• CERAWeek
  • March 18 - 22, 2024

Katie Jackson

Shell

Executive Vice President, Global Strategy & Business Development

Katie Jackson is Executive Vice President, Commercial & NBD at Shell. She began her career at Shell in 1994 as a Drilling Engineer, followed by five years in oil and gas investment banking with UBS, based in London and Houston. In 2005, Katie joined Anadarko, where she was VP, Corporate Development, responsible for M&A and US Business Development. She joined Statoil in 2010 initially as SVP, Corporate M&A, before returning to operations in the role of SVP, Development & Production for Europe and Asia with responsibility for upstream activities. In 2015, Katie joined BG Group as EVP for Global Business Development and Strategy, until the merger in February 2016. Since re-joining Shell, Katie has worked in Commercial and New Business Development, originally with regional responsibility for Europe and CIS where she oversaw several pieces of the $30 billion post-BG divestment program. Katie was promoted to her current role with global responsibility for Upstream and Integrated Gas in September 2018. She is based in The Hague. Katie holds an MA in Pure & Applied Biology from Oxford University. She was appointed as a non-executive director of the specialist engineering group IMI in July 2018. Her family live in London and she has two lively sons aged 11 and 9 years old.

Sessions With Katie Jackson

Tuesday, 12 March

  • 11:35am - 12:35pm (CST) / -

    Global Upstream Strategies: Diversification versus specialization

    Panel Oil

    Since the oil price drop in 2014, oil & gas companies have refocused their portfolios in search of cost competitiveness. As a result, more companies have become de-facto specialists for certain asset types or geographies (such as North American unconventionals, oil sands, integrated gas projects). Conversely, the energy transition is spurring some larger companies to diversify into low-carbon solutions. How will this dichotomy of specialization and diversification impact the design of future upstream portfolios? How will diversified players make their capital allocation decisions between quite different business segments? What impact will the energy transition have on each class of upstream players?