10 Houston companies clock in with best corporate cultures, says Forbes

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Houston Methodist boasts a great corporate culture. Photo via TMC.edu

Two of Houston's biggest medical institutions – Houston Methodist and MD Anderson Cancer Center – have just landed top-50 spots on Forbes' new ranking of "America's Best Employers for Company Culture." The report highlighted eight more Houston-area companies for their inspiring company culture.

Forbes partnered with market research firm Statista to survey over 218,000 workers at companies with at least 1,000 employees throughout the U.S, and relied on data from the past three years of employee surveys (with an emphasis on the most recent data and recommendations from current employees). Companies don't pay to be included, Forbes additionally noted.

Among the final list of 600 U.S. companies, 30 Texas employers were praised for providing "a unifying company culture that inspires a sense of purpose and loyalty among employees."

Houston Methodist climbed into the No. 15 spot nationally and outranked all other Texas companies on the list, while MD Anderson ranked 47th nationwide. Both institutions have dominated U.S. News' annual rankings of the best Texas hospitals for over a decade, proving exactly how having a great company culture can also improve the service provided to patients.

MD Anderson Cancer Center MD Anderson Cancer Center has been the No. 1 best cancer hospital in the U.S. for over a decade. Photo courtesy of KVUE

According to the report's research, employers with a successful company culture don't rely on "surface-level perks" such as free lunches, wellness apps, and flex days to inspire employee engagement. Instead, employers that focused on conflict resolution and coaching their managers saw a reduction in employee burnout and an increase in "perceptions of fairness and leadership care."

"In fact, the researchers noted that when 'senior leaders changed how they led — how they ran meetings, gave feedback, made decisions and responded to challenge — trust scores rose by an average of 26 percent,'" the report said.

The eight other Houston-area companies that earned national acclaim for their company culture are:

  • No. 220 – Stewart Info Services
  • No. 325 – BP
  • No. 332 – Baylor College of Medicine
  • No. 492 – Chevron Phillips Chemical, The Woodlands
  • No. 525 – Insperity
  • No. 558 – NRG Energy
  • No. 586 – Waste Management
  • No. 593 – LyondellBassell

Other Texas employers with great company culture:

Elsewhere in Texas, 15 North Texas companies and five Central Texas companies were included on Forbes' list of employers with the best company culture.

The three Austin-area companies that earned spots on the list include Austin Community College District (No. 56), Round Rock-based Dell Technologies (No. 207), and Keller Williams Realty (No. 352).

The two San Antonio-based companies that made the cut are beloved Texas grocery chain H-E-B (No. 445), and municipal electric utility company CPS Energy (No. 551).

The 15 Dallas-Fort Worth-based companies that made the list include:

  • No. 58 – The Container Store, Coppell
  • No. 73 – Lewisville Independent School District, Lewisville
  • No. 117 – Southwest Airlines, Dallas
  • No. 123 –Topgolf, Dallas
  • No. 170 – McKesson, Irving
  • No. 190 – Kimberly-Clark, Irving
  • No. 245 – Jacobs Solutions,Dallas
  • No. 312 – Brinker International, Coppell
  • No. 350 – Texas Health Resources, Arlington
  • No. 482 – Toyota North America, Plano
  • No. 562 – Dallas Area Rapid Transit (DART), Dallas
  • No. 567 – AT&T, Dallas
  • No. 569 – Energy Transfer, Dallas
  • No. 591 – American Airlines Group, Fort Worth
  • No. 597 – Aimbridge Hospitality, Plano
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This article originally appeared on CultureMap.com.

Building a strong learning culture and refining your strategies now will strengthen your current employees’ engagement and attract top-notch talent in the future. Photo via Getty Images

Learning culture fosters business success, per this Houston expert

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Employee training is often seen as synonymous with learning and development, but there are significant differences. Understanding the differences can help elevate your organization’s programs and foster a learning culture.

