The document discusses Petrobras' operations and outlook. It summarizes Petrobras' production growth plans, including ramping up production from pre-salt fields off the coast of Brazil. It also outlines some of the challenges facing the oil industry in Brazil, such as improving infrastructure and optimizing costs.
BBVA demonstrated the recurrent nature and sustainability of its business model in 2008. In the first quarter of 2009, BBVA continued its strong performance with recurrent operating income supported by recurrent revenues and greater efficiency. Risk management also remained prudent with lower entries to NPAs, provisioning in line with the second half of 2008, and ample generic provisions to cover losses.
Chevron 2008 JPMorgan Annual Energy Symposium: Heavy Oil
Gary Luquette, President of North America Exploration and Production at Chevron, presented at the JPMorgan Annual Energy Symposium on Heavy Oil. Chevron has a large global heavy oil portfolio and is focused on becoming a leader in developing and producing heavy oil resources. Chevron utilizes new technologies, builds organizational capabilities, and transfers knowledge across its operations to maximize production from its extensive heavy oil assets around the world.
South & South East Asia New Challenges, New Opportunities
Cairn India has had exploration success in India, making major oil discoveries in the Rajasthan basin. Rajasthan is now considered a world-class oil producing asset for Cairn, with expected gross production of 300 thousand barrels per day. However, future development depends on managing local environment and integrating local communities. Cairn focuses on education, infrastructure, economic development, and health to drive local growth in a sustainable manner and maintain its social license to operate.
18.03.2009 Presentation of E&P Coordinator, Eduardo Alessandro Molinari - P...
This document provides an overview of Petrobras, the Brazilian national oil company. It includes disclaimers about forecasts and reserves under SEC guidelines. The investment plan from 2009-2013 totals $174.4 billion, with $104.6 billion for exploration and production. Major oil and gas projects are outlined to increase production between 2008-2013. Reserves, production levels, and key statistics are presented.
Paul Siegele, Vice President of Strategic Planning at Chevron, presented at the UBS Global Oil & Gas Conference. He discussed Chevron's strategies to meet long-term energy demand growth, including expanding their upstream portfolio and major capital projects. Chevron has a leading project queue that will increase reserves and production, and their strategic advantages position them for long-term growth and returns.
This document summarizes Chevron's downstream business accomplishments in 2007 and strategic priorities going forward. In 2007, Chevron improved operational performance, delivered a 16% return on capital employed, and increased refining scale and flexibility through major asset upgrades. Going forward, Chevron aims to further enhance reliability, pursue high-grading divestments, increase integration, marketing efficiency, and flexibility to process heavier crudes and capture higher margins. The overall strategy is focused on improving returns through operational excellence, selective growth, and effective execution.
UBS - Latin America Emerging Market - One on One Conference”
Petrobras is a Brazilian integrated energy company that operates across the oil and gas value chain from exploration and production to refining, distribution, and trading of oil products. The presentation provides an overview of Petrobras, including its investment plan of $87.1 billion from 2007 to 2011 which allocates most funding to expanding exploration and production activities in Brazil and internationally. It also shows Petrobras has a diversified shareholder base including both Brazilian and international investors.
1) Chevron's key financial priorities are to fund its capital program, maintain its AA credit rating, increase dividends annually, and repurchase shares.
2) Chevron reported record net income of $18.7 billion in 2007, up from $17.1 billion in 2006, driven by strong performance across its upstream, downstream, and chemical segments.
3) Chevron maintains a disciplined approach to capital allocation, investing over half of its cash from operations and divestments back into its capital program to take advantage of growth opportunities.
Argentina has experienced strong economic growth over the past decade and maintains solid economic foundations for continued growth. It grew at an average annual rate of 8.5% from 2003-2008, accumulating large fiscal and trade surpluses. Despite the global crisis, Argentina's exports declined less than most countries and it is projected to maintain current account surpluses in 2009-2010. Argentina has a skilled workforce and is a leading producer of many global commodities. It has opportunities for investment across sectors such as agriculture, wine, health, and information technology.
This document proposes a project to distribute clean cookstoves in Indonesia to reduce carbon emissions. Over 5 years, the project aims to distribute 10,000 cookstoves in Majalengka, West Java and partner with local companies to supply used cooking oil to fuel the stoves. The project expects to generate revenue from cookstove sales and carbon credits from verified emissions reductions. Financial projections estimate the project will reach profitability in year 2 and have a 50% internal rate of return over 5 years.
Divi's Laboratories Ltd is initiated as a "BUY" recommendation with a target price of Rs. 1287, representing a potential upside of 35%. Divi's is a leading player in the generic APIs and CRAMS spaces and will benefit from increased outsourcing and patent expiries. The company has established relationships with top innovators and a strong pipeline of products. Revenues are expected to grow at a CAGR of 25.2% through FY2014 driven by mature API products and new product approvals. Margins will be maintained through efficient capacity expansion and control of spare capacity. At the target price, Divi's would trade at a justified premium to peers given its high margins, growth, cash
Fortuna Silver Mines Inc. is a silver mining company with operations in Peru and Mexico. The presentation provides an overview of Fortuna's two core operating assets: the San Jose Mine in Mexico and the Caylloma Mine in Peru. It also summarizes the company's financial performance, growth strategy, and extensive land holdings for exploration.
Julho-2008 Theodore M. Helms, Marcos Vinicius Guimarães - Petrobras at a gla...
Petrobras is a major international oil company headquartered in Brazil. It has over 500,000 shareholders worldwide and is 60% owned by private investors. Petrobras has proven oil and gas reserves of over 13.9 billion barrels of oil equivalent. The company is investing heavily to increase production, with a goal of producing over 2.4 million barrels per day of oil and natural gas by 2012.
This document outlines a proposal for a clean cookstove project in Indonesia. The project would distribute 8,000 improved cookstoves called "Protos" over 5 years that reduce emissions and use waste cooking oil as fuel. It would partner with local companies and charities, and generate revenue from stove, fuel, and preheating material sales as well as carbon credits under the Clean Development Mechanism. Financial projections estimate the project will have a positive NPV, 50% IRR, and reach the break-even point in the second quarter of the second year.
