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Sample Research Paper on Internship Report

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Sample Research Paper on Internship Report

          Introduction

1.1         Background on my internship Program

This internship report is a short depiction of my two months internship completed as mandatory part of the Bachelors Degree. The internship was completed at the Saudi Aramco Oil company this 2014. At the onset of my internship period, O outlined specific goals that I intended to achieve including the following:

  • To have an understanding of working within the national oil company
  • To get an experience of working in a professional environment;
  • To gauge whether it is the type of work I would pursue for my career in the future
  • To apply the skills I gained in class and knowledge applied in a practical way
  • To evaluate my career areas that need to improved on
  • To learn more about organizational corporate marketing strategies applied in the job market.
  • To further develop my communication and networking skills;

This internship report is structured to give my experiences and activities that have enhanced the attainment of the above goals while at Saudi Aramco. The following sections involve quicker highlights of the activities undertaken, a reflection of the challenges experienced, an overview of the Saudi Arabia oil market and in particular the position of Saudi Aramco Company. I finally outline my key recommendations and give a conclusion on the internship experience as indicated by my learning objectives.

1.2         Background of Saudi Arabia’ Oil Industry

Saudi Arabia was ranked by researchers as the world’s biggest manufacturer and exporter of aggregate petroleum products in 2012. In addition to this, it was also considered as the world’s biggest holder of raw petroleum stores and the second largest petroleum maker after the leading country which is Russia. This implies that the Saudi Arabian economy remains intensely reliant on petroleum, whose returns represented about 90 percent of aggregate Saudi export incomes in 2011, according to the report released by the Organization of the Petroleum Exporting Countries (OPEC’s) in the statistical bulletin for 2012.

            Saudi Arabia has been putting its central focus on expanding its oil manufacturing limit after the state-owned oil organization Saudi Aramco attained its goal of producing 12 million barrels on a daily basis in the year 2009. With these achievements of its biggest oil ventures, Saudi Arabia is extending its natural gas, refining, petrochemicals, and electric company commercial enterprises. Saudi Arabia’s oil and regular gas operations are managed by Saudi Aramco, the world’s biggest oil organization in line with oil manufacturing. Saudi Arabia’s Ministry of Petroleum and Mineral Resource Company together with the Supreme Council for Petroleum and Minerals have oversight of the oil and regular gas division and Saudi Aramco. The Supreme Council, which is made out of parts of the royal family, industry leaders and government representatives, is in charge of petroleum and the overall gas strategy in the manufacturing industry, including contract auditing, and additionally Saudi Aramco’s key organization. The ministry is in charge of national organization in the area of minerals and petrochemicals. The section below gives more details on Saudi Aramco as a company.

1.3         Company’s Brief Overview

The Saudi Arabian Oil Company which is often also called Saudi Aramco is the national oil organization of the Kingdom of Saudi Arabia. Saudi Aramco is the biggest oil and gas organization across the globe, in light of various measurements including oil and gas manufacturing and refining limit. Aramco’s history dates back to the year 1933 when the Kingdom entered into a concession with the Standard Oil Company of California or SOCAL which is the modern Chevron for purposes of conducting research, development and generation of unrefined petroleum in an extensive region of Eastern Saudi Arabia. The organization made by SOCAL to create the concession was at first called the California Arabian Standard Oil Company (CASOC). The Texas Company which was later renamed Texaco, bought a half of CASOC in 1936. The primary oil production areas the company uncovered in 1938, just before the World War II. Around this time, the CASOC Board was contemplating in San Francisco whether to surrender the concession following the poor economic progress. The main cost shipment of Saudi unrefined happened in 1939. Generation was lessened to a trickle amid World War II, yet grabbed quickly once the war finished fueling post-war reproduction in Europe and the reconstructing of war-exhausted stock stocks as far and wide as possible.

In 1944, the organization was renamed the Arabian American Oil Co.—ARAMCO for short. With the support of the US government, in 1948, Standard Oil of New Jersey (later Exxon) and Socony-Vacuum Oil Company (later Mobil) purchased 30 for every penny and 10 for every penny value engages, individually, in Aramco. In the 1950s, the organization uncovered the world’s biggest routine oil field, Ghawar, and the world’s biggest seaward field, Safaniya. Both are still extremely gainful today. Generally speaking, amid its 80-year history, Aramco has uncovered 116 oil and gas fields in the Kingdom and its regional waters. To date just 32 of those fields have been brought into manufacturing.

