TRUE IMPACT = ORIGINALITY - NOT IMITATION - NIK ZAFRI

Years ago, I proposed a Vendor Development Program (VDP) to two large conglomerates, an affordable framework designed to nurture growth from the pre-seed stage into a fully established vendor/sub-contractor, with benefits for all stakeholders.

Unfortunately, in both instances, the concept was either overlooked or appropriated by intermediaries who presented it as their own. It’s part of the journey, but some names will always remain in memory. I’ve learned that when ideas are taken and claimed by others, they rarely work out as intended. True impact comes from originality, not imitation.

Someone commented personally to my whatssap :

Honestly, I think what you created back in 2005 was way ahead of its time. Looking at your flowcharts, it’s clear you didn’t just sketch an idea, you laid out a comprehensive framework covering evaluation, compliance, training, continuous improvement, and strategic alliances. That’s the kind of structure big corporations today would pay consultants heavily for.

So when intermediaries hijacked it and conglomerates profited, your frustration is completely valid. It’s not just about the money , it’s about ownership, recognition, and integrity.

At the same time, the painful lesson you mentioned - “don’t use intermediaries” is powerful. It shows you’ve turned the setback into wisdom. Many innovators lose ideas this way, but not all can look back and say: I built this, I learned, and I moved forward.

If you share this publicly, it won’t just come across as a complaint , it’ll resonate as a warning and inspiration for others in business, startups, and consulting.

LEADERSHIP 101 - BY NIK ZAFRI

6 Qualities of a Genuine Leader

True leadership is about making your people feel valued and supported.

1) Be a good listener – Whether it’s work-related or personal, hear them out and keep their confidence. Trust is a gift they give you.

2) Lend a helping hand – If you can lighten their load, you’ll earn loyalty that lasts a lifetime.

3) Support their causes – Standing behind their initiatives shows you care about more than just business.

4) Show up for them – Even the simplest invitation matters. Your presence carries great meaning.

5) Value their ideas – Your team sees opportunities and blind spots you may miss from the top.

6) Recognize and reward fairly – Use a transparent performance evaluation system to appreciate contributions and build trust.

SAVING A HI-RISE STRUCTURE FROM PROGRESSIVE COLLAPSE - MY OWN EXPERIENCE - NIK ZAFRI

This is based on a real case study, though certain details have been amended for confidentiality. For those who may recognize the actual project(s), kindly refrain from mentioning them here.

1) Project Background

Structure: X-storey mixed-use high-rise (retail + serviced apartments), 

Location: Coastal city, soft clay soil with deep bored pile foundations, 

Stage: Superstructure completed up to Level X.

During routine QA checks, the structural consultant noticed unusual deflections and hairline cracks on transfer beams supporting Levels X–X (retail podium transitioning to apartment floors).

2) Red Flags Raised 

a) Laser survey showed mid-span deflection of 30 mm after only 6 months, double the predicted value (15 mm),

b) Non-linear structural analysis suggested risk of progressive collapse if additional floors were added without intervention.

3) RCA

a) As-built rebar placement in transfer beams was incorrect (laps at critical zones, reducing effective moment capacity),

b) Concrete cube strengths were acceptable, but site pour sequence created cold joints,

c) The combination of poor detailing + construction error led to reduced structural safety margins,

Potential Consequences: Failure of transfer beams → collapse of multiple floors above → fatalities + total project shutdown.

4) Emergency Actions

a) Immediate Stop-Work Order issued by Consultant and Client,

b) Evacuation of workers from Levels X–X,

c) Shoring/Propping with heavy-duty steel towers installed below affected beams to temporarily relieve stress.

5) The Solution (Technical Masterstroke)

After a tense 2-week design workshop involving the Consultant, Contractor, and an independent structural expert, the following remedial engineering strategies were adopted : 

a) Carbon Fiber Reinforced Polymer (CFRP) Strengthening - applied CFRP laminates to the soffit of transfer beams to enhance flexural capacity and CFRP wrapping around beam sides to improve shear resistance,

b) Post-Tensioning Retrofits - Installed external post-tensioning tendons anchored at beam ends, applied calculated pre-stressing force to reduce service loads carried by original rebar.

c) High-Strength Grouting of Cold Joints - epoxy injection into cold joints and cracks to restore monolithic action.

d) Structural Health Monitoring (SHM) - embedded strain gauges + tilt meters to monitor deflections and load redistribution in real time with daily monitoring reports to Consultant and Client.

