PPSKL PROPOSAL AND PLAN FOR RECOVERY

SARAWAK LIAISON OFFICE KUALA LUMPUR
PROPOSAL AND PLAN FOR RECOVERY

LIVING WITH COVID-19

PREPARED BY
SARAWAK LIAISON OFFICER
KUALA LUMPUR
SEPT 2021

TABLE OF CONTENT

OVERVIEW 3
4
01 INTRODUCTION 4
4
02 THE OBJECTIVES
5
03 HOW COULD COVID-19 OUTBREAK AFFECT US?
5
04 STEPS THAT WE PLAN TO REDUCE STAFF'S RISK OF 5
EXPOSURE AND FOR THE RECOVERY FROM PANDEMIC 5

05 OUR PROPOSAL AND PLAN 8

5.1 RESPONSE PLAN 9
10
5.2 PLAN FOR RECOVERY

06 THE IMPACTS FOR NO ASSISTANCE AND HELP FROM THE
STATE GOVERNMENT

07 RATIONALE FOR THE PLANS

08 CONCLUSION

APPENDIX A 11
APPENDIX B 17
APPENDIX C 23
APPENDIX D 27
APPENDIX E 28
APPENDIX F 27
APPENDIX G 33

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SARAWAK LIAISON OFFICE
PROPOSAL AND PLAN FOR RECOVERY

LIVING WITH COVID -19

OVERVIEW

The year 2020 and 2021 is highly challenging, as the pandemic COVID-19 has been limiting everyday
operations. The COVID-19 pandemic has led to extraordinary demands on every one of us as individuals. We
have never had to deal with the needs and complexities which COVID 19 brings to even areas of our lives at
the same time. There is no real precedent on how to deal with a global pandemic of this nature and scale.
Over a year, we also learned that these learnings are alarming us for the new approach that needs to practice
and adhere to; The power to control this pandemic is in our hands, individual and collectively; Cooperation
and solidarity across agencies and society are vital to protect themselves and others. There is NO single
preventive measure that is adequate to control virus transmission. What matters is a combination and ongoing
process to minimize the risk of cases and respond decisively when new threats emerge. The situation
regarding the pandemic is precarious, and these are the tough choices that we have to make and very few
certainties. We need to help the employees embrace the "new normal" in an empathic way. This kind of
contagion will not stop us from providing the service for the customers and the stakeholder. ThiProposalal will
translate and describes the plan dan proposal for Sarawak Liaison Office Kuala Lumpur (PPSKL) in the year
ahead. During this thought time, we need to be self-motivated and have a powerful mind. To assist others and
deliver daily operations as quoted as word cry "An Honour to Served" indeed, that always be the resilience
thought to my team ensure they continue to move on. As what happened now, the impact of the pandemic is
very crucial not just the new work approach in the process but also morally affected the staff such as
absenteeism, change in dealing routines duty, and sometimes it may also interrupt the service that needs.
After observing the current pandemic, we consider two crucial necessary plans: 1) Create the response plan;
and 2) Prepare a recovery plan. The purpose of having a response plan is to reduce the staff risk and prepare
prevention measures and the plan for recovery to embrace the "new normal" lead with a blend of realism
and optimism into the unknown, leveraging a strategy ahead. In response to the immediate action, we plan
for the "Quick Win" approach proposing to the new Task Force Team (WhatsApp Group) comprising several
core ministries to undertake any welfares issues.

We hope the proposal and plan will more focus on overcoming the issues promptly. As this pandemic is
unprecedented, we need to wisely tackle any problems highlighted by the NGOs or the public. The new norm
activities include conducting meetings or discussions via online platforms. In dealing with the stakeholders
and general public, we ran the service online; for instance, for public quarries, our team uses WhatsApp, using
Google Docs as Central Data-Based for everyone to record and answer all the questions. We prepare FAQs
and refer to the latest announcement from Sarawak Disaster Management Committee (SDMC) daily. Indeed
not all requests and issues we can solve immediately but as an immediate action to channelling those issues
to relevant authorities or agencies. This crucial time between what used to work and what will work now is a
powerful opportunity we need to tap into with grace. The determination of public servants to continue providing
services in the crisis has significantly contributed to the government being seen as critical in and caring for
their people.

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01 INTRODUCTION

The corona virus diseases (COVID-19) pandemic origin from Wuhan, China has swiftly spread
across various countries worldwide reported with increasing number of cases. The outbreak of
COVID-19 has affected us in a massive way resulting in nationwide lockdowns. Due to the lockdown,
there has been an impact on the activities. For all uncertainty and ambiguity about future, the COVID-
19 has radically transformed ways of working in the organization. At the time of writing, COVID-19
has exceeded 20,000 cases per day and is quickly increasing worldwide. The Vaccines rollout
program have had been optimistic, and this promising vaccine doesn't mean we can return to our
pre-pandemic lifestyles. We must continue to adhere to the standard operating procedure enforced
by "Majlis Keselamatan Negara", Ministry of Health and Sarawak Disaster Management
Committee (SDMC) specifically for Sarawak. Responding to a severe outbreak, Sarawak Liaison
Office aims to undertake a risk assessment {refer to Appendix A (1)} of potential issues and plan for
recovery of a reasonable worst-case scenario to ensure we are ready to respond. Thus, we take
specific measures to balance the livelihood of the employees. In response to the COVID-19
pandemic, public service and public servants, many operating in routine, predictable and regulated
systems had to deploy quick thinking, instant creativity and innovation to counter the destruction
caused by the pandemic to our service delivery.

