1

Introduction to Property Management

The management in Property Management can be defined as a form of work that
involves coordinating an organizations human, financial, physical and information
resources toward accomplishing organizational objectives. The attainments of those
organizational goals should be in an effective and efficient manner through planning,
organizing, leading and controlling organizational resources.
The property in Property Management refers to Real Property which is physical
land, and anything growing on it, attached to it, or erected on it, including a house or
any other structure.
Property Management hence can be defined as the total care of the building during
the operation stage.

1.1

Definition of property management

The definition of property management varies between different experts or
authors but essentially they all contain the same themes which are:
-

Establishing goals and objectives

Implementing policies
Monitoring and reviewing strategies for the benefit of the owner or

tenants, and
Enhancing the value of the property

With that, we found a definition which perfectly suits all these themes.
Property management involves organising an efficient system as well as
directing, coordinating and controlling all the skills available towards
maximising income from a property and at the same time ensuring maximum
protection of its fabric from deterioration and wastage through proper upkeep
and maintenance. (Chin, 1986)

1.2

Definition of Special properties

Special purpose property is a property that is usually used for one type of use
or limited use. This type of property usually has unique design and layout,
uses special construction materials, some does not earn income at all, or other
features that limit the property's utility for purposes other than the one for
which it was built. It can be a building with limited uses and marketability,
such as a church, theatre, mosque, school, or public utility. As the property is
of a specialized nature, the market for the property may also be quite limited.
This is also known as limited-market property or special-design property.

1.3

Objectives of special properties management

The objective of special properties management is to manage the property
effectively and efficiently. Management of special properties is usually
provided internally by members of the particular business of an organization.
These individuals must be skilled in the techniques of professional property
management and knowledgeable in their specific fields or endeavour.

1.4

Objectives of managing mosque

The objective of managing a mosque is mainly to manage an area of worship
for the pilgrims effectively and efficiently. Mosque is a place where Muslims
pilgrims carry out Islamic activities in pursuance of Islam as a complete way
of life. The mosque also cater to other services such as, wedding services;
provide funeral, burial, and cemetery facilities to Muslims; carry out
religious and charitable acts to help those in need; gives out religious
education to young people and so on. Thus, it is very important to manage the
mosque in a way so that these activities can be done smoothly.

1.5

Characteristics of special properties

Hotels, motels, church, mosque, hospital, police station, school, museum, zoo
and park are considered special properties. Though these places are different
in nature, they share a common denominator which is the activity in these
buildings is a special business or organisation that affects the design and
operation of the building themselves. Due to the reason that the properties are

of specialized nature, the market for these properties may also be quite
limited. Thus, these properties also share common characteristics in which
their market availability and demands are low.

STRATEGY OF PROPERTY MANAGEMENT

Every property requires a property manager who runs the day to day operations
in order for the building or property to run smoothly and to maintain the conditions of
the building or property. Therefore, all property management companies have to come
up with a property management strategy with proper reference to the function and use of
the property.
The main purpose of developing a strategy to manage a property is to ensure the
management of property run smoothly and is well planned.

2.1

STAGES OF PROPERTY MANAGEMENT STRATEGY

The strategy of property management include three steps which are fundamental
in order to manage the building efficiently and effectively. The steps involved are:
1. Strategic analysis
2. Developing solutions
3. Strategy implementation
1. Strategic Analysis
Strategic analysis is the first step of the management strategy stage which
includes compiling and obtaining all the data and facts regarding the property.
Besides, strategic analysis also includes developing organization objective, policy
and requirements, identifying sources of funds to finance the strategy, identifying the
physical aspect and condition of the property, analyzing the cost and establishing a
budget for short term and long term to achieve value for money from the asset.

The strategic analysis step can be summarized in the following mind map:

Services
audit and
review
Assessmen
t of
expectatio
ns and
objectives

Market
audit
Strategic
Analysis

Resource
audit

Portfolio
audit

A. Service audit and review

Service audit and review involves the technique of benchmarking as a method or
tool for establishing current performance and achievement. Furthermore, analysis
of space and maintenance plan is required in this stage.
B. Assessment of expectations and objectives
Organisations should be able to define their expectations and objectives for their
property. This can be done by analyzing the strength, weaknesses, satisfaction
level and also includes an analysis of opportunities and threats. These objectives
should be embodied in a formal statement, or linked to it, and should relate to the
business needs. The examples of objectives an organization can use are:
Providing services required by residents/visitors/tenants.
Maximising value for money
Optimising the service potential of the asset.
Contributing to economic growth

C. Portfolio audit
Implicit in an audit of real estate and related assets will be consideration of the
necessity for and provision of support services, maintenance plan and an

assessment of risks. Organisations have to identify their space utilization and

procedures for charging for the use of pace. This auditing will raise awareness of
how space is being used and how economical that use is. An evaluation of the
full cost of providing the space, that is, the cost of providing support services,
must form part of the exercise which will help establish which spaces are
providing value for money and which are not.
D. Resource audit
Resource audit of real estate include a review of personnel employed in the
provision of services and facilities management that cover both in-house and
contracted organisations. Organisations must analyse the processes that are
contained within the facilities to determine patterns of use and areas of intensive
use. The resource audit concentrates on people, providers and systems. Resource
audit on people is to determine the skills profiles and to identify gaps. Resource
audit on providers is to determine capability, scope and terms of engagement.
Resource audit on systems is to establish the status of all procedures and
technology by process analysis and systems audit.
E. Market audit
Organisations undertake a market audit periodically to establish the state of the
real estate market and the position on service providers.
2. Developing solutions
The information obtained in stage one which includes the organizations
objective will be assessed and analyzed for the second time and the facilities
management strategy will be formed. This means an organization have to choose
the real and most appropriate strategy. The recommended approach is:
Generation of options
Assembly of criteria for judging options
Evaluation of options
Selection of preferred option of organisations actual facilities
management strategy
1. Generation of options
There are many ways in which organisations can establish options, for example,
consultation with stakeholders and invitations to external experts. The strategic
analysis stage should have highlighted precisely how well the organisations
space and other attributes of its facilities match up to its needs. This means that

options should be considered for bridging identified gaps as well as for bringing
innovative solutions to present and future needs.
3. Strategy Implementation
In this stage, it consists of development strategic process through creation
of implementation plan that contains planning schedule, timetables and proper
risk management. (Atkin, B., 2000)
An organization or facility management have to identify risks and is
responsible to assign these risks in which is included in facility or property
management. The plan should encompass people and systems, communication,
resource planning, and procurement. (Noor, A.R., 2004)

2.1.1

STRATEGIES OF MANAGING A MOSQUE

1. Set up objectives
The first step of managing a mosque is to set up short term, middle term and
long term objectives. The management of the mosque must consider the goals
and objectives of the organization in accordance to the asset of the mosque in
order to achieve measurable result within a period of time.
2. Management Framework of mosque
The management framework must cover the following characteristics which
are listed below.
Knowledge of levels of service required by visitors.
Knowledge of management performance and reliability
Knowledge of mosques utilization and capacity
Knowledge of mosques value
Ability to serve pilgrims and worshipers needs
Ability to optimize maintenance and operation activities
Ability to analyse alternative treatment option
Ability to align mosque with service and community expectations
3. Property Assessment tools
Property assessment tools outlined in mosque strategic planning provides the
organization with a structured process to guide decision making for property
management. The property assessment tools and particularly the Decision

Logic Map, enable the organization to demonstrate its commitment to

transparency and accountability by making decisions freely available, easily
understood, measurable and accessible. The Assessment tools consists of two
elements which are Decision Logic Map which is a guided set of questions in
a flow chart and a key performance critea which is a set of measures for
property performance.
The property performance indicators are a way of measuring the
propertys management performance which can be measured using these
I.

indicators:
Financial
Performance can be measured through rental, outgoings, capital works
expenditure, property maintenance expenditure and employment.

II.

Utilisation
Utilisation in this case means the utilization of space of the property.

III.

Condition
Condition of a property can be measured through condition rating,
estimated life, remaining useful life and consumption of the building.

IV.

Community
A property management performance can be measured through the
community. The value of community benefits is the measurement of a
managements performance. Community benefits include considerations
of value to the community and covers inclusion, access and diversity.

V.

Environment
Environment measures such as water consumptions, electrical energy
consumption, gas energy consumption and value of natural environmental
benefits.

4. Preparing budget for mosque

Budget and financial associated with mosque include:
Maintenance costs
-Preventative
-Programmed
-Reactive
Operating costs
-Utilities
-Staffing
Upgrade cost
-Purchases
Income from agreements

External funding
Disposal costs
-Advertising
-Marketing
Contracts and partnership agreements

2.2 MANAGEMENT PLAN

Management plan is a blueprint of how an organization runs both day to day and
in long term. Management plan includes the standard methods for doing various things
such as handling money, dealing with actual work of the organization, duties of each
staff of the organization and overall philosophical and intellectual framework of the
operation.
The management plan includes the following :

What is the organization want to accomplish?

What are the day-to-day routine to keep the organization running?
What are the resources available to carry out management plan?
How does the management plan fit to achieve the vision and mission of
the organization ?

2.3 Objectives of the Management Plan

To provide a proper and systematic management system for the company.

To increase efficiency and effectiveness in all departments of the company
To minimize wastage of materials and promote a hardworking environment
among workers.

Steps of Management Plan

1. Strategic Plan
Involves research on the market for operational property asset accommodation. It
represent long term plan such as refurbishment or repositioning of the building as
well as analyzing market rental and capital values.

2. Technical Plan

Technical plans are annual plans which concerns the normal issues of
managing the property such as annual management report and annual budgeting.
2. Operational Plan
They represent short-term operational strategies for the building which includes
day-to-day routine issues concerning the management and maintenance of the
building.

Property Management Framework

Strategic Management
Operational Management

Management
Environmenta

Financial

Marketing&Lease Information

Management

management

Management

Political/

Rents/return/funding

Marketing

Research/

Legal

Tenancy

customer

economics

management

feedback

social/cultural

Rental of space

technology

Maintenance
Building
Security
Construction and engineering
Sewerage
Air-conditioning system
Plumbing
Lifts and escalator
Advertising & signage
Electrical
Cleanliness
Parking

Performance measurement

2.4 SYSTEM USED TO MANAGE A MOSQUE

Mosques are administrated under the authority of State Islamic Council,
respectively (Ahmad et al., 2010). As an illustration, a mosque that is located in
Putrajaya will be under the authority of Department of Islamic Development Malaysia.
According to Jaafar et al., there are two teams involved in mosque management which
includes mosque organization committee and mosque officers. Mosque organizations
committee plan and execute all activities in a mosque meanwhile mosque officers that
stands of inspectorate, Imam, preacher, muezzin and siak whose have been appointed
from council or Department of Islamic Affairs and

been given allowances. These

officers only execute their own tasks which have been appointed by the Department of
Islamic Development Malaysia.
In Malaysia, there are two groups of people entrusted with the management of
state mosques. The first group consists of salaried individuals who are employed by the
government. These are the officers of the mosque. Generally, these officers are
appointed by the Department of Islamic Development Malaysia. The officers of state
mosques normally comprise the Imam Besar (Chief Cleric), the Imam (Cleric), the
Khatib (Friday sermon reader), the Bilal (caller to prayer) and the Siak (mosque keeper).
These officers, in general, perform only religious duties except for the Siak who looks
after the cleanliness of the mosque. Among others, the duties of these officers include
ensuring that programs and activities of the mosque are properly organized. The second
group is the mosque committee. Members of state mosque committees comprise of
religious officials as well as representatives from various government agencies.
In general, state mosques in Malaysia have no autonomy with regards to
managing their financial affairs. There are two sources of funds that state mosques
receive: allocation from the state government and public donations. The funds received
from the state government are mainly used for maintaining the mosques and to conduct
religious activities. The public donations are used to finance some religious and social
activities that are not funded by the government. Because the funds are derived from two
different sources, its administrative procedures pertaining to the funds also differ. The
state Islamic Religious Department is responsible for administering funds allocated by
the state government while the state mosque committee is responsible for managing

public donations. However, as Edwards (1990) suggested, given the limited funds that
religious organizations have it is very difficult to have appropriate segregation of duties
and a proper system of internal controls in such organizations. This may, in turn, lead to
misappropriation of funds.
In terms of facilities management, the Department of Islamic Development
Malaysia hires a contractor to manage the facilities and services such as housekeeping,
cleaning, lift, escalators, pest control, electrical, mechanical works and landscaping. The
contractor is able to hire a sub-contractor to manage the services.

