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Experts reveal top 6 predictions for oil and gas industry in 2025

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Texas energy experts look ahead to what's in store for oil and gas in 2025. Photo via Getty Images

If you tune in to the popular national narrative, 2025 will be the year the oil and gas industry receives a big, shiny gift in the form of the U.S. presidential election.

President Donald Trump’s vocal support for the industry throughout his campaign has casual observers betting on a blissful new era for oil and gas. Already there are plans to lift the pause on LNG export permits and remove tons of regulatory red tape; the nomination of Chris Wright, chief executive of Liberty Energy, to lead the Department of Energy; and the new administration’s reported wide-ranging energy plan to boost gas exports and drilling — the list goes on.

While the outlook is positive in many of these areas, the perception of a “drill, baby, drill” bonanza masks a much more complicated reality. Oil and gas operators are facing a growing number of challenges, including intense pressure to reduce costs and boost productivity, and uncertainty caused by geopolitical factors such as the ongoing conflicts in the Middle East and Russia-Ukraine.

From our vantage point working with many of the country’s biggest operators and suppliers, we’re seeing activity that will have major implications for the industry — including the many companies based in and operating around Texas — in the coming year. Let’s dig in.

1. The industry’s cost crunch will continue — and intensify.
In 2024, oil and gas company leaders reported that rising costs and pressure to cut costs were two of the top three challenges they faced, according to a national Workrise-Newton X study that surveyed decision makers from operators and suppliers of all sizes. Respondents reported being asked to find an astonishing 40% to 60% reduction in supply chain-related costs across categories, on average.

Given the seemingly endless stream of geopolitical uncertainty (an expanded war in the Middle East, continued conflict after Russia’s invasion of Ukraine, and China’s flailing economy, for starters), energy companies are between a rock and a hard place when it comes to achieving cost savings from suppliers.

With lower average oil prices expected in 2025, expect the cost crunch to continue. That’s because today’s operators have only two levers they can rely on to drive an increase in shareholder returns: reducing costs and increasing well productivity. Historically, the industry could rely on a third lever: an increase in oil demand, which, combined with limited ability to meet that demand with supply, led to steadily increasing oil prices over time. But that is no longer the case.

2. The consolidation trend in oil and gas will continue, but its shape will change.
In the wake of the great oil and gas M&A wave of 2024, the number of deals will decrease — but the number of dollars spent will not. Fewer, larger transactions will be the face of consolidation in the coming year. Expect newly merged entities to spin off non-core assets, which will create opportunities for private equity to return to the space.

This will be the year the oil and gas industry becomes investable again, with potential for multiple expansions across the entire value chain — both the E&P and the service side. From what we’re hearing in the industry, expect 2 times more startups in 2025 than there were this year.

With roughly the same amount of deals next year, but less volume and fewer total transactions, there will be more scale — more pressure from the top to push down service costs. This will lead to better service providers. But there will also be losers, and those are the service providers that cannot scale with their large clients.

3. Refilling SPR will become a national priority.
The outgoing administration pulled about 300 million barrels out of the country’s Strategic Petroleum Reserve (SPR) during the early stages of the Russia-Ukraine conflict. In the coming year, replenishing those stores will be crucial.

There will be a steady buyer — the U.S. government — and it will reload the SPR to 600-plus million barrels. The government will be opportunistic, targeting the lowest price while taking care not to create too much imbalance in the supply-demand curve. A priority of the new administration will be to ensure they don’t create demand shocks, driving up prices for consumers while absorbing temporary oversupply that may occur due to seasonality (i.e. reduced demand in spring and fall).

The nation’s SPR was created following the 1973 oil embargo so that the U.S. has a cushion when there’s a supply disruption. With the current conflict in the Middle East continuing to intensify, the lessons learned in 1973 will be top of mind.

If OPEC + moves from defending prices to defending market share, we can expect their temporary production cuts to come back on market over time, causing oversupply and a resulting dramatic drop in oil prices. The U.S. government could absorb the balance, defending U.S. exploration and production companies while defending our country's interest in energy security. Refilling the SPR could create a hedge, protecting the American worker from this oversupply scenario.

4. The environment and emissions will remain a priority, and the economic viability of carbon capture will take center stage.
Despite speculation to the contrary, there will be a continuation of conservation efforts and emissions reduction among the biggest operators. The industry is not going to say, “Things have changed in Washington, so we no longer care about the environment.”

