Bruce Niemeyer

Chevron Corporation

Vice President, Strategy & Sustainability

Bruce L. Niemeyer, 60, is corporate vice president of Strategy and Sustainability for Chevron Corporation, a role he assumed in 2018. He is responsible for guiding development of the company’s key strategies, including capital allocation and sustainability efforts. Prior to his current role, Niemeyer served as vice president of Chevron’s Mid-Continent business unit from 2013 to 2018. In that role, he was responsible for developing assets in the mid-continent United States, including significant Permian assets in Texas and New Mexico. Niemeyer was vice president of the Appalachian/Michigan business unit from 2011 to 2013, where he led the company’s development of natural gas from shale in the northeast U.S. Prior to that, he served as general manager of strategy and planning for Chevron North America Exploration and Production Co. Niemeyer is a member of the Oxford Energy Policy Club. Niemeyer joined Texaco in 2000 from Atlantic Richfield Co. He earned a bachelor’s degree in petroleum engineering from the Colorado School of Mines and is a registered petroleum engineer in the state of California.

Sessions With Bruce Niemeyer

Tuesday, 8 March

  • 03:35pm - 04:15pm (CST) / 08/mar/2022 09:35 pm - 08/mar/2022 10:15 pm

    Company Strategies: From lower carbon to net-zero carbon

    Panel Hydrogen/Clean Tech & Power Finance & Investment/Trading & Risk Management/ESG

    The oil and gas industry remains at the center of the energy transition discussion, with growing attention from policymakers, capital markets, and the public. In response, the oil and gas industry has emphasized low-carbon strategies. Although most are implementing an energy transition strategy, there are significant differences in pace, portfolio choices, and scale. Stated targets and strategies for Scopes 1, 2, or 3, raise concerns from the industry, governments, and capital markets. Capital reallocation away from traditional oil and gas business has potential implications for energy security, supply, and prices. While investors demand transition progress, recent share price performance does not indicate correlation between low-carbon strategies and investor interest. How can the oil and gas sector participate in—and contribute to—the energy transition? What do low-carbon strategies look like for oil and gas companies, and how are companies allocating capital? Amid the recent rise in commodity prices, will companies change course and reemphasize oil and gas in their portfolios? Could underinvestment in oil and gas delay transition to a net-zero economy by constraining supplies/raising prices of necessary materials?