• CERAWeek
  • March 18 - 22, 2024

Karl Johnny Hersvik

Aker BP

Chief Executive Officer

Karl Johnny Hersvik, Chief Executive Officer, Aker BP, has held this position since May 2014. Prior to joining Aker BP, he served as Head of Research for Statoil. Mr. Hersvik has held a number of Specialist and Executive positions with Norsk Hydro and StatoilHydro. He currently holds a number of Directorships, all focused on promoting cooperation between industry and academia. Mr. Hersvik speaks very passionately about disrupting and transforming the industry, particularly by embracing digitalization and deploying strategic data sharing. Mr. Hersvik talks about his strategic improvement agenda and how industrial companies can survive the industry’s volatility and thrive in a digitalized future.

Sessions With Karl Johnny Hersvik

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

  • 07:30am - 08:40am (CST) / -

    Digitalization: Innovating for lowest costs

    Panel Technology/Innovation

    “Digital Transformation” has become the latest must-have fashion accessory for oil & gas companies in recent years as they seek to assure shareholders of their ability to improve efficiency and embrace the vast set of opportunities emerging from massive (and growing) data resources, advances in computing power, sensors, advanced analytics, and AI. Some great strides have been made in reducing structural costs in both conventional upstream and unconventional projects. But in practice, what are the full range of innovations that have had impact? How much further impact can innovation have on reducing project and operating costs? What is the interplay needed between digital technologies, traditional E&P technologies, and changes in operating models and organizational models to realize these further gains?