AKR SDN.

BHD

PROJECT EXECUTION
AND
QUALITY PLAN

Supply, Procurement, Installation, Testing and

Commissioning of Lift and Escalator for Elevated Station

for

MRT Sungai Besi Station (SSP-LINE)

 Table of Contents
1.0 INTRODUCTION .............................................................................................. 1
2.0 OBJECTIVES................................................................................................... 1
3.0 DEFINITIONS ................................................................................................... 1
4.0 REFERENCES ................................................................................................. 2
4.1 Project Charter ............................................................................................ 2
5.0 PROJECT DESCRIPTION ............................................................................... 3
6.0 SCOPE OF WORK........................................................................................... 3
7.0 PROJECT ORGANIZATION ............................................................................ 4
7.1 Project Management Team (PMT) Roles and Responsibilities ............... 5
8.0 EXECUTION STAGES ..................................................................................... 7
8.1 Engineering ................................................................................................. 7
8.1.1 General ................................................................................................... 7
8.1.2 Functional Objectives ............................................................................. 8
8.1.3 Engineering Practices ............................................................................. 8
8.2 Project Planning and Control (Milestone) ................................................. 8
8.2.1 Work Breakdown Structure ..................................................................... 9
8.2.2 Project Milestone .................................................................................. 11
8.3 Procurement and Materials Management ............................................... 12
8.3.1 Design Requirement ............................................................................. 12
8.3.2 Design Specifications (Lift) ................................................................... 12
8.3.2 Design Specifications (Escalator) ......................................................... 13
8.3.3 Design Drawings (Lift) .......................................................................... 14
8.3.4 Design Drawings (Escalator) ................................................................ 15
8.4 Cost Estimating and Budgeting ............................................................... 16
8.4.1 Lift Budgeting........................................................................................ 16
8.4.2 Escalator Budgeting ............................................................................. 17
8.4.3 Profit ..................................................................................................... 17
8.5 Quality Plan and Management ................................................................. 18
8.5.1 Quality Plan .......................................................................................... 18
8.5.2 Quality Management ............................................................................ 19
9.0 HEALTH, SAFETY AND ENVIRONMENT (HSE) .......................................... 19
9.1 General ....................................................................................................... 19
9.2 HSE Objectives .......................................................................................... 20
9.3 HSE Culture ............................................................................................... 21
9.4 HSE Organization ...................................................................................... 21
10.0 RISK MANAGEMENT PLAN ......................................................................... 22
11.0 RISK ASSESSMENT ..................................................................................... 23
11.1 Identification .............................................................................................. 23
11.2 Analysis and Evaluation ........................................................................... 24
11.3 Risk Mitigation........................................................................................... 26
11.4 Rules and Regulation ............................................................................... 27
12.0 PROJECT SUSTAINABILITY STRATEGIES (SGDs) ................................... 28
1.0 INTRODUCTION

The work covered by this Project Execution Plan is for the supply, procurement,
installation, testing and commissioning of lift and escalator for elevated station for MRT
(SSP) PROJECT (SUNGAI BESI). All work to be performed under this project shall be
in accordance with the best commercial practice and must be in strict accordance to
specification.

The MRT Sungai Buloh–Serdang–Putrajaya (SSP) line is the twelfth rail transit line,
the fourth fully automated and driverless rail system in Klang Valley area. It is part of
the larger rail transport system in Kuala Lumpur and was given a name by Land Public
Transport Commission of Malaysia (SPAD) as Greater KL/Klang Valley Integrated
Transit System. The line is numbered 12 and coloured gold on transit map.

2.0 OBJECTIVES

The purposes of this project are:

1) To install fully functional and safe to use lifts and escalators.

2) To complete project within allocated time frame.
3) To finish work in the range of given budgets.

3.0 DEFINITIONS

MRT - Mass Rapid Transit

ISO - International Organization for Standardization

SHE - Safety Health and Environment

SDGs - Project Sustainability Strategies (SGDs)

SPAD - Land Public Transport Commission of Malaysia

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4.0 REFERENCES

4.1 Project Charter

2
5.0 PROJECT DESCRIPTION

This project focuses on the installing of the new lifts and escalators system in Sungai
Besi MRT station. AKR Sdn Bhd will receive this project which took about 135 days at
a cost of RM 4.5 Million.

