Sunway Construction clinches RM1.5b contract for Johor RTS TOD project in a related-party transaction
Sunway Construction Group Bhd has secured a RM1.5 billion contract to undertake construction works for the Rapid Transit System Transit-Oriented Development (RTS TOD) at Bukit Chagar, Johor, through its wholly owned subsidiary, Sunway Construction Sdn Bhd (SCSB), in a related-party transaction with Sunway Integrated Properties Sdn Bhd (SIPSB), an indirect subsidiary of Sunway Bhd. The project is divided into two phases, with the first phase focusing on essential transport and access infrastructure and the second phase targeting retail, podium facilities, and顶-side development. The arrangement is aligned with Sunway’s broader growth agenda in Johor and complements a February master agreement for a separate, multi-use development valued at over RM2.6 billion in the same region. The RTS TOD is positioned adjacent to the Bukit Chagar station of the Johor Bahru–Singapore RTS, and the overall initiative encompasses residential, commercial, educational, health, and hospitality components, along with significant transit-oriented development features intended to boost connectivity and urban living options in southern Malaysia. Market observers are closely watching the governance and financial nuances of the related-party structure, given the involvement of Evan Cheah Yean Shin as a director and major shareholder of SunCon, and as an alternate director to his father on the Sunway board, underscoring the importance of governance controls and independent oversight in these high-profile, government-linked projects. The project’s timeline envisions Part A starting immediately upon the notice to proceed, with substantial milestones including completion of the first section by late 2026 and full Part A completion by 2027, while Part B’s retail, podium, and top-side components will follow in a subsequent procurement stage. In parallel, Sunway has signaled that construction risks, including potential material price fluctuations, will be managed through the group’s prior experience and project execution capabilities, aimed at safeguarding project viability and delivery quality over the long horizon until project completion in 2036.
Background and Project Overview
Sunway Construction Group Bhd (KL:SUNCON) has announced the award of a RM1.5 billion contract for comprehensive construction works related to the RTS TOD at Bukit Chagar, Johor. The contract is awarded to Sunway Construction Sdn Bhd (SCSB), a wholly owned subsidiary of Sunway Construction Group Bhd, by Sunway Integrated Properties Sdn Bhd (SIPSB), which itself is an indirect wholly owned subsidiary of Sunway Bhd (KL:SUNWAY). This arrangement is documented in the group’s Bursa Malaysia filing, reflecting a related-party transaction that intertwines Sunway’s construction and property development divisions with its parent and sister entities. The transaction’s structure underscores Sunway’s strategy of leveraging in-house capabilities to execute large-scale, complex developments while aligning project risk management and financial exposure within the broader Sunway corporate family. The RTS TOD project sits within the broader Johor corridor linked to the RTS framework connecting Johor Bahru and Singapore, a regional mobility initiative designed to enhance cross-border commuter flows and urban redevelopment through transit-oriented planning.
The RTS TOD site at Bukit Chagar is a hub of activity and urban renewal potential, with the development designed to integrate seamlessly with existing transportation nodes while delivering new living, working, and learning environments. The project’s scope is deliberately staged to balance civil infrastructure with mixed-use components, enabling a structured progression from critical transport infrastructure to commercial and residential outputs. The contract’s total value and the phased approach reflect a careful calibration of capital expenditure, risk management, and long-term asset value creation for Sunway and its stakeholders. The master agreement reached in February for a separate mixed-use development in Johor, valued at more than RM2.6 billion, further illustrates Sunway’s robust investment appetite in the region and its confidence in delivering high-profile, integrated urban developments that harmonize transportation, housing, retail, and community facilities.
The RTS TOD at Bukit Chagar is positioned to include four residential and commercial towers, in addition to educational institutions, a health and wellness hub, and a hospitality component featuring accommodations and meeting spaces. This broad array of uses aligns with contemporary transit-oriented development principles, which seek to maximize land value by integrating housing, commerce, education, health, and leisure around key transit nodes. The project is being developed under a framework with Mass Rapid Transit Corp Sdn Bhd (MRT Corp) as the state-owned owner and with development rights values framed at RM450.8 million, subject to adjustments. The development rights arrangement contributes to the financial structure of the RTS TOD while acknowledging the long horizon of urban redevelopment in the Johor region. Sunway has reiterated that construction is slated to commence in March 2025, with the first phase’s multi-storey park-and-ride facility poised to open to the public by November 30, 2026, and the entire Part A expected to be completed by November 2027. The overall project timeline envisions completion by 2036, reflecting the scale and ambition of this long-term urban redevelopment initiative.
