The Professional Journal of MIPFM

PROPERTY
THE

VOL. 4
MANAGER
NO. 1 e-ISSN : 2710-7396 MARCH 2022

Earthquake Hazard

FEATURE FEATURE ACTIVITY

Earthquake Hazards Sensors for Building MIPFM Collaboration with
and Building Safety Management System Gowise IoT Solutions
(BMS) Sdn Bhd
 TABLE OF
EDITORIAL BOARD (2021 - 2023)
PROFESSOR DR TING KIEN HWA
CONTENTS MATTHIAS LOUI HOONG FEI
Editor-in-Chief Member
DATUK HAJI KAMARULZAMAN BIN MAT SALLEH DAVID LOOI SIEW FATT
President / Advisor Member
ADZMAN SHAH BIN MOHD ARIFFIN MOHD RAZIK MOHAMED SHAKIF
Past President Member
ISHAK BIN ISMAIL ROZAINI BIN NIZAR
Member Member
NAGESWARAN MUNIANDY FIRDAUS MUSA
Member Member

INTERNATIONAL ADVISORY BOARD

PROFESSOR GRAEME NEWELL ASSOCIATE PROFESSOR DR LEE CHYI LIN
Western Sydney University, Australia University of New South Wales, Australia

DESIGN & LAYOUT BY │ DIMENSION PUBLISHING SDN BHD [199701034233 (449732-T) ]

Level 18-01-02, PJX-HM Shah Tower, No. 16A, Persiaran Barat, 46050 Petaling Jaya, Selangor
Tel: +(603) 7493 1049 Fax: +(603) 7493 1047 Email: info@dimensionpublishing.com
PUBLICATION DISCLAIMER
The publication has been compiled by MIPFM with great care and they disclaim any duty to investigate any products, process,
services, designs and the like which may be described in this publication. The appearance of any information in this publication
does not necessarily constitute endorsement by MIPFM. There is no guarantee that the information in this publication is free
from errors. MIPFM do not necessarily agree with the statement or the opinion expresssed in this publication.
2021 © Copyright MIPFM. All rights reserved.

05 - 11 12 - 17 18 - 19 20 - 23 24 - 25
FEATURE FEATURE FEATURE FEATURE INFORMATION

Earthquake Hazards The Use of IoT and Sensors for Building Metaverse and Virtual 2022 RICS Guidance Note:
and Building Safety Proptech Solutions Towards Management System REITS Planned Preventative
Facility Management (BMS) Maintenance of Commercial
Excellence and ESG and Residential Property
Compliance

26 - 27 28 - 30 31 - 33 34 - 35 36 - 37
INFORMATION INFORMATION KNOWLEDGE KNOWLEDGE KNOWLEDGE
CORNER CORNER CORNER
International Building Applying the New RICS 10 Habits of Highly Effective 10 Traits & Habits of 8 Characteristics of
Operation Standard (IBOS) Rules of Conduct Students Successful Online Students Effective Trainers

38 39 40 - 42
ACTIVITY ACTIVITY NEW
MEMBERSHIP
LISTING
Online Meeting with MIPFM Collaboration with
Malaysian Association of Gowise IoT Solutions
Facility Management Sdn Bhd
(MAFM)

2 VOL. 4 NO. 1 2022

 MIPFM SEMINAR SERIES 2022:
PROPERTY MANAGER COMPETENCY
KUALA LUMPUR

PROGRAMME
8.30 AM - 9.00 AM Registration

9.00 AM - 10.30 AM Procurement Guidelines by Ministry of Housing

and Local Government (KPKT) by YBhg Datuk
Sr Haji Kamarulzaman Bin Mat Salleh

10.45 AM - 12.15 PM Duties and Responsibilities of a Property

Manager by Sr Haji Ishak Bin Ismail

12.15 PM - 12.30 PM Nippon Paint Product Sharing

2.00 PM - 3.30 PM Conducting Building Condition Survey for

Property Management by Mr Kuan You Wai

3.45 PM - 5.15 PM Conducting a Successful Online and Physical

AGM/EGM by Sr Shahril Bin Omar

TENTATIVE SEMINARS
May 2022 July 2022 September 2022
Penang Johor Bahru Kuching

5 CPD HOURS
APPLIED
WITH BOVAEP
 THE PROPERTY MANAGER
Welcome to the 1st Quarter 2022
issue of The Property Manager!
On 25th February, 2022 at about 9.39am, tremors are
reported in Perak, Selangor, Melaka and Johor as a result
of earthquake at magnitude of 6.2 on the Richter scale
at 76km North of Paya Kumbah, Indonesia. People who
felt the tremor rushed down from high-rise residential and
commercial buildings and gathered in open areas in fear
for falling objects and further vibration that may damage
the buildings. An article titled Earthquake Hazards and
Building Safety discuss building safety and resilience
against earthquake hazards in this issue.
Dr. Daniele Gambero, President of Malaysia PropTech
Association and co-author Suhendra Arianto, Co-founder
ServeDeck Innovation Sdn Bhd provided an article on
IoT and proptech applications in facility management
and demonstrated how it could help in achieving ESG
objectives. A related article discussed the weaknesses of
the traditional building management system (BMS) and in
what ways IoT sensors could complement BMS.
4 VOL. 4 NO. 1 2022
“Metaverse” is now the catchword. Many well-
established brands and retailers such as Gucci, Ralph
Lauren, Louis Vuitton, JP Morgan, and Dolce & Gabbana
have set their footprint on Metaverse to showcase and
sell commodities. Articles on metaverse are appearing in
blogs, websites and other social media. Seminars, forums
and talks are organized to discuss whether metaverse is
a fad that will continue to prosper or bane. To catch on
the fad, there are also metaverse investment seminars/
sessions to attract capital investments into virtual land
and strata spaces !
An article in this issue discuss whether the development
and letting of virtual spaces in metaverse by a virtual
REIT could be promising. The Metaverse is still early in
its evolution. Technically there are limitless space in the
Metaverse, as these virtual worlds do not have physical
boundaries. However, in many virtual worlds, programmers
set specific districts, or zones. Many investors and companies
are worried that if they don’t jump on the Metaverse
bandwagon now, they’ll miss out on being a pioneer in this
new virtual world. It is likely that FOMO is probably the key
driver behind the metaverse fad now than other factors.
The Royal Institution of Chartered Surveyors (RICS) has
issued a new guide, standard and rules of conduct.
The new Guidance Note titled Planned Preventative
Maintenance of Commercial and Residential Property
(2022) provide RICS members with a source of best
practice guidance in respect of planned preventative
maintenance. The International Building Operation
Standard (2022) is a framework for assessing building
performance. The new Rules of Conduct (2021) replace
the former RICS Rules of Conduct for firms and members,
and the five global professional and ethical standards
to provide a simpler structure for members’ and firms’
behaviours and professional practice, supported by clear
rules and with a new emphasis on diversity and inclusion,
data and technology, and sustainability.
Professor Sr Ts Dr. Ting Kien Hwa
FMIPFM, FRICS, FRISM, MPEPS
Founding Editor & Editor-in-Chief
The Property Manager

EARTHQUAKE HAZARDS
AND BUILDING SAFETY
YOU WAI KUAN
INTRODUCTION
M
alaysia has been known as a blessed
country free from major natural disaster.
Nevertheless, earthquake has been
heard more regularly nowadays. On 25th of June,
2015, a major earthquake at magnitude of 6.0 has
hit Ranau in Sabah. Such incident killed more than
18 persons and caused devastating damage to the
infrastructures and buildings (refer Figure 1).
Figure 1: Ranau earthquake 2015 (USGS data)
Source: https://earthquake.usgs.gov/earthquakes/
eventpage/us20002m5s/executive
FEATURE
On 25 February 2022, tremors are also felt in high
rise buildings in Selangor and several other states in
Peninsular Malaysia after a 6.2 earthquake in Bukit
Tinggi, Sumatra.
According to Assoc. Prof. Dr. Norhisham of Universiti
Teknologi Malaysia (UTM), the mega earthquake in Aceh
in 2004 has agitated and revived the seismic activities
in the landmass in Peninsular Malaysia. Since then,
increasing trend of seismic activities has been observed
in a number of areas in Peninsular and East Malaysia
by experts in earthquake engineering laboratory in
UTM, Skudai. Figure 2 shows the impact of the 2008
earthquake on a secondary school in Bukit Tinggi.
Study site
Figure 2: Condition of SMK Bukit Tinggi after
magnitude 4 earthquake in 2008
Source: Malaysia Nuclear Agency
VOL. 4 NO. 1 2022 5
 THE PROPERTY MANAGER
WHAT IS EARTHQUAKE?
Figure 3: Structure of Earth
Source: https://en.wikipedia.org/wiki/Structure_of_Earth
On macro level, earth is formed by layers of an outer
solid layer called the crust, a highly viscous layer
called the mantle, a liquid layer that is the outer part
of the core, called the outer core, and a solid center
called the inner core (refer Figure 3).
Figure 4: Drifting tectonic plates and the Ring of Fire
(earthquake hot spots)
Source: https://www.thoughtco.com/continental-
drift-theory-4138321, https://tbunews.com/earthquakes-
destabilizing-tectonic-plates
6 VOL. 4 NO. 1 2022
The crust comprises of eight tectonic plates that move
relative to each other. These tectonic plates are giant
segments of the earth crust that move anywhere
from zero to 100mm each year, but sometimes these
gigantic plates can clash (refer Figure 4). When they do
clash a series of vibrations can occur, they can clash in
three different ways they can converge, diverge and
transform. When they converge there is one tectonic
plate on top of the other, when this happens trenches
can be formed. When they diverge it means that
they are moving away from each other, when this
happens the magma from under the plate can feed
volcanoes causing them to over flow. Lastly when the
plates transform the plates are rubbing together, this
can make earthquakes (refer Figure 5). If any of this
happens under water it can create a tsunami.
Figure 5: Movement along the boundaries of the tectonic plates
Source: https://sites.google.com/site/earthquakeexplorers3/tec-
tonic-plates-and-how-they-cause-natural-disasters
Southeast Asia lies adjacent to the plate boundary
between the Indo-Australian and Eurasian plates (i.e.
the Sunda Megathrust). After lying dormant for about
a thousand years, sudden slippage of a 1600-km
long section of the Sunda megathrust fault caused
uplift of the seafloor between Aceh and Myanmar,
resulting in a great earthquake and the horrific Indian
Ocean Tsunami of 2004. Three months later and just
to the south, sudden slippage of a 350-km length of
the megathrust beneath Simeulue and Nias islands
caused another destructive great earthquake and
lesser tsunami. As it takes centuries for tectonic
strains to build up again after such big earthquakes,
these two events are unlikely to recur within the next
hundred years. Further south, however, offshore West
Sumatra and Bengkulu provinces, another great
 FEATURE

earthquake and tsunami will likely occur within the

next few decades (ref: World Scientific, https://www.
worldscientific.com/doi/abs/ 10.1142/S179343110700002X)

