The document summarizes the results, challenges, and future perspectives of PROMINP, Brazil's 10-year oil and gas industry mobilization program. Key points include:
- PROMINP has helped develop Brazil's industrial capacity and competitiveness in sectors like valves, flanges, and offshore construction.
- Technological projects and new infrastructure totaling $77 million have been invested to overcome challenges in harder to develop sectors and the Pre-Salt region.
- Over 17,000 professionals have been qualified through the program to meet demands for skilled labor in exploration and production projects through 2027.
- Efforts to attract offshore and maritime equipment suppliers internationally and develop domestic clusters are ongoing to boost local content and
The document summarizes the accomplishments and strategic objectives of Nigeria's oil and gas sector over the past two years under the country's Transformation Agenda. Key areas of focus have included increasing reserves and production, growing domestic gas utilization, sustaining domestic product supply through infrastructure upgrades, and linking gas to the wider economy through pipelines and industrialization. Going forward, plans are outlined to further these strategic goals through initiatives like frontier exploration, improved monitoring and data processing, increased pipeline capacity, and development of industrial cities.
Technical training courses for upstream and midstream oil and gas.
Topics Include: Gas Processing, Process Facilities, Mechanical, Instrumentation, Controls & Electrical, Process Safety Engineering, Offshore, Pipeline, Gas Gathering Systems, Relief & Flare, Utility Systems, Procurement/Supply Chain, Operations & Maintenance, Refining & more.
Petrovietnam is Vietnam's state-owned oil and gas group established in 1977. It operates across the entire oil and gas value chain including exploration and production, refining, power generation, gas, and trading and distribution. The group contributes substantially to Vietnam's economy and state budget annually. Petrovietnam is seeking strategic investors for its upstream, midstream, and downstream subsidiaries and projects to further develop Vietnam's oil and gas industry.
The document provides information about Sui Northern Gas Pipelines Limited (SNGPL), the largest natural gas transmission and distribution company in Pakistan. It details SNGPL's network infrastructure including pipelines, compressor stations, and customers served. It also summarizes the company's vision, core values, shareholding structure, certifications, human resources, and completed pipeline projects extending its network since 1964.
This document provides an overview of PetroVietnam Group and its strategy for growth between 2009 and 2013. PetroVietnam is Vietnam's state-owned energy company, with exclusive rights to explore and produce the country's oil and gas resources. It aims to increase proved reserves and production significantly through 2023 by expanding both domestically and internationally in exploration and production. PetroVietnam also plans to grow its refining, petrochemicals, infrastructure, power and financial services businesses through new facilities and market expansion to integrate vertically across the energy value chain.
Oil and Gas Project Management Training SolutionsESI14
ESI has been delivering an extensive suite of customised project management training to the world's leading oil and gas organisations since 1984. We have assisted clients across all sectors of the energy industry in improving efficiency, project success and their bottom line through our broad delivery of training formats.
The document summarizes the accomplishments and strategic objectives of Nigeria's oil and gas sector over the past two years under the country's Transformation Agenda. Key areas of focus have included increasing reserves and production, growing domestic gas utilization, sustaining domestic product supply through infrastructure upgrades, and linking gas to the wider economy through pipelines and industrialization. Going forward, plans are outlined to further these strategic goals through initiatives like frontier exploration, improved monitoring and data processing, increased pipeline capacity, and development of industrial cities.
Technical training courses for upstream and midstream oil and gas.
Topics Include: Gas Processing, Process Facilities, Mechanical, Instrumentation, Controls & Electrical, Process Safety Engineering, Offshore, Pipeline, Gas Gathering Systems, Relief & Flare, Utility Systems, Procurement/Supply Chain, Operations & Maintenance, Refining & more.
Petrovietnam is Vietnam's state-owned oil and gas group established in 1977. It operates across the entire oil and gas value chain including exploration and production, refining, power generation, gas, and trading and distribution. The group contributes substantially to Vietnam's economy and state budget annually. Petrovietnam is seeking strategic investors for its upstream, midstream, and downstream subsidiaries and projects to further develop Vietnam's oil and gas industry.
The document provides information about Sui Northern Gas Pipelines Limited (SNGPL), the largest natural gas transmission and distribution company in Pakistan. It details SNGPL's network infrastructure including pipelines, compressor stations, and customers served. It also summarizes the company's vision, core values, shareholding structure, certifications, human resources, and completed pipeline projects extending its network since 1964.
This document provides an overview of PetroVietnam Group and its strategy for growth between 2009 and 2013. PetroVietnam is Vietnam's state-owned energy company, with exclusive rights to explore and produce the country's oil and gas resources. It aims to increase proved reserves and production significantly through 2023 by expanding both domestically and internationally in exploration and production. PetroVietnam also plans to grow its refining, petrochemicals, infrastructure, power and financial services businesses through new facilities and market expansion to integrate vertically across the energy value chain.
Oil and Gas Project Management Training SolutionsESI14
ESI has been delivering an extensive suite of customised project management training to the world's leading oil and gas organisations since 1984. We have assisted clients across all sectors of the energy industry in improving efficiency, project success and their bottom line through our broad delivery of training formats.
MBA Investment Bankers is presenting valuation and strategic options to the board of Khakis 'R Us, a publicly traded men's casual clothing retailer. Key information includes that Khakis has strong financial performance but a languishing stock price compared to competitors. MBA performed a discounted cash flow valuation that estimated the fair value of Khakis' stock at $10.50 per share. Comparable company and precedent transaction analyses provided supporting valuation ranges. MBA will recommend whether Khakis should sell the company or pursue an alternative strategic path.
ParentCo is considering whether to sell ApparelCo, acquire FashionCo, or maintain the status quo. Quantitative analysis was conducted including a SWOT analysis, Porter's Five Forces analysis, and valuation of the companies. Based on the analyses, ParentCo should sell a majority stake in ApparelCo, as it has weaknesses including few synergies with MediaCo and lower profit margins. Selling ApparelCo would allow ParentCo to divest a non-core asset.
GaN Systems GS61004B GaN HEMT 2018 teardown reverse costing report published ...system_plus
There are only two main players in the low-voltage GaN HEMT market: EPC and GaN Systems. GaN Systems wants to compete with EPC, the market leader, by unveiling its latest device, the GS61004B. The GS61004B is a GaN-on-silicon HEMT transistor packaged in GaN Systems' unique GaNpx embedded die package. This package has no wire bonding and its design increases heat dissipation while simplifying the manufacturing process to reduce costs. A teardown analysis estimates the production costs for the epitaxy and package. The report also compares the GS61004B to standard 100V Si MOSFETs and the competition.
The document summarizes Pakistan's recent macroeconomic trends and current challenges. It outlines Pakistan's strong economic growth between 2001-2008, but also the economic shocks experienced in 2007-2008 due to rising food and oil prices. It describes Pakistan's IMF program and the conditionalities imposed. Current challenges include stabilizing the macroeconomy, energy sector reforms, dealing with the global financial crisis, and supporting displaced people and the poor. The way forward involves ensuring water for agriculture, energy for industry, and continued donor support and prudent policies.
1. The document discusses Indonesia's energy transition mechanisms and taxonomy standards. It outlines Indonesia's climate change agenda including emission reduction targets and transitioning to net zero by 2060.
2. It describes Indonesia's energy transition mechanism, which establishes funds and financing mechanisms to accelerate renewable energy investments and retire coal power plants. This includes a country platform to mobilize funding and implement projects.
3. It provides an overview of transition finance standards in the EU, ASEAN, and other frameworks. Transition finance supports activities moving to lower emissions. The ASEAN taxonomy uses color classifications and transition finance can help activities improve their classification.
The document discusses renewable energy opportunities in Vietnam, specifically wind and solar power projects. It provides background on Vietnam's economy and energy sector, current government policies supporting wind and solar, and recommendations for foreign investors. The key points are that Vietnam aims to significantly increase renewable energy production by 2030. The government offers financial incentives for wind and solar projects and has feed-in tariffs, but is transitioning to an auction system for determining power purchase agreements.
Oil is the major
source of energy from most of the developed as well as developing countries around the world.
Therefore a change in the supply of oil will significantly affect operations in most parts of the
world. There are a number of factors that affect the demand and supply of oil in the world.
- See more at: http://www.customwritingservice.org/blog/factors-affecting-demand-and-supply-of-oil
The second year MBA team from Rollins College assumed the role of the Investment Bank “MBA Investment Bankers,” consulting on strategic alternatives for a public company with a 550 mUSD market capitalization. The work included a market and industry overview, range of market and discounted cash flow (DCF) valuations, scenario analyses, bidding strategies, and appropriate deal structures. The team additionally developed a term sheet, letter of engagement, and a timeline of the M&A process including post transaction investor relation strategy.