6) Verification

a) Load tests conducted with water ballast tanks at Level X - structure performed within predicted limits, 

b) Survey showed deflection recovered by 12 mm and stabilized within safe thresholds, 

c) Independent checker certified remedial works as safe and durable.

7) Outcome

a) Construction resumed with minimal delay (~3 months vs total project loss),

b) Building successfully completed and now stands proudly, housing over 1,000 residents and businesses,

c) Client avoided catastrophic collapse, lawsuits, and financial ruin.

Instead of demolition and rebuild, which would cost millions and years, the engineers used cutting-edge strengthening technology (CFRP + post-tensioning) - something rarely attempted at this scale in the region.

The professionalism - stop-work order, transparent communication, third-party verification, and modern monitoring - set a benchmark for crisis management in construction.

What could have been a tragedy turned into a showcase of engineering brilliance.

8) Lessons Learned

a) Always verify reinforcement placement - don’t just rely on bar bending schedules,

b) Cold joints in critical structural members require strict monitoring and approval,

c) Advanced materials like CFRP and post-tension retrofits can be life-saving when conventional repairs are inadequate.

WHY ARE WE WHERE WE ARE NOW

I still remember my dad’s wise words (once served the military (BMA) when I asked why unity has faded, crime has risen, and neighbours no longer care for each other in the endless chase for wealth and power.

“It’s because your generation never endured the sufferings of war. My generation and those before us had no time for division, we valued peace deeply because we had fought hard to earn it."

Al-Fatihah

NGOs - THE DO AND THE DONTS - Overview by Nik Zafri

Recently, an NGO that became a cooperative and later a business entity was arrested (not for legally collecting humanitarian donations with LHDN approval, but) for investing those funds without proper authorisation. I want to clarify this so people understand how a well-intentioned NGO can still be found guilty of money laundering.

1. Collection of Donations

An NGO that collects donations with approval from LHDN (usually under Income Tax Act 1967 Section 44(6) or via official charitable status) is authorised only for the stated charitable purpose.

The money must be used for that stated purpose e.g., humanitarian aid to Palestine and not diverted for other uses unless approved by the donors or governing committee and compliant with the NGO’s constitution.

2. Investing Donations Without Approval

a) Internal governance: If the NGO invests funds without the prior consent of its committee or in breach of its constitution, that can be a breach of trust under Malaysian law.

b) Criminal aspect: Misuse of charitable funds may fall under Penal Code provisions for criminal breach of trust (CBT).

c) Regulatory aspect: Investing pooled funds in securities or capital markets without licensing can violate Capital Markets and Services Act 2007 (CMSA), which requires:

a. A Fund Manager’s License from the Securities Commission Malaysia (SC).

b. Proper registration, disclosure, and, in certain cases, a prospectus if the fund resembles a collective investment scheme.

3. Why It’s a Big Offense

a) Misappropriation: Using donation money for unauthorised investments even if profits are intended for the cause is treated as diversion of funds.

b) Unlicensed activity: Managing or investing public money without a fund management license is prohibited under CMSA Section 58 and 59.

c) Breach of trust: Trustees, office bearers, or committee members can be held personally liable.

4. Possible Consequences

a) LHDN can revoke the NGO’s tax-exempt status,

b) Securities Commission (SC) can impose fines or imprisonment for unlicensed fund management,

c) ROS (Registrar of Societies) or SSM (if it’s a company limited by guarantee) can deregister the NGO,

d) MACC may investigate if there’s suspicion of corruption or abuse.

In short : Any unlawful activity may be deemed or misconstrued as money laundering.

Bottom line:

Even if intentions are good, NGOs must get written approval from their governing body and comply with LHDN, SC, and ROS/SSM regulations before investing donation money. Otherwise, it’s a high-risk move that can lead to deregistration, legal charges, and reputational damage.

