforced with

longitudinal reinforcement and spiral
reinforcement.
Figure 4.6 : Round Pillar Column
101
3. Square Column
RC column with reinforcement bar in

rectangular shape painted in yellow
and black at ground floor parking lot.
Figure 4.7 : Square Column
4. Column Cladding
Selected uplighters fixed to column

with colour of white and silver.
Figure 4.8 : Column Cladding
102
4.4.2.2 BEAM
Table 4.3 : Beam
1. Concrete beam
Concrete beam attached to the main

column with white in colour.
Figure 4.9 : Concrete Beam
103
4.4.2.3 ROOF
Table 4.4 : Roof
1. Roof Slab
Reinforced roof slab with load

accommodated and be transmitted
to the beam than to the main
column. The lower surface painted
in white.
Figure 4.10 : Roof
2. Aluminium Geodesic Roof

Cladding
Have hemispherical roof with

triangular cladding attached to each
other shaping a dome white in colour.
Figure 4.11 : Podium roof
104
4.4.2.4 STAIR
Table 4.5 : Stair
1. Reinforced concrete stair.
Consists of aluminium handrail and

wooden tiles with olive green in
colour constructed in the L shape
located in the lobby.
Figure 4.12 : Reinforced concrete staircase
2. Reinforced Concrete Stairs
Staircase with open rise 168.75mm

threads overlap at 255mm with 25mm
nosing tiles and 50mm dia. MS railing
of 900mm height.
Figure 4.13 : Reinforced Concrete Stairs
105
4.4.2.5 CEILING
Table 4.6 : Ceiling
1. Aluminium Strips Ceiling
Aluminium Strips with white in colour

with a downlight covering the ceiling
area of the main entrance and most
area of commercial area.
Figure 4.14 : Aluminium Strips Ceiling
Plaster ceiling
2.
Gypsum plaster with plain design

white in colour with concealed
downlight covering the ceiling area of
the third floor in commercial area.
Figure 4.15 : Plaster Ceiling
106
3.
Gypsum Ceiling Board
Suspended gypsum ceiling board

with size 1200mm x 800mm
suspended with accordance to the
grid system complete with panel
16mm thick. Plain design and white
in colour.
Figure 4.16 : Gypsum Ceiling Board
107
4.4.2.6 WALL
Table 4.7 : Wall
1.
Glass Curtain Wall
A non-structural and made of

lightweight materials.
Figure 4.17 : Glass Curtain Wall
2.
Plaster wall
A two-hour fire-rated brick wall

with painted finishes and
plastering on both sides. Over the
concrete surfaces, 115 mm thick
brickwork with 20 mm thick plaster
on both sides and a cement-sand
mix in a 1:4 ratio must be
installed.
Figure 4.18 : Plaster Wall
108
3.
Gypsum decoration wall
Gypsum decoration wall with

designed shape 5 meters height
with backlighting in warm white
colour located in the commercial
lobby area.
Figure 4.19 : Gypsum decoration wall
4.
Beige Marble Tiles
800mm x 800mm x 25mm thick

polished beige marble tile with soft
beige in colour and black and grey
stripe.
Figure 4.20 : Beige Marble Tiles
109
5.
Ceramic Tiles
Full height brick wall with ceramic

tiles with saybrook sage colour of
size 50mm x 50mm each.
Figure 4.21 : Ceramic Tiles
6. Wall Finishes
Toilet wall with ceramic tiles finishes.

The size for each 300mm x 300mm.
110
7.
Ceramic Tiles.
Wall finishes with ceramic tile each

size 50mm x 30mm in beige colour.
111
4.4.2.7 FLOOR
Table 4.8 : Floor
1.
Concrete screed floor
Easy maintenance concrete screed

flooring at the car park on the ground
floor area with the common cement
grey colour.
Figure 4.24 : Concrete Screed Floor
2.
Pebble Wash Finishes
Tex-Crete 5mm dia. Black pebble

wash (sealed).
Figure 4.25: Pebble Wash Finishes
112
3.
Grey porcelain tile
300mm x 300mm x 30mm thick.

honed finish grey porcelain tile.
Figure 4.26:
Grey porcelain tile
4. Floor Finishes
150mm x 50mm tiles in the red-brown

colour tiles arranged neatly.
Figure 4.27 : Paver Tiles
113
5. Floor Finishes
200mm x 600mm flamed finished

Sem Blue granite. 300mm x 600mm.
flamed finish greengranite.
Figure 4.28 : Sem Blue Granite and

Green Granite
6.
Homogeneous Tiles.
Each with size of 300mm x

300mm with beige colour.
Figure 4.29 : Homogeneous Tiles
7. Homogeneous Tile.
Each with size of 10mm x 10mm

with beige colour.
114
8. Homogeneous Tiles.
Each with size of 10mm x 10mm

with brown colour.
9. Homogeneous Tiles.
300mm x 300mm (rough finish)

homogeneous tiles with peach
colour
115
10. Floor Finishes
Floor Carpet in soft red colour as the

floor finishing at the PDC Setia Urus
office.
Figure 4.33 : Floor Carpet Tiles
116
4.4.2.8 DOOR
Table 4.9 : Door
1. Auto Glass Sensor Door
It operated the door when people

approach the door, it automatically
opens and closes.
Figure 4.34 : Auto Glass Sensor Door
2. Double Leaf Door with glass
2070mm x 1800mm door with

tempered glass and glass door
panel on patches and stainless-
steel pull handle with hold open
function and consist of clearglass.
Figure 4.35 : Double Leaf Glass Door
117
3. Glass Swing Door
2000mm x 1560mm glass with

steel hinges.
Figure 4.36 : Glass swing door
4. Fire rated Door
Size of 900mm (w) x 2440mm (h)

H. w timber frame decorativeplywood
flush door to be painted finish with
6mm thick. clear glass vision panel
c/w door closer device to detail.
Figure 4.37 : Fire rated Door
118
5. Fire Rated Door
With size of 900mm (w) x 2200mm (h)
1 hour fire rated doorapproved by

bomba to be painted finish to
manufr’s detail.
Figure 4.38 : Fire Rated Door
6. Louvered Door
With the size of 900mm (w) x

3500mm (h). Timber frame
louvered door c/w door closer
device with high level fixed timber
louvered to be painted finish to
detail.
Figure 4.39: Louvered Door
119
7. Double Leaf Louvered Door
1800mm (w) x 2200mm (h) Powder

coated aluminium louvered door to
manufr’s detail.
Figure 4.40: Double Leaf Louvered Door
8. Aluminium Roller Shutter
Size of 3600mm (w) x 3600 (h), 1

hour fire rated aluminium. roller
shutter to manufr;s detail.
Figure 4.41 : Aluminium Roller Shutter
120
9. Double Leaf Timber Door
With size of 2090mm x 1700mm

woodendoor with solid wood
material and entry door typewith dual
rebated both head and consist of
eight panels and brown finishing
doorthat install with stainless steel
pull handle with solid plywood frame.
Figure 4.42 : Double Leaf Timber Door
10. Mild Steel Swing Door
With size of 1500mm (w) x 2200mm

(h) mild steel swing door painted in
black.
Figure 4.43 : Mild Steel Swing Door
121
11. Double Leaf Fire RatedDoor
With size of 1500mm x 2200mm. H.

w timber frame plywood flush door
to be paintedfinish, c/w door closer
deviceto detail.
Figure 4.44 : Double Leaf Fire Rated Door
12. Flush Door
Size of 900mm x 2200mm. H. w

timber frame flush door with fixed
timber louvers to painted in grey
colour.
Figure 4.45 : Flush Door
122
13. Flush Door
Size of 1100mm x 2400mm, timber

flush door for people with disability
toilet door with green finishes.
Figure 4.46 : Flush Door
14. Plastic Laminate Door
Size of 750mm x 1725mm plastic

laminate toilet partition and door to
detail.
Figure 4.47 : Plastic Laminate Door
123
4.4.2.9 WINDOW
Table 4.10 : Window
1. Aluminium Frame Fixed Glass

Panel Window
Size of 625mm (w) x 7500mm (h)

Aluminium frame fixed glasspanel
window c/w powder- coated
aluminium louvres to specialist
detail (6mm thick light blue tinted
temperedglass).
Figure 4.48 : Frame Fixed Glass Panel

Window
124
4.4.2.10 JOINERY FITTINGS

Table 4.11 : Joinery Fittings
1. Internal Signage
Designed Illuminated billboards at

the entrance,
Figure 4.49 : Internal Signage
125
4.5 BUILDING SERVICES AND FACILITIES
Systems implemented in buildings to provide comfort, functionality, efficiency, and safety for
residents are known as building services. A better, more reliable, more productive
environment for living and working is what modern structures are designed to provide. Better
lighting, a pleasant room temperature, a high level of humidity, and good air quality must all
be provided through the design of a building. Additionally, a dependable system for protecting
people and property, as well as simple power and communication options. Elevators,
escalators, and energy distribution are a few examples of building services.
As well as the detection and defence against fire. HVAC, lighting, security alarm systems,
water, drainage, and plumbing, as well as heating, ventilation, and air conditioning (HVAC
Moreover, telephones, computer networks, and communication lines. Specialized building
services may also contain additional features such as fume cabinets, emergency power,
specialized gas distribution, and customized lighting and security systems. Building services
are a significant factor in the design of a building, not only in terms of the general plan and
requirements to be met but also in terms of the engineering of the facade, the weight, and the
size.
Building services play an important role in equipment, positioning of vertical service risers,
routes for horizontal service distribution, drainage, energy resources, sustainability, and
more. Additionally, there are mechanical ventilation, fire extinguisher, security, CCTV, and
gas supply systems. The cold-water supply, the energy distribution system, and the
mechanical transport system, which is the elevator, are all included in the building services
provided by Complex Tun Abdul Razak. Telecommunications systems, uninterruptible power
systems, and generator set systems are additional services.
126
4.5.1 SANITARY FITTINGS
Residents of the building are provided with enough potable water at the Tun Abdul Razak
Complex to meet their demands. Water is delivered to all plumbing devices in the building in
sufficient volume and pressure to allow for proper operation. Domestic water supply will be
drawn from outside water reticulation mains by bulk metering to on-site storage tanks.
The output valve will then send the water from the storage tank to every sanitary appliance in
the building. All pipes leading to every level and toilet are still receiving water supply. The
water will be delivered to each piece of sanitary equipment through the back shaft. At this
roof-level office complex that conforms with municipal laws, the vent pipe will be used to
discharge any bad air.
Through a gravity pipe system vented inside the structure and discharged to the outside hole,
sanitary systems in buildings are intended to remove dirt and garbage from plumbing fittings.
4.5.1.1 PROCESS OF SANITARY FITTINGS
Wash Basin Water Trap Sewage Pipe Manhole
Chart 4.1: Process of sanitary fittings
127
Table 4.12 : Process of sanitary fittings
1
Wash Basin
Water that has been dispersed from the water

storage tank will be provided through the
faucet. The wastewater will then be carried by
the drain before it releases water over a water
Figure 4.50 : Wash Basin
trap. This water trap stops sewer gas from
passing through the sewage line and into the
building.
Figure 4.51 : Trap
128
2
Water Closets
These are made composed of a bowl with an

integrated trap that is always filled with water
and a tank or flush meter valve that provides
water to flush the bowl. The sewage line
carrying the sewage from the toilet bowl and
any sitting will discharge through a trap into the
septic tank or subsurface sewer.
Figure 4.52 : Squatting Toilet
Bowl
Figure 4.53 : Toilet Bowl
3
Urinal
Two mounting holes are provided on the side

of the bowl-shaped urinal for mounting it to the
wall. To ensure effective flushing, the inside
surface is even and smooth. Additionally,
bowl-style urinals come with a flushing rim that
is linked to the flushing cistern by a flushing
Figure 4.54 : Urinal
pipe.
129
4.5.2 SEWERAGE SYSTEM

To ensure proper operation of the sewer system in the Tun Abdul Razak Complex, all sewage
and wastewater from the restrooms, pantry, and cafeteria will be dumped into the manhole
outside the structure before being transported to the sewerage treatment facility.
4.2.2.1 PROCESS OF SEWERAGE SYSTEM
- Toilet Bowl Sewerage - Manhole

Pump Sump
- Sink pipe - Vent Pipe
Chart 4.2 : Process of Sewerage System
130
Table 4.13 : Process of Sewerage System
Step 1
The water trap and sewage line also allow the

ceramic sink and hand wash basin in each toilet to
Figure 4.55 : Wash Basin drain their wastewater.
Figure 4.56 : Trap
2
Step 2
The sewage pipe will allow sewage from the

toilet bowl, urinal, and squatting toilet bowl to
exit.
Figure 4.57 : Squatting Toilet

Bowl
Figure 4.58 : Toilet Bowl
131
3 Step 3
The sewage pipe will also let out waste from

urination.
Figure 4.59 : Urinal
4 Step 4
From the 68th floor to the first basement level, the
sewage pipe will transport the wastewater and
sewage from every floor to the chamber used for
the sump pump.
Figure 4.60 : Pump Sump
5 Step 5
Sewage and wastewater are released to the
tapping manhole outside the building from the
sump pump room. The sewerage treatment facility
will thereafter be reached by sewage.
Figure 4.61 : Manhole
6 Step 6
The vent pipe is a component of the system that
eliminates unpleasant odours and gases from the
toilet and controls air pressure in the sewage pipes
to facilitate the discharge of free air. Every toilet
has a vent pipe, which is positioned on the
building's rooftop.
Figure 4.62 : Vent Pipe
132
4.5.3 COLD/HOT WATER SUPPLY SYSTEM
At Komtar, the following general requirements of the local authorities and codes were followed
in the design and construction of the cold-water plumbing services:
a) Penang Water Supply Corporation (PBAPP)

b) Jabatan Alam Sekitar
c) Loji Rawatan Air Pulau Pinang (LRA)
4.5.3.1 PROCESS OF COLD/HOT WATER SUPPLY SYSTEM
Chart 4.3 : Process of water supply system
133
Table 4.14 : Process of water supply system
STEP PHOTO DESCRIPTION
Raw water from water sources will be treated by

Pulau Pinang Water Supply Corporation Sdn
1
Bhd before being distributed through pipes
Figure 4.63 : PBAPP logo embedded in the ground to the buildings.
The suction tank inside the building will be

supplied with water for household use by
2
tapping into the exterior water reticulation mains
from main supply pipe through bulk metering.
Figure 4.64 : Bulk Meter
With a separate tank for the kitchen and pantry

area, the building’s ground floor adjacent to
parking space will be house to the common
suction for domestic water storage. The suction
3 tank’s design capacity will be one or three times
the amount of drinking and residential water
Figure 4.65: Domestic Water needed each day, plus an additional one days’
Tank worth of storage as required by Penang Water

Supply Corporation.
Hydro pneumatic pumping will be used to

distribute domestic cold water to the tanks on
4
the break tank on appointed levels by adequate
pressure with pressure vessel.
Figure 4.66 : Hydro Pneumatic

Pump
134
Distribution pipe will be used to distribute water

from the storage tank or break tank on each
zone. A hydro pneumatic pumping system will
5 be installed to service the flush valves of the top
several floors' water closets and urinals.
Domestic water tank that serves all pantries,
kitchens, and stalls.
Figure 4.67 : Water Tank
Through the output valve, the water from the

storage tank on each zone will be supplied to all
sanitary facilities in the building by distribution
6
pipe. According to the needs of its tenants and
occupants, the water supply continued to flow
through all pipes.
Figure 4.68 : Wash Basin
135
4.5.4 ELECTRICAL DISTRIBUTION SYSTEM
The three components of the electrical system are generation, transmission, and distribution.
Since there are no naturally occurring sources of electricity, it must be produced. Producing
energy requires converting anything into "electricity." Primary sources are used to produce
the power. Electricity is transmitted by electric utilities from power plants that turn fuel or
renewable energy sources into electricity.
Electrical loads in large buildings are significantly higher than in small structures. Therefore,
greater electrical equipment is required. Because high voltage power is more affordable, large
building owners will also purchase it.
4.5.4.1 PROCESS OF ELECTRICAL DISTRIBUTION
High Voltage Step Down Main Switch

Room Transforme Board
Electric
Riser Room
Appliances
Chart 4.4 : Process of electrical distribution
136
Table 4.15 : Process of electrical distribution
1 Electricity is produced by the Prai

power plant for Komtar's electrical
grid.
Figure 4.69 : Power Station
2 High-voltage transmission lines are

used to transport electric electricity
from the power plants. Transformers
scale down the voltage before the
power is sent through the distribution
Figure 4.70 : Transmission Line system.
3 The power is then given to each and

every consumer. This building will get
energy from Tenaga Nasional Berhad
(TNB) at 11,000 volts (11kV).
Figure 4.71 : 11kV electric power
4 Then, a three-phase transformer

installed in a transformer room at
basement level steps down the 11 kV
electric power. Electricity is reduced
by the transformer from 11 kV to 415
volts.
Figure 4.72 : Three phase step down
transformer
137
5 The main switchboard room, which

controls the electrical system for the
entire building, is located next to the
transformer room. Energy meters are
installed on the main switchboard,
making it easy to monitor and manage
Figure 4.73: Main Switchboard energy usage.
6 Fiber cable will be used to transport

the electrical current from the main
switchboard room. The riser room
contains all of the fiber wiring. Before
distributing to all of the electrical
components, the electrical must pass
through the riser room. Each floor has
Figure 4.74: Riser room
a separate riser room.
138
4.5.5 MECHANICAL TRANSPORTATION SYSTEM

4..5.5.1 LIFT
Figure 4.75 : Lift
Overall, KOMTAR has 64 floors. Because it allows people to quickly ascend to the top floor,
the building's usage of lifts is crucial. As a specialized subcontractor for the lift, KOMTAR has
hired HITACHI ELEVATOR ENGINEERING (M) SDN BHD and MITSUBISHI ELEVATOR (M)
SDN BHD. The lifts used at the KOMTAR are passenger lifts, some of which double as service
lifts. The purpose of a passenger elevator is to transport people between floors by ascending
vertically. There are 34 lifts in all, including the Bomba lift.
In order to get the job done well, KOMTAR hired HITACHI ELEVATOR ENGINEERING (M)
SDN BHD and MITSUBISHI ELEVATOR (M) SDN BHD as subcontractors for the lift. When
there is a problem with the lift, KOMTAR will get in touch with the building's maintenance
expert. They will address the issue and tell KOMTAR.
The lift is set up differently at the podium and the tower. While the podium lift is side by side,
the tower lift is facing each other. The purpose of the lift layout is to prevent interference
amongst people trying to enter the elevator. This elevator configuration has the advantage
that it can reduce waiting times.
Figure 4.76 : Lift facing each other.
139
There are various safety measures being used with the elevator, including:
1. The camera sensor and the door safety edge.

2. During a power outage, doors can be manually opened from within the vehicle while
in the landing zone.
3. using a unique triangle key to unlock in an emergency from the ground.
4. Intercom. If there is an emergency or elevator issue, the intercom system in the
elevator can be used to communicate.
4.5.5.2 LIFT COMPONENT
Table 4.16 : Lift component

NO NAME PHOTO
External control panel button.

To go up or down.
Figure 4.77: External control panel
Elevator car
To carrying passenger to their

2
destinations or floors.
Figure 4.78 : Elevator car
Internal control panel.

Floor buttons.
Flow of the number start from left to
3
right and upwards.
Figure 4.79 : Internal control panel
140
Elevator Led Screen.

To show the number of floors.
Figure 4.80 : Led screen
Emergency bell button.

This button is to notify building
5
personnel of a possible emergency
situation.
Figure 4.81 : Emergency bell button
Intercom
Used to provide voice
communication between 2 or more
6
locations especially when
emergency happen.
Figure 4.82 : Internal control panel
Light.
Fluorescent lighting being used in
the lift.
7
Figure 4.83 : Light
141
4.5.5.3 LIFT COMPONENT IN MOTOR ROOM
Table 4.17 : Lift component in motor room
NO NAME PHOTO
Lift motor room.
1 The machinery and electrical

controls at the lift motor that
operate a lift.
Figure 4.84 : Lift motor room
Control panel.
A system to control the lift, either

2 manual or automatic.
Figure 4.85 : Control panel
142
4.5.5.4 LIFT OPERATION
Pressed the Motor is Counterweight

button activated
Arrived at the Push the Metal lift car

floor floor
Chart 4.5 : Lift Operation
1. Pressed the switch. (Down or up)

2. The motor starts when the button is pushed. The sheave elevates the elevator when the
motor rotates in one direction. The sheave lowers the elevator when the motor rotates in
the other direction. A lift motor room contains the sheave, the motor, and the control
system.
3. The counterweight will reduce the amount of energy required to balance the elevator car's
weight.
4. The automobile with the metal lift will come. An elevator door has two sets of doors, and
the majority of contemporary elevators are locked with an automatic mechanism.
5. Press the floor icon.
6. The occupant will drive the metal lift vehicle to the desired floor.
143
4.5.6 MECHANICAL VENTILATION SYSTEM

4.5.6.1 AIR CONDITIONING
The centralized air conditioning system at KOMTAR uses a system of supply and return ducts.
The KOMTAR procedure only uses cooling towers like other structures. Condenser and chiller
water are both used by KOMTAR in cooling towers. To treat cold water for the building's air
conditioning system, the cooling tower is used.
Recirculating water systems called cooling towers are used to remove heat from industrial
operations and building air conditioning systems. To guarantee their safe, effective, and
dependable functioning, they need specialized maintenance, including an efficient water
treatment programmed. Facility owners and operators may better run and maintain their
cooling tower systems by understanding how they work.
Water is used in cooling tower systems to remove waste heat from a system and release it
mostly through evaporation. The cooling tower, recirculating pump, and heat exchanger are
the three main parts of a cooling system. In a heat exchanger, when it initially passes, water
absorbs heat. The heated water is then spread out over the top of the cooling tower, where it
is passed by air, which causes some of it to evaporate. The temperature and relative humidity
of the air are both increased to 100% as a result of the heat transfer from the water stream to
the air stream. The outcome is a stream of chilly water once this warm air is released into the
environment. The cycle is then repeated by pumping the cooled water from the basin through
a heat exchanger once more.
To maintain the most effective functioning and to minimize downtime, cooling towers require
periodic maintenance. Water conservation, corrosion, scale, deposits, and microbiological
activity are some of the difficulties that cooling towers face. Water that has evaporated leaves
dissolved pollutants from the makeup water behind, which can collect and cause scale,
deposits, and corrosion. These problems may result in water equipment failure, which would
interrupt production and increase expenses and inefficiency. Professional water treatment
reduces these difficulties through professional assistance, targeted optimization, and industry
Best Practices.
144
4.5.6.2 AIR CONDITIONING SYSTEM OPERATION
Cooling tower Chiller pump
Air Handling
Unit (AHU) Chiller
Distribution
Ducting Air conditioning
Chart 4.6 : Air-conditioning system operation
145
Table 4.18 : Process of Mechanical Ventilation System
1.
The cooling tower generates a stream of

cold water that flows via a heat exchanger
to cool the heated condenser coils. The
tower blasts air through a stream of water,
forcing part of it to evaporate and cool the
stream.
Figure 4.86 : Cooling tower
2.
After the cooling tower has finished chilling

the water, this pump is used to pump the
water from the cooling tower down the
underground pipes to the plant room.
Figure 4.87 : Chiller pump
3. The chiller in the plant room is a

refrigeration unit that has a tube called
capillaries that is used to circulate water
and guarantee the water is cold after
passing through the capillaries.
Figure 4.88 : Chiller
The cold water will then pass through the

4.
AHU. AHU is a location where air
circulates for the heating, ventilation, and
air conditioning systems. Hot air
exchanges will also return to the AHU
room to recycle the space air and restart
the cooling process.
Figure 4.89 : Air Handling Unit (AHU)
146
5.
The cold air will be transported from the
AHU room to the basement ductwork and
distributed to all areas of the building. Hot
air exchanges will also return through the
ducting to the AHU room, recycling the
Figure 4.90 : Distribution Ducting space's air.
The chilly air is subsequently distributed

