This document provides an overview of Petrobras, a Brazilian oil and gas company. It discusses Petrobras' operations in Brazil and internationally, covering exploration and production, refining, transportation, distribution and other segments. The document also outlines Petrobras' social and environmental responsibilities, intangible assets like technological know-how, and business management areas including performance, risk management and governance. Petrobras' mission is described as operating safely and profitably in oil, gas and energy markets domestically and abroad in a socially and environmentally responsible way.
The corporate presentation covered Estácio's annual Latin American conference, with the following agenda items: Company Overview, Strategy, Financials, Recent Developments, Quality Requirements, and Conclusion. Key milestones for Estácio included its transformation to a for-profit company, acquisitions, an IPO, and organic growth. It is now the largest private post-secondary education group in Brazil with over 216,000 students across 69 campuses. The presentation highlighted Brazil's emerging middle class and the attractive market opportunity in educating working adults.
1) Estácio is the largest private post-secondary education group in Brazil with 216,000 students across 69 campuses.
2) Estácio has a diversified portfolio of programs targeting working adults, with a focus on quality and competitive pricing.
3) Estácio is pursuing organic and inorganic growth opportunities through distance learning expansion, new programs/campuses, and M&A to capitalize on the large underpenetrated market for post-secondary education in Brazil.
Beyond Advertising has developed a campaign called "Confidence Speaks" for jcpenney to connect emotionally with women ages 25 to 34. The campaign's key insight is that while this diverse target group differs in many ways, they all share a need to express their confidence. The campaign will use vignettes capturing women expressing what confidence means to them alongside jcpenney products to portray how the brand allows women to enjoy life and express their unique style. Integrated initiatives including media placements, branded entertainment, a loyalty program, in-store experiences and promotions aim to change mistaken perceptions and strengthen relationships with the target.
FIEGE Contract Logistics provides warehousing and supply chain services across Europe. It has been in operation since 1873 and now employs over 20,000 people in 18 countries. The company focuses on contract logistics in Europe, including warehouse operations, transportation coordination, and value-added services. It operates over 210 sites, including large mega centers, and works with customers in industries such as fashion, retail, automotive, and chemicals.
A indústria de petróleo e gás natural presidente josé sergio gabrielli de az...Petrobras
O documento discute a indústria global de petróleo e gás natural. A indústria enfrenta desafios como o aumento dos custos de exploração e produção, a escassez de novas descobertas de grandes campos de petróleo e a concentração das reservas em poucos países. Novas tecnologias e o alto preço do petróleo têm viabilizado o desenvolvimento de novas fontes, como petróleo não convencional.
1) O documento é a apresentação da Teleconferência/Webcast de Divulgação de Resultados do 2o trimestre de 2008 da Petrobras, realizada pelo Diretor Financeiro e de Relações com Investidores Almir Guilherme Barbassa em 13 de agosto de 2008.
2) A Petrobras teve aumento de 2% na produção de petróleo no 2T08 impulsionada por novas plataformas, e de 6% na produção de gás natural.
3) No 2T08, a Petrobras obteve lucro líquido maior que no 1T08
APLA - 26ª Reunião Anual Latino americana de PetroquímicaPetrobras
O documento discute a indústria petroquímica na América Latina, com foco no Brasil. Apresenta indicadores do setor no Brasil e no mundo, tendências de preços e demanda, principais players, oportunidades e desafios para expansão da capacidade no país.
A Petrobras divulgou seus resultados financeiros do 2o trimestre de 2006, com lucro líquido 4,2% maior que no trimestre anterior. A produção nacional de petróleo aumentou 1,6% devido à entrada em operação de novas plataformas, apesar de paradas programadas. O preço médio de venda do petróleo nacional subiu com a alta do Brent e a valorização dos petróleos leves.
The corporate presentation covered Estácio's annual Latin American conference, with the following agenda items: Company Overview, Strategy, Financials, Recent Developments, Quality Requirements, and Conclusion. Key milestones for Estácio included its transformation to a for-profit company, acquisitions, an IPO, and organic growth. It is now the largest private post-secondary education group in Brazil with over 216,000 students across 69 campuses. The presentation highlighted Brazil's emerging middle class and the attractive market opportunity in educating working adults.
1) Estácio is the largest private post-secondary education group in Brazil with 216,000 students across 69 campuses.
2) Estácio has a diversified portfolio of programs targeting working adults, with a focus on quality and competitive pricing.
3) Estácio is pursuing organic and inorganic growth opportunities through distance learning expansion, new programs/campuses, and M&A to capitalize on the large underpenetrated market for post-secondary education in Brazil.
Beyond Advertising has developed a campaign called "Confidence Speaks" for jcpenney to connect emotionally with women ages 25 to 34. The campaign's key insight is that while this diverse target group differs in many ways, they all share a need to express their confidence. The campaign will use vignettes capturing women expressing what confidence means to them alongside jcpenney products to portray how the brand allows women to enjoy life and express their unique style. Integrated initiatives including media placements, branded entertainment, a loyalty program, in-store experiences and promotions aim to change mistaken perceptions and strengthen relationships with the target.
FIEGE Contract Logistics provides warehousing and supply chain services across Europe. It has been in operation since 1873 and now employs over 20,000 people in 18 countries. The company focuses on contract logistics in Europe, including warehouse operations, transportation coordination, and value-added services. It operates over 210 sites, including large mega centers, and works with customers in industries such as fashion, retail, automotive, and chemicals.
A indústria de petróleo e gás natural presidente josé sergio gabrielli de az...Petrobras
O documento discute a indústria global de petróleo e gás natural. A indústria enfrenta desafios como o aumento dos custos de exploração e produção, a escassez de novas descobertas de grandes campos de petróleo e a concentração das reservas em poucos países. Novas tecnologias e o alto preço do petróleo têm viabilizado o desenvolvimento de novas fontes, como petróleo não convencional.
1) O documento é a apresentação da Teleconferência/Webcast de Divulgação de Resultados do 2o trimestre de 2008 da Petrobras, realizada pelo Diretor Financeiro e de Relações com Investidores Almir Guilherme Barbassa em 13 de agosto de 2008.
2) A Petrobras teve aumento de 2% na produção de petróleo no 2T08 impulsionada por novas plataformas, e de 6% na produção de gás natural.
3) No 2T08, a Petrobras obteve lucro líquido maior que no 1T08
APLA - 26ª Reunião Anual Latino americana de PetroquímicaPetrobras
O documento discute a indústria petroquímica na América Latina, com foco no Brasil. Apresenta indicadores do setor no Brasil e no mundo, tendências de preços e demanda, principais players, oportunidades e desafios para expansão da capacidade no país.
A Petrobras divulgou seus resultados financeiros do 2o trimestre de 2006, com lucro líquido 4,2% maior que no trimestre anterior. A produção nacional de petróleo aumentou 1,6% devido à entrada em operação de novas plataformas, apesar de paradas programadas. O preço médio de venda do petróleo nacional subiu com a alta do Brent e a valorização dos petróleos leves.
