My client is seeking an I/E Project Engineer to serve as the Project Team Lead for the I&E discipline. This position is responsible for developing FEED and scope of work as well as participation in PSM, PHA, LOPA incident investigations.

A BS in Electrical Engineering is required with a minimum of 5 years’ experience in I&E project design in a PSM regulated facility.

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Corporate level PSM engineer role supporting a diverse line of businesses and serving as a subject matter expert and corporate resource.  This opportunity will provide expertise to a variety of challenging environments, all with high standards for compliance in all areas of environmental, health and safety.  The successful candidate will be tasked with developing compliance strategies, assessing the impact of new and emerging issues and delivering regulatory support to multiple locations.  The PSM Engineer works with other engineering disciplines to insure that risks are mitigated, develop PSM performance standards, lend expertise to site PSM personnel and safety leadership, perform PSM audits and lead & participate in PHA’s and LOPA’s.

Requirements:

Corporate level opportunity to provide subject matter expertise in all areas of process safety management, including but not limited to: audits, performing PHAs and LOPAs, also providing technical knowledge regarding PSM and RMP, regulations in various application/industries and preparing operations for regulatory requirements and emerging issues.   Ideally the professional in this role will have in-depth PSM/RMP experience in a variety of operations and providing PSM program compliance support to multiple locations, as well as, be willing and able to travel approximately 25% of the time on average.  Candidates must possess at least a 4-year degree in EHS, engineering or a related field along with minimum of (8) years of practical PSM experience that includes facilitating PHAs and LOPAs.  Relocation is available and all qualified candidates are encouraged to apply.

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The surveys of professionals and managers were were conducted by an independent research firm and include responses from 404 workers 18 years of age or older and employed in office environments and 1,013 senior managers at companies with 20 or more employees.  

Workers were asked, “Aside from salary, which one of the following aspects of your job is most tied to your satisfaction?” Their responses:

Work/life balance…………………………………………………….   28%
Opportunities to learn and grow…………………………………   27%
Ability to accomplish goals…………………………………………..   20%
Camaraderie with coworkers…………………………………………   13%
A good working relationship with the boss………………………..   11%
Don’t know………………………………………………………….     1%
100%

The survey of workers also revealed differences by age: Respondents between the ages of 35 and 44 were most concerned with work/life balance (46 percent), and those between the ages of 18 and 34 indicated the greatest interest in opportunities to learn and grow (37 percent).

“Professional priorities change over time,” said Robert Hosking, executive director of OfficeTeam. “Because there’s no one-size-fits-all formula for encouraging job satisfaction, supervisors should get to know their team members individually to better understand what motivates and inspires each of them.”

Everyone appreciates the ability to successfully juggle business and personal obligations, Hosking noted. OfficeTeam offers five tips managers can use to help their teams achieve work/life balance:

1. Be flexible. If it’s practical for your business, offer alternative work arrangements such as modified schedules or job sharing.
2. Reduce their commute. Give personnel whose jobs can be done remotely the option of working from home one or more days a week.
3. Watch the clock. Avoid contacting staff outside of office hours unless the matter is urgent and cannot wait until the next business day.
4. Take a breather. Remind workers to take breaks and vacations. Set a good example by doing so yourself.
5. Bring in reinforcements. Encourage employees to seek help when they are overwhelmed with projects. Use temporary professionals, when necessary, to alleviate workloads.

Direct Questions

These types of questions predetermine the focus of your answer. e.g. “What skills do you have that relate to this position?” Your information should be clear and specific. These types of questions, whether they relate to technical or soft skills, should be easy to answer if you have completed the research on yourself.

Non-Direct Questions

Non-direct questions are general and do not ask for specific information. e.g. “Tell us a bit about yourself.” You determine the focus of your answer. In response to this particular question, you should briefly summarize approximately four areas: education, experience, skills, and personal attributes. If possible, make your response relevant to the job you are seeking.

Hypothetical or Situational Questions

These questions use a problem solving approach to determine your analytical skills and critical thinking abilities. These “What if” questions are presented in the form of case examples or problem situations. You will be asked to imagine yourself experiencing a situation and will then be evaluated on how you would handle that situation. e.g. “It’s 3 p.m. and you have a report due to your manager at 5:00 p.m. Suddenly a major customer calls and says she has a crisis and need your help immediately. What would you do?”

Provide your answer in a logical sequence relating to the situation. There are many different problem solving models. The following is merely one model you could use to shape your answer:

• gather information
• evaluate
• prioritize
• seek advice (if necessary)
• weigh alternatives
• make and communicate your decision
• monitor results
• modify if necessary

Take a bit of time to think before responding. Don’t rush.

