bluuebunny/crossref_metadata_2025_split huggingface dataset:
Unconventional Job Hiring for Unconventional Resources Development
Authors: Maneffa Mike , Alameda George 
Published: April 2015

HR Discussion - Unconventional job hiring for unconventional resources development.
Unconventional resources are those that were bypassed by conventional oil and gas recovery technologies for decades because they were not considered economically feasible to produce. Improvements since the early 1990s in geophysical and geochemical exploration and in drilling and completion technologies have opened up vast new resources both onshore and offshore.
Some unconventional resources are in hostile or challenging environments such as the Arctic tundra or deep water. Others are in regions that have not previously experienced extensive oil and gas development and thus lack infrastructure and community and political support. Unconventional resources encompass tight oil and gas formations, shale gas, coalbed methane, heavy oil, oil shale, deep and ultradeepwater plays, and gas hydrates. Each of these types of play requires unique strategies and expertise to develop them. Hiring geoscientists and engineers for unconventional projects has never been more daunting.
TWA ’s Human Resources (HR) Discussion Team had a roundtable discussion on unconventional resources, HR requirements, and career development strategy with two experts in unconventional resources development and resourcing—Mike Maneffa and George Alameda of Chevron.
A New Approach to Skills Training
Authors: Imomoh Egbert 
Published: April 2015

President's column - Comments from 2013 SPE President, Egbert Imomoh.
This is a time of great challenge for the oil and gas exploration and production industry. With demand for hydrocarbons increasing and an entire generation of engineers who will retire in the next 5 to 10 years, young professionals (YPs) in our industry are being asked to take on more responsibility sooner in their career. As a result, they have to learn skills faster.
SPE is focused on how to assist YPs in developing all the skills they need—both technical and soft—to succeed and advance in the industry. In 2007, SPE developed a Talent Council to share information, stimulate ideas, and coordinate initiatives aimed at improving the quantity and quality of talent available to the industry. The council is focused on improving and enabling tertiary education; collecting and analyzing data to highlight potential capability/expertise gaps and identify possible solutions; and serving as a focal point in the industry for diversity to assess, foster, and publicize issues/ opportunities related to workforce diversity.
The Talent Council sponsored best practices workshops in petroleum engineering education in Kazakhstan and Angola. These sessions brought together university academicians/ administrators, ministers of energy, and oil and gas industry professionals to discuss best practices in curriculum development, industry expectations, and how everyone can work together to improve the quality of petroleum engineering graduates.
Evolving Deepwater Frontiers
Authors: Willis Todd B. 
Published: April 2015

What's Ahead - Perspective from TWA’s editor-in-chief, Todd Willis.
“Deep water” is an ever-evolving term in our industry. The earliest offshore wells, in the early 1900s, were drilled much like land wells, with the rig simply suspended above the water on a pier built to extend from the shoreline. Water depths for these earliest wells were usually no more than 20 feet. Compare that to today’s state-of-the-art drillships, such as Transocean’s Discoverer Deep Seas, that are capable of drilling in 12,000 feet of water. What will be the definition of deepwater drilling 20 years from now, considering that the ocean’s deepest known point, the Challenger Deep in the Pacific Ocean at the southern end of the Mariana Trench, is estimated to be approximately 36,000 feet below sea level?
"It’s the Economy, Stupid." Or Is It?
Authors: Bruni Thomas 
Published: April 2015

What's Ahead - Editor Thomas Bruni assesses whether the oil industry is risky after all.
Unlike the theme this issue suggests, there are strong indications that our sector is less of a "risky business" and more of a pot of gold, with minimal downside and a lot of rewards.
Look at some recent financials:• In 2005, the top five international integrated oil and gas companies (by market capitalization) created wealth of approximately U.S. $100 billion (for perspective, this equates to the gross domestic product of countries such as the UAE, New Zealand, and Iraq).• Their profits rose in excess of 30% compared to 2004.• ExxonMobil set a new profit record for the New York stock market.• Shell did the same in the London stock market.• And the $60/bbl oil price is projected to keep floating above the U.S. $60 mark for 2007.
The list of dazzling economic results could go on.
The job market is also incredibly active.
It is sufficient to shuffle through JPT to witness a job-offer bombardment, equally intensive from oil and gas as well as service companies. After all, young and well-prepared resources are vital not only to keep fueling the industry's outstanding results and growth, but also to guarantee a smooth "big crew change" when the baby boomers eventually retire—in other words, the outlook for YEPPs seems as bright as it can get.
So, is this all there is to it? Has the oil industry, with its pioneering and polluting stereotype suddenly turned into a piece-of-cake enterprise?
Interview with Paolo Scaroni
Authors: Scaroni Paolo 
Published: April 2015