The documents summarize U.S. energy production, consumption, and import trends from 2009 to 2025. It shows that while U.S. energy consumption is expected to increase, domestic production will not keep pace, leading to larger import dependencies over time. Specifically, the U.S. energy gap is projected to widen from 13% in 2012 to 20% in 2025, and the liquid fuel gap may grow from 60% in 2006 to 37% in 2025, requiring increased imports. The top sources of U.S. crude oil imports are expected to remain Canada, Mexico, Saudi Arabia and other OPEC nations.
Petrobras unveiled its strategic plan and business plan for 2010-2014 totaling $224 billion in investments. Key aspects include increasing domestic oil and gas production, with targets of 5.4 million boe/d by 2020. Major projects in the pre-salt region were added to come online between 2010-2014 including Guará Pilot FPSO, Tupi NE Pilot FPSO, and Baleia Azul FPSO. The plan aims to boost domestic refining and natural gas supply while expanding internationally in select markets and business segments. Local content is expected to provide nearly 70% of total investment needs during this period.
Petrobras unveiled its strategic plan and business plan for 2010-2014 totaling $224 billion in investments. Key elements include increasing domestic oil and gas production, with targets of 5.4 million boe/day by 2020. Major projects in the pre-salt region were added to come online between 2010-2014 including Guará Pilot FPSO, Tupi NE Pilot FPSO, and Baleia Azul FPSO. The plan aims to boost local content of supplies to around 70% and focuses investment on infrastructure, logistics and the domestic value chain in Brazil.
National Oilwell Varco is the largest oilfield equipment company in the world. Through a strategy of mergers and acquisitions over the past 15 years, it has achieved superior returns on investment compared to industry averages. It provides complete solutions for oil and gas customers through its all-in-one business model. Current success is linked to its strategic initiatives of constant growth through acquisitions, international expansion via mergers and acquisitions, and offering customers an all-in-one solution from rigs to petroleum distribution through its portfolio of brands.
The document is the agenda for the Annual Meeting of Shareholders of Murphy Oil Corporation held on May 9, 2012. It includes presentations by David M. Wood, President and CEO of Murphy Oil, on the external environment facing the energy industry, an overview of Murphy's upstream and downstream portfolios, and conclusions. The agenda covers topics such as growing global population and energy demand, trends in global crude oil and natural gas supply and demand, and historical commodity prices.
The document discusses the outlook for the LP gas and oil markets. It summarizes that global oil demand is expected to increase significantly by 2020-2030 which will challenge production capacity. World LP gas demand is projected to grow over 1% annually. Brazil's pre-salt oil reserves could double the country's proven reserves. Domestic oil production and product demand in Brazil are both expected to increase steadily through 2020. LP gas consumption and imports in Brazil have grown in recent years but imports are projected to decline as new refineries come online. Petrobras is well positioned in Brazil's LP gas and natural gas markets and infrastructure.
Gujarat Mineral Development Corporation Ltd. is initiating coverage with a buy recommendation and a target price of Rs. 255. The company is expected to see revenues and earnings grow at a CAGR of 27.1% and 23.7% through FY2014 due to increased lignite volumes, price hikes, and growth in its bauxite business. While its power business has faced issues, the analysts expect a turnaround by FY2014. At the current market price of Rs. 187, the stock is trading at attractive valuations and expected to provide upside of around 36% over 18 months.
This document summarizes Colin I. Welsh's presentation on the global energy outlook. It finds that (1) global oil demand is outstripping supply due to reservoir depletion and underinvestment, leaving little spare production capacity. (2) Unconventional resources and offshore fields will make up an increasing share of global supply. (3) $550 billion or more in annual E&P spending is needed to meet rising demand, but spending trends have lagged. Aberdeen is well-positioned to benefit from opportunities in the global energy industry.
BBVA demonstrated the recurrent nature and sustainability of its business model in 2008. In the first quarter of 2009, BBVA continued its strong performance with recurrent operating income supported by recurrent revenues and greater efficiency. Risk management also remained prudent with lower entries to NPAs, provisioning in line with the second half of 2008, and ample generic provisions to cover losses.
Chevron 2008 JPMorgan Annual Energy Symposium: Heavy Oil finance1
Gary Luquette, President of North America Exploration and Production at Chevron, presented at the JPMorgan Annual Energy Symposium on Heavy Oil. Chevron has a large global heavy oil portfolio and is focused on becoming a leader in developing and producing heavy oil resources. Chevron utilizes new technologies, builds organizational capabilities, and transfers knowledge across its operations to maximize production from its extensive heavy oil assets around the world.
South & South East Asia New Challenges, New Opportunities Cairn India Limited
Cairn India has had exploration success in India, making major oil discoveries in the Rajasthan basin. Rajasthan is now considered a world-class oil producing asset for Cairn, with expected gross production of 300 thousand barrels per day. However, future development depends on managing local environment and integrating local communities. Cairn focuses on education, infrastructure, economic development, and health to drive local growth in a sustainable manner and maintain its social license to operate.
18.03.2009 Presentation of E&P Coordinator, Eduardo Alessandro Molinari - P...Petrobras
This document provides an overview of Petrobras, the Brazilian national oil company. It includes disclaimers about forecasts and reserves under SEC guidelines. The investment plan from 2009-2013 totals $174.4 billion, with $104.6 billion for exploration and production. Major oil and gas projects are outlined to increase production between 2008-2013. Reserves, production levels, and key statistics are presented.
'Chevron Corp- UBS Global Oil & Gas ConferenceManya Mohan
Paul Siegele, Vice President of Strategic Planning at Chevron, presented at the UBS Global Oil & Gas Conference. He discussed Chevron's strategies to meet long-term energy demand growth, including expanding their upstream portfolio and major capital projects. Chevron has a leading project queue that will increase reserves and production, and their strategic advantages position them for long-term growth and returns.
This document summarizes Chevron's downstream business accomplishments in 2007 and strategic priorities going forward. In 2007, Chevron improved operational performance, delivered a 16% return on capital employed, and increased refining scale and flexibility through major asset upgrades. Going forward, Chevron aims to further enhance reliability, pursue high-grading divestments, increase integration, marketing efficiency, and flexibility to process heavier crudes and capture higher margins. The overall strategy is focused on improving returns through operational excellence, selective growth, and effective execution.