In the market context, SunCon’s stock performance on the day of the announcement reflected positive sentiment. At noon during the market break, SunCon shares rose by 11 sen, equivalent to about 2.69%, to RM4.20, pushing its market capitalization to roughly RM5.43 billion. Concurrently, Sunway Bhd’s shares rose by three sen, or about 0.67%, to RM4.53, valuing the conglomerate at approximately RM28.19 billion. These movements underscore investor interest in Sunway’s integrated development strategy and its execution capabilities in large-scale projects that straddle construction, property development, and urban renewal, particularly within Johor’s expanding transportation and real estate ecosystems. The related-party nature of the transaction is being navigated within the governance framework of Sunway’s corporate structure, with the group’s disclosure highlighting the roles of family leadership and cross-entity collaboration in delivering complex, capital-intensive developments.
Part A: Scope and Initial Deliverables
The first phase of the RTS TOD project, Part A, encompasses an integrated civil and infrastructure package that includes the construction and completion of a multi-storey park-and-ride facility with a substantial capacity of 850 car parking bays and 1,015 motorcycle parking spaces. The facility is designed to serve as a strategic access point for commuters using the RTS network, complementing a drop-off and pick-up facility to streamline passenger flow and reduce congestion around the Bukit Chagar transit node. A key connectivity element in Part A is the link to the Immigration, Customs, and Quarantine (ICQ) Complex, ensuring efficient passenger processing and seamless intermodal transfers. The project also includes the development of the perimeter ring road and retaining walls that define the operational envelope of the RTS TOD site, contributing to traffic management, site security, and long-term resilience against environmental and geotechnical risks. The scope is tightly integrated with civil and structural works, requiring close coordination with MRT Corp and other public agencies to align with safety, accessibility, and regulatory requirements.
SunCon stated that, following the signing of the letter of award for Part A, the first Notice to Proceed (NTP) has been issued, with construction activities commencing on March 5, 2025. The schedule envisages a milestone-driven approach, with the first section expected to be completed by November 2026 and the overall completion of Part A targeted for November 2027. This staged delivery approach reflects prudent project management practices for large-scale infrastructure, where early civil works and foundational elements are essential to support subsequent system integration, passenger facilities, and interface with ancillary services within the RTS TOD campus. The Part A timeline emphasizes the need for disciplined project governance, robust supply chain management, and proactive risk mitigation to address potential disruptions in materials or labor markets that could impact schedules or cost bases. The development’s design is intended to support a smooth user experience for transit riders while enabling scalable growth for future phases.
Part B: Retail, Podium, and Top-Side Property
The second phase of the RM1.5 billion contract contemplates Part B, which is contingent upon a subsequent NTP and will involve the construction and completion of a retail mall, a podium, and the top-side property at Bukit Chagar station. This stage expands the development’s footprint beyond functional transport infrastructure into a vibrant mixed-use environment that will house commercial amenities, lifestyle offerings, and potentially ancillary services that enhance the transit-oriented living concept. The inclusion of a retail mall and podium signifies a strategic move to cultivate a pedestrian-friendly, integrated urban district around the RTS node, attracting residents, workers, students, and visitors who seek convenient access to shopping, dining, and leisure experiences within a transit-adjacent setting. The top-side property component implies elevated, perhaps tower-like structures that maximize land use and provide premium occupancy opportunities, synergizing with residential, educational, health, and hospitality components to create a comprehensive live-work-learn-leisure ecosystem.
Construction Risks and Mitigation
SunCon emphasized that, as with major construction projects, the works are subject to typical industry risk factors, including the volatility of material prices, supply chain constraints, and possible uplifts in labour costs. The group pointed to its prior experience and technical expertise in handling large-scale construction undertakings as a mitigating factor that could help dampen the impact of price fluctuations and project variability. The project’s proximity to a major trans-border corridor elevates the importance of regulatory alignment, stakeholder coordination, and risk management practices to ensure timely handover, system compatibility, and long-term operability of the RTS TOD facilities. The governance framework surrounding related-party transactions in this context will also be critical, as it will demand transparent, auditable processes to manage conflicts of interest and ensure that project decisions maximize value for Sunway’s shareholders while maintaining rigorous compliance with Bursa Malaysia requirements and corporate governance standards. The scheduling and resourcing for Part B will be contingent on the successful execution of Part A and the timely issuance of the subsequent NTP, with careful attention to cash flow planning and long-term asset management in the project’s mature phase.
