Beruflich Dokumente
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THE INGENIEUR
33
contents
4
Presidents Message
Editors Note
Update
Professional Indemnity Insurance
Announcement
Publication Calendar
Event Calendar
Fraudulent Offers On Engineering Council
United Kingdom Registration
Cover Feature
6 Effective Contract Management For
Construction Projects
16 Drafting Construction Contracts
24 Understanding Engineering/Construction Contracts
41
Guidelines
36 The Chartered Institute Of Arbitrators:
Code Of Professional And Ethical Conduct
Feature
37 Membendung Kerugian Berkaitan Dengan Tuntutan
Kerugian Dan Perbelanjaan Tambahan Di Dalam
Kontrak Binaan
44 Construction Disputes
56
THE INGENIEUR
Presidents Message
KDN PP11720/1/2008
ISSN 0128-4347
Executive Director
Ir. Ashari Mohd Yakub
Editors Note
Publication Officer
Pn. Nik Kamaliah Nik Abdul Rahman
Assistant Publication Officer
Pn. Che Asiah Mohamad Ali
Design and Production
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The Ingenieur is published by the Board of Engineers
Malaysia (Lembaga Jurutera Malaysia) and is distributed
free of charge to registered Professional Engineers.
The statements and opinions expressed in this
publication are those of the writers.
BEM invites all registered engineers to contribute articles
or send their views and comments to
the following address:
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Website: http://www.bem.org.my
Advertising/Subscriptions
Subscription Form is on page 54
Advertisement Form is on page 55
UPDATE 5
THE INGENIEUR
ANNOUNCEMENT
E ve n t C a l e n d a r
The following list is the Publication
Calendar for the year 2007 - 2008. While we
normally seek contributions from experts for
each special theme, we are also pleased to
accept articles relevant to themes listed.
Please contact the Editor or the Publication
Officer in advance if you would like to make
such contributions or to discuss details and
deadlines.
December 2007: PROJECT FINANCING
March 2008: POWER
June 2008: ASSET MANAGEMENT
Selamat
Hari Raya
Aidil Fitri
&
Happy
Deepavali
COVER FEATURE
THE INGENIEUR
COVER FEATURE 7
THE INGENIEUR
1
2
3
4
5
6
7
9
10
Th e e l e m e n t s a r e b r i e f l y
described and discussed, as
follows;
The Client and its Objectives
and Priorities
Whether from the private or
public sector, each client has
its own organisation and project
objectives. The former objectives
can include profit margin, growth/
expansion, strategic alliance, etc.
The latter objectives may include
delivery within the stipulated
Ti m e p e r i o d , C o s t w i t h i n
budget, meeting the required
Quality standards or Functional
requirements, as well as ensuring
customer Satisfaction.
Whatever the objectives, it is
important to know and understand
clearly the clients requirements
and priorities. Whilst some clients
may place priority on aesthetic
or prestige, early or timely
completion or price certainty,
o t h e r s m ay p l a c e e m p h a s i s
on buildability or flexibility to
accommodate changes during
construction and/or operation of
CONSTRAINTS
Time, cost, quality,
technical and other
performance parameters,
legal, environment, etc
INPUT
Business needs
and requirements
MANAGEMENT
OF THE
PROJECT
MECHANISMS
People, techniques
and tools, equipment,
organisation
Diagram 1
OUTPUT
Project
deliverables,
products and/or
services
COVER FEATURE
THE INGENIEUR
Site inspection
Project Team
In selecting the project team
for design and construction,
several factors such as selection
criteria and its process, scope
of services/works, commitments,
responsibilities, experience,
COVER FEATURE 9
THE INGENIEUR
Building Procurement
System
Building procurement systems
include traditional/conventional,
Contractual Arrangement
The contractual arrangement
leading to contract documentation
establishes the contractual rights,
obligations, responsibilities and
liabilities of the contracting parties.
Such arrangement or documentation
includes contract based on bills
o f q u a n t i t i e s , d raw i n g s a n d
specification, schedule of rates,
cost reimbursement, design and
build, etc.
In selecting a suitable
contractual arrangement, various
factors such as the elements
d e s c r i b e d p r e v i o u s l y, p l u s
change in requirements, design
completeness, cost fluctuations,
etc., need to be considered,
instead of merely using any
standard form of contract.
10
COVER FEATURE
THE INGENIEUR
FUNCTIONAL
Organisation Structure
Organisation structure is about
framework, hierarchy, authority,
control, rules, procedures, formal
relationships, for the people
in the organisation and/or the
project. This essential element,
allows effective and efficient
communication channels to take
place and adapts to project
environment and changes.
Any structure adopted, be it
functional, project or matrix can
affect project teamwork, work
efficiencies and the eventual
project outcome. Each type of
organisation structure has its own
advantages/disadvantages. Criteria
such as clear objectives and
priorities, policies and procedures,
roles and responsibilities, flexible
work structure, people relations,
motivational issues, leadership,
teamwork, capacity to change,
performance, etc need to be
properly considered when
choosing a suitable organisation
structure for the construction
project.
Diagrams 2, 3, 4 illustrate the
common organisation structures
used in the construction
industry.
