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Case 2:	Works Supervision

Case 2: Works Supervision

Supervision of works by the project consultant’s site supervisory team for a building maintenance project was lax – the consultant only deployed an inexperienced inspector to conduct infrequent site visits, and the inspector, sweetened by the contractor’s site manager with frequent hospitalities (including passages to and hotel accommodations in Macau), turned a blind eye to the substandard works and inferior materials.  The Management Committee (MC) relied entirely on the consultant’s flimsy reports with no details or proof/assurance of works done.  Moreover, property owners were not provided with adequate information about the project, such as the works to be done and materials to be used.

Offences Committed

The inspector accepted advantage (i.e. passages to and hotel accommodations in Macau) from the contractor’s site manager as a reward for turning a blind eye to the contractor’s substandard works and inferior materials.  Both the inspector and the site manager contravened Section 9 of the POBO.

Case in Perspective

To minimize the risk of any lax supervision or any substandard works, the OC in the first place should clearly specify all the supervisory duties and requirements of the consultant, including the works and tasks to be covered, qualification of the inspection team, frequency of inspection, submission of supervisory plan, and reports and information to be provided, etc.   During implementation, property owners/MC members should closely monitor the performance of their consultant in supervising the works according to the site supervision plan.

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