UBS - Latin America Emerging Market - One on One Conference”Petrobras
Petrobras is a Brazilian integrated energy company that operates across the oil and gas value chain from exploration and production to refining, distribution, and trading of oil products. The presentation provides an overview of Petrobras, including its investment plan of $87.1 billion from 2007 to 2011 which allocates most funding to expanding exploration and production activities in Brazil and internationally. It also shows Petrobras has a diversified shareholder base including both Brazilian and international investors.
1) Chevron's key financial priorities are to fund its capital program, maintain its AA credit rating, increase dividends annually, and repurchase shares.
2) Chevron reported record net income of $18.7 billion in 2007, up from $17.1 billion in 2006, driven by strong performance across its upstream, downstream, and chemical segments.
3) Chevron maintains a disciplined approach to capital allocation, investing over half of its cash from operations and divestments back into its capital program to take advantage of growth opportunities.
Argentina has experienced strong economic growth over the past decade and maintains solid economic foundations for continued growth. It grew at an average annual rate of 8.5% from 2003-2008, accumulating large fiscal and trade surpluses. Despite the global crisis, Argentina's exports declined less than most countries and it is projected to maintain current account surpluses in 2009-2010. Argentina has a skilled workforce and is a leading producer of many global commodities. It has opportunities for investment across sectors such as agriculture, wine, health, and information technology.
This document proposes a project to distribute clean cookstoves in Indonesia to reduce carbon emissions. Over 5 years, the project aims to distribute 10,000 cookstoves in Majalengka, West Java and partner with local companies to supply used cooking oil to fuel the stoves. The project expects to generate revenue from cookstove sales and carbon credits from verified emissions reductions. Financial projections estimate the project will reach profitability in year 2 and have a 50% internal rate of return over 5 years.
Divi's Laboratories Ltd is initiated as a "BUY" recommendation with a target price of Rs. 1287, representing a potential upside of 35%. Divi's is a leading player in the generic APIs and CRAMS spaces and will benefit from increased outsourcing and patent expiries. The company has established relationships with top innovators and a strong pipeline of products. Revenues are expected to grow at a CAGR of 25.2% through FY2014 driven by mature API products and new product approvals. Margins will be maintained through efficient capacity expansion and control of spare capacity. At the target price, Divi's would trade at a justified premium to peers given its high margins, growth, cash
Fortuna Silver Mines Inc. is a silver mining company with operations in Peru and Mexico. The presentation provides an overview of Fortuna's two core operating assets: the San Jose Mine in Mexico and the Caylloma Mine in Peru. It also summarizes the company's financial performance, growth strategy, and extensive land holdings for exploration.
Julho-2008 Theodore M. Helms, Marcos Vinicius Guimarães - Petrobras at a gla...Petrobras
Petrobras is a major international oil company headquartered in Brazil. It has over 500,000 shareholders worldwide and is 60% owned by private investors. Petrobras has proven oil and gas reserves of over 13.9 billion barrels of oil equivalent. The company is investing heavily to increase production, with a goal of producing over 2.4 million barrels per day of oil and natural gas by 2012.
This document outlines a proposal for a clean cookstove project in Indonesia. The project would distribute 8,000 improved cookstoves called "Protos" over 5 years that reduce emissions and use waste cooking oil as fuel. It would partner with local companies and charities, and generate revenue from stove, fuel, and preheating material sales as well as carbon credits under the Clean Development Mechanism. Financial projections estimate the project will have a positive NPV, 50% IRR, and reach the break-even point in the second quarter of the second year.
The documents summarize U.S. energy production, consumption, and import trends from 2009 to 2025. It shows that while U.S. energy consumption is expected to increase, domestic production will not keep pace, leading to larger import dependencies over time. Specifically, the U.S. energy gap is projected to widen from 13% in 2012 to 20% in 2025, and the liquid fuel gap may grow from 60% in 2006 to 37% in 2025, requiring increased imports. The top sources of U.S. crude oil imports are expected to remain Canada, Mexico, Saudi Arabia and other OPEC nations.
Petrobras unveiled its strategic plan and business plan for 2010-2014 totaling $224 billion in investments. Key aspects include increasing domestic oil and gas production, with targets of 5.4 million boe/d by 2020. Major projects in the pre-salt region were added to come online between 2010-2014 including Guará Pilot FPSO, Tupi NE Pilot FPSO, and Baleia Azul FPSO. The plan aims to boost domestic refining and natural gas supply while expanding internationally in select markets and business segments. Local content is expected to provide nearly 70% of total investment needs during this period.
Petrobras unveiled its strategic plan and business plan for 2010-2014 totaling $224 billion in investments. Key elements include increasing domestic oil and gas production, with targets of 5.4 million boe/day by 2020. Major projects in the pre-salt region were added to come online between 2010-2014 including Guará Pilot FPSO, Tupi NE Pilot FPSO, and Baleia Azul FPSO. The plan aims to boost local content of supplies to around 70% and focuses investment on infrastructure, logistics and the domestic value chain in Brazil.
National Oilwell Varco is the largest oilfield equipment company in the world. Through a strategy of mergers and acquisitions over the past 15 years, it has achieved superior returns on investment compared to industry averages. It provides complete solutions for oil and gas customers through its all-in-one business model. Current success is linked to its strategic initiatives of constant growth through acquisitions, international expansion via mergers and acquisitions, and offering customers an all-in-one solution from rigs to petroleum distribution through its portfolio of brands.
The document is the agenda for the Annual Meeting of Shareholders of Murphy Oil Corporation held on May 9, 2012. It includes presentations by David M. Wood, President and CEO of Murphy Oil, on the external environment facing the energy industry, an overview of Murphy's upstream and downstream portfolios, and conclusions. The agenda covers topics such as growing global population and energy demand, trends in global crude oil and natural gas supply and demand, and historical commodity prices.
The document discusses the outlook for the LP gas and oil markets. It summarizes that global oil demand is expected to increase significantly by 2020-2030 which will challenge production capacity. World LP gas demand is projected to grow over 1% annually. Brazil's pre-salt oil reserves could double the country's proven reserves. Domestic oil production and product demand in Brazil are both expected to increase steadily through 2020. LP gas consumption and imports in Brazil have grown in recent years but imports are projected to decline as new refineries come online. Petrobras is well positioned in Brazil's LP gas and natural gas markets and infrastructure.