Training teaches employees to perform the core duties of their role, typically competency and task/skills-based learning. Training is usually leveraged when the goal is to elevate an employee’s performance in their current role.

Learning and development (L&D) programs give employees the resources to grow within their current role and ready them for their possible advancement into new positions and/or another role or function. This development should be a collaborative effort with the employee to support the employee’s growth goals. L&D programs build and strengthen your organization’s learning culture, which encourages employees to lean into the overall corporate culture and promotes employee engagement.

There are major benefits when developing L&D programs that impact business success, including:

Employee retention

Employee turnover occurs in every organization, regardless of the work culture. As we continue to maneuver a tight labor market, it is important to consider how each business initiative impacts employee retention. Leadership should not focus on L&D potentially preparing employees for their next position outside the organization. According to LinkedIn’s 2024 Workplace Learning Report, organizations with a strong learning culture saw a 57 percent boost in employee retention. It is much better to invest in and retain your current employees today to drive business success, rather than be forced to invest in constant hiring and onboarding initiatives. Investing in L&D shows your workforce that you value them and care about their future within the company. L&D is a sound investment in your most valuable resource, your people.

Upskilling and reskilling

Today’s labor market has brought increased attention to the value of upskilling and reskilling, with upskilling reducing the skill gaps and preparing employees to advance within your organization, while reskilling teaches employees how to perform an entirely new set of skills. Insperity’s 2024 Business Outlook Report surveyed small- and medium-sized businesses, finding that almost 75 percent either had or planned to introduce an upskilling strategy.

A learning culture is the foundation for upskilling and reskilling within your organization and creates agility in the talent within your business. Upskilling and reskilling opportunities can be individually customized to meet your employees’ career goals, skill sets and the needs of the organization. When members of your workforce experience upskilling and reskilling, others within the organization may be motivated to grow within the organization as well.

Employer branding

Information travels about your organization, whether good or bad. When there are ample L&D opportunities, it improves your employer brand and helps attract top talent who are looking for growth opportunities. A learning culture is a competitive advantage when competing for talent. When the competition does not invest in L&D, your business will stand out more to their employees and prospective candidates as an opportunity for growth and development.

Leveraging your L&D programs and knowing the opportunities available are important for recruiting success. Highlighting upskilling and advancement opportunities are especially important as many employees who choose to work with startups and small businesses want to have a hand in the company’s growth and success. It is also important to discuss how your organizational culture supports learning on the job.

Building a strong learning culture and refining your strategies now will strengthen your current employees’ engagement and attract top-notch talent in the future. Success in business always begins with a focus on your people.

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Karen Leal is performance specialist with Houston-based Insperity, a provider of human resources offering a suite of scalable HR solutions available in the marketplace.

In his new book, Houstonian Brad Deutser explores how increasingly important a sense of belonging is in the workplace. Photo via Getty Images

Houston innovator explores importance of belonging within the modern workforce

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Even in a highly digital, globalized world, the essence of business remains the same: a vibrant tapestry of people working together towards a common goal.

Regardless of how fractured business focus can become, people are at the center of everything that brings business success. And people all share in our fundamental human need to belong to something greater than ourselves and to experience a sense of community, support, and affiliation with others.

The intricacies of human connection underpin our collective drive for unity and purpose, which becomes profoundly disrupted when an organization loses sight of prioritizing its employees. To prevent the Great Disconnect from further eroding our people and forestalling the perils of losing their best and brightest people, leaders must cultivate a deep understanding of, and commitment to, fostering organizational belonging.

The recent groundbreaking study by the team behind Deutser's Institute for Belonging, incorporating the perspectives of nearly 15,000 employees, crystallizes this sentiment. Our results overwhelmingly indicate that an employee's sense of belonging outstrips both their perception of organizational culture and their salary as key determinants of engagement, satisfaction, and overall performance. Previously, employers believed the inverse to be true. This is a significant shift in the attitudes of the workforce.