6.
throughout the structure. The temperature
of the air conditioning is often defined in
combination with the condition of the
chilled water from the cooling tower. For
example, if the temperature in the building
is high, it means that the temperature of
the chilled water delivered is also high.
Figure 4.91 : Air conditioning
147
4.5.7 FIRE FIGHTING SYSTEM
The two components of the firefighting system are active and passive.
In order for an active fire protection system to function well in the event of a fire, some
involvement is necessary. Such activities can be manually controlled, for instance, like a
sprinkler or a fire extinguisher. 2016 (life safety services)
A set of measures known as passive fire prevention compartmentalize the structure to slow
the spread of a fire and give occupants time to evacuate. For instance, walls, floors, and doors
that are fire resistant Despite their differences, active and passive fire prevention systems are
significant since they strive to safeguard both people and property.
KOMTAR has both a passive and an active firefighting system. FESCON SDN BHD and
SAGAJAYA ENTERPRISE are the contractor in charge of firefighting at the building since
they are experts in the field.
148
4.5.7.1 FIRE FIGHTING EQUIPMENT

Table 4.19 : Active firefighting equipment
ACTIVE
Portable Fire Extinguisher (CO2)
1
Located at all electrical and mechanical
plants.
Figure 4.92 : Portable Fire

Extinguisher
Aero hub
2
Located at the room with high risk of fire.
Genset Room, Low Voltage Room.
Figure 4.93: Aero hub
3
Fire alarm
Located at every floor of KOMTAR to alert

tenants and user if the is fire occurs.
Figure 4.94 : Fire alarm
149
Smoke Detector
4 Located at the commercial area of floor 2 to
5
Figure 4.95 : Smoke detector
5 Automatic Water Sprinkler
Located at every floor of KOMTAR it will

splash water if the fire occurs. The heat will
break the mercury glass and water in the pipe
will start to sprinkle.
Figure 4.96 : Sprinkler
6 Hose Reel
Located at the easy access area of every

floor.
Figure 4.97 : Hose reel
150
Table 4.20 : Passive firefighting equipment
PASSIVE
1 Exit signs
Located at the door stairs. The light

will continuously on if the electrical
shortage occurs during the
emergency.
Figure 4.98 : Exit sign
2 Fire Rated Door
Located at the stairs, UPS room, LV

room.
Figure 4.99 : Fire rated door
3 Fireman Intercom system
Located at the commercial area at

floor 1 to 4.
Figure 4.100 : Fireman intercom system
151
4.5.7.2 FIRE FIGHTING SYSTEM OPERATION
WATER TANK
PUMP ROOM
DISTRIBUTION
PIPE
SPRINKLER HOSE REEL
Chart 4.7 : Fire Fighting System Operation
152
4.5.7.2.1 SPRINKLER SYSTEM OPERATION
Table 4.21 : Sprinkler system operation

The water tank's contents will be

delivered to the pump room. There
1
are two sprinkler pumps in total,
including one standby pump.
Figure 4.101 : Pump room
The water will be sent to the

2
sprinkler line by the pump.
Figure 4.102 : Distribution pipe
When there is a fire, the water will

3 flow from the sprinkler pipe to the
sprinkler itself in the building.
Figure 4.103 : Sprinkler
153
4.5.7.2.2 WET RISER SYSTEM OPERATION
Table 4.22 : Wet riser system operation

The water tank's supplies will be

delivered to the pump room. There are
1
two pumps for the wet riser, one of
which is a standby pump.
Figure 4.104: Pump room
The water will be sent to the wet riser

2
pipe by the pump.
Figure 4.105 : Distribution pipe
When there is a fire, water will flow

3 from the wet riser pipe to the
building's hose reel.
Figure 4.106 : Hose reel
154
4.5.8 SECURITY SYSTEM
Security and safety are the precautions taken by an organization to safeguard its property,
people, materials, and facilities against fire, damage, unauthorized entrance, theft, and any
other dishonest, illegal, or criminal act that may occur.
4.5.8.1 ACCESS MANAGEMENT SYSTEM
Only authorized users can get entry to a door using a proximity card in a card access system.
This functionality allows you to regulate and monitor access activities at the door, and the
status of those activities is associated with a specific information such as door id, access time,
card number, door state (open, closed, held open, or forced open), and lock status (locked,
unlocked, manually unlocked or auto unlocked).
Card readers, electromagnetic locks, shatter glass, and door contacts are all part of the card
access equipment.
1. Electromagnetic lock (EML)

EML combines electromagnetic plat with armature plat to function as an automatic door lock.
It communicates directly with the Access Control Unit (Controller) to lock or unlock based on
the state of the card being provided to the reader.
I. Green LED: Door Locked

II. Red LED: Door Unlocked
2. Break Glass
Break Glass is an alternate method for users to evacuate a room or building in an emergency
situation such as a fire. The electromagnetic lock will automatically unlock the door when the
break glass is pounded, allowing anybody to pass through without presenting his or her card.
3. Door Contact
A door contact's role is just for monitoring. It can detect if the door is open or closed and report
the status to the Local Controller Workstation.The reader's function is to read the proximity
card presented by the user, and the data is transferred to the controller for processing whether
the card is valid or not. The reader includes four different types of led lights to indicate various
situations: -
155
a) Red LED : Reader in standby condition

b) Green LED : Valid card been presented
c) Orange LED : Wrong reader figuration
d) No LED : Invalid card been presented
If the door is held open for more than 10 seconds, the reader will recognize the users with a
long "beep" sound. The status of all access activities at the door may be examined or
monitored using the Local Controller Workstation.
4.5.8.1.1 TYPES OF ACCESS READER
Table 4.23 : Types of card access reader
1
The fingerprint, enter password and
access card reader have been
emphasized at the KOMTAR for private
or not access for public spaces.
Figure 4.107 : Card Reader
156
4.5.8.2 SECURITY GUARD

KOMTAR features guards on the bottom floor in addition to an access card system for building
security. There are a total of eight guards that assist KOMTAR in controlling visitor entry and
leave. Every guest who wants to enter the building must first meet with the guards. They must
fill out the paperwork, and the guard will issue them a visitor's card. This is done to guarantee
that only personnel and guests with a pass are permitted to enter the premises.
In addition, guards monitor the facility every morning and night. According to the schedule,
they will alternate their working hours. To keep an eye on everyone who comes into the
building in order to avoid theft, intrusion, and other problems.
Figure 4.108 : Security Guard
157
4.5.8.3 CCTV SYSTEM

Security and safety are the precautions taken by an organization to safeguard its property,
people, materials, and facilities against fire, damage, unauthorized entrance, theft, and any
other dishonest, unlawful, or criminal act that may occur.
Closed Circuit Television, or CCTV, has been installed in the building. The objective of CCTV
is to give security operators with remote 'eyes' by delivering live action displays from a
distance and/or to retain a video record of the places being monitored.
Given today's labor expenses, CCTV is a cost-effective way to increase security and safety
control. Certainly, the primary goal of CCTV systems should be to prevent criminals rather
than to record them.
Security is an important component that cannot be compromised in today's modern society,

when everything is now easily accessible owing to modern technology.
4.5.8.3.1 CCTV SYSTEM OPERATION
CCTV
Monitor
Data centre
Digital Video
Recorder
Chart 4.8 : CCTV system operation
158
Table 4.24 : CCTV system operation
1 The CCTV will record everything that

happens during the day.
Figure 4.109 : CCTV
2 All actions will be shown on the monitor

in the ground-floor building control
system (BCS) room.
Figure 4.110 : Monitor
3 This is the data centre. All data from the

CCTV and monitor will be sent through
here before being sent to the digital
video recorder.
Figure 4.111 : Data centre
159
4 This is 16 Channel Digital Video

Recorder. This is the most crucial piece
of equipment in the system since it
performs the following function
Multiplexing function.
Figure 4.112 : Digital video recorder
It captures all the cameras at the same

time for around 20 days (programmable
and depending on hard disc capacity).
160
4.5.9 DOMESTIC WASTE DISPOSAL SYSTEM (REFUSE DISPOSAL)
Solid waste collection and disposal are the responsibility of municipal and civil engineering
and have traditionally not been a primary concern of the architect or services engineer.
However, the designer of the building and services is obligated to take an interest in waste
management within the confines of a site. The classic dustbin with manual collection provided
a low-cost solution.
The process of collecting and handling solid wastes is commonly referred to as solid waste
disposal management. Improper solid waste disposal can lead to unhygienic circumstances,
which can lead to pollution of the environment.
4.5.9.1 PROCESS OF DOMESTIC WASTE DISPOSAL
Housekeeping
collects from every
floor.
Garbage House at
ground floor
Majlis Bandaraya
Pulau Pinang
Chart 4.9 : Process of domestic waste disposal
161
In KOMTAR, building occupants separate rubbish that may be recycled into recycle bins
located on each level. This is to make cleaning easy while also mastering the 3R idea
(Reduce, Reuse, and Recycle).
Figure 4.113 : Recycle bin
The domestic disposal waste collection system to the garbage house can be divided into 2
which is by the garbage chutes and collected by the housekeeping workers. The garbage
chutes are utilized and been constructed for the floor level 1 to 4 where the house keeping of
these floor areas just need to throw the garbage trough the chutes directly to the garbage
house. Contrast to the domestic disposal water collection for the level 5 to 68, the system will
be done by the housekeeping collecting the waste and transport it to the garbage house via
elevators.
Figure 4.114 : Garbage house
162
4.5.10 TELECOMUNICATION SYSTEM
The sort of communications system employed in KOMTAR is a PABX system, which stands
for Private Automatic Branch Exchange. PABX is an organization's automatic telephone
switching system. The PABX system might include a phone, fax machine, and modem. This
system is available in a variety of sizes and may be installed at the subscriber's location. This
building uses a PABX system, which makes communication between departments and
branches easier and less expensive than having external phone lines linked to every phone
in the organization.
4.5.10.1 TELECOMUNICATION SYSTEM OPERATION
Telecommunication
Subscriber
Fiber Optic Cable
Riser Room
PABX
Chart 4.10 : Telecommunication system operation
163
Table 4.25 : Telecommunication System Operation
1 Fiber optic cable is a high-performance data

networking and telecommunications
network cable. It provides much of the
building's internet, cable television, and
phone infrastructure. One of the basement
rooms houses the main junction for fiber
optic cable.
Figure 4.115 : Fiber Optic Main

Center
2 The fiber optic cables were then carried all

the way down to the basement to the fiber
optic riser from that room. Fiber optic cables
transmit communication signals by using
light pulses generated by tiny lasers.
Figure 4.116 : Fiber Optic Cable tray
3 The fiber optic cable was then routed to a

fiber optic riser on the ground floor. The fiber
optic cable will then pass through the fiber
optic riser and deliver data to a certain floor.
Each level of this structure has a riser room
where the fiber optic cable is installed.
Figure 4.117 : Fiber Optic Cable
164
Table 4.26 : Telecommunication Component
NO COMPONENT OPERATION
1 The communication wire that each company

installed on the roof to connect to the antenna of
their respective telecom provider.
Figure 4.118 :
Telecommunication Cable
2 Every telecommunications firm uses an antenna

that is installed on the roof to provide optimal
coverage.
Figure 4.119 : Antenna
165
4.5.11 UNINTERRUPTIBLE POWER SYSTEM (UPS)
For our case study, which is KOMTAR, we were explained that the building is used advanced
technology such as uninterruptible power system (UPS). An uninterruptible power supply, or
UPS for short, is a type of power supply system that provides instantaneous, emergency
power. Unlike an emergency power supply or standby power supply that draws energy from
the use of fuel via a generator, a commercial UPS utilizes batteries or flywheel technologies
to create instant power.
The UPS system used in KOMTAR is to provide backup power for the building's critical
systems such as elevators, lighting, security systems, and HVAC (heating, ventilation, and air
conditioning). This would ensure that these systems continue to function in the event of a
power outage, allowing the building to be safely evacuated and minimizing the risk of damage
to equipment. Additionally, it may also provide power conditioning to help protect against
power-related issues such as voltage spikes or brownouts.
In the event of an unplanned power outage, a reputable UPS system can automatically detect
this and instantly sends power to connected devices. This ensures continued power, even
when the lights go out. In addition to this, uninterruptible power supplies act as power
conditioners. That means they clean power as it filters through them, preventing surges, dips,
noise, and distortion from destroying your sensitive electronics.
4.5.11.1 UNINTERRUPTIBLE POWER SYSTEM (UPS) OPERATION
Power Failure
Low Voltage Main

Switchboard
Sub Switchboard
Uninterruptible
Power Supply
(UPS)
Chart 4.11 : UPS operation
166
Table 4.27: Component of UPS System

1.
When the UPS system is connected to
the sub switchboard, it monitors the
incoming power and compares it to the
desired voltage and frequency levels. If
the power from the utility grid falls below
a certain level or the voltage or
frequency deviates from the desired
levels, the UPS system will
automatically switch to its battery
backup power source
Figure 4.120 : Uninterruptible Power
System (UPS)
2.
A sub switchboard UPS (uninterruptible
power supply) is a type of backup power
system that is connected to a main
switchboard to provide a secondary
source of power in the event of a power
outage or failure. The sub switchboard
UPS is typically used to protect critical
loads, such as computer servers or
other sensitive
Figure 4.121 : Sub Switchboard
167
4.6 EXTERNAL WORKS AND SERVICES
Any work done to the outside of a building project is referred to as external work. They can
be aesthetic or functional works. External works mostly refer to the building's immediate
surroundings, and facilities made for them include small roads in a housing development,
paved areas, boundary walls, railings, fencing, and turfed areas.
Site preparation work, roads, soft landscaping, hard landscaping, irrigation systems, fencing,
railings, and walls are all considered as external works. Furthermore, external drainage,
external services, and external fixtures.
Site preparation and groundwork are typically needed prior to the start of construction. Next,
all plant life, from flowers and trees to shrubs and groundcover, are included in softscape or
soft landscape. The weather, time of year, and other factors all naturally cause it to vary and
evolve throughout time. The amount of upkeep these elements need to maintain good
condition should be carefully taken into consideration. Then, irrigation systems for outdoor
spaces and gardens can be employed to automate the watering process. The two most
popular types are drip irrigation systems, which supply water to plant roots precisely, and
micro spray systems, which disperse a fine mist of water over a specific region.
Moreover, fencing, railings, and walls can be used to prevent or limit unauthorised automobile
or pedestrian access, to offer security, to create a barrier between different regions, and for
a variety of other purposes. Other than that, external fixtures are those that can be installed
outside the building for functional or aesthetic reasons. Surface water drainage, sewage
disposal, and sustainable urban drainage systems are all examples of external drainage.
While external services might include the irrigation system, streetlights, external security, and
water main supply.
168
4.6.1 STORM WATER DRAINS, CULVERTS, SUMP
For KOMTAR building storm water drain is located at the perimeter of the building. Storm
water drains have the ability to reduce flooding, especially if they are constructed in areas
that are vulnerable to flooding. They also prevent water from building up, which can
encourage the breeding of mosquitoes. In addition to soil, pet faeces, oil, pesticides, and other
pollutants, it may also carry rainwater. The flow of the storm drain is depicted below:
Rainwater Storm
Culverts Sump
water drain
Chart 4.12: Strom Water Drains, Culverts, Sump Process
Figure 4.122 : Sump located besides pedestrian walk
169
4.6.2 WALKWAY
4.6.2.1 PEDESTRIAN WALKWAY
A walkway or passageway for pedestrian, especially one that elevates above the ground and
connects different parts of a building either to KOMTAR building or direct to entrance of The
Top. Figure 4.127 and 4.128 shows a bicycle lane which is provided for pedestrian from the
adjacent building or 1st avenue mall and Prangin mall with parking space for bicycle usage.
Meanwhile figure 4.129 shows a passage to the entrance of The Top.
Figure 4.123 : Walkway Figure 4.124 : Walkway
Figure 4.125 : Walkway
170
4.6.2.2 TACTILE WALKWAY
A textured ground surface indicator called tactile paving is used on walkways to help visually
impaired pedestrians. A different name for it is detectable warning surfaces.
They applied the blister surface depicted in figure 4.130 and 4.131. Pedestrian crossings
feature blister pavement surfaces. This feature provides for someone who has trouble seeing
will be alerted that they are at a road crossing by this surface. Blind people may easily feel
the blister surface under their feet, and people with visual impairments can recognize the
colours. The surface, which has rows of flat-topped blisters arranged in a square pattern, is a
vital security element.
Figure 4.126 : Tactile walkway
Figure 4.127 : Tactile walkway
171
4.6.3 SECURITY AND FENCES
A fence is a building that surrounds, confines, or separates a space, usually outdoors. It is

often built or constructed from posts that are connected by boards, wire, rails, or netting. A
gate is an exterior door-like structure used to keep things inside or secured by keeping the
gate or door closed.
KOMTAR building or known as a Tun Abdul Razak Complex where all government
department located on the same building such as MBPP, Majlis Bandaraya Pulau Pinang. As
a government building, the building must have an easy access and open spaces for people
to enter the building for their business purposes. For that particular reason, KOMTAR building
does not have any fencing or gates.
Figure 4.128 : Entrance
Figure 4.129 : Entrance
172
4.6.4 LANDSCAPE
The characteristics of a certain piece of land are what are referred to as its landscape,
particularly when that piece of land has been enhanced by thoughtfully planned planting and
layout. There are two main components in landscape design. These two components are
softscape and hardscape.
Hardscape and softscape are completely antithetical, both are required for a landscape to
work properly for fully functional. The hard landscaping in your yard includes things like bricks,
stone, and concrete. The soft, growing elements in a landscape include trees, shrubs,
succulents, and perennial flowers. While hardscape is not alive, softscape is a living thing.
As for KOMTAR building, Penang. The organization or known as PDC itself has appoint Aisar
Iltizam Enterprise for landscape and cleaning purpose. The contractor has 6 workers and
work for 7 days a week with different shift planned by the contractor in KOMTAR building.
They have sunken garden at the ground floor which is KOMTAR walk.
173
4.6.4.1 SOFTSCAPE
Table 4.28 : Softscape
NO. DESCRIPTION PHOTO
1. Botanical name:
- Tradescantia spathacea
Also known as:

- Maidenhair tree
Location:
- Building compound
Figure 4.130 : Tradescantia spathacea
2. Botanical name:
- Hymenocallis littoralis
Also known as:

- Spider lily
Location:
- Building compound
Figure 4.131 : Hymenocallis littorales
3. Botanical name:
- Cordyline fruticosa
Also known as:

- Bongbush
Location:
- Building compound
Figure 4.132 : Cordyline fruticosa
174
4. Botanical name:
Fagraea ceilanica
Also known as:

Perfume Flower Tree
Location:
Building compound
Figure 4.133 : Fagraea ceilanica
5. Botanical name:
Galphimia glauca
Also known as:

Galphimia
Location:
Komtar walk Figure 4.134 : Galphimia glauca
6. Botanical name:
Muehlenbeckia
complexa
Also known as:

Wire Vine
Location:
Figure 4.135: Muehlenbecki complexa
Komtar walk
7. Botanical name:
Ginkgo Biloba
Also known as:

Maidenhair tree
Location:
Komtar walk Figure 4.136 : Ginkgo Biloba
175
4.6.4.2 HARDSCAPE
Table 4.29 : Hardscape
NO. PICTURES DESCRIPTION
1. Bicycle lane
Material : Cement and paint

Quantity : -
Location : All around KOMTAR building
Figure 4.137 : Bicycle Lane
2. OKU pathway (Ramps)
Material : Concrete, cement and steel

Quantity : 4
Location : 2 at entrance of building and 2
at the back of the building
Figure 4.138 : OKU pathway
3. Walkway
Material : Interlocking concrete pavement

Quantity : -
Location : KOMTAR walk
Figure 4.139 : Walkway
176
4. Fire hydrant
Material : Steel
Quantity : 8
Location : Around KOMTAR building
Figure 4.140 : Fire hydrant
5. Dustbin
Material : Plastic
Quantity : 6
Location : Entrance of Tun Abdul Razak
Complex
Figure 4.141 : Dustbin
6. Stone road barrier
Material : Concrete
Quantity : 28
Location : Every corner of the building
Figure 4.142 : Stone road barrier
7. Sculpture
Material : Wood
Quantity : 1
Location : Near the entrance
Figure 4.143 : Sculpture
177
4.6.5 COMPOUND LIGHTNING
A raised source of light on the side of a road or path is referred to as a streetlight, light pole,
lamppost, streetlamp, light standard, or lamp standard. the installation of lighting in public
spaces at night to brighten the streets.
There are numerous varieties of compound lighting used for PDC. To provide light at night or
in the dark, all of the compound lighting is situated around the building.
Table 4.30: Compound lighting
NO. PHOTO DESCRIPTION
1.
Quantity: 10
Figure 4.144 : Street Light Pole
2.
Quantity: 32
Figure 4.145 : Recessed Light
178
3.
1.
Quantity: 20
Figure 4.146 : Downlight
4.
Quantity: 6
Figure 4.147 : Spotlight
5.
Quantity: 10
6.
Quantity: 6
179
4.7 SPECIAL TECHNOLOGY FEATURES
Technology is defined as apparatus and equipment created by the application of scientific

knowledge, where special indicates better, greater, or different from what is customary. A
building's usage of advanced technology known as special technological features makes it
easier for employees to work and also helps the building to be more environmentally friendly.
In KOMTAR, they have Building Control System (BCS), computerized Maintenance
Management System and Building Automation System (BAS).
4.7.1 BUILDING AUTOMATION SYSTEM (BAS)
BAS is an intelligent system comprising both hardware and software that connects heating,
ventilation, and air conditioning (HVAC), lighting, security, and other systems to interact on a
single platform. In this approach, the automation system provides critical information on a
building's operational efficiency while also improving occupant safety and comfort.
Building automation systems' primary goals include lowering energy consumption, lowering
maintenance costs, enhancing tenant comfort and productivity, and prolonging the utility
systems' useful lives.
The primary functions of BAS include maintaining the temperature, ventilation, and humidity
within a predetermined range, humidity management, occupancy-based lighting, correct
elevator operation, fire prevention, security, and other vital building systems.
In KOMTAR, one of the construction technologies used is Building Automation System is one
of the building technologies employed in KOMTAR (BAS). The BAS located at the ground
floor and will be used to operate and manage the building services.
180
4.7.1.1 BUILDING AUTOMATION SYSTEM (BAS) OPERATION
Building control
room
Control
Electrical Mechanical ventilation Fire Alarm
Services And Air Conditioning System
Security Public Address

System System
Chart 4.13 : Building Automation System (BAS) Operation
181
Table 4.31 : Building Automation System (BAS) Operation
The BAS system in this building

1
was utilised to regulate the water
supply, electrical services, fire
alarm system, air conditioning,
and security system. This
system's main objectives are to
promote safety, lower costs, and
boost system efficiency.
Figure 4.150 : BAS System
The building's vital locations,

2
primarily the lobby entrances,
elevator lobbies, parking lots,
and loading bays, are the focus
of the CCTV system's design.
The system that has been put in

the building is straightforward but
offers users essential digital
Figure 4.151 : Control Room features and functionalities.
These systems in this building

regulate the chilled water circuit,
the air handling unit, the fan coil
unit, and the ventilation system.
Figure 4.152 : Chilled Water & Condenser Pump

System
182
4 The building's PA system is

likewise controlled via the BAS
room. Larger PA systems with
more speakers are typically
utilised in these facilities to
broadcast announcements or
proclaim states of emergency.
Figure 4.153 : PA System
For the sake of safety, the BAS

5
system controls and monitors the
fire alarm system in the building.
The building houses both the
intended master handset and the
primary control panel. By
elevating the phone unit, each
remote fireman handset may dial
the selected master handset.
Figure 4.154 : Fire Alarm System The alert warning will be picked
up by the system.
183
COMPONENT OF BAS
Typically, building automation systems consist of five parts. We will discuss how these
elements communicate and interact with one another.
1. Sensor
Sensors are tools that monitor a variety of conditions, including humidity, temperature, lighting
levels, the number of occupants in a space, and the presence of smoke. Sensors collect this
data and then send it to the controllers.
2. Controllers
The automation system of the building is controlled by controllers. They gather all of the
sensor data and, using that data, send commands to all connected devices, including HVAC
and lighting systems, among others.
3. Output device
Relays and actuators of the particular systems carry out the new instructions or demands
when the controller issues a command. For instance, switch on the heating or air conditioning
at 6 am so that it is appropriately heated or air conditioned when employees arrive at work at
8 am.
4. Communication protocols
Each building automation system connects each component using a unique language. Each
component can send and receive information to change its settings and carry out orders with
the use of protocols like BACnet and Modus.
5.Terminal interface
Building and facility operators can access each BAS through a user interface or terminal. This
terminal offers the option for manual modifications while assisting users in understanding the
information passed between each component.
184
4.7.2.1 COMPLAINT
Customers may lodge complaints via phone, email, or in person at the business. Although
every grievance must still be submitted via the E-SPFB website, and clients will receive
responses within 30 minutes to let them know they have received and will address the issue
that arises in the building.
KOMTAR Penang also have their own website where client can complaint direct to them via
website. There are two websites where client can complaint which is
https://www.pdc.gov.my/index.php/my/ and http://www.setiaurus.com.my/.If there are many
complaints about the same issue or problem, the receiver will only accept one, rejecting the
others on the grounds that they have already been told of the issue and there will only be one
person in charge of the complaints. This is to ensure that there are no complaints of overlap.
If the complaint is not resolved in three days of work, the employee will receive a demerit.
Most complaints may be resolved in a single day, however occasionally maintenance tasks
take more than three days to complete. For instance, they are out of stock and must wait for
supplies from the supplier. In this scenario, the receiver will update the client on the status of
the repair job. The work order's organisation is shown in the figure below.
Figure 4.155 : PDC Website
Figure 4.156 : Setiaurus Website
185
4.7.2.2 CLIENT ACTION
Complaint Log in E -SPFB Fill the form

