< PreviousEvolution and Impact Looking back, what do you see as the most significant milestones or achievements of MBAM during your tenure? How has the association’s impact on the field or industry evolved over the years? Astaman: One of the more important milestones that I believe is worthy of mention is the continuity of commitment that we have had from our members, both in terms of their participation in MBAM events as well as their direct support via the elected Executive Council members. Maintaining such a close-knit and mutually beneficial community, despite the constant growth of its membership and of the industry in general, takes a lot of hard work, and I am thankful to have experienced it. Not many associations, let alone one dedicated to a specific industry, can claim to be older than Malaysia itself and still be active and relevant to this day. Our efforts to advocate for a level playing field, fair terms of work, and reasonable regulations on behalf of all our members continue to be a cornerstone of our existence, and the unified voice of the industry is now more important than ever. Even our biggest corporate members accept that their capacity, large as it may be, pales in comparison to what we can collectively accomplish, and I believe the MBAM is poised to remain an integral part of the community of builders for the foreseeable future. Eric Kuan: Throughout my time in office, the most demanding period arose amidst the challenges of the COVID-19 pandemic. Movement restrictions posed significant disruptions to our work, yet we effectively collaborated with numerous associations, including REHDA, BMDAM (Building Materials Distributors of Malaysia), Malaysian Quarries Association, and so on. Together, we united to COVER FEATURE Dato’ Sri Eric Kuan MBAM Secretary-General 2020–2022 Datuk Astaman Abdul Aziz MBAM Secretary-General 2022-2024 18 MASTER BUILDERS JOURNAL #131 18 MASTER BUILDERS JOURNAL #131address our shared concerns with the government and overcome obstacles during the movement control order. Our collective efforts resulted in the development of essential solutions such as worksite standard operating procedures (SOPs) and vaccination programmes for our workforce, enabling us to sustain our operations. I consider this collaborative achievement to be a pivotal milestone, given the formidable difficulties in conducting business amid the pandemic. MBAM’s 70 th anniversary signifies our significant contribution to the growth and progress of the construction industry. Throughout the decades, we’ve witnessed a notable shift towards increased professionalism and structure among industry stakeholders. Our close collaboration with CIDB has been instrumental in driving various initiatives, including contractor classifications and the establishment of rules, standards, and the CIDB Standard Form of Contract for Building Works (2022 Edition) for the industry. Due to our extensive experience, we have established a robust presence both locally and internationally. Eric Yong: I had previously always seen MBAM as more of a networking group—a place where you could meet your peers, suppliers, consultants, and industry leaders for knowledge sharing and fellowship. However, this view changed during the COVID-19 pandemic, when I was the longest-serving one-term Secretary-General (lasting almost 3 years). During this time, I realised the greatness and importance of MBAM and how influential it was to the whole industry. We were the first ones who had the MITI SOPs, the first with COVID-19 facts and figures, and we were the ones entrusted to disseminate the information to our members. When the industry needed vaccination, we were the ones who negotiated and pushed CIDB to provide us with slots to ensure the survival of the industry. Over the years, MBAM has definitely evolved a lot. Today, we are the main voice, a ‘real’ voice for the industry, of which we are taken seriously when we voice our opinions on issues in the industry. Dennis Tan: As the Secretary-General from June 2014 to June 2018, I was in charge of membership. In 2014, we had only an outreach of almost 700 members and more than 5,200 including affiliate members, but in 2018, we had an outreach of more than 1,100 members and more than 14,500 including affiliate members. Membership growth is fundamentally important for a construction association like MBAM, as it directly impacts the association’s influence, resources, and ability to serve its members effectively. A larger membership base strengthens the collective voice of the association, allowing it to advocate more effectively for policies, regulations, and industry standards that benefit its members and the construction sector as a whole. Furthermore, increased membership provides enhanced networking opportunities for construction professionals, facilitating the exchange of best practices, collaboration on projects, and access COVER FEATURE Eric Yong Shang Ming MBAM Secretary-General 2018–2020 19 MASTER BUILDERS JOURNAL #131 19 MASTER BUILDERS JOURNAL #131to new business opportunities. The diversity of expertise within a growing membership base enriches knowledge sharing and promotes innovation, while also contributing to the financial sustainability of the association through membership fees and contributions. With a stronger representation, MBAM can amplify its advocacy efforts, address industry challenges, and drive positive change, ultimately leading