• CERAWEEK 2025 | March 10-14, 2025
  • CERAWEEK
  • March 10 - 14, 2025

Omar Al Suwaidi

Abu Dhabi National Oil Company (ADNOC)

Director, Executive Office

Omar Al Suwaidi is The Executive Office (TEO) Director at the Abu Dhabi National Oil Company (ADNOC). The TEO provides the Group CEO with strategic business and market insight to support the decision making process and planning across the ADNOC Group. Prior to commencing this role on 1st May 2017, Mr. Al Suwaidi was Gas Management Director at ADNOC, where he was responsible for maximising the value and profitability of ADNOC’s gas resources, while ensuring supply sustainability and meeting future domestic demand through a holistic gas master plan. He managed interests across ADNOC Gas Processing, ADNOC Sour Gas and ADNOC Industrial Gases subsidiaries, and was responsible for all midstream activities in Abu Dhabi. Prior to these positions, Mr. Al Suwaidi held key strategy roles within ADNOC’s upstream and midstream activities. He has led several exploration, development and operational activities, concessions and joint venture set-ups. He is a member of the Board of Directors of ADNOC Offshore. Mr. Al Suwaidi has 28 years of experience working across ADNOC Group assets. Fluent in Arabic and English, he holds a Bachelor Degree of Science in Geological Engineering from the Colorado School of Mines in the United States.

Sessions With Omar Al Suwaidi

Tuesday, 12 March

  • 07:30am - 08:40am (CST) / -

    National Oil Companies: Repositioning portfolios for growth
    Panel Oil

    NOCs continue to have a growing list of mandates that require a balancing act between increased domestic responsibilities across the energy value chain, attracting new investment/partners within domestic upstream, while also pursuing a renewed international growth phase. These shifting priorities, at a time of continued industry volatility, could have a marked impact on upstream investment/production, from a company, country, and regional perspective. What are the near-term priorities shaping decisions in upstream? Are NOCs shifting toward diversification or specialization in their respective portfolios? What partnership models are being considered to achieve success at home and abroad? How central is technology and innovation in making portfolio decisions?