Report Strategic Management 2022

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Strategic Plan for Sapura
Energy Berhad
2019

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Contents
1.0 Introduction ................................................................................................................................ 4
1.1 Main objectives of report ....................................................................................................... 4
1.2 Background information SEB .................................................................................................. 4
1.3 Current strategic challenge in SEB .......................................................................................... 5
1.4 The vision, mission and objectives statements of SEB ........................................................... 5
1.5 Effect of vision/mission statement on SEB’s objectives ......................................................... 6
1.6 Focus, Clear and motivating analysis ...................................................................................... 6
2.0 PESTEL analysis............................................................................................................................ 8
3.0 Porter’s 5 forces of Malaysia energy sector ............................................................................. 10
4.0 Capability analysis ..................................................................................................................... 13
4.1 Value chain – Primary activities of SEB ................................................................................. 13
4.2 Resource audit ...................................................................................................................... 16
4.3 VRIO and value chain analysis ............................................................................................... 17
4.4 Key performance indicators .................................................................................................. 17
5.0 Strategies .................................................................................................................................. 18
5.1 SWOT..................................................................................................................................... 18
5.2 TOWS..................................................................................................................................... 20
5.3 Ideal strategies ...................................................................................................................... 22
5.3.1 Market penetration ....................................................................................................... 22

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5.3.2 Market development .................................................................................................... 24
6.0 Strategy evaluation – Conclusions ............................................................................................ 25
References ............................................................................................................................................ 28

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1.0 Introduction
1.1 Main objectives of report
This report is a strategic plan for Sapura Energy Berhad (SEB). The mission, vision
and objectives statements of the organisation will be analysed using the three criteria
Focus, Clear and Motivation. Macro environmental analysis will be conducted using
the PESTEL model while micro industry analysis will be conducted using Porter’s 5
forces model. Internal capability of Sapura Energy Berhad will be analysed with aid
of Value Chain model. Solutions to current issues facing Sapura Energy Berhad will
be proposed using the TOWS and Ansoff matrix. Evaluation of the proposed
strategies will be analysed using the Suitability Acceptability and Feasibility model.
Industry Key Performance Indicators analysis will be examined by benchmarking
Sapura Energy Berhad versus Dialog Group Berhad – a close competitor.
1.2 Background information SEB
Sapura Energy Berhad (SEB) is a leading global integrated oil and gas services and
solutions provider operating across the entire upstream value chain
(https://sapuraenergy.com/, 2019). The company’s spectrum of capabilities covers
the exploration, development, production, rejuvenation, as well as decommissioning
and abandonment stages of the value chain. With a highly skilled and technically
capable multinational workforce, strategic world-class assets, and strong project
management capabilities, the company today has a global presence in over 20
countries (https://sapuraenergy.com/, 2019). SEB made the prestigious Forbes
Asia’s Fabulous 50 listing for the second successive year, demonstrating its
commitment to excellence in all aspects of its business. The company was also
voted Asia’s Overall best managed company in Natural Resources for 2014 in a poll
conducted by the international financial publication, Finance Asia
(https://sapuraenergy.com/, 2019).

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1.3 Current strategic challenge in SEB
As shown on figure 1.0 below, SEB witnessed a significant decline in revenue in the
last 3 years from 2016 to 2018. Between FYE 2016 and 2017 revenue declined by
25% while it was 23% decline between FYE 2017 and 2018. This has led to loss
before tax and impairments of RM191 million in the FYE 2018 as well as Rm2.5
billion loss after tax (https://sapuraenergy.com/ , 2019).
Figure 1.0 Current strategic challenge of SEB: Source: (https://sapuraenergy.com/ , 2019).
1.4 The vision, mission and objectives statements of SEB
Vision, mission statement of SEB is “to be the best entrepreneurially led
technically competent and most trusted global Oil and Gas Company in the eyes of
our customers, shareholders and most importantly, our empowered people.”
(https://sapuraenergy.com/, 2019).
Core Values statement of SEB – “We will be guided by our honesty, trust and
respect for all. We will achieve our business objectives by being safe, agile and
professional to continuously strive to meet all of our stakeholders’ expectations.”
(https://sapuraenergy.com/, 2019).