The document provides an overview of Petrobras, the Brazilian national oil company. It summarizes Petrobras' corporate strategy, which is to lead Latin America's oil, natural gas, and biofuels markets as an integrated energy company through selective expansion. The strategy also emphasizes operational, management, and technological excellence. The document also compares Petrobras' reserves, production, refining capacity, and vertical integration to other major oil companies, showing that Petrobras ranks among the top internationally while maintaining a high degree of integration.
This document discusses Petrobras' recent activities and opportunities in India and China. It notes that Petrobras has begun exploration activities in India through agreements with ONGC. It also summarizes Petrobras' current activities and partnerships in China, including a representative office in Beijing and agreements with Sinopec and CNPC. Finally, it outlines a recent opportunity Petrobras seized in Japan to acquire a refinery and storage and shipping terminals to boost its Asian market and trade.
O documento apresenta o plano de negócios da Petrobras para o período de 2010 a 2014. O plano prevê investimentos de US$ 224 bilhões nesse período, com foco no crescimento integrado das atividades da empresa e no aumento da produção e reservas de petróleo e gás, principalmente no pré-sal brasileiro. A meta é que a Petrobras produza 5,4 milhões de barris de óleo equivalente por dia em 2020.
"Estratégia da Petrobras Foco na Responsabilidade Social e Ambiental"Petrobras
Este documento descreve a estratégia da Petrobras de focar na responsabilidade social e ambiental. Ele fornece detalhes sobre o planejamento estratégico da empresa para crescer de forma sustentável e expandir seus negócios de forma responsável. A apresentação também discute a governança corporativa da Petrobras e seu compromisso com a transparência.
Rio oil and gas expo conference gerente executiva de e&p – engenharia de pr...Petrobras
This document provides an overview of Petrobras' reserves and production forecasting as well as its mature fields management strategy to continue improving oil recovery factors. It discusses Petrobras' proven reserves, production levels, and exploration areas. It also outlines the RECAGE program which focuses on improving production and recovery factors of mature fields through technologies like water injection, 4D seismic, and horizontal/multilateral wells. The challenges of applying these technologies to achieve higher recovery factors from Campos Basin fields are also reviewed.
1) A Petrobras divulgou seus resultados financeiros do 4o trimestre e do exercício de 2009, apresentados pelo presidente José Sergio Gabrielli. 2) Em 2009, a Petrobras manteve a trajetória sustentada de crescimento da produção e reposição de reservas no Brasil e no exterior. 3) A produção total de petróleo e gás natural aumentou 5% em 2009, com crescimento de 6% na produção nacional.
Este documento apresenta o plano de negócios da Petrobras para 2007-2011. O plano prevê investimentos de US$ 87,1 bilhões, sendo US$ 75 bilhões no Brasil, para aumentar a produção de petróleo e gás natural, expandir as refinarias e entrar em novos mercados de energia renovável.
O documento apresenta o plano de investimentos da Petrobras para o período de 2008-2012. O plano prevê investimentos totais de US$ 112,4 bilhões, sendo US$ 65,1 bilhões destinados à exploração e produção de petróleo e gás. Apresenta também as premissas macroeconômicas consideradas e a distribuição dos investimentos pelos diferentes segmentos de negócio da empresa.
O documento discute os desafios e oportunidades do crescimento da Petrobras, incluindo o aumento dos investimentos para atender a demanda crescente de produção de petróleo e gás. Apresenta também os principais projetos de exploração e produção da empresa até 2012 e as ações para fomentar a indústria nacional de petróleo e gás.
This document discusses Brazil's renewable energy sector, specifically biofuels such as biodiesel and ethanol. It notes that Brazil has suitable land and weather for biomass production. It outlines Petrobras' strategy of expanding into renewable energy sources like biofuels, with planned investments of $1.5 billion from 2008-2012. This includes building biodiesel plants and expanding ethanol exports, targeting exports of 4.75 million cubic meters of ethanol per year by 2012. The global ethanol market is also discussed, noting opportunities for growth.
1) Projected increases in global CO2 emissions are dominated by the power and industry sectors, not transport.
2) China and India's high coal use for power means they benefit most from carbon trading, while Russia and Brazil rely more on natural gas and hydropower.
3) Renewable fuels require incentives across the energy chain, from producers to consumers, as seen in Brazil's successful ethanol program. Comparative advantages for tropical production are not addressed by carbon trading.
The 4th Brazil Investment Forum - Latin FinancePetrobras
O documento discute as estratégias e atividades internacionais da Petrobras. A empresa busca expandir suas operações de exploração e produção no Golfo do México, África e novas áreas, e ampliar suas atividades de downstream em mercados rentáveis. O plano de negócios para 2007-2011 prevê investimentos de US$12,1 bilhões no exterior, focados principalmente em exploração e produção.
El documento resume los principales puntos del acuerdo entre Petrobras y YPFB. Petrobras obtiene la garantía de operar los principales campos de gas de Bolivia y una rentabilidad superior al 15%. YPFB obtiene mayor control sobre las operaciones y una participación variable de los ingresos. El acuerdo establece un contrato de producción compartida para 30 años y mantiene la solución de conflictos establecida en contratos anteriores.
Rio oil and gas expo conference diretor de abastecimento, paulo roberto costaPetrobras
The document discusses Petrobras' strategic plans to integrate its petrochemical and refining operations through 2022. It outlines investments in new refineries, expansion of existing refineries, and several major petrochemical projects. The largest of these is the COMPERJ petrochemical complex, which will produce a variety of petrochemicals and fuels using heavy crude from Brazil as a feedstock. The integration is aimed at capturing synergies between refining and petrochemical operations to add value and lower costs.
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.
Este documento apresenta o plano de negócios da empresa para o período de 2009 a 2013. Ele destaca os excelentes resultados da empresa desde 2007, como o aumento de produção e reservas provadas. O documento também enfatiza os grandes investimentos da empresa em pesquisa e desenvolvimento e sua liderança na produção em águas profundas, com a visão estratégica de se tornar uma das cinco maiores empresas integradas de energia do mundo até 2020.
1) O relatório anual da Petrobras de 2005 resume o desempenho da empresa no ano, com foco nos principais indicadores operacionais e financeiros.
2) A Petrobras aumentou suas reservas provadas de petróleo e gás em 2005 e expandiu sua produção, refino e comercialização de derivados.
3) Financeiramente, a Petrobras teve crescimento significativo em receita, lucro líquido e EBITDA em 2005 comparado a 2004.
"O reflexo da auto-suficiência da Petrobras”Petrobras
O documento discute a auto-suficiência da Petrobras na produção e importação/exportação de petróleo e derivados. A Petrobras atualmente produz mais do que consome internamente e suas exportações líquidas de petróleo e derivados têm crescido. Isso tem contribuído positivamente para a balança comercial brasileira.
