BUILDING FACILITIES MANAGEMENT, OPERATION & MAINTENANCE

29-30 Sep, 2026, Wyndham Grand Bangsar Kuala Lumpur

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Learn from the Best

PMgr. Gary Soh Teik Wei

• Certified HRDC Trainer & Licensed Property Manager (registered under BOVAEP)

• Registered member of Malaysian Institute of Property and Facility Managers (MIPFM)

• Founder of Motta Engineering Sdn Bhd (CIDB – G7)

• Founder of Bright Motta Property Management Sdn Bhd (BOVAEP)

 

A dual-qualified Registered Property Manager and Civil & Structural Engineer with over 25 years of industry experience in construction, property development and facility management across Malaysia’s property and built environment sectors.

Gary brings a rare integration of technical site engineering and strategic property operations. His interdisciplinary expertise—grounded in degrees in Estate Management and Civil Engineering, reinforced by an LLM in Commercial Law—enables him to lead with legal, financial, and technical precision.

 

As the founder and Managing Director of Bright Motta Property Management Sdn Bhd (BOVAEA-registered) and Motta Engineering Sdn Bhd (CIDB – G7), Gary bridges the gap between on‑site execution and portfolio‑level governance, empowering management teams to engage contractors with confidence, accountability, and measurable results.

 

His career includes Senior Roles at Gamuda Engineering, Crest Builder Holdings, and F&N Property Development, alongside successfully managing high‑rise residential and commercial complexes across the Klang Valley.

 

A former lecturer in the Estate Management Degree Course at Imperial College and a former trainer at INTI Centre for Management Learning, Gary is as committed to professional educator as he is to operational excellence.

 

Gary is registered with both the Board of Valuers, Appraisers, Estate Agents and Property Managers and the Malaysian Institute of Property and Facility Managers, he continues to set benchmarks in property and construction management through strategic leadership and hands‑on technical authority

 

Venue Details

Wyndham Grand Bangsar Kuala Lumpur
No 1, Jalan Pantai Jaya Tower 3, 59200 Kuala Lumpur,

https://wyndhamgrand bangsarkl.com.my/



Phone : 03-2298 1888

Contact us

Juliany,

Office: 03 2283 6109

Mobile: +60 122281247

juliany@ipa.com.my

Phoebe,

Office: 03 2283 6100

Mobile: +60 193637822

phoebe@ipa.com.my

Bee Teng,

Office: 03 2282 6112

Mobile: +60 172566121

beeteng@ipa.com.my

FOR CUSTOMISED IN-HOUSE TRAINING

Jane,

Office: 03 2283 6101

Mobile: +60 129418251

Jane@ipa.com.my

ADDRESS
A-28-5, 28th Floor, Menara UOA Bangsar,
No.5, Jalan Bangsar Utama 1,
59000 Kuala Lumpur
www.ipa.com.my

FOCUSING ON
  • Module 1: Foundations of Facilities Management
  • Module 2: Maintenance Strategy & Asset Management

- Maintenance Approaches

- Asset Lifecycle Management

- Key Building Systems

- Computerised Maintenance Management Systems (CMMS)

  • Module 3: Statutory Compliance & Risk Management

- Fire Safety Compliance (Bomba)

- Lift & Escalator Compliance (DOSH)

- Electrical Compliance (Suruhanjaya Tenaga)

- Audit & Inspection Preparedness

- Risk Management

- Insurance Considerations

  • Module 4: Budgeting, Vendor & Contractor Oversight

- Sinking Fund vs Maintenance Fund

- Budget Planning

- Tendering & Vendor Selection

- KPI & SLA Management

- Cost Control

  • Module 5: Operational Excellence & Stakeholder Management

- Complaint & Feedback Management

- Management Reporting

- Emergency Preparedness & Business Continuity

- Case Study & Group Discussion

OBJECTIVES

This course is designed;

1. To Provide A Structured Understanding Of Building Facilities Management As A Strategic Function, Not Merely A Maintenance Task.

2. To Equip You With Practical Frameworks For Maintenance Planning, Asset Lifecycle Management, And The Use Of CMMS Tools.

3. To Build Clarity On Statutory Compliance Obligations Affecting Malaysian Buildings, Including Fire Safety, Lift/Escalator And Electrical Requirements.

4. To Strengthen Your Ability To Manage Budgets, Sinking/Maintenance Funds, And Vendor Or Contractor Relationships.

5. To Obtain Contractor & Contract Management Skills Needed To Oversee Facilities Maintenance And Upgrading Works Effectively So That You Can Independently Handle Daily Operation & Ad-Hoc Upgrading Projects To Achieve The Required Objectives Within Budget And Timelines.

