INTRODUCTION

Figure 1.1 Overview of Penang Sentral Retail Mall

Penang Sentral is an integrated transportation hub connecting Keretapi Tanah Melayu’s

ETS and Komuter train services, intercity, express and stage bus services, taxi and ferry services.
The activation of this transportation hub, which has an emphasis on safety, security, and
convenience for all users, enhances comfort and efficiency for commuters and tourists alike. It
also offers a centralized ticketing system, and a multitude of retail and food and beverage outlets,
providing business opportunities for SME players as well as renowned local and international
brands. Equipped with many other amenities for the public, including a Surau, a medical room,
baby changing rooms, lockers and more, Penang Sentral is designed to ease commuting through
its improved access and fully integrated facilities, including access for the disabled.

Penang Sentral is designed as the main TOD for the State of Penang, Greater George Town
and the Northern Corridor, with a total GDV of RM2.9 billion. Modelled after KL Sentral CBD in
Kuala Lumpur, the first phase of Penang Sentral will serve as the terminal for both public and
intercity buses and is physically connected to the adjacent Butterworth railway station and the
Penang Ferry terminal. It is an integrated hub for bus, rail, taxi and sea transportation services in
Penang with a land area measuring 22.65 acres. Future phases of the project include commercial,
retail, office and residential developments.
PROJECT NAME :
Penang Sentral Development Phase-2 Retail Mall (Substructure Work)

PROJECT DIRECTORY

CLIENT
PENANG SENTRAL SDN BHD
Tel : 03‐278 68080 / 285 97070
Level 30,Menara Allianz Sentral, Fax : 03‐278 07988 No.203,Jalan Tun Sambanthan
Kuala Lumpur Sentral, P.O Box 12640,50470 Kuala Lumpur.

MAIN CONTRACTOR
MRCB BUILDERS SDN BHD
Tel : 04‐2279 8977
Level 30,Menara Allianz Sentral, Fax : 04‐227 4977 No.203,Jalan Tun Sambanthan
Kuala Lumpur Sentral, P.O Box 12640,50470 Kuala Lumpur

ARCHITECT
VERITAS ARCHITECTS SDN BHD
Tel : 04‐2279 8977
5.04 ,Menara Boustead Penang, Fax : 04‐227 4977 39 Jalan Sultan Ahmad Shah,
10050 Penang.

CIVIL & STRUCTURAL CONSULTANT

MEINHARDT (MALAYSIA) SDN BHD
Tel : 03‐27109488
Suite 9.01‐9.07, Level 9, AMODA, Fax : 03‐27109489 22 Jalan Imbi, 55100 Kuala Lumpur
MECHANICAL & ELECTRICAL CONSULTANT
PEN KONSULT SDN BHD
Tel : 04‐2282515
7L‐3 Asas Center Fax : 04‐2262641 Jalan Gottlieb 10350 Penang

QUANTITY SURVEYOR
JUBM SDN BHD
Tel : 04‐264 2071
Suite 3A.3, Level 3A Wisma Great Eastern No.25 Lebuh Light, 10200 Penang
PROJECT INFORMATION

Contract No : PSSB/PS/Ph.2/RM/GHCSB/01‐15
Contractor : MRCB Builders Sdn Bhd
Form of Contract : PWD
Original Contract Sum : RM284,572,150.00
Construction Period : 33 Month `
Date of Site Possession : 01‐Jan‐17
Date of Completion : 30‐Sep‐19
Liquidated & Ascertained Damages (LAD) : RM90,000.00/day

Insurance Value
Contractor's All Risk : RM576,191,640.79

Remark
:Cover all packages including Transport Ter
minal, Major Infra Works & Retail Mall

Workmen Compensation : RM112,218,940

Insurance Period
Contractor's All Risk : 24 Month
Workmen Compensation : 24 Month
Defects Liability Period : 24 Month from the date of CPC
Site Area : Sekyen 4, Butterworth, Pulau Pinang
Total Gross Area : 687,864 Sq.Ft
Project Brief Description : Retail Mall
TYPE OF CONTRACT

PUBLIC WORK DEPARTMENT ( PWD )

These are the traditional forms of contract based on drawings and specification (203) or
bills of quantities (203A) produced for use in the public sector or government projects in both
building and civil engineering contracts. Generally, it can be said that a majority of the risks have
been transferred to the contractor under these standard forms of contract and this remains true with
the 2007 version.

Although the forms are considered biased in favour of the Government it is evident that
the Government have been on the losing side in a number of legal and contractual disputes. The
standard form is generally used in conjunction with the accompanying standard administrative
forms which have been produced specifically for use with the contract forms and in many instances
enhance the obligations contained within the conditions of the contract.

Generally the Contractor is allowed to claim for extensions to the contract period for
various circumstances deemed the Governments risks, but generally not for the loss and expense
as a result of such. One other oddity is the fact that no retention money is withheld from payments.
A contractor whose employment is terminated will be blacklisted from undertaking future
Government projects and there is no provision for the contractor determining his own employment
with the Government.