Presidente Jose Sergio Gabrielli de Azevedo. Apresentação para o Instituto Fr...Petrobras
Brazil is emerging as a new hotspot for oil production. Petrobras has discovered large pre-salt oilfields offshore Brazil and has ambitious plans to increase production. Production is expected to grow from 2.9 million barrels per day in 2010 to over 5 million barrels per day by 2020, making Brazil one of the largest producers. Petrobras has a fully integrated value chain in Brazil and is focusing on developing local suppliers and technology to support its growth plans. The discoveries are expected to boost the Brazilian economy and make the country less reliant on imported oil.
Conco Phillips- Presentations & Conference Calls Howard Weil Annual Energy Co...Manya Mohan
This document provides an overview of ConocoPhillips' annual energy conference in March 2009. It summarizes the major changes in the global economic and energy environment over the past year, including a recession, declining commodity prices, and reduced energy demand. The document outlines how ConocoPhillips has adjusted its operating plans and cost structure in response. It reaffirms the company's long-term strategic objectives and provides details on its exploration and production and refining activities and investments over the past decade.
Iraq has immense oil and natural gas resources that could be rapidly expanded to more than double oil production by 2020 and for Iraq to become a major global oil supplier and natural gas exporter. Realizing this potential will depend on overcoming political and infrastructure challenges to coordinate investments along the supply chain. Success would transform Iraq's economy and prospects through $5 trillion in export revenues over the next two decades, but any delays in development would be costly to Iraq and tighten global oil markets.
Iraq has immense oil and natural gas resources that could be rapidly expanded to more than double oil production by 2020 and for Iraq to become a major global oil supplier and natural gas exporter. However, realizing this potential will require overcoming challenges including improving energy infrastructure, developing the hydrocarbon sector governance, and coordinating major investments along the supply chain. Success would transform Iraq's economy and have significant impacts on global energy markets, but any delays in development would be costly to Iraq and could tighten international oil supplies and prices.
The document provides highlights from MMX Mineração e Metálicos S.A.'s 2012 results. It notes that production was 7.4 million tons, sales were 6.9 million tons, net revenues were R$806 million, and net profit was R$ -792 million. It also provides photos showing construction progress on the expansion of the Serra Azul Unit and the Sudeste Superport. The document concludes with investor relations contact information.
08.10.2009 Presentation of President José Sergio Gabrielli de Azevedo about ...Petrobras
The document discusses perspectives for the LP gas and oil markets. It summarizes that global oil demand is expected to increase significantly by 2020-2030, challenging production capacity. World LP gas demand is projected to grow over 1% annually. Brazil's pre-salt oil reserves could double the country's proven reserves. Domestic oil production and product demand in Brazil are both expected to increase steadily through 2020. LP gas consumption and imports in Brazil have grown but imports are projected to decline as new refineries come online. Petrobras' infrastructure includes refineries, natural gas units, pipelines and terminals to integrate operations across the LP gas supply chain. LP gas faces displacement risks from natural gas and wood but opportunities include modernizing bott
GE- Goldman Sachs Fourth Annual Alternative Energy Conference Manya Mohan
This document provides a summary of Goldman Sachs' ecomagination initiative to reduce greenhouse gas emissions and drive innovation in environmental technologies. It outlines Goldman's goals to grow low-carbon revenues to $25 billion by 2010, double research spending to $1.5 billion, and reduce greenhouse gas emissions 1% annually. The document highlights several low-carbon technologies Goldman is developing, such as more efficient aircraft engines, wind turbines, LED lighting, and energy storage batteries. It also discusses partnerships to implement smart grid and renewable energy projects.
BP's strategy presentation outlines plans to grow production and profits while transitioning to a lower-carbon energy future. Key points include restoring revenues through operational improvements, controlling costs, accessing new resources, and investing in gas, renewables, and efficiency. BP aims to outperform peers through efficient exploration, high-quality refining assets, and growth in international businesses. The presentation identifies opportunities to improve earnings, returns, and project execution to realize BP's potential.
Ken Lewis, Chairman and CEO of Bank of America, presented at the 2006 Goldman Sachs Financial Services Conference. He discussed the company's opportunities for growth, highlighting its plans to achieve growth through selling more products to more customers across its national footprint, effectively managing costs, and capitalizing on opportunities in retail banking, wealth management, and commercial banking. Lewis also emphasized the company's ability to execute on its strategy through leveraging its extensive customer base and innovation capabilities.
The 2012 Energy Summit focused on the business of sustainability. The document outlines key topics from the summit such as the impact of national election cycles on energy policy debates, historical shifts in US power generation sources, growth in US shale gas production, greenhouse gas emissions reductions targets, the timeline of extensions to the wind production tax credit, and trends in clean energy stock prices.
Petrobras announced results for the 4th quarter and full year 2009. Key highlights include:
1) Petrobras replaced its Brazilian oil and natural gas production for the 17th consecutive year and increased its international reserves.
2) Brazilian oil and gas production increased 6% from 2008 due to new production units coming online. International production grew 6% as well.
3) Petrobras outlined its production targets for 2010 which will see further growth from new systems and enhanced oil recovery projects.
This investor presentation summarizes Endeavour's oil and gas assets and growth prospects. It notes that Endeavour is pursuing a balanced strategy focused on near-term growth through lower risk development in the UK and US, with a portfolio that includes both conventional and unconventional assets providing short and long-term opportunities. The presentation highlights several upcoming catalysts for production and reserves growth, including an acquisition and field development projects in the UK.
This presentation provides an overview of Endeavour's oil and gas assets and investment opportunities. It notes that Endeavour has near-term growth opportunities through lower risk development activities in the UK, including increasing liquids production. It also summarizes Endeavour's balanced portfolio across oil and gas, geographies of UK and US, and development types. The presentation highlights several key assets and projects that could be potential catalysts for growth.
Similar to 04.05.2009 presentation of petrobras america president, jose orlando azevedo - otc - offshore technology conference in houston - usa. (20)
Strategic Plan 2040 || Business and Management Plan 2019-2023Petrobras
The presentation contains forward-looking statements about future events that are not based on historical facts and are not assurances of future results. Such statements merely reflect the Company’s current views and estimates of future economic circumstances, industry conditions, company performance and financial results. Readers are cautioned that these statements are only projections and may differ materially from actual future results or events. The document also contains certain financial measures that are not recognized under Brazilian GAAP or IFRS and may not be comparable to similarly-titled measures provided by other companies.