02 THE OBJECTIVES

Need #1: STAYING SAFE
Need #2: BEING PREPARED & RESPONSIVE
Need #3: RESUMING SERVICE
Need #4: GROWING OUR RESILIENCE

03 HOW COULD COVID-19 OUTBREAK AFFECT US?

q ABSENTEEISM
They could be absent because of sick and caregivers if schools or daycare closed, at-risk people
at home, or afraid to come to work because of fear of possible exposure.

q CHANGE IN PATTERNS OF DEALING DAILY OPERATION
The employees may work from home and generally execute online or hybrid.

q INTERRUPTED OF SERVICE DELIVERY TO STAKEHOLDERS & CUSTOMERS (GENERAL
PUBLIC)
Our office may be CLOSED if the premises are affected by cases cause by COVID-19. It will
cause the stakeholder and customers to deal with the organization if they are not familiar with
online services. It will also affect the image of the organization to deliver excellent service to the
general public.

04. STEPS THAT WE PLAN TO REDUCE STAFF'S RISK OF
EXPOSURE AND FOR THE RECOVERY FROM PANDEMIC.

A) RESPONSE PLAN

STEP 1: CREATE A PLAN
STEP 2: IMPLEMENT AND COMMUNICATE ON WORKPLACE FLEXIBILITIES
STEP 3: IMPLEMENT WORKPLACE CONTROLS

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B) PREPARE PLAN FOR RECOVERY

STEP 7: BUILD A SKILL SET THAT WILL HELP EMPLOYEES TAKING PART IN THE
"NEW NORMAL"

STEP 8: RELOOK INTO THE WORK PROCESS AND HUMAN RESOURCE

05. OUR PROPOSAL AND PLAN

RECOMMENDATION #1: RESPONSE PLAN

The plan should consider and address the level(s) of risk associated with the work task; this
includes where, how and what sources of diseases might expose our staff; Employee's risk
factors (e.g., older age; the presence of chronic medical conditions; pregnancy).

RECOMMENDATION #2: PLAN FOR RECOVERY

The "new normal" operation plan doesn't mean that things won't get better, but it does mean
that things aren't going back to the way things were. The COVID-19 crisis is essential
to embrace the "new normal" lead with a blend of realism and optimism into the unknown,
leveraging a strategy for us to sustain.

5.1 RESPONSE PLAN

(Response Plan see Appendix A)

5.2 PLAN FOR RECOVERY

5.2.1 BUILD A SET OF SKILLS THAT WILL HELP EMPLOYEES TAKING PART IN
THE "NEW NORMAL."

The COVID-19 crisis has forced a large scale global workforce to adapt to new
styles and shifted many activities to technological platforms. Skills everyone should
develop post-pandemic. Below are some of the sets of reskill that most staff need
to undertake to perform their tasks.

5.2.1.1 CRITICAL THINKING

When the response to a crisis, we rely on the critical evaluation of data.
We need to be more insightful and think critically before taking any
decision. During the pandemic, we have seen many false data, fake
news, misinterpretations, which have led to some hasty decisions. We
can understand data and go for data-driven choices using their critical
mindset, and judgment will be significant during the pandemic.

5.2.1.2 REMOTE PROFICIENCY

Today's working remotely is the new normal that practice during the
pandemic. The employees need to be proficient in working remotely.
They need to learn how to communicate, work, and collaborate while
being out of the office. Learn to use platforms such as Zoom, Teams, etc.;
need to mastering and be familiar with the employees to ensure they can
utilize the technology.

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5.2.1.3 OTHERS UPSKILLS AND BRIEFING

With the complexity of the pandemic and continuity of the recovery
process, we need to provide the latest training program with particular
emphasis on the following content:

I. Pandemic fundamental; that explains the sign and symptoms of
transmission of viruses.

II. Methods to recognizing tasks and activities that cause exposure
III. Explanation to the employees their roles that include efficacy,

safety, administration, benefits of vaccination.
IV. MySejahtera App, Enter Sarawak etc.
V. Health and hygienic practices

5.2.2 RELOOK INTO NEW APPROACHES AND WORK PROCESS

Sarawak Liaison Office Kuala Lumpur is running a challenging time delivering
services, especially during the pandemic as happened all this while, we only focus
our prominent roles as a liaison office. Now we need to go beyond our roles as a
liaison but as a focal and advisory pertaining wellbeing of Sarawakian reside or
studying in West Malaysia. In this current pandemic crisis, we observed that
wellbeing issues are more crucial than other problems. Act as the only Sarawak's
state agency, the roles and responsibilities more demanding and challenging
during the pandemic. Our current priority is to provide quality, effective and efficient
services among Sarawakian in West Malaysia. At the beginning of MCO 1.0 &
MCO 2.0, only 3 (three) staff were involved, directly responsible for coordinating
welfare related matters. Only for MCO 3.0, we secured an additional 2 (two) new
staff to assist with the duties and strengthen the capabilities in delivering the
service. The biggest challenge was when the volume of applications/enquiries that
need to attend each day increases, making us work extra hours that require us to
respond promptly. The application for assistance and queries significantly
increases when the government imposed "LOCKDOWN". Therefore, we
recommend some new approaches and work processes that to be considered;

5.2.3.1 FORMING SARAWAK WELFARE ACTION COMMITTEE (SARACT)
(See Appendix B)

This proposal was forwarded before the pandemic in the year 2019, with
reference no: PPSKL/JKM/1.22/JLD.1 dated August 30, to the Director
of State Protocol, Ceremony and Event Management. To accommodate
with crisis, we resubmit with some adjustment, so it serves the purposes.
The main proposal idea is to guide and coordinate welfare-related issues
and activities in West Malaysia.