6.0 SCOPE OF WORK

Supply, Procurement, Installation, Testing and Commissioning of lift and escalator for
elevated station

SOW: WBS

No Activity Code Activity Description Work Cost (RM) Duration (Days)

1 LFT Scaffolding Installation 3.5 % 157500 5
2 LFT Guide Rail Installation 3.5 % 157500 5
3 LFT Entrance and Doors Installation 5.5 % 247500 7
4 LFT Pit Equipment Installation 5.5 % 247500 7
5 LFT Conduits and Through Fixing 3.5 % 157500 5
6 LFT Fascia Plates Fixing 3.5 % 157500 5
7 LFT Machine room Equipment Installation 5.5 % 247500 7
8 LFT Cabinet Assembly and Wiring 5.5 % 247500 7
9 LFT Testing and Adjustment 13.0 % 585000 17
10 LFT Cabin Finishes 10.0 % 450000 13
11 ESC Escalator Truss Assembly 7.27 % 315000 10
12 ESC Alignment and Installation of Steps 5.5 % 225000 8
13 ESC Glass panel and Hard rail Assembly 3.5 % 157500 5
14 ESC Outer Sheathing Panel Installation 3.5 % 157500 5
15 ESC Glass Exterior panels Installation 3.5 % 157500 5
16 ESC Testing and adjustment of Escalator 13.0 % 585000 17
17 LFT/ESC Commissioning and Handover 5.5 % 247500 7

3
7.0 PROJECT ORGANIZATION

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7.1 Project Management Team (PMT) Roles and Responsibilities

Project Manager

 Activity and resource planning.

 Organizing and motivating a project team.
 Controlling time management.
 Cost estimating and developing the budget.
 Ensuring customer satisfaction.
 Analysing and managing project risk.
 Monitoring progress.
 Managing reports and necessary documentation.

Project Engineer

 Develops project objectives by assist Project Manager in reviewing project

proposals and plans.
 Determines project schedule by studying project plan and specifications,
calculating time requirements, sequencing project elements.
 Maintains project schedule by monitoring project progress, coordinating
activities, and resolving problems.
 Controls project plan by reviewing design, specifications and schedule.
 Controls project costs by manage project specific material and equipment
purchases.
 Confirms lift performance by designing and conducting tests.
 Prepares project status reports by collecting, analyzing, and summarizing
information and recommending actions.
 Maintains safe and clean working environment by enforcing procedures, rules,
and regulations.

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Electrical Engineer

 Lift installation: - lift machine room.

 Service lift installation: - lift machine compartment.
 Escalator/passenger conveyor installation: - escalator/passenger conveyor
machinery space.

Mechanical Engineer

 Assemble and install the lifts and escalators.

 Check that safety regulations and building codes are met.
 Inspect mechanical equipment for defects.
 Test newly installed equipment to ensure that it meets specifications.
 Operate lifts to determine power demands, and test power consumption to
detect overload factors.

Safety Engineer

 Review plans and specifications for new machinery and equipment to make
sure they meet safety requirements.
 Identify and correct potential hazards by inspecting facilities, machinery, and
safety equipment.
 Evaluate the effectiveness of various industrial control mechanisms.
 Ensure that a building or product complies with health and safety regulations,
especially after an inspection that required changes.
 Install safety devices on machinery or direct the installation of these devices.
 Review employee safety programs and recommend improvements.
 Maintain and apply knowledge of current policies, regulations, and industrial
processes.

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Assistant Engineer

 Assist Service Manager in ensuring the performance deliverables on

maintenance & major repairs for the relevant sites.
 Prepare general or other reports as required for service operation or customers
 To monitor spare parts consumption.
 To follow up with field team and major repair teams for repair requisition.
 Handle customers’ enquiries and establish relationship with customers by
attending visits and meetings with the Service Manager.
 Other ad hoc work as assigned by Service Manager.

