petronas

UNIVERSITI UNIVERSITI PUTRA PUTRA MAL AYSIA

 A CA SE STUDY ON PETRONAS GLOBALIZATION  A STRA TEGIC MANA GEMENT DECISION DECISION

 AHMAD  A HMAD HUSSAIN HUSSA IN

GSM 1999 6

AL - FATH FATHIHAH IHAH

IN THE NAME OF ALLAH, THE COMPASSIONATE, THE MERCIFUL. PRAISE IS ONLY FOR LLAH, THE LORD OF THE UNIVERSE THE ALLCOMPSSIONATE, THE ALLMERCIFUL THE MASTER OF THE DAY OF JUDGEMENT THEE LONE WE WORSP AND TO THEE ALONE W PRAY FOR HELP SHOW US THE STRAIGHT WY THE WAY OF THOSE WHOM THOU HAST BLESSED; WHO HAVE NOT INCURRED THY RATH NOR GONE STRY

UNVERT

PUTR

MALAYSIA

  C   P GZ   GC G C BY MD U MTC  : 0139

TS ASE DSSETAON S PESENED TO T FALTY OF EONOMS AND MANAGEMENT

UVTY UT MY S PATAL FLFLLMENT OF TE REQEMENT FO E DEGREE OF

 OF B DO (B)

SEPTEMBE  

PENGESAHAN ASLIAN LAPORAN

Dengan ini, saya HMD HU ( No Matrik GS0139) pelaja aster of  Business Administation (MBA menga ahawa kajian kes untuk kursus ini adalah hasil asal saya senii.

Names and events haene in this pulication has been isguised and any similarity foun is mere oiniene Infomatio ound in this pubiation must e treated as HIGH  COFIDENIL an shall e or the ose of lment of this MB

rogam No efeenes an eoduction of any ats of this plication shall e mae ithout prio knoege and aproval from the athor Vies exressed in this uiation are soey those of he author's opinion an not to e onstrue as the ies of PETRONS no PETRONAS in any ay esonsible or he content thereo

AH HUSSIN o ar : S039 6 Sepemer 999

CKWDMT

It s both my pleasre and oblgaton to acknowledge generos people who ave provded me with the guidance ad inpired me to make thi happen. Specal thanks to the lecturer ho have thought me during the night cae and member of my family for their continuo suppo Wthout ther pport and courage, completng thi MBA program would hae been dclt f not mposble.

 ws to expre my gratitude to the following peope for ter knd asstance in thi MB progra and te cae disetaton Although mch of my aprecaton as bee expeed  ws to express my ncere tanks to Tuan

Hj. Yaaob Ibram the A coordnator fo

akg this a reali to me

 wat to acknowledge my pecal apprecaton to Assocate Professor Dr Zanal Abdn

oae who  my project case spervsor for  contos sppot  copletng ts case ssertation t i truly impoible to express my feelig of gratte n ere words.

y rends and felow colleages n te A progra tha yo for beng a good teaates ad shared my problems troughot ths stdy criticism ae treasued

Yor assstace dea and

 my hear

Never can  ret my famly for ng istrumental ersh motvatng and moe impoantly for te patience througout thi coure o them I remai grateful and no can

I

gore tem from my memory  ould ever have been able o compete ths M program ad te case dsseaton whe  dd if ever at all



DEDICATED TO

My Wife Norfshah bt Ab Wahab

My Children Mohammad Fakhri ohammad Fakhrulah Mohammad Fakhrusysyakirin Fathin

My Parent Tuan Hj. Hussain Tamysa Hajjah Rokiah Bt Harun



c

PETRON vision as "To be  Leading Oil and Gas Multinational ompan of hoie and it sated the globalization eo in 994. PETRON global opeation had extnded to ia ounties, onfedeate ndependene of oviet Union , Middle East and sia Pai ounties ome of te ia ounties inluded udan outh ia donsteam Engen, Liba and lgeia. The invesments in  ee Tukmenist d Kazkst. The inestment in Middle East ounties inluded an ia and aq

I

the sia Pai, the

ovesea pofolios extended to Vietnam Mnma hina and usalia both Upsteam and donseam

The ovesea upseam ativities ee undeen b its subsidia PETRON aigali dn Bhd PB though its ovesea subsidia ompanies When PETRON staed its globalization effos, the envionmental fatos ee e muh favoable Hoeve, i n  997 and 1998 thee ee adese hanged in these envionmental fatos and had aeted PETRON globalization effos.