ROLES
i. To carry out activities and programmes to help the targeted
groups;
ii. To optimize the capability and potential of individuals and the
wellbeing of the target groups.
iii. To ensure welfare aspects are integrated into plans to achieve
comprehensive socio-economic development
iv. To improve smart and strategic partnerships through
cooperation with all community groups, non-governmental
organizations.
v. To strengthen and improve the delivery of welfare services at all
levels.

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Among issues and enquiries;
a) Funeral/repatriation of remains
b) Travel advisory/procedure - Enter Sarawak/e-Health/Police
Permit.
c) Request for foods/essentials assistance
d) Request for flight tickets
e) Homeless/unable to pay the rental.
f) Psychological distress
g) Retrenchment /Jobless
h) Request for SWAB TEST
i) Transportation
j) Medical costs assistance
k) Assist in finding heirs

5.2.5 "QUICK WIN": FORM SPECIAL TASK FORCE

As some of the matters need urgently to attend to, we propose creating a special
task force to manage several issues on welfare assistance as some urgently need
to undertake. This particular task force team is responsible and undertake the
problems without go through so much red tape and difficulty. The task force team
consists of representatives from the Sarawak Disaster Management Committee
(SDMC), Sarawak Welfare Department, Ministry of Transport Sarawak, Sarawak
Foundation, and Sarawak Liaison Office act as secretariat or as a secretariat focal
agency in West Malaysia.

The enquiries were received through WhatsApp, using four (4) numbers (refer to
Appendix D) used as an official number to communicate with the public, other
than fixed-line. Each mobile phone is allocated to each staff in the welfare unit to
serve and enquiries. Later after getting all the details, it will direct to the primary
WhatsApp Group (Special Task Force) to respond. Then we will inform the
inquirer of any assistance and advice that is available.
The work process is as follows:

OBTAINED INQUARIES FROM PUBLIC
• Sarawak Liaison Office Kuala Lumpur (PPSKL)

SHARING THE DETAILS WITH SPECIAL TASK FORCE TEAM
• PPSKL "tag @" the relevant agency

THE AGENCY WILL "REPLY TO" IN THE GROUP
• Respective agency

NOTIFY AND APPRISE THE INQUIRER
• Sarawak Liaison Office Kuala Lumpur (PPSKL)

Based on our records, from MCO 1.0 until MCO 3.0 (Phase 1 Recovery Plan), we
assist the total number of 36,299 receivers. (Refer Appendix C). At Lockdown
MCO 3.0, we received the most inquiries from the general public with 15,460
applications. Primarily the applications from the state of Johor, followed by
Selangor and Kuala Lumpur.

TINDAK
AN

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06 THE IMPACT OF NO ASSISTANCE AND HELP FROM THE
STATE GOVERNMENT

The impacts of the state government were as follows:

i. Affecting the image of the state government as it shows no effort to help Sarawakian.

The government acting responsively, equitability, and humanness help enhance the
government's credibility and, as a consequence, foster trust amongst the people. If there is
no action or support from the government, it will tarnish the image and deficit the trust.

ii. A surge in social cases among Sarawakian.
iii. Reflect on the inefficiency service delivery process during a crisis.

Considering the roles public servants have played, it can derive that an effective public
servant showed the abilities as accountable, adaptable, creative, knowledgeable and
humanness to serve in crisis.

07 RATIONALE FOR THE PLANS

Despite being in the recovery of the pandemic, the operation must remain vigilant and ensure all
staff fully understand the nature of COVID-19 and be prepared to respond to any kind of
emergency imposed by the government.

7.1 RESPONSE PLAN

This plan is to help prevent the spread of covid-19. The pandemic is changing every day
and without any warning. It's essential to stay aware of new guidelines or restrictions and
adjust as needed after consulting the responsible authorities.

7.2 PREPARE PLAN FOR RECOVERY

We have changed the way we operate during the COVID 19 crisis; those changes on us,
but others represent the height of innovation in a situation. We need to mitigate into three
stages for Sarawak Liaison Office Kuala Lumpur sees in the recovery phase. The priority or
quick win will be RESPOND, whereas immediate actions focused on keeping people safe
and essential services functions operating. (refer to proposal 5.2.5 ) and preparedness plan
(refer to proposal no.5.1 Appendix A (1). We coordinate operations with new norm
strategies and activities (refer to proposal no. 5.2.3.4). Lastly, we extended the period
marked by strategic, durable execution across the unit by learn to conduct operations
processes and workflows in new repeatable and scalable ways.

7.3 HUMAN RESOURCES

Sarawak Liaison Office is also facing a significant challenge of Human Resources, as what
has been observed fall under areas of coordination, integrated communication, and rapid
response. Some of the staff are not designed for agility; instead, they are designed as
service delivery functions. Before the pandemic, the stuffing in Public Relations and Welfare
Unit was enough to accommodate the tasks. Still, during the crisis, we need to reassign
additional roles for the officers to assist the need of the said unit. Our treasury officer
reassigns to help welfare unit as that time only one person look after the functions, happened
that officer has been passed away caused of Covid, we lost one officer responsible for the
treasury. As none of the other officers may be reassigned to take over her place, our office
has to suspend the treasury function, which Accountant General Office is advising. Thus all

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the payments need to be processed in Kuching, and it affected the stipulated time frame in
treasury instruction.

