Name: 'No Silver Bullets' in Decarbonization Strategy: Chevron CEO
Uploaded: 2025-12-09T19:41:00Z
Duration: 4 min 8 s
Description: Chevron CEO Mike Wirth details the company's dual strategy for tackling CO2 reduction: aggressively cutting internal emissions while investing capital in future-focused, low-carbon technologies such as hydrogen and nuclear.

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Chevron CEO Mike Wirth details the company's dual strategy for tackling CO2 reduction: aggressively cutting internal emissions while investing capital in future-focused, low-carbon technologies such as hydrogen and nuclear. Photo: WSJ Leadership Institute

https://m.wsj.net/video/20251209/bd45f447-7cce-45c1-8ce4-383fa9e73c69/1/hls/manifest-hd-wifi.m3u8

Chevron CEO Mike Wirth details the company's dual strategy for tackling CO2 reduction: aggressively cutting internal emissions while investing capital in future-focused, low-carbon technologies such as hydrogen and nuclear.

'No Silver Bullets' in Decarbonization Strategy: Chevron CEO

What is your responsibility as a company to try and shift energy production in a direction that will help the climate?

Well, first thing we do is we reduce our own emissions, and so we've always done that for years. First-criteria pollutants and now greenhouse gas emissions. We've made commitments. We've reduced emissions on both oil and gas production by over 40% in less than a decade. We've invested in technologies that can help contribute to lower carbon parts of the economy. We've got carbon capture and storage facilities up and running sequestering millions of tons a year of CO2. We're in the process of starting the world's largest, one of the three largest green hydrogen facilities on the planet, and in fact, it'll have the largest hydrogen storage of any facility in the world.

Yeah.

And it'll have, this one site in Utah will store more energy than two to three times all the grid-connected batteries in the entire United States.

So this gets back to that question of capital allocation. How do you decide how much of your capital to devote to those more future-focused carbon reduction?

Yeah, so we start with things where we have some reason to believe that we can create shareholder value. We've got skills and competency. So we didn't go into wind or solar because we're not a turbine manufacturer. Installing wind and solar doesn't take unique skills, so we didn't bring any value to that. We've not gone into merchant power generation because they're very good incumbents that can integrate into the power system. So we worked on things to leverage our capabilities, our customers, our value chains, and such things like hydrogen, both green and blue hydrogen, carbon capture and storage, geothermal, where there's some interesting work that's going on. Biofuels, the US, second-largest producer of bio-based diesel, and so we worked on things that are extension of our core capabilities, and then the second criteria is things that have the ability to compete and meet customer needs without relying on long-term subsidies. There's certainly a case for subsidies or other forms of government policy to help technologies get established, bring them down the cost curve, but over time, we need to invest in things that can compete and deliver return on capital without relying on subsidies.

And so which of those is most likely to break through? You talked about hydrogen. You talked about carbon capture. You talked about geothermal. Where do you put the most hope?

Yeah, they all struggle right now on an unsubsidized basis. They all require some form of policy. Biofuels have been around the longest, and I think are the most well-established. There's something called the Renewable Fuel Standard, which came during the Bush '43 administration, which has been around for a long time now. It fuses agriculture policy and energy policy, and that's a well-established market. Hydrogen's proven to be very difficult. You're fighting the laws of thermodynamics at a huge scale there. Geothermal, I think, offers some real promise. It's early days for some of the novel and advanced geothermal, but we're excited about that. And carbon capture and storage kind of sits in the middle of all of that.

So there's not one of them that you say, this is the answer?

There's no silver bullets. We need it all. I mean, you know, it used to, I think, be kind of fashionable across both sides of the aisle to say, an all-of-the-above energy policy is what we need. We then got into an exclusionary policy. We're ruling out solutions, and we need to rule solutions in. We need nuclear.

Yeah.

I mean, nuclear is beginning to have a lot more support today than it once did, and we need it as a country and for the world. We need more support for nuclear, which is the ultimate low-carbon technology.

Alan: And what's your role in that?

We've got venture investments in companies that are working on fusion.

You do.

On small modular reactors. If we're gonna decarbonize some of our remote facilities in the world, small modular nuclear would be a wonderful solution for us.

Yeah.

The WSJ Leadership Institute Presents: Leaders. A new podcast series bringing you revealing conversations with top executives shaping business today. Hosted by Alan Murray, president of the WSJ Leadership Institute, the series goes beyond headlines to explore how leadership really works in times of upheaval, transformation, and uncertainty. Our first episode was released Monday, Sept. 22, at 5:00 a.m. ET, with new episodes every other Monday.