Sebastião Martins

Sonangol E.P.


Sebastião Pai Querido Gaspar Martins, Chairman of the Board of Directors, Sonangol E.P., has 40 years of industry experience and is part of the first post-Independence generation of trained professional in the sector. His career includes Executive Administrator of the Board of Directors of Sonangol E.P. (2017–19), Chairman of the Board of Directors of Somoil (2015–17), Member of the Board of Directors of Sonangol E.P. (2010–15), Chairman of the Board of Directors and of the Executive Council (2000–10) and General Director of Sonangol P&P (1999-2000), Head of the Production Division, Production Reservoirs Direction (1989-1993) and Production Engineer of the Production and Reservoirs Direction at Sonangol U.E.E. (1980–86), and Production Supervisor at FINA Petroleum of Angola (1979–1980). Mr. Martins graduated with a degree in mining engineering from Agostinho Neto University. He holds several diplomas in the petroleum sector from Agip’s Enrico Mattei Institute, Cabinda Gulf Oil Company, and Berlitz School, Houston. He is fluent in English, French, and Italian.

Sessions With Sebastião Martins

Tuesday, 2 March

  • 07:30am - 08:00am (CST) / 02/mar/2021 01:30 pm - 02/mar/2021 02:00 pm

    Strategic Dialogue

    NOC Strategies for the Future

    Panel Markets/Economics/Strategy Upstream Oil & Gas Energy Transition/Climate & Sustainability Gas & LNG
    National Oil Companies (NOCs) are essential anchors, from both economic and energy security perspectives. Their mandates have grown, as well as their complexities, in dealing with the 2015 downturn in oil/gas prices, the growing role of an energy transition, and now the COVID-19 pandemic. With domestic resources maturing, coupled with portfolio rebalancing of the industry, what strategies do NOCs need to adopt for the future? How has the COVID-19 pandemic and the resulting downturn in oil/gas prices impacted near-term priorities? How does the changing competitive landscape impact investment outlooks? What technologies and partnerships are necessary to develop the next wave of technically challenging resources? Are the right levers in place to attract and retain investor capital? What else needs to change? How do NOCs create balance between focusing on core E&P and navigating the energy transition?