It is not uncommon for these standard forms to be adopted and used in the private sector
projects with amendments made to reflect the change in Employer. It should be noted that although
the PWD forms of contract are used extensively on nearly all government projects there are some
exceptions such as projects which receive funding from the World Bank or Asian Development
Bank which adopt variants of the FIDIC Forms of Contract.
CONDITION OF CONTRACT

Condition of Contract PWD 203/203A (2010) in Clause 38.4 stipulated that, if the government
delay in giving the possession of the site from the “Date of Possession” as stated in a Letter of
Acceptance or delay in giving any section or part of the Site, the Superintending Officer (S.O)
shall issue instruction to revise the “Date of Possession” and as well as “Date of Completion.
However, it does not allow the Contractor to claim for any loss or damage due to such delay.
Clause 38.5 in Condition of Contract PWD 203/203A (2010) also describe, in the event that the
delay in giving possession of the whole site is more than ninety (90) days from the “Date of
Possession”, the S.O shall notify the Contractor either to:

• Proceed with the works once the site is subsequently made available, then, Clause 38.4
will apply, or
• Terminate the contract

However, Clause 38.6 stated that in the event the possession of the site was given in any section
or part and delayed beyond ninety (90) days from the “Date of Possession”, the S.O shall inform
the Contractor either to:

• Proceed with the works once the site is subsequently made available, then, Clause 38.5
will apply, or
• The Contractor may make application to S.O to omit the relevant section or part of the
Works from the original contract. If the S.O agrees with the request, then, the omission to
the Contract will apply and deemed to be a variation to the Contract. The variation shall
not vitiate the Contract. However, if the S.O disagrees with the request, then, the
Contractor may claim for any loss and/or expenses caused by and in respect of such delay
beyond ninety (90) days.
TYPE OF TENDER

OPEN TENDER

Open tendering is the main tendering procedures employed by both the government and
the private sector. The client advertises the tender offer in the local newspaper giving detail and
key information of the proposed works and inviting the interested contractor to tender. In the legal
sense, such tender notices constitute an invitation to treat, a mere request by the employer for a
suitable contractor to submit their bids or offers.

If the pre-requisite to tendering on the form of possession of the necessary registration has
been identified in the tender notice, then the advertisement is directed to only that particular class
of the public having the said qualifications. In order to reduce the number of inquiries, earnest
money is deposited (for the private project). Until the receipt of a bone fide tender selected then it
will be returned. Although price is very important in the decision on which tender or bid to accept,
it is not the only factor taken into account. Client does not bind to accept the lowest or any offer.
The advantages and disadvantages of open tender are stated below:

 It allows any interested contractor to tender. Therefore it gives opportunity for an

unknown contractor to compete for the work.
 The tender list can be long as too many contractors tendering for one job.
 Allowing the tender list to be made without bias. Client will obtain the bargain possible.
No favouritism in selecting contractors.
 Uneconomic use of source.
 Ensuring good competition not obliged to accept any offers.
 Public accountability may be questioned if the lowest offer is not accepted.
 Traditional method of tendering, familiar to all sector of the engineering and construction
industry.
 Does not attract reputable and established contractor unless they are forced to, due to lack
of work.
The requirements of open tendering are that they should:

• Be open to all qualified and interested bidders.

• Be advertised locally (and internationally, when required).

• Have objective qualifications criteria.

• Have neutral and clear technical specifications.

• Have clear and objective evaluation criteria.

• Be awarded to the least-cost provider, without contract negotiation

EOT (EXTENSION OF TIME IN CONSTRUCTION CONTRACT)

• Construction contract generally allow the project to be extended where there is delay that
is not contractor fault. This is described as an extension of time
• LAD (Liquidated And Ascertained Damages) – RM90,000.00/day
WORK PROGRESS

Progress Status: Until 31-Dec-2018

Mobilisation
& Site Pending continue installation hoarding for Section 2
Preparation
Preliminary
Test Complete 100% preliminary test for spun pile for Section 1B &
Pile - Spun Section 1A
Pile
Spun Pile Complete 100% (911/911) point piling for Spun Pile.
Work
Spun Pile
Complete PIT Test and PDA Test for Spun Pile.
Testing
Preliminary
Section 1
Test Complete 100% preliminary test for bored pile for Section 1B &
Pile - Bored Section 1A
Pile
Bored Pile Complete 100% boring & concreting of bore pile for all Zone.
Work Additional bored pile work completed at Zone 4 & 13.
Bored Pile
MLT for 1200mm and 1350mm bored pile completed.
Testing
Pilecap : Complete 97% excavation of pilecap & complete casting
Pilecap Work
pilecap 117 of 121 nos
Lift Pit & Column Stump : Complete 37% casting column stump 109 of
Column 113 nos Lift/Escalator Pit : Complete 100% casting lift pit 8 of
Stump Work 8 nos.
Critical Issues
1. Site possesion for Section B has been obtained on 23 Nov 2018 . Only temporary hoarding
need to be done.
2. PSSB instruct to suspend MBW work for Section A & B until Feb 2019. Substructure work
Section B also suspended.
IMPLEMENTATION AT SITE