8.0 EXECUTION STAGES

As per the scope of work stated in the proposal agreement, the execution plan is
broken down into the following disciplines:

1. Engineering
2. Procurement
3. Construction & Pre-commissioning
4. Commissioning
5. Project Planning and Control
6. Quality Management
7. Health, Safety, and Environment
8. Document Management
9. Final Handover

8.1 Engineering

8.1.1 General

This plan describes and establishes engineering practices, resources, and sequence
of activities needed to meet project management consulting requirements as
described in the AKR SDN. BHD. contract.

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8.1.2 Functional Objectives

To ensure successful delivery of AKR SDN. BHD. engineering services that meet
project needs, established requirements and OWNER expectations in terms of time,
cost, and quality for the scope of works where engineering services conducted by AKR
SDN. BHD.

To assure client that the AKR SDN. BHD. engineering related work and products are
in compliance with the requirement stated in respective contracts in terms of time,
cost, and quality.

To closely work with other groups within the AKR SDN. BHD. organization to meet
project targets i.e. prompt feedback to procurement, construction and commissioning
groups on technical queries, prompt reaction against quality assurance non-
compliance and potential non-compliance.

8.1.3 Engineering Practices

The following practices are appropriate to AKR SDN. BHD. engineering activities
during the project executions:

 Organisation
 Responsibility and Authority
 Resources
 Monitoring and Verification
 Design Management Plan
 Design Control
 Document and Data Control
 Procurement

8.2 Project Planning and Control (Milestone)

A Work Strategy shall be formulated by CONSULTANT to outline the implementation

strategy that would be the best for the Project. The main outputs during this phase are:

a) Work Breakdown Structure

b) Project Milestone

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8.2.1 Work Breakdown Structure

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10
8.2.2 Project Milestone

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8.3 Procurement and Materials Management

8.3.1 Design Requirement

Supply, install, testing and commissioning the Lift and Escalator System, as specified
further in this section, and in accordance with the details shown in the tender drawings
attached to this section.

8.3.2 Design Specifications (Lift)

Item Description Specifications

1 Type of Lift Passenger (Gearless)
2 Contract Load (kg) 680
3 Contract Load (person) 10
4 Contract Speed (m/s) 1.0
5 Control System ACVVVF
6 Operating System Simplex
7 Lift Travel Distance (max.) approx. 30.6 m
8 Position of Motor Machine Room
Clear Dimensions of Car
9 Platform - (W)mm x (D)mm x 1,400(W) x 1,250(D) x 2,400(H)
(H)mm
10 Clear Area of Car Platform - m2 1.75 ± 0.05
11 No. of Car Doors Per lift One (1)
Car Door Type (Centre opening
12 Centre opening
/ Side opening)
Car Door Dimension -
13 800 (W) x 2,100 (H) mm
(W)mm x (H)mm
No. of car operating panel
14 One (1)
(COP) per lift
No. of car operating panel
15 One (1)
(COP) for the disabled per lift
Centre opening (Heavy duty type with
16 Landing Door Type double stiffener complete with heavy duty
door hanger)
Landing Door Dimension -
17 800 (W) x 2,100 (H) mm
(W)mm x (H)mm
18 Door open and close time (sec.) 4
No and type of extractor fans in
19 One axial fan for each machine room
Machine Room
Electrical Characteristic of
20 230V/1Ø/50Hz
Extractor Fan
21 Door operation motor ACVVVF
22 CCTV requirement Yes

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8.3.2 Design Specifications (Escalator)

Item Description Specifications

1 Steps Width (Mm) 1000
2 Step Chains (Driven) At Least 2 Steel Link Chains
3 Tracks (Materials) Steel Or Aluminium
Landing Opening And Landing
4 Not Exceed 100mm
Plate (Mm)
Shall Be Wear
5 Combs Resistant Aluminium Alloy With Anti-Slip
Pattern
6 Handrails Width (Mm) Shall Be Between 70 Mm And 100 Mm.
7 Truss Load (N/M2) 5000
8 Driving Machinery (M/S) 0.75 – 0.9
Shall Be Equipped With Auxiliary
9 Braking
Brake(S)
Footlights And Step Lights
10 15 - 50
Under Landings (Lux)
Control Station Shall Be Provided At Both
11 Control
The Upper And Lower Landing Newel
Shall Be Supplied And Installed In The
12 Alarm Buzzer/Bell
Machinery Space

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8.3.3 Design Drawings (Lift)

14
8.3.4 Design Drawings (Escalator)

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8.4 Cost Estimating and Budgeting

The prices entered in this section shall be for the supply, installation, testing and
commissioning of the complete lift and escalator system and all ancillary equipment in
accordance with the requirements of the specifications and the tender drawings.