Behaviorial Descriptive Questions

Behavioral questions offer the opportunity to provide examples of past performance that may help determine future performance. Interviewers are asking what you did in a particular situation rather than what you would do. e.g. “Tell us about a time when you displayed good leadership skills.” Your answer could be delivered using the STAR model.

• Situation
• Task or Problem
• Action
• Result

Responsibilities for this position include:

This role will work with Unit Managers to troubleshoot process or EH&S problems. Function as the Project Sponsor on capital projects including: scope of work preparation, development of financial analysis, approve drawings, and interface with construction and engineering on commissioning. Consult on day-to-day plant operations, write new SOPs related to assigned projects, and prepare new P&IDs, site procedures, and emergency procedures. This individual will serve as the Process Expert for PHA/LOPA follow-up.

Requirements:

Requires a BS in Chemical Engineering with a minimum of 10 years in Process Engineering in a PSM regulated facility. Leadership and communication skills area must have and also project leadership and management are essential for this position. PE License would be a plus.

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The national jobless rate, 8.5 percent, continued to trend down in December and was 0.9 percentage point lower than in December 2010. In December, nonfarm payroll employment increased in 25 states and the District of Columbia, decreased in 24 states, and was unchanged in 1 state. The largest over-the-month increase in employment occurred in Texas (+20,200), followed by Indiana (+15,100) and California (+10,700).

The largest over-the-month decrease in employment occurred in New York (-14,000), followed by Missouri (-11,800) and Washington (-11,600). South Dakota experienced the largest over-the-month percentage increase in employment (+1.1 percent), followed by North Dakota (+0.9 percent) and Indiana, Kentucky, and Utah (+0.5 percent each).

Nevada experienced the largest over-the-month percentage decline in employment (-0.9 percent), followed by Alaska (-0.5 percent) and Maine, Missouri, and Washington (-0.4 percent each). Over the year, nonfarm employment increased in 46 states and the District of Columbia and decreased in 4 states. The largest over-the-year percentage increase occurred in North Dakota (+5.7 percent), followed by Utah (+3.0 percent) and Oklahoma (+2.7 percent). The largest over-the-year percentage decrease in employment occurred in Delaware (-0.7 percent), followed by Alaska (-0.5 percent) and Georgia (-0.4 percent).

Regional Unemployment (Seasonally Adjusted) The West continued to record the highest regional unemployment rate in December, 9.7 percent, while the Midwest and Northeast reported the lowest rates, 7.9 percent each. Three regions experienced statistically significant over-the-month unemployment rate changes: the Midwest and South (-0.3 percentage point each) and the West (-0.2 point). Over the year, all four regions registered significant rate decreases, the largest of which was in the West (-1.3 percentage points).

Among the nine geographic divisions, the Pacific continued to report the highest jobless rate, 10.4 percent in December. The West North Central again registered the lowest rate, 6.1 percent. Six divisions experienced statistically significant unemployment rate decreases over the month. The largest of these occurred in the East South Central (-0.4 percentage point). Seven divisions recorded significant rate declines from a year earlier, the largest of which was in the Pacific (-1.3 percentage points). No division reported an unemployment rate increase from December 2010. State Unemployment (Seasonally Adjusted) Nevada continued to record the highest unemployment rate among the states, 12.6 percent in December. California posted the next highest rate, 11.1 percent. North Dakota again registered the lowest jobless rate, 3.3 percent, followed by Nebraska and South Dakota, 4.1 and 4.2 percent, respectively.

Twenty-four states reported jobless rates significantly lower than the U.S. figure of 8.5 percent, 8 states and the District of Columbia had measurably higher rates, and 18 states had rates that were not appreciably different from that of the nation.  Eighteen states experienced statistically significant over-the-month unemployment rate declines in December. The largest of these were in Alabama (-0.6 percentage point) and Michigan (-0.5 point). The remaining 32 states and the District of Columbia recorded jobless rates that were not measurably different from those of a month earlier, though some had changes that were at least as large numerically as the significant changes. (See table B.)

Nevada registered the largest jobless rate decrease from December 2010 (-2.3 percentage points). Twenty-one additional states reported smaller but also statistically significant decreases over the year. The remaining 28 states and the District of Columbia recorded unemployment rates that were not appreciably different from those of a year earlier.

Nonfarm Payroll Employment (Seasonally Adjusted) In December, eight states recorded statistically significant changes in employment, five of which were increases. The statistically significant job gains occurred in Indiana (+15,100), Kentucky (+8,400), Utah (+6,400), South Dakota (+4,600), and North Dakota (+3,800). The statistically significant declines in employment occurred in Missouri (-11,800), Washington (-11,600), and Nevada (-9,800). (See tables D and 5.) Over the year, 28 states experienced statistically significant changes in employment, all of which were increases. The largest increase occurred in California (+263,200), followed by Texas (+204,500) and Florida (+113,900).