1.4         Company’s Mission

The company’s mission is to provide the optimal services in order to maximize value.

1.5         Company’s Vision

Saudi Aramco envisions to be the future  best company through its 2020 Strategic blue print to be the world’ leader as an energy and chemicals oriented company, that is focusing on income maximization, facilitation of the sustainable and diversification within the Kingdom’s economy and enabling a globally competitive and vibrant Saudi energy sector.

1.6         Key pillars of the company

Saudi Aramco’s corporate citizenship vision is to be an influential leader in creating social and economic opportunities for the Kingdom and in other locations where the company’s affiliates conduct business. It has a responsibility to make a positive impact in society. With this vision in mind, it strives to play an important leadership role in each of the four pillars of our citizenship strategy: For the economic pillar, Saudi Aramco is leveraging its core strengths and global leadership position to drive sustainable growth of the economy. The company’s comprehensive approach starts with our long-term mindset, which allows it to leverage the core business, develop local content, enable entrepreneurship, and build a competitive workforce in the Kingdom. For the community as another one of its pillars, Saudi Aramco is committed to playing a central role in strengthening the communities where it conducts business. The approach it applies is to help communities thrive in building a culture of safety, promoting community health and well-being, and targeting its charitable giving. Knowledge is another pillar. Saudi Aramco is committed to raising educational standards and developing a knowledge base for the Kingdom’s future. It dedicates significant resources and project management capacity toward supporting the government in developing an array of programs and institutions aimed at advancing national educational ambitions. Environment has become a big issue of concern in the recent years thus a pillar for the organization. Saudi Aramco’s goal is to supply the market with oil and hydrocarbon products to enable economic growth and prosperity while improving petroleum’s environmental performance. It carefully manages its operations in a sustainable manner by reducing the environmental impacts, efficiently meeting energy demands, and protecting biodiversity.

1.7         Company’s values

At Saudi Aramco, the five corporate values include Excellence, Safety, Integrity, Citizenship and Accountability which guides the business conduct and underpin all operations, hence helping the company to succeed and maintain our position as one of the most respected companies in the world. Employees are expected to live by these values and promote them throughout the business. In late 2012, the company launched a company-wide campaign to raise awareness and engage employees in a meaningful dialogue about these values. Throughout 2013, it continuously engaged employees on the values, conducting workshops for managers and delivering a mandatory e-learning course for all employees. It also distributed a set of values management handbooks to the company managers to help them communicate the company’s values more visibly and systematically within their department’s activities.

1.7.1        Excellence

At Saudi Aramco, incredibleness interprets into all parts of the company work environment. It is the company particular and gathering duty to doing what the company do the company. The company drives for best comes about and are deft in tending to new difficulties. As a business, the company drive perfection by setting testing objectives, compensating top execution, submitting the employees to creating the company kin, empowering development, innovativeness and differing qualities of thought, and cultivating collaboration and open communication.

1.7.2        Safety

Security is a basic piece of Saudi Aramco’s society. The organization is focused on giving a sheltered and conscious working environment for all. The organization gives a safe working environment with the suitable security strategies and approaches set up on location and inside the group. The company characterizes security as securing the employees and ensuring others are safe.

1.7.3        Integrity

The honesty of business at Saudi Aramco is focused around the moral principles of the company workers in the company regular operations. Honesty is a valuable stake, it is the company notoriety and the establishment of corporate respectability is close to home uprightness. The company treats individuals with decency and admiration, the company grasps differences and acknowledges contrasts and the company does not endure unfortunate behavior.

1.7.4        Citizenship

Regardless of the global location that the company conducts its business, it is essential to be known as a decent corporate national and to be a positive impact inside groups. As a worldwide organization in Saudi Arabia, the company considers this part important. The company characterizes citizenship as going about as an impetus for monetary development, showing social obligation, supporting the company groups and serving as good examples in building robust associations with the company clients and accomplices.

1.7.5        Accountability

Responsibility implies all workers at Saudi Aramco assume liability for their activities in gathering corporate targets. Responsibility for attaining Saudi Aramco’s all-encompassing business destinations begins with the objectives and goals illustrated by the president & CEO for the organization’s business lines, and swarms through the whole organization. Saudi Aramco representatives place of the company where obligation falsehoods, convey on duties and look for and give helpful feedback.


