P&ES boardroom overlooking offshore operations

Board Members

Oversight that can read a barrier test and a ledger.

The board exists to hold operations, capital administration and transition work to the same standard: named owners, documented decisions, no gap between report and reality.

What the board actually does

It does not run the rig. It does not post a deposit. It sets the gates that both of those activities must pass: safety, integrity of records, and whether a transition project is engineering or stationery.

Committees cover audit and risk, HSE, and participation terms. Minutes are written so a later reviewer does not have to reconstruct intent. A board that cannot explain a no-vote is not governing.

Independence is a working condition

Independent members exist to refuse a programme that cannot name its hold-points. Tenure in the industry is useful. Captivity to a date is not.

HSE reporting reaches the board without being edited into a green dashboard. A red gate stays red until evidence changes colour.

Capital and conscience in the same minute

Investor administration is not a side-hustle. The board sees how deposits are evidenced, how withdrawals are queued, and where a file is incomplete. Portal convenience never outranks verification.

Transition capital is treated with the same suspicion as a new well: resource, interconnection, offtake, then enthusiasm.

Leadership

The directors and officers of Petroleum & Energy Surges are expected to hold a high ethical line. The board oversees the company and follows clear rules of governance. Members bring senior-level business experience, plus backgrounds in science, engineering, research, public policy, finance, reporting, international work, environmental issues, large-scale change, and service on other company boards.

Directors and Officers

Donald Moore

Chief Executive Officer

Christian Shaper

Executive Vice President

Marie Vimard

Chief Financial Officer

Dominik Reith

Chief Sustainability Officer

Marie-Claude McIntyre

Chief Ethics and Compliance Officer

Alexander Foster

Chief Safety and Risk Officer

Sumeet Devansh

Chief Information Officer

Patricia K. Becker

Chief Audit Officer

Jonathan Scott

Chief Marketing Officer

Philippe Lalleman

Head of Real Estate

Feuer Mathews

Chief Technology Officer

Chris R. Simon

General Manager

Burianm Dong-Hyun

Assistant General Manager

Graham Reuter

Project Manager

Mari Peterman

Account Manager

Amal Del Vanessa

Corporate Secretary

LEADERSHIP AND GOVERNANCE

Leadership Guided by Purpose and Accountability

Petroleum & Energy Surges is guided by a Board of Directors and leadership team committed to responsible governance, ethical decision-making, and the long-term success of the business.

Our leaders bring experience from across operations, engineering, technology, finance, sustainability, risk, compliance, and global business. Together, they provide the direction and oversight needed to support sound decisions in a changing energy landscape.

Strong governance helps us remain focused on what matters: protecting people, serving customers, managing risk, creating value responsibly, and maintaining the trust of our stakeholders.

We believe effective leadership combines clear strategy with accountability. Our Board and officers work to ensure that our values are reflected in the way we operate, grow, and respond to future opportunities.

Experienced leadership, ethical governance, and responsible oversight form the foundation for sustainable progress.

OUR LEADERSHIP FOCUS

How We Lead

Strategic Direction

We set a clear course for sustainable growth, integrated energy solutions, and long-term value for customers, employees, and stakeholders.

Ethical Governance

We uphold high standards of integrity, transparency, compliance, and accountability across every level of the organization.

Operational Excellence

We guide the business with a focus on safety, quality, efficiency, and disciplined performance across our operations and services.

Risk and Resilience

We identify and manage operational, financial, safety, and market risks so that the business remains prepared, resilient, and responsible.

Innovation and Transformation

We encourage technology, new ideas, and connected ways of working that help us respond to changing customer and energy-market needs.

Stakeholder Trust

We remain accountable to the people and communities connected to our business by communicating clearly and acting in their long-term interests.

Our leaders are committed to building a business that performs with purpose, acts with integrity, and creates lasting value for the future.

Corporate leadership and energy operations

OUR LEADERSHIP

Purposeful Decisions. Lasting Value.

Guiding Petroleum & Energy Surges with experience, accountability, and a clear vision.

Strong governance for responsible growth and a more resilient energy future.

Headquarters that houses the board and operating units

In practice

The sea is visible from the table for a reason.

Decisions about offshore work are easier to keep honest when the water is in the window. The boardroom is not a retreat from operations. It is a place where operations can be refused.

Papers arrive with owners. Papers without owners are not discussed.

Capability notes

What this work actually covers.

Chair

Independent oversight of strategy, capital discipline and the stop-work culture.

Operations

Drilling, field services and integrated campaigns — competence as a gate.

Finance & records

Portal administration, contracts and the file that matches the wallet.

HSE & integrity

ISO 45001 alignment, hold-points and environmental controls.

Energy transition

Interconnection, offtake and intensity reduction without abandoning reliability.

Independent members

People who can say no when a gate has not been met.

Operators ask

Straight answers before a briefing.

Are biographies published?

Roles and duties are. Celebrity CVs are not a control. Competence is evidenced in minutes and in campaigns.

How often does the board meet?

On a planned cycle, and whenever a gate fails that the executive cannot release alone.

Does the board approve every well?

No. It approves the standard. Units approve wells that fit the standard. Exceptions escalate.

Can investors address the board?

Through the portal and administration. Direct lobbying of a director is not a process.

Records the board expects to be able to open

From the field

Photographs of the work, not stock theatre.

How energy companies actually work

Six facts every briefing should be able to say out loud.

A well is a system of barriers

Primary barrier is usually hydrostatic — the mud column. Secondary is mechanical — the BOP. If either is unproven, the bit does not turn.

Offshore and onshore fail differently

Offshore is weather, marine spread and the stack. Onshore is access, water, pads and neighbours. Do not copy a jack-up plan onto a land pad.

Hold-points are cheaper than incidents

A hold-point is a named gate with a criterion and an owner. ISO 45001 is the management-system language. A poster is not.

Transition is still a live-plant job

Solar on a producing location still needs isolations, lifting and SIMOPS. Reliability first. Intensity reduction second.

Records must match the steel

Investor administration uses the same idea as well control: nothing posts without evidence.

Communities are an operating condition

Roads, noise, local workforce and grievance routes belong in the mobilisation pack.

Safety as an operating condition

If a gate cannot stop the date, it is decoration.

P&ES treats competence, barriers, SIMOPS and return-to-service as hold-points. Digital tracking names who released the step. Stop-work is not insubordination.

The energy system