The final recommendation represented an acquisition strategy for a private fashion company with a comprehensive bidding plan to increase value for shareholders, accelerate growth, improve margins, boost public confidence, maintain the legacy of the company’s founders, and benefit from the current economic conditions.
Presented to the "Board of Directors" consisting of 10 professionals from a variety of backgrounds including Investment Banking, Corporate Law, and Wealth Management.
2nd Place Overall
This document provides information about a two-day training program on upstream process automation for onshore oil and gas facilities. The training will be held on September 20-21, 2013 in Bangalore, India and conducted by Sachin Rasane, an oil and gas automation consultant. The training agenda covers topics such as process automation principles and standards, risk management methods, protection layers, automation activities in engineering projects, key areas of gathering and production stations, and automation of specific systems and equipment.
The presentation unpacks the key concepts covered by local content policies in the mining sector. It highlights in particular the key characteristics of local content policies and the link between LCPs and the international trade and investment frameworks.
1. The document provides guidance on agribusiness planning for entrepreneurs. It discusses evaluating potential project ideas using a micro-screening technique and 10 factors. The most viable idea is analyzed further with a SWOT analysis.
2. A detailed project report (DPR) is created which includes technical, commercial, organizational, managerial, and financial aspects. It provides a blueprint for implementation, including capital requirements, profitability analysis using tools like cash flow, BCR, NPV, IRR, and repayment plans.
3. Sensitivity analysis is conducted to understand how changes in costs, prices, and yields impact profitability. The document concludes entrepreneurs must adequately plan and prepare a DPR to clearly understand project feasibility
This document summarizes a research paper that used a vector autoregressive (VAR) model to analyze factors affecting the capacity utilization of Nigeria's manufacturing sector and its ability to benefit from the Nigerian Oil and Gas Industry Content Development Bill. The VAR model found that electricity generation (in 2 periods lagged), interest rates (in 2 periods lagged), and capital goods imports (in 2 periods lagged) had statistically significant effects on capacity utilization. The paper recommends that Nigeria focus on increasing electricity generation through new power stations, decrease tariffs on capital goods imports, and increase funding for the Nigerian content development fund to support the manufacturing sector in capturing opportunities from the local content bill.
Biobutanol – Investment Opportunity
Manufacturing Plant, Detailed Project Report, Profile, Business Plan, Industry Trends, Market Research, Survey, Manufacturing Process, Machinery, Raw Materials, Feasibility Study, Investment Opportunities, Cost and Revenue, Plant Economics, Production Schedule, Working Capital Requirement, Plant Layout, Process Flow Sheet, Cost of Project, Projected Balance Sheets, Profitability Ratios, Break Even Analysis
Butanol (C4H10O) or butyl alcohol is an alcohol that can be used as a solvent or fuel. Biobutanol refers to butanol that has been produced from biomass. Biobutanol is produced by a microbial fermentation, similar to ethanol and can be made from the same range of sugar, starch or cellulosic feed stocks. Biobutanol production is currently more expensive than ethanol so it has not been commercialized on a large scale. However, biobutanol has several advantages over ethanol and is currently the focus of substantial research and development.
See more
https://goo.gl/o9vzWn
https://goo.gl/6peh78
https://goo.gl/cHLdCz
Contact us:
Niir Project Consultancy Services
106-E, Kamla Nagar, Opp. Spark Mall,
New Delhi-110007, India.
Email: npcs.ei@gmail.com , info@entrepreneurindia.co
Tel: +91-11-23843955, 23845654, 23845886, 8800733955
Mobile: +91-9811043595
Website: www.entrepreneurindia.co , www.niir.org
Tags
Butanol Production, Biobutanol Production, Industrial Production of Butanol, Production Process of Biobutanol, Biobutanol Production Process, Commercial Biobutanol Production, Process for Production of Biobutanol, Biobutanol Manufacturing Plant, Production of Biobutanol, Butanol Manufacture, Manufacture of Biobutanol, Biofuels Business Plan, Business Plan for Biobutanol Manufacturing, Manufacturing Business Plan for Butanol, Small Production Business Ideas for Biobutanol, Process for Producing Biofuels, Process for Manufacture of Biobutanol, Biobutanol Production Plant, Method for Manufacturing of Butanol, Production Plant for Biobutanol, Small Scale Biobutanol Manufacturing Business Ideas & Opportunities, Butanol Manufacture Business Plan, Profitable Chemical Business Ideas, Startup Guide for Biobutanol Manufacturing Business, Small Scale Biobutanol Manufacturing Business Ideas, Project Report on Biobutanol Manufacturing, Preparation Method for Biobutanol, Butyl Alcohol Manufacturing Business, Biobutanol Processing Project Ideas, Projects on Small Scale Industries, Small Scale Industries Projects Ideas, Biobutanol Manufacturing Based Small Scale Industries Projects, Project Profile on Small Scale Industries, How to Start Biobutanol Production Industry in India, Biobutanol Production Projects, New Project Profile on Biobutanol Processing Industries, Project Report on Biobutanol Manufacturing Industry, Detailed Project Report on Biobutanol Production, Project Report on Biobutanol Production
The effectiveness of Local Content Policy in the Brazilian Petroleum Sector |...Diana Martínez-Prieto
This document discusses the effectiveness of local content policy in Brazil's petroleum sector. It provides an overview of local content policies internationally and in Brazil, outlining the evolution and key aspects of Brazil's policy. The policy aims to increase local industry participation, technological development, and job opportunities. However, the complex certification process and high fines for non-compliance impact investment decisions. Potential best practices to enhance the policy include developing commitments in phases, negotiated development plans, incentives over penalties, and simplifying certification. The overall goal is balancing local content promotion with investment promotion in oil production.
This document summarizes the economics of oil shale production in the United States. It finds that oil shale projects require demonstration at commercial scale before definitive costs are known. Surface retort plants in the 1980s were estimated to cost $8-12 billion, but modern costs are expected to be $3-10 billion. In-situ extraction may be economic at oil prices above $35/barrel while surface mining needs prices over $54/barrel. Major costs include mine development, retorting facilities, and infrastructure. Commercial projects could produce 10,000-50,000 barrels/day for surface retorts or up to 300,000 barrels/day for large in-situ projects. Costs may decrease over
Edition 38 - Sharing in Petrobras - June/2013Petrobras
Petrobras presented its 2013-2017 Business and Management Plan (BMP) with forecast investments of US$236.7 billion. The majority (US$147.5 billion) will go toward Exploration and Production, focusing on pre-salt and transfer of rights areas. Downstream investments include refineries and petrochemical projects. The BMP maintains the company's commitment to investment grade ratings while prioritizing operational efficiency. Seven new production systems are scheduled to start operations in 2013, increasing output capacity to 820,000 barrels per day.
Pgpm13 project procurement and materialssakariya88
This document is a manual on procurement of materials for a construction firm. It covers factors to consider for purchasing such as technical specifications, approved budget cost, and market prices. It also discusses selecting suppliers based on value, quality, reliability and service. The manual provides guidance on bidding documents, evaluating offers, and finalizing purchases. It stresses developing clear purchasing policies and procedures to guide procurement activities in a strategic, compliant manner.
Training the Local Workforce: Indigenisation Policies in the Oil and Gas Indu...Flavio Inocencio
The document discusses local content policies and indigenization policies in the oil and gas industries of Trinidad and Tobago, Nigeria, and Brazil. It outlines the objectives of such policies, including accelerating industrialization, increasing local participation and skills, and creating economic linkages. It also notes that while these policies aim to promote local benefits, they increase costs and should be carefully implemented. The document provides examples of how different countries structure local agencies, regulations, and training programs to achieve indigenization goals.
Marine Demands for 2020-2030: Local Content and opportunities in a new enviro...Petrobras
Marine Demands for 2020-2030:
Local Content and opportunities
in a new environment
Petrobras' Technical Seminar
Paulo Sergio Rodrigues Alonso
Petrobras Local Content Advisor to the CEO
Executive Coordinator of PROMINP
Offshore Technology Conference (OTC)
Houston, 04th May 2015
200215 Santos 2014 full year results presentationSantos Ltd
Santos today announced a 2014 underlying net profit of $533 million, up 6 per cent on the previous year.