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1.5 Effect of vision/mission statement on SEB’s objectives
An organization’s “credo”, “philosophy”, “core values”, “reason for being”, “image
creator”, or “a distinctive factor” are frequently used concepts that describe the
importance and the value of a mission statement for an organisation (Dermol and
Breznik, 2012). The vision/mission statement of SEB is reflected in its objective of
maintaining high standards in Health, Safety and Environment (“HSE”) in its
operations including that of subsidiaries. The company stated that it is committed to
its Group’s vision of being safe, agile and professional, which includes responsibly
managing risks within all operations. The company execute its work with integrity,
honesty and in partnership with all stakeholders; focusing on the health and safety of
its employees and the protection of the environment in which it operates from
(https://sapuraenergy.com/, 2019).
1.6 Focus, Clear and motivating analysis
Three principles are helpful in creating meaningful vision, mission and values
statements (Johnson et al., 2016). Focus – statements should focus attention and
help guide real decisions. What is included and excluded in the company’s strategy
should be defined (Johnson et al., 2016). The mission, mission statement of SEB
is relatively focused as it stresses its global market; industry as well as all important
stakeholders - customers, shareholders and most importantly, employees. Mission
statement represents a communicational tool through which management beliefs,
perspectives, and approaches are passed to employees and other stakeholders
(Hirota et al., 2010). The mission’s role is to answer two questions: what is the
company’s business and what it should be (Dermol and Breznik, 2012).
Motivational – statements should motivate employees to do their best. The
statement should be distinctive and authentic. To motivate vision, mission and
values statements should stretch organisational performance to higher levels and set
credible targets (Johnson et al., 2016). The mission, mission statement of SEB
can be said to be motivational as it emphasises the “to be the best entrepreneurially
led technically competent and most trusted global Oil and Gas Company”. It also
emphasise the importance of its workforce in delivering its goals. Studies have

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shown that the mission statement spells out the underlying motivation for being in
business in the first place – the contribution to society that the firm aspires to make
Khalifa, (2011). Clear – in order to motivate employees in their day-to-day work,
vision, mission and values statements should be easy to communicate, understand
and remember (Johnson et al., 2016). David and David (2003, p. 11) define mission
statements as: “Enduring statements of purpose that distinguish one organization
from other similar enterprises.” The vision, mission and objective statement of
SEB is relatively easy to communicate and understand while distinguishing the
company from other competitor.
Vision, mission and objective statement of
SEB is “to be the best entrepreneurially led
technically competent and most trusted
global Oil and Gas Company in the eyes of
our customers, shareholders and most
importantly, our empowered people.”
(https://sapuraenergy.com/, 2019).
SEB’s objective is absolutely specific in
terms what the company is looking to
achieve i.e. “to be the best entrepreneurially
led technically competent and most trusted
global Oil and Gas Company in the eyes of
our customers, shareholders and most
importantly, our empowered people”
Measurable - The focus is on “how much”
change is expected. Objectives should
quantify the amount of change expected
(Shahin and Mahbodm, 2017). To be the
best can be interpreted to mean to be
number one in their industry which can be
measured by the market share.
Given the current position on SEB in the
market, becoming the best entrepreneurially
led technically competent and most trusted
global Oil and Gas Company still appears
like a dream. Revenue has been declining
since 2016 and the company recorded in
2016 and 2018 (https://sapuraenergy.com/,
2019).
In terms of current capacity and position, it
should realistically possible to become the
best. The group currently has 2 Major

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Fabrication Yards, 6 Derrick Lay Vessels, 42
Remotely Operated Vehicles etc
(https://sapuraenergy.com/, 2019).
Timed - Objectives should provide a time
frame indicating when the objective will be
measured or a time by which the objective
will be met (Shahin and Mahbodm, 2017).
The Vision, mission and objective statement
of SEB does not appear to be time bound.
Table 1.0: SMART objective
2.0 PESTEL analysis
Political/legal The win for Malaysian opposition part in the 2018 general elections has
uttered the political climate in the country and this has had a significant
impact on the energy sector including a fast growth of renewable
generation and the promotion of green technologies Golingai, 2019). 20%
increase in the royalties to oil-producing states has also been muted.
Other changes impacting the industry include subsidizing and “stabilizing”
petrol prices etc All this has created an opportunity for this sector (Ling,
2018). However, the political instability in Malaysia is a threat to energy
sector. Political stability index in Malaysia is closer to weak than strong in
2017 (-2.5 weak; 2.5 strong) (Kana, 2018).