Unless leaders devote considerable energy, time, and resources towards nurturing an organizational culture of belonging, they may risk depleting their most valuable asset: their people. This article delves into the intricate details of our research and the consequent implications for leadership, aiming to provide a blueprint for leaders to build an inclusive and empowering workspace.

In another of our studies with 275 employees, a staggering 90 percent affirmed the importance of experiencing a sense of belonging at work. Broadening our research to an expansive sample of 14,709 employees across diverse industries and roles, we found an undeniable correlation: individuals who experienced a sense of belonging exhibited significantly higher levels of engagement, job satisfaction, and effort. The most striking understanding about this work was that belonging predicts satisfaction, engagement, and commitment to the organization over and above employees’ views of the culture or strategy.

As leaders, we’ve seen a decades long placement of culture and strategy at the top — but it is belonging that really drives performance. Another adjunct study, employing an experimental design with 71 employees, validated that employees would willingly forego higher compensation and be more inclined to stay at an organization that nurtures their sense of belonging. In sum, organizations and leaders stand to gain substantially by investing in nurturing connections, empowerment, and unity among their teams.

In our survey research, conducted with a sample of 14,709 employees, we used a five-dimensional measure of organizational belonging, encapsulating:

  1. Acknowledgment and appreciation of individual opinions.
  2. Fostering a strong sense of team unity.
  3. Opportunities for professional growth within the company.
  4. Optimal alignment between job responsibilities and individual skill sets.
  5. Trust in leadership’s commitment to their welfare.

Although there are many definitions out there, we define belonging as where we hold space for something of shared importance. It is where we come together on values, purpose, and identity; a space of acceptance where agreement is not required but a shared framework is understood; where there is an invitation into the space; an intentional choice to take part in; something vital to a sense of connection, security, and acceptance.

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Brad Deutser is the founder and CEO of Deutser, a Houston-based consulting firm, and author of BELONGING RULES: Five Crucial Actions that Build Unity and Foster Performance. Isabel Bilotta is managing consultant and head of learning and innovation at Deutser's learning initiative.

Whether it's the “Great Resignation” or the “Great Reallocation,” here's what you need to know about the pandemic's lasting effects on the workforce. Photo via Getty Images

Houston expert: Here's how the pandemic affected the workforce

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The pandemic has altered many aspects of American life, but perhaps none as much as the way Americans work – or, if they work at all. One startling phenomenon resulting from the pandemic is a massive exodus of people leaving the workforce. On average, around 4 million employees quit their jobs each month in 2021, with resignations accelerating toward the end of last year and hitting a record 4.5 million in November.

These mass departures have created an imbalance in the labor market. As of December 2021, there were 10.9 million job openings in the United States, but only 6.3 million unemployed workers. This imbalance has contributed to the supply chain issues that have plagued many industries, as well as to some of the wage and price inflation we are seeing. Inflation has been rising while our labor force participation rate has plummeted to 61.9 percent, back to around where we were in the mid-1970s. In other words, only about 3 out of 5 working-age adults are actually working.

Embedded in the resignation data are really two types of people: those who are leaving the workforce permanently, and those who are leaving their current jobs for better, or more flexible, work. If the former group refers to a trend dubbed the “Great Resignation,” the latter is more aptly described as the “Great Reallocation.” Although fundamentally different, both trends tell us something important about the ways in which American work life has changed in the wake of the pandemic.

Workers permanently leaving the workforce may be doing so for a variety of reasons. Pre-pandemic, America was already in the Baby Boomer retirement cycle. So, for many people who might have been a year or two away from retirement before the pandemic, the fear and uncertainty resulting from COVID-19 simply delayed those plans. But with 2021’s stock market gains, and retirement accounts flush with cash, many people felt secure enough to pursue the retirement they put off during 2020’s uncertainty.

