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.
Greg Norden, CFO of Wyeth, presented at the UBS Global Life Sciences Conference on September 25, 2007. He discussed Wyeth's strong financial performance in the second quarter and first half of 2007, with 10% revenue growth and earnings per share increases of 13-12%. Norden highlighted several of Wyeth's key marketed products that contributed significantly to revenue growth, including Enbrel, Prevnar, Effexor, and Nutritionals. He also provided an outlook for 2007 with raised EPS guidance and expectations for continued bottom line growth outpacing revenue growth.
This 3 sentence summary provides the key highlights from the 3Q08 Earnings Presentation:
The presentation discusses Banco ABC Brasil's 3Q08 financial results, noting that net income grew 11.5% over 2Q08 to R$48.4 million, the efficiency ratio was 35.8%, and the credit portfolio reached R$6,879.1 million, growing 5.9% over 2Q08. Return on equity was a strong 16.9% for the quarter.
CPFL Energia is the largest private electricity company in Brazil. It distributes, generates, and commercializes energy through subsidiaries. After its IPO in 2004, it became the first Brazilian private company to trade on the São Paulo Stock Exchange and NYSE, requiring high corporate governance standards. It has over 11,000 MW of installed generation capacity and serves over 6.5 million customers.
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.
This document provides an outlook and strategic focus areas for El Paso Corporation in 2008. It aims to accelerate the company's progress toward becoming a "top tier" performer by completing divestitures, achieving production targets, growing non-proved inventory, and improving capital and expense efficiency. The majority of El Paso's $1.7 billion capital program is directed toward lower risk domestic development and international projects. Key metrics for 2008 include targeted production of 860-920 million cubic feet equivalent per day and EBITDA of $1.7-1.9 billion. The outlook emphasizes high-quality assets, repeatable drilling programs, greater onshore weighting, value creation, and continued operational improvement to enable visible multi-year production growth
Petrobras is a major international oil company that was originally established as a government monopoly in Brazil. It is now 60% publicly traded with shares listed in Brazil and New York. The company has grown significantly in recent decades and aims to become one of the top five largest publicly traded oil producers by 2020. Petrobras has a competitive advantage in deepwater exploration and production. It also has large proven reserves, particularly from new pre-salt discoveries, that could more than double Brazil's reserves. The company has shown an impressive record of accelerating production growth over the past decades from major new field developments.
Intact Financial Corporation presented an investor presentation in March 2010. The presentation highlighted Intact as the dominant property and casualty insurer in Canada, with over $4 billion in direct premiums written. Intact has substantial size and scale advantages over its competitors due to its market share leadership positions in key provinces and a track record of successful acquisitions. The presentation also noted Intact's consistent outperformance of the P&C insurance industry over 10 years in areas like premium growth, combined ratio, and return on equity. Intact aims to continue its strong organic growth through its large broker network and by targeting the growing 50+ demographic market.
Carlos Fadigas, CEO of BTG Pactual XII, presented at a conference in São Paulo in February 2011. The presentation discussed Braskem's growth into a global petrochemical leader through acquisitions of Quattor and Sunoco assets. It outlined Braskem's project pipeline for expansion in Latin America, including a new ethane cracker project in Mexico. The presentation emphasized Braskem's focus on sustainable chemicals and innovation in bioplastics. It highlighted Braskem's consistent financial performance through economic cycles.
This document summarizes the key findings of the Second Census Project conducted by GVcepe and ABDI on the Brazilian private equity and venture capital industry. It finds that as of December 2009, there was $36.1 billion in committed capital to Brazil from 144 PE/VC firms. Over the 2005-2009 period, these firms made 414 new investments totaling $17.8 billion, with 103 total exits and 39 IPOs. The committed capital has grown significantly from 2000, increasing over 6 times since 2004 and doubling as a percentage of GDP. Pension funds and parent organizations make up the largest sources of committed capital.
The document discusses key concepts related to earthquakes including:
1. Faults are cracks in the Earth's crust where rock rubs against rock, such as the San Andreas Fault.
2. Seismographs are instruments that record seismic waves, which are vibrations caused by earthquakes or other movements within the Earth.
3. The Richter Scale is used to measure the amount of energy released by an earthquake, with higher magnitudes causing greater damage to structures and buildings.
Churches exist all over the world, from well-known large churches to small churches in exotic or remote locations that have limited funds. Photographs of churches from around the globe can be found online, showing the diversity of architecture and locations where people worship.
This document summarizes the key details of an event including 150 people participating over 3 days with the goal of hearing 29 registered pitches over 54 hours to ultimately select 14 final pitches. The event was the culmination of work from 1 vision, 1 team, 35 companies/organizations, 23 mentors, and 7 judges over 4 months to encourage participants to pursue their ideas and "Make it happen!".
Bij Eureko / Achmea speelt talentontwikkeling een belangrijke rol, ook voor de financiële kolom. De financieel directeuren van de verschillende
bedrijfsonderdelen zijn hier nauw bij
betrokken. Dat deze aanpak succesvol is, blijkt onder meer uit de hoge positie van Achmea in de top 100 meest favoriete werkgevers voor finance professionals. Financieel directeur en voorzitter van het Management Development
(MD) Committee voor de Finance & Risk-afdeling Bianca Tetteroo, en MD Consultant Carine Leemereise vertellen meer over hun aanpak.
The document summarizes research on using wikis for peer review in a science classroom. It describes a study where students participated in a wiki-based peer review lesson and survey. The results showed that the lesson improved students' opinions of peer review, especially when guidelines were followed. However, it did not broadly change their views. Limitations included a small sample size and lack of repetition in different contexts. Wikis were found to enable constructive, reflective, scaffolding and collaborative learning.
Rio's Pact is a collaborative governance initiative that aims to promote the integrated and sustainable development of Rio de Janeiro. It brings together representatives from academia, nonprofit organizations, government agencies, private sector companies, communities, and international groups to coordinate policies and programs. The Pact operates through working groups focused on issues like security, economic opportunities, and communication. It seeks to transition from a centralized model of governance to one that is more distributed and participatory. The ultimate goals are to improve connections between actors, foster greater social inclusion, and integrate communities across the city.
The Spectacled Caiman has several adaptations that allow it to thrive as a predator in its habitat. It has large, conical teeth adapted for gripping and tearing prey. Its webbed feet allow for powerful swimming and digging. Its armored scales and ability to change color help protect it from predators and help it ambush prey by avoiding detection.
Los Premios Oscar reconocen la excelencia en la industria cinematográfica y son considerados el máximo honor en el cine. La estatuilla se llama oficialmente "Premio de la Academia al Mérito" y es otorgada por la Academia de Artes y Ciencias Cinematográficas de Hollywood. La primera ceremonia de los Premios Oscar se celebró en 1929 y las películas más galardonadas son El Señor de los Anillos: El Retorno del Rey, Titanic y Ben-Hur.