PROPERTY MANAGEMENT

Property management is the operation, control and oversight of real estate as used in
its most broad terms. Management indicates a need to be cared for, monitored and
accountability given for its useful life and condition. This is more to the role of
management in any business.
Property management is also the management of personal property, equipment,
tooling and physical capital assets that are acquired and used to build, repair and
maintain end item deliverables. Property management includes the procedures,
frameworks and labor required to deal with the life cycle of all gained property as
characterized above including securing, control, responsibility, maintenance, support,
use and manner.

3.1

ROLES OF PROPERTY MANAGEMENT

Property Manager Job Duties:

Establishes rental rate by surveying local rental rates; calculating overhead costs,
depreciation, taxes, and profit goals.

Attracts tenants by advertising vacancies; obtaining referrals from current

tenants; explaining advantages of location and services; showing units.

Contracts with tenants by negotiating leases; collecting security deposit.

Accomplishes financial objectives by collecting rents; paying bills; forecasting

requirements; preparing an annual budget; scheduling expenditures; analyzing
variances; initiating corrective action.

Maintains property by investigating and resolving tenant complaints; enforcing

rules of occupancy; inspecting vacant units and completing repairs; planning
renovations; contracting with landscaping and snow removal services

Maintains building systems by contracting for maintenance services; supervising

repairs.
Secures property by contracting with security patrol service; installing and

maintaining security devices; establishing and enforcing precautionary policies

and procedures; responding to emergencies.

Enforces occupancy policies and procedures by confronting violators.

Prepares reports by collecting, analyzing, and summarizing data and trends.

Updates job knowledge by participating in educational opportunities; reading

professional publications; maintaining personal networks; participating in
professional organizations.
Accomplishes organization goals by accepting ownership for accomplishing new

and different requests; exploring opportunities to add value to job

accomplishments.
3.2

CRITERIA OF A GOOD PROPERTY MANAGER

A property manager needs to have a certain set of specific traits and other, harderto-define skills in order to be successful.
A property manager needs to be able to listen and communicate, as well as be
proactive and involved, current and knowledgeable. He or she should also be sensible
and resourceful, personable and articulate. At the end of the day however, most people
working in the management industry agree that the most fundamentally important trait
for a good property manager to possess is the ability to communicate and relate to
people.
1. Communication is Essential
Good communication is the grease in a building's wheels. It is the property
manager's duty to make sure everything runs smoothly, and that requires everyone
involved in the building to understand one another. Conflict is generally a result of

misunderstanding, often precipitated by a lack of or breakdown in communication. A

property manager needs to be able to see other peoples' perspectives, to hear what
they are saying, and to solve problems. The property manager needs to understand
and balance the views of multiple interested parties. According to Steven Gold of
New York City-based management company Hudson View Associates Inc., "It's very
important that a property manager is a good listener, who is detail-oriented and
follows up. Furthermore, a property manager must be able to listen, then understand
and interpret what he or she is being told by the unit owners [or shareholders], the
super, the board of directors, and so forth."
The property manager is the intermediary for everybody associated with the
building, so as Gold mentions, they need to be a good interpreter and show
diplomacy: listening, understanding, and translating messages between various
parties.
2. Knowledge
According to Cohen, the financial report should consist of a general ledger that
shows the projected versus the actual budget, as well as accounts payable status
reports on shareholders or unit owners. It should also include a check register
showing all money disbursed for the month, as well as copies of bills, bank
statements, checks, and a bank reconciliation. In short, the property manager should
provide the board with ALL financial information they require.
The second report should consist of all correspondence between management,
tenants/owners, the board, etc., and any other paperwork regarding the building's
operations. By keeping the board of directors updated monthly, the manager can see
to it that the board is informed and prepared, and, thus less likely to be caught
unawares by any unpleasant surprises.
In New York City, where laws are constantly changing and new laws are
constantly being created, a property manager needs to stay current and up-to-date
with emerging regulations. They need to be reading the newspapers, keeping an eye
out for new laws that may affect their building. Also, each manager needs to manage

approaching deadlines, (for inspections, just to name one example) and bring
pertinent information to the board's attention.
3. People First
The job of a property manager is a balancing act that requires the agent to
anticipate and handle the logistical issues of the building without losing sight of the
responsibilities to all the people of the building. With PDAs, cell phones, and e-mail,
a property manager is accessible nearly all of the time. According to Cohen, one of
the biggest complaints about property managers today is that they do not return
phone calls. They are in charge of supplies, finances, employees, professionals,
boilers, and a whole slew of responsibilities that require incredible organizational
and multi-tasking abilities, but ultimately, they must be adept at answering questions
and dealing with people.
According to Robin Habacht of Monticello Management in Leonia, New Jersey,
"Many homeowners [feel] that although their association is cared for, they as
individuals [have] no representation, no one to advocate for them within the
management company." As difficult as representing the board and the association
may be, a good property manager cannot lose sight of anyone.
4. Professional Decorum and Staffing
In addition to looking towards the future, a property manager must also be
physically present, visiting each building in their portfolio at least once or twice a
weekthough not on a set visitation schedule. Managing the building's employees
means keeping them on their toes, and a flexible visitation schedule helps prevent a
building from falling into disarray during the periods when the staff knows that there
will be no pop-ins from a manager.
According to Gold, the manager must provide support to building supers and
staff. If a staffing relationship doesn't work however, says Gold, "A super fires
himself." It is the manager's job to assist the super, explain to them what needs to be
done, and provide enough time to handle things in an appropriate manner. In the end,

a property manager has to do what is best for the building and community as a
whole.
When dealing with professionals associated with running a building, such as
attorneys, accountants, or other service providers, a good manager must also act
professionally. Dealing with lawyers and accountants requires the same basic
interpersonal and communication skills needed to work with anyone, with an
understanding of exactly what duties a professional must perform.
In terms of accountants, by keeping the building finances in order and supplying
the board of directors with the financial reports on a monthly rather than yearly
basis, an organized property manager makes the accountant's task easier. Perhaps the
accountant comes in once a year, in April for a tax season audit. If the manager has
kept up with paperwork and has delivered it to the board, the necessary materials
will already be thorough and organized properly.
The responsibilities of the attorneys, on the other hand, include collecting arrears
and implementing the board's policies. By attending every board meeting, the
managing agent is better able to assist attorneys in doing their job.
Whether it be inspecting a boiler, informing the board of a new law, or even
making sure the board of directors have all necessary materials monthly, (especially
in the event of a new manager or management company taking over) a good property
manager's job is never done. If you have someone who can check the prices of oil or
gas against the budget, console a tenant with a sick cat, and mediate a disagreement
between two staff members, odds are you've got a keeper.
A good property manager has to be able to communicate and interact with a
variety of different people and personalities, while keeping all logistics in order. It is
a difficult job keeping a building's engine running 24 hours a day, seven days a
week.

4 Selection of Tenants
Selecting the perfect tenants for your property could prove to be quite tiring, but
having the wrong tenant for your property will be even more tiresome. Selecting the
wrong tenants may give you unnecessary problems like late payment of rent,
destruction of your properties, complaints from neighbours and so on. So, selecting
the right tenant is very important.
To avoid getting the wrong tenants, it is advisable to hire a professional estate agent.
Tell the estate agent what criteria you are looking for in a tenant and also other
important details like rent, rental period, responsibility of tenants and owner and so
on.

4.1

Selection of Tenants for mosque

The selection of tenants for the mosque is quite strict. To qualify as a tenant, they have
to fulfil a few criteria:
1. Must be a Bumiputera
2. Must be a muslim.
3. Must be renting for at least 3 years.
4. Must be selling halal product according to syariah law.
Type of Premises that are allowed:
1.
2.
3.
4.
5.

Printing or Publishing
Apparel ordering / Tailor Shop
Stationery shop selling office Supplies, office accessories and books
Photography services
Clinic
People who are interested to rent the premise could apply through a series
of procedures. The form is attached in the appendix.

Building Services and Maintenance for Mosque

Giving a maintenance service at Mosque is important and require a supervision of

maintenance everyday as to ensure people use with a good, clean and comfortable
condition (Noorsaidi Mahat, 2015). One of the importance to maintains mosque are
a holy place of worship and for various religious activity, such as lecture, praying,
motivation and tutorial class related to Islamic religion. Thus the image of Mosque
should be aware by the maintenance department or property manager. The main
objective of a maintenance organization in a building to perverse the physical
condition of a building and also to reduce the cost of maintaining the property. This
purpose to ensure the mosque continue serving and to remain the value of property.
Service is an intangible commodity. That is, service are an example intangible
economic good. A service is an activity or benefit that one party can offer that
essentially intangible and does not result in ownership of anything. It production
may or not be tied to a physical product (Kotlar and Armstrong, 1991). Perhaps it is
more important to be aware of what your customers consider their definition of
service to be and how your business to fulfil that perception (Clarke, 2000)
This volume takes the user through the requirement of both service and
maintenance of mosque and assigns specific requirement for each. This include:
I) The structure for an Operations Manual :
Opening & closing requirements
Lighting and internal climate management
Sound management
Community information management
Access and use restrictions
Repair documentation
Document control
II) The structure for a Maintenance :
Internal & external cleaning
Landscape maintenance
Repair and general maintenance
Security
Sewerage
Air-conditioning service
Insurance
Plumbing
Advertising & signage
Pest control
IT equipment


5.1

Water features

Scope of Service for a Mosque

Mosque needs to procure services for continue survive and had some fund to
rolling the maintenance of mosque, a scope of services agreement helps define what
services that provided by mosque. Also called a scope of work, this is the document
of details when the services are required. Scope of services agreement is the
foundation of a services contract. Writing scope of services agreement gives clear
directions to the service provider before the work begins.
Every scope of services agreement should have a fixed duration. Include the
starting date and ending date for the services. These are often dates on which the
services provider completes specific tasks or delivers work products (Luther, 2015).

A scope of services may:

List the fullest range of services that may be provided, and then items are
struck through if they are not being provided within the fee.

Offer a tick box system to indicate whether services are being provided or
not.

