Young Quantity Surveyors Group (YQSG)
of the Pacific Association of Quantity Surveyors (PAQS)YQSG Newsletter2013 First Issue

In this Issue.....
YQSG Programme 2012 - Brunei............................................................................Page 1
About YQSG............................................................................Page 4
Chairman’s Message............................................................................Page 5
Articles:Participating Member: Singapore
Partnering (Part 2):
By Seah Hsiu Min Eugene............................................................................Page 6
Participating Member: Australia
Innovation and Sustainability: Challenges andOpportunities:
By Max Shea...........................................................................Page 10
Participating Member: Hong Kong
Recent Developments in Construction Market in Hong
Kong:
By Alison LO...........................................................................Page 13

Editor & Designer:

Prasath Sanjeewa

Vice-Chairman,YQSG
Institute of Quantity SurveyorsSri Lanka

Disclaimer:

The opinions or views in
the Articles published inthis newsletter are thoseof the authors and do notreflect the opinions andrecommendations of PAQS
and respective institutes.

Articles (Cont’d):Participating Member: Malaysia
Innovation & Sustainability : Challenges & Opportunities:
By Sr Amnah Salleh, Sr Shazali Sulaiman, Sr Yeap Soon Kiat................................................................................Page 17
Participating Member: Philippines
Innovation and Sustainability Initiatives in the Philippines:
By Jose Fernando Magsi and Neil Bryan de Luna................................................................................Page 25
Participating Member: Brunei
Latest Developments in Brunei Darussalam:
By Ling Kie Kuck, Alex............................................................................... Page 26
Participating Member: Sri Lanka
Building Information Modelling (BIM):
By Ramadha de Silva................................................................................Page 28
YQSG Program 2013 - Xian China.................................................................................Page 30
Stay Connected................................................................................Page 31

YQSG Program 2012 - Brunei Successfully
Completed
Young Quantity Surveyors Group (YQSG) Program for year 2012 was held on 07 July 2012 in Brunei
as a part of the 16th Annual Congress of the Pacific Association of Quantity Surveyors (PAQS). This
one day event was held at Holiday Lodge Hotel. Young quantity surveyors and students (about 50
numbers of participants) from 11 countries participated in this event.

Main speech of the program was made by Congress Chairman - Yb Haji Zulkipli Haji Abdul Hamad,
President of Puja Brunei. As the first program of the event, representatives from each country
made their presentations introducing latest developments of the Quantity Surveying profession
and construction industry in their countries. There were several games designed to allow theparticipants to interact together while attending to the games. A group discussion also held toshare ideas towards the improvement of YQSG. As a usual event, Gift Exchange session wasalso
took place. After the lunch at Holiday Lodge Hotel, participants attended a city tour to visit ‘Water
Village’ and ‘Arts School” and a Shopping Center in the city.
This event was completed successfully, allowing the Young Quantity Surveyors to interact eachother and share the knowledge, experience in different countries.
.........Cont’d - Page 02

1

YQSG Program 2012 - Brunei Cont’d2

YQSG Program 2012 - Brunei Cont’d3About PAQS - YQSG
On 15 August 2009, young members from PAQS country members attended the Sustainability
Committee Meeting at Kuala Lumpur and formed the first Young Quantity Surveyors Group committee.
This committee was subsequently appointed by the PAQS Board under PAQS Constitution article
3.2.
Quantity surveying students and young members under 40 year of age and who are from the country
members are encouraged to join YQSG.
YQSG Program has been held in following countries:• 2010 - Singapore• 2011 - Sri Lanka• 2012 - Brunei

It is to be noted that the YQSG should be a good vehicle to promote QS as a career choice for school leavers and university
students.
The Pacific Association of Quantity Surveyors (PAQS) is an international association of national organizations representing
Quantity Surveyors in the Asia and Western Pacific region.
The Missions of the PAQS are:

- The promotion of the practice of quantity Surveying (QS) in the region.
- The promotion of “best practice” for QS in the region.

- The promotion of dialogue between member organizations.

- Encouragement of regional cooperation in the practice of QS.

- Fostering of research appropriate to the better understanding of building practice in the region.

- Rendering of assistance to members of member organizations working in each other’s countries.

The Current Members of PAQS are:
FULL MEMBERASSOCIATE MEMBER- Australian Institute of Quantity Surveyors (AIQS)- Fiji Institute of Quantity Surveyors (FIQS)- China Engineering Cost Association (CECA)

OBSERVER MEMBER- Building Surveyors Institute of Japan (BSIJ)- Canadian Institute of Quantity Surveyors (CIQS)- The Hong Kong Institute of Surveyors (HKIS)- New Zealand Institute of Quantity Surveyors (NZIQS)- Singapore Institute of Surveyors & Valuers (SISV)- Institution of Surveyors, Engineers and Architects, Brunei (PUJA)- Philippine Institute of Certified Quantity Surveyors (PICQS)- Association of South African Quantity Surveyors (ASAQS)- Institute of Quantity Surveyors Sri Lanka (IQSSL)- Royal Institution of Surveyors Malaysia (RISM)

4

Chairman’s message
In China, we are celebrating Chinese New Year in February, so I would like to take thisopportunity to say Happy New Year of the Snake to all of you here. Snake represents
flexibility and speed and our profession should also adapt to the changing environment
and to compete with time to deliver good service to our clients.

Sr JOSEPH CHONG
ChairmanYoung Quantity Surveyors Group2009 - 2013, PAQS

BSc(Surv)(HKU), MSc(IDM)(HKU),MHKIS, RPS(QS), MHKICM,MHKIVM, BEAM PRO

The PAQS Congress 2013 will be held in Xian, a city with long history in China. For
the young programme this year, we would continue our tradition in past few years
with addition of a new element – a tour to the Terracotta Army. We will have a 2-day
young programme this year instead of 1 day. The additional tour is for all the young
participants to be more familiar with each other. On the second day, we will have ourregular young programme including presentations, discussions and city tour. I would
like to appeal for your support in joining our young programme. The 1st day of theyoung programme is self-financed so participants have to pay for the tour, while the 2nd
day will be sponsored by the host of the Congress – CECA.
In this issue of newsletter, we have a few articles contributed by our committee members
from different countries, including:•Partnering - Part 2 by Eugene Seah•

Recent Developments in Construction Market in Hong Kong by Alison Lo

•
•
•
•
•

Innovation and Sustainability: Challenges and Opportunities by Max Shea
Innovation & Sustainability : Challenges & Opportunities - Part 1 fromRISM Junior Organization Members

Innovation and Sustainability Initiatives in the Philippines by By Jose
Fernando Magsi and Neil Bryan de Luna
Latest Developments in Brunei Darussalam by Alex Ling

Building Information Bodelling (BIM) by Ramadha de Silva

I hope all of you enjoy this issue of newsletter and continue your support to our PAQS
Young QS Group. Should you have any queries, please write to me at josephhku@gmail.
com . Thank you.

5

Partnering - Part 2
PARTNERING LEGALITIESIntroduction
In Part 1 of this article, we discussed what
is partnering and its advantages with
the necessary mindset to see partnering
through. This article considers thedifferent ways in which partneringand alliancing arrangements may be
implemented and its legal considerations.
The question that is asked is: “Is there a
special or separate set of legal rules thatapplies to “partnering” arrangements?”
The quick answer would seem “no”, justas there is no special or separate set of
legal rules that apply to construction
contracts generally. There are of course
specific pieces of legislation and a body ofcase law that are specific to constructionrelated issues, but there is not a special or
separate set of legal rules. As Lord Morrisof the English House of Lords said in the
Gilbert-Ash[1] case in 1973:“When parties enter into a detailedbuilding contract there are, however,no over-riding rules or principles
covering their contractual relationshipbeyond those which generally apply
to the construction of contracts. The
particular wording of a particular
contract may have to be considered inrelation to particular facts. A decisionin some one particular case as to themeaning and application of words in acontract will not have governing force
as to the meaning of different words ina different contract.”
Partnering and a Contract
In the Report of the Construction Task
Force, ‘Rethinking Construction’, Sir John
Egan looked forward to an end to relianceon contracts, because, as he saw it, they‘can add significantly to the cost of a
project and often add no value for theclient.’As Egan correctly stated, ‘Effective
partnering does not rest on contracts’ but
it is the view of Joint Contracts Tribunal(JCT) that partnering is betterserved by
the existence of an underlying contract.
If a legal relationship is not intended thatis another matter but few people canproceed in such a way, if for no otherreasons that that of accountability toshareholders and the fiduciary duty of
directors.
Are Contracts Needed At All?

There is a school of thought that contracts
are not needed at all where parties are
partnering. The Egan Report may beconstrued as suggesting that contracts canbe dispensed with. The report stated:“Effective partnering does not reston contracts.
Contracts can add
significantly to the cost of a projectand often add no value for the client. If
the relationship between a constructor
and employer is soundly based andthe parties recognise their mutualinterdependence, then formal contract
documents should gradually become
obsolete. The construction industry
may find this revolutionary. So did
the motor industry, but we have seen
non-contractually based relationships
between Nissan and its 130 principal
suppliers and we know they work.”
An effective contract can play a central
role in partnering. It sets out the common
and agreed rules; it helps define the goals
and how to achieve them; it states theagreed mechanism for managing therisk and the rewards; it lays down theguidelines for resolving disputes. But thecentral thrust of the new thinking is thata contract should not encourage a selfserving or adversarial stance or a battlewith other team members for the benefit
of one party.
The JCT practice note on partnering[2]observes:“There is much to suggest that a contract,which defines the apportionment ofrisk and the operational procedures, isa manifestation of good management
practice. Management practice is thevery root from which partnering canbest flourish and a contract, which
after all, is an agreement, can properly
underpin partnering.”