But there will be a shift in focus from energy alternatives that have a high degree of difficulty and cost keeping pace with increasing energy demand (think solar and wind) to technologies that are adjacent to the oil and gas industry’s core competencies. This means the industry will go all in on carbon capture and storage (CCS) technologies, driven by both environmental concerns and operational benefits. This is already in motion with major players (EQT, Exxon, Chevron, Conoco and more) investing heavily in CCS capabilities.

As the world races to reach net-zero emissions by 2050, there will be a push for carbon capture to be economical and scalable — in part because of the need for CO2 for operations in the business. In the not-so-distant future, we believe some operators will be able to capture as much carbon as they're extracting from the earth.

5. The sharp rise in electricity demand to power AI data centers will rely heavily on natural gas.
Growth in technologies like generative AI and edge computing is expected to propel U.S. electricity demand to hit record highs in 2025 after staying flat for about two decades. This is a big national priority — President Trump has said we’ll need to more than double our electricity supply to lead the globe in artificial intelligence capabilities — and the urgent need for power will bring more investment in new natural gas infrastructure.

Natural gas is seen as a crucial “bridge fuel” in the energy transition. The U.S. became the world's top exporter of LNG in 2023 — and in the year ahead, brace for a huge push for pipeline infrastructure development in the range of 10-15 Bcf of new pipeline capacity in the next two to three years. (Translation: development on a massive scale, akin to railway construction during the Industrial Revolution.)

Big operators have already been working on deals to use natural gas and carbon capture to power the tech industry; given the significant increase in the electricity transmission capabilities needed to support fast-growing technologies, there will continue to be big opportunities behind the meter.

6. Regulatory processes will become more efficient, not less stringent.
This year will bring a focus on streamlining and aligning regulations, rather than on wholesale rollbacks. It’s not carte blanche for the industry to do whatever it wants, but rather a very aggressive challenge to the things that are holding operators back.

Historically, authorities have stacked regulation upon regulation and, as new problems arise, added even more regulations on top.There will be a very deliberate effort this year to challenge the regulations currently in place, to make sure they are aligned and not just stacked.

The new administration is signaling that it will be deliberate about regulation matching intent. They’ll examine whether or not particular policies are valuable to retain, or reconfigure, or realign with the industry to enable growth and also still protect the environment.

Easing the regulatory environment will enable growth in savings, lower project costs and speed to bring projects online. Another benefit of regulatory certainty: it will make large capital project financing more readily available. We’ve seen major gridlock in large project financing due to a lack of trust in the regulatory environment and potential for rules to change mid-project (see: Keystone XL). If they are certain the new administration will be supportive of projects that are viable and meet regulatory requirements, companies will once again be able to obtain the financing needed to accelerate development and commissioning of those projects.

But we shouldn’t mistake a new era of regulatory certainty for a regulatory free-for-all. Take LNG permits. They should be accelerated — but don’t expect a reduction in the actual level of environmental protection as a result. It currently takes 18 months to get a single permit to drill a well on federal land. It should take three weeks. Before 2020, it took about a month to obtain a federal permit.

2025 will be the year we begin to return to regulatory efficiency without sacrificing the protections the rules and policies set out to accomplish in the first place.

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Adam Hirschfeld and Jacob Gritte are executives at Austin-based Workrise, the leading labor provider and source-to-pay solution for energy companies throughout Texas and beyond.

From coal and consolidation to LNG and policy reform, here are eight predictions for the energy industry. Photo via Getty Images

8 energy industry predictions for 2024 from oil and gas experts

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We hate to start with the bad news, but let’s get it out of the way. As we look to the year ahead, we see numerous challenges for the industry, from labor and geopolitics to OPEC and continued polarization in Washington. Times are complicated, and nothing looks to be getting simpler.

But there’s good news, too. Natural gas use is booming, and the production, transmission, and processing companies that move decisively here will see substantial upside. Additionally, those who diversify their businesses can get in early on new ventures and accelerate their progress — see Devon with Fervo in geothermal. Local nuclear, hydrogen, and carbon capture all represent similar opportunities.

From our vantage point working with many of the biggest operators and suppliers, we’re seeing activity that will have major ramifications for the industry in the coming year.

Here are eight predictions about what’s around the corner — the good, the bad, and the hopeful. Let’s dig in.