Director
Management Level
Operations
Sales
Marketing
Department Level
Administration
Functional responsibility
Diagram 2
PROJECT
Director
Marketing
Finance
Project
Manager A
Construction
Administration
Project Manager
B
Tender
Project Manager
C
Procurement/
Purchasing
Contract
Monitoring and
Control Systems
Construction
Construction
Contract
Procurement/
Purchasing
Procurement/
Purchasing
Contract
Diagram 3
MATRIX
Director
Tender &
Contracts
Project
Manager A
Project
Manager B
Project
Manager X
Diagram 4
Marketing
Finance
Purchasing
Project responsibility
Functional responsibility
E f f e c t iv e m o n i t o r i n g a n d
control systems are capable of
identifying and responding to
changes ensure project objectives
can be met. Proper monitoring
and control systems enable timely
provision of information/details,
smooth progress of works, costs
within the budget, identification
of changes/variations, timely
supervision, testing and inspection
of works, etc.
Increasingly, the project team
should adopt quality assurance
programmes such as ISO
9001:2001 to ensure a consistency
and systematic approach to the
organisations work processes
and procedures. Quality is not
Tendering
Others
COVER FEATURE 11
THE INGENIEUR
HOW
WHY
OBJECTIVES
Efficient Working
Tools
Invest in ICT
NEEDS
Better Working
Space & Layout
Improve
Productivity
Larger Working
Area
Facilitate People
Movements
Provide Confortable
Working Area
Minimise Physical
Hindrance
Land Scaping
Safe Work Area
Conducive
Environment
Security
Improve Interpersonel
Relatives
Boost Employee
Spirit
Diagram 5
Proper Space /
Relocation
Prevent Eating on
Working Area
Confortable & Relax
Atmosphere
Reduce Noise
Interference
WANTS
12
COVER FEATURE
THE INGENIEUR
Commercial/Business and
Human Relations
Emphasis on the importance
of good commercial/business
and human relations is the
final essential element, if not
most important element, in
effective contract management to
achieve excellence and success in
managing construction projects.
Commercial or business
relation is about fostering business
links/relations and communication
with other organisations. Human
relations is about understanding
and fostering interpersonal
relationship with another individual
or group. For human relations to
be effective and harmonious,
criteria such as people selection,
team commitments, meeting
organisation and project objectives,
sharing common objectives and
values, motivational issues, and
skills development need to be
seriously taken into account.
Failure to manage the construction
COVER FEATURE 13
THE INGENIEUR
REFERENCES
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
16.
17.
18.
16
COVER FEATURE
THE INGENIEUR
Drafting Construction
Contracts
By N. Pathmavathy and Kamraj Nayagam, Skrine & Co.
Editors Note: This article was extracted from Volume 3/2004 of Legal
Insights the Newsletter of Messrs. Skrine, Advocates & Solicitors
construction or building
contract can be loosely
defined as an agreement for
the construction, repair, renovation
or restoration of building or
engineering works. It ought to
specify what work has to be
done by the contractor, where
the work is to be done, when
this work must be completed, to
what standard the work should
be done, how the contract is to
be administered and how is to
be paid to the contractor by the
employer.
The many types of construction
contracts include traditional
building contracts, engineering
contracts, design and build
contracts, fee based contracts
and build operate and transfer
contracts. Although each contract
will obviously be unique, broad
conceptual types of contract
may be identified, and even a
contract created specifically to
meet the individual requirement
of a given situation will inevitably
have points of similarity to other
contracts.
Nevertheless, such is the
complexity of the typical
construction contract in the modern
age, that any awareness of the
workings of construction contracts
must of necessity be founded upon
a thematic understanding of the
various procurement strategies
and the underlying forces which
drive them.
In general, familiarity with
the available standard form of
construction contract, and of the
types of construction contract, will
enable the prudent Employer to at
least ensure that it will achieve the
COVER FEATURE 17
THE INGENIEUR
Employer or Owner
Contractor
Architect
Engineer
Quantity Surveyor
Consultants
Project Manager
Sub-Contractor
Supplier
ROLE OF RESPECTIVE
PARTIES IN A TRADITIONAL
BUILDING CONTRACT
CONTEXT
The Employer commissions an
architect to prepare the design
for the building. The Contractor
is then employed to construct the
project for a fixed price. (See
Diagram 2)
Project
Brief
Decision to Build
Design
Conditions
of Contract,
Drawings ,
BQs,
Specifications
Design
Drawings
Tender Documentation
Tender Invitation
Contractor
Tenders &
Proposals
Construction Works
LOI /
Award
Contract
Documents
Consulting
Agreement
Role Of Architect
Complete the design
Oversee development of the
Project
Co-ordinate design work of
other consultants
Supervise the building works
Issue certificates and approvals
Role Of Quantity Surveyor
E s t i m a t e
quantities from
architects plans and put into
bills of quantities
Prepare of tender documents
Oversee contract
documentation
Assist evaluation of progress
claims and variation work
Recommend amounts to be
certified
Employer
Main
Contractor
Architect
Consultants
Subcontractors
Suppliers
18
COVER FEATURE
Role Of Consultants
C & S Engineer
M & E
Engineer
Acoustics Consultant
Landscape Architect
CONTRACT DOCUMENTS
The contract documents include
Articles of Agreement, Conditions of
Contract, Plans & Drawings, Bill of
Quantities, Specifications and Other
Documents specifically included.
