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

Michael Stoppard

S&P Global

Chief Strategist Global Gas

Michael Stoppard, Chief Strategist, Global Gas, Energy, at S&P Global, and Vice Chair of S&P Global CERAWeek, is a member of the Energy Research Council overseeing thought leadership across global energy and has over 20 years of experience specializing in the international gas business. He is responsible for the development and coordination of the S&P Global global and interregional coverage of gas markets and LNG. Previously, Mr. Stoppard led the global gas team at Cambridge Energy Research Associates (CERA), prior to its acquisition by IHS Markit. He is the author of numerous IHS Markit reports, including “Challenge and Change in the EU-Russia Gas Relationship”; “The Energy Investment Imperative in Europe”; and “Methane Hydrates Breakthrough: The next game changer or a major step on a longer road?” He was a co-author with Daniel Yergin of “The Next Prize,” published in Foreign Affairs. Prior to joining IHS Markit and its predecessor CERA, Mr. Stoppard was a research fellow at the Oxford Institute for Energy Studies. In addition, he served as a Parliamentary Special Advisor on energy regulation for the House of Commons Trade and Industry Committee in the United Kingdom.  Mr. Stoppard holds an honors degree from the University of York.

Sessions With Michael Stoppard

Tuesday, 10 March

  • 11:30am - 12:30pm (CST) / -

    Asian Gas Market Liberalization
    Upstream Oil & Gas

    With the goals of improving market efficiency, increasing competition, and reducing prices, many Asian gas markets are pursuing market liberalization reforms. How can policy makers further advance market reforms? How will stakeholders and incumbent companies react? What opportunities may entice new players to these markets?

Wednesday, 11 March

  • 09:15am - 09:55am (CST) / -

    Plenary - Gas in the New World of Competition
    Upstream Oil & Gas

    Natural Gas is a growing business both in North America and internationally, but prices and margins are under pressure. Finding value pools in the value chain is critical. How do companies create sustainable value from the US shale revolution? Where are the opportunities in the mid- and downstream value chain? Which geographies have an advantage in a competitive world, both internationally and in North America?