Include a list specifically setting out services that will not be provided.

Provide options, such as; to carry out services or to organise them; to

provide cost consultancy services or not and so on.

Indicate the basis on which the services will be charged, for example, T
indicating time-based, or LS indicating a lump sum fee.

5.2

Expenses Paid for Mosque

Expenses must reduce in value of an asset or property to generate revenue.

If the underlying asset is to be used over a long period of time, the expense takes
the form of depreciation. If the expense is for an immediately consumed item,
such as a salary, then it is usually charged to expense as incurred. If the
expenditure is for a minor amount that may not be consumed for a long period of
time, it is usually charged to expense at once, to eliminate the accounting staff
time that would otherwise be required to track it as an asset.
Expenses associated with the main activity of the business are referred to as
operating expenses. Expenses associated with a peripheral activity are nonoperating or other expenses.
Normally can claim expenses relating to mosque (special property) could
include:

Cleaning
Insurance
Utilities
Gas
Sewer
Security

PART B

6 INTRODUCTION OF TUANKU MIZAN ZAINAL

ABIDIN MOSQUE
We chose Tuanku Mizan Zainal Abidin Mosque as our case study because
it is related to our topic which is special property.
Special property is a property that is limited in use. There is no immediate
demand on it. It has limited users and not everybody wants it or in other words,
it is a one type of use or limited use.
A mosque is the building in which Muslims worship God. Throughout
Islamic history, the mosque was the centre of the community and towns formed
around this pivotal building. Nowadays, especially in Muslim countries mosques
are found on nearly every street corner, making it is a simple matter for Muslims
to attend the five daily prayers.
Mosques were initially meant for religious purposes, however, their
functions have evolved over time. For example, after Prophet Muhammad(pbuh)
established the Islamic state in Madinah, mosques not only functioned as
places of worship but also as administrative centres. Although they no longer
function in such a capacity, their role in shaping society continues. In Malaysia,
for instance, a mosque serves as a vehicle for transforming governmental
policies within the society.
Programs and activities with an Islamic input are carried out in mosques
to instil and strengthen Islamic values among community members. Additionally,
the proper management and supervision of mosques facilitates their services to
the community. Generally, Malaysias mosques can be categorized as state,
district, qaryah and private mosques. While it would be interesting to study each
type, due to time and cost constraints we chose to study only the countrys state
mosque which is Tuanku Mizan Zainal Abidin Mosque.

6.1 BACKGROUND OF TUANKU MIZAN ZAINAL ABIDIN

MOSQUE
Tuanku Mizan Zainal Abidin Mosque or also known as Iron Mosque is
the second principal mosque in Putrajaya, Malaysia after Putra Mosque. The
Tunku Mizan Zainal Abidin Mosque is named in honour of the Seri Paduka
Baginda Yang di-Pertuan Agong XIII, Al-Wathiqu Billah Tuanku Mizan Zainal
Abidin Ibni Al-Marhum Sultan Mahmud Al-Muktafi Billah Shah, the King of
Malaysia. Construction of this magnificent mosque began on the 5th April 2004
and was handed over to the custodianship of the Department of Islamic
Development of Malaysia (Jakim) on the 19th August 2009. It was officially
opened by the 13th Yang di-Pertuan Agong, Tuanku Mizan Zainal Abidin on 11
June 2010.
It is located in Precinct 3, Putrajaya opposite the Palace of Justice, the
impressive home of the Judiciary. The location of the mosque is strategic and
interesting, next to Lake Putrajaya and is expected to become a huge attraction
for local and international visitors. The lighting design of the building and its
reflection on the still waters of the lake, especially at night, will make a beautiful
vista providing respite for those in search of peace and tranquillity.
The Tunku Mizan Zainal Abidin Mosque will be able to accommodate
20,000 pilgrims and workshipers at any given time that will provide a safe and
comfortable place of worship for the local community and international visitors
too. It is also hoped that the mosque will play a role in the evangelization of
Islam and become an Islamic tourist destination as well.
The mosque which is built at a cost of RM200 millio is the only built
from 6000 tonnes of steel 70% of the structure, with the remainder of the
construction composed of concrete. The main features are the Mosque Building
itself and the Kiblat Walk that is a walkway that connects the Putrajaya
Administration Complex (PJC) with the Tuanku Mizan Zainal Abidin Mosque.
The mosque was built to cater to approximately 24,000 residents
including the government servants working around the city center as well as
areas within Precincts 2, 3, 4 and 18. Tuanku Mizan Zainal Abidin Mosques area
is twice that of Putra Mosque which is located 2.2 kilometres north.

6.2 OBJECTIVES OF TUANKU MIZAN ZAINAL ABIDIN

MOSQUE
A mosque is a house of prayer, and a place of prostration. It is a building
designed and built specifically for the worship of Allah. It is where Muslims
stand shoulder to shoulder, united in their love for God and their desire to please
Him.

The objective is to make Tunku Mizan Zainal Abidin Mosque as a model

of integrity management institutions, worship, knowledge dissemination, social
and solidarity to the mosque in Malaysia and the world.
Besides that, it is for designing and implementing management of Tuanku
Mizan Zainal Abidin Mosque in the terms of Fardhu Ain and Fardhu Kifayah.

6.3 PRODUCT AND SERVICES

Tuanku Mizan Zainal Abidin Mosque has provided a few types of services:

funeral services
daily prayer
marriage or nikah
educational services
shop lots.

7 Introduction to our Property Management

Company
7.1 Company Profile
History
Mega Corporation Sdn.Bhd has been established as a real estate company in
West, Malaysia. Our traditional business model is based on the accomplishment of
properties in the real estate markets in Malaysia. Mega Corporation Sdn.Bhd was
formed in 2012 with one purpose in mind to competently integrate under one roof the
various disciplines of:

Property Valuation
Research & Advisory
Real Estate Agency
Property & Facilities Management
Project Management
Investment Consultancy

At Mega Corporation Sdn.Bhd, we strongly believe in total commitment to our

clients whether corporate or individual. Since inception, we have been actively involved
in the marketing of all types of properties including residential, industrial, commercial,
development land and projects.
Based on the decision of the company to diversify our properties we have now
established this corporation in Singapore and Brunei. The revenues of our company are
expected to be nearly RM50, 000 per month depending on the variables that are factored
in with investments in the real estate industry. There is a great need for certified or
official bank checks in the future to deal with some real estate transactions. In addition
to real estate investments, the company has invested portions of its assets in the purchase
and sale of securities such as stocks and bonds as well as Forex trading on global
markets

7.1.1 Company Information

Company Name: Mega Corporation Sdn Bhd

Head Office Address: Level 8, Menara Liberty, Jalan Sultan Ismail, 50250 Kuala
Lumpur, Malaysia.
Email Address: megacorporation@mega.com
Website: www.megacorporation.com
Telephone :+60 (03) 8949 9399
Helpdesk: +60 (03) 8949 9399
Fax: +60 (03) 8940 5398

7.1.2 Location of the Company

Figure 1: Location of Mega Corporation Sdn.Bhd

7.1.3 Objective of the Company

Purpose
To be a leader in the real estate industry by providing enhanced services, relationship
and profitability.

Vision
To provide quality services that exceeds the expectations of our esteemed customers.

Mission

Continue operating as an owner-operator company in various aspects of the real

estate industry, by providing creative solutions for its clients to maximize profits.
To build long term relationships with our customers and clients by providing the
most professional, informative, loyal and dedicated service in the industry. The
best interests of our clients will always come first and we will place the clients'
concerns ahead of our own in each and every transaction, as we are dedicated to

the development of long-term client relationships.

To be the best, full-service Real Estate company in the Triangle and to enhance
our quality of life through active community involvement.

Objectives

Regional expansion in the field of property management and develop a strong

base of key customers.

Increase the assets and investments of the company to support the development

of services.
To build good reputation in the field of real estate and property management and

become a key player in the industry.

Promote and maintain the highest standard of conduct in the transaction of the
Real Estate Profession as expressed in the Code of Ethics adopted by this
Association and to enforce the Code among its members in their dealings with
one another and the public.

7.1.4 Organizational Charts

Board of Directors
Chief Executive Officer

MR.JOSHUA FRANCIS LUAN

President

MR. MUHAMMAD HILMI FIKRI

Business Development
Service Manager

Investment & Placement

Director

MS.NURUL AFIQAH

Human Resource &

Admin Director

MR.MUHAMAD SAFIQ

Projects Development Director

MS.NUR FARAHANA

MS.NUR ANISAH

Finance & IT Director

MS.NADIA

7.2 Scope of Work of Property Manager

Corporation conducts real estate marketing as well as real estate consulting. The
company undertakes all maintenance duties for real estate facilities and organizations
and conducts all the security and surveillance for the properties.
The scope of services provided by Mega Corporation Sdn Bhd in respect of the
management of the building facilities are as follow:

7.2.1 Building Management and Maintenance

Advise the Client on all property matters including management, operations and

maintenance of the Facilities and Common Property.

Instruct and supervise all workers including specialists and sub-contractors in
carrying out servicing, repairs and other works for proper maintenance of the
fixtures and fittings in the Common Property and whenever necessary prepare
specifications and inspection of the aforesaid work whilst the work is being

carried out as well as after completion of the same.

To advise, assist and facilitate unit owners on approved renovation, design and
improvement works to their parcels subject to the Client written approval of the

renovations and/or improvement works.

Ensure proper record relating to maintenance services is kept and available for
inspection by the Client or any authorized officers or auditors at all reasonable

times.
Liaise with the local authorities on the matters relating to the management or

maintenance of or repairs to the property.

Deal with all enquiries, complaints, reports and correspondence relating to the

management services and to keep the Client informed.

Provide the Client with maintenance report on the scheduled and non-scheduled
maintenance work of the Common Property on a monthly basis based on an

agreed format.
Assist the Client in drawing up and enforcing house rules in governing the use of

the property.
Give notices to any person on the said property so as to have him comply with or
remedy a breach of any of the house rules.

7.2.2 Staffing & Employment

To perform the management services for the common property in a proper and

business-like manner and in accordance with good management practice.

Appoint on behalf of and the expense of the Client, such site staff such as
building supervisor, administrative clerk, technician and handyman on the day to

day operation of the property.

Employment of specialist service contractors will be made on behalf of and the
expense of the Client to undertake the services pertinent to the property. All
contracts in this respect will be subject to a tender exercise.

7.2.3 Financial Management and Legal Matters

Billing and collection of service charge, sinking fund and other charges
Issue invoices to all proprietor at specific intervals for service charges,
water, sinking fund, etc due in respect of the property and receive such
payments from the proprietor.
Bank in all payments from the proprietors into an independent trust
account control by the Client. With the Client's approval, deposit all
sinking fund collections in an interest bearing account for the benefit of

the proprietors of the common property.

Submit the following monthly reports:
Summary of service charges, water, sinking fund, etc due
List of outstanding service charges, water and sinking fund
List of payment to contractors
Statement of petty cash
Income and Expenditure report will be submitted at the end of each

financial year and will be audited annually.

To provide a list of defaulters to the Client with recommendations on actions in

respect of tenants/occupants that are in arrears.

Check through all invoices and upon certification, make payments for all
expenses in respect of outgoings including any cost of repairs upon receipt of
funds from the Client.

