This article first appeared in The Edge Malaysia Weekly on August 3, 2026 - August 9, 2026

Keeping an office building competitive takes more than regular maintenance. As workplace expectations evolve, building owners must continually refresh their assets, embrace new technologies and enhance the tenant experience to remain relevant. At Surian Tower, this means ensuring tenants can see and experience improvements to the building over time.

“The building cannot look like it’s nearly 18 years old,” says Lembaga Tabung Angkatan Tentera (LTAT) senior director and head of real estate Zairuddy Zainal. “Every year, tenants need to see that the landlord is doing something. It doesn’t always have to be major. The important thing is that the building continues to improve.”

Surian Tower is a 26-storey Grade A office building in Mutiara Damansara, Petaling Jaya. It has 331,335 sq ft of net lettable area, with its office floors divided into low and high zones, and a seven-level podium car park offering 1,200 bays.

The building also features landscaped outdoor areas, gazebos, an al fresco space, electric vehicle (EV) charging facilities and a dedicated ground-floor event space. A pedestrian link bridge provides direct access to the Mutiara Damansara MRT station while The Curve, IPC Shopping Centre and Ikea Damansara are within walking distance. The building currently records an occupancy rate of 87%.

LTAT’s real estate department sets the strategic direction for the asset, including annual budgets, capital expenditure and major upgrading plans. CBRE | WTW Property Services Sdn Bhd (CBRE | WTW), meanwhile, is responsible for translating these objectives into day-to-day operations, from maintenance and financial reporting to procurement, vendor performance, tenant relations and compliance. Hence, for LTAT, Surian Tower forms part of a portfolio entrusted with safeguarding and growing the retirement savings of members of the Malaysian Armed Forces.

“The building belongs to LTAT and ultimately to our contributors. That’s our mandate,” says Zairuddy. “Once you understand that mandate, decision-making becomes much easier. Every investment, whether it’s upgrading the building, introducing ESG (environmental, social and governance) initiatives or improving tenant experience, must ultimately create value.”

With the combined efforts of both the building owner and the property manager, Surian Tower has set an example of how an ageing office building can still remain well-maintained and relevant amid competition. Hence, the building is awarded Gold in The Edge Malaysia Best Managed & Sustainable Property Awards 2026 in the 10 Years and Above — Non-strata Office category.

The journey has not always been smooth. When Zairuddy assumed his present role in 2020, the office market was grappling with the uncertainty brought about by the Covid-19 pandemic. The situation became even more challenging after the anchor tenant, Nestlé, relocated, reducing Surian Tower’s occupancy to about 53%.

For many landlords, such circumstances might have prompted a reduction in expenditure. LTAT chose a different path. “Maintenance had to remain tip-top because it’s all about tenants. If you don’t have tenants, there’s no point in discussing maintenance or rent. Everything starts with the tenants,” says Zairuddy.

Working closely with CBRE | WTW, LTAT reviewed the building’s leasing strategy while maintaining the standards expected of a Grade A office. For CBRE | WTW, this required moving away from reactive maintenance. Surian Tower’s planned preventive maintenance programme covers its electrical, mechanical, civil, fire protection and hard and soft services, with routine servicing, inspections and condition checks carried out according to predetermined schedules.

Critical systems such as lifts, chillers, cooling towers, heating, ventilation and air-conditioning equipment, the Building Automation System (BAS) and fire protection systems are maintained with the support of specialist service providers. Vendors operate according to defined scopes and service expectations, with their reliability, responsiveness and compliance regularly assessed.

The intention, CBRE | WTW says, is to identify defects early, minimise emergency repairs and unplanned disruptions, and use historical maintenance data to guide budgeting and prioritise future works.

Governance and compliance are similarly integrated into daily operations rather than treated as periodic exercises. Working committees use structured agendas, documented decision trails and accountability tracking while statutory obligations, safety requirements, operational risks and vendor performance are continuously monitored.

All these systems are systematically reviewed to allow corrective measures to be taken early.

At the management level, LTAT and CBRE | WTW review monthly reports covering income and expenditure, arrears, operating expenses and variances against the approved budget. Rental strategies, tenancy mix and asset enhancement initiatives are also assessed as part of efforts to improve occupancy and revenue.

