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Petrobras Magazine • Special Business Edition                                               Japan
Published by Petrobras  ...
Letter to Our Readers

Brazil: a Global Power in the Energy Sector
  The decade since year 2000 has been very good for ...
petrobras magazine – special business edition

24                                                                               Operational
Pre-salt production
     gets underway
                               Petrobras will put into production the first definit...
Roberto Rosa / Petrobras Image Bank

2 0 1 0 petrobras magazine       5
BY DECEMBER OF THIS YEAR, PETROBRAS EXPECTS            optimization of the number of wells for each
Elizabeth Dalcin / Petrobras Image Bank

                                     The subprograms for Exploratory Evaluation         adapted for ...
Roberto Rosa / Petrobras Image Bank

PROGRAMS AND INITIATIVES                                                   OXYGENATING THE INDUSTRY
The acquisition of drilling rigs
              Brazil’s Industry
         Petrobras turns to domestic suppliers
         for the development o...
Petrobras Image Bank

2 0 1 0 petrobras magazine    13
PETROBRAS       RELIES      HEAVILY   UPON   BRAZIL’S      The greatest sign of Petrobras’ faith in domestic
PROMINP trains new
Transpetro, a Petrobras subsidiary, and intend to       has been stagnant since the 1990s. In this way,
Petrobras Image Bank

                       The South Atlantic Shipyard
                       The South Atlantic Ship...
Petrobras Image Bank

                                      for growth
 Petrobras’ collaboration with supp...
2 0 1 0 petrobras magazine   19
PETROBRAS’ WORK IN CONJUNCTION WITH THE                outside Brazil and, once finalized, will be installed
Innovation as a differentiator has been one of Petrobras’
pillars to obtain results
  Besides developing its own technolog...
The Petrobras Research Center is also being          Janeiro facilities, CENPES has five experimental
        readied for ...
Petrobras Image Bank

             The Technological Park at the
Federal University of Rio de Janeiro (UFRJ)

                                       Juarez Cavalcanti / Petrobras Image Bank


PETROBRAS IS DEDICATED TO SECURING THE                 America, and Oil Spill Response (OSR) in the
safety of its operatio...
the planned creation of new units, and the              maintained through the Petrobras research and
Thelma Vidales / Petrobras Image Bank

André Valentim / Petrobras Image Bank

Petrobras is implementing a new work philosophy
to integrate its operations.

Petrobras Image Bank

               Center for Decision-Making
                   Support for the activity
The Integrated Operations Management aims at increasing
operational safety, efficiency, and cost reduction.

schedule was...
Bruno Veiga / Petrobras Image Bank

        GIOp creates a collaborative,
        multidisciplinary environment

Lessons learned
  GIOp should, over the next few years, integrate the tools and management systems already developed
by th...
On the way
              to the top

34   petrobras magazine 2010

                                                        Geraldo Falcão / Petrobras Ban...

                                                 PETROBRAS’ TOTAL PRODUCTION OF OIL AN...
Petrobras Magazine Special Business Edition: Rio Oil & Gas 2010
Petrobras Magazine Special Business Edition: Rio Oil & Gas 2010
Petrobras Magazine Special Business Edition: Rio Oil & Gas 2010
Petrobras Magazine Special Business Edition: Rio Oil & Gas 2010
Petrobras Magazine Special Business Edition: Rio Oil & Gas 2010
Petrobras Magazine Special Business Edition: Rio Oil & Gas 2010
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Petrobras Magazine Special Business Edition: Rio Oil & Gas 2010


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Special Business Edition. Petrobras Magazine - Rio Oil & Gas 2010

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Petrobras Magazine Special Business Edition: Rio Oil & Gas 2010