Although Peninsular Malaysia is situated in the stable

part of Sunda plate, it is seismically influenced by
very active earthquake sources of Sumatra’s fault
and subduction zones via tremors brought about by
the earthquakes (refer Figure 6). Besides, there are a
few active faults lines in Titiwangsa Range (Peninsular
Malaysia) and Crocker Range (East Malaysia) too.
Figure 7: Insight into the Formation of Subduction Zones

Source: https://www.researchgate.net/publication/
334508149_Fault_core_and_its_geostatistical_analysis_Insight_
into_the_fault_core_thickness_and_fault_displacement

During an earthquake, large amount of energy which is

released because of crash and displacement of rocks
under the surface of the ground. Although the rupture
is usually originated tens of kilometres under the ground
level, at the surface of the earth, earthquakes manifest
themselves by shaking and displacing with tremors on
the ground (refer Figure 8). In case the epicentre is
located at offshore, the earthquake at sea bed shows
itself as a tsunami. The occurrence of earthquake
can intensify happening of other natural disasters like
Figure 6: Seismic hazard assessment for Peninsular Malaysia
landslides and occasionally volcanic activities.
Source: https://nhess.copernicus.org/articles/18/2387/2018/

Tectonic earthquakes are caused by the rupture of

faults: breaks in the Earth’s brittle shell along which
plates and blocks move relative to one another.
Indeed, earth’s greatest earthquakes and tsunamis
are generated by its biggest faults.

When an oceanic plate collides with a continental

plate, the oceanic plate (being heavier) bends and
slides beneath the continental plate. When this plate
is forced to bend downwards, the process is called
Figure 8: Seismic diagram for far feel tremor effect of earthquake
subduction. Such process results in the formation of
a zone called a subduction zone (refer Figure 7). The Source: https://iopscience.iop.org/article/
10.1088/1755-1315/37/1/012069/pdf
plate that bends usually curves down into the mantle.
After curving, it forms a v-shaped zone in the ocean BUILDING SAFETY AND RESILIENCE AGAINST
that is very narrow. This curving also gives rise to a EARTHQUAKE HAZARDS
series of stunning phenomena, such as the formation
of trenches, the occurrence of earthquakes and even Locating adjacent to earthquake-prone countries
volcanic eruptions. (Ref: https://www.scienceabc. like Indonesia and Philippine, Malaysia suffers from
com/nature/what-are-subduction-zones.html) earthquake hazards via tremor from these neighboring

VOL. 4 NO. 1 2022 7

 THE PROPERTY MANAGER

countries as well as seismic activities due to the active
fault zones in the Titiwangsa Range in Peninsular
Malaysia and Crocker Range in Borneo Island.
Despite the current technology in earthquake
modeling and assessment, the epicenter and intensity
of earthquake can still be hardly predicted to-date.
In some earthquake-prone areas, building codes
are complemented by seismic codes, specifying
the calculation methods and strength values of
key structural elements to avoid building collapse
during an earthquake and tremor. In countries
where seismic codes have not been implemented
(e.g. Haiti, Pakistan, China and Nepal), large loss of
life and economic set-back had occurred. Thus, we
must take proactive actions to prevent the calamity
brought about by the increasing seismic activities
even though MS EN1998 is voluntary guidelines to-
date. Considering the potential devastation and
damages caused by earthquake, we must take
proactive action now.
In view of the threat of devastating earthquake
hazards, numerous authorities, NGOs and
academia have joined efforts in the seismic research
and publication of building standard. Despite

Figure 9: Hazard Mapping in Landslide and Earthquake in Malaysia

Source: Jabatan Mineral dan Geoscience Malaysia

8 VOL. 4 NO. 1 2022

 FEATURE

inadequate facilities and expertise, increase the resilience of the buildings against earthquake,
diligent data collection and analysis is depending on the location and the inherent level of the
carried out by Malaysia Meteorological earthquake hazards/risks (Figure 10).
Department through their network of
seismograph stations. Local universities
also contributed in the research on the
nature of earthquake activities and
mitigation strategies thereof. In 2017,
the Seismic Hazard Map of Malaysia was
published by JMG in collaboration with
various governmental agencies, non-
government agencies and universities
(refer Figure 9). The map has been
included in the Malaysia National Annex
MS EN1998:2015 Eurocode 8: Design for
Structures for Earthquake Resistance.
Such regional Seismic Hazard Map of
Malaysia can also be used by the local
planners and building officials in setting
appropriate building and retrofitting
standards in their designated areas.

In Sabah, Ranau, Kudat and Lahad Datu

suffer from the highest PGA value (> 12%).
In Sarawak, Niah suffers from moderate
PGA value of 9%. Other risky areas
include Miri, Bukit Mersing and Sri Aman.
In Peninsular Malaysia, Bukit Tinggi suffers
from the moderate PGA value at 9%. Other
areas with medium earthquake risk include
centre of Kuala Lumpur, Kuala Pilah,
Manjung, Temenggor and Kenyir.

BS EN1998:1:2004+A1:2013 outlines
the performance requirements and
compliance criteria, ground conditions
and seismic action, and rules and design
of various types of new buildings. Since
we are not located at the Ring of Fire, the
objectives of these voluntary guidelines
are meant to provide reasonable safety
resilient measures against different degree
of earthquake hazards subjecting to the
respective location.

Figure 10: Retrofitting against earthquake hazards

For existing buildings, retrofitting measures
with different degree of strengthening can Source: https://www.nishimatsu.co.jp/eng/solution/renewal/earthquake.html

VOL. 4 NO. 1 2022 9

 THE PROPERTY MANAGER
WAY FORWARD
In a seismic research conducted in Chulalongkorn
University, Thailand in 2014, scientists concluded
that in general, seismic activities in ASEAN will
undergo an increasing trend. Thus, it is reasonable
to suggest the introduction of seismic hazard
warnings and the development of mitigation plans
for the ASEAN community in general (Pailoplee, et
Advertorial
10 VOL. 4 NO. 1 2022
al., Earthquake frequency-magnitude distribution
and fractal dimension in mainland Southeast Asia,
https://earth-planets-space.springeropen.com/
articles/10.1186/1880-5981-66-8).
Some of the risky areas with earthquake hazards are
located in the most densely populated area with
numerous high-rise buildings (Jabatan Tanah dan
Galian, 2021). Besides, close proximity of high-rise