The Project implementation phase is the third phase of the project management life cycle.
It is the phase where visions and plans become reality. This is the logical conclusion, after
evaluating, deciding, visioning, planning, applying for funds and finding the financial resources of
a project. It is important to take into account that independently of the nature of the project,
implementation takes time, usually more than it is planned, and many external constraints can
appear, which should be considered when initiating the implementation step.

The implementation phase is where you and your project team actually do the project work
to produce the deliverables. The word deliverable means anything your project delivers. The
deliverables for your project include all of the products or services that you and your team are
performing for the client, customer, or sponsor, including all the project management documents
that you put together.

The steps undertaken to build each deliverable will vary depending on the type of project
you are undertaking, and cannot therefore be described here in any real detail. For instance
engineering projects will focus on using equipment, resources, and materials to construct each
project deliverable. The activities required to build each deliverable will be clearly specified within
the project requirements document and project plan.

As a result, each of the position in the organisation have their own roles in order to ensure
that project can run smoothly.
• CLIENT / BOARD OF THE DIRECTOR

Penang Sentral Sdn Bhd

Owner of the project.

• CHIEF OPERATING OFFICER

The chief operating officer (COO), also called the chief operations officer, is one of the
highest-ranking executive positions in an organization, comprising part of the "C-Suite".
The COO is responsible for the daily operation of the company, and routinely reports to
the highest-ranking executive, usually the chief executive officer (CEO).

• PROJECT DIRECTOR

Project director have overall responsibility to ensuring the successful of the project. The
scope of work for project director is:-

I. Regularly meeting with clients, third parties and project managers to report
progress
II. Monitoring progress, providing financial control and ensuring project quality
III. Devising cost-effective plans and methods to enable effective completion of the
project
IV. Managing risks to avoid delays
V. Ensuring necessary permits and legal papers are secured prior to project
commencement
VI. Ensuring project managers supervise and manage their own multidiscipline teams
VII. Making strategic decisions and providing the necessary leadership and direction for
teams of project managers to implement those decisions
VIII. Building strong working relationships with clients
IX. Project Directors usually work full-time hours
X. Due to the role’s high level of responsibility, overtime would be likely in order to
meet deadlines
• ADMINISTRATOR

Administrator are incharge in monitoring contract, preparing progress report, coordinating

schedules, and processing invoices. They also need to attend a meeting between client,
consultant, construction and also supervise other staff members. They more concentrate on
the administrative tasks associated with construction projects which keep them primarily
within office settings.

• DOCUMENT CONTROLLER

A document controller is a person that responsible in preparing and managing a documents

in timely, accurately and efficiently. They control the numbering, sorting, filling, storing
and retrieval of both softcopy and hard copy document produced by technical team,
projects or departments. They ensure that all relevant documents are current and available
to all users who require them. If there is any change towards the document, they will
distributed to all locations, along with a master list enumerating the current revisions of
each document.

A few examples of types of documents that requiring control:

I. Drawings

II. Specifications

III. Inspection procedures

IV. Test procedures

V. Special work instruction

VI. Operational procedures

VII. QA program and procedures

 PENANG SENTRAL PROJECT TEAM

 Senior Project Manager

Senior project manager as the name implies is a head of any project whose main duty is to
plan, organize lead and control the project efficiently and effectively. The job of a senior
project manager requires you to have in-depth knowledge and extraordinary skills that are
not common in other project managers.

 Manager Liaison

A liaison officer is a person that liaises between two organizations to communicate and
coordinate their activities by serving as an official go-between for senior officials of both
organizations.

 Manager Project

The Project Manager manages key client projects. Project management responsibilities include
the coordination and completion of projects on time within budget and within scope. Oversee
all aspects of projects. Set deadlines, assign responsibilities and monitor and summarize
progress of project. Prepare reports for upper management regarding status of project.