Prediction 1: Historic growth in natural gas demand will drive more favorable policy, which will enable more rapid development of natural gas infrastructure and pipelines.

What we’ll see: Early signals show over a 10 percent demand increase for natural gas through the end of 2025, driven largely by international factors. Supply disruptions in Europe due to Ukraine, shutdowns internationally on key nuclear projects, and efforts to move from coal to natural gas both in Europe and the developing world are all contributing factors.

Why it matters: As global demand increases, more LNG export facilities will either be upgraded or built in the United States to increase our capacity to export natural gas to markets around the world. New capital will flow to infrastructure like LNG export facilities, and then the opposite infrastructure will need to be built to take it back to liquid. We are already seeing movement on additional new projects in the US, and expect it to ramp significantly in 2024 and beyond. This demand-side pressure, coupled with the fact that natural gas has made meaningful strides on emissions, will drive a much more favorable policy posture. We believe this will enable the development of natural gas infrastructure and pipelines, and accelerated investment in combined cycle natural gas plants.

Prediction 2: Next year will be the year oil and gas starts to walk the walk when it comes to the energy transition.

What we’ll see: The year ahead will bring a more realistic approach to the energy transition from the big oil and gas companies. We expect to inch closer to consensus in the industry on the need for both improved emissions reduction and increased diversification in order to meet the expectations of investors and secure new pathways to long-term growth.

While you may hear less about what companies are doing to drive the transition, they will actually be doing more via internal investment, consolidation in the form of M&A, and public/private partnerships.

Companies will also invest meaningfully in new technologies to lower their carbon footprints, and for operations of this size and scale, even incremental investments will have significant impact. Expect to see both organic and inorganic development as companies build new solutions internally and either invest in or acquire smaller companies that open up new pathways to emissions reduction, diversification, and ultimately growth.

This will result in even more mega deals as the majors and supermajors compete for a fixed number of assets (see: Chevron’s growing carbon capture interest and acquisition of Hess, Exxon’s acquisition of Pioneer, Oxy’s moves to cement its position as the industry leader in the carbon capture arena).

Why it matters: Make no mistake — we are still operating in a world where a large portion of investments in diversification and emissions reduction occupy the realm of R&D. Testing. Probing what's possible. Companies won't be broadcasting it because they don't know for sure what is going to work. But what we'll see is more of those investments coming to fruition. And while they may be a drop in the bucket for a supermajor, even a small increase in spend for the Chevrons and Exxons of the world will represent meaningful progress on the ground.

Prediction 3: The oil and gas M&A wave will drive massive consolidation on the services side of the industry.

What we’ll see: As larger oil and gas companies acquire companies to secure new assets and build pathways to future growth, consolidation of the leadership teams that manage their operations will have ripple effects. This will significantly impact decisions on which vendors continue to service the operations of the company post-integration. Because of this, the vendors they choose to work with will massively grow as they are folded into the larger company’s operations, while the others will get cut out and see demand shrink considerably.

Why it matters: The services companies who win out will buy up the smaller companies to keep up with growth. Consolidation will shift the balance of power among companies, leaving those that lose out to either drastically shrink or go out of business entirely. As companies consolidate services under their go-to strategic vendors, these same vendors will gain significant pricing leverage over their clients. And more consolidation will mean less competition on the supply side of the equation, which will further drive up costs that are already rising, according to a recent NewtonX benchmark study on the oil and gas supply chain.

Prediction 4: The oil and gas industry will continue to struggle with a broken skills transfer pipeline.

What we’ll see: The industry is experiencing a massive age-out of seasoned employees, coupled with a lack of new talent choosing a career in oil and gas, leading to skills gaps and labor shortages. This is exacerbated by the sector’s longtime reliance on an apprenticeship model. At the same time, the industry is making strides with technology, empowering individual employees to do more than ever before. But these advancements require new and different skills which won't, at least in the next 12 months, help address the root problem here. Until then, these gaps have the potential to drive increasingly unsafe labor environments.

Why it matters: More than ever, oil and gas companies will need access to trusted vendors with experienced talent and advanced technology that can handle complex projects while maintaining the highest safety standards. The industry must stay more vigilant than ever to avoid increased rates of accidents and fatalities in the field due to the continued decline in available, qualified talent. And, of course, it must develop its current employees. Just under half of the respondents in our supply chain benchmark study reported that they were “investing in employee training and development” to meet their most pressing challenges.