(website/email/call )
Sign the open work Sign the open work Wait for the
order order response in 30
minutes
(after the (to verified that the
maintenance work complaint has been)
is)
Chart 4.14 : Client Action
186
4.7.2.3 ADMIN/MAINTENANCE ACTION
Response the
Complaint Check client
complaint in 30
(website/email/call) complain
minutes.
Open work order. -

Technician will do
Closed work order - Client sign.
the maintenance
Engineer sign. Technician sign.
work (within 3 days).
Supervisor sign
Chart 4.15 : Admin/Maintenance Action
187
4.8 SUMMARY
In conclusion, the Tun Abdul Razak Complex was created and inspired to serve as the hub
for all administrative, commercial, retail, and transportation activities. The Tun Abdul Razak
Complex's surrounding structures work together to form a large and well-organized structure.
Energy efficiency is crucial when designing buildings, and the Tun Abdul Razak Complex has
been recognized for its use of natural illumination through its use of glass curtain walls and
electrical energy savings by the Energy Commission.
In addition, the building's structural and interior components were protected using high-quality
building elements during construction and installation. Furthermore, the Tun Abdul Razak
Complex has full building services that enhance comfort, efficiency, and safety. Clean
equipment, sewerage system, cold water supply, electrical distribution system, mechanical
transport system, and elevator are among the building services built in the Tun Abdul Razak
Complex.
There is also a mechanical ventilation system, a fire extinguisher system, a security system,
CCTV, and a gas supply system. Furthermore, the Tun Abdul Razak Complex has particular
technology elements such as a Building Control System (BCS) and a Computerized
Maintenance Management System (CMMS) to produce a better, consistent, and productive
work and living environment.
188
CHAPTER 5 : BUILDING
CONDITION ASSESSMENT
189
5.1 INTRODUCTION
A building's function, performance, regulatory requirements, or user needs may be

compromised by a fault, which may be apparent in the building's construction, fabric, services,
or other amenities. When an inspection is being conducted, the requirements for the specific
building type will help to establish performance benchmarks, which signal a defect or
deficiency is evaluated by comparison to the benchmark. This will often be prioritized in
accordance with a specified list of priorities for repairs, maintenance, or other actions to
enhance either performance or capabilities.
A defect's cause must first be identified through defect diagnosis before any appropriate
treatments can be suggested. It's crucial to avoid being rigid in your thinking about the
reasons since doing so might lead to the implementation of an ineffective cure at a cost that
may be higher than necessary. It's crucial trackable detect problems that don't require
professional distance as well as those that do so that you can take the appropriate action.
Most construction defects are preventable. They typically happen when fundamental
information is not used or is applied incorrectly. Such information occasionally seems to
vanish. More advice on failure prevention is needed given the amount and kind of defects
currently found in building construction.
The most dangerous circumstance is likely to involve surveys conducted before purchases,
where the results of the survey are of utmost importance. There is little doubt that an architect
or surveyor has a duty of care while performing surveys of any kind. However, if a problem
arises, they may only be held in breach of contract if it can be demonstrated that the flaw
should have been found by a suitably qualified and diligent surveyor.
190
5.2 SCOPE OF WORK AND LIMITATIONS

5.2.1 SCOPE OF WORK
Inspections are conducted with the intent of determining the interior and external building
condition assessments. Creating the measured sketch plan is the second step. The third step
is to list all the parts and components of the construction. The list of problem kinds, potential
causes, analyses of structural flaws, and suggested fixes were all included in the work's
scope. Suitable diagrams, drawings, or images should be used to support it as well. But there
had also been a physical examination, a visual inspection, and a condition study. A visual
inspection and a non-destructive test are the two protocols that must be followed throughout
the examination.
5.2.2 LIMITATION
There are several locations and structures that are accessible during the inspection at the
Tun Abdul Razak Complex, enabling us to detect flaws there. Unfortunately, there are some
sections that are restricted owing to the high danger of access, the sensitive nature of the
purpose, and the potential impact on the building's and site's current state. On the other hand,
it can also harm the surveyor, which is a restriction.
The limited space during the inspection is:

1. All government office unit
2. Staff room
3. The Top
4. Manhole
191
5.3 ANALYSIS OF BUILDING DEFECTS

5.3.1 DEFECT BY TYPE
TYPES OF DEFECTS
3%3% 16%
6%
3%
7%
3%
23%
7%
3%
7%
19%
Missing Broken Crack Chipped Perfoared Rusty

Mould Stain Mark Peeling Paint Rotten Faded Paint Dislocated
Chart 5.1 : Type of building defects
Type of inspection that had been carried out in the building was condition survey where it
inspects and assesses the building by doing visual inspection which includes the structure,
fabric, finishes and ground. Inspection was done thoroughly on every floor except few places
which could not be accessed due to limitation.
Defect that distributes the highest percentage is broken. It is related to the broken of window,
mirror, air duct, ventilation cover and wiring pipes. Second defects that had the second
highest percentage in the pie chart is crack. There are both major and minor crack on the
floor and wall for various types of reason. This inconvenience could bring harm to the
occupants, further action must be taken by admin. There are missing tiles recorded during
the inspection. There are also few lamps that failed to work because the fluorescent light has
been missing and hasn’t been replace. Another defects that should be taken care is mould
growth. Mould growth happened on wall because of the dampness in the building with bad
ventilation system. Minor defects don’t need quick action for remedies as it brings no harm to
the occupant except for severe. While not for major defects which could lead to failure of
building structure.
192
5.3.2 DEFECT BY ELEMENTS
TYPES OF ELEMENTS
Plumbing
Tiles
Air Duct 7% 15%
7%
Rail Staircase
Window
4%
8%
Electrical
7%
Drain Cover
7%
Wall
Ceiling 30%
15%
Tiles Window Wall Drain Cover Electrical Rail Staircase Air Duct Plumbing
Chart 5.2:Types of Elements
Analysis of the percentage of defects on the elements is shown in the pie chart above. We
can observe that out of 8 defected elements in wall categories has the highest percentage
(30%). 8 wall defects are present in the structure at KOMTAR. A lot of defects including the
crack, faded on paint and perforated wall were recorded. Ceiling and tiles defect has the
second highest percentage with both has 4 different defects. Building services, such as the
plumbing and electrical systems, are frequently defective have been identified during the
inspection of the accessible are of KOMTAR.
Meanwhile, the lease amount of defect were rain cover, window, rail staircase and air duct
also recorded in this analysis all with 3% and 7%.
193
5.3.3 DEFECT BY MATRIX CLASSIFICATION
DEFECT BY MATRIX CLASSIFICATION
6.70%
40% 53.30%
Green Yellow Red
Chart 5.3: Defect by Matrix Classification
According to the term matrix, the proportion of green colour in the schedule of building
condition (SOBC) is the highest, at 53.3% from 30 problems, as indicated in the data above.
There are 16 defects with scores ranging from 1 to 4. Green colour define as plain
maintenance which is a defect that is still able to fix by the solutions specified in the defect
sheet. Meanwhile, in the midst of (SOBC), there is a yellow colour that came in second with
40.0% of 30 defects.
Yellow colour is defined as condition monitoring which means the defects can be fixed and
need to pay more attention required to repair so that the defects would not become worst.
Missing and damaged elements, such as a missing nosing tile, a broken mirror, a broken
concrete drain, a missing ceiling cover, and broken wire pipes, are the most common yellow
defects. There are 12 yellow defects out of 30 with scores ranging from 5 to 12.
Finally, with a percentage of 6.7%, there are 1 defect categorized as red colour with a score
ranging from 13 to 20 red colour. Red colour are classified as defects that require immediate
attention and must be repaired or replaced in order to avoid causing difficulties to the
occupants.
194
5.4 SCHEDULE OF BUILDING CONDITION
For the assessment on condition, priority, matrix and overall building assessment, we refer to
CPBS101 3rd edition for building condition assessment because our building in semi
government and private building.
1. Condition Assessment
Table 5.1: BARIS Condition Assessment
CONDITION SCALE VALUE DESCRIPTION
1 New/As New Minor Serving
2 Fair Minor Repair
3 Poor Minor Repair/Replacement
4 Very Poor Malfunction
5 Dilapidated Damage/Missing
2. Priority Assessment
Table 5.2 BARIS Priority Assessment
PRIORITY CONDITION DESCRIPTION/VALUE
Functional, only cosmetic

Normal 1 defects.
Minor defect but can lead to
Routine 2 serious defect if left
unattended.
Serious effect, cannot
Urgent 3 function to an acceptable
standard.
Element/structure does not
function at all; and risk that
Emergency 4
can lead to fatality and/or
injury.
195
3. Matrix Assessment
Table 5.3: BARIS Matrix Assessment
NO MATRIX SCORE
1 Plan Maintenance 1 to 4
2 Condition Monitoring 5 to 12
3 Serious Attention 13 to 20
4. Overal Building Assessment

Table 5.4: BARIS Overall Building Assessment
NO BUILDING RATING SCORE

1 Good 1 to 4
2 Fair 5 to 12
3 Dilapidated 13 to 20
196
Table 5.5: Schedule of Building Conditions
BUILDING ASSESSMENT RATING SYSTEM (BARIS) FOR KOMPLEKS TUN ABD RAZAK,
PENANG
SCHEDULE OF BUILDING CONDITION

BUILDING CONDITION PRIORITY MATRIX DEFECT INDICATION
DEFECTS
ELEMENT [a] [b] [c] (a x b) SHEET CODE
Missing wall
Wall/tiles 2 1 2 1 E1
tiles
Broken
Window 2 2 4 2 E2
window
Vertical and
Concrete
horizontal 2 1 2 3 E3
Plaster
crack line
Chipped
Concrete
concrete 2 2 4 4 E4
floor
ramp
Chipped
concrete Floor tiles 2 2 4 5 E5
paving
Broken
Pipes 2 3 6 6 E6
wiring pipes
Crack on Concrete
2 2 4 7 E7
concrete wall
Broken Concrete
concrete drain 3 3 9 8 E8
drain cover cover
Missing Steel
steel drain drain 5 3 15 9 E9
cover cover
Perforated Concrete
3 3 9 10 E10
wall wall
Missing
Tile 3 2 6 11 F1
nosing tile
Cracked on
Tiles 2 1 2 12 F2
tiles
Rusty rail Rail
2 2 4 13 F3
staircase staircase
Missing
fluorescent
Light 1 2 2 14 S1
light on the
ceiling
A vertical Concrete
1 2 2 15 F4
crack line wall
Mould on Concrete
2 1 2 16 F5
the wall wall
197
Broken
Mirror 3 2 6 17 F6
Mirror
Cracked
Concrete
concrete 3 1 3 18 F7
floor
floor
Damaged
Steel 3 2 6 19 F8
floor trap
Water stain
Ceiling 3 3 9 20 F9
mark
Peeling of
Ceiling 2 1 2 21 F10
paint
Water stain
mark
Rotten
Window
window 3 1 3 23 F12
Frame
frame
Window
Wall 2 2 4 24 F13
Frame
Missing
Ceiling
Faded Paint Walls 2 1 2 26 F15
Dislocated
and unfixed Socket 3 3 9 27 S2
plug socket
Crack on
Walls 3 2 6 28 F16
Wall
Rusty and Ventilation
3 2 6 29 F17
broken Cover
Broken Air
Air Duct 4 3 12 30 S3
duct
Total Mark (d) (∑ of c) 157

Number Of Defects (e) 30
Total Score (d/e) 5.2
Overall Building Rating Fair
198
5.5 DEFECT SHEET
Table 5.6 : Defect No 01
DEFECT SHEET
NO.
01/30 (E1) LEVEL Ground Floor
LOCATION External
ELEMENT
Wall/tiles
COMPONENT
BARIS
CONDITIO PRIORIT
MATRIX COLOUR
N Y
2 1 2
DEFECT DESCRIPTION
Figure 5.1: Foresight view Missing wall tiles
POSSIBLE CAUSE
Due to tiles are not grouted properly
REMEDIES
1. Buy a new tile and adhesive

2. Grout the tile grouting prevents the water
from getting behind the tile so that it stays in
place.
3. Apply the grout:
Figure 5.2: Close view
1) Mix it with water to turn it into a paste.
SIZE OF AFFECTED AREA : 2) Apply the grout evenly onto tile surface.
0.60m 3) Apply beyond the edges to ensures it
reaches every corner of the tiles.
0.60m 4) Carefully remove any grout that get on the
tile surface.
4. Leave it for 24 hours
0.60m x 0.60m = 0.36m2
199
DEFECT SHEET
NO.
LOCATION External
ELEMENT
Window
COMPONENT
BARIS
CONDITION PRIORITY MATRIX COLOUR
2 2 4
DEFECT DESCRIPTION
Broken window
POSSIBLE CAUSE
Figure 5.3: Foresight view
Human activity - vandalism
REMEDIES
1. Remove the broken part of the glass.

2. Insert new glass.
3. Put adhesive glue around the new glass
pieces.
4. Let it dry for 24 hours.
SIZE OF AFFECTED AREA :

0.30m
0.60m
0.60m x 0.30m = 0.18m2
200
DEFECT SHEET
NO.
LOCATION External
ELEMENT
Concrete Plaster
COMPONENT
BARIS
2 1 2
DEFECT DESCRIPTION
Vertical and horizontal crack line on concrete wall
POSSIBLE CAUSE
Exposed to heat and rain
REMEDIES
1. Cleaning the cracked surface

2. Make the crack moist.
3. Preparation of sealant
4. Applying the sealant into the crack
SIZE OF AFFECTED AREA : 5. Curing the concrete cracks.
1.50m
1.50m
1.50m x 1.50m = 2.25m2
201
DEFECT SHEET
NO.
LOCATION External
ELEMENT
Concrete floor
COMPONENT
BARIS
2 2 4
DEFECT DESCRIPTION
Chipped concrete ramp

POSSIBLE CAUSE
Weak concrete, exposed to heat and rain or heavy

impact on surface.
REMEDIES
1. Identify the crack area.

2. Prepared all the tools and equipment.
3. Wear a glove to avoid any injuries during
the process.
4. Clean the crack area that have been
Figure 5.8: Close view contaminated.
5. Scrub the damaged area with a wire brush.
SIZE OF AFFECTED AREA : 6. Mix the repair mortar in a bucket.
0.60m 7. Scoop the mortar and put into the crack
area.
0.60m 8. Scrape the surface once more with the
long trowel to even it out and layered it
with new layer of mortar.
0.60m x 0.60m = 0.36m2 9. Create the ramps line back to make it look
new back.
10. Lastly, let the mortar dry for at least 24
hours before walking on it.
202
DEFECT SHEET
NO.
LOCATION External
ELEMENT
Floor tiles
COMPONENT
BARIS
2 2 4
DEFECT DESCRIPTION
Chipped concrete paving
POSSIBLE CAUSE
Due to heavy impact on the surface.
REMEDIES
Figure 5.10: Close view 1. Buy a new tile and adhesive

2. Grout the tile. - Grouting prevents the water
from getting behind the tile so that it stays in
SIZE OF AFFECTED AREA : place.
0.50m 3. Apply the grout :
1) Mix it with water to turn it into a paste.
2) Apply the grout evenly onto the tiles
0.50m
surface.
3) Apply beyond the edges to ensures it
reaches every corner of the tiles.
0.50m x 0.50m = 0.25m2 4) Carefully remove any grout that get on
the tile surface.
4. Leave it for 24 hour.
203
DEFECT SHEET
06/30 (E6) LEVEL Ground floor
NO.
LOCATION External
ELEMENT
Pipes
COMPONENT
BARIS
2 3 6
DEFECT DESCRIPTION
Broken wiring pipes

POSSIBLE CAUSE
Due to element age and decay due to weather

condition.
REMEDIES

Figure 5.12: Close view 2. Wear a glove to avoid any injuries during
the process.
3. Disconnecting all the electric supply in that
area.
0.15m
4. Gently look for the leftover broken wire.
5. Remove the damaged component.
0.15m
6. Turn on all the electrical supply back.
7. Lastly, touch up the important area to
make it look new.
0.15m x 0.15m = 0.02m2
204
DEFECT SHEET
NO.
LOCATION External
ELEMENT
Concrete wall
COMPONENT
BARIS
2 2 4
DEFECT DESCRIPTION
Crack on concrete
POSSIBLE CAUSE
Plastic shinkage between different concrete grade of

the beam and wall.
REMEDIES

Figure 5.14: Close view 5. Curing the concrete cracks.

0.50m
1.50m
1.50m x 0.50m = 0.75m2
205
DEFECT SHEET
NO.
LOCATION External
ELEMENT
Concrete drain cover
COMPONENT
BARIS
3 3 9
DEFECT DESCRIPTION
Broken concrete drain cover
POSSIBLE CAUSE
Due to heavy impact on the surface.
REMEDIES
Figure 5.16: Close view 1. Clean any part of broken drain cover
2. Buy new concrete drain cover
SIZE OF AFFECTED AREA : 3. Install new concrete drain cover
0.50m
0.70m
0.70m x 0.50m = 0.35m2
206
Table 5.14: Defect No 09
DEFECT SHEET
NO.
LOCATION External
ELEMENT
Steel drain cover
COMPONENT
BARIS
5 3 15
DEFECT DESCRIPTION
Missing steel drain cover

POSSIBLE CAUSE
Human activities – Vandalism or stolen
REMEDIES
1. Clean any part of broken drain cover

2. Buy new steel drain cover
3. Install new steel drain cover

0.6m
0.60m
0.60m x 0.60m = 0.36m2
207
DEFECT SHEET
NO.
LOCATION External
ELEMENT
Concrete wall
COMPONENT
BARIS
Figure 5.19: Foresight view 3 3 9

DEFECT DESCRIPTION
Perforated wall
POSSIBLE CAUSE
Human activities
REMEDIES

1. Scrub clean of any loose concrete
2. Pour new concrete mix into the hole
3. Leave it for 24 hours to let dry
0.25m
0.60m
0.60m x 0.25m = 0.15m2
208
DEFECT SHEET
11/30 (F1) LEVEL Ground floor
NO.
LOCATION Staircase
ELEMENT
Tile
COMPONENT
BARIS
3 2 6
DEFECT DESCRIPTION
Figure 5.21: Foresight view Missing nosing tile
POSSIBLE CAUSE
Weak cement adhesion
REMEDIES
1. Buy new tiles and adhesive.

2. Grout the tile.
3. leave it 24 hours to set.
Figure 5.22: Close view 4. set the new tile.

0.25m
0.15m
0.25m x 0.15m = 0.04m2
209
DEFECT SHEET
NO.
12/30 (F2) LEVEL Ground Floor
LOCATION Lobby
ELEMENT
Tiles
COMPONENT
BARIS
2 1 2
DEFECT DESCRIPTION
Figure 5.23: Foresight view Cracked on tiles
POSSIBLE CAUSE
Slight movement of concrete slab
REMEDIES

the process.
3. Undercut the crack's edges by using a
SIZE OF AFFECTED AREA : cold chisel and large hammer to undercut
0.30m the edges of the crack.
4. Measure the broken tiles and find a new
1.20m replacement based on the measure.
5. Mix a suitable amount of concrete

mix with water as instructed on the
1.20m x 0.30m = 0.36m2
bag.
6. With a trowel, fill the crack thoroughly

with the mixture. Smooth it down with
the side of the trowel and level the
surface as much as you can.
7. Let the patch dry.

8. Clean the surface.
210
DEFECT SHEET
13/30 (F3) LEVEL First floor
NO.
LOCATION Staircase
ELEMENT
Rail staircase
COMPONENT
BARIS
2 2 4
DEFECT DESCRIPTION
Rusty rail staircase
Figure 5.25: Foresight view POSSIBLE CAUSE
Chemical reaction when iron is exposed to oxygen
REMEDIES
1. Mix water and baking soda into a thick

paste and spread it all over the rusty area.
2. Let it sit for an hour, then use a metal
brush to remove the rust.
3. Apply a protective coating such as SI-
SIZE OF AFFECTED AREA : COAT anti-corrosion protective coating.
1.0m
1.0m
1.0m x 1.0m = 1.0m2
211
DEFECT SHEET
14/30 (S1) LEVEL Second Floor
NO.
LOCATION Emergency staircase
ELEMENT
Light
COMPONENT
BARIS
1 2 2
DEFECT DESCRIPTION
Missing fluorescent light on the ceiling

POSSIBLE CAUSE
Stolen or unfinished replacement work
REMEDIES
1. Identify and recognize the size and type

of the fluorescent tube.
2. Reinstall the new fluorescent tube by twist to
lock.
3. Test the lamp to make sure the fluorescent

tube is working properly.
212
DEFECT SHEET
15/30 (F4) LEVEL First Floor
NO.
LOCATION Corridor
ELEMENT
Concrete wall
COMPONENT
BARIS
1 2 2
DEFECT DESCRIPTION
A vertical crack line on concrete wall
POSSIBLE CAUSE
Vibration from machine room
REMEDIES

5. Curing the concrete cracks.

2.0m
0.10m
2.0m x 0.10m = 0.20m2
213
DEFECT SHEET
16/30 (F5) LEVEL Ground level
NO.
LOCATION Internal
ELEMENT
Concrete wall
COMPONENT
BARIS
2 1 2
DEFECT DESCRIPTION
Mould on the wall

High humidity or leaking pipe
REMEDIES
1. Spray white vinegar.

2. Clean the area thoroughly with plain water.
3. Clean the hardened stain.
4. Remove the moisture.
5. Prevent mold and fungus from growing.

0.30m
0.30m
0.30m x 0.30m = 0.9m2
214
DEFECT SHEET
17/30 (F6) LEVEL Third floor
NO.
LOCATION Parking Area
ELEMENT
Mirror
COMPONENT
BARIS
3 2 6
DEFECT DESCRIPTION
Broken Mirror
POSSIBLE CAUSE
Vandalism
REMEDIES
1. Remove the mirror.

2. Measure the size off mirror.
3. Clean the new mirror surface.
4. Replace the new mirror.
5. Clear all the debris after work.

1.50m
0.60m
0.60m x 0.30m = 0.90m2
215
DEFECT SHEET
NO.
18/30 (F7) LEVEL Ground Floor
LOCATION Interior
ELEMENT
Concrete floor
COMPONENT
BARIS
3 1 3
DEFECT DESCRIPTION
Figure 5.35: Foresight view Cracked concrete floor
POSSIBLE CAUSE
Pressure from a heavy object
REMEDIES

Figure 5.36: Close view the process.
3. Sweep any large concrete chunks out of
the hole.
4. Vacuum the area.
0.30m
5. Scrub the damaged area with a wire brush
and water.
0.30m
6. Mix the repair mortar in a bucket.
7. Scoop the mortar into the crack or hole.
8. Scrape the surface once more with the
0.30m x 0.30m = 0.09m2
long trowel to even it out.
9. Let the mortar dry for at least 24 hours
before walking on it.
216
DEFECT SHEET
NO.
19/30 (F8) LEVEL Fourth floor
LOCATION Toilet
ELEMENT
Steel
COMPONENT
BARIS
3 2 6
DEFECT DESCRIPTION
Damaged floor trap

POSSIBLE CAUSE
High impact on the surface.
REMEDIES
1. Identify and recognize the size and

type of floor trap.
2. Reinstall the floor trap using a strong
cement adhesive.
217
DEFECT SHEET
NO.
LOCATION Lobby
ELEMENT
Ceiling
COMPONENT
BARIS
3 3 9
DEFECT DESCRIPTION
Water stain mark on plaster ceiling
POSSIBLE CAUSE
Leaking from upper floor
REMEDIES
1. Identify and repair the root cause.