buildings and dense population with low awareness in
earthquake hazards is detrimental to public safety at
large. Any falling items and debris during earthquake
can endanger the occupants fundamentally. Indeed,
the engineering communities and academia have
been working to create awareness and increase
the competency of the design and construction
professionals.
Nevertheless, retrofitting against earthquake hazards
remains an unfilled vacuum. Diagnosis and repair of
existing buildings according to established standards
like EN 1504 (2011) and ACI 562 (2019) is still in infancy
in Malaysia. Experts with knowledge and hands-
on experiences in retrofitting against earthquake
hazards are even fewer in Malaysia.
Many leaders may not consider earthquake hazards
require immediate actions. Some may regard that
such hazards may not affect them during their
lifetime. However, numerous scientific studies have
highlighted the increasing trend in seismic activities in
our region. The 5.1 magnitude earthquake in northern
Ipoh on 26th of May 2021 is the evidence of how
close earthquake hazards are near to us. What if it
occurs in densely populated areas like Kuala Lumpur,
Putrajaya, Kota Kinabalu, Miri, Bintulu, Manjung
and Kuala Lipis etc? What type of devastation can
happen?
The hazards must be taken seriously with immediate
actions. Such commitment must come with strong
political will from the federal government and local
governments of areas with earthquake hazards.
Besides, more rigorous efforts in educating the
general public and training of experts in the area
of earthquake emergency and resilient building
FEATURE
design against earthquake hazards must be planned
and implemented accordingly for the safety and
wellbeing of our buildings and population at large.
REFERENCE
MS EN 1998-1: 2015 Malaysia National Annex to Eurocode
8: Design of structures for earthquake resistance
https://earth-planets-space.springeropen.com/
articles/10.1186/1880-5981-66-8).
https://www.nishimatsu.co.jp/eng/solution/renewal/
earthquake.html
https://iopscience.iop.org/article/10.1088/1755-1315/37/
1/012069/pdf
https://www.scienceabc.com/nature/what-are-
subduction-zones.html
https://www.researchgate.net/publication/334508149_
Fault_core_and_its_geostatistical_analysis_Insight_into_
the_fault_core_thickness_and_fault_displacement
https://nhess.copernicus.org/articles/18/2387/2018/
https://www.worldscientific.com/doi/abs/10.1142/
S179343110700002X
https://sites.google.com/site/earthquakeexplorers3/
tectonic-plates-and-how-they-cause-natural-disasters
https://www.thoughtco.com/continental-drift-
theory-4138321, https://tbunews.com/earthquakes-
destabilizing-tectonic-plates
https://en.wikipedia.org/wiki/Structure_of_Earth
https://www.youtube.com/watch?v=OaGrorrFfpE
https://earthquake.usgs.gov/earthquakes/eventpage/
us20002m5s/executive
VOL. 4 NO. 1 2022 11
 THE PROPERTY MANAGER
THE USE OF IoT AND
PROPTECH SOLUTIONS TOWARDS
FACILITY MANAGEMENT EXCELLENCE
AND ESG COMPLIANCE
DANIELE GAMBERO AND SUHENDRA ARIANTO
INTRODUCTION
I
n the past 24 months, the disruptive Covid-19
pandemic and related lockdowns had affected
businesses and drastically affected the way
commercial real estate (CRE) were managed. With
more than 50% of the professional workforce having
moved to either full home or hybrid working model,
commercial spaces have felt the pressure towards
a change in their own business model and the way
commercial spaces were managed.
Facility managers, since March 2020, found themselves
dealing with a new set of rules and SOPs never heard
of and applied before, such as: social distancing,
movement tracking, sanitation, people flow & density
control etc have become familiar terms and related
12 VOL. 4 NO. 1 2022
“public health” functions for them that raised the
management challenge bar substantially. All this
has forced facility managers to seek all-in-one digital
solutions for facility and operation management.
PropTech solutions, where technology comes in
to help property managers to deal with security,
tenants, visitors, housekeeping, maintenance, and
more, have been around for some years. However,
they have never been really adopted due to lack
of awareness and knowledge from one side and,
somehow, there are some resistance to change by
the industry players. The sudden and unreal situation
brought in by the covid pandemic have suddenly
changed the approach and speed of adoption.
Remote working has brought in plenty of new
challenges to allow facility and property managers
to work from home while managing operations and
teams in the building and Internet of Things (IoT),
came in to help. IoT, however, remains still not clear
to many in terms of definition of what it is and how,
these connected” devices could help in facility
management.
INTERNET OF THINGS (IoT)
Oracle defines IoT as the network of physical
objects—“things”—that are embedded with sensors,
software, and other technologies for the purpose of
connecting and exchanging data with other devices
and systems over the internet. These devices range
from ordinary household objects to sophisticated
industrial tools. With more than 10 billion connected

IoT devices in 2020, experts are expecting this number
to grow to more than 22 billion by 2025.
In facility management, examples of IoT applications
would be a digital thermostat of office temperature
which automatically switches on and off the air-
conditioning system or a sensor warning when hands
wiping paper is low in the washroom or a remote
motor-pump temperature sensor informing the
maintenance engineer that temperature is raising for
unknown reasons.
WHY IS IoT SO IMPORTANT?
Over the past few years, IoT has become one of the
most important technologies of the 21st century.
Now that we can connect everyday equipment in
buildings—water pumps, centralised air-condition
systems, lifts, escalators, lights and more—to
the internet via embedded devices, seamless
communication is possible between people,
processes, buildings and things.
By means of low-cost computing, the cloud, big
data, analytics, and mobile technologies, physical
things can collect and share data with minimal
human intervention. In this hyperconnected world,
digital systems can record, monitor, and adjust each
interaction between connected things. When the
physical world meets the digital world – they could
connect and interact.
WHAT IS FACILITY MANAGEMENT (FM)
Facilities management focuses on and impact,
processes and people during their interactions within
buildings.
According to the International Facility Management
Association (IFMA - TX USA), facility management is
a profession that encompasses multiple disciplines
to ensure functionality of the built environment by
integrating people, place, process, and technology.
The International Organization for Standardization
(ISO) defines Facility Management as the
organizational function which integrates people,
place, process and technology within the built
FEATURE
environment with the purpose of improving the
quality of life of people and the productivity of the
core businesses.
Both these definitions are similar and refer to the built
environment or real estate / properties, as the subject
matter where people interact in their daily living,
working or leisure activities.
The ISO definition adds that FM is not only just a
cost of operation but has value (ROI) as a strategic
supporting service to an organization’s core business.
It shall decrease costs, increase revenues while
improving buildings’ management excellence.
Facilities management is the efficient coordination of
all the activities related to keeping physical spaces,
equipment and infrastructures fully operational while
managing people’s flow within the building in a safe
and organised way.
FM improves the efficiency of single buildings as well
as townships, complex office spaces, retail, leisure,
healthcare, education, manufacturing, recreation,
government and a host of other revenue-generating
businesses.
A facility’s operational efficiency includes, but is not
limited to making sure the environment is safe by
meeting relevant regulatory mandates, consistently
well-maintained, and most notably, organized in a
way that promotes productivity and the well-being
of all users.
VOL. 4 NO. 1 2022 13
 THE PROPERTY MANAGER
Every built environment needs to be managed from
“tip to toe” and, to better understand the extend of
it, it will help to identify the two main categories of
needed services i.e. hard and soft services.
HARD SERVICES
Hard services include the structure of the building
and all those immovable parts, such as centralised
air-conditioning, lift, electrical equipment, security
system, fire and safety equipment and so on. In
another words, hard services cover and take care of
the “physical” component.
Most of these services are normally compulsory by
law as they guarantee the health, well-being and
safety of permanent and occasional users. They
include building and HVAC (Heating, Ventilation and
Air-Conditioning) maintenance, energy and water
management, lifts and escalators, common areas
lighting, fire safety, plumbing and drainage.
SOFT SERVICES
Soft services are related to making sure the work/
live/learn/play places are comfortable, healthy
and secure. Not all soft services are needed at one
time and several can be added or removed as per
actual needs. The most common are: housekeeping
and security services, car parking facilities, pest
control, waste management, recycling, furniture
and equipment, information systems, document
management, mail and parcel management, space
14 VOL. 4 NO. 1 2022
management and common areas maintenance
and landscaping.
Today, most businesses depend on outsourced FM
and Property Management companies, to handle
all the functions above in a well organised and
integrated way.
Self-managing hard and soft services or even
appointing an external provider of some of these
services often results in a time consuming and
expensive yet not efficient practice. Ongoing
trend, accelerated in the past two years by the
pandemic, is to look for bundled services also known
as Integrated Facility Management Service providers.
This all-in-one scope of services adds great values
to the work/live/learn/play spaces while offering
higher quality and efficiency to the end-users.
Integrated Facility Management service providers
have understood that going beyond the simple
management of spaces through traditional hard and
soft services, by adding personalised management
of common needs of all businesses adds great
benefits for the users while increasing the value of
the managed buildings. Some examples of these
“added value”are shown in the following figure.
Today’s general business practice is to focus on the
core activities which allow desired outcomes, this
means that companies and corporations outsourcing
to an Integrated Facilities Management company
that bundles added-value ancillary services within
their offering, could greatly benefit through:

• Improved efficiencies: A one-stop contact/control
point eliminates duplicate functions and eases
workflow processes.
• Higher productivity: Preventive and planned
maintenance of all equipment prevent disruptive
emergency breakdowns.
• Reduced costs: In addition to spending less on
training, companies save on staffing, employee
benefit, payroll expenses, inventory and more.
• Higher efficiency and better quality control: with
proven systems already in place, FM ensures
consistency and reliability.
• Better compliance to ESG frameworks: businesses
need to adapt to the new needs of being
environmental friendly, socially mindful and
properly governed and IFM greatly helps in
achieving the above.
WHAT IS ESG
In the past few years, Environment Social
Governance (ESG) has attracted global attention
and the requirement of compliance to its framework
has become a must for most businesses.
ESG stands for environmental, social and
governance criteria, and it’s pivotal to the way
today’s businesses operate. It’s all about a company’s
business model, and how its products and services
contribute to sustainable development:
FEATURE
• E: environmental criteria involves the impact a
company has on the planet
• S: social criteria revolves around people and
reputation
• G: governance criteria is all about how a company
is managed
ESG is about delivering value to all stakeholders,
considering the impact on the company is having
both on people and on the planet, and going above
and beyond to behave responsibly to deliver better
returns and stability for all assets.
According to EnergyPost.eu, ESG-managed investments
surpassed 25% of all professionally managed
investments in 2019 and, at current growth rates, will
become the majority of managed assets by 2025.
The chart below shows the significant increase in
recent years of the number of PRI (Principles for
Responsible Investment) signatories and asset
owners, as well as their assets owned or under
management, which is now above USD100 trillion.
The question now is, how can we combine Integrated
Facility Management with IoT and keep it compliant
with ESG framework?
Digital platform allowing omni-channel multiple-user
to monitor all the hard and soft services connected
to a centralized dashboard will keep receiving
VOL. 4 NO. 1 2022 15
 THE PROPERTY MANAGER

data from equipment, security, and environment efficient facility management at large.
data reading IoT sensors allowing the delivery of
services, in a punctual and professional manner while The following table shows the applications of IoT to
continuously collecting data that will enable more Facility Management and impact on ESG:

Areas / Application Internet of Things (IoT) Outcome Impact

Future of Workplace Indoor Air Quality Detection (IAQ) Employees & Visitors Wellness ESG (S)
Building Heat Energy Saving & Employees / Visitors
Infrared Scanners & Probes ESG (E+S)
Mapping Wellness
Automated Notification for
Smart Toilet Consumable Replenishment & QR Better Allocation of Manpower
Code for Users Comments
Contactless Lift Voice Command & Facial
Safer Environment ESG (S)
Control Recognition
Tenants Application Online Application & Complain Automated Data Collection, Better
& Communication Forms Allocation of Human Resources
CCTV Ai Control for Behaviors
Security Crime & Incidents Prevention ESG (E+S)
Detection

Advertisement

16 VOL. 4 NO. 1 2022

 FEATURE

APPLICATIONS OF IoT IN FACILITY MANAGEMENT

ServeDeck Innovation Sdn Bhd has recently

conducted a simple survey on this topic and the
outcome shows how, most assets owners and/or
facility managers, are already moving towards this
direction.