There are 8 main types of infographics: how-to infographics guide viewers through a process, research result infographics show the outcomes of studies, compare and contrast infographics examine changes over time or differences between things, did you know infographics provide interesting facts, demographics infographics display market research, advocacy infographics outline issues to promote change, timeline infographics chronicle changes over periods of time, and tips or demo infographics convey useful information.
This document provides information about the requirements and assessment criteria for Unit G321 Foundation Production. Candidates must plan and construct two paired media artefacts in response to briefs set by the exam board. The preliminary exercise involves filming and editing a short continuity scene, while the main task is to produce the titles and opening of a short fiction film up to 2 minutes long. Candidates will be assessed on their planning and research (20 marks), the quality of their finished products (60 marks), and an evaluation of their work (20 marks). Research involves looking at similar media products and audiences, while planning requires storyboards, scripts, and production organization. The evaluation is submitted as a DVD extra responding to exam board questions.
Katie's Cupcakes is a bakery located at 2011 Serendipity Street in Loveland, Colorado that bakes cupcakes and cakes fresh daily using organic ingredients. They are open daily from 6:00am to 4:00pm and offer birthday and specialty cakes in addition to their cupcakes.
1) Petrobras aims to be one of the top five largest integrated energy companies in the world by 2020 with a strong international presence and leadership in biofuels.
2) Petrobras' $112 billion investment plan from 2008-2012 focuses on expanding oil and gas production, refining and distribution, with 58% directed to exploration and production.
3) The investment plan represents a 29% increase over the previous plan, with $13 billion from new projects including exploration, production of mature fields, refining and petrochemicals.
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.
Iochpe-Maxion reported financial results for the third quarter of 2008. Net operating revenue increased 47% to R$523 million compared to the prior year period. EBITDA grew 60.4% to R$92.2 million. Net income increased substantially to R$130.9 million, though part of this increase was due to a non-recurring gain. Exports increased 27.1% in US dollar terms. Overall results were positively impacted by growth in vehicle production and demand for railway freight cars in Brazil.
wyeth UBS Global Life Sciences Conferencefinance12
Greg Norden, CFO of Wyeth, presented at the UBS Global Life Sciences Conference on September 25, 2007. He discussed Wyeth's strong financial performance in the second quarter and first half of 2007, with 10% revenue growth and earnings per share increases of 13-12%. Norden highlighted several of Wyeth's key marketed products that contributed significantly to revenue growth, including Enbrel, Prevnar, Effexor, and Nutritionals. He also provided an outlook for 2007 with raised EPS guidance and expectations for continued bottom line growth outpacing revenue growth.
Banco ABC - 3rd Quarter 2008 Results PresentationBanco ABC Brasil
This 3 sentence summary provides the key highlights from the 3Q08 Earnings Presentation:
The presentation discusses Banco ABC Brasil's 3Q08 financial results, noting that net income grew 11.5% over 2Q08 to R$48.4 million, the efficiency ratio was 35.8%, and the credit portfolio reached R$6,879.1 million, growing 5.9% over 2Q08. Return on equity was a strong 16.9% for the quarter.
CPFL Energia is the largest private electricity company in Brazil. It distributes, generates, and commercializes energy through subsidiaries. After its IPO in 2004, it became the first Brazilian private company to trade on the São Paulo Stock Exchange and NYSE, requiring high corporate governance standards. It has over 11,000 MW of installed generation capacity and serves over 6.5 million customers.
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.
This document provides an outlook and strategic focus areas for El Paso Corporation in 2008. It aims to accelerate the company's progress toward becoming a "top tier" performer by completing divestitures, achieving production targets, growing non-proved inventory, and improving capital and expense efficiency. The majority of El Paso's $1.7 billion capital program is directed toward lower risk domestic development and international projects. Key metrics for 2008 include targeted production of 860-920 million cubic feet equivalent per day and EBITDA of $1.7-1.9 billion. The outlook emphasizes high-quality assets, repeatable drilling programs, greater onshore weighting, value creation, and continued operational improvement to enable visible multi-year production growth
Petrobras is a major international oil company that was originally established as a government monopoly in Brazil. It is now 60% publicly traded with shares listed in Brazil and New York. The company has grown significantly in recent decades and aims to become one of the top five largest publicly traded oil producers by 2020. Petrobras has a competitive advantage in deepwater exploration and production. It also has large proven reserves, particularly from new pre-salt discoveries, that could more than double Brazil's reserves. The company has shown an impressive record of accelerating production growth over the past decades from major new field developments.
Intact Financial Corporation presented an investor presentation in March 2010. The presentation highlighted Intact as the dominant property and casualty insurer in Canada, with over $4 billion in direct premiums written. Intact has substantial size and scale advantages over its competitors due to its market share leadership positions in key provinces and a track record of successful acquisitions. The presentation also noted Intact's consistent outperformance of the P&C insurance industry over 10 years in areas like premium growth, combined ratio, and return on equity. Intact aims to continue its strong organic growth through its large broker network and by targeting the growing 50+ demographic market.
Conferência btg pactual – fevereiro 2011Braskem_RI
Carlos Fadigas, CEO of BTG Pactual XII, presented at a conference in São Paulo in February 2011. The presentation discussed Braskem's growth into a global petrochemical leader through acquisitions of Quattor and Sunoco assets. It outlined Braskem's project pipeline for expansion in Latin America, including a new ethane cracker project in Mexico. The presentation emphasized Braskem's focus on sustainable chemicals and innovation in bioplastics. It highlighted Braskem's consistent financial performance through economic cycles.
This document summarizes the key findings of the Second Census Project conducted by GVcepe and ABDI on the Brazilian private equity and venture capital industry. It finds that as of December 2009, there was $36.1 billion in committed capital to Brazil from 144 PE/VC firms. Over the 2005-2009 period, these firms made 414 new investments totaling $17.8 billion, with 103 total exits and 39 IPOs. The committed capital has grown significantly from 2000, increasing over 6 times since 2004 and doubling as a percentage of GDP. Pension funds and parent organizations make up the largest sources of committed capital.
The document discusses key concepts related to earthquakes including:
1. Faults are cracks in the Earth's crust where rock rubs against rock, such as the San Andreas Fault.
2. Seismographs are instruments that record seismic waves, which are vibrations caused by earthquakes or other movements within the Earth.
3. The Richter Scale is used to measure the amount of energy released by an earthquake, with higher magnitudes causing greater damage to structures and buildings.
Churches exist all over the world, from well-known large churches to small churches in exotic or remote locations that have limited funds. Photographs of churches from around the globe can be found online, showing the diversity of architecture and locations where people worship.
This document summarizes the key details of an event including 150 people participating over 3 days with the goal of hearing 29 registered pitches over 54 hours to ultimately select 14 final pitches. The event was the culmination of work from 1 vision, 1 team, 35 companies/organizations, 23 mentors, and 7 judges over 4 months to encourage participants to pursue their ideas and "Make it happen!".