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Economic In 2018, Malaysia economic growth declined to 4.7% due to government’s
declining expenditure as well as lower public and private investments and
this have led the IMF and World Bank to cut low growth estimates to 4.6%
for 2019 and 4.8% for 2020 (Eng, 2019). This is a threat for energy, Oil
and Gas sector. However, boost in oil prices and the government’s
previous measures to reduce expenditures, by cutting subsidies led to
reduction in the fiscal deficit to 2.7% in 2018 and are projected to remain
at 2.5% for 2019 and 2020. The weakening of the Malaysian currency
coupled with decline Gross Domestic Product (GDP) had a negative
impact on energy sector but inflation fell to 1.0%-1.5% in 2018 (from
3.8% in 2017) (The Staronline, 2019).
Social Population changes, income distribution, lifestyle changes and
consumerism have all had significant impact on Malaysia Oil and Gas
sector. According to a Household expenditure survey conducted in 2018,
energy accounts for 38.4% of total monthly household spending (Lee,
2018). The fluctuation in the Brent oil price over the past three years

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affected the transport group which accounts for about 15% of the CIP
weight. A rise in energy prices, including crude oil, also causes prices of
other goods and services to increase as it affects the cost of production
(Murdipi and Law, 2016).
Technology In Malaysia in Oil and Gas sector, technological advances such as
horizontal drilling and hydraulic fracturing, which are unlocking shale
resources and playing an important role in creating the oversupply
responsible for persistently low crude prices (Dudley, 2018). Other
factors, such as the growing interest in electric vehicles, are affecting
demand. The impact of these forces, combined with the potential
disruption of digitalization, can be felt within Oil and Gas and adjacent
industries (Zakariah, 2018).
Environmental Over the last ten years, the energy industry has been affected by two
important factors: the growth of unconventional oil and gas (O&G)
production and renewable sources of energy. Currently, only 2% of
Malaysia's electricity is generated by renewable energy sources, as the
nation's energy generation is still highly dependent on limited fossil fuel
resources such as oil, coal or natural gas (Chu, 2019). Environmental
factors create a threat in Malaysia energy sector due to oil pollution, oil
spillage and global warming (The Staronline, 2019).
Table 1.0 PESTEL analysis
3.0 Porter’s 5 forces of Malaysia energy sector
Rivalry among firms There are so many companies in the energy/Oil and
Gas industry in Malaysia including the state owned

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PETRONAS (Zainul, 2019). This has led to forceful
completion in Malaysia energy sector due to existence
of competitors who are aggressive in seeking
leadership many of whom are of similar sizes. High
fixed costs and high exit barriers in the industry due to
outlay on expensive drilling machinery and other
equipment has led to intense competition (Tan, 2019).
Companies competing for the same consumers
include SEB, BAM and DGB (Ying, 2019). This is a
threat to profit maximization and market share
sustainability, however, liberalisation of the sector is
expected to promote healthier competition in the gas
supply industry and eliminate inefficiency (Zainul,
2019).
Threat of new entrants Barriers to entry in Malaysia energy sector are quite
high thereby creating a low threat. Barriers include
government restrictions (e.g. licensing), differentiation
and market penetration costs, access to supply and
distribution channels etc. licences in this industry
include re-gasification licence, shipping licence,
transportation licence, private gas licence, retail
licence etc. (Michael and Zen, 2019). High barriers to
entry create opportunity for existing companies. Bumi
Armada, for instance kicked off financial year 2019
(FY19) with a 28.5% increase in net profit (Say, 2019).
Threat of substitute services Solar energy is a substitute in this industry and
Malaysia in recent years has become one of the
largest solar PV manufacturers in the world. The entire
solar power industry in Malaysia is currently producing
67% of the 270MW of renewable energy (Chu, 2019).
However, it poses little threat as major players
embark on biodegradable products (Michael and Zen,
2019).
Bargaining power of consumers Power of consumers is insignificant in this industry as
the prices of products and services are regulated by

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the government. Switching costs play no part in this
industry. Oil and gas regulations in Malaysia include
development of oil and natural gas, import/export of
natural gas, LNG import/export, transportation,
transmission and distribution of foreign investments
(Tan, 2019).
Bargaining power of suppliers Suppliers are those who supply what organisations
need to produce the product or service. Powerful
suppliers/contractors can eat into an organisation’s
profits. Suppliers include SGS Bhd (Ying, 2019). The
suppliers in Malaysia energy sector may not be
powerful enough to exert influence on big players in
the industry thereby creating opportunity for profit
sustenance. The energy industry is multi-faceted and
diverse, comprising a wide range of disciplines and
processes (Michael and Zen, 2019).
Table 3.0 Porter’s 5 forces

