Introduction:

Saudi Aramco is the world's leading oil firm, supplying more than 10% of global
oil consumption. The company is also the world's largest oil producers. Aramco is
responsible for 98% of its oil reserves in Saudi Arabia, which make up 25% of the
entire world oil reserve (Ortega, A. U. (2017).

Resources available in Aramco:

The resources available in Aramco are human and technological resources.

The available resources in Aramco can be used and combined to raise

organizational capabilities through the following:

Saudi Aramco, a domestic oil and natural gas company in the Kingdom of Saudi
Arabia, has always recognized training, refinement and development of know-how
as part of a unified national ecosystem for improving organizational capacity,
bridging the gap of skills and, most importantly, creating business sustainability.
And enlargement. And expansion. They did different things.

Initiatives to prepare the workforce for the future, not only to ensure rehabilitation
and skills of their staff due to the displacement of jobs but also to strengthen the
total workforce in the organization. Up to 30% of manual labor is predicted to be
replaced by automation. This breakdown will effect operators, inspectors and
boiler workers disproportionately, who make up the majority of the personnel of
the company. Besides, due to the shortage of experienced and skilled female
personnel leading to a reduced talent pool for technical professions, the sector
faced hurdles. It ultimately affects the proportion of women and human resources
in senior management, where technical roles are generally a prerequisite for career
advancement. Saudi Aramco uses numerous programmers to secure a supply of
trained and diversified workforce (Alkhamis, N. (2017).
For example, human resources can be integrated to raise organizational
capabilities through the following:

- Create digital fluency for everyone

With more and more automation in the petroleum and gas industries, up to 30% of
manual work has been forecasted. This disruption at Saudi Aramco would
disproportionately affect the mainly employee operators, inspectors and plant
personnel. While Aramco's Digital Transformation Strategy has a solid and highly
specialized industrial training programme for decades, senior management re-
evaluated the curriculum in order to ensure that apprentices are being prepared for
the future (Howell, D. et al. (2021).

- Preparation for the future

Because industrial workers whose present skills and positions are probably
affected by automation constitute a substantial part of the workforce, Saudi
Aramco developed a cross-functional team for a holistic vision of future work.
This includes top management across important stakeholder groups, including
information technology, human resources and engineering. They had a broad plan
to offset the domestic impacts of automation and other technologies and to focus
on the rescue and upgrade of employment affected.

- Completing the skills gap for women offers increased prospects for
workforce participation

Saudi Aramco is a prominent employer in Saudi Arabia. The business sought to

boost the quantity of competent female employees as a part of the country's 'Vision
2030' which is aimed at rapidly increasing women's involvement in the workforce.
As a female vocational academy reflecting a public-private cooperation, Saudi
Aramco has established a Leading National Academy (LNA) (Alghulayqah, A.
(2020).

Technology resources can also be integrated through:

Continuous investment in technology is an essential enabling resource for the long-

term viability of the company and for increasing its capabilities and organizational
performance. The approach helps strengthen our global position in the oil and gas
industry by increasing production efficiency and flexibility (Block, F. L., & Keller,
M. R. (2015).

Through technological resources, the focus is on innovative upstream and

downstream technologies that make our resources and products more accessible,
useful, sustainable and competitive. By creating effective and innovative solutions,
we can make meaningful and positive contributions to key global energy issues for
the benefit of our business and energy consumers around the world (Fukuda, M.
(2017).

Conclusion:

Saudi Aramco is a good illustration of how national petroleum firms may fulfil
foreign policy tasks and domestic obligations via their behavior, objectives and
plans. As an international commodity, Saudi Aramco is undeniable to be one of the
world's leading companies and the fact that its operations are significant in creating
an international artificial shortage makes it a key player and a global participant
and foreign policy instrument for the Saudi government. In the game of
international policy, Saudi Aramco undoubtedly leverages Saudi government and
state.
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