Petrobras is a Brazilian state-controlled oil company that is seeking to become self-sufficient in oil production and refining. It has invested $87 billion from 2007-2011, with over half going to upstream exploration and production. Petrobras aims to increase its total oil, natural gas, and oil equivalent production by over 7.5% annually through 2011. It is also expanding into renewable fuels like ethanol and biodiesel to meet growing energy demand and reduce dependence on imported oil. Petrobras has fully integrated infrastructure for transporting oil, ethanol and other fuels via pipelines, ships and refineries.
"8º Foro Latibex - Petrobras Overview – Petroleum, Gas and Petrochemical”Petrobras
Petrobras is an integrated energy company operating in oil exploration, production, refining, and petrochemicals. It has significant upstream and downstream operations both within Brazil and internationally. The company's 2007-2011 business plan includes $87.1 billion in investments, with 56% going to exploration and production projects. Some of the major projects over this period aim to boost Brazil's oil production capacity substantially through new offshore oil field developments and production platforms.
8º Foro Latibex - Strategic Plan and 3rd Quarter ResultsPetrobras
This document contains a presentation by Petrobras executives discussing the company's strategic plan and 3rd quarter results for 2006. The presentation outlines Petrobras' key drivers and business strategies, including expanding natural gas and downstream operations. It provides macroeconomic assumptions for 2007-2011 and details Petrobras' $87 billion investment plan over that period focused on exploration and production, downstream activities, and international expansion. Production targets, main projects, and financial targets are also summarized.
Innovative Technology Systems Inc. (ITS) a Kansas, USA based Company. ITS is an experienced biofuel project developer, and can provide an end-to-end solution including plantation development for the production of bio-oils on the front end through to the manufacture and construction of integrated oil extraction, and biodiesel facilities on the back end. The ITS solution includes machinery for the extraction of oil from seed or fruit, pre-treatment of the crude oils, and Biodiesel production, utilizing proprietary patented technology, and processes that are environmentally responsible, and a significant improvement from a greenhouse gas perspective compared to many current commercial technologies. ITS provides its clients the opportunity to incorporate our proprietary value-added processes that can significantly improve the overall process economics, which translates into a stronger competitive advantage in the marketplace, and lowers the overall risk.
ITS provides vertically integrated Agricultural and Biofuel Solutions, and consists of a first class team of scientists, engineers, business strategists, and agronomists who offer unrivalled technical expertise, and understanding of the dynamics and complexity of the global biofuels market.
Market Research Report :Polymer Market in India 2012Netscribes, Inc.
For the complete report, get in touch with us at : info@netscribes.com
Indian Petrochemical industry is one of the fastest growing sectors in the world. Low operating capacities in Indian petrochemical concerns bring with it the opportunity for future facility utilization. Polymer market is dependent on growth in related sectors. Low per capita consumption of polymer offers opportunities for domestic manufacturers to meet the rising domestic demand for polymers.
The report begins with an overview of the petrochemical industry in India providing the market size and growth as well as information regarding the increase in refining capacity in India. This is followed by a primary segmentation of the industry. An overview of polymer industry provides an introduction to the sector and covers the market size and growth along with share of polymer in India. This is followed by an analysis of the value chain as well as a description of the key processes involved in the methodology for developing polymeric products. The section also renders information about the distribution model prevalent in the sector along with an EXIM trend over a period of five years. Porter’s Five Forces analysis concludes this section.
The next section provides highlights regarding the major polymers in the Indian Market. The sector can be categorized into four major sub-divisions of polymers. It includes information regarding individual market sizes and growth. Also provided are the primary properties and uses of these polymers.
An analysis of the drivers explains the factors for growth of the market and includes demand from packaging industry, growth in associated manufacturing sectors, increase in usage of polymer products in agriculture, depreciation of rupee and low per capita consumption of polymer. Due to marketing policies varying across sectors and unique attractive packaging surfacing as a potent determinant for success of products, packaging sector is poised for growth. Growth in packaging sector will translate in to strong demand for the polymer industry. Growth is directly linked with its associated sectors that are prime polymer users. Growth in the Indian economy ushers in the development of sectors such as infrastructure, automobiles and consumer goods. These require polymer in their product development and thus pose as significant drivers for the sector. Agriculture constitutes another sector that has emerged as a potential end user for polymers. Be it infrastructural projects such as irrigation or even construction activities, polymers find its applications in such areas. Depreciation of rupee has added to major woes in the cost of imports for the sector. India has witnessed increased domestic demand and with imports slowing down due to increased cost, immense opportunities exists for domestic manufacturers to cater to the rising demand. Finally, India faces low per capita consumption of polymers which poses latent opportunities for the sector. Howe
Refining, transportation & marketing (rtc), and petrochemicals Petrobras
This document discusses Petrobras' business model and production growth plans. Petrobras operates as an integrated oil company focused on exploration and production in Brazil's deep and ultra-deep waters. It has a dominant position in Brazil's downstream refining and petrochemicals markets. Petrobras plans to more than double oil production from 3 million barrels per day in 2011 to over 6.4 million barrels per day by 2020 through developing large pre-salt oil reserves and projects transferred from the Brazilian government. By 2020, pre-salt production is expected to represent over 40% of Petrobras' total production.
Escalating production costs and risks, uncertain premiums, growing workload pressures and attractive feed prices are all serving to undermine the confidence of even the most historically committed of UK milling wheat growers. To such an extent that a fresh industry-wide approach to quality wheat will be essential if sufficient domestic production is to be maintained.
RIL is merging with RPL to unlock synergies from combined operations. The merger will enhance RIL's competitiveness in the energy value chain by providing access to RPL's state-of-the-art refinery with superior product slate and margins. As an integrated energy company, RIL will receive higher valuations than as separate refining entities. The merger creates one of the world's largest refining companies and producers of ultra-clean fuels.
Cermaq ASA presented at Pareto Securities in Oslo on June 14th, 2012. The presentation highlighted that aquaculture is a sustainable way to meet the growing global demand for protein as wild fish populations are overexploited. Cermaq is a global salmon farmer with operations in Chile, Norway, Canada, and Scotland. In 2011, Cermaq had record operating results and cash flow. The company's EWOS feed division also had its best year ever with strong volume growth. Cermaq maintains a solid financial position with low debt levels. The outlook for 2012 forecasts continued volume growth across Cermaq's operations.
"8º Foro Latibex - Petrobras Overview – Petroleum, Gas and Petrochemical”Petrobras
Petrobras is an integrated energy company operating in oil exploration, production, refining, and petrochemicals. It has significant upstream and downstream operations both within Brazil and internationally. The company's 2007-2011 business plan includes $87.1 billion in investments, with 56% going to exploration and production projects. Some of the major projects over this period aim to boost Brazil's oil production capacity substantially through new offshore oil field developments and production platforms.
8º Foro Latibex - Strategic Plan and 3rd Quarter ResultsPetrobras
This document contains a presentation by Petrobras executives discussing the company's strategic plan and 3rd quarter results for 2006. The presentation outlines Petrobras' key drivers and business strategies, including expanding natural gas and downstream operations. It provides macroeconomic assumptions for 2007-2011 and details Petrobras' $87 billion investment plan over that period focused on exploration and production, downstream activities, and international expansion. Production targets, main projects, and financial targets are also summarized.