The Way Ahead Interview - A conversation with Paolo Scaroni, Chief Executive Officer of Eni.
Mr. Scaroni, you are CEO of Eni, one of the largest integrated oil and gas companies, and previously you held the same position with Enel, a prominent actor in the European power market. You seem to like the energy sector, or is it the latter that will not let you go?
I am thrilled to be part of an industry that is playing an increasingly central role at all levels of our society, from the political arena—I think of the debates European policymakers have been engaged in during this past winter following the fluctuations in the supply of Russian gas—to the everyday life of each household, and I am proud to be leading one of the world's key players of our industry. No, I am definitely not held hostage by the energy sector; quite the opposite in fact. I feel lucky and privileged.
Your career has been very diverse. As a fresh economics graduate, your first job was in the oil business. Later, you joined a consulting company. A high-technology material company followed. What do you carry with you of these early experiences and of those that followed, and how have they helped you shape your perspectives, ideas, and values?
I was 22 when I graduated in economics. My first job was with the Italian subsidiary of Chevron, as retail representative for 55 gas stations. The job proved to be an invaluable learning and training opportunity, encompassing some of the key elements of any business, irrespective of its nature: customer relations, procurement management, and, above all, the income statement. I still remember I had one per gas station, which was quite remarkable considering that we were at the beginning of the 1970s.
However, even if I was lucky enough to be quickly promoted to retail representative for all 3,000 of Chevron's gas stations in Italy, I never stopped looking for new opportunities, and that is how I successfully applied for an MBA degree at Columbia Business School in New York City. I resigned from my job, sold my car, and with my savings I embarked on the new adventure. When I got back, I joined McKinsey as a consultant. Later, I sent my curriculum vitae to Saint Gobain Italy, whose existence I was aware of only because its headquarters were located in Milan just around the corner from my previous employer, Chevron. It proved to be a pivotal move in my career. So, while luck and chance may always play a part in one's life, I guess the underlying message is: Do not sit still; be proactive, welcome challenges, and hunt for opportunities.
Energy for the Future
Authors: Tealdi Loris , Onyige Rita 
Published: April 2015

Forum - Young professionals discuss the future of energy.
A total of 480 readers responded fully to the survey. As shown in Fig. 1a, the company category of the respondents included integrated (major) oil and gas company (31%), service/manufacturing company (23%), independent oil and gas company (21%), national oil and gas company (11%), consultant (6%), academia (4%), government (2%), and others (2%). Concerning work experience, almost two-thirds of the respondents have less than 5 years' experience. The male/female ratio was 85/15. Most respondents were younger than 35. The answers strongly correlated with the primary work location, the data on which are shown in Fig. 1b.

Oil and Gas
Will oil and gas remain the major energy source for the 21st century?
As shown in Fig. 2, 78% of the respondents answered affirmatively.
Some points to support this belief includeNew exploration along with improved oil-recovery technology will increase oil recovery to almost 80%, making oil and gas the main energy source until 2070 to 2080.As new, cost-effective ways of storing and transporting natural gas develop, we will help sustain energy supply through the ability to tap into previously uneconomic resources that used to be flared off.Deepwater opportunities in the Gulf of Mexico and west Africa, combined with Canadian tar sands and enhanced oil recovery in the Middle East, will keep oil in the USD 60/bbl range. This is high enough to support these types of projects, but not high enough to make alternatives competitive.
Be Ready, Cost-Effective for Project Operations in Complex Environments
Authors: Verre Francesco 
Published: April 2015

Economist's Corner
Francesco Verre, Eni, shares planning for cost-effective preparedness.
Being ready to operate is one of the most critical steps in the development of an oil field. For complex projects characterized by technical risks and challenges, a structured approach is mandatory to ensure operational excellence and readiness.
This study shows the methodology adopted by Agip KCO to achieve operational readiness for the Kashagan Field development project by means of a management system called Operations Readiness and Assurance (ORA). The ORA process assures that the field production facilities are designed, built, commissioned, and started up with account taken for lifecycle operations requirements. This will lead to a safe, cost-effective, and quick ramp up to target production levels. This methodology has been successfully applied at the Kashagan field. Kashagan is an extremely complex development in terms of technical issues that involve high-pressure, sour-hydrocarbon reservoir development in a hostile environment. The management system applied through this methodology has enabled the operations team to be integrated fully in the field development, so that the team serves as a key decision maker in facilities operability and risk mitigation.
Technical vs. Managerial Careers: What Experienced Professionals Say
Authors: Okoroafor Rita , Chalbaud Carlos , Andreev Anton , Gupta Siddartha , Toralde J. Shaun , Etkind Josh 
Published: April 2015