to a more vibrant and resilient construction industry in Malaysia. Chuan Yeong Ming: During my tenure as Secretary-General of MBAM from 2012 to 2014, I witnessed significant strides taken by the association. The successful establishment of the Construction Industry Transformation Programme (CITP) by the Construction Industry Development Board (CIDB) Malaysia in 2015 was the result of close consultation with industry stakeholders, including MBAM. CITP aimed to modernise the construction sector in Malaysia, focusing on innovation, technology adoption, and workforce development. This programme continues to be a cornerstone for industry progress. Another achievement was the strengthening of MBAM’s relationship with the Malaysian government. We fostered closer collaboration on policy development and regulatory reforms that benefited our members and the industry as a whole. This collaborative approach led to the introduction of initiatives that eased business regulations and streamlined processes for construction companies. I have also worked closely with Matthew Tee, the MBAM President at the time, in implementing initiatives to further the professionalism of the Secretariat staff, in line with MBAM’s vision to be the Prime Mover and Recognised Voice of the Malaysian Construction Industry. This includes adding new positions to the Secretariat staff, a change that still exists today. Challenges & Triumphs Every journey has its hurdles. What were some of the biggest challenges the association faced during your time as Secretary- General, and how were they overcome? Astaman: I think the most defining challenges of the past five years must surely be the double whammy of COVID and domestic political uncertainty. Each one by itself would have been a major problem for the industry, but when experienced together, it came close to becoming an existential crisis for MBAM and its members. Even though I became Secretary General only in the last two years, such was the extent of this issue that we continue to deal with its aftermath to this day. Prior to 2018, no risk manager among us could have predicted that our political landscape would be so fundamentally rocked that it would see us change prime ministers four times in five years and that it would happen against the backdrop of a global pandemic that involved having most of the world’s population kept at home. MBAM leadership at that time worked tirelessly to ensure that the government leadership was apprised of the long-term effects of their decisions, as well as to provide impartial advice to decision- makers on the delicate balance between preserving public health and ensuring that the construction industry would be able to survive and continue to rebuild once the pandemic was over. It was certainly not easy to do so, as many of us at the time were not as tech-savvy as we could have been, and there was absolutely no precedent for both the closure and reopening of the national economy that could be relied on for guidance. I am not entirely sure that we can say that these challenges have been completely overcome, as we still grapple with the lingering effects of COVID-era policies, and the stability of the present unity government has not yielded the light at the end of the tunnel as far as public infrastructure development plans and business facilitation policies go, but I am sure that we will continue to educate, advocate, negotiate, and collaborate with all our stakeholders to ensure that the industry will prevail. Eric Kuan: The COVID-19 pandemic presented a challenging period for us. Despite significant disruptions caused by movement restrictions, we effectively partnered with various associations, and together we tackled shared concerns and navigated obstacles during the movement control order. Our collective efforts yielded vital solutions such as worksite standard operating procedures (SOPs) and vaccination programmes for our workforce, ensuring the continuity of our operations. Eric Yong: As mentioned above, the COVID-19 pandemic was by far one of the main hurdles during my tenure as Secretary-General. Most of us experienced online virtual meetings for the first time, and most of our other members did too. But as we continue to push towards a better construction sector future, we continue to embrace technology, and as times change, we ourselves need changes too. I am glad and happy that during my tenure as Secretary-General, we were able to help out our members in order for them to survive during the tough times. Dennis Tan: During my time in MBAM as a Secretary-General, I COVER FEATURE 20 MASTER BUILDERS JOURNAL #131 20 MASTER BUILDERS JOURNAL #131was also actively involved with the Construction Industry Development Board Malaysia (CIDB) in 2018 as the Leader of the CIDB Subject Matter Expert Buddy-Certified Construction Project Manager (CCMP). I was also the Trustee of the Construction Research Institute of Malaysia (CREAM) from 2016 to date. Furthermore, I was also a committee member of the Construction Industry Transformation Programme (CITP) under the working group of the Contractor Registration Initiative from 2015 to 2018. From 2014 to 2018, I served as Alternate Director at the Construction Labour Exchange Berhad (CLAB). I was also involved from 2014 to date in the development of standards and cooperation involving water and sewerage with Suruhanjaya Perkhidmatan Air Negara (SPAN) and the Standard and Industrial