Saudization Success

Aramco departments share Saudization success stories, strategies

More than 120 Saudization officers, contracts advisors, HR assistants, project engineers, and other representatives representing 14 admin areas around the company attended exchange session organized by the Local Workforce Development Department.

Aramco departments share Saudization success stories, strategies

As an integral part to support the Kingdom’s Vision 2030, and Aramco’s commitment toward Saudization — the Local Workforce Development Department (LWDD) has organized their second corporatewide Saudization Exchange Session, leveraging the know-how by sharing best practices, knowledge, and expertise; in addition to success stories from five different Aramco organizations. 


The session was attended by more than 120 Saudization officers, contracts advisors, HR assistants, project engineers, and other Saudization representatives representing 14 admin areas around the company.


Abdulaziz A. Hijji, a division head in LWDD, stated: “I would like to acknowledge the great collective effort, and achievements met toward Saudization. The effect extends beyond our company, with a greater purpose to develop and expand the Saudi workforce that is in line with Vision 2030.”


LWDD, in collaboration with Aramco proponent organizations and their business partners, work to support Saudization by identifying and developing opportunities within the contractors’ workforce, recognizing and acknowledging the potential opportunity to increase growth to the national workforce. 


Saudization by the Numbers
T&ESD   32.9% in 2018 to 46.29% today
U&FSD  5,502 Saudis in 2020, which has increased to 6,035 in 2021
PD&T 35% in 2018 to 38% today
PMSSD 15% in 2007 to 24% today
SWID 36% in 2013 to 63% today


Transportation and Equipment Services Department (T&ESD)

Saad M. Minah from T&ESD shared the department’s Saudization best practices, noting, “With our corporate value of citizenship, we consider it a personal duty to extend a hand to Saudis who seek to support their families, while also contributing to the community.”


A Saudization workforce was established in September 2018, which increased the Saudization percentage from 32.9% to 46.29% today. Among its success stories were enabling females to work as taxi drivers, business system analysts, customer service agents, dispatchers, and bus monitors. 


They also collaborated with charities to source potential recruitment, and as result 60 Saudi’s were hired. The workforce also added a Saudization steering committee to improve Saudization.


Utilities and Facilities Services Division (U&FSD)

Abdullah N. Dughaither and Shaimaa A. Al-Hindaas, from U&FSD’s Community Services Department (CSD) presented Saudization best practices and challenges. 


“Our school of thought is to keep exceeding all business plan targets continuously, as Saudization is a noble national goal that will set the foundation for successful future generations,” said Dughaither.


In September 2020, CSD had a total of 5,502 Saudis, which has increased to 6,035 as of today. 


Al-Hindaas emphasized the importance of following the Saudization procedures, including retaining the Saudi workforce with competitive job offers, employee training, and benefits. She also shared details and best practices on ensuring contractors’ compliance to the Saudization policy with monthly updates, and enforcing corrective measures on contractors who fail.


Project and Technical Support Department (PD&T)

Ahmed M. Ghamdi, from PD&T, shared their journey toward Saudization excellence.


As of 2021, the Saudization percentage has increased to 38% compared to 35% in 2018. PD&T service locations are spread throughout the Kingdom, which can be challenging for contractors to recruit, maintain, and train Saudi manpower. To enhance the Saudization program, a strategy was implemented to develop monthly reports to track Saudization and to perform counseling to noncompliant contractors. This was in addition to conducting awareness sessions alongside LWDD.


Project Management Support Services Department (PMSSD)

Shaikha A. Balooshi, from PMSSD, shared the construction contractor’s workforce well-being.

A team was assigned to visit construction sites and identify poor focus areas, which were living conditions, work efficiency, training and development, and medical insurance. Planning and development well-being pillars were successfully implemented in 2019 — with a Saudization percentage increase from 15% in 2007 to 24% in 2021. 

Procedures were developed and approved to ensure compliance of implementation by establishing internal Saudization procedures and establishing Saudization officers’ monthly calls and reports. 


Sea Water Injection Department (SWID)

Essa J. Alsaif Alsleem, from the Sea Water Injection Department, shared best practices at SAOO.


A dedicated team was assigned in 2013 to increase Saudization levels — reaching a total of 63% compared to 36% in 2013.


Saudization team responsibilities include monitoring and analyzing data, and setting monthly Saudization reports as well as participating in Saudization audits. Their responsibility also includes holding job fairs, forums, and workshops and initiating field audits to ensure compliance and offer feedback for improvement.


Mohammed S. AlShahri, from LWDD, concluded the session and shared: “Together we enable Saudization through supporting Aramco contractors to increase, develop, and retain the Saudi workforce by providing consultations, engagement, training and recruitment support with the collaboration of the Human Recourse Development Fund (HRDF), National Training Centers, and other Government agencies to support Aramco proponent organizations and their business partners. 


The audience had the opportunity to interact through a Q&A session where different questions related to Saudization best practices, initiatives, and challenges were raised and discussed thoroughly throughout the session.


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