S-CURVE (CONSTRUCTION) COMMON ERRORS - BY NIK ZAFRI

One of the most common errors when preparing an S-Curve for construction projects is treating it as a “decorative” chart rather than a dynamic, data-driven planning tool. When that happens, the curve ends up being inaccurate, misleading, or impossible to use for tracking actual progress against the plan.

1. Using unrealistic baseline durations

a. Error: Tasks in the schedule are compressed or overlapped without proper resource leveling, producing a steep and optimistic S-Curve.

b. Scheduling Impact: The unrealistic baseline means early slippage will appear minimal at first, but delays will compound rapidly in later stages, making recovery nearly impossible.

c. Costing Impact: Overly aggressive timelines often lead to higher overtime, increased subcontractor rates, and higher procurement costs when trying to “catch up.”

2. Incorrect weighting between activities

a. Error: Assigning equal or arbitrary weight to all activities rather than basing them on actual cost or work volume.

b. Scheduling Impact: Progress reporting becomes skewed, a minor, low-cost activity might appear as significant as a major structural milestone.

Costing Impact: Budget tracking will be distorted, hiding cost overruns in major work packages until much later, when corrective action is more expensive.

c. Costing Impact: Budget tracking will be distorted, hiding cost overruns in major work packages until much later, when corrective action is more expensive.

3. Failing to align cash flow curve with physical progress

a. Error: The financial S-Curve (cash flow) is plotted independently from the physical progress S-Curve without syncing the timing of expenditures with actual work completion.

b. Scheduling Impact: The project may appear “on schedule” in physical terms but behind in financial terms, or vice versa, leading to confusion in stakeholder reporting.

c. Costing Impact: This misalignment often causes liquidity issues, paying too early for materials or subcontractors before the related work is completed, or underestimating cash requirements during peak activity periods.

These errors sometimes occur because the creation of the S-Curve is not shared collaboratively, becoming a “one-person show” (with the Project Manager often being the usual "victim")

In well-managed projects, the S-Curve is not “owned” by just one person, it’s a collaborative output:

a) Planner = timeline accuracy

b) QS/Cost Engineer = budget accuracy

c) Project Controls/Coordination = integration and reporting

c) PM = accountability

CONQUAS 21 BCA SINGAPORE (1998) - 2017 - 2022

 Seeing a photo of an ID friend carrying out an inspection brought back memories of my own experience with CONQUAS 21 from BCA Singapore, a course I attended back in 2001 while serving in Sunway, where I was assigned to projects ranging from apartments and hotels to condominiums and much more. The last time I applied it was in 2019, just before the MCO, when a client requested it. I adjusted my scoring moderately, taking into account Malaysian conditions.

On that occasion, I was joined by two QLASSIC inspectors sent to observe. When they heard me mention CONQUAS 21, their reaction was, “Wow, this guy is a veteran.” One of them asked, “So, how many stars?” I replied, "in Singapore’s 5-Star standard, even hairline cracks, slight paint peeling, uneven coating, or small beam bulges can cause significant point deductions. If such defects are found repeatedly across multiple inspection points, they may be treated as ‘major’ and could result in failing that section. (With the stricter requirements in the 9th Edition (2017) and the 2022 version, achieving top scores has become noticeably tougher) Suddenly, both inspectors went silent.

PERTEMUAN 5 KETURUNAN - BERSILATURRAHIM

 

Awal 2025 -Pembuka Tahun Baru - Lakaran Sejarah Baru - Ini adalah satu momen bersejarah buat saya. 5 keturunan dari Long Yunus (Pemerintah), Long Gaffar, Reman, Pattani dan Jembal akhirnya bertemu. Berdasarkan sejarah dan salasilah, kelima-lima jalur keturunan ini pernah mengalami konflik pada masa lalu. Namun yang menarik, pertemuan ini berlaku secara tidak dirancang – masing-masing tiba-tiba tergerak hati untuk pulang ke Kelantan pada waktu yang sama dengan izin Allah.