2. Clean the stain with bleach.
3. Apply bitumen paint for waterproofing
purposes.
4. Apply a base coat of stain-blocking primer.
SIZE OF AFFECTED AREA : 5. Cover the primer with paint.
1.0m
1.0m
1.0m x 1.0m = 1.0m2
218
DEFECT SHEET
NO.
21/30 (F10) LEVEL First floor
LOCATION Internal
ELEMENT
Ceiling
COMPONENT
BARIS
2 1 2
DEFECT DESCRIPTION
Peeling of paint
POSSIBLE CAUSE
Dryness
REMEDIES
1. Remove any loose, cracked, or peeling

paint from the damaged area Using a 100-
Figure 5.42: Close view grit sandpaper.

2. Using a putty knife, apply a thin layer of
SIZE OF AFFECTED AREA : patching material to the damaged area.
0.50m Allow it to dry.
3. Use 220-grit sandpaper to smooth the
1.0m patched area and make it even with the
surface.
4. Remove any final dust or debris from the
1.0m x 0.50m = 0.5m2 finished repair.
219
DEFECT SHEET
NO.
LOCATION Internal
ELEMENT
Ceiling
COMPONENT
BARIS
3 2 6
DEFECT DESCRIPTION
Figure 5.43: Foresight view Water stain mark on ceiling
POSSIBLE CAUSE
Leaking from upper floor
REMEDIES
1. Identify and repair the root cause.

2. Clean the stain with bleach.
3. Apply bitumen paint for waterproofing
Figure 5.44: Close view purposes.
4. Apply a base coat of stain-blocking primer.
SIZE OF AFFECTED AREA : 5. Cover the primer with paint.
0.50m
1.0m
1.0m x 0.50m = 0.5m2
220
DEFECT SHEET
NO.
LOCATION Toilet
ELEMENT
Window Frame
COMPONENT
BARIS
3 1 3
DEFECT DESCRIPTION
Rotten window frame

Exposed to water
REMEDIES
1. Clean the rotten area.

2. Remove the rotten parts using a chisel and
Figure 5.46: Close view hammer.
3. Drilling hole in the rotten frame
4. Fill in the rotten frame area with epoxy
wood consolidate.
2.0m
5. Apply filler to the frame.
6. Clean all the debris.
0.2m
0.2m x 2.0m = 0.40m2
221
Table 5.29 : Defect no 24
DEFECT SHEET
24/30 (F13) LEVEL Third Floor
NO.
LOCATION Toilet
ELEMENT
Wall
COMPONENT
BARIS
2 2 4
DEFECT DESCRIPTION
Peeling of paint on the wall
Penetration of moisture
REMEDIES
1. Make sure the surface dry.

2. Clean the surface and remove loose scales
using brush.
3. Smooth the surface with sandpaper.
4. Treat the mold using degreaser and cleaner.

0.60m
0.60m
0.60m x 0.60m = 0.36m2
222
DEFECT SHEET
NO.
25/30 (F14) LEVEL Second Floor
LOCATION Internal
ELEMENT
Ceiling
COMPONENT
BARIS
3 2 6
DEFECT DESCRIPTION
Missing Ceiling
POSSIBLE CAUSE
Human Activity/Aging
REMEDIES
1. Inspect the type of missing ceiling.

2. Get the same type of ceiling.
3. Clean the missing ceiling area with ceiling
Figure 5.50: Close view duster.
SIZE OF AFFECTED AREA : 4. Replace a new ceiling to missing area.
3.0m 5. Make sure a new ceiling attach to the

ceiling joist with nails or screw.
0.10m 6. Clean al the debris.
3.0m x 0.10m = 0.3m2
223
DEFECT SHEET
NO.
26/30 (F15) LEVEL Second Floor
LOCATION Emergency staircase
ELEMENT
Walls
COMPONENT
BARIS
2 1 2
DEFECT DESCRIPTION
Faded Paint
POSSIBLE CAUSE
Exposed To moisture
REMEDIES
1. Make sure the surface is dry.

2. Clean the fading paint area with brush and
sandpaper.
3. Use high quality oil paint and apply
multiple coats.
4. Let it dry and clean all the debris.

2.0m
2.0m
2.0m x 2.0m = 4.0m2
224
DEFECT SHEET
NO.
27/30 (S2) LEVEL Ground Floor
LOCATION Hallway
ELEMENT
Socket
COMPONENT
BARIS
3 3 9
DEFECT DESCRIPTION
Dislocated and unfixed plug socket
POSSIBLE CAUSE
Incorrect size of plug socket
REMEDIES

2. Wear a glove.
3. Turn off all the power sources.
4. Remove the switch plate by unscrewing it
using screwdriver.
0.20m
5. Gently look at the wire problem.
6. Clean the socket, fix the wiring and the
0.10m
broken part, and arrange the wire.
7. Find a good fit plug socket to match the
column.
0.10m x 0.20m = 0.02m2
8. Put back all the wires to the plug socket
properly without letting it out.
9. Screw back the switch plate.
10. Using plaster wall covering empty area
around plug.
11. Smooth the surface using sandpaper.
12. Let it dry and clean all the debris.
13. Lastly, try to turn on and off the switch.
225
DEFECT SHEET
28/30 (F16) LEVEL Third Floor
NO.
LOCATION Hallways
ELEMENT
Walls
COMPONENT
BARIS
3 2 9
DEFECT DESCRIPTION
Crack on Wall
Heavy Load
REMEDIES
1. Make sure the area dry and clean all the debris
using brush.
2. Make a hole at crack area using driller.
3. Clean the debris and fill the hole with wall
epoxy.
4. Make sure the epoxy covers all the crack area.
5. Let it dry and smooth the surface using the
sandpaper.
SIZE OF AFFECTED AREA : 6. Clean all the debris.
0.20m
1.5m
1.5m x 0.20m = 0.30m2
226
DEFECT SHEET
NO.
LOCATION Emergency Staircase
ELEMENT
Ventilation Cover
COMPONENT
BARIS
3 2 6
DEFECT DESCRIPTION
Rusty and broken Ventilation Cover

Exposed to humidity/ Aging
REMEDIES
1. Find the same size and type of ventilation

cover.
2. Clean the area and remove the broken
Figure 5.58: Close view ventilation cover with screwdriver.

3. Put a new stainless ventilation cover.
SIZE OF AFFECTED AREA : 4. Clean all the debris.
1.0m
1.0m
1.0m x 1.0m = 1.0m2
227
DEFECT SHEET
NO.
30/30 (S3) LEVEL Second floor
LOCATION Lobby
ELEMENT
Air Duct
COMPONENT
BARIS
4 3 12
DEFECT DESCRIPTION
Broken Air duct

POSSIBLE CAUSE
Aging
REMEDIES
1. Find the new air duct cover with same

length and size.
2. Prepare a stair, ceiling duster and
Figure 5.60: Close view screwdriver.
3. Clean air duct area using ceiling duster.
1.0m
4. Take out the stair and attach out the
broken part air duct using screwdriver.
0.60m
5. Clean and arrange a wire or a part in air
duct.
6. Put a new one air duct cover using
0.60m x 1.0m = 0.60m2
screwdriver.
228
5.6 DEFECT INDICATION PLAN

All the 30 defects have been identified and marked in the floor plan based on its location.
GROUND FLOOR
229
FIRST FLOOR
230
SECOND FLOOR
231
THIRD FLOOR
232
FOURTH FLOOR
233
5.7 DEFECTS RECTIFICATION COST

5.7.1 COST PER DEFECT
Defect Sheet 01 – Missing wall tiles
Table 5.36 : Costing for defect no 01
Refer Price/Rate Amount

Description item Unit Quantity
JKH (RM) (RM)
16mm cement screed and sand for tiling

J54 M2 0.36 15.60 5.62
new walls
- Sda - but on old walls including

0.36
J55 leveling works M2 16.30 plaster surface M2 16.30 5.87
if necessary.
200mm x 200mm x 6mm best in class 0.36

J56 M2 101.70 36.61
glazed wall tiles.
TOTAL PRICE BASED ON JKH 51.1
No. Profit
i. Additional cost due to location – Timur Laut 15% 7.67
TOTAL OF WORKING COST 58.77
ii. Additional percentage due to less than 5% 2.94

RM500
FINAL COST 61.71
234
Defect Sheet 02 – Broken Window Glass


JKH (RM) (RM)
6mm thick colored glass (tinted

L2
figured) and installation work M2 0.18 152.50 27.45
Remove and discard all broken or

broken pieces of glass, clean and
L7 M2 1 9.90 1.78
prepare rebates for new ones and
reuse the original glass as directed
No. Details Profit
Additional percentage due to less than

ii 5% 1.68
RM500
FINAL COST 35.29
235
Defect Sheet 03 – Vertical and horizontal crack on the concrete wall


JKH (RM) (RM)
M3 Scrape old lime paint, old distemper

and so on from the surface, wash and
paste all cracks with putty M2 2.25 6.10 13.73
Remove damaged or loose putty,

clean and repaint the ends of the
L8 trough and seal the new putty M 2.25 11.70 26.33
including painting the surface to be
the same color as the existing paint
No. Details Profit
Additional cost due to location – Penang,

i. 15% 6.01
Timur Laut
Addition percentage due to total less than

ii 5% 2.30
RM500.00
FINAL COST 48.37
236
Defect Sheet 04 – Chipped concrete ramps


JKH (RM) (RM)
7A4 Installation of new concrete M3 1 6.90 6.90
4B7 Ready mix concrete M2 0.36 20.40 7.34
4B9 Mix concrete pouring M3 1 15.00 15.00
0mm Thickness of concrete slab on

B43 sand tread and fastened with M 0.2 57.80 11.56
cement mortar
No. Details Profit

i. Timur Laut 15% 6.12
2.35
ii Additional due to total less than RM500.00
5%
FINAL COST 49.27
237
Defect Sheet 05 – Chipped concrete tiles


JKH (RM) (RM)
Granolithic pavement of cement and

J3 granite chips (2:5) as specified (20 M2 0.25 18.70 4.68
mm)
Granolithic pavement of cement and M2

J3 granite chips (2:5) as specified (25 0.25 26.30 6.58
mm)
No. Details Profit

i. 15% 1.69
Timur Laut

ii 5% 0.65
RM500.00
FINAL COST 13.60
238
Defect Sheet 06 – Broken wiring pipe


JKH (RM) (RM)
Cutting, removing and disposing of

4D28 damaged pipes (not including the M 1 15.50 15.50
price of digging trenches)
No. Details Profit

i. Timur Laut 2.33
15%
ii 0.90
Additional due to total less than RM500.00 5%
FINAL COST 18.72
239
Defect Sheet – 7 – Crack on concrete wall


JKH (RM) (RM)
Scrape old paint from corrugated

M6
asbestos cement surface and wash M2 0.75 3.80 2.85
(flat size)
Prepare the surface and apply a coat

M19 of cement-based paint on brick or M2 0.75 4.50 3.38
concrete surfaces
No. Details Profit

ii 5% 0.36
RM500
FINAL COST 7.53
240
Defect Sheet 08 – Broken concrete drain cover


JKH (RM) (RM)
50mm Thickness slab cover reinforced

B44 with one layer M2 69.00 /69.40/
M2 0.35 69.00 24.15
2.35kg heavy steel mesh (A6) per
square meter
No. Details Profit
ii. Additional percentage due to less than 5% 1.39

RM500
FINAL COST 29.16
241
Defect Sheet 09 - Missing steel drain cover

Table 5.44: Costing for defect no 09

JKH (RM) (RM)
Supply and install new "Drain Cover

Iron" (M.S. Drain Cover) from hard steel
H/2/4 iron 18mm m.s.r. which is welded above M2 0.36 261.30 94.07
L iron frame 38mm x 38mm x 3mm
m/steel angle iron for drain cover
including painting work.
No. Details Profit

ii 5% 5.41
RM500
FINAL COST 113.59
242
Defect Sheet 10 - Perforated wall


JKH (RM) (RM)
C13 225mm thick bricks are used little by

M2 0.15 109.50 16.43
little to repair or patch the holes
Break down the old walls, remove

C17 the rubbish and repair the damage M3 0.15 179.10 26.87
around it
No. Details Profit

ii 5% 2.49
RM500
FINAL COST 52.28
243
Defect Sheet 11 – Missing nosing tile


JKH (RM) (RM)
Stripping and disposing of existing

J39
nosing tiles to receive new tiles M 0.33 15.60 5.15
Extras for nosing tiles for ceramic glass

J35 M 0.33 7.90 2.61
tiles
No. Details Profit
TOTAL OF WORKING COST

ii 5% 0.45
RM500
FINAL COST 9.37
244
Defect Sheet 12 – Crack on floor tiles


JKH (RM) (RM)
Break and trim all the critical tiles

4J21 and re-flatten the cut strips to M2 0.36 11.50 4.14
receive the new ones
Cement and sand pavement (1:3) or

4J1 screed plastered smooth to receive M2 0.36 19.20 6.91
floor tiles
Vinyl tiles (300mm x 300mm x

51.1 M2 0.36 19.00 6.81
1.6mm thk)
17.89
TOTAL PRICE BASED ON JKH
No. Details Profit

i. 15% 2.68
Timur Laut
ii Additional due to total less than RM500.00

5% 1.03
FINAL COST 21.60
245
Defect Sheet 13 – Rusty rail staircase


JKH (RM) (RM)
Scrape the old paint off the

M9 corrugated iron and clean the rust 3.30 3.30
M2 1
with a wire brush
M33 Prime the metal equipment M2 1 5.10 5.10
Provide surface and paint one layer

M38 M2 1 6.00 6.00
on metal and wood
No. Details Profit

15%
i. Additional cost due to location – Timur Laut 2.16

ii 5% 0.83
RM500
FINAL COST 17.39
246
Defect Sheet 14 – Missing fluorescent light on ceiling


JKH (RM) (RM)
Tube, pendarflour 1200mm, (T5) 28W

23 No 1 15.20 15.20
due pin (G13)
No. Details Profit
Additional cost due to location – Penang Timur

i. 3% 0.46
Laut

ii 5% 0.78
RM500.00
FINAL COST 16.44
247
Defect Sheet 15 – Crack line on concrete wall


JKH (RM) (RM)
prepare the surface and apply a

M49 M2 0.20 4.30 0.86
layer of paste to any surface
prepare the surface and apply a coat

M19 of cement-based paint to brick or M2 0.20 4.50 0.90
concrete surfaces
No. Details Profit

ii 5% 0.10
RM500
FINAL COST 2.12
248
Defect Sheet 16 – Mold growth on the wall


JKH (RM) (RM)
Wash any surface with soap and
M2
water and scrub with sandpaper M2 0.9 2.80 2.52
Sda - but to the old surface and

J51
clean the cracked plaster M2 0.9 18.90 17.01
Scrape old chalk paint, old distemper

and so on from the surface -
M5 M2 0.9 1.80 1.62
corrugated asbestos cement surface
and wash
No. Details Profit

ii 5% 1.22
RM500
FINAL COST 25.54
249
Defect Sheet – 17 – Broken Glass Window


JKH (RM) (RM)
Remove and cut the ram window

glass according to the desired size
L9 and the ends should be blunt and M2 1 9.70 9.70
reassembled perfectly using putty on
the groove
No. Details Profit

ii 5% 0.56
RM500
FINAL COST 11.71
250
Defect Sheet 18 – Cracked concrete floor

Table 5.53 : Costing for defect no18

JKH (RM) (RM)
7A4 Installation of new concrete M3 0.1 6.90 0.69
4B7 Ready mix concrete M2 0.1 20.40 2.04
4B9 Mix concrete pouring M3 0.1 15.00 1.5
0mm Thickness of concrete slab on

B43 sand tread and fastened with M 0.1 57.80 5.78
cement mortar
No. Details Profit

i. 15% 1.50
Timur Laut
ii Additional due to total less than RM500.00 5% 0.58
FINAL COST 12.09
251
Defect Sheet 19 – Damaged floor trap


JKH (RM) (RM)
7A4 Removing old part 13A plug switch NO 2 6.90 13.80
7B4 Installation part 13A plug switch NO 2 6.90 13.80
Putty wall plaster NO 1 15.00 15.00
No. Details Profit

i. 15% 6.39
Timur Laut
2.45
ii Additional due to total less than RM500.00 5%
FINAL COST 51.44
252
Defect Sheet 20 – Water stain mark in the ceiling (Lobby)


JKH (RM) (RM)
The moisture proof layer is made of

M 12.30 12.30
C24 bitumen moisture proof layer 1
according to B.S 8215
-Sda- But on the old wall including

J55 the work of leveling the plaster M2 1 33.10 33.10
surface
Open all the damaged pieces and

replace them with new ones.
F10 M2 1 33.10 33.10
(Measured according to the area of
the pieces used)
No. Details Profit

ii 5% 3.55
RM500
FINAL COST 74.51
253
Defect Sheet 21 – Peeling of paint


JKH (RM) (RM)
Scrape off old chalk, old distemper

etc. from the plastered surface, wash
M4 M2 0.5 6.10 3.05
and repair all cracks and other
defective surfaces
Prepare the surface and apply two

M48 coats of oil-based acrylic paint to the M2 13.80 6.90
0.5
brick or concrete surface
No. Details Profit

i. 15% 1.49
Timur Laut

ii 5% 0.57
RM500.00
FINAL COST 12.01
254
Defect Sheet 22 – Water stain mark on the ceiling


JKH (RM) (RM)
The moisture proof layer is made of

bitumen moisture proof layer
C24 M 1 12.30 12.30
according to B.S 8215
12mm thick mineral fiber acoustic

ceiling sheets fitted to, including
natural anodized aluminum exposed
'tee' in a 600mm x 1200mm grid,
suspended with and including 14
G223 M2 0.5 82.90 41.45
gauge galvanized iron hanger wire,
suspended from roof rolls or with
'eyelet pins' from soffit concrete
floor.
No. Details Profit

ii 5% 3.09
RM500
FINAL COST 64.90
255
Defect Sheet 23 – Rotten window frame


JKH (RM) (RM)
Unplanned short timber not

exceeding 112mm in width including
G187 cutting and removing defective parts NO 1 13.70 13.70
and forming joint heads where doors
or windows are not stripped
No. Details Profit

ii 5% 0.79
RM500
FINAL COST 16.55
256
Defect Sheet 24 – Peeling of paint


JKH (RM) (RM)
Scrape old paint from the plastered
M4 M2 0.36 18.90 6.80
defective surfaces
Wash any surface with water and

M2 M2 0.36 2.80 1.01
soap and rubbed with sandpaper
Provide a surface with two layers of

M22 M2 0.36 4.62 1.66
cement-based paint
No. Details Profit

ii 5% 0.54
RM500
FINAL COST 11.43
257
Defect Sheet 25 – Missing ceiling cover


JKH (RM) (RM)
Supply and install aluminium-framed

G225
gypsum sheets . Installed according M2 1 4.37 4.37
to the manufacturer’s instructions
No. Details Profit

ii 5% 0.25
RM500
FINAL COST 5.28
258
Defect Sheet 26 – Faded paint colour


JKH (RM) (RM)
Scrape off old chalk, old distemper

etc. from the plastered surface, wash
M4 M2 4 6.10 24.40
defective surfaces
Prepare the surface and apply two

M48 coats of oil-based acrylic paint to the M2 4 13.80 55.20
brick or concrete surface
No. Details Profit

ii
RM500.00 5% 4.58
FINAL COST 96.12
259
Defect Sheet 27 – Dislocated and unfixed plug socket


JKH (RM) (RM)
7A4 Removing old part 13A plug switch NO 2 6.90 13.80
7B4 Installation part 13A plug switch NO 2 6.90 13.80
Google Putty wall plaster NO 1 15.00 15.00
No. Details Profit

i. 15% 6.39
Timur Laut

ii 5% 2.44
RM500.00
FINAL COST 51.33
260
Defect Sheet – 28 – Crack on wall


JKH (RM) (RM)

M2
soap and rubbed with sandpaper M2 0.30 2.80 0.84
Fill the crack gap with ready mix

B7
cement gr.30 M2 0.30 21.35 6.41
No. Details Profit

i. 15% 1.09
Timur Laut

ii 5% 0.42
RM500.00
FINAL COST 8.76
261
Defect Sheet 29 – Rusty and broken ventilation cover


JKH (RM) (RM)
Supply and install sliding grille M2

190.00 of galvanized mild steel on
I48 M2 1 190 190
the door, including all necessary
equipment and painting
TOTAL PRICE BASED ON JKH 190
No. Details Profit

i. 15% 28.50
Timur Laut

ii 5% 10.93
RM500.00
FINAL COST 229.43
262
Defect Sheet 30 – Broken air duct


JKH (RM) (RM)
M2
soap and rubbed with sandpaper M2 1 2.80 2.80
Prepare a surface and one-layer of

M49
sweep paste M2 1 0.67 0.67
Provide a surface with two layers of

M22 M2 1 4.62 4.62
cement-based paint
No. Details Profit

i. 15% 1.21
Timur Laut

ii 5% 0.47
RM500.00
FINAL COST 9.77
263
5.7.2 SUMMARY OF COSTING

This table shows the summary of costing for the 30 defects remedial action.
Table 5.66 : Summary of costing
DEFECT
AMOUNT
SHEET ELEMENT DESCRIPTION
(RM)
NO.
1 (E1) Wall/Tiles Missing wall tiles 61.71
2 (E2) Window Broken Window Glass 35.29
3 (E3) Concrete Wall Vertical and horizontal crack line 48.37
4 (E4) Concrete Floor Chipped concrete ramps 49.27
5 (E5) Floor Tiles Chipped concrete tiles 13.60
6 (E6) Pipes Broken wiring pipe 18.72
7 (E7) Concrete Wall Crack on concrete wall 7.53
Concrete Drain Broken concrete drain cover

8 (E8) 29.16
Cover
9 (E9) Steel Drain Cover Missing steel drain cover 113.59
10 (E10) Concrete Wall Perforated wall 52.28
11 (F1) Tiles Missing nosing tile 9.37
12 (F2) Tiles Crack on floor tiles 21.60
13 (F3) Rail Staircase Rusty rail staircase 17.39
14 (S1) Light Missing fluorescent light on ceiling 16.44
15 (F4) Concrete Wall Crack line on concrete wall 2.12
16 (F5) Concrete Wall Mold growth on the wall 25.54
17 (F6) Mirror Broken Glass Window 11.71
264
DEFECT
AMOUNT
SHEET ELEMENT DESCRIPTION
(RM)
NO.
18 (F7) Concrete Floor Cracked concrete floor 12.09
19 (F8) Steel Damaged floor trap 51.44
20 (F9) Ceiling Water stain mark in the ceiling 74.51
21 (F10) Wall Peeling of paint 12.01
22 (F11) Ceiling Water stain mark on the ceiling 64.90
23 (F12) Window Frame Rotten window frame 16.55
24 (F13) Wall Peeling of paint 11.43
25 (F14) Ceiling Missing ceiling cover 5.28
26 (F15) Walls Faded paint colour 96.12
27 (S2) Socket Dislocated and unfixed plug socket 51.33
28 (F16) Walls Crack on wall 8.76
29 (F17)) Ventilation Cover Rusty and broken ventilation cover 229.43
30 (S3) Air Duct Broken air duct 9.77
TOTAL 1,177.31
265
5.8 SUMMARY
The overall construction condition for the Tun Abdul Razak Complex in Penang is thus in
good shape. Defects were discovered both within and externally during the inspection. No
damaging forms of action are permitted during the visually conducted examination. Structure
Surveyors were able to determine the state of the building by conducting this BCA. In this
case, a building's condition is important for illuminating the physical state and subsequent
performance of the structure.
Building Condition Assessment is crucial to management, especially for the Ministry of Water,
Land, and Natural Resources as the building occupants in achieving the service standards
for maintenance. Furthermore, if the building is in a healthy state, it can enhance the quality
and lengthen the longevity of the building itself in the management aspect. Defects found
during the inspection are recorded, and each one has since had its corrective actions carried
out. In order to produce the notion of how each problem is fixed.
Many pieces of equipment, including a moisture meter and a measuring tape, have been
heavily employed to evaluate the condition survey in order to identify the flaws' sources and
states. The checklist contains all the information for later usage. Following that, a defect sheet
was created using all the data that had been gathered. The findings were then used to analyze
the amount of consistency of the Building Condition Assessment in the data collection, its
readability and suitability for various types of structures. Finally, every building owner has to
do a building condition assessment since it is very crucial. If not, improper maintenance will
cause the building's maintenance system to malfunction, leading to faults and damage. No of
the age or style of the structure, defects and damage must be prevented before an issue
arises.
266
CHAPTER 6 : MAINTENANCE
STRATEGY
267
6.1 INTRODUCTION
A solid understanding of maintenance management concepts and practises, as well as

familiarity with particular facility performance, are necessary for choosing a successful
maintenance approach. There is no one right away to choose a maintenance strategy, and
selection processes frequently entail a combination of several maintenance methods to match
the facility performance and conditions. This day, a variety of maintenance tactics are
available that have been tried and true over time. To reduce the need for maintenance, these
techniques range from improving current maintenance practises to completely removing the
reasons of failures. The goal should be to increase equipment reliability while lowering total
cost of ownership.
Acceptable maintenance standards are highly dependent on the availability of maintenance

resources, considering building, tenant, technological, administrative, and political variables.
(El-Haram & Horener, 2002)
Among the most important functions of a maintenance strategy is to serve as a consistent

and long-term point of reference for determining whether decision criteria are consistent with
one another, to establish a framework for the interaction of maintenance environment
variables, and to chart a course toward the full maturity of maintenance management.
The contractor is expected to provide a certain level of high-quality services in addition to the
facilities and spaces. Contractor agreements provide a thorough explanation of service quality
and serve as a guide for evaluating the contractor's performance and enforcing any applicable
sanctions. Service Level Agreements, or SLAs, are contracts between contractors and their
customers that specify the calibre of service consumers should anticipate from the service
provider. It is a performance monitoring tool that helps businesses, administrators, and end
users to access and analyse a particular system's performance. The maintenance strategy
has many types in term of creating an effective management of contract that will assist on
segregation of contract, risk management, the contract duration, monitoring the per execution
period, contract request, monitoring the compliance, cancelled contracts and assigned
contract.
268
The PDC Setia Urus has highlighted several maintenance strategies that are interdependent
to achieve the purpose of these performance evaluations, which is to maintain the building in
the desired state and satisfy the standard of operation in the best possible condition. To
achieve the goal, the maintenance plan must effectively manage the employee performance
of the outsourced contractor to meet the parameters of the tender agreement of the outsource
contractor performance to meet the outcome of the tender agreement.
4 Types of Performance Assessment
1 New Technology Applied Planned Preventive Maintenance
Key Performance Indicator