Innovative Technology Systems Inc. (ITS) a Kansas, USA based Company. ITS is an experienced biofuel project developer, and can provide an end-to-end solution including plantation development for the production of bio-oils on the front end through to the manufacture and construction of integrated oil extraction, and biodiesel facilities on the back end. The ITS solution includes machinery for the extraction of oil from seed or fruit, pre-treatment of the crude oils, and Biodiesel production, utilizing proprietary patented technology, and processes that are environmentally responsible, and a significant improvement from a greenhouse gas perspective compared to many current commercial technologies. ITS provides its clients the opportunity to incorporate our proprietary value-added processes that can significantly improve the overall process economics, which translates into a stronger competitive advantage in the marketplace, and lowers the overall risk.
ITS provides vertically integrated Agricultural and Biofuel Solutions, and consists of a first class team of scientists, engineers, business strategists, and agronomists who offer unrivalled technical expertise, and understanding of the dynamics and complexity of the global biofuels market.
Market Research Report :Polymer Market in India 2012Netscribes, Inc.
For the complete report, get in touch with us at : info@netscribes.com
Indian Petrochemical industry is one of the fastest growing sectors in the world. Low operating capacities in Indian petrochemical concerns bring with it the opportunity for future facility utilization. Polymer market is dependent on growth in related sectors. Low per capita consumption of polymer offers opportunities for domestic manufacturers to meet the rising domestic demand for polymers.
The report begins with an overview of the petrochemical industry in India providing the market size and growth as well as information regarding the increase in refining capacity in India. This is followed by a primary segmentation of the industry. An overview of polymer industry provides an introduction to the sector and covers the market size and growth along with share of polymer in India. This is followed by an analysis of the value chain as well as a description of the key processes involved in the methodology for developing polymeric products. The section also renders information about the distribution model prevalent in the sector along with an EXIM trend over a period of five years. Porter’s Five Forces analysis concludes this section.
The next section provides highlights regarding the major polymers in the Indian Market. The sector can be categorized into four major sub-divisions of polymers. It includes information regarding individual market sizes and growth. Also provided are the primary properties and uses of these polymers.
An analysis of the drivers explains the factors for growth of the market and includes demand from packaging industry, growth in associated manufacturing sectors, increase in usage of polymer products in agriculture, depreciation of rupee and low per capita consumption of polymer. Due to marketing policies varying across sectors and unique attractive packaging surfacing as a potent determinant for success of products, packaging sector is poised for growth. Growth in packaging sector will translate in to strong demand for the polymer industry. Growth is directly linked with its associated sectors that are prime polymer users. Growth in the Indian economy ushers in the development of sectors such as infrastructure, automobiles and consumer goods. These require polymer in their product development and thus pose as significant drivers for the sector. Agriculture constitutes another sector that has emerged as a potential end user for polymers. Be it infrastructural projects such as irrigation or even construction activities, polymers find its applications in such areas. Depreciation of rupee has added to major woes in the cost of imports for the sector. India has witnessed increased domestic demand and with imports slowing down due to increased cost, immense opportunities exists for domestic manufacturers to cater to the rising demand. Finally, India faces low per capita consumption of polymers which poses latent opportunities for the sector. Howe
Refining, transportation & marketing (rtc), and petrochemicals Petrobras
This document discusses Petrobras' business model and production growth plans. Petrobras operates as an integrated oil company focused on exploration and production in Brazil's deep and ultra-deep waters. It has a dominant position in Brazil's downstream refining and petrochemicals markets. Petrobras plans to more than double oil production from 3 million barrels per day in 2011 to over 6.4 million barrels per day by 2020 through developing large pre-salt oil reserves and projects transferred from the Brazilian government. By 2020, pre-salt production is expected to represent over 40% of Petrobras' total production.
Escalating production costs and risks, uncertain premiums, growing workload pressures and attractive feed prices are all serving to undermine the confidence of even the most historically committed of UK milling wheat growers. To such an extent that a fresh industry-wide approach to quality wheat will be essential if sufficient domestic production is to be maintained.
RIL is merging with RPL to unlock synergies from combined operations. The merger will enhance RIL's competitiveness in the energy value chain by providing access to RPL's state-of-the-art refinery with superior product slate and margins. As an integrated energy company, RIL will receive higher valuations than as separate refining entities. The merger creates one of the world's largest refining companies and producers of ultra-clean fuels.
Cermaq ASA presented at Pareto Securities in Oslo on June 14th, 2012. The presentation highlighted that aquaculture is a sustainable way to meet the growing global demand for protein as wild fish populations are overexploited. Cermaq is a global salmon farmer with operations in Chile, Norway, Canada, and Scotland. In 2011, Cermaq had record operating results and cash flow. The company's EWOS feed division also had its best year ever with strong volume growth. Cermaq maintains a solid financial position with low debt levels. The outlook for 2012 forecasts continued volume growth across Cermaq's operations.
This document discusses the benefits of biodiesel fuel. It provides 10 key reasons why customers are using biodiesel, including that it is categorized as an advanced biofuel under the Renewable Fuel Standard, has significantly lower carbon emissions than petroleum diesel, has a high energy balance returning over 5 units of energy for every 1 unit used to produce it, and supports sustainability and energy security by providing a domestic fuel source. The document is intended to educate technicians and customers on the technical and environmental benefits of biodiesel.
The document is a presentation by Renewable Energy Group (REG) that discusses REG's biodiesel production operations and facilities, the various feedstocks used to produce biodiesel, an overview of the Renewable Fuel Standard (RFS) program including Renewable Identification Numbers (RINs), and some of the ongoing challenges facing the biodiesel industry. REG is a leading producer and marketer of biodiesel in the United States, operating 9 biodiesel plants across 7 Midwestern and Southern states with a total annual production capacity of over 300 million gallons.
BPCL is considered a leader in
Marketing and has been a pioneer of
many initiatives in India’s oil sector.
Customers’ evolving aspirations are
constantly mapped and a sustained
effort is made to fulfill them by
providing added value. Over time,
many non-fuel products and services
have also been made available at BPCL
outlets, to provide convenience.
1) Monsanto's strategy is to double crop yields by 2030 through innovation to meet growing global demand.
2) Monsanto aims to more than double its seeds and traits platform gross profit by 2012 by focusing on corn, soybean, and cotton seeds and traits.
3) Monsanto's growth strategy has two steps - first establish seed footprint through breeding, then layer on additional value through biotech traits.
Petrobras announced strong financial results for the 2nd quarter of 2009. Oil production increased 6% compared to the first half of 2008 due to new platform startups. Lifting costs remained stable in US dollars despite higher oil prices. Net income doubled compared to the first quarter due to higher oil prices and sales volumes as well as cost cutting efforts. Capex continued to grow significantly, supported by expanding access to development banks and the capital market.
1) Monsanto's two-step strategy through 2010 aims to first grow its current seed and trait portfolio globally and then lead through innovation and in increasingly competitive markets.
2) Key opportunities for growth include expanding corn market share in Europe, India, and Argentina through global breeding programs and channel strategies tailored for each market.
