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Question 2 (AC 2.2) Employment relations strategies are shaped by competitive pressures; review how the current labour market and organisational strategy impacts the management of employment relations within the organisation
Current Labour Market Review and Its Impact on Saudi Aramco’s Workforce Nationalisation Strategy
Vision 2030 is now transforming the Saudi labour market by prioritising economic diversification, private sector growth, and workforce nationalisation through the Saudization (Nitaqat) policy (Hobson & Katwyk, 2024). This initiative requires companies such as Saudi Aramco to increase the employment of Saudi nationals in all business sectors which impacts how companies plan, develop and manage their workforce. Given that Saudi Aramco is the world’s largest oil producer, its workforce nationalisation strategy is driven by labour market challenges, such as a skills gap in specialised roles, growing demand for local talent, and shifting workforce expectations (Elbanna et al., 2023). Saudization policies have mandated hiring more Saudi nationals, yet the energy sector continues to depend heavily on skilled expatriates in engineering, geosciences, and digital transformation roles. This brings about a challenge of meeting government mandates without sacrificing operational excellence (Albejaidi & Nair, 2021). Digitalisation and automation are another labour market key factor, as these trends are reducing demand for certain traditional jobs and growing the need for STEM professionals, AI specialists, and sustainability experts. Aramco’s nationalisation strategy has to bridge the skills gap to upskill local employees in relation to global energy transition trends such as investments in hydrogen, renewables and carbon capture (Elbanna, 2024). In addition to this, as private sector companies offer competitive salaries and attractive work models, the company faces growing competition. Younger Saudi professionals such as millennials and Generation Z, prioritise career progression,…..
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- Further, coming from the pandemic where the level of business operations had significantly reduced and the organisation need to restart their operations by cleansing their systems and machines. In this case, the need for HSE and the chemicals portfolio in Occidental of Oman has been in an upward trajectory.
- For negotiation successful implementation, Occidental of Oman involves professionals, terms and conditions initiated, holistic readiness and streamlined procurement and supply chain approaches. This is with good forecast and plans being core for guaranteeing customers services delivery on time.
- From the analysis, different tools including SWOT, PESTLE and 4R’s have evidenced that Occidental of Oman is always on the advantage of ensuring they achieve the Best Alternative for Negotiated Agreement (BATNA).
- Also, this report highlight the need for holistic planning by prioritising on all expectation from the initial opening to the closure and agreement phases of negotiation.