Full-year highlights
•Production up 6% to 54.1 mmboe
•Sales revenue up 12% to $4 billion
•EBITDAX up 8% to $2,153 million
•Operating cash flow up 13% to $1,843 million
•PNG LNG start-up ahead of schedule with the project shipping 55 LNG cargoes in the year
•GLNG more than 90% complete and on track for first LNG in the second half of 2015, within budget
•Final dividend maintained at 15 cents per share, bringing the full-year dividend to 35 cents per share, up 5 cents
The revival and transformation of Europe’s largest onshore oilfield; the Pato...Albania Energy Association
Presentation: The revival and transformation of Europe’s largest onshore oilfield; the Patos-Marinza field
Leonidha Çobo, General Manager, Bankers Petroleum Albania Ltd
MBA Investment Bankers is presenting valuation and strategic options to the board of Khakis 'R Us, a publicly traded men's casual clothing retailer. Key information includes that Khakis has strong financial performance but a languishing stock price compared to competitors. MBA performed a discounted cash flow valuation that estimated the fair value of Khakis' stock at $10.50 per share. Comparable company and precedent transaction analyses provided supporting valuation ranges. MBA will recommend whether Khakis should sell the company or pursue an alternative strategic path.
ParentCo is considering whether to sell ApparelCo, acquire FashionCo, or maintain the status quo. Quantitative analysis was conducted including a SWOT analysis, Porter's Five Forces analysis, and valuation of the companies. Based on the analyses, ParentCo should sell a majority stake in ApparelCo, as it has weaknesses including few synergies with MediaCo and lower profit margins. Selling ApparelCo would allow ParentCo to divest a non-core asset.
GaN Systems GS61004B GaN HEMT 2018 teardown reverse costing report published ...system_plus
There are only two main players in the low-voltage GaN HEMT market: EPC and GaN Systems. GaN Systems wants to compete with EPC, the market leader, by unveiling its latest device, the GS61004B. The GS61004B is a GaN-on-silicon HEMT transistor packaged in GaN Systems' unique GaNpx embedded die package. This package has no wire bonding and its design increases heat dissipation while simplifying the manufacturing process to reduce costs. A teardown analysis estimates the production costs for the epitaxy and package. The report also compares the GS61004B to standard 100V Si MOSFETs and the competition.
The document summarizes Pakistan's recent macroeconomic trends and current challenges. It outlines Pakistan's strong economic growth between 2001-2008, but also the economic shocks experienced in 2007-2008 due to rising food and oil prices. It describes Pakistan's IMF program and the conditionalities imposed. Current challenges include stabilizing the macroeconomy, energy sector reforms, dealing with the global financial crisis, and supporting displaced people and the poor. The way forward involves ensuring water for agriculture, energy for industry, and continued donor support and prudent policies.
1. The document discusses Indonesia's energy transition mechanisms and taxonomy standards. It outlines Indonesia's climate change agenda including emission reduction targets and transitioning to net zero by 2060.
2. It describes Indonesia's energy transition mechanism, which establishes funds and financing mechanisms to accelerate renewable energy investments and retire coal power plants. This includes a country platform to mobilize funding and implement projects.
3. It provides an overview of transition finance standards in the EU, ASEAN, and other frameworks. Transition finance supports activities moving to lower emissions. The ASEAN taxonomy uses color classifications and transition finance can help activities improve their classification.
The document discusses renewable energy opportunities in Vietnam, specifically wind and solar power projects. It provides background on Vietnam's economy and energy sector, current government policies supporting wind and solar, and recommendations for foreign investors. The key points are that Vietnam aims to significantly increase renewable energy production by 2030. The government offers financial incentives for wind and solar projects and has feed-in tariffs, but is transitioning to an auction system for determining power purchase agreements.
Oil is the major
source of energy from most of the developed as well as developing countries around the world.
Therefore a change in the supply of oil will significantly affect operations in most parts of the
world. There are a number of factors that affect the demand and supply of oil in the world.
- See more at: http://www.customwritingservice.org/blog/factors-affecting-demand-and-supply-of-oil
The second year MBA team from Rollins College assumed the role of the Investment Bank “MBA Investment Bankers,” consulting on strategic alternatives for a public company with a 550 mUSD market capitalization. The work included a market and industry overview, range of market and discounted cash flow (DCF) valuations, scenario analyses, bidding strategies, and appropriate deal structures. The team additionally developed a term sheet, letter of engagement, and a timeline of the M&A process including post transaction investor relation strategy.
The final recommendation represented an acquisition strategy for a private fashion company with a comprehensive bidding plan to increase value for shareholders, accelerate growth, improve margins, boost public confidence, maintain the legacy of the company’s founders, and benefit from the current economic conditions.
Presented to the "Board of Directors" consisting of 10 professionals from a variety of backgrounds including Investment Banking, Corporate Law, and Wealth Management.
2nd Place Overall
This document provides information about a two-day training program on upstream process automation for onshore oil and gas facilities. The training will be held on September 20-21, 2013 in Bangalore, India and conducted by Sachin Rasane, an oil and gas automation consultant. The training agenda covers topics such as process automation principles and standards, risk management methods, protection layers, automation activities in engineering projects, key areas of gathering and production stations, and automation of specific systems and equipment.
The presentation unpacks the key concepts covered by local content policies in the mining sector. It highlights in particular the key characteristics of local content policies and the link between LCPs and the international trade and investment frameworks.
1. The document provides guidance on agribusiness planning for entrepreneurs. It discusses evaluating potential project ideas using a micro-screening technique and 10 factors. The most viable idea is analyzed further with a SWOT analysis.
2. A detailed project report (DPR) is created which includes technical, commercial, organizational, managerial, and financial aspects. It provides a blueprint for implementation, including capital requirements, profitability analysis using tools like cash flow, BCR, NPV, IRR, and repayment plans.
3. Sensitivity analysis is conducted to understand how changes in costs, prices, and yields impact profitability. The document concludes entrepreneurs must adequately plan and prepare a DPR to clearly understand project feasibility
This document summarizes a research paper that used a vector autoregressive (VAR) model to analyze factors affecting the capacity utilization of Nigeria's manufacturing sector and its ability to benefit from the Nigerian Oil and Gas Industry Content Development Bill. The VAR model found that electricity generation (in 2 periods lagged), interest rates (in 2 periods lagged), and capital goods imports (in 2 periods lagged) had statistically significant effects on capacity utilization. The paper recommends that Nigeria focus on increasing electricity generation through new power stations, decrease tariffs on capital goods imports, and increase funding for the Nigerian content development fund to support the manufacturing sector in capturing opportunities from the local content bill.
Biobutanol – Investment Opportunity
Manufacturing Plant, Detailed Project Report, Profile, Business Plan, Industry Trends, Market Research, Survey, Manufacturing Process, Machinery, Raw Materials, Feasibility Study, Investment Opportunities, Cost and Revenue, Plant Economics, Production Schedule, Working Capital Requirement, Plant Layout, Process Flow Sheet, Cost of Project, Projected Balance Sheets, Profitability Ratios, Break Even Analysis
Butanol (C4H10O) or butyl alcohol is an alcohol that can be used as a solvent or fuel. Biobutanol refers to butanol that has been produced from biomass. Biobutanol is produced by a microbial fermentation, similar to ethanol and can be made from the same range of sugar, starch or cellulosic feed stocks. Biobutanol production is currently more expensive than ethanol so it has not been commercialized on a large scale. However, biobutanol has several advantages over ethanol and is currently the focus of substantial research and development.
See more
https://goo.gl/o9vzWn
https://goo.gl/6peh78
https://goo.gl/cHLdCz
Contact us:
Niir Project Consultancy Services
106-E, Kamla Nagar, Opp. Spark Mall,
New Delhi-110007, India.
Email: npcs.ei@gmail.com , info@entrepreneurindia.co
Tel: +91-11-23843955, 23845654, 23845886, 8800733955
Mobile: +91-9811043595
Website: www.entrepreneurindia.co , www.niir.org
Tags
Butanol Production, Biobutanol Production, Industrial Production of Butanol, Production Process of Biobutanol, Biobutanol Production Process, Commercial Biobutanol Production, Process for Production of Biobutanol, Biobutanol Manufacturing Plant, Production of Biobutanol, Butanol Manufacture, Manufacture of Biobutanol, Biofuels Business Plan, Business Plan for Biobutanol Manufacturing, Manufacturing Business Plan for Butanol, Small Production Business Ideas for Biobutanol, Process for Producing Biofuels, Process for Manufacture of Biobutanol, Biobutanol Production Plant, Method for Manufacturing of Butanol, Production Plant for Biobutanol, Small Scale Biobutanol Manufacturing Business Ideas & Opportunities, Butanol Manufacture Business Plan, Profitable Chemical Business Ideas, Startup Guide for Biobutanol Manufacturing Business, Small Scale Biobutanol Manufacturing Business Ideas, Project Report on Biobutanol Manufacturing, Preparation Method for Biobutanol, Butyl Alcohol Manufacturing Business, Biobutanol Processing Project Ideas, Projects on Small Scale Industries, Small Scale Industries Projects Ideas, Biobutanol Manufacturing Based Small Scale Industries Projects, Project Profile on Small Scale Industries, How to Start Biobutanol Production Industry in India, Biobutanol Production Projects, New Project Profile on Biobutanol Processing Industries, Project Report on Biobutanol Manufacturing Industry, Detailed Project Report on Biobutanol Production, Project Report on Biobutanol Production
The effectiveness of Local Content Policy in the Brazilian Petroleum Sector |...Diana Martínez-Prieto
This document discusses the effectiveness of local content policy in Brazil's petroleum sector. It provides an overview of local content policies internationally and in Brazil, outlining the evolution and key aspects of Brazil's policy. The policy aims to increase local industry participation, technological development, and job opportunities. However, the complex certification process and high fines for non-compliance impact investment decisions. Potential best practices to enhance the policy include developing commitments in phases, negotiated development plans, incentives over penalties, and simplifying certification. The overall goal is balancing local content promotion with investment promotion in oil production.