8.4.1 Lift Budgeting

No Item Price (unit) Quantity Total (RM)

9 Buffer 7 200 1 7 200
14 Car door operator 14 800 1 14 800
5 Car suspension sheave 6 900 1 6 900
8 Compensation chain 5 350 1 5 350
10 Control panel 9 150 1 9 150
7 Counterweight 15 300 1 15 300
12 Governor 14 250 1 14 250
6 Guide rails 33 800 1 33 800
15 Hall inspection panel 20 900 1 20 900
16 High-powered electric 33 500 2 67 000
motor
2 Hoistway 9 800 1 9 800
1 Lift car (stainless steel 49 700 1 49 700
cabin)
11 Load weighing device 12 200 1 12 200
13 Maintenance balustrade 11 650 1 11 650
4 Safety gear 5 230 1 5 230
3 Traction machine 11 800 1 11 800

TOTAL 295 030

No Item Price (unit) Quantity Total (RM)

1 Total cost for 1 set 295 030 4 295 030
2 Transportation 39 000 1 39 000
3 Labour cost 95 600 1 95 600
4 Maintenance in 2 years 350 000 1 350 000
5 Warranty fee 13 600 1 13 600
6 Insurance (10%) 30 000 1 30 000
7 Others 350 000 1 350 000
TOTAL 2 058 320

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8.4.2 Escalator Budgeting

The cost of an escalator unit ranges between RM 40,000 and RM 120,000. With
labour, installing a commercial space will cost between RM 260,000 and RM 360,000.
For this project, client demand four escalators for the station. So, the total cost for the
escalator installation is RM 1 440 000.

8.4.3 Profit

No Item Value (RM) Total (RM)

1 Tendered budget 4 500 000 4 500 000
2 Total (cost-to-complete) 3 498 320 3 498 320
TOTAL PROFIT 1 001 680

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8.5 Quality Plan and Management

8.5.1 Quality Plan

One of the most important criteria of the project is having a reliable standard of quality,
it is important that a quality plan is established for this project. All plans are made
based on standards obtained from the International Organization of Standards (ISO).

For the installation of the lifts we are following ISO/DIS 8100-30 standard. This part of
ISO 8100 specifies the necessary dimensions to permit the installation of passenger
lifts of class I, II, III and VI. The dimensions given reflect the requirements for the
apparatus. This part of ISO 8100 is applicable to all new lift installations, irrespective
of drive systems, including a car with one entrance, to be installed in a new building.
However, for arrangements with counterweight at the side, a through-entrance
configuration is possible. Where relevant, this part of ISO 8100 is also applicable to
an installation in an existing building.

Electronic machineries for the lifts and escalators are installed in compliance with ISO
22201-1:2017. This ISO is applicable to the product family of passenger and
goods/passenger lifts used in residential buildings, offices, hospitals, hotels, industrial
plants, etc. This ISO covers those aspects that it is necessary to address when
programmable electronic systems are used to carry out electric safety functions for
lifts (PESSRAL). This ISO is applicable for lift safety functions that are identified in lift
codes, standards or laws that reference this ISO for PESSRAL.

Furthermore, ISO/TS 18870:2014 is taken into consideration as this technical

specification details requirements for passenger carrying lifts, which are installed in
buildings having a suitable comprehensive building evacuation strategy. It does not
define building requirements that will have to be provided as part of the overall
evacuation strategy for the building.

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8.5.2 Quality Management

A quality management system (QMS) is established for this lift and escalator
installation project. QMS is a set of policies, processes and procedures required for
planning and execution in the core business area of an organization. For our QMS
standards, we are using ISO 9001:2015, ISO 9000 contains detailed explanations of
the seven quality management principles in addition to many helpful tips on how to
ensure these are reflected in the way you work. It also contains many of the terms and
definitions used in ISO 9001 and constitutes a useful companion document to help
you build a successful quality management system.