  1. 1. SPECIAL BUSINESS EDITION Learn about the Business Plan 2010-2014 in detail Petrobras is counting on Brazilian industry and technology park Pre-salt Production for Real Definitive systems start the production on a commercial scale in the Tupi accumulation
  2. 2. Petrobras Magazine • Special Business Edition Japan Published by Petrobras Tokyo Ginko Bldg. 5th floor, rooms 505/506 - Marunouchi 1-3-1, Chiyoda-ku, Tokyo 100-0005 - Japan Tel: (813) 5218-1200 / fax: (813) 5218-1212 / e-mail: kawakami@petrobras.com.br Texts: Cláudia Gisele Peres Martins, Eduardo Gutterres Villela, Estephani Zavarise, General Manager: Osvaldo Kawakami Larissa Asfora, Odília Raquel Raulino de Almeida, Telmo Wambier e Vinícius Bastiani Translation and Revision: John Waggoner and Pamela Mills Libya Al Fateh Tower, 2 - rooms 156 and 157 - Tripoli - Libya Graphic Design: Flávia da Matta Design Tel: (218 91) 215-0634 / e-mail: irangarcia@petrobras.com.br General Manager: Iran Garcia da Costa Cover Photo: Roberto Rosa / Petrobras Image Bank Pre-print and Printers: Ipsis Gráfica e Editora Mexico Avenida Paseo de la Reforma, 115 - piso 11 - oficina 1101 - Colonia Lomas de Chapultepec Petrobras Magazine is not sold. To request subscriptions, photographs, 11000 - México, D.F. Tel: + 52 (55) 30 67 91 00 / fax: + 52 (55) 30 67 91 02 / e-mail: miltoncfi@petrobras.com additional information, please contact us: Gerente General: Milton Costa Filho Address: Petrobras – Av. Chile, 65 – suite 1001 Netherlands Rio de Janeiro – RJ CEP: 20031-912 – Brasil Weenapoint, toren A - Weena 722, 3e verdieping - 3014DA - Rotterdam - The Netherlands Tel: (31 010) 206-7000 / e-mail: samir.awad@petrobras.com.br E-mail: petromag@petrobras.com.br – web: http://www.petrobras.com CEO: Samir Passos Awad © Copyright 03/09/2010 Nigeria Plot 98, Adeola Odeku Street - 5th Floor - Victoria Island, Lagos - Nigeria Tel: (+ 234 1) 462-1300 / fax: (+ 234 1) 461-8987 / e-mail: nmblanco@petrobras.com.br General Manager: Nelson Marçal Blanco Paraguay España e Brasilia - Edif. España - piso 3 - Casilla de Correos, 942 - Asunción - Paraguay Tel.: (595 21) 249-1405 / e-mail: jotavio@br-petrobras.com.br Gerente General: Jose Otavio Alves de Souza PETROBRAS REGIONAL OFFICES Peru Amador Merino Reyna 285, piso 5, San Isidro - Lima - Perú Angola Tel: (51 1) 222 4455 / fax: (51 1) 221 7921 / e-mail: pedro.grijalba@petrobras.com Rua Pedro Felix Machado, 51 - 2º andar - Caixa Postal 2665 - Luanda - Angola Gerente General: Pedro Grijalba Tel: (244 2) 39 0330 / fax: (244 2) 39 0480 / e-mail: mmurilo@petrobras.com.br Gerente Geral: Manoel Murilo Silva Singapore 200 Newton Road # 07-01, Newton 200, 307983 – Singapore Argentina Tel: (65) 6550 50 80 / fax: (65) 6734 9087 / e-mail: odilia@petrobras.com Av. Maipú, nº 1 - 22º piso - C1084AB - Buenos Aires - Argentina General Manager: Odilia Dauzacker Tel: (54 11) 4344-6072 / e-mail: cdacosta@petrobras.com.br CEO: Carlos Alberto da Costa Tanzania Plot 1403/1 A, Makaki Area, P.O. Box 31391, Off Chole Rd, Behind Old Canada Village Bolivia Dar es Salaam - Tanzania Avenida Grigota, esquina Los Troncos, casi 4to anillo, casilla 6886 Tel: (255 22) 216 5676 / e-mail: samuelmiranda@petrobras.com Santa Cruz de la Sierra - Bolivia General Manager: Samuel Bastos de Miranda Tel: (591 3) 358 6030 / fax: (591 3) 358 6157 / e-mail: ccastejon@petrobras.com.br Gerente General: Claudio Castejon Turkey Karum Business Center, 427, Iran Caddesi, No. 21, Kat5 - Kavaklidere – 06680 - Ankara - Turkey Chile Tel: (90 312) 457 6222 / fax: (90 312) 457 6271 / e-mail: hsilva@petrobras.com.br Cerro Colorado nº 5240 piso 13 e 14 - Parque Arauco - Las Condes - Santiago – Chile General Manager: Hércules Tadeu Ferreira da Silva Tel: 00562 3812130/31/32 / fax : 00562 3812133 / e-mail: vilson.reichemback@petrobras.com Gerente General: Vilson Reichemback da Silva United Kingdom 4th floor, 20 North Audley Street - London W1K 6WL - UK China Tel: (44 0 20) 7535 1100 / fax: (44 0 20) 7467 5800 / e-mail: messeder@petrobras.com.br Level 12th floor, units 21-25 - China World Tower 1 / China World Trade Center - nº 1 General Manager: Marcelo Malta da Costa Messeder JianGuoMenWai Avenue - Beijing 100004 - China Tel: (86 10) 650 598 37 / fax: (86 10) 650 59 850 / e-mail: mcastilho@petrobras.com.br Uruguay General Manager: Marcelo Castilho da Silva Plaza Independência 831 - piso 10, CP11100 - Montevideo - Uruguay Tel: (598 2) 500-84-00 / e-mail: iranivarella@petrobras.com.br Colombia Gerente General: Irani Varella Carrera 7, 71/21 - Edificio Bancafe, torre B, 17º piso - Santa Fe de Bogotá - Colombia Tel: (57 1) 313 5000 / fax: (57 1) 313 5070 / e-mail: ramosa@petrobras.com.co USA - Houston Gerente General: Abilio Paulo Pinheiro Ramos 10350 Richmond Ave., Suite 1400 - Houston, TX 77042 - USA Tel: (1 713) 808-2000 / fax: (1 713) 808-2017 / e-mail: orlandomelo@petrobras.com.br Cuba General Manager: José Orlando Melo de Azevedo Piso Nro.2, Oficina 216, Avenida 3º, entre 76 e 78, Miramar, Municipio Playa Ciudad de La Havana – Cuba USA - New York Tel: (53 7) 207 9754 / e-mail: jfigueira@petrobras.com 570 Lexington, 43rd floor - New York, NY 10022-6837 - USA Gerente General: João Carlos Figueira Araújo Tel: (1 212) 829 1517 / fax: (1 212) 832 5300 / e-mail: helms@petrobras.com.br General Manager: Theodore Helms Ecuador Esquina de Av. Amazonas N39-123 y José Arízaga - Edificio Amazonas - Plaza, piso 5 Venezuela Quito, Ecuador Av. Venezuela del Rosal - Edificio Torre Lamaletto - piso 8 – 1060 - Caracas - Venezuela Tel: (593-2) 2985-300 / fax. (593-2) 2985-396 / e-mail: javier.gremes@petrobras.com Tel: (58 212) 957-7300 / e-mail: jfigueira@petrobras.com Gerente: Javier Jorge Gremes Cordero Gerente General: João Carlos Figueira Araújo
  3. 3. Letter to Our Readers Brazil: a Global Power in the Energy Sector The decade since year 2000 has been very good for Brazil company and for Brazil. It is for this reason that we are in all areas, but especially for the energy industry. We reached expanding and modernizing our refining park, with an self-sufficiency in oil production, we exported our experience eye toward becoming exporters of oil products very soon with ethanol to the entire world, and we made the greatest and producing fuels with lower sulfur content. We are also oil discovery in the Western Hemisphere in decades when we preparing to expand our share of the global market for natural found the pre-salt reserves. gas and electricity. And we are investing ever greater amounts We know that, in our industry, there is no such thing as of resources to ensure the safety of our operations. To make short term. These results are the fruit of efforts that began it possible to carry out more than 600 projects over the next more than 50 years ago, with the creation of Petrobras, five years, Petrobras has developed one of the most ambitious motivated by the belief that Brazil could indeed become a business plans in the entire industry, which calls for total global power in the energy sector. investments $224 billion throughout all the company’s areas. In the coming years, Petrobras will take decisive steps But the pre-salt legacy for Brazil and for Petrobras goes in this direction. With the support of our partners and well beyond the productive cycle. The mobilization of the suppliers, we are currently building the foundations for pre- domestic industry, with the training of workers and the salt production, which will reach its peak ten years from creation of jobs and income, and the development of the now. We successfully concluded Phase Zero, which was the Brazilian industrial park are two premises which Petrobras Extended Well Test (EWT) at Tupi, obtaining results that will will not give up. Of the total amount to be invested between be extremely useful for perfecting our definitive production 2010 and 2014, no less than $142.2 billion will be spent systems. The challenge for us now is, by 2017, to reach on the acquisition of goods and services from domestic production of one million barrels per day exclusively from suppliers. This policy will resonate through the industry the pre-salt area. Toward this goal, we are investing $33 with a surge in demand for labor, both at Petrobras itself and billion between 2010 and 2014 in exploration, production at the industries and Tthe supplier companies, generating development, infrastructure, and support to develop the new close to 1.5 million new positions. If any “bottlenecks” cluster. We have full confidence that Petrobras is prepared to are discovered in the Brazilian energy industry, they will lead this complex and challenging undertaking. be identified and fixed. They represent opportunities for It is not a question only of the extraction of oil and gas improvement, and not insurmountable obstacles, More than from below the sea floor at great depths. Our objective is to that, they make us feel certain that we are on the verge of maximize the benefits of this historic discovery, generating, turning a new page in the history of the company, of Brazil from these reserves, the greatest benefit possible for the and of the energy industry. 2 0 1 0 petrobras magazine 1