Responsibilities for this position include:

This Process Engineer will work closely with different plant groups to support the continuous improvements of the plant. Participation in the implementation of projects that improve efficiency. Support operations by unit troubleshooting and supporting turnarounds. Support environmental monitoring and emissions calculations. Participate in PHA studies and support operations planning and business units by maintain the units economic model.

Requirements:

Requires a BS in Chemical Engineering with a minimum of 2 years in a PSM regulated facility, preferable refnining of petrochemicals. Process Design experience using ASPEN or PRO II. Looking for a self-starter with excellent communication skills.

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“Revised figures show that adding the new Leading Credit Index™, in conjunction with other changes, makes the LEI a more accurate predictor of U.S. business cycles since 1990,” said Ataman Ozyildirim, economist at The Conference Board. “The improvement is especially pronounced before and during the 2008-2009 recession, and during the current expansion. In December, the LEI for the U.S. increased again. The gain was widespread among the leading indicators, suggesting economic conditions should improve in early 2012. However, the LEI gain in December was held back by negative contributions from the new Leading Credit Index – which indicates weak credit and financial conditions — and from consumer expectations for business and economic conditions.”

Added Ken Goldstein, economist at The Conference Board: “The CEI and other recent data reflect an economy that ended 2011 on a positive note and the LEI provides some reason for cautious optimism in the­ first half of 2012. This somewhat positive outlook for a strengthening domestic economy would seem to be at odds with a global economy that is losing some steam. Looking ahead, the big question remains whether cooling conditions elsewhere will limit domestic growth or, conversely, growth in the U.S. will lend some economic support to the rest of the globe.”

U.S. industrial manufacturers expect continued domestic and international growth in 2012, although forecasts have fallen below 2011 actual growth rates, according to the findings of the Q4 2011 Manufacturing Barometer released today by PwC US.  While uncertainty still prevails and own-company revenue expectations have moderated, optimism about the worldwide economy rose in the fourth quarter of 2011, including a notable improvement in sentiment regarding prospects for the U.S., as compared to an all-time low in domestic sentiment in the third quarter of 2011.  In addition, U.S. industrial manufacturers continue to forecast increased investment spending in the year ahead, including major outlays in operational spending.  Plans for merger and acquisition (M&A)activity also increased, and there was significant emphasis on expansion into new markets. 

Optimism regarding the prospects of the U.S. economy over the next 12 months rose to 30 percent in the fourth quarter of 2011 – up from only 5 percent in the third quarter of 2011 – and 28 percent of respondents believe that the U.S. economy grew in 4Q 2011, up 21 points from the prior quarter. However, the majority of respondents, 57 percent, remain uncertain, rather than outright pessimistic.  Among U.S. industrial companies operating abroad, uncertainty also remains high at 64 percent, with 36 percent believing that the world economy is declining and 48 percent reporting that they saw no change.  However, 16 percent of respondents marketing abroad view the world economy as growing in the fourth quarter of 2011, up 9 points from the prior quarter.

“While forecasts remain guarded with growth rates trailing prior year actual performance, optimism about the worldwide economy increased among U.S. industrial manufacturers in the fourth quarter of 2011,” said Barry Misthal, global industrial manufacturing leader for PwC.  “Despite the improved sentiment, however, the majority of U.S. industrial manufacturers remain cautious regarding the outlook ahead.  Expectations for moderate growth in 2012 appear to be balanced by healthy cash levels, improving gross margins and continued strategic investment spending among the major industrial manufacturers.  Management teams continue to seek avenues to expand globally and gain market share, while carefully managing their risk exposure.”

Growth
Although the projected average growth rate for own-company revenue for 2012 was lowered from 5.0 percent in the prior quarter to 4.4 percent in the fourth quarter of 2011, 83 percent of respondents expect positive revenue growth for their own companies in the year ahead, while 7 percent expect growth to be negative and 10 percent expect no growth. With regard to the international contribution, industrial manufacturers continue to expect international sales to deliver 38 percent of total company revenue in 2012, the same as the prior quarter and one year ago.

“While optimism about the international economy remains well below sentiment recorded in last year’s fourth quarter, expected sales contributions from overseas operations remain identical with prior year levels,” added Misthal.  “At the same time, plans for spending and M&A activity continue to be a major international focus over the next 12 months.  Given ongoing issues facing Asia and Europe, these findings may point to a stabilization of sentiment regarding the global outlook.”