9.0 HEALTH, SAFETY AND ENVIRONMENT (HSE)

9.1 General

Health and safety in the workplace and has a strong focus on primary prevention of
hazards. Health has been defined as "a state of complete physical, mental and social
well-being and not merely the absence of disease or infirmity. Occupational health is
a multidisciplinary field of healthcare concerned with enabling an individual to
undertake their occupation, in the way that causes least harm to their health. Health
has been defined as It contrasts, for example, with the promotion of health and safety
at work, which is concerned with preventing harm from any incidental hazards, arising
in the workplace.

Since 1950, the International Labour Organization (ILO) and the World Health
Organization (WHO) have shared a common definition of occupational health. It was
adopted by the Joint ILO/WHO Committee on Occupational Health at its first session
in 1950 and revised at its twelfth session in 1995.

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9.2 HSE Objectives

The main focus in occupational health is on three different objectives:

I. The maintenance and promotion of workers’ health and working capacity.

II. The improvement of working environment and work to become conducive
to safety and health.
III. Development of work organizations and working cultures in a direction
which supports health and safety at work and also promotes a positive social
climate and smooth operation and may enhance productivity of the
undertakings.

The concept of working culture is intended in this context to mean a reflection of the
essential value systems adopted by the undertaking concerned. Such a culture is
reflected in practice in the managerial systems, personnel policy, principles for
participation, training policies and quality management of the undertaking.

Those in the field of occupational health come from a wide range of disciplines and
professions including medicine, psychology, epidemiology, physiotherapy and
rehabilitation, occupational therapy, occupational medicine, human factors and
ergonomics, and many others. Professionals advise on a broad range of occupational
health matters. These include how to avoid particular pre-existing conditions causing
a problem in the occupation, correct posture for the work, frequency of rest breaks,
preventative action that can be undertaken, and so forth.

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9.3 HSE Culture

The safety culture of an organisation is the product of individual and group values,
attitudes, perceptions, competencies, and patterns of behaviour that determine the
commitment to, and the style and proficiency of, an organisation’s health and safety
management. Organisations with a positive safety culture are characterised by
communications founded on mutual trust, by shared perceptions of the importance of
safety and by confidence in the efficacy of preventive measures.

An organisation’s culture can have as big an influence on safety outcomes as the

safety management system. ‘Safety culture’ is a subset of the overall company culture.
Many companies talk about ‘safety culture’ when referring to the inclination of their
employees to comply with rules or act safety or unsafely. However, we find that the
culture and style of management is even more significant, for example a natural,
unconscious bias for production over safety, or a tendency to focussing on the short-
term and being highly reactive.

There are several key aspects of an effective culture:

 Management commitment
 Visible management
 Active employee participant
 Inspection
 Specific document
 Enforcement and advise
 Guidance

9.4 HSE Organization

Managing the working environment (or Health, Safety and the Environment - HSE) is
an integral part of the University's primary responsibility. Responsibility for systematic
health, safety and the environment applies at all levels. HSE issues should be resolved
at the lowest possible organisational level, in an attempt to ensure local participation
by staff. This organization can be divided in to two parts which is central management
organization which will report to project manager and project site organization that will
take care of the site and report to the head of the safety in the project.

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10.0 RISK MANAGEMENT PLAN

The purpose of risk management is to ensure levels of risk and uncertainty are
identified and then properly managed in a structured way, so any potential threat to
the delivery of outputs (level of resourcing, time, cost and quality) and the realisation
of outcomes or benefits by the business owners is appropriately managed to ensure
the project is completed successfully.

The objectives of the risk management approach in this project are to identify, assess
and mitigate risks where possible and to continually monitor risks throughout the
remainder of the project as other risks or threats emerge or a risk’s impact or likelihood
changes.

Risk management is an ongoing process towards the life of the project, the risk
management plan and risk register should be considering all aspect on relevant risk
at a time. It required, identification, assessment and countermeasure of the problem
that occur on the problem. The counter measured that been created first need to be
consult with the committee member and the project group.