Walaupun suasana pertemuan itu santai, ia membawa makna yang sangat besar. Ia membuktikan bahawa generasi baru telah memilih untuk melupakan perbezaan silam dan kembali menjalin persaudaraan.

Semoga detik ini menjadi inspirasi kepada yang lain tanpa mengira fahaman siasah bahawa walau air dicincang, tidak akan putus, dan ikatan silaturrahim amat penting, lebih-lebih lagi di penghujung zaman ini.

BULLYING - IT TAKES MORE THAN A CAMPAIGN - BY NIK ZAFRI

It takes more than just a disciplinary memo or a one-off campaign. It requires a unified effort from the Ministry of Education, schools, educators, parents, communities, and even students themselves.

1. Ministry-Level Intervention - Policy, Enforcement and National Campaigns

a) Implement strong anti-bullying policies: Clear definitions, types (physical, verbal, cyber), procedures, and consequences,

b) Mandatory reporting and action: Enforce protocols for educators to report and act on bullying within a fixed time frame.

c) Set up a national anti-bullying task force: Include psychologists, child rights experts, and educators.

d) Anonymous complaint channels: Launch nationwide hotlines, apps, or web portals for students to safely report bullying.

e) Public awareness campaigns: TV, social media, and school tours promoting kindness, empathy, and inclusion.

f) Annual Anti-Bullying Week: With activities in all schools, led by the Ministry.

2. Educator and School-Level Initiatives - Prevention, Early Detection and Intervention

a) Training teachers and staff:

i) Identify signs of bullying and trauma.

ii) De-escalation techniques.

b) Restorative discipline approaches.

i) Create safe school environments:

ii) Designate “Safe Zones” or “Peace Corners” for students.

iii) Monitor hotspots (toilets, corridors, back of classrooms, etc.).

c) Peer support systems:

i) Appoint trained student ambassadors or peer counselors.

ii) Buddy systems for new or vulnerable students.

d) Zero tolerance culture:

i) Public school-wide declaration.

ii) Regular town hall or assemblies reinforcing values including PTA/PIBG,

d) Integrate anti-bullying into the curriculum: Through moral education, civic studies, and even literature and arts.

3. Parents and Community Involvement - Support and Reinforcement at Home

i) Parental workshops: Teach how to recognize signs of bullying, handle both victims and aggressors.

ii) Strong home-school communication: Via apps, portals, or regular PIBG/PTAs (Parent Teacher Association Meetings).

iii) Collaboration with NGOs and community leaders: To reach rural and underserved schools.

4. Digital and Cyberbullying Awareness Digital literacy classes: For students and parents on responsible online behavior.

i) Anti-cyberbullying tools: Ministry-supported monitoring software and reporting systems.

5. Promotion of Positive Culture - Reward positive behavior: Acknowledge empathy, helpfulness, and leadership in school.

i) Student-led campaigns: Let students design posters, perform skits, and lead online movements against bullying.

ii) Create a “School Culture Charter”: Co-written by students and teachers.

No child should fear going to school. Addressing bullying requires more than punishment demands prevention, early intervention, empathy-building, and systemic support.

From policy makers to parents, teachers to peers each of us has a role to play. Values kindness, courage and support.

Let’s protect our future, one student at a time.

MY SITE DIARY - LOW CONCRETE STRENGTH AT GROUND SLAB

During a routine 3rd party assessment in collaboration with some young experts on a multi-storey commercial building project, 28-day cube test results revealed that several concrete batches used for the ground floor slab had compressive strength below the specified 30 MPa some as low as 26 MPa.

In the meeting, the site team panicked, quickly assuming the affected area would need to be demolished and recast. They bluntly told the the sub-contractor to begin preparing for hacking work.

"Whoah..hold on there"

I intervened and suggested verification and reevaluation the actual structural capacity before jumping into drastic measures.

Together we came out with few ideas, first, conduct core sampling from the hardened concrete in various zones of the slab and send them for compressive testing. Core strength often reflects better in-situ conditions compared to cubes, especially if cube curing was poorly handled.

The core tests returned values ranging from 28.5 MPa to 31 MPa, which suggested that the in-place concrete was stronger than the initial cube results showed.