2           SWOT Analysis

This segment looks at Saudi Aramco’s managerial structure through SWOT examination. SWOT dissection is one of the strategies used to catch an expansive picture of the organization’s managerial surroundings by utilizing the accompanying SWOT framework. In this grid, an organization’s inward asset that delivers a great effect on the firm is classified as strength, while an inner asset that creates an antagonistic effect is named a shortcoming.” In the company line of the network, an outer element that makes an ideal impact on the organization is an “open door,” while an outside variable that causes an unfavorable impact is a “risk. The SWOT analysis is summarized in the table below:

Strengths

  • The company is considered as having one of  the world’s largest capacity to produce capacity
  • It has accessibility to the low costs of  oil and also gas in the region thus this increases its production assets
  • It applies upstream technologies that are very advanced and hence this motivates the company employees.
  • It enjoys a good working relationship with the Saudi Arabia’s government

Weaknesses

  • It produces sour crude oil
  • It heavily relies on the sales of only crude oil, which is its single commodity hence a risk.
  • It has a small downstream capacity

Opportunities

  • There is an opportunity to make use of the oil and crude prices to increase its investment capital
  • There is also consistent constant demand of oil products hence promoting growth in emerging markets like Asia.
  • It enjoys the Saudi Arabian accession to WTO

Threats

  • There are increasing demands for gas supply at domestic level thus a threat to supply.
  • There is also a threat of the world oil demand slowing down as a result of the high prices.

 

2.1         Strengths

Endowed with the world’s biggest oil saves and having inherited innovative mastery from the previous Arabian American Oil Company (Aramco), Saudi Aramco has delighted in various focal points, including ease generation oil stores, propelled mechanical information, a generally composed and proficient choice making framework, and exceptionally energetic workers. Specifically, the oil generation cost in Saudi Arabia is low contrasted with that of other oil delivering nations far and wide.

This is on account of a vast part of the Saudi Arabian oil fields are free-spilling out of supply the company does not oblige pumps to concentrate oil from the beginning. While there are a few suppositions with respect to Saudi Arabia’s oil generation cost, one appraisal accept the nation’s comprehensive expense (i.e. investigation and generation) is $3.00/a barrel, the least of all real oil makers on the planet. Despite the fact that it is not accurately an inward asset of Saudi Aramco’s, the organization’s great association with the Saudi Arabian government ought to be likewise specified as quality. As a completely state-claimed substance, Saudi Aramco is under solid national control and is basically an instrument of the administration.

Dissimilar to different NOCs, on the other hand, there is a reasonable outline be the company the obligations of the Saudi Arabian government and Saudi Aramco. The administration – or all the more exactly, senior al-Saud relatives has the company to choose the nation’s OPEC strategy, oil generation level and limit targets, and household petroleum item costs. Then again, Saudi Aramco can settle on choices with respect to the organization’s uses, financing undertakings, and other operational issues. This acceptable outline makes the organization’s association with the administration particularly agreeable, guarantees the organization’s operational self-rule, and minimizes political mediations in the organization’s operational exercises. The companies behind this great relationship are Saudi Aramco’s far reaching aptitude in the oil and gas organizations and it is amazing exhibitions previously. Saudi Aramco has kept on meeting the requests and targets set by the administration and, due to the state’s solid trust in the organization’s execution and capacities, Saudi Aramco has been permitted to have a certain level of operational self-rule.         

Actually, while Saudi Aramco’s five-year arrangement obliges a last regard from the Supreme Council for Petroleum and Minerals (SCPM) – the most conspicuous choice making association concerning the nation’s vitality assets that is led by King Abdullah – the committee has never dismisses a proposed arrangement from the organization. Such a move in the operational matters of Saudi Aramco is forbidden within the Saudi Arabia’s legislature, unmistakably delineating the common trust be the company the state and the NOC. Having an agreeable refinement be the company government issues and the NOC’s exercises in Saudi Arabia’s oil and gas divisions stays away from inefficiencies brought about by wrong political mediations, and in this way advertises the congruity of Saudi Aramco’s stellar business execution and its operational self-sufficiency.