3) Continued adoption of second-generation stacked traits in major crops and markets like India, Australia, and Brazil will drive additional value and market expansion through the end of the decade.
valero energy Merrill Lynch Energy Conference Presentation – December 3, 2008finance2
Global spare refining capacity is growing as new expansions are outpacing slowing demand growth. This is increasing competition among refiners. Independent refiners without upstream assets are particularly vulnerable as they must reduce throughput to remain profitable with falling margins. Valero's refining assets are larger and more complex than peers, allowing it to process discounted heavy and sour crudes. It is focusing on increasing distillate production while managing gasoline output. Valero is financially strong with a disciplined capital program and targets $1 billion in annual operating improvements. Despite the challenging environment, it is well positioned for long-term value creation.
Refining, transportation & marketing (rtc), and petrochemicalsPetrobras
This document discusses Refining, Transportation & Marketing (RTM) and Petrochemicals at Petrobras. It summarizes Petrobras' business model as an integrated oil company dominant in Brazil, focusing on production in deep and ultra-deep waters. It notes Petrobras' rapid growth in proved reserves from discoveries in deep waters, including pre-salt reserves of 15.28 billion barrels of oil equivalent. The document also outlines Petrobras' history of growing production by expanding into new frontiers like deep and ultra-deep water, as well as its ability to more than double production through developing existing reserves and projects.
Brasil Ecodiesel is the largest biodiesel producer in Brazil with a nationwide presence. It has clear leadership in the domestic market in terms of installed capacity and biodiesel production. The company focuses on non-edible, high oil yield crops like castor and jatropha to produce biodiesel. It has an integrated operating process involving contracting farmers, raw material collection, oil extraction, and biodiesel delivery. The company aims to diversify its vegetable oil sourcing away from a reliance on soy oil.
(1) Petrobras introduced biodiesel production in Brazil in 2005 and has since expanded production through multiple phases, with a goal of producing 855 thousand cubic meters per year by 2011. (2) Petrobras is implementing biodiesel and ethanol production facilities across Brazil using various feedstocks like soybean, castor bean, and jatropha. (3) Petrobras is also researching technologies like HBIO to produce renewable diesel from vegetable oils as well as cellulosic ethanol production. (4) Petrobras recognizes that biofuels will play a major role in transportation fuels and is making investments to develop competitive production costs and export markets for Brazilian ethanol.
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
The document presents a proposal from Dobiotech for establishing biofuel production facilities in the Dominican Republic. It describes a continuous flow process to produce bioethanol from cellulose at half the cost of traditional methods. The proposal involves building multiple plants to produce bioethanol, microemulsions, biodiesel, vegetable oil, and other coproducts. It highlights the favorable conditions in the Dominican Republic including tax incentives and available agricultural land. Projected sales, costs, investment needs and returns are presented, showing the potential profitability of the venture.
"Petrobras Domestic E&P - Results and Perspectives" Petrobras
The document provides an overview of Petrobras' domestic exploration and production strategy and operations. Key points include:
- Petrobras aims to increase production and reserves by strengthening expertise in deep waters and optimizing recovery from existing fields.
- As of 2005, Petrobras had proven reserves of 11.8 billion barrels of oil equivalent and produced 1,958 thousand barrels of oil equivalent per day.
- Production is forecasted to increase to 4,556 thousand barrels of oil equivalent per day by 2015, with oil and natural gas production both growing substantially.
- Petrobras seeks to guarantee long-term energy self-sufficiency for Brazil through sustainable reserve replacement and production growth.
Brasil Ecodiesel is the largest dedicated biodiesel producer in Brazil and believes it is the largest listed biodiesel company globally. It has 6 operational plants with a total capacity of 638,600 m3/year. The company sources vegetable oils through direct purchases, its own plantations, and partnerships with farmers. It had a 49% market share in Brazil in the first 9 months of 2007. The Brazilian government has enacted laws requiring biodiesel blending that will increase mandatory blending to 5% by 2013, driving significant market growth.
Brasil Ecodiesel is the largest biodiesel producer in Brazil with a production capacity of 638,600 m3/year. It has 6 operational plants located across Brazil and pursues a vertically integrated strategy from oil extraction to biodiesel production. Brasil Ecodiesel captured 53% of the Brazilian biodiesel market in 2007 and is well positioned to benefit from increasing domestic demand driven by the country's biodiesel mandate. While competition and margins pose challenges, the company aims to mitigate these through low-cost expansion, raw material diversification, and relationships with suppliers and distributors.
Petrobras announced results for the 4th quarter and full year 2009. Key highlights include:
1) Petrobras replaced its Brazilian oil and natural gas production for the 17th consecutive year and increased its international reserves.
2) Brazilian oil and gas production increased 6% from 2008 due to new production units coming online. International production grew 6% as well.
3) Petrobras outlined its production targets for 2010 which will see further growth from new systems and enhanced oil recovery projects.
This document summarizes Colin I. Welsh's presentation on the global energy outlook. It finds that (1) global oil demand is outstripping supply due to reservoir depletion and underinvestment, leaving little spare production capacity. (2) Unconventional resources and offshore fields will make up an increasing share of global supply. (3) $550 billion or more in annual E&P spending is needed to meet rising demand, but spending trends have lagged. Aberdeen is well-positioned to benefit from opportunities in the global energy industry.
BP's strategy presentation outlines plans to grow production and profits while transitioning to a lower-carbon energy future. Key points include restoring revenues through operational improvements, controlling costs, accessing new resources, and investing in gas, renewables, and efficiency. BP aims to outperform peers through efficient exploration, high-quality refining assets, and growth in international businesses. The presentation identifies opportunities to improve earnings, returns, and project execution to realize BP's potential.
The document summarizes BioVale Energia, a Brazilian biodiesel project company, and its partners in developing biodiesel initiatives in Brazil. BioVale Energia works with various stakeholders in Brazil including government agencies, universities, and companies to organize resources and capabilities around biodiesel production. The strategy involves clustering partners to benefit from collaboration and knowledge sharing in order to advance biodiesel production, innovation, and economic growth in Brazil.
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.
Petrobras is Brazil's national oil company that operates in oil, gas, and energy. It has over 11 billion barrels of oil equivalent in proven reserves and produces over 2 million barrels of oil equivalent per day. Petrobras has extensive exploration and production, refining, transportation, distribution, and petrochemical operations both in Brazil and internationally. The company aims to be an integrated energy company with a strong international presence, focusing on profitability and social/environmental responsibility.
This document discusses the benefits of biodiesel fuel. It provides 10 key reasons why customers are using biodiesel, including that it is categorized as an advanced biofuel under the Renewable Fuel Standard, has significantly lower carbon emissions than petroleum diesel, has a high energy balance returning over 5 units of energy for every 1 unit used to produce it, and supports sustainability and energy security by providing a domestic fuel source. The document is intended to educate technicians and customers on the technical and environmental benefits of biodiesel.
The document is a presentation by Renewable Energy Group (REG) that discusses REG's biodiesel production operations and facilities, the various feedstocks used to produce biodiesel, an overview of the Renewable Fuel Standard (RFS) program including Renewable Identification Numbers (RINs), and some of the ongoing challenges facing the biodiesel industry. REG is a leading producer and marketer of biodiesel in the United States, operating 9 biodiesel plants across 7 Midwestern and Southern states with a total annual production capacity of over 300 million gallons.
BPCL is considered a leader in
Marketing and has been a pioneer of
many initiatives in India’s oil sector.