Forum
Experienced professionals evaluate technical vs. managerial careers.
The Way Ahead has conducted three surveys among young professionals (YPs) to understand preferences between the technical and managerial career ladder. Approximately two-thirds of respondents sought to pursue a management career. It is estimated that one-third ultimately follow the managerial career path. Why do YPs see management as an attractive career? TWA is trying something new in this Forum section and asked select technical and managerial industry leaders for comments on key questions this survey raised. Let's hear what experienced technical and managerial professionals have to say on this critical subject.
A total of 2,799 experienced professionals over 35 years of age responded to the survey—60% are on technical career paths and 40% in management positions. The results are representative at the 95% confidence level with a ± 1.79 margin of error. This survey aims to address questions regarding the technical vs. managerial ladder not previously investigated. All data collected, analyzed, and presented in previous articles, workshops, and papers were missing the perspective of professionals over the age of 35. Oil and gas industry veterans now share their experiences regarding the evolution of their career path and job selections. Responses provide suggestions on how organizations can motivate and retain young professionals (YPs) by effectively communicating the company's view on their potential. This survey is not designed to dissuade YPs from pursuing the management career option, but aims to explore the differences between technical and managerial career paths and share corporate expectations about what is required to succeed in both.
Cap and Trade: What It Is and How It Affects Us
Authors: Willis Todd 
Published: April 2015

Public Policy Focus - Cap & Trade: What it is and how it affects the oil industry and you.
Beginning with this edition, TWA is adding a section titled Public Policy Focus. Articles herein will explore, in the broadest sense, the interactions between governments and oil and gas companies. Topics may include legislation; concessions made by national governments to companies for E&P activities; other national-government actions that affect oil and gas companies; and global initiatives, including climate-change and other environmental policies. Articles will explain the details of the policies under discussion and examine the impacts on the industry.
The environment has been at the forefront of global public policy debate for years. Many oil companies support government action to protect the environment, and these same companies have adopted stringent environmental policies of their own. At the same time, the petroleum industry has also been vocal in its concern that environmental laws—chiefly those that would limit carbon emissions—treat the industry unfairly and could detrimentally affect their competitive edge in the global economy. So how will carbon-limiting laws affect oil companies and you? Emissions-trading schemes, popularly known as cap-and-trade programs, have two primary parts. The cap refers to limiting, or capping, the total amount of carbon dioxide emissions. This is accomplished through the issuance of emissions credits, or carbon credits, which are permits to emit a certain amount of CO2. For each carbon credit a company possesses, the company is allowed to emit 1 ton of CO2. The trade part of the program refers to the ability of companies to buy and sell carbon credits in an open market, thus allowing “cleaner” companies, those which have lower carbon emissions, to sell unused carbon credits to “dirtier” companies. The credits sold are a revenue stream to the cleaner companies and a cost stream to the dirtier companies that buy them. Thus, the goal of cap and trade is to provide a powerful economic incentive to all industries to lower total carbon emissions.
Modeling Multiphase Flow in Pipes
Authors: Brill James P. 
Published: April 2015

Discover a Career - James P. Brill on “Modeling Multiphase Flow in Pipes.”
With this issue, TWA inaugurates the Discover a Career section, in which an experienced industry professional gives a broad picture of an area of his or her expertise, its relevance to the current and future work of the industry, its challenges, the professional opportunities it offers, and the expectations one might have from a career in this area. In this article, James P. Brill, professor emeritus and research professor of petroleum engineering, University of Tulsa, discusses modeling multiphase flow in pipes.
Multiphase flow occurs in almost all producing oil and gas wells and surface pipes that transport produced fluids. The significantly different densities and viscosities of these fluids make multiphase flow much more complicated than the single-phase flow covered in an undergraduate fluid-mechanics course. Predicting multiphase-flow behavior in an oil and gas production system is further complicated by complex heat transfer that occurs as fluids flow through the piping system and the mass transfer that takes place among hydrocarbon fluids as pressure and temperature change. These phenomena are governed by conservation of mass, momentum, and energy, coupled with fundamental thermodynamics and heat transfer.
An R&D Career in the Energy Industry
Authors: Bennion Brant 
Published: April 2015

Pillars of the Industry - D. Brant Bennion discusses careers in R&D.
I appreciate the invitation by SPE to share a few thoughts on my experiences over the last 30 years as a research scientist in the energy industry. It has been a very rewarding career for me, and I hope that the following insights will be of benefit to those who might be considering a career in research and development, or R&D.
A career in R&D is certainly not for everyone. But for those to whom it has appeal, there are many different niches that I have seen over the years into which someone can fit their personal interests, talents, and strengths. There are currently three major venues for a career in R&D in the energy industry:
1. University or technical institution academic programs that are working primarily on “fundamental” research
2. Oil- or gas-operating-company or government-sponsored research centers or institutes that are working on a combination of both fundamental and process- or field-specific “applied” research studies
3. Commercial research institutes or service-company-affiliated laboratories that are working on mostly applied or field-specific/fit-for-purpose research studies or projects on a for-profit or cost-recovery basis
Each of these venues has particular advantages and disadvantages. Although my personal experience has primarily been in the third category, I have had the opportunity over the years to have close association with many individuals in the first two categories as well.
Academia and Independent E&P Companies: A Win-Win Partnership
Authors: Ayirala Subhash , Pires Paulo , Rai Sanchit 
Published: April 2015

