• CERAWeek
  • March 18 - 22, 2024
  • About

Balaji Krishnamurthy


Vice President, Strategy & Sustainability

Balaji Krishnamurthy, 45, is corporate vice president of Strategy & Sustainability, a role he assumed in October 2022. In this role, Krishnamurthy is responsible for guiding development of the company’s key strategies, including capital allocation and sustainability efforts. Most recently, Krishnamurthy served as president of Chevron Canada Limited, where he oversaw the company’s upstream interests in Canada. Prior to that, Krishnamurthy was the general manager of the Corporate Transformation and Integration Management Office. In that capacity, he oversaw the enterprise transformation effort and led the Noble Energy integration. Krishnamurthy joined Chevron Technology Ventures in 2002 as an experienced hire and has held numerous positions of increasing responsibility in project management, decision analysis, asset development, asset operations, corporate strategy, and business unit leadership. The majority of his career has been in Upstream international business units supporting operations in Angola, Canada, Kazakhstan, and Thailand, and corporate headquarters in San Ramon, CA. Krishnamurthy earned a Bachelor’s degree in chemical engineering and electrochemical engineering from the Central Electrochemical Research Institute in India, a Master’s degree in materials science and engineering from the University of Florida, and a Master’s in business administration from the University of Texas at Austin.

Sessions With Balaji Krishnamurthy

Tuesday, 7 March

  • 11:55am - 12:45pm (CST) / 07/mar/2023 05:55 pm - 07/mar/2023 06:45 pm

    Supply Chain Disruption in an Era of Inflation & Transition

    Upstream Oil & Gas
    Capital and operating costs have experienced high inflation over the past year, not only in upstream oil and gas developments but also for a variety of energy transition technologies as well. Supplier priorities shifted as they adapted to a low-demand environment, and with the sudden rush of orders operators are facing unexpectedly high costs and long lead times, both of which have had a severe impact on the economic viability of their projects. How are procurement strategies changing? How will supply chains need to adapt? What strategies may operators take to mitigate risk and reduce costs?