For us to resume back, we request "Pembantu Tadbir (Kewangan)" (W22/W19) to be station
in Sarawak Liaison Office Kuala Lumpur with the immediate time. Apart from the W22/W19,
we requested the following post;

NO. POST/GRADE POST ID REASONS FOR VACANCY

1. Pembantu Kewangan (W19/22) 05940 Vacated since 7.2.2019.

2. Pembantu Tadbir (Jbc) (N19/N22) 05190 Vacate

3. Pembantu Operasi (H11/N14) 18280 Vacate

4. Pembantu Awam (H11) 15989 Vacated since Jun 2021

5. Pegawal Keselamatan (H11) 10182,23873 and 10182, Vacated since Jun 2021

23874 23873 and 23874

6. Pembantu Penyediaan Makanan 18285 & 18570 18285 and 18570 Vacated since Jun 2018

(N19)

Note: The PSC Form 5 was already submitted on January 2121, 2021, Ref: 45/PPSKL/JKM/5/5.6 JLD.1

08 CONCLUSION

The organization must react to ensure a safe and secure workplace. We plan all the employees will
gradually return to works with staggered, the priority given to those who had competed for two doses
of vaccine. Before we entirely operate, specific procedures need to comply with strict Standard
Operating Standard (SOP), advice by the Ministry of Health (MOH) and Majlis Keselamatan
Negara (MKN). While we continue to be an uncertain world, at the same point, we hope we will return
to normal after the worldwide stress test during the pandemic. If the pandemic is not likely to end, we
need to consider a new hybrid office model as a new culture and enhance the organization's
flexibility option. As we purpose two crucial plan 1,) Response Plan; and 2) Recovery Plan needs
to adopt, other than consideration such as additional workforce and hybrid office. We have to
reshape their focus on forward-thinking the new reality, offering employees adjustment and wellbeing
opportunities, adaptable workforces, and inspired work ecosystems. Act as public servants, we must
quickly adapt and re-adjust how the services are delivered to minimize the negative impacts of the
pandemic on individuals and communities. Therefore one of the critical roles the public service must
play is to prepare the service to be more resilient.

PREPARED BY ;

AWANG SUPIAN BIN HAJI AWANG DAUD
SARAWAK LIAISON OFFICER

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Appendix A

SARAWAK LIAISON OFFICE KUALA LUMPUR

Response Plan

1.0 INTRODUCTION

Organizational operations may be adversely affected in a pandemic and should have
continuity plans to continue their core operations. Continuing to operate is vital to an
organization's ability to remain a viable entity during increased threats from all hazards,
artificial or natural. Since the danger to an organization's continuity of operations is
excellent during a pandemic outbreak, it is crucial for Sarawak Liaison Office Kuala Lumpur
to have a Response Plan in place. While organizations may be suspended some
operations due to the severity of a pandemic outbreak, an effective Response Plan can
assist an organization in its efforts to remain operational and strengthen the ability to
resume operations.

2.0 OBJECTIVES

Sarawak Liaison Office Kuala Lumpur is dedicated to the protection of its employees. We
are committed to ensuring that our organization can continue all aspects of its critical
operational processes during a pandemic and safely resume normal operations as quickly
as possible after a pandemic affects our facilities. We prioritize developing, validating, and,
if necessary, implementing our organization response plan.

3.0 PURPOSE AND SCOPE

The purpose of this Response Plan is to provide procedures, guidance, and resources to
protect our employees, customers, and the general public in the event of an outbreak. The
plan is designed to prevent, prepare, and respond to epidemics COVID-19 and other
conditions as they arise. This plan and related procedures should be modified as needed
based on the specific circumstances, especially in a pandemic.

4.0 CONCEPT OF OPERATIONS

Sarawak Liaison Office Kuala Lumpur will monitor the severity of the pandemic and
establish continuity activation triggers to address the unique nature of the pandemic threat.
The Response Plan implementation is needed to support the continued performance of
core business functions.

(Refer to Appendix F from Ministry of Health Malaysia)

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5.0 DEFINITIONS AND GENERAL TERM

Refer to Appendix G

6.0 RESPONSIBILITIES

PANDEMIC 1. Develop and maintain Response Plan and any supporting documents.
PLAN 2. Communicate the Response Plan requirements via this plan.
3. Determine when the facilities should activate the Response Plan.
PPS/PT/PPT 4. Stay abreast of guidance from federal, state, and local health agencies, and

PT/PPT/ consider how to incorporate those recommendations and resources into
PEM.TADBIR facility-specific plans.
5. Identify appropriate cleaning chemicals by consulting information on the
EMPLOYEE Ministry of Health and Chief's Minister Department (Administration Unit),
approved disinfectant labels.
6. Review the effectiveness of the Response Plan and ensure the program
satisfies the requirements of all applicable federal, state, or local authorities.
7. Develop and implement up-to-date education and training, based on the most
current information provided by the Ministry of Health or other agencies, on
the infectious disease risk factors and protective behaviours (e.g., respiratory
etiquette and care of PPE).

1. Activate the Response Plan when directed by the PPS or designee.
2. Determine the employees' exposure risks for routine and non-routine tasks

(MySejahtera Status Update)
3. Provide episodic and annual training for employees and maintain training

records.
4. Maintain appropriate amounts of hand sanitiser, PPE, etc.
5. Ensure regular housekeeping practices are implemented, including routine

(daily or more frequent) cleaning and disinfecting of surfaces, shared tools
and equipment.