Customers’ evolving aspirations are
constantly mapped and a sustained
effort is made to fulfill them by
providing added value. Over time,
many non-fuel products and services
have also been made available at BPCL
outlets, to provide convenience.
1) Monsanto's strategy is to double crop yields by 2030 through innovation to meet growing global demand.
2) Monsanto aims to more than double its seeds and traits platform gross profit by 2012 by focusing on corn, soybean, and cotton seeds and traits.
3) Monsanto's growth strategy has two steps - first establish seed footprint through breeding, then layer on additional value through biotech traits.
Petrobras announced strong financial results for the 2nd quarter of 2009. Oil production increased 6% compared to the first half of 2008 due to new platform startups. Lifting costs remained stable in US dollars despite higher oil prices. Net income doubled compared to the first quarter due to higher oil prices and sales volumes as well as cost cutting efforts. Capex continued to grow significantly, supported by expanding access to development banks and the capital market.
1) Monsanto's two-step strategy through 2010 aims to first grow its current seed and trait portfolio globally and then lead through innovation and in increasingly competitive markets.
2) Key opportunities for growth include expanding corn market share in Europe, India, and Argentina through global breeding programs and channel strategies tailored for each market.
3) Continued adoption of second-generation stacked traits in major crops and markets like India, Australia, and Brazil will drive additional value and market expansion through the end of the decade.
valero energy Merrill Lynch Energy Conference Presentation – December 3, 2008finance2
Global spare refining capacity is growing as new expansions are outpacing slowing demand growth. This is increasing competition among refiners. Independent refiners without upstream assets are particularly vulnerable as they must reduce throughput to remain profitable with falling margins. Valero's refining assets are larger and more complex than peers, allowing it to process discounted heavy and sour crudes. It is focusing on increasing distillate production while managing gasoline output. Valero is financially strong with a disciplined capital program and targets $1 billion in annual operating improvements. Despite the challenging environment, it is well positioned for long-term value creation.
Refining, transportation & marketing (rtc), and petrochemicalsPetrobras
This document discusses Refining, Transportation & Marketing (RTM) and Petrochemicals at Petrobras. It summarizes Petrobras' business model as an integrated oil company dominant in Brazil, focusing on production in deep and ultra-deep waters. It notes Petrobras' rapid growth in proved reserves from discoveries in deep waters, including pre-salt reserves of 15.28 billion barrels of oil equivalent. The document also outlines Petrobras' history of growing production by expanding into new frontiers like deep and ultra-deep water, as well as its ability to more than double production through developing existing reserves and projects.
Brasil Ecodiesel is the largest biodiesel producer in Brazil with a nationwide presence. It has clear leadership in the domestic market in terms of installed capacity and biodiesel production. The company focuses on non-edible, high oil yield crops like castor and jatropha to produce biodiesel. It has an integrated operating process involving contracting farmers, raw material collection, oil extraction, and biodiesel delivery. The company aims to diversify its vegetable oil sourcing away from a reliance on soy oil.
(1) Petrobras introduced biodiesel production in Brazil in 2005 and has since expanded production through multiple phases, with a goal of producing 855 thousand cubic meters per year by 2011. (2) Petrobras is implementing biodiesel and ethanol production facilities across Brazil using various feedstocks like soybean, castor bean, and jatropha. (3) Petrobras is also researching technologies like HBIO to produce renewable diesel from vegetable oils as well as cellulosic ethanol production. (4) Petrobras recognizes that biofuels will play a major role in transportation fuels and is making investments to develop competitive production costs and export markets for Brazilian ethanol.
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
The document presents a proposal from Dobiotech for establishing biofuel production facilities in the Dominican Republic. It describes a continuous flow process to produce bioethanol from cellulose at half the cost of traditional methods. The proposal involves building multiple plants to produce bioethanol, microemulsions, biodiesel, vegetable oil, and other coproducts. It highlights the favorable conditions in the Dominican Republic including tax incentives and available agricultural land. Projected sales, costs, investment needs and returns are presented, showing the potential profitability of the venture.
"Petrobras Domestic E&P - Results and Perspectives" Petrobras
The document provides an overview of Petrobras' domestic exploration and production strategy and operations. Key points include:
- Petrobras aims to increase production and reserves by strengthening expertise in deep waters and optimizing recovery from existing fields.
- As of 2005, Petrobras had proven reserves of 11.8 billion barrels of oil equivalent and produced 1,958 thousand barrels of oil equivalent per day.
- Production is forecasted to increase to 4,556 thousand barrels of oil equivalent per day by 2015, with oil and natural gas production both growing substantially.
- Petrobras seeks to guarantee long-term energy self-sufficiency for Brazil through sustainable reserve replacement and production growth.
Brasil Ecodiesel is the largest dedicated biodiesel producer in Brazil and believes it is the largest listed biodiesel company globally. It has 6 operational plants with a total capacity of 638,600 m3/year. The company sources vegetable oils through direct purchases, its own plantations, and partnerships with farmers. It had a 49% market share in Brazil in the first 9 months of 2007. The Brazilian government has enacted laws requiring biodiesel blending that will increase mandatory blending to 5% by 2013, driving significant market growth.
Brasil Ecodiesel is the largest biodiesel producer in Brazil with a production capacity of 638,600 m3/year. It has 6 operational plants located across Brazil and pursues a vertically integrated strategy from oil extraction to biodiesel production. Brasil Ecodiesel captured 53% of the Brazilian biodiesel market in 2007 and is well positioned to benefit from increasing domestic demand driven by the country's biodiesel mandate. While competition and margins pose challenges, the company aims to mitigate these through low-cost expansion, raw material diversification, and relationships with suppliers and distributors.
Petrobras announced results for the 4th quarter and full year 2009. Key highlights include:
1) Petrobras replaced its Brazilian oil and natural gas production for the 17th consecutive year and increased its international reserves.
2) Brazilian oil and gas production increased 6% from 2008 due to new production units coming online. International production grew 6% as well.
3) Petrobras outlined its production targets for 2010 which will see further growth from new systems and enhanced oil recovery projects.
This document summarizes Colin I. Welsh's presentation on the global energy outlook. It finds that (1) global oil demand is outstripping supply due to reservoir depletion and underinvestment, leaving little spare production capacity. (2) Unconventional resources and offshore fields will make up an increasing share of global supply. (3) $550 billion or more in annual E&P spending is needed to meet rising demand, but spending trends have lagged. Aberdeen is well-positioned to benefit from opportunities in the global energy industry.
BP's strategy presentation outlines plans to grow production and profits while transitioning to a lower-carbon energy future. Key points include restoring revenues through operational improvements, controlling costs, accessing new resources, and investing in gas, renewables, and efficiency. BP aims to outperform peers through efficient exploration, high-quality refining assets, and growth in international businesses. The presentation identifies opportunities to improve earnings, returns, and project execution to realize BP's potential.
The document summarizes BioVale Energia, a Brazilian biodiesel project company, and its partners in developing biodiesel initiatives in Brazil. BioVale Energia works with various stakeholders in Brazil including government agencies, universities, and companies to organize resources and capabilities around biodiesel production. The strategy involves clustering partners to benefit from collaboration and knowledge sharing in order to advance biodiesel production, innovation, and economic growth in Brazil.