It is the aggressive enforcement of unfair
contracts, which impose risk where it cannot
best be managed and onerous liability

By Seah Hsiu Min Eugene

Singapore Institute of Surveyors & Valuers

and penalties not matched by remunerationthat is damaging, not the existence of acontract per se. In any event, the absenceof contracts is unlikely to be acceptable.
The risks of partnering in the absence of acontractual relationship were illustrated in
the case of Baird Textile Holdings Limitedv Marks & Spencer plc.[3] Baird had beena major supplier of garments to Marks &Spencer for 30 years, the arrangements
being described as an example of the“special partnership relationship” which
Marks & Spencer developed with all of
its suppliers of goods and services. The
relationship was described by Marks& Spencer’s director for Procurement,
Technology and Logistics in the following
terms:“This was not a partnership in thelegal sense, but more in the spirit ofco-operation. The people involved inmanaging Marks & Spencer and the
suppliers had known each other for along time, seeing their companies growtogether. As a result, they were able totrust each other, converse freely andwork together for mutual benefit. The
traditional M & S – supplier relationshipwas symbiotic – both fed off eachother.”
Without warning Marks & Spencer
terminated all supply arrangements
between itself and Baird with effect fromthe end of the then current productionseason. Baird claimed that this cessationof business had caused it loss in the regionof 50 million Sterling Pounds. Baird issued
proceedings in which it alleged that:(i) the termination was in breachof a contract to be implied from therelationship between the parties and thebasis upon which they had done business
together, to the effect that Marks & Spencer
was contractually obliged to continue toplace orders with Baird in quantities and6Partnering - Part 2 (Cont’d)at prices which in all the circumstanceswere reasonable unless and until proper
notice of termination, the period of which
Baird contended ought to be not less than
three years, had expired; and(ii) Marks & Spencer was subject to an
estoppel that prevented it giving lessthan three years’ notice of termination ofits business with Baird and required it tocontinue to place orders in the terms set
out above.

The Court of Appeal rejected botharguments. It was held that the alleged
obligation on Marks & Spencer to acquire
garments from Baird was insufficiently
certain to found any contractual obligation
because there were no objective criteria
by which the Court could assess what
would be reasonable either as to quantity
or price. This was a case in which the lackof legal certainty confirmed the absenceof any clear evidence of an intention tocreate legal relations.
The implication of the alleged contract
was not necessary to give business reality
to the commercial relationship between
the defendant and the claimant. The
argument based on estoppel similarly
failed as; again, Baird would needto establish an obligation for Marks& Spencer to acquire garments inquantities and at prices, which in all thecircumstances were reasonable.

There were no objective criteria against
which to assess such quantities or prices.
Moreover, such an enforceable obligation
could not be established by estoppel,
since in the circumstances of the casean estoppel could not create a cause ofaction. Accordingly the claim failed on
both accounts and Baird was left withno relief. This case provides a salutary
warning to contractors and suppliers
who accept partnering arrangements
without concluding contractual terms ofagreement.
The absence of a contract and certainty
of a contract can be detrimental to any
business relationship although parties
in that relationship have somewhat toagree on a partnering methodology.
Although the courts are willing to grant

a duty to co-operate, the degree of cooperation would greatly depend on theexpress terms in the contract; that is to say,a limit to ensure the contract is workable.
It is also case law that if agreements toagree are to be enforced, it has to be an
essential term in the contract.

The benefits of partnering are bountiful.
It would be a brave person indeed who
argued against the implementation ofa system that delivers such benefits.
Nevertheless, the challenges as discussed
in this chapter have to be addressed.
Partnering will not wall paper over all of
the defects of a badly drafted - or a very
unfairly drafted - underlying contract.
Participants need to make sure that
relevant legal principles are addressed
properly, so that parties can avoid theunintended (and unwelcome) resultof more work being generated for the
disputes resolution industry rather thanless work.
DISCUSSION, FUTURE CHALLENGESAND STRATEGIESA Discussion
Although the conditions for partnering
may not be very suitable as discussed inchapter two, it would seem that in our
most used standard forms, there havebeen some form of partnering terms
included leading to the conclusion that if
we are to adopt partnering terms, it would
be somewhat seamless as we have been
unconsciously using it all these while. The
question posed in this paper is, sayingthat if partnering can to be adopted in
Singapore, should the industry adopt a
partnering form such as the PPC2000
or have a bolt on option such as the X12
option from the NEC?

When the PPC 2000 was first introduced,
Stanton, J., (2002) described theconstruction industry in the UK moaned
its new arrival as there were many forms
already floating in the market, forms fromthe Joint Contracts Tribunal Ltd, NEC, ICE
etc. The situation will be very much similarin Singapore as the construction industryof Singapore, has already many forms. For
example, there are the Singapore Instituteof Architect Form[4], the amended Joint
Contracts Tribunal (with contractor’s

design), the public sector form (with its
options for measurement or lump sum)and the Real Estate Developer’s Associateform (REDAS D&B).

The option of a bolt-on option (from theNEC) was also explored. If this is adopted
in Singapore, the issue arising from Birse
may arise as Singapore law seem to follow
closely to UK law (in most aspects). So,
the question here is why should be goahead with a bolt-on option to a contract
if the judge may not enforce most of thepartnering terms (except for duty tocorporate and it must be within a defined
period).
If any of the two options discussed
above is adopted in Singapore, parties
in the contract will have to go throughthe difficult task of aligning goals andobjectives (in a partnering workshop)of which in this draconian contractual
environment in Singapore, it is near next
to impossible for such a epoch to happen.
Therefore, it would seem that the most
reasonable recommendation to make isto have the basic partnering terms such as
duty to corporate and good management
procedures such as early warning fromboth parties, be incorporated as terms
and conditions within the contract.
Thorny Legal Issues

This paper has rightfully set out the legal
issues to be addressed all of which could
raise potential legal difficulties:• Legally binding or not?

• Certainty.
Are the partnering arrangements
sufficiently certain to be legally
enforceable? The law requires a contract
to satisfy the legal test of certainty, if it is
to be enforceable. This requirement raises
some problems for partnering although
it would seem that an Australian court
recently has felt able to accommodate an
express contractual duty to act in goodfaith[5].

• Enforcement.
Proponents of partnering will say that
all of the above legal difficulties can beovercome. They probably are correct.
However, for this to happen, their needs tobe sufficient attention paid to these issues
by the participants.
7

Partnering - Part 2 (Cont’d)
For example It can be difficult, legally
speaking, to monitor the compliance orotherwise with concepts such as “act ingood faith”, “act in collaboration towards
a common goal”, “mutual co-operation”
and so on. First, it can be difficult to judge
whether or not there has been compliance.
Secondly, even if non-compliance canbe demonstrated, how do you quantify
your loss as a result of that failure tocomply? Has the failure to co-operateor collaborate led to a loss that can bedemonstrated? The partnering ethos canbe well preserved within the contract
thus in order to prevent such ambiguity
from occurring, proper legal drafting is
this required to circumvent these pitfalls
from occurring to devastate the project.
Practical Pitfalls

or if the parties begin to doubt each otherand lose the trust and mutual confidence
required, then the process is likely to
break down.
• Cost of the process - If the partnering
process is to work, it requires theparticipants to invest significant timeby key staff members. Of course, if theprocess works, then this will have beena worthwhile investment. However,participants need to trust in the process
and not be deterred by the likely costs
involved. Generally, the consultant
fee levels and return of investments
is generally lower than that of UK.
Convincing the project team to invest
their time in an extremely competitiveenvironment is difficult.

• Going through the motions - Just
as lack of commitment can lead toproblems, so can too much reliance.
Partnering requires constant effort by allparticipants to maintain it at an effective
level. If the parties cease to work actively
at the process, and begin “going throughthe motions”, in the belief that the process
magically will work just because it is being
This drives client organisation to implemented, then problems can arise.
somewhat drive cost[6] down. Couple
with the “shrewd Chinese Businessman” • Keeping your nerve - One of thethinkings, it could create some problems important litmus tests of a partnering
for the implementation of partnering. arrangement is when a significant
Some issues are discussed here. They problem arises. It is important that
include the following:participants keep their nerve and trust
their partnering arrangements to resolve• Timing - It is important that the problem. Unfortunately, it sometimes
the partnering arrangements are happens that the problem is perceived
implemented at an early stage of the by one or more of the participants to be
project so as to ensure the objectives so large that they need to “revert to theof the partnering methodology are contract” to protect themselves from theunderstood by all participating. However, unpalatable potential downsides.
because of the high land cost in Singapore,
Developers are constantly pressured into Strategies for Partnering
starting the project and completing the
project as fast as possible so as to “catch The concept of partnering has been
the market”. Because of this rush, it puts viewed as a procurement issue. Bennet
much pressure to the already complex and Jayes (1995) produced some of theprocess of design development during seminal work in the UK. They stated:pre contract leaving little or no room forthe implementing of partnering.
“ The UK construction industry needs
partnering in order to achieve tough•Commitment - The partnering processtargets set for it in the Latham Report”
has its best chances of success if all of theparticipants “buy into” the process. If there Therefore, the focus is upon meeting theare significant failures of communication, client procurement objectives. However,
There also are some practical, non-legal
issues that need to be addressed byparticipants. As discussed in chapter two,the construction industry of Singapore
has never recovered from the downturnof the economy since 1997. As such, thebottom line of all projects is important.

it is not a simple procurement issue.
Bennet and Jayes (1995) see the three key
objectives and process of partnering as
discussed in Chapter four, that is, mutual
objectives and agreement, problem
resolutions and continuous improvement.
The partnering themes must continue
through quality, cost efficiencies, speed
and other largely project related issues.
This is how the foundation of how
partnering is being practiced. Campbell(1995) may provide a solution for theconstruction industry.

Rather than force the industry to embracepartnering, market forces may render
the parties no choice but to embark in
partnering. For example, in order toreduce learning time and “switching cost”,
Developers may wish to adopt partneringand invest time and monies in ensuringthat the underlying contract between theparties contain the necessary terms andconditions to ensure a workable contract
but with the concepts and thrust ofpartnering.
Campbellfollowing:(1995)

illustratesthe• Competitive Strategy. If the clientand contractor behave in a competitive
way, then both are acting independently
and following each other’s rights andobligations. This is a traditional position
that has dominated contracting.

• Command Strategy. This strategy canbe adopted where either the supplieror the client has a dominant position in
the market. They can employ leverage
from their position to drive the terms ofprocurement in a decisive way. However,this monopolistic position seldom arises.
However, the economic cycles, coupledwith the fragmentation of the industry ofSingapore, intensifies competition so thatthe client is truly in a command position.
This means that for partnering to work,
the partnering model in Singapore would
seem to be a top down approach with theindustry supporting this push.
• Cooperative Approach. This strategy
is one, which is mutually an advantage.
This strategy must exist side-byside with the above two strategies.
8

Partnering - Part 2 (Cont’d)Partnering has the potential to produce
significant benefits to all participants interms of, amongst other things, time, cost,profitability, and satisfaction. However,parties have to be ready to partner. There
are various mechanisms that can beimported into a project in order to promote
the success of partnering and reap thosebenefits. However, the strategy to ensure
this success technically is for parties toensure that their rights and obligations
have certainty. Having said, the mechanismof how parties want to behave should
not be contractual, rather, the contract
has to spell out what the parties have to
do during the relevant events. Legal andpractical problems can derail the comingof partnering, however, market forces may
drive parties to partner willingly. Having
said, the underlying contractual issues haveto be well thought out first.