1. Understand the requirements of the Response Plan.
2. Notify the facility management if showing symptoms of an infectious disease.

If possible, make notifications remotely, such as using a cell phone.
3. Stay home if showing symptoms related to the infectious disease or as

directed by a Ministry of Health.
4. Maintain regular housekeeping practices, including routine cleaning and

disinfecting of surfaces, equipment, and other areas of the work environment.
5. Report all exposure/illness incidents following the requirements of the

incident/illness reporting procedure.

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7.0 COMMUNICATION

We must have an effective way to reach employees, stakeholders and others workings
with us to inform them of the status of the pandemic affecting us and their responsibilities
during the pandemic. Also, we must have an effective way to reach out to the management
to provide input and notify us of any needs or changes in absenteeism rates and health
status. Likewise, communicating with our stakeholders and customers about our current
capabilities, plans, and delays will help to reduce unnecessary tensions and fears. The
audiences we have and the content and methods we use for internal and external
communications are as follows:

Communication format:

AUDIENCE our audience will be the general public and stakeholders
CONTENT Information on the status of the pandemic in the premises and locality
METHODS Phone, Email, Text Massaging, Social Media and Notices.
ACTION BY PT and PPT (Admin)

***Sarawak Liaison Office Kuala Lumpur will officially declare the dates on which our
pandemic containment period begins and ends.

8.0 IMPLEMENT WORKPLACE CONTROLS

The best way to prevent risk is to systematically remove it from the workplace rather than
relying on workers to reduce their exposure. During a COVID-19 outbreak, when it may not
be possible to eliminate the hazard, the most effective protection measures are (listed from
most effective to least effective):

• Administrative controls

• Safe work practices

In many cases, a combination of control measures will be necessary to protect workers
from exposure to COVID-19.

8.1 ADMINISTRATIVE CONTROLS

Administrative controls require action by the worker or employer. Typically,
administrative controls are changes in work policy or procedures to reduce or
minimize exposure to a hazard. Examples of administrative controls for COVID-19
include:

• Implement cleaning schedules in every work area.

• Encourage workers to self-monitor their temperature and wellness before
arrival to work; require sick workers to stay at home.

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• Establish alternating days, shifts, clock-in/clock-out and lunch/break hours that
reduce the total number of employees in a facility or area at a given time,
allowing them to maintain distance from one another.

• Encourage staff to bring packed lunches to minimize interaction with the
general public.

8.2 SAFE WORK PRACTICES (SWP)

EMPLOYEE SAFETY COMPLIENCE WELL-BEING

Thermal screeining Complienance to guideline Physical well-being
Medical screeining at and advisories by Emotional well-being
health centers respectives authorities on Engagement with local
Tracks all COVID 19 COVID 19 autorities and
suspected or confirmed Adherehance to official communities
cases until recovery guidance and
Continuous sanitation as noticifactions
per regulated bodies
guideline of touchpoints
Regular communication
to employees on updated
scenarios and best
practices
Social distancing
maintained and sinitizers
in all common areas

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8.3 TRAVEL AND OFF-SITE WORKS
RESTRICTIONS

We have determined the positions that involve travel and those that involve work
at off-site locations:

1) Hospital
2) Airport
3) Government Building
4) Others (as specify)

TRAVEL DESTINATION/ NAME JOB TITLE NOTES
OFF-SITE WORK LOCATION

Sarawak Liaison Officer is responsible for tracking the staff's travel movement and
off-site work locations and updating the table of destinations/locations, as
necessary.
Measures were taken by Transportation Unit

All required safety measures are briefed to the
drivers and is checked on periodic basis to
ensure effective use sanitizers and masks

Precautionary measures have been taken to
ensure driver's health and safety.

Sanitizers have been deployed for drivers
inside the vehicles to ensure the safety

Vehicles will be sinitized before and after pick-
up during the day with put remark in the
Log Book

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8.4 ALTERNATIVE WORK ARRANGEMENTS:

Alternative work arrangements are one way to reduce the risk and exposure of employees
to spreading or contracting an illness. These include flexible working schedules, job sharing,
and work from home when available.

UNIT WORKING HOURS ASSIGNED EMPLOYEE

Alternative work arrangements include flexible work schedules, job sharing of one position

between several employees, and having a regular work location at a place other than a
worksite. The following table provides the ability to assign employee working hours for a
machine. Once the plans are defined and communicated to employees, employees who
wish to deviate from that schedule must do so in writing and receive their supervisors'
approval.

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RISK ASSESSMENT Appendix A (1)

PENILAIAN RISIKO

A risk assessment questionnaire must be completed weekly to ensure that it has been identified and required prevention measures
implemented. The rigorous application of these measures limits the risk of contracting and spreading COVID-19 and takes action
quickly when determining non- conformities. The primary purpose of applying such standards is to protect the staff.

Borang soal selidik penilaian risiko perlu dilengkapkan SETIAP MINGGU bagi memastikan ia telah dikenalpasti dan langkah-langkah pencegahan yang
diperlukan dilaksanakan. Penggunaan langkah-langkah yang ketat ini mengehadkan risiko dijangkiti dan penyebaran COVID-19 dan mengambil tindakan
dengan cepat apabila menentukan ketidakpatuhan. Tujuan utama penggunaan piawaian ini adalah untuk melindungi semua kakitangan.