Plano Estratégico 2040 || Plano de Negócios e Gestão 2019-2023Petrobras
Este documento descreve a jornada da companhia até o momento, suas ambições para o futuro e os planos para alcançá-las. A companhia busca reduzir custos, dívida e riscos, enquanto aumenta a produção, rentabilidade e investimentos em novas áreas, como renováveis. Seus principais objetivos incluem reduzir acidentes, dívida e aumentar retorno sobre capital empregado.
Petrobras provides an overview and highlights of its operations in the first half of 2018. Key points include a net income of $17 billion, an 18% increase in operating income, and starting production from the first system in the Transfer of Rights area of the Buzios field. Petrobras also anticipates increasing production through 2022 by starting up 19 new production units and expanding its exploratory portfolio by 31% since 2017. The company aims to reduce debt levels through divestments and maintain its 2018-2022 capex at $74.5 billion, focusing investments on pre-salt areas and projects with higher profitability.
Apresentação Investor Day, São Paulo, 2018Petrobras
O documento apresenta as informações da reunião anual com investidores da Petrobras em 2018. Nele, o presidente da Petrobras discute os principais destaques da companhia no ano, incluindo a redução da dívida líquida, aumento do fluxo de caixa livre e entrega consistente das metas de produção. Além disso, o documento aborda a melhoria da governança corporativa e da gestão de riscos da Petrobras.
- Petrobras held its annual investor day in 2018 to discuss the company's performance and future plans
- The CEO highlighted improvements in safety, debt reduction, cash generation, governance, and exploration successes in recent years
- Executives provided details on ongoing debt management initiatives, production increases, cost savings, and new deepwater project startups
- The company aims to further strengthen its financial position while preparing for a low-carbon future through technology investments and portfolio optimization
O documento fornece informações sobre as atividades e desempenho da Petrobras em 2017, incluindo sua transição para uma economia de baixo carbono, transformação digital, desempenho operacional e financeiro, segurança e saúde dos trabalhadores, e contribuições para a sociedade e meio ambiente. A mensagem do presidente destaca os compromissos da empresa com a sustentabilidade, como investimentos em novas tecnologias de baixo carbono e redução de emissões.
FORWARD-LOOKING STATEMENTS:
DISCLAIMER
The presentation may contain forward-looking statements about future events within the meaning of Section 27 A of the Securities Act of 1933, as amended, and Section 21 E of the Securities Exchange Act of 1934, as amended, that are not based on historical facts and are not assurances of future results. Such forward-looking statements merely reflect the Company’s current views and estimates of future economic
circumstances, industry conditions, company performance and
financial results. Such terms as "anticipate", "believe", "expect",
"forecast", "intend", "plan", "project", "seek", "should", along with similar or analogous expressions, are used to identify such forward-looking statements. Readers are cautioned that these statements are only projections and may differ materially from
actual future results or events. Readers are referred to the documents filed by the Company with the SEC, specifically the Company’s most recent Annual Report on Form 20-F, which identify important risk factors that could cause actual results to differ from those contained in the forward-looking statements,
including, among other things, risks relating to general economic
and business conditions, including crude oil and other commodity prices, refining margins and prevailing exchange rates, uncertainties inherent in making estimates of our oil and
gas reserves including recently discovered oil and gas reserves,
international and Brazilian political, economic and social developments, receipt of governmental approvals and licenses and our ability to obtain financing.
Este documento descreve:
1) As previsões contidas na apresentação envolvem riscos e incertezas e não são garantias de resultados futuros.
2) A companhia não se obriga a atualizar previsões com novas informações.
3) Alguns indicadores financeiros não são reconhecidos pelo BR GAAP ou IFRS e não devem ser usados isoladamente.
Apresentação de Pedro Parente no Investor Day Nova YorkPetrobras
Petrobras CEO Pedro Parente presented at an event in New York on October 2, 2017. The presentation included disclaimers about forward-looking statements and non-SEC compliant reserves data. It discussed Petrobras' strengths in deepwater production, integrated operations across Brazil's energy industry, and ongoing work to improve governance, reduce costs and leverage through partnerships and divestments. The Business Plan aims to lower leverage, reduce injury rates, focus capital expenditures, and lower production costs.
Apresentação de Pedro Parente no Investor Day LondresPetrobras
1. The document contains a disclaimer stating that any forward-looking statements are based on estimates and are subject to risks and uncertainties.
2. It then outlines an agenda for a Petrobras Day presentation, including discussing Petrobras at a glance, the oil and gas industry, Brazil's regulatory framework, Petrobras' strengths, recent results, and future planning.
3. The document provides several cautions about non-SEC compliant data and financial measures included in the presentation.
Apresentação de Pedro Parente no Investor Day São PauloPetrobras
1) O documento apresenta avisos sobre previsões e estimativas contidas no material.
2) É informado que termos como "descobertas" não podem ser usados nos relatórios arquivados da companhia segundo as diretrizes da SEC.
3) Há um aviso para investidores norte-americanos sobre indicadores financeiros não reconhecidos pelo BR GAAP ou IFRS.
Este documento apresenta o plano estratégico e de negócios da Petrobras para 2017-2021. O plano visa reduzir custos operacionais em 18% e a dívida líquida da empresa através de parcerias e desinvestimentos. O plano também prevê aumentar a produção de petróleo e gás natural por meio de novos projetos de exploração e produção, principalmente no pré-sal.
Petrobras presents its Strategic Plan for 2017-2021 which focuses on oil and gas production. Key goals include reducing total recordable injury rate by 36% and reducing leverage (net debt to EBITDA ratio) to 1.4 by 2018. The plan prioritizes cost reductions through operational efficiencies, partnerships and divestments. Planned investments total $74.1 billion, with 81% directed towards exploration and production. The plan expects to increase oil and gas production to 3.34 million boe/day by 2021 through development of pre-salt and post-salt assets. Financial measures aim to fund investments without taking on additional net debt over the period.
Strategic Plan and 2017-2021 Business & Management PlanPetrobras
This document outlines Petrobras' strategic plan for 2017-2021. It discusses where the company is currently, with high debt levels and operating costs, and where it wants to be - an integrated energy company focused on oil and gas. The plan details how Petrobras will get there through initiatives like cost reductions, partnerships and divestments, and lower capital expenditures. It establishes metrics to measure success in areas like safety, financial leverage, and production levels. The strategies discussed include optimizing the exploration and production portfolio, increasing efficiency in deepwater production, and strengthening refining and natural gas operations.