CONCLUSIONAs quoted by John Ruskin in 1860,“ It is unwise to pay too much, but it isworse to pay too little. When you pay too
much, you lose a little money – that is all.
When you pay too little, you sometimes
lose everything, because the thing youbought was incapable of doing the thing
it was bought to do. The common law ofbusiness balance prohibits paying a little
and getting a lot - it can’t be done. If you
deal with the lowest bidder, it is well to
add something for the risk you run. And if
you do that, you will have enough to pay
for something better.”
Because of the very nature of partnering,
partnering is intended to lead us out of
the maze of detailed and tightly worded
contracts, and into the “warm and fuzzy”
zone of good faith, co-operation andcollaboration. It is a difficult task to draftthese warm and fuzzy concepts into
wording that is legally certain, but thatat the same time still achieves the aim ofpartnering.
With lessons learnt from the UK experienceand the development of law around the areaof partnering, this dissertation, which hastaken into consideration the characteristicsof the construction industry of Singapore,thus suggest that:(i) For partnering to work successfully,
the partnering terms have to be not
only understood as essential terms, butalso well defined in the contract. This
circumvents ambiguity in the intentsof the parties, creating certainty andenforceability.

(ii) Partnering terms can supplement
the main contract either as a charter ora supplemental agreement, that is to say,the additional particular conditions to thestandard form. However, care must be given
to ensure the terms do no conflict the terms
and conditions of the standard form. Legaldrafting is thus required.
(iii) Objectives of the partnering ethos canbe obtained from the partnering workshops.
So, to ensure workability for example, theSingapore Institute of Architects Form ofContract 6th Edition can have particularconditions added to it to cater for apartnering methodology. This dissertation
has investigated into the terms of the 6th
Edition and have discussed that there arepartnering approaches existing alreadyin the form and we have been “practicing”
unconsciously for some time. Therefore,
to adopt partnering legally would not
really pose as a problem to Singapore but
the understanding of partnering and its
concepts will prove the major hurdle.
(iv) Partnering terms cannot be open-ended
that leaves parties to define and secondguess the intention of the clause. Once thecourts have to be forced to interpret theoriginal intentions of the parties, the ethosof partnering will be lost.

(v) The “soft” issues of partnering suchas behaviour and character of the parties
should not be drafted as a legal obligationin the contract; this must remain separate
as it could collide with certain clauses in thestandard form.
(vi) It is better to draft the proceduresthat arise in connection of this soft issues
such as early warning, obligation to value
engineer for best value, reimbursement
for unforeseen issues and stimulus forthe management and the contractor tocoordinate cohesively and in unison on
projects.

An example of foresight is an early warning
procedure and the management ofcompensation events. The Project Manager
and Contractor notifies each other upon
becoming aware of any matter which could
have an impact on cost, time or quality
and the compensation event procedurerequires the Contractor to submit aquotation(s) showing the time and costeffect of the event. The Project Manager
then has a short period to agree or reject
the quotation enabling the matter to beproperly resolved close to the time of theevent rather than many months or evenyears later.

It is indeed important for contractual
integration of contractual and partneringterms. D’Arcy J (2005) reported thatengineering contractors in the UK findpartnership hard and one of the examples
was the insufficient integration between
the partnering terms and contractual
arrangements. Following the ethos ofpartnering may be simple, but ensuring theseamless integration of such terms into thecontract may be tricky. However, Singapore
should find it relatively easy to adopt
partnering as both the framework and legal
precedence can be adopted in UK. Having
said, careful drafting for integration isnever-the-less needed to ensure a workable
contract.

However, the construction industry ofSingapore is unique as the understanding
between the different members of the supply
chain or project teams (especially local
companies) could be very different due tolanguage and the understanding of partneringand its legal forms. It can be then concluded
that multi-parties partnering contracts likethe PPC 2000 would be difficult to adopt
but integrated partnering terms to standard
contracts (main contracts or domestic) with
sufficient explanation and awareness could
make partnering work in Singapore. Besides,
it has been established that two of Singapore’s
most used standard form of contracts such as
the SIA and the PSSCOC do contain some sortof partnering clauses of which we have beenusing unconsciously thus indicating that the
introduction and adherence of partneringterms in the contract would not be difficult.
________________________
1 BLR 73 at 78
JCT practice note on partnering[3][2002] 1 All E.R. (Comm) 737[4]
There are three main forms altogether, one
for minor works (lump sum), measurement andlump sum. There is also the subcontract forms
for measurement and lump sum as well. The SIA
form is the most used form in Singapore[5]
Theiss Contractors Pty Ltd v Placer (Granny
Smith) Pty Ltd [2000] W.A.S.C.A. 102[6]
Cost in this case would include Construction
Cost, Consultant Fees and peripheral cost that
attributes to the total development cost.
[1]
[2]

9

Innovation and Sustainability: Challenges
and Opportunities
Winning Entry of IWATA Foundation - Travelling Award
Introduction
The future of the quantity surveying profession has been a cause for concern
for many years. Some contend that the profession, in its current form is rapidly
declining from its glory past. Many risks and challenges are ever present, whilesome have stem from the recent global financial crisis. With the economy
By Max Shea,
struggling to sustain momentum in its recovery, most sectors continue to languish.
Austrailan Institute of Quantity Surveyors (AIQS)
The construction sector is no exception as construction activity and demand havecontracted significantly over the last 12 months amidst reduced public spending
and private funding & investments. This in turn has affected the demand for a professional quantity surveyor’s services. Businesslandscapes are changing and there are calls for the profession to re-examine the traditional quantity surveyor’s practices, while
the continued globalisation and internationalisation trend has brought with it a serious threat to the global positioning of thequantity surveying profession. In addition, there are also the construction industry specific issues of fragmentation and merging/blurring of the professional services’ boundaries that translate into increased competition from other professionals who operate
within the same industry. Other issues such as an ageing profession and dwindling numbers of younger quantity surveyors arestill evident and need to be urgently addressed. Technology advancement is also a huge threat to the sustainability of the quantity
surveying profession - will the rise of the machines put us out of work? Building Information Modelling (BIM) technology is
destined to shape the way the industry will work in years to come and has provided further impetus for change and innovation.
However all is not doom and lost and it is common wisdom that with great challenges come greater opportunities. In the midst of
mounting uncertainties, quantity surveyors must therefore quickly respond and find ways to adapt to these imminent changes, orrisk being left behind while others take advantage of the opportunities that lie within.

Diversification of Quantity Surveyor’s Services

The bumpy ride continues for global economy with the scope of the European sovereign crisis pushing the Euro zone closer tothe edge of a meltdown. The road to recovery remains erratic and patchy with a weak global sentiment augmented by volatilefinancial markets and fiscal pressures. Business confidences and investors’ risk appetites are at a record low, and these changing
market conditions have forced companies to re-examine their positioning in the market and the services they offer. As the demand
for traditional cost planning services shrinks, quantity surveying firms have recognised the need to offer a broader range of multidiscipline and diversified services. This need is further reinforced by the increased competition in the market. The profession isalways challenged by the competition from other professionals within the industry and also from professions not traditionallyapparent in the construction industry such as solicitors, auditors, tax practitioners and insurance companies. The merging or
blurring of service boundary is muddy water and there is urgent need for the quantity surveyor to look for greener pastures. Key
areas which have demonstrated resilience or even growth in the face of market downturn include dispute resolution services, costmanagement services with emphasis on bottom-line cost, construction business recovery services, financial risk management,
etc. Opportunities have also arisen for the profession to explore new areas of knowledge and skills that would be required in
the future. One such area is the strong demand for sustainability-related services despite the premium cost associated withthese initiatives. Sustainability regulations and legislations are now well in place and the market has shown strong interest in
engaging quantity surveyors early on in the project to achieve the coveted green star rating. In Australia the climate change
agenda surrounding the carbon tax debacle and proposed Emission Trading Scheme (ETS) have also generated a lot of attention.
Other nations are set to follow the footstep of implementing carbon tax hence there are real prospects for quantity surveyors toassist and engage with the relevant authorities in determining the pricing mechanism of the carbon tax and ETS [1].

Sector Specialisations

The energy and mineral resources boom is having a dramatic effect on the Australian two-speed economy. The resources sector
is creating an extraordinary demand for infrastructure investment with $130 billion worth of projects currently underway oralready committed and another $250 billion worth of projects in the pipeline[2]. With many of Australia’s major resource projects

10Innovation and Sustainability: Challenges
and Opportunities (Cont’d)developed in the remote north-west region of Western Australia, there is a renewed focus on developing improved housing and social
infrastructure in-line with the government initiatives to encourage greater permanent residential settlement. What this mean for theindustry is that the demand for skilled professionals including quantity surveyors in these regions is estimated to increase over the
next few years as many projects in the pipeline now move into their construction phase. The $40 billion National Broadband Network(NBN) programme rolled out by the Gillard government has also created a surge in demand for civil and infrastructure work. Manyof the countries’ existing infrastructure networks are reaching the end of their life cycle and require major maintenance and upgradein order to support the implementation of the NBN. Other sectors and industries such as petrochemical, marine, manufacturing, andtransportation also benefits from the resources boom and therefore can also offer vast opportunities for the quantity surveyors to
explore and tailor their services to meet the requirements in such industries.

