Mark Little

Suncor Energy

President & Chief Executive Officer

Mark Little is president and chief executive officer of Suncor Energy Inc. Mark joined Suncor in 2008 as senior vice president, Strategic Growth and Energy Trading before becoming the senior vice president of integration following Suncor’s merger with Petro-Canada. Mark has also served as senior vice president, International and Offshore; executive vice president, Oil Sands; executive vice president Upstream; president, Upstream; and chief operating officer. In these roles, Mark’s accountabilities have spanned from operations in the Wood Buffalo region to operations in offshore East Coast Canada, the North Sea, and international onshore operations in Latin America, North Africa and the Near East, where he oversaw significant improvements in efficiency and performance, as well as portfolio growth. Mark has over 34 years of international energy industry experience, including 23 years at Imperial/Exxon. A previous member of the Accenture Global Energy Board and formerly the Chair of Syncrude Canada, Mark is a current member of the board of governors of the Canadian Association of Petroleum Producers (CAPP) where he also serves as a member of the Executive Committee and the Oil Sands CEO Council. In June 2020, Mark was named Resources of the Future chair on the Government of Canada’s Industry Strategy Council.

Sessions With Mark Little

Tuesday, 2 March

  • 11:20am - 11:50am (CST) / 02/mar/2021 05:20 pm - 02/mar/2021 05:50 pm

    Plenary

    Future of Global Upstream

    Panel Markets/Economics/Strategy Upstream Oil & Gas
    Despite the impression one gets from reading the news, upstream is not dead. It is the cash cow for most oil and gas companies, and that cash is paying for portfolio rebalancing toward renewables. Still, the upstream business is changing radically. Upstream and the oil and gas business is continuing its evolutionary path, one where the overall industry is shrinking. Key signposts include historical lows in spending and exploration drilling, service companies fighting for survival, and rampant consolidation. Recent drivers include investor sentiment around rates of return and the carbon footprint, and increased competition for market share while demand decreases globally. But this evolutionary process started several decades ago with independents divesting downstream assets first, followed by massive portfolio reductions as companies sought to better weather commodity cycles. This panel will feature three views on what the future of upstream means for companies with different geographies and strategies. What are common and divergent themes? What will it take to be competitive in the future? How can companies plan for big, unforeseen market upheavals like COVID-19, the oil market price war, and the 2007–09 financial crisis?