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.
Petrobras is Brazil's national oil company that operates in oil, gas, and energy. It has over 11 billion barrels of oil equivalent in proven reserves and produces over 2 million barrels of oil equivalent per day. Petrobras has extensive exploration and production, refining, transportation, distribution, and petrochemical operations both in Brazil and internationally. The company aims to be an integrated energy company with a strong international presence, focusing on profitability and social/environmental responsibility.
Petrobras Strategic & Business Plan 2009 2013 Otc 20091drihansen
The document provides an overview of Petrobras' strategic and business plan for 2009-2013. Some key points include:
- Total investments of $174.4 billion, with $104.6 billion for E&P focusing on pre-salt reservoirs in Brazil.
- Production targets of 2.4 million boe/day by 2009 and over 5 million boe/day by 2020 through developing major new oil fields.
- Technologies such as deepwater drilling and investments in renewable energy are emphasized.
- International expansion is a goal, with $15.9 billion budgeted for overseas projects and assets.
Petrobras strategic & business plan 2009 2013 otc 20091Samy Oumazal
The document provides an overview of Petrobras' strategic and business plan for 2009-2013. Some key points include:
- Total investments of $174.4 billion, with $104.6 billion for E&P focusing on pre-salt reservoirs in Brazil.
- Production targets of 2.4 million boe/day by 2009 and 5.6 million boe/day by 2013 through developing major new oil fields.
- Technological investments of $4 billion to develop deepwater, pre-salt, and renewable energy resources.
- International investments of $15.9 billion focused on assets in Africa, South America and the US.
This document summarizes an industrial biofuel production process. It describes producing bioethanol more efficiently than traditional methods, using multiple feedstocks like cellulose and sugar. The process is 50% cheaper than traditional methods. It also details a microemulsion biodiesel process using multiple feedstock inputs like vegetable oil or fuel oil. The document outlines the business's secured land, permits, and preferential agreements for installing multiple biofuel plants. It provides production estimates and costs for various biofuels. Tables show projected sales, profits, and investment needs for the business over multiple years.
'Chevron Corp- UBS Global Oil & Gas ConferenceManya Mohan
Paul Siegele, Vice President of Strategic Planning at Chevron, presented at the UBS Global Oil & Gas Conference. He discussed Chevron's strategies to meet long-term energy demand growth, including expanding their upstream portfolio and major capital projects. Chevron has a leading project queue that will increase reserves and production, and their strategic advantages position them for long-term growth and returns.
The document provides an agenda and overview of Total S.A., a leading integrated oil and gas company. The summary includes:
- Total is engaged in all aspects of the petroleum industry, including exploration, production, refining, chemicals, and marketing operations in over 130 countries.
- The document outlines Total's business model, which involves vertical integration across the value chain from upstream exploration to downstream delivery to customers.
- An analysis of Total's resources, competencies, and the attractiveness and competitiveness of different industry segments like oil/gas, renewables, and chemicals is also provided.
This business plan proposes producing and selling biodiesel in India. There is a need for eco-friendly and domestic fuels to reduce dependence on foreign oil and emissions. Biodiesel can be produced from crops like jatropha and has similar properties to conventional diesel. The plan involves researching production technologies, testing biodiesel in engines, and quality control procedures to produce biodiesel that meets standards. Initially the biodiesel would be sold to fleet operators and eventually to larger car manufacturers and distributors with a goal of growing export sales by 30% annually over 3 years.
Similar to Latin America Perspectives and Opportunities (20)
Strategic Plan 2040 || Business and Management Plan 2019-2023Petrobras
The presentation contains forward-looking statements about future events that are not based on historical facts and are not assurances of future results. Such statements merely reflect the Company’s current views and estimates of future economic circumstances, industry conditions, company performance and financial results. Readers are cautioned that these statements are only projections and may differ materially from actual future results or events. The document also contains certain financial measures that are not recognized under Brazilian GAAP or IFRS and may not be comparable to similarly-titled measures provided by other companies.
Plano Estratégico 2040 || Plano de Negócios e Gestão 2019-2023Petrobras
Este documento descreve a jornada da companhia até o momento, suas ambições para o futuro e os planos para alcançá-las. A companhia busca reduzir custos, dívida e riscos, enquanto aumenta a produção, rentabilidade e investimentos em novas áreas, como renováveis. Seus principais objetivos incluem reduzir acidentes, dívida e aumentar retorno sobre capital empregado.
Petrobras provides an overview and highlights of its operations in the first half of 2018. Key points include a net income of $17 billion, an 18% increase in operating income, and starting production from the first system in the Transfer of Rights area of the Buzios field. Petrobras also anticipates increasing production through 2022 by starting up 19 new production units and expanding its exploratory portfolio by 31% since 2017. The company aims to reduce debt levels through divestments and maintain its 2018-2022 capex at $74.5 billion, focusing investments on pre-salt areas and projects with higher profitability.
Apresentação Investor Day, São Paulo, 2018Petrobras
O documento apresenta as informações da reunião anual com investidores da Petrobras em 2018. Nele, o presidente da Petrobras discute os principais destaques da companhia no ano, incluindo a redução da dívida líquida, aumento do fluxo de caixa livre e entrega consistente das metas de produção. Além disso, o documento aborda a melhoria da governança corporativa e da gestão de riscos da Petrobras.
- Petrobras held its annual investor day in 2018 to discuss the company's performance and future plans
- The CEO highlighted improvements in safety, debt reduction, cash generation, governance, and exploration successes in recent years
- Executives provided details on ongoing debt management initiatives, production increases, cost savings, and new deepwater project startups
- The company aims to further strengthen its financial position while preparing for a low-carbon future through technology investments and portfolio optimization
O documento fornece informações sobre as atividades e desempenho da Petrobras em 2017, incluindo sua transição para uma economia de baixo carbono, transformação digital, desempenho operacional e financeiro, segurança e saúde dos trabalhadores, e contribuições para a sociedade e meio ambiente. A mensagem do presidente destaca os compromissos da empresa com a sustentabilidade, como investimentos em novas tecnologias de baixo carbono e redução de emissões.
FORWARD-LOOKING STATEMENTS:
DISCLAIMER
The presentation may contain forward-looking statements about future events within the meaning of Section 27 A of the Securities Act of 1933, as amended, and Section 21 E of the Securities Exchange Act of 1934, as amended, that are not based on historical facts and are not assurances of future results. Such forward-looking statements merely reflect the Company’s current views and estimates of future economic
circumstances, industry conditions, company performance and
financial results. Such terms as "anticipate", "believe", "expect",
"forecast", "intend", "plan", "project", "seek", "should", along with similar or analogous expressions, are used to identify such forward-looking statements. Readers are cautioned that these statements are only projections and may differ materially from
actual future results or events. Readers are referred to the documents filed by the Company with the SEC, specifically the Company’s most recent Annual Report on Form 20-F, which identify important risk factors that could cause actual results to differ from those contained in the forward-looking statements,
including, among other things, risks relating to general economic
and business conditions, including crude oil and other commodity prices, refining margins and prevailing exchange rates, uncertainties inherent in making estimates of our oil and
gas reserves including recently discovered oil and gas reserves,
international and Brazilian political, economic and social developments, receipt of governmental approvals and licenses and our ability to obtain financing.