  4. 4. petrobras magazine – special business edition 04 Pre-Salt production gets underway Petrobras will put into production the first definitive Roberto Rosa / Petrobras Image Bank platform in Tupi accumulation by the end of 2010. 12 Transforming Brazil’s industry Petrobras turns to domestic suppliers for the development of the pre-salt pole. 18 Partnerships for growth Petrobras’ collaboration with supplier companies and academia for the development of the pre-salt cluster has spurred the development of one the world’s most advanced technological parks in the energy sector. Petrobras Image Bank 2 petrobras magazine 2 010
  5. 5. 24 Operational safety Juarez Cavalcanti / Petrobras Image Bank Contingency Management strengthens prevention efforts and ensures quick responses in the event of accidents. Integrating to 28 develop Petrobras is implementing a new work Bruno Veiga / Petrobras Image Bank philosophy to integrate its operations. Petrobras Image Bank 32 On the way to the top The Business Plan 2010-2014 prepares Geraldo Falcão / Petrobras Image Bank Petrobras to become one of the world’s five largest oil majors. 2 0 1 0 petrobras magazine 3
  6. 6. Pre-salt production gets underway Petrobras will put into production the first definitive platform in Tupi accumulation by the end of 2010. 4 petrobras magazine 2 010
  7. 7. Roberto Rosa / Petrobras Image Bank 2 0 1 0 petrobras magazine 5
  8. 8. BY DECEMBER OF THIS YEAR, PETROBRAS EXPECTS optimization of the number of wells for each to put into production its FPSO Cidade de Angra project and to better define their geometry and dos Reis, in the pre-salt layer of the Santos Basin. type of required stimulation; for a performance This unit is the first production platform of evaluation of the different methods of recovery; to commercial scale scheduled for the Tupi region, calibrate the oil flow tests in the subsea lines; to and the start of its operations is a major step verify the performance of the subsea systems; and forward in the company’s plans to develop the to maximize the operational efficiency of the gas massive accumulations discovered in recent years processing plant on the platform. under the layer of salt. The Tupi Pilot will test the performance of The FPSO Cidade de Angra dos Reis, chartered the various methods of recovery planned for the from the company Modec, will set anchor in pre-salt layer, especially Water Alternating Gas 2,149 meters of water depth. It will immediately Injection (WAG). The gas processing plant will be connected to the well 9-RJS-660 and will treat the oil to separate the natural gas, the CO2, begin producing between 15,000 to 20,000 and the water, which can all be reused to improve barrels of oil per day (bpd). The new platform the recovery of oil from the reservoir, by means of has the capacity to produce up to 100,000 bpd reinjecting sea water after extracting the sulfate, as and to process up to 5 million cubic meters of well as the possible re-injection of natural gas and gas per day. Once peak production is reached, CO2, or just CO2. it will be connected to six oil producing wells, The commercial gas flow will be carried by a gas injector, a water injector, and finally, one an 18-inch pipeline that will connect the Pilot’s capable of alternating between water and gas FPSO to a pipeline end manifold (PLEM) to be injection. installed close to the platform in Mexilhão, which Once the Cidade de Angra dos Reis arrives, is a field of non-associated gas located in the the FPSO Cidade de São Vicente, which is Santos Basin. At this point it will be transported conducting an Extended Well Test (EWT) at Tupi to the coast, together with the gas from Mexilhão using the well 3-RJS-646, will be transferred to and other areas, through a 34-inch pipeline the Northeast Tupi region, where it will begin a already installed, ending up at the Monteiro new EWT. Just like the Cidade de São Vicente, Lobato Gas Treatment Unit, currently being built the Cidade de Angra dos Reis will continue, by Petrobras in the city of Caraguatatuba, on the until December, to collect technical data about coast of São Paulo state. There it will be treated the reservoir. From the designation of Tupi as a before being taken to the consumer market. The commercial area, currently expected to happen oil will be transported by relief vessels from the around the end of December, Cidade de Angra FPSO Cidade de Angra dos Reis. dos Reis will begin the Tupi Pilot Project phase, At present, six wells have already been drilled and will also be connected to the well 3-RJS-646. in the Tupi region. By 2017, Petrobras expects to It will complement the objective of the EWT put 11 production units into operation at the pre- by providing valuable information about the salt cluster of the Santos Basin, including three reservoir and production, considered essential for production pilots in the accumulations at Tupi, the conception of the other pre-salt production Northeast Tupi, and Guará; and another eight units. This data will be fundamental for the in locations still to be defined, as foreseen in the other pre-salt areas, especially in regard to the development plans for the area. The FPSO Cidade de Angra dos Reis has the capacity to produce up to 100,000 bpd and to process up to 5 million cubic meters of gás/day. 6 petrobras magazine 2 010
  9. 9. Elizabeth Dalcin / Petrobras Image Bank Construction of the Monteiro Lobato Gás Treatment Unit PLANSAL The development of pre-salt production from practically all the areas of Petrobras have worked the Santos Basin has quite different characteristics together on the elaboration of the Master Plan for from those of projects which have been carried the Integrated Development of the Santos Basin out in the Campos Basin in recent decades, not Pre-Salt Cluster, better known as PLANSAL. The only because of the exploratory aspects, but plan encompasses a set of strategies and projects also owing to the expectation of potentially which will be implemented in the next 20 years high volumes of oil and gas spread out over an in order to develop the area. It is comprised of extensive area. five project subprograms: Exploratory Evaluation; The characteristics of the Santos Basin pre-salt Production Development; Logistical and Flowline cluster make integrated development not only Infrastructure; Transportation and Use of Oil; and viable, but highly advantageous. The exploratory Transformation and Trading of Gas. blocks are located geographically close to one These subprograms are supported by eight another, in an area of about 11,600 km² and functional plans: Technological Development; were acquired simultaneously in leasing rounds Availability of Critical Resources; Availability of promoted by the National Oil, Natural Gas, and Skills; Quality, Health, Safety, and the Environment Biofuels Agency (ANP) in 2000 and 2001. The (QHSE); Operational Partnership Management; exploratory risk in this area has shown itself Regulatory Aspects; Investment Optimization; to be much less than is generally found in the and finally, Integrated Planning. industry. Every single exploratory well drilled in PLANSAL is not a static or definitive plan. It the Santo Basin pre-salt cluster so far has resulted is revised every year, in a process of permanent in a discovery. inclusion of data about the geology of the area, The combination of these factors will make the productivity of the reservoirs, subsea flow it possible for Petrobras and its partners lines, and the performance of production facilities. (BG, Partex, Shell, Petrogal-Galp, Repsol) to This is the reason for the importance given to the develop the discoveries by creating solutions Petrobras strategy of conducting extended well tests to be deployed in several areas of the pre-salt before defining the production systems. Acquiring pole. With this, the strategies for developing the maximum amount of data possible will permit these technologies will be optimized, as will the company to constantly perfect its concepts for the contracting and utilization of physical and these projects, will reduce uncertainties, and will financial resources. It is with this in mind that make the planning increasingly effective. 2 0 1 0 petrobras magazine 7