Responsibilities:
 Coordinate internal resources and third parties or vendors for the flawless execution of projects
 Ensure that all projects are delivered on-time, within scope and within budget
 Assist in the definition of project scope and objectives, involving all relevant stakeholders and
ensuring technical feasibility
 Ensure resource availability and allocation
 Develop a detailed project plan to monitor and track progress
 Manage changes to the project scope, project schedule and project costs using appropriate
verification techniques
 Measure project performance using appropriate tools and techniques
 Report and escalate to management as needed
 Manage the relationship with the client and all stakeholders
  Perform risk management to minimize project risks
 Establish and maintain relationships with third parties/vendors
 Create and maintain comprehensive project documentation
 Meet with clients to take detailed ordering briefs and clarify specific requirements of each
project
 Delegate project tasks based on junior staff members’ individual strengths, skill sets and
experience levels
 Track project performance, specifically to analyze the successful completion of short and long-
term goals
 Meet budgetary objectives and make adjustments to project constraints based on financial
analysis
 Develop comprehensive project plans to be shared with clients as well as other staff members
 Use and continually develop leadership skills
 Attend conferences and training as required to maintain proficiency
 Perform other related duties as assigned
 Develop spreadsheets, diagrams and process maps to document needs

 Esh Manager

Environmental health and safety managers inspect and evaluate the environment,
equipment and processes in working areas to ensure compliance with
government safety regulations and industry standards. Their chief goal is to protect the
employees, customers and the environment.

 Engineer Project

Completes engineering projects by organizing and controlling project elements.

Responsibilities:

 Develops project objectives by reviewing project proposals and plans, conferring with
management.
  Determines project responsibilities by identifying project phases and elements, assigning
personnel to phases and elements, reviewing bids from contractors.
 Determines project specifications by studying product design, customer requirements, and
performance standards, completing technical studies, preparing cost estimates.
 Confirms product performance by designing and conducting tests.
 Determines project schedule by studying project plan and specifications, calculating time
requirements, sequencing project elements.
 Maintains project schedule by monitoring project progress, coordinating activities,
resolving problems.
 Controls project plan by reviewing design, specifications, and plan and schedule changes,
recommending actions.
 Controls project costs by approving expenditures, administering contractor contracts.
 Prepares project status reports by collecting, analyzing, and summarizing information and
trends, recommending actions.
 Maintains safe and clean working environment by enforcing procedures, rules, and
regulations.
 Maintains project data base by writing computer programs, entering and backing up data.
 Maintains product and company reputation by complying with federal and state
regulations.
 Contributes to team effort by accomplishing related results as needed.

 Executive Project

The Project Executive is responsible for the part of the workplace management team that
directly manages short- and long-term projects.Project Executives are typically responsible
for developing strategic program and project goals and monitoring program
and project performance.
 PENANG SENTRAL SITE SUPERVISOR TEAM

Assess hazards, determine risks, conduct regular inspections, and maintain a safety
programme. The site supervisor will typically work closely with the site foreman, who is
responsible for organising construction works on site, and report to the project manager.

 Architect

Veritas Architect Sdn Bhd

Architects work in the construction industry designing new buildings, restoring and
conserving old buildings and developing new ways of using existing buildings. They are
involved in construction projects from the earliest stages right through completion.

 preparing and presenting design proposals to clients

 advising clients
 producing detailed drawings
 negotiating with contractors and other professionals
 attending regular meetings with clients, contractors and other specialists
 co-ordinating the work of contractors
 making site visits to check on progress
 dealing with problems that might come up during building.
 C & S Consultant (Civil And Structural Consultant)

o M.E.I Consultant Sdn Bhd

o MEINHARDT Malaysia Sdn Bhd

o Perunding Kejuruteraan Armi

Frequently, the employment of civil and structural consulting engineer will continue
whenever the first task for client has been fully satisfied. In a design office such as civil
and structural consultant, there are a number of work needs to be done as follow:

 Feasibility studies

When client has a general idea of what he wants on a specific assignment, he may be
uncertain about the scope of work. Consulting engineer is called and carry out studies and
reports in variety of way. Based on the reports forwarded to client, client is able to
determine the workability of his assignment

 Preliminary design.

After a project is awarded to engineer, initially client may want to know some preliminary
information such as initial cost estimation, equipments, local authorities’ requirements etc.
Consulting engineer plays an important role in this matter. In this stage, it may start with
some submission of works to authorities for approval.

 Liaise with client, architect, quantity surveyors, mechanical and electrical engineers
and local authorities.

In order to accomplish the project, civil and structural consulting engineer has to all the
time liaise with client and update the changes of client. During the preparation of the
preliminary design, civil and structural engineer needs to liaise to architect, quantity
surveyors, mechanical and electrical engineers and local authorities. He has to incorporate
the entire requirement from these parties into his design.
 Detailed design.

Further to the requirement obtained, he is able to prepare detail design such as actual
building structural, drainage system, water supply and sewer system for the project.

 Preparation of drawings.

All these details are further transform into drawings.

 Cost estimation.

When details design drawings is ready, consulting engineer may require preparing cost
estimation for client. If client has in house quantities surveyors, he will carry out his own
cost estimation and compare with consulting engineer results. Budget will be checked.

 Preparation of tender document.

When all the requirements and needs have satisfied the client, it wills be the time for
preparing tender document. Tendering will be called.

 Evaluation of tender.