The simple question of the survey was: “IoT links

devices/equipment/environment via internet. Do
you know how it works and what benefits a facility
manager will gain by using it?” The following diagram
shows the finding:

The result of the survey shows how much, FM

in Malaysia has been adapting to the digital
transformation process and implemented smart
facility management.

AUTHORS

Dr. Daniele Gambero, Co-founder and CEO of REI

Group & Propenomy.com, President of Malaysia
PropTech Association and Ambassador of PropTech
For Good Alliance (NL).

Mr. Suhendra Arianto, Co-founder and CTO of

ServeDeck Innovation Sdn Bhd.

REFERENCE
Baum, Andrew, Andrew Saull and Fabian Braesemann
(2020) “Proptech 2020: The Future of Real Estate”, Said
Business School, University of Oxford, Oxford

Grant, Michael “The PropTech Guide to ESG”, Metrikus

UK, @ Metrikus

VOL. 4 NO. 1 2022 17

 THE PROPERTY MANAGER

SENSORS FOR BUILDING

MANAGEMENT SYSTEM (BMS)

INTRODUCTION optimal energy efficiency. Following are three

inherent limitations with BMS.

I
n the battle to optimize energy consumption
1. Building Management Systems are Costly to Deploy
in buildings, facilities managers have turned to
Building Management Systems (BMS) as one of One of the biggest limitations of BMS is getting it
their greatest assets. installed in the first place. The cost to implement
a BMS has been estimated to be between
BMS became popular in the recent wave of smart
US$2.50 and US$7.00 per square foot. This is one
building design. Their core function is to automate
of the biggest reasons the technology is not more
and regulate major mechanical and electrical
widespread.
systems to be as energy efficient as possible.
As it stands right now, too many owners and facilities
Since their emergence, there can be no arguing
managers aren’t seeing the ROI to convince them to
that buildings that employ BMS have generally
go with a BMS in their facility.
been more energy-efficient than those that don’t.
One estimation suggests that a functional BMS is
2. BMS Can’t Cover the Smaller Equipment and
expected to deliver 15-20% in energy efficiency
Systems Effectively
savings.
Currently, most BMS are deployed in very large
As impressive as those numbers are, they can
buildings (more than 100,000 square feet) and are
actually be counter-productive to reaching optimal
dedicated to regulating the big energy consumers
energy efficiency. Energy consumption can in such as the building’s HVAC and lighting systems.
fact be reduced by as much as 50% when data
gathered from smart monitoring systems is used in But what about all the other equipment and systems
maximum effectiveness. that make up a building’s energy and resource
consumption?
THREE LIMITATIONS OF BUILDING MANAGEMENT
SYSTEMS (BMS) A typical BMS cannot detect and track occupancy
trends or water consumption levels. Nor can it detect
For those who employ a BMS, it is easy to get lulled in extreme temperature fluctuations that can cause
a false sense of security that they are doing all they costly and inconvenient repairs to the building’s
can. But that is almost never the case. Improperly internal infrastructure.
configured building management systems result in
20% of unnecessary building energy usage. 3. A BMS is Not Easily Scalable

Even in buildings where the BMS is properly Today’s office buildings are in a state of flux.
configured, they often aren’t enough to bring about Coming out of the pandemic-related lockdown

18 VOL. 4 NO. 1 2022


where people mostly worked from home, many
organizations are now looking to reconsider the
layout and space in their physical offices.
BMS systems are inflexible, so adapting to significant
change is not going to be easy. Similarly, they
are notorious for their lack of interoperability. Any
disparate systems that are introduced may not
integrate easily with an existing BMS.
THREE WAYS SENSOR DATA COMPLEMENTS
BMS DATA
The best way to get the most out of BMS is to deploy
sensors, which add another dimension to data
gathering in the building. Here are three ways sensor
data complements BMS data.
1. Sensors collect more data
IoT sensors can gather a vast array of data, including
asset temperature, occupancy, open doors and
windows, humidity, and water. Because each of
these sensors is designed for a certain purpose, they
can be deployed in a targeted fashion to collect
data that would otherwise be missed by a Building
Management System.
2. Sensors are easy, affordable, and scalable
Sensors are the ideal complement to a BMS because
of their ease of use and affordability. Most wireless
sensors offer a fast, easy, and cost-effective way to
build on existing BMS infrastructure in minutes.
Disruptive Technologies’ tiny wireless sensors, for
example, operate through wireless technology, are
easily installed with adhesive, and have a battery
life of up to 15 years. This makes them ideal as a
complementary technology to any BMS. It allows
facilities managers to collect significantly more data
than they would with a BMS alone and it can be
done quickly without the need for an expensive and
time-consuming retrofit.
Simply peel and stick the tiny (size of a stamp) sensors
to anywhere in the facility where data gaps exist with
FEATURE
the current BMS.
3. Sensors can be easily tailored to fill in BMS gaps
We know that a BMS is used to automate a building’s
major systems, but that doesn’t necessarily mean it’s
doing so with optimal efficiency. The BMS may be
setting the lights and HVAC to power down at certain
times, but is that based on real data or assumptions
about usage?
Occupancy sensors, for example, can tell when a
common room is unoccupied and can be further
integrated into the BMS system to automate the
powering off of lights when no one is around.
Data from sensors gathered over time can also
reveal occupancy trends which can lead to data-
driven decision-making towards optimizing energy
consumption.
Temperature sensors can also be used to conserve
water resources by providing real-time data on water
temperature. This eliminates the need for needless
flushing of the system when adhering to legionella
compliance.
All of these examples are potential gold mines of
cost savings that can’t be realized through a BMS
system alone.
CONCLUSION
A BMS has proven to be an effective way for
facilities managers to reduce energy consumption
and their building’s carbon footprint. Sensors are
an excellent complement to any BMS by enabling
more comprehensive data gathering that provides
even deeper insights into energy and resource
consumption.
By leveraging both technologies together, facilities
managers can truly maximize energy efficiency and
sustainability gains. n
Source: Pippa Boothman, Vice President of Marketing
and Communications at Disruptive Technologies 22
Feb 2022.
VOL. 4 NO. 1 2022 19
 THE PROPERTY MANAGER

METAVERSE
AND VIRTUAL REITS
TING PHIN JECK

METAVERSE Table 1: Definitions of metaverse

T
Dictionary.com A theoretical or emergent
he term Metaverse has been making networked online space with
the rounds recently. The Metaverse is a digitally persistent environments
hypothetical iteration of people using the that people inhabit, as avatars,
for synchronous interactions
internet wholly via virtual reality or augmented reality and experiences, accessing the
peripherals in a universal virtual world (refer Table 1). shared virtual space through
In that virtual world, every facet of daily life can be virtual reality, augmented reality,
game consoles, mobile devices,
done, e.g. shopping, watching movies, attending
or conventional computers.
concerts together, have face to face meetings
through virtual avatars, conduct business, playing Investopedia A digital reality that combines
games, et cetera. aspects of social media, online
gaming, augmented reality
(AR), virtual reality (VR), and
Facebook’s attempt to change its name into Meta cryptocurrencies to allow users
as Mark Zuckerberg’s vision is that eventually to interact virtually.
people will move towards social interactions in the
Metaverse and digital economies will form there, Credit Suisse A spatially immersive,
compelling, and frictionless
whereby they can conduct business. Although the internet that comprises
vision of the Metaverse is of a universal virtual world, five essential components:
the Metaverse currently is actually a series of 3D infrastructure, hardware,
content, platforms/communities,
virtual worlds primarily used for social connections.
and payment mechanisms.

Popular metaverses e.g. The Sandbox and J.P. Morgan A seamless convergence of
Decentraland have sold virtual land to businesses people’s physical and digital
such as Adidas, PwC and celebrities. As virtual land lives, creating a unified, virtual
community where people can
owners, they can sell, rent space to brands that want work, play, relax, transact and
to advertise, host events or open shop and sell digital socialize.
items to users.

The problem with describing it as “the Metaverse” or
“MV” is that there is not just one MV or a potential
MV. There are many. As with cryptocurrencies, virtual
landlords looking to capitalize on the virtual land
rush must try to pick the MV they think will eventually
catch on, or spread their bets like venture capitalists.
But therein lies another problem with these fanciful
visions of “the” Metaverse: they are all based on
virtual reality or augmented reality. Technologies that
have existed for a number of years now but have
failed to catch on. Augmented reality has existed in
various forms for a long time and never caught on.