This document summarizes the economics of oil shale production in the United States. It finds that oil shale projects require demonstration at commercial scale before definitive costs are known. Surface retort plants in the 1980s were estimated to cost $8-12 billion, but modern costs are expected to be $3-10 billion. In-situ extraction may be economic at oil prices above $35/barrel while surface mining needs prices over $54/barrel. Major costs include mine development, retorting facilities, and infrastructure. Commercial projects could produce 10,000-50,000 barrels/day for surface retorts or up to 300,000 barrels/day for large in-situ projects. Costs may decrease over
Edition 38 - Sharing in Petrobras - June/2013Petrobras
Petrobras presented its 2013-2017 Business and Management Plan (BMP) with forecast investments of US$236.7 billion. The majority (US$147.5 billion) will go toward Exploration and Production, focusing on pre-salt and transfer of rights areas. Downstream investments include refineries and petrochemical projects. The BMP maintains the company's commitment to investment grade ratings while prioritizing operational efficiency. Seven new production systems are scheduled to start operations in 2013, increasing output capacity to 820,000 barrels per day.
Pgpm13 project procurement and materialssakariya88
This document is a manual on procurement of materials for a construction firm. It covers factors to consider for purchasing such as technical specifications, approved budget cost, and market prices. It also discusses selecting suppliers based on value, quality, reliability and service. The manual provides guidance on bidding documents, evaluating offers, and finalizing purchases. It stresses developing clear purchasing policies and procedures to guide procurement activities in a strategic, compliant manner.
Training the Local Workforce: Indigenisation Policies in the Oil and Gas Indu...Flavio Inocencio
The document discusses local content policies and indigenization policies in the oil and gas industries of Trinidad and Tobago, Nigeria, and Brazil. It outlines the objectives of such policies, including accelerating industrialization, increasing local participation and skills, and creating economic linkages. It also notes that while these policies aim to promote local benefits, they increase costs and should be carefully implemented. The document provides examples of how different countries structure local agencies, regulations, and training programs to achieve indigenization goals.
Marine Demands for 2020-2030: Local Content and opportunities in a new enviro...Petrobras
Marine Demands for 2020-2030:
Local Content and opportunities
in a new environment
Petrobras' Technical Seminar
Paulo Sergio Rodrigues Alonso
Petrobras Local Content Advisor to the CEO
Executive Coordinator of PROMINP
Offshore Technology Conference (OTC)
Houston, 04th May 2015
200215 Santos 2014 full year results presentationSantos Ltd
Santos today announced a 2014 underlying net profit of $533 million, up 6 per cent on the previous year.
Full-year highlights
•Production up 6% to 54.1 mmboe
•Sales revenue up 12% to $4 billion
•EBITDAX up 8% to $2,153 million
•Operating cash flow up 13% to $1,843 million
•PNG LNG start-up ahead of schedule with the project shipping 55 LNG cargoes in the year
•GLNG more than 90% complete and on track for first LNG in the second half of 2015, within budget
•Final dividend maintained at 15 cents per share, bringing the full-year dividend to 35 cents per share, up 5 cents
The revival and transformation of Europe’s largest onshore oilfield; the Pato...Albania Energy Association
Presentation: The revival and transformation of Europe’s largest onshore oilfield; the Patos-Marinza field
Leonidha Çobo, General Manager, Bankers Petroleum Albania Ltd
The document provides an overview of APIMEC-MG's 2Q15 earnings results. It summarizes the company's business activities, product portfolio, operational and financial performance in 1H15 compared to 1H14. Key highlights include a 7.9% decline in domestic sales and 3.4% drop in foreign sales. Adjusted EBITDA declined 22.7% and net income fell 33.2%. The outlook section discusses Brazil's economic indicators and housing deficit. The document also reviews APIMEC-MG's corporate governance, shareholder base, and environmental and social initiatives.
Carolina Riffo is seeking a position in import/purchase coordination or analysis. She has over 10 years of experience in foreign trade, imports, and supply chain operations. Her experience includes import cost analysis, customs clearance, supplier negotiation, and ensuring inventory and process standards. She is proficient in English and has a bachelor's degree in chemical engineering.
This document summarizes a webinar on the Tax Treaties Explorer tool. The webinar provided an overview of the tool, which contains data on over 2,500 tax treaties. It codes key provisions in the treaties and allows for comparisons. The presentation showed some illustrative findings from analyses of trends in provisions over time. It also described a replication study examining the impact of tax treaty contents on foreign direct investment. The webinar concluded with a discussion of the inclusion of Article 8 (Alternative B) in bilateral tax treaties and considerations for countries deciding whether to adopt this provision.
Placeholder council meeting presentationDavidSynergy
The document outlines the Propane Education & Research Council's (PERC) proposed budget and program initiatives for 2017. Key points include:
- The proposed 2017 budget is $25.3 million, with the largest allocations going to consumer education campaigns (33%) and propane industry programs (20%).
- Program initiatives are outlined for various markets including residential/commercial, agriculture, autogas, and others. Initiatives include outreach, product development, and incentives.
- The PERC staff estimates the 2017 programs will contribute 120 million gallons in new propane sales in 2017, and 781 million gallons cumulatively from 2017-2019. This is a projection based on anticipated unit sales from various programs.
The document outlines an Inove program presented by Vale to develop local suppliers in Oman. It discusses the context of Vale's investments in Oman and challenges in developing local supply chains. It then summarizes the results achieved by Vale's Inove program in Brazil and proposes applying a similar approach in Oman, including conducting a supply and demand diagnosis, identifying gaps, and developing an action plan to support local Omani suppliers. Next steps proposed include sharing technology with local Brazilian suppliers and organizing supplier missions to Oman.
This document provides an overview for a stockholder's meeting of Sustainable Technology Incubator. It summarizes the company's portfolio of technologies in odor control, advanced wound care, and engineering services. For its odor control technology, CupriDyne Clean, the company discusses commercial success in the solid waste industry, opportunities in landfills, transfer stations, and wastewater treatment plants, and testimonials from customers. It also outlines the engineering subsidiary, revenues, projects, and experience. For advanced wound care, it positions its technology as disruptive to the $18 billion market and highlights advantages over silver dressings.
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 $74.1 billion, with 81% directed towards exploration and production. The plan expects to increase oil and gas production to 3.34 million boe/day by 2021 through development of pre-salt and post-salt assets. Financial measures aim to fund investments without taking on additional net debt over the period.
Strategic Plan and 2017-2021 Business & Management PlanPetrobras
This document outlines Petrobras' strategic plan for 2017-2021. It discusses where the company is currently, with high debt levels and operating costs, and where it wants to be - an integrated energy company focused on oil and gas. The plan details how Petrobras will get there through initiatives like cost reductions, partnerships and divestments, and lower capital expenditures. It establishes metrics to measure success in areas like safety, financial leverage, and production levels. The strategies discussed include optimizing the exploration and production portfolio, increasing efficiency in deepwater production, and strengthening refining and natural gas operations.
Plano Estratégico e Plano de Negócios e Gestão 2017-2021Petrobras
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O Conselho de Administração da Petrobras aprovou o Plano de Negócios e Gestão 2015-2019, com objetivos de desalavancagem da companhia e geração de valor para acionistas. O plano prevê reduzir a alavancagem líquida para menos de 40% até 2018 e 35% até 2020, com desinvestimentos de US$ 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.
Methanex is the world's largest producer and supplier of methanol. We create value through our leadership in the global production, marketing and delivery of methanol to customers. View our latest Investor Presentation for more details.