2.2         Weaknesses

Despite the fact that Saudi Aramco has few saw shortcomings as an oil organization, one of these is its acrid (high-sulfur) grade unrefined. Saudi Arabia produces five separate evaluations of unrefined petroleum, and the majority of the evaluations are ordered as a harsh evaluation whose sulfur segment is over one percent. An acrid raw petroleum review by and large is sold at rebate contrasted with those with low sulfur parts. Given the worldwide pattern of tightening petroleum item particulars, there will be less interest for these sharp evaluations in the advancing years, in this manner making the harsh nature of Saudi Aramco’s delivered unrefined petroleum a matter of concern in the state vitality association’s promoting methodologies. Saudi Aramco’s overwhelming reliance on a solitary ware (i.e. raw petroleum) is likewise the company as one of its shortcomings. Raw petroleum is overwhelming in the organization’s cost portfolio. The absence of enhancement in its income the company has brought about extremely unpredictable income streams previously, and the organization need income the company broadening so as to balance out its yearly wage.

2.3         Opportunities

For a comparative reason, the organization’s long position in upstream limit over downstream limit may be called attention to as an alternate shortcoming. The organization has the biggest refining deficiency among its NOC and IOC (global oil organization) rivals. For sure, securing outlets for its rough and expanding the organization’s vertical incorporation are in the organization’s long-standing hobbies. With respect to organization’s prospects, the world’s developing oil request and its startlingly low value versatility without a doubt give incredible chances to an organization like Saudi Aramco, which has vast oil holds. As indicated by a figure made by the International Energy Agency, the world oil request development rate for the following quarter century is quicker than that of the past quarter century. It is a broadly acknowledged agreement that oil will keep on being the world’s most paramount vitality of the company, as it keeps up the biggest offer of the world’s aggregate essential vitality supply. This, consolidated with the request for development, guarantees a future business for Saudi Aramco’s limitless unrefined petroleum assets.

            On account on the recent high oil costs, Saudi Aramco could secure sufficient stores for capital speculations, subsequently giving more chances to the state vitality firm. Supported by the late money stream windfall, Saudi Aramco has propelled various financing activities blanket its whole esteem chain, from investigation to refining and boat building, as talked about in a later segment of this paper. Saudi Arabia’s permission into the World Trade Organization (WTO) in December 2005 likewise makes a ruddy open door for Saudi Aramco, particularly in the petrochemical business. The greatest accomplishment for Saudi Arabia in its transactions amid the WTO affirmations procedure was that it succeeded in influencing the other part nations to permit the Kingdom to keep up its low residential characteristic gas cost. The nation’s present household common gas cost of $0.75/MM BTU is surpassing low contrasted with universal business costs, as a result, giving critical expense aggressiveness to Saudi regular gas-based commercial ventures, for example, and petrochemicals producing. The European Union, which expected that market entrance of these minimal effort Saudi petrochemical items would hurt European petrochemical commercial ventures, unequivocally opposed Saudi Arabia’s endorsement into the WTO positions without it first conforming its residential common gas cost. At that point Crown Prince Abdullah’s visit to the US in April 2005 was conclusive in getting Washington’s help and inducing the Europeans to go with the same pattern. Promotion to the WTO gives access to lucrative abroad petrochemical markets, especially China’s, which could serve as prospective territories in which Saudi Aramco could differentiate its oil-turned income of the company with non-oil wares.

2.4            Threats

Despite the fact that there appears to be no fast approaching risk for Saudi Aramco at this minute, the quick development of its local gas interest may prompt a potential gas supply lack in the Kingdom. Late high monetary development has the company residential and desalination interest, and various regular gas-based petrochemical tasks will probably furious the effectively tight adjust in the nation’s gas supply. Prices of condensed petroleum gas (LPG) from Saudi Aramco are required to stop in a couple of years as LPG will be utilized as a substitute for regular gas in the nation. The danger of a potential gas supply crunch is presently approaching. Saudi Aramco is at this minute the sole substance accountable for securing and giving a sufficient measure of regular gas for local clients, so the state vitality firm is under solid the company to improve its current gas supply limit.

3           Organizational marketing strategy

From a historical perspective, Saudi Aramco adopted key two principles in the process of making pursuits to its downstream investments. These were as follows:

  1. Securing the capacity to refine the capacity that is equivalent to almost half of the oil production capacity.
  2. Making priorities to secure the Saudi Arabian outlet of the crude oil instead of taking control of the management by half of the share.