Certify and keep proper records and account of all monies collected and
expended or outstanding or accruing in respect of the management and
maintenance of the said property and ensure that such records and books of

account are made available at all reasonable times for inspection by the Client.
The Company will hold a petty cash float of RM 1,000.00 for miscellaneous
maintenance works. A statement of accounts to be supported by original official

receipts, are to be submitted to the Client for the claim reimbursements.

Liaise with auditors to have the accounts audited yearly as required by law.
Subject to the written approval from the Client, a demand letter to recover and
receive from every parcel unit owner or any other person liable to pay the same
all service/maintenance charges, rents, deposits, fines and any other casual

emoluments.
Subject to the written approval from the Client, notices will be given or to
institute any actions or legal proceedings or submit to arbitration any issue in
relating to the Developer's rights in the Common Property or management of the
Common Property.

7.2.4 Risk and Insurance Management

To advise the Client on the exposure of risk and the types of insurance policies

required for the management of the property.

Administer all claims permissible by the policies
Negotiate on the Client behalf on the terms of coverage and secure the lowest
premium possible.

7.3 Current Service

Provider
CATEGORY

COMPANY NAME

AREA

Security Services

Asas Security Service Sdn Bhd

Selangor

Kawalan Keselamatan Sentral Sdn Bhd

Selangor

KPD Security Sdn Bhd

Selangor

Olinus Security Service Sdn Bhd

Kuala Lumpur

Progressive Security Service Sdn Bhd

Kuala Lumpur

SPS Facility Servide Sdn Bhd

Selangor

Qatisha Enterprice

Selangor

New Tech Cleaning & Maintenance Service Sdn Bhd

Selangor

Penpro (M) Sdn Bhd

Kuala Lumpur

Agro Fresh Land Sdn Bhd

Selangor

Mercu Serantau Sdn Bhd

Selangor

New Tech Cleaning & Maintenance Service Sdn Bhd

Selangor

Greenlife Landscape Sdn Bhd

Kuala Lumpur

WC Landscape & Services

Kuala Lumpur

Metro Jaya Pest Control (M) Sdn Bhd

Selangor

New Tech Pest Control Sdn Bhd

Selangor

Metro Jaya Pest Control (M) Sdn Bhd

Selangor

Swastia Pest Services

Kuala Lumpur

Rentokil Initial (M) Sdn Bhd

Kuala Lumpur

Swimming Pool Services

Sea Pool Service Sdn Bhd

Kuala Lumpur

Photostate Machines

Docu Solution Sdn Bhd

Selangor

Citi Business (M) Sdn Bhd

Selangor

Docu Solution Sdn Bhd

Selangor

Varsha Niaga Sdn Bhd

Kuala Lumpur

Vcopier Sales & Service Sdn Bhd

Kuala Lumpur

Otis Elevator Company (M) Sdn Bhd

Kuala Lumpur

Ryoden (Malaysia) Sdn Bhd

Kuala Lumpur

AM-Advance Elevator (M) Sdn Bhd

Kuala Lumpur

Hygiene

Rentolil Initial (M) Sdn Bhd

Kuala Lumpur

Refuse Collection

Syarikat Indah Bersih Sdn Bhd

Kuala Lumpur

Cleaning Services

Landscape Services

Pest Control Services

Elevator & Lift

Water Treatment Service

Witco Chemical (M) Sdn Bhd

Kuala Lumpur

Fire Protection System

Tyco Fire,Security & Service Malaysia Sdn Bhd

Kuala Lumpur

CMS (BOMBA)

Master Pyroserve Sdn Bhd

Kuala Lumpur

Surpervising Electrical Engineer

Kawalan Teknikal Sdn Bhd

Kuala Lumpur

Air Cond/Chiller/Cooling Tower

York (Malaysia) Sales & Services Sdn Bhd

Kuala Lumpur

7.4 Taking Over Process

Property Management Proposal

Prepared for Jabatan Kemajuan Islam Malaysia (JAKIM)

By Joshua Francis Luan
MEGA Corporation Sdn. Bhd.

Cover Letter
Dear Mr. Hafizan Ibrahim,
Almost every real estate investor desires a satisfactory income from their properties
without the inconvenience of having to manage and attend to it.
At MEGA Corporation we offer our expertise and personalized techniques of managing
your property. Our management concept is founded on professionalism, integrity,
accountability, and quality service that guarantees the maximum return from your
investment, while maintaining your property at the highest standards to attract the best
tenants possible.
MEGA Corporation offers leasing and property management services for residential and
commercial properties in Shah Alam, Kajang, Putrajaya and Kuala Lumpur. Our
Company has 10 years experience in the property management business. We are a fullservice property management company, providing rental property supervision and
management, from rent collection, tenant relations, evictions and mortgage and bill
payments to disaster protection and property maintenance, etc. We will eliminate your
headaches that come from being a landlord.
We will gladly submit a free quotation for the management of your real estate property.
Below you will find a list of our clients for your reference.

Sincerely,
Francis Luan
MEGA Corporation
+60122871089

1. Executive Summary
Mission Statement
MEGA Corporation manages your Real Estate Properties.
Our Mission: Maximizing Client income by applying exceptional Real Estate Property
Management skills, while ensuring Tenant satisfaction by adopting first rate property
maintenance.
The Headache:

All Real Estate Investors have 4 major concerns:

Maximizing Earnings while Minimizing Expenses
Timely and Proper Rental Collections and Payables Disbursement
Up to Date Reporting and Complete Accountability
Regular and Complete Real Estate Maintenance

The Answer:
Take the headaches of property management away by hiring us- the experts, then sit
back and enjoy your well-deserved profits.
MEGA Corporation website will provide your vacant property with continuous
quality exposure. We have been informed that there are vacant shop lots in Tuanku
Mizan Zainal Abidin mosque. By using innovative marketing and advertising techniques
we will fill out vacant spaces with qualified tenants fast. We take great care throughout
the tenant qualification and selection process. Our streamlined operations system
eliminates unnecessary costs and wastage. We have a stringent selection process for all
suppliers and service providers in place.
We have an automated Collections and Disbursement system that takes care of
the revenue flow of the property; all entries are also checked by our auditor monthly. We
have also engaged the services of an external auditor that inspects our books quarterly.

Everything is documented intimately in user friendly forms and documents that are open
for inspection by property owners and their representatives.
We employ professional maintenance people to care for all properties under our
management.
Our dedicated staffs are knowledgeable on all aspects of real estate property
maintenance and supervision. We have contingency plans for all risks and disaster
related incidents in place.
We safeguard your investment by keeping your property attractive through
painstakingly detailed maintenance, attention to the Cost to Benefit Ratio and practicing
regular inspections in order to prevent rather than fix problems.
We will be honored to manage your real estate properties for you.

2. Company Profile
Company Information
Company Name: MEGA Corporation
Head Office Address: Level 8, Menara Liberty, Jalan Sultan Ismail, 50250 Kuala
Lumpur, Malaysia.
Email Address: megacorporation@mega.com
Website: www.megacorporation.com
Telephone :+60 (03) 8949 9399
Helpdesk: +60 (03) 8949 9399
Fax: +60 (03) 8940 5398
References
1. Name: PUSRAWI Hospital and Hotel Putra, Jalan Tun Razak, Kuala Lumpur
Contact Information: +603 26165442
2. Name: Etiqa Twins
Contact Information: Mr Yap Kong Sen
Tel. No: +603 2691 9922
3. Name: JMB Kelana Business Centre
Contact Information: +603 80114469
Awards & Recognitions Earned
1. South East Asia Property Awards: Best Property Consultancy Date Received: 2011
2. South East Asia Property Awards: Best Property Consultancy Date Received: 20132014
3. Asia Pacific Property Awards: Best Property Consultancy Date Received: 2013-2014
License & Permits
1. Board of Valuers, Appraisers and Estate Agents Malaysia: Registration No: VE (1)
0211)

3. Costs
Detailed Estimation

5.0% of the gross annual rent on the first RM 30,000.

3.0% of the gross annual rent on the residue up to RM 100,000.
2.0% of the gross annual rent on the residue over RM 100,000.

No additional charges for regular evictions, however additional legal fees, court charges
and expenses will apply.

4. Property Management Agreement

THIS PROPERTY MANAGEMENT AGREEMENT is entered into on 31 January 2016
By and Between: Jabatan Kemajuan Islam Malaysia (JAKIM) hereinafter referred to as
the OWNER, and MEGA Corporation hereinafter referred to as the MANAGER.
PARTICULARS
WHEREAS The OWNER is the duly registered and lawful owner of the Real Estate
Property for lease hereunder described as follows:
Lot Area: 4.0 hectares
Building(s): Mosque
Floor Area: 1.4 hectares
Location: Presint 3, Pusat Pentadbiran Kerajaan Persekutuan, 62100, Putrajaya
WHEREAS the MANAGER is a duly and registered licensed Property Management
company;

WHEREAS the MANAGER agrees to manage the above mentioned property for the
OWNER;
NOW THEREFORE both parties bind themselves and agree as follows:
1. DUTIES AND AUTHORITY OF THE MANAGER
1.1 General Duties and Authority
MANAGER shall have the sole and exclusive duty and authority to fully manage the
Property and supervise and direct the business and affairs associated or related to the
daily operation thereof, to collect on behalf of OWNER all revenues related to the
Property, to pay on behalf of
OWNER all expenses of the Property (including payment of all debt service to the
mortgage lender with respect to the Property if any) and to execute on behalf of
OWNER such documents and instruments as, in the sole judgment of MANAGER, are
reasonably necessary or advisable under the circumstances in order to fulfill
MANAGER's duties hereunder. Such duties and authority shall include, without
limitation, those set forth below.
1.2 Renting Of The Property
MANAGER shall establish policies and procedures for the marketing activities for the
Property, and shall advertise the Property through such media as MANAGER deems
advisable, including, without limitation, advertising with the Yellow Pages.
MANAGER's marketing activities for the
Property shall be consistent with the scope and quality implemented by MANAGER at
any other properties managed by MANAGER. MANAGER may jointly advertise the
Property with other properties owned or managed by MANAGER.

1.3 Repair, Maintenance and Improvements

MANAGER shall make, execute, supervise and have control over the making and
executing of all decisions concerning the acquisition of furniture, fixtures and supplies
for the Property, and may purchase, lease or otherwise acquire the same on behalf of
OWNER. MANAGER shall make and execute, or supervise and have control over the
making and executing of all decisions concerning the maintenance, repair, and
landscaping of the Property. MANAGER shall, on behalf of OWNER, negotiate and

contract for and supervise the installation of all capital improvements related to the
Property; provided, however, that MANAGER agrees to secure the prior written
approval of OWNER on all such expenditures, except monthly or recurring operating
charges and/or emergency repairs if in the opinion of MANAGER such emergency
related expenditures are necessary to protect the Property from damage.
1.4 Personnel
MANAGER shall select all vendors, suppliers, contractors, subcontractors and
employees with respect to the Property and shall hire, discharge and supervise all labor
and employees required for the operation and maintenance of the Property. Any
employees so hired shall be employees of MANAGER, and shall be carried on the
payroll of MANAGER. Employees may include, but need not be limited to, on-site
resident managers, on-site assistant managers, and relief managers located, rendering
services, or performing activities on the Property in connection with its operation and
management. MANAGER shall be responsible for all legal and insurance requirements
relating to its employees.
1.5 Service Agreements
MANAGER shall negotiate and execute on behalf of OWNER such agreements which
MANAGER deems necessary or advisable for the furnishing of utilities, services,
concessions and supplies, for the maintenance, repair and operation of the Property and
such other agreements which may benefit the Property or be incidental to the matters for
which MANAGER is responsible hereunder.
1.6 Regulations and Permits
MANAGER shall comply in all respects with any statute, ordinance, law, rule,
regulation or order of any governmental or regulatory body, having jurisdiction over the
Property, respecting the use of the Property or the maintenance or operation thereof, the
non-compliance with which could reasonably be expected to have a material adverse
effect on OWNER or the Property.
MANAGER shall apply for and obtain and maintain, on behalf of OWNER, all licenses
and permits required or advisable in connection with the management and operation of
the Property.