ome of these fatos ee the egional and old

eonomi tmoil, egional nanial and uen dealuation sloe eonomi oh lo demand of oil and gas loe oil and gas pie and loe pospetivi and ommeialit of the oil and gas poets

This ase sd evaluated PETRON stategi position and te impat on the inteational pofolios and made eommendation elating to these sateg issues. This ase stud analzed the enionmental fatos inuening te ompan e dietion though the used of the WOT analsis and detemined the stategi thust to ompehend the WOT analsis This sd assessed analtiall though the used of PE, the tue ompan dietion and evaluated the ovesea pofolios to deteine the pofoios oh oppounities and povide the deision as to hethe these pofolios should be etained paneed o diested 

Abstrak

Vii ETROS adaah "eadi Sarikat iak da Ga arabaga ag Teruug da Teriih a ia ea memaka uaha gobaiai ada a  Uaaa ke ara gobaiai teah meagka ke egara-egara di rika Coederae deedee o  Soiet io (CS) a Tegah da ia aik egaraegara  rka adaah ermauk Sda rika Seata (oera ra Ege) Liba ad ra.

eabra di CS

meragkumi egaraegara ee Trkmeita ad Kazarka aakaa eabura d ia Tegah meagka ke egaraegara ra Sria ad rak  a ak, eabura atarabagaa termak etam mar, Chia da raa a da ra)

Oerai huua diedaika oe aak ariata iait ETA Cargai Sd hd S meaui aakaak arkaa ag ai ada ketika TS meaa uaha gobaiai aktorakor ekeiig adaah begit egaaka Waa bagaimaa daam ahu 99 da 99 erdaat erbaha eara ada akorakor ekeig ii ehigga eega uaha gobaai ETONS tara akorakor ag egaai erbaha etara adaah keaa eomo erata da da m kewaga ag eah uut iai atawag eraa ertubha eooi ag embab eura adar ermitaa mia da ga keaa harga ia da ga da aha roe da eaaa iaga roe ag reda.

e i; megaaia trategi TOS da imikai eata ooo aarabagaa da eterua memberi adaga k meeeaika iui ereb. e ii megaaia aktoraktor ekeiig yag memegaruhi arah t maa da arkat dega megguaka aaia SW da SE bagi meetaka tak raegik da membat aaia ooio aarabagaa emaada tuk ter memeaga berkogi aa meaa v

B F C AGE I

ENGESHN KSLIN LORN

II

KNOWLEDGEMENTS

II

DEDS

IV

STT

0

PETRONS GALISTIO ND THE DEM

0

MNY KGROUN

 30

PETRONAS VISION, MSSON AND OBJECIVES 

6

1

ViSON 

6

 32

MiSSiON 

7 



OBJECTVES 

8

 34

PETRONAS VALUES SYSTEM 

9

40

50



.  . . . . . . . . . . . 

1

     ..

2











PETRONAS ORGANIZTION ENVIRONMEN  

10

41

PCSB ORGANIZATION STRCTRE  

11

42

FINANCIAL     

1

 43

MARKETING 

15

44

OPERATION MAAGEMENT     

17 

 45

MANAGEMEN 

19









ENVIRONMENTAL ATORS          

20

5.1

LEGAL POLTA       

20



ECONOMiAL 

20

53

SOCIAL CLTURA  .   

21

5.4

TECHNOLOGiAL 

22

55

SUPPLIER     

22

56

SUBSTITTE  

22

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

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



 



















    



V



 

    





 













60

70

80

57 

OMPETITO              

23

58

STOME                

2

PETONAS PSTEAM GOBA VENTES        

24



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

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

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







6.1

ETNAM 

24

6 2

SyRA  

2

63

AN    

26

64

RAN         

2

65

RMENSTAN       

2

66

ALERA 



ONTR ANASS       



7

ETNAM                



72

SRA            ,

2

73

SAN     

3

7 .4

RAN               

3

75

TMENISTAN

            

4

76

AGEA              



TE PETONAS E&P EMMA      

6







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





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

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

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

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

A : AS ANALYSS

90

ROUTION

   



00

STAN ANALSS        

4

0

PROLM STATEMENT         

42

20

ORGANZATONA ANASS          

42

2

RGANIATON SE  

42

22

NANA STATS            

4

23

MARKETNG

44

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





V













124

OPERATION MNAGMENT 

45

125

MANAEMENT 

5

ENVIRONMETAL ANALSIS  

47 

31

LEAL LITIAL ENVIRONMET .   