Saudi Aramco, a fully integrated, global petroleum and chemicals enterprise, is the state-owned oil company of the Kingdom of Saudi Arabia. Through their 80-year history they have become a world leader in hydrocarbons exploration, production, refining, distribution, shipping and marketing, and the world’s top exporter of crude oil and natural gas liquids (NGLs). They manage proven conventional crude oil and condensate reserves of 260.2 billion barrels. Their average daily crude production in 2013 was 9.4 million barrels per day (bpd).Total oil production for the year was 3.4 billion barrels, about one in every eight barrels of the world’s crude oil production and the most they have produced in a single year in their history. They also have stewardship of natural gas reserves of 288.4 trillion standard cubic feet.

Saudi Aramco plays a critical role in supplying world oil markets. Today, the company upstream business is a global leader, known to the company customers as the world’s most reliable supplier. This is why we are engaging in an unprecedented corporate transformation. By 2020, Saudi Aramco will be the world’s leading integrated energy and chemicals company, focused on maximizing its income, facilitating the sustainable and diversified expansion of the Kingdom’s economy and enabling a globally competitive and vibrant Saudi energy sector. Delivering on this vision will take commitment, resolve and focus to achieve. The success of the company strategy will be measured through for company objectives: Shaping The company Businesses, Enabling the Kingdom, Optimizing The company Processes and Building The company Capabilities. Each of these will be fulfilled through a series of initiatives designed to unlock the innovation and value that the company is uniquely placed to deliver.

Molding the company is another key pillar being pursued. This means that pursuing the business exercises that will help Aramco attain the company’s vital goals. Since its establishing, Saudi Aramco’s business portfolio has gotten to be fundamentally intricate, making the requirement for a refinement of the company corporate method that will bring about monstrous development in a few ranges, and a scaling back or divestiture in others. The company business portfolio is continuously reshaped to meet developing prerequisites in the company upstream and downstream exercises and in addition over the Kingdom all in all. It is likewise extending in degree and innovative ability to end up more coordinated, worldwide and enhanced.

Another aspect is that of empowering the Kingdom. This is done by building on the company legacy of giving chances to the subjects of the Kingdom. At its center, the company 2020 Strategic Intent is about the fate of the Kingdom to the extent that it is about the bearing of the organization. One of the company center skills is opening more opportunities in the local vitality segment. A key territory of center in this segment is the development of a more adjusted and manageable national vitality method. Saudi Aramco has dispatched various corporate activities to address issues, for example, vitality productivity and the broadening of the vitality supply.

Streamlining the company processes is also very critical. To attain the desires of the company 2020 Strategic Intent, it is important to streamline and streamline a large portion of the company corporate methodologies by assessing the center capacities they play over the whole organization and distinguishing the most ideal approaches to orchestrate and incorporate them better.  Building the company’s capabilities and employee capacities has also played a critical role.

Developing the company ability and extending the company engineering information base. Basic to Saudi Aramco’s proceeded with change into the world’s heading coordinated vitality and Chemicals Company is the need to further create the company ability and extend the company engineering information base. Saudi Aramco is making significant speculations in innovative work (R&D), dispatching a system of vital worldwide exploration focuses and expanding the company R&D faculty. All with the mean to construct limit inside the organization to make and refine the imaginative innovations required to develop the company vitality business and venture into new territories, for example, chemicals. Through this vital concentrate on development, Saudi Aramco has situated itself to turn into a preeminent maker of innovation while fortifying the Kingdom’s economy through training, preparing and business opportunities.

 

 

4           Organizational competitive strategy

            Saudi Aramco has accelerated its investment in the refining sector in recent years. These expenditures are an effort to make up for its large refining deficit and to minimize the adverse effect a potential widening of the light-heavy spread would have on the crude oil market by securing sophisticated refining capacity able to process Saudi Aramco’s heavier crude oil.

Vertical integration, in fact, has been one of Saudi Aramco’s consistent strategies. While Saudi Aramco’s refining capacity is small relative to its upstream capacity, its total refining capacity is sizable. The story of Saudi Aramco recounts the finding and development of the best vitality saves the world has ever known and the quick conversion of Saudi Arabia from desert kingdom to current country state. The Saudi Arabian Oil Company of today is a much diverse organization from the American-claimed concessionaire that existed in 1973. Saudi Aramco has advanced through the years from an immaculate investigation and generation organization into a completely coordinated worldwide petroleum and chemicals venture, with yearning and positively transformative desires and incorporated procedures intended to convey it forward into what’s to come. From the company beginnings, the company has developed from an oil-creating organization to a completely incorporated, worldwide vitality venture with organizations in North America, Europe and Asia.