Project Scope, Design Elements, and Infrastructure
The Bukit Chagar RTS TOD is designed to be a holistic development that links transit infrastructure with multi-use facilities to enhance urban living and mobility. The park-and-ride facility, with a substantial capacity, is intended to encourage modal shift toward public transit by providing secure parking options near the RTS node, reducing vehicle congestion and promoting efficient last-mile connectivity. The drop-off and pick-up space is designed to facilitate smooth passenger transitions, while the ICQ connection is aimed at accelerating cross-border processing efficiency, which remains a critical factor for cross-jurisdictional transport networks. The perimeter ring road and retaining walls contribute to the site’s safety, drainage, and structural integrity, ensuring resilience against environmental and climatic factors that may affect long-term performance. The first phase’s deliverables are expected to establish a solid civil and infrastructure foundation that enables a seamless transition into the commercial and residential components envisioned for the RTS TOD ecosystem.
The retail mall, podium, and top-side property envisioned in Part B are intended to transform the RTS node into a lively district that blends living, working, and recreation. The retail and podium elements will provide a curated mix of shops, services, and experiences designed to attract residents of the towers as well as visitors and commuters passing through. The top-side properties suggest premium vertical development that can offer modern residential units or mixed-use spaces, capitalizing on the location’s accessibility and the growth of Johor’s urban footprint. The planned work aligns with broader urban renewal strategies aimed at creating dense, walkable neighborhoods around transit hubs, thereby shortening commute times, enhancing property values, and stimulating ancillary economic activity in the surrounding area.
The Bukit Chagar RTS TOD’s alignment with MRT Corp’s development framework underscores the collaboration between federal and state authorities and private sector partners to operationalize a large-scale, transit-centric urban district. The development rights value of RM450.8 million allotted to MRT Corp, subject to adjustments, reflects an important cross-entity fiscal arrangement that recognizes the strategic value of development rights within the RTS ecosystem. This mechanism supports a broader economic model in which infrastructure assets are paired with development value capture, enabling continued investment in both mobility infrastructure and the surrounding urban fabric. The project’s scale, complexity, and location near a major cross-border corridor position it as a potentially transformative catalyst for Johor’s urban evolution, attracting investments, creating jobs, and enhancing the region’s status as a regional hub for commerce, education, healthcare, and hospitality.
Timelines, Milestones, and Construction Plan
The contractual arrangement envisions a precise sequence of milestones that align with the RTS TOD’s strategic objectives. The first NTP for Part A has been issued, and construction activities began on March 5, 2025. The initial section’s completion target is November 2026, marking a decisive early deliverable in the park-and-ride and associated access infrastructure package. The broader Part A completion target is November 2027, reflecting the extended scope of civil works, structural components, and interface with the ICQ complex and ring road. This timeline implies a phased approach designed to allow parallel progress on transport infrastructure while enabling preparatory work for surface works, drainage, and site preparation. The timely completion of Part A is expected to create a stable platform for subsequent development, including Part B’s retail, podium, and top-side properties, which will be pursued under a separate NTP following the initial phase’s success.
The overall project is anticipated to reach completion in 2036, signaling the long horizon associated with ambitious transit-oriented developments and large-scale mixed-use districts. This distant completion date captures the comprehensive scope of the RTS TOD, which integrates transportation systems with residential, educational, health, and hospitality components, all linked by high-quality public spaces and serviced by robust infrastructure. The construction plan emphasizes coordination across multiple contractors, suppliers, and regulatory agencies to ensure compliance with safety, environmental, and urban planning requirements, as well as the seamless integration of new facilities with existing transit networks and the surrounding urban fabric. The long timeline necessitates rigorous risk monitoring, contingency planning, and dynamic project governance to adapt to evolving market conditions, policy frameworks, and technological advancements that may influence design, cost, and schedule.