Petrobras has expanded its exploration and production activities internationally from its base in Brazil. The company operates in several frontier deepwater areas around the world including Colombia, Argentina, Nigeria, Angola, Senegal, Tanzania, Libya, Turkey, Portugal, and the US Gulf of Mexico. In the US Gulf, Petrobras has made several discoveries in deep and ultra-deepwater using innovative technologies to produce oil and gas in challenging environments.
THE first official forecasts for the 2011/12 season from the US Department of Agriculture in mid-May offered a less fraught view of the forward supply/demand balance for grains and feeds than markets were expecting. These included upward revisions to US starting stocks of maize and soyabeans (after lower than expected demand), a big jump in the coming US/global maize crop, rebounding wheat output in former Soviet countries, Canada and Europe, more Russian and Ukrainian barley and bigger Latin American soyabean supply. Yet with the ink hardly dry on these estimates, some are already in contention. Wet weather continues to hold up US maize as well US and Canadian spring wheat planting while drought questions whether USDA is too optimistic on US and EU winter wheat crops (more details on these below).
CPFL Energia is a leading electricity distribution, commercialization, and generation holding company in Brazil. It operates across multiple states in Brazil and has subsidiaries recognized for excellence in management, quality, and efficiency. After its IPO in 2004, CPFL Energia became the first Brazilian private company to trade on the São Paulo Stock Exchange and NYSE, adopting high standards of corporate governance. The company focuses on operational efficiency, synergistic growth, financial discipline, and sustainability to create value for shareholders.
The document provides an overview of Petrobras, the Brazilian national oil company. It summarizes Petrobras' corporate strategy, which is to lead Latin America's oil, natural gas, and biofuels markets as an integrated energy company through selective expansion. The strategy also emphasizes operational, management, and technological excellence. The document also compares Petrobras' reserves, production, refining capacity, and vertical integration to other major oil companies, showing that Petrobras ranks among the top internationally while maintaining a high degree of integration.
This document discusses Petrobras' recent activities and opportunities in India and China. It notes that Petrobras has begun exploration activities in India through agreements with ONGC. It also summarizes Petrobras' current activities and partnerships in China, including a representative office in Beijing and agreements with Sinopec and CNPC. Finally, it outlines a recent opportunity Petrobras seized in Japan to acquire a refinery and storage and shipping terminals to boost its Asian market and trade.
O documento apresenta o plano de negócios da Petrobras para o período de 2010 a 2014. O plano prevê investimentos de US$ 224 bilhões nesse período, com foco no crescimento integrado das atividades da empresa e no aumento da produção e reservas de petróleo e gás, principalmente no pré-sal brasileiro. A meta é que a Petrobras produza 5,4 milhões de barris de óleo equivalente por dia em 2020.
"Estratégia da Petrobras Foco na Responsabilidade Social e Ambiental"Petrobras
Este documento descreve a estratégia da Petrobras de focar na responsabilidade social e ambiental. Ele fornece detalhes sobre o planejamento estratégico da empresa para crescer de forma sustentável e expandir seus negócios de forma responsável. A apresentação também discute a governança corporativa da Petrobras e seu compromisso com a transparência.
Rio oil and gas expo conference gerente executiva de e&p – engenharia de pr...Petrobras
This document provides an overview of Petrobras' reserves and production forecasting as well as its mature fields management strategy to continue improving oil recovery factors. It discusses Petrobras' proven reserves, production levels, and exploration areas. It also outlines the RECAGE program which focuses on improving production and recovery factors of mature fields through technologies like water injection, 4D seismic, and horizontal/multilateral wells. The challenges of applying these technologies to achieve higher recovery factors from Campos Basin fields are also reviewed.
1) A Petrobras divulgou seus resultados financeiros do 4o trimestre e do exercício de 2009, apresentados pelo presidente José Sergio Gabrielli. 2) Em 2009, a Petrobras manteve a trajetória sustentada de crescimento da produção e reposição de reservas no Brasil e no exterior. 3) A produção total de petróleo e gás natural aumentou 5% em 2009, com crescimento de 6% na produção nacional.
Este documento apresenta o plano de negócios da Petrobras para 2007-2011. O plano prevê investimentos de US$ 87,1 bilhões, sendo US$ 75 bilhões no Brasil, para aumentar a produção de petróleo e gás natural, expandir as refinarias e entrar em novos mercados de energia renovável.
O documento apresenta o plano de investimentos da Petrobras para o período de 2008-2012. O plano prevê investimentos totais de US$ 112,4 bilhões, sendo US$ 65,1 bilhões destinados à exploração e produção de petróleo e gás. Apresenta também as premissas macroeconômicas consideradas e a distribuição dos investimentos pelos diferentes segmentos de negócio da empresa.
O documento discute os desafios e oportunidades do crescimento da Petrobras, incluindo o aumento dos investimentos para atender a demanda crescente de produção de petróleo e gás. Apresenta também os principais projetos de exploração e produção da empresa até 2012 e as ações para fomentar a indústria nacional de petróleo e gás.
This document discusses Brazil's renewable energy sector, specifically biofuels such as biodiesel and ethanol. It notes that Brazil has suitable land and weather for biomass production. It outlines Petrobras' strategy of expanding into renewable energy sources like biofuels, with planned investments of $1.5 billion from 2008-2012. This includes building biodiesel plants and expanding ethanol exports, targeting exports of 4.75 million cubic meters of ethanol per year by 2012. The global ethanol market is also discussed, noting opportunities for growth.
1) Projected increases in global CO2 emissions are dominated by the power and industry sectors, not transport.
2) China and India's high coal use for power means they benefit most from carbon trading, while Russia and Brazil rely more on natural gas and hydropower.
3) Renewable fuels require incentives across the energy chain, from producers to consumers, as seen in Brazil's successful ethanol program. Comparative advantages for tropical production are not addressed by carbon trading.
The 4th Brazil Investment Forum - Latin FinancePetrobras
O documento discute as estratégias e atividades internacionais da Petrobras. A empresa busca expandir suas operações de exploração e produção no Golfo do México, África e novas áreas, e ampliar suas atividades de downstream em mercados rentáveis. O plano de negócios para 2007-2011 prevê investimentos de US$12,1 bilhões no exterior, focados principalmente em exploração e produção.
El documento resume los principales puntos del acuerdo entre Petrobras y YPFB. Petrobras obtiene la garantía de operar los principales campos de gas de Bolivia y una rentabilidad superior al 15%. YPFB obtiene mayor control sobre las operaciones y una participación variable de los ingresos. El acuerdo establece un contrato de producción compartida para 30 años y mantiene la solución de conflictos establecida en contratos anteriores.