Este documento descreve:
1) As previsões contidas na apresentação envolvem riscos e incertezas e não são garantias de resultados futuros.
2) A companhia não se obriga a atualizar previsões com novas informações.
3) Alguns indicadores financeiros não são reconhecidos pelo BR GAAP ou IFRS e não devem ser usados isoladamente.
Apresentação de Pedro Parente no Investor Day Nova YorkPetrobras
Petrobras CEO Pedro Parente presented at an event in New York on October 2, 2017. The presentation included disclaimers about forward-looking statements and non-SEC compliant reserves data. It discussed Petrobras' strengths in deepwater production, integrated operations across Brazil's energy industry, and ongoing work to improve governance, reduce costs and leverage through partnerships and divestments. The Business Plan aims to lower leverage, reduce injury rates, focus capital expenditures, and lower production costs.
Apresentação de Pedro Parente no Investor Day LondresPetrobras
1. The document contains a disclaimer stating that any forward-looking statements are based on estimates and are subject to risks and uncertainties.
2. It then outlines an agenda for a Petrobras Day presentation, including discussing Petrobras at a glance, the oil and gas industry, Brazil's regulatory framework, Petrobras' strengths, recent results, and future planning.
3. The document provides several cautions about non-SEC compliant data and financial measures included in the presentation.
Apresentação de Pedro Parente no Investor Day São PauloPetrobras
1) O documento apresenta avisos sobre previsões e estimativas contidas no material.
2) É informado que termos como "descobertas" não podem ser usados nos relatórios arquivados da companhia segundo as diretrizes da SEC.
3) Há um aviso para investidores norte-americanos sobre indicadores financeiros não reconhecidos pelo BR GAAP ou IFRS.
Este documento apresenta o plano estratégico e de negócios da Petrobras para 2017-2021. O plano visa reduzir custos operacionais em 18% e a dívida líquida da empresa através de parcerias e desinvestimentos. O plano também prevê aumentar a produção de petróleo e gás natural por meio de novos projetos de exploração e produção, principalmente no pré-sal.
Petrobras presents its Strategic Plan for 2017-2021 which focuses on oil and gas production. Key goals include reducing total recordable injury rate by 36% and reducing leverage (net debt to EBITDA ratio) to 1.4 by 2018. The plan prioritizes cost reductions through operational efficiencies, partnerships and divestments. Planned investments total $74.1 billion, with 81% directed towards exploration and production. The plan expects to increase oil and gas production to 3.34 million boe/day by 2021 through development of pre-salt and post-salt assets. Financial measures aim to fund investments without taking on additional net debt over the period.
Strategic Plan and 2017-2021 Business & Management PlanPetrobras
This document outlines Petrobras' strategic plan for 2017-2021. It discusses where the company is currently, with high debt levels and operating costs, and where it wants to be - an integrated energy company focused on oil and gas. The plan details how Petrobras will get there through initiatives like cost reductions, partnerships and divestments, and lower capital expenditures. It establishes metrics to measure success in areas like safety, financial leverage, and production levels. The strategies discussed include optimizing the exploration and production portfolio, increasing efficiency in deepwater production, and strengthening refining and natural gas operations.
Plano Estratégico e Plano de Negócios e Gestão 2017-2021Petrobras
Este documento apresenta o Plano Estratégico e de Negócios da empresa para o período de 2017-2021, com o objetivo de guiar a empresa rumo à sua visão de longo prazo. O plano descreve onde a empresa está atualmente, enfrentando desafios como endividamento e preços baixos de petróleo, e onde deseja chegar, com métricas focadas em segurança e redução da alavancagem. O plano também explica como a empresa pretende alcançar seus objetivos por meio de iniciativas de redução de custos, par
O Conselho de Administração da Petrobras aprovou o Plano de Negócios e Gestão 2015-2019, com objetivos de desalavancagem da companhia e geração de valor para acionistas. O plano prevê reduzir a alavancagem líquida para menos de 40% até 2018 e 35% até 2020, com desinvestimentos de US$ 15,1 bilhões em 2015-2016 e US$ 42,6 bilhões em 2017-2018. A produção total esperada é de 3,7 milhões de barris de óleo equivalente por dia em 2020, com o pré
1) A Petrobras divulgou seus resultados do primeiro trimestre de 2016, apresentando prejuízo líquido de R$ 1,2 bilhão.
2) Os resultados foram impactados negativamente pela queda nos preços do petróleo e câmbio desfavorável.
3) A produção total de petróleo e gás natural da Petrobras no Brasil e no exterior caiu 1% em relação ao trimestre anterior.
The document summarizes Petrobras' 1st quarter 2016 results. Net income decreased 123% to a loss of R$1.2 billion due to lower oil prices, weaker demand, and higher financial expenses. Oil and gas production declined 6% to 2.6 million boed. Lifting costs fell 21% in Brazil and 37% abroad. Refining costs decreased slightly. Downstream sales volumes declined 5-8% while refining utilization remained stable. Cash flow from operations fell 2% to US$6 billion. Investments declined 13% to R$15.6 billion.
1. Raul Adalberto de Campos Latin America
Investor Relations Executive Manager Perspectives and
April, 2007 Opportunities
2. INVESTMENT GRADE S&P AND MOODY’S
PETROBRAS IS A MARKET ORIENTED AND PROFIT DRIVEN ENTERPRISE…
81,9
Top ADR: turnover (traded volume) in
TOP NYSE 2006 American Depositary
60,6
VOLUME 53,2 Receipts (US$ billion)
38,6
ADR 28,5 26,3 25,0 22,6
IN NYSE
Petrobras* BP Nokia America BHP Cemex Total RD Shell*
Movil* Billiton
PETROBRAS IS CONTROLLED BY THE GOVERNMENT OF BRAZIL BUT.........
PETROBRAS COMPLIES WITH ALL SARBANES-OXLEY PROVISIONS
Most of NOC´S PETROBRAS –
• Control over their home market • Exposed to Competition
• Produce in home country only • Operates internationally
• Are endowed with prodigious • Develops and applies advanced technologies
quantities of “easy” oil • Engage in joint-ventures
• Little technological exchange • Highly committed with corporate governance rules
3. Integration of the Company´s Activities
Petrochemical Imported Imported Oil
Plants H - Bio
Oil Products
Biodiesel Oil Products
Throughput
Brazilian Oil sold in Brazil
in Brazil
Production
Ethanol
International Oil International International
Production Refining Sales
Domestic
Natural Gas
Other
Production Energy
Renewables
Imported Gas Infrastructure
Industry
4. PRODUCTION X DEMAND X REFINING CAPACITY: REACHING SELF-SUFFICIENCY
Production/ 1955 1960 1965 1970 1975 1980 1985 1990 1995 2000 2006 2011F
Consumption
(%) 3,0 30,5 28,4 32,2 19,5 16,7 56,2 55,3 49,3 70,4 97,6 112,1
Brazil: first major market to shift
from import dependency to self
sufficiency since first oil from
Proj.