Globalisation and Internationalisation

Economic integration has always been driven largely by companies’ dynamic global approach of cross-regional collaboration & multidiversified employee bases. Mergers & acquisitions, corporate restructuring and consolidation of business networks are not uncommon
and an example of this in the quantity surveying profession is the coming together of Rider Hunt, Levett & Bailey and Bucknall Austin.
Subsequently rebranded as Rider Levett Bucknall in 2007, the merger brought together almost 2500 staffs globally in more than 100
offices across Asia, Oceania, Europe, Middle East and the Americas. In 2010 AECOM announced the acquisition of project consultant
Davis Langdon in a US$324 million deal. The Los Angeles-based firm, whose building consulting arm Maunsell merged with Gulf-based
Cansult in 2006, took on board the 2800 employees of the consultant, which operates globally in a number of sectors. The merger will
mutually enhance the business opportunities in the Middle East with AECOM getting an entry into Kuwait and the Levant region. In turn,
Davis Langdon gets a strong foothold in the expanding Saudi Arabia market. In partnership with AECOM, Davis Langdon will be wellpositioned to deliver AECOM’s front end cost and project management, and consultancy services as part of a complete end-to-end offer[3].
The global positioning of the profession is at risk and these are strong evidences and examples of successful collaborations that quantity
surveying organisations can look up to. In such tight markets and worsening economic condition quantity surveying organisations
should consider merging/collaborating with other firms in order to gain a stronger foothold in the market not only locally but also in
emerging international centres of economic significance, particularly throughout the Asia region [4].

Technological Advancement

Continuing industry changes and technological developments have presented quantity surveyors many challenges and threats aswell as opportunities [5]. The adoption of information technology has had a profound impact upon how the construction industry andbusinesses are run especially in the quantity surveying profession. Among the major change is the paradigm shift from paper-based tocomputer based (digital). Gone are the days of traditional cut and shuffle practices. Since its implementation, the use of mechanisation
and automated quantities software system has greatly aided the productions of estimates, bills of quantities and cost reports. Most
programmes have full automatic measurement capabilities and enable powerful scope management during design development stage.
These programmes are tied to cost libraries and can provide automatic rates/costs and adjustments as changes are to the design are
made [6]. On the other hand, the actual number-crunching work of quantity surveyors perform has declined over the last decade. AutoCAD
systems have been doing more and more calculations automatically, and many perceived that the new Building Modelling Information
technology have put the final nail into the coffin for the profession. Utilizing BIM will mean that the entire design team is working on thesame drawings and plans, thus removing the need to digitise drawings. By using a building information model instead of drawings, thetakeoffs, counts, and measurements can be generated directly from the underlying model. Therefore the information is always consistent
with the design. And when a change is made in the design – a smaller window size, for example – the change automatically ripples to all
related construction documentation and schedules, as well as all the takeoffs, counts, and measurements that are used by the estimator[7]. As the whole supply chain is involved, sub-contractors and suppliers will be able to input their own costs. What BIM will do eventuallyis move quantity surveying as a profession further away from number crunching, slide rules, measurement and remove the remaining
vestiges of traditional quantity surveying functions [8]. However it is hard to argue that the introduction of BIM will be anything otherthan a good thing for quantity surveyors. There can be co-existence between BIM and QSs. The quantity surveyors should look at BIM

as a tool rather as a replacement – a tool that will inevitably cut the amount of time spent on the grunt work and give one theopportunity to direct talents and resources towards more value added services that quantity surveyors can and should offer. The
11

Innovation and Sustainability: Challenges
and Opportunities (Cont’d)real challenge therefore is not the threat BIM poses to the profession but rather the lack of common standards, guidelines andprotocols currently governing the use of BIM. It is imperative to ensure that all BIM data comply with the relevant QS framework,
practice and standard method of measurement (SMM) [9]. Existing measurement rules and standards can be modified to suit themodelling so they clearly define the various design stages covering architectural, structural, and services [10]. Quantity surveyors
must take up the initiative to actively participate in future forums and platforms to support these discussions and ensure that thequantity surveyor’s perspective, understanding and expectation of BIM are clearly relayed to the industry.

Ageing Profession

Quantity surveying is an ageing profession. Across all fields of registration of registered building practitioners in Victoria, Australia
that has builders, building surveyors, engineers and quantity surveyors, the average age is 49.5 year. The breakup of all thecategories is reasonably even with quantity surveyors being the oldest, with 33% over 55 years of age and another 33% in the 4555 age bracket. In the UK, the average age of a surveyor is over 55 years. Analysis of the Building Surveying Faculty Membership
undertaken by the Royal Institution of Chartered Surveyors in 2007 estimated that out of a core membership of 15,938 members,
just 12 per cent were under the age of 35 with the average age at 44 which would present a net shortfall of 6,909 members by
2017 [11]. This means that within the next 15 years many will retire and with a declining numbers in new graduates, there is astrong possibility that the quantity surveyor profession could be pushed into extinction. This is a worrying trend compoundedby the fact that the younger generation perceived the quantity surveying profession as boring, dull and lacks the excitementthat other careers could potentially provide. The profession in general lacks the attractiveness and many fret at the prospect ofquantity surveying as a career compared to other more established and popular career path i.e. architects, engineers, accountants,
etc. Hence the number of education institutions offering quantity surveying course and other related courses are dwindling withfewer students enrolled. The challenge therefore is for quantity surveyors and the relevant profession bodies/institutions toemphasize on a co-ordinated marketing to help raise the profile of the profession, and promote quantity surveyors as an ideal
career path. Added focus on changing the education curricula must also be placed to ensure that the education institutions provide
a degree with a stronger practical component (thus ensuring graduates are equipped with the relevant industry experience andskill) versus a theoretical based learning.

Conclusion

Quantity surveyors have experienced various resultant changes to their profession. It is self evident that changes in the constructionindustry and the quantity surveyor profession at all levels, whether technological or otherwise, move with ever quickening pace.
Some of the challenges raised above have eventuated, while others are going to happen sooner rather than later. In general the
profession is well positioned to weather the storm that lies ahead. It is imperative that quantity surveyors continue to drive forinnovation and at the same time recognise the need to adapt these changes, embrace them and take advantage of the opportunities
that comes with the challenges and threat to remain at the cutting edge of the industry.

References

1. Stevens, N (2011). Building costs to rise under carbon tax: Brickworks CE, Industry Search Australia and New Zealand,
http://www.industrysearch.com.au/News/Building-costs-to-rise-under-carbon-tax-Brickworks-CE-50370.
2. KPMG (2012). Australia’s resources boom: The infrastructure ripple effect.

3. Roberts, B (2010). AECOM buys Davis Langdon for US$324 million, Constructionweekonline.com.
4. Frei, M (2010). Implications of the global financial crisis for the quantity surveying profession.
5. Harun, H & Abdullah JVT (2010). Drivers of change: New challenges for the QS.

6. Smith, P (2008). Trends in the utilisation of automated quantities by the Australian quantity surveying profession: 1995-2005.
7. BIM and cost estimating, Revit building information modelling.
8. Blake, D (2011). Rise of the machines: BIM and QS.

9. Olatunji, OA.; Sher, W & Gu, N (2009). Building Information Modelling and Quantity Surveying Practice.
10. BIM in Australia, Report on BIM/IPD forums 2010.

11. Johnson, R (2011). Surveyors in decline. http://www.mortgagefinancegazette.com/features/surveyors-in-decline/

12

Recent Developments in Construction
Market in Hong Kong
10 Major Infrastructure Projects in Hong Kong
In Year 2007-08 Policy Address, our Chief Executive announced 10 large-scale
Infrastructure Projects to be developed in the coming 5 years which include:
Transport Infrastructure:
1. South Island Line and West Island Line
2. The Shatin to Central Link
3. The Tuen Mun Western Bypass and Tuen Mun-Chek Lap Kok Link

By Alison LO,

Young Surveyors Group,
The Hong Kong Institute of Surveyors (HKIS)

Cross-Boundary Infrastructure Projects:
1. The Guangzhou-Shenzhen-Hong Kong Express Rail Link
2. Hong Kong-Zhuhai-Macao Bridge
3. HONG KONG-Shenzhen Airport Co-operation
4. Hong Kong-Shenzhen Joint Development of the Lok Ma
Chau Loop
New Urban Development Areas:
1. West Kowloon Cultural District
2. Kai Tak Development Plan
3. New Development Areas (NDAs)

The projects are currently being gradually implemented. Also
the projects already started have been making a very good
progress. We believe infrastructure development can bring us
huge economic benefits. Both employment opportunities andwages will increase during the construction stage, and uponcompletion, the infrastructure projects will boost economic
activities and improve us with a quality living environment
in a way that:

1. a lot of rooms being expanded for Hong Kong’s further
development;
2. improved transportation so linking up our socio-culturaland business activities with more efficient transportation
systems;
3. more importantly, with closer rail and road transport
links between Hong Kong and the neighbouring regions ofShenzhen and the Pearl River Delta (PRS) so we can foster further cross-boundary integration for mutual benefit; and4. these infrastructure developments will consolidate Hong Kong’s status as a global city and lay a new foundation for our sustained
development in the future.
In the following paragraphs, 6 of the projects have been selected, 2 from each of the categories for more detailed introduction.

1.1 South Island Line and West Island Line

Western District in Hong Kong is actually one of the few remaining urban areas without rail and has long been constrained by thelack of a reliable mass transportation system. The design of West Island Line is specifically tailored to accommodate the needs ofthe community.

The construction of West Island Line began in July 2009 and will be completed in 2014. The construction cost is about HKD15.4
Billion. And the route length is about 3km with 3 stations to be constructed which include Sai Ying Pun, The University of Hong
Kong and Kennedy Town.
The railway will run beneath the densely populated areas of Western District. Over 90% of the area’s residents will be able toconveniently access the railway by foot. This line will also provide a fast, reliable and convenient mode of transport between
Western District and northern Hong Kong Island and for cross-harbour journeys. So the West Island Line will relieve the traffic
congestion problems in the Western District and effectively bring Western to the doorstep of the central business district.
13

Recent Developments in Construction
Market in Hong Kong - (Cont’d)Furthermore, significant new employment opportunities will be createdas new businesses are established to take advantage of the improved
transport conditions. And this is expected that the provision of the West
Island Line will increase the value of properties along the railway inWestern District.

The project of South Island Line (East) will be a medium capacity railway
with construction of 7km rail line which was started in May 2011. The
construction cost is about HKD12.6 Billion and it is expected to becompleted in 2015.

This is an extension of MTR Island Line network at Admiralty to theSouthern District of Hong Kong, while the local community has beenstrongly demanding the extension of the mass transit railway to Southern
District. 4 new stations will be constructed which include Ocean Park, Wong
Chuk Hang, Lei Tung and South Horizons. Upon completion, it can reduce
the traffic congestion at critical bottlenecks like Aberdeen Tunnel and thecentral business district. A quicker and more convenient alternative to thecommuters is expected.