20 VOL. 4 NO. 1 2022

 FEATURE

As much as crypto enthusiasts and proud NFT (non- Table 2: Traditional REIT vs Metaverse REIT
fungible token) owners would like to think that their Listed REIT Metaverse REIT
vision of the Metaverse is the inevitable evolution of
the Internet, it seems unlikely to take off anytime soon Types of Investment Purchase virtual
contrary to their vision. property properties e.g. real estate in the
offices, retail metaverse
malls, industrial
It may even be the case that any real “Metaverse”
properties etc.
would be little more than some cool VR games
and digital avatars in Zoom calls, but mostly just Investment Purchase, sale, Purchase, sale,
activities lease, and lease, and
something we still think of as the internet. Indeed, management of management of
the only virtual worlds where “land” sales have real properties virtual assets
occurred have been neither virtual reality nor Sources of Rental income Lease virtual real
augmented reality in the sense of using VR goggles income from tenancies estate spaces
or AR glasses. Access to them will still be through the and leases. for users, brands
and companies
Internet with a keyboard, mouse, and screen; same
Car park rentals entering the
as you would with any contemporary computer and charges metaverse
game.
Rental of space
So should investors pay any attention to the virtual e.g. airspace,
roof space
land, buildings, spaces etc. offered through virtual
REIT? Capital Sale of Sale of virtual
gains investment real estate
spaces, land and
VIRTUAL REITS properties buildings

In December 2021, MetaSpace Real Estate Value add Upgrading, Build virtual
improvements, buildings, create
Investment Trust (MREIT) launched the first metaverse refurbishment, retail spaces
REIT on a cryptocurrency exchange called property to sell digital
PancakeSwap, with a $15 million valuation. development items, lease
customized
workrooms/
MREIT will focus on buying, leasing, and minting high– co-working
traffic virtual real estate in the Metaverse with profits spaces, create
flowing back to token holders via smart contracts, experiences, hold
events to attract
much like a traditional real estate investment trust
visitations etc.
(Refer Table 2).

In short, MREIT’s ultimate goal, according to
Motley Fool, is to collect up-premium Metaverse
real estate, build high-value virtual structures, and
rent them out for profit. Just like the physical real
estate trust MREIT, the first virtual real estate trust,
aims to create a way for investors to hold shares in
profitable real estate projects in the Metaverse. The
decentralized nature of Web 3.0 allows the user to
own a piece of virtual land and generate revenue
from it (refer Table 3).
This brings up an interesting question. Will a Metaverse
store that you can walk into with your VR avatar
ever be as efficient or convenient for a retailer as an
online store accessible via computer monitor? Will
3D portrayals of digital or real-world items be easier
to sell than pictures of them on an online store?
Moreover, will interacting through virtual avatars in
an open-world environment be more fulfilling for a
large number of people than chatting via Zoom or
FaceTime?

VOL. 4 NO. 1 2022 21

 THE PROPERTY MANAGER

Table 3: Web 2.0 and Web 3.0

Web 2.0 Web 3.0

Virtual worlds • Second Life • Decentraland

example: • Roblox • The Sandbox
• Fortnite • Somnium Space
• World of Warcraft • Cryptovoxels
PLATFORM CHARACTERISTICS
Organizational • Centrally owned • Community governed, generally through
structure a foundation decentralized anonymous
• Decisions are based on adding
organization (DAO)
shareholder value
• Native tokens are issued and enable
participation in governance
• Decisions are based on user consensus
Data storage • Centralised • Decentralised (game assets)
Platform format • PC/console • PC
• Virtual reality (VR)/ augmented • Virtual reality (VR)/ augmented reality (AR)
reality (AR) hardware hardware
• Mobile/app • Mobile/app coming soon
Payments • Traditional payments (e.g., credit/ • Crypto wallets
infrastructure debit card)
USER INTERACTION
Digital assets • Leased within platform where • Owned through non-fungible tokens (NFT)
ownership purchased

Digital assets • Locked within platform • Transferable

portability
Content • Game studios and/or developers • Community
creators • Game studios and/or developers
Activities • Socialization • Play-to-earn games
• Multi-player games • Experiences
• Game streaming • (Same activities as Web 2.0, see box on left)
• Competitive games (e.g., esports)
Identity • In-platform avatar • Self-sovereign and interoperable identity
• Anonymous private-key-based identities
COMMERCIALS
Payments • In-platform virtual currency (e.g., • Cryptocurrencies and tokens
Robux for Roblox)
Content • Platform or app store earns 30% • Peer-to-peer; developers (content creators)
revenues of every game purchased; 70% directly earn revenue from sales
goes to developer
• Users/gamers can earn through play or
participation in platform governance
• Royalties on secondary trades of NFTs to
creators

Source: J P Morgan (2022) Opportunities in the Metaverse

22 VOL. 4 NO. 1 2022

 FEATURE

Likewise, will it be more efficient or productive for a
company to train or acclimate new, remote workers
to their jobs via a virtual office in the Metaverse? Or
will a few new features in Zoom and/or Microsoft
Teams be sufficient?
By examining the purpose of the Metaverse, or the
problems it is trying to solve, we can determine if
Metaverse REITs is profitable.
of owning the racetrack instead of betting on the
horse.
As of now, the Metaverse real estate are primarily
speculative in nature. It is speculative for virtual real
estate in the Metaverse to grow profoundly and
for certain Metaverse platforms to evolve into fully
functional cryptoeconomies.

REFERENCE
The bottom line, as we see it, is that any incremental
MREIT (2022) Introducing MetaSpace Real Estate
advance towards the Metaverse will increase
Investment Trust Whitepaper
demand for real-world digital infrastructure assets
like cell towers, data storage centers, and fiber lines. Tan Zhai Yun (2022) Investing in virtual land: bubble or
In our view, owning these REITs is the equivalent boom? The Edge Malaysia Wealth Section page W11-12

VOL. 4 NO. 1 2022 23

 THE PROPERTY MANAGER
2022 RICS GUIDANCE NOTE:
PLANNED PREVENTATIVE
MAINTENANCE OF COMMERCIAL
AND RESIDENTIAL PROPERTY
INTRODUCTION
T
his RICS guidance note has been prepared
to provide RICS members with a source
of best practice guidance in respect of
planned preventative maintenance (PPM). PPM is
the maintenance that is performed purposely and
regularly to keep the structure and fabric, facilities,
plant and equipment of a building in satisfactory
operating condition. This is achieved by providing
for systematic inspection, detection and correction
of failures, either before they occur, where actually
present or before they develop into major defects.
PPM also helps to identify the point at which
such items can reasonably be deemed to have
reached the end of their economic lives, such that
replacement or renewal may be necessary. PPM
programmes are usually prepared to cover 5 to 10
year maintenance periods but can extend up to 30
years in duration and should be regularly reviewed
and updated at frequent intervals. Although the term
PPM refers to ‘preventative’ maintenance, it should
be acknowledged that maintenance is not always
preventative. This guidance note also concerns all
aspects of planned maintenance. It is intended to
24 VOL. 4 NO. 1 2022
provide guidance to surveyors on how to go about
undertaking a PPM survey and report for built assets,
i.e. the type a building surveyor would undertake,
rather than the type of ‘planned maintenance’
reports that may be carried out by a MEP engineer
or facilities manager.
SCOPE
This guidance note has been written for global
application to commercial or residential properties.
It has been prepared by a group of experienced
surveyors connected with both the commercial and
residential sectors. This guidance note concerns
the general application of surveying principles
associated with the different property types and
sectors. It does not cover all individual properties,
sub-elements or building components. Each
property should be assessed on an individual basis,
having regard for the specific needs of the client. This
guidance note is not intended to be an instruction
manual detailing a step-by-step process that must
be followed. Instead, it aims to set out the general
principles that should be adopted when undertaking
a PPM survey.
 INFORMATION

COMMERCIAL AND RESIDENTIAL

PROPERTIES RICS GUIDANCE NOTE

PPM surveys for commercial properties

allow owners, occupiers and investors
to understand the current condition of
their real estate assets, thus enabling
them to plan the necessary investment,
including the recovery of service
charges, to ensure each element of
the building performs as intended. PPM
surveys are not commonly undertaken
for the majority of residential properties,
but may be considered necessary
for blocks of apartments and larger,
complex historically important privately
owned dwellings or to prepare sinking
funds for properties that are owned
Planned preventative
or administered by management
companies. When considering the
maintenance of commercial
application of this PPM guidance
note, it is important to acknowledge
and residential property
that the principles of assessing the Global
key construction elements should be 1st edition, February 2022
the same, irrespective of the property
Effective from 1 May 2022
type or sector. The difference between
commercial and residential properties
is that much of the legal/technical
requirements associated with the
occupation or operation of the
property are not applicable to private
dwelling houses. n

VOL. 4 NO. 1 2022 25

 THE PROPERTY MANAGER
INTERNATIONAL BUILDING
OPERATION STANDARD (IBOS)
WHAT IS IBOS?
T
he International Building Operation Standard
(IBOS) is a new framework, developed by the
Royal Institution of Chartered Surveyors (RICS)
to improve building use and support more flexible
working environments. IBOS is a new approach to
measure and manage how buildings perform for
people, through data.
Reaching beyond traditional ways of assessing
building performance, IBOS adds another
dimension – user experience - and provides a
consistent way to benchmark across a number
of properties. As the Covid-19 pandemic has
accelerated the adoption of new ways of working
and operating, there is a need for a framework
that reaches beyond traditional ways of assessing
building performance. IBOS helps property and
facility managers, building owners, occupiers and
investors adopt a people-centred approach to the
way their spaces are managed.
IBOS equips professionals with a range of data
to inform decisions around environmental, social
and governance (ESG) and sustainability, building
optimisation and user-experience.
26 VOL. 4 NO. 1 2022
AIMS
• To deliver an international standard for the
operation of buildings to meet the needs of
occupiers, investors, advisors and end users by
providing a global benchmark for delivering better
buildings for people, society and the planet.
• To achieve a consistent benchmark for cost
measurement and delivery of value for all real
estate assets.
IBOS FRAMEWORK
The Framework of IBOS has been unveiled as an
interactive framework, supported by an assessment
tool, to measure and benchmark building
performance, by collecting ‘consistent’ data to fulfil
the needs of occupiers, investors, advisors, and end
users. According to the RICS Global Commercial
Property Monitor, 85% of respondents are seeing a
growing demand for more flexible workspaces.
RICS expects that IBOS will support organisations to
entice people back to the workplace, by delivering
confidence that their workplace supports their
wellbeing, and demonstrating success against
improvements in an organisation’s carbon footprint.
 INFORMATION

The standard has been hailed as the

‘first of its kind’ worldwide to deliver
RICS FRAMEWORK
a consistent approach to assist
organisations assess and improve
building performance across the board.