From an occupancy level of about 53% during the pandemic, Surian Tower has since recovered to 87%. Among its tenants are Procter & Gamble (Malaysia) Sdn Bhd, Talent Corp Bhd Malaysia and Boustead Petroleum Marketing Sdn Bhd.

Rather than undertake a large-scale refurbishment at one go, LTAT has chosen to improve Surian Tower progressively, with capital expenditure planned around the building’s operational requirements and available cash flow.

Leveraging his many years of experience in accountancy, Zairuddy ensures that the finances are well managed. “I can’t be spending the money all at once. We improve the building in stages. We plan our cash flow but, at the same time, we make sure tenants continue to enjoy a quality workplace,” he says.

Recent asset enhancement initiatives have ranged from lift lobby upgrades, major genset servicing and landscape enhancements to fencing works, new signage and improvements to tenant-facing systems.

Facial recognition turnstiles have replaced conventional card-only access at the building’s entry points while a licence plate recognition system has been introduced at the car park. The building has also added EV charging facilities, enhanced its surau amenities and upgraded LED lighting.

The next phase, Zairuddy shares, will include refurbishing washrooms throughout the building, followed by improvements to the main lobby. “When tenants walk into the building, they should feel that something has changed for the better,” he says.

At the same time, not every investment is immediately visible to occupants. Larger lifecycle works involving major mechanical and electrical equipment must also be planned.

CBRE | WTW’s monitoring of building systems and maintenance records also feeds into the planning of future works. Historical maintenance data is used to support budgeting and prioritise works while the on-site team is involved in major equipment lifecycle planning.

This operational input complements LTAT’s role as the asset owner, which includes approving annual budgets, capital expenditure and major upgrading plans.

Keeping tenants, however, requires more than reliable building systems.

Zairuddy recalls a conversation with one Surian Tower tenant who told him that, before moving into the building, he had never known who his landlord was. The fact that the tenant now had a direct relationship with LTAT was, to Zairuddy, a sign that its more hands-on approach was working.

“I thought, okay, we’re on the right track,” he says.

The remark reinforced his belief that LTAT should remain visible to its tenants. Zairuddy regularly meets the senior management of companies occupying Surian Tower, sometimes over lunch, while CBRE | WTW’s on-site team handles day-to-day tenant coordination.

The property manager adopts a structured communication framework covering operational notices, maintenance schedules, safety and security advisories, tenancy matters and community activities. Information is shared through channels including email, notices, public announcements and digital signage while tenants can raise concerns and provide feedback directly to the management team.

The on-site team also responds to smaller requests where possible. Although certain repairs within an office may technically be the tenant’s responsibility, the team sometimes assists with minor issues rather than immediately directing the occupier to an external contractor.

“These are small things but tenants remember them. They will tell me, ‘Your team is very helpful.’ It’s customer service,” says Zairuddy.

According to CBRE | WTW, tenant expectations have increasingly shifted beyond location and building specifications. Convenience, accessibility, safety, responsiveness and the overall workplace experience are now important considerations in maintaining tenant satisfaction.

The building’s common spaces support this approach. Its landscaped outdoor areas, gazebos and al fresco space provide places for informal discussions, meals and breaks while the ground-floor event space accommodates building programmes and tenant activities.

The management team is also looking at improving Surian Tower’s food and beverage offerings. Its proximity to several shopping centres means many established chains already have outlets nearby, making it difficult to attract the same brands to the building.

“If I cannot attract the usual brands because they are already next door, then we look at local brands. We need to create something more for the tenants,” says Zairuddy.

Tenant engagement has become another important part of CBRE | WTW’s work at Surian Tower.

Activities are organised throughout the year around major festive occasions. For the management team, these programmes create opportunities for tenants to interact and provide another channel for the on-site team to build relationships with occupants. Surian Tower’s connection to LTAT and the Armed Forces allows the team to introduce distinctive elements to the building. Military brass bands and demonstrations by Armed Forces personnel have featured in its Merdeka celebrations, notes Zairuddy.

The attention paid to the workplace environment also influences LTAT’s leasing decisions, with CBRE | WTW involved in tenancy mix planning and rental strategy.