7 

132

IA ENVIRONMET    .   

8

133

SIA ULTURA ENVIRONMENT      

49

134

TELIAL ENVIRONMENT    

49

135

SUPL      

49

136

SUSIU 

50

137 

OTITR 

5

138

USTR   

51

140

SWOT ANASIS     . 

53

150

SPCE ANALSIS      

55

160

PORTOI ALSIS   ..

58

161

BC ROT SARE MTRIX     

58

162

PORTLIO ATTRATIVENESS     

59

130









 









































170

DEISION A LANNIN         

62

180

IMPLEMENTAI    

64

181

WOR RRAM AND SCEDULE  

64

182

BUSISS SS RNIN



83

VALUE CHAIN .











List of Table List of Figures List of Appendce

V

 



 



68

LIS OF ABLE

PGE

ABLE1 : ORGANIZAIONAL NALYSIS 

46   

L 2 : ENVIRONMN SIS .

51

ABLE3 : SWO SUMMAR

53

   

LE4 : SWO MARIX 

54  

L 5 : SPAC MRI NS 

56   

ABLE6 : SPAC MARIX ALAION ABLE 

57

BLE7 : PERONS BC-WH SHARE MARIX 

59

AL  : PROAS OVRS RFOLIO ANALYSIS 

61

X

PAGE

IS OF FIGRES

FIGRE   ERONAS EVOION



 

FIGR 2  ORGANIZAION SRR OF ERONAS 







FIR 3 : RONAS ARIAI ORANIZAION SRR  FIR 4 : RONAS ROVR





FI 6 : RONAS OA ASS





..

FIG 7 : SAE ARIX ANASIS  











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

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.

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.

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.



.











FI  : RONAS B  ROH SHAR ARIX



FIGR 0  WORK PROGRA AND SHEDE .. . . . .. 















FIG9  RONAS OVRSA ORFOIO ANASIS 





 

12

14   5 57 5

 

6



65





5

14  

   

FIR 5  RONAS ROFI AR AX

4 





FIG 1 1  ERONAS RENINRING  NEW BSINESS DEVEOEN DIVISION

     











  



x

 



 ,

67

 

IS OF APPNICS

PAG

.................

68

APPNDIX 2  URY PRRN YR . ............... .......... ...

70

APPNDIX 3  ORY POA UDAN 



APPNDIX 4  URY PRORN R 

74

APPNIX 1  COUNRY PRORANC  VINA

.





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.

.



.

APPNDIX 5  RY PRORA  URNISAN APPNDIX 6  URY PRFRAN  RI  . 

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







7 7

APPNDIX7  PRAS ORAIZIN IRNNA ACR 80 •...

8

APPNIX9  PORIO ANYSIS  VINA  ............................

8

APPNIX 10  PROIO AAYIS  YRI  ..............................



APPNIX 1 1  PROI NAYSIS UD

84

APPNDIX 8  PRA XRNA NVIRONNA FACOR

APPNIX 12  PRI NAYI  RN





. . 



 ....................... 

85



86

APPNIX 4  PROIO ANAYSIS  ARIA ..............................

87

APPNDIX 13  PROIO ANYSIS  URNISAN











1.0

PETRONAS GLOBALSATON AND TH DLEMMA

Tan Sr Hassan Marc, resen of PETRONAS, he naonal ol comany of Malaysa, was on hs way back aer a week long busness meeng wh hs new ners n Suan, hna Naonal Peroleum Cororaon (CNPC), Sae Peroleum an Suae, he Suan Naonal ol comany Accomanyng hm on hs raely hre je lane, were oher ce resens, hey were Dao' Mohama Irs Mansor, senor ce resen of Exloraon an Proucon Busness Un an  Mur Mohamma, he ce resen of as Busness Un

They were hang serous

scussons on he rosec of e new jon enre an he resources nese n Sua There were abou 238 PETRONAS emloyees workng n Suan, an PETRONAS has nese US$30 mllon o ae

A one juncure Tan Sr Hassan ose a queson o Dao' Irs, "Dao' Irs, PETRONAS has neres n y fferen counes oun he worl, wh a oal nesen of US$6 blon So f, we hae been receng reenues from S rojecs n Iran, Da Hung an Ruby rojecs n Venam Da Hung has been a sasrous enure o us, mllons of ollars were los ue o lower ol reseres han exece We may hae o relnqush he el an reu back o he Veamese oemen I woner how are our oher rojec sans? Wh he aerse change n he enronmenal facors a curren unceranes n e global economy, how are our oersea potfolos dong and do we need to sttees ou fue recon