Hence, we conclude the benefits for both West and South Island Line asfollows:
Economic Benefits:
1. Time savings for both road and rail users, thus assisting Hong Kong’s
efficiency and competitiveness;
2. Facilitates tourism developments, e.g. Ocean Park and Aberdeen
Harbour;
3. Stimulates urban renewal, e.g. hotel developments at Wong Chuk Hang;
4. And the above development and renewal will create long term employment opportunities so to stimulate the economic
development.
Environmental Benefits:
Since MTR trains are powered electrically and emission free, this is an environmentally friendly mode of transportation.
1. Environmental conditions will be improved by reduced air pollution and noise pollution;
2. Preserves our beautiful shoreline;
3. Avoids reclamation;
4. Enhanced road safety due to a reduction of road traffic.

1.2 The Shatin to Central Link

The Shatin to Central Link will connect the Northeast New Territories andHong Kong Island via East Kowloon. This is a strategic railway line thatstretches from Tai Wai to Admiralty, connecting several existing railway lines
and passing through multiple districts in Hong Kong.

Again, this will serve areas in East Kowloon that currently do not have any
MTR service which include Kowloon City, To Kwa Wan, Ma Tau Wai and Ho
Man Tin. This will strengthen the linkage between the New Territories andHong Kong Island.

The construction of this line is expected to start this year. And the completions
are divided into 2 parts. One is a 11km long route from Tai Wai to Hung Homwhich is expected to be completed in 2018. The other section is 6km longroute from Hung Hom to Admiralty which is expected to be completed in
2020.

14

Recent Developments in Construction
Market in Hong Kong - (Cont’d)
The benefits of The Shatin to Central Link are summarised as follows:
1. Providing a fast, comfortable and reliable railway service that saves travelling time;
2. Relieve road traffic congestion and pressure on the Tai Wai to Kowloon Tong section of the East Rail Line, the Shek Kip Mei to Prince
Edward section of the Kwun Tong Line and the Nathan Road corridor of the the Tsuen Wan Line;
3. Acting as a catalyst for the redevelopment of old districts that currently rely on road transport, such as Hung Hom, Ho Man Tin, To Kwa
Wan and Ma Tau Wai, by providing them with a fast and convenient rail service;
4. Provide convenient access to the multi-purpose stadium and other recreational facilities in the Kai Tak New Development Area, thereby
spurring the growth of tourism and commercial activities and creating new employment opportunities;
5. Increasing the value of properties along the railway corridor;
6. Reducing noise and roadside air pollution by reducing road traffic, thereby improving the quality of life, as the trains are electricallypowered and emission-free.

1.3 The Guangzhou-Shenzhen-Hong Kong Express Rail Link

China is currently building a high-speed national rail network of some 12,000km to linkup major cities, with maximum train speeds of 200 to 300 km per hour. The network will
substantially enhance the Mainland’s transport capacity. To grab the opportunities, a proposalof building Guangzhou-Shenzhen-Hong Kong Express Rail Link running from West Kowloon
to Shibi, Guangzhou was announced.

Construction has been commenced in January 2010 and it is expected to be completed in2015. The project cost is about HKD6.9 Billion. Upon completion, this new high-speed rail
corridor will reduce the journey time between Guangzhou and urban areas of Hong Kongfrom 100 mins to about 50 mins only. And the terminus of West Kowloon will be the world’s
largest underground high speed rail station.

1.4 Hong Kong-Zhuhai-Macao Bridge
The Hong Kong-Zhuhai Macao Bridge is a major strategic cross-boundary project. The project
involves efforts made by three governments. It is unprecedented in terms of scope, scale andcomplexity. And after the Legislative Council approved funding in November 2011, works
within HKSAR commenced at the end of 2011 and aims to commission the main bridge in
2016.
The whole project cost about HKD57.4 Billion while the Hong Kong session cost approximately
HKD25 Billion.

1.5 West Kowloon Cultural District

The West Kowloon Cultural District (WKCD) is a major strategic investment by
Hong Kong Government in cultural and arts infrastructure. This is a strategic plan
to promote long-term development of arts and culture, supporting Hong Kong as
a creative economy and Asia’s world city. This project is going to be completed inphases, construction is expected to start in around 2014-2015.

Upon the completion, this integrated arts and cultural district will offer a mix
of world-class arts and cultural facilities, talented artists, quality programmes
and distinctive architecture to attract people in Hong Kong as well as from theMainland and the rest of the world.

1.6 Kai Tak Development Plan

The Kai Tak Airport was relocated to Chek Lap Kok in July 1998 and this relocation has offered a good opportunity for major developmentin the Metro Area. Kai Tak Development is an optimised developmentof ex-airport site comprises government, institution and community
facilities, residential and commercial areas and an extensive open space network for tourism purposes.

15

Recent Developments in Construction
Market in Hong Kong
Three key milestone implementation years have been set at 2013, 2016
and 2021. The major facilities and development include:
1. Public Rental Housing
2. A new cruise terminal
3. A multi-purpose stadium complex
4. Metropolitan park
5. Shatin to Central Link
6. HospitalThis development is a huge and highly complex development projectspanning over 320 hectares with the largest available land fronting
Victoria Harbour. It offers opportunities to bring the harbour to thepeople, provide quality living environment for around 86,000 residents,
as well as revitalise all of the surrounding districts such as Kowloon
City, Wong Tai Sin and Kwun Tong. This development also seeks to practise sustainable
development and cultivate a comprehensive network of parks and gardens for everyone
to enjoy.

Tender Price Index

With all the huge development on infrastructure, price index of both labour and major
materials is going up from May 2009 to date. Especially reinforcement bar and diesel,
prices have increased about 50%; Bitumen has also gone up for 42% and Galvanised mild steel has increased about 28% in price in thepast 3 years.

Zero Carbon Building

The construction industry has a significant role to play in Greenhouse Gas (GHG) emissions reductions. To address the challenge ofclimate change, Hong Kong has actively promoted “zero/low-carbon” developments.

The Zero Carbon Building project values HKD144 Million. Construction Industry Council (CIC) together with the Hong Kong Government
has developed the first Zero Carbon Building in Hong Kong which has been newly opened in 27 June 2012 for public visit and tours. This isa signature project to serve as an exhibition/education centre, showcasing low-carbon eco-home and eco-office design and technologies,
and displaying state-of-the-art, green and clean technologies indoors and outdoors, associated with a landscape urban forest. It aims toraise community awareness of sustainable living in Hong Kong.

References

1. Development Bureau, HKSAR http://www.devb.gov.hk/en/home/index.html
2. Highways Department, HKSAR http://www.hyd.gov.hk/eng/home/index.htm
3. Planning Department, HKSAR http://www.pland.gov.hk/
4. The Legislative Council, HKSAR http://www.legco.gov.hk/english/index.htm
5. Census and Statistics Department, HKSAR http://www.censtatd.gov.hk/
6. Mass Transit Railway Corporation Limited (MTRCL) http://mtr.com.hk/chi/homepage/cust_index.html
http://www.mtr-shatincentrallink.hk/en/home/
http://www.mtr-southislandline.hk/en/home/index.html
http://www.expressraillink.hk/tc/home/
7. The West Kowloon Cultural District Authority (WKCAL) http://www.wkcdauthority.hk/en/what_s_new/index.html
8. The Hong Kong Housing Authority and Housing Department http://www.housingauthority.gov.hk/
9. The Construction Industry Council (HKCIC)
http://www.hkcic.org/eng/main.aspx
http://www.hkcic.org/eng/zcb/project.aspx?langType=1033
10. Civil Engineering and Development Department http://www.ktd.gov.hk/

16

Innovation & Sustainability : Challenges& Opportunities - Part 1
In Part 1 of this newsletter covers following 2 topics:• Construction Innovation• Building Sustainability
In Part 2 of this newsletter covers following 2 topics:• Challenges• Opportunities

1. Construction Innovation

Reported by
Sr Amnah Salleh, Sr Shazali Sulaiman,
Sr Yeap Soon Kiat
(Appearing from left to right)
Royal Institution Of Surveyors Malaysia, Quantity
Surveying Division’s Junior Organization

Construction Innovation
Currently, lacks wide adoption of Industrial Building System (IBS) & Modular Coordination (MC) & IBS components in Malaysia
due to high cost & high technology compared to conventional construction methods.
Research & Development (R&D) is needed in the construction industry to maintain competitiveness in:• New business concept• New process• New products

Leverage On Information & Communication Technology (ICT)ICT is an enabler to cross technical & artificial barrier within the industry. ICT has proven to be able to deliver positive results interms of higher productivity, greater participation, & empowerment of team members & speed (thanks to GHz multiprocessing
capability). There is a great potential for the application of ICT in the construction industry value & supply chain.
However, Malaysian construction industry IT expenditure (RM135M in 2010) is only 4% of national total, compared to banking
27%, manufacturing 13%, oil & gas 10%, government 10%.
‘E’pplication Of ICT
New services (E-commerce applications) created by cyber technology:• E-government i.e. Malaysia E-government (MyEG)• E-tendering• E-submission• E-payment• E-filling• E-valuation• E-certificate• E-financing• E-construct (promoted by CIDB Malaysia)• E-monitoring (with GIS)(used by JUPEM)• supervision (used by JKR Malaysia)• E-AI/EI (used by Sunway Bhd)
• E-draughting

E-construction
E-construction is the application of web technology in the field of construction & engineering.
E-construction is not limited to:• Web-based project management• Enterprise resource planning• Site work automation• Automated data collection & processing• Project integration & collaboration17

Innovation & Sustainability : Challenges &Opportunities - Part 1 (Cont’d)Barriers to using E-construction:• Lack of ICT champions & visionaries, who are willing to invest time, money & resources• Mindset or perception of builders that ICT has nothing to do with transforming resources & materials into physical built
environment• Companies not willing to share information & experience because industry entrenched in competition• Low computer literacy among contractors & builders• Remote project site & poor IT infrastructure