6. To Develop Practical Skills In Stakeholder Communication, Reporting, And Emergency Preparedness.

AFTER ATTENDING THIS COURSE YOU WILL RETURN TO YOUR JOB…
  1. Distinguishing Between Preventive, Corrective, And Predictive Maintenance Approaches And Applying The Right Strategy To Different Building Assets.
  2. Identifying Key Statutory Compliance Requirements Applicable To Their Building And Preparing For Audits And Inspections With Confidence.
  3. Planning And Monitoring A Maintenance Budget, Including Sinking Fund And Maintenance Fund Allocations.
  4. Evaluating And Managing Vendors And Contractors Against Clear KPIs And SLAs.
  5. Handling Stakeholder Expectations, Producing Effective Management Reports, And Responding Appropriately To Building Emergencies.
WHO SHOULD ATTEND

This course is designed for technical and non-technical professionals who are directly or indirectly involved in the management, operation, maintenance, and development of building facilities, including:

• Building & Facilities Managers

• Facilities & Maintenance Engineers

• Building Maintenance Executives

• Property Managers, Building Managers & Building Executives

• Facilities Executives & Facilities Supervisors

• Property Developers, Project Managers, Project Executives & Project Supervisors

• Chargemen, Maintenance Supervisors & Technicians

• Operations, Engineering & Asset Management Personnel

• Building Owners, Asset Owners & Property Management Companies

• Joint Management Body (JMB) & Management Corporation (MC) Committee Members

• Government, Local Authority & GLC Personnel responsible for building and facilities management

• Anyone responsible for ensuring the safe, efficient, compliant, and sustainable operation of buildings and facilities

METHODOLOGY
  • Interactive Lectures
  • Case Studies
  • Group Discussion
  • Games
  • Video
  • Role Play
  • Q&A session
DAY 1
9:00

MODULE 1: FOUNDATIONS OF FACILITIES MANAGEMENT

  • Facilities management repositioned as a strategic function contributing to asset value, safety, and occupant satisfaction — not simply reactive maintenance.
  • Overview of the Malaysian regulatory landscape: Strata Management Act 2013 (Act 757) and Building and Common Property (Maintenance and Management) Act 2007 (Act 663).
  • Clarification of roles: JMB, MC, managing agent, and facility manager.
  • Core FM domains introduced: hard services, soft services, and statutory compliance.

    • 1:00 Lunch
    2:00

    MODULE 2: MAINTENANCE STRATEGY & ASSET MANAGEMENT

    2.1 Maintenance Approaches

  • Preventive maintenance: scheduled, routine servicing carried out on a fixed interval based on OEM/manufacturer recommendations, regardless of current condition — reduces the likelihood of unplanned breakdowns.
  • Corrective (reactive) maintenance: repairs carried out after a failure occurs; generally acceptable for low-criticality, low-cost assets but carries higher long-term cost and safety risk for critical systems.
  • Predictive maintenance: condition-based monitoring (e.g. vibration analysis, thermal imaging, oil analysis) used to anticipate failure before it happens — typically reserved for high-value, high-criticality assets such as lifts, generators, and chillers.
  • Decision framework: the right maintenance mix depends on asset criticality, cost of downtime, and cost of the maintenance strategy itself — not all assets warrant the same approach.

    •  

    2.2 Asset Lifecycle Management

  • Lifecycle stages: procurement/ acquisition, commissioning, operation and maintenance, refurbishment, and eventual disposal or replacement.
  • CAPEX (capital expenditure): major replacement or upgrade works — e.g. lift modernisation, roof replacement, repainting of façade — typically funded from the sinking fund.
  • OPEX (operating expenditure): routine servicing, consumables, and day-to- day upkeep — typically funded from the maintenance/service charge account.
  • An up-to-date asset register (inventory, age, condition, expected remaining useful life) is the foundation for realistic CAPEX forecasting and sinking fund planning.

    •  

    2.3 Key Building Systems

  • M&E systems: chillers, generators, pumps, and ACMV — require scheduled servicing contracts and performance monitoring.
  • Fire protection systems: sprinklers, fire alarm panels, hose reels, and portable extinguishers — subject to routine functional testing.
  • Vertical transportation: lifts and escalators — governed by maintenance contracts with defined breakdown response times.
  • Plumbing and drainage: water tanks, booster pumps, and sewage treatment plants — require regular cleaning and water quality checks.
  • Building envelope/façade: waterproofing, external wall inspections, and gondola/ access equipment for high-rise maintenance.

    •  

    2.4 Computerised Maintenance Management Systems (CMMS)

  • Function: digitises work orders, automates preventive maintenance scheduling, and maintains a full asset service history.
  • Benefits: creates an audit trail for compliance purposes, supports data-driven maintenance decisions, and helps reduce unplanned downtime.
  • Selection criteria: ease of use for technicians, mobile/field accessibility, quality of reporting output, and total cost relative to building size.

    • 5:00 End of Day 1
    DAY 2
    9:00

    MODULE 3: STATUTORY COMPLIANCE & RISK MANAGEMENT

    3.1 Fire Safety Compliance (Bomba)

  • Fire Certificate renewal is typically an annual requirement, subject to satisfactory inspection of fire safety systems and means of escape.
  • Fire safety equipment — extinguishers, hose reels, sprinkler systems, and fire alarm panels — requires scheduled functional testing and servicing records.
  • Regular fire drills and up-to-date evacuation plans are expected as part of ongoing compliance, not only at certification renewal.