2500 North Sea in 1971 began to shift
european balance
2000 Production
THOUSAND BPD
Consumption
1500
Refining
1000
500
0
1954 1960 1970 1980 1990 2000 2006 2011
5. PETROBRAS Investment Plan 2007-2011
US$ 87.1 billion
56%
49,3
• Heavy oil production technology
development will expand LA reserve
growth possibilities;
• Successful Doha Round Negotiations
are essential to permit greater
trade of agricultural commodities and
1,8
2,3 increase agricultural productivity
23,0
3,3
3% 7,5 considering comparative advantages;
26%
3% 4% • Technological breakthroughs in
9% enzyme technology for the use of
Lignocelluloses biomass and BTL;
Upstream Downstream G&E
• Further progress in regional
Petrochemical Distribution Corporate
integration.
Note: Includes International area
6. Business Plan 2007-2011 - Total Production – Oil, NGL’s and Natural Gas
7.5% p.a. 4,556
Thousand boed
278
Investment in E&P of
7.8% p.a. 742
US$ 49.3 billion in 3,493
2007-2011 • Heavy8oil production technology
1 5
2,403
development will expand LA 4
383 72
reserve
2,217 growth5 possibilities;
5 1
2.036
, 2,020 101
85 94
96
133 • Successful Doha Round Negotiations
161 168
163 289 are essential to permit greater
250 265
274 trade of agricultural commodities and 2. 812
increase agricultural productivity
2. 374
1.540 1. 493 1.684
1. 880 considering comparative advantages;
• Technological breakthroughs in
enzyme technology for the use of
2003 2004 2005 Target a
M et 2006 Lignocelluloses biomass e 2015BTL;
Targete2011
M ta M and
Forecast t a
2011 2015
Ól e o + L G NBrazils i l
Oil + NGL B r a • Further progress in regional
G ás N a t u r a l Brazil i l
Natural Gas B r a s
Ól e o + L G NInternationalo n a l
Oil + NGL I n t e r n a c i
integration.
G ás N a t u r a l Natural a c i o n a l
International I n t e r n Gas
7. Latin American Share of Oil World Reserves
Latin American oil reserves are becoming increasingly important
1984 1994 2004
R/P* = 26.77 R/P* = 41.78 R/P* = 41.84
4.8% 8.0% 8.5%
5.0%
3.8% 3.5%
8.8% 5.1%
13.4%
9.4%
6.4%
7.6% 56.5% 65.1% 61.8%
7.9% 11.7%
12.7%
Total Total Total
762 billion barrels 1,017 billion barrels 1,194 billion barrels
Middle Orient Europe & Eurasia Africa
North America Pacific Asia Latin America
In 20 years, Latin America proven reserves increased from 36.6 billion barrels (1984) to 103 billion.
Source: BP Statistical Review of World Energy * Reserves/Production Latin America (years)
7
8. Net Oil and Oil Products Availability (excluding OPEC countries)
Ability to produce non-conventional heavy oil will play
Latin America (including Venezuela) an increasing role in LA
Mbpd
Russia
Asia
United States
OECD(- Mexico)
Projected growth in oil
production and
demand suggests
balance and
independence of
supply from politically
unstable regions
Source: Internacional Energy Agency Reference Scenario
8
9. Gas Rich Region with limited infrastructure
Proven Reserves as of January 1, 2005
4.3 T m3
Ample gas reserves will allow for: 0.55 T m3
151.9 Tcf
19.4 Tcf
::: Regional growth in consumption 0.41 T m3
substituting some demand for oil 14.5 Tcf
Venezuela
Trinidad
::: Higher exports of liquids Mexico
0.33 T m3 Brazil
11.7 Tcf
Perú 0.31 T m3
10.9 Tcf
But:
::: Will require increasing energy 2005 Gas Bolivia 0.50 T m3
Proven Reserves 26.1 Tcf 17.7Tcf
integration and World: 0.74 T m3
::: Substantial investments in 179,8 T m3 / 6,350 Tcf
South and Central America: Argentina
infrastructure covering great 7,02 T m3 / 247,9 Tcf
distances and environmentally
sensitive regions
Source: Cambridge Energy Research Associates.
9
10. Relative importance of oil sector varies widely among the main players in
the region affecting legislation, pricing and curbing integration prospects
106%
Consumption of oil as % of Production 2005
80%
58%
53%
42%
27%
18% 15%
Brazil Bolivia Oil Argentina Mexico Colombia Ecuador Venezuela Bolivia Gas
Source: BP Statistical Review 2006; EIA; INE/BO; Superintendence de Hidrocarburos de Bolivia
10
11. International prices affect each country's
trade balance differently
% Exports of oil as % of total Goods
87 Exports 2005 (in US$)
%
60
%
36
%
26 %
15 %
11
9%
7%
Venezuela Ecuador Bolívia (gas) Colômbia México Bolívia (oil) Argentina Brasil
Source: BP Review 2006; EIA; INE/BO
11
12. Regulatory Challenges – Recent Trends
• Countries that have recently changed
or have manifested a desire to change
legislation towards higher Government
Participation in production and
revenues: Venezuela, Ecuador, Bolivia
• Countries that are in the process of
liberalizing legislation to encourage
foreign participation: Colombia & Peru
• Countries that have consolidated
reforms: Argentina (w/ price controls) &
Brazil (w/o price controls);
• Mexico remains the most closed oil
economy but there are indications that a
move towards opening to investment is
possible.
12
13. Latin America offers excellent resources to expand agricultural production
More than 3 times the average world per capita water availability
Higher Potable Water availability per capita
24,973
11,196
7,055
4,050
3,966
Africa Latin America Asia OCDE World
Availability per capita (m3/year)
Nearly half world sugar cane production Nearly 1/3 world main oil seed production
Million Metric Tons Million Metric Tons
1,328
359
Sugar cane production Soybeans, Groundnuts, Sunflower,
631 Rape Seed, Cotton Seed
95
World South and Central America World South and Central America
and Caribbean and Caribbean
13
14. Bio-fuel usage in OECD Countries will benefit LA
Global warming, energy security
and/or cost effectiveness are
encouraging renewable fuels with two important
initiatives: (i) ethanol and (ii) biodiesel. Both can be
produced and consumed in Latin America advantageously.
Production of biofuels in LA will also contribute to displace
production of liquids increasing export availability.
14
15. Ethanol Production
Program went through four phases as a result of prices,
legislation, consumer preferences and technology
18.000
Anhydrous Hydrated Total 2006/07
Estimates
Growth:
14.000
sales of
ethanol Retrench:
powered Increase in
thousand (m³/ton)
10.000 cars legal 2006/07
Stagnation: Estimates
discredit; ethanol in Current
low HP gasohol phase: 2006/07
raised to Growth in
Estimates
6.000 vehicles;
24% sales of flex
preference for
fule vehicles
sugar;
2.000 imported
automobiles
0 80/81 82/83 84/85 86/87 88/89 90/91 92/93 94/95 96/97 98/99 00/01 02/03 04/05 06/07
Crop Year
16. Brazil is the 1st country to reap benefits from Ethanol
Original drivers were energy security and CNG
economic attractiveness;
ETHANOL
Today environmental benefits are also a GASOLINE
consideration.