Maintenance Strategy
Balance Score Card
Ascertained Performance Deduction
Advanced air conditioning technology
Chart 6.1: Types of maintenance strategy
269
6.2 MAINTENANCE STRATEGY IMPLEMENTATION

6.2.1 STRATEGY 1 – PLANNED PREVENTIVE MAINTENANCE
Preventive maintenance refers to regular, routine maintenance that helps keep equipment
functioning and prevents unplanned downtime and significant costs from unexpected
equipment breakdown. It takes thorough planning and scheduling of equipment maintenance
before there is a problem, as well as preserving correct records of previous inspection and
servicing reports. Report of the inspection of each part of every element should be conducted
according to the set time whether short term, medium term, or long term to determine the
condition of the element and be evidence of the work performed as well as evidence for
reference in the event of any unanticipated damage or accident requiring investigation.
This type of maintenance is carry out by Penange Development Corporation Setia Urus
(PDCSU) which on the routine maintenance works in apply in daily, weekly, monthly or
annually for the building, structure, civil, mechanical, electrical, housekeeping, landscaping
and ets.
Table 6.1 : Example of maintenance schedule for timber structure
D W M 3M / 6M Y / 2Y
Inspect for termite

attack and give x
1 Timber
treatment.
Structure
Inspect for mould and
fungus growth and give x
treatment.
Inspect of insect attack

x
such and give treatment
Maintain the fixture

x
decoration and
aestheticism.
270
6.2.2 STRATEGY 2 - KEY PERFORMANCE INDICATOR (KPI)
KPIs are performance indicators that assess the crucial success variables that influence a
desired outcome. Indicators of maintenance performance represent accomplishment and
progress toward a predetermined maintenance benchmark. Contractor is responsible for
preserving and maintaining records of deliverables, including any supporting documents. If
one or more items are not valid for a given period, they must be excluded from the calculation.
Table 6.2 : Example of Maintenance Performance
Description Measurement Basis Performance Target
100% available with

Availability during office
Air- Conditioning optimum function during
Hour
office hour.
271
6.2.3 STRATEGY 3 – BALANCE SCORE CARD
A balanced scorecard (BSC) is a management system that gives feedback on both internal
business processes and external results so that strategic performance and results can be
improved all the time. A balanced scorecard is a strategic planning tool that companies use
to put their products, projects, and services in order of importance, talk about their goals or
targets, and plan their daily activities. Scorecards give management important information
about their company's service and quality, as well as its financial performance. The balanced
scorecard has both quantitative and qualitative measures to help the organisation reach more
of its goals. By keeping track of all of these metrics, managers can train employees and other
stakeholders and give them advice and help. A traditional balanced scorescore looks at a
company or organization from four different points of view which are financial, customer,
internal process, and learning and growth. A key performance indicator is not the same thing
as a balance score card. First, the KPI Scorecard focuses on key performance indicators
(KPIs), while the BSC focuses on a balanced set of measures, including both financial and
non-financial indicators.
272
Table 6.3 : PDC Setia Urus Balance Score Card
Figure 6.1: PDC Setia Urus Sdn. Bhd. Balance Score Card 2022
273
6.2.4 STRATEGY 4 – ASCERTAINED PERFORMANCE DEDUCTION
Ascertained Performance Deduction (ADP) is a concept in which penalties are imposed on

the contractor if they commit mistakes on the job. The deduction for determined performance
is based on a demerit point system. In accordance with the demerit point system, a notice of
default will be issued to the contractor for each violation of certain contractual responsibilities.
Each default notice receives one demerit point.
Deduction Method
The formula below was used for all reported cases:
Total Deduction (TD) = Rate Element (RE) x Weightage (P) x Time (Q)
274
6.2.5 STRATEGY 5 – ADVANCED AIR CONDITIONING TECHNOLOGY
KOMTAR maintenance management have stated that there are in the phase of advancing
the technologies of the building with newest and more energy saving and effective
maintenance equipment to be install and replace of the old services system. The technology
that currently be utilized I the Modular Water-Cooled Oil-Free Chiller. This technology comes
with various of advantages such as can expend the capacity per tan of the chiller system, if a
step chiller failure does not affect the centralised air conditioning system and can normally
run without any disruption, the placement of the machine only requires small space and have
high efficiency and environmentally friendly since it is working with oil-free. In the terms of
maintenance, it has the most effective maintenance for the type of chiller where it only needs
to shut down one step of the chiller to do the maintenance work while the other steps can
work normally. The main component of the chiller is the compressor, if the compressor
suddenly breaks down, the other steps of chillers can provide support and continuously
provide the air – conditioning system to the whole building. Compared to the conventional
chiller which need to shut down the whole chiller to begin the maintenance in term of repair
or replace work. If the chiller broken, then the cost of buying the new chiller will be higher
since it a huge single part, compare to modular water-cooled oil-free chiller which comes in
steps that have the same function but consist in separate units or better understood they are
in separated units but have higher efficiency. 1 step or unit of this chiller is 150 tons and can
accommodate cooling capacity of 316 to 2110 Kw.
Figure 6.2 : Modular Water-Cooled Oil-Free Chiller
275
6.3 SUMMARY
Maintenance strategy should be constructed or formed with detail and define the acceptable
level of performance of either done by the in-house or out-source contractor in the most
practical way. Kompleks Tun Abdul Razak have emphasis 4 types of performance
assessment which the first assessment is planned preventive maintenance to provide a list
of maintenance work that needs to be done according to area specifications and execution
time. The next assessment is a key performance indicator that sets standard performance
targets for either system performance or user satisfaction based on complaints and so on.
The balance score card is corelated with data recorded to set new key performance indication
or to construct a new target or future planning of the maintenance management in a wide
range. The last assessment is the ascertained performance deduction which determine the
performance based on demerit and will have deduction of payment to the contractor in case
the standard performance index are not achieved. Other than performance assessment, the
new technology of modular chiller use by KOMTAR will help in maintenance performance.
Thus, it can be considered as the one maintenance strategy which give impact on
maintenance environment.
276
CHAPTER 7 : LEGAL ASPECT
277
7.1 INTRODUCTION
Malaysia is a constitutional monarchy that also functions as a parliamentary democracy. This

has resulted in there being three levels of government: the federal level, the state level, and
the local level. In a nutshell, elected officials make up the federal and state governments,
while appointed officials make up the municipal governments. In Malaysia's system for
regulating the construction industry, the local government is designated as the only entity
responsible for urban planning. The Federal Government draughts policies, regulatory
requirements, standards, and guidelines in order to achieve the goals of simplification and
standardisation. These policies, regulatory requirements, standards, and guidelines are then
accepted and gazetted by the state governments. Malaysia, for example, has a building code
known as the Uniform Building By Laws of 1984, or UBBL 1984. This code is implemented
by the local authorities, and it is applicable to all sorts of buildings that are erected within the
regions governed by the local authorities. The federal government is responsible for
managing all building laws, while local governments are responsible for enforcing them
through the use of the technical departments that are based within their organisations,
including planning, building, and engineering departments. (MPC : 2016).
According to Keenan(2019), the law is a collection of regulations that may be enforced by the
state's judicial system. These laws control the state's governance and govern the connection
between the state and its residents, as well as the relationship between each citizen and
every other citizen. We would not anticipate that the rule would be given the force of law or
that it would be enforced by the courts in any of these scenarios.
Besides that, according to Teoh Ming Jo (2018), it is essential that every legal aspect,
contractual problem, and lack of proper procedures be followed in accordance with the
accompanying implementation of Building Information Modelling (BIM), for instance. Building
Information Modelling (BIM) technology has been promoted as a highly productive method of
reducing construction costs, time and risk involved in the project's. It offers a design
environment that is capable of integrating all design disciplines and project teams that are
associated with a construction project. In order for a suitable modification of the clauses'
contents to be suggested and subsequently adjusted to match BIM practise, further
associated laws and acts are also required to be in effect.
278
7.2 TENANCY AGREEMENT
An official agreement or contract between the landlord and the renter is known as a tenancy
agreement. The leasing agreement would address every important detail, including who is in
charge of upkeep and how and when payments are to be made. Once the conditions for a
legal contract are not met, the agreement may be null and invalid or voidable (Article: 2017)
Both parties of the agreement agree that each party will sign, execute, and perform all other
actions, documents, and things as may be required to give the terms and conditions of this
agreement legal effect. Any notice required to be given by one party to the other shall be
deemed to have been received by the addressee on the day on which the notice is due to be
delivered. The parties hereto submit to the jurisdiction of the Malaysian courts.
The building is occupied to 79 tenants, including KOMTAR. The majority of the 68 storeys'
occupants were from the government. For instance, the whole P.Pinang Council.
Meanwhile, The Top owned the rooftop space and at the top at this time. No tenancy
agreement example may be provided or made public. Despite this, we were nevertheless
able to get some data on the tenancy agreement.
In the event of default of any monies payable under this Tenancy remaining unpaid for a
period of three (3) months, the Tenant shall execute the Letter of Consent, where applicable,
as annexed clause on or before the execution of this Tenancy, whereby the Tenant grants its
consents to the Landlord or its agent, servants, employee, or contractor, including but not
limited to solicitors, debt collection agencies, and credit reporting agencies, to collect,
process, transfer, and supply.
All of these tenants have a three-year lease that begins on January 1, 2020 and ends on
December 31, 2022. Because of the confidentiality of the information, we were unable to get
the monthly rent payments from the PDC Setia Urus Sdn. Bhd. But each renter pays a
different rent rate, as we all know. If a renter fails to pay rent after the given date, PDC Setia
Urus Sdn. Bhd might take a serious action.
279
7.2.1 ANALYSIS OF TENANCY AGREEMENT
This agreement is made the day and year stated in Section 1 of the First Schedule hereto
between the party whose name and description are stated in Section 2 of the First Schedule
hereto (hereinafter called ‘the Landlord’) of the one part and the party whose name and
description are stated in Section 3 of the First Schedule hereto (hereinafter called ‘the
Tenant’) of the other part.
Table 7.1 : Analysis of tenancy agreement

NO TENANCY AGREEMENT SCOPE
1. Tenancy The Landlord lets and the Tenant takes from

the day and year stated in Section 5 of the
First Schedule hereto the premises more
particularly referred to and described in
Section 4 of the First Schedule hereto
(hereinafter called ‘the Demised Premises”)
for the term stated in Section 5 of the First
Schedule hereto at the rent payable in the
manner and at the time stipulated in Section 1
of the Second Schedule hereto
2. Tenant’s obligation ▪ To pay on the execution of this agreement,

the forfeitable deposit stated in Section 2 of
the Second Schedule hereto, the receipt
whereof the Landlord hereby acknowledges,
as security for the due observance and
performance by the Tenant of the terms and
conditions of this agreement.
▪ To pay on the execution of this agreement,
the additional deposit as stated in Section 2A
of the Second Schedule hereto.
▪ To pay the said rent at the times and in the
manner aforesaid
▪ To pay all charges for water, electricity and
telephone used in, supplied or relating to the
280
Demised Premises including the sewerage

and refuse removal charges.
▪ To keep the Demised Premises and the doors
and windows thereof and the Landlord’s
fittings and fixtures therein in good and
tenantable repair and also to pay for any
damaged or missing items.
▪ To permit the Landlord and the agents and
workmen of the Landlord during the tenancy
at all reasonable hours in the daytime to view
the condition of the Demised Premises and to
do any necessary repairs to the exterior or
roof or other parts of the Demised Premises
with seven (7) days prior notice thereof to the
Tenant.
▪ Not to assign underlet share or otherwise part
with possession of the Demised Premises or
any part thereof
▪ Not without the consent in writing of the
Landlord to make or permit or suffer to be
made any renovations alterations or additions
to the Demised Premises.
▪ Not to hold or permit or suffer to be held in the
Demised Premises any sale by public auction.
▪ Not to do or permit to be done on the Demised
Premises anything which will infringe any of
the laws, by-laws or regulations made by the
Government, Municipality or any other
competent authority affecting the Demised
Premises.
▪ Not to install, place or position any heavy
article or equipment in the Demised Premises
without first obtaining the written consent of
the Landlord.
▪ The rent is free of and exclusive from any
goods and service tax. Upon the
implementation of the legislation on goods
281
and service tax, in the event that Assigned

Area is a taxable goods under such
legislation, the Tenant shall in addition to the
rent be liable to pay and settle the goods and
service tax payable in respect of the Assign
Area at such rate as shall be imposed by such
legislation on the rent or any part thereof and
the Tenant covenants and undertakes to pay
and settle such tax at the time of payment of
the rent or within such time period as shall be
determined by PDC Setia Urus Sdn. Bhd.
3. Landlord’s obligations ▪ To pay all quit rents, assessments and service

charges payable in respect of or attributable
to the Demised Premises.
▪ That the Tenant paying the said rent and
performing all the Tenant’s obligations under
this agreement may quietly enjoy the
Demised Premises during the tenancy without
any interruption by the Landlord.
▪ In the event of the Landlord disposing of the
Demised Premises, such disposal shall be
subject to this Tenancy Agreement.
4. If premises are destroyed or The Landlord or Tenant may give the other
damaged written notice at any time within three (3)
months of the occurrence of such damage or
destruction to end this tenancy if, at any time
during the term hereby granted, the Demised
Premises or any part thereof are destroyed or
damaged by any cause other than the act or
default of the Tenant or the Tenant's servants
or agents. The agreement will then terminate
and be void as of the day on which such
damage or destruction occurs, but it will not
282
affect each party's rights or remedies against

the other with regard to any prior claim or
covenant violation involving the rent herein
reserved up to that date.
5. Proviso for re-entry If any portion of the rent thus reserved is ever
past due and underpaid for seven (7) days
after it became due, or if at any time the
Tenant neglects to carry out and uphold any
of the covenants. The Tenant's part to be
performed and observed or if the Tenant
commits any act of bankruptcy or if the
Tenant, for the time being, is a company and
is wound up whether voluntarily or
compulsorily otherwise than for purpose of
amalgamation or reconstruction.
6. Representations and • This A agreement constitutes the legal, valid

Warranties and binding obligations of the Landlord in
accordance with its terms.
• It is hereby acknowledged that the parties
hereto have entered into this Agreement on
the basis of and in full reliance on the above-
written representations and warranties.
7. Landlord’s agent The Landlord shall be entitled at any time and

from time to time to authorize appoint or
engage any person or body corporate to be
the agent for the Landlord to demand and
receive from the Tenant all rents and other
money hereinafter to became due and owing
to the Landlord.
283
8. Damage or injury The Landlord shall not be liable for any

damage or injury that may be sustained by the
Tenant or any other person or to any goods
chattels by reason of the use and occupation
of the Demised Premises.
9. Acceptance of rent The acceptance of rent or other money by the

Landlord shall not be deemed to operate as a
waiver by the Landlord of any right to proceed
against the Tenant in respect of a breach by
the Tenant of any of the Tenant’s obligations
contained in this Agreement
10. Option for Renewal NOT APPLICABLE
11. Cost and expenses The Solicitors’ costs and expenses of and
incidental to the preparation and execution of
this Agreement and the stamp duty shall be
borne and paid in the manner as set out in
Section 4 of the Second Schedule hereto
12. General • Time wherever mentioned shall be of the

essence of this Agreement. If at any time any
provision of this Agreement is or becomes
illegal, invalid or unenforceable in any respect
the remaining provisions of this Agreement
shall in no way be affected or impaired
thereby.
• No provision of this Agreement may be
amended, waived, discharged or terminated
orally nor may any breach of any provision of
this Agreement be waived or discharged
orally.
284
• No failure or delay by any party hereto in

exercising any right, power or privilege
hereunder shall operate as a waiver thereof
nor shall any single or partial execution of any
right power or privilege preclude any further
exercise thereof or the exercise of any other
right, power or privilege. The rights and
remedies herein provided are cumulative and
not exclusive of any rights and remedies
provided by law.
• The provisions of this Agreement in so far as
the same shall not have been performed at
completion shall remain in full force and effect
notwithstanding completion. The parties
hereto hereby covenant with each other that
each party will sign, execute and do all such
acts, documents and things as may be
necessary to give valid effect to the terms and
conditions of this Agreement.
• Any notice required to be given by either party
to the other shall be deemed validly served by
pre-paid registered mail sent through the post
to the addressee at the address given herein
or such other address as may from time to
time be notified for this purpose, and any
notice so served shall be deemed to have
been received by the addressee on the day on
which the notice ought in due course of post
to have been delivered.
• This Agreement shall be binding on the
respective heirs, personal representatives,
successor,s-in-title and assigns of the parties
hereto. Where the last day for doing any act
or thing or taking any step would but for this
provision be a Sunday or a public holiday,
285
such last day shall instead be the next

following working day.
• This Agreement shall be governed and
construed in all respects in accordance with
the laws of Malaysia and the parties hereto
hereby submit to the jurisdiction of the Courts
of Malaysia.
14. Interpretation • The headings, if any, herein are inserted for

convenience only and shall not be taken read
or construed as essential parts of this
Agreement or affect the construction of the
provisions hereof.
• Reference to clauses, articles or sections are
to be construed as references to clauses,
articles or sections herein. All references to
provisions of statutes include such provisions
as are modified, re-certified or re-enacted.
• Words applicable to natural persons include
any body of persons, company, corporation,
firm or partnership corporate or incorporate
and vice versa.
• Words importing the singular number shall
include the plural and vice versa. Where two
or more persons or parties are included or
comprised in any expression, agreements,
covenants, terms, stipulations and
undertakings expressed to be made to such
persons or parties, it shall be deemed to be
made to such persons or parties jointly and
severally and agreements, covenants, terms,
stipulations and undertakings expressed to be
made by or on the part of such persons or
parties shall be deemed to be made by and
286
binding upon such persons or parties jointly

and severally.
• This Agreement (together with any
documents referred to herein) constitutes the
whole agreement between the parties hereto.
15. Consent By Tenant to The Tenant shall on or before the execution of

Disclosure Personal Data this Tenancy execute the Letter of Consent,
Information where applicable, as annexed herein, in the
event of default of any monies payable under
this Tenancy remaining unpaid for a period of
Three (3) months whereby the Tenant grants
its consents to the Landlord or its agent,
servants, employee, contractor including but
not limited to solicitors, debt collection agency
and credit reporting agency to collect,
process, transfer and supply and/or disclosed
the Tenant's personal data/information which
has been provided by the Tenant to the
Landlord pursuant to this Tenancy without any
further reference to the Tenant and all costs
and expenses in relation to this shall be borne
and paid solely by the Tenant.
287
7.3 BUILDING SERVICES CONTRACT

Table 7.2: Building Services Contract
AGREEMENT
TYPES OF CONTRACTOR IN
NO PERIOD
SERVICES CHARGE START END
(YEARS)
Electrical K.K. Thean Jurutera 1st October 1st October
1 2
System Perunding 2021 2023
Fire Fighting 1. Fescon Sdn Bhd 1st October 1st October
2 2
System 2. Sagajaya Enterprise 2021 2023
1. Fujitec (Malaysia) Sdn
Bhd
1st October 1st October
3 Escalator 2
2021 2023
2. Otis Elevator Company
(M) Sdn Bhd
HVAC System
Dykin Engineering Part & 1st October 1st October
4 Servicing & 2
Services Sdn Bhd 2021 2023
Maintenance
1. Hitachi Elevator
Engineering (M) Sdn Bhd 1st October 1st October
5 Lift 2
2. Mitsubishi Elevator (M) 2021 2023
Sdn Bhd
Cooling tower
Mogul Water 1st October 1st October
6 water 2
Management Sdn Bhd 2021 2023
treatment
Air –
1st October 1st October
7 conditioning Lesota Sdn.Bhd. 2
2021 2023
System
Uninterupted Metta Engineering Sdn 1st October 1st October 2
8
Power Supply Bhd 2021 2023
Cleaning 1st October 30thSeptember 1
9 Aisar Iltizam Enterprise
Services 2021 2022
288
7.3.1 ANALYSIS OF BUILDING SERVICES CONTRACT AND SLA

Table 7.3: Electrical System -1
ELECTRICAL SYSTEM
NO SECTION NO PARTICULARS
PDC Setia Urus Setia Sdn. Bhd. Penang Road,

10000 George Town, Penang, Malaysia
1. The Company
Phone No: +04-259 2020
Fax: 04-262 6260
Email: aduan@mbpp.gov.my
2. The Site Tun Abdul Razak Complex (KOMTAR)
K.K. Thean Jurutera Perunding

Address:
No. 8, 2nd Floor, Jalan Kampung Jawa, 12000,
3. The Contractor
Butterworth, Pulau Pinang, Malaysia
Phone:
04-323 7609
4. Contractor Period 2 years
5. Contract Amount Confidential
Check the electrical system and all should be in the

6. Types of services
optimal standard.
If the contractor does not follow the KPI given, they
shall get the warning notice and the ascertained
7. Termination of contract
performance deduction will be done, and if it
exceeds 3 times, they will be terminated.
289
Table 7.4: Electrical System - 2
ELECTRICAL SYSTEM

1. The Company
Phone No: +04-259 2020
Fax: 04-262 6260
TES Electrical SDN.BHD

Address:
NO.29, Tingkat Bawah, Lorong Mak Mandin Jaya
3. The Contractor
8, Taman Mak Mandin Jaya, Pulau Pinang
Phone:
04 – 332 3963
Thermal infrared inspection on the electrical

6. Types of services components and make the service on defected
elements.
290
Table 7.5 : Firefighting system
FIRE FIGHTING SYSTEM


1. The Company
Phone No: +04-259 2020
Fax: 04-262 6260
Fescon Sdn. Bhd.

Address:
1-E, Jalan RU 2, Bandar Baru Air Itam, 11500 Ayer
3. The Contractor
Itam, Pulau Pinang
Phone:
04-827 1971
Check the alarm system and all the passive and

active elements of firefighting.
291
Table 7.6: Escalator System - 1
ESCALATOR SYSTEM

1. The Company
Phone No: +04-259 2020
Fax: 04-262 6260
Fujitec (Malaysia) Sdn Bhd

Address:
Unit D-5-59, Block Dahlia 10 Boulevard, Lebuhraya
3. The Contractor Sprint, PJU 6A 47400Petaling Jaya, 47400
Petaling Jaya, Selangor.
Phone:
03-7728 5351
Check, repair and replace all components of the