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4.0 Capability analysis
4.1 Value chain – Primary activities of SEB
Figure 2.0 Sapura Energy Value chain
Inbound logistics Inbound logistics is a strength for Sapura Energy Berhad (SEB).
Being an international oil and gas player the Group has a formidable
network of global and local suppliers across our value chain. Local
suppliers join the Sapura Energy network based on merit, their
innovative services, cost advantage and ability to create value for
the Group. Equally, SEB is also continuously looking for new
opportunities for upskilling and growing its existing suppliers by
offering them the benefit of its business network and its footprint in
more than 20 countries (https://sapuraenergy.com/, 2019). In 2018,

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69% of its total suppliers were local, with a total of RM1.7 billion
disbursed in contract value for both technical and non-technical
services. In July 2018, SEB signed a Memorandum of
Understanding with PETRONAS for the implementation of the
Vendor Development Programme which represents long-term
supply chain agreements to promote the security of SEB supply as
well as economies of scale, which is accomplished via spend
analysis and efficiency enhancement (https://sapuraenergy.com/,
2019).
Operations Operations in SEB represent a strength for the Group. Sapura
Energy Berhad’s spectrum of capabilities cover exploration,
development, production, rejuvenation, as well as decommissioning
and abandonment stages of the value chain. Sapura Energy’s
Drilling segment is the world’s leading tender rig owner and operator
and the company has the world’s largest fleet of tender-assist
drilling rigs. State-of-the-art technology and innovative solutions are
used to explore and extract oil and gas reserves through
sustainable utilisation of natural resources. Sapura Energy was
named best pipe-layer operator for flexible pipe-lay works in
ultradeepwater operations (https://sapuraenergy.com/, 2019).
Outbound logistics The operation base supports transportation and installation
activities, including the preparation for the

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mobilisation/demobilisation of vessels and barges, warehouse
management, mechanical and electrical maintenance, fabrication,
vessel standby support as well as logistic management for all
offshore projects (https://sapuraenergy.com/, 2019). During the last
six years the company’s outbound logistics supported more than 30
projects in several countries, including Thailand, Vietnam, Russia,
Mexico, Brazil, Turkey and Australia. Some of the projects also
required the offshore installation of D30 platform, the
decommissioning work of MOPU SEPAT and the Zawtika Field
Development Engineering, Procurement, Construction and
Installation (EPCI) project (https://sapuraenergy.com/, 2019).
Sales and marketing Sales and marketing create huge strength for SEB. Roughly 70% of
SEB order book comes from outside Malaysia as a result of the
Group’s continued marketing efforts amidst a challenging
environment. (https://sapuraenergy.com/, 2019). The Group
embarked on improvement in its marketing strategy to continue
expansion and bring in new clients. Sapura Energy DMCC located
in Dubai, United Arab Emirates is established as a regional office for
business development and marketing. Sapura Petroleum Inc. in
America is also a regional office for marketing. Compared to the
2019, SEB registered a 230% increase in total contract wins at
RM9.3 billion. SEB order book of RM17.2 billion as at end of
FY2019, compared to RM14.9 billion in FY2018 and RM16.7 billion
in FY2017, was at its highest in two years and continues to grow
today (https://sapuraenergy.com/, 2019).
Service Activities that enhance or maintain the value of a product such as
installation, repair, warranty etc. Sapura Energy Do Brasil Ltd in
Brazil is established to carry out installation of offshore platforms
and marine pipelines. Services in SEB also include installation and
testing of offshore and onshore pipelines, including pipeline
manifolds for Fifth Oil Berth project in West Coast of India and
EPCIC of pipelines, umbilical, risers and J-tubes for the Subsea
Wells and Pipeline Replacement Project Phase V in West Coast of
India (https://sapuraenergy.com/, 2019).
Table 3.0 Value chain

