• CERAWeek
  • March 18 - 22, 2024

Maria Moræus Hanssen

DEA Deutsche Erdoel AG

Chief Executive Officer

Maria Moraeus Hanssen serves as Chief Executive Officer, DEA Deutsche Erdoel AG. Before joining DEA, Ms. Moraeus Hanssen has worked as Chief Executive Officer of ENGIE E&P International and Head of E&P Business Unit in the ENGIE Group in Paris for two years. She has held a broad spectrum of jobs in management and operations in the Norwegian oil and gas industry, including Investment Director at Aker ASA (2008–13); Senior Vice President, Gas Supply and Infrastructure, at Statoil ASA (2007–08); and Vice President/Offshore Installation Manager at Hydro ASA (2006–07). She is also the Deputy Chairman and the leader of the Audit Committee of the Supervisory Board of Yara International, a global leader in nitrogen-based fertilizer production. Ms. Moraeus Hanssen holds degrees from IFP School—École Nationale Supérieure du Pétrole et des Moteurs, and from the Norwegian University of Science and Technology.

Sessions With Maria Moræus Hanssen

Monday, 11 March

  • 07:30pm - 09:00pm (CST) / -

    North Sea: The revival continues

    Panel Oil

    After a record-breaking year for M&A in the North Sea in 2017, and 2018 not far behind on value and with a larger number of deals, 2019 has arrived with no let-up in activity, with a plethora of assets up for grabs and, seemingly, no shortage of interest from buyers. Why invest in this middle-aged arena? Has age diminished its charm, or made it more alluring? Private equity–backed companies have been keen buyers; Have they grown value, and how and when will they exit? Technical and commercial innovation are driving value; How have the “specialists” transformed the landscape? Are we kicking the decommissioning issue down the road?

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?