There was a long sghe an Dao Irs laer rele wh cauous, "We hae been abe o grab he oersea rojecs because we mae a horough analyss an feasbl suy. Howeer, n he exloraon an roucon busness, he rsk s ery hgh

Base on our lme aa an

nformaon hen,  was he bes ecson Howeer, I agree ha here s a nee o reassess our rojecs an o ece wheher o rean he rojecs or es n some We wll reealuae he

project feasibili d carry out the porfoio alyses to determine which re the otfolios that can be retained nd those that need to be divested We wll advise the bod for the next course of action"

The tense and lemma were mmense on Dato Mohd Idris Mnsor He needed to know what were the sitations what adverse environmental changed occurred and the surrounding forces goveng these assets Was the political in the count n which PETROAS had invested permied a goo nvesment climate? What mpact d the global economy have on the projects' prospectivi. What would the re scenarios be? Coul the vsion mission nd objective of the comn be met?

Shoul PERONAS contnue to aggressivel expnd the inteational

operatons, what should be done to the exstng inteational porfolios and what should PETRONAS tre direction be? His contract wth PETRONAS vali for another three months He knew that he needed to impress d make the Management Commiee convince based on soli facal ata and nalses what re best for these nteatonal porfolios He needed

t

provide with proper recommenations nd drection for PETROAS to aopt His conact extenson could be in jeopard f he faile to provde the right ecision d direction



COMAN BACKGROU

PETRONAS was a Malasian natonal oil and gas compan whch was incoorate on August 7, 1974 under the Malasn Compan Act 965 The Malasian Peroleum Development Act

(PDA), 94 was passed by the Prliament on October , 974

t place peoleum

development under the portfolio of the Prime Minister Under the PDA PEROAS was veste with the ownershp of peroleum resources and had exclusive rts power liberies an privileges of eploring and deveoping petroleum resources In ret for the ownership and 

rigts, PETRONAS pid roties to te Feder nd tte Goeents PETRONAS ws n te rit to crr ot�rocessing rening of petroe nd nfctring of petroceics Tis ct d gien PETRONAS te soe rigt to regte te petroe resorces in Msi nd ws entrsted to nge te resorces for te benet of te ntion Towrds te end of  976 te rst prodction sring contrcts were signed wit tree different jor oi copnies ie Sb Se, Swk Se nd Esso Dring te initi ers, PETRONAS roes in focs on nging nd regting te exportion ctiities of teir contrctors to ensure te pse ctiities were being we dinistered nd proper nged.

Since PERONAS eergent in  it d deeoped itsef fro ere ngeent of  petroe resorces to proect ngeent nd ter estbised itsef s te opertor in te pse ctiities before diersiing its ctiities nd went intetion

PETRONAS

eotion is sown in igre  n 98, wit te estbisent of PETRON AS AA Sn Bd, it bece te operting r in te pstre ctiities Lter, seer strtegic studies were crried ot b PETRONAS tt ed to diersiction of its ctiities into oi rening, gs processing nd tiiztion nd petroceic nfcturing nd intetion reting

To

optiize te e nd xiize snergy of te ntur resorces, it d inteted e se nd downstre ctiities nd trnsfored PETRONAS into n inteted oi nd gs cop

In  PEONS stared to diverif is acivitie oerse trog its operting 

a

PETRONAS Crigi Sdn Bd n  it d expnded te gob ctiities into 5 dierent conies in te pstre nd downstre PETRONAS gob opertion d extended to Aic  conies Confederte ndependence of Soiet Union (CS) Midde Est nd Asi Pcic conies Soe of te Aic contries incded Sdn, Sot Afric (downse Engen), ib nd Ageri e inestents in CS were rkenistn nd Kzkstn Te inesent in Midde Est contries incded rn Sri nd rq (sti in negotition). I te Asi Pcic, 3 

the oversea portfolios incuded Vietnam, Myanmar China and Austraa (both Upstrea and downstrea).

n ine with the gobaization, PETRONAS had deveoped a new vison and

ssion n accordance to its core activities and the copany aspiration of becoing a goba company of choice