Articles Of Agreement
Brief description of Project
Location of Site
Commencement Date
Name of the parties
Obligation of parties
Price to be paid
Name of consultants
Time for Completion
List of contract documents
Conditions Of Contract
Elaborate set of legal terms
which regulate the contractual
relationship between parties to
the contract
Define duties and rights of
parties
Address some of the likely
events which may arise during
the course of works
Plans & Drawings
Numbered according to series
and separate series used for
each consulting discipline :
architecture, structural and civil
engineering, mechanical and
electrical engineering
Each drawing signed and scales
clearly stated
Enable the price for works to
be computed
Bill Of Quantities
C o n s i s t s o f p r e l i m i n a r i e s
(site overheads), trades bills,
schedule of provisional sums
Trade bill divided into six
columns
(i) alphabetical reference for
the item
(ii) brief description of item
(iii) unit
THE INGENIEUR
(iv) quantity
(v) unit price rate for each
item of work
(vi) grossing up column
[unit price rate x quantity]
Specifications
Standards for execution of
works
Source for applicable technical
standards and codes
Other Documents Specifically
Included
Tender
Method statement
Works programme
TYPES OF PROCUREMENT
METHODS
Classification according
to how contractor is
remunerated
(a) Lump Sum Contract
(b) Measure &
Value Contract
(c) Cost Plus Contract
(d) Term Contract
Classification by reference
to nature of Contractors
obligations
(a) Design-Bid-Build
Contract
(b) Design &
Build Contract
(c) Turnkey Contract
(d) Management Contract
ENGINEERING
CONTRACTS
EP
EPC
EPCC
EPCM
RISK ALLOCATION
FAIRNESS
COVER FEATURE 19
THE INGENIEUR
Components of a Good
Contract
Benefits
Performance Standards
Defined
Limitation of liability
Allocation of risk
Price Structure
Completion Date
Choice of Law
Price Increase
Risk Allocation
If risk is allocated to contractor, contractor may
limit liability for any price increase
Failure to Complete
on Time
Contractors Default
Risk to be allocated
to Contractor
Not due to
Contractors Default
Risk to be allocated
to Employer by way
of EOT clause
EXAMPLES OF RISKS
ENCOUNTERED DURING
PROGRESS OF PROJECT
(i) Price escalation
(See Diagram 5)
(ii) Failure to complete on time
(See Diagram 6)
(iii) Unforeseen Ground
Conditions
Not all standard form contracts
have provisions in relation to
unforeseen ground conditions
Absence of such provisions
may lead to dispute as to who
will be responsible and bear
the costs for additional works
arising from the unforeseen
ground conditions
E m p l o y e r
may consider
employing a more interactive
selection or bidding process
to identify and reduce any
uncertainties that may be
encountered during the progress
of the project
(iv) Default in payment
I t i s n o t u n c o m m o n f o r
contractor to allocate any risk
of any payment default by the
employer to his sub-contractor
Such risk allocation can be
done by way of pay when
paid clauses
KEY TERMS AND
CONDITIONS OF
CONSTRUCTION CONTRACT
(i) Obligations of Parties
(See Diagram 7)
(ii) Key Contractual Dates
(See Diagram 8)
(iii) Standard of Performance
Implied term: the contractor
must perform the works in
good and workmanlike manner.
If higher standards are required,
these must be expressly
stipulated in the contract.
Examples of higher standards
for consideration include:
- Fitness for purpose i.e.
the works performed and
materials ordered must be
20
COVER FEATURE
THE INGENIEUR
Contractor
Employer
requirements
the contractor
To make timely payments to the
contractor
To appoint an architect, engineer
or surveyor as the superintending
officer (S.O.) for contract
administration
Not to interfere with or improperly
influence the S.O. in his
certification duties
Not to interfere with the progress
of the works by the contractor
To issue instructions and give
information in good time
Diagram 7
Commencement Date
Completion Date
Expiry of Defects
Liability Period (DLP)
Action Required
Contractor to furnish
defects
ER to issue certificate of
Unconditional
& on-demand
bankers
guarantee
Valid from
commencement of
works to expiry of DLP
Conditional
bankers
guarantee
Parent company
guarantee
Valid from
commencement of works
to completion of works
Chart 1
Contract
Price
COVER FEATURE 21
THE INGENIEUR
It is important to specify in
a construction contract what
Contractor to issue
notice when works
ready to be
Taken over
Contractor to
complete works
If Employer
not satisfied
Employer to give
reasons & specify
works to be done
Employer to
inspect works
If Employer
satisfied
Practical
Completion is
achieved
Employer to
issue Certificate of
Practical Completion
22
COVER FEATURE
THE INGENIEUR
(x) Termination
Termination clauses should
set out clearly :
(a) the mechanism within
which either party may
terminate the contract by
giving notice of default,
followed by notice of
termination should the
defaulting party fail
to remedy the default
within requisite period;
(b) e v e n t s o f d e f a u l t
entitling the party to
terminate (distinguish
defaults capable of
being remedied and nonremediable defaults)
(c) r e m e d i e s a v a i l a b l e
to the non-defaulting
party in the event of
termination
COVER FEATURE 23
THE INGENIEUR
PAM
IEM
FIDIC
Performance Bond
Extension of DLP
LAD Anti-Selva
Kumar Clause
Right to suspend
works upon
payment default
Risk Assumption by
Contractor of
Unforeseen Ground
Conditions
Termination for
Convenience
Direct Payment to
NSC
Objection to NSCs
Nomination
Table 1
24
COVER FEATURE
THE INGENIEUR
Understanding Engineering/
Construction Contracts
By Ir. Harbans Singh K.S, Director, HSH Consult Sdn Bhd
Nature of
construction contracts
n engineering/construction
contract (in short a
construction contract, for
the purposes of this article, is a
contract under which one party 1
(commonly called the contractor)
agrees for valuable consideration
to undertake to carry out works for
another party (commonly called
the employer 2) involving design
(where applicable), fabrication,
erection, alteration, repair or
demolition of structures and/or
installations on a site 3 made
available by the latter. It covers
a whole range of contracts i.e.
from a simple oral agreement to
repair a house roof to a mega
highway contract. Such contracts
are usually termed building
contracts where they relate
to buildings and engineering
contracts when they relate to
infrastructure 4, systems 5 and
equipment installations 6 . The
distinction between these terms
is of no legal significance, and
indeed construction contracts as
a class are regarded by Malaysian
law, not as a separate category
of contracts, but a part of the
general law of contract.
