Probably the biggest problem the contractor had to overcome was a halt in construction work halfway through the project.
As South East Asia's economic 'flu' took hold in Malaysia, progress was affected leading to an agreed suspension of the project between mid-July 1998 and January 1999. Kuala Lumpur is scattered with projects that have started but due to cashflow crises have been abandoned.
After nearly a year of inactivity, recommencing construction proved difficult. 'Many of the staff had changed, and we had to change our methods every few months because of design amendments when parts of the project were omitted and then reinstated, ' recalls project director Jean-Noel Foulard. And the confidence of suppliers hit by cashflow problems also had to be regained.