Strength

1. One of the world's strongest brand

names.

Weakness
1. Cost of environmental hazards.
2. Legal issues.

2. Diverse and huge operations.

3. Employment scam.

3. PETRONAS has grown to be an

4. Rising investment requirement.

integrated international oil and

gas company with business
interests in 50 countries.
4. Sponsored education to Malaysian
students. (PESP, PSIP)

Opportunity

Threats

1. Increasing fuel/oil prices.

1. Government regulations.

2. Increasing natural gas market.

2. High Competition.

3. More oil well discoveries.

3. Long-term falls in domestic oil

4. Expand export market.

production.
4. Competition in regional LNG
supply.

EFE Matrix of PETRONAS

Key External Factors

Weight

Rating

Weighted
Score

Opportunities
1. Increasing fuel/oil prices.

0.20

0.80

2. Increasing natural gas market.

0.15

0.45

3. More oil well discoveries.

0.05

0.10

4. Expand export market.

0.10

0.20

1. Government regulations.

0.10

0.30

2. High Competition.

0.05

0.20

3. Long-term falls in domestic oil production.

0.15

0.60

4. Competition in regional LNG supply.

0.20

0.60

Threats

4= The response is superior

Rating

3= The response is above average

2= The response is average
1= The response is poor
TOTAL

1.00

3.25

CPM Analysis of International Petroleum Industry

Critical Success
Factors
Advertising

PETRONAS
Weight
0.10

CHEVRON

NEXEN

Rating

Score

Rating

Score

Rating

Score

0.30

0.30

0.30

Quality of Services

0.20

0.80

0.80

0.80

Price Competitiveness

0.10

0.30

0.30

0.30

Management

0.10

0.40

0.30

0.40

Financial Expansion

0.15

0.45

0.45

0.45

Global Expansion

0.20

0.60

0.60

0.60

Customer Loyalty

0.05

0.15

0.20

0.10

Market Share

0.10

0.30

0.40

0.30

1.00
TOTAL
4=Major Strength
3=Minor Strength
2=Minor Weakness
1=Major Weakness

3.30

3.35

3.25

TWOS Matrix
It is a combination assessment technique of EFE and CPM Matrix Analysis-

INTERNAL FACTORS (CPM Matrix)

Strengths:

SCORE

Weaknesses:

1. One of the world's strongest

brand names.

1. Cost of environmental
hazards.

2. Diverse and huge operations.

2. Legal issues.

3. PETRONAS has grown to be an

3. Employment scam.

integrated international oil and

gas company with business

3.30
(CPM)

4. Rising investment
requirement.

interests in 50 countries.
4. Sponsored education to
Malaysian students.

Opportunities:

Threats:

1. Increasing fuel/oil prices.

1. Government regulations.

2. Increasing natural gas market.

2. High Competition.

3. More oil well discoveries.

3. Long-term falls in domestic

4. Expand export market.

oil production.
4. Competition in regional LNG
supply.

EXTERNAL FACTORS (EFE Matrix)

3.25
(EFE)

TOWS ANALYSIS

Opportunities
1. Largest contribution to
Malysian Government Revenues
2. Increase in Demand of Oil
and Gas.
3. Increase Price of Oil
4. Expand Export market
Threats
1. Competition with natural gas
substitutes such as coal and
diesel.
2. Limited natural gas supply
and gas curtailments in
peninsular Malaysia
3. Stringent laws and regulations
4. Government intervention
5. Many competitors in industry

STRENGTH
1. Technological innovation
2. One of the Malaysias
strongest brand names
3. Diverse and huge operations.
4. Huge market potential.
5. Petronas has grown to be an
integrated international oil and
gas company with business
interests in 35 countries
6. Sponsored education to
Malaysian students.
SO strategies
- create more chemicals from by
product of crude oil (S1,O2,O4)
- increase production of existing
product (S3,O2,O3)
-geographical expansion
(S2,S4,O4)

ST Strategies
-increase networking (S1, T5)
- Use the companys image as
leverage to gain a larger market
share and open new business
opportunities ( S2,S5,S6,T5)
-collaborate with international
university to expand market (S6,
T2)

Weakness
1. Non autonomy
2. Diminishing and asset aging
3. Always seen as one of the
major contributors to the
pollution

WO strategies
-improve the quality of service
so that it can be classified as
world class (W2,O1,O4)
-use green tehnology to refuce
pollution (W3,O1)
- produce high quality chemicals
that can be sold for more profit
(W1,O1,O2)
WT Strategies
- Searching for more
government project (W1,T3,T4)
-Enter new market (W2,T1,T2)
-Joint Venture (W2,T5)

Two Formal Patterns for Case Studies

Here are two different patterns for a formal case study. The first is a case study of an individual client or patient.
The second is a research survey. Here is a chart of the basic organizational pattern for both:
TWO FORMAL CASE STUDY PATTERNS
Case Study of an Individual

Research Survey

Brief Intro Parag.