2. Building Sustainability

Climate Change
Serious damage to future economic growth if nothing is done to curb climate change now. The Stern Review (2006) emphasizedthat “what we do now can have only a limited effect on the climate over the next 40 or 50 years. On the other hand what we doin the next 10 or 20 years can have a profound effect on the climate in the second half of this century and in the next”
Sustainable Building
Open Prototype Initiative by Massachusetts Institute of Technology (MIT) & Bensonwood Homes is a research to make excellent
residential architecture widely available in the construction industry that far lags in innovation. It encourages collaboration
among professionals & practitioners, using high quality building techniques, adopts energy efficient designs and flexible
designs that adapts to users needs.
Green Building / Sustainable Cities is a concept involving planning and design of healthy and sustainable living environment
where the cities development needs are met without imposing unsustainable demands on local & global resources & environment
and it is not limited to the use of the following:• Energy efficient walls• Natural air ventilation by having more window & roof openings• Energy monitoring & audit system• Smart lighting• Wireless surveillance• Integrated building monitoring system for ACMW & CWSP
• Non-toxic (low VOC) paint & finishes• Wheatboard cabinetry• Low flow showerheads• Low water usage WC• Plantation grown wood flooring

Smarter Building PerformanceWays to improve building performance• Control security, energy, entertainment, communications through one integrated system (Smart Building System)• Efficient energy management system that costs less and contributes to ‘green’ effort• Balance Office Building (BOB) concept that sense the environmental & occupancy changes and response by managing energy
usage• Adoption of solar panels as backup / passive energy source by taking advantage of abundance of solar energy in the tropics
Sustainability Benchmark
Ska Rating is an environmental assessment method to benchmark the environmental credentials of a building and to obtainsustainability label. It help designers choose building products and finishes that have good environmental performance.
Ska Rating is suitable for projects both new construction and refurbishment project to help owner improve the sustainability ofbuilding. The rating is flexible based on the scope of the work as it is scalable whether it is 1 floor or the entire building.

18

Innovation & Sustainability : Challenges &Opportunities - Part 2
In Part 2 of this newsletter we will be covering the following 2 topics:• Challenges• Opportunity

1. Challenges

US & EU Housing Market Crash

Reported by
Sr Shazali Sulaiman, Sr Yeap Soon Kiat
(Appearing from left to right)
Royal Institution Of Surveyors Malaysia, Quantity
Surveying Division’s Junior Organization

Geographically linked like a horseshoe starting in Western Europe (Ireland, UK, France), passes south through Catalan States(Spain, Portugal), turning east through Mediterranean (Greece, Italy) and and moving north into central and eastern Europe(Hungary, Slovakia, Slovenia), finally ending in Baltic States (Latvia, Estonia, Lithuania). Since 2007, no European housing markets
are exhibiting signs of recovery and many are still in the deep.
EU Football Nations Dept Crisis

The European sovereign debt crisis resulted from a combination of complex factors:• Globalization of finance• Easy credit conditions during the 2002–2008 period that encouraged high-risk lending and borrowing practices• 2007–2012 global financial crisis; international trade imbalances• Real-estate bubbles that have since burst• 2008–2012 global recession; fiscal policy choices related to government revenues and expenses• Approaches used by nations to bail out troubled banking industries and private bondholders
Rising EU Government Debts

19

Innovation & Sustainability : Challenges &Opportunities - Part 2 (Cont’d)
EU Trade Imbalances

Malaysia’s Issues & Challenges• Energy saving & thermal comfort through energy saving methods• Sustainable construction through environmental-friendly construction technologies & materials• Industrialization of the construction industry by embracing Industrial Building System (IBS)• Depleting river sand & clean water source that is endangering the environment• Build-Then-Sell Mechanism in 2015 may cause supply of homes to drop by 80% & price of homes to increase• Government contracts awarded shrunk by 1900% from RM4,880M in 2011 to RM253M in Mar 2012
• Malaysia GDP grew at 4.7% in Q1 2012 compared to 5.1% in Q1 2011
• Bank Negara anticipate 4%-5% for 2012. March 2013 reported 5%-6%• Tender price index is expected to increase by 2.7% in Q2 2012 against Q2 2011 and 0.067% against beginning of 2012

Malaysia’s Price Escalation• Concrete (6% increase)– 60% - 80% of material used in a building comprises of cement & cement related materials– 6 cement producers Lafarge Bhd, YTL Cement Bhd, Tasek Corp Bhd, Cement Industries of Malaysia Bhd, CMS Cement
Sdn Bhd, Holcim (M) Sdn Bhd– Q3 2012 = RM17.50/50kg bag– Q1 2012 = RM16.50/50kg bag•••

Sand (7.5% increase)– Q3 2012 = RM40 – 43/cu yard
– Q1 2012 = RM38 - 40/cu yard
Aggregate (5% increase)– Q3 2012 = RM21/tonne– Q1 2012 = RM20/tonne

Steel (6% muted increase)– Q3 2012 = RM2,500/tonne– Q1 2012 = RM2,350/tonne– World Steel Association showed that global steel consumption dropped sharply at end 2011 and grew at a slower 6.8%
for 2011 compared to 15.1% in 2010.
– Due to the slower global growth in 2012, global steel industry is likely to remain in overcapacity situation of 72% at
the end of 2011 against 83% in June 201120

Innovation & Sustainability : Challenges &Opportunities - Part 2 (Cont’d)•Clay Brick (5% decrease)– Q3 2012 = RM0.40/pc– Q1 2012 = RM0.38/pc•

Cement Sand Brick (40% increase)– Q3 2012 = RM0.28/pc– Q1 2012 = RM0.20/pc••

Labour (29% increase)– Labour shortage due to indonesian workforce returning to booming home land
– Q3 2012 = RM45/day– Q3 2011 = RM35/day
Transport (29% increase)– Q3 2012 = RM450/truck– Q3 2011 = RM400/truck

2. Opportunities
Property & Facilities Management
Despite the crash in commercial properties worldwide in 2009. Property Management (PM) & Facilities Management (FM) firms
revenue increase from 14% in 2006 to 38% of USD4.4b in 2009.

Increasing wealth in emerging market mean that its people will be acquiring assets overseas. PM & FM will continue to strive
through the EU financial crisis as it is vital to overall management of corporate real estate portfolios.

FM in Malaysia is functioning at work force & middle management (operational) level but lacking at top management (strategic)level. Need to integrate FM into whole life cycle cost of construction projects to promote better management & working integration.
FM needs to strategically integrate with IT and client’s business processes.
Unemployment Rate In Malaysia

21

Innovation & Sustainability : Challenges &Opportunities - Part 2 (Cont’d)Consumer Confidence In Malaysia

Consumer Confidence In Malaysia
CIDB says RM120b worth of projects in 2012 mainly in oil & gas (O&G) & transportation sectors:• Petronas Refinery and Petrochemical Integrated Development (RAPID) in Pengerang, Johor = RM60b (50% of market share)• Mass Rapid Transit (MRT) / Aliran Transit Massa in Kuala Lumpur = RM40b (33% of market share)• All other ongoing projects = RM20b (17% of market share)

22

Innovation & Sustainability : Challenges &Opportunities - Part 2 (Cont’d)
RAPID In Pengerang, Johor

Rapid is slated for full operations in 2016, and is expected to be bigger than the combined areas of the other Petronas hubs in
Kerteh, Malacca and Gebeng in Pahang.
Petronas’ ambitious expansion in its downstream production capacity in Asia’s dynamic chemicals segment.

23

Innovation & Sustainability : Challenges &Opportunities - Part 2 (Cont’d)
The complex will cover an area of 2,000 hectares and includes a 300,000 barrels per day (bpd) crude oil refinery. It will produce
9 million tonnes of petroleum products and 4.5 million tonnes of petrochemicals per year.

The complex includes a naphtha cracker which will produce 3 million tonnes of ethylene, propylene, C4 and C5 olefins annually.
It also includes a petrochemical and polymer complex which will produce C4 and C5 derivates. Other infrastructure includes
pipelines, storage tanks and warehousing facilities and a liquefied natural gas (LNG) terminal and a co-generation power plantto support the RAPID project.
Petronas is seeking 10-12 partners to implement the project. It is planning to finalise the partners before taking the final
investment decision. Petronas has already signed agreements with three partners.

An agreement was signed with Itochu and PTT Global Chemical Public Company in May 2012. The two companies will partner todevelop a few downstream units of the complex. In June 2012, Petronas and BASF signed an agreement to develop two projects
including the RAPID project. 40,000 workers are expected to be required during construction of the project. The project will
generate 4,000 new jobs after completion.
Greater KL MRT, Kuala Lumpur

Also know as Projek Transit Aliran Massa or Transit Aliran Pantas is Malaysia’s
largest megaproject and first Mass Rapit Transit (MRT) project & is one of the key
initiative identified under the government’s Economic Transformation Programme(ETP). 3 MRT lines are being planned, with a total length of 150km.

The Sg Buloh-Kajang MRT Line is the first of at least 3 MRT lines and estimatedto be between 60km to 65km in length & a ride from the first to the last station
will take approximately 90 minutes with 35 stations, with 11 of them incorporatingpark-and-ride facilities & population catchment of 1.2 million, with estimated dailyridership of 442,000.
Project Delivery Partner (project manager) awarded to MMC-Gamuda Joint Venture
Sdn Bhd and Project owner is Syarikat Prasarana Negara Bhd & Project regulator
and licensing authority is Land Public Transport Commission (SPAD).
The first phase of ground breaking was July 2011 and fully operational by 2016. By
2020, the MRT is expected to carry 2 million riders, serving over 11% of total travel
across Klang Valley and 64% of travel in and out of KL City Centre.

The whole MRT project is expected to create 130,000 jobs & the implementation
is expected to generate Gross National Income of between RM3 billion and RM4billion beginning 2011 until 2020.

24

Innovation and Sustainability Initiatives
in the Philippines
In the global scenario, the building industry is responsible for a significant share in global energy use (approx. 40%), resource
consumption (more than 30%) and waste generation (30% of solid waste). Yet the building industry is also a vital engine
to economic development, particularly to developing countries, so much so that the immediate gains would seem to rendersustainable development a lower priority.
The Philippines however is taking heed of the series of cautions that call for a change in the way economic development ispursued. Both government and non-government organizations have started to cooperate so that more sustainable practices areencouraged. For example, the Philippine government has incentivised environmentally-sustainable construction methods inthe social housing sector, particularly the development of green products like modified-concrete hollow blocks, coco air nets forsoil erosion, the promotion of green masonry, and the provision of technical green skills training through the TESDA (Technical
Education and Skills Development Authority).