Looking back at full year 2011, the composite average growth estimate for own-company calendar year revenue growth was 5.3%, down slightly from 5.6% projected in the third quarter survey.  Eighty-seven percent of respondents said they had positive own-company growth in 2011, with 19 percent forecasting double digit gains and 68 percent projecting single digit gains.  Eight percent were negative, while only 5 percent had zero growth.

Spending
Over the next 12 months, 67 percent of industrial manufacturing panelists plan major new capital investments, up 12 points from the third quarter of 2011.  The level represents the highest in the past five quarters, with two-out-of-three U.S. industrial manufacturers planning spending.  However, the average level of new investment spending is expected to be lower at 4.2 percent of sales, in comparison to 5.9 percent in the third quarter of 2011.  Ninety percent of respondents plan to increase operational spending, an increase of 5 points from the previous quarter.   Increased operational spending is cited for new product or service introductions (57 percent), information technology (50 percent) and business acquisitions (40 percent).  Forecasts for research and development spending declined 8 points to 40 percent from 48 percent in the third quarter of 2011, while spending forecasts pertaining to marketing, sales promotion and advertising remained low.

M&A
On the M&A front, 38 percent of industrial manufacturers say they planned activity, with virtually all of them seeking to pursue acquisitions.  Forty percent plan for expansion into new markets abroad, and 40 percent plan new joint ventures. The number planning strategic alliances rose to 35 percent, and new facilities abroad increased to 32 percent.

“The increase in planned operational spending, as well as M&A activities reflects an ongoing focus among U.S. industrial manufacturers in investing for  growth in the face of an uncertain global outlook,” added Misthal.  “In addition, industrial manufacturing companies have continued to build liquidity, while taking steps to improve margins and provide ample support for investment in growth initiatives with a global focus.”

During the fourth quarter of 2011, 38 percent of respondents reported higher gross margins, while only 15 percent said they were lower, for a net gain of 23 percent.  These results are up 15 points from the third quarter of 2011, despite a continued high level of costs.  In fact, 32 percent of U.S.-based industrial manufacturers reported higher costs, while 15 percent reported cost reductions, for a net plus of 17 percent, 11 points below the third quarter.  In addition, 30 percent raised prices, but 8 percent lowered them, for a net plus 22 percent reporting higher prices, up 12 points from the third quarter.

Employment
Looking at the employment picture, 37 percent of respondents plan to add employees to their workforces over the next 12 months, off 1 point from the third quarter of 2011.  However, the net workforce composite projection rose from a minus 0.2 percent in the prior quarter to a plus 0.7 percent, representing modest gains and a break from what had been a declining hiring pattern in past surveys.   Among those respondents planning to hire, the most sought after employees will be professionals and technicians (28 percent) and skilled workers (23 percent).  Interest in production workers declined to 13 percent, off 14 points from the third quarter of 2011.

Regarding expected barriers to business growth, legislative and regulatory pressures were cited most by respondents at 50 percent.  Lack of demand and oil/energy prices were next at 47 percent, with both being down from the previous quarter.  Taxation concerns dropped 7 points to 33 percent, while concerns about decreasing profitability fell sharply to 18 percent.

“The success of U.S. industrial manufacturers in increasing operating profitability remains a major bright spot in the prolonged challenging global marketplace,” added Misthal.  “In the fourth quarter PwC Manufacturing Barometer, concerns about profitability holding back growth were the lowest in over 12 months, highlighting the fundamental strength of U.S. manufacturers in spite of ongoing sales pressures and intense global competition.”

Special Topic: Supply Chain and Global Operations
U.S. industrial manufacturers continue to focus on improving company supply chains globally.   According to the fourth quarter PwC Manufacturing Barometer, three quarters (77 percent) of industrial manufacturers surveyed believe it is very or extremely important to the growth of their global businesses to improve their companies’ supply chain over the next two to three years.

Forty three percent of respondents confirmed it is very/extremely important to improve their companies’ globalized product development operations, while 40 percent sited their supply base and 39 percent cited their manufacturing footprint as major priorities.  In addition, 75 percent of respondents confirmed definite plans for major/minor improvement of their globalized distribution systems over the next 12 to 18 months.

Moreover, 78 percent of industrial manufacturers surveyed believe their current business is scalable to meet global requirements at target performance levels over the next two to three years – 50 percent definitely and 28 percent probably.  The majority (52 percent) of respondents envision the need to rethink and/or reprioritize their companies’ manufacturing core competences to grow and optimize their business during the next two to three years.  Overall, 57 percent of industrial manufacturers see a need to partner in new ways with their strategic suppliers to grow and optimize their business over the next two to three years.

To view the complete Manufacturing Barometer report, visit http://www.pwc.com/manufacturing-barometer. For information about other Barometer surveys, including recent economic trend data and topical issues, visit http://www.barometersurveys.com.