Prediction 5: We’ll see the dawning of a nuclear renaissance.

What we’ll see: Nuclear energy will shake off the vestiges of its battered reputation as the public and private sectors begin to see it for what it is: a safe and reliable long-term solution for sustainable power generation. Expect small nuclear modular reactors (SMNRs) at home and abroad to drive nuclear investment and innovation, alongside continued reinvestment in existing large-scale infrastructure.

Why it matters: As nuclear returns to favor, localized nuclear power will evolve in the US. The federal government is already taking more of a pro-nuclear approach, actively investing in and retooling existing plants to increase the facilities’ lifespans. And there is Congressional support on both sides of the aisle. According to a new PEW study, half of Democrats and Democratic-leaning independents and two-thirds of Republicans now say they favor expanding nuclear power. Companies at the cutting edge of this sea change will begin to harness it to make hydrogen.

Prediction 6: We haven’t hit peak coal yet.

What we’ll see: Coal utilization and consumption, driven by the demand from the developing world — Africa, parts of Asia, and South America — have risen over the past 18 months. Expect this to continue. Despite the immense damage caused to the planet by the burning of coal, putting it at odds with the global goal of a sustainable future, countries lacking in sufficient power still see coal as a faster, less expensive way to provide the energy they need to grow their economies.

Why it matters: The rise of coal usage will continue to put us farther and farther behind as a planet until we can offer reliable, cost-effective, and cleaner alternatives. One alternative is natural gas power generation (which creates 50 to 60 percent fewer carbon emissions than coal power generation) in the regions where it is needed most. But given how polarized the climate debate has become, only time will tell whether LNG will be accepted as a viable bridge fuel in the court of public opinion

Prediction 7: As our progress falls behind schedule relative to 2050 goals, political tensions will continue to rise.

What we’ll see: We can expect the election year in the U.S. to accelerate the ideological polarization we have endured in the oil and gas vs. Renewables debate. At the same time, the planet will slide on the emissions scoreboard due to coal usage in the developing world, lack of movement on industrial commodities like steel, and the slow march of progress on getting renewable energy sources to be viable from an investment standpoint without the aid of government subsidies.

Why it matters: This will only stoke the anger from the left, and cause the right to dig in even further as oil and gas continues to carry the global energy supply and power the global economy. And paradoxically, if you accept that coal is the single worst enemy of climate progress, the polarization we see will only limit our ability to eradicate coal from our global energy mix. Why? Because there is no cleaner, more readily available alternative to natural gas. And we need comprehensive infrastructure and energy policy reform to unleash U.S. national gas on this global crisis. That’s why we’ve made the case that comprehensive policy reform should be Washington's top domestic priority over the next 12 months. It's crucial for both the economy and our national security.

Prediction 8: The influence of OPEC will be put to the test.

What we’ll see: Production elsewhere in the world, including Canada and the US, will continue to rise, which will challenge OPEC influence. Countries will re-evaluate trade routes and trading relationships due to increased buying options, which present the opportunity to lower costs for domestic consumers, kickstart consumer spending, and increase energy security.

Why it matters: Expect more extreme business and production tactics as OPEC members strain to maintain control of global energy markets. Take note of new alliances and trade partnerships begin to form and watch rising powers make their first moves on the global energy chessboard as we start to see a new world order take shape.

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Joshua Trott and Adam Hirschfeld are executives at Austin-based Workrise, which is a labor provider and supply chain solution for energy companies — including some in Houston.

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Houston nuclear startup launches at CERAWeek, plans Texas facility

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A new nuclear energy startup launched last month during CERAWeek in the Bayou City.

FluxPoint Energy, the new Houston- and McLean, Virginia-based company, plans to develop the nation’s first new uranium conversion facility in more than 70 years, an effort CEO and founder Mike Chilton says is critical to unlocking the next phase of nuclear energy growth.

"Policymakers, utilities, and developers increasingly point to fuel availability as a limiting factor for America's nuclear reactors—both present and future," Chilton said in a news release. "Uranium conversion has become an unacceptable chokepoint in a global supply chain still dominated by foreign providers."