Plano Estratégico e Plano de Negócios e Gestão 2017-2021Petrobras
Este documento apresenta o Plano Estratégico e de Negócios da empresa para o período de 2017-2021, com o objetivo de guiar a empresa rumo à sua visão de longo prazo. O plano descreve onde a empresa está atualmente, enfrentando desafios como endividamento e preços baixos de petróleo, e onde deseja chegar, com métricas focadas em segurança e redução da alavancagem. O plano também explica como a empresa pretende alcançar seus objetivos por meio de iniciativas de redução de custos, par
O Conselho de Administração da Petrobras aprovou o Plano de Negócios e Gestão 2015-2019, com objetivos de desalavancagem da companhia e geração de valor para acionistas. O plano prevê reduzir a alavancagem líquida para menos de 40% até 2018 e 35% até 2020, com desinvestimentos de US$ 15,1 bilhões em 2015-2016 e US$ 42,6 bilhões em 2017-2018. A produção total esperada é de 3,7 milhões de barris de óleo equivalente por dia em 2020, com o pré
1) A Petrobras divulgou seus resultados do primeiro trimestre de 2016, apresentando prejuízo líquido de R$ 1,2 bilhão.
2) Os resultados foram impactados negativamente pela queda nos preços do petróleo e câmbio desfavorável.
3) A produção total de petróleo e gás natural da Petrobras no Brasil e no exterior caiu 1% em relação ao trimestre anterior.
The document summarizes Petrobras' 1st quarter 2016 results. Net income decreased 123% to a loss of R$1.2 billion due to lower oil prices, weaker demand, and higher financial expenses. Oil and gas production declined 6% to 2.6 million boed. Lifting costs fell 21% in Brazil and 37% abroad. Refining costs decreased slightly. Downstream sales volumes declined 5-8% while refining utilization remained stable. Cash flow from operations fell 2% to US$6 billion. Investments declined 13% to R$15.6 billion.
2. Disclosure & Important Notice
The presentation may contain forecasts about future events. Such
forecasts merely reflect the expectations of the Company's management.
Such terms as "anticipate", "believe", "expect", "forecast", "intend", "plan",
"project", "seek", "should", along with similar or analogous expressions,
are used to identify such forecasts. These predictions evidently involve
risks and uncertainties, whether foreseen or not by the Company.
Therefore, the future results of operations may differ from current
expectations, and readers must not base their expectations exclusively on
the information presented herein. The Company is not obliged to
update the presentation/such forecasts in light of new information or
future developments.
2
3. Medium/Long-term Oil Market Outlook
Remains Very Strong
GLOBAL OIL DEMAND SCENARIOS
mm b/d
140
120 EIA/DOE High Demand Scenario
IEA Reference Scenario
100
Global demand scenarios
80 EIA/DOE Low Demand Scenario
60
Observed decline
Additional Required
40 Capacity (b/d)
Actual decline
Existing production Natural decline
20 Natural decline 2020 | 55 – 65 mm
Existing production
Existing production 2030 | 75 – 90 mm
0
2012
2028
2006
2008
2010
2014
2016
2018
2020
2022
2024
2026
2000
2002
2004
2030
Production in most non-OPEC countries is at a plateau or in decline;
Global oil production capacity will be challenged to meet projected demand growth;
Lower demand and capital spending during current down-cycle will postpone the
crunch, but not eliminate it.
Source: IEA World Energy Outlook 2007, EIA International Energy Outlook 2007 3
4. Dominant Position in a Large and
Growing Emerging Market
2007 Total Oil Consumption by Country (mmboed)
20.7
8 7.9
6
5.1 Brazil is world’s ninth
largest oil consumer
4
2.7 2.7
2.4 2.4 2.3 2.2 2.2 2.0 1.9 1.7 1.7 1.6
2
0 Total Oil Consumption (index)
US
France
S. Korea
UK
Germany
Mexico
China
Japan
Iran
India
Canada
Brazil
Saudi
Italy
Russia
Brazil OECD World
150
140
Brazil oil consumption 130
growing at 2.4% p.a. 120
OECD oil consumption 110
growing at 1% p.a. 100
1991
1990
1992
1993
1994
1995
1996
1997
1998
1999
2000
2001
2002
2003
2004
2005
2006
2007
Source: BP Statistical Review 2008, PFC Energy
4
5. High-potential Portfolio in One of the World’s
Most Exciting Provinces
Kashagan
Sakhalin II
Sakhalin I
Kurmangaz
Thunder Shah i
Azadegan
Horse Deniz
Khurais Anaran
Roncador
Marlim
Albacora Agbami
Akpo
Iara
Jupiter Dalia Kizomba
Tupi
Carioca Girassol, Jaz, Rosa
82% of our total crude
production currently
comes from Campos
Development of the Santos
Basin
Basin sub-salt play will drive
our long-term production
growth
Significant light oil and
Circle size
gas discoveries have been
indicates
made in the Espirito Santo
estimated reserves
Basin
5
6. Competitive Advantage in the Deepwater
Petrobras operates 22% of global
deepwater production
2008 Gross Global Operated Deepwater
Production (mboe/d)
REL HES
MUR
1% 1%
2%
BG
APC 4% PBR
5% 22%
CVX
6%
TOT
8%
XOM
14%
BP
9%
STL RDS
14% 14%
Source: PFC Energy | Note: Estimated volumes above reflect what operators are responsible for producing, not
what they keep on a net working interest or e ntitlement basis. Minimum water depth is 300 meters; twelve
operators above account for 94% of global deepwater production in 2008.
6
9. US Gulf of Mexico – Cascade and Chinook Project
Disconnectable
Buoy
Deepest installation of an FPU in the world (8,250 ft)
First FPSO in the US
Highest Reservoir Pressure (20kpsi) ever produced
9
10. Pursuing New Projects While Maximizing
Production from Existing Assets
Petrobras Total Production (M boed)
5,729
223
409
7.5% p.y.
1,177
3,655
5.6% p.y.