Another subset of people leaving the workforce likely did so out of a legitimate fear of COVID-19 or, on the flip side, because of burgeoning vaccine mandates. As Americans learn to live with COVID-19, and with many vaccine mandates being struck down or withdrawn, some of these workers will return to the workforce, while others will opt for retirement to avoid these issues. Additionally, with the advent of virtual school across much of the United States, many parents felt pressure to either quit working and stay home with their kids or quit an in-person job to find a work-from-home job.

Still another subset of workers—primarily those in lower-wage jobs—chose to stay home because government subsidies stemming from the pandemic equaled or, in some cases, exceeded their expected earnings from work. Since those subsidies largely ended, many of these workers have been looking to reenter the workforce. However, with the rise of artificial intelligence algorithms pruning resumes for “fit” with certain jobs, a significant employment gap on a worker’s resume could create problems for many who are now seeking work. In any event, many workers looking to get back in the game could benefit from having an expert optimize their resumes so they are attractive to the gatekeeper’s new electronic eye.

Another group of workers resigned to start their own businesses. From January to November 2021, nearly 5 million new businesses were created in the United States. This represents a 55 percent increase over the same period in 2019, which was a boom year right before the pandemic.

The workforce gap stemming from the “Great Resignation” has substantially increased employee bargaining power. In an effort to bridge that gap, employers have been engaged in a war for talent that will continue or, absent a market disruption, even intensify in 2022. In this tight labor market, employers have been realizing that there is a competitive advantage to recruiting talent away from competitors. Wages are up, with no downturn in sight. In November of 2021 alone, pay was up 3.2 percent for employees remaining in their existing jobs. But, for those employees who switched jobs, pay increased 4.3 percent, revealing an advantage to employees looking to “upgrade” their positions. To attract employees, employers are not only offering higher wages, but also, other enticements like signing bonuses, retention bonuses, private offices, and hybrid or fully remote working arrangements.

The pandemic also changed employees’ perspective on work. People became introspective and reevaluated their wants and needs. With so many forced to work from home at the onset of the pandemic, and the overall success of working from home, the flexibility that accompanies working from home has now become ingrained in people’s psyches. Many now prefer or demand jobs with greater flexibility. The success of the work from home phenomenon has also caused several employers to embrace nationwide recruiting of remote workers. These employers greatly benefit from mining a nationwide talent pool and their employees love being able to live where they want, work from home, and still receive great pay. Now, if you want to live in a cabin in Montana or a beach house in Florida, you can do that and still get Silicon Valley pay.

Given the pandemic-driven new market realities, a few things have become clear. First, work from home, to a greater or lesser extent, is here to stay. Second, whether employees work from home or at a business, if we hope to solve supply chain problems, get products back on shelves, and stem the tide of inflation, we need to get Americans back in the workforce. Third, for those considering going back to work, there is no better time than now.

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Scott Nelson is a Houston-based partner at Hunton Andrews Kurth focused on labor and employment.

Maintaining employee engagement can be tough this time of year even pre-pandemic. Here are some tips and considerations from a local expert. Photo via Getty Images

Houston expert: How to keep your employees engaged during the holidays

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When you combine standard holiday distractions with a year of prolonged and intensified stress, it can result in an exhausted team and real employee engagement (and productivity) problems for your business.

So, what can you do to minimize the impact of this year's holiday slump? It starts with understanding why employees tend to disengage during the holidays.

Reasons your employees are less engaged around the holidays

While employee engagement is something to be focused on throughout the year, the holiday season can be a particularly challenging time. Pre-pandemic, common distractions included holiday parties, upcoming travel plans, and the pressure to find the perfect gift.

This year, travel and large holiday gatherings will likely take a back seat to burnout, pressure to keep family safe, and a different kind of shopping stress (like factoring in delivery times), which could pull employees away from work commitments.

Plus, the business gets busier. While not every business is seasonal, the end of the year tends to be a busier time for many companies, especially for those whose fiscal year matches the calendar. For these companies, the arrival of the holiday season can be an abrupt reminder that they only have a few days left to accomplish the year's goals, meet their annual quotas, or close out requests they've been meaning to get to throughout the year.