Bij Eureko / Achmea speelt talentontwikkeling een belangrijke rol, ook voor de financiële kolom. De financieel directeuren van de verschillende
bedrijfsonderdelen zijn hier nauw bij
betrokken. Dat deze aanpak succesvol is, blijkt onder meer uit de hoge positie van Achmea in de top 100 meest favoriete werkgevers voor finance professionals. Financieel directeur en voorzitter van het Management Development
(MD) Committee voor de Finance & Risk-afdeling Bianca Tetteroo, en MD Consultant Carine Leemereise vertellen meer over hun aanpak.
The document summarizes research on using wikis for peer review in a science classroom. It describes a study where students participated in a wiki-based peer review lesson and survey. The results showed that the lesson improved students' opinions of peer review, especially when guidelines were followed. However, it did not broadly change their views. Limitations included a small sample size and lack of repetition in different contexts. Wikis were found to enable constructive, reflective, scaffolding and collaborative learning.
Rio's Pact is a collaborative governance initiative that aims to promote the integrated and sustainable development of Rio de Janeiro. It brings together representatives from academia, nonprofit organizations, government agencies, private sector companies, communities, and international groups to coordinate policies and programs. The Pact operates through working groups focused on issues like security, economic opportunities, and communication. It seeks to transition from a centralized model of governance to one that is more distributed and participatory. The ultimate goals are to improve connections between actors, foster greater social inclusion, and integrate communities across the city.
The Spectacled Caiman has several adaptations that allow it to thrive as a predator in its habitat. It has large, conical teeth adapted for gripping and tearing prey. Its webbed feet allow for powerful swimming and digging. Its armored scales and ability to change color help protect it from predators and help it ambush prey by avoiding detection.
Los Premios Oscar reconocen la excelencia en la industria cinematográfica y son considerados el máximo honor en el cine. La estatuilla se llama oficialmente "Premio de la Academia al Mérito" y es otorgada por la Academia de Artes y Ciencias Cinematográficas de Hollywood. La primera ceremonia de los Premios Oscar se celebró en 1929 y las películas más galardonadas son El Señor de los Anillos: El Retorno del Rey, Titanic y Ben-Hur.
There are 8 main types of infographics: how-to infographics guide viewers through a process, research result infographics show the outcomes of studies, compare and contrast infographics examine changes over time or differences between things, did you know infographics provide interesting facts, demographics infographics display market research, advocacy infographics outline issues to promote change, timeline infographics chronicle changes over periods of time, and tips or demo infographics convey useful information.
This document provides information about the requirements and assessment criteria for Unit G321 Foundation Production. Candidates must plan and construct two paired media artefacts in response to briefs set by the exam board. The preliminary exercise involves filming and editing a short continuity scene, while the main task is to produce the titles and opening of a short fiction film up to 2 minutes long. Candidates will be assessed on their planning and research (20 marks), the quality of their finished products (60 marks), and an evaluation of their work (20 marks). Research involves looking at similar media products and audiences, while planning requires storyboards, scripts, and production organization. The evaluation is submitted as a DVD extra responding to exam board questions.
Katie's Cupcakes is a bakery located at 2011 Serendipity Street in Loveland, Colorado that bakes cupcakes and cakes fresh daily using organic ingredients. They are open daily from 6:00am to 4:00pm and offer birthday and specialty cakes in addition to their cupcakes.
Frederick Lipp visited the German European School Singapore on January 22, 2009. He is a retired Unitarian Minister who has worked in both the United States and United Kingdom. In addition to writing children's books, Fred is the founder and president of The Cambodian Arts & Scholarship Foundation, which helps educate girls in Cambodia.
Presidente Jose Sergio Gabrielli de Azevedo. Apresentação durante o evento No...Petrobras
This document is from the French Institute of Petroleum and discusses global energy trends:
1) It projects that by 2030, renewable sources like biofuels and solar will see strong growth and make up a larger share of global primary energy demand, while oil's relative participation will decline.
2) Many institutions project that natural gas will play an important role replacing offline nuclear capacity in Japan in the short term. Asia has significant natural gas import infrastructure and LNG prices are currently lower than oil.
3) While OECD countries remain the biggest oil consumers, demand growth is shifting to countries like China, India, and the Middle East. Asia will become a major oil consumer region like Europe and North America
This document provides an overview of Chevron Corporation. It summarizes Chevron's strong financial performance in 2007, including record earnings of $18.7 billion and total shareholder return of 30.5%. It also discusses Chevron's strategies for addressing the challenges of growing global energy demand, constrained supply, and geopolitical dynamics by focusing on growth areas in Asia Pacific through its leading project queue and exploration successes. Chevron's strategies are to develop integrated positions in upstream, gas, and downstream with a focus on cost management, capital stewardship, safety, and reliability.
04.05.2009 presentation of petrobras america president, jose orlando azeved...Petrobras
The document discusses Petrobras' operations and outlook. It summarizes Petrobras' production growth plans, including ramping up production from pre-salt fields off the coast of Brazil. It also outlines some of the challenges facing the oil industry in Brazil, such as improving infrastructure and optimizing costs.
2012-2016 Business Plan with investments totaling US$ 236.5bn (R$ 416.5bn), an average of US$ 47.3bn per year.
The 2012-2016 Business Plan is founded on the integrated management of the projects portfolio of the company, with emphasis on: Recovering the production curve for oil and natural gas; Prioritizing oil and natural gas exploration & production projects in Brazil; Focusing attention on the perfect alignment between the physical and financial targets of each project; and Developing the company’s business opportunities while maintaining sound financial metrics.
The document summarizes Braskem's 2Q12 earnings conference call. It notes that Braskem's EBITDA was R$845 million in 2Q12, up 7% from 1Q12, despite extraordinary effects of R$108 million. Braskem's market share of thermoplastic resins in Brazil expanded 3 percentage points to 71% in 2Q12. New projects such as PVC and butadiene were on schedule. Braskem is focused on expanding market share in Brazil and diversifying its feedstock and suppliers through projects such as acquiring a propylene splitter in the US. Braskem forecasts potential positive factors for 2H12 such as growth in emerging markets, but also
One of the many causes of failure of Off-grid electrification project is not involving the community in the development of project. A model has been developed and demonstrated for prefeasibility analysis of off-grid electrification projects. This model compares the two cases for each possible scenario for the site. Two cases are conventional off-grid electrification and off-grid electrification with investment in downstream productive activities. The model has been successfully demonstrated for Village Gorad, District Thane, Maharashtra, India. The results show that the sustainability of the project can be assured by initiating productive activities in the remote communities.
This document summarizes Braskem's second quarter 2007 earnings conference call. It discusses Braskem's strong financial and operating performance in the quarter. Key points include Braskem achieving a 19% EBITDA margin, completing the acquisition of Ipiranga Petroquímica assets, increasing production volumes, strengthening its market leadership position, and leveraging net income through improved operating and financial results. Braskem is highlighted as the largest petrochemical company in Latin America based on key financial metrics for the last twelve months.