CRITICAL AREA EXPOSE FOR SPREADING

Please (/)

AREA YES NO REMARK WHY YES OR NO
Front Door (Handle)
Office Door (Handle)

Washrooms
Coffee Machine

Printers
Copy Machine
Front Desk Counter
Table & Chairs

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SELF ASSESSMENT (MY SEJAHTERA)

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Appendix B

SARAWAK WELFARE ACTION COMMITTEE
FOR WEST MALAYSIA (SARACT)

TERMS OF REFERENCE(TOR)

1.0 INTRODUCTION

These Terms of Reference ("Terms of Reference") explain the implementation of the Sarawak Welfare Action
Committee (SARACT) in West Malaysia.

2.0 OBJECTIVES

q To coordinate welfare assistance for Sarawakian in Peninsular Malaysia;
q To Implement the initiative and policy of the Most Honorable Chief Minister of Sarawak, Datuk Patinggi

Abang Haji Abdul Rahman Zohari bin Tun Datuk Abang Haji Openg, and the state cabinets, namely to
ensure that the people of Sarawak get the best assistance in West Malaysia.

3.0 FUNCTIONS AND JURISDICTION

4.0 3.1 The functions and jurisdiction of the Sarawak Welfare Action Committee are as follows:
q To plan and design the direction and policy to coordinate the welfare of "Sarawakian" in West
Malaysia;
q Coordinate and guide the implementation of welfare affairs as well as welfare programs/
activities for Sarawakian.

COMMITTEE

4.1 Membership is as follows:
Chairman
(Minister of Welfare, Community Welfare, Women, Family and Child Development)

Co-Chairman
A representative from Member of Parliament for Sarawak (If any)

Deputy Chairman
Deputy State Secretary (Performance and Service Delivery Transformation)

Secretariat cum Secretary - Sarawak Liaison Officer

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Permanent Members
Director of Ministry of Welfare, Community Welfare, Family and Child Development
Director of State of Human Resource
Director of State Protocol, Ceremony and Event Management.
Director of Administration
Director of Sarawak Foundation
A representative from Sarawak Disaster Management Committee (SDMC)
Head of the Medical Social Work Department, Hospital Kuala Lumpur
Head of Medical Social Work Department Unit, Serdang Hospital
Head of Non-Clinical Support Services Putrajaya Hospital
Head of Medical Social Work Department of Sungai Buloh Hospital
Social Work Officer/ Welfare Officer, National Heart Institute, Kuala Lumpur
A representative from Registered Non-Governmental Organization (NGOs)

4.2 The Chairman may, from time to time, invite any party to become a member to provide views and
suggestions.

4.3 The Minister of Welfare, Community Welfare, Women, Family and Child Development is responsible
for appointing members of the Sarawak Welfare Committee in West Malaysia;

4.4 The Minister (referring to the minister in charge) may end a member of the Sarawak Welfare Action
Committee in West Malaysia if necessary;

4.5 members of the Committee may nominate a representative if they cannot attend the Sarawak Welfare
Action Committee (SARACT) meeting.

5.0 IMPLEMENTATION OF MEETINGS

The implementation of the Sarawak Welfare Action Committee Meeting was two, namely:
5.1 Periodic Meetings
5.1.1 The meetings shall be conducted as scheduled twice (2) a year;
5.1.2 If the meeting cannot be on the scheduled date, then the meeting shall be adjourned to a
date to be determined by the Chairman;

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5.1.3 If scheduled for the new date, then a letter of notification must be issued by the secretariat
at least three days before the agreed date of the meeting.

5.2 Special Meeting (Vote Outside Committee)

This Special Meeting (Vote Outside Committee), if there is a need to discuss matters arising or
require the decision and consent of the members of the meeting. The Chairman of the meeting shall
sign the particular minutes.

6.0 MEETING AGENDA

7.0 The regular agenda of the meeting is as follows:
a) Chairman's Message
b) Confirmation of the Minutes of the Last Meeting
c) Discuss any related issues to the welfare of "Sarawakian" in West Malaysia
d) Matters Arising
e) Other Matters

RESULTS OF THE MEETING

All decisions of the meeting are final.

8.0 APPLICATION AND EFFECTIVENESS

8.1 These terms of reference shall be applied and approved at the PROTEM MEETING.

8.2 These terms of reference may be amended or improved, if necessary, at the Sarawak Welfare Action
Committee Meeting.

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Appendix C

RECORD OF RECIPIENT AS OF 30 AUGUST 2021 PKP 2 PKP 3
PELAJAR AWAM
PKP 1 JUMLAH JUMLAH
PEMOHON PEMOHON
NEGERI PELAJAR AWAM PELAJAR AWAM
JUMLAH 5 6644
JUMLAH JUMLAH JUMLAH JUMLAH JUMLAH JUMLAH PEMOHON 292 4319
IPT 23 3506
PEMOHON ADUAN PEMOHON IPT PEMOHON 15
154 1 251
JOHOR 19 777 2 5 5 11 232
40 0 235
SELANGOR 39 6155 14 50 18 1529 0
8 9 149
KUALA LUMPUR 7503 16 113 7 8 4 0 98
5
PAHANG 4 196 1 9 4 4 0 0 61
NEGERI 10 29
SEMBILAN 179 0 0 0 0 6 58
0 3 31
SABAH 672 0 0 0 0 0 23
169 4 32 1 1 0 0 15
MELAKA 0 05
2 01
LABUAN 1 1 0 0 1 357 21 11
0 0 63
PERAK 9 1249 0 0 3 3 0 340 15460
0
PULAU PINANG 3 77 0 0 0 0 0
457
KEDAH 9 166 0 0 1 1