In most cases, the only parties
to a construction contract are the
employer and the contractor 7 .
However, in actual practice, in all
likelihood, a construction project
frequently involves a large number
of contributors or participants
who are contractually interlinked by a matrix of contractual
arrangements. The roles of such
contributors are discussed in this
article.
Forms of
construction contracts
The main matters for which
a construction contract normally
makes provision are, the extent
of obligations undertaken by the
parties and the means by which
those obligations may be varied
from time to time; the time for
completion and interim control
of the progress of the works; the
machinery for payment of the
contractor; supervision of the
works on behalf of the employer;
insurance against a range of risks;
and the remedies available to the
parties in respect of default.
The Malaysian construction
industry relies essentially on a
number of types of forms of
contract; these being notably
the standard forms of contract,
modified standard forms of
contract and ad hoc or bespoke
forms of contract. The principal
standard forms in common
use include those published
by the various institutions e.g.
the Institution of Engineers,
Malaysia and the Pertubuhan
A k i t e k M a l ay s i a . Fo r p u b l i c
sector contracts, the Public
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
Construction contracts
COVER FEATURE 25
THE INGENIEUR
TYPES OF CONTRACT
PROCUREMENT
26
COVER FEATURE
THE INGENIEUR
Brick laying
22.
23.
24.
25.
26.
27.
28.
29.
30.
31.
32.
33.
Management contracts
A comparatively recent
development on large and complex
projects has been the emergence
of the management contractor,
whose only role is to manage, coordinate and supervise the work
of numerous specialists by whom
the whole of the construction
work is carried out. Under a
modern management contract,
these specialists are employed
as sub-contractors 31 to the main
or management contractor 32 ,
but the latter is relieved of any
responsibility to the employer for
sub-contractor defaults 33. The
underlying philosophy of this
species of contract procurement
is that the management of the
construction process constitutes
a particular expertise which
can be distinctly identified and
accordingly addressed through the
employment of the management
contractor. The latter is for
all intents and purposes not a
builder in the strict sense but an
independent professional providing
essentially a management service.
This common thread runs, in
addition through the construction
management route of contract
procurement.
Compared to traditional general
contracting or design and build
types of contracts, management
c o n t ra c t i n g i s u n f o r t u n a t e l y
COVER FEATURE 27
THE INGENIEUR
Hybrids
Term contracts
Construction management
As aptly named, construction
management contracts are a
sub-set of the general corpus
of management type of
contracts and as such share
common characteristics with
management contracts. These
have metamorphosed recently
into an alternative to the latter
type of contracts and are being
employed mainly on large
and complex projects having
a multiplicity of trades, users
and designers 36. In essence, a
construction management contract
is an arrangement under which
t h e e m p l oye r e n t e r s i n t o a
direct contractual relationship
w i t h e a ch o f t h e s p e c i a l i s t
contractors 37, while at the same
time employing a construction
manager to provide managerial
and supervisory services for
the project. The obligations
undertaken by the construction
manager in such a case depend
upon the terms of the contract by
which it is employed 38.
Owing to the novelty of this
method of contract procurement,
there is a paucity of standard forms
of conditions of contract available
for use by the local construction
industry. The tendency is to
either employ a bespoke form
or to use the JCT CM 94 Form 39,
albeit in a modified form. A
further alternative is to draw up
a series of contracts i.e. between
the employer and firstly the
construction manager, secondly
each member of the design team
and thirdly each specialist trade
contractor.
44.
Miscellaneous Contracts
Over and above the common
methods of contract procurement
described above, there exist other
28
COVER FEATURE
THE INGENIEUR
SPECIAL PARTIES
The Government
departments
The extent to which contracts
can be made on behalf of the
Federal Government, and the
Governments of the states is
governed by the Government
Contracts Act 1949 52. For the
procedure pertaining to the
enforcement of such contracts and
matters relating to proceedings by
and against the Federal Government
and the Government of the states,
45.
46.
47.
48.
49.
50.
51.
52.
53.
54.
55.
Also called BOT Contract. See also Piyush Joshi Law Relating to
Infrastructure Projects at P22-25.
See Ir. Harbans Singh K.S. Engineering and Construction Contracts
Management: Pre-Contract Award Practice at P132-138.
See The Aqua Group Tenders and Contracts for Building (2nd Edn.)
at P 119.
See Ir. Harbans Singh K.S Engineering and Construction Contracts
Management: Law and Principles at P256.
See Robinson, Lavers, Tan & Chan Construction Law in Singapore
and Malaysia [2nd Edn.] at P428.
See Dispute Avoidance and Resolution Task Force (DART) of the
American Arbitration Association Report on partnering at P86.
E.g. Consultants, Suppliers, etc. See Stevenson Jordan & Harrison v
MacDonald & Evans [1952] 1 TLR 101 and Syed Mubarak bin Syed
Ahmad v Majlis Peguam Negara [2001] 4 MLJ 167.
Rev. 1973 (Act 120)
Rev. 1988 (Act 359). See generally also the Rules of the High Court
1980 Ord. 73 for proceeding by and against the Government.
It does not include municipal councils and public corporations.