Research Institute of Malaysia (SIRIM). In addition, from 2013 to 2015, I was a Committee Member of the Construction Industry Master Plan (CIMP) Working Group on Productivity and Quality. The main challenge is to get all the relevant agencies to listen to our calls for help, and this involved many meetings while having to manage my own business. Many of the issues raised during my tenure as Secretary-General involved issues such as shortages of skilled workers, rising material prices, and the rising cost of doing business. In this regard, the association became a very good platform to speak with one voice not only to the government ministries and agencies but also to the press as one voice to highlight the problems our members were facing and suggestions on how to mitigate or overcome them. Chuan Yeong Ming: Of course, our journey wasn’t without challenges. One major hurdle was the global economic slowdown during my tenure. The construction industry was particularly affected, with many members facing project delays and financial difficulties. To address this, MBAM offered targeted business support services like financial COVER FEATURE Ir Chuan Yeong Ming MBAM Secretary-General 2012–2014 Dennis Tan MBAM Secretary-General 2014–2018 21 MASTER BUILDERS JOURNAL #131 21 MASTER BUILDERS JOURNAL #131COVER FEATURE literacy workshops and access to credit facilities. These initiatives helped our members navigate the economic downturn and emerge stronger. Another challenge was the shortage of skilled labour. We addressed this by working closely with educational institutions to develop industry-relevant training programmes. MBAM also launched initiatives to attract young talent to the construction sector, highlighting the career opportunities and competitive salaries available. I remember one of the initiatives that I was personally involved in was writing a report on human resources, which was submitted to the relevant government stakeholders, including the Ministry of Works and the Department of Statistics Malaysia. One of the key points highlighted was that the construction industry’s reliance on foreign labour at the time did not impact job availability for locals, as unemployment was low. Another point was that there were too many government agencies that have construction industry-related technical and vocational education and training (TVET) institutions with differing standards, which may not meet industry needs. In the report, we have proved empirically that the industry required more labour force unless governments took firm measures to implement the Industrialised Building System (IBS) to increase productivity in construction methodology. It is unfortunate that this issue of reliance on foreign workers and shortage of construction labour has not been resolved until today, despite our best efforts. A Changing Landscape The world around us is constantly evolving. In your view, how has MBAM adapted to keep pace with changing industry trends and member needs? Astaman: I believe the most visible way has been our leveraging of modern communications technology to disseminate information about our programmes to all our members. One of the more ‘positive’ outcomes of the COVID era has been the rapid and widespread adoption of communications technology, which has allowed us to continue being active and engaged with our members even with physical restrictions. This resulted in the growth of our social media channels as well as the development of the online version of the MBAM Journal. We are also conducting mutual sharing engagements with our regional counterparts, on top of participating in regional events such as IFAWPCA, to keep MBAM members updated on the latest technologies as well as regulatory and policy environments. Further, in the past decade, we have also seen the solid growth of the MBAM OneBuild exhibition, which continues to be one of the premier regional industry exhibitions and is expected to attract more than 8,000 visitors this year. Lastly, we are also actively trying to expand our office footprint to be able to better serve our members through improved facilities and potential revenue generation capabilities. Eric Kuan: We’ve enhanced our efforts to elevate the knowledge and expertise of our members by embracing advanced technical skills and methodologies. This includes implementing certification and accreditation programmes tailored for contractors and workers, such as the Certified Construction Project Manager and Construction Manager Certification rams. Additionally, we’ve introduced various training initiatives, such as the Site Safety Supervisor and scaffolding training. Recognising the pivotal role of digitalisation, we have prioritised the adoption of new technologies, particularly those highlighted during the COVID-19 pandemic. Companies that have embraced digital advancements have experienced the benefits of technology and innovation in making agile and well- informed decisions. Collaborating closely with CIDB, MBAM has actively promoted the adoption of technologies such as industrialised building systems (IBS) and building information modelling (BIM). Through talks and seminars, we’ve endeavoured to raise awareness and facilitate the integration of the latest technologies within the industry. Eric Yong: We will continue to be the industry leader as we constantly have new ideas and new thoughts through our brainstorming sessions to remain relevant. This