1.7 Records and Reports of Disbursements and Collections

MANAGER shall establish, supervise, direct and maintain the operation of a system of
record keeping and bookkeeping with respect to all receipts and disbursements in
connection with the management and operation of the Property. The books, records and
accounts shall be maintained at the MANAGER's office or at OWNER's office, or at
such other location as
MANAGER and OWNER shall determine, and shall be available and open to
examination and audit quarterly by OWNER, or its representatives. On or before sixty
(60) days after the close of each quarter, MANAGER shall cause to be prepared and
delivered to OWNER a monthly statement on a per-Property basis, of receipts, expenses
and charges, together with a statement, on a per-Property basis, of the disbursements
made by MANAGER during such period on OWNER's behalf.
1.8 Collection
MANAGER shall be responsible for the Billing and Collection of all Accounts
Receivable and for payment of all Accounts Payable with respect to the Property and
shall be responsible for establishing policies and procedures to minimize the amount of
bad debts.
1.9 Legal Actions
MANAGER shall cause to be instituted, on behalf and in its name or in the name of
OWNER as appropriate, any and all legal actions or proceedings MANAGER deems
necessary or advisable to collect charges, rent or other income due to OWNER with
respect to the Property and to oust or dispossess Owners or other persons unlawfully in
possession under any lease, license, concession agreement or otherwise, and to collect
damages for breach thereof or default thereunder by such Owner, licensee,
concessionaire or occupant.

1.10 Insurance
MANAGER shall obtain and maintain in full force and effect the insurance with respect
to the Property and the operation of OWNER's and MANAGER's business operations
thereat, and MANAGER's employees, as required by law.

1.11 Taxes
During the term of this Agreement, MANAGER shall pay on behalf of OWNER, prior
to delinquency, all real estate taxes, personal property taxes, and all other taxes assessed
to, or levied upon, the Property. If required by the holder of any note secured by the
Property,
MANAGER will set aside, from OWNER's funds, a reserve from each month's rent and
other income collected, in an amount required by said holder for purposes of payment of
real property taxes.
1.12 Limitations on Manager Authority
Notwithstanding anything to the contrary set forth in this Section 1, Manager shall not,
without obtaining the prior written consent of Owner:
1.12.1 Rent storage space in the Property by written lease or agreement for a stated term
in excess of one year unless such lease or agreement is terminable by the giving of not
more than thirty (30) days written notice;
1.12.2 Alter the building or other structures of the Property;
1.12.3 Make any other agreements which exceed a term of one year and are not
terminable on thirty day's notice at the will of Owner, without penalty, payment or
surcharge;
1.12.4 Act in violation of any Law, or
1.12.5 Violate any term or condition of the Loan Documents if any.
1.13 Deposit of Gross Revenues
All Gross Revenues shall be deposited into a bank account maintained by MANAGER
for the benefit of the OWNER. Gross Revenues of the OWNER shall be applied first to
the repayment of OWNERs senior debt with respect to the Property, and then to
MANAGER in reimbursement
of expenses and for Management Fees as provided under Section 3 below.

1.14 Obligations under Loan Documents and other Material Contracts

MANAGER shall take such actions as are necessary or appropriate under the
circumstances to ensure that OWNER is in compliance with the terms of the Loan
Documents and any other
Material Agreement relating to the Property to which OWNER is a party. Nothing herein
contained shall be deemed to obligate MANAGER to fund from its own resources any
payments owed by OWNER under the Loan Documents or otherwise be deemed to
make MANAGER a direct obligor under the Loan Documents, except as may otherwise
be expressly provided therein.
2. DUTIES OF OWNER
OWNER shall cooperate with MANAGER in the performance of MANAGER's duties
under this
Agreement and to that end, upon the request of Manager, to provide, at such rental
charges, if any, as are deemed appropriate, reasonable office space for MANAGERs
employees on the premises of the Property and to give MANAGER access to all files,
books and records of OWNER relevant to the Property. OWNER shall not unreasonably
withhold or delay any consent or authorization to MANAGER required or appropriate
under this Agreement.
3. COMPENSATION OF MANAGER
3.1 Reimbursement of Expenses
MANAGER shall be entitled to reimbursement, on a monthly basis, for all out-of-pocket
reasonable and customary expenses actually incurred by MANAGER in the discharge of
its duties hereunder. Such reimbursement shall be the obligation of OWNER, whether or
not Gross
Revenues are sufficient to pay such amounts.
3.2 Management Fee
OWNER shall pay to MANAGER as the full amount due for the services herein
provided a

Monthly Service Fee (the "Management Fee") which shall be 5%) of the Property's
Gross Revenue, plus an annual incentive fee (RM50,000) at each fiscal year ending,
based upon the performance of the Property. For purposes of this Agreement, the term
"Gross Revenue" shall mean all receipts (excluding security deposits unless and until
OWNER recognizes the same as income) of MANAGER or OWNER (whether or not
received by MANAGER on behalf or for the account of OWNER) arising from the
operation of OWNER 's business at the Property, including without limitation, rental
payments of self-storage customers at the Property, vending machine or concessionaire
revenues, maintenance charges, if any, paid by the Owners of the Property in addition to
basic rent and parking fees, if any. Gross Revenue shall be determined on a cash basis.
The Management Fee shall be paid promptly, in arrears, within thirty (30) days of
OWNER 's receipt of the invoice therefor, which invoice shall be sent from MANAGER
to OWNER following the end of each calendar month. Such invoice shall be itemized
and shall include reasonable detail. Except as provided in this Section 3, it is further
understood and agreed that MANAGER shall not be entitled to additional compensation
of any kind in connection with the performance by it of its duties under this Agreement.
3.3 Inspection of Books and Records
OWNER shall have the right, upon prior reasonable notice to MANAGER, to inspect
MANAGER's books and records with respect to the Property, to assure that proper fees
and charges are assessed hereunder. MANAGER shall cooperate with any such
inspection.
OWNER shall bear the cost of any such inspection; provided, however, that if it is
ascertained that MANAGER has overcharged OWNER by more than 3.5% in any given
month, the cost of such inspection shall be borne by MANAGER. MANAGER shall
promptly reimburse OWNER for any overpayment.

4. DEFAULT; TERMINATION
4.1 Any material failure by MANAGER or OWNER (a "Defaulting Party") to perform
their respective duties or obligations hereunder (other than a default by OWNER under
Section 3 of this Agreement), which material failure is not cured within thirty (30)

calendar days after receipt of written notice of such failure from the non-defaulting
party, shall constitute an event of default hereunder; provided, however, the foregoing
shall not constitute an event of default hereunder in the event the Defaulting Party
commences cure of such material failure within such thirty (30) day period and
diligently prosecutes the cure of such material failure thereafter but in no event shall
such extended cure period exceed ninety (90) days from the date of receipt by the non
defaulting party of written notice of such material default; In addition, following notice
to MANAGER of the existence of any such material failure by MANAGER, OWNER
shall each have the right to cure any such material failure by MANAGER, and any sums
so expended in curing shall be owed by MANAGER to such curing party and may be
offset against any sums owed to MANAGER under this Agreement.
4.2 Any material failure by OWNER to perform its duties or obligations under Section 3,
which material failure is not cured within ten (10) calendar days after receipt of written
notice of such failure from MANAGER, shall constitute an event of default hereunder.
4.3 OWNER shall have the right to terminate this Agreement, with or without cause, by
giving not less than thirty (30) days' written notice to MANAGER pursuant to Section
10 hereof.
MANAGER shall have the right to terminate this Agreement, with or without cause, by
giving not less than ninety (90) days' written notice to OWNER pursuant to Section 10
hereof.
4.4 Upon termination of this Agreement, MANAGER shall promptly return to OWNER
all monies, books, records and other materials held by MANAGER for or on behalf of
OWNER and shall otherwise cooperate with OWNER to promote and ensure a smooth
transition to the new manager and MANAGER shall be entitled to receive its
Management Fee and reimbursement of expenses through the effective date of such
termination, including the reimbursement of any prepaid expenses for periods beyond
the date of termination.

5. INDEMNIFICATION

MANAGER hereby agrees to indemnify, defend and hold OWNER, all persons and
companies affiliated with OWNER, and all officers, shareholders, directors, employees
and agents of
OWNER and of any affiliated companies or persons (collectively, the "Indemnified
Persons") harmless from any and all costs, expenses, attorneys' fees, suits, liabilities,
judgments, damages, and claims in connection with the management of the Property and
operations thereon (including the loss of use thereof following any damage, injury or
destruction), arising from any cause or matter whatsoever, including, without limitation,
any environmental condition or matter, except to the extent attributable to the willful
misconduct or gross negligence on the part of the Indemnified Persons.
6. ASSIGNMENT
MANAGER shall not assign this Agreement to any party without the consent of
OWNER.
7. STANDARD FOR PROPERTY MANAGER'S RESPONSIBILITY
MANAGER agrees that it will perform its obligations hereunder according to Industry
Standards, in good faith, and in a commercially reasonable manner.
8. TERM; SCOPE
Subject to the provisions hereof, this Agreement shall have an initial term of
5 years commencing on the date hereof 31 of January, 2015 and ending on
31 of December, 2019.

9. HEADINGS

The headings contained herein are for convenience of reference only and are not
intended to define, limit or describe the scope or intent of any provision of this
Agreement.
10. NOTICES
Any notice required or permitted herein shall be in writing and shall be personally
delivered or mailed first class postage prepaid or delivered by an overnight delivery
service to the respective addresses of the parties set forth above on the first page of this
Agreement, or to such other address as any party may give to the other in writing. Any
notice required by this Agreement will be deemed to have been given when personally
served or one day after delivery to an overnight delivery service or five days after
deposit in the first class mail.
11. SEVERABILITY
Should any term or provision hereof be deemed invalid, void or unenforceable either in
its entirety or in a particular application, the remainder of this Agreement shall
nonetheless remain in full force and effect and, if the subject term or provision is
deemed to be invalid, void or unenforceable only with respect to a particular application,
such term or provision shall remain in full force and effect with respect to all other
applications.
12. SUCCESSORS
This Agreement shall be binding upon and inure to the benefit of the respective parties
hereto and their permitted assigns and successors in interest.
13. ATTORNEYS' FEES
If it shall become necessary for any party hereto to engage attorneys to institute legal
action for the purpose of enforcing their respective rights hereunder or for the purpose of
defending legal action brought by the other party hereto, the party or parties prevailing
in such litigation shall be entitled to receive all costs, expenses and fees (including
reasonable attorneys' fees) incurred by it in such litigation (including appeals).
14. COUNTERPARTS

This Agreement may be executed in one or more counterparts, each of which shall be
deemed an original, but all of which together shall constitute one and the same
instrument.
15. AMENDMENT AND SUPPLEMENT
Any amendment and supplement to this Agreement shall come into force only after a
written agreement is signed by both parties seven (7) days before the start of
management. The amendment and supplement duly executed by both parties shall be
part of this Agreement and shall have the same legal effect as this Agreement.