6. Types of services escalator to make sure the systems run smoothly
without any sign of problem.
292
Table 7.7: Escalator System - 2
ESCALATOR SYSTEM

1. The Company
Phone No: +04-259 2020
Fax: 04-262 6260
Otis Elevator Company (M) Sdn Bhd

Address:
5- 01, Menara Symphony 5, Jalan Professor Khoo
3. The Contractor Kay Kim, Seksyen 13, 46200 Petaling Jaya,
Selangor.
Phone:
03 – 7932 6000
Check, repair and replace all components of the

6. Types of services escalator to make sure the systems run smoothly
without any sign of problem.
293
Table 7.8: HVAC System
HVAC SYSTEM SERVICING AND MAINTENANCE


1. The Company
Phone No: +04-259 2020
Fax: 04-262 6260
Dykin Engineering Part & Services Sdn Bhd

Address:
No. 12-1 Lintang Batu Maung Dua, 11960, Batu
MAUNG, Pulau Pinang, Malaysia.
3. The Contractor
Phone:
04-6264622
Email:
Dykin_eng@yahoo.com
Check, repair and replace all component of HVAC

System to make it function effective and efficiently.
294
Table 7.9 : Elevator System - 1
ELEVATOR SYSTEM

1. The Company
Phone No: +04-259 2020
Fax: 04-262 6260
Hitachi Elevator Engineering (M) Sdn Bhd

Address:
Level 25, Plaza Pengkalan 3rd Mile, Jalan Sultan
Azlan Shah (Jalan Ipoh) 51100 Kuala Lumpur
3. The Contractor
Phone:
03 4043 2166
Email:
Enquiry.heem.pd@hitavhi.com
Check, repair and replace all components of the lifts

6. Types of services to make sure the systems run smoothly without any
sign of problem.
295
Table 7.10 : Elevator System - 2
ELEVATOR SYSTEM

1. The Company
Phone No: +04-259 2020
Fax: 04-262 6260
Mitsubishi Elevator (M) Sdn Bhd

Address:
Jalan Penchala Petaling Jaya Selangor 46050
Malaysia
3. The Contractor
Phone:
04 282 5537
Email:
melm@mitsubishi-elevator.com.my
Check, repair and replace all components of the lifts

6. Types of services to make sure the systems run smoothly without any
sign of problem.
296
Table 7.11 : Cooling Tower Water Treatment
COOLING TOWER WATER TREATMENT


1. The Company
Phone No: +04-259 2020
Fax: 04-262 6260
Mogul Water Management Sdn Bhd

Address:
21, Lintang Bayan Lepas 5, Phase IV, 11900 Bayan
Lepas, Penang, Malaysia.
3. The Contractor
Phone:
04-6435027
Email:
davgan@mogulwater.com
Inspect the condition of chiller, run the corrosion and

6. Types of services bacteria test, service, and change the needed
components.
If the contractor does not follow the KPI given, they shall
get the warning notice and the ascertained performance
deduction will be done, and if it exceeds 3 times, they will
be terminated.
297
Table 7.12 : Air Conditioning System
AIR CONDITIONING SYSTEM


1. The Company
Phone No: +04-259 2020
Fax: 04-262 6260
Lesota Sdn.Bhd
Address:
3. The Contractor
Ground Floor of No.67 Jalan Samagagah, Taman
Cermau, Permatang Pauh, Penang, 13500
Cleaning and servicing the split unit air conditioning

system type.
298
Table 7.13 : Uninterrupted Power Supply System
UNINTERRUPTED POWER SUPPLY SYSTEM


1. The Company
Phone No: +04-259 2020
Fax: 04-262 6260
Metta Engineering SDN.BHD.

Address:
5A, Jalan Beranang Dua 27/14B, Taman Bunga
Raya, Section 27, 40000 Shah Alam, Selangor
3. The Contractor
Phone:
03-51929580
Email:
sengkhee@mattenergy.com.my
Inspect and service the uninterrupted power supply

system.
299
Table 7.14 : Cleaning Services
CLEANING SERVICES
PDC Setia Urus Setia Sdn.Bhd.

Penang Road, 10000 George Town, Penang, Malaysia
1. The Company
Phone No: +04-259 2020
Fax: 04-262 6260
Web:
Aisar Iltizam Enterprise

Address:
3. The Contractor
Ptn 1, Tingkat 1, Gerbang Sungai Ara
2, 11900 Bayan Lepas 3
All facility areas (dusting, sweeping, vacuuming,

mopping, cleaning and restroom cleaning)
If the contractor does not follow the KPI given, they shall
get the warning notice and the ascertained performance
deduction will be done, and if it exceeds 3 times, they will
be terminated.
300
7.4 LAWS AND REGULATION TO THE BUILDING
A building code (also known as a building control code or building regulations) is a set of laws
that specifies the requirements for built items such as buildings and non-building structures.
Buildings must follow the rules in order to achieve planning permission, which is normally
granted by a local council. Any building plan submitted to the authorities that does not comply
with the authority's building bylaws is not approved. Because these laws and regulations apply
to everyone, they contribute to a more uniform development. Any individual or group planning
to construct a structure should properly follow bylaws. Building by laws help in making a planned
Development. The laws that were related to the KOMTAR building which are UBBL 1994, street,
drainage and building act 1974, OSHA 1994 and Electricity supply act 1990.
301
7.4.1 UNIFORM BUILDING BY LAW 1984 (UBBL 1984)
Building by-law, it is the principal prescriptive by-law that controls and affects building design
in order to preserve the life, health, and safety of the people who will occupy the building or
structure after it is built. It oversees the design and construction of issues such as, but not
entirely limited to, structural requirements, living space, ventilation, lighting, building access,
and fire safety.
UBBL 1984 is a building code that specifies the minimum criteria for roadway, drainage, and
building control and construction in local government regions. The building code is divided
into nine sections: preliminary, plans for approval, space light and ventilation, temporary
works, structural requirements, fire requirements, fire alarms, fire detection, fire
extinguishment and firefighting access, and miscellaneous. UBBL 1984 is a state gazette
that must be accepted and implemented by local governments in each state. The Building
By-Laws, which preceded the Uniform Building By-Laws, 1984, were based on existing
Kuala Lumpur and Singapore legislations as well as suggestions from the Building Research
Station in the United Kingdom. The By-Laws were drafted in accordance with Section 113
of the Street, Drainage, and Building Act of 1974.
A Uniform Building Regulations Standing Committee comprised of representatives from the

public and private sectors reviewed the Kuala Lumpur Municipal (Building) (Amendments)
By-Laws, 1975 in 1976, and it was selected as the basis for the draught Uniform Building
Regulations. The proposal was published by the Ministry of Housing and Local Government
in 1976 as the Uniform Building By-Law. Building fire standards were updated as part of the
1978 revisions.
302
Table 7.15 : Uniform Building By-Law 1984 (UBBL 1984)
UNIFORM BUILDING BY-

NO PHOTOS DESCRIPTION REMARKS
LAW (UBBL 1984)
1. CLAUSE 124
This building provides Comply
Lifts more than one lift at the
ground floor and there
For all non-residential
is also a different lift for
buildings exceeding 4
workers that need id to
stories above or below
use the lift. The
the main access level at
Figure 7.1 : Lifts building complies
least one lift shall be
with the clause 124.
provided
2. CLAUSE 107 (1)

This building has Comply
Handrails provided two handrails
for the staircase. The
Except for staircases of
building complies
less than 4 risers, all
with clause 107 (1).
staircases shall be
provided with at least
one handrail. Figure 7.2 : Handrails
303
NO UNIFORM BUILDING BY- PHOTOS DESCRIPTION REMARKS

LAW (UBBL 1984)
3. CLAUSE 106 (1)

The tread and riser of Comply
the staircase are
Dimension of staircase 255mm with 25mm
In any staircase, the rise overlaps thread and
of any staircase shall be 168.75mm in size,
not more than 180 respectively. Clause
millimeters and the tread 106 (1) is met by the
shall be not less than 225 building
millimeters and the

dimensions of the rise,
and the tread of the Figure 7.3 : Staircase
staircase so chosen shall
be uniform and
consistent throughout.
4. CLAUSE 172 (2)

This building has a Comply
Emergency exit signs "KELUAR" sign beside
the emergency
A sign reading
stairwell.
“KELUAR” with an arrow
indicating the direction This building met
shall be placed in every clause 172. (2).
location where the
Figure 7.4 :
direction of travel to
Emergency exit sign
reach the nearest exit is
not immediately
apparent.
304

LAW (UBBL 1984)
5. CLAUSE 239
This building follows all Comply
Voice communication the requirements of the
system
voice communication
There shall be two
separate approved system, there is also a
continuously electrically speaker in the lift.
supervised voice
communication systems, Clause 239 is met by
one fire brigade the building
communication system,
and a public address
system between the
central control station
and the following areas: Figure 7.5 : Fire
Speaker
➢ Lifts, lifts lobbies,

corridors and
staircase.
➢ In every office area
exceeding 92.9
square meters in area
In each dwelling unit and

hotel guest room where
the fire brigade system
may be combined with
the public address
system.
6. CLAUSE 228 (1) Sprinkler valves are Comply

Sprinklers valves installed on every level
of the building. Clause
Sprinklers valves shall
228 is met by building
be located in a safe and
(1).
enclosed position on the
exterior wall and shall be Figure 7.6 : sprinkle
readily accessible to the valves
Fire Authority.
305

LAW (UBBL 1984)
7. CLAUSA 237 (1) Every floor of the Comply

building has fire alarms.
Fire alarms
The building complies
Fire alarms shall be with 237 clauses (1).
provided in accordance
with the tenth schedule
to these By-Laws.
Figure 7.7 : Fire hose
8. CLAUSE 173 (1) The building's exit Comply,

doors can be opened
Exit doors
without the need of a
All exit doors shall be key or any particular
openable from the inside knowledge or effort.
without the use of a key Clause 173 is met by
or any special knowledge building (1).
or effort.
Figure 7.8 : Exit door
CLAUSE 111
9. There is lighting and Comply
ventilation on the
Lighting and stairwell.
ventilation of staircase
Clause 111 is met by
All staircases shall be the building.
properly lit and ventilated
according to the
Figure 7.9 : Lighting
requirements of the local
and ventilation of
authority.
staircase
306
7.4.2 ACT 133, STREET, DRAINAGE AND BUILDING 1974
Act 133, Street, Drainage and Building 1974 is an act to amend and consolidate the laws
relating to street, drainage and building in local authority areas in Peninsular Malaysia, and
for purposes connected therewith. It is expedient for the purpose only of ensuring uniformity
of law and policy to make a law with regard to local government matters relating to street,
drainage and building.
In terms of street, the Act covers maintenance, repair, extension and widening of streets. The
streets could be made by either local authorities or private persons with permission from local
authorities. The Act also sets out rules on trees, lamps, water pipes and other infrastructures
which built under/alongside the streets. Further, the Act stipulates that local authority is under
the obligation to construct and maintain drains and watercourses, as well as back-lanes.
Furthermore, the Act prescribes rules on building activities in Part V, which including but not
limited to reviewing safety and stability of erection of building, demolition of unauthorized
building, penalty for letting out and sale of unauthorized building, etc.
307
Table 7.16 : Act 133 Street, Drainage and Building 1974

STREET, DRAINAGE
NO PHOTO DESCRIPTION REMARKS
AND BUILDING 1974
1. CLAUSES 4 (1) Footways are Comply

The local authority shall, well built and
so far as the funds at its maintained to
disposal will admit, cause improve the
all public streets together pedestrian
with the footways thereof, environment
whether covered by around
arcades or not, to be KOMTAR. The
maintained and repaired. Figure 7.10 : building
Footways complies with
clause 4 (1).
2. CLAUSES 26 (1) Component Comply

Local authority may put lighting is
up lamps posts and located at the
lamps surrounding of
The local authority may the building.
cause lamp irons, lamp This light
post or other lighting ensures the
apparatus to put up or Figure 7.11 : Lamps safety of the
against the wall of any building and its
building or enclosure, or surrounding
to be put up in such other area. The
manner within any street, building
road or place as it deems complies with
proper and may cause clause 26 (1).
such number of lamps
sizes to be provided and
affixed and put on such
lamps iron and lamp
posts as are necessary
308
for lighting of such

streets, roads and places
and cause the same to be
lighted during such hours
are necessary
3. CLAUSE 29 (1) The address Comply

Name of street and name of the
The local authority may street board
subject to the approval of located at the
the state authority, Figure 7.12 : Street entrance and
determine the name by Name inside of the
any street shall be known Komtar
an may alter the name of Building. The
any street or part of a building
street. complies with
clause 29 (1)
4. CLAUSE 38 The trees is not Comply

Trees not to be planted plant within
within twelve feet of twelve feet from
street the street. The
No tree unless it is of a building
specie allowed by the complies with
local authority shall be Figure 7.13 : Trees clause 38
planted within twelve feet
of any street or back lane.
309
7.4.3 OCCUPANTIONAL SAFETY & HEALTH 1994 (OSHA 1994)
The Malaysian Parliament published the Occupational Safety and Health Act 1994 in the
Record on February 24, 1994. ` To make further provisions for securing that safety, health
and welfare of persons at work, for protecting others against risks to safety or health in
connection with activities of persons at work, to establish the National Council for
Occupational Safety and Health and for matters connected therewith, ‘is the act’s guiding
principle. The First Schedule’s list of industries is covered by the Act throughout all of
Malaysia. The Merchant Shipping Ordinance of 1952 (Ord.No.70 of 1952), the Merchant
Shipping Ordinance of Sarawak (Sarawak Ord. No 2 of 1960), the Merchant Shipping
Ordinance of Sabah (Sabah Ord. No 11 of 1960) or the Armed Forces shall not be affected
by any provision of this Act.
There are several objectives that we must know in Occupational Safety and Health Act
(OSHA) 1994. First and foremost, this act was created in Malaysia is to protect people at work
against risks related to their jobs in term of their safety, health, and wellbeing. Next is to
safeguard individuals not currently at work from threats arising from their employment.
Besides that, it also to encourage the development of a workplace environment for people
that is tailored to their physical and mental demands. The final objective for this OSHA is to
maintain or raise the levels of safety and health besides to offer the means to be gradually
replaced by a system of regulations and authorised industry codes.
The National Council for Occupational Safety and Health was established in 1994 under the
provisions of OSHA, which also outline the council’s authority and duties. The Act outlines
the broad obligations of employers and independent contractors toward their workers as well
as the general obligations of designers, manufacturers, suppliers, and employees.
310
Table 7.17 : Occupational Safety and Health 1994
NO OCCUPATIONAL PHOTOS DESCRIPTION REMARKS

SAFETY & HEALTH 1994
1 CLAUSE 48 ( 1 ) The sign ‘the door Comply

should always be
Improvement notice
closed ‘ is displayed on
and prohibit notice
the fire door. That the
building conforms with
( 1 ) I if an officer believes
section 48 (1) and has
that a workplace, plant,
an emergency exit door
substance or process
.
poses a threat to
employees, poses a Figure 7.14 : Notice
substantial risk to their on door
health or can harm
property, he or she must
serve an improvement
notice on the person in
charge of the workplace.
Restrooms must be
2 CLAUSE 66 Comply
supplied or made
Regulations accessible in areas that
In particular, and without are easily reached.
limiting the meaning of This building complies
subsection (1) such with Clause 66
regulations may ensure
that employers at work
provide suitable welfare Figure 7.15 : Toilet
facilities. male and female
311
NO OCCUPATIONAL PHOTOS DESCRIPTION REMARKS

SAFETY & HEALTH 1994
3 CLAUSE 27 ( 1 ) The employee will Comply

immediately notify the
Discrimination against
maintenance
employee
department of any
(1) No employer may
building defects. This
discharge an employee,
building complies with
cause his harm at work,
Clause 27 (1)
or change his position in
a way that is detrimental
to him Figure 7.16 :
(a) File a complaint on Government Unit
something he thinks Space
poses a safety or health

risk.
(b) Participates in the

safety and health
committee constituted in
accordance with this act.
(c) Performs any of his

duties as a committee
member responsible for
safety and health.
312
7.4.4 ELECTRICITY SUPPLY ACT 1990 (ACT 447)
The Electricity Supply Act of 1990 is a law intended to regulate the electricity supply industry,
ensure that electricity is provided at fair prices, licence all electrical installations, control all
electrical installations, plant and equipment and also address other issues related to people’s
safety, the effective use of electricity and activities related to these. These are the relevant
regulations passed under this Act:
▪ Regulations for Electricity ( Amendment ) from 2013: These laws establish Minimum
Energy Performance Standards ( MEPS ) for lighting as well as for appliances like
refrigerators and air conditioners. The rules provide a ‘ star rating ‘ from 1 to 5, as well as
the minimum standards that particular electrical equipment must achieve. For example,
domestic fans must achieve a MEPS of two stars.
▪ Regulation for the Efficient Management of Electrical Energy from 2008: According to the
rule, an electrical energy manager is required for all installations that use 3 million kWh
or more of electricity over the course of six months. The energy manager is in charge of
reviewing the overall amount of electrical energy consumed, offering guidance on the
creation and implementation of measures to ensure successful management of electrical
energy and keeping track of the results of the actions performed.
313
Table 7.18 : Electricity Supply Act 1990 ( Act 447)
NO ELECTRICITY SUPPLY PHOTOS DESCRIPTION REMARKS

ACT 1980 ( ACT 447 )
1. CLAUSE 19 ( 1) The plug socket is Comply

simple to access,
All electrical access must
connect and to
be synchronised in order
observe. This building
for all necessary
complies with Clause
electrical access to be Figure 7.17 : Socket
19 (1)
readily available .
This building has

2. CLAUSE 53 Comply
electrical fittings to
Power to make prevent sloppy or
regulations disorganized cabling.
The minister has the The building complies
power to established Figure 7.18 : Wiring with Clause 53
regulations regarding at parking space

any topic that may be
mandated by this act .
(g) the type or design

of wires, fittings and
equipment to be utilised ,
as well as the placement,
protection, control,
inspection, testing and
maintenance of all of it .
314
7.5 SUMMARY
From literature review, it is appearing that legal and contract issues between the Landlord,
PDC Setia Urus Sdn. Bhd and its subsidiary firm, as well as with other tenants in the building,
satisfies every requirement for a valid contract between two parties. In the current climate of
tighter budgets and pressure on resources, many public sector organisations including PDC
are outsourcing services to external organisations under ‘service level agreements’ or ‘service
level contracts. It is evident from the literature and the examples assessed in this report that
service levels are achieved successfully where the service level agreements stipulate specific
measurements and indicators of service provision and include ongoing reviews with partner
organisations to ensure a continuous improvement in service. Failure to comply with the
agreement will incur penalties and, in some cases, PDC may terminate the contract.
Furthermore, the laws and regulations PDC had followed, was in line with the approved
building plan such as Uniform Building By-Laws 1984 (UBBL), Act 133, Street, Drainage and
Building, Occupational Safety and health Act 1994 and Electrical Supply act 1990, (Act 447).
KOMTAR buildings do not face many difficulties due to the complexity of the regulations set
by the authorities. The architects did not have many problems to deal with the local
authorities. Even so, the results show few regulatory issues as been mentioned. From all
perspectives, the KOMTAR building is in good condition which enhances the uniqueness and
quality of the view of the place besides confirming its safety.
315
CHAPTER 8 : FINANCIAL ASPECT
316
8.1 INTRODUCTION
The process of projecting a company's earnings and spending over a specific time period is
known as financial budgeting. The management's financial intentions are outlined in budgets.
Among other things, this entails allocating financial resources and figuring out how much cash
is available to spend. Predicting the business's short- and long-term revenue and spending is
also known as a financial budget. It is a financial strategy for a predetermined time frame,
generally one year.
The goals, cash flow, and overall financial situation of a company are all represented by the
financial budget. Through timely budgeting for operations and finances on a regular basis, a
baseline is established that can be compared to actual performance to see how real results
differ from expectations. Organizations may plan where and how to grow by using financial
budgeting. The financial budget assists the company in developing the plan itself.
The maintenance manager essentially handles the financial or maintenance budget. In order
to prevent unauthorized spending of extra funds that might result in the company's own
financial loss. A committee made up of several budget owners is common in large businesses,
and its job is to monitor budget adherence. Director and management representatives from
the company's many departments and divisions often make up the committee. This is a more
decentralized, less effective strategy that may even spark internal strife. Financial
management is important because it enables companies to raise their profitability, expand
their purpose, save costs, maintain economic stability, and appreciate value through time.
317
8.2 FINANCIAL EXPENSES / MAINTENANCE BUDGET OBJECTIVE
KOMTAR receives difference financial budget each year from PDC Sdn. Bhd. It is depending
on how the building condition is. As the financial record is very confidential, we only get
assumption amount only. The money will be split by 12 months and utilised for a variety of
purposes including administration, maintenance personnel salaries, mechanical and electrical
system maintenance, and general services, among others. PDC Sdn. Bhd provide the budget
but PDC Setia Urus Sdn. Bhd. will administer and monitor the KOMTAR maintenance budget
and the building. Besides that, here is the estimated cost per year by En. Syed which is the
head of maintenance department. (See Table 8.1)
Table 8.1: Estimated cost per year

NO. YEAR AMOUNT
1. 2018 RM 11,000,000.00
2. 2019 RM 6,000,000.00
3. 2020 RM 9,000,000.00
4. 2021 RM 8,000,000.00
The maintenance budget's major goal is to make sure that no extra money is spent.
To avoid running out of money, maintenance expenses must stay within the allocated budget.
The second step is to estimate the cash flow as well as the outlook for the next three years.
The third step is to achieve a decent building condition within the constraints of the allocated
budget. Finally, they will provide a healthy profit for the business with a reasonable budget for
upkeep.
318
8.3 FINANCIAL EXPENCES / MAINTENANCE BUDGET

The maintenance budget is divided into two parts. First is income and the other one is
maintenance expenditure. The corporation receives certain payments as funds for
maintenance works. Income is what the business has earned over a period. While expenses
are the cost incurred by the business over a period. Additionally, maintenance costs are
money the business must pay to outside parties, such as outsourcing fees. For example, PDC
Setia Urus Sdn. Bhd. has been appointed to maintain the KOMTAR building.
KOMTAR
(MAINTENANCE FINANCIAL EXPENSES/
BUDGET)
INCOME EXPENDITURE
1. Penang Development
Corporation (PDC) 1. Repair and Maintenance
2. Service Charge 2. Utilities
3. Rental 3. Professional
4. Interest Income 4. Other Operation Expenses
5. Other Income
Chart 8.1 : Financial Expenses /Maintenance Budget for Kompleks Tun Abdul Razak
319
8.3.1 CASH FLOW

Table 8.2: Cash Flow 2022 to 2023
FORECAST (YEAR)
Year 2022 (CURRENT)
2023
JAN FEB MAR APR MAY JUN JULY AUG SEPT OCT NOV DEC TOTAL TOTAL
Description
(RM) (RM) (RM) (RM) (RM) (RM) (RM) (RM) (RM) (RM) (RM) (RM) (RM) (RM)
INCOME
PDC (Penang
Development 300,000.00 300,000.00 300,000.00 300,000.00 300,000.00 300,000.00 300,000.00 300,000.00 300,000.00 300,000.00 300,000.00 300,000.00 3,600,000.00 1,000,000.00
Corporation)
(-0.46%)
Service Charge 1,183,555.56 1,183,555.56 1,183,555.56 1,183,555.56 1,183,555.56 1,183,555.56 1,183,555.56 1,183,555.56 1,183,555.56 1,183,555.56 1,183,555.56 1,183,555.56 14,202,666.72
14,137,000.00
(-11.18%)
Rental 166,777.78 166,777.78 166,777.78 166,777.78 166,777.78 166,777.78 166,777.78 166,777.78 166,777.78 166,777.78 166,777.78 166,777.78 2,001,333.36
1,800,000.00
(+19.96%)
Interest Income 52,444.44 52,444.44 52,444.44 52,444.44 52,444.44 52,444.44 52,444.44 52,444.44 52,444.44 52,444.44 52,444.44 52,444.44 629,333.28
755,000.00
(+27.71%)
Other Income 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 120,000.00
166,000.00
SUB TOTAL 1,712,777.78 1,712,777.78 1,712,777.78 1,712,777.78 1,712,777.78 1,712,777.78 1,712,777.78 1,712,777.78 1,712,777.78 1,712,777.78 1,712,777.78 1,712,777.78 20,553,333.36 17,858,000.00
GRAND TOTAL INCOME 1,712,777.78 1,712,777.78 1,712,777.78 1,712,777.78 1,712,777.78 1,712,777.78 1,712,777.78 1,712,777.78 1,712,777.78 1,712,777.78 1,712,777.78 1,712,777.78 20,553,333.36 17,858,000.00
EXPENDITURE
REPAIR AND MAINTENANCE