Under the Government Contract Act 1949 (Act 120) SS 2 & 3, all
contracts made in Malaysia on behalf of the Government shall, if
reduced in writing, be made in the name of the Government and
signed or authorized as provided for under the Act. Any authorization
under S 2 or 3 shall be in the form set out in the schedule to the
Government Contracts Act 1949 (Act 120).
COVER FEATURE 29
THE INGENIEUR
FORMATION OF CONTRACT
Negotiated contracts
The formation of construction
contracts is governed by the
56.
57.
58.
59.
60.
61.
62.
63.
64.
65.
66.
67.
68.
69.
70.
71.
30
COVER FEATURE
THE INGENIEUR
Pipe laying
Tenders
In general, an invitation to
contractors to submit tenders to
carry out construction works is not
an offer but merely an invitation
to treat 77; the employer is in
consequence under no obligation
to accept the lowest or any of
the tenders received 78. However,
an express undertaking by the
employer to accept the lowest
tender will be binding upon the
submission of a tender which
conforms with any conditions
laid down 79 . Moreover, the
employer may in other cases be
under an implied obligation to
give reasonable consideration
t o a ny t e n d e r s u b m i t t e d i n
accordance with the published
conditions 80.
The unconditional acceptance
of a tender creates a binding
contract. Until such acceptance
occurs, the contractor is free to
withdraw his tender 81 by giving
notice of withdrawal to the
employer 82. This will be so
notwithstanding any undertaking
by the contractor to keep his offer
open 83, unless that undertaking
72.
73.
74.
75.
76.
77.
78.
79.
80.
81.
82.
83.
84.
85.
86.
87.
COVER FEATURE 31
THE INGENIEUR
Consideration
To be enforceable at law,
a promise must be supported
by valuable consideration 98 .
A unilateral declaration is not
enough to make a contract and
that no question of contract under
seal arises unless it fell within
one of the exceptions in Section
26 of the Contracts Act 1950 99.
An undertaking by a contractor to
carry out work where no price is
agreed is generally enforceable,
since consideration exists in the
form of an implied promise by the
employer to pay a reasonable sum.
A promise by an employer to pay
an additional sum in return for the
contractors mere carrying out of
existing contractual obligations is
88.
32
COVER FEATURE
THE INGENIEUR
SCOPE OF CONTRACT
commonly required to be
inserted by the parties in an
Appendix to the conditions
before the contract is
executed.
Contract documents
Th e r e a r e n o p a r t i c u l a r
restrictions upon the documents
by which a construction contract
may be formed. It is trite that the
contents of the said documents
must accurately and completely
record the express terms and
conditions of agreement reached
by the parties inclusive of all
rights, duties, obligations and
liabilities. The following is a
brief description of the types of
documents which constitute the
contract documents 108:
Agreement or articles of
agreement: This document 109
describes in general terms the
parties, the contract works and
the price, and evidences the
intention of the parties to be
bound.
Conditions of contract: Detailed
conditions, often in standard
form 110 (with or without
amendments), amplify and
explain the basic obligations
of the parties and lay down
administrative procedures to be
followed during the progress
of the works.
Appendix to the conditions:
Certain information specific
to a particular contract, such
as dates of commencement
or completion and amounts
of liquidated damages, is
103. In practice most domestic sub-contracts and minor works are made
orally. The principal problem here is merely from the evidential point
of view in the event of a dispute.
104. Peter Lind & Co. Ltd. v Mersey Docks & Harbour Board [1972] 2
Lloyds Rep. 235; New Zealand Shipping Co. Ltd. v Satterthwaite
& Co. Ltd. [1975] A.C. 154 (P.C.).
105. See Section 10(2) Contracts Act 1950 (Act 136).
106. As required by a particular statutory enactment.
107. Although Section 79 Contracts Act 1950 (Act 136) permits the guarantee
to be also in an oral form.
108. The actual contents varies with the type of contract and the
requirements of the particular form of contract used. For further details
see Ir. Harbans Singh K.S. Engineering and Construction Contracts
Management: Pre-Contract Award Practice at P536 to 574.
109. Or an informal equivalent such as an exchange of correspondence
indicating offer and acceptance.
110. Sometimes bespoke or ad hoc.
111. For contract based on Drawings and Specifications. See JKR Form
203 (Rev. 10/83).
112. And design where this is part of the contractors scope.
113. Bills of quantities (or B.Q.) may not be required for smaller or less
complex projects where the drawings and specifications themselves
provide sufficient information or in the event the contract is of the
package deal type.
COVER FEATURE 33
THE INGENIEUR
Road pavement
34
COVER FEATURE
Tunnel construction
THE INGENIEUR
124. See e.g. Royden (M) Sdn. Bhd. v Syarikat Pembenaan Yeoh Tiong Lay
Sdn. Bhd. [1992] 1 MLJ 33.
125. See Mulpha Pacific Sdn Bhd v Paramount Corp Bhd [2003] 4 MLJ 357;
Shore v Wilson [1842] 9 Cl & F 355, HL; Investors Compensation
Scheme v West Bromiwich Building Society [1998] 1 All ER 98,
HL.
126. See Section 92 Evidence Act 1950 (Act 56); cf Tindok Besar Estate
v Tinjar Co. [1977] 2 MLJ 229 and Foo Sam Ming v Archi Environ
Partnership [2004] 1 MLJ 449.
127. Per Lord Brightman in Kandasami v Mohamed Mustafa [1983] 2 MLJ
85, [1983] 4 PCC 183, PC. For a recent application of this rule see
MBF Finance Bhd v Sim Peng Bee @ Sim Bay Bee & Anor [2003] 5
MLJ 303.