FG 1: PTONAS EVOLTION

•

roject" anager peor ' +

roet anager I I ' + peator I I I I I I 

negated il Cmpany

Petroeu was PETONAS core business right from nding hydrocarbon up to processing and rening petrochemica industres manufactuing and transportation The organiation structure of PETRONA is shown in Figure 

Exporation and Production activities encopassed

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expoaion, deveopmen and poduon of peoleum reource. Rening ctv focussed o renng the ude oi Makeng was esponsibe n makeing adng and eaiing of peoeum podus. Gas busness was esponsie n gas poessng and ansmission gas qefaion and gas uzaon suh as gas ds oong. The Peohema usness was esponsie fo he peohema manufang and makeing he pod.

Maiime and ogis business

nuded mane anspoaon por managemen and enang and nay he ogs aiies

FGU 

ORGANISATIONAL STRUCTURE OF PTRONAS .  

BOARD AUT r(MMIT��

. .  M ANAGEMENT MM��

K   CORPORAT PANNNG & DVOPMNT

DUATON VON

FINANC DIVON

VI�lnN

PROCHMICAL BUSNESS 

HMAN ROURC VON

HNOOY MANAMNT

V�nN

5

30

PETRONAS's VISION SSION AND OBJECTES

Mission and vision statement is ve imporant to illustrate the organiation reason for existence and the direction towards achieving the objectives d goals in the shor and long term. PETRONAS had long developed the mission and vision statement. However, in 1995 aer its globalization eor PETRONAS changed its vision statement to incoporate the vision of being a multinational company of choice Below are discussion on the three elements of PETRONAS ndental principle of its existence and the values syste that it adored

3.1

VISION 

ETRONAS vision  "To be A Leaing Oil and Gas Multinational Copany of  hoice

This dened that oil and gas as the core business and emphasized on

signicance of integrated upstream and donseam activities in adding values to the primary resorce  line with the indus trend in the downsea and the relevancy in  the value chain PETRONAS wanted to increase weighting towards gas and petrochemical. It expressed desired to leverage on the core businesses and out-sourced  the nonstrategic activities and units PETRONAS has developed strategies where it  emphasied o cerain business seents focused on ceain geoaphical locations and leveaged its cometitiveness in  ceain aket segment.

In 1994 PETONAS stared its globalization eo to become a global multinational company Thus a signicant proporion of its operations were outside alaysia and across several counies ike other multinational company, PETRONAS had to deal and manage with multinationals and multiclal not only in Malaysia but other counries  that it was operating The vision stated that it wanted to be a world class organition as 

sc n 996,   mngmn s ndtoo bsnss ocss ngnng o m PETRONAS mo comv nonlly

T vson lso sssd on bng  

comny of coc nd nly fd by ll solds consms nd s

3.2

MISSION 

T PETRONAS msson smn s dvlod o xln  sons fo s xsnc sngtn  vson nd cl  coo dcon n cvng   vson PETRONAS dscbd s msson smns s follos;

WE A A BUSINESS ENTITY PETROEUM IS OUR OE BUSINESS OUR PRIMARY ESPONSIBIITY IS TO DEVEOP AND ADD VAUE TO THIS  NATIONA ESOURE OUR OBJETIVE IS TO ONTIBUTE TO T WEBEING OF T PEOPE  AND T NATION

T msson stmn sd  tolm c const of ol nd gs

a

bng t

co bsnss Polm s  ntl soc d o b xlod dvlod odcd ocssd d nod o on odcs g gsoln n s fdsoc o tocmcl l nd gs fo o ln   s y PETRONAS cold mmzd   vl cn of s nl soc og synconzng h s cvs   dons cvs

T sm cvs nvolvd xlong nd

odcng  tolm s  donsm cvs nvolvd ocssng nd  nsfoon of  nl soc no o ls nd fdsoc o  ocmcl lns T msson lso mnond   objcv s o conb 7

 ward he well being f he peple d he nain  eee  sne   was enrused wih he respnsibili  develp he naral resures and given he exlusive righs under he PDA i has he respnsibili  pre he well being f he peple d he nain whm i believed wned e wealh f he naural resures f he unr



OBJCTI

Taking he visin and missin

a

 he fundain f he mpan direin PTAS

xplrain and Prduin (&P business uni has develped heir spei bjeives in rde  ahieve he Cprae's visin and missin

The spei bjeives are

disussed belw



Inrease he share r revenues frm ineainal perain b 3 0% in ear 2005



Creaing value  he mpan a  8 billin b ea 00

3.