Chilton has held leadership roles at Pegasus-Global Holdings and GE Verona Hitachi Global Nuclear Fuels. Rodrigo Gonzalez Arbizu serves as COO and Christopher J. Rimel as chief of staff. The Board of Advisors includes energy leaders, including Jeff Lyash, John Sharp, Jane Stricker, Jennifer Skylakos, Leo Weitzenhoff and Jay Wileman.

FluxPoint’s planned facility will convert uranium oxide into uranium hexafluoride (UF6). Although FluxPoit’s new facility is still far off, the company announced it had secured a site and completed both market and feasibility studies. The specific area has not been revealed, only that it will be in Texas.

Discussions at CERAWeek revolved around securing reliable sources of uranium.

Nuclear energy production has been stagnant or even in slight decline since the 1990s. Concerns about nuclear waste and safety, as well as prohibitive costs, have kept new plants from being built, while the widespread availability of cheap natural gas has made investing in nuclear power less profitable. Many see the technology as dangerous and outdated.

However, as energy crises become more common, companies like FluxPoint are looking to restart the nuclear energy sector. The industry got a boost under the Biden Administration thanks to the Inflation Reduction Act, which set goals of adding 35 gigawatts of new capacity by 2035.

Chilton participated in a panel on the best ways to ensure American nuclear plants have access to uranium, most of which is not mined in the United States.

"America cannot lead in nuclear energy while relying on foreign-controlled fuel processing," Chilton added. "FluxPoint was created to restore a critical piece of our nation's energy infrastructure—ensuring that U.S. reactors have access to a secure, domestic fuel supply. This is about energy security, economic strength, and global leadership."

Fervo Energy leads Time’s top green tech companies of 2026

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The accolades keep coming for Houston-based geothermal energy company Fervo Energy.

Fervo sits atop Time magazine’s and Statista’s 2026 list of America’s Top GreenTech Companies. Fervo ranked No. 6 on the list last year.

The ranking honors 250 companies in the U.S. based on their environmental impact, innovation and financial strength. Fervo joins five other Houston-area companies on the list.

  • No. 49 Quaise Energy, an MIT Energy Initiative spinout that’s developing a drilling system designed to convert existing power stations for geothermal power production
  • No. 71 Plus Power, which develops, owns and operates battery energy storage systems
  • No. 98 Utility Global, whose technology enables industrial decarbonization
  • No. 199 Solugen, whose technology converts plant-based feedstocks into carbon-negative chemicals
  • No. 215 Noodoe, which specializes in EV charging stations and software

Fervo says its approach to enhanced geothermal systems (EGS)—including horizontal drilling, AI-enabled drilling and exploration, advanced reservoir engineering, and fiber-optic sensing—demonstrates how validated technology can help deliver reliable zero-emission power.

“By applying drilling technology from the oil and gas industry, we have proven that we can produce 24/7 carbon-free energy resources in new geographies across the world,” Fervo co-founder and CEO Tim Latimer said last year.

Other recent recognitions for Fervo includes:

  • The 2025 Houston Innovation Awards named it Scaleup of the Year
  • MIT Technology Review put Fervo on its 2025 list of the 10 global climatech companies to watch
  • Time named Fervo one of the 100 Most Influential Companies of 2025
  • Fervo was hailed as the Global Cleantech Group 100 North American Company of the Year
  • Fervo was among Congruent Ventures’ and Silicon Valley Bank’s 50 by 2050 companies, all of which are poised to advance global decarbonization over a 25-year span
Just last month, Fervo secured $421 million in debt financing for the construction of its 500-megawatt Cape Station geothermal project in Utah. And in December, the company landed an oversubscribed $462 million Series E round of funding, pushing its valuation to an estimated $1.4 billion. Fervo filed for an IPO earlier this year.

3 strategies to strengthen the Gulf Coast as a global energy hub

The View from HETI

The Texas-Louisiana Gulf Coast is the backbone of America’s energy and chemical economy. Texas produces roughly 43% of U.S. crude oil and 28% of natural gas, while Texas and Louisiana together account for about half of the nation’s refining capacity, processing 9.3 million barrels of crude per day across 50 refineries. The region also produces approximately 80% of the nation’s primary petrochemicals and ships more than $117 billion in chemical products annually from Texas alone.

This unmatched concentration of refining, petrochemical manufacturing, pipelines, ports, and technical talent makes the Gulf Coast one of the most critical energy hubs in the world. But maintaining that leadership in a rapidly evolving global market will require intentional collaboration, faster technology commercialization, and strengthened supply chain resilience.