Brief Intro Parag.

-----

-----

- PATIENT/CLIENT

- BACKGROUND

- SYMPTOMS:
Problems & Diagnosis

- PRESENT STUDY:
Sample, Instrument,
and Analysis

- TREATMENT PLAN: Components, Application,

and Results/Prognosis
----Brief Conc. Parag.

- FINDINGS
- CONCLUSIONS
----Brief Conc. Parag.

Case Study of an Individual: There are many different versions of case studies in different disciplines and
different professions. However, here is a general pattern that is somewhat typical for developing a case study:
Introduction: A very brief introduction mentioning the client/patient, the clinic/organization handling
him/her, the person(s) in charge of providing the examinations and therapies or other assistance, and the
purpose of the case study (for medical records, a research study, etc.).
Patient/Client: A thorough profilea descriptionof the client or patient, the aspect he/she presents at
the first meeting(s), and/or the general background. In this section, use such devices as the five Ws of
journalism (who is the patient; what is he/she; where does she live, work, play, etc.; when; and how or
why?); the five senses (e.g., how a patient looks, sounds, smells, moves, eats/smokes, etc. is important
in psychological profiles); social and family relations, work and personal history; etc. Do not yet discuss
the problem or illness in this section.
Symptoms/Problem(s) & Diagnosis: A thorough discussion of the persons problem, or a set of
symptoms and a diagnosis.
Treatment Plan: Divide this into three subsections sub-subtitled as follows:
COMPONENTS OF TREATMENTa description of the system of help, or of the therapeutic method,
that you or your organization chose for the person. Do this in the abstract, relatively or
completely: do not yet discuss how you or others applied the help or therapy.
APPLICATION OF TREATMENT--a description of how the treatment was given and/or what happened
during (not after) the process of treatment.
RESULT/PROGNOSISa description of the results after the primary treatment cycle was completed,
and/or what the prognosis--the long-range expectations--is.
Conclusion: a very brief conclusion reiterating the name of the patient, his/her problem or illness, the
assistance, and the result.
Use these sections to break information about the client or patient into the appropriate parts.
Research Survey: There are different versions of the case study called a research survey, as well. Be sure to
talk with your instructor or supervisor about what categories he or she wants. Here is one type of pattern:
Introduction: a very brief introduction summarizing the problem or need for the study, the background, the
methodology of the present study, the findings, and what the findings mean.
You should keep this very brief unless you are expected to have a more thorough "abstract" (an official
long paragraph summarizing each of the sections of your paper) or "prcis" (much the same as an
abstract--but be sure to create a key topic sentence for each section and major subsection of your paper,
and then repeat these topic sentences in your prcis). This abstract or prcis then might be either a part

of your first paragraph in the paper, or a separate, longer, one- or two-paragraph section right after a brief
introductory paragraph.
Background: Provide the research background that prompted your research survey. Why is it good for
the field to have your survey or study? If you are writing a full research paper, this is one of the points at
which you should quote and/or paraphrase a number of up-to-date, relevant resources to help
demonstrate the need for your study and the particular parameters you are using for your methodology.
Especially with a number of resources named, this section sometimes can be quite lengthy.
Client/Patient/Client: a thorough profilea descriptionof the client or patient, the aspect he/she
presents at the first meeting(s), and/or the general background. In this section, use such devices as the
five Ws of journalism (who is the patient; what is he/she; where does she live, work, play, etc.; when; and
how or why?); the five senses (e.g., how a patient looks, sounds, smells, moves, eats/smokes, etc. is
important in psychological profiles); social and family relations, work and personal history; etc. Do not
yet discuss the problem or illness in this section.
Present Study: Divide this into three subsections sub-subtitled as follows:
SAMPLEDescribe in detail the group of people you chose for your survey or study, how you chose
them, and why. Provide the parameters of your choosing so that your readers can see whether and how
scientific you were in your choices.
INSTRUMENT--Similarly, describe in detail the questions or other methodologies you chose to use on
the sample, above, how you chose these questions or methodologies, and why. Again, provide the
details--show the questions or the methodology--so that readers can see whether and how scientific your
choices were.
ANALYSIS--Report the tabulated results, usually in some kind of statistical list, chart, or table.
Findings: Summarize the tabulated results in written form, being sure to include all the results and their
obviously factual meanings.
Conclusions: Discuss the likely results, meanings, and reasonable interpretations and possibilities
presented by the findings. In addition, you may discuss potential future directions for useful research and
other investigations. This section can in a research paper--as in the background section--become
lengthy with the addition of quoted and paraphrases resources that help support your interpretations
and/or suggestions for future investigations.
Conclusion: a very brief conclusion restating the initial problem or need for the research, the present
study, and its major finding(s) and conclusion(s). Again, keep it brief.