When Surian Tower’s occupancy was considerably lower, the building received interest from a college and a kindergarten. Securing the occupiers could have significantly increased occupancy at the time.

Zairuddy decided against it. “At that point, I was quite swayed because you look at the occupancy and think, with them, I can probably get to 80%. But I did not proceed as they would be drawing crowds and it would not go well with the tower’s positioning as a corporate office,” he recalls.

Tenant selection, he notes, must look beyond immediate rental income. “We were not trying to be very choosy but it has to match the character of the building.”

The departure of Nestlé also taught LTAT another lesson — the risks associated with depending too heavily on a single major occupier. “I have learnt my lesson. Now, I prefer a more diversified tenant mix,” says Zairuddy.

With occupancy having stabilised, LTAT and CBRE | WTW are now giving greater attention to Surian Tower’s environmental performance.

Zairuddy candidly says that ESG initiatives were not the immediate priority when the building was rebuilding its tenant base. “Three years ago, I subscribed to a different thought. At that time, I would ask, ‘Why should I spend on this when the tenants are not coming in?’”

The priorities then were to retain tenants, restore occupancy and stabilise the building’s financial performance.

“Now we’re at 87% and we’re looking at 90%. We have reached a stage where we have the capacity to spend on these things,” says Zuraiddy, referring to enhancing the building’s green features.

For instance, Surian Tower has since implemented LED lighting upgrades, timer controls and temperature management measures to reduce energy consumption. EV charging facilities have also been introduced.

From an operational perspective, CBRE | WTW is looking to optimise the building automation system further and strengthen monitoring of energy performance. Future plans include tracking indicators such as energy intensity and operational efficiency, improving waste and water management and making greater use of data in resource and maintenance planning.

LTAT, meanwhile, is exploring green building certification and assessing the feasibility of further initiatives such as solar energy and rainwater harvesting.

However, Zairuddy notes that installing solar panels presents challenges due to the tower’s roof configuration but the team continues to study what can be achieved. “If I cannot maximise it, I still want to do something.”

For Zairuddy, the question now is how ESG measures can be introduced in a commercially sustainable manner. “I can choose not to do it but in five years, I’ll be left behind,” he says.

At the same time, he is wary of pursuing targets without considering the cost and subsequent maintenance requirements. “We need to balance ESG and commercial considerations.”

LTAT is initially focusing on achieving a level of green certification while the team familiarises itself with the process and requirements for maintaining the standard. “Let’s do it bit by bit. I’m learning and, at the same time, we also have to educate the tenants,” Zairuddy says.

Zairuddy notes that the BMSPA judging process enabled LTAT and CBRE | WTW to assess Surian Tower’s management relative to other properties and to identify areas for further improvement.

For CBRE | WTW, one of the key lessons was that office buildings cannot be managed passively. Changing tenant expectations require owners and property managers to reassess facilities, services and the overall occupant experience regularly.

At Surian Tower, a dedicated on-site team of 11 personnel supports inspections, repairs and preventive maintenance while overseeing compliance, operational risks and the building’s day-to-day requirements.

Zairuddy is quick to credit the wider team for the Gold award. “It’s not a one-person job. It’s CBRE | WTW, LTAT and my top management for trusting us,” he says.

As for his own role, he describes himself simply as “the pushy one”, constantly asking questions and drawing the team’s attention to details that could be improved.

Interestingly, he points out that many members of LTAT’s real estate team did not begin their careers in property — Zairuddy himself is an accountant by training — which he believes sometimes allows them to view Surian Tower from a different perspective.

“For example, you live in a condominium and you see something that’s not repaired. You ask, ‘When are they going to fix that?’ But when the building is yours, you will take greater responsibility and do something about it.”

That sense of responsibility is something Zairuddy has sought to instill in the team. “They don’t come to me and say, ‘Surian Tower needs something’,” he says. “They say, ‘My building needs this.’ That’s our lingo.”

For Zairuddy, that small distinction matters and the team is certainly not resting on its laurels. “Once you have pride, you’re more willing to maintain it and take care of it. We have to keep up. We have to up our game.”

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