Aramco’s World

In 1933, Standard Oil of California (Socal) purchased the exclusive concession for the extraction of Saudi Arabian oil, through the subsidiary California-Arabian Standard Oil (Casoc). After a decade marked by initial exploration difficulties and World War II disruptions, Casoc rebranded to Arabian American Oil Company (Aramco) in 1944. By 1948, the Aramco ownership comprised four of the seven major oil firms (colloquially known as the Seven Sisters) that dominated world oil - Standard Oil of New Jersey, Socony Vacuum, Texaco, and Socal. This increased ownership reflected a massive expansion in Aramco’s operations which, underpinned by soaring global demand, saw Aramco become the largest producer in the Middle East by the early 1950s. This thesis investigates the sophisticated array of public relations strategies that Aramco employed to maintain its burgeoning position as one of the largest and most lucrative oil operations in the world before the company’s eventual nationalisation by the Saudi Arabian government beginning in 1973. Such strategies were reflective of evolving methods of shaping discourse and narrative through cultural production, which were becoming increasingly common as the twentieth century wore on. This analysis focuses on three prominent themes of Aramco’s public relations strategies: exceptionalism, development and modernization, and relationship management with the Saudi monarchy and labour force. 1. Aramco constructed a distinct cultural identity of exceptionalism, in part by appropriating pre-existing narratives of American exceptionalism, portraying itself as an enlightened and mission-driven entity. The company sought to entrench this corporate identity within American and Saudi cultural imaginaries, in order to distinguish themselves from accusations of imperialism and exploitation. 2. Aramco’s public relations output also heavily focused on the themes of development and modernization, positioning the company as a partner in growth. This narrative was also articulated within the broader context of American developmentalism, ubiquitous during the cold war period. Aramco’s development posture emphasized technological superiority and the transformative effect of western modernity, which they represented, on Saudi Arabia. These depictions served to dramatize Aramco’s role as a catalyst for Saudi progress, fostering a sense of technological paternalism. 3. Aramco crafted a positive image of the Saudi monarchy, particularly through the valorised depiction of Saudi Arabia’s founding monarch, King Ibn Saud. Aditionally, the company sought to construct an internal corporate culture to influence its American employees, and by extension its Saudi labour force, attempting to shape a perspective aligned with that which the company sought to inculcate in its workforce. In doing so they sought to mitigate political and industrial opposition within the kingdom. Overall, this thesis provides insight into the strategies of cultural production that underpinned Aramco’s attempts to maintain control over Saudi oil resources, highlighting the enduring relevance of these tactics in contemporary global energy dynamics. Understanding the construction of these cultural narratives is crucial as ever, as the world grapples with continuing oil dependency.