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11.0 RISK ASSESSMENT

11.1 Identification

Risk identification involve the determination of the risk or thread that can affect the
project. This involving the identification the risk itself or the thread that can delayed the
project. All the identification works is to ensure that all the problem can be compromise
and to ensure the safety of all staff involve in the project.

In this part we need to install the lift and the escalator there for there are several risk
assessments need to be done such as making a high level risk identification. This can
be the basic towards the analysing the risk we face.

When the most difficult things are all identified. A useful way of identifying relevant
risks is defining causal categories under which risks might be identified. For example,
corporate risks, business risks, project risks and infrastructure risks. Another way is to
categorise in terms of risks external to the project and those that are internal.

The wording or articulation of each risk should follow a simple two-step approach:

1. Consider what might be a ‘trigger’ event or threat (i.e. ‘poor quality materials
cause costs to rise’) – several triggers may reveal the same inherent risk.
2. Identify the risk - use a ‘newspaper headline’ style statement – short, sharp and
snappy (i.e. ‘budget blow out’) then describe the nature of the risk and the
impact on the project if the risk is not mitigated or managed (i.e. project delayed
or abandoned, expenditure to date wasted, outcomes not realised, government
embarrassed etc.).

For large or complex projects, it can be beneficial to use an outside facilitator to

conduct a number of meetings or brainstorming sessions involving (as a minimum) the
Project Manager, Project Team members, Steering Committee members and external
key stakeholders. Preparation may include an environmental scan, seeking views of
key stakeholders etc.

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In this section specify:

 What risk identification process has been undertaken (i.e. brainstorm, facilitated
session, scan by Project Manager etc.),
 Any categories used to assist in the identification or relevant risks,
 When the risk identification process occurred,
 Who was involved?

11.2 Analysis and Evaluation

When all the risk has been identified, it must be analysed to determined how can it
effect the project success full. The impacts of a risk will create one or more
combination as stated below:

 Project outcomes (benefits) are delayed or reduced

 Project output quality is reduced
 Timeframes are extended
 Costs are increased

After done doing the analysis, the risk should be evaluating to determine the category
of the risk which is the seriousness or impact the risk can give towards the project.

'Likelihood' is a qualitative measure of probability to express the strength of our belief

that the threat will emerge (generally ranked as Low (L), Medium (M) or High (H)).

'Seriousness' is a qualitative measure of negative impact to convey the overall loss of

value from a project if the threat emerges, based on the extent of the damage
(generally ranked as Low (L), Medium (M), High (H) or Extreme).

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From this risks will be graded as A, B, C, D or N according to the following matrix:

Seriousness

Low Medium High Extreme

Likelihood Low N D C A

Medium D C B A

High C B A A

This rating is to determine the current grading for each risk that been detect and as
measured of the project risk exposure during the evaluation.

In this section specify:

 How the identified risks could potentially impact on the project in terms of the
four categories of consequence (e.g. X have potential to delay or reduce project
outcomes/reduce output quality etc.)
 Summarise the distribution of risks according to the grading (number of ‘A’
Grade risks, ‘B’ Grade risks etc.)

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11.3 Risk Mitigation

Mitigation of risks involves the identification of actions to reduce the likelihood that a
threat will occur (preventative action) and/or reduce the impact of a threat that does
occur (contingency action). This strategy also involves identifying the stage of the
project when the action should be undertaken, either prior to the start of or during the
project.

Risk mitigation strategies to reduce the chance that a risk will be realised and/or
reduce the seriousness of a risk if it is realised have been developed. The following
table is useful to determine how risks will be treated in terms of preparation and/or
deployment of mitigation strategies during the life of the Project. Mitigation strategies
are usually only prepared and/or deployed for Grades A through to C, however where
an existing risk graded at D appears likely to be upgraded, mitigations strategies
should be prepared.

Grade Possible Action

A Mitigation actions, to reduce the likelihood and seriousness, to be

identified and implemented as soon as the project commences as a
priority.

B Mitigation actions, to reduce the likelihood and seriousness, to be

identified and appropriate actions implemented during project
execution.