Throughout the span of the company history, it has manufactured an unmatched record of unwavering quality, and the company stay focused on giving vitality to the world and to boosting the estimation of the nation’s petroleum holds for the profit of the Kingdom’s residents. Also from the very begin, the company have been included in creating the country in the broadest sense. Amid the early years of the company history, the company monetary and social administration programs got to be woven into the fabric of the nation. As time passed, the company started supporting or supplementing administrations progressively headed by the legislature. When the organization got to be completely Saudi claimed, the company social obligation methodology has ended up centered around expanding the Kingdom’s incomes from its petroleum saves and on being an impetus, a good example and a supporter of development and development in all parts of society as a rule, and in the financial segment specifically.

5           Conceptual framework
5.1         Problems faced by the organization

            It is unquestionable that the oil and gas business is amidst significant change and confronting various critical difficulties. Saudi Aramco’s perspective is that an ideal model change is underway that is fundamentally changing the worldwide vitality picture from what was ordinarily seen just a couple of years prior. There are four ranges where this ideal model change is most obvious: diminished interest, rich supply, renewable and natural regulation. First and foremost is the descending weight on worldwide vitality request, particularly oil request, since the 2008–2009 monetary emergencies. Before the fiscal emergency, all administration supported and organization supported vitality standpoints anticipated fast and maintained interest development in vitality request. In only five years, those expectations have been essentially modified.

            In the USA, Europe and other OECD nations, monetary and political instabilities have hampered recuperation; with tighter purchaser satchel strings driving lifestyle changes by the way we expend and ration vitality. In the USA, the world’s biggest shopper of transportation fills, the drive for preservation has essentially lessened transportation fuel request. While India, China and other non-OECD countries have been less influenced by the downturn; have substantial, developing populaces; and will represent around 90 for every penny of vitality interest build throughout the following 20–30 years; their vitality utilization has become significantly more gradually as of late than formerly foreseen. Far and wide, ecological weights and government arrangements, including potential carbon charges, keep on meeting expectations against oil specifically and against fossil energizes when all is said in done, lessening awhile ago expected interest development, particularly in developing propelled economies.

Second, the fears spread by the peak oil theorists about the industry’s ability to keep the world supplied with hydrocarbon-based energy have been thoroughly discredited. Concerns over the supposed worldwide scarcity of oil and gas supplies have given way to the reality of abundance. Investments in new and improved technologies and processes are allowing the petroleum industry to find new resources, to significantly improve recovery rates, and to make challenging resources, especially unconventional and heavy oils, more accessible and more economically feasible to produce than previously thought possible.

In America and other countries, newly developed hydraulic-fracturing techniques are being applied. The implications for energy independence, economic recovery and job creation are enormous—as are the prospects for sustainable global energy security.

            The third new is the falling investment in renewables. The past few years have been volatile ones for renewable energy. Global investment in green energy projects declined as a result of the financial crisis, rebounded briefly, and then declined by 11 per cent from 2011 to 2012. The reasons for this decline are familiar ones. In Europe, most countries are nervous about their debt levels. Many are implementing austerity measures, including cutting back their ‘‘feed-in’’ tariffs2 and reducing or eliminating subsidies for solar and wind energy deployment. Germany is a notable exception. Similarly, renewable developers in the USA are struggling to raise funds as government incentives disappear and bank lending dries up. Cheaper natural gas in the USA is also providing stiff competition. Nevertheless, we believe that renewables continue to have long-term upside potential as technology improvements and falling costs begin to partially offset the barriers facing the renewable sector.

            Fourth, the residual effects of the global financial crisis are adversely affecting environmental regulatory reform efforts. The cost and affordability of environmental initiatives, the pressing need to create jobs, and the continuing challenges facing renewable are all exerting pressure on austerity-focused governments. The sense of urgency to enact climate change legislation has been lost. For the present at least, hard-pressed governments and companies can ill-afford the massive investment necessary to make a measurable difference. In summary, the past few years have produced a dramatically altered world energy landscape. The industry now faces downward pressure on demand, supply abundance, a slow-down in the deployment of renewables, and reduced momentum for legislation and regulation to address climate change.