Rio oil and gas expo conference diretor de abastecimento, paulo roberto costaPetrobras
The document discusses Petrobras' strategic plans to integrate its petrochemical and refining operations through 2022. It outlines investments in new refineries, expansion of existing refineries, and several major petrochemical projects. The largest of these is the COMPERJ petrochemical complex, which will produce a variety of petrochemicals and fuels using heavy crude from Brazil as a feedstock. The integration is aimed at capturing synergies between refining and petrochemical operations to add value and lower costs.
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.
Este documento apresenta o plano de negócios da empresa para o período de 2009 a 2013. Ele destaca os excelentes resultados da empresa desde 2007, como o aumento de produção e reservas provadas. O documento também enfatiza os grandes investimentos da empresa em pesquisa e desenvolvimento e sua liderança na produção em águas profundas, com a visão estratégica de se tornar uma das cinco maiores empresas integradas de energia do mundo até 2020.
1) O relatório anual da Petrobras de 2005 resume o desempenho da empresa no ano, com foco nos principais indicadores operacionais e financeiros.
2) A Petrobras aumentou suas reservas provadas de petróleo e gás em 2005 e expandiu sua produção, refino e comercialização de derivados.
3) Financeiramente, a Petrobras teve crescimento significativo em receita, lucro líquido e EBITDA em 2005 comparado a 2004.
"O reflexo da auto-suficiência da Petrobras”Petrobras
O documento discute a auto-suficiência da Petrobras na produção e importação/exportação de petróleo e derivados. A Petrobras atualmente produz mais do que consome internamente e suas exportações líquidas de petróleo e derivados têm crescido. Isso tem contribuído positivamente para a balança comercial brasileira.
Petrobras has expanded its exploration and production activities internationally from its base in Brazil. The company operates in several frontier deepwater areas around the world including Colombia, Argentina, Nigeria, Angola, Senegal, Tanzania, Libya, Turkey, Portugal, and the US Gulf of Mexico. In the US Gulf, Petrobras has made several discoveries in deep and ultra-deepwater using innovative technologies to produce oil and gas in challenging environments.
THE first official forecasts for the 2011/12 season from the US Department of Agriculture in mid-May offered a less fraught view of the forward supply/demand balance for grains and feeds than markets were expecting. These included upward revisions to US starting stocks of maize and soyabeans (after lower than expected demand), a big jump in the coming US/global maize crop, rebounding wheat output in former Soviet countries, Canada and Europe, more Russian and Ukrainian barley and bigger Latin American soyabean supply. Yet with the ink hardly dry on these estimates, some are already in contention. Wet weather continues to hold up US maize as well US and Canadian spring wheat planting while drought questions whether USDA is too optimistic on US and EU winter wheat crops (more details on these below).
CPFL Energia is a leading electricity distribution, commercialization, and generation holding company in Brazil. It operates across multiple states in Brazil and has subsidiaries recognized for excellence in management, quality, and efficiency. After its IPO in 2004, CPFL Energia became the first Brazilian private company to trade on the São Paulo Stock Exchange and NYSE, adopting high standards of corporate governance. The company focuses on operational efficiency, synergistic growth, financial discipline, and sustainability to create value for shareholders.
The document outlines AIESEC Kolkata's goals and focus areas for 2013, including targets to:
1) Achieve 1050 total member placements and 350 trainee placements through various programs and initiatives.
2) Grow open global community development programs and international global community development programs through university relations, marketing, and collaboration.
3) Strengthen the organization's financial sustainability, talent capacity, and delivery of quality experiences across all programs.
This marketing plan is for Radio Mirchi 98.3FM, owned by ENTERTAINMENT NETWORK INDIA LTD. The plan outlines Radio Mirchi's corporate objectives, analyzes the external and internal environment through PEST analysis, competitive analysis, SWOT analysis and GE Matrix. It discusses Radio Mirchi's target market and programming. The plan also provides strategies using Ansoff's Matrix, including market penetration in new cities and introducing a new concept to engage listeners. The overall aim is to sustain Radio Mirchi's leadership position in the radio market.
Suncor Energy Investor Relations Presentationearningsreport
This document provides a summary of Suncor Energy's growth strategy and resources. Suncor aims to increase its oil production capacity from 260,000 barrels per day in 2005 to 550,000 barrels per day by 2012 through a phased expansion approach. This will involve expanding existing facilities and constructing a new upgrading facility. Suncor has significant recoverable oil sands resources, including 6.5 billion barrels available through mining and 9 billion barrels through in-situ extraction.
ITAC helps manufacturing and technology businesses in New York City start up, grow, and thrive. In just the last two years, ITAC helped clients create or retain over 4,500 jobs and achieve $1 billion in economic impact. Through consulting services and training programs, ITAC enables clients to streamline operations, leverage technology, and maintain profitability during difficult economic times. The annual report highlights the success stories of five ITAC clients from diverse industries that were able to grow their businesses and create new jobs with ITAC's assistance.
This document describes a direct marketing campaign conducted by Tecdoc Digital for IntrinsiQ to promote IntrinsiQ's clinical oncology software solution, IntelliDose. The campaign involved designing and mailing a personalized postcard directing recipients to a customized website with a survey. The website used images and text from the postcard and collected survey responses and contact information. The campaign achieved a 2.7% survey completion rate overall.
This document provides descriptions of various marketing brochures and materials created by Ground Zero Graphic Communications for real estate and construction industry clients. Specifically, it mentions introductory and corporate brochures for the El Encanto resort properties in Mexico, sales brochures for individual El Encanto properties, a spa brochure for Peter Island Resorts, direct mailers for Four Seasons villas and a HVAC company capabilities brochure. It also lists newsletters for Morrison Homes customers and direct mail postcards for a condo development and home builder community.
This document proposes a job insurance product to provide financial protection for individuals facing job insecurity. It would operate similarly to life insurance by assessing risk factors like an individual's job sector, experience, salary, and work history to determine insurance premiums. An analysis of the target market in Southeast Asia and Australia found the highest demand among professionals in healthcare, education, and government jobs. The proposed business model would generate revenue from premiums and investments, keeping initial operating costs low without a physical office. Job insurance could help reduce stress for those facing job loss and supplement existing government unemployment programs.
This document discusses a proposed job insurance product. It would provide financial protection for people facing job insecurity. Job insecurity has increased in recent decades due to declining youth populations and other factors. The product would assess individuals' risk levels based on their job, experience, tenure, and salary to determine insurance premiums. An online survey of 90 respondents from various sectors was conducted to understand market needs. The document outlines target markets including various industry sectors and demographics in Southeast Asia, India, and Australia. It also shows a sample insurance premium calculator snapshot. The goal is for the product to be profitable.
Renault launched a mobile advertising campaign from December 7-31, 2012 to introduce its new Clio model. The campaign allowed users to customize and view the car's features through interactive buttons. It received over 2.3 million impressions across news, sports, TV and magazine apps and websites. The campaign was successful in driving clicks, interactions and impressions, with the highest performance in news and sports channels.