Press Release Business Plan 2011-2015 PresentationPetrobras
José Sergio Gabrielli, CEO of Petrobras, presented at a press conference on July 25th, 2011. He discussed Petrobras' business plan and investments from 2011-2015. Key points included increasing investments in exploration and production, especially in pre-salt areas, to meet growing global oil demand. Investments would focus on developing 30 new production systems by 2015. Sales volumes were projected to increase substantially through 2020 to over 7 million boe/day. The business plan aimed to maximize local supplier development and local content. Challenges included developing human resources to become an international benchmark in the energy sector.
Braskem reported its 2Q08 results. Operating performance was strong with the Brazilian resin market growing 11% and Braskem's resin sales in the domestic market growing 17% with a market share of 53%. However, naphtha costs increased significantly which negatively impacted earnings. Net income was R$383 million, benefited by the appreciation of the Brazilian Real. Braskem also completed the acquisition of petrochemical assets from Ipiranga Group and looks for continued strong domestic demand and cost savings in 2H08 despite challenges from high raw material costs.
The document provides financial results and highlights for Braskem for 2Q08. It notes that Braskem's resin sales in the domestic Brazilian market grew 17% in 2Q08. However, a 48% increase in naphtha costs from 2Q07 to 2Q08 negatively impacted Braskem's costs by R$601 million in the first half of 2008. Net income was R$383 million, helped by the appreciation of the Brazilian Real. The document also outlines Braskem's acquisition of assets from Ipiranga Group and a memorandum of understanding signed with Petrobras and Petroperu.
1) Bank of America Chairman and CEO Ken Lewis presented at a Goldman Sachs conference on December 12, 2007 to discuss the company's current position and outlook.
2) The presentation highlighted Bank of America's diverse business lines including consumer banking, wealth management, and corporate and investment banking that contribute to earnings.
3) It also discussed opportunities for growth through initiatives in areas like wealth management, retirement services, and expanding consumer credit and real estate lending to existing customers.
EDP Energias do Brasil reported its 2Q09 results. Key highlights include: 4%
- EBITDA of R$344 million and net income of R$213 million
- Energy volume sold by generation business up 29% year-over-year 18%
- Unveiling of full commercial operations at Santa Fé SHP
- Net revenue fell 1% due to elimination of Enersul figures 78%
- Manageable expenses down 12% for the sixth quarter in a row
- Approval and signature of long-term financing for Pecém I project
Bonds
BNDES/IDB
The presentation provides financial and operational details on EDP
This document summarizes Braskem's 3Q07 earnings conference call. Key highlights include:
- Braskem achieved record domestic resin sales and production volumes in 3Q07. Resin market share increased to 54% and EBITDA was R$755 million.
- Braskem successfully acquired 98.6% of Copesul shares and will redeem remaining shares. It also acquired majority stakes in Ipiranga Group petrochemical companies.
- Braskem will invest in a new 200,000 ton ethanol-based polyethylene unit starting in 2009.
- Commercial strategies helped minimize impacts of higher naphtha prices and exchange rates on results. Net income reached R$132 million.
1) Braskem reported strong operating performance in 3Q07, with historical records for resin production and domestic sales volumes. Resin market share increased from 51% to 54%.
2) The consolidation of the Southern Petrochemical Complex advanced successfully, with high acceptance of share acquisition offers.
3) Braskem will invest in a new unit to produce 200 thousand tons of green polyethylene from sugarcane ethanol, starting in 2009.
4) Despite rising naphtha costs and currency impacts, Braskem's commercial strategy minimized the earnings effect, with 3Q07 EBITDA of R$755 million and a net debt to EBITDA ratio of 1.49 times.
The document discusses recruitment trends in the FMCG industry, analyzing data on new hires from 2007-2008 at DIL and other major FMCG companies like Nestle, HUL, Marico, Reckitt Benckiser, and Heinz. It finds that most FMCG companies primarily recruit for sales roles, especially Sales Officers, and look mainly to the FMCG industry for new hires rather than other backgrounds. The analysis provides insights into how different FMCG giants approach recruitment and compares their strategies.
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.
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.
Energias do Brasil held a conference call to discuss its 2Q07 earnings results. The company reported strong growth in revenue and EBITDA of 27.3% and 91.6% respectively compared to 2Q06. Net income increased substantially to R$333 million from R$26 million in 2Q06. Manageable costs were impacted by some non-recurring provisions but productivity gains helped offset costs. The company also reduced debt levels and extended debt maturities. Overall, the results demonstrated continued improvement in the company's financial and operating performance in 2Q07.
The 10th Annual Latin American Conference hosted by Santander will take place from January 17-20, 2006 in Acapulco, Mexico. Raul Adalberto de Campos, the Investor Relations Executive Manager for Petrobras, will present at the conference. The presentation may contain forecasts about future events involving risks and uncertainties that could cause actual results to differ from expectations. Petrobras is not obligated to update any forecasts based on new information.
This document provides an overview and 2Q results presentation by Petrobras CFO Almir Barbassa. Some key points:
- Petrobras' investment plan from 2007-2011 totals $87.1 billion, with 56% going to E&P to focus on growth in light oil and natural gas production and reserves.
- Financial targets include average return on capital employed of 16% from 2007-2011 and maintaining net debt to equity ratio below 25%.
- Major production growth projects through 2011 include the P-50, P-34 and other platforms that will contribute an additional 560,000 bpd of capacity in 2007 alone.
- From 2011-2015, 15 large projects are planned to
Similar to Petrobras Investments Webcast Pn 2010 2014 (20)
Joaquim P Leao has over 35 years of experience in consultancy, business development, and strategy for oil and gas, offshore, petrochemicals, refineries, and other industrial sectors. He has held positions with several companies in Brazil, including UN Habitat, Grupo Semco, Grupo MPE, BERJ, OXITEC, ISB Pan American Games, TECA, Silvertech, PETROS, PetroConsult, Grupo Ultra, Nordon, Goodyear, I PT, and IHI ISHIBRAS. He has a Master's in Business Petroleum from COPPE UFRJ and a degree in Mechanical Engineering.
O documento apresenta o currículo de Joaquim P Leão, descrevendo sua experiência profissional em consultoria, vendas, marketing e desenvolvimento de negócios nas áreas de petróleo e gás, logística, refinarias e petroquímica. Também lista as empresas em que trabalhou de 1976 a 2012 e seus contatos.
Joaquim Prudencio Leao has over 30 years of experience in business development, project management, and government affairs across various industries including oil & gas, petrochemicals, pension funds, banking, and more. He has held roles such as Business Development Manager, Project Director, and Secretary-General at companies in Brazil, the UK, and elsewhere. Leao maintains an extensive network and references from his work developing opportunities, deals, and partnerships around the world.
Heli bp strategy for a logistic company in brazilJoaquim Leao
The document discusses HeliLogistic's strategy for developing business opportunities in Brazil's oil and gas industry. It provides background information on Petrobras, Brazil's state-owned oil company, including its investments, production projects, and challenges developing pre-salt oil reserves. The strategy identifies opportunities for HeliLogistic in critical equipment and services needed by Petrobras, especially as it expands operations for the pre-salt reserves, and recommends partnering with local suppliers and considering incentives to manufacture in Brazil.