We also have the arrival of flu season. When you combine cold and flu season with a very contagious coronavirus, you can be looking at sidelining even the most dedicated employee for days or even weeks. And, unlike vacations, employers have a much harder time planning for illness.

There's also the end of the school session. Working parents are looking forward to spending quality time with their family, and prior to time off from work, they may still need to make childcare arrangements during the workday, the cost of which can be burdensome at the holidays.

Ideas for boosting employee engagement around the holidays

Even though the holidays can compound workplace stress, there are effective strategies you can put in place to minimize the impact of any holiday-related slumps:

Plan ahead. The single most important thing employers can do to prepare for the holiday season is to plan ahead. If you haven't already, make sure you have all PTO requests in. Forecasting for a lighter staff or arranging additional coverage and adjusting timelines for projects during the holidays can help you meet year-end objectives without intensifying the strain on your already stressed team.

Be flexible and understanding. It's important to try to be as accommodating as you can (within reason). Between potential illnesses, family responsibilities, and added financial burdens, employees will appreciate a little more flexibility and understanding during the holidays. Allowing employees to adjust their schedules or even work overtime to complete projects can build morale and have a positive impact on your bottom line. If you can't accommodate employees' requests, communicate early, and keep an open dialogue to help them understand why. Loyal employees want the company to succeed as much as you do.

Encourage employees to stay healthy. We've all come to understand that more than ever this year. Keeping any wellness programs in place (online or otherwise) can make a big difference. To help keep your staff healthy, happy, and productive during the holidays, you can:

  • Host a flu-shot clinic or encourage employees to get one from their healthcare provider
  • Provide general tips and education about the importance of getting enough rest
  • Make sure common areas are cleaned thoroughly for those present in workplace facilities

Embrace the holiday spirit. While it may not be appropriate for every employer to focus on a specific holiday tradition, ignoring the holiday season isn't going to improve engagement. In fact, a little holiday cheer is exactly what most of us need this year. Even if your team is fully remote you can host intentional, inclusive activities to help employees decompress and encourage camaraderie and collaboration.

Show appreciation for your employees. A little extra employee appreciation or recognition is always needed and welcomed. Your team has worked through some very difficult times in 2020. Celebrate their successes with (if possible) an end-of-year bonus, a complimentary meal, a meaningful gift, or simply a kind email or handwritten note. The holiday season is a great opportunity to show your appreciation for all of your team's hard work. It can be a much-needed reset for what we all hope is a much-improved 2021.

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Susan Crowder, senior HR adviser at Houston-based G&A Partners.

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Rice to lead Space Force tech institute under $8.1M agreement

space deal

Rice University has signed an $8.1 million cooperative agreement to lead the U.S. Space Force University Consortium/Space Strategic Technology Institute 4 (SSTI).

The new entity will be known as the Center for Advanced Space Sensing Technologies (CASST) at Rice and will focus on developing innovative remote sensing technologies.

“This investment positions Rice at the forefront of the technologies that will define how we see, understand and operate in space,” Amy Dittmar, Howard R. Hughes Provost and executive vice president for academic affairs, said in a news release. “By bringing together advanced remote sensing, AI-driven analysis and cross-institutional expertise, CASST will help transform raw space data into real-time insight and expand the frontiers of scientific discovery.

The news comes shortly after the Texas Space Commission approved a nearly $14.2 million grant for the newly created Center for Space Technologies at Rice.

David Alexander, director of the Rice Space Institute, will lead CASST. Alexander is also an inaugural member of the Texas Aerospace Research and Space Economy Consortium and he serves on the boards of the Houston Spaceport Development Corporation, SpaceCom and the Sasakawa International Center for Space Architecture. The team also includes Rice professors and staff Kevin Kelly, Tomasz Tkaczyk, Kenny Evans, Kaden Hazzard, Mark Jernigan and Vinod Veedu, and collaborators from Houston-based Aegis Aerospace, University of California, Los Angeles, University of California, Santa Barbara and Georgia Institute of Technology.