Willis re d. g. akkor general liability in turkish market (1)Deniz Güney Akkor
This document provides a history and overview of general liability insurance in Turkey. It discusses:
- Liability insurance in Turkey was initially made compulsory by government laws in the 1930s and 1950s.
- Usage grew slowly until the 1990s as cultural understanding developed. New products have since been designed.
- General liability premiums make up only 2.5% of the non-life market in Turkey, compared to higher shares in developed markets.
- Opportunities exist to increase education and collaboration between domestic and international insurers to further develop the Turkish market and allow it to become a gateway for other markets.
Normandy is investing 74 million euros from 2008 to 2013 to develop a unique digital infrastructure and provide innovative digital services. This includes expanding internet coverage, developing e-health services, and funding education in information and communication technologies. Normandy has over 26,000 jobs and 1,500 companies in ICT sectors like automotive, chemicals, food, and nuclear energy. It also has renowned universities and engineering schools conducting research in computer science, imaging, and other ICT fields.
This document provides information about the 6th Annual Pharmaceutical Co-Crystals conference held in Amsterdam, Netherlands from September 26-28, 2011. The conference aimed to provide insights into optimizing co-crystal screening, characterization, and scale-up to improve drug properties for commercial development. It featured presentations, discussions, and workshops on effective strategies for co-crystal discovery, characterization, and engineering for rapid drug development. Attendees included senior representatives from pharmaceutical companies and academics working in areas such as formulation, preformulation, analytical sciences, and drug discovery.
IPsoft was founded in 1998 to optimize IT through automated expert systems that emulate engineers' skills. Their technology proactively resolves over half of issues without human intervention. Embracing automation provides a marketplace advantage according to Deloitte. Clients realize 20-45% cost reductions through IPsoft's outsourced management. IPsoft compares favorably to other MSPs by resolving issues autonomously at scale through their consolidated IT management platform IPcenter.
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.
ZKsync airdrop of 3.6 billion ZK tokens is scheduled by ZKsync for next week.pdfSOFTTECHHUB
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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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1. contents
contents
Profile, mission, vision 2015 and values
Highlights
Message from the president
The conquest of self-sufficiency
Conduct of the oil market
Corporate strategy
our businesses in brazil
22 Exploration and Production
29 Refining and Commercialization
32 Petrochemicals
35 Transportation
37 Distribution
40 Natural Gas
44 Energy
I N T E R N AT I O N A L A C T I V I T I E S
54 South America
60 North America
61 Africa
62 Asia
S O C I A L A N D E N V I R O N M E N TA L R E S P O N S I B I L I T Y
66 Social Investiments
71 Human Resources
75 Health, Safety, and Environment
I N TA N G I B L E A S S E TS
84 Technological Know-how Capital
87 Organizational Capital
88 Relationship Capital
91 Human Capital
BUSINESS MANAGEMENT
94 Business Performance
97 Capital Markets
103 Risk Management
106 Corporate Governance
112 Corporate Information
116 Glossary, Abbreviations and Addresses
2. petrobras in brazil and overseas
profile
p r of i l e
mission
To operate safely and profitably in
the oil, gas and energy domestic
Petrobras is a publicly listed company that
and international markets in a socially
ENGLAND operates on an integrated and specialized basis and environmentally responsible
in the following segments of the oil, gas and manner, supplying products and
T H E U N I T E D STAT ES
L I BYA
JA PA N services to meet the needs of its
IRAN
CHINA
energy industry: exploration and production;
customers and contributing to the
M E X I CO
refining, commercialization, transportation and development of Brazil and the
VENEZUELA
CO LO M B I A
NIGERIA petrochemicals; distribution of oil products; countries in which it operates.
EC UA D O R EQ UATO R I A L G U I N E A SINGAPURE
PERU
BOLIVIA
TA N Z A N I A natural gas and energy. Founded in 1953, the
A N GO L A
PA R AG UAY Company today is the world’s 14th largest oil
CHILE
U R U G UAY company according to Petroleum Intelligence va l u e s
ARGENTINA
Weekly. Leader in the Brazilian hydrocarbons
Focus on the Company’s main
sector, Petrobras has been expanding its stakeholders: shareholders,
operations to become an integrated energy customers, employees, society,
government, partners, suppliers
company with international operations and a
and the communities in which
leader in Latin America. it operates;
vision5
BELÉM A spirit of entrepreneurship and
REMAN SÃO LUÍS
FORTALEZA
an ability to meet challenges;
Coari
MANAUS
LUBNOR
Mucuripe
Guamaré
Dunas
NATAL
2 0 1
vision 2015
Focus on obtaining excellent results;
JOÃO PESSOA
Campina Grande Cabedelo
RECIFE Innovative and competitive spirit
Suape
MACEIÓ P E T R O B R A S W I L L B E A N I N T E G R AT E D
Candeias with a focus on providing services
ARACAJU
RLAM
E N E R G Y C O M PA N Y W I T H A S T R O N G
DTBAS
SALVADOR
with a competitive edge and
BRASÍLIA
Sen. Canedo Jequié
COCHABAMBA
SANTA CRUZ
DE LA SIERRA
Itabuna I N T E R N AT I O N A L P R E S E N C E A N D T H E technological competence;
GOIÂNIA
ESPÍRITO SANTO
Gualberto
Villarroel
Guillermo
Elder Bell
REGAP Norte-Capixaba L E A D E R I N L AT I N A M E R I C A , O P E R AT I N G Excellence and leadership in
Regência
UBERABA
VITÓRIA questions of health, safety and the
REVAP W I T H I T S F O C U S O N P R O F I TA B I L I T Y
REPLAN Macaé
PARAGUAI REDUC preservation of the environment;
RECAP RIO DE JANEIRO
REPAR RPBC São Sebastião A N D S O C I A L A N D E N V I R O N M E N TA L
REFINOR Paranaguá
SÃO PAULO
São Francisco do Sul (DTSUL) A permanent quest for business
SIX CURITIBA R E S P O N S I B I L I T Y.
REFAP
FLORIANÓPOLIS leadership.
Tramandaí
Pipelines ARGENTINA
Copesul
PORTO ALEGRE
Fertilizer Plant REFISAN
URUGUAI Terminal de
Refinery Rio Grande
Terminal
Petrobras overseas
Bahía Blanca
RICARDO ELIÇABE
3. HIGHLIGHTS
HIGHLIGHTS
HIGHLIGHTS ORIGIN OF NATURAL GAS (million m3/day) (4)
42 45
Domestic gas 23 23
Bolivian gas 19 22
Operational summary | 2005
NATURAL GAS MARKET DISTRIBUTION (million m3/day) (4)
42 45
Distributors 28 31
2004 2005 Thermoelectric power plants 7 7
(1)(2)
PROVED RESERVES – SPE criteria (billions of barrels of oil equivalent - boe) 14.9 14.9 Domestic consumption 7 7
Oil and condensate (billions of barrels) 12.1 12.3
(1)
Natural gas (billions of boe) 2.8 2.6 ENERGY
Number of thermoelectric power plants(5) 7 9
(1)
AVERAGE DAILY PRODUCTION (th. boed) 2,020 2,217 Installed capacity (MW)(5) 2,194 3,203
• Oil and NGL (th. bpd) 1,661 1,847 Energy sales (GWh) 11.32 16.64
Onshore 407 396 Number of hydroelectric power plants 2 2
Offshore 1,254 1,451 Installed capacity (MW)(5) 285 285
• Natural gas (th. boed) 359 370 Transmission lines (km) 15,414 15,414
Onshore 217 213 Energy distribution (TWh/year) 13 13
Offshore 142 157
(1)
FERTILIZERS
(1)
PRODUCING WELLS (oil and natural gas) – 12/31/2005 13,821 14,061 Number of plants 3 3
Onshore 13,156 12,803
Some 2004 data were revised due to changes in the criteria.