  10. 10. DEVELOPMENT IN STAGES The subprograms for Exploratory Evaluation adapted for the unique pre-salt conditions. This and Production Development will be carried out phase will function as a field laboratory for the in two stages, known as Phase 0 and Phase 1A development of new technologies. This is when . Phase 0, or the data acquisition stage, began the two anticipated production pilots will be in 2008 and should end in 2016. It seeks to installed at Guará and Northeast Tupi, both with define the limits of the discoveries with an eye capacity to produce up to 120,000 bpd, as well toward improving the geological characterization as eight other production units called “replicas” of the areas, as called for in the Evaluation Plans that will be done in series. The replicas, whose established by the ANP. Besides new surveys and hulls will be built in Brazil at the Rio Grande seismic reprocessing, up to 37 delineation wells shipyard, will each have the capacity to produce will be drilled and up to 18 extended well tests up to 150,000 bpd. The natural gas processing (EWTs) will be performed. The Tupi Pilot will also capacity will be about 5 million m³ per day. Each be conducted in this stage. system will be connected to about 20 different The information obtained in Phase 0 will be wells, including producer and injector wells, as fundamental for the definition of Phase 1, or, in well as subsea installations to controll production other words, the definitive development stage. and flow. This phase will be subdivided into 1A and 1B. Phase 1B seeks to complete the development Phase 1A, planned for sometime between 2013 of the pre-salt cluster with the heavy use of and 2016, has the goal of reaching production new technologies to be developed. Among above 1 million barrels of oil per day (bpd), in these new technologies will be production units locations operated by Petrobras, to generate cash with dedicated drilling rigs, dry Christmas flow for the development of Phase 1B, which will tree completion systems (with the tree on the take place as of 2017. surface); alternate water and gas and/or CO2 During phase 1A, Petrobras will apply production injection (WAG) into the reservoirs to provide concepts already mastered by Petrobras and enhanced recovery; and solutions for oil and gas PHASE 0: THE AQUISITION FASE 1: DEFINITIVE DEVELOPMENT OF DATA 1A 1B PERIOD: 2008-2016 PERIOD: 2013-2016 PERIOD: beginning in 2016 OBJECTIVE: To define the OBJECTIVE: production above OBJECTIVE: to complete the limits of the discoveries and 1 million barrels per day (bpd) development of the pre-salt the geological characterists of oil in 2017 cluster with the heavy use of of the areas. new technologies MARKS: The installation of MARKS: Besides new surveys anticipated production pilots at MARKS: Among these new and seismic reprocessing, up Guará and Northeast Tupi, each technologies will be production to 37 delineation wells will be with capacity to produce up units with dedicated drilling drilled and up to 18 extended to 120,000 bpd, in addition to rigs, dry completion systems, well tests (EWTs) will be eight other production units and alternate water and gas performed. The Tupi Pilot will and or CO2 injection into the be conducted in this stage. reservoirs 8 petrobras magazine 2 010
  11. 11. Roberto Rosa / Petrobras Image Bank Pré-salt oil has good characteristics, such as low sulfer content flow assurance. Production will be transported according to two subprograms: one for Logistical and Flowline Infrastructure; and another for the Transportation and Use of Oil, with the foreseen installation of two transport modalities: by ship and by pipeline. The transportation by ships will rely upon systems that permit the transfer from relief vessels using dynamic positioning to conventional vessels, which will then transport the cargo of oil to the final destination, either in the country or abroad. This option will be sufficient for the entire production volume foreseen in Phase 1A, and partially for 1B. The remainder could be transported by a system of pipelines that will complement the outflow capacity for Phase 1B. Due to its good characteristics, among which are the low sulfur content and the production of derivatives with a high aggregate value, Brazilian pre-salt oil could lead to a significant reduction in Brazilian imports of medium to light crude. The natural gas to be traded will be transported by those projects defined in the subprograms of Logistical and Flowline Infrastructure, and the Transformation and Trading of Gas. Initially, the gas will be transported via a subsea pipeline, which will connect Tupi to the gas pipeline network at Caraguatatuba. Later, it will be necessary to install a new transport route, which could be done either by means of a Floating Liquefied Natural Gas (FLNG) plant, or by a new gas pipeline to the Cabiúnas Terminal, located in the Campos Basin. These alternatives are being evaluated to determine the best course of action for the future. Operational support will be handled by the subprogram for logistical infrastructure, whose basic strategy is the optimization of support costs. It will be necessary to build ports, airports, fiber optic rings, midway stations for the movement of fluids, and possibly an intermediate logistical support platform. The objective of PLANSAL is to produce more than 1 million barrels per day in 2017 2 0 1 0 petrobras magazine 9
  12. 12. PROGRAMS AND INITIATIVES OXYGENATING THE INDUSTRY Petrobras relies upon a number of initiatives and With the implantation of the Santos Basin pre- programs that will make feasible its desired goals salt cluster projects, there will be a significant in the years ahead. An example is the Program for increase in demand for goods and services in Brazil. Developing CO2 Technologies (PRO-CO2), which This will serve to generate great opportunities for seeks to make it possible to capture, transport, the growth of domestic industries, whether it is and store carbon dioxide underground. Since through expansion of the existing industrial park both environmental preservation and operational or by creation of new players in the service and safety are priorities for all the projects, this manufacturing sector. program is developing the initiatives to reach the One of the PLANSAL strategies that will make goal of not releasing atmospheric emissions of the possible a policy of domestic content is the CO2 produced with pre-salt gas. construction in series of production units: the A new model of operations called GIOp – so-called “FPSO Factory”. This is an initiative Integrated Operations Management will be used without precedent in the oil and gas industry, in the Santos Basin, with the focus on remote, which will permit swifter delivery of the units, integrated monitoring of the operations, seeking and thereby will make it possible to anticipate the excellence in safety and operational efficiency. production curve and the economic return from The Technology Program for the Development the investments in the pre-salt cluster. of Pre-Salt Reservoirs (PROSAL) was created One of the challenges of the pre-salt layer in this with the objective of maximizing the recovery area is the number of wells that will be drilled. of hydrocarbons from the area, identifying the Considering that on average each production unit most adequate well geometry for the reservoirs, in Phases 0 and 1A could have up to 20 wells and guaranteeing that the fluids produced flow connected to it, there will be somewhere in the without problems from the producing reservoirs range of 200 wells to be drilled in the coming to the production units. years. With this in mind, and in light of the overall demand generated by Petrobras’ exploratory Replica FPSOs efforts and by the development of the production will be built at the of Petrobras’ extensive portfolio of opportunities, Rio Grande shipyard José Luis Rodrigues da Cunha / Petrobras Image Bank the company has contracted a number of rigs to operate in ultradeep water. Currently it is in the process of contracting the acquisition of up to 28 more units, all to be built in Brazil, in line with the strategy to have all the equipment available within the stipulated timeframe. Both the “FPSO Factory” concept and the acquisition of rigs are part of a set of strategies that will make it possible to raise the index of local content, generating scale to promote the expansion of the Brazilian industry in terms of global competition. The demand for goods and services for the pre- salt projects will sustain the creation of thousands of new jobs, will improve the qualification of the existing labor force, and will increase income in a wide range of sectors throughout Brazil. In this context, it is becoming increasingly clear that the Oil and Gas Mobilization Program (PROMINP) is making a major contribution toward maximizing the participation of local industry along competitive and sustainable lines. Petrobras has also created the Pre-Salt Skills Development Program (PRODESAL), with the 10 petrobras magazine 2010
  13. 13. The acquisition of drilling rigs will make it possible to raise the levels of domestic content Geraldo Falcão / Petrobras Image Bank The demand for goods and services will sustain the creation of thousands of new jobs, the training of the labor force, and the increase of income in various sectors in Brazi goal of disseminating and perpetuating the certification, as it foresees in its project the knowledge of its workforce acquired by the intelligent use of natural resources. accumulation of the technologies developed and This undertaking illustrates a success story innovative practices. that began during the early part of the 2000s, when Petrobras decided to expand its exploratory THE EXPANSION OF THE SANTOS BASIN activities beyond the central nucleus of the With the pre-salt cluster, the Petrobras activities Campos Basin, intensifying surveys to the north near the Santos Basin will be accelerated in the and south of the area, and advancing through the coming years. In order to support the growth of the Santos and Espírito Santo basins. company’s activities in the region, in 2008, it pur- For logistical support, there are already four chased a 25,000m² area in the historical neighbor- air support areas for the Santos Basin operations: hood of Valongo, in the city of Santos. On this piece in Jacarepaguá and Cabo Frio, in Rio de Janeiro; of land, the company plans to build three high-rises in Itanhaém, in São Paulo; and in Navegantes, in which will coordinate the operations in the basin. Santa Catarina. For sea support, three other areas The installations of the future headquarters of are used: the port of Rio de Janeiro and the port the Santos Basin Operations Unit will have the of Imbetiba/Macaé, in Rio de Janeiro state, and capacity to accommodate about 6,000 people. the port of Itajaí, in Santa Catarina. Besides these With this project, together with others being facilities, two logistical bases with port and airport carried out in the region, the neighborhood will infrastructure are being considered for installation go through a profound process of revitalization. in Itaguaí, in Rio de Janeiro, and in part of the It will be the first building in the city with green Santos air base, in Guarujá, in São Paulo. 2 0 1 0 petrobras magazine 11