128. Robertson v French [1803] 3 East 130 applied in Bumiputera Malaysia
Berhad Kuala Trengganu v Mae Perkayuan Sdn. Bhd. [1998] 2 MLJ
76; [1993] 1 SCR 385, SC.
129. John Mowlem & Co Ltd v British Insulated Callenders Pension Trust
Ltd [1977] 3 Con LR 64, DC.
130. Per Salleh Abbas FJ in Trengganu State Economic Development
Corporation v Nade Finco Ltd. [1982] 1 MLJ 365, FC.
131. See recent decision in Putra Perdana Construction Sdn. Bhd. v AMI
Insurance Bhd & Ors [2005] 2 MLJ 123 where it was held that ..
where the meaning of the words used was clear, effect must be given
to it. One should not strain the language to find an ambiguity where
none exists.
132. Grey v Pearson [1875] 6 HLC 61 at 106. See also Polygram Records
Sdn. Bhd. v The Search & Anor [1994] 3 MLJ 127, HC.
133. See Ir. Harbans Singh K.S. Engineering and Construction Contracts
Management: Law and Principles at P292 to 299.
134. Lim Yee Teck & Ors v Shell (M) Trading Sdn. Bhd. [1985] 2 MLJ,
265; [1985] 4 PCC 433, PC.
135. Ng Siew Wah & Ors v MAA Holdings Sdn. Bhd. & Anor [1985] 2
MLJ 332, SC.
136. City Investments Sdn. Bhd. v Koperasi Serbaguna Cuepacs Tanggungan
Berhad [1985] 1 MLJ 285, FC, [1988] 1 SCR 122; 4 PCC 709, PC
137. Allen v Pink [1838] 4 M & W 140; J Evans & Sons (Portsmouth) Ltd
v Andrea Merzario Ltd [1976] 2 All ER 930, CA.
138. Smith v Hughes [1871] LR 6 QB 597; British Crane Hire Corpn v
Ipswich Plant Hire Ltd [1975] QB 303 1 All ER 1059, CA.
139. Hamid Abdul Rashid, Dr. v Jurusan Malaysia Consultants (Sued as a
Firm) [1997] 1 AMR 637.
COVER FEATURE 35
THE INGENIEUR
R o b i n s o n , L av e r s , Ta n &
Chan Construction Law in
Singapore & Malaysia (2 nd
Edn.), Butterworths.
S i n n a d u r a i , V. L a w o f
Contract (3rd Edn.), Lexis-Nexis
Butterworths.
The Aqua Group Tenders and
Contracts for Buildings (2 nd
Edn.)
The Centre for Strategic Studies,
University of Reading [1991]
Construction Management
Form Report & Guidance.
140. Hamzah & Yeang Sdn. Bhd. v Lazar Sdn. Bhd. [1985] 1 CLJ 72, FC
and Udachin Development Sdn. Bhd. v Datin Peggy Taylor [1985] 1
MLJ 121, FC.
141. Sababumi (Sandakan) Sdn. Bhd. v Datuk Yap Pak Leong [1998] 3 MLJ
151, FC.
142. E.g. S14 to 16 Sale of Goods Act 1957 (Act 382), S6 Hire Purchase
Act 1967 (Act 212), etc.
143. Liverpool City Council v Irwin [1977] AC 239 at 255,257, HL.
144. Trollope & Colls Ltd v North West Metropolitan Regional Hospital
Board [1973] 2 All ER 260 at 268, HL, per Lord Pearson.
145. Liverpool City Council v Irwin [1977] AC 239 at 263, HL, per Lord
Salmon and Hamid Abdul Rashid, Dr. v Jurusan Malaysia Consultants
(Sued as a Firm) [1997] 1 AMR 637.
146. The Moorcock [1889] PD 64 at P68 applied in Sababumi (Sandakan)
Sdn. Bhd. v Datuk Yap Pak Leong [1998] 3 MLJ 151, FC; [1997] 1
MLJ 587, CA.
147. Reigate v Union Manufacturing Co (Rambottom) Ltd. [1918] 1 KB
592; and Yap Nyo Nyok v Bath Pharmacy Sdn. Bhd. [1993] 2 MLJ
25, HC.
148. BP Refinery (Westernport) Pty Ltd v Hastings Shire Council [1977]
52 ALJR 20 at 26, PC.
149. See e.g. Greater London Council v Cleveland Bridge and Engineering
Co Ltd [1986] 34 BLR 50, CA (no implied term as to regular and
diligent progress); KC Lim & Associates Sdn. v Pembenaan Udarama
Sdn. Bhd. [1980] 2 MLJ 26, FC (no implied term that developer was
able to carry on the project at or reasonably near the architects
estimated costs), etc.
150. See Bruno Zornow (Builders) Ltd v Beechcroft Developments Ltd
[1990] 51 BLR 16 (implication of fixed date for completion).
36
GUIDELINES
THE INGENIEUR
INTRODUCTION
A. This Code of Conduct is published
pursuant to the bye-laws of the
Institute. It sets out the minimum
standards of conduct to be observed
by members when acting as neutrals
in any dispute resolution process.
A breach of the Code amounts to
professional misconduct.
B. This Code of Conduct provides
ethical guidelines and does not form
part of the rules of any dispute
resolution process.
