How Did Samalaju Had Contributed Greatly In Increasing Work Opportunities?

Figure 4.2.3. shows that most SMEs, with 35.5%, agreed that Samalaju had contributed greatly in increasing work opportunities. RECODA was expecting 5,450 jobs will be created in phase one projects, 4,300 jobs in phase two and 6,480 jobs in phase three (Regional Corridor Development Authority, 2015). Tokuyama Malaysia Sdn. Bhd., a pioneer company in Samalaju, was planning to have around 900 employees under its wings (Tokuyama Malaysia Sdn. Bhd., 2014).

However, with 29.0% cases, there were some SME owners who argued that Samalaju will increase the environmental problems in Bintulu. They claimed that since the start of Samalaju development, more trees were cut down to clear the areas for to build buildings or infrastructures. Since then, the
This ability will increase the likelihood to win a contract with foreign companies such as Tokuyama. In addition, in order to be able to compete for the tenders, more and more SMEs were willing to improve on their financial and managerial skills by learning through courses o peers, or by hiring workers with the expertise. Apart from skills, SME owners were also willing to apply modern technologies such as automated finance and inventory systems. SME owners also had been creatively varying the products of their companies to meet the demands from the industry. With these abilities, the SMEs were able to compete with other companies, be it local or foreign
They had seen potential business opportunities that were created with Samalaju development. The export and import rates were increased due to the opening of a second port aside from Bintulu Port, which was the Samalaju Port. With the widespread information about Samalaju, the SMEs in Bintulu had also received promotions through mass media. Some SMEs that were successful had expanded their businesses and went global. They had claimed that the introduction of the local products through Samalaju was one of the factors that enabled them to expand their businesses to other countries.

4.4. Correlation Analysis
Table 4.4.1. Correlation analysis of selected variables.
Variable pairs Summary of analysis
Business type of SMEs and business deals between Samalaju and SMEs. There is a negative correlation between the two variables, r = -0.094, n = 83, p = 0.396. Business status of SMEs and SME owners’ stands on Samalaju development. There is a weak negative correlation between the two variables, r = -0.185, n = 83, p = 0.094. Age distribution of SME owners and increase of youth entrepreneurs. There is a weak positive correlation between the two variables, r = 0.095, n = 83, p =