160000
Fuel demand for Otto Cycle
140000
Vehicles
120000
10000
80000
60000
40000 Accumulated effective
20000
economy:
1 Billion boe ~US$ 52 bi
1000 BEP
Source: MME, BEN 2006
0
1972 1976 1980 1984 1988 1992 1996 2000 2004
In this period, ethanol utilization avoided 644 million tons CO2 emissions
16
17. Ethanol motivated and boosted greater land productivity
Brazillian Productivity MTper Ha
+ 57%
72,8
66,6 67,6
63,2 61,5
57,0
46,5
-14% +11%
World Average Productivity + 22%
64,2 65,6
61,6 62,8
1975
53,8 1980
55,3
1985
58,5 1990 1995 2000 2005
1975 1980 1985 1990 1995 2000 2005
18. ETHANOL DISTRIBUTION
INTERSTATE TRADE REPRESENTS 33% OF CONSUMPTION
DISTRIBUTION AND REGIONALIZATION
33% OF PRODUCTION EXPORTED FROM
PRODUCING TO CONSUMING STATES
PRODUCING STATES
CONSUMING STATES
Importing States
Exporting States 21 Importes States 6 Self-Suficient States
19. Ethanol Logistics System
Petrobras in 2006 received the American Society of Mechanical Engineers
award for technological advances in pipeline technology
Ethanol collection,
storage and
distribution centers
are spread out
Large scale marine
terminals improve through producing
efficiency and consuming
regions
Large storage capacity
necessary to regulate
supply Primary Base
Secondary Base
Pipelines reduce
Collection Centers
transport costs; improve Inland Navigation
energy efficiency Railways
Road
Multi product pipelines
20. Industrial Plants
3 Projects Being Implemented
But the main hurdles
Capacity: 171 thousand m3/year and challenges are: CE
Investments: ~ US$ 60 million • Heavy oil production technology
development will expand LA reserve
Inputs growth possibilities;
Family Agriculture: castor, cotton, and palm.• Successful Doha Round Negotiations
Complementary: soy. are essential to permit greater
BA
trade of agricultural commodities and
increase agricultural productivity
Jobs Generations:
considering comparative advantages;
Construction: 1,200 direct and 400 indirect
Operation: 105 direct • Technological breakthroughs inMontes
MG
Raw material production:70,000 families enzyme technology for the use Claros
of
Lignocelluloses biomass and BTL;
Start up: 4 Q/2007 semi-arid region
• Further progress in regional
integration.
All Petrobras Biodiesel has Social Fuel Seal
21. Transport facilities are fully integrated with refineries
and blenders
Ethanol
t
duc MARITIME
i pro ne TRANSPORT
ult eli
M ip
p
Ethanol Ethanol
REFINARY
TERMINAL REFINARY
Mu MARITIME
ltip
Eth rod TRANSPORT
ano uct
l an pip
d g elin
aso es
hol
MARITIME
SERVICE STATIONS TERMINAL
Ethanol
Distribuition
bases
Gasoline
Ethanol
22. Brazilian New Car Sales by Fuel
1.600
ETHANOL GASOHOL FLEX - FUEL
Number of Vehiclesx 1.000
1.200
800
400
0
78 80 82 84 86 88 90 92 94 96 98 00 02 04 06
Year
23. Global ethanol market totals 46.5 Billion Liters
Fuel Ethanol represents 30.6 Billion Liters, 67% of total ethanol production
Raw Material Energy output / energy input
Today global ethanol consumption is 2,6% of gasoline fuel market
Increasing ethanol to 10% of gasoline will represent 118 Billion Liters
Tomorrow: Lignocelluloses Biomass technology will double
ethanol per ha. yield
Molasses yields
only 85 L of
ethanol,
1 metric ton of
sugar cane But
Cane bagasse
yields 185 L of
ethanol
Base calculation
23
24. Ethanol Exportation in Brazil - Future
Includes 800 Km
800 km Senador Canedo exclusive ethanol
Terminal pipeline
Tietê River
(Waterway Ribeirão Preto
Export Capacity 18 Millions Kl/year
) Collect Center
Conchas
200 km
River
Terminal
Regions:
90
Piracicaba Paulínia Guararema Rio de Janeiro
km
(REFINERY)
150 km Taubaté City 370 km
S.J.Rio Preto Terminal (REFINERY)
Bauru
Araçatuba
MS
90 km
MT
15km
São Sebastião Ilha D’Água
Future Marine Terminal Marine Terminal
Pipelines
Existing 4 Millons Kl/ano 4 Millons Kl/ano
Pipelines 300,000 dwt 130,000 dwt
25. TIETÊ – PARANÁ INLAND WATERWAY
INVESTMENTS: US$ 160 M Petrobras is also integrating
(2008 a 2010) waterways with pipelines
REPLAN
REPAR 4 or 5 river terminals
and a 90km pipeline
Possible integration
with REPAR-Cuiaba
pipeline
26. H-BIO and BIODIESEL – Complementary Processes
Complementary and not competitive processes
But the main hurdles
and challenges are:
• Heavy oil production technology
development will expand LA reserve
growth possibilities;
• Successful Doha Round Negotiations
are essential to permit greater
trade of agricultural commodities and
increase agricultural productivity
considering comparative advantages;
• Technological breakthroughs in
enzyme technology for the use of
Lignocelluloses biomass and BTL;
• Further progress in regional
integration.
27. H-BIO Process in Refinery
VEGETABLE OTHER
DIESEL DD FRACTIONS
OIL ATMOSPHERIC OIL
OF DIESEL
DISTILLATION
atmospheric
residue
Existing
HDT
VACUUM Gasoil DIESEL FCC
FCC DIESEL
DISTILLATION
Process
HBIO
Vacuum
Residue
DELAYED DIESEL COKE
COKING
28. Potential Capacity of H-BIO
Short Term Medium Term Long Term
2007 2008 2011
Refineries 4 5 10
Vegetable Oil 1,050,000
Consumption
256,000 cu.m/year 425,000 cu.m/year
cu.m/year
Equivalent
Volume of 15% 25% n/a
Diesel Imports
29. H-BIO
• HBIO is a process of:
But the main hurdles
and challenges are:
– Oil refining that utilizes vegetable oils as raw
material in order to obtain diesel oil production technology
• Heavy oil
development will expand LA reserve
growth possibilities;
– Hydrogenation of a blend of diesel and vegetable
• Successful Doha Round Negotiations
oils are essential to permit greater
trade of agricultural commodities and
Castor-Oil Plant Sunflower Soy increase Oil Palm
African agricultural productivity
Cotton
considering comparative advantages;
• Technological breakthroughs in
enzyme technology for the use of
Lignocelluloses biomass and BTL;
• Further progress in regional
integration.
30. Principal Conclusions, Hurdles and Challenges
• Latin America is in a privileged
position regarding oil reserves, and But the main hurdles
energy independence; and challenges are:
• Use of natural gas prospects are • Heavy oil production technology
encouraging and should contribute development will expand LA reserve
to increase liquid fossil fuel exports growth possibilities;
availability but integration and • Successful Doha Round Negotiations
financial issues are a main are essential to permit greater
concern; trade of agricultural commodities and
• Land, water and human resource increase agricultural productivity
availability and biodiversity place considering comparative advantages;
Central and South America and • Technological breakthroughs in
Caribbean in a privileged position to enzyme technology for the use of
use and supply OECD countries Lignocelluloses biomass and BTL;
with renewable fuels, and also
further liberating liquid fossil fuels • Further progress in regional
for export. integration.