C. This Code of Conduct is not
intended to override or replace any
applicable law or the applicable rules
of any dispute resolution process or
to create new or additional grounds
for judicial review of any dispute
resolution process. In the event that
this Code of Conduct or any part of it
is inconsistent with any applicable law
or the applicable rules of any dispute
resolution process, the member shall
comply with the applicable law and/or
the applicable rules.
D. This Code of Conduct shall be
observed regardless of where the
dispute resolution process is being
conducted. Any additional ethical
standards or legal requirements to
which the member is personally subject
and/or of the place where the dispute
resolution process is being conducted
shall also be observed.
THE CODE
1. Behaviour
1.1 A member shall adhere to all Rules,
Codes, Guidelines, Regulations and
other professional requirements
adopted by the Institute from time
to time.
1.2 A member shall not act in manner
which might reasonably be
perceived as conduct unbecoming
a member of the Institute.
2. Integrity and fairness
2.1 A member shall maintain the
integrity and fairness of the
3. Conflicts of interest
3.1 A member shall disclose both
before, and shall have a continuing
obligation to disclose during, the
dispute resolution process all
interests, relationships and matters
likely to affect independence
or impartiality, or which might
reasonably be perceived to affect
independence or impartiality.
3.2 After disclosure a member shall
only continue to be involved in the
dispute resolution process with the
express consent of all the parties
to the dispute resolution process.
3.3 If, at any stage, a member
becomes incapable of maintaining
independence or impartiality,
t h e member shall withdraw
immediately.
7. Conduct of process
7.1 A member shall prepare fully
for, and conduct all stages of,
the dispute resolution process
diligently, fairly and in an entirely
impartial and independent manner,
and shall not be influenced by
outside pressure, public opinion,
fear of criticism or self-interest.
7.2 A member shall not conduct the
dispute resolution process in a
manner which may harm the
parties or worsen the dispute.
7.3 A member shall not delegate the
duty to decide to any other person
where the dispute resolution
process calls for a decision to be
made.
4. Competence
4.1 A member shall only accept an
appointment or undertake an
activity if appropriately qualified
or experienced to complete it
promptly, in a professional manner
and without undue influence by
pressure of other work.
4.2 A member shall not make any
representations or allow any
representations to be made about
the members experience or
expertise which are not truthful.
5. Information
5.1 A member shall ensure that all
involved in the dispute resolution
process are fully and fairly informed
as to the procedural aspects of the
process and what is expected of
them.
5.2 A member shall not provide
legal or technical advice to those
involved in the dispute resolution
process.
9. Fees
9.1 A member shall only charge
fees and expenses which are
reasonable, taking into account
all the circumstances and shall
disclose and explain to the parties
to the dispute resolution process
the basis upon which the fees and
expenses shall be calculated and
charges.
6. Communication
6.1 A member shall only communicate
with those involved in the dispute
resolution process in the manner
FEATURE 37
THE INGENIEUR
(1969) 2 MLJ 6
38
FEATURE
THE INGENIEUR
FEATURE 39
THE INGENIEUR
Pekerja binaan
40
FEATURE
THE INGENIEUR
u n t u k n i l a i g a n t i r u g i ya n g
boleh dianugerahkannya kepada
pembekal.
Pickering, HMR, di dalam
penghakimannya antara lain
menyatakan:
.Plaintif pada waktu
itutidak lagi mempunyai
obligasi untuk menyimpan
candelier tersebut untuk
membendung kerugiannya; dan
untuk defendan mengemukakan
bukti, sekiranya mereka boleh,
berkaitan dengan usahausaha yang mungkin secara
munasabahnya boleh dibuat di
dalam tempoh interim oleh plaintif
dan apakah hasil kewangan yang
mungkin diperolehi
Leonard, HMR, di dalam
penghakimannya juga antara
lainnya, telah menambah:
.............tiada bukti
dikemukakan oleh perayu untuk
menunjukkan bagaimanakah
responden mungkin, setelah
mengambilkira bentuk candelier
ya n g l u a r b i a s a i t u , b o l e h
m e m b e n d u n g ( k e r u g i a n nya )
dan ia adalah, sudah tentu,
untuk defendan menunjukkan,
bagaimanakah plaintif dapat
membendungnya...............
Maka jelas berdasarkan
prinsip perundangan kes tersebut
di atas, apa yang dimaksudkan
dengan langkah-langkah yang
munasabah atau yang sewajarnya
itu perlulah berdasarkan hal
keadaan pasaran serta satu
penilaian persoalan fakta. Di
d a l a m k e s i n i o l e h k e ra n a
candelier tersebut adalah satu
bentuk yang luar biasa dan
tidak mungkin untuk pembekal
menjualnya semula di pasaran,
maka adalah tidak musanabah
untuknya membendung
kerugiannya itu.
FEATURE 41
THE INGENIEUR
42
FEATURE
THE INGENIEUR
Haidar, H, di dalam
penghakimannya antara lain
menyatakan:
Ta m b a h l a g i , w a l a u p u n
sekiranya diandaikan bahawa
plaintif telah memungkiri kontrak,
adalah didapati defendan tidak
membendung kerugiannya.
Bekalan batu-bata sejajar dengan
kontrak adalah berkaitan dengan
b a t u - b a t a b i a s a d a n i a nya
bukanlah satu keluaran yang
khusus yang memerlukan masa
untuk dikilangkan. Tidak terdapat
kekurangan bekalan batu-bata
di pasaran pada waktu itu.
................
Maka, sekiranya defendan
telah membendung kerugiannya
dengan membeli batu-bata
daripada sumber-sumber lain,
defendan tersebut, sebagaimana
yang telah saya nyatakan awal
tadi, sebagai satu fakta, akan
tidak menanggung apa-apa
kerugian..............