To supplement the core data, we carried out NDT using a rebound hammer across the slab area to map uniformity. This gave us further confidence that the concrete was consistent and not deteriorating or segregated.

*I coordinated with the structural consultant to review actual load demands on the slab. After factoring in the adjusted strength from core samples and NDT calibration, the slab was deemed structurally acceptable, especially with a safety margin still in place.

*See factored load below as I can't get the formula pasted here

(A minimum safety margin of at least 15–20% was maintained between actual capacity and applied loads, thus satisfying structural safety and serviceability criteria under MS EN 1992 / ACI 318 standards)

Preventive Measures suggested :

1) Improved cube curing methods on-site (e.g., proper water curing or curing tanks)

2) On-site slump checks before pouring

3) Batch plant recalibration

The "moral" of the story are :

1) No need for demolition or costly delays

2) Maintained structural integrity

3) Reinforced team confidence in technical decision-making

4) Strengthened contractor–consultant collaboration

Observe the impact of collaborating with young experts.

YES I STILL LOVE KELANTAN

Ya, saya seorang anak Kelantan, lahir di Machang. Tapi sekarang, setiap kali orang Kelantan bertanya soalan keramat, "Tak kelik Kelate ko?", perkataan "kelik (balik)" itu sendiri terasa agak janggal. Saya sudah terlalu lama menetap di luar Kelantan, sampai ia tidak lagi benar-benar terasa seperti “balik,” sekurang-kurangnya bukan dalam erti kata tradisi.

Saya masih ke Kelantan, tapi lebih kepada untuk bertemu sanak saudara, sahabat lama termasuk alumni kolej, rakan-rakan seperguruan, dan beberapa kenalan Kerabat Di-Raja Kelantan. Namun yang paling kuat menarik saya untuk kembali ialah ikatan saya dengan arwah ibu yang kini bersemadi dengan tenang. Yang lain hanyalah tinggal kenangan, yang indah dan menyentuh hati.

Kunjungan pun kini jadi satu rutin stereotaip: singgah di Machang, cuba menyesuaikan diri dengan suasana tempatan, berjumpa sahabat-sahabat lama, menziarahi kolej lama, menziarahi pusara ibu, dan mungkin membeli sedikit buah tangan di Pasar Siti Khadijah. Rumah di Lundang telah lama dijual dan rumah di Bachok pula kini dijadikan homestay oleh sepupu saya (seorang peguam) walaupun dia sendiri tinggal di KL. (ayah saya pun sudah tiada lagi)

Rasa agak janggal juga bila perlu jelaskan kepada orang bahawa saya menginap di hotel, bukannya di “rumah.” Semua adik-beradik dan sepupu saya pun tinggal di KL. Kalau bukan kerana kenangan, salasilah keluarga, dan sejarah peribadi yang mengikat saya dengan Kelantan, mungkin saya akan rasa seperti orang asing di kampung sendiri.

Yes, I’m a proud Kelantanese, born in Machang. But these days, whenever fellow Kelantanese ask me the familiar question, "Tok kelik Kelate ko?" the word "kelik" ("balik") feels a bit out of place. I’ve lived outside Kelantan for so long now that it no longer feels like I’m “going back,” at least not in the traditional sense.

I still visit Kelantan, but mainly to reconnect with family, old college friends, fellow disciples of the same guru, and a few humble members of the Kelantan royal circle. What truly draws me back is the bond I still feel with my late mother who now rests in peace there. The rest is memory, layered and bittersweet.

The visits have become somewhat routine/stereotype: drop by Machang, try to blend in with the locals, catch up with friends, revisit the old college, stop by my mum’s grave, and perhaps pick up some local goodies at Pasar Siti Khadijah. The house in Lundang is long gone, and the one in Bachok now operates as a homestay owned by my cousin though he lives in KL too. (My dad is long gone)

It feels strange explaining to people that I stay in a hotel when I visit not in a “home.” Most of my siblings and cousins now live in KL. If not for the memories, the family lineage, and the personal history that tie me to Kelantan, I might feel like a stranger in my own hometown.