Academia - Explore the win-win partnership that exists between academia and independents.
Independents play an important role in the oil and gas industry. They specialize in unconventional field development and are largely credited with the shale gas boom that has occurred in the US. Despite this success, they differ from the large, integrated majors in that they usually have limited or no research and development (R&D) capability. In order to remain competitive, independents commonly rely on academia to meet this need.
This article presents three important R&D realms that demonstrate good collaborative efforts between independents and academic research institutions.
Pilot EOR Operations
One key area for independents in North America is mature field development whose aim is to extract the proven residual oil trapped in these reservoirs. Independents acquire mature assets primarily from major exploration and production (E&P) companies once the majors start viewing them as marginal or economically unattractive. Independents tend to view mature fields as attractive because, as smaller companies, they typically have more efficient operating structures with lower overhead, and are more willing to deploy advanced and emerging technologies. Several mature onshore fields, such as Yates in Texas and Salem in Illinois, are good examples of these acquisitions.
Financial Roadmap of an Independent’s Asset
Authors: de Saint Gerand Marc 
Published: April 2015

Economist's Corner - Exploring the financial roadmap of an independent’s asset.
Finance theory is based on a very simple principle: Reward is a function of risk. In other words, when comparing two investments—two “assets”—the riskier one should serve a higher return (yield) than the other.
A fair and efficient market is, by definition, a market that serves an adequate level of return for a given level of risk. The reality of finance is obviously somewhat different, and even though we understand the definition of a transparent and efficient market, we still have not witnessed a pure and perfect market. This is probably where finance and geology meet: Neither is a pure science.
Although we all know our stated equations, we struggle in our everyday job to approach the perfect system (be it a financial or a hydrocarbon system). Even though risk/reward theory can be challenged (as evidenced by the abundant number of academic papers addressing the inefficiency of the market), it remains a powerful paradigm to understanding the basics of finance, how funding flows into the oil and gas business, and ultimately how money is made available to companies exploring, appraising, and developing oil and gas assets.
Earning Job and Career Security
Authors: Vaucher David 
Published: April 2015

What's Ahead - David Vaucher, TWA editor-in-chief, on “Earning Job and Career Security.”
Think of all the benefits a job in the oil and gas industry gives you: excellent pay and benefits, the chance to work on challenging projects and see some really exciting places around the world, and maybe even flexible work hours.
But what about job security?
Arguably, job security is the ultimate benefit. After all, how great are salary and challenging projects if you work in constant fear they could disappear from one day to the next? This is the idea behind being a tenured professor at a university: Not having to worry about losing their jobs, university professors who have earned tenure have the freedom to focus their energy on teaching and research.
Of course, while academia and business have ties to each other, they are entirely different operating environments. Certainly, the market is good now for young professionals in oil and gas because energy prices are high and the level of skill required to bring this energy to the market is extremely high. But can anyone really count on something similar to tenure in oil and gas—or really in any other industry?
In today’s business world—in which seemingly nothing matters more than how much a stock price moves from quarter to quarter; in which technology enables work to be done from anywhere, by anyone with an Internet connection; and with an energy mix that is broadening to include other options besides oil and gas—can we as young professionals in the oil and gas industry be assured a measure of security, not only in our day-to-day jobs but also in our long-term careers?
Oil and Gas Job Security - From an Economic Viewpoint
Authors: Deore Prakash , Cronlund Jenny , Hale Matthew , Agarwal Ankit 
Published: April 2015

Economist's Corner - Petroleum industry job security - from an economic viewpoint.
Job security in the oil and gas industry is a big consideration for young professionals starting a career hoping it will last a lifetime. For job security to be a reality in the oil and gas industry, three things must occur over the next several decades:
Demand on a global scale for oil and gas continues to rise (or at least remains sustained).
Reserves replacement keeps pace with demand.
The need for people to bring oil and gas out of the Earth remains steady or rises.
Findings and Forecasts
Many industry economists and other experts have forecasted that there are plenty of remaining unexploited hydrocarbons in the world to produce, consequently requiring a steady stream of new talent. Below are a few recent findings noted in industry studies, and by experts and strategists, on the potential of this industry to meet future demand, which in turn will mean new opportunities for young professionals.