In addition to bringing new space sensor innovation, the team will also work to miniaturize sensors while developing and implementing low-resource fabrication techniques, according to Rice. The researchers will also utilize AI and machine learning to analyze sensor data.

The U.S. Space Force uses space sensors to provide real-time information about space environments and assess potential threats. CASST is the fourth Space Strategic Technology Institute established by the USSF.

“Rice has helped shape the modern era of space research, and CASST marks a bold step into what comes next,” David Sholl, executive vice president for research at Rice, said in a news release. “As space becomes more contested and more essential to daily life, the ability to rapidly sense, interpret and act on what’s happening beyond Earth is critical. This center brings together the materials, engineering and data science innovations needed to deliver that capability."

The USSF University Consortium works with academic teams to develop breakthrough technologies and speed their transition into real-world applications for the U.S. Space Force.

The recent Rice award is part of $16 million over about three years. The USSF also signed a cooperative agreement with the University of Arizona in February.

The consortium has also helped facilitate several technological and commercial transitions over the last two years, including a $36 million commercial contract awarded to Axiom by Texas A&M University's in-space operations team and a follow-on $6 million contract to Axiom to build on technology developed by the University of Texas.

Leading Houston energy ecosystem rebrands for next phase

new look

Houston-based Energytech Nexus has rebranded.

The cleantech founders community will now be known as Energytech Cypher. Organizers say the new name was inspired by the Arabic roots of the word cypher, ṣifr, which is also the root of the word zero.

"A cypher is a key that unlocks what's hidden," Nada Ahmed, co-founder and chief revenue officer of Energytech Cypher, said in a news release. "And zero? Zero is where every transformation begins, the leap from 0 to 1, from idea to reality, from potential to power. We decode the energy transition by connecting the right founders, the right capital, and the right corporate partners at the right time, because the most important journey in energy is the one that takes you from nothing to something."

Energytech Nexus has rebranded to Energytech Cypher.

Co-founder and CEO Jason Ethier says that the name change better reflects the organization's mission.

"The energy transition doesn't have a technology problem. It has a connection problem," Ehtier added in the release. "The right founders exist. The right investors exist. The right partners exist. What's been missing is the infrastructure to bring them together—to decode the complexity, remove the friction, and make sure the best technologies find the markets that need them. That's what this community has always done. Energytech Cypher is the name that finally says it."

Energytech Cypher, previously known as Energytech Nexus, was first launched in 2023 and has grown from a podcast to a 130-member ecosystem. It has supported startups including Capwell Services, Resollant, Syzygy Plasmonics, Hertha Metals, Solidec and many others.

It is known for its flagship programs like the Pilotathon, which connects founders with industry partners for pilot opportunities. The event debuted in 2024.

Energytech Cypher also launched its COPILOT Accelerator last year. The accelerator partners with Browning the Green Space, a nonprofit that promotes diversity, equity and inclusion (DEI) in the clean energy and climatech sectors. The inaugural cohort included two Houston-based startups and 12 others from around the U.S.

It also hosts programs like Liftoff, Energy Tech Market, lunch and learns, CEO roundtables, investor workshops and international partnership initiatives.

Last year, Energytech Cypher also announced a new strategic ecosystem partnership with Greentown Labs, aimed at accelerating growth for clean energy startups. It also named its global founding partners, including Houston-based operations such as Chevron Technology Ventures, Collide, Oxy Technology Ventures, and others from around the world.

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This article originally appeared on our sister site, EnergyCapitalHTX.com.

Key energy leaders to converge in Houston for CERAWeek 2026

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CERAWeek returns this month, March 23-27, and will once again bring leading energy executives and government officials to Houston.

The 44th annual event will again host U.S. Secretary of Energy Chris Wright and U.S. Secretary of the Interior Doug Burgum.