After tender closed, reports for evaluation of tender will be forwarded to client. In the
reports, engineer will propose recommendation to client. Client will based on his best
judgment and select a candidate.

 Getting approval from authorities.

During preliminary design until tendering or even during construction, consulting engineer
needs to liaise with authorities for getting all necessary approval from local authorities.
Without the approval from authorities, project cannot be accomplished.
  Project supervision.

After the awarded of project to candidate, project will commence. This is the time of
supervision of project start. Throughout the project, quality control must be given the
highest priority. Civil and structural consulting engineer will base on his best ability to
monitor the project. Attention to quality control during the design and bidding stages will
be wasted if adequate of inspection by the consulting engineer is not carried out during
construction.

 M & E Consultant (Mechanical And Electrical Consultant)

o Jurutera Perunding Kuasa Tenaga Sdn Bhd

o Pen Konsult Sdn Bhd

Mechanical and electrical engineers are responsible for the mechanical or electrical
components of different services in the building such as elevators, air-conditioning, gas
and water supply and more. From installation to testing, operation, maintenance and repair,
they help to ensure that buildings are equipped with the relevant services and are able to
operate safely.

 Quantity Surveyor

o JUBM Sdn Bhd

Known in the industry as a Construction Cost Consultant or Commercial Manager, their

role is to keep a close eye on project finances and contractual relationships. They make
sure that the financial position of construction projects is accurately reported and controlled
effectively.
 PENANG SENTRAL COST CONTROL TEAM

 Sr Manager Project

The Control Engineering Senior Project Manager responsibilities include tracking of

projects, planning and integrating control engineering milestones within their projects, bi-
weekly reporting of all project statuses, and providing outsourced help as required to
support project execution.

Responsibilities:-

 Project tracking
 Maintaining a schedule
 Assessing project cost report
 Estimating and obtaining proposals/bids
 Commissioning
 Operations training

 Senior Executive

 analyze costs, assess vendor relationships, and maximize profitability.

 Provide critical assessment of all budgets and cost projections.

 Assess all incoming products, resources, and services to ensure the best price.

 Maintain vendor and service provider relationships.

 Remain acutely aware of market trends that could impact resource costs.

 Keep up to date on new vendors and possible cost-cutting partnerships.

 Analyze invoices to ensure correct products/services were received at expected cost.

 Collaborate with department heads to strategize ways to minimize waste.

 Demonstrate comprehensive understanding of interdependency of cost drivers.

 Understand the entire arc of the business and how productivity impacts profitability.
 Commit to maximizing efficiency at all levels without compromising quality.

 Develop and implement proactive solutions and cost-cutting measures.

 Present new strategies and assessments to stakeholders in a compelling fashion.

 Educate and persuade stakeholders to procure buy in and cooperation.

 Roll out clear cost-saving programs with timelines and assessment goals.
PROJECT PLANNING

All projects need to be planned. It is an essential part of any project, especially in

construction. A construction project manager needs to plan out the project carefully so that
everyone involved is aware of how the project will progress and able to identify all activities
necessary to complete the project. Construction project planning is the function in which project
and construction managers and their key staff members prepare the master plan. Then this master
plan is put into time schedule by scheduling people which is called project scheduling. A project
plan is mostly responsible for the success or failure of the project.

For this project, the software used for project planning is Microsoft Project. Microsoft
Project is a project management software which is designed to assist a project manager in
developing a schedule, assigning resources to tasks, tracking progress, managing the budget, and
analyzing workloads. By using this software, the project manager can develop Work Breakdown
Structure (WBS) for project planning. Work breakdown structure is a key project deliverable that
organizes the team's work into manageable sections. In the Microsoft Project, the activities will be
divided into tasks which then divided again into subtasks. To make the work breakdown structure
trackable, the breakdown tasks will be detailed out with the location of grid section the activities
take place.

Critical activities are the activities that have no float time. Critical activities will change
over time, there are certain activities which are not critical activities but if it still does not start
when the time float ends, then it will change into critical activities. During the conversation session
with Mr. Ooi, project manager for this project, he stated that the critical activities for this project
are construction of bored pile and pile cap. This is because those activities cannot be a delay as it
will delay the completion date of the project. In addition, by referring to work breakdown structure
that they had provided to us, we found that site preparation work also one of the critical activities
of the project.

For the substructure work in this project, the activities that they had conducted are spun
pile preliminary test pile, spun pile work, soil investigation (for bored pile design), bored pile
preliminary test pile, bored pile work, pile cap & lift pit work. While for the superstructure work,
it is still not started so there is still no activity yet.
 Back to substructure work, spun pile and bored pile preliminary test pile are a pile installed
before the commencement of the main piling works for the purpose of establishing the driving
criteria for subsequent working piles and for conforming the adequacy of the design, dimensions,
and bearing capacity. For this project, spun pile preliminary test pile tasks are divided into 2
preliminary test pile for the design/shop drawing to be reviewed and approved. Spun pile work for
this project includes a total of 785 piles to be driven into the ground by using jack in machine. The
piles then will be tested for Pile Driving Analyzer (PDA) test and Pile Integrity Test (PIT) test.