TERENGGANU 5 103 1 1 2 103

PUTRAJAYA 1 14 1 4 0 0

KELANTAN 3 171 0 0 0 0

PERLIS 5 192 0 0 0 0

LUAR NEGARA 14 115 1 1 1 1
JUMLAH
175 17739 40 215 43 2018

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MCO 1.0

STUDENT PUBLIC

22

MCO 2.0 PUBLIC

STUDENT

23

MCO 3.0 PUBLIC

STUDENT

24

Appendix D

CARELINE

25

Appendix E

HANYA YANG BERSTATUS DI MYSEJAHTERA BERIKUT:
RISIKO RENDAH DAN KONTAK KASUAL

SAHAJA YANG DIBENARKAN MASUK DAN BERURUSAN DIERKARANGAN
PEJABAT PERHUBUNGAN NEGERI SARAWAK KUALA LUMPUR
PEGAWAI PERHUBUNGAN SARAWAK
KUALA LUMPUR

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Appendix F

Annex 25

Guidelines COVID-19 Management No.5/2020 Updated on March 24 2020

COVID-19: MANAGEMENT GUIDELINES FOR WORKPLACES

COVID-19 is a respiratory infection caused by a new coronavirus first
discovered in Hubei Province, China and deemed by the World Health
Organization (WHO) to be a Public Health Emergency of International
Concern. In view of this, many of your employees may have concerns
regarding their potential for exposure to the flu at work and the steps you
are taking to ensure their wellbeing. The Ministry of Health would like to
recommend that employers and industry take the following steps:

(A) Acquire an understanding of COVID-19 to plan and act accordingly

Symptoms: Common symptoms include fever, dry cough and tiredness.

Other symptoms include aches and pains, nasal congestion, runny nose,
sore throat or diarrhoea.1 in 6 people infected may become seriously ill and
develop difficult breathing.

Transmission:

Droplets from someone with COVID-19 who coughs or sneezes within
a distance of 1-meter Droplet contaminated surfaces and objects: by
touching contaminated surfaces or objects and then touching their eyes,
nose, or mouth.

Incubation Period

Incubation period is currently estimated to range between 1-14 days

Vulnerable Employees:

• Older persons

• Those with pre-existing medical conditions e.g. high blood
pressure,heart disease, lung diseases, cancer or diabetes

(B) All parties in any organization should take appropriate steps to ensure
maximum protection of staff and business.

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I. Action by Employers
a) Communicate to employees about COVID-19;

Advise employees on preventive methods, including personal
hygiene and respiratory etiquette. Refer to Appendix 1.
Remind employees of the need to practice hand hygiene regularly
e.g. via email, social media, gamification etc. Refer to Appendix 2.
Provide regular updates on COVID-19 to employees
How to Use Surgical Masks refer Appendix 3
Provide appropriate health education materials regarding COVID-
19 to all employees
b) Instruct supervisors to monitor symptoms of employees at
workplace
c) Encourage employees to take temperature regularly and monitor
for respiratory symptoms
d) Consider obtaining travel declaration from employees on travel
history.
e) If an employee develops symptoms;
i. If at home:
§ Wear a surgical mask and seek medical attention at the

nearest health facility immediately.
§ Avoid contact with family members
§ Accompanying person should also wear a surgical mask.
ii. If at workplace:
§ Relieve staff members from work if they are sick
§ Wear a surgical mask and seek medical attention at the

nearest health facility immediately
§ Avoid contact with fellow employees

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§ Accompanying person should also wear a surgical mask
f) Conduct mental health assessments among employees and carry
out appropriate measures to reduce stress among employees.
g) Monitor sick leave and absenteeism among employees. Keep a

record of staff sick leave including reasons for leave, duration of
leave and current status.

II. Action by Employees

a. Always maintain good personal hygiene;

i. Frequent hand washing with soap and water or hand sanitiser

ii. Practice respiratory etiquette

b. Employees are encouraged to take their meals at their desk

c. Limit food handling and sharing of food in the workplace

d. Keep updated on COVID-19

e. If develop symptoms;

i. Need to alert supervisor immediately

ii. Wear a surgical mask

iii. Seek medical treatment immediately

iv. Avoid contact with fellow employees

III. Action at the Workplace
a. Ensure a clean and hygienic work environment through regular
disinfection of the office and its equipment. Disinfection
procedures:

b. Consider a no handshaking policy

c. Enforce hand sanitization at the entrance for visitors

d. Provide easy access to frequent hand washing for employees

e. Proper maintenance of toilet facilities and floor drains.

f. Provision of lidded rubbish bin, regular refuse disposal and
adequate supply of liquid soap and disposable towels.

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g. Plan for contingency measures in case there are limited human
resources e.g. working from home for those on home surveillance,
mobilization of employees etc. This is also to avoid stress to
employees who have to work during a period of human resource
deficiency.

h. Consider alternate communication methods e.g. virtual meetings in
place of face to face meetings, group chats etc.

i. Consider deferring large meetings or events

j. Consider having meetings outside in open air if possible

k. In case of indoor meetings or events, ensure all precautions are
taken:

i. Informing participants not to attend if they are unwell and
to join the meeting using a virtual platform

ii. Ensuring all relevant information is given to the
participants such as the practice of hand hygiene and the
use of surgical masks for those who develop respiratory
symptoms

iii. Providing:

§ Hand sanitizers where necessary or ensuring
availability of soap and water

§ Surgical masks and tissues for those who develop
respiratory symptoms

iv. Consider opening windows for natural lighting and better
ventilation

v. Monitor participants daily and provide support for isolating
those with symptoms and transporting them to a health
facility.

vi. Keep in touch with participant on their health status after
seeing the doctor.

vii. Keep contact details of all participants and organizers in
case there is a need to contact them. Records should be kept
for at least one month for the date of completion of the
event.