16. GOVERNING LAW

This Agreement shall be governed by and construed in accordance with the laws of
Malaysia.
IN WITNESS THEREOF the parties hereto have caused this Agreement to be duly
executed on their behalf by a duly authorized representative as of the date first set forth
above.
_______________________
Mr. Hafizan Ibrahim
Head of Management Department,
Jabatan Kemajuan Islam Malaysia (JAKIM)
_______________________
Mr. Francis Luan,
President,
MEGA Corporation

7.5 CHECKLIST OF INFORMATION DURING TAKING OVER

PROCESS
The taking over process includes a checklist of information a property manager requires
from the owner with all data necessary for the efficient operation of property. The
following are the data should be provided from the previous facility manager.
1. Complete list of consultants, contractors and suppliers who are involved in the
construction and services of the building and their respective addresses, contact persons
and telephone number.
FAH Global

Perkhidmatan Penyelenggaraan landskap

Bina Permata

Perkhidmatan Kebersihan

Golden Hill Village Sdn Bhd

Memasang mangkuk tandas wanita

SS Pest Control

Perkhidmatan Pest Control

Sri J Flower

Menanggal tile

Otis Elevator

Penyelenggaraan Lift & Eskalator

SS Pest Control

Perkhidmatan Pest Control

Fire Fighter

Service & Maintain Protection System

Mega Synergy

Check & repair sound

Otis Elevator

Penyelenggaraan Lift & Eskalator

Bina Permata

Perkhidmatan Kebersihan

Table 1: List of contractors and suppliers of Tuanku Mizan Zainal

Abidin Mosque
Source: Facility Manager Gumi Asli Elektrikal Sdn. Bhd.

1. A complete set of approved building plan and as built plans

relating to the building and mechanical and electrical
installations.
The complete set of approved building plan and floor plans have
been inserted in appendix. (Refer appendix ).

2. Individual tenant on shop lots.

The tenants in Tuanku Mizan Zainal Abidin Mosque are inserted in the Appendix
through the tenant survey.

3. Detailed budget of current year and breakdown of expenses

incurred to date.

Table 2: Quotation of service contractors in 2014

Table 3: Quotation of service and maintenance in 2014

4. Inventory of all mechanical and electrical equipment installed in

the building.

Table 4: Firefighting equipment

Table 5: Cold Water Supply and Mechanical Supply

Table 6: Mechanical Equipment in MTMZA

5. Testing commissioning results and certificates on all Mechanical

and Electrical installations.
6. Car park bay allocation details.
7. Licenses and Certificate of Fitness such as lifts, standby
generators and escalators.
8. Operating manuals for all Mechanical and Electrical services.

9. Location of Mosques facilities and amenities

Table 7: Location of Facilities and Amenities

Table 8: Location of Facilities and Amenities

Table 9: Location of Facilities and Amenities

Table 10: Location of Facilities and Amenities

7.6 Taking Over Procedure

After receiving the necessary information from the previous facility manager and
Department of Islamic Development Malaysia (JAKIM), our property management
company must set up accounting records and serve notice to take over to all suppliers,
service contractors, on site employees, and tenants. A joint inspection will be held
between our company and the previous facility manager and Department of Islamic
Development Malaysia (JAKIM) officer as part of take over process.

7.7

Assessment of Surrounding Development

Tuanku Mizan Zainal Abidin Mosque is located at the heart of Putrajaya which is in
Precint 3 near the Kompleks Perbadanan Putrajaya. The location of this mosque is can
be seen in the map below.

Figure 2: Map of Masjid Tuanku Mizan Zainal Abidin

The surrounding development mainly focuses on governmental buildings. Since
Tuanku Mizan Zainal Abidin Mosque and Putra Mosque are the only mosques in
Putrajaya, the visitors of these mosques are mainly government servants and Putrajaya
residents. Besides that, due to the unique and beautiful architectural structure of the
government buildings, Tuanku Mizan Zainal Abidin Mosque has attracted tourists from
all parts of the world. Examples of development near Tuanku Mizan Zainal Abidin
Mosque are Kompleks Perbadanan Putrajaya, Insolvency Department Malaysia,
National Registration Department of Malaysia, Putra Mosque and other government
buildings. The mosque is a registered charity and all the work is undertaken by
volunteers and there is always a need for new volunteers who have relevant experience
and skills that can benefit the mosque.

7.7.1

Kompleks Perbadanan Putrajaya

Figure 3: Kompleks Perbadanan Putrajaya

Perbadanan Putrajaya is a local government which administers the Federal Territory of

Putrajaya. The objective of the Corporation is to establish, administer and manage the
Putrajaya Corporation on behalf of the Federal Government.
The function of Perbadanan Putrajaya is to:

Exercise all the powers of local government in the area of Putrajaya Corporation
Carry on all activities, particularly activities of a commercial character, by the
Corporation's journey is necessary, advantageous or convenient for or in

connection with the performance of its functions

Regulate, coordinate and undertake the construction of infrastructure in the area

of Putrajaya Corporation
Control and supervise the implementation of activities in the area of Putrajaya

Corporation
Acting as an agent of the Federal Government

7.7.2

Land administrator Highway Authority

Jabatan Pendaftaran Negara

Figure 4: Jabatan Pendaftaran Negara

National Registration Department (NRD) is a department under the Ministry of
the Interior. It is responsible for registering important events such as the information of
each individual birth, death, adoption, marriage and divorce. In addition, the department
is also responsible for determining the citizenship and issue identity documents in the
form of individual identification cards to those who qualify.

7.7.3

Jabatan Insolvensi Malaysia

Figure 5: Department of Insolvency

Malaysia Department of Insolvency (MdI) is the government agency that
administers bankruptcy cases and bankrupts affairs. They also administer the winding
up companies as well as administration of deregistered associations and trade unions.
Malaysia Department of Insolvencys core activities are discovery of asset, realization of
asset, ascertainment of debt, and distribution of payment to the creditor.

7.7.4

Putra Mosque

Figure 6: External view of Putra Mosque

Putra Mosque is located in Precint 1 which is 2.2 kilometres away from Tuanku
Mizan Zainal Abidin Mosque. Putra Mosque or Masjid Putra is truly a great mosque, as
it straddles across 1.37 hectares of land. Touted as one of the most modern mosques in
the world, Putra Mosque is located within the 600-hectare of Putrajaya Lake.
Overlooking the die-for scenic view of the lake, one cannot deny that the mosque is
Putrajayas most distinctive landmark. It is located next to Perdana Putra which houses
the Malaysian Prime Ministers office and Dataran Putra (Putra Square), a large public
square with flagpoles flying Malaysian states flags. All these three areas are linked to
wide and large boulevards as far the eyes can see. From the onset, Putra Mosque, built in
June 1997, looks like a reddish-pinkish rose clay building, as it was built with rose tinted
granite which gives its desert-pink hue that offsets the cengal woodwork on the doors,
windows and panels.

CONSTRUCTION CONCEPT

Figure 7: View of TMZA Mosque

The Tuanku Mizan Zainal Abidin Mosque will be able to accommodate 20,000
pilgrims and worshipers at any given time that will provide a safe and comfortable place
of worship for the local community and international visitors too. It is also hoped that
the mosque will play a role in the evangelization of Islam and become an Islamic tourist
destination as well.
The mosque which is built at a cost of RM200 million is the only one built at a
cost of RM200 million is the only one built from 6000 tonnes of steel 70% of the
structure, with the remainder of the construction composed of concrete. The main
features are the Mosque Building itself and the Kiblat Walk that is a walkway that
connects the Putrajaya Administration Complex (PJC) with the Tuanku Mizan Zainal
Abidin Mosque.

Figure 8: View inside of TMZA Mosque

8.1

GROUND LEVEL (C1)

There are 180 parking bay for cars in the level as well as designated spaces for the
ablution rituals for male and female worshipers. After the ablution ritual, an escalator
will bring the faithful from level C1 to L2.
8.2

LEVEL ONE (C2)

This is the most important level where the Main Prayer Hall is situated which can
accommodate 12,000 worshippers. Situated on both the left and right sides are spaces
named Sahn, designed to accommodate a further 6,000 pilgrims at any given time. This
level also holds the Kiblat Walk that is 13,639 metres square in width that joins the
Putrajaya Administration Complex to the Mosque building.
8.3

LEVEL TWO (L1)

This level is name the Terrace Prayer Hall that is divided into 2 sections which are the
Male Prayer Hall on the right and the Female Prayer Hall on the left. These prayer
spaces can fill up to 5,000 faithful.

8.4

LEVEL THREE (L2)

This level comprises the TV surveillance room and the radio control room purpose of
security and for broadcasting and recording purposes.

Figure 9: Example of fire escape route C1

8.5

FACILITIES/ INFRASTRUCTURE/AMENITIES/ACCESSIBILITY OF THE

SITE

8.5.1

LIFT
There are three lifts provided in this mosque. After the ablution ritual, the lift will bring
the faithful from level C1 to L2.The lifts do not have any specific load capacity which
carries passengers to other level. It also requires high cost for maintenance if the lift
broke down. Currently, there are two lifts was not functioning due to the engine of the
lifts problem. It might be costly for maintenance.

Figure 10: lift at C1 level

8.5.2

ESCALATORS
There are four escalators provided in the Tuanku Mizan Zainal Abidin Mosque. After the
ablution ritual, the escalator will bring the faithful from level C1 to L2. The facilities are
for convenience purposes. Currently, all of the escalators were not activated by the
management due to some problems that may endanger the user.

Figure 11: Escalator from L1 to L2

8.5.3

STAIRCASE
Staircase is one or more flights of stairs leading from one floor to another. It is for
convenience purpose. In case, if escalators and lifts are broke down, they can also use
staircase to reach other level.

Figure 12: example of staircase

8.5.4

PANTRI/ KITCHEN
A pantry is a room where food, provisions, dishes, or linens are stored and served. This
pantry usually used when there are big event held in the mosque such as wedding, a talk
event and others.

8.5.5

QUARTERS FOR STAFF

There are three unit quarters two level provided for staff which is for Imam, Bilal and
others.

8.5.6

FOYER
Entrance hall or other open area in a building used by the public, especially for a
mosque.

8.5.7

CORRIDORS
A long passage in a building from which doors lead into prayer rooms.

8.5.8

VISITORS COUNTER
For any information needed by the visitor to know about the mosque.

8.5.9

TECHNICAL ROOMS/ UTILITY

The Technical Room has overall responsibility to explore and coordinate the
investigation and where desirable facilitate buildings engagement with fundamental
technical advancements which may enhance or accelerate the provision of robust open
solutions to users.

8.5.10 AUDIO VISUAL CONTROL ROOM

Possess both a sound and a visual component for the religion purposes, such
as slide presentations, services and live production.