O documento descreve as instalações e operações do Terminal Portuário do Pecém no Ceará. Foi construído para apoiar projetos industriais planejados, mas acabou servindo para movimentar cargas gerais e contêineres. Nos últimos anos, o terminal experimentou forte crescimento no volume de carga, mas precisa ser ampliado para atender às novas demandas previstas até 2014 no Complexo Industrial associado.
O documento discute o plano estratégico da Petrobras para os próximos anos, incluindo investimentos maciços na exploração e produção de petróleo e gás, especialmente na província do Pré-Sal. Apresenta as estimativas de produção e investimentos necessários, além de oportunidades para a indústria brasileira fornecer equipamentos e serviços para apoiar as atividades de exploração e produção.
Developed Studies, Business DevelopmentJoaquim Leao
Joaquim Leão has extensive experience in developing strategies for companies operating in Brazil. Some of the key projects and roles mentioned in the document include:
- Developing a strategy plan for Larsen & Toubro to expand their operations in Brazil.
- Presenting business opportunities and challenges for companies in various sectors such as offshore oil/gas, petrochemicals, and biofuels.
- Creating a business plan to improve Baker Hughes' operations in Brazil.
- Holding leadership roles in swimming and volleyball clubs in Brazil.
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Petrobras Investments Webcast Pn 2010 2014
1. BUSINESS PLAN 2010 - 2014
Webcast
José Sergio Gabrielli – CEO
Almir Barbassa – CFO
STRATEGIC PLAN PETROBRAS 2020
1
2. DISCLAIMER
FORWARD-LOOKING STATEMENTS:
DISCLAIMER
The presentation may contain forward-looking statements We undertake no obligation to publicly update or
about future events within the meaning of Section 27A of the revise any forward-looking statements, whether as a
Securities Act of 1933, as amended, and Section 21E of the result of new information or future events or for any
Securities Exchange Act of 1934, as amended, that are not other reason. Figures for 2010 on are estimates or
based on historical facts and are not assurances of future targets.
results. Such forward-looking statements merely reflect the
Company’s current views and estimates of future economic
circumstances, industry conditions, company performance All forward-looking statements are expressly qualified
and financial results. Such terms as "anticipate", "believe", in their entirety by this cautionary statement, and you
"expect", "forecast", "intend", "plan", "project", "seek", should not place reliance on any forward-looking
"should", along with similar or analogous expressions, are statement contained in this presentation.
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. NON-SEC COMPLIANT OIL AND GAS RESERVES:
Readers are referred to the documents filed by the Company
with the SEC, specifically the Company’s most recent Annual CAUTIONARY STATEMENT FOR US INVESTORS
Report on Form 20-F, which identify important risk factors We present certain data in this presentation, such as
that could cause actual results to differ from those contained oil and gas resources, that we are not permitted to
in the forward-looking statements, including, among other present in documents filed with the United States
things, risks relating to general economic and business Securities and Exchange Commission (SEC) under
conditions, including crude oil and other commodity prices, new Subpart 1200 to Regulation S-K because such
refining margins and prevailing exchange rates, uncertainties terms do not qualify as proved, probable or possible
inherent in making estimates of our oil and gas reserves reserves under Rule 4-10(a) of Regulation S-X.
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.
STRATEGIC PLAN PETROBRAS 2020
2
3. CHALLENGES TO WORLD OIL SUPPLY
Natural decline requires finding new reserves to meet world demand
1
20
10
1 Scenario: Business as Usual
1
00
90 Scenario: Sustainable Development
Required Addition to Capacity
80
70 2020: 43 – 48 MM bpd
60 Projected
Decline
50 2030: 65 – 78 MM bpd
40
30
20
2000 2005 2010 2015 2020 2025 2030
87% of needed supply must come from re-valuing existing reserves, or from reserves
not yet discovered or declared commercial
13%
28%
Production from reserves not yet discovered or without a
development plan
Production currently developed with operations in short
and medium term
Production from revaluation of existing reserves
(increases to Oil in Place or the recovery factor )
59%
STRATEGIC PLAN PETROBRAS 2020
Source: Estimates using WoodMackenzies’ data 3
4. PRIMARY DEMAND FOR ENERGY
Despite growth of alternatives, oil will maintain its importance
Average Annual Change
Business as Usual Sustainable
17,324 Development
17,236 Traditional Biomass
7%
6% 2% 1%
1% 1% +4.2% p.y. +7.8% p.y.
7% 7% Other
Renewable
6% sources
12,974 6%
+5.2% p.y. +6.1% p.y.
1.32% Biofuels
0.5% 7%
0.4% 6% 1.30%
29% 28%
6% Hydro
Nuclear
26%
MMTOE
22% 22%
Coal
22%
Gas
29% 28%
33%
Oil
2008
2008 2008
2030 2030 2030
Business as Usual Sustainable
Development
Aggressive growth in biofuels will only slow the rate of growth in
the consumption of Petroleum products
STRATEGIC PLAN PETROBRAS 2020
* Aeolian, Solar and Geothermal 4
5. DEMAND FOR PETROLEUM
Developing country demand should exceed reduced OECD demand
Per capita petroleum consumption
30 Petroleum demand – 2009-2030 (variation million bpd)
per capita - barrels per year
1980 2000 2009
25
20 OECD Europe
USA
15
Middle East
10 Brazil
5 India
China
0
US Japan OECD* Brazil China India -2 0 2 4 6 8
Transport Eletrical Generation Others
•Considering France, Germany, Italy and UK
STRATEGIC PLAN PETROBRAS 2020
Source: BP 5
6. OIL AND GAS PRODUCTION TARGETS: SUPERMAJORS AND PETROBRAS
Petrobras has the highest growth rate target of the industry
6000
Petrobras: 3.9 MM boe/d in 2014
5500 and 5.4 MM boe/d in 2020
5000 ExxonMobil: Production
growth rate ~3-4% in 2010;
~2-3% p.y. up to 2013
4500
thousand boe/d
BP: Production growth rate
~1-2% p.y. up to 2015
4000
Shell: ~3.5 MM boe/d in 2012
3500 and ~3.7 MM boe/d in 2014
3000
Chevron: production growth
2500 rate ~1% p.y. between 2010-
2014 and 4.5% p.y. between
2014-2017
2000
1500
1000
500
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
STRATEGIC PLAN PETROBRAS 2020
Source: PFC Energy and Company reports 6
7. PETROBRAS CORPORATE STRATEGY to 2020
Integrated, profitable growth, on a sustainable basis
Commitment to Sustainable Development
Integrated Growth Profitability Social and Environmental Responsibility
Expand operations in target markets for oil, oil products, petrochemicals, gas and energy, biofuels and
distribution and to be recognized as a benchmark among integrated energy companies
Grow oil and gas Expand refining in Consolidate leadership Operate in the Operate in Brazil
Corporate Strategy
production in a Brazil, ensuring in the Brazilian natural petrochemical and abroad in the
sustainable manner, sufficiency in domestic gas market, and sector in activities biofuels sector in
becoming one of the supply and leadership establishing an that are integrated activities that are
five largest oil in distribution, while international presence manner with the integrated with the
producers in the developing export and increasing the other businesses of Petrobras system,
world markets for products, domestic electricity the Petrobras and to do so on a
with emphasis in the generation business system sustainable basisl
Atlantic basin and gas chemical,
emphasizing fertilizers
Operational excellence, in management, in energy efficiency, in human resources and in technology
Business Segments
E&P Downstream Distribution Gas and Energy Petrochemicals Biofuels
(RTC)
STRATEGIC PLAN PETROBRAS 2020
7
8. BUSINESS PLAN 2010-14: US$ 224 BILLION
Increased investment for integrated operations in Brazil
Business Segment
1% 2%
1%
Brazil and Abroad
2% 3.5
8% 5.1 3.5 International
2.5 2.8 5%
17.8 11.7
118.8
53%
73.6 212.3
33%
95%
Brazil
E&P Downstream G&E Petrochemicals
Distribution Biofuels Corporate
STRATEGIC PLAN PETROBRAS 2020
8
9. ADJUSTMENTS TO THE 2010-2014 PORTFOLIO
Increased spending on infrastructure, logistics, value chain in Brazil
31.6 (17.0) 10.3
(6.8) 19.2
224
186.6
CAPEX 2010-2014 New Projects Change in Change in Change in 2010-2014
in 2009-2013 Projects Excluded project timeline project design Stake Business
Business Plan and cost Plan
• New projects for pre-salt,
logistics, increased utilization
1%
of domestic oil, and
21% monetization of natural gas.