T aquire billin f il equivalen b ear 2000

4

Be a leading upsream gas mpan in Suh Asia

S

Overall Tal Crprae e (TC f p quaile in Ineainal &P indusr

In ahieving he PTONAS &P bjeives sme f hese saegies were inegraed arss businesses  snergies an reae value hain  he mpan In is effr  mimize value reain  he mp PTNS had aquired servie mpan alliane  minimie s f develpmen and sraegi parnerships wih her mpanies in is versea venures  she he risk

8 

3.4

PETRNAS VALES SYSTE

PETRONAS alue sysem was eeloe o exlain he alues ha he orgiaion aocae an he execaion a he organiaion has on is emloyee.

There were

four alues sysem aoe by PETRONAS

"LOYALTY "PROFESSIONALISM "INTERITY "OSIVENSS

The wor loyaly referre o he sa loyal o he naion  cororaion. A loyal saff mainaine high cororae mage  woul no make erogaory commens abou he comany an couny. The saff woul a all ime roie consrucie criicism wihin in-house forum, suor an ariciae in ensuring he comanys mission, roles, objecies in his or her aciiies eiher inhouse, ousie seminar, alks an social aciiies.

Professionalism in PETRONAS erminology means commie, innoaie an roacie d aways siving for excellene.

The sf wou mainain correcess an high

ii of behaior in eliering his uy an rm in ecision making base on objecie assessmen of siuaions in conucing aairs of he comany

Ineiy means hones an urigh.  refee o saff rusworhiness in mainaining al conenialiy of comany's aairs an business an u comany's ineres aboe ersonal ineres an gains. 

ohsinss mans uni in uros an fllowshi bl o work in a am  conibu osiily owars a common goal in conucing coman's affairs an businss wih gnuin concs an rsc o h ol

40

PERONA ORGANIZAIONAL ENVIRONN 

Som of h facors ha imac h lomn of an organiaion inclu h ncial, marking, oraon an managmn facors

Bas on Forun 500 ugus 98, in h

Polum Inus cago PETRONS has bn lis has numbr  in rm of ru on rnus an ru on asss wih 284 % an 1 39% rscily Is ha insmn in 53 wholly own comanis wih 2 loca orsas an 32 locally, 27 arly own wih on in osa an 30 associa comanis wih   loca orsa.

Th mo of cision making was ma cnrali wih scic businss unis ha hir own businss commi chair by h rsci is rsin Th organiaion cisionmakings an guiing olics wr ma hrough Magmn ommi ming an Boar ming Mmbrs rrsn h Magmn Commi wr mainly from h arious has of businss unis. h Bo Mmbrs comris of mmbr om h snior managmn an Gomn rna

h Eloraion an Proucion (E & P) businss uni was rsonsibl of h usam aciiis Prolum Managmn Uni which was a of h holing comany, was rsonsibl of maging h omsic rolum oraion an surising h imlmnaion of Proucion Sharing onracs sign bwn PETRONS an h conacors

10

PERONS igli Sdn Bhd PSB nde he E& e  w e  o PERONS nd ws e oeing m o PETRONAS in he sem secto.  s domestic ssets s well s ineionl sses The ineionl ssets wee being mnged by wholly owed ineionl sbsidiies eded by e conry mnges

Te cse discssed the

globlizion cllenges in PSB

4.1

PCSB ORGANIZATION STRUCTURE

The oetig m o PETRONS in e stem ws PETRONS igli Sdn Bhd PSB which s bsinesses loclly nd intetionlly

ige

3

shows he

orgnizion o PSB The domesic oerions were rn by he egionl oces loced in Kei o te Peninslr Mlysi Mii or he Swk oetion nd Kot Kinbl o he Sb oetion The min coroe oce ws loced in PETRONAS Twin Tower, KL nd i mnged nd conolled e oerll oeion o e orgnizion

Te hie oering oce (OO ws resonsible o e tree regionl oetions nd he mde reglr eors to te EO Three egionl enel Mnges who mnged d conolled he dily oeion ge reglr reors o OO Most o ei oetions wee osore nd tey ensre e se nd objecies o he egionl oce were me. The min obective o ee regional ofces was  o eiver oil nd gs odcion t   ceain re to mee te ntionl rget se by PETRONAS In doing so e dily running  o te mcinery odction ltorms mintennce nd se o te oerion were old

11