8.5.11 IMAM LOUNGE/ BILAL

Room for waiting Imam / Bilal for prayers purposes.

8.5.12 ADMINISTRATION OFFICE

Office administration is a set of day-to-day activities that are related to financial
planning, record keeping & billing, personnel, physical distribution and logistics, within
an organization. An employee that undertakes these activities is commonly called an
office administrator or office manager, and plays a key role in any organizations
infrastructure, regardless of the scale.

8.5.13 ROOFED PARKING SPACE

A parking lot, also known as a car lot, is a cleared area that is intended for parking
vehicles. Usually, the term refers to a dedicated area that has been provided with a
durable or semi-durable surface. In most countries where cars are the dominant mode of
transportation, parking lots are a feature of every city and suburban area.

Figure 13: Parking lot at C2

8.5.14 PLAY AREA

A playground, playpark, or play area is a place with a specific design to allow children
to play there. It is an indoor play area for kids while parents perform their solat.

Figure 14: Play area for kids

9
9.1

DETAILS OF SERVICES
FUNERAL SERVICES

The Mosque also has a fully equipped with facility for receiving and washing of
the deceased. There are two local funeral organizations that are available by request to
assist and guide individuals and families with funeral and burial arrangements.
To Allah do we belong, and unto Him is our return
Death is a harsh and fearful reality faced by everyone who lives. No one has the
power to avoid it, nor does anyone around the dying person have the ability to prevent it.
It is something that happens every moment and is encountered by the old and the young,
the rich and the poor, the strong and the weak. Death is a very painful and emotional
time, and yet it is also a time that may be filled with hope and mercy. Death is a
departure from the life of this world to the eternal life of the hereafter. We pray to Allah
(SWT), the Most Merciful, to have Mercy and Forgiveness on the departed in hopes that
they may find peace and happiness in the life to come.
Funeral prayer services (Jenazah) are held at the mosque and can be arranged via
the Central Funeral office. We conduct the preparation of bodies for funerals/burials and
the coffin and have all the facilities to wash the deceased or maintain their cadaver in
cold storage. The mosque ensures that the service aspect of a funeral is carried out as
best as possible before the departed is taken to the graveyard.

9.1.1

Sitting Halls (Separate for men & women)

1.
2.
3.
4.
5.

9.1.2

Very reasonable charges.

Huge car parking facilities.
Easily accessible from all parts of the city.
Round the clock 24 Hour-Reliable service.
Washing & Storage Facilities.

Funeral services will include all below:

1. Taking body from home or hospital to funeral services
2. Helping in getting cause of death/disease free certificate from GP or hospital
3. Helping in getting death certificate from the registration office

4. Obtaining Corners report etc. for sending bodies abroad

5. Transportation from home to mortuary cemetery or airport
6. Assisting in travelling arrangements
Funeral Prayers will only be lead by an Imam authorised by Tuanku Mizan Zainal
Abidin Mosque . Not more than 5 family members will be allowed in the mortuary
during the Ghusal (Wash). Mosque doors, for the mourners and family, will be opened
10.00 in the morning and closed maximum 1 hour after the Isha Prayers and 11.00pm
because of Security and caretaking reasons. There will be extra charges for care taker /
Cleaner for their out of hours additional time.
In case of using the mosque space for sitting etc., Mosque office MUST be informed in
advance and booking request form needs to be filled.Mosque sitting facilities will be
offered but for not more than 3 three days, subject to the availability. Please confirm
from the mosque main office before confirming/announcing to your family or friends
etc. In case of serving refreshments, please bring your own stuff such as
food/tea/coffee/disposable/Refuse sacks etc. All the funeral payment MUST be paid
before burial, unless deceased is a member of a death committee.

9.2

Daily Prayer
The musolla is a type of mosque that is used only for prayers. The term itself is derived
from the Arabic word salat which is the Muslime ritual prayer. It usually refers to a
building or a place for the convenience of Muslins outside their residential areas to
perform the daily congregational prayer.
Prayer Times are as follows:
1.
2.
3.
4.
5.
6.

Fajr The Iqamah is fixed 1/2 hour after Azan

Duhr The Iqamah is fixed at 1:20 pm
Asr The Iqamah is fixed at 5:15 pm
Maghrib The Iqamah is 5 minutes after Azan
Ishaa The Iqamah is fixed 10 minutes after Azan
The Jumaa Athan is fixed at 12:55 pm. The Iqamah is at 1:25 pm.

Figure 15: Friday prayer

9.3

Marriage/ Nikah

The mosque offers the services of the Imam for Nikah reading and registration ceremony
for those who wish to get married under Islamic law. The ceremonies can be held at the
mosque and this can be organized via the Secretary.

9.3.1

Terms & Conditions

Solemnisation in Tuanku Mizan Zainal Abidin Mosque can be conducted at any time
provided that it does not coincide with the prayer times or any of the mosques activities.
Only one hour is allocated for each Nikah ceremony at a booking fee of RM100**.
Bookings can only be made 3 months prior to event month at the Tuanku Mizan Zainal
Abidin Mosque General Office. The solemnisation ceremony will take place at the Main
Prayer Hall. Kindly take note that we do not accept bookings for any other receptions
which includes wedding receptions. Only solemnisation ceremony (Nikah) will be
allowed. The provision of the area includes 2 seat cushions (Kadi & Groom), a small
table for Akad Nikah, a chair for the Bride and a microphone.
**term and conditions

9.3.2

9.3.3

Regulations While In The Mosque Prayer Hall

Appropriate dressing that covers the Aurah.

Guests will be seated according to gender. We appreciate your understanding in

this matter.
Kindly watch over your children at all times.
Kindly refrain from doing anything that is unnecessary and talking aloud in the

vicinity of the Prayer Hall.

The number of guests attending is limited to 50 pax.

Additional Information

Strictly no food and drinks are allowed in the Main Prayer Hall.
Should there be any damages incurred to the facilities of Sultan Mosque, charges

will be bourned by the applicant.

Sultan Mosque Management Committee will not be responsible for any mishaps,
damages, lost or theft while in the vicinity of the premises incurred by the
applicant or guests.

9.4

Educational Services

The mosque aims to provide and promote religious education and it provides regular
classes for children and adults for this purpose. Please see the education section for
further details.
Visitors had also expressed their good impression about the peaceful and productive
atmosphere that our school has been offering. The lessons are designed and delivered to
help the students love the language and learn it in an interesting and simple way.
The school is advancing from strength to strength, with increasing success in teaching
and learning, as well as providing leading educational services for the Muslim
community. It is meeting its targets by engaging with, and listening to parents, educators
and students.

JADUAL KELAS PENGAJIAN DI MASJID TUANKU MIZAN ZAINAL ABIDIN

PROGRAM/AKTIVITI
KULIAH MAGHRIB
KULIAH SUBUH
TAZKIRAH JUMAAT
MAJLIS BACAAN YASIN DAN
TAHLIL

TARIKH
RABU,JUMAAT &
SABTU

MASA
SELEPAS SOLAT MAGHRIB

SABTU

SELEPAS SOLAT SUBUH

JUMAAT

12.20 TENGAH HARI

JUMAAT

SELEPAS SOLAT MAGHRIB

ISNIN & SELASA

SELEPAS SOLAT MAGHRIB

SABTU

8.00 PG 11.00 PG

ISNIN, SELASA

SELEPAS SOLAT MAGHRIB

SABTU

9.00 PG 11.00 PG

SABTU

9.00 PG 11.00 PG

JUMAAT

SELEPAS SOLAT ISYAK

RABU

9.00 MLM 11.00 MLM

SABTU

8.30 PG 9.30 PG

KELAS PENGAJIAN AL-QURAN

DEWASA/Tahsinul Qiraah
(ASAS, IQRA & MENENGAH ATAS)
KELAS PENGAJIAN AL-QURAN
HAFAZAN KANAK KANAK
KELAS PENGAJIAN AL-QURAN
KANAK KANAK/Tahsinul Qiraah
Lil Syabab Wa Aulad
KELAS TALAQQI AL-QURAN
BERSANAD
KELAS BAHASA ARAB
KOMUNIKASI/Tadrib Lil Lughah
Arabiah
KELAS TARANNUM
KELAS FEKAH WANITA/Fiqh An
Nisa

( source : http://www.masjidtuankumizan.gov.my, 2015)

9.5

SHOP LOTS

There are 10 shop lots at Tuanku Mizan Zainal Abidin Mosque such as Muslimah
Boutique, Grocery Shop, Travel Agency, Cafeteria, Dobby Service, Book Shop, Pejabat
Urusan dan Kaunter Perkhidmatan (PKPU) and Gifts Shops.

Figure 16: Gifts Shop

Figure 17:Book Shop

Figure 18: Dobby Services

Figure 19: Cafeteria

Figure 20: Muslimah Boutique

Figure 21: Grocery Shop

Figure 22: Travel Agency

Figure 23: PKPU

10 SCHEDULE OF MAINTENANCE WORK

To maintain a building involves so many skilled departments. Maintaining a mosque not

an easy thing to do, it involves engineering department which is civil, electrical and also
mechanical. Tuanku Mizan Zainal Abidin Mosque also requires cleaning and security
department as well as pest control to make sure the mosque stay in clean and safe
condition. Below are the schedule maintenance of work for every department involves:

Figure 24: Cleaning Schedule

Figure 25: Mechanical Working Schedule

Figure 26: Pool Cleaning Working Schedule

11 ASSESSMENT OF THE STRENGTH,

WEAKNESS, OPPORTUNITIES AND THREAT
OF MASJID TUANKU MIZAN ZAINAL ABIDIN
Every property has its own strength, weaknesses, opportunities and threat. We
have visited and observed Masjid Tuanku Mizan Zainal Abidin to identify the strength
and weaknesses as well as opportunities and threats.

11.1 STRENGTH OF MASJID TUANKU MIZAN ZAINAL ABIDIN

Based on our observation, we have identified the strength of Masjid Tuanku Mizan
Zainal Abidin. Tuanku Mizan Zainal Abidin mosque has its own uniqueness that makes
the mosque stand out from other state mosques.
The following are the strengths of masjid Tuanku Mizan Zainal Abidin :

Economical
Large accommodation of pilgrims and worshippers
Unique architectural and interior design
Easy access
Proper maintenance schedule

A. Economical

Figure 27: Architectural metallic wailing screen

Tuanku Mizan Zainal Abidin mosque is designed based on three concepts

namely wind, moderation and transparency. The mosque is said to be
economical as it does not use fans or air-conditioning but uses a gas-cooling
system technology called Gas District Cooling. This cooling system
technology reduces cost in terms of utilities cost and maintenance cost.
Furthermore, the cooling system technology is eco-friendly. The main prayer
hall is also surrounded by a pool that will doubtlessly allow the visitors to
experience fresh and cool breeze continuously. Furthermore, the main prayer
hall is surrounded by a marshrabiyah screen that is made up of lattice and
an architectural metallic wailing screen that serves to allow natural light
and air to flow.
Eventhough the mosque uses an open concept, birds could not enter the
mosque as the mosque uses ultrasonic technology.