    •  

    3.2 Lift & Escalator Compliance (DOSH)

  • Certificate of Fitness (CF) requires periodic inspection by an authorised examiner under the Department of Occupational Safety and Health.
  • Maintenance logs must be kept current and available for inspection at any time.
  • Any lift-related incident is subject to mandatory reporting obligations to DOSH.

    •  

    3.3 Electrical Compliance (Suruhanjaya Tenaga)

  • Electrical installations require certification and oversight by a registered Competent Person (Chargeman), depending on installation capacity.
  • Periodic testing of electrical installations is required to maintain a valid Certificate of Electrical Installation.
  • Record-keeping obligations apply to inspection reports, test certificates, and maintenance history.

    •  

    3.4 Audit & Inspection Preparedness

  • Buildings should maintain a readily accessible compliance file: certificates, maintenance logs, insurance policies, and inspection reports.
  • Common audit gaps include lapsed certificates, incomplete maintenance records, and undocumented corrective actions.

    •  

    3.5 Risk Management

  • A risk register should identify hazards, assess likelihood and impact, define mitigation actions, and assign a responsible owner for each risk.
  • Common building risks include fire, structural defects, water damage/flooding, security breaches, and lift entrapment.
  • An incident response plan should define escalation steps, roles, and communication protocols for when a risk materialises.

    •  

    3.6 Insurance Considerations

  • Fire insurance for common property is a statutory requirement under the relevant strata/building maintenance legislation.
  • Public liability insurance protects against third-party injury or property damage claims arising from common areas.
  • Machinery/all-risk insurance is worth considering for high-value critical equipment such as lifts and generators.

    • 12.00

    MODULE 4: BUDGETING, VENDOR & CONTRACTOR OVERSIGHT

    4.1 Sinking Fund vs Maintenance Fund

  • Under Act 757, a minimum statutory contribution (commonly cited at 10% of maintenance charges) is directed to the sinking fund — committees should verify the current applicable rate.
  • Sinking fund: reserved for capital replacement and major repair works (e.g. roof replacement, lift modernisation, major façade repair).
  • Maintenance fund: covers day-to-day operational costs — utilities, cleaning, security, routine servicing.

    •  

    4.2 Budget Planning

  • Annual budgets should be built from historical expenditure data, current contract commitments, and realistic forecasting — then presented for committee approval.
  • A 5–10 year capital expenditure forecast, tied to the asset register, helps ensure the sinking fund is adequate when major works fall due.

    •  

    4.3 Tendering & Vendor Selection

    • Choice between open tender, quotation, or direct appointment should follow the building’s procurement policy and contract value thresholds. • Evaluation criteria should go beyond price to include vendor experience, track record, safety compliance, and financial standing. • Contracts should clearly document scope of work, service frequency, materials/ consumables responsibility, and termination terms.

     

    4.4 KPI & SLA Management

  • Sample KPIs: complaint response time, equipment uptime percentage, cleanliness audit scores, security incident closure time.
  • SLAs should define service scope, frequency, response/rectification timelines, and penalty clauses for non-performance.
  • Vendor performance should be reviewed on a regular cycle (e.g. quarterly) with documented findings shared with the vendor.

    •  

    4.5 Cost Control

  • Benchmarking costs against comparable buildings helps identify whether current contract pricing is reasonable.
  • Life-cycle costing — total cost of ownership over an asset’s life — is often a better basis for decisions than lowest upfront price.
  • Cost savings should never be pursued at the expense of safety-critical maintenance or statutory compliance

    • 1:00 Lunch
    2:00

    MODULE 5: OPERATIONAL EXCELLENCE & STAKEHOLDER MANAGEMENT

    5.1 Complaint & Feedback Management

  • Complaints should be logged through a structured intake process, with clear categorisation and timestamps.
  • Defined response time standards and an escalation path build resident/tenant confidence in the management office.
  • A service recovery approach — acknowledging the issue, acting promptly, and following up — helps rebuild trust after a service failure.

    •  

    5.2 Management Reporting

  • A typical monthly management report includes: financial summary, maintenance status update, incident log, and upcoming works schedule.
  • Reports to the JMB/MC generally require more financial and operational detail than updates shared with owners or residents.

    •  

    5.3 Emergency Preparedness & Business Continuity

  • An emergency response team with clearly assigned roles should be established and known to all building staff.
  • Evacuation procedures should be documented, communicated to residents, and tested through periodic drills.
  • A business continuity plan should identify critical systems, backup arrangements (e.g. standby power, water supply), and a communication plan for extended disruptions.

    •  

    5.4 Case Study & Group Discussion

  • Participants apply the frameworks covered across the day to a real building scenario, working through maintenance, compliance, budgeting, and stakeholder considerations together.
  • Group discussion is structured to surface differing approaches and consolidate practical takeaways before the programme closes.

    • 5:00 End of Course