is also demonstrated through our membership, as we have many new affiliations to continue our outreach into all areas of the construction sector. Dennis Tan: MBAM has demonstrated a proactive approach to adapting to the dynamic changes and evolving trends within the construction industry and the broader business landscape. One notable way MBAM has kept pace is through continuous education and training programmes tailored to address emerging industry trends, technological advancements, and regulatory changes. These programmes not only equip members with updated knowledge and skills but also ensure that they remain competitive and compliant in a rapidly evolving environment. Additionally, MBAM has embraced digital transformation, leveraging technology platforms for communication, collaboration, and knowledge sharing among members. This shift to digital platforms has facilitated more COVER FEATURE 22 MASTER BUILDERS JOURNAL #131COVER FEATURE efficient and streamlined processes, enabling members to access resources, connect with peers, and participate in association activities conveniently. MBAM also has actively engaged with stakeholders at various levels, including government agencies, industry partners, and academia, to stay informed about sectoral developments, influence policy discussions, and advocate for initiatives. By staying agile, responsive, and proactive, MBAM has continuously adapted to the changing landscape, meeting the evolving needs of its members and positioning itself as a leading voice in the construction industry. Chuan Yeong Ming: The construction industry is constantly evolving, and MBAM has always strived to keep pace. During my time, we actively embraced technological advancements such as building information modelling (BIM). We organised workshops and seminars to educate members on the benefits of BIM and its potential to improve efficiency and project management. Furthermore, as we recognised the growing importance of sustainability in construction, MBAM began advocating for the adoption of green building practices and promoting the use of environmentally friendly materials. Future Vision As we celebrate 70 years, what are your hopes and aspirations for the association’s future? What key areas do you see MBAM focusing on in the coming years? Astaman: I believe that a major contributor to MBAM’s longevity is the quality of our human resources. We have been very fortunate to have had competent and capable leaders in succession, and I hope that our members will continue to encourage their best and brightest to volunteer their time in service of MBAM. From my own observation, we have no shortage of talent, but what the association requires most is their time. I also hope to see more of our members take part in our various events, as we try to design as many different types of engagement as possible to cater to all levels. Moving forward, I believe the MBAM must develop a serious capacity for knowledge COVER FEATURE 23 MASTER BUILDERS JOURNAL #131retention, especially with regard to understanding how laws and policies affecting the construction industry both domestically and in other jurisdictions are developed and practiced. While understanding the latest technologies in building is also significant, our ability to access and influence decision makers in government and preserve the interests of the construction industry as a whole are the most important responsibilities we have, and to achieve that, MBAM must continue to be rooted in credibility (through our knowledge and experience) and integrity (through transparency to our members). Eric Kuan: Drawing upon our wealth of experience, we’ve successfully cultivated a strong presence on both local and international fronts. My aspiration for MBAM is to ascend to a leadership position within the ASEAN region, where we are recognised and acknowledged as a role model and seen as a benchmark for the industry regionally. The construction industry has gained notoriety as one of the largest consumers of raw materials and a significant contributor to global carbon emissions, accounting for approximately 25% to 40% of the total. Moreover, heightened scrutiny is being directed towards the industry due to its role in air, water, and noise pollution, along with the destruction of natural habitats. Therefore, it is imperative for MBAM to prioritise sustainability and proactively address our environmental and social footprint. This includes adopting a governance approach focused on implementing systems and processes to uphold ethical behaviour, transparency, and effective risk management practices. Eric Yong: MBAM has evolved from an apparent ‘mahjong club’ into a full-fledged association over the last 70 years. As we look at the coming years, I believe that MBAM will look at new areas, especially with the maturing Malaysian construction industry. We will be looking more at technology, pushing the government to enhance usage and possibly providing incentives for our members to use such technology, including enhanced IBS, a more comprehensive BIM system, construction software, and so on. Further to that, as we continue to welcome international players into our markets, MBAM will need to ‘protect’ the members to a certain level without creating a monopoly or spoonfeeding—perhaps striking a compromise with the overseas players. Together with that, MBAM would likely need to assist our members in looking at