After spun pile work has been completed, soil investigation for bored pile design then was
started and continued by bored pile preliminary test pile. Bored pile work for this project includes
40 piles to be casting into the ground by using bored pile machine. After casting has been finished,
they had conducted PDA test, PIT test, SLT test, and WLT (MLT) test. The activities then was
continued by pile cap & lift pit work which has a total of 121 nos to be finished.

Figure 3.1 Excavation work

Figure 3.2 Casting pile cap

Figure 3.3 Casting stump

PROBLEM DURING CONSTRUCTION

Figure 4.1 The view of construction site Penang Sentral Development ( Phase 2 )

Construction industry has been with us since immemorial and originated just like many
other trade and business based on the demand created by the market. Every construction site
will face a variety of problems and difficult situation where the organization needs to find the
solution for every problem that occurs. As engineer and contractor need to play their role
correctly and efficiently to eliminate the problems occur and to determine the best solution for
that particular problem. But for the construction site problems, the contractor will bear the most
or major responsibility to keep the problem in minimum state. There will be sharing of
knowledge, identification, monitoring, and correction that arise on construction sites. The
problems that occur during construction site of the Penang Sentral as below :

• Weather
• Contractor
• Damage Structure
• Safety Awareness among workers
• Economic issues
WEATHER

Figure 4.2 The type of material that locate in open area

There are several problems happened during the construction process that causes to late
finish on time. The first problem that we obtain is the effect of weather during construction
according to Encik Syafiq. In Malaysia as the country that always has the change of season
rain where we all know that it rains randomly and this effect the progress during the
construction. The random raining season will cause damage to the material on site that has been
located in an open area. It also slows down the process for the workers to casting the concrete
for the foundation and other structural elements. For the material that places in the open area,
water from the rain can cause major damage to the material such cement. The rainwater will
cause it to be wet and harden at a time that should not be. For wet concrete, the rainwater will
cause damage where the concrete will have high moisture content and effect its original
strength. The formwork also affected by the rain water where it will expand and cannot be used
anymore. Other material that should not be exposed to moisture such as brick, drywall, wood
and insulation. This will cause mold which is unsuitable to be used and cause more cost to
repair.
 Figure 4.3 The summary report weather for one month

SOLUTION :

Figure 4.4 The foundation was covered with plastic to avoid water pooling

The solution that has given by Encik Syafiq is that for the material that places in the
open area, some of the material will be covered with plastic that has a waterproof effect. Plastic
will divert the rainwater to another place and will not be absorbed by the material. Other
material practically were placed in a closed place that has been finished. For the concrete
mixture, they used a waterproof material adding into the mixture where the material will cause
the concrete not to absorb water and have high moisture content. For the material that has been
damaged by the weather they will change it with a new one but does not need to order from the
supplier because they have been consider 5-10% wastage.
CONTRACTOR

Figure 4.5 The MRCB Builders Sdn Bhd logo

For the construction project of the Penang Sentral Phase 2, the awarded contractor is
MRCB Builders Sdn Bhd with the form of contract PWD design and build. The contractor will
always follow the content of the report and follow the guideline that has been set by the client
in the form of papers and instructions. The payment of the contractor will also according to the
work that has been done and should be done in a period of time. If there is delay EOT may be
given for a valid reason. According to Encik Syafiq, there are some cases where the contractor
itself claim to have done their part of the job it was not finished. The contractor also claims
that some of the work that remains at the construction site is not their responsibilities because
of the reason that the task is not theirs, to begin with. In this case, that occurs during the
construction is just a mere miscommunication where maybe the contractor miss read the
contract before he/she signs instated by Encik Syafiq.

SOLUTION :

For this problem that occurs during site, the action that needs to take immediately is to
review back the agreement that has been made with the contractor and also review back things
that have been signed by the contractor to accept the job. With this action taken, there is no
excuse for the contractor to claim the job is not their responsibility and need to get the job done.
Having a contract in black and white form and a safe copy in the industry is very important to
avoid this kind of situation to occur. We also can avoid being scam by the contractor for their
irresponsible manners.
DAMAGE STRUCTURE ON SITE

Figure 4.6 Foundation that used jacked in pile method

In the construction site, we have observed the construction of foundation using jacked
in pile also known as the displacement method. These methods are a common method which
uses a driven pile and commonly used form of building the foundation. Displacement method
is the cheapest method and fast completion where it can do 7 pile points/day/pilling frame. But
the problem that occurs is that during the jacked in a pile where the pile foundation was broke
during the process of piling. According to Encik Syafiq, the reason for the foundation to break
was the soil full of water so the pressure from the water and also from the soil cause the pile to
break.