Offshore 665 1,258
(1) Includes overseas data, corresponding to Petrobras’ stake in each partnership
(2) Proved reserves are calculated according to SPE (Society of Petroleum Engineers) criteria
DRILLING RIGS – 12/31/2005 50 64
(3) Includes Transpetro’ port terminals only
Onshore 19 22 (4) Excludes flare off, own E&P consumption, liquefaction and reinjection
Offshore 31 42 (5) Includes only assets with an equity stake equal or larger than 50%
OPERATING PRODUCTION PLATFORMS – 12/31/2005 95 97
Fixed 72 73 Financial summary | 2005
Floating 23 24
PIPELINES (km) – 12/31/2005 (1)
30,039 30,343 INVESTMENTS R$ million
Oil and oil products 12,553 12,857 2004 2005
Natural gas 17,486 17,486 Own Investments 21,151 22,927
Exploration & Production 12,441 13,934
TANKER FLEET – 12/31/2005
Supply 3,907 3,286
Vessels - company owned 50 50
Gas & Energy 625 1,527
- chartered 74 75
International 2,331 3,153
Tons (millions of deadweight tons - dwt) 8 8
Distribution 1,223 495
TERMINALS – 12/31/2005 Corporate Areas 624 532
Number 65 66 Special Purpose Companies (SPCs) 775 2,385
Storage capacity (million m3) (3)
9.9 10.4 Ventures under Negotiation 454 311
Project Finance 169 87
(1)
REFINERIES – 12/31/2005 Total Investments 22,549 25,710
Number 16 16
Nominal installed capacity (th. bpd) 2,114 2,114
C O N S O L I DAT E D FINANCIAL I N F O R M AT I O N R$ million
Average throughput processed (th. bpd) 1,847 1,861
2004 2005 %
Brazil 1,728 1,758
Gross Operating Revenue 150,440 179,065 19%
Overseas 119 103
Net Operating Revenue 111,128 136,605 23%
Average daily production of oil products (th. bpd) 1,797 1,839
Operating Profit 29,930 39,773 33%
IMPORTS (th. bpd) Financial Result (3,321) (2,843) -14%
Oil 450 352 Net Income 16,887 23,725 40%
Oil products 109 94 Net Income per Share (R$/share) 3.85 5.41 41%
EBITDA 36,798 47,808 30%
EXPORTS (th. bpd)
Total Debt 55,803 48,242 -14%
Oil 181 263
Net Debt 35,816 24,825 -31%
Oil products 228 241
Market Value 112,458 173,584 54%
COMMERCIALIZATION OF OIL PRODUCTS (th. bpd) Gross Margin 41% 44% 3%
Brazil 1,637 1,655 Operating Margin 27% 29% 2%
Net Margin 15% 17% 2%
INTERNATIONAL SALES (th. bpd)
Financial and Economic Indicators
Oil, Gas and Oil Products 416 385
Brent (US$/bbl) 38.21 54.38 42%
US Dollar Average Price - Sale (R$) 2.9262 2.4350 -17%
US Dollar final Price - Sale (R$) 2.6544 2.3407 -12%
4 PETR OBRA S annual report 2005 PETR OBRA S annual report 2005 5
4. HIGHLIGHTS
HIGHLIGHTS
Voting Capital – Common Shares
2005 2004
2.8% 1.9% 2.8% 1.9% Production of Oil, NGL,
4.6% 4.9%
Gross Margin, Operating and Net (1)
7.5% 7.9% Condensate and Natural Gas
Oil and Oil Products Spill (m3) BR GAAP Criteria
(th. boed) 45% 44%
41%
39%
55.7% 55.7% 2001 1,381 258 1,639
2001 2,619 36%
27.5% 26.7%
2002 1,535 275 1,810 29% 29%
2002 197 27%
24%
Federal Government 2003 1,701 335 2,036 20%
2003 276 19%
17% 17%
BNDESPar 15%
2004 1,661 359 2,020 12%
ADR Level 3 2004 530
FMP – FGTS Petrobras
2005 1,847 370 2,217 269
Foreign Investors (Resolution no. 2.689 C.M.N.) 2005 2001 2002 2003 2004 2005
Other individuals and legal entities
Oil, NGL and Condensate 3
Spills of more than 1 barrel (0.159 m ) impacting Gross Margin
Natural Gas the environment outside the installation perimeter. Operating Margin
Net Margin
Voting Capital - Preferred Shares
2005 2004 Debt – BR GAAP Criteria
Proved Reserves of Oil, NGL, Condensate
(R$ billion)(1)(3)
15.7% 15.2% and Natural Gas SPE Criteria
Net Income 3.3
(billions boed)
37.1% 37.2% BR GAAP criteria 1.3 49.6
15.5% 15.8% 46.2
2001 8.5 2.1 10.6 (R$ million)(1) 44.2
40
2002 9.9 35.8 37.1
2.3 12.2 2001 9,867
31.7% 31.8% 34.7
2003 11.6 2.9 14.5 2002 8,098
24.8
BNDESPar
2004 12.1 2.8 14.9 2003 17,795 18.2
ADR Level 3 and Rule 144-A
9.7
Foreign Investors (Resolution no. 2.689 C.M.N.) 2005 12.3 2.6 14.9 16,887
2004 8.5 8.1 10.9 9.6 11.1
Other individuals and legal entities
2001 2002 2003 2004 2005
Oil, NGL and Condensate 2005 23,725
Short-Term
Natural Gas Long-Term
Capital Stock
Funds obtained but still not used in projects
2005 2004 Net Debt
Earnings/Share
2.7% 2.8% Lost Time Injury BR GAAP Criteria
7.6% 32.2% 7.8% 32.2%
Market Capitalization x Net Equity
Frequency Rate (LTIFR) (R$/share)(1)(2)
8.2% 8.1%
(R$ billion)(1)
174
2001 2.89 2001 2.27
15.7% 15.4%
2002 1.53 2002 1.86 112
15.9% 15.7%
17.7% 18.0% 87
2003 1.23 2003 4.06 78
56 54
Federal Government 3.85 62
2004 1.04 2004
49
BNDESPar 34
29
ADR (ON Shares) 2005 0.97 2005 5.41 2001 2002 2003 2004 2005
ADR (PN Shares) 2001 2002 2003 2004 2005
Market Capitalization Net Equity
FMP – FGTS Petrobras
Valor de Mercado Valor Patrimonial
Foreign Investors (Resolution no. 2.689 C.M.N.) Number of lost time injuries per million (1) The 2004 and 2005 fiscal years include the Specific Purpose Companies whose activities are controlled, directly or indirectly, by Petrobras
Other individuals and legal entities men-hours of exposure to risk. (2) For the effects of comparison, Net Earnings per share were recalculated for the previous periods as a result of the share split approved by the
Note: LTIFR covers employees and AGM of July 22, 2005.