131
2,757 210
2,400 8.8% p.y. 634
2,223 2,305 2,308 103
2,042 2,027 100 142
1,812 96 101 109
463
1,637 85 94 142 126 124
23 163 273 321 3,920
24 35 161 168 274 277
44 251
252 265
232
2,680
1,778 1,792 1,855 2, 050
1,500 1,540 1, 493 1,684
1, 335
2001 2002 2003 2004 2005 2006 2007 2008 2009 2013 2020
O il production ‐ Brazil Ga s production ‐ Bra zil Oil P roduc t ‐ International Ga s P roduct ‐ Inte rna tiona l
10
11. Pre Salt Province
Total area of the Province: 112,000 km2 Area not under concession: 71,000 km2 (62%)
Area under concession: 41,000 km2 (38%) Area with Petrobras interest: 35,000 km2 (31%)
Whale’s Park
in
as
B
s
po
am
C
Test ed Wells
HC Fields
Exploratory Blocks
Pre-Salt Reservoirs
Santos
n
as i
to sB
S an
11
12. Santos Basin Pre-salt
Blocks Consortium
Wells Drilled
BMS-8 BR (66%), SH (20%) e PTG (14%)
BMS-9 BR (45%), BG (30%) e RPS (25%)
BMS-10 BR (65%), BG (25%) e PAX (10%)
BMS-11 BR (65%), BG (25%) e PTG (10%)
BMS-21 BR (80%), PTG (20%)
BM-S-42
BMS-22 EXX (40%), HES (40%) e BR (20%)
BMS-24 BR (80%), PTG (20%)
BMS-50 BR (60%), BG (20%) e RPS (20%)
Evaluation Plans approved by ANP
BM-S-42
Parati – 1-RJS-617
Tupi – 1-RJS-628
Iar a
Carioca – 1-SPS-50 BM-S-10
Par ati
Caramba – 1-SPS-51 BM-S-11
Guará – 1-SPS-55 Tupi
Bem-Te-Vi – 1-SPS-52 BM-S-24
Jupiter
Iara – 1-RJS-656
BM-S-8 BM-S-9
Bem-te-Vi Car ioca
Pre-salt Cluster:
Evaluation Plans being prepared
BM-S-21 15.000 km2
Car amba
Tupi: 5 to 8 bi boe
Júpiter – 1-RJS-652 BM-S-17
Iara: 3 to 4 bi boe
12
13. Espírito Santo Pre-salt
Infrastructure in-place
to
an
UTG Cacimbas
Linhares
P-34 at Jubarte field, first pre-salt
oS
Rio Doc e Cangoá Peroá production: excellent results, prod. up to
MG UPGN Lagoa Parda 18 k b/d
rit
pí
24” – 66 km
Aracruz 25 MM m 3/d
FPSO Seillean started in dec/08 as pilot
Es
Terminal Barra do Riacho
Camarupim
Canapu
system of Cachalote (CHT) field
Golfinho
VITÓRI A FPSO Capixaba will move from Golfinho
Vila Velha Carapó
field to Cachalote/Baleia Franca (BFR) in
UTG Sul Capixaba
Sul-Norte Capixaba
Gas pipeline
1H10
Guarapari Sul Capixaba
Gas pipeline 12 a 24” – 160 km
12” – 83 km 7 a 15 MM m 3/d
Anc hieta 4,5 MM m 3/d FPSO Pipa II will start in 2H10 as Baleia
Presidente
Kennedy Marataizes Azul (BAZ) pilot system
ARG
CHT Baleia Franca
JUB
N AU
OST
Baleia Azul first definitive production unit
RJ Baleia Azul AB A
CXR
PRB by 4Q12
Catuá
Natural gas production transported via
pipeline
13
15. Record of Accelerating Development
Production (b/d)
54 years
16 years
22 years
27 years
45 years
12 years
Number of years
Production since founding of Petrobras
Discovery of Garoupa in the Discovery of giant fields in Campos Basin Discovery of the Pre-salt,
(1954) Campos Basin (1974) inc. Albacora/Marlim including Parati (2006)
15
16. Petrobras’ Strong Portfolio Beyond Pre-salt
Main discoveries in the Post-salt region*
Date Block/Field Well Consortium
Nov-2008 BM-J-3 1-BRSA-669-BAS BR (60%), STATOIL (40%)
Jequitinhonha
Sep-2008 BM-S-40/Sidon 1-BRSA-658-SPS BR (100%)
Jul-2008 Golfinho 4-GLF-23-ESS BR (100%)
May-2008 BM-S-40/Tiro 1-BRSA-607-SPS BR (100%)
Dec-2007 BM-ES-5/Camarupim 4-ESS-177/6SS168 BR (65%), EL PASO (35%)
May-2007 BM-ES-5/Camarupim 6-BRSA-486-ESS BR (65%), EL PASO (35%)
Mar-2007 BC-60/Caxaréu 4-BRSA-446-ESS BR (100%)
* 2007 to 2009
17. Main Challenges for the Oil Industry in Brazil
CHALLENGES
Infra‐structure Improvement
including Dry Docks
Critical Equipment Supply
Drilling Equipment
Brasfels Shipyard in Angra dos Reis. P‐51 and P‐56
Dynamic Positioning and Propulsion construction.
Systems
Processing and Supply of Steel
Qualified workforce for construction
and operation
Financiability
Costs Optimization
Rio Grande Shipyard under construction. Prepared for
platform construction.