0.3
0.3
E&P
6.5
6.5
Downstream • Change in partnership
participation reflecting
Gas & Energy
19.7
19.7 uncertainty about
5.1
5.1
Corporate participation of partners in
16% 62% downstream projects
STRATEGIC PLAN PETROBRAS 2020
9
10. APPROVAL STATUS OF 2010-2014 PORTFOLIO
Flexibility to adjust Capex for projects in Phases I and II
US$ 224 Billion
686 projects
0.4%
0,9 0,9
0.9 26.5%
Phase I
59.4
Phase II
122.6 Phase III
54.7% 122.6
17.5
17.5 7.9% Phase IV +
23.6
23.6 Aquisitions
10.5%
Phase I – Identification of Opportunity
Phase II – In Conceptual Phase
Phase III – In Basic Project
Phase IV+ ‐ Authorization for Execution/Implementation/Operations
STRATEGIC PLAN PETROBRAS 2020
10
11. LOCAL CONTENT PARTICIPATION 2010-2014
Brazilian suppliers expected to provide nearly 70% of total needs
Capex in Brazil (US$ billion)
Distribution and
Biofuels (100%)
Purchased in Brazilian
100 % Investments
Gas & Energy Business unit Brazilian content
in Brazil
(82%) Market (%)
Downstream and 80 % E&P 108.2 57.8 53%
Corporate (80%) RTM and Petrochem 78.6 62.8 80%
60 % Gas & Energy 17.6 14.4 82%
E&P Distribution 2.3 2.3 100%
(53%)
40 % Biofuels 2.3 2.3 100%
Corporate 3.3 2.6 80%
Total 212.3 142.2 67%
20 %
0% +
Brazilian Content US$ 46.4 billion from Partners
• Petrobras purchases in Brazil of approximately $28 billion per year (versus $20 billion per year in
prior plan)
STRATEGIC PLAN PETROBRAS 2020
11
13. OIL AND GAS PRODUCTION TARGETS 2010-2020
Domestic targets unchanged, international targets reduced
• Production curve for domestic oil gas production consistent with prior Business Plan
• Projected international production reduced as a result of decrease in investment
• Production curve does not currently assume any contribution from Transfer of Rights 5,382
120
203
7.1% p.y.
1109
3,907
(Thous. boe/day)
128
4.9% p.y. 9.4% p.y. 176
2,525
2,723 623
2,301 2,400
93
2,217 2,297 97
2,020 110 100 146
2,037 101 141
1,810 94 96 124 384
85 163 142 126 316
22 277 273 321 3,950
35 161 168 274
252 251 265
2,980
1,971 2,100
1,684 1,778 1,792 1,855
1,500 1,540 1,493
1, 078
Pre-Salt
241
2002 2003 2004 2005 2006 2007 2008 2009 2010 2014 2020
1.183
Oil Production - Brazil Gas Production - Brazil Oil Production - International Gas Production - International
152
STRATEGIC PLAN PETROBRAS 2020
13
14. PRINCIPAL PROJECTS SCHEDULED DURING 2010-2014
Updated business plan added new projects
Mexilhão
Mexilhão Marlim Sul
Marlim Sul Guará Pilot FPSO
Guará Pilot FPSO Tupi NE Pilot
Tupi NE Pilot
NG Antecipation of
Antecipation of
NG 120,000 bpd
120,000 bpd FPSO
FPSO
SS P-56
SS P-56 Baleia Azul
Baleia Azul 120,000 bpd
120,000 bpd
Module 3 FPSO Espadarte
FPSO Espadarte
Uruguá/Tambaú
Uruguá/Tambaú Module 3
Th. bpd FPSO Cidade de Santos 100,000 bpd 100,000 bpd
100,000 bpd
FPSO Cidade de Santos 100,000 bpd
NG/35,000bpd
NG/35,000bpd
2,980
Tupi Pilot
Tupi Pilot
2800 Cidade de Angra dos
Cidade de Angra dos
Reis
Reis
100,000 bpd
100,000 bpd
Cachalote e
Cachalote e
Baleia Franca
Baleia Franca
2400 FPSO Capixaba
FPSO Capixaba Roncador
Roncador Papa-Terra
Papa-Terra Roncador
Roncador
100,000 bpd
100,000 bpd SS P-55
SS P-55 TLWP P-61 &
TLWP P-61 & FPSO P-62
FPSO P-62
Module 3
Module 3 FPSO P-63
FPSO P-63 Module 4
Module 4
180,000 bpd
180,000 bpd 150,000 bpd
150,000 bpd 180,000 bpd
180,000 bpd
2,100
2000 Tupi NE EWT
Tupi NE EWT Jubarte
Jubarte Tiro/Sidon Whales Park
Tiro/Sidon Whales Park
30.000 bpd
30.000 bpd FPSO P-57
FPSO P-57 FPSO FPSO P-58
FPSO FPSO P-58
Guará EWT
Guará EWT 180,000 bpd
180,000 bpd 100,000 bpd 180,000 bpd
100,000 bpd 180,000 bpd
Dynamic Producer
Dynamic Producer
30,000 bpd
30,000 bpd
Aruanã
Aruanã Guaiamá
Guaiamá
Tiro EWT
Tiro EWT
1600 SS-11
SS-11
FPSO
FPSO FPSO
FPSO
100,000 bpd
100,000 bpd 100,000 bpd
100,000 bpd
30,000 bpd
30,000 bpd
Aruanã EWT
Aruanã EWT
Cidade Rio das Ostras
Cidade Rio das Ostras 4 EWT
4 EWT 4 EWT
4 EWT 3 EWT
3 EWT 2 EWT
2 EWT
15,000 bpd
15,000 bpd Pre-salt
Pre-salt Pre-salt
Pre-salt Pre-salt
Pre-salt Pre-salt
Pre-salt
1200
2010 2011 2012 2013 2014
Oil Pre‐salt Natural Gas
STRATEGIC PLAN PETROBRAS 2020
EWT = Extended Well Test 14
15. E&P-BRAZIL INVESTMENTS 2010-2014
Continued emphasis on Post-Salt acreage, growing spending on Pre-Salt
Pre-Salt Post-Salt
US$ 33.0 Billion US$ 75.2 Billion
3%
13% 15% 18%
0.9 11.4
4.3 13.7
27.8 50.1
84% 67%
Exploration Development Infrastructure
• Annual expenditures for exploration of more than US$4 billion annually
• Development capex in Pre-salt approaching 50% of Post-salt spending
STRATEGIC PLAN PETROBRAS 2020
15
16. NEW VESSELS AND PURCHASE OF NEW EQUIPMENTS
Petrobras critical resources demand will drive Brazilian and international industry
Delivery Plan (to be contracted)
Current Situation Accumulated Value
Critical Resources (Dec/09)
By 2013 By 2015 By 2020
Drilling Rigs Water Depth Above 2.000 m 5 26 31 53*
Supply and Special Vessel 254 465 491 504
Production Platforms SS e FPSO 41 53 63 84
Others (Jacket and TLWP) 79 81 83 85
Production
Supply Vessel Drilling Rigs
Platform (FPSO)
26 RIGS CONTRACTED, 28 MORE TO BE BUILT BY 2020:
o Until 2013: 13 rigs contracted before 2008 and 1 rig relocated from international operations*;
+12 new rigs contracted in 2008 , through international bidding;
o 2013-2020: Bidding process in progress, to contract 28 rigs to be built in Brazil.