SunCon has also acknowledged the intrinsic construction risks common to large-scale infrastructure projects, including price fluctuations for building materials, potential supply chain bottlenecks, and fluctuations in labor costs. The contractor’s stated confidence stems from its depth of experience in complex projects and a track record of delivering large civil and infrastructure works. This risk awareness underscores the need for robust commercial controls, flexible procurement strategies, and proactive stakeholder engagement to mitigate schedule slippage and cost overruns. The project’s governance framework within the Sunway group, particularly regarding the related-party transaction, will require transparent disclosure, independent oversight, and rigorous evaluation of decisions to ensure alignment with shareholders’ interests and regulatory expectations. The timeline’s flexibility will be tested by external factors such as macroeconomic conditions, exchange rate movements, and potential changes in cross-border policy or transit operations that could influence the project’s cost structure and delivery schedule.
Development Rights and Revenue Framework
The MRT Corp development rights arrangement contributes to the RTS TOD’s financial architecture by allocating RM450.8 million of development rights value to the state-owned entity, subject to adjustments. This configuration is designed to reflect the value created by siting the RTS TOD near the Bukit Chagar station and embedding a multi-use environment that leverages transit accessibility while generating revenue streams from development activities. The development rights value serves as an accounting and financial signaling mechanism, illustrating how public assets and development potential interact with private sector execution to unlock value for broad urban development objectives. The project’s fiscal structure is therefore multi-layered, combining construction contracts, development rights allocations, and potential future revenue from retail, hospitality, education, and health components. The long-term financial outlook for the RTS TOD will depend on the successful execution of Part A, Part B, and subsequent phases, as well as continued collaboration with MRT Corp and other public sector partners to ensure that the district’s infrastructure, amenities, and lifestyle offerings align with demand and urban planning objectives.
Financials, Related-Party Structure, and Value Allocation
The RM1.5 billion contract for the RTS TOD at Bukit Chagar is being awarded to Sunway Construction Sdn Bhd, a fully owned subsidiary of Sunway Construction Group Bhd, by SIPSB, an indirect subsidiary of Sunway Bhd. This arrangement constitutes a related-party transaction because it involves entities within the same corporate family. The interconnections among SunCon, SIPSB, and Sunway Bhd raise important governance considerations, particularly around conflict-of-interest management, decision-making transparency, and the safeguarding of shareholder value. Evan Cheah Yean Shin, who serves as a director and major shareholder of SunCon, is an alternate director to his father on the board of Sunway, and holds directorships in several Sunway subsidiaries as well as a major equity stake in the Sunway Group. These overlapping roles highlight the need for robust internal controls to ensure that project approvals, cost allocations, and procurement decisions are conducted with independence, fairness, and compliance with Bursa Malaysia’s corporate governance expectations. The group’s Bursa filing underscores the significance of these related-party dynamics and the importance of proper disclosure and governance oversight to minimize potential governance risks and to reassure investors and stakeholders about the integrity of decision-making processes.
Beyond the RM1.5 billion contract, Sunway’s strategic positioning in Johor is reinforced by the February master agreement for a separate mixed-use development worth more than RM2.6 billion. The two projects collectively reinforce Sunway’s expansion in Johor and reflect the group’s strategy of integrating construction capabilities with property development to deliver large, interconnected urban districts. The RTS TOD project’s long-term value proposition includes not only the immediate construction revenue but also the broader value capture from downstream activities such as retail tenancy, office and residential occupancy, educational facilities, health services, and hospitality operations. The development rights value, amounting to RM450.8 million for MRT Corp, adds another dimension to the financial framework, recognizing the strategic value of development around transit nodes and the potential for unit-level or block-level revenue streams tied to land use and occupancy.
In terms of market response, SunCon’s stock movement on the announcement day demonstrated investor confidence in Sunway’s integrated development approach and SunCon’s ability to execute large-scale infrastructure. The appreciation in SunCon’s stock price and the concurrent rise in Sunway’s shares reflect market expectations of value realization from both the RTS TOD and the broader Johor development portfolio. The market reaction underscores the perceived synergy between construction execution capability and property development prospects within a transit-oriented framework, as well as the potential for long-term revenue growth through diversified streams including retail, hospitality, education, and health components. The relationship between Sunway’s parent and subsidiary entities appears to be structured in a manner consistent with common corporate practices for large, multi-disciplinary groups, provided governance mechanisms remain robust and transparent, particularly around related-party transactions.