  14. 14. Transforming Brazil’s Industry Petrobras turns to domestic suppliers for the development of the pre-salt pole. 12 petrobras magazine 2010
  15. 15. Petrobras Image Bank 2 0 1 0 petrobras magazine 13
  16. 16. PETROBRAS RELIES HEAVILY UPON BRAZIL’S The greatest sign of Petrobras’ faith in domestic consolidation as major hub for goods and suppliers is the fact that one of the most critical engineering services with international standards resources for pre-salt exploration, the contracting of competitiveness. The proof of this is the global of drilling rigs for deep water, will focus goal of attaining 67% Brazilian content in new predominately on the Brazilian market. Twenty company projects, stipulated in the Business Plan six rigs are scheduled for construction in the 2010-2014. Purchases from the domestic market country by 2014 (there will be 53 by 2020), with are forecasted to reach the range of $142.2 billion rising levels of domestic content. over the next five years, representing a volume Two other programs also reflect the efforts that of annual contracts in the country worth nearly Petrobras is devoting toward stimulating the $28.4 billion per year. domestic industry: Transpetro’s Fleet Modern- ization and Expansion Program (PROMEF) and Investiments in Brazil (US$ Billions) the Oil and Natural Gas Mobilization Program Investments Placement on the Domestic (PROMINP). Business Area in Brazil National Market Content (%) E&P 108.2 57.8 53% PROMINP The Oil and Natural Gas Mobilization Program Supply 78.6 62.8 80% (PROMINP), which seeks to strengthen the Gas & Energy 17.6 14.4 82% competitiveness of the domestic industry and to Distribution 2.3 2.3 100% foster job growth, has also obtained significant Biofuels 2.3 2.3 100% results. The amount of domestic content in Corporate 3.3 2.6 80% project execution rose from 57% in 2003 to 75% in 2009. The increase in local content represented Total 213.3 142.2 67% additional orders placed on the domestic market + worth $17.8 billion, generating some 755,000 US$ 46.4 BILLION FROM PARTNERS new jobs during that time. Font: Petrobras Business Plan 2010-2014 Prominp students Petrobras Image Bank 14 petrobras magazine 2010
  17. 17. PROMINP trains new professionals for industry Petrobras Image Bank Through the National Professional Training “PROMEF is an exercise in industrial policy. Brazil Plan (PNQP), with an investment of R$ 260 currently represents the fourth largest portfolio of million, PROMINP, by 2010, will train 78,000 new vessels being built for the oil industry in the professionals in 15 states, through coursework world, and the intent is to pursue the same goal linked to the oil and gas sector. According to the of sustainability as Petrobras, so that the shipyards executive coordinator of PROMINP, José Renato export vessels and acquire new clients,” says de Almeida, by 2013, the pre-salt investments will executive manager of PROMEF Arnaldo Arcadier. , demand 207,000 professionals with specialized The program was funded with an investment training, in large part due to the shipbuilding of $4.7 billion in its first two phases (PROMEF industry. The need for new professionals is I and II), having created close to 200,000 direct based on the Petrobras Business Plan, which and indirect jobs. PROMEF III, which should has seen its annual investment grow more than begin tendering contracts between 2012 and seven times since 2003, going from $5.8 billion 2013, will take into consideration the demands to $42.4 billion in 2010. “This means that the of the pre-salt pole and the start-up of four industry will have an opportunity seven times new refineries in the Northeast (in the states of larger with an equally large challenge. In order to Pernambuco, Ceará, Maranhão, and Rio Grande be able to do this in Brazil, with local companies, do Norte), and the Rio de Janeiro Petrochemical a high level of competitiveness is fundamental to Complex (COMPERJ). provide the services required for these projects,” Part of the attempt to revive the tradition and says the PROMINP coordinator. quality of the Brazilian shipbuilding industry has already produced results. In August of 2010, PROMEF during a seminar at the Navalshore event, a group PROMEF seeks, above all, to give local shipyards of suppliers from the Japanese Marine Equipment the ability to compete on a global marketplace. Association (JSMEA) displayed their products and The program requires ships to be built in Brazil showed interest in participating in PROMEF Some. with a minimum of 70% domestic content. of these suppliers already have agreements with The effort to revive the tradition and the quality of the Brazilian shipbuilding industry has already produced results 2 0 1 0 petrobras magazine 15
  18. 18. Transpetro, a Petrobras subsidiary, and intend to has been stagnant since the 1990s. In this way, invest in Brazil because of the efforts to reactivate the effort to introduce domestic content into the local shipyards. the company’s demands will contribute toward By investing in programs such as PROMEF the consolidation of the shipbuilding industry and PROMINP, Petrobras seeks to contribute to in Brazil, which today has the largest program of the revitalization of Brazil’s industrial base, which offshore investments in the world. PROMEF ORDERS: Of the 49 vessels designated in the first two phases of PROMEF 46 have already been tendered , and contracted. The final three ships are in the final stages of tendering: • 10 Suezmax vessels – US$ 1.2 billion • 5 Aframax vessels – US$ 693 million • 4 Panamax vessels – US$ 468 million • 9 Product vessels – US$ 552.5 million • 4 Suezmax DP support vessels – US$ 746 million • 3 Aframax DP support vessels – US$ 477 million • 3 Bunker vessels – US$ 46 million Orders that have already been negotiated, awaiting contract signature: • 3 LPG tankers – US$ 536 million Orders in the final stage of tendering: • 3 Product cargo vessels Total already under contract: US$ 4.7 billion Brasfels Shipyard, in Angra dos Reis (RJ) Ari Versiani / Petrobras Image Bank 16 petrobras magazine 2010
  19. 19. Petrobras Image Bank The South Atlantic Shipyard The South Atlantic Shipyard (EAS), created in November of 2005 in the Suape region of Pernambuco, is the largest shipyard in the Southern Hemisphere and has the largest PROMEF portfolio, with orders for 22 vessels. This undertaking, considered a milestone in the revitalization of the Brazilian shipbuilding industry, has led to nearly 60,000 new direct and indirect jobs. The EAS was built with an investment of R$ 1.4 billion, and has an installed capacity on the order of 160,000 tons of steel per year. The shipyard has as partners the Brazilian groups Camargo Corrêa and Queiroz Galvão, and the company PJMR. Its international partner is the South Korean Samsung Heavy Industries (SHI). foto 12174.jpg 2 0 1 0 petrobras magazine 17
  20. 20. Petrobras Image Bank Partnerships for growth Petrobras’ collaboration with supplier companies and academia for the development of the pre-salt cluster has spurred the development of one the world’s most advanced technological parks in the energy sector. 18 petrobras magazine 2010
  21. 21. 2 0 1 0 petrobras magazine 19
  22. 22. PETROBRAS’ WORK IN CONJUNCTION WITH THE outside Brazil and, once finalized, will be installed academic community and the company’s at a real-scale testing unit by FMC in the park. suppliers of goods and services has proven The UFRJ is also evaluating requests from other decisive for the development of technology companies interested in installing their own needed for its activities. These partnerships, facilities in the park, including an R&D center carefully nurtured over many years, are more already confirmed by the Brazilian steel company dynamic today than ever before due to the Usiminas. And this is just the beginning: General immense challenges of the pre-salt pole, and they Electric (GE), IBM, and Cameron are other have led to a true revolution among Brazilian companies which have already announced research facilities with the creation within the their intention to build research facilities in country’s borders of one of the most advanced partnership with Brazilian universities, as well technological parks anywhere in the world in the as to sign technological cooperation agreements oil, natural gas, and energy segments. with Petrobras. With the pre-salt pole, the scale and complexity “Currently the UFRJ Technology Park is the of Petrobras’ technological challenges has grown only one that has signed agreements that have continuously. As a result, traditional suppliers, been disclosed with companies supplying goods including large multinationals, are knocking and services to Petrobras, but other agreements on the company’s doors to establish long term will