outsourced workers (3) The 2001, 2002 and 2003 fiscal years include debt contracted by the SPEs with which Petrobras structured "Project Finance" and consortia. The
Commom shares - 2,536,673,672 2002, 2003, 2004 and 2005 fiscal years include leasing contracts.
Preffered shares - 1,849,478,028
Total shares - 4,386,151,700
PETR OBRA S annual report 2005 7
5. MESSAGE FROM THE PRESIDENT
MESSAGE FROM THE PRESIDENT MESSAGE FROM THE PRESIDENT
MESSAGE FROM THE PRESIDENT
MESSAGE FROM THE PRESIDENT
It is with special pride that I present the Company’s results for 2005, a year in which we set records for
production, profitability and investments. The Company ended the year with an annual daily production of oil
and gas of 2,217 million barrels of oil equivalent (boe), consolidated earnings of R$ 23,725 billion and total
investments of R$ 25,710 billion, all historical records.
In order to obtain these results, we implemented a vigorous plan of action based principally on the
continuation of a bold investment cycle that allows us to achieve sustainable returns over the medium and
long-term. This effort, initiated during the administration of President José Eduardo Dutra with whom I shared
the command of the company during 2005, made it possible to restructure our activities and improve our
strategic vision of the future.
“ I N A S I T U AT I O N I N W H I C H A
In practical terms, I should mention that we passed the benchmark of 1.8 million barrels of oil per day
SCARCITY OF ENERGY
(bpd) produced in Brazil, mainly due to the startup of the P-43 and P-48 platforms. We consider this a
R E S O U R C E S , M A I N LY O I L , H A S
BECOME MORE AND MORE milestone in the ability of Petrobras’ technical and managerial staff to overcome challenges. In 2003, these
E V I D E N T, A C H I E V I N G S E L F - units were well behind in executing their projects and ran serious risks in contractual and
SUFFICIENCY REPRESENTS AN operational feasibility. Nevertheless, we were able to reverse the situation and today
I M P O R TA N T S T E P TO WA R D S
the two rigs are operating at full production.
REDUCING THE RISK AND
As a result, we were able to boost annual oil production in Brazil by 13%. This growth
VULNERABILITY OF BRAZIL´S
TRADE BALANCE. AND placed Petrobras in the ranks of companies with the highest rise in production in the
P ET R O B R AS I S P R O U D TO B E world oil industry in 2005. Even with our expanded production, we were able to
M A K I N G A N I M P O R TA N T guarantee a 131% replacement rate of our oil reserves. That is, for each barrel we
CO N T R I B U T I O N TOWA R D S
produced, we replaced 1.31 barrels in our reserves, meaning that we continue to maintain
R E A C H I N G T H I S G O A L .”
long-term sustainable growth.
In step with the restructuring of our exploration portfolio and the
preservation of sustainable growth, during the 7th Bidding Round
run by the National Petroleum, Natural Gas and Biofuel Agency
(ANP), Petrobras acquired 96 new exploratory blocks, of which
42 were exclusive and 54 were in partnership, totaling the
greatest number of exploratory areas in its portfolio since
the Agency began running the auctions.
We are now quite close to self-sufficiency in
providing oil and oil products to our main market
6. MESSAGE FROM THE
PRESIDENT
— Brazil. This target, which is symbolic for Brazilian society, will materialize in a sustainable manner in 2006, in its composition, and it already is fueling fleets of buses and trucks in large cities. Developed by
as soon as the recently launched P-50 platform reaches its peak production capacity of 180,000 bpd in Petrobras, the new fuel contributes to improve air quality and is part of the Company’s commitment to
the Campos Basin. In a situation in which a scarcity of energy resources, mainly oil, has become more and social and environmental responsibility.
more evident, achieving self-sufficiency represents an important step towards reducing the risk and Moreover, the projects that have been approved by the current management in Brazil have a
vulnerability of Brazil´s trade balance. And Petrobras is proud to be making an important contribution commitment to domestic content of at least 60%, which will strengthen local industry and generate
towards reaching this goal. thousands of direct and indirect jobs. Of particular note in this regard was the approval of the order for
Petrobras has sought to expand its activities with the same entrepreneurial determination and spirit. 42 tankers — the largest to be given to the naval industry in the country.
The Company’s project for international expansion is based upon the same ethical and business The confidence of our shareholders and investors in the Company’s results can be
principles that are leading the Brazilian market to sustainable self-sufficiency. Thus, in 2005 Petrobras measured by the performance of our shares. During the course of 2005, there was an
intensified its activities in Africa, South America and United States, strengthening its international increase in the average daily financial trading volume of Petrobras’ shares. After the
presence. The Company’s overseas offensive also includes the purchase of assets in Colombia, Paraguay stock split concluded in September 2005, to make shares more accessible to small
and Uruguay, and the acquisition of 50% of the Passadena Refinery in the United States, an investment and medium sized investors, Petrobras’ shares became the most-traded security on
of some US$ 370 million that will add value to the oil produced by the Company. the São Paulo Stock Exchange. We expanded our shareholder base and earned an
Pursuing the same strategic objective of adding value to its products, Petrobras decided to build a new investment grade rating from Moody’s Investor Service for our foreign currency debt
refinery in the Northeast of Brazil, in the state of Pernambuco, with scheduled investments of US$ 2.5 — four levels higher than the classification of the Brazilian sovereign risk.
billion. This is the first project for a Petrobras refining facility since conclusion of the Henrique Laje Petrobras’ results in 2005 were reflected in the Company’s market capitalization,
Refinery (Revap) in 1980 in the state of São Paulo. which rose 54% in 2005. Today we are the 8th most valuable company in the sector in
In the energy area, Petrobras took over full control of three power plants in 2005: TermoRio (1,040 the world and the highest valued in Latin America, according to Business Week magazine
MW), Eletrobolt (388 MW) and TermoCeará (220 MW) — the latter two being Merchant type plants. In In the following pages, you will find greater detail about Petrobras’ results in 2005.