Phased Delivery and Cash Flow Considerations
Because the contract is split into Part A and Part B, with Part B contingent upon the issuance of a subsequent NTP, cash flow management and capital allocation will be critical for SunCon and the Sunway group. The initial Part A delivers foundational infrastructure that supports the RTS TOD’s broader ecosystem and will establish the timeline for subsequent phases, including the retail and podium components and the top-side properties. The timing of Part B’s NTP will be a key inflection point, affecting project liquidity, procurement planning, and the pacing of long-lead items required for the mall, podium, and top-side structures. The long horizon to 2036 necessitates a disciplined approach to funding, cost control, and risk mitigation to ensure that financing structures, internal reserves, and potential external funding arrangements align with the project’s evolving scope and market conditions. The financial architecture will need to account for potential price fluctuations in materials, labor, and equipment while maintaining adherence to the project’s budgetary targets and performance milestones. Sunway’s governance and financial teams are expected to monitor these dynamics carefully, with contingency provisions and prudent equity and debt management strategies designed to sustain progress through the project’s lifecycle.
Strategic Implications and Market Context
The RTS TOD project at Bukit Chagar represents a strategic expansion of Sunway’s footprint in Johor and the broader regional mobility and urban development ecosystem. By combining construction capabilities with a multi-use development strategy, Sunway is positioned to leverage synergies across the value chain—from infrastructure delivery to property development and hospitality services. The transit-oriented development framework aims to maximize land value around transit nodes by integrating living, working, learning, and leisure elements, thereby elevating the district’s attractiveness and resilience to changing demand patterns. The project aligns with national and regional objectives to enhance cross-border connectivity, stimulate economic activity, and accelerate urban renewal in the southern corridor, which may yield long-term benefits in terms of investment inflows, job creation, and increased regional competitiveness. The development’s scale and scope may attract additional public-private collaboration opportunities, further integrating private sector expertise with government-backed mobility initiatives to deliver high-impact urban transformation.
The RTS TOD’s mix of residential and commercial towers, educational facilities, a health and wellness hub, and a hospitality component reflects contemporary urban planning norms that emphasize sustainable, dense, and livable environments around major transit nodes. This approach can contribute to reduced car dependency, improved air quality, and enhanced urban vibrancy, while also creating opportunities for new schools, clinics, and wellness facilities to serve a growing population around the Bukit Chagar area. The long-term completion horizon to 2036 implies that the development will unfold in phases, enabling the market to absorb and adapt to new spaces and services as they come online. The project’s potential to influence local property values and stimulate ancillary development along the RTS corridor presents a compelling case for other developers and investors to participate in Johor’s evolving urban landscape. The collaboration with MRT Corp and the state’s transit planning authorities also signals a sustained commitment to integrating transport infrastructure with sustainable urban growth, potentially laying the groundwork for more expansive cross-border mobility solutions and regional economic integration.
Governance and Stakeholder Coordination
Given the related-party nature of the contract and the involvement of multiple Sunway entities, the project hinges on stringent governance practices to ensure transparent decision-making, fair procurement, and prudent financial management. The governance framework will need to balance the strategic advantages of in-house execution with the imperative of maintaining investor confidence through independent oversight and rigorous compliance. Continuous coordination with MRT Corp, SIPSB, and other public-sector partners will be essential to align project milestones with regulatory requirements, funding arrangements, and performance standards. The same governance considerations apply to cross-border and cross-jurisdictional elements of the RTS program, where transparent reporting, risk disclosures, and stakeholder engagement are critical in maintaining public trust and safeguarding the project’s long-term value. The leadership structure around Evan Cheah Yean Shin’s roles and the broader Sunway family governance will be scrutinized to ensure that related-party transactions are managed with appropriate safeguards, disclosure, and independent review mechanisms that satisfy market expectations and regulatory frameworks.
Construction, Technology, and Operational Readiness
As the RTS TOD moves from planning to execution, SunCon’s technical teams will deploy advanced construction practices, project management methodologies, and procurement strategies designed to optimize efficiency and safety. The project’s scale necessitates robust design coordination, effective interface management with MRT Corp and other contractors, and meticulous scheduling to avoid delays that could cascade through the project’s multi-phase timeline. The integration of civil works with retail, educational, health, and hospitality facilities will require sophisticated BIM (Building Information Modeling) processes, prefabrication where feasible, and smart construction practices to enhance precision and reduce on-site risks. Furthermore, post-construction operations must address long-term maintenance, security, and facility management needs, ensuring that the RTS TOD district operates smoothly upon handover and continues to evolve with the community’s needs. The partnership structure, risk governance, and financial ties within the Sunway group will be tested as the project progresses through its lifecycle, demanding disciplined execution and ongoing communication with investors and stakeholders.