C Mitigation actions, to reduce the likelihood and seriousness, to be

identified and costed for possible action if funds permit.

D To be noted; no action is needed unless grading increases over time.

N To be noted; no action is needed unless grading increases over time.

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In this section specify:

 The proportion of risk mitigation actions that are preventative (e.g. 30%)
 The proportion of risk mitigation actions that are contingency (e.g. 70%)
 Key stakeholders nominated as responsible for undertaking specific risk
mitigation actions
 Any major budgetary implications

For any identified ‘A’ Grade risks specify:

 What type of mitigation action is proposed (preventative or contingency)?

 Who is responsible for undertaking the proposed action?
 Any cost implications for the project budget.

11.4 Rules and Regulation

In order to ensure the safety of the project there are rules and regulation that need to
be followed by the company that been set by the DOSH itself. In this case, the rules
and regulation that need to be followed fall under the name of FACTORIES AND
MACHINERY ACT 1967 [64 OF 1967] P.U. (A) 6/1970 and FACTORIES AND
MACHINERY (ELECTRIC PASSENGER AND GOODS LIFT) REGULATIONS, 1970
which by failing fallowed the rules can be fined or penalty as minimum as 5000 Ringgits
Malaysia.

There are 34 regulations that need to be followed and has been divided into 4 parts.
The example of the regulation such as machine room, landing doors ventilation,
machine room and approval of installation of lift. Meanwhile, the 4 parts of the
regulation:

 General
 Design, Construction, Installation and test
 Maintenance
 Miscellaneous

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12.0 PROJECT SUSTAINABILITY STRATEGIES (SGDs)

Lifts and escalators use a relatively small amount of energy compared to the overall
energy consumption of a building. At the same time, both provide daily carrier service
for passengers and contribute to the user’s experience with the building, and so they
should be included in sustainability planning.

The sustainability strategies of the installation of lift and escalator includes:

 Traction Lifts
 Regenerative Drives
 Machine Room Less Lifts
 Destination Dispatch
 Green Retrofit Options

Traction Lifts for Greater Energy Efficiency

The biggest energy-saving innovation in lift design is the traction lift, which is up to
75% more energy efficient than traditional hydraulic lift. Hydraulic lifts use a pumping
system to work against gravity to push the lift and occupants up. This energy is then
lost when the lift moves in the down direction. There are also serious environmental
concerns about the possibility of oil and other chemicals leaking from the lifting cylinder
and contaminating the ground beneath the building.

Traction lifts on the other hand use smaller electric motors, cables and counterweights
to move the lift in both the up and down direction. This results in a much more efficient
system and does not require oil and other toxic pollutants.

Regenerative Drives Provide Energy Savings

Many traction lift designs also make use of regenerative drive systems for additional
energy savings. These contribute to energy efficiency by capturing energy that would
otherwise be lost as heat. The energy is then re-directed back to other parts of the lift
system or even back into the building’s main electrical grid.

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Machine Room-Less Lifts for Greater Space Efficiency

By choosing the right resources, or using the same resources more efficiently,
sustainable lift designs can reduce space requirements and materials consumption.
That’s the benefit of Machine Room-Less (MRL) lifts, which use gearless machines
located in the lift hoistway. This creates the opportunity to avoid the need for a lift
machine room thereby increasing flexibility in design and reducing square footage
requirements, materials, and related costs.

Destination Dispatch Increases Ride Efficiency and Passenger Experience

Destination dispatch software also adds to the efficient use of energy for lift transport
throughout a building. In taller buildings with multiple lifts in use, destination dispatch
software allows passengers to select their floor destination and then the controller
calculates the best use of available lifts to group passengers travelling to nearby floors
and direct them to a specific lift. By avoiding the need for each lift to stop at every floor,
less energy is wasted and the passenger experience is enhanced by reduced overall
transport times. Better still, this system can increase handling capacity up to 30%.

Other Green Retrofit Options

A healthy, energy efficient building is a more profitable one, making it imperative to

consider green lift designs in any upgrade or new building plans. Additionally,
modernizing the lift can be a strategic investment rather than an emergency response
by reducing health and safety risks and therefore limiting liability.

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