These developments come at a time when Saudi Arabia, an island of stability in the Middle East, North Africa (MENA) region, faces its own growing domestic and regional challenges. These challenges in turn affect Saudi Aramco very directly. While demand growth in most of the rest of the world is declining, the Saudi population’s demand for energy has more than quadrupled in the past 40 years and is growing. The Kingdom’s energy intensity—the amount of energy consumed per unit of GDP—is the highest in the world and is due to a variety of social, economic and structural factors. To date the Kingdom’s limited efforts to control energy demand have proved largely ineffective. Unemployment is the second pressing domestic concern faced by the Kingdom is a demographic one. Although Saudi Arabia currently has one of the world’s best-performing economies—built on the back of high oil prices and robust global oil demand—it faces a retirement bulge of experienced professionals about to exit the workforce, a fast growing younger population—more than 60 per cent of the Saudi population is presently under the age of 30—and a relatively high unemployment rate among young people and women.

6           Technical part

The internship is a key component in the specialized written work understudy’s proficient planning. Also the internship report is a key component in the internship experience. It is through composing the report that the development and expert encounter the understudy picked up as an assistant gets to be completely figured it out. It is through the report that the understudy practices his or her basic and systematic workforces and exhibits recently discovered aptitude and way of life as an expert communicator.

6.1         Reflection on actual projects undertaken during training

The internship period lasted from June-August 2014. For the first week, I was able to take part in the orientation presentation. At the beginning of our second day of the Summer B Program in Saudi Aramco the Material Supply department gave us a small presentation briefly explaining Material Supply core activities and processes. During the same week, my advisor asked me to prepare a small presentation about HR and what I know and like about it. I designed a comprehensive presentation with the functionalities of the HR department and how it can be improved. I was also able to attend a meeting which was between my advisor and one of her PDPs in order to observer and understand what kind of work she does, and what kind of help and advises does she give them. During the second week my other initiative involved the organization of some Excel sheets which holds Ramadan schedule for each department in the material supply area.

I also got an opportunity to attend the Talent Development Program with my advisor in order to see her teaching and also to learn from this program. I watched as she enthusiastically shared on how to develop effective talents that could increase organizational outputs. I also helped organizing some paper work with my colleagues for an upcoming event. Week three got me Organizing the Supply Chine Roadshow: helped my colleagues and division on facilitating the roadmap roadshow event. Excel sheet: I was asked to organize few Excel sheets to and put each PDP in their right home department. Small talk presentation: one day we had a small breakfast with all employees from the HR division and I have told them why am I interested in HR and explain few things about it. I also went to SAPDA graduation ceremony. SAPDA is the Saudi Aramco Professional Development Academy and it is part of the PDPs program in Aramco. I went to the ceremony to understand what kind of activities they do in this academy and to see all the deferent projects which students of this academy present during their SAPDA graduation ceremony. 

One of the most exiting activities was the Summer Students Enrichment Program that I attended.  This is a three weeks program two days a week. In each day there is a different program all to encourage students, teach them about business skills and broaden their horizon. I had an opportunity to go to the SAPDA graduation ceremony. SAPDA is the Saudi Aramco Professional Development Academy and it is part of the PDPs program in Aramco. I went to the ceremony to understand what kind of activities they do in this academy and to see all the deferent projects which students of this academy present during their SAPDA graduation ceremony.  Attend the Summer Students Enrichment Program: this is a three weeks program two days a week. In each day there is a different program all to encourage students, teach them about business skills and broaden their horizon. Personality questionnaire: I took a personality questioner which we had to do before the next section of the Summer Students Enrichment Program when the results of the test will be explained. Events organization is another activity that I enjoyed during my internship. I learned that a successful event execution requires teamwork and sacrifice, as I saw the staff members extending their working hours on the even of the events to ensure that all was well.

7           Evaluation of the internship experience

         At the starting I didn’t have any knowledge of working with a national government institution. Through this experience, I saw the significance of the financial and human resources department of an organization. I was rotated within the marketing and human resources departments. During my experience with the HR, I noted that it is the most essential department in an organization that selects the workforce which works to make the goals achievable. In the course of my internship period, I accomplished the reliance despite the initial concern on how I could go about performing the allocated tasks. In the first example the reliance and instability was irritating, yet it constrained me to be adaptable and to see what different things I could do.