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4.2 Resource audit
Resources Capabilities
Threshold a) 11,500 multinational
workforce;
b) 10 key global operating
centres across 5 continents,
over 20 countries;
c) 5.5 billion Revenue and
Cash and cash equivalents
of 8.1 billion in 2018
(https://sapuraenergy.com/,
2019).
a) Versatile offshore construction
assets for installation of
platforms, pipelines and
subsea structures in water
depths of up to 3,000 metres;
b) In-house capabilities and
assets for brownfield
modification, subsea repair
and maintenance, light well
intervention, marine support
and decommissioning
(https://sapuraenergy.com/,
2019).
Distinctive a) Highly capable and
technically-competent in-
house engineering team;
b) A 273-acre in-house
fabrication yard equipped
with modern fabrication
facilities;
c) In-house assets for
brownfield modification,
subsea repair and
maintenance, light well
intervention, marine support
and decommissioning
(https://sapuraenergy.com/,
2019).
d) In-house capabilities in
engineering and project
management;
e) Project management expertise,
f) Customised and fit-for-purpose
solutions across the entire
upstream value chain;
g) Experienced leadership team;
h) Own and operate world-class
assets;
i) 2018 Special Recognition – 10
Million Man-hours without Lost
Time Injury (2014 – 2018)
(https://sapuraenergy.com/,
2019).
Table 4.0 Resource audit

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4.3 VRIO and value chain analysis
Valuable Rarity Inimitability Organisational
set-up
Competitive
implication
Inbound logistics YES YES YES YES Competitive
advantage is
sustainable.
Operations YES NO NO YES Competitive
parity.
Outbound
logistics
YES NO NO YES Competitive
parity.
Sales and
marketing
YES YES NO YES Temporary
competitive
advantage.
Service YES NO YES YES Competitive
parity.
Table 5.0 VRIO
4.4 Key performance indicators
Chart 1.0

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Chart 2.0
5.0 Strategies
5.1 SWOT
Strengths
a) 11,500 multinational workforce
b) 10 key global operating centres
across 5 continents, over 20
countries;
c) 5.5 billion Revenue and Cash and
cash equivalents of 8.1 billion in
2018;
d) Highly capable and technically-
competent in-house engineering
team;
e) A 273-acre in-house fabrication yard
equipped with modern fabrication
facilities;
f) In-house assets for brownfield
modification, subsea repair and
Weaknesses
a) Revenue and profits declined by
cumulatively by 25% over the last
three years.
2016 2017 2018
0.29% 9.52%
-29.54%
-145.83%
31.59%
-80.25%
12.80% 11.07% 17.70%
Operating profit margin
Sapura Bumi Armada Dialog

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maintenance, light well intervention,
marine support and
decommissioning
(https://sapuraenergy.com/, 2019).
Opportunities
a) 20% increase in the royalties to oil-
producing states and other
opportunities in the industry include
subsidizing and “stabilizing” petrol
prices;
b) Boost in oil prices and the
government’s previous measures to
Threats
a) Political instability in Malaysia is a
threat to energy sector. Political
stability index in Malaysia is closer
to weak than strong in 2017 (-2.5
weak; 2.5 strong) (Kana, 2018);
b) The weakening of the Malaysian
currency coupled with decline Gross

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reduce expenditures, by cutting
subsidies led to reduction in the
fiscal deficit to 2.7% in 2018 and are
projected to remain at 2.5% for 2019
and 2020;
c) According to a Household
expenditure survey conducted in
2018, energy accounts for 38.4% of
total monthly household spending
(Lee, 2018).
Domestic Product (GDP) had a
negative impact on energy sector
but inflation fell to 1.0%-1.5% in
2018 (from 3.8% in 2017) (The
Staronline, 2019);
c) The fluctuation in the Brent oil price
over the past three years affected
the transport group which accounts
for about 15% of the CIP weight.
Table 6.0 SWOT
5.2 TOWS
Strengths Weaknesses
Opportunities SO – maxi-maxi
a) SEB can use its
numerous
strengths to take
advantage of
opportunities. For
instance, with
11,500 multinational
workforce and
presence in 20
countries, the
company can use
this to take
advantage of boost
in oil prices and the
20% increase in the
royalties to oil-
WO – mini-maxi

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producing states.
Suitable strategies:
market penetration
and market
development.
Threats ST – maxi-min
a) SEB can also use
its numerous
strengths to
minimise the
threats in the
industry. With
Highly capable and
technically-
competent in-house
engineering team;
the company can
minimise the threat
of the fluctuation in
the Brent oil price
over the past three
years affected the
transport group
which accounts for
about 15% of the
CIP weight.
WT-mini-mini
Table 7.0 TOWS