The government’s message is clear: everyone is encouraged to take part of sustainability initiatives for the benefit of the entire
nation. The Philippine Council for Sustainable Development (PCSD) is the country’s lead-body and was created through Executive
Order No. 15 (01 September 1992) to provide the national mechanism towards the implementation of Agenda 21 of the Rio
Earth Summit.
Also, similar to the LEED (Leadership in Energy and Environment Design) program in the US, the Philippine Green Building
Council (PHILGBC) created the Building for Ecologically Responsive Design Excellence (BERDE) Program in response to the local
industry’s need to measure environmental performance of buildings, and to proactively address the negative impacts of climatechange in the property sector.

There are already several certified-green projects in the Philippines and 19 are currently LEED registered projects. One of whichis The Zuellig Building in Makati City. It is the first Gold level LEED core-&-shell pre-certified structure in the Philippines which
was achieved with a five percent cost premium against the standard cost plan and further expected to move up to seven percent
for a Platinum certification.
In the 2011 Climate Change Vulnerability Index (CCVI) by British risk analysis firm Maplecroft, the Philippines was cited as
one of the six fastest-growing cities in the world that is at “extreme risk” to the impact of climate change. The disasters brought
about by typhoons along with news of the natural calamities elsewhere have heightened local awareness on climate change andis pushing local construction professionals to participate.
Quantity surveyors in the country have now incorporated aspects of Sustainable Construction in their services, and it is fast
becoming a key feature of many projects. With focus on reduction of energy-use and the cost of occupation, whole-life coststudies and assessments on long-term impact are now a part of investment decisions along with examining options using payback and rates-of-return on capital.
References:
1. http://pcsd.neda.gov.ph/the-council/legal-mandate/
2. http://www.psdn.org.ph/agenda21/wherenow.htm.
3. http://earthsky.org/earth/top-10-countries-most-at-risk-from-climate-change
4. http://philgbc.org/index.php/berde

By Jose Fernando Magsi and Neil Bryan de Luna,

Communication Committee,
Philippine Institute of Certified Quantity Surveyors (PICQS)

25

LATEST DEVELOPMENTS IN BRUNEIDARUSSALAM
Brunei Darussalam has a small economy, which is growing at a slow and steadyrate. It has remained stable with an average inflation rate of 1.5% over the past
twenty years. Brunei’s economy has generally been dominated by the oil andgas industry for the past 80 years with hydrocarbon resources accounting for
90% of its export and more than 50% of its Gross Domestic Product. Today,
Brunei is the fourth largest oil producer in South East Asia and the ninth
largest exporter of liquefied natural gas in the world.

By Ling Kie Kuck, Alex

Pertubuhan Ukur Jurutera & Arkitek (PUJA-Brunei)

Due to rising awareness in the country of depleting natural resources and the subsequent need to diversify the economy awayfrom its over-reliance on oil and gas, there has been a steady shift in economic trends and policies, with an aim to widen Brunei’s
economic base beyond oil and gas. This has resulted in an upswing in the construction industry in recent times.

BANDAR SERI BEGAWAN DEVELOPMENT MASTER PLAN
In its effort to stimulate economic growth, the Brunei Government is actively promoting the development of various target sectors
through its five-year National Development Plans. The current National Development Plan marks a strategic shift in the planningand implementation of development projects, as it is the first national development plan to have been formulated in line with theobjectives of Brunei Darussalam’s recently launched long-term development plan, better known as “Wawasan Brunei 2035” or“Vision Brunei 2035”.

The Bandar Seri Begawan Development Master Plan is a comprehensive plan for the capital of Brunei Darussalam, providing clear
development strategies to guide future development. The objectives of the Master Plan, are to maintain the status of Bandar Seri
Begawan as one of the top ten most livable cities in Asia; to ensure orderly development so as to make Bandar Seri Begawan a safe,
livable and friendly place; and to craft immediate, medium and long-term development policies and strategies for Bandar Seri
Begawan until the year 2035 and beyond.
Some of the current major developments undertaken as part of the National Development Plan are as follow:

1.0 BRUNEI AIRPORT REDEVELOPMENT
In order to facilitate an increase in economic activity for Brunei, the BEDB, in collaboration with the Department of Civil Aviation
and a Singapore consortium, Changi Airport Consultants Pte Ltd/AECOM Asia Co Ltd, is currently undertaking a modernization
project for the Brunei International Airport Terminal. Aimed at improving the existing environment and appearance, this projectis expected to enhance convenience to passengers and the public through the expansion of floor areas, the development of iconic
structures and green features, as well as the installation of a much improved security system. The construction works commenced
in the fourth quarter of 2011 and will take approximately 36 months to complete. The modernization program has been designed
to ensure the smooth operations of the airport and the minimizing of any potential disruptions throughout the entire construction
period. The cost of the airport redevelopment is approximately 111 million dollars and is part of Brunei’s plans to flag itself as anaviation hub on Borneo.
2.0 SUNGAI AKAR INTEGRATED WASTE MANAGEMENT FACILITY
In an effort to make Brunei a cleaner and greener destination, an integrated waste management system is being established. This
includes the rehabilitation of the Sungai Akar rubbish dumpsite, and the construction of both a transfer station in Sungai Akar
and a new engineered landfill in Sungai Paku in Tutong. The rehabilitation of Site A of Sungai Akar rubbish dumpsite, carried out
by a Brunei consortium led by Jurusy Perunding, was completed in 2009 while Site B is still temporarily accepting waste until theengineered landfill commences operations. Meanwhile, the construction of the engineered landfill and transfer station is being
carried out by a Singapore-Brunei consortium, ST Marine-QAF, and has been partially operational since September 2011.
26

LATEST DEVELOPMENT IN BRUNEIDARUSSALAM (Cont’d)
2.0 NATIONAL HOUSING SCHEMESIn response to the rapidly growing number of citizens applying for houses under the National Housing Scheme, the BEDB iscurrently undertaking three pilot projects for the construction of a total number of 7500 low-cost houses under the Scheme withina period of 48 months. They are:
3.1 2000 Houses in Kg Panaga, Kuala Belait, within 24 months
Built on a 180- hectare site by BinaPuri Holdings Bhd of Malaysia, the construction of the 2000 houses in Kg Panaga
was completed in 2011. The construction includes 800 semi-detached and 1200 terrace units with supporting
infrastructure.

3.2 4000 Houses in Kg Mengkubau, Brunei-Muara District, within 48 months
The construction of 4000 houses in Kg Mengkubau commenced in February 2010 and is expected to be completed by
the first quarter of 2014. Built on a 309 hectare site, the construction is carried out by UEM Builder Bhd of Malaysia andincludes 1600 semi-detached and 2400 terrace units with supporting infrastructure.
3.3 1500 Houses in Kg Bukit Beruang, Tutong, within 18 months
The pilot scheme to build 1500 houses on a 127 hectare site in Kg Bukit Beruang is expected to be completed within 18
months. Work commenced in January 2011. The construction includes 500 semi-detached and 1000 terrace units withsupporting infrastructure and is carried out by TEE International Limited of Singapore.

4.0 TELISAI – LUMUT HIGHWAY
The construction of a major 18.6km dual carriageway from Telisai to Lumut is expected to be completed by the third quarter of2013 with the objective of easing the traffic flows between Bandar Seri Begawan and Kuala Belait as well as in the Sungai Liangarea where SPARK is located. The construction is jointly carried out by Surati Construction Sdn Bhd of Brunei and Third Harbor
Engineering Co. Ltd of China.
5.0 PULAU MUARA BESAR
Pulau Muara Besar is a 955-hectare island situated in Brunei Bay, next to Muara municipality. Strategically located at the eastwest maritime trade route. It is an ideal location for a deep sea container port. PMB is ideally positioned for export-oriented
activities related to oil and gas industry such as an integrated petrochemical refinery as well as a marine supply base. Appropriate
infrastructure will also be developed to support and facilitate the establishment of such industries at PMB.

A bridge will eventually be built to link the island to the mainland and the port will be developed will be in phases, with thefirst phase creating a straight line quay of 660m for container ships berths. It will include equipping the port with the following
facilities:• New post-panamax cranes• Container yard with 156 reefer points (42,681 m2)• Total area of 34.3 hectares including container yard
• Warehousing and free zone option

27

Building Information Modelling (BIM)
Building Information Modelling (BIM) is a revolutionary concept of using
computer simulation in the construction industry. In BIM, the construction
project is simulated in a virtual environment. Since the simulation can be donein be done in a computer with the usage of software, the virtual building makeit possible to practice construction, to experiment, and to make adjustmentsin the project before its actual construction. As the mistakes in the design andconstruction can be identified and can be addressed in the virtual environment
itself, this results reduction of mistakes in the actual construction in the site.

By Ramadha De Silva
BSc (Hons) Quantity Surveying (Under Graduate)
University of Moratuwa, Sri Lanka

A BIM model represents the actual parts and pieces used to construct a project
along with geometry, spiral relationships, geographic information, quantities and properties of building components such as
manufacturer’s details. BMI can be used to demonstrate the entire building lifecycle from construction through to facility operation.

BIM should not be confused with the number of dimensions used to represent the building. BIM provides a common environment
for all information defining a building, facility or asset, together with its common parts and activities. This includes building shape,
design and construction time, costs, physical performance, logistics and more.

BIM changes the traditional process by making the model the primary tool for the whole project team. This ensures that all thedesigners, contractors and sub contractors maintain their common basis for design, and that the detailed relationships between
systems can be explored and fully detailed.
Application
When the applicability of BIM in the construction industry is considered, it is clear that it has the potential impact of every aspectof Surveying Profession, such as for those involved with Property, FM, Building Surveying, Civil as well as traditional building
construction.

Barriers
Since BIM is a new trend in the construction industry, the main barrier identified is the lack of awareness of this technique. Mostof the time, the clients are unaware of the advantages of this simulation method and that they can have a major influence on thedeliverables of the project.
Advantages
BMI has many advantages where as competitive ones it confers are: increase speed of delivery, better coordination, decrease costs,
greater productivity, higher-quality work etc.
The following table shows its strengths in differences phases in a construction project.

28

Building Information Modelling (BIM)(Cont’d)In the Design Phase
•

•

•
•

•

•

As this approach makes all the criticalinformation immediately available,
project-related decisions can bemade more quickly and effectively.