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viii. If any of the participants become positive, organizers are to assist
the Ministry of Health who will carry out measures such as contact
tracing and placing of close contacts under Home Surveillance.

h) In the setting of public transport e.g. taxis, ride-hail services, trains and
buses, drivers should ensure the following measures;

i. Frequent hand washing using soap and water, or hand sanitizer and
practice respiratory etiquette at all times.

ii. Wear mask and seek medical attention if develop symptoms

iii. Ensure passengers to wear mask if they have symptoms.

iv. Regularly disinfect the interior of the vehicle after alighting
passengers or after each trip.

i) Keep all employees informed of the latest developments in COVID-19

IV. Travel Considerations for the workplace

a. Before traveling:

i. Make sure your organization and its employees have the latest
advisory on traveling from MOH

ii. Based on the latest information, your organization should assess
the benefits and risks related to upcoming travel plans.

iii. Ensure employees travelling are not of high risk to develop
COVID-19

iv. Consider issuing employees who are about to travel with small
bottles hand rub. This can facilitate regular hand-washing.

v. Consider providing employees with face mask in case there is a
need to use it

b. While traveling:

i. Always bring along surgical mask and sanitizer for use when
required

ii. Avoid crowded places and closed contact with people showing
symptoms

iii. Avoid visiting animal farms, market, selling lives animals,
slaughterhouses or touching any animal

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iv. Avoid eating raw or undercooked meat
v. Seek prompt medical treatment if developing symptoms
c. When employees return from traveling:
i. Observe home surveillance if necessary as per MOH advise
ii. Immediately seek medical attention if you have symptoms of

respiratory tract infections such as fever, cough or difficulty
breathing within 14 days after returning from the visit
This guideline may be used as a basis for managing employees during this period of time.
Employers and employees are advised to keep up to date with the latest developments and
advice issued by the Ministry of health.
Prepared by;
Occupational Health Unit
Occupational and Environment Health Sector
Ministry of Health.
Date: March, 11th 2020

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Appendix G

ANNEX 1
Ministry of Health Malaysia Updated on 22nd April 2021 1
COVID-19 CASE DEFINITION
Suspected Case
A) A person who meets the clinical AND epidemiological criteria:

Clinical Criteria:
• Acute onset of fever AND cough; OR
• Acute onset of ANY TWO OR MORE of the following signs and
symptoms: Fever, cough, general weakness/fatigue1, headache,
myalgia, sore throat, coryza, dyspnea, anorexia/nausea/vomiting1,
diarrhea, altered mental status.

AND
Epidemiological Criteria:

• Residing or working in an area/locality with high risk of
transmission of virus: closed residential settings, institutional
settings such as prisons, immigration detention depots (DTI);
anytime within the 14 days prior to sign and symptom onset; or

• Residing or travel to an area with community transmission anytime
within the 14 days prior to sign & symptom onset; or

• Working in any health care setting, including within health
facilities or within the community; any time within the 14 days
prior of sign & symptom onset.

B) A patient with severe acute respiratory illness:
(SARI: acute respiratory infection with history of fever or measured fever of >
38ºC; and cough; with onset within the last 10 days; and requires hospitalization).

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Probable Case

C) A person (alive or dead) with a positive RTK-Ag.
D) A suspected case with chest imaging showing findings suggestive of COVID-19

diseases.
E) A patient who meets clinical criteria above AND is a contact of a probable or

confirmed case or linked to a COVID-19 cluster.
F) A person with recent onset of anosmia (loss of smell) or argeusia (loss of taste) in

the absence of any other identified cases.
G) Death, not otherwise explained, in an adult with respiratory distress preceding death

AND was a contact of a probable or confirmed case or linked to a COVID-19
cluster.

Confirmed Case
H) A person with a positive RTK-Ag in pre-determined areas/locality with prevalence

of COVID-19 > 10%
I) A person (alive or dead) with a positive molecular test (RT-PCR or rapid

molecular).
Note:
1 Signs separated with slash (/) are to be counted as one sign.
2 Typical chest imaging findings suggestive of COVID-19 include the

following:
• Chest radiography: hazy opacities, often rounded in morphology,

with peripheral and lower lung distribution
• Chest CT: multiple bilateral ground glass opacities, often rounded

in morphology, with peripheral and lower lung distribution
• Lung ultrasound: thicken pleural lines, B lines (multifocal,

discrete, or confluent), consolidative patterns with or without air
bronchograms.

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Person Under Surveillance (PUS) for COVID-19
Asymptomatic individual subjected to Home Surveillance Order (HSO)
Close Contact Definition

• Face-to-face contact with a confirmed case within 1 metre and for at least
15 minutes;

• Living in the same household as a COVID-19 patient;
• Working together in close proximity or sharing the same classroom

environment with a COVID-19 patient;
• Travelling together with COVID-19 patient in any kind of conveyance;
• Health care associated exposure without appropriate PPE (including

providing direct care for COVID-19 patients, working with health care
workers infected with COVID-19, visiting patients or staying in the same
close environment of a COVID-19 patient).

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