17
18. Optimizing Costs
Planning
• More details less risk Planning
Optimizing Costs
• Design Simplicity
• Design Standardization (i.e. 8 identical
Contracting
Pre-salt FPSOs)
• Equipment specification based on
industry-standards Culture
Contract Strategy
• Large number of contracts (packages
or modules) to increase
competitiveness
Culture
• Reducing redundancies
18
19. Opportunities for New Players
New Vessels Delivery Plan
Critical Resources
2009 to 2013 2013 to 2015 2016 to 2020
Large Vessels (1) 44 5 0
Supply and Special Vessel 92 50 53
Production Platforms (2) 15 8 22
Others (Jack-ups and TLWP) 2 2 3
Total 153 65 78
Supply Vessel Large Vessel (VLCC) Production Platform (FPSO)
Drilling Rigs
40 drilling units until 2017 to produce in deep and ultradeep waters
- 12 first via international bidding, delivered up to 2012 – Meeting Petrobras’ short-term need, while the
dome stic industry develops to attend the re maining units
- 28 built in Brazil and operated by Brazilian companies, delivered between 2013 and 2017
(1)
(2)
Promef 1 and Promef 2
FPSO and SS
19
20. Opportunities for New Players
Items Un. TOTAL Items Un. TOTAL
Wet Christmas Tree un 500 Pumps un 8.000
Well Head un 500 Compressors un 700
Flexible Lines km 4.000 Winch un 450
Manifolds un 30 Crane un 200
Producing pipes t 42.000 Engines un 1.000
Umbilical km 2.200 Turbines un 350
Dry Christmas Tree un 1.700 Structure Steel (Hull) t 940.000
Onshore well head un 1.700
Items Un. TOTAL Items Un. TOTAL
Reactors un 280 Power Generators un 500
Oil and water splitter un 50 Filters un 300
Storage Tankers un 1.800 Flares un 30
Turrets un 550
20
21. Opportunities for New Players
Total Investments:INVESTMENTS IN LOGISTICS – PIPELINES AND TERMINALS
US$ 3.7 billion between 2009-2013;
Main Projects:
Storage extension in Santos and Paranaguá ports;
Increase in effluents treatment in São Sebastião (TEBAR), São Fransisco do Sul (TEFRAN),
Cabiúnas, Ilha Grande (TEBIG) and TEDUT Terminals;
Implantation of the Program “Adequação de Suprimento de Petróleo” (PASP) and the Plano Diretor
de Dutos, in São Paulo State, through interventions in the OSVAT and OSCAN Systems, and new pier
for the São Sebastião Terminal;
Improvements in the oil product outflow system in Santos and Paranaguá ports and Madre de Deus
Terminal(TEMADRE).
Petrobras’ Terminals
26 offshore terminals, operated by
means of monobuoys or spread
mooring
20 land terminals.
22. Vertically Integrated System to Capture
Synergies within the Value Chain
Upstream Operations Downstream Operations
Existing Pipelines
Refineries
Petrobras Waterway Terminal
Other Companies In Land Terminal
As Petrobras continues to grow its upstream Petrobras will increase capacity to meet
business, the need for a compatible refining the needs of a growing domestic market
infrastructure becomes more critical
22
23. Production Increase Followed by Increase in
Domestic Oil Products Market
RNE
230 M UPB Premium I Others
150 M (600 M bpd) e
bpd Premium II (300 M
REPLAN 2011 bpd bpd)
Revamp Dec/2012
33 M bpd 1st Phase: 2013 Fuel Oil
REPAR 2nd Phase: 2015
2010 Revamp 5.729
25 M bpd
Clara 2011 Diesel
Camarão
Refinery
2010
7,5% a.a. Jet Fuel
Mil b/d
3.920
3.655
Naphtha
2.680 2.876
400 Gasoline
2.400
2.301
2.257 150
274
1.906 1.945 112
182 202 1.855 LPG
119 107 1224
1.792
901
738 783
179 Oil Production in Brazil
84 118
89 255 246
250 218
326 332 367 419
208 214 230 257 Oil and Gas Production in
Brazil and Abroadodução
de óleo e gás Brasil e
2007 2008E 2013E 2020E Internacional
23
24. OPPORTUNITIES FOR NEW PLAYERS
Gas & Energy
1st investment cycle (until 2010) – Diversifying Supply and Integrating the network
+ 2,332 km of gas pipelines until 2010
+ 19 new power plants
+ 1,236 MW until 2010
2nd investment cycle (2011 on) – Supply Flexibility and Diversification
+ 307 km of gas pipelines
+ new compression stations;
+ 2 LNG terminals (Terminal Regás-Flex)
+ natural gas power plants
24
25. Growing Options in Biofuels and
Low-carbon Technologies
Petrobras’ Biodiesel Plants
STRATEGY: To establish a global presence in
Quixadá the biofuels segment, with a particular focus on
biodiesel and ethanol
CE
Participate in Brazilian ethanol chain
and develop global markets for
Brazilian ethanol
BA Participate sustainably in the biodiesel
business in Brazil and with selective
Candeias international investments
MG
Montes Claros Develop competitive technologies to
produce biofuels from residual biomass
25
26. Prominp - Human Resources Demand
2007 2008 2009 2010 2011 2012 2013 2014 2015 2016
120.000
100.000
80.000
60.000 174,000
40.000
43,000 Business Plan 2009 – 2013
20.000 69,000
Qualified
Personnel
Business Plan 2008- 2012
0
26
27. Prominp - Human Resources Demand
2007 2008 2009 2010 2011 2012 2013 2014 2015 2016
120.000
120.000
Business Plan 2008 – 2012
28 Drilling Rigs
100.000
100.000 146 Supply Boats
New Stationary Production Units
PROMEF II
80.000
80.000 Freight 19 vessels
Refinery Premium II
Refinery Premium I
60.000
60.000
40.000
243,000
43,000 Business Plan
20.000 2009-2013
Qualified
Personnel
0
Atualização 16mar2009
27
28. Funding for the Next Two Years
Resolved
Funding for 2009 completed, with remaining needs for 2010 to be met via
traditional sources and cost reductions
2009 2010
Needs Needs
• US$ 18.10 bn • US$ 18.9 bn
Sources Sources
• BNDES: US$ 12.5 bn • BNDES: US$ 10.0 bn
• Pre-funding 2008: US$ 2.5 bn • Remainder to be financed : US$ 8.9 bn
• Capital Market: US$ 6 bn • 15% reduction in capex would reduce
remaining financial needs to less than
US$ 4 bn
28
29. 2020 Vision: To be One of the World’s Five Largest
Publicly Traded Oil Producers
Production
30,000 Target: 2020
25,000
Reserves (mm boe)
Production XOM
20,000 Target: 2013
BP
Production
Target: 2009
15,000
PBR
10,000 CVX RDS
COP
TOT
5,000
2,000 2,500 3,000 3,500 4,000 4,500 5,000 5,500
Production (mboe/d)
2007 (SEC) reserves and production
29
30. Conclusions
There are huge opportunities for already installed and
newcomers in Brazilian market of suppliers, service and
engineering companies due to the scale provide by project
portfolio.
Petrobras has a robust project portfolio, which is atypical of
the current economical situation.
Petrobras accomplishments are supported by its technological
capabilities as well as its operational experiences focusing on
a safe hydrocarbon recovery
In order to carry out such portfolio, Petrobras is looking
forward to establishing stable long term business
relationships with all available companies that are willing to
invest in Brazil.
30