Maka jelas berdasarkan
prinsip perundangan kes di atas,
apabila kemungkiran yang telah
berlaku terhadap kontraktor, maka
kontraktor perlulah mengambil
langkah-langkah yang sewajarnya
untuk membendung kerugiannya.
Ini termasuk langkah-langkah
seperti mencari sumber-sumber
lain apabila ia melibatkan
kelewatan bahan binaan; ataupun
di mana apabila kelewatan P.P.
untuk memberi arahan pada
waktu yang wajar maka sekiranya
terdapat para buruh atau lojiloji yang tersadai yang mana
ia tidak boleh diagihkan ke
bahagian-bahagian kerja yang
lain, maka kontraktor mestilah
mencari jalan untuk menghantar
para buruh tersebut ataupun lojiloji yang terlibat pulang. Namun
begitu ini hanya terpakai kepada
para buruh yang mana senang
digaji kembali ataupun pada
loji yang senang disewa kembali
apabila kerja dapat diteruskan
kemudian.
THE INGENIEUR
FEATURE 43
RUJUKAN
Penghakiman kes: Kabatasan Timber Extraction
Company lwn. Chong Fah Shing (1969) 2 MLJ
6. Malayan Law Journal Bhd.
Penghakiman kes: Hong Leong Co Ltd. lwn.
Pearlson Enterprise Ltd. 1968) 1 MLJ 262 (juga
[1965 1968] SLR 736). Malayan Law Journal
Bhd.
Penghakiman kes: Pacific Electrical Co Ltd lwn.
Seng Hup Electrical Co (S) Pte Ltd. (1978) 1 MLJ
162. Malayan Law Journal Bhd.
Penghakiman kes: Tansa Enterprise Sdn. Bhd. lwn.
Temenang Engineering Sdn. Bhd. (1994) 2 MLJ
353. Malayan Law Journal Bhd.
Salleh Buang & Nordin Torji, 1995. UndangUndang Kontrak Di Malaysia Edisi Kedua. Central
Law Book Corporation Sdn. Bhd.
44
FEATURE
THE INGENIEUR
Construction Disputes
By Ir. Dr Ooi Teik Aun
Earthworks
Arbitral Institutions
The principal institutions
i n M a l ay s i a t h a t d e a l w i t h
construction disputes/dispute
resolution are:
The Institution of Engineers,
Malaysia (IEM);
The Malaysian Institute of
Architects (PAM);
The Kuala Lumpur Regional
Centre for Arbitration
(KLRCA);
The Malaysian Institute of
Arbitrators (MIArb).
K L R CA a n d e a ch o f t h e
institutions mentioned above have
their own arbitration rules.
Applications for appointment
of arbitrator can be made to any
of the above institutions subject
to agreement by the parties.
Under the new Arbitration Act, by
default of parties agreement with
regards to choice of arbitrator
and the appointing authority, the
KLRCA will be the appointing
authority. The parties are free to
agree on the arbitration rules to
follow.
Risk Assessment
And Allocation
It is important to assess the
risks in the contract between
the parties and allocate them
appropriately so as to minimize the
areas of dispute. Risk in Chinese
means danger and opportunity
and it aptly describes the situation
of risk in construction industry.
Risk is defined in BS4778:
Section 3.1 : 1991 as: - A
combination of the probability,
or frequency, of occurrence of a
defined hazard and the magnitude
FEATURE 45
THE INGENIEUR
Unforeseen Ground
Conditions
Unforeseen ground conditions
are described in Clause 12.2 of
the FIDIC COC as: - physical
obstructions or physical conditions,
other than climatic conditions on
the site, which obstructions or
conditions were, in his opinion,
not foreseeable by an experienced
contractor
The limitation is on the word
physical on any unforeseeable
Abandoned project
46
FEATURE
THE INGENIEUR
Land survey
48
FEATURE
THE INGENIEUR
Integrated Engineering
Services The ETI Centric
Professional Services
By Ir. Rocky H.T. Wong, Past Chairman ACEM; Chairman IEM pro-ETI Bureau and
Head Commissioner ASEAN Engineers Register
Sub-sector
Architectural Services
Engineering Services
Integrated Engineering Services
Urban Planning Services
All aspects of
Construction Services
(which are trade & skills driven)
FEATURE 49
THE INGENIEUR
LRT station
50
FEATURE
designs, prototype development and detailed
designs for new products and any other specialty
engineering design services.
THE INGENIEUR
52
FEATURE
THE INGENIEUR
From the detailed descriptions of the various subsectors of CPC 8672-Engineering Services as listed
in above, it is clear that the professional services,
so defined, are associated and related to Consulting
Engineering Services, or Engineering Consultancy
Services otherwise known as Engineering Consultancy
Practices(ECP) as defined in the Engineers Act.
On the other hand, the interpretations of the
professional services as detailed for the sub-sectors
of CPC 8673-Integrated Engineering Services -in the
Demand and Supply Equation are as follows:-
CPC Codes
Sub-sectors
511
512
513
515
514
516
517
518
Site preparation
General construction work
for buildings
General construction for
civil engineering
Special trade construction work
Installation, Assembly Work &
Maintenance, and Repair of
fixed structures
Building completion &
finishing work
Renting services related to
equipment for construction
or demolition of buildings or
civil engineering works, with
operators.
FEATURE 53
THE INGENIEUR
Cement factory
54
FEATURE
THE INGENIEUR
Subscription Form
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ENGINEERING NOSTALGIA
THE INGENIEUR