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5.3 Ideal strategies
Current markets New markets
Current products Market penetration Market development
New products Product development Diversification
Table 8.0 Ansoff matrix
5.3.1 Market penetration
According to Ansoff (1988), organizations seek and achieve growth for market
penetration, market development and product development or diversification. Sapura
Energy Berhad can implement a turnaround strategy by penetrating even further into
Malaysia market in order to reverse the current trend of revenue and profit decline.
The ongoing liberalisation of the natural gas market in Malaysia would ultimately
result in a stronger and more sustainable oil and gas (O&G) industry, where prices
would be determined on a willing buyer-willing seller basis. Malaysia is currently
targeting to increase gas production by an additional one billion standard cubic
meters per day or 12.5% by 2025 from the current eight billion per day (Zainul,
2019). This is depending on the domestic gas market demand growth when we
reach market parity. Gas contributes about 40% of the country’s primary energy
supply mix. According to the MGA, Malaysia’s O&G industry is the second-highest
export earner, contributing RM46.8bil between January and April 2019 (Zainul,
2019).

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Chart 3.0
Chart 4.0
10,184,031.00
7,651,323.00
5,894,998.00
-
2,000,000.00
4,000,000.00
6,000,000.00
8,000,000.00
10,000,000.00
12,000,000.00
2016 2017 2018
Revenue declining
29,688.00
728,207.00
(1,741,439.00)
(2,000,000.00)
(1,500,000.00)
(1,000,000.00)
(500,000.00)
-
500,000.00
1,000,000.00
2016 2017 2018
Operating profit

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5.3.2 Market development
Sapura Energy Berhad can use innovation and by building up the technical
capabilities to penetrate new markets in order to capitalise on the industry upturn as
well as effectiveness in managing and growing the company’s expanding global
business. Sapura Energy successfully completed its first project in the African
region, with Sapura 900, its heavy-lift and pipe-lay construction barge. The
engineering, construction and installation works were undertaken for the Southern
Swamp Sales Gas Evacuation Pipeline (SSSGEP) project operated by Shell
Petroleum Development Company of Nigeria. SEB can further expand into Africa
and Middle East to boost global presence. Merger and Acquisition strategy has been
used extensity to gain ground in a new market and SEB can use this to develop
sustainable markets in Africa and Middle East regions. The global market for
mergers and acquisitions (M&A) has reported a significant growth in value and
volume of transactions. According to McKinsey (2015), the value of global M&A—
local and international deals—reported being US$4.5tn in 2007 and US$13.6tn
during 2012–2015 (McKinsey, 2017). Of this, Americas market announced by
approximately US$7tn, then Europe, Middle East and Africa markets to be US$3.7tn,
and Asia-Pacific markets to be US$3tn (Li et al., 2017).

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6.0 Strategy evaluation – Conclusions
Suitability Market penetration and development will be suitable strategies to
currently address the issues faced by SEB and take advantage of the
numerous opportunities available in oil and gas industry. The two
strategies will be suitable to turnaround the performance of SEB over the
last five years by taking advantage of the ongoing liberalisation of the
natural gas market in Malaysia that is expected to result in a stronger
and more sustainable oil and gas (O&G) industry, where prices would be
determined on a willing buyer-willing seller basis. Malaysia is currently
targeting to increase gas production by an additional one billion standard
cubic meters per day or 12.5% by 2025 (Zainul, 2019).
Acceptability Market penetration and market development are two strategies with
minimal risk but numerous rewards if strategically implemented. This
coupled with the pressure for growth from all sides and from different
stakeholders including SEB management, shareholders, and suppliers,
customers who are looking for growth from their investments through
adding more market share and projects, acceptability should pose no
issues. Employees of SEB will be looking for career advancement
opportunities, and an expanding network will provide upward career
mobility. Loyal clients will also put pressure on SEB to stay competitive
by expanding to their region. The two strategies should increase revenue

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and profits cumulatively by 20% over the next 5 years if well
implemented.
Feasibility Highly capable and technically-competent in-house engineering team. A
273-acre in-house fabrication yard equipped with modern fabrication
facilities with footprint in more than 20 countries. In-house assets for
brownfield modification, subsea repair and maintenance, light well
intervention, marine support and decommissioning Sapura Energy
successfully completed its first project in the African region, with Sapura
900, its heavy-lift and pipe-lay construction barge. The pipe-lay campaign
was completed ahead of schedule, including the additional scope of work
comprising pre-commissioning and post-trenching of the pipeline. The
successful completion of the project is a continued demonstration of SEB
capabilities and expertise in offshore operations.

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Table 9.0 SAFe

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References
Ansoff, I. (1988), New Corporate Strategy, Wiley, New York, NY.
Chu, M. M. (2019), “Malaysia can generate more electricity if all roofs use solar panels” available at:
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