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Collective Mining | Corporate Presentation - June 2024
OTC: Local Content in Brazil
1. The PROMINP 10th Anniversary: results, challenges and
perspectives for the maritime industry in Brazil
Paulo Sergio Rodrigues Alonso
Petrobras Local Content Advisor to the CEO
Executive Coordinator of PROMINP
Houston, 06th May 2014
Undocking of P-66’s hull in Rio Grande Shipyard, the first hull for Pre-Salt fully built in Brazil
2. PETROBRAS’ Local Content Policy
Brazilian Local Content Regulation
PROMINP: O&G Brazilian Industry Mobilization Programme
Offshore and Maritime Equipment Demand
Agenda
Conclusions
Agenda
3. PETROBRAS’ Local Content Policy
Brazilian Local Content Regulation
PROMINP: O&G Brazilian Industry Mobilization Programme
Offshore and Maritime Equipment Demand
Agenda
Conclusions
4. O&G Operators
Union
(represented by the ANP)
Local Content Offered
Signing Bonus
Minimum Exploratory Program (PEM)
Goods and Services
Suppliers
Contract goods and services
with local content requirement,
without jeopardizing price, time
and quality
Local Content Certifiers
Accredited by ANP
Local Content Booklet (official methodology)
Measure the local content that is effectively
manufactured in Brazil
Manufacture equipment and
provide services and hire
certification entity to
measure local content
Concession of Exploratory Blocks
12 Bidding Rounds (1999-2013)
Transfer of Rights (2010)
Production Sharin Contract – Libra (2013)
Assessment methodology:
Winner Bid = Max (0.4 x Minimum Exploratory Programme) +
(0.4 x Signing Bonus ) + (0.2 x Local Content offered)
Brazilian Local Content Regulation
Concession Model - Agreement with the ANP
ANP: National Agency of Petroleum
5. PETROBRAS’ Local Content Policy
Brazilian Local Content Regulation
PROMINP: O&G Brazilian Industry Mobilization Programme
Offshore and Maritime Equipment Demand
Agenda
Conclusions
6. PETROBRAS' Local Content Policy
The projects and acquisitions for Petrobras must support the
challenges of Company’s Strategic Plan and therefore maximize local
content based on competitive and sustainable basis, accelerating the
development of markets where it operates, guided by ethics and
generating continued innovation.
December 22nd, 2011
PETROBRAS’ Local Content Policy
7. PETROBRAS’ Local Content Policy
Drivers
Ensure adherence to capital discipline, assuring the competitiveness of
procurement and reducing financial and logistical risks in implementation and
operation of projects.
Capital
Discipline
Execute procurement in a coordinated manner for the items of common use.
Integration of
Supply
Uniform criteria for measuring and requiring local content in Petrobras
acquisitions.
Local Content
Standardization in
Petrobras
Encourage the development of local markets in a sustainable manner.Local Suppliers
Prioritize supplies with local engineering development.
National
Engineering
Encourage the development of the local market to overcome technology gaps.
Technology
Gaps
DRIVERS
8. PETROBRAS’ Local Content Policy
Local Content Requirements
Minimum Local Content requirement for financing concession (BNDES)
Local content
requirements
established in oil field
concession contracts
There is no Local Content requirement
Oil Company declares target and proves rate achieved
Petrobras Local Content Policy determines that all business areas must achieve
minimum local content on its activities (capital and operational expenditure)
Upstream Refining Gas & Power
Local content requirements set by Petrobras according to the list of goods and services
demanded by capital projects and local industry capacity to provide them
ANP with O&G Operators Petrobras with Suppliers
ContratualObligation
9. PETROBRAS’ Local Content Policy
Brazilian Local Content Regulation
PROMINP: O&G Brazilian Industry Mobilization Programme
Offshore and Maritime Equipment Demand
Agenda
Conclusions
Agenda
10. PROMINP: O&G Brazilian Industry Mobilization Programme
"The PROMINP is perhaps the
largest programme involving a set
of national entrepreneurs so that
they can, government and
entrepreneurs, say that this
country is already too big and can
not be asking permission all the
time to do some things."
Luis Inácio Lula da Silva
President of the Republic, 2003
Governance Model
Prominp is a government programme that aims to maximize goods and services national industry content, within
competitive and sustainable basis, in the implantation of oil and gas projects in Brazil and abroad.
MME
Steering
Committee
Oil, Natural Gas and
Renewable Fuels Secretariat
Executive Committee
Executive Coordinator
Sectorial Committee
O&G IND
E&P
Maritime
Transportation
G&P and
Pipelines
Downstream
Steering Committee: MME and MDIC Ministers, Petrobras’ CEO and Services Director, BNDES CEO, IBP COE and ONIP CEO.
Executiv Committee: Oil, Natural Gas and Renewable Fuels Secretariat (MME), Development, Industry and International Trade Secretariat (MDIC), BNDES
Director, Petrobras Engineering Executive Manager, Prominp Execuvite Coordinator, ONIP Director, IBP Director, and Presidents/Directors of Industry Class
Associations (ABCE, ABDIB, ABEMI, ABIMAQ, ABINEE, ABITAM, SINAVAL and CNI)
Sectorial Committee: Petrobras, IBP, BNDES, Industry Class Associations and other stakeholders
11. Programme Estructure
Estrategic Themes
Industrial Capacity
and Business
Performance
Industrial Policy
Tools
Innovationand
Technological
Development
Qualification
Competitiveness and Productivity
Goods and Services Export
Industrial Capacity
Sustainability and EHS
Technological Qualification
Infraesctruture
Financing
Regulation
Tax Policy
Foster Micro and Small Enterprise
Profissional Qualification
Employability
Local
Content
Maximization
12. • The “Cartilha” (booklet) is the official methodology for measuring local content,
published by the ANP in 2007 – Resolution ANP n. 19 (former n.36);
• It aims to identify the added value of national components or manpower that
compose each:
• For the booklet, an item is not simply "national“, but has "x%" of Local Content.
Goods (%) = 1- cost of imported inputs x 100
selling price without taxes
Services (%) = cost of local labor x 100
cost of total labor
*Source: Local Content Booklet (“cartilha”) - 2007
Goods Services
Goods for
temporal use
Systems
Pieces of Equipment
Parts
Raw Materials
Chemicals
In-house labor
Contracted labor
Consultancy Services
Software
Pieces of Equipment
Boats and Ships
Drilling Rigs
Ground and Air Logistics
Combinations of goods,
services and temporary
goods in the same
certification process
Ferramenta para Cálculo do Conteúdo
Local de Bens
Cliente
Fornecedor
Bem
Identificação
(código do
material)
Quantidade
Valor FOB
unitário
(moeda de
origem)
Valor FOB
Total
(moeda de
origem)
Valor CIF
unitário
(moeda de
origem)
Valor CIF
total(moeda
de origem)
Moeda
Valor CIF
unitário
(R$)
Imposto de
Importação
(R$)
Valor CIF +
I.Importação
unitário
(R$)
Valor CIF +
I.Importação
total
(R$)
Preço de
aquisição
unitário
s/IPIe
s/ICMS
(R$)
Preço de
aquisição
total s/IPIe
s/ICMS
(R$)
Fornecedor Fabricante
DOCUMENTO
(DI/NF)
( a ) ( b ) ( c ) ( d ) ( e ) ( f ) ( g ) ( h ) ( i) ( j) ( k ) ( l) ( m ) ( n ) ( o ) ( p )
Diretamente pelo Comprador
- - - - - - - - - -
- - - - - - - - - -
- - - - - - - - - -
- - - - - - - - - -
- - - - - - - - - -
- - - - - - - - - -
1
Diretamente pelo Fabricante
- - - - - - - - - -
- - - - - - - - - -
- - - - - - - - - -
- - - - - - - - - -
- - - - - - - - - -
- - - - - - - - - -
1
1
LEGENDA
Conteúdo Local
NÃOAPLICÁVEL
NÃOAPLICÁVEL
NÃOAPLICÁVEL
NÃOAPLICÁVEL
NÃOAPLICÁVEL
PREÇODOBEM COMPLETO,SEM IPI E ICMS
VALOR DOIPI
VALOR DOICMS
-
VALOR TOTAL DOS COMPONENTES IMPORTADOS (R$)
0,00%
PREÇOTOTAL DE VENDADOBEM (valor da NF)
CONTEÚDOLOCAL % (CLb)
Informações sobre produtos,quantidades,preços,fornecedores,
fabricantes e tipos de documentos.
Resultados decorrentes das fórmulas encontradas na planilha.Não pode
ser digitado (cálculo automático).
Data da emissão da Nota Fiscalde venda
Principalmoeda de origem
Taxa de conversão para R$
COMPONENTES
NÃOAPLICÁVEL
NÃOAPLICÁVEL
NÃOAPLICÁVEL
NÃOAPLICÁVEL
NÃOAPLICÁVEL
NÃOAPLICÁVEL
NÃOAPLICÁVEL
Adicionar Componente:
Diretamente pelo Fabricante
Adicionar Componente:
Diretamente pelo Comprador
Adicionar Componente:
3os Mercado Interno
Adicionar Componente:
3os e incorporados a itens
Adicionar Componente:
Componentes Nacionais
SALVAR
Adicionar
Moeda(s)
Ver Resultado
Ferramenta para Cálculo do Conteúdo
Local de Equipamentos
Cliente
Fornecedor
Bem
0
0
DatadaemissãodaNotaFiscal 01/01/1904
Principalmoedadeorigem 0
TaxadeconversãoparaR$ 0,00000
VALORDOIPI -
0
VALORDOICMS -
PREÇODOBEMCOMPLETO,SEMIPI E ICMS -
VALORTOTALDOSCOMPONENTESIMPORTADOS(R$) -
CONTEÚDOLOCAL% (CLb) 0,00%
VOLTAR
Regulation
Official Methodology for Measuring Local Content
13. Advanced
Regular
Level of the Professional
Category
High
Specialization
• Examples: Production operators, etc.;
• High investments in infrastructure for the viability of
professional qualification;
• Only experienced professionals.
