- Inputs from Key Stakeholders
- Lessons from Global Trends and Benchmarks
- Alignment with Malaysia’s National Agenda
After intensive industry and government dialogues, findings were assimilated from across the three lenses, culminating in the four strategic thrusts for Malaysia’s construction.
- Identifying and prioritising only key initiatives that are aligned with the overall national agenda and will ‘move the needle’
- Putting in place a string governance body with the minister of Works chairing the highest level committee to having initiative working groups owning and driving the implementation
- Including the industry, ministries and agencies, research organisations and academia from design through implementation in order to collaborative drive changes
Specifically, the CITP recommends a number of new ways of doing things, for example measures to manage the demand and supply of foreign workers towards higher skills as well as leveraging the broader ecosystem for support such as collaborating with financial institutions to drive the demand for quality, safety and environmental responsibility. It also enhances existing programmes including expanding the breath and skill levels of construction training programmes to cover more aspects of sustainable construction and technological advancement.
However, the often quoted cost ratio “0.1:1:5:200” in the “Design: Construction: Maintenance: Operations” costs reflects the true value of investing in well-designed construction that far outweighs the project costs over the longer term. Taken together, over the project lifecycle, these investments will result in tremendous value not just for the construction industry, but all key stakeholders and the country.
Further, as clients and end-consumers of the industry, Malaysians will be able to purchase, live and work in a built environment that conforms to higher quality and does not compromise on safety and environmental sustainability. More seamless transactions will lower costs of doing business while productivity initiatives will deliver more modern practices aimed at attracting more locals into the industry at higher wages.
CITP will also help win domestic market share from foreign players and raise export earnings. The multiplier effect will then distribute all this additional wealth across the linked industries and the county.
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This is where coordination, strong buy-in across stakeholders and sufficient resources are necessary – all of which have been designed into the programme. Further, the strong governance mechanism will put into place appropriate checks and resolution mechanisms in the event of any conflicts or issues.
Further, given that CITP initiatives have been designed to reflect the demands and requirements of key stakeholders as well as the general public, that in itself will help ensure implementation.