(-85.29%)
Lifts / Escalators 425,111.11 0 425,111.11 0 425,111.11 0 425,111.11 0 425,111.11 0 425,111.11 0 2,550,666.66
375,500.00
(-85.29%)
Escalator 0 425,111.11 0 425,111.11 0 425,111.11 0 425,111.11 0 425,111.11 0 425,111.11 2,550,666.66
375,500.00
(-31.09%)
Civil 79,333.33 79,333.33 79,333.33 79,333.33 79,333.33 79,333.33 79,333.33 79,333.33 79,333.33 79,333.33 79,333.33 79,333.33 951,999.96
656,000.00
(+8.33%)
Electrical equipment 4,888.89 4,888.89 4,888.89 4,888.89 4,888.89 4,888.89 4,888.89 4,888.89 4,888.89 4,888.89 4,888.89 4,888.89 58,666.68
64,000.00
(+2.47%)
Fire Fighting 0 0 114,666.66 0 0 0 0 0 114,666.66 0 0 0 229,333.32
235,000.00
(+14.73%)
Cooling tower 106,333.32 0 0 106,333.32 0 0 106,333.32 0 0 106,333.32 0 0 425,333.28
488,000.00
(+16100.16%)
CCTV & Gen Set 111.11 111.11 111.11 111.11 111.11 111.11 111.11 111.11 111.11 111.11 111.11 111.11 1,333.32
216,000.00
(+50.00%)
Computer 222.22 222.22 222.22 222.22 222.22 222.22 222.22 222.22 222.22 222.22 222.22 222.22 2,666.64
4,000.00
(+12.50%)
Pest Control 0 0 0 0 0 5,333.34 0 0 0 0 0 5,333.34 10,666.68
12,000.00
(+15.38%)
Landscape maintenance 1,444.44 1,444.44 1,444.44 1,444.44 1,444.44 1,444.44 1,444.44 1,444.44 1,444.44 1,444.44 1,444.44 1,444.44 17,333.28
20,000.00
(+125.0%)
Elect supervision fees 3,000.00 0 0 3,000.00 0 0 3,000.00 0 0 3,000.00 0 0 12,000.00
27,000.00
(+10.14%)
Cleaning services 53,111.11 53,111.11 53,111.11 53,111.11 53,111.11 53,111.11 53,111.11 53,111.11 53,111.11 53,111.11 53,111.11 53,111.11 637,333.32
702,000.00
(+165.97%)
Security services 12,000.00 12,000.00 12,000.00 12,000.00 12,000.00 12,000.00 12,000.00 12,000.00 12,000.00 12,000.00 12,000.00 12,000.00 144,000.00
383,000.00
(-19.64%)
Rental of machinery 1,555.56 1,555.56 1,555.56 1,555.56 1,555.56 1,555.56 1,555.56 1,555.56 1,555.56 1,555.56 1,555.56 1,555.56 18,666.72
15,000.00
SUB TOTAL REPAIR AND

687,111.09 577,777.77 692,444.43 687,111.09 577,777.77 583,111.11 687,111.09 577,777.77 692,444.43 687,111.09 577,777.77 583,111.11 7,610,666.52 3,573,000.00
MAINTENANCE
320
UTILITIES (BILLS)
(+10.00%)
Electricity 588,222.22 588,222.22 588,222.22 588,222.22 588,222.22 588,222.22 588,222.22 588,222.22 588,222.22 588,222.22 588,222.22 588,222.22 7,058,666.64
7,765,000.00
(+34.76%)
Water 14,222.22 14,222.22 14,222.22 14,222.22 14,222.22 14,222.22 14,222.22 14,222.22 14,222.22 14,222.22 14,222.22 14,222.22 170,666.64
230,000.00
(+19.40%)
Sewerage 8,444.44 8,444.44 8,444.44 8,444.44 8,444.44 8,444.44 8,444.44 8,444.44 8,444.44 8,444.44 8,444.44 8,444.44 101,333.28
121,000.00
SUB TOTAL UTILITIES 610,888.88 610,888.88 610,888.88 610,888.88 610,888.88 610,888.88 610,888.88 610,888.88 610,888.88 610,888.88 610,888.88 610,888.88 7,330,666.56 8,116,000.00
PROFESSIONAL
(+6.39%)
Management fee 194,555.56 194,555.56 194,555.56 194,555.56 194,555.56 194,555.56 194,555.56 194,555.56 194,555.56 194,555.56 194,555.56 194,555.56 2,334,666.72
2,484,000.00
(-28.37%)
Insurance 12,333.33 12,333.33 12,333.33 12,333.33 12,333.33 12,333.33 12,333.33 12,333.33 12,333.33 12,333.33 12,333.33 12,333.33 147,999.96
106,000.00
Rates & Assessments 96,000.00 0 0 0 0 0 96,000.00 0 0 0 0 0 192,000.00 192,000.00
(+204.68%)
Legal fees 1,777.78 1,777.78 1,777.78 1,777.78 1,777.78 1,777.78 1,777.78 1,777.78 1,777.78 1,777.78 1,777.78 1,777.78 21,333.36
65,000.00
(+18.32%)
Other professional fees 2111.11 2111.11 2111.11 2111.11 2111.11 2111.11 2111.11 2111.11 2111.11 2111.11 2111.11 2111.11 25,333.32
30,000.00
SUB TOTAL
306,777.78 210,777.78 210,777.78 210,777.78 210,777.78 210,777.78 306,777.78 210,777.78 210,777.78 210,777.78 210,777.78 210,777.78 2,721,333.36 2,877,000.00
PROFESSIONAL
OTHER OPERATION EXPENSES

Stationery/ Printing/
(+18.75%)
Photostatting/ Stamping 1,333.33 1,333.33 1,333.33 1,333.33 1,333.33 1,333.33 1,333.33 1,333.33 1,333.33 1,333.33 1,333.33 1,333.33 15,999.96
19,000.00
fees
(+21.15%)
Advertising 1,444.44 1,444.44 1,444.44 1,444.44 1,444.44 1,444.44 1,444.44 1,444.44 1,444.44 1,444.44 1,444.44 1,444.44 17,333.28
21,000.00
(+31.25%)
Postage 444.44 444.44 444.44 444.44 444.44 444.44 444.44 444.44 444.44 444.44 444.44 444.44 5,333.28
7,000.00
(+50.0%)
Misc exp 111.11 111.11 111.11 111.11 111.11 111.11 111.11 111.11 111.11 111.11 111.11 111.11 1,333.32
2,000.00
(+62.50%)
Salary & wages 5,333.33 5,333.33 5,333.33 5,333.33 5,333.33 5,333.33 5,333.33 5,333.33 5,333.33 5,333.33 5,333.33 5,333.33 63,999.96
104,000.00
(+20.01%)
Depreciation 89,222.22 89,222.22 89,222.22 89,222.22 89,222.22 89,222.22 89,222.22 89,222.22 89,222.22 89,222.22 89,222.22 89,222.22 1,070,666.64
1,285,000.00
Bank Charges 0 1,000.00 0 0 0 0 0 0 0 0 0 0 1,000.00 1,000.00
SUB TOTAL OTHER
97,888.87 98,888.87 97,888.87 97,888.87 97,888.87 97,888.87 97,888.87 97,888.87 97,888.87 97,888.87 97,888.87 97,888.87 1,175,666.44 1,439,000.00
OPERATION EXPENSES
GRAND TOTAL
1,702,666.62 1,498,333.30 1,611,999.96 1,606,666.62 1,497,333.30 1,502,666.64 1,702,666.62 1,497,333.30 1,611,999.96 1,606,666.62 1,497,333.30 1,502,666.64 18,838,332.88 16,005,000.00
EXPENDITURE
INCOME TOTAL (RM) 1,712,777.78 1,712,777.78 1,712,777.78 1,712,777.78 1,712,777.78 1,712,777.78 1,712,777.78 1,712,777.78 1,712,777.78 1,712,777.78 1,712,777.78 1,712,777.78 20,553,333.36 17,858,000.00
(MINUS)
EXPENDITURE TOTAL
1,702,666.62 1,498,333.30 1,611,999.96 1,606,666.62 1,497,333.30 1,502,666.64 1,702,666.62 1,497,333.30 1,611,999.96 1,606,666.62 1,497,333.30 1,502,666.64 18,838,332.88 16,005,000.00
(RM)
SURPLUS 10,111.16 214,444.48 100,777.82 106,111.16 215,444.48 210,111.14 10,111.16 215,444.48 100,777.82 106,111.16 215,444.48 210,111.14 1,715,000.48 1,853,000.00
The forecast budget for 2023 is based on the original forecast provided by KOMTAR's maintenance finance department.
321
8.3.1.1 OVERALL FINANCIAL / MAINTENANCE ANALYSIS
MAINTENANCE BUDGET OF KOMPLEKS TUN

Maintenance
ABDUL RAZAK YEAR 2022 (RM)
Expenditure,
18,838,332.88, 48%
Maintenance Income,
20,553,333.36, 52%
Maintenance Income
Maintenance Expenditure
Chart 8.2 : Maintenance Budget for Year 2022
The pie chart above shows the overall maintenance budget for Kompleks Tun Abdul Razak located
in George Town, Penang. The maintenance budget is consisting of the income and expenditure. The
income source of KOMTAR includes provided by the Penang Development Corporation and the self-
earning income based on the service charge, rental, interest income and other income. The overall
percentage of the maintenance budget show the 52% of the total budget is the maintenance income
with RM20,553,333.36 and the maintenance expenditure with 48% with total budget of
RM18,838,332.88. The maintenance expenditure is divided into 4 categories which are the expenses
on the repair and maintenance, utilities, professional and the other operation expenses.
322
8.3.1.2 FINANCIAL / MAINTENANCE BUDGET INCOME ANALYSIS
TOTAL INCOME SOURCE AT KOMPLEKS TUN

ABDUL RAZAK YEAR 2022 (RM)
Other Income,
Interest Income, 120,000.00, 1%
629,333.28, 3% Penang Development
Rental , 2,001,333.36, Corporation,
10% 3,600,000.00, 17%
Penang Development Corporation
Service charge
Rental
Service charge,
14,202,666.72, 69% Interest Income
Other Income
Chart 8.3 : Total Income Source At Kompleks Tun Abdul Razak Year 2022
This pie chart shows the percentage income source for Kompleks Tun Abdul Razak (KOMTAR) in
year 2022. The income sources include from the Penang Development Corporation, which is the
headquarters of the PDC Setia Urus Sdn, Bhd, the service charge, rental fee from tenants, interest
income and the other income. The major income allocated at the 69% of total income based on the
service charge with total of RM14,202,666.72. The second highest income is from Penang
Development Corporation with 17% of total maintenance income. The amount of budget received
from the PDC will be provided based on the request by the PDC Setia Urus if the total expenditure
is exceeding the total self-earned income by the KOMTAR and based on forecast annual total
expenditure. Thus, show the expenditure of 2022 is higher than the self-earned income due to the
major repair and maintenance work of the lift and escalator, building and rental of machinery occurs
in year 2022. The 100% of the income is sufficient to cover the total of expenditure in 2022 with
surplus budget of RM1,715,000.48 that can be used for other purposes in the scope of maintenance
management such as provide employees with seminar to increase skills and qualification, funding
organization event, buy new decoration for interior design of KOMTAR and etc.
323
8.3.1.3 FINANCIAL / MAINTENANCE BUDGET EXPENDITURE ANALYSIS
TOTAL EXPENDITURE SOURCE FOR KOMPLEKS

TUN ABDUL RAZAK YEAR 2022
Other Operation
Expenses,
1,175,666.44, 6% Repair and
Maintenance,
Professional , 7,610,666.52, 40%
2,721,333.36, 15%
Repair and Maintenance
Utilities
Professional
Other Operation Expenses
Utilities,
7,330,666.56, 39%
Chart 8.4 : Total Expenditure Source at Kompleks Tun Abdul Razak Year 2022
The part chart above shows the total expenditure source at Kompleks Tun Abdul Razak (KOMTAR)
in year 2022. The total of RM18,838,332.88 expenditure budget is divided into 4 categories which
are the repair and maintenance, utilities, professional and other operation expenses. The highest
percentage goes to the repair and maintenance work with total RM7,610,666.52. This is due to the
fact that the major maintenance or replacement of the old components of lift and escalator and the
building structure are being implemented in 2022. Expenses on the professional categories recorded
with 15% of total expenditure with RM2,721,333.36 covering the management fees, insurance, rates
& assessments, legal fees, and other professional fees. Another remaining percentage are expended
on the other operation expenses which include the office supplies, advertising, postage,
miscellaneous expenditure, salary and wages, depreciation and lastly the bank charges that need to
be paid once a year.
324
8.3.1.4 FINANCIAL / MAINTENANCE INCOME AND EXPENDITURE ANALYSIS
INCOME AND EXPENDITURE COMPARISON

YEAR 2022
1,750,000.00
1,700,000.00
1,650,000.00
1,600,000.00
1,550,000.00
1,500,000.00
1,450,000.00
1,400,000.00
1,350,000.00
JAN FEB MAR APRIL MAY JUN JULY AUG SEPT OCT NOV DEC
Income Expenditure
Chart 8.5: Total Income and Expenditure Comparison Year 2022
The bar graph above shows the comparison between the total of income and expenditure of
KOMTAR for year 2022. The income that has been provided for every month are very consistent
which is RM1,712,777.78, while the expenditure is not consistent for each month. The record for the
highest expenditure is in January and July due to the expenditure expend for repair and maintenance
work of cooling tower every 3 months, electrical supervision fees for each 3 months and payment of
rate & assessment to the authority once in every 6 months with each month need to pay RM
96,000.00. The expenditure of May and September have the same amount with RM1,611,999.96
which slightly looking higher from the bar chart that the expenses on the April and October with RM
1,606,666.62. The different budgeting on expenditure of these months is only RM5,333.34 due to
additional expenses to the sum of firefighting maintenance and repair work. In February, May, Jun,
August, November and December is at the range of lower expenditure cost. The pest control work
occurs once in 6 month, Jun and December show the small increases while in February, also shows
the slightly incremental of expenses which due to the payment of bank charge need to be done once
a year. The income for every month is enough to cover the monthly expenses in the year of 2022.
The lowest expenditure in 2022 is in May and August with only RM1,497,333.30 resulting the highest
monthly surplus budget with RM215,444.48.
325
8.4 FINANCIAL / MAINTENANCE BUDGET FORECAST

Table 8.3: Forecast budget for 2024, 2025 and 2026.
CURRENT
OUR FORECAST UTILITIES (BILLS)
FORCAST
Year
2026 (+10.00%)
2023 2024 2025 Electricity 7,765,000.00 7,765,000.00 7,765,000.00
7,765,000.00
TOTAL TOTAL TOTAL TOTAL (+34.76%) (-24.31%) (+2.0%) (+2.0%)
Description Water
(RM) (RM) (RM) (RM) 230,000.00 174,079.97 177,561.56 181,112.79
(+19.40%)
Sewerage 121,000.00 121,000.00 121,000.00
INCOME 121,000.00
PDC (Penang SUB TOTAL UTILITIES 8,116,000.00 8,060,079.97 8,063,561.56 8,067,112.79
Development 1,000,000.00 1,000,000.00 1,000,000.00 1,000,000.00
Corporation)
(-0.46%) (+1%) (+1%) PROFESSIONAL
Service Charge 14,137,000.00
14,137,000.00 14,421,153.70 14,565,365.24 (+6.39%) (+5.00%) (+5.00%) (+5.00%)
(-11.18%) Management fee
Rental 1,800,000.00 1,800,000.00 1,800,000.00 2,484,000.00 2,608,200.00 2,738,610.00 2,875,540.50
1,800,000.00 (-28.37%)
(+19.96%) (+15%) (+15%) (+15%) Insurance 106,000.00 106,000.00 106,000.00
Interest Income 106,000.00
755,000.00 868,250.00 998,487.50 1,148,260.63
Rates & Assessments 192,000.00 192,000.00 192,000.00 192,000.00
(+27.71%)
Other Income 166,000.00 166,000.00 166,000.00
166,000.00 (+204.68%) (-66.86%) (+2.00%) (+2.00%)
Legal fees
65,000.00 21,546.69 21,977.62 22,417.17
SUB TOTAL 17,858,000.00 17,971,250.00 18,385,641.20 18,679,625.87 (+18.32%)
Other professional fees 30,000.00 30,000.00 30,000.00
30,000.00
GRAND TOTAL INCOME 17,858,000.00 17,971,250.00 18,385,641.20 18,679,625.87
SUB TOTAL
2,877,000.00 2,957,746.69 3,088,587.62 3,225,957.67
EXPENDITURE PROFESSIONAL
REPAIR AND MAINTENANCE OTHER OPERATION EXPENSES
(-85.29%) Stationery/ Printing/

Lifts / Escalators 751,000.00 751,000.00 751,000.00 (+18.75%)
375,500.00 Photostatting/ 19,000.00 19,000.00 19,000.00
19,000.00
Stamping fees
(-85.29%) 375,500.00 375,500.00
Escalator 375,500.00 (+21.15%)
375,500.00 Advertising 21,000.00 21,000.00 21,000.00
21,000.00
(-31.09%) (+20.00%)
Civil 787,200.00 787,200.00 (+31.25%)
656,000.00 787,200.00 Postage 7,000.00 7,000.00 7,000.00
7,000.00
(+8.33%)
Electrical equipment 64,000.00 64,000.00 64,000.00 (+50.0%)
64,000.00 Misc exp 2,000.00 2,000.00 2,000.00
2,000.00
(+2.47%)
Fire Fighting 235,000.00 235,000.00 235,000.00 (+62.50%)
235,000.00 Salary & wages 104,000.00 104,000.00 104,000.00
104,000.00
(+14.73%) (-15.00%)
Cooling tower 414,800.00 414,800.00 (+20.01%)
488,000.00 414,800.00 Depreciation 1,285,000.00 1,285,000.00 1,285,000.00
1,285,000.00
(+16100.16%) (-99.39%)
CCTV & Gen Set 1,300.00 1,300.00
216,000.00 1,300.00 Bank Charges 1,000.00 1,000.00 1,000.00 1,000.00
(+50.00%) (-35.0%) (+1%) (+1%)
Computer SUB TOTAL OTHER
4,000.00 2,600.00 2,626.00 2,652.26 1,439,000.00 1,439,000.00 1,439,000.00 1,439,000.00
OPERATION EXPENSES
(+12.50%) (-11.66%)
Pest Control 10,600.00 10,600.00 TOTAL EXPENDITURE 16,005,000.00 15,489,446.66 15,627,885.38 16,285,694.02
12,000.00 10,600.00
(+15.38%) (-13.5%) Unpredicted economic
Landscape maintenance 17,300.00 17,300.00 - + 4% +4% +4%
20,000.00 17,300.00 factors
(+125.0%) (-55.55%) GRAND TOTAL
Elect supervision fees 12,000.00 12,000.00 16,005,000.00 16,109,024.53 16,253,000.80 16,937,121.78
27,000.00 12,000.00 EXPENDITURE
(+10.14%) (+1%) (+1%) (+1%)
Cleaning services
702,000.00 709,020.00 716,110.20 723,271.30 INCOME TOTAL (RM) 17,858,000.00 17,971,250.00 18,385,641.20 18,679,625.87
(+165.97%)
Security services 144,000.00 144,000.00 144,000.00
383,000.00 (MINUS)
(-19.64%)
Rental of machinery 15,000.00 15,000.00 15,000.00
15,000.00 EXPENDITURE TOTAL
16,005,000.00 16,109,024.53 16,253,000.80 16,937,121.78
SUB TOTAL REPAIR AND (RM)
MAINTENANCE 3,573,000.00 3,032,620.00 3,039,736.20 3,553,623.56
SURPLUS 1,853,000.00 1,862,225.47 2,132,640.40 1,742,504.09
326
8.4.1 FORECASTING 2023
FORECASTING BUDGET YEAR 2023 (RM)
Other Operation
Professional, Expenses,
2,877,000.00, 8% 1,439,000.00, 4%
Maintenance Income
Utilities,
8,116,000.00, 24% Utilities
Professional
Repair and Maintenance Income,

Maintenance, 17,858,000.00, 53%
3,573,000.00, 11%
Chart 8.6: Forecasting Budget Year 2023
From the pie chart above shows the original data provided by the KOMTAR’s maintenance
finance department where the income of the forecasting budget in 2023 is RM16,858,000.00
which decrease to 13% of the budget from 2022. This decremental of income due to reduction
budget provided by the Penang Development Corporation. The budget given is based on the
request from the subsidiary company which manage the Kompleks Tun Abdul Razak, PDC
Setia Urus Sdn Bhd. Since there is not required the same amount of budget as 2022 and the
expenditure list of 2023 is not exceeding the total income self-earned by the KOMTAR, thus
the other income sources are enough to cover the cost expenditure. The total expenditure for
2023 is RM 16,005,000.00 consisting of four categories which is repair and maintenance,
utilities, professional and other operation expenses. The most drastic increases on the
expenditure is in the repair and maintenance category which on the CCTV and Get Set were
increasing of 16100.16% from the budget of the item in 2022 which shown the major
repairment of this system. In the other hand, the most decrease of expenditure is on the same
category which is the repair and maintenance work of lifts and escalator. This is due to the
major repair and replacement of the components of the system have been done on the 2022.
From the different on the previous year to the budget of 2023, the cash flow shows the
increasement of budget on utilities, professional and operation expenses while decrease on
the budget of repair and maintenance.
324

Other Operation
Professional, Unpredicted
2,957,746.69, 9% Expenses,
economic factor,
1,439,000.00, 4%
619,577.86, 2%
Maintenance Income
Utilities
Utilities,
8,060,079.97, 23% Professional
Repair and
Unpredicted economic factor
Maintenance, Maintenance Income,
3,032,620.00, 9% 17,971,250.00, 53%
Chart 8.7: Forecasting Budget Year 2024

From the pie chart above, the maintenance income is RM17,971,550.00 in 2024, up 0.63
percent of the previous year income due to the increase of the interest income. The income
obtained from the Penang Development Corporation are based on the forecast of total
expenditure predicted or arranged annually. Same as forecast in 2023, the Penang
Development Corporation reduce the funding of the KOMTAR maintenance where there is
only require same amount as 2023 which the fund to cover the forecasted expenditures. The
total expenditure which represents of 47% of the pie chart is RM15,489,446.66 and it is
divided into four category which is the biggest percentage is in the utilities with 24%, followed
by repair and maintenance with 9%, professional 9% and lastly the other expenses with only
4% of the total pie chart. The additional of 4% in the expenditure is due to the assumption on
the unpredicted economic factors to decrease the risk of forecasting, ensure that the amount
of expenditure that must be accommodated does not exceed the forecast that has been
prepared. The increasement budget on civil repair and maintenance work forecasted for 2024
is correlated to the result of the overall building rating shown in Chapter 5: Building Condition
Assessment, table 5.5: Schedule of Building Conditions. The result indicates that the civil of
the building needs to be given more attention to improve the aesthetics of the building by
repairing the facade and services that have been worn or damaged to proceed with the phase
of reimaging of the KOMTAR to attract the public's interest. If we were given the opportunity
to become maintenance management at KOMTAR, our strategy is to do a markup by increase
20% budget for civil in the 2024. This will provide sufficient budget for the remedial action on
the defected area stated in the chapter 5 and increase the image of KOMTAR. The surplus
budget is higher than previous years due to the implementation of major repair and replace
of the system mentioned on the repair and maintenance categories has been completed in
2023. Therefore, a reduction from the annual budget to cover the expenditure can be seen in
2024 where no drastic changes occur this year.
325

3,088,587.62, 9% Other Operation economic
Expenses, factors,
1,439,000.00, 4% 625,115.41, 2%
Maintenance Income
Utilities, Utilities
8,063,561.56, 23%
Professional
Unpredicted economic factors

Maintenance, 18,385,641.20, 53%
3,039,736.20, 9%
Chart 8.8 : Forecasting Budget Year 2025
The pie chart above shows that the maintenance income in 2025 is RM18,385,641.20, up to
2.3% from forecast budget in 2024. The slightly increases is due to the increment of the
service charge and interest income. The expenditure is divided into 4 categories which
includes the repair and maintenance, utilities, professional and other expenses. Same as
2024 we have prepared the additional of 4% in the expenditure is due to the assumption on
the unpredicted economic factors to decrease the risk of forecasting and avoid exceeding the
expenditure budget set in the forecast of 2025. There are no significant changes from the
previous year budget in both total income and the total expenditure. Hence, the Penang
Development Corporation again will give the same amount of funding as the maintenance
income source since there is no need for higher budget on major replacement or
maintenance. The cash flow of maintenance costs started to show a flat value from the
previous year after a gap of one year from the time of the big changes that happened to the
budget in 2022 to 2023. Most of the expenditure will remain the same as the budgeting list in
2024. There is small increasement on the grand total expenditure. Thus, the surplus budget
will increase 14.52% from the surplus budget calculated in 2024.
326

3,225,957.67, 9% Other Operation economic
Expenses, factors,
1,439,000.00, 4% 651,427.76, 2%
Maintenance Income
Utilities, Utilities
8,067,112.79, 23%
Professional
Unpredicted economic factors

Maintenance, 18,679,625.87, 52%
3,553,623.56, 10%
Chart 8.8 : Forecasting Budget Year 2026
The pie chart above shows that the forecast of income in 2026 is RM18,679,625.87, up to
1.5% from income budget in 2025. The slightly increases is due to the increment of the service
charge and interest income. The expenditure is divided into 4 categories which includes the
repair and maintenance, utilities, professional and other expenses. The additional
expenditure of 4% of the total expenditure the 4 categories is due to the fact to low the risk of
actual spending budget exceeding the forecasted expenditure budget due to unexpected or
unpredicted economic factors. There are no significant changes from the previous year
budget in both total income and the total expenditure. Hence, the Penang Development
Corporation again will give the same amount of funding as the maintenance income source
since there is no need for higher budget on major repairment or maintenance.
327
8.4.4 ANALYSIS OF FINANCIAL / MAINTENANCE BUDGET
ANALYSIS OF FINANCIAL / MAINTENANCE

BUDGET
25,000,000.00
20,000,000.00
15,000,000.00
10,000,000.00
5,000,000.00
0.00
2022 2023 2024 2025 2026
Maintenance Income Repair and Maintenance Utilities

Professional Other Operation Expenses
Chart 8.9 : Analysis of financial / maintenance budget.