RICS acknowledge that many

organisations already monitor
performance but, according to
respondents to the RICS Global
Commercial Property Monitor, only
67% consider current techniques and
practices in place accurately measure
the environmental impact, and
those that are in place need further
development.

With the publication of the Framework,

International Building
RICS has sent a clear message that the
way buildings are used is changing,
environmental concerns are very much

Operation Standard being brought to the fore, attitudes to

A framework for assessing building
performance
Global
1st edition, February 2022
health and wellbeing are evolving and
workers’ expectation of the workplace
are far more refined. It is therefore
vital that organisations’ approach to
decision-making in the use of space
and IBOS will provide a tool to bring
together cost, people, and technologies
to enhance the experience for all
stakeholders.

The standard will be supported by a

free self-assessment tool which is due for
release in the first half of 2022. n

VOL. 4 NO. 1 2022 27

 THE PROPERTY MANAGER
APPLYING THE NEW RICS
RULES OF CONDUCT
INTRODUCTION
R
ICS has published new Rules of Conduct to
provide a simplified framework for ethical
decision-making. The Rules of Conduct
are a function of the RICS Royal Charter, which
aims to maintain the usefulness of the profession
for the public advantage. All members and
RICS-regulated firms must adhere to the rules.
These apply globally, although they are designed
to complement national legislation and legal
requirements.
The new Rules of Conduct have been effective
since 2 February 2022. They replace the former RICS
Rules of Conduct for firms and for members, and the
five global professional and ethical standards. They
were published to provide a simpler structure for
members’ and firms’ behaviours and professional
practice, supported by clear rules and with a new
emphasis on diversity and inclusion, data and
technology, and sustainability.
The rules provide a framework for ethical decision-
making, allowing members to exercise their
professional judgement when applying them in
practice. This is reflected in the way that RICS
Regulation is likely to deal with breaches of the rules.
Serious breaches will lead to disciplinary action;
however, minor breaches should generally be dealt
with through self-corrective action or firms improving
the way they operate, prompted and supported by
RICS Regulation. Every firm and member should be
28 VOL. 4 NO. 1 2022
able to justify their actions and be able to explain the
approach they took.
THE FIVE RULES
Rule 1: Members and firms must be honest, act
with integrity and comply with their professional
obligations, including obligations to RICS.
RICS members should not mislead others by their
actions or omissions. For example, in agency work
surveyors should not give false information, or fail to
provide material information. Surveyors should also
not misrepresent information.
All surveyors need to consider how to deal with gifts,
hospitality and bribery, as well as money laundering.
Two other key ethical issues under this rule include
conflicts of interest and client money handling.
Rule 2: Members and firms must maintain their
professional competence and ensure that services
are provided by competent individuals who have the
necessary expertise.
This relates to acting as a competent, skilled and
experienced surveyor. Firms and individuals are required
to ensure work is undertaken competently, and that
they maintain current knowledge through structured
Continuous Professional Development (CPD).
Surveyors should also reflect on the impact of their
advice, and ensure that any subcontracted work is
performed by sufficiently competent individuals or firms.
 INFORMATION

Rule 3: Members and firms must provide good-quality
and diligent service.
Clients should receive a high standard of service,
which members and firms should ensure by
understanding their needs and objectives. These
should be defined in clear terms of engagement and
scopes of service.
If any terms are changed during the course of an
instruction – for instance, a special assumption is agreed
in a valuation after inspection – then these need to
be recorded in amended terms of engagement.
Surveyors also need to ensure that they work diligently
and to timescales agreed with clients, providing all
material information and communicating clearly.

Most importantly, surveyors must

always keep clear written records
of instructions, creating an audit trail
RULES OF CONDUCT in the event of a future complaint
or the need to refer back to the
file. This also helps to maintain high
levels of quality assurance, which
can be monitored by adopting ISO
9001.

Rule 3 also concerns the use of

technology and data protection.
Surveyors need to minimise harm
and deliver balanced benefits
to clients, being aware of the
risks of their actions and the
technology they use. This means
that while clearly surveyors have
an obligation to their clients, if
their clients are requesting they
behave in an inappropriate way in

Rules of Conduct order to get a result for their benefit,

this needs to be called out and
surveyors will need to be prepared
to challenge this.

Global Rule 4: Members and firms must treat

October 2021 others with respect and encourage
diversity and inclusion.

This rule places a new emphasis on

diversity and inclusion. It also aims to
tackle issues such as discrimination
and unconscious bias, and foster
an inclusive workplace culture.

VOL. 4 NO. 1 2022 29

 THE PROPERTY MANAGER

Rule 5: Members and firms must act in the public

interest, take responsibility for their actions, and act
to prevent harm and maintain public confidence in
the profession.

The final rule relates to members speaking out and

taking responsibility for their own actions. This in
particular includes the way they handle complaints.

Mandatory professional obligations for members and

for firms include requirements for CPD, professional
indemnity insurance, complaints handling, sole
principal arrangements, and cooperation with and
regulation by RICS.

MAKING THE RIGHT JUDGEMENTS

The rules are supported by the RICS decision tree,

which can be downloaded from the Rules of
Conduct homepage. This connects the ethical,
professional and moral requirements for RICS
members, providing a decision-making framework to
deal with even the most testing of ethical dilemmas.

RICS has published 12 case studies on the home

page that demonstrate how to apply the new Rules
of Conduct in a variety of different scenarios. These
include accidentally sending confidential client data
to a competitor, acting against a charity tenant,
acting for a developer on a contentious project,
advising on balancing sustainability and cost for a
client carrying out renovations, and accepting new
types of work outside your discipline. n

Source: Excerpted from Lemen, J (2022) How to apply

the new RICS Rules of Conduct, Property Journal, Feb.

REFERENCE
Royal Institution of Chartered Surveyors (2021) Rules of
Conduct, RICS, London

30 VOL. 4 NO. 1 2022


10 HABITS OF
HIGHLY EFFECTIVE STUDENTS
T
he key to becoming an effective student is
learning how to study smarter, not harder.
This becomes more and more true as you
advance in your education. An hour or two of
studying a day is usually sufficient to make it through
high school with satisfactory grades, but when
college arrives, there aren’t enough hours in the day
to get all your studying in if you don’t know how to
study smarter.
While some students are able to breeze through
school with minimal effort, this is the exception. The
vast majority of successful students achieve their
success by developing and applying effective study
habits. The following are the top 10 study habits
employed by highly successful students. So if you
want to become a successful student, don’t get
discouraged, don’t give up, just work to develop
each of the study habits below and you’ll see your
grades go up, your knowledge increase, and your
ability to learn and assimilate information improve.
Knowledge Corner
1. DON’T ATTEMPT TO CRAM ALL YOUR STUDYING
INTO ONE SESSION
Ever find yourself up late at night expending more
energy trying to keep your eyelids open than you
are studying? If so, it’s time for a change. Successful
students typically space their work out over shorter
periods of time and rarely try to cram all of their
studying into just one or two sessions. If you want to
become a successful student then you need to learn
to be consistent in your studies and to have regular,
yet shorter, study periods.
2. PLAN WHEN YOU’RE GOING TO STUDY
Successful students schedule specific times
throughout the week when they are going to study
-- and then they stick with their schedule. Students
who study sporadically and whimsically typically
do not perform as well as students who have a set
study schedule. Even if you’re all caught up with your
studies, creating a weekly routine, where you set
VOL. 4 NO. 1 2022 31
 THE PROPERTY MANAGER
aside a period of time a few days a week, to review
your courses will ensure you develop habits that will
enable you to succeed in your education long term.
3. STUDY AT THE SAME TIME
Not only is it important that you plan when you’re
going to study, it’s important you create a consistent,
daily study routine. When you study at the same
time each day and each week, you’re studying will
become a regular part of your life. You’ll be mentally
and emotionally more prepared for each study
session and each study session will become more
productive. If you have to change your schedule
from time to time due to unexpected events, that’s
okay, but get back on your routine as soon as the
event has passed.
4. EACH STUDY TIME SHOULD HAVE A SPECIFIC GOAL
Simply studying without direction is not effective.
You need to know exactly what you need to
accomplish during each study session. Before you
start studying, set a study session goal that supports
your overall academic goal (i.e. memorize 30
vocabulary words in order to ace the vocabulary
32 VOL. 4 NO. 1 2022
section on an upcoming Spanish test.)
5. NEVER PROCRASTINATE YOUR PLANNED STUDY
SESSION
It’s very easy, and common, to put off your study
session because of lack of interest in the subject,
because you have other things you need to get
done, or just because the assignment is hard.
Successful students DO NOT procrastinate studying.
If you procrastinate your study session, your studying
will become much less effective and you may not
get everything accomplished that you need to.
Procrastination also leads to rushing, and rushing is
the number one cause of errors.
6. START WITH THE MOST DIFFICULT SUBJECT FIRST
As your most difficult assignment or subject will
require the most effort and mental energy, you
should start with it first. Once you’ve completed the
most difficult work, it will be much easier to complete
the rest of your work. Believe it or not, starting
with the most difficult subject will greatly improve
the effectiveness of your study sessions, and your
academic performance.
 Knowledge Corner

9. USE STUDY GROUPS EFFECTIVELY

Ever heard the phrase “two heads are better than
one?” Well this can be especially true when it
comes to studying. Working in groups enables you
to (1) get help from others when you’re struggling to
understand a concept, (2) complete assignments
more quickly, and (3) teach others, whereby helping
both the other students and yourself to internalize the
subject matter. However, study groups can become
very ineffective if they’re not structured and if group
members come unprepared. Effective students use
study groups effectively.