overseas ventures as the local markets get congested. Dennis Tan: As we commemorate 70 years of the Master Builders Association Malaysia (MBAM), my hopes and aspirations for the association’s future are centred around continued growth, innovation, and leadership in the construction industry. Looking ahead, I envision MBAM playing a pivotal role in shaping the sector’s development and fostering sustainable practices that benefit both members and the wider community. One key area of focus for MBAM in the coming years is embracing digitalisation and leveraging technology to enhance efficiency, productivity, and collaboration within the industry. This includes initiatives such as digital project management tools, Building Information Modelling (BIM) implementation, more usage of the Industrialised Building System (IBS), and the adoption of sustainable construction practices and green technologies. Additionally, I hope to see MBAM intensify its efforts in skills development, education, and talent retention to address workforce challenges and ensure a skilled, resilient workforce for the future. Collaboration with government agencies, academia, and industry stakeholders will also remain crucial as MBAM continues to advocate for policies that support growth, innovation, and fair competition in the construction sector. Ultimately, my aspiration is for MBAM to continue its legacy of excellence, leadership, and service to members, contributing to a vibrant, sustainable, and forward-looking construction industry in Malaysia for generations to come. Chuan Yeong Ming: As MBAM celebrates its 70th anniversary, I have high hopes for its future. The association should continue to focus on innovation and technology adoption to remain competitive in the global market. Additionally, sustainability should remain a core focus, ensuring the industry contributes to a greener future. MBAM should continue to champion the needs of its members, providing them with the resources and support they need to thrive. Strengthening ties with the government and other industry stakeholders will be crucial for navigating future challenges and opportunities. Words of Wisdom As a seasoned leader within the association, what advice would you offer to future generations involved with the MBAM? Astaman: Do not be afraid to go beyond your comfort zone and volunteer to join our many committees. Many appointed committee members are initially apprehensive about serving, which probably has to do with a lack of COVER FEATURE COVER FEATURE 24 MASTER BUILDERS JOURNAL #131experience working for the non- profit objectives of MBAM, as well as the need to collaborate in the context of a different work culture, which not everyone is able to do enthusiastically. That said, I firmly believe there is a wonderful opportunity to develop networks that will not only likely result in lasting friendships but also allow you to explore different perspectives from the diverse membership of MBAM. It will not be easy or simple, but it will be rewarding and memorable. Eric Kuan: I wholeheartedly urge the younger generation to actively engage with MBAM and embrace opportunities for involvement. Generation Z stands out as one of the most creative, technologically adept, and entrepreneurial cohorts entering the workforce. Given the construction industry’s increasing focus on digitalisation, their proficiency in technology and inclination towards innovation make them a natural fit. This generation has the potential to offer fresh perspectives, drive positive changes, and advocate for COVER FEATURE COVER FEATURE 25 MASTER BUILDERS JOURNAL #131 critical issues like sustainability. I encourage future MBAM members to adopt a holistic view and prioritise long-term growth. Let us collectively commit to advancing the industry in Malaysia, leveraging our collective strengths and talents for its continuous improvement. Eric Yong: Ask what you can offer to MBAM rather than what MBAM can offer to you, for when you come forward and do your part, you will see that MBAM is more than just an association; it is like a loving family where your ‘seasoned’ siblings will guide you to greater successes. Dennis Tan: As a seasoned leader within the Master Builders Association Malaysia (MBAM), my advice to future generations involved with MBAM is rooted in the principles of collaboration, adaptability, and continuous learning. Firstly, I encourage future leaders to prioritise collaboration and partnership within the industry, fostering strong relationships with stakeholders, peers, and government bodies. Collaborative efforts not only strengthen the collective voice of the association but also pave the way for innovative solutions and collective impact on industry challenges. Chuan Yeong Ming: To future generations involved with MBAM, I offer the following advice: Stay passionate: The construction industry is a dynamic and rewarding field. Let your passion for building a better future drive your work. Embrace innovation: Never stop learning and adapting to new technologies and trends. Collaborate and build bridges: Work together with fellow members, industry stakeholders, and the government to achieve shared goals. Give back to the industry: Actively participate in MBAM initiatives and mentor future generations of builders. By upholding these values, MBAM can continue to be a leading force in the Malaysian construction industry for many years to come. The new MBAM