            More than I had expected I encountered linguistic challenges. I suspected that I could impart well in Arabic, however most of the people I worked with consistently spoke in Arabic. In this manner I was having challenges at the onset of my internship. The period enhanced has helped my relational abilities on working with people from diverse backgrounds. Nonetheless, I need to figure out how to make a more certain impression and to express my thoughts and feelings more certain.

            It was also an opportunity for the utilization of abilities and learning picked up in the college. It is hard to say what abilities and information I had mastered in class until I embarked on my internship. Despite the fact that I had been taught on the fundamental abilities and learning while working in an organization, there are a few things that I have since perfected following the internship experience. I didn’t have completely clear what exercises I could have done to achieve my learning objectives. In this manner amid my stay I had a few challenges to focus undertakings that I could complete. Ahead of time of my internship I had discussed with the organization about the tasks in which I could take part in. However, clear concessions to my exercises were not made thus I ended up working in two departments. A more confident demeanor from my side could have made a difference. To avert vulnerabilities in future tasks I will give careful consideration to making clear understandings of what I want in an organization.

8           Summary of findings and recommendations

The support I gave in the company’s activities was very exciting. Prior to that, I had a few questions whether such activities could end in valuable results, in light of the fact that there are numerous stakeholders involved as Aramco is a national company. However in these activities all stakeholders were truly dedicated. It was intriguing to hear the plans for the Saudi’s oil industry being made by the distinctive stakeholders. These sorts of conferences and meetings were of vitality, on the grounds that they helped me gain finer understanding of the issues pertaining to the oil industry across the globe. It allowed for information to be disseminated in a more profound way. It is likewise an approach to make one another excited and it fortifies to place things enthusiastically. Through the activities I was in charge of events management and safety concerns with other team members. Particularly the regulation, security and administration by strategy and the way conflicts in organizations could be alleviated.

During my internship period, I had a lot of work to be done. As a result of this I had a chance to evaluate the angles needed to think while sorting out a task.  Moreover I have figured out how an effective communication system might be set up and what things must be considered in an organization. It is critical to focus the learning present and to modify the system to each organizational team. It is of imperativeness to pass on a goal and underpinned message considering the perspectives of individuals. I got to be additionally mindful that all stakeholders in Saudi Aramco have a considerable measure of information that could help in communication. Prior to the internship I didn’t have any experience in actual professional.

9           Conclusion

All in all, the internship was a valuable experience for me. Through it, I have been able to pick up new information, abilities and met new individuals that I have since added to my network. I attained a few of my learning objectives, however for some the conditions did not allow. I got knowledge of the actual professional experience as I noted the concept of working in a governmental organization. I noted that proper communication both within and without any company is an essential aspect in the modern day business. In relation to my area of concentration, I was able to learn on the marketing strategies that make a company prosper and remain an industry leader in the market. I now know the various threats that can jeopardize business will other opportunities can be explored to achieve even more. I believe there is still a considerable measure to uncover as I move on. I realized that consistent training for employees is essential so that they can keep updated on the modern developments in business and eventually turn out to be competitive. Even in these internal trainings I realized that the organization’s human resource department must put into consideration the Needs Assessment of employees.  The internship was likewise great to figure out what my qualities and shortcomings are. This helped me to characterize what abilities and information I need to enhance in my professional career. It would be better for me to understand the local language and culture that widely affects the business operations in Saudi Arabia. After my experience at the company, I now feel that I can begin my working vocation. Then again I could perform certain assignments better in the event that I practice/know more about the oil industry operations. It would likewise be better in the event that I can present and communicate the Arabic language in a more fluent manner. Finally this internship has provided for me new bits of knowledge and inspiration to seek after a working opportunity in a foreign country.


10       References

Anderson, I. H. (2012). Aramco, the United States, and Saudi Arabia: a study of the dynamics of foreign oil policy, 1933 -1950. Princeton: Princeton Univ Press.

Anderson, I. H. J. (2014). Aramco, the United States, and Saudi Arabia: A Study of the Dynamics of Foreign Oil Policy, 1922-1950. Princeton: Princeton University Press.

Falola, T., & Genova, A. (2005). The politics of the global oil industry: An introduction. Westport, Conn: Praeger.

Saudi Aramco. (2014). Our Vision. 

Vitalis, R. (2007). America’s kingdom: Mythmaking on the Saudi oil frontier. Stanford, Calif: Stanford University Press

 

 

 

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