SOLUTION :

According to the site, the pile that break will need to re-pilling the foundation and the
broken pile will be discarded. But there are other methods to solve the problem which by
pumped mortar around the damaged pile to repair it. The contractor decides to re-pilling due
to the factor of safety that they have considered and want to avoid further damage which may
occur by the broken pile.
SAFETY AWARNESS AMONG WORKERS

Figure 4.7 The Safety Awareness post at the construction site

Labor safety is one of the main problems during the construction phase. The safety officer in
charge needs to put a lot of work to make sure that the workers apply suitable safety measure
and wear proper safety gear when working. If the safety officer does not do their work properly,
the safety of the site might be in a series of condition and injuries cannot be avoided. This is
also the reason why injuries or death among worker happened during construction. As a safety
officer must always check personal protective equipment ( PPE ), such as safety harness, safety
helmet, and safety boots. According to Encik Syafiq, He stated that some of the workers do not
apply or use the PPE even though it has been instructed. This because the workers are a
foreigner and the main objective for them to come the work is just for money and to support
their family. This is another reason why the worker is not wearing any PPE during work.

SOLUTION :

The construction site has applied some of the regulation to give a penalty for labor that
that does not wear PPE which amount of payment need to be pay if the regulation is not
followed. By doing this punishment method, it slightly increases the chances for workers to
wear PPE and decreases injuries and accident due to PPE. In the same time they also frequently
do safety meeting in the morning.
ECONOMIC ISSUES

Last but not least, the problem due to the economic issue. In the construction site, the
economy of the country is very important because economics is the key to success without
good economic condition a project cannot succeed and might be terminate or stop during
halfway construction. Economic of a country are hold and manage by the government. In the
date of 9 May 2018, Malaysia has changed the government after PRK 14 where according to
Encik Syafiq, most of the construction has been ordering to stop for a while and some of the
construction cost has been cut off. Changing government means that changing policies for all
in term of pricing material, duration, and method apply. For the supplier, changes in the pricing
of material happen due to the new policies of the new government, for example, a unit lorry
for sand around RM 200 while after the changes happen it becomes RM 800 so new price for
the construction cost increases. This causes additional cost and might need a new budget for
the construction.

SOLUTION :

The step that has taken to solve the problem is by rescheduling back the task and
activities have left that need to be carried out. They will have an urgent meeting with the client
to decide whether to continue with the same plan or make changes in the progress. They also
need to make a conformation about the additional cost of the project if there is any. As for the
supplier, they will set up again for the price market and or order another type of material to
meet up with the budget of the construction.
IMPLEMENTATION OF SAFETY AND HEALTH AT SITE.

AT SITE

A safety and health management system means the part of the organizations
management system which covers the health and safety work organization and policy in a
company, the planning process for accident and ill health prevention, the line management
responsibilities and the practices, procedures and resources for developing and implementing,
reviewing and maintaining the occupational safety and health policy. The system should cover
the entire gambit of an employer’s occupational health and safety organizations. The key
elements of a successful safety and health management system are policy and commitment,
planning, implementation and operation, measuring performance and auditing and reviewing
performance.

An organization should carry out an initial review of the safety and health management
system and follow this up with the periodic reviews. The initial review should compare existing
safety and health practice with the requirements of the safety and health legislation, the
provisions set out in the organization’s safety statement, safety and health guidance in the
organization, existing authoritative and published safety and health guidance and the best
practice in the organization’s employment sector. Carrying out reviews will confirm whether
your health and safety arrangements still make sense. For example, it will be able to check the
validity of your health and safety policy and ensure the system you have in place for managing
health and safety is effective.

Implementation of a safety and health program can help employers avoid the indirect
costs the result from workplace incidents such as time lost due to work stoppages and
investigations, training and other costs associated with replacing injured workers and loss or
damage to material, machinery and property. These indirect costs have been estimated to be at
least 2.7 times the direct costs. Responsible employers know that the main goal of the safety
and health is to prevent work-related injuries, illnesses and deaths as well as the suffering and
financial hardship for workers, their families and their employers.
Every construction site has their own checklist that may be used for review. For example,
MRCB Sdn.Bhd also has their own checklist for occupational safety and health which is called
legal requirements. The following checklist may be used for the review:

1. Site registration (using JKJ 103) shall not be later than 7 days from the commencement
of work.
2. Building operation where the total contract price exceeds 20 million shall employ a
Safety and Health Officer.
3. Certificate of Fitness (PMA) for machinery should obtained from DOSH prior to
commencement of work, for example, air compressor, tower crane, mobile crane,
material hoist, passenger hoist and gondola.
4. Certificate of Registration shall be obtained from DOSH prior to commencement of
work, for example: scaffold erector, crane operator and etc.
5. All accident at workplace shall be reported to DOSH (using JKKP 6, 7, 8).
6. Workplace shall not be used as family dwelling.
7. Working platform should be provided from which a person is liable to fall more than 3
metres.
8. Access for the workplace above ground level shall be adequate, for example: ladder or
cat ladder for scaffold.
9. Access overhead protection cover for persons entering or leaving for building more
than 3 storeys.
10. Wearing of Personal Protective Equipment.
11. First Aid Kit and a log book.
12. Fire fighting appliances, for example: fire extinguisher and etc.
13. Notification to DOSH on the resignation of Safety and Health Officer.