building and Centre of ExcellenceSPECIAL FEATURE Doka’s recent acquisition of MFE Formwork Technology will strengthen its presence in the Southeast Asian market, particularly in Malaysia. MBJ had a conversation with Doka CEO Robert Hauser to gain more insight into Doka’s future plans for Malaysia. Q: What are the key strengths that MFE Formwork Technology brings to Doka, particularly in the Malaysian market? A: Founded in Austria in 1958, Doka has become a global leader in formwork and scaffolding, with more than 180 locations worldwide. The company has also been established in the Southeast Asian market for many years, with its own subsidiary here in Malaysia since 2011. In line with our international growth strategy, we have been seeking to strengthen our presence here in Asia as well as in North America. Doka already has a strong foothold in regions such as Europe, the USA, and Latin America, where MFE’s visibility is limited now. MFE has a strong position in Asia, particularly in Malaysia and India, with solid and long-standing relationships in these markets. Together, we are now a major player in the Asia-Pacific region. For customers, this means innovative solutions from a single source: Like Doka, MFE is innovative, implements cutting-edge manufacturing facilities, and is committed to delivering high-quality solutions tailored to the unique requirements of construction projects. Doka excels in steel formwork integrated with wood and has a strong reputation for durability and precision; MFE specialises in aluminium products and boasts extensive experience in monolithic formwork techniques. MFE’s inherent expertise aligns perfectly with Doka’s commitment to delivering customised solutions to construction companies—at any scale, at any place, or at any time. We complement each other geographically and in terms of products, augmenting the potential for mutual market growth. Importantly, this will offer our customers a broader product portfolio delivered from a single, globally available source, as well as a pooling of expertise and experience. How will Doka leverage its combined expertise with MFE to address the evolving needs of Malaysian construction companies? By integrating MFE’s technology and know-how with Doka’s global resources and experience, we can offer comprehensive and tailored solutions that meet the diverse requirements of construction projects. By combining the strengths of both companies, we have expanded our portfolio significantly, ensuring that we meet all our customers’ demands, from formwork—now in both steel and monolithic aluminium—to scaffolding, as well as providing a range of services and digital solutions. Looking ahead, we are committed to consolidating our resources for product development, with a focus on creating new offerings that enhance efficiency, safety, and productivity, thus delivering added value to our customers. What innovative formwork solutions or services can Malaysian customers expect from the combined entity? Construction companies in Malaysia will continue to benefit from Doka’s proven quality, expanded range of innovative formwork, cutting- edge technologies, and customer approach that enhances efficiency, safety, sustainability, and budgets for construction projects. From advanced formwork and scaffolding to digital solutions that streamline processes, Malaysian customers can look forward to a comprehensive suite of offerings that optimise construction operations and deliver elevated results from a single source. The Future of Construction and Sustainability As the construction industry embraces digitalisation and sustainability practices, how will Robert Hauser, CEO Doka GmbH Doka Acquires MFE Formwork Technology Q&A with Robert Hauser, CEO of Doka GmbH COPYRIGHT © DOKA 26 MASTER BUILDERS JOURNAL #131SPECIAL FEATURE Doka support Malaysian companies in adapting to these trends? As the construction industry increasingly embraces digitalisation and sustainability practices, Doka, a longstanding leader in this field, is poised to support Malaysian companies. Our commitment to achieving net-zero emissions by 2040 underscores our dedication to environmental responsibility. As a first mover, we are diligently calculating the product carbon footprint (PCF) for our entire product portfolio, empowering customers to make evidence-based purchasing decisions and allowing us to identify the critical opportunities for emission reduction. We all know that while concrete is indispensable in modern construction due to its unique qualities, it has a poor carbon footprint. Yet the population is growing, necessitating more houses and infrastructure, so as an industry, we must collaborate to make concrete construction more eco-friendly. We are developing products and digital solutions that help our customers and partners source and process CO 2 -reduced concrete mixes and use them safely and productively during construction. Through partnerships and expertise, we aim to facilitate the adoption of these practices, enabling construction companies worldwide With its headquarters in Malaysia and more than 2,200 employees, the company has established itself as a reliable partner for efficient construction projects and sets standards in the construction industry Doka’s Ringlock and Automatic Climbing Formwork SKE 100 plus in action as progress continues on the western pylons COPYRIGHT © DOKA COPYRIGHT © MFE 27 MASTER BUILDERS JOURNAL #131Next >