certainly be formed in the coming years,” partnerships to supply goods and services, often says executive manager of CENPES, Carlos requiring state-of-the-art technologies. To develop Tadeu da Costa Fraga. these technologies, Petrobras encourages these firms to build research centers in the country, NETWORK COLLABORATION close to its installations and to its university Petrobras is presently the company that most partners, therefore strengthening integration and invests in research and development in Brazil. the exchange of knowledge. These partnerships From 2007 to 2009, the company spent $2.5 bil- also result in the creation of new jobs and in the lion in pursuit of new technology solutions to the training of highly qualified Brazilian workers for company’s challenges. These investments should the sector. reach $5.1 billion between 2010 and 2014. This initiative has been particularly successful at the Federal University of Rio de Janeiro (UFRJ) Petrobras’ investments in R&D between 2007 Technology Park, located near the Petrobras and 2009, by area Research Center (CENPES). The park has already been selected for the construction of new research 3% 3% centers by at least three important equipment 4% suppliers and service companies in the oil and gas industry: FMC Technologies, Schlumberger, Production and Baker Hughes. These firms are leaders in the Downstream market for their activities and will invest millions 10% Exploration of dollars in facilities and research activities, 47% The Environment directed primarily toward offshore exploration Biofuels and production. Gas and Energy Among the projects planned is an integration 12% Others test for the first subsea oil and water separation system (OWSS), the fruit of a technological cooperation agreement between Petrobras and 21% FMC. The system is in the construction phase Due to the pre-salt development, the scale and the complexity of Petrobras’ demands have grown 20 petrobras magazine 2010
  23. 23. Innovation as a differentiator has been one of Petrobras’ pillars to obtain results Besides developing its own technologies and of the partnerships with these institutions, for providing incentives for its partners, Petrobras every researcher at CENPES, there are close to works in conjunction with universities and nine researchers working on projects of interest to research institutions. From 2006 to 2009, the Petrobras at Brazilian institutions of higher learning. A technician working in the company invested close to $200 million per year Corrosion and Non-Destructive in partnership with these institutions. These Testing Laboratory (LNDC) Leonardo Borba / Petrobras Image Bank investments are encouraged by a clause found in the concession contracts for exploration and production granted to Petrobras by the National Agency of Oil, Gas, and Biofuels (ANP), which sets aside at least 1% of the gross revenue generated from high profitability fields, or those with large volumes of production, for investment in research and development. To make the most of these investments, in 2006, Petrobras created a research model called Thematic Networks. Each network encompasses several universities and research centers, which are integrated and operate together under the coordination of Petrobras, along themes defined by the company. There are currently 50 such networks, in which close to 100 different institutions exchange expertise, share infrastructure, and develop joint research activities. In the beginning, the largest volume of funds was dedicated to improving laboratory facilities, which acquired a standard equivalent to the best research laboratories known to Petrobras anywhere in the world. With the physical structures already completed, this initiative has constantly increased the funds used to carry out the research projects and to train the researchers. Some of the results of this strategy are already visible in practice. One example is the research developed in the Corrosion and Nondestructive Testing Laboratory at the UFRJ, which is part of the Materials and Corrosion Control Technology Network. This research has contributed to studies which identify the materials best suited for the equipment which will be used in the pre- salt fields. By means of the Thematic Networks strategy, the area of the laboratory facilities at Brazilian universities is already about four times larger than the existing area at CENPES. Also, because 2 0 1 0 petrobras magazine 21
  24. 24. The Petrobras Research Center is also being Janeiro facilities, CENPES has five experimental readied for the challenges of the coming years. clusters located at the company’s operational sites The physical space is being doubled, with an to conduct tests on a semi-industrial scale, which architectural project that is considered a reference make possible a greater integration of research in eco-efficiency and offers collaborative spaces and industrial activities (see figure below). that encourage innovation. Besides its Rio de Petrobras’ R&D centers and their research focuses BIOLUBRICANTS Fortaleza (CE) BIOFUELS Guamaré (RN) GUARANTEE OF FLOW AND PROCESSING Aracaju (SE) WELL TECHNOLOGY Taquipe (BA) CENPES Rio de Janeiro (RJ) REFINING São Mateus do Sul (PR) International recognition Ever since its initial success in exploration and production in the deep waters of the Campos Basin, Petrobras has accrued international recognition for its technology development. The current technology strategy, with the increase in investments in C&T institutions and the growing technological cooperation with partners, has made this recognition even greater. Not by chance, the company was considered the fifth most admired operator in the oil industry, and was ranked first for innovation, according to the ranking by Fortune magazine in March of this year. This recognition is based on the opinions of high ranking executives from all around the world and of financial analysts called on to establish the ranking, published every year. Meanwhile, in April, the magazine Bloomberg Businessweek, in partnership with the Boston Consulting Group, designated Petrobras as the 41st most innovative companies in its “The World’s 50 Most Innovative Companies” ranking. This made Petrobras the only company in the Southern Hemisphere, as well as the only oil and gas company, to enter this list, based upon a survey of high executives and the financial results. 22 petrobras magazine 2010
  25. 25. Petrobras Image Bank The Technological Park at the Federal University of Rio de Janeiro (UFRJ) 2 0 1 0 petrobras magazine 23
  26. 26. Operational Juarez Cavalcanti / Petrobras Image Bank safety Contingency Management strengthens prevention efforts and ensures quick responses in the event of accidents. 24 petrobras magazine 2010
  27. 27. PETROBRAS IS DEDICATED TO SECURING THE America, and Oil Spill Response (OSR) in the safety of its operations on sea and land through case of Africa and the Middle East,” says sector an integrated approach that seeks synergies manager for Petrobras Contingencies, Marcio José between its units in operation and work sites, in de Macedo Dertoni. collaboration with government agencies, suppliers, At the EDCs alone, where close to 300 techni- other energy firms, and the communities close to cians are employed, Petrobras has more than 200 its facilities. The company is also participating in km of contention barriers, 100 km of absorbent the elaboration of Brazil’s National Contingency barriers, 85 km of absorbent covers, 200,000 liters Plan, which will be instituted later this year by of dispersant, 40,000 kg of biological remediators, presidential order. 350 inflatable tanks, and 222 portable oil collec- Internally, every Petrobras business unit, tion devices, as well as 130 support vessels and 30 whether it is a refinery, a cargo terminal, or a large vessels, among other resources. network of offshore facilities and assets in the Campos Basin, for example, has an Emergency CAPACITY TO RESPOND Response Plan. This plan defines the course of Petrobras put into action in 2006 its Strategic action in the case of any possible incident or Project for Excellence in HSE, which has an accident, and stipulates the required resources interface with the three plans. The guidelines of and the respective quantity that each unit should the project are integrated HSE management; eco- have for local action. efficiency in products and operations; prevention On a broader scope, Petrobras has its Regional of accidents, incidents, and irregularities; Contingency Plan, which divides Brazil into six employee health; readiness to respond to separate regions – the Amazon area; Pernambuco emergency situations and minimization of risks and Maranhão; Bahia, Sergipe, and Alagoas; Rio to assets. In this project, a series of actions de Janeiro, Espírito Santo, and Minas Gerais; São have been foreseen to strengthen the company’s Paulo and the Center West; Paraná, Santa Catarina, capacity to respond to oil spills of any size. and Rio Grande do Sul – and calls for the sharing The first such action was the adoption of of resources among these units. To support the the Incident Command System (ICS), a system actions of this plan, there are ten Environmental developed in the U.S. for managing incidents that Defense Centers (EDCs) located throughout seeks to respond in an integrated and sustainable Brazil, which