Based on the bar chart, the highest income of the maintenance budget is in 2022 with
RM20,553,333.36. This is due to cover the highly expenses on the repair and maintenance
work on escalator or elevator with the cost of RM5,101,333.32. Other than that, based on
cash flow, the highly expenses is on the building and electrical equipment repair and
maintenance work. It shows the major repair or replacement work is being done on that
particular system. Consequently, the PDC Setia Urus Sdn Bhd have requested the
headquarters, Penang Development Corporation to provide the large fund to do the
maintenance work that exceeding the KOMTAR self-earned income. The income decreases
at the year of 2023 due to the PDC only provide the small fund as income source since the
self-earned income produced by KOMTAR itself is enough to cover the expenditure of the
years of 2023 to 2025 with slightly increase due to the increasing in interest income per year.
The professional category in the expenditure shows the consistent increases from 2022 to
2026 with increments of 5.72% from year 2022 to 2023, 2.80% from 2023 to 2024, 4.42%
increase in 2024 to 2025 and increment of 4.45% from 2025 to 2026. This increase is primarily
due to the management fees and legal fees. Those 2 fees are correlated to prediction of the
rate set by the local authority in the annual announcement.
The utilities and the other operation expenses not showing much difference in the 5 years
budget due to the fact that the prices or rate are slightly increase or not changed in those
year. In any cases, the Maintenance financial still can produce or have the surplus budget
from the self-earned income.
328
8.5 SUMMARY
The maintenance department's cash flow shows that the maintenance budget is essential
since they must effectively control their spending money while avoiding overuse. The whole
maintenance budget was spent to pay the repair and maintenance, electricity, water,
sewerage, professional fees, and outsource company.
From the analysis, we can see that Kompleks Tun Abd Razak (KOMTAR) have their self-
income and funded by the headquarter, Penang Development Corporation. The total income
of the year of 2022 and forecasting budget in 2023,2024 and 2025 the more than enough to
cover the total expenditure of each year. The decreasing and increasing of the total income
and expenditure are correlated to each other in term of construct the stable and logical
planning on the financial aspect of the maintenance budget to forecast the future budget. The
elements of each category related to the maintenance management include the utilities
should be consider as to perform the budgeting. The increasement of budget in the future
also affected to economic factor and the rates in various factors set and announced by the
government every year. This could be in term of legal fees, rate and assessment fee, salary
and wages and utilities.
From the study on the flow chart, we can assume the maintenance budget of KOMTAR have
been well prepared which also includes the surplus budget to cover the unexpected things
occurring in that year. The reason of preparing the forecast budget is to estimate the future
expenditure and to assist the maintenance department in allocating the annual budget from
the upcoming year based on the master planning.
329
CHAPTER 9 : PROBLEM,
RECOMMENDATION & CONCLUSION
330
9.1 PROBLEM AND RECOMMENDATION

Table 9.1: Problem and recommendation
NO CHAPTER PROBLEM RECOMMENDATION
1 The Detail of Kompleks Tun Abdul Razak The documentation, manual

Property and maintenance department or information organized in
does not provide the one file or a place that will be
maintenance manual for easy to find in the future.
people to use as a reference.
The building's layout is poorly Add more direction-

arranged, and its location is indicating signage so that
extremely unclear. We had building users can reach
difficulty locating the PDC their destination with no
Setia Urus office because the problem.
signage was inadequate and
did not show the correct way.
2 Maintenance The organization chart for the They should update the
Management maintenance department is not organization chart with latest
Organization updated to the latest chart. information to able the
people or users know about
the person in case in the
related scope of work in the
maintenance department.
The position on maintenance Include the out-source

chart with the placement of contractor name in the same
out-sources employees are not organizational chart to make
included and set as vacant in easier reference or contact
the organization chart which to the specific person in
will cause confusion. charge.
331
3 Maintenance Policy The set policy is only stated The policy should create and
and Planning broadly and does not include provide the maintenance
details on the target to be policy specifically with the
achieved for the short term or company promised target to
medium term or the service maximise the client or the
level standard under their building users trust and as
management. the benchmark on the
performance.
The planned maintenance They should provide the

schedule for some systems detailed work scope
are not listed with detail work sequence to every building
scope or detail description. service in term of inspection
Only specify the location and and monitoring of each
the building services system crucial parts which will form a
that needs to be monitoring comprehensive and effective
and maintained without a maintenance.
detailed work scope sequence.
4 Building Design & Some old system that has The effective maintenance
Technology Design been replace by the new should include the
technology are not removed maintenance of the antique
and been left at the original equipment or application
position with no maintenance thus to show the aesthetic of
on it appearance. Thus, does the old building in term of
not perform on showing its attracting the visitor to
aesthetic antique value. acknowledge the building
have been constructed for
decades but still manage to
maintain the original design.
Due to the limited number of Provide the renewable

openings, the building relies energy technology such as
mostly on artificial lighting and solar panel which will convert
332
mechanical ventilation, the solar energy into

resulting in a substantial rise in electricity and provide free
its energy consumption. electric to the building.
Consequently, the electricity Concurrently, it will reduce
cost will increase. the expenses on the utility
bill and reduce the carbon
dioxide emission.
5 Building Condition The defect found such as The appropriate

Assessment structure problem not being maintenance work should
recognized and appropriate have been done to repair all
remedial action are not the defects so that it will not
subjected. getting worse and increase
the building life cycle.
The building management Appoint the qualified building

organisation lacks a building surveyor into the
surveyor who could discover maintenance department to
and inspect defects in the help in control, inspect the
building more thoroughly and defect and maintain the
frequently. Consequently, the building performance.
condition of the building's
structure is not identified, and
the causes and
recommendations for
corrective action have not
been properly formulated.
6 Maintenance Maintenance departments are Displaying and recognising

Strategy not showing the service level the tenants or users of
agreement of the contractors KOMTAR with a standard
to the tenants or not providing key performance indicator
us with sufficient information. for each service offered
Thus, the tenants are not would aid in product-
informed with appropriate effective monitoring of their
333
standard performance of the work performance as it

services provided.it will be pertains to a specific
difficult for the tenants to performance indicator. The
determine whether the obligation of supervision by
contractor are doing their job the tenants will aid in
properly. ensuring that the contractor
performs optimally in
accordance with the outlined
work scope.
The maintenance planned The maintenance schedule

preventive maintenance should be emphasised in the
schedule in some areas are detail work sequence thus it
not specifically in term of will ensure all component of
scope of work. Thus, in will the system could be
resulting decreases on maintained in the most
effective maintenance proper way.
management.
7 Legal Aspect The outsource companies of The list of contractors with

every services are not details should be form and
systematically compiled thus compiled in a single file and
will affecting on the information easy to access to facilitate
gathering or insufficient data the search of information for
on the legal agreement of any legal matter.
current and previous
appointed contractors.
The UBBL 1984 cannot be Consult the authorities for

directedly refer since the exceptions to the
building is constructed before compliances of the building
the UBBL is being form. structure if there is any
noncompliance with current
regulation or boost the
efficacy of the firefighting
334
system or any other related

system as a backup in the
event of noncompliance with
the law.
8 Financial Aspect There are some spaces at the Redesign of the old fashion
commercial area in third floor shop lot and promote the
that are still vacant. space, PDC Setia Urus can
gain more income by renting
the space.
Maintenance department did The listing on the monthly

not provide the detail of every expenses should be done
expenditure by monthly properly in detail by the
expenses, but I just briefly finance management so that
construct the annual the expenses can be
budgeting. controlled, and the actual
cost can be determined.
335
9.2 CONCLUSION
The Integrated Final Project (IFP) objective to expose the student with great understanding
and emphasising the syllabus learned in every semester by make an observation and analysis
based on the case study selected, It also train us with the communication skills, soft skills and
interpretation on the course to the actual building. We chose the Kompleks Tun Abdul Razak
also known as KOMTAR which located in Penang as our case study. All the information
gathered through the trips to the case study, visual inspection, meetings, interviewing the
managers and employees in the maintenance team have been interpreted and reported in
this report. There are total of 9 chapters that we must complete with fulfil all of the
requirements. This report starting with the introduction follows by the detail of property,
maintenance management organization, maintenance policy and planning, building design
and technology design, building condition assessment, maintenance strategy, legal aspect,
financial aspect, problem, and recommendation and lastly ended with the conclusions.
First of all, chapter 1 is basically about the building background of the KOMTAR building, we
were required to gather all information such as the owner of the building, and we got to know
the building information including the project team, which includes project manager main
contractor, architect, quantity surveyor, mechanical and electrical engineer, structural
engineer, and others detail of when the construction work starts to build this building and the
construction process from it start until the building is completely done. Also, how they got the
name of KOMTAR. Other than that, there is information on the list of facilities and building
services provided by KOMTAR for clients or customers for comfort.
While chapter 2 is about organizational/maintenance management, which is all the

information such as the organization chart, and also the objective, vision, and mission of the
organization structure. Also, we know that PDC or Penang Development Centre is led by
Dato’ Aziz Bakar, who is the Chief Executive officer, and 19 department heads are working
under him. Other than that, there is detail about the scope of responsibility for the facility
manager, staff section, contractor works, M & E executive, tender/quotation, and other details.
Maintenance policy planning and the program are in chapter 3. In this chapter, we got to know
the vision, mission, and maintenance planning flow of the maintenance organization in the
KOMTAR building. Also, the type of maintenance program is the KOMTAR approach either
long-term maintenance, short-term maintenance, or medium-term maintenance program.
Other than that, there is also a maintenance schedule for building elements, housekeeping,
electrical, and landscaping which includes softscape and hardscape, and lastly maintenance
schedule for mechanical.
336
Chapter 4 focuses on building design and technology. The inspiration or concept used to
design the building. All materials used for construction elements, whether substructure,
superstructure, interior or exterior finishing. Furthermore, we learn about the services, such
as firefighting, lifts, and air conditioning, that are used to make life simpler and more
comfortable for the occupants, as well as to increase the value of the building so that it can
be used in the long term.
Moreover, in chapter 5 which is about building conditions, we found defects in the building
from external to internal and from the ground floor to the accessible level. We must conduct
the building condition assessment using the visual inspection on the whole accessible building
area with referring to the CPBS101 and our rating based on the Building Assessment Rating
Indication System (BARIS) to provide the complete report. The production of costing based
on the defect detected has been refer to “Jadual Kadar Harga Kejuruteraan Awam dan
Bangunan version 2021” and “Jadual Kadar Kerja Elektrik 2021”. The building condition
assessment is performed to determine the condition of the building.
Next, chapter 6 is about maintenance strategy. In this chapter, we are required to identify the
strategy that the maintenance department is applying, such as based on a key performance
indicator (KPI) or benchmark to make the services long-lasting. An effective maintenance
strategy prioritizes equipment uptime and facility performance while balancing the related
resources used and, ultimately, the cost. It also made the contractor bound by the service
level agreement. The type of strategy emphasis by KOMTAR maintenance management is
the planned preventive scheduled maintenance planning, key performance indicator, balance
score card, ascertained performance deductions and apply the new advance technology
which will help in maintenance work.
Moreover, the tenancy agreement, building services contract, and laws and regulation related
to the KOMTAR building is discussed in detail in this chapter 7 which is the legal aspects.
Also, regarding the tenancy agreement and service level agreement for all the services and
tenancy are \being utilized in the property. This is to ensure that all parties comprehend the
commitment that has been made. Aside from that, we must evaluate the building's compliance
with the Uniform Building By Law (UBBL), Street Drainage and Acts, Occupational Safety and
Health Administration (OSHA), and Electricity Supply Act 1990.
Therefore, for the financial or maintenance budget for the building, which is chapter 8, we
reviewed the cash flow of the organization. From the cash flow, we can know where or how
much they spend and how they manage their money to use for maintenance known as an
expenditure for maintenance purposes, and how much income they get. In simple terms is to
337
provide a thorough picture of what occurred to a business's cash during a particular period,
known as the accounting period. The importance element in this chapter is to compare the
total income to the total expenditure for the current budget and the forecasting of the next 3
years budget.
Finally, in Chapter 9, we analyzed the issues that arise in each chapter and provide a solution
or made a proposal to overcome the problem in the strategic and effective ways.
To summarize, the main goal of this Integrated Final Project (IFP) is to make a point about
the importance of the maintenance department in a building and how it may help to increase
the structure's life expectancy. In the progress of completing this report, we manage to
broaden our knowledge and learn new things about the maintenance management of the
Kompleks Tun Abdul Razak, Penang.
338
CHAPTER 10 : REFERENCE
339
10.1 PRIMARY REFERENCE
Cik Aemiza Binti Mohd Yusof – Finance Manager. (2 November 2022) PDC Setia Urus Sdn.
Bhd.
En. Salehuddin Bin Abdul Wahab – Senior Technician (Mechanical). (2 November 2022) PDC
Setia Urus Sdn. Bhd.
En. Syed Nasrul Faisal Bin Syed Mohamad - Operation Manager. (2 November 2022) PDC
Setia Urus Sdn. Bhd.
Pn. Mariadzainie Binti Maarif – Secretary. (2 November 2022) PDC Setia Urus Sdn. Bhd.
10.2 e-BOOK & JOURNAL ARTICLE
British Standard Institution (1984). “British Standard (BS 3811 : 1984) – British Standard
Glossary of Maintenance Management term in terotechnology”. Retrieved from
https://bayanbox.ir/view/8568716429802140264/BS-3811-1984-Glossary-of-
maintenancemanagement-terms-in-terotechnology.pdf
B., & complete profile, V. M. (2011, March 4). An overview of the Uniform Building By-Laws,
1984 & the Amendments 2007 [Part 3/5]. Retrieved from
http://badrulhishamarchitect.blogspot.com/2011/03/overview-of-uniform-building-by-
laws_963.html
Group, G. L. (n.d.). Construction & Engineering Laws and Regulations Report 2022-2023
Malaysia. International Comparative Legal Guides International Business Reports.
Retrieved from https://iclg.com/practice-areas/construction-and-engineering-law-
laws-and-regulations/malaysia
JABATAN KERAJAAN TEMPATAN(2022) ,UNIFORM BUILDING BY-LAWS 1984 (First
Edition), Lembaga Pembangunan Industri Pembinaan Malaysia. Retrieved from
https://jkt.kpkt.gov.my/sites/default/files/2022-10/UKBS%201984%201C.pdf
Kumar, M., A Memon, Z., Uqaili, M. A., & H. Baloch, M. (2018). An Overview of Uninterruptible
Power Supply System with To t a l Harmonic Analysis & Mitigation: An Experimental
Investigation for Renewable Energy Applications [Review of An Overview of
Uninterruptible Power Supply System with Total Harmonic Analysis & Mitigation: An
Experimental Investigation for Renewable Energy Applications]. IJCNS International
Journal of Computer Science and Network Security, 18(6), 1–36. Retrieved from
https://www.researchgate.net/publication/326449978_An_Overview_of_Uninterrupti
ble_Power_Supply_System_with_Total_Harmonic_Analysis_Mitigation_An_Experi
mental_Investigation_for_Renewable_Energy_Applications
340
Mahbob, H. S. B. (2015). A Contemporary Analysis On The Practice Of Builidng Inspection

[Review of A Contemporary Analysis On The Practice Of Builidng
Inspection]. Uniform Building By-Laws (UBBL) 1984, 1(1), 1–15. Retrieved from
http://eprints.intimal.edu.my/448/1/BQSI%20-%2047.pdf
R.S. Kaplan & D.P. Norton (1992). “The Balanced Scorecard – Measures that Drive
Performance”. Harvard Business Review. Retrieved from https://hbr.org/1992/01/the-
balanced-scorecard-measures-that-driveperformance-2
Yin Lee, H. H., & Scott, D. (2009, April 14). Overview of maintenance strategy, acceptable
maintenance standard and resources from a building maintenance operation
perspective - Journal of Building Appraisal. SpringerLink. Retrieved from
https://link.springer.com/article/10.1057/jba.2008.46
10.3 INTERNET
B. (n.d.). What Is A Building Code? | Bankrate. What Is a Building Code? | Bankrate. Retrieved
from https://www.bankrate.com/real-estate/building-code/
Betterteam (2021) “ Maintenance Technician Job Description”. Retrieved from
https://www.betterteam.com/maintenance-technician-job-description
Borad, Sanjay Bulaki. “Financial Budget.” eFinanceManagement, 15 Sept. 2017,
efinancemanagement.com/budgeting/financial-budget. Retrieved from
https://labse.org/building-services/
Designing Buildings Ltd. (2022). “Building Services”. Retrieved from
https://www.designingbuildings.co.uk/wiki/Building_services
HBA (2009) Street, drainage and building act. Retrieved from
https://www.hba.org.my/laws/street/part1.htm
LABSE.Org “Building Services - LABSE.” LABSE, labse.org/building-services. Accessed 28
Jan. 2023. Retrieved from https://labse.org/building-services/
Millwright, Q. (2020, February 7). A Brief Introduction To Maintenance Planning And
Scheduling. Quality Millwright. Retrieved fromhttps://www.qmillwright.com/a-brief-
introduction-to-maintenance-planning-and-scheduling/
Multistack (2023). “ Modular Water Cooled Oil-Free Chiller”. Retrieved from
http://www.multistack.com.my/product/modular-water-cooled-oil-free-chiller/
Philips (2011) “White light” Retrieved from
https://www.docs.lighting.philips.com/en_gb/oem/download/White_light_brochure/W
hite_light_brochure.PDF
341
Philips Electronic N.V. (2011). White Light [Review of White Light]. 1–13. Retrieved from
https://www.docs.lighting.philips.com/en_gb/oem/download/White_light_brochure/W
hite_light_brochure.PDF
Polestar Solution, “Financial Budgeting: Meaning, Need and Steps | Polestar Solutions US.”
Financial Budgeting: Meaning, Need and Steps | Polestar Solutions US, Retrieved
from www.polestarllp.com/us/glossary/financial-budgeting. Accessed 28 Jan. 2023.
SHRM (2022). “ General Maintenance Worker” Retrieved from
https://www.shrm.org/resourcesandtools/tools-andsamples/job-
descriptions/pages/general-maintenance-worker.aspx
Sprata. “How to Prepare a Maintenance Budget in 2023 &Bull; Infraspeak Blog.” Infraspeak
Blog, 5 Nov. 2022, blog.infraspeak.com/pt-br/orcamento-manutencao. Retrieved
from https://blog.infraspeak.com/create-maintenance-budget/
What is Preventive Maintenance? (n.d.). What Is Preventive Maintenance? - TWI. Retrieved
from https://www.twi-global.com/technical-knowledge/faqs/what-is-preventive-
maintenance.aspx
Wikimedia Foundation. (2023, January 21). Komtar. Wikipedia. Retrieved January 26, 2023,
from https://en.wikipedia.org/wiki/Komtar
342

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DEPARTMENT OF BUILT ENVIRONMENT STUDIES & TECHNOLOGY

COLLEGE OF BUILT ENVIRONMENT

INTEGRATED FINAL PROJECT (BSR330)

MUHAMMD AZIM BIN ABD AZIZ 2020472836

DIPLOMA IN BUILDING SURVEYING

Diploma in Building Surveying

INTEGRATED FINAL PROJECT (BSR330)

2.5 SUMMARY .................................................................................................................................................64

4.5.11 UNINTERRUPTIBLE POWER SYSTEM (UPS) ....................................................................................166

7.4 LAWS AND REGULATION TO THE BUILDING ...........................................................................................301

CHAPTER ITEMS PAGES

Chart 2.1 : PDC Organization Chart of top management 38

Chart 3.1 : Complaint procedure flow 71

Chart 4.1 : Process of sanitary fittings 128

Chart 4.12 : Strom Water Drains, Culverts, Sump 170

Chart 4.13 : Building Control System (BAS) Operation 181

Chart 4.14 : Client Action 186

Chart 4.15 : Admin/Maintenance Action 187

CHAPTER ITEMS PAGES

Chart 5.1 : Type of building defects 192

6 Chart 6.1 : Types of maintenance strategy 270

Chart 8.1 : Financial Expenses /Maintenance Budget for 320

CHAPTER ITEMS PAGES

1 Table 1.1 : Name and address of the property 2

2 Table 2.1 : Scope and Responsibility 41

3 Table 3.1 : Maintenance Schedule for Structural 74

4 Table 4.1: Sub Structure 100

CHAPTER ITEMS PAGES

4 Table 4.9 : Door 117

5 Table 5.1 : BARIS Condition Assessment 195

CHAPTER ITEMS PAGES

CHAPTER ITEMS PAGES

6 Table 6.1 : Example of maintenance schedule for timber 271

CHAPTER ITEMS PAGES

7 Table 7.1 : Analysis of tenancy agreement 281

8 Table 8.1 : Estimated cost per year 319

9 Table 9.1 : Problem and recommendation 334

CHAPTER ITEMS PAGES

1 Figure 1.1 : Kompleks Tun Abd Razak Tower (KOMTAR) 2

CHAPTER ITEMS PAGES

1 Figure 1.34 : Direction Sign 27

2 Figure 2.1: The logo of Jabatan Kerja Raya PULAU 33

3 Figure 3.1: Complaint form 71

4 Figure 4.1 : KOMTAR adjacent building 97

CHAPTER ITEMS PAGES

4 Figure 4.17 : Glass Curtain Wall 108

CHAPTER ITEMS PAGES

4 Figure 4.50 : Wash Basin 128

CHAPTER ITEMS PAGES

4 Figure 4.84 : Lift motor room 142

CHAPTER ITEMS PAGES

4 Figure 4.117 : Fiber Optic Cable 164

CHAPTER ITEMS PAGES

4 Figure 4.149 : Street Light Pole 179

5 Figure 5.1 : Foresight view 199

CHAPTER ITEMS PAGES

5 Figure 5.25 : Foresight view 211

CHAPTER ITEMS PAGES

5 Figure 5.57 : Foresight view 227

7 Figure 7.1 : Lifts 304

CHAPTER 1 : THE DETAILS OF

1.1 INTRODUCTION AND ORGANIZATIONS BACKGROUND