10. REVIEW YOUR NOTES, SCHOOLWORK AND OTHER

CLASS MATERIALS OVER THE WEEKEND
Successful students review what they’ve learned
during the week over the weekend. This way they’re
well prepared to continue learning new concepts
that build upon previous coursework and knowledge
7. ALWAYS REVIEW YOUR NOTES BEFORE STARTING AN acquired the previous week.
ASSIGNMENT
We’re confident that if you’ll develop the habits
Obviously, before you can review your notes you
outlined above that you’ll see a major improvement
must first have notes to review. Always make sure to
in your academic success.
take good notes in class. Before you start each study
session, and before you start a particular assignment,
review your notes thoroughly to make sure you know Source: https://www.educationcorner.com/habits-of
how to complete the assignment correctly. Reviewing -successful-students.html
your notes before each study session will help you
remember important subject matter learned during
the day, and make sure your studying is targeted
and effective.

8. MAKE SURE YOU’RE NOT DISTRACTED WHILE YOU’RE

STUDYING
Everyone gets distracted by something. Maybe it’s
the TV. Or maybe it’s your family. Or maybe it’s just
too quiet. Some people actually study better with a
little background noise. When you’re distracted while
studying you (1) lose your train of thought and (2)
are unable to focus -- both of which will lead to very
ineffective studying. Before you start studying, find a
place where you won’t be disturbed or distracted.
For some people this is a quiet cubicle in the recesses
of the library. For others it is in a common area where
there is a little background noise.

VOL. 4 NO. 1 2022 33

 THE PROPERTY MANAGER
10 TRAITS & HABITS OF
SUCCESSFUL ONLINE STUDENTS
W
hen deciding on whether to enroll in an
online or traditional degree program,
students should consider which format
is the best fit for them. In order to thrive in an online
learning environment, students must have certain
traits and habits. The following are examples of the
qualities that successful online students possess:
1. ABILITY TO WORK INDEPENDENTLY
All college students have to juggle deadlines, but in
order to be successful in an online program, students
must be able to keep up with all their work without the
benefit of the professors, classmates or roommates
they see daily reminding them. Online students may
also be tasked with getting the answers to questions
on their own because of the response delays that
may occur after contacting a professor. People who
need regular reminders and immediate feedback in
order to get things done may not do well in a distance
learning environment.
2. STRONG TIME MANAGEMENT SKILLS
Students need to be able to prioritize and track their own
progress in courses. This requires a realistic understanding
of how long it might take to complete a task.
3. ABILITY TO SELF-REFLECT
In order to be successful, it’s important for students to
process the feedback they receive and incorporate
34 VOL. 4 NO. 1 2022
it into their work. It is essential that online students be
willing to reflect on this feedback and proactively
make changes to their own habits and strategies as
needed. While online instructors will often provide
detailed feedback, a student needs to take the time
to consider what they might need to adjust to be
successful.
4. BEING A THOROUGH AND COMPREHENSIVE READER
It’s crucial for online students to read with focus.
Much of the coursework will involve reading
materials that need to be retained and applied.
5. COMMITMENT
Earning any degree is a big time commitment, but
some students enroll in online programs mistakenly
thinking they won’t have to dedicate as much
time to their studies as they would when earning a
traditional degree. However, the reality is students
in online programs often invest more time into their
studies than their on-campus counterparts.
6. KNOWING WHEN TO TAKE BREAKS
Online students can spend long hours in front of their
computer working, so in order to stay refreshed, it’s
important for them to take regular breaks away from
the screen. Successful online students arrange their
day so they’re not spending long periods of time at
the computer.

7. WILLINGNESS TO TAKE ADVANTAGE OF AVAILABLE
SUPPORT SERVICES
Online schools offer amenities designed to support
students’ success and those who are successful reap
the benefits of using them. Many institutions now have
a number of support services for students enrolled in
online programs. By taking advantage of advising,
student success, tutoring, mental health and other
support services, students are taking full advantage
of the community’s resources to ensure success.
8. WILLINGNESS TO ASK QUESTIONS
In an online classroom, an instructor can’t tell with a
quick glance if their students are understanding the
material. There is no look of confusion that will tell
them if a student doesn’t comprehend either the
content or the assignment. As such, students must be
willing to approach their instructors with questions.
Successful students will try to include as much detail
in their question as possible, so that the instructor can
provide a similarly detailed answer.
Knowledge Corner
9. A SELF-MOTIVATED PERSONALITY
Students who are successful in online programs are
willing to take control of their education and be
responsible for getting what they need. A student
should be their own best advocate and never settle
for less. Be proactive, ask lots of questions and don’t
apologize for asking them.
10. WILLINGNESS TO ACTIVELY PARTICIPATE
In traditional degree programs, classroom discussions
are often where students learn the most. Although
online students aren’t having face-to-face discussions
with their peers and professors, they can still reinforce
reading material by taking an active part in each
class. The more online students participate in class,
the more they absorb the material and get the most
out of the experience.
Source: https://www.accreditedschoolsonline.org/
resources/successful-online-student-characteristics/
VOL. 4 NO. 1 2022 35
 THE PROPERTY MANAGER
8 CHARACTERISTICS OF
EFFECTIVE TRAINERS
1. EFFECTIVE TRAINERS EXPLORE THE SIGNIFICANCE
OF A SUBJECT FIRST AND THEN EXPLAIN IT
Before embarking on a subject, top trainers’ first
priority is to explain why people need to listen to them
or care about learning that subject. They know that if
participants don’t care about a topic, they will not put
any effort in learning it. Trainers who jump into a topic
without making their audience feel excited about it,
risk losing them as soon as the topic becomes a bit
more involved.
2. EFFECTIVE TRAINERS SEEK FIRST TO UNDERSTAND THE
NEEDS, THEN TO TEACH
Training is subjective. Good trainers know that before
explaining how something should be done, they
need to first understand what their audience needs
and which areas they have difficulties in. By carefully
understanding the needs both before the training
course and during the course, effective trainers can
provide a tailored training solution that addresses
specific requirements. By knowing the needs, you
can focus on addressing weaknesses and make the
training course much more efficient.
36 VOL. 4 NO. 1 2022
3. EFFECTIVE TRAINERS DO NOT LECTURE
A top trainer is not a lecturer who constantly speaks
with an aim to only pass information. A training
course is about learning skills. People learn skills
by doing them. A verbal unidirectional approach
will have little short term effect, let aside any long
lasting skill transfer. Top trainers are engaging; they
raise interest in a topic, they demand participation,
they guide, they provide feedback and monitor
progress. They are ready to help people try,
practice and demonstrate skills.
4. EFFECTIVE TRAINERS ARE KNOWLEDGEABLE AND
PROLIFIC
A good trainer is not necessarily a person who knows
the most about a particular technical topic. The
most important quality of a successful trainer is to
know how to train well. Because of this, good trainers
usually train people on many topics, because they
are good at the art of training and helping others
progress towards an ideal objective. Top trainers are
usually prolific, have in depth knowledge of several
topics and know how to train people on them.
 Knowledge Corner

5. EFFECTIVE TRAINERS ANALYSE THEIR PERFORMANCE

Successful trainers are very sensitive about their
performance. They want to be the best and remain
the best and the only way they can do this is by
measuring their training performance and also
measuring how much trainees learn. They are eager
to hear back from trainees after the course. They
habitually update their training materials, exercises
and trainer’s script after every single course delivery
so they can improve on their course every single
time. No chances are ever lost in learning something
new about training and how people learn.

6. EFFECTIVE TRAINERS ARE LIFELONG LEARNERS

Top trainers deal with knowledge and knowledge
transfer. Learning and teaching is in their blood and
they cannot possibly imagine themselves in a world
where they are not constantly learning. They are
7. EFFECTIVE TRAINERS ARE CONSISTENT
eager to find the latest in their field and remain up
Good trainers start slowly on a topic the progress
to date. They are usually avid book readers and love
forward in a consistent way. They don’t jump from
research. They are interested in people and what
topic to topic and remain focused. They immerse
helps people to learn better and progress more.
their audience in a topic and lead them to learn
the desired skills. They know that an inconsistent
approach will only confuse the delegates which in
turn increase the likelihood of non-participation.

8. EFFECTIVE TRAINERS PLAN AHEAD

Successful trainers know that planning is absolutely
critical when it comes to providing an effective
course. They plan the courses based on the training
requirements set by their client. They research the
topics to find content that satisfies these requirements.
They obtain training materials and use their previous
related courses to derive a tailored training course
specifically designed for their delegates. They plan
the pacing, the sequence of topics to explore, the
overall tone of the course, subtopics, auxiliary topics
to cover in case of gaps and so on. Everything is
carefully planned with one objective in mind: to
maximise skill transfer in a given time.

Source: https://www.accreditedschoolsonline.org/
resources/successful-online-student-characteristics/

VOL. 4 NO. 1 2022 37

 THE PROPERTY MANAGER

ONLINE MEETING WITH

MALAYSIAN ASSOCIATION OF
FACILITY MANAGEMENT (MAFM)
MIPFM has an online meeting with Malaysian Association of Facility Management (MAFM)
on 22 February 2022 (Tuesday) 10 am – 11.30am. Among the matters discussed are the practice
of facility management, the role of CIDB in facility management, MAFM membership and
other issues relating to facility management.

