Human resources
Times are turbulent across the globe as the ongoing responses to the pandemic remain varied. The oil and gas industry—and SPE members—remain affected personally and professionally by its effects on the supply/demand balance, the oil price, and the energy transition.
Sponsored
2020 was a pivotal year for the energy industry. As we look to the future, how can we leverage our collective knowledge to make step-change improvements to our operations and field development programs? Capitalize on a new learning opportunity that will help make our next chapter our finest.
Aside from being the right thing to do, improving labor rights and worker welfare has a compelling commercial case. When workers are happy and engaged, they tend to work more safely and efficiently and the risk of delays and disputes is minimized.
-
An interview with Reem Al Ghanim, head of human resources and support services–chemical division at Saudi Aramco. -
A quarter of the oil and gas workforce now comes from Generation Z, which has raised important questions about whether companies and universities are doing enough to attract and retain this tech-savvy cohort
-
Digital transformation offers opportunities beyond the technical goal of increased production. It may also enhance sustainability, the work/life balance, and the public’s perception of the industry.
-
Offshore wind energy projects provide appealing options for the application of the skills and knowledge of practitioners involved in the design and fabrication of oil and gas facilities, especially those with offshore experience.
-
The increase in OFS and equipment sector jobs over the past 2 months came amid higher oil and gas production. But increases in COVID-19 cases are causing uncertainty about when and how much demand will rise.
-
In 2020, several changes were made to increase the usability of the annual SPE Membership Salary Survey. Among the added highlights, the 2020 survey offers new analyses of compensation by engineering title and overall work experience.
-
The two largest oil companies in the US are shedding thousands of employees and contractors to cope with a steep decline in demand.
-
Deloitte discusses the “great compression” of the oil and gas industry in which companies’ room to maneuver is restricted. How can the industry avoid a talent gap and stop an organizational challenge from becoming a precarious business problem?
-
Chevron is initiating its layoffs of up to 15% of its global workforce of 45,000 first announced in late May by asking employees to reapply for positions. It closed its $4.1-billion acquisition of Noble Energy this week in which it gained 2,200 employees.
-
Equinor plans to cut its global exploration staff by 30% in the next 3 years and plans to drill 30–40 wells globally this year. Ongoing labor strikes have led to the operator shutting in four of its platforms.
Page 1 of 14