Engineering Inc. - November/December 2007 - 8

Engineers, Planners & Surveyors Ulteig Engineers, a multi-disciplined engineering ﬁrm, is seeking an Electrical Engineer III, Fire Protection Engineer III, Mechanical Engineer III, Civil Engineer III & IV, Transportation Planner/Engineer, and a Transmission Engineer III. We are an employee-owned company with more than 340 employees. We offer a very competitive salary and beneﬁt package. Please visit our website for full position descriptions at www.ulteig.com. Send resume to: Ulteig Engineers, Inc. 3203 32nd Ave S., Suite 201 Fargo, ND 58103 careers@ulteig.com Fax 701-280-8701 NEWS & NotES Energy Sector Scrambles to Find Engineers Amid Market Boom ustling oilfield activity and retiring baby boomers have petroleum outfits large and small trying to hire thousands of engineers, and experts say the trend is expected to extend into the next decade as worldwide energy demand grows. Roughly eight in 10 global oil and gas companies forecast a shortage of petroleum engineers through at least 2011, according to management consulting firm Oliver Wyman. The American Petroleum Institute said U.S. energy companies require at least another 5,000 engineers by decade’s end. Petroleum engineers evaluate potential oil and gas reservoirs, work with geologists and other specialists to understand rock formations, determine drilling methods and then monitor drilling and recovery operations. One of their tasks is to design methods that achieve maximum recovery of oil and gas. “I can assure you, it’s tight from a supply standpoint, hot from a demand standpoint and lucrative from a job searcher’s standpoint,” said Cary Wilkins, who leads Shell’s recruitment efforts in the United States and Canada. No one in the industry is panicking—at least, not yet—but executives acknowledge the hiring challenge, and some say it could impede investment in new oilfield projects. David Pursell, an analyst with Tudor Pickering & Co. Securities, Inc., said it’s difficult to quantify what hardships the shortage brings but that it’s certainly a consideration when a company considers buying an existing project or starting one anew. “The first question from senior management is: ‘OK, we’ve got the asset. Who’s going to work on it?’” Pursell said. “What you end up doing is stretching your people. You prioritize. So it’s not all bad. It forces you to work on your best, most important projects.”           B                        8 ENGINEERING INC. NovEmbER / dECEmbER 2007

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Engineering Inc. - November/December 2007

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