February 2006, we signed a memorandum of understanding for the acquisition of the Macaé Merchant They were conquests that consecrated the efforts of our employees and suppliers
Plant (929 MW), thus reducing the need to make contingency payments. We took major steps to expand along with the trust of our shareholders and customers.
natural gas distribution infrastructure with the approval of projects such as the Southeast-Northeast
Interconnection Pipeline (Gasene) and the expansion of the Southeast and Northeast grids, satisfying the
JOSÉ SERGIO GABRIELLI DE AZEVEDO
growing demand for our product. President and CEO of Petrobras
One of the underpinnings of our action plan has been continuous massive investment in technological
development. And the results can be seen in, for example, the national record for drilling depth: a slanting
well that reached 6,915 meters below the sea bottom in the Santos Basin. Our refineries have been
adapted — and this is a permanent practice — to process more heavy oil and to improve the quality of
our products, extracting high added value oil products. We introduced Diesel 500, with 75% less sulfur
10 PETR OBRA S annual report 2005
7. self-sufficiency
The conquest of self-sufficiency
2003
The largest natural gas
reserve on the
Brazilian continental
shelf is discovered in
the Santos Basin. New
light oil provinces are
1996 found in Espírito Santo
1987 and Sergipe, with high
1953
1953 The giant Roncador
potential for
Oil production at the giant Albacora field in field in the Campos
October 3 | President Getúlio the Campos Basin is initiated in 420 meters exploration and
Basin is discovered.
Vargas signs Law 2004 that 1966 of water depth, a world record at the time. production.
establishes the monopoly of the
Creation of the Another giant oil field is discovered at the
federal government over the
Petrobras Research Campos Basin: Marlim Sul.
activities of the oil industry in the
Center (Cenpes).
country and authorizes the
creation of Petróleo Brasileiro S.
A. – Petrobras as the state
1997
company to be the executor of
Oil industry activities in Brazil
the monopoly.
are opened up to private
1977 1985 initiative. Production exceeds
the historic milestone of 1
Campos Basin
The giant Marlim
Oil production in Brazil | 1953 to 2005
million barrels per day.
production begins
field is discovered
through an early
system installed at
in the Campos 1988
Basin.
the Enchova field. The Rio Urucu field starts producing in Alto
Amazonas, celebrating a long period of
1961 1968 prospecting activities in the Amazon region.
Exploration of the First offshore discovery
continental platform of oil: the Guaricema
from Maranhão to field in Sergipe.
Espírito Santo is
initiated.
1986
The Technological Innovation and Advanced
1963 Development in Deep and Ultra-Deep Water
Program (PROCAP) is created. Initially, the
1954 The discovery of
program studies solutions for exploration and
the Carmópolis
Petrobras begins its production in water up to 1,000 meters deep.
(SE) field opens
activities, taking over Subsequently, the studies are extended to
up prospects for
the collection of waters 2,000-3,000 meters in depth.
production outside
assets of the former of Bahia. 1974 1999
National Petroleum
Council (CNP). The discovery of
1962 1994 Petrobras breaks the
Production is 2,700
barrels of oil per day.
The company
the Garoupa field
off the northern
coast of Rio de
The first semi-submersible
work offshore
production record at 2005
reaches the platform totally developed by the Roncador field
Janeiro marks the On December 19, Petrobras sets a
production mark Petrobras technicians in the Campos
beginning of the production record of 1,857,425
of 100,000 barrels (Petrobras-18) begins Basin, producing at
conquest of the barrels of oil per day. Work on the
of oil per day. operations in the Marlim field 1,853 meters of
Campos Basin, P-50 platform, which has the
of the Campos Basin). water depth.
which will become 1984 capacity to produce 180,000
the largest barrels a day, is concluded.
production region The giant Albacora field is Installed in the Albacora Leste
in the country. discovered in the Campos Basin. field of the Campos Basin, it will
Production reaches 500,000 assure sustainable oil self-
barrels per day. sufficiency for the country when it
hits peak production in 2006.
8. Conduct of the Oil market
Conduct of the Oil market
Oil prices continued rising in 2005, following a trend that began in 2004. the International Energy Agency, the oil price peaks were of short duration — US$ 67.5/bbl for Brent and US$
Even with the
Brent and WTI oil were, respectively, 42% and 36% more expensive than the 69.8/bbl for WTI. On the oil product market, however, the reduction by 30% of refining activity in United States
slowdown in the average of the previous year. This increase in prices, compared to the rises of led to an increase in real prices only comparable to that seen in the 1970s.
similar magnitude that occurred during the decade of the 1970s, has been Even with the slowdown in the growth of world demand — 1.4% in 2005 against 3.8% in 2004 — it cannot
growth of world
presenting a singular characteristic because it is predominantly due to market be said that the increase in the price of oil is reducing the consumption of oil products and, as a result, crude oil
demand — 1.4% in fundamentals rather than geopolitical events. sales. The control of the price of oil products in China and the subsequent stagnation of Chinese imports of such
products contributed to reduced growth in demand, as did the impact of the hurricanes on the U.S. economy.
2005 against 3.8% in
Oil Prices (US$/bbl, nominal) Nevertheless, prices remained high.
Source: Bloomberg
2004 — it cannot be The growth of oil production in non-OPEC countries declined drastically in 2005, remaining practically stable,
80
said that the increase 70
according to the calculations of the International Energy Agency, compared to an increase of about 1 million bpd
60 in 2004. This decline is explained less by the fall in production in the mature regions such as the North Sea, than
in the price of oil is 50 by the temporary halt in the Gulf of Mexico and — more importantly — by the strong slowdown of production in
reducing the 40
Russia that went from average annual increases of 10% in each of the past five years to 2.4% in 2005.
30
consumption of oil 20
10
products and, as a 1.1.00 1.5.00 1.9.00 1.1.01 1.5.01 1.9.01 1.1.02 1.5.02 1.9.02 1.1.03 1.5.03 1.9.03 1.1.04 1.5.04 1.9.04 1.1.05 1.5.05 1.9.05 1.1.06
Private Oil Stocks in the U.S. (M bbl)
OPEC Basket WTI Brent Source: US-DOE/EIA
result, crude oil sales. Cesta OPEP WTI Brent
350.000
Strong price swings during the year also demonstrated the nervousness of
the market in the face of any changes in the perception of the market funda-
330.000
mentals, a symptom of the exhaustion of capacity in the oil chain. In particu-
lar, in 2005 attention was concentrated more on the stress in refining rather 310.000
than on production capacity.
290.000
In this sense, the effect of the passage of Hurricanes Katrina and Rita
through the Gulf of Mexico was a clear sign that the system lacks flexibility to 270.000
2000-2004 band
2004
deal with unexpected events. Because the interruption of production was
250.000 2005
compensated for through the liberation of strategic inventories managed by 1 4 7 10 13 16 19 22 25 28 31 34 37 40 43 46 49 52
(after the hurricanes)
weeks
(semanas)
Faixa 2000-2004 2004 2005 (Depois dos furações)