In fall 2025, the Greater Houston Partnership’s Houston Energy Transition Initiative (HETI) convened national laboratories, Gulf Coast universities, and industry leaders to examine how to reinforce the region’s long-term competitiveness. Participants included Argonne, Oak Ridge, Lawrence Berkeley, the National Energy Technology Laboratory (NETL), and the National Laboratory of the Rockies, alongside Gulf Coast academic institutions and energy and chemical companies. Here are the key findings and takeaways from the workshop.

1. Supply Chain Resilience Requires Structured Industry–Lab Collaboration

Resilience—diversity of supply, operational flexibility, and rapid recovery—was a recurring theme. Recent disruptions exposed vulnerabilities in tightly interconnected energy and manufacturing systems.

National laboratories provide capabilities that complement Gulf Coast industrial scale, particularly at early and mid technology readiness levels (TRLs 1–7), before full commercial deployment. Examples include:

  • Advanced manufacturing and AI-enabled validation of critical components (Oak Ridge).
  • Materials scale-up and techno-economic modeling to move from lab discovery to industrial relevance (Argonne).
  • Pilot-scale testing for severe-service alloys, chemical conversion, and process innovation (NETL).
  • Integrated energy systems modeling to assess grid resilience and system disruptions (National Laboratory of the Rockies).

Recommendation: Organize targeted Gulf Coast industry missions to national laboratories focused on critical supply chains—power equipment, high-heat industrial processes, novel catalysts, refining, and grid infrastructure—to identify joint development opportunities and reduce time to commercialization.

2. Modeling, AI, and Open-Access Platforms Can Bridge the Technology Gap

A persistent barrier to innovation is the gap between scientific discovery, applied development, and commercial deployment. Universities often operate at TRLs 1–3, national labs at 1–7, and industry at 7–9. Bridging these silos requires shared modeling tools, high-performance computing, and structured feedback loops.

National labs maintain open-access platforms capable of:

  • Simulating grid expansion, investment, and dispatch decisions.
  • Modeling cradle-to-gate industrial material flows.
  • Optimizing complex energy and chemical systems.
  • De-risking carbon capture, critical mineral recovery, and advanced manufacturing integration.

Recommendation: HETI should convene structured training and feedback sessions on these public modeling platforms—ensuring Gulf Coast industry can apply, improve, and help guide further development of tools critical to regional competitiveness. Federal initiatives such as the Genesis Mission, focused on AI-accelerated scientific discovery, further expand opportunities for Gulf Coast participation.

3. Time to Commercialization Is the Ultimate Competitive Metric

The lithium-ion battery is a cautionary example: while pioneered in U.S. labs, large-scale manufacturing leadership shifted overseas. Without strategic intervention, U.S. firms are projected to capture less than 30% of domestic lithium battery cell value by 2030.

Successful DOE-backed consortium models show that mission-aligned, multi-partner collaboration reduces development timelines and strengthens domestic manufacturing know-how. However, public–private partnership mechanisms such as CRADAs and Strategic Partnership Projects can be time-intensive.

Recommendation: The Gulf Coast should actively engage DOE and national laboratories to streamline public–private partnership pathways, improve intellectual property clarity, and expand industry access to laboratory infrastructure.

The Path Forward: A Gulf Coast Consortium Model
The workshop’s central conclusion was clear: the Gulf Coast should formalize collaboration through a regional industry–academia–laboratory consortium.

Such a model could:

  • Co-locate national lab researchers within the region.
  • Share modeling data and analytical capabilities.
  • Establish open-access pilot facilities that complement lab infrastructure.
  • Harmonize IP frameworks to accelerate licensing and deployment.

With its dense industrial ecosystem, technical workforce, and decision-making concentration, the Gulf Coast is uniquely positioned to serve as a national demonstration hub for advanced energy and chemical manufacturing.

If industry, universities, and national laboratories align around a shared regional strategy, the Gulf Coast can:

  • Accelerate commercialization timelines.
  • Strengthen critical supply chains.
  • Unleash a world-class technical workforce.
  • Reinforce U.S. leadership in strategic energy and chemical sectors.

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This article originally appeared on the Greater Houston Partnership's Houston Energy Transition Initiative blog. A full report on the key learnings and recommendations from the workshop can be found here: https://bit.ly/4uEDEqk.

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