STRATEGIC PLAN PETROBRAS 2020
* The rig reallocated from international operations, expire in 2015, so it is not considered in the 2020 accumulated value
16
17. Market Demand, Goals and Principal Activities
RTM
(Refining, Transportation and
Marketing)
and PETROCHEMICALS
BUSINESS PLAN PETROBRAS 2020
STRATEGIC PLAN PETROBRAS 2020
17 17
18. BRAZILIAN PRODUCTION, REFINING AND DEMAND
Long term plans to achieve greater balance and integration
124%
Production
as a % of
refining 132%
110%
kbpd 13%
2,980
3,950
1,971
2,356 3,196
1,933 2,260
1,791 2,794
1,393
1,036
181
1980 2009 2014E 2020E
Production Throughput Oil Product Demand
• Oil Production and the Brazilian market demand currently exceed refining capacity
• By 2014, exports are projected to reach nearly 1 million bpd, even as refining capacity is
expanded to process Brazilian production to meet demand
STRATEGIC PLAN PETROBRAS 2020
18
19. BRAZILIAN DEMAND AND REFINING CAPACITY
Strong Brazilian GDP growth projected to increase demand 3.4% p.y.
PREMIUM I PREMIUM I 3,196
Thousand bpd Clara (1ª phase) (2ª fase)
RNE 300 thou. bpd 300 thous.
3000 Camarão 230 thous. bpd (2014) bpd
2010 (2013) (2016) 2,794
REPLAN
COMPERJ
Revamp PREMIUM II
U200+PAM
(1º phase) 2,356 2,260 300 thous.
165 thous. bpd
33 thous. bpd bpd
(2013)
(2010)
(2017) 1,155
2000 1,933
1,831
1,016 COMPERJ
(2º phase)
165 thous. bpd
826 (2018)
1000 1,187
937
769
... 403
... 452
338
0
2009 2010 2014 2020
Gasoline Diesel Others Throughput
• Domestic production will represent 91% of refinery throughput by 2020
• Comperj’s first phase is now a new refinery
STRATEGIC PLAN PETROBRAS 2020
19
20. RTM AND PETROCHEMICALS INVESTMENTS 2010-2014
New refineries, fuel quality, and modernization account for 70% of capex
US$ 73.6 Billion
• Additional capacity:
3% 1% • Refinery NE
6%
• Premium I
11% • Comperj
• Quality and conversion
50% • Sulfur removal
• Modernization
• Upgrading (coker)
29%
• Operating improvement and logistics:
• Maintenance
• HSE
Additional capacity Quality and conversion
• Logistics for oil and biofuels
Operational Improvement Fleet expansion
Logistics for oil International
• Investments of US$ 5.1 Billion in
Petrochemical (includes acquisition of
Quattor)
STRATEGIC PLAN PETROBRAS 2020
20
21. Demand, Goals and Principal Activities
GAS, ENERGY AND GAS
CHEMICAL
BUSINESS PLAN PETROBRAS 2020
STRATEGIC PLAN PETROBRAS 2020
STRATEGIC PLAN PETROBRAS 2020
21
22. NATURAL GAS MARKET AND POWER CAPACITY
Growth in natural gas demand, consolidation in Thermo Power capacity
Natural Gas Demand 130*
Million m3/day 32
4
41
46
14.4
2.0 53
24.3
5.3
2009 2014
Electrical Generation Industrial Fertilizers Other uses
* 2014 – Thermooelectrical generationa refers to full and simultaneous dispatch of plants
Installed Capacity of Electrical Energy Generation (MW)
7,227 +9% 7,892
365
137
5,997 6,437
1,093 1,090
2010 2014
International Thermoelectrical and Co-generation Renewables Sources
STRATEGIC PLAN PETROBRAS 2020
22
23. NATURAL GAS BASED FERTILIZERS
Fertilizer plants to take advantage of available gas and infrastructure
UFN III (sep/14)
UFN IV
Ammonia:
(dec/15)
81th. ton/year
Urea 763 th.
Urea 1.210 th.
ton/year
ton/year
2,911
Ammonia Plant
(Dec/14) 2,104
519 th.
ton/year
+160%
Th. ton/year
1,374
1,118 1,076
844
807
274 298
2010 2014 2015
Ammonia Urea
• Manage total demand for gas by transforming natural gas into fertilizers needed by
Brazilian agriculture (substituting demand that is currently imported)
STRATEGIC PLAN PETROBRAS 2020
23
24. GAS, POWER AND GAS CHEMICAL INVESTMENTS 2010-2014
Transition from investment in infrastructure to gas demand flexibility
Investments 2010-14
US$ 17.8 billion
15%
• Completion of the natural gas transport
30% 2.7 and processing infrastructure
5.3 • Consolidating investment in power
generation: thermo-electric, wind,
4.1 23% biomass
• Presence in LNG chain for transport and
5.7 distribution of pre-salt gas
32% • Major investments in the conversion of
natural gas in to Urea and Ammonia
LNG Pipeline network
Electrical Energy Chemical Gas Facilities
(Fertilizers, ammonia)
STRATEGIC PLAN PETROBRAS 2020
24
25. Goals and Main Projects
DISTRIBUTION INTERNATIONAL BIOFUELS
BUSINESS PLAN PETROBRAS 2020
STRATEGIC PLAN PETROBRAS 2020
25
26. DISTRIBUTION INVESTMENTS 2010-2014
Leading the Brazilian market for distribution, increasing the market share
BR market share in the total and automotive market (%)
38.6 40.0
30.6 33.6
30.4
22.4
2004 2009 2014
BR market share in total market in Brazil (%) BR market share in automotive market in Brazil (%)
Distribution CAPEX – Brazil
US$ 2.5 Billion
• 8 p.p. increase in the global and
23%
27% automotive market share in the last 5
Gas station
years.
