Human resources
The 2025 Global Energy Talent Index survey found most energy professionals got a pay bump last year, but hiring managers face new challenges.
TWA Energy Influencers Nihal Darraj, Sayanima Kisku, Ismaila Ibrahim, Olawale Ajayi, and Gabrijel Grubac reflect on the significance of the TWA Energy Influencer award and how it has helped their professional journey. The deadline for 2025 nominations is 1 July 2025.
Amia Morgan, SPE, highlights this event designed to bring together students, young professionals, and seasoned industry experts to foster mentorship, inspire the next generation of STEM leaders, and promote inclusivity.
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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.
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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.
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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.
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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.
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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.
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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.
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The two largest oil companies in the US are shedding thousands of employees and contractors to cope with a steep decline in demand.
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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?
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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.