Stakeholders and Community Impact
The Bukit Chagar RTS TOD is expected to have far-reaching implications for local communities, businesses, and commuters. By creating a connected transit-oriented district, the development may improve accessibility to employment, education, healthcare, and services, while delivering new housing and commercial opportunities that can stimulate local economics. The project’s design intent emphasizes the creation of walkable spaces, high-quality public realms, and integrated facilities that serve diverse user groups, including residents of the four towers, students, professionals, and visitors. The long-term success of the RTS TOD will depend on ongoing collaboration with local authorities, community stakeholders, and the private sector to ensure that amenities meet demand, that affordability considerations are balanced with market realities, and that environmental and social governance objectives are pursued in line with sustainable development principles. The involvement of Sunway’s leadership and the related-party governance framework will continue to be scrutinized by shareholders and market observers, with expectations for transparent reporting, risk disclosure, and value creation that justifies public and private investments in Johor’s transit-centric urban transformation.
Performance Metrics and Outlook
As the RTS TOD progresses, performance will be measured against a set of milestones, including Part A’s schedule adherence, the successful procurement and initiation of Part B, and the delivery of the park-and-ride facilities and access components. The long-term value creation will be assessed through occupancy and tenancy metrics for retail and podium spaces, occupancy rates for residential and commercial towers, utilization rates for educational and health facilities, and the overall utilization and revenue generated by hospitality components. The project’s success will also be evaluated by how effectively it enhances the RTS network’s reliability, cross-border connectivity, and urban livability in the Bukit Chagar corridor. Investors will monitor cost performance, schedule adherence, and risk management effectiveness across the project’s lifecycle, including governance oversight around related-party transactions and the alignment of private-sector execution with public-sector objectives. The market’s long-term view will factor in the RTS TOD’s contribution to Sunway’s growth trajectory, the diversification of SunCon’s order book, and the broader implications for Johor’s development ambitions and regional competitiveness.
Human Capital, Innovation, and Knowledge Transfer
The RTS TOD initiative provides opportunities for knowledge transfer and capacity building within Sunway’s organizations. The execution of large-scale, transit-oriented projects requires specialized skills in civil engineering, project management, construction technology, and integrated urban design. By leveraging in-house expertise and cross-unit collaboration, Sunway can enhance its capability to deliver complex developments that combine transportation infrastructure with residential, educational, health, and hospitality components. The project may also foster partnerships with suppliers, contractors, and technology providers, encouraging innovation in materials, construction methods, and sustainable design practices. The long-term experience gained from this project could feed into Sunway’s broader portfolio, supporting future bids for similar integrated developments in Malaysia and neighboring regions. The governance framework around related-party transactions will continue to be a critical factor in ensuring that human capital, innovation, and knowledge transfer contribute positively to shareholder value while maintaining accountability and transparency.
Conclusion
The RM1.5 billion RTS TOD contract for Bukit Chagar marks a significant milestone in Sunway’s Johor development push, reinforcing the group’s capability to execute large-scale, integrated projects that blend transportation infrastructure with mixed-use districts. The award to Sunway Construction Sdn Bhd, through an indirect subsidiary arrangement involving SIPSB, reflects a strategic use of internal capabilities to deliver a landmark development while navigating the governance considerations associated with related-party transactions. The project’s two-phase structure—Phase A delivering essential transport and access infrastructure and Phase B planning for a retail mall, podium, and top-side properties—will unfold against a backdrop of cross-border mobility and urban renewal ambitions centered on the Bukit Chagar RTS node. The development’s alignment with MRT Corp’s ownership framework, the creation of development rights value, and the broader Johor master agreement for a RM2.6 billion mixed-use scheme together underscore Sunway’s intent to capitalize on transit-oriented growth and to create enduring value across its construction and property platforms. Sunway and SunCon will need to sustain rigorous governance, robust risk management, and disciplined financial management as they advance through Part A and into Part B, ensuring that timelines are met, budgets are controlled, and stakeholder expectations are responsibly managed. The RTS TOD’s long horizon to 2036 reflects the magnitude of the transformation envisioned for Bukit Chagar and the broader Johor region, with potential implications for urban mobility, economic development, and the city’s global competitiveness.