Executive General Manager, Integrated Gas, Origin
Mark joined Origin in April 2015 and was appointed Executive General Manager, IG, in April 2017. He is responsible for Origin’s Integrated Gas business, which manages the Company’s portfolio of natural gas and LNG interests across Australia, and internationally. Integrated Gas includes Origin's interests in Australia Pacific LNG, as operator of the upstream and pipeline components of the joint venture and as gas marketing agent. Mark’s prior Origin role was General Manager, Commercial where he was responsible for strategy, business performance, exploration and new resources, gas marketing, LNG portfolio management, joint ventures and Origin’s non-operated interests.
Mark also held a number of senior positions during his 18-year career with Shell. Most recently Mark served as General Manager Production where he had direct accountability for developing Prelude FLNG - the world's first floating LNG facility. Mark’s other roles in Shell included General Manager Geelong Refinery and General Manager Oceania Supply & Marine. Mark holds a Masters of Finance and Financial Law from the University of London and a Bachelor of Engineering (Chemical) from the University of Sydney.
Mark believes every team works best when it’s inclusive and everyone can be themselves, and leads by example with a gender balanced leadership team. For Mark, equality is like a table stake in modern day society, a human right. It means that people regardless of any other defining factor should have an equal opportunity. It’s a table stake in Australian society and in Origin, demonstrated by their gender diversity and Reconciliation Action Plan targets.
In Mark’s own words, “What I have learnt is that understanding bias is critical with the first step being to acknowledge that every one of us has built in bias. For example, when I learnt about bias, all of a sudden I realised my previous managers looked a lot like me, and importantly for my progression I looked a lot like them. What I’ve also learnt since then is that whilst it can be easier to work in teams where everyone is very similar and agrees with each other, it doesn’t get the best results. Diverse and inclusive teams bring different perspectives, leverage those perspectives to make better decisions and get better results. In simple terms there is enormous value in our differences.”