B. Large accommodation of pilgrims and worshippers

Figure 28: Large Prayer Hall

Tuanku Mizan Zainal Abidin Mosque can accommodate 20,000 pilgrims

and worshipers at any given time that will provide a safe and comfortable
place of worship for the local community and international visitors.
C. Unique architectural and interior design

Figure 29: Dome with "ALLAH" Caligraphy

Figure 30: "Iron" Mosque with unique architecture

Tuanku Mizan Zainal Abidin Mosque has strived to create its own
identity by not borrowing from Arab design which is the norm, but instead
has looked to Germany and China for inspiration. The uniqueness can further
be seen in the inscription of the calligraphy of the name Allah when
viewed from inside the dome from below. Another unique feature is that this
mosque does not possess any minarets unlike other mosque. Furthermore,
this mosque is the only mosque built from 6000 tonnes of steel on 70% of the
structure with the remainder of the construction composed of concrete.

D. Easy access

Figure 31: Pedestrian access through Kiblat Walk

There are many available access roads to Tuanku Mizan Zainal Abidin
Mosque. This mosque is located in Precint 3, Putrajaya which is opposite the
Palace of Justice, the impressive home of the Judiciary. The road accesses
available to Putrajaya are Kuala Lumpur-Putrajaya Expressway (MEX),
SKVE, Utara Selatan Hubungan Tengah (ELITE) Highway, Utara-Selatan
Plus Expressway. The pedestrian access is through the Kiblat Walk that is a
walkway that connects the Putrajaya Administration Complex (PJC) with the
mosque.

E. Proper maintenance schedule

The facility manager of Tuanku Mizan Zainal Abidin Mosque which is
Gumi Asli Elektrikal Sdn. Bhd. has prepared an annual maintenance schedule
which includes electrical, mechanical and civil maintenance and repairs.
They have also made a provision for unplanned repairings. This shows the
facility management has carried out sufficient planning for maintenance and
repair.

11.2 WEAKNESSES OF MASJID TUANKU MIZAN ZAINAL

ABIDIN
Based on the questionnaire we have handed out to the pilgrims and worshippers
in Tuanku Mizan Zainal Abidin Mosque in Appendix, we have identified the weaknesses
of Masjid Tuanku Mizan Zainal Abidin.

A. Internal part of mosque is hot

Tuanku Mizan Zainal Abidin mosque has its own specialties that make
the mosque stand out from other state mosques. For one, the mosque is very big
and spacious. However, its biggest strength also comes with a price. Due to its
big space, the Gas District Cooling concept was not enough to cool down the big
area of the mosque, making the place warm.

B. Signage is not clear

Figure 32: Unclear map on directory

Figure 33: Signage in C2

The signage used in this mosque is not clear. Improper color selection for
signage has caused a problem for pilgrims to read the directions especially for
newcomers. Furthermore, the signage is unwelcoming and the walkway to
ablution area is lit with dim lighting which causes pilgrims to have difficulty
reading the signage.
C. Escalator and lift not functioning

Figure 34: Pilgrims using the unfunctioning escalator

Figure 35: Lift Breakdown

We have received a few complaints in the questionnaire whereby visitors

of the mosque had difficulties going up to the Prayer Hall in level one due to the
escalator that is not functioning.
During our visit to Tuanku Mizan Zainal Abidin mosque, the lift was not
functioning due to the breakdown of the motor and engine of the lift. Since the
escalator is not functioning, pilgrims with disabilities do not have any other
alternatives to go up to the Prayer Hall located in level one (L1).

D. Pool is covered with algae

Figure 36: Pipeline and pool floor covered with algae

The pool surrounding the Prayer Hall in level one is not maintained
properly because there seems to be algae covering the floor of the pool.

E. High cost for maintenance

Due to the big size of the mosque, the amount needed to maintain the
building is high. From 2011 until 2015, the total cost of maintenance is RM 12
million. Most part of the building and services are imported from other countries.
Thus, if there are any parts which need repairing, this incurs a high cost to import
experts from overseas.

F. Broken tiles

Figure 37: Broken tiles along the pavement

There were broken and cracked tiles along the walkway outside Tuanku
Mizan Zainal Abidin mosque. These cracked tiles may disrupt visitors safety.

G. Poor maintenance of landscaping

Figure 38: Brown patches

The poor landscaping maintenance can be proven with the figure above
whereby the grass has not been grown properly. This may be due to poor soil
quality or fungal diseases.

11.3 OPPORTUNITIES OF MASJID TUANKU MIZAN ZAINAL

ABIDIN
Since Tuanku Mizan Zainal Abidin mosque is a special property and is owned by
the Government of Malaysia, the mosque is a non-profit organization. However, there
are business opportunities for local entrepreneurs. Tuanku Mizan Zainal Abidin Mosque
provides a space for stalls and booths. For instance, every Ramadhan, Tuanku Mizan
Zainal Abidin Mosque will open up a Bazaar Ramadhan to local entrepreneurs along
the Kiblat Walk. Besides that, Tuanku Mizan Zainal Abidin mosque gives opportunities
to young entrepreneurs every Friday after Friday prayers by letting out spaces in the
mosque with a rental space of RM 25 per table.

11.4 THREAT OF MASJID TUANKU MIZAN ZAINAL ABIDIN

There are two main mosques in Putrajaya which are Putra Mosque and Tuanku
Mizan Zainal Abidin Mosque. There might be competition rising from Putra Mosque as
the distance between Putra Mosque and Tuanku Mizan Zainal Abidin Mosque is only 2.2
km. Since both mosques are under JAKIMs supervision, there is no competition that
occurs.

11.5 RECOMMENDATION COURSE ACTION FOR SHORT

TERM
Short-term planning looks at the characteristics of our company in the present
and develops strategies for improving them. The condition of production equipment or
product quality problems is also short-term concerns. To address these issues, we have to
put in place short-term solutions to address problems. These solutions set the stage for
addressing problems more comprehensively in the longer term.
Recommendation course of action for short term is the solution for the problem
that we have identified as weaknesses of the property.
The first weakness is the internal part of mosque is hot. The Gas District
Cooling system is used as an air cooling system. District cooling means the centralized
production and distribution of cooling energy. Although the idea is good, malfunction of
this system may caused an expensive repairs. In this case, the maintenance of this
cooling system is not routinely performed which causes the mosque to be hot.
The solution to this problem would be to conduct routine six month maintenance
to this system to ensure perfect performance so that the pilgrims can pray comfortably.
The second weakness is the signage in Tuanku Mizan Zainal Abidin Mosque.
The signage in Tuanku Mizan Zainal Abidin Mosque does not clearly tell the direction,
which will confuse visitors of the mosque, especially for first-time visitor. Furthermore,
the directory is not clear.
We would recommend a different background color for the signage such as
replacing the gray colors signage with a brighter color.
The third weakness is the escalator and lift not functioning. The current
management team stops the escalator from functioning because they say that it is
dangerous for the kids when they play on it. The other reason is that the Jawatankuasa
Keselamatan (JKK) didnt approve of the running of the lift. The reason is because when
the pilgrims are going to the prayers hall in level 1, their feet are wet from ablution. The
fear is that the water will make it easy for a person to be electrocuted. The lift on the

other hand, its motor has broken down. According to Mr. Samni, the replacement of the
motor costs RM1 million.
We would recommend replacing the escalator with staircases. An escalator that
doesnt function is useless. It cuts down the maintenance cost and it is cheaper than a
lift. As for the lift, we cannot let the lift to be out of operation as old people and
handicapped people needs the lift the most. So, what we propose is to exchange the lift
to a more durable one.
The fourth weakness is the pool is covered with algae. The pool is used as a
cooling mechanism for the mosque, so if it is covered with algae, the cooling mechanism
doesnt work that properly Aesthetically speaking, a pool covered with algae is not a
good sight to behold.
So, solving the problem is quite easy. The management team should hire a pool
cleaner regularly.
The fifth weakness is the cracking of tiles. The tiles should be replaced
immediately to ensure visitors safety. Management should appoint the contractor in
charge to repair the damage of the tiles.
The next weakness of Tuanku Mizan Zainal Abidin Mosque is improper
maintenance of landscaping. The grass in level one seems to be having brown patches
which may be due to poor soil quality or fungal diseases. To solve this problem, the
management could change tne of he soil to a better choice of soil quality or adapt a more
frequent routine of pest control to control the fungal diseases.

11.6 RECOMMENDATION COURSE ACTION FOR MIDDLE

TERM
Medium-term planning applies more permanent solutions to short-term
problems. If training courses for employees solved problems in the short term, our
company will schedule training programs for the medium term. If there are quality
issues, the medium-term response is to revise and strengthen our company's quality
control program. Medium-term planning implements policies and procedures to ensure
that short-term problems don't recur.

Medium term recommendation course of action is to arrange with service

contractor according to the schedule to prevent problems from recurring. Service
contractors could be from an outsource or in-house service contractor.

Cleaning maintenance of this mosque is done by an outsource cleaning company

through a contract. The problem that occurs from this is the lack of commitment from
the staff of the cleaning company towards the awareness of the importance of cleanliness
in maintaining the image of the building. We would recommend hiring the right and
suitable cleaning contractors that will carry out their responsibilities thoroughly and
efficiently as well as running a company background check of the cleaning contractor to
avoid problems in the future.

Furthermore, since the lift costs a high amount to replace the motor, we would
suggest carrying out servicing and maintenance of the lift every month to avoid the
breakdown of the lift. Monthly servicing will cut down cost by preventing a bigger
mechanical lift problem from occurring in the long run.

11.7 RECOMMENDATION COURSE ACTION FOR LONG TERM

One of the biggest problem the management team faces is the maintenance part.
The maintenance not only takes a considerable amount of time, but also a lot of money.
Typically speaking, for maintenance alone, the management team has spent close to
RM12million since 2011 until the year 2015. The money and time spent towards
maintenance could be put to better use for other things.

To solve this problem, we should first look at the root of it all. The reason why
the maintenance cost a lot of time and money is because the maintenance is done by
foreign engineers. This is partly because the technology used to construct the buildings
is from foreign countries. Not only that, the parts for maintenance also came from a
different country. So, to transport the engineers and the parts cost a lot of time and
money.

To solve this, we have come to two different solutions that may work. One is to
replace all part with locally made part. This might be a challenging task as replacing the
parts will not only cost money, but also time as well. But in the long run, the
maintenance fee will be cheap so it will be worth it.

The other solution is to send our young brightest talent to foreign countries to
learn the technologies available there. So, when these young talents come back, they will
be able to create and fix the parts required in the maintenance.

CONCLUSION
Without a doubt Tuanku Mizan Zainal Abidin Mosque is a spectacular building in
Putrajaya. It is well known as the Iron Mosque due to the heavy use of steel in its
construction. Managing a state mosque is not an easy task for any property manager as
the area of the mosque is big which requires a very high maintenance and servicing. We
have learned on how to strategize our management plan and how to take over the
management of special properties. The process of taking over a property is not as simple
as black and white. It requires a lot of data inspection and site inspection to avoid any
problems in the future. From our interview with the Islamic Officer, Engineering
supervisor and the facility manager, we have learned on how to manage a building and
how to sustain a mosque. It is very important that every property manager is able to
manage and sustain the property to maximize its value and keeping a good condition of
the building structure.
Besides that, from our observation and experience through this mosque, we have
also learned that mosque is a clean and serene place where pilgrims and worshipers
come to the mosque to face and talk to God.

APPENDICES

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