Further meetings are being planned to identify the options to allow the participation of
Registered Property Managers in facility management.

38 VOL. 4 NO. 1 2022

 ACTIVITY

MIPFM COLLABORATION WITH

GOWISE IOT SOLUTIONS
SDN BHD
A signing ceremony was held on 26 January 2022 at PJ Hilton, Petaling Jaya with Gowise IOT Solutions
Sdn Bhd which provide “touch-point” hardware & software solutions known as to parcel &
document delivery problems in stratified and commercial properties.

utilises in-house developed mobile app technologies and smart locker solution system for
efficient parcel & document delivery management and storage. It operates 24 hours a day, 7 days a week
and provides a high-level data security and facilitates the drop-off and collection of parcels & documents
by strata residents and tenants.

Group photo on signing ceremony 26 Jan 2022

VOL. 4 NO. 1 2022 39

 THE PROPERTY MANAGER

ORDINARY MEMBERS
NO. MEMBERSHIP NO. FULL NAME
1 PFM NO. M1148 LYNETTE KHOO LIAN KIM
2 PFM NO. M1149 ABDULAZIZ ARIEF BIN MOHAMMAD TAUFIK
3 PFM NO. M1150 MUHAMMAD HILMI AMINUDDIN
4 PFM NO. M1151 THONG SOOK YEE (ANNIE)
5 PFM NO. M1152 DR. SHAHABUDIN BIN ABDULLAH
6 PFM NO. M1153 GEORGE ALFWOLD PEREIRA
7 PFM NO. M1154 VIJAYAN A/L NADARAJAH
8 PFM NO. M1155 SARKUNAN A/L TRAPADI
9 PFM NO. M1156 MOHD FIRDAUS BIN PAIMAN
10 PFM NO. M1157 ONG SENG KIAT
11 PFM NO. M1158 JOANNE ANG CUI XIA
12 PFM NO. M1159 FADZRI BIN MD JAAFAR
13 PFM NO. M1160 NURSHAZANA BINTI ZULHISHAM
14 PFM NO. M1161 ZANI BIN ELIAS
15 PFM NO. M1162 RANJIT SINGH DALBER SINGH
16 PFM NO. M1163 LYNETTE KHOO LIAN KIM
17 PFM NO. M1164 ABDULAZIZ ARIEF BIN MOHAMMAD TAUFIK
18 PFM NO. M1165 MUHAMMAD HILMI AMINUDDIN
19 PFM NO. M1166 THONG SOOK YEE (ANNIE)
20 PFM NO. M1167 DR. SHAHABUDIN BIN ABDULLAH
21 PFM NO. M1168 GEORGE ALFWOLD PEREIRA
22 PFM NO. M1169 VIJAYAN A/L NADARAJAH
23 PFM NO. M1170 SARKUNAN A/L TRAPADI
24 PFM NO. M1171 MOHD FIRDAUS BIN PAIMAN
25 PFM NO. M1172 ONG SENG KIAT
26 PFM NO. M1173 JOANNE ANG CUI XIA
27 PFM NO. M1174 FADZRI BIN MD JAAFAR
28 PFM NO. M1175 NURSHAZANA BINTI ZULHISHAM
29 PFM NO. M1176 ZANI BIN ELIAS
30 PFM NO. M1177 RANJIT SINGH DALBER SINGH
31 PFM NO. M1178 LYNETTE KHOO LIAN KIM
32 PFM NO. M1179 ABDULAZIZ ARIEF BIN MOHAMMAD TAUFIK

40 VOL. 4 NO. 1 2022

 NEW MEMBERSHIP LISTING

33 PFM NO. M1148 MUHAMMAD HILMI AMINUDDIN

34 PFM NO. M1149 THONG SOOK YEE (ANNIE)
35 PFM NO. M1150 DR. SHAHABUDIN BIN ABDULLAH
36 PFM NO. M1151 GEORGE ALFWOLD PEREIRA
37 PFM NO. M1152 VIJAYAN A/L NADARAJAH
38 PFM NO. M1153 SARKUNAN A/L TRAPADI
39 PFM NO. M1154 MOHD FIRDAUS BIN PAIMAN
40 PFM NO. M1155 ONG SENG KIAT
41 PFM NO. M1156 JOANNE ANG CUI XIA
42 PFM NO. M1157 FADZRI BIN MD JAAFAR
43 PFM NO. M1158 NURSHAZANA BINTI ZULHISHAM
44 PFM NO. M1159 ZANI BIN ELIAS
45 PFM NO. M1160 RANJIT SINGH DALBER SINGH
46 PFM NO. M1160 NURSHAZANA BINTI ZULHISHAM
47 PFM NO. M1161 ZANI BIN ELIAS
48 PFM NO. M1162 RANJIT SINGH DALBER SINGH
49 PFM NO. M1163 RAMESH A/L ARUMUGAM
50 PFM NO. M1164 CHIN MAU SONG
51 PFM NO. M1165 MOHD IZWAN AZIM BIN JOHARI
52 PFM NO. M1166 ROZILA BINTI KOSIM
53 PFM NO. M1167 NAZARETH ANDREW A/L NAZARETH XAVIER
54 PFM NO. M1168 NURZAFIRA BINTI ZAINUL ABIDIN
55 PFM NO. M1169 RAJA NURUL ADILA BINTI RAJA DZULKIFLI
56 PFM NO. M1170 BARDRULL HISHAAM TAY BIN ABDULLAH
57 PFM NO. M1171 LEE HUEI WEN (UPGRADE FROM ASSOCIATE)
58 PFM NO. M1172 NURZAMZAMAH BINTI HANIF
59 PFM NO. M1173 LAI BOON HAI
60 PFM NO. M1174 SYAHRONY BIN MOHD SALLEH
61 PFM NO. M1175 CHEONG KAH KHENG
62 PFM NO. M1176 CHEAH BEE YEN
63 PFM NO. M1177 GOON WEI KANG
64 PFM NO. M1178 RAMESH A/L ARUMUGAM
65 PFM NO. M1179 CHIN MAU SONG

VOL. 4 NO. 1 2022 41

 THE PROPERTY MANAGER

ASSOCIATE MEMBERS
NO. MEMBERSHIP NO. FULL NAME
1 PFM NO. A0075 SITI HASNIZA ROSMAN
2 PFM NO. A0076 SYAZARUL ASYIKIN BINTI ROSTAM
3 PFM NO. A0077 LOW CHENG GEK
4 PFM NO. A0078 MOHD HAZIM BIN AHMAD
5 PFM NO. A0079 SUHANA BINTI ISMAIL
6 PFM NO. A0080 NORAZMAWATI BINTI MD. SANI @ ABD. RAHIM
7 PFM NO. A0081 ABDUL RAHMAN BIN IBRAHIM
8 PFM NO. A0082 NARANSAMY GOVINDA NAIR
9 PFM NO. A0083 KIRUBAKARAN A/L SUBRAMANIAM
10 PFM NO. A0075 SITI HASNIZA ROSMAN
11 PFM NO. A0076 SYAZARUL ASYIKIN BINTI ROSTAM
12 PFM NO. A0077 LOW CHENG GEK
13 PFM NO. A0078 MOHD HAZIM BIN AHMAD
14 PFM NO. A0079 SUHANA BINTI ISMAIL
15 PFM NO. A0080 NORAZMAWATI BINTI MD. SANI @ ABD. RAHIM
16 PFM NO. A0081 ABDUL RAHMAN BIN IBRAHIM
17 PFM NO. A0082 NARANSAMY GOVINDA NAIR
18 PFM NO. A0083 KIRUBAKARAN A/L SUBRAMANIAM
19 PFM NO. A0075 SITI HASNIZA ROSMAN
20 PFM NO. A0076 SYAZARUL ASYIKIN BINTI ROSTAM

FELLOW MEMBERS
NO. MEMBERSHIP NO. FULL NAME
1 PFM NO. F0037 TAN HOON TIONG (BILLY TAN)

42 VOL. 4 NO. 1 2022

 PRESS RELEASE

Photograph courtesy of Ting Kien Hwa

INVITATION FOR ARTICLE CONTRIBUTION

FOR THE PROPERTY MANAGER

The Property Manager is a peer review journal PEER REVIEW PROCESS

published quarterly online by the Malaysian Institute of Manuscripts are subject to review by the Editorial
Property and Facility Managers (MIPFM). The journal Board and reviewers.
aims at bringing together professionals, practitioners,
academicians, researchers and students to impart
GENERAL GUIDELINES FOR
and share knowledge in the form of practice notes,
SUBMISSIONS
empirical and theoretical articles and research papers.
Article submissions should not exceed 12 A4 pages,
It provides a forum for the dissemination of professional
knowledge and practices, original research results,
references). Abstract should be no more than 500
new ideas and practical experience of the property
words. Articles in Bahasa Malaysia need to include an
managers and facility managers. Industry notes on
abstract in English.
the advancements and innovation in proptech are
very much look forward to by members. The Editorial
Board welcome original article contribution to The
KINDLY EMAIL ARTICLE TO:
Property Manager. editor.mipfm@gmail.com

44 VOL. 2 NO. 1 2020 2

VOL. 1 3 2019
NO. 1 2020 47
15
 Malaysian Institute of Property and Facility Managers (MIPFM)
RISM Building, 1st floor, Bangunan Juruukur,
64-66, Jalan 52/4, 46200, Petaling Jaya, Selangor

Mobile : +6019-600 8022

Tel : +603-79601261
Email : secretariat@mipfm.org.my
Website : www.mipfm.org.my

14 VOL. 2 NO. 1 2020