• Examples: Cargo Operator, inspectors etc.;
• Only experienced professionals.
• Examples: Engineer, Technician, Electrician, etc;
• Professionals with or without experience.
StructuringofprofessionalCareers
EXAMPLES OF DEMANDED PROFESSIONAL CATEGORIES
Lack of qualified
professionals to
respond competitively
BOTTLENECK
“Provide skilled professionals in the country to operate in
different links of the supply chain for the categories and
quantities necessary for the oil and gas projects
implementation.”
ACTION
PROFESSIONAL GAPS IDENTIFICATION
Professional Qualification
Establishment of the Professional Qualification Plan (PNQP)
Establishment
of PNQP (2006)
14. Professional Qualification
Professional Qualification Plan: Results
Projeção
Professional Qualification from 2007 to 2013 and Projection until 2015
Accumulated professional qualification
projected until 2015
Accumulated professional qualification to be
offered- 5º and 6º public selection cicle
Realized accumulated of public selection
cicle
Projection
15. 45 Investment Projects Prioritized in
Petrobras Business Plan 2013-2017
Construction & Assembly of
Investment Projects in 6 Shipyards
Main Demands for Operation
& Maintenance
Professional Qualification
Future Demand Diagnosis: Professionals Required (2013-2015)
+ +
UO-BC
UO-BS
UO-ES
Business Area
Training Demands
(# professionals)
Gas and Energy 1.764
Refining 5.999
Exploration and Production (C&A) 5.482
Exploration and Production (O&M) 3.962
Total 17.207
8 States with
training demands
10%
35%
32%
23%
Training Demands
Gas and Energy
Refining
Exploration & Production (C&A)
Exploration & Production (O&M)
16. Merchant Marine Gaps
Simulators (bridge, machinery, dynamic positioning,
ARPA radar and GMDSS system)
Laboratories (automation, electronics, machinery,
engines, navigation etc.).
Classrooms
Hiring new teachers:
• Replacement for retirement
• Increased class sizes
Renovation and expansion of accommodation, cabins
(new building in CIABA) and bathrooms
Reform Kitchens and dining rooms
Instructional
Resources
Faculty
Team
Housing
Areas
Investment of US$ 35 million in the modernization and expansion of training centers for Merchant
Marine officers - CIAGA CIABA, increased by 91% the annual capacity of officer training
Professional Qualification
Investment in Centers for Merchant Marine Officers
CIABA –Almirante Braz de Aguiar Instruction Center; CIAGA – Almirante Graça Aranha Instruction Center
17. Competitiveness
National Industry Competitiveness Diagnosis
High Competitiveness Sectors
Medium Competitiveness Sectors
Sectors with no significant domestic production
(rotary)
(steam) (gas)
(centrif.)
(large)
SectorsTechnological Basis
Expansion of
Capacity of
National
Supply of
Goods and
Services
6. Encourage the installation of
foreing companies in Brazil;
5. Encourage association for
domestic and foreign companies;
4. Encourage collaboration
between industry and university;
3. Encourage the development of
new national entrants;
2. Developing the competitiveness
sectors;
1. Expand production capacity of
high competitiveness sectors
18. Techonological Gaps
(medium competitiveness sectors)
Valves
Flanges and
Connections
Boiler works
Umbilicals
Offshore Construction
Instrumentation and
Automation
7
5
5
6
7
8
Competitiveness
diagnosis Routes
Technological Qualification
Technological projects and Infrastructure investment
US$ 61 MM
US$ 16 MM
Technological Projects
Labs and Infrastructure
58 ongoing
projects
8 labs (valves and
pipping, safety and
umbilicals)
Main focus: Overcome Pre-Salt technological challenges with brazilian knowledge embeedded
- Financiadora de Estudos e Projetos – Studies and Projects Financier
19. Develop domestic suppliers in a competitive and sustainable way, for the manufacture of equipment
and materials that are not provided by the national market.
Offshore cranes
Industrial Capacity
Suppliers development and attraction
Coated Tube
Onshore
reciprocating pumps
Examples of Successful Cases
Programmable
Logical Controllers
LSR / HSR: Low / High Shift Reaction
Subsea Valve Smart Actuator
Carbonaceous
Materials (Plasma)
LSR and HSR
Catalysts
20. Develop domestic suppliers in a competitive and sustainable way, for the manufacture of equipment
and materials that are not provided by the national market.
Industrial Capacity
Suppliers development and attraction
Equipment historically
imported with potential to
attract foreign suppliers
Equipment produced nationally
but with potential bottlenecks
in production capacity
Rio Oil & Gas - RJ, Brazil (09/2012)
Shipbuilding and Offshore: Petrobras
Mission – London, Aberdeen and
Newcastle, UK (12/2012)
OTC – Houston, USA (04/2013)
Mission to Denmark – Copenhagen,
DK (06/20/13)
Supply Opportunities Seminar – RJ,
Brazil (08/2013)
Brazil Seminar: Opportunities for Oil
& Gas – Singapura (09/2013)
Petrobras Procurement Mission -
San Jones e Calgary, Canada
(10/2013)
Mission to Germany – Hamburgo,
Germany(11/2013)
Petrobras Production
Increase
Ongoing Project: Offshore and Maritime Suppliers Attraction
Vessels demand 2012-2020
Mapping of significant
equipment yearly demand
Demand dissemination
actions
+ 38 Production
Units;
+ 28 Drilling
Rigs.
+ 198 Supply
Boats;
+ 88 Tanker
Vessels;
1 2 3 4
21. Formulate policy for the consolidation and strengthening of the Oil, Gas & Naval supply chain, organized
in local clusters (clusters, districts, parks, etc..).
Metal-mechanic
Electrical and Electronic
Automation
Equipment
Sectors linked to economic and social development,
traditional or income effect, in territories with a low degree of
industrialization or newly industrializing.
Clusters of Specific Sectors Clusters of Varied Sectors
Naval – Offshore gantry
Naval – Large Structures
Subsea
etc.
Purpose and Location
Foster Micro, Small and Medium Enterprises
Local Clusters
Ipojuca – SUAPE (PE)
Maragogipe (BA)
Ipatinga – Vale do Aço (MG)
Itaboraí – COMPERJ (RJ)
Rio Grande (RS)
EAS (Shipyard)RNEST (Refinery)
ERG I (Shipyard) EBR (Shipyard)
QUIP (Shipyard)ERG II (Shipyard)
EEP (Shipyard)
COMPERJ (Refinery)
22. National
Frame Agreement
(anchor)
US$ 41 MM
50% 50%
Frame Agreement Financial Resources
Companies Investment
US$ 23 MM
232 companies /
institutions
Micro and small companies situation in
Brazil:
99% of formal enterprises
26% of salaries
57% of formal jobs
Micro and small
companies are
agile, flexible
and innovative
13,000 MSEs
Participants
Business Rounds
2005-2013*
Total - 122 rounds
US$ 2.9 Bi (estimated)
*until 1st Quarter - 2013
- Serviço Brasileiro de Apoio às Micro e Pequenas Empresas – Micro and Small Enterprises Brazilian Support Service
16 States
Foster Micro and Small Enterprises
Petrobras x Sebrae Agreement
Agreement between Petrobras and Sebrae in order to prepare the micro and small enterprises (MSEs) to participate in the Oil
and Gas supply chain
23. Over US$ 3.6 billion
granted in loans;
Over 1.600 transactions
involving 600 companies
of 21 states in all
regions of Brazil;
Reduction of 20% to
50% in interest rates.
Supplier Financing Programme for Petrobras entire
supply chain (until 4th tier);
Financing guarantee: Contract signed with
Petrobras;
10 participating banks;
Operated by a Unique tool – Progredir Portal
Financing Schemes for Oil & Gas Supply Chain with more competitive conditions
Results
Financing
Financing Schemes
Management Committee (Petrobras, Banks and Prominp)
Buyers Portal Banks
1) Financing request through
Progredir Portal;
2) All banks offer financing
proposal;
3) Supplier selects best financing
condition
Operating ModelProgramme Overview
Fund to anticipate major receivable credits.