Wholesales consumers
• We intend to continue leading the
Operation and Logistics
Brazilian distribution market of oil
products and biofuels, increasing our
24% Liquigás + Others share in the market.
26%
STRATEGIC PLAN PETROBRAS 2020
26
27. INTERNATIONAL STRATEGY
Reduced allocation of capex, with focus on upstream
INTERNATIONAL PRODUCTION OF OIL AND GAS
Ramp up of existing developments, BP 2010 - 2014
stable production in long term Thousand bpd
800
Reduced investment and production a 632
600 BP 2009-2013
reflection of greater opportunities in Target
400 304 323
Brazil 239 120 - 49%
200 93 128
146 176 203
0
2010 2014 2020
INVESTMENTS 2010-2014:
US$ 11.5 bi Oil and NGL Natural Gas BP 2009-2013 Target
DISTRIBUTION
221 CORPORATE
2% 123
G&E 1% • Development focus: Gulf of Mexico, West Coast of Africa and
186 RTCP
2% 615 Latin America
5%
• Exploration focus: Atlantic Project, West coast of Africa,
aligned with domestic E&P
E&P • Reduced emphasis on refining
10,330
90%
• Reduced emphasis on LNG, alignment with domestic Gas and
Power segment
STRATEGIC PLAN PETROBRAS 2020
27
28. BIOFUEL TARGETS AND INVESTMENTS 2010-2014
Continued expansion and integration with oil products
Ethanol Production Production Capacity of Biodiesel in Brazil
Thous. m³/year
Thous. m³/year
2,600
% 747
3% +47
+19
507
886
2010 2014
2010 2014
INVESTMENTS 2010-2014:
Ethanol Exports US$ 3.5 Bi
1,055
0.7
5%
+13
Thous. m³/year
449
0.4
2.0
0.4
2010 2014
Ethanol Biodiesel R&D Logistics
STRATEGIC PLAN PETROBRAS 2020
28
29. Targets and Goals, HSE, Technology, and Research
and Developments
RESEARCH & DEVELOPMENT
BUSINESS PLAN PETROBRAS 2020
STRATEGIC PLAN PETROBRAS 2020
29
30. TECNOLOGICAL CHANGES
3 Key pillars
Expanding Limits
New Exploratory Maximizing Developing Development of Sediments and Solutions for Operational Middle distillate
Frontier recovery factor Production, new generation other fuels Natural Gas Optimization Maximization
Operation and Pre Sea and Subsea characterization logistic in harsh
Salt Logistic Systems of the pre salt environments
and other
complex
reservoirs
Adding value and
Diversifying Products
Sustainability
Fuel, Lubricants
and special
products Other Renewable Water CO2 and other
innovation Petrochemicals Gas Chemic Biofuels sources Energy management gas management Energetic
Efficiency
STRATEGIC PLAN PETROBRAS 2020
30
31. ENGINEERING CHALLENGES
Competitiveness/
Sustainability
Using international engineering
patterns and metrics in our
facility projects
Simplification and
Standardization Brazilian Content
Reduction in the complexity Technological
of the projects, using & Engineering Contributing for the consolidation
standard solutions
Drivers of Brazil as a supplying hub with
international competitive level
STRATEGIC PLAN PETROBRAS 2020
31
32. R&D INVESTMENTS ALLOW TECHNOLOGICAL LEADERSHIP WITH
FOCUS IN HSECORPORATIVA DE RESPOSTA CDA / BASES AVANÇADAS / ED
ESTRUTURA
Investments in HSE, IT and R&D
US$ 11.4 Billion
29%
HSE
46%
IT
R&D
25%
• Continued spending of $1 billion per year on Research and Development
• Continued focus on Health, Safety and Environment
STRATEGIC PLAN PETROBRAS 2020
32
33. Cash generation and Funding needs
PLAN FINANCING
BUSINESS PLAN PETROBRAS 2020
STRATEGIC PLAN PETROBRAS 2020
33
34. FORECASTED OIL PRICE VERSUS Business PLAN 2010-2014
Petrobras base case planning price at lower end of forecast range
Forecasts: CERA,
140
PIRA, WoodMackenzie, EIA e
130 IEA.
120
110
98
100
90 84
78
80 75
72
69
70
59
60 Petrobras budget price
42 62
50
40 36 33
29 34
29 29
30 27 26 24
23 22
21 22
20 16
10
0
1990 1995 2000 2005 2010 2015 2020 2025 2030
STRATEGIC PLAN PETROBRAS 2020
34
35. PRINCIPAL FINANCIAL INDICATORS 2009-2013 vs. 2010-2014
Stable cash flows with increasing investments
INDEX 2010-2014 2009-2013
Plan Plan
FX Rate (R$/US$) 1.78 2.00
2010 – 76 2009 – 58
2011 – 78 2010 – 61
Brent for Funding (US$/bbl) 2012– 82 2011 – 72
2013 – 82 2012 – 74
2014 – 82 2013 – 68
Projected Investments 224 174
(US$ bn)
Projected Net Cash Flow 155 149
(After dividends) (US$ bn)
Net Total Capt. (US$ bn) 58* 23
Leverage Up to 35% Up to 35%
Average Realization Price 163 160
(R$ barrel)
* Including Capitalization and excluding amortization of US$38 billion
• Conservative assumptions: Despite higher assumed oil prices, stable realization price
STRATEGIC PLAN PETROBRAS 2020
35
36. CASH GENERATION AND INVESTMENT
Profitable investments funded with cash flow, debt and equity capital
PROJECTED Operating Cash Flow
(2010 – 2014)
Cash Amortization
US$ 11 billion US$ 38 billion
Funding
(debt + equity)
US$ 96 billion
Investments
US$ 224 billion
OCF
(after dividends)
US$ 155 billion
Sources Uses
• Plan requires additional debt and equity capital
• Return on portfolio of approximately 14% on the aggregate of projects in the Plan
substantially exceeds cost of capital
STRATEGIC PLAN PETROBRAS 2020
36
37. CHALLENGES
• Capacity to execute a huge portfolio project
• Strength and reliability of supply chain
• Resource management and efficiency
• Human Resources challenges
• Funding requirements
STRATEGIC PLAN PETROBRAS 2020
37