Since 1997, SustainAbility has been a multi-faceted advisor to Royal Dutch Shell. Initially retained to
help create and guide the vision, content and process behind Shells groundbreaking first sustainability
report Profit and Principles does there have to be a choice? issued in 1998 after Shells reputation
and internal morale had suffered as a result of Brent Spar and human rights issues in Nigeria,
SustainAbility now has engaged different Shell people and divisions on a range of sustainability issues
over more than a decade.
SustainAbility has been a major influence on Shell in relation to transparency and reporting, helping
the company understand and interpret evolving best practice, benchmarking numerous Shell reports
using our Global Reporters methodology, and generally critiquing and improving formal Shell
Sustainability Reports as well as other sustainability-related communications.
Since 2005 we have led the design and facilitation of Shells External Review Committee (ERC), a
unique panel of global, expert, senior stakeholders. TheERC reviews and provides public comment (in
the form of a letter published in the Report) on each Shell Sustainability Report while also conducting a
dialog (in person, over three multiple-day visits to The Hague annually) about societal expectations for
sustainability performance with Shell leaders. This includes members of the Shell Executive
Committee, the Chief Executive and members of the Shell Board. In our experience,
the ERC represents an unparalleled stakeholder-company forum.
SustainAbility has counseled Shell on a further range of issues including:
Access to energy;
Shells Three Hard Truths and the Scramble & Blueprints energy scenarios
Alberta Oil Sands development and the implications of high-carbon fuels generally; and,
Innovative demand management strategies.
Commencing in late 2012, we have been working with Shell to better understand and address the
stress-nexus of energy, water and food and the ways the stress-nexus is aggravated by climate change.
The project aims to find innovative ways to combat the stress-nexus in urban environments, with
the intention that Shell, in partnership with local government and civil society partners, will undertake
a pilot based on the options in a single major city in North America, in part to determine what
replication potential exists for cities generally.
In the complex world of energy, our relationship with Shell has been purposely challenging on both
sides, with the tensions caused by honest differences in points of view resulting in some of the most
concrete gains. SustainAbilitys insights and skills have helped Shell navigate the shifting landscape of
societys expectations of private sector sustainability performance. At the same time, our own beliefs
and frameworks have been tested and strengthened through our engagement with the many serious,
inquiring and committed Shell team members alongside whom we have worked.

Petronas Sustainability
Sustainability and PETRONAS
At PETRONAS, we view Sustainability or
Sustainable Development as a business
imperative to deliver energy responsibly. This
means looking beyond financial profitability by
balancing economic, social and environmental
considerations in making sound business
decisions.
The concept of doing it right is a core belief of
PETRONAS since 1974. PETRONAS has come far
in the last four decades, growing from strengthto-strength
into a globally renowned fully
integrated oil and gas company. Moving forward,
we remain committed to achieving greater
milestones in the coming decades.
Foraying into newer and more complex frontiers
in various parts of the world, we recognise that
the changing operational landscape calls for
more prudent management of non-technical and
non-financial risks to uphold environmental as
well as social stability.
Conscious that we co-exist in a larger
ecosystem, we place importance on meeting the
expectations of our stakeholders, including local
communities, in Malaysia and internationally.
Being a commercial entity, we seek competitive
growth in all of our activities. Whereas as a
responsible industry player, we strive to remain
a caring employer, a partner of choice and a
reliable corporate citizen.
Guiding us at present are responsible
management and operational policies, including
practices to accelerate business performance
as well as delivery. In addition to compliance
with regulatory requirements, we are working
towards improving our governance mechanisms
in-line with globally accepted best practices. The
underlying aim is to responsibly generate and
return value to all our stakeholders.
The period under review brought about new
realities, putting the oil and gas industry under
greater scrutiny as market fundamentals changed
drastically. The consequences exerted pressure
not only on oil and gas companies, but also upon
partners, service providers and shareholders.
The road ahead is uncertain, but we believe that
tougher times will make us more resilient.

The journey continues and we aspire to solidify

our existing practices to maximise value creation
by achieving optimal levels of operational
sustainability as well as excellence, especially in
focus areas depicted in the table below.