Wright will participate in a plenary session focused on energy policy with Daniel Yergin, conference chair and vice chairman of S&P Global, on March 23. The following day, he will be featured in the Celebrating 10 Years of U.S. LNG reception with Jack Fusso, president and CEO, of Cheniere Energy. Both events are part of the Executive Conference track.

Burgum will participate in a leadership dialogue plenary session with Yergin on March 25. It is also part of the Executive Conference track. Burgum is also chairman of the National Energy Dominance Council, established by President Trump in 2025.

Top energy executives, many of whom are based in Houston, will also be featured prominently at the week-long event. Other speakers include:

  • Bill Blevins, director of grid coordination for the Electric Reliability Council of Texas (ERCOT)
  • Trevor Best, CEO of Syzygy Plasmonics
  • Marie Contour Carrere, executive director of the Rice Sustainability Institute
  • Ryan DuChanois, co-founder and CEO of Solidec
  • Reginald DesRoches, president of Rice University
  • Georgina Campbell Flatter, CEO of Greentown Labs
  • Jim Fitterling, chair and CEO of Dow Inc.
  • Vicki Hollub, CEO of Occidental Petroleum Corp.
  • Renu Katon, chancellor and president of the University of Houston
  • Ryan Lance, chairman and CEO of ConocoPhillips
  • Olivier Le Peuch, CEO of SLB
  • Patrick Pouyanné, chairman and CEO of TotalEnergies SE
  • Adrian Tromel, chief innovation officer and interim VP for Innovation at Rice University
  • Bobby Tudor, founder and CEO of Artemis Energy Partners and chairman of HETI
  • Wael Sawan, CEO of Shell plc
  • Lorenzo Simonelli, chairman and CEO of Baker Hughes Co.
  • Mike Wirth, chairman and CEO of Chevron Corp.
  • Jeremy Pitts, managing director of Activate Houston
  • And many others

This year, CERAWeek will center around the theme of Convergence and Competition: Energy, Technology and Geopolitics.

"Change is inescapable," Yergin said in a news release. "The global energy landscape—and to a large extent the entire global economy—is being fundamentally reshaped by the dual forces of convergence and competition. The race for AI is fusing the energy and technology industries like never before, bringing into sharp relief the need to align energy expansion with sustainable economic growth."

"Yet, the potential for collaboration and innovation is increasingly matched by the risk for collision and conflict in a world marked by geopolitical rivalry, tariffs and fragmented supply chains," he continued. "Reconciling an increasingly complex world with the growing demand for energy that is stable, secure and affordable is a complex reality that CERAWeek 2026 will tackle when global energy leaders meet in Houston."

Key topics of discussion will include:

  • Politics, Economics, Trade and Supply Chains
  • Policy, Regulations and Stakeholders
  • Oil Value Chain
  • Power, Renewables, Generation and Grid
  • AI and Digital
  • Minerals and Mining
  • Electrification Technologies
  • Investment and Financing
  • Chemicals and Materials
  • Business Strategies
  • The Innovation Ecosystem
  • Managing Emissions
  • Low-Carbon Fuels and Mobility
  • Climate and Sustainability
  • Workforce Strategy

The CERAWeek Innovation Agora track, which is the program's deeper dive into technology and innovation, will feature thought leadership on "AI, decarbonization, low carbon fuels, cybersecurity, hydrogen, nuclear, mining and minerals, mobility, automation and more," according to the release.

Agora Hubs will return this year and be divided into three zones: new energies, carbon and climate, and AI. The hubs will feature amphitheater-style sessions and panels. Agora Pods will allow energy startups to showcase their ideas in 20- to 30-minute presentations.

Additionally, CERAWeek will introduce a new program this year on Friday, March 27. Known as Look Forward, it will focus on economics, politics and technology.

See the full agenda for the week here. Find more information and register for the event here.

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This article originally appeared on our sister site, EnergyCapitalHTX.com.

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