Allows the project team to makechanges to the project at any time
during the design or documentation
process without difficulty, lowvalue re-coordination and manual
checking work.
All of the building design anddocumentation work can be done
concurrently.

Supports a distributed team so thatpeople, tools, and tasks can effectively
share this information throughout thebuilding lifecycle, thus eliminating
data redundancy, data re-entry,
data loss, miscommunication, andtranslation errors.

In the Construction Phase
•

•
•
•

The builder can accelerate thequantification of the building for
estimating,value-engineering
purposes and for construction
planning.
Builder can quickly prepare plans
showing site use or renovation
phasing for the owner.

Consequences of proposed or
procured products can be studied
and understood easily.

In the Management Phase
•

•

Makes
available
concurrent
information on the use or
performance of the building; its
occupants and contents; the lifeof the building over time; and thefinancial aspects of the building.
Accelerates the adaptation ofstandard building prototypes to site
conditions.

Less time and money are spent on
process and administration issues inconstruction.

Whenever a change is made, all
the consequences of that change
can be automatically coordinatedthroughout the project.
Eliminates coordination mistakes
and improves the overall quality of
the work.

When adopted well, BIM facilitates amore integrated design and construction process results in better quality buildings at lower
cost and reduction of project duration.

29

YQSG Program 2013 - Xian, China
1st Day Session - 17 May 2013 (Friday)活动第一日2013年5月17日（周五）One day Tour to Terracotta Warrior, Shan Xi Museum & the Geese Tower
Fee: RMB 500/ person including lunch, dinner, coach, sight tickets and insurance with English speak tour guide(Quota: 20 overseas + 10 China)
一日游：兵马俑，陕西博物馆，大雁塔
第一日活动自费，人民币500元。含午餐、晚餐、巴士，景点门票，英语导游，保险。
(人数：国际代表20人，国内代表10人)
2nd Day Session – 18th May 2013 (Saturday)
活动第二日 2013年5月18日（周六）Free of Charge (Quota: 30 for overseas delegates)
第二日活动免费（国际代表30人）
AGENDA 日程安排
Morning Session 上午节目Assemble at Congress Hotel Lobby (Sofitel Xian on Renmin Square. Xi’an China)
8.00am中国西安索菲特酒店大堂集合
9:00amYQSG Committee Internal Meeting 青年组委员会内部会议
Welcome Speeches (CECA Representative and Chairman of YQSG)
10:00am致欢迎词（中价协代表，青年组主席）10:15amIce-breaking Game 破冰游戏Presentations and Introduction (by Local & Foreign Delegates) 主题演讲（国际及国内代表）
10.30am
Theme: Latest Project Development and Construction Cost Trend 主题：项目开发与造价趋势
12:30pm
Lunch午餐
1:15pmPanel Discussion (Moderated by YQSG Chairman and Reps from Each Country on Stage) 小组讨论
1:45pmGift Exchange and group photos 交换礼物及集体合照Afternoon Session 下午节目2:00pmSite Visits 项目考察
Evening Session 晚间节目
7.00pmSpecialty Dinner (YQSG & PAQS Main Congress) 与YQSG会员们共进晚餐Registration
Please register before 15 March 2013 via your respective local institute. Each country will be allowed 3 places andapplicants will be on waiting list until spare places are available.
For 1stday tour, please pay to nominated meeting agency at front desk on registration day (16 May 2013).
Place: Congress Hotel Lobby (Sofitel Xian on Renmin Square. Xi’an China)
Time: 9:00 a.m. – 21:00 p.m.
For enquiries, please contact Miss Annabella Wu (CECA)(E-mail: wyq_anna@yahoo.com.cn / Tel :86 13817654523 / 86 21 63459170)
申请参加请于 2013年 3月 15日前通过成员国或地区申请参加。每个成员国有 3个席位，其余申请人将列入候补席， 如有多
余席位将另行告知。
第一日活动费用，请于报到当日在签到台支付。
如有任何问题，请电邮联系 中国建设工程造价管理协会 吴小姐 wyq_anna@yahoo.com.cn.
30

Stay connected.
The YQSG Committee
Chairman:
Joseph Chong (HKIS)
josephhku@gmail.com

Vice-Chairman:
Prasath Sanjeewa (IQSSL)
prasathsanjeewa@yahoo.com
Yeap Soon Kiat (RISM)
yskiat@yahoo.com
Annabella Wu (CECA)
wyq_anna@yahoo.com.cn
Secretary:
Low Sow Fun (PUJA-Brunei)
lah@brunet.bn

IT:
Prasath Sanjeewa (IQSSL)
prasathsanjeewa@yahoo.com
Yeap Soon Kiat (RISM)
yskiat@yahoo.com

Australia

Members:
Members:
Kenta Fukagawa (BSIJ)
Aaron Phua Tuan Chuan (PUJA-Brunei)
fukagawak@gmail.com
cuti3aaron@hotmail.com
Eugene Seah (SISV)Alex Ling Kie Kuck (PUJA-Brunei)
eugeneseah@sg.langdonseah.com
kiekuck@hotmail.com
Daniel Wong (SISV)
Aaron Wong Chuan Xing (PUJA-Brunei)daniel.wong@pfspl.com.sg
ajjwcx@hotmail.com
Khoo Sze Boon (SISV)Hjh Siti Seri Hj Jamil (PUJA-Brunei)
kooszeboon@sg.langdonseah.com
ssj8896@yahoo.com
Amnah Salleh (RISM)
Hj Muhammad Fahrurrazi Hj Abdul Hamid (PUJA-Brunei)
amnahsalleh@yahoo.com
razi2709@hotmail.com
Shazali Sulaiman (ISM)shazali@mail.kaassociates.com.my
Nila Dimaano (Philippines)
ndd.unl@gmail.com
Web
Nishantha Wichramasingae (IQSSL)
1. www.yqsg.net
nishantha.wickramasinghe@redcross.lk
2. http://paqsyqsg.proboards.com/index.cgi
Max Shea (AIQS)
3. http://www.linkedin.com/groups?mostPopular=&g
max.shea@au.rlb.com
id=2608377
4. http://www.facebook.com/groups/ypaqs/

Australian Institute of Quantity Surveyors(AIQS)
Suite 602, Level 6, 65 York Street, Sydney,
NSW 2000 Australia.
Phone: +612 9262 1822
Fax: +612 9279 1400
Web:www.aiqs.com.au
www.yourunthenumbers.com.au

China

China Engineering Cost Association (CECA)
No.9 SanLiHe Road,
Ministry of Construction, Beijing,
P.R China
Phone: +86 10 5781 1486
Fax: +86 10 5781 1485
Web: www.ceca.org.cn

Brunei

Institution of Surveyors, Engineers andArchitects, Brunei (PUJA)

Unit 3, 2nd Floor, Block B9, Simpang 32-66,
Kampong Anggerek Desa, Berakas BB3713,
Brunei Darussalam
Phone: +673 2384021
Fax: +673 2384021
Web: www.puja-brunei.com

Email:
secgeneral@puja-brunei.com
orhzassoc@brunet.bn

FIJI

Fiji Institute of Quantity Surveyors (FIQS)
PO Box 286, Suva, Fiji

Phone: 67 9 300 455
Fax: 67 9 300 375
Email: fiqsec@yahoo.com

CanadaCanadian Institute of Quantity Surveyors(CIQS)

90 Nolan Court, Unit 19, Markham, Ontario,
L3R 4L9 Canada
Phone: +905 477 0008
Fax: +905 477 6774
Web: www.ciqs.org
Email: info@ciqs.org

Hong Kong

Quantity Surveying Division,
The Hong Kong Institute of Surveyors (HKIS)
Room 1205, 12/F, Wing on Centre
111 Connaught Road Central, Sheung Wan,
Hong Kong.
Phone : (852) 2526 3679
Fax : (852) 2868 4612
Email: info@hkis.org.hk

31

Stay connected.
Japan

Malaysia

New Zealand

Building Surveyor’s Institute ofJapan (BSIJ)

Royal Institution of Surveyors Malaysia(RISM)New Zealand Institute of Quantity
Surveyors (NZIQS)

Phone: (03) 3453 - 9591
Fax: (03) 3453 9597
Web: www.bsij.or.jp
Email: hp@bsij.or.jp

Phone: 603 7955 1773, or 603 7956 9728
Fax: 603 7955 0253
Web: www.rism.org.my
Email: secretariat@rism.org.my

Phone: (64) (0)4 473 5521
Email: office@nziqs.co.nz

105-0014
3-16-12 Shiba, Minato-ku, Tokyo Mita 3F
Sunrise Building

Phillipines

Philippine Institute of Certified Quantity
Surveyors (PICQS)
Unit 4H Tower 5 Avida, Sucat Towers,
Dr. A. Santos Avenue, Sucat, Paranaque,Philippines

Phone: 0063 9189092612
0063 917 8111068
Web: www.picqs.org
Email:
picqs@yahoo.com or jmc.picqs@yahoo.com

3rd Floor, Bangunan Juruukur, 64-66
Jalan 52/4, 46200 Petaling Jaya, Selangor,
MALAYSIA.

Sri Lanka

Institute of Quantity Surveyors Sri Lanka(IQSSL)The Professional Centre, No.
275/75, 2nd Floor,
Prof. Stanley Wijesundra Mawatha,
off Bauddhaloka Mawatha,
Colombo 07
Phone: 0094 11 2595970
Fax: 0094 11 2595570
Email: iqssl@sltnet.lk

Level 8276 Lambton Quay Wellington 6011
New ZealandSingapore

Singapore Institute of Surveyors and Valuers(SISV)

110 Middle Road #09-00 Chiat Hong Building
Singapore 188968
Phone: (65) 62223030
Fax: (65)62252453
Email: qs@sisv.org.sg

South Africa

Association of South African Quantity
Surveyors (ASAQS)

Suite G6, Building 27, Thornhill Office Park,
Bekker Road, Midrand, 1686, South Africa
Phone: +27 11 315 4140
Fax: +27 11 315 3785
Web: www.asaqs.co.za
Email: association@asaqs.co.za

If you are interested in publishing articles in
YQSG Newsletters you can send your articles
to Prasath (prasathsanjeewa@yahoo.com).
We will publish them in upcoming newslettersafter review.

32