10 funds participating on the Promimp
Receivables Programme.
2.600 contracts;
Over 450 financed suppliers;
US$ 2.1 billion in anticipation of receivables.
Investment fund to foster the O&G Industry There is one operating fund (FIP Caixa
Modal Óleo & Gás) – net worth of US$ 246
million.
FIDCs
Investment Funds in
Credit Rights
FIPs
Funds of Private
Equity
Programme Overview Results
24. Vard Promar (PE)
Estaleiro Atlântico Sul (PE)
Estaleiro BrasFels (RJ)
Estaleiro OSX (RJ)
Estaleiro Inhaúma (RJ)
Enseada do Paraguaçu (BA)
Jurong Aracruz (ES)
Estaleiro Rio Grande (RS)
/ IHI
Petrobras’ Demand Attracting Shipyards
Several Technological Partnerships With International Shipyards
¹ Company responsible for bringing technology and know-how to the shipyard, whether being or not its partner.
² Through the EEP consortium.
³ IHI Corporation, previously Ishikawajima-Harima Heavy Industries Co. Ltd.
Europe
Asia-Pacific
Brazilian
Shipyard
Technological Partner¹
(Country of Origin)
Atlântico Sul (PE) Japan Marine United Corporation
/ IHI² (Japan)
VARD Promar (PE) VARD - Grupo Fincantieri (Italy)
Enseada do
Paraguaçu (BA)
Kawasaki Heavy Industry,
30% stake (Japan)
Jurong Aracruz (ES) Sembcorp, 100% stake
(Singapore)
Brasfels (RJ) Keppel Fels, 100% stake
(Singapore)
OSX (RJ) Hyundai Heavy Industry,
10% stake (South Korea)
Inhaúma (RJ) Cosco (China) ³
Rio Grande (RS) Mitsubishi Heavy Industries
(Japão)
Brazil
25. Brazil
North America
Europe
Segment
Supllier ( Origin
Country)
Brazilian
State
Submarine Pipelines
NKT Flexibles
(Denmark)
RJ
Technip (France) RJ
Umbilicals
Oceaneering - Marine
Production Systems
(USA)
RJ
Polyster Cables
Lankhorst Ropes
(Netherlands)
RJ
Engineering Services AMEC (United Kingdom) RJ
Submarine Equipment
Aker Solutions (Norway) PR
FMC (USA) RJ
Cameron (USA) RJ
Seamless Production
Tube (OCTG* CRA**)
V&M (France) MG
Package Drilling Rig
Equipment
Aker Solutions (Norway) RJ
Package of Generation,
Propulsion and Dynamic
Position Equipment (Rig)
Kongsberg (Norway) RJ
Turbo Machinery
Rolls-Royce (United
Kingdom)
RJ
Dresser-Rand (USA) SP
Automation Emerson (USA) SP
MG
RJ
SP
PR
International Suppliers Attraction
Motivated by the Long Term
and Consistent Demand
(*) Oil Country Tubular Goods
(**) Corrosion Resistant Alloys
26. Petrobras Promoting Technology Exchange:
R&D Agreements Relationship with International Science
and Technology Institutions
Norway
Sweden
UK
Ireland
Belgium
USA
Japan
Netherlands
France
Germany
Portugal
Italy
Canada
Argentina
Australia
Country Theme
USA
Enhanced Oil Recovery, Drilling Engineering, Subsea
Production Systems, Refining Technologies Licensing
Reservoir Characterization and Modeling,
Nanotechnology
France
Refining Technologies Licensing, Naphtha
Hydrodessulfurization Technologies, Drilling
Engineering
Geosciences, Seismic Data Acquisition, Reservoir
Characterization and Modeling, Materials technology
Norway
Seismic Monitoring, Hydrodynamic Modeling, Subsea
Production Systems
Oil Contaminants and Hydrates, Environmental
Impacts in the Oil and Gas Industry
Country Theme
Canada
Biomass Gaseification, Reservoir
Characterization and Modeling
Seismic Data Acquisition
United Kingdom
Materials technology, Reservoir
Characterization and Modeling
Carbonatic Reservoirs
Australia Geology, 4D Seismic Data Acquisition
Netherlands
Production Optimization
Polymers
Japan, Belgium,
Germany, Italy,
Portugal, Argentina,
Sweden, Ireland
Geology and e New Materials
Process Simulation, CO2 Removal,
Gas Hydrates
Brazil
27. Brazil
International R&D Centers Attraction
Motivated by the Long Term Consistent Demand
North America
Europe
ES
RJ
SP
Segment
Supplier
(Origin Country)
Brazilian
State
Submarine
Pipelines
Technip (France) ES
Submarine
Equipment
FMC (USA) RJ
Cameron (USA) SP
Production Pipes in
Special Metallurgy
V&M (France) RJ
Oil Field Services
Schlumberger (France) RJ
Halliburton (USA) RJ
Weatherford (USA) RJ
Baker Hughes (USA) RJ
Turbo machinery General Electric (USA) RJ
Automation
Siemens (Germany) RJ
IBM (USA) RJ / SP
EMC (USA) RJ
O&G Operator BG (UK) RJ
Topside Equipment 3M (USA) SP
28. 2014 and 2015 outlook
Assist the Energy Ministry in setting the optimal pace of new block
bids, ensuring the sustainability of installed suppliers in Brazil;
Encourage the development of technological local content and
innovation within the supply chain (start-ups and spin-offs);
Develop the concept of local clusters.
Prominp
Perspectives for the future
29. PETROBRAS’ Local Content Policy
Brazilian Local Content Regulation
PROMINP: O&G Brazilian Industry Mobilization Programme
Offshore and Maritime Equipment Demand
Agenda
Conclusions
30. 1.93
3.2
4.2
2.32
3.9
5.2
2013 2014 2015 2016 2017 2018 2019 2020
Oil and NGL Production (million bpd)
Oil, NGL and Natural Gas Production
(million boe)
2014-2018 Business and Management Plan:
Investments and Oil and NGL Production Curve in Brazil
Distribution
Biofuels
Downstream
Other Areas 1
International
Gas and Energy
Engineering, Technology and Materials
E&P
2014 Growth:
7.5% ± 1p.a.
Oil NGL and Natural Gas Petrobras’ production in Brazil will grow 124% by 2020
31. 4.2
2013 2014 2015 2016 2017 2018 2019 2020
2014-2018 BMP:
Petrobras Oil and NGL Production Curve in Brazil
9
3
2
7 7
1
11
66
4
12
9
8
13
2
6
13
5
3
13
1
10
12 units
delivered + 9 + 13 + 23 + 22 + 30 + 21 + 21
149 new units to be delivered by 2020: 89 Tanker Vessels ( ), 32 Production Units ( ) and 28 Drilling Rigs ( )89 32 28
32. (1) Future Demand includes hired demand, demands in hiring phase and yet to be hired demand.