contain trained personnel on alert way, without impediments of political or customs 24 hours per day, ready to mobilize in case of an jurisdiction, for any kind of accident. The system oil spill. The EDC for São Paulo, because of its standardizes terminology, communication and location near the Guarulhos International Airport, procedures, integrating planning, logistics, the largest in Brazil, also provides support for operations, finances, safety, and information. Petrobras units located outside the country. The The sharing of material and human resources EDCs’ Forward Bases, often located in remote among different agencies and companies should and inhospitable areas of the country, reinforce be internally incorporated by each member of Petrobras’ safety strategy. a pair and be done quickly. After all, in case of In the event that regional resources are not a major accident, it is highly unlikely that any enough, Petrobras relies upon its Corporate company would have all the resources needed Contingency Plan, which has mapped out the at hand, in the quantities necessary, and at the entire network of relationships with other energy precise location of the occurrence, without having companies, equipment manufacturers, a roster of to move them from another location. volunteers trained to act in case of emergencies, The system deals with the internalization of and government and non-government agencies. resources on an exceptional basis so that, if needed, “The goal is to mobilize each member of this no delays will be encountered in getting imported network in a swift and efficient manner. Contracts equipment through customs or in obtaining visas or national and international agreements provide for specialists brought in from other countries to added strength to the plan and make it possible, help with the contingency response. for example, to mobilize companies such as The amount of resources at all the Petrobras Clean Caribbean & Americas (CCA) in case of EDCs has been redimensioned, keeping in occurrences in the United States and in Latin mind the company’s international presence, 2 0 1 0 petrobras magazine 25
  28. 28. the planned creation of new units, and the maintained through the Petrobras research and possible incorporation of others. For this reason, development center (CENPES)and through new equipment will be acquired. As technical its partnerships with universities and R&D consultant for the Petrobras Health, Safety and institutions all around the world. the Environment area, Marcus Vinícius Lisboa Finally, Petrobras works in close conjunction Brandão, points out, “today, Petrobras alone has with the Brazilian government so that, in the more material and human resources available event of an emergency, the company already has than all the other international companies which the authorization for exceptional measures that operate in response to oil spills, with the exception must be taken quickly, so that the resulting impact of MSRC, because it works in association with 50 is as small as possible. All these initiatives are in smaller companies.” line with the National Contingency Plan, which The capacity of Petrobras to respond to is currently being finalized in Brazil. Petrobras accidents and the coordinated mobilization of all participates in discussions about the plan through the agencies involved to act as a network, which the Brazilian Petroleum Institute. are already periodically evaluated, have also Petrobras also participates in the discussions started to undergo tests in simulated exercises, to to create the National Plan for Prevention, better ensure rapid and efficient responses in real Preparation, and Rapid Response to Environmental contingencies. Emergencies with Hazardous Materials, which, New technologies are being sought to create among other measures, seeks to better regulate better models for oil spills, in other words, the use of oil dispersants in situ. This alternative to define their source, trajectory, and ultimate is often discarded in Brazil due to the lack of clear destination with greater precision, helping regulations about their use. to improve response. The constant exchange As is evident from these actions, Petrobras is of information with other energy companies ready to act in the event of incidents and large throughout the world has contributed to the scale accidents, and it is well-informed about the updating of all the companies. Petrobras’ vanguard of technology in the world so that it can commitment to innovation and cutting-edge acquire and/or develop what is technologically The training of technology for accident prevention is constant, best. The company is also able to operate in a accident containment in Amazonia Bruno Veiga / Petrobras Image Bank 26 petrobras magazine 2010
  29. 29. Thelma Vidales / Petrobras Image Bank The Ilha d’Água Terminal (RJ) Petrobras is participating in the elaboration of Brazil’s National Contingency Plan, to be instituted later this year One of Petrobras’ ten Environmental Petrobras Image Bank Defense Centers network with governmental agencies, suppliers of goods and services, and other energy companies around the world through partnerships and international agreements. This level of preparation enables safe oil and gas operations, in a business which is known to have inherent risks and where there can never be too much precaution. In addition, Petrobras makes use of an important strategy. “The company operates intensively to reduce risks; to control irregularities; to diminish the number of accidents; to develop faster, more efficient responses; and to operate in a network with synergy. It stands out in the global energy industry, principally in the areas of prevention and response capacity. It is for this reason that we count on effective management, which we have today and which we are constantly improving,” says Petrobras Contingency Manager in the HSE area, Jayme de Seta Filho. 2 0 1 0 petrobras magazine 27
  30. 30. André Valentim / Petrobras Image Bank Integrating to develop 28 petrobras magazine 2010
  31. 31. Petrobras is implementing a new work philosophy to integrate its operations. 2 0 1 0 petrobras magazine 29
  32. 32. Petrobras Image Bank Center for Decision-Making Support for the activity of well construction WITH THE GROWTH OF PETROBRAS’ ACTIVITIES ALL the goal of increasing operational safety and around the world, in addition to the increasing efficiency while reducing costs. With its emphasis complexity of its operations in recent years, the on personnel, the company hopes to foster a more company is now preparing for an even greater collaborative work environment, which eliminates step forward in the way it works and manages its interfaces and barriers. In relation to processes, the operations. It is a change which has been proposed company believes it will be necessary to redefine to integrate a set of tools and management and to simplify them. To the extent possible, it also systems created, in large part, over the past ten seeks to integrate disciplines and to plan on shore, years. To attain this goal, the company has begun given that most of its activities are offshore, as well to implement a new labor and management to give priority to preventative maintenance. In philosophy: Integrated Operations Management – relation to technology, GIOp will favor increasingly known by its Portuguese acronym, GIOp. intelligent and innovative solutions, with a All the good practices and lessons learned preference for existing technologies. It foresees as on the company’s long road to becoming a well the adoption of technologies developed by its world reference in deepwater oil exploration partners, both in the oil and gas industry and at and production in recent decades contributed the universities. to enabling its exploration and production area To reach these objectives, the exploration and to face the enormous challenges defined in the production area will rely upon the participation ambitious Strategic Plan 2020. The development of important technological partners. Among of massive accumulations of hydrocarbons these are the company’s own research center discovered in the pre-salt layer of the Santos (CENPES) and domestic and foreign universities, Basin is a good example of the challenges and such as the Norwegian University of Technology opportunities the company will face in the future. (NTNU). Besides these institutions, the company At the same time, the strategic plan calls for the will benefit from the intellectual support of total oil and gas production to surpass 5 million Cambridge Energy Research Associates (CERA), barrels of oil equivalent (boe) per day by 2020. an independent consultancy based in the United These are bold objectives, which will require States that performs project implementation innovative forms of management and work. analysis for large companies. The basic concept of this new philosophy The company’s operational units have already is the integration of operations, with a focus begun to implement this new work philosophy. on personnel, processes, and technology, with One of the initial priorities in the implementation 30 petrobras magazine 2010