Responsibility for safety and health management ultimately rests with the employer. This
responsibility is normally delegated to executive directors, senior managers, line managers,
supervisors and employees. Each person’s authority and duties should be clearly defined,
documented and communicated to them. The organization and reporting structure for
implementing these duties should be illustrated in an in-house organization chart. In addition,
each director on the organization’s board needs to accept their responsibilities in providing
safety and health commitment and leadership.
 The safety and health management system can be monitored by a line management
responsibility against predetermined plans and standards. Monitoring reinforces management’s
commitment to safety and health objectives in general and helps to develop a positive safety
and health culture by rewarding positive work done to control risk. Two types of monitoring
are required which are active system and reactive system. An active system is the system that
monitors the design, development, installation and operation of management arrangements,
safety systems and workplace precautions while reactive system is the system that monitors
accidents, ill health, incidents and other evidence of deficient safety and health performance.

The information should be covered in accidents and incident reports are the event,
details of any injured person, including age, sex, experience, training and so on, a description
of the circumstances including the place, time of day and conditions, any actions which led
directly to the event, the direct causes of any injuries, ill-health or other loss, the immediate
causes of the event, the underlying causes, for example failures in workplace precautions, risk
control systems or management arrangements and the details of the outcomes.

Figure 5.1 Safety and health committee chart

EMERGENCY AND EVACUATION LAYOUT PLAN FOR PENANG SENTRAL.
 An important part of achieving effective health and safety outcomes is having a strategy
and making clear plans. The project manager needs to think about what to do to manage health
and safety, then decide who is going to do what and how. This is the health and safety policy.
If the organization has five or more employees, that policy must be written down. The policy
sets a clear direction for the organization to follow and should be shared throughout the
workplace so that everyone understands how health and safety will be managed.

Planning is essential for the implementation of health and safety policies. Adequate
control of risk can only be achieved through coordinated action by all members of the
organization. An effective system for health and safety management requires organizations to
plan to control risks, react to changing demands and sustain positive health and safety attitudes.

Employers are required to do all that is reasonably practicable to minimize the risk of
injury or damage to the safety and health of their employees. The employer must ensure that
the contents of the Safety Statement, which includes the Risk Assessments, is brought to the
attention of all employees and others at the workplace who may be exposed to any risks covered
by the Safety Statement. In particular, all new employees must be made aware of the Safety
Statement when they start work. The Statement must be in a form and language that they all
understand.

Personal Protective Equipment (PPE) is equipment that will protect the users against
health or safety risks at work. It can include items such as safety helmets, gloves, eye
protection, high-visibility clothing, safety footwear and safety harnesses. It also includes
respiratory protective equipment (RPE). Employees that do not follow the safety and health
statement and do not wear the personal protective equipment (PPE) at the workplace will be
sued by safety and health officer. Any visitors or outsiders are not allowed to enter the
construction site without permission from safety and health officer.
There are several things to ensure that the safety and health management system at the
construction site can be controlled:

• Always set safety and health as the top priority.

Tell your workers that to make sure they finish the day and go home safely. Assure them that
you will work with them to find and fix any hazards that could injured them or make them sick.

• Lead by example.

Practices safe behaviours and make safety part of your daily conversations with workers.

• Implement a reporting system.

Develop and communicate a simple procedure for workers to report any injuries, illnesses,
incidents including near misses or close calls, hazards or safety and health concerns without
fear of retaliation.

• Provide training.

Train workers on how to identify and control hazards using for example OSHA’s Hazard
Identification Training Tool.

• Conduct inspections.

Inspect the job site with workers and ask them to identify any activity, piece of equipment or
material that concerns them. Use checklists and other resources such as OSHA’s Construction
Industry Digest to help identify problems.
 • Collect hazard control ideas.

Talk with workers about ideas on safety improvements throughout the project.

• Implement hazard controls.

Assign workers the task of choosing, implementing, and evaluating the solutions.

• Address emergencies.

Identify foreseeable emergency scenarios and develop instructions on what to do in each case.
Meet to discuss these procedures and post them in a visible location at the job site.

• Make improvements.

Set aside a regular time to discuss safety and health issues with the goal of identifying ways to
improve the program.
APPENDIX

Figure 6.1 Project management group assignment with Encik Syafiq as supervisor

Figure 6.2 Site construction meeting

Figure 6.3 Site construction of Penang Central Retail Mall