Petrobras Vessels
Current and projected fleet
Source: Transpetro; BMP 2014-18; Petrobras (E&P-SERV/US-CONT and AB-LO/TM)
+ 154 Large
Supply Boats
Business and Management Plan 2014-2018
Significant equipment demand mapping:
Historically imported equipment with potential to attract foreign suppliers
Equipment produced nationally but with potential bottlenecks in production capacity
+ 32 Production
Units by 2020 and
+11 from 2021 to
2030 (Libra) + 28 Drilling Rigs
* AHTS, ORSV, PSV
+ 89 Tanker
Vessels
Future Demand (2014-2020)
Critical
Resources
Dec/2013
Situation
Future Situation:
Incremental values considering
acquisitions(1) and disposals
2020
Situation
2014-15 2016-17 2018-20
Tanker Vessels 55 13 23 38 127
Supply Vessels 414 44 44 66 568
Production Units
(SS and FPSO)
54 3 13 16 86
Drilling Rigs
(SWD > 2.000 m)
40 -1 8 7 54
33. Example of equipment with potential for national development
PROMEF I and II EBN I and II
49 Vessels by 2020 40 Vessels by 2020
7 delivered Vessels and 20 Vessels in advanced stage of
construction
22 Vessels in hiring phase or initial
construction phase
12 Products
8 LPG
3 Bunkers
14 Suezmax
8 Aframax
4 Panamax
6 Bunker
7 LPG
1 delivered Vessel and 2 Vessels in advanced stage of
construction
37 Vessels in hiring phase or initial
construction phase
Equipment demand not yet addressed for 59 Vessels (by 2020)
Petrobras Fleet Growth Program with
Brazilian Vessels
Tanker Vessels
Fleet increase by 2020
Source: Transpetro; Petrobras (AB-LO/TM)
59 Sewage Treatment Units
59 Inert Gas Generation System
122 Life Boats
1.770 Accomodation Cabines
6 Panamax
21 Products
34. Example of equipment with potential for national
development
+ 154 Large Supply Vessels
by 2020
Source: E&P-SERV/US-CONT
OSRV
Oil Recovery
PSV
General Cargo + Oil + Bulk + Cement
TS
Tugs + Oil Recovery
LH
SOS Standby + Handling Spy (messenger)
AHTS
Maintenence TO´s + DMA´s + New Production Units
Instalation + FPSO`s and NT´s Operation
UT / P
Emergency Cargo / Passenger
65
45
171
21
58
49
Current Petrobras Fleet Quantity Future Demand
154 Offshore and Provision Cranes
154 Vacuum Sewage Systems
1,232,000 meters of Metal Pipes
173,250 Manual Operated Valves
35,933 ton of Classified Profiles
3,730 ton of Fitting
Large Supply Vessels
Fleet increase by 2020
35. Example of potential equipment
for national development
81 Chemical Injection Units
81 Offshore Cranes
27 Vacuum Sewage System
54 Offloading System
108 Life Boats + Davit
189,000 Manual Operated Valves
54,000 ton of Piping
43,200 ton of Fittings
Equipment demand not
yet addressed for 27
Production Units to be
delivered by 2030
Production Units
Fleet increase by 2030
Production Units considered for the equipment demand analysis
Operation Startup Timeline for Petrobras Production Units
Source: BMP 2014-18; Petrobras ND: Not defined * Charted Production Unit ** Integrated in Brazil with imported Hull or Modules
Abroad/Brazil ** Brazil To be contracted
Construction Site
2014 2015 2016 2017 2018 2019 2020
//
2030
36. Example of equipment with potential
for national development
21 Derrick Structure
21 Traveling equipment
21 Choke and Kill Manifold
21 sets of Risers
21 BOP (parcial)
21 sets Eletrical System
126 Main Diesel Generators (parcial)
21 Emergency generators
63 Deck Cranes
126 Azimut Thrusters
2,037 Pumps
630 HVAC System
21 Accomodation
Drilling Rigs
Fleet increase by 2020
Equipment demand not yet
addressed for the 21 drilling
rigs to be delivered by 2020
Source: Petrobras; Sinaval
Drilling rigs considered for the equipment demand analysis
Petrobras Drilling Rigs Startup Timeline
+6
+4
+6
+3
+8
+1
2014 2015 2016 2017 2018 2019 2020
Abroad/Brazil **
Construction Site
37. 2
3
1
Aerial view Rio Grande shipyard ERG1 – RS (dec/13).
(1) Portico with 600 tons capacity (2) Portico with 600 tons capacity ; (3) Patio slabs of Ecovix; (4) FPSO Replicante P-66 blocs of hull
4
Rio Grande Shipyard (ERG 1) - RS
• 8 Hull Constructions (“Replicantes” )
Local Content: 70%
38. 2
Rio Grande Shipyard ERG1 – RS (april/14)
(1) P-66 final hull construction activities at quay – the first hull for Pre-Salt fully built in Brazil – 70% Local content;
(2) P-67 hull construction on dry dock: integration of mega blocks built in China;
(3) P-67 and P-69 mega blocks built in Rio Grande Shipyard.
Rio Grande Shipyard (ERG 1) - RS
• 8 Hull Constructions (“Replicantes” )
Local Content: 70%
1
3
3
39. Rio Grande Shipyard (ERG 2) - RS
Works' Aerial View of Rio Grande 2 Shipyard (ERG2) – RS (06/08/13).
Construction work of the ERG 2 Shipyard where it will be built 3 DRILLSHIPS (NS Cassino, NS Curumim and NSSalinas).
(1) Workshops
1
1
• 3 Drilling Vessels
Local Content: 55%, 60% and 60%
40. Inhaúma Shipyard - RJ
2
1
Overview of Inhaúma Shipyard, in Rio de Janeiro - RJ (05/07/13).
(1) P-74: Conversion of the ship VLCC's hull (hull structural reinforcement, expansion, renovation and adaptation of accommodation, equipment installation and anchoring system's adjustment
and utilities), (2) Dry dock recovered by Petrobras.
• 4 Hull Conversions (P-74,P-75,
P-76,P-77) Local content: 70%
41. Atlântico Sul Shipyard - PE
1
4
5
3
2
Aerial View of Atântico Sul Shipyard (Ipojuca-PE): Construction of the Zumbi dos Palmares ship in dry dock and integration of P-62 on the shipyard dock (27/06/13).
(1) P-62: Integration of the FPSO to the 15 modules, including 3 built in EAS, 7 in the UTC gantry and 5 in the Nuclep gantry
(2) Zumbi dos Palmares SHIP of Suezmax type (2nd Lot's Ship of PROMEF 1) in dry dock; (3)Panel manufacturing workshops and pre-assembly of block,
(4) Future area for construction of 6 Setebrasil's rigs ; (5) Future area of Promar Shipyard , responsible for building the batch of 8 Promef Phase 2's gas tankers.
• 6 Drilling Vessels
Local Content (LC): 55% - 65%
• 7 Suezmax: 72% LC
• 5 Aframax: 68% LC
• 4 Suezmax DP: 73% LC
• 3 Aframax DP: 73% LC
/ IHI
42. Enseada do Paraguaçu Shipyard- BA
Overview of future Enseada do Paraguaçu Shipyard Area in Maragogipe - BA (april/2014).
The Enseada do Paraguaçu Shipyard has contract with Setebrasil to build the 6 DRILLSHIPS (Ondine, Pituba, Boipeba, Interlagos, Itapema, Comandatuba)
(1) Integration pier; (2) Cutting and sheet metal processing; (3) Drydock
• 6 Drilling Vessels
Local content: 55% - 65%
1
2
3
43. BrasFels Shipyard - RJ
1
2
3
Overview of BrasFels Shipyard in Angra dos Reis - RJ (31/08/12).
(1) P-61 (CL:65%): HULL'S Construction of TOPSIDE's TLWP and integration (deckbox and built modules in Singapore).
(2) São Paulo City FPSO (CL: 65%): HULL's Conversion in China and integration of the 16 mod., Built in Brasfels (5 mod), Enaval (1 mod), Thailand (8 mod) and China (2 mod).
(3) Paraty City FPSO (CL: 65%): HULL's Conversion in Singapore and integration of 15 modules built in the Brasfels (5), Nuclep (4), Enaval (2), and Singapore (4).
• 5 Building Modules and Integration
(Mangaratiba, Itaguaí, P-66, P-69
and Caraguatatuba)
• 6 Drilling SS. Local content
55% - 65%
44. BrasFels Shipyard - RJ
Overview of BrasFels Shpyard in Angra dos Reis - RJ (08/31/12).
(1) Hull of P-61, (2) São Paulo City FPSO, (3) Paraty City FPSO;
Paraty City FPSO's Modules: (4) TS072 - Main Gas Compressor B; (5) TS062 - Oil Treatment A; (6) TS063 - Oil Treatment B; (7) TS071 - Main Gas Compressor A; (8) TS075 - Gas Treatment
B; (9) TS073 - Compressor CO2; (CL: It was contracted full package of modules with 65% local content).
1
2
3
4
5
6
7
8
9
• 5 Building Modules and Integration
(Mangaratiba, Itaguaí, P-66, P-69 and
Caraguatatuba)
• 6 Drilling Vessels. Local
content 55% - 65%
45. Brasa and Mauá Shipyards - RJ
Overview of Brasa and Maua Shpyards in Rio de Janeiro - RJ (april/2014).
(1) Brasa Shipyard with modules construction activities;
(2) Mauá Shipyard;
(3) FPSO Cidade de Ilha Bela being integrated on Mauá Shipyard – 65% Local content
1
2
3
• Mauá: 12 tanker vessels (4 Panamax
and 8 Products)
• Brasa: 3 Building Modules, Topside
and Integration (Cidade de Ilha
Bela, Cidade de Maricá and Cidade
de Saquarema
46. PETROBRAS’ Local Content Policy
Brazilian Local Content Regulation
PROMINP: O&G Brazilian Industry Mobilization Programme
Offshore and Maritime Equipment Demand
Agenda
Conclusions
47. PROMINP and Petrobras’ Business Plans have fostered the Oil and Gas Industry in
Brazil;
Local Content Policy is a Government requirement and is a consolidated practice for
Exploration and Production projects in Brazil;
The challenges to put the Pre Salt fields into operation are known but the Maritime
Industry plays a key role considering the demands;
The average Local Content today for E&P Projects range between 55% and 65%.
There are plenty of opportunities for foreign companies wishing to establish in
Brazil; Petrobras Foreign Suppliers Attraction Programme is moving fast;
The association between brazilian and foreign manufacturers is a good approach
as to provide the solutions for technology bottlenecks.
Conclusions