  33. 33. The Integrated Operations Management aims at increasing operational safety, efficiency, and cost reduction. schedule was to meet the new challenges of Another goal is to make information available developing the pre-salt pole in the Santos Basin. in real time about every step of the process of the In the first collaborative effort, CERA has already supply and transport of materials to the several evaluated as excellent the conceptual project of exploration and production areas. With this in the GIOp pilot for the Santos Basin Operations place, the operational area of the company will be Unit. The other operational units are also already able to plan, control, and adjust the operational working on the conceptual phase. processes in order to prioritize its response to logistical demands. PRINCIPAL AREAS TO BE AFFECTED More than a simple work tool, GIOp is a GIOp will promote the integration of information cultural change that will extend transversally within the company’s oil exploration area, creating throughout the entire value chain in the a collaborative environment which will include company’s exploration and production activities, the activities of geology, geophysics, exploratory preparing it to meet the challenges of its vision to drilling, laboratories, project management, and become one of the world’s five largest integrated HSE. The expected benefits of this new way energy companies. of working will be the better following of the A 3-D seismic exploration processes, the rationalization of Bruno Veiga / Petrobras Image Bank visualization room activities, and the reduction of operational costs and investments. Within the area of production, the objective is to integrate the oil production processes and the interfaces with the management in other areas, in order to increase operational safety and efficiency, with an eye toward increasing the recovery factor (volume of oil extracted from reservoirs) and reducing the overall cost of operations and investments. Another area that should benefit is well construction, with the goal of minimizing construction time. For this reason, among others, the Support and Decision Centers will be modernized, permitting remote monitoring, modeling, and the control of processes in real time for the drilling operations and well intervention. In the area of installation and subsea oil production system maintenance, there will be an emphasis on fine tuning the existing Integrated Control Center, as well as the programming and monitoring of subsea engineering operations, with an emphasis on activities using support vessels. These changes are proposed to optimize the ability to respond to demands of the company’s varied production assets. 2 0 1 0 petrobras magazine 31
  34. 34. Bruno Veiga / Petrobras Image Bank GIOp creates a collaborative, multidisciplinary environment 32 petrobras magazine 2010
  35. 35. Lessons learned GIOp should, over the next few years, integrate the tools and management systems already developed by the company over decades of oil exploration and production activity in Brazil. There are virtual reality rooms, centers which control the E&P operations, equipment which monitors platforms via remote, among other technologies. It will now be up to GIOp to coordinate all of these in a way to best attain an integrated view of the area’s entire production process. Among the tools and systems developed by the company in recent years, and which will now be integrated, are: • Monitoring and Process Control – The trajectory of Petrobras toward automation began in the 1980s, when the company introduced the first systems for Monitoring and Control of Process Variables. The lessons learned from this experience culminated in 1996 with the installation of the first automated platform, in the Ubarana field, in Rio Grande do Norte. In the Campos Basin, this process continued with the installation, in 1998, of an integrated subsea cable for electricity and telecommunications at the Northeast Pole, and a fiber optic ring with a perimeter of 490 km. This was the backbone for other network access points that currently link 83 of the company’s different production units. In 2000, the company built technology to allow secure access in real time to the integrated operational information on the platforms. From this was born Plant Information, which would later be disseminated by the company. • High Performance Data Processing – From that point forward, many other tools and management systems emerged. In 2001, the Rio Grande do Norte Operations Unit (UO-RNCE) received the company’s first 3D visualization room. With the goal of providing support to the oil reservoir modeling studies, other such rooms were inaugurated at the other E&P operating units. • Integrated field monitoring – With the increasing interrelationship among the various disciplines in the E&P processes, and the need to make decisions in an integrated way, starting in 2006, Petrobras began to install six pilot projects for Integrated Digital Management, the so-called GEDIG. This initiative made it possible to evaluate different technologies and to improve monitoring and control of day-to- day production operations, with an integrated understanding of the fields. The following year, the Operational Control Center (CCO) was installed at the Campos Basin Operations Unit (UO-BC), with the goal of facilitating the decisions for controlling production in the entire basin. By 2008, rooms began to be installed in the Campos Basin headquarters to allow remote control monitoring of the offshore operations, the so-called SCR. These rooms guarantee greater integration with the Integrated Digital Management Centers and the Platform Control Rooms, facilitating decision-making and the immediate involvement of specialists on shore. • Well Construction – In 2006, Decision Support Centers (CSD) were created to allow remote monitoring, modeling and process control in real time for drilling operations, and well intervention. This new approach increased the safety and efficiency of these operations, as well as reducing the time, risks, and costs involved in these activities. • Installation Integrity – Also in 2006, a pilot project for Maintenance Based on Condition began to be installed at the UO-BC, which consists of systematic monitoring, in real time, of the variables and parameters which indicate the performance of turbines, generators, compressors, and pumps. Two years later, an integrated center for monitoring these systems, called CIB-TBM, was installed. These projects seek to determine the need to intervene in critical equipment, permitting the realization of preventative actions and contributing to a longer service life. 2 0 1 0 petrobras magazine 33
  36. 36. On the way to the top 34 petrobras magazine 2010
  37. 37. SPECIAL FEATURE – BUSINESS PLAN Geraldo Falcão / Petrobras Bank Image The Business Plan 2010-2014 prepares Petrobras to become one of the world’s five largest oil majors. 2 0 1 0 petrobras magazine 35
  38. 38. SPECIAL FEATURE – BUSINESS PLAN PETROBRAS’ TOTAL PRODUCTION OF OIL AND GAS, The exploration segment of the company will including oilfields in Brazil and abroad, should continue to draw the largest share of the planned increase from an average of 2.7 million barrels expenditures. This amount is forecast at $118.8 of oil equivalent (boe) per day this year, to 3.9 billion from 2010 to 2014, encompassing the million in 2014, and to 5.3 million in 2020. These projects in Brazil as well as in the other countries projections come from the company’s Strategic where Petrobras conducts its business. This level of Plan 2020, which establishes a rate of growth investment corresponds to 53% of the total amount of 9.4% per year for oil production between set aside to be invested in the entire company. 2010 and 2014, and of 7.1% per year between Investments outside Brazil in the coming years 2010 and 2020. The company’s strategy is to will amount to 5% of the total planned by the reach 2020 as one of the five largest petroleum company. These investments will be directed, producers in the world. basically, toward projects involved in the The company’s total investments in the next development of production in the Gulf of Mexico, five years, including all its areas of business, along the west coast of Africa, and in the other will reach $224 billion, of which $212.3 billion countries of Latin America where Petrobras does (95%) will be spent in Brazil and $11.7 billion business. The exploration activities outside Brazil will be directed abroad. This level of investment will focus on the Atlantic Ocean. The company will guarantee, among other applications, the does not foresee expansion within the refining completion of 686 projects. Of the total amount segment in the other countries where it operates. to be invested, $31.6 billion will correspond to As a result of the rapid growth planned greenfield projects. “No other large company has for production, investments in the refining, such a rapid growth program for the production transportation, and sales segment, linked to the of oil and gas,” announced the president of the Supply area, will represent the proportionately company, José Sergio Gabrielli de Azevedo, upon highest increase, in percentage terms, compared presenting the Petrobras Business Plan for the to the previous Business Plan. This amount will next five years. reach $73.6 billion over the period, or 69.5% Petrobras’ strategy is to become one of the world’s largest oil majors by 2020 Ehder de Souza / Petrobras Image Bank 36 petrobras magazine 2010