Petrobras Integrated. Operations Management. Solange da Silva Guedes E&P Executive Manager September,

Transcription

1 Petrobras Integrated Operations Management Solange da Silva Guedes E&P Executive Manager September,

2 The presentation may contain forecasts about future events. Such forecasts merely reflect the expectations of the Company's management. Such terms as "anticipate", "believe", "expect", "forecast", "intend", "plan", "project", "seek", "should", along with similar or analogous expressions, are used to identify such forecasts. These predictions evidently involve risks and uncertainties, whether foreseen or not by the Company. Therefore, the future results of operations may differ from current expectations, and readers must not base their expectations exclusively on the information presented herein. The Company is not obliged to update the presentation/such forecasts in light of new information or future developments. All projects forecasted herein are subject to approval by the appropriate stakeholders. CAUTIONARY STATEMENT FOR US INVESTORS The United States Securities and Exchange Commission permits oil and gas companies, in their filings with the SEC, to disclose only proved reserves that a company has demonstrated by actual production or conclusive formation tests to be economically and legally producible under existing economic and operating conditions. We use certain terms in this presentation, such as oil and gas resources, that the SEC s guidelines strictly prohibit us from including in filings with the SEC. 2

3 Petrobras in Numbers Totally Integrated Company EUA Japão México Colômbia Venezuela Benin Nigéria Peru Bolívia Brasil Paraguai Gabão Angola Namíbia Tanzânia Chile Uruguai Argentina Upstream Downstream Distribution Gas & Energy International Biofuels Oil and Gas Production: 2,4 million boe/d 96% of Brazilian production 34% of total production in deep and ultra-deep water 12 refineries in Brazil Capacity: 2 million bpd Oil Production in Brazil: 1,997 thousand bpd service stations 38,1% share in Brazilian market 20% of gas stations in Brazil 9,190 km of gas pipeline Natural Gas: 74,9 million m 3 /d 3 LNG plant of total capacity of 41 million m3/d 7,028 MW of Power Generation 17 countries Proven reserves: 0,7 Bi boe (SPE) Oil and Gas Production: 235 mil boed Refinery capacity: 231 mil bpd 3 Biodiesel plants Alcohol New markets Largest producer of biodiesel in Brazil 3rd largest producer of ethanol in Brazil 3

4 Thousand bopd Production Long history of implementing offshore projects in Brazil 1, , , Onshore Shallow Water Deep Water Ultra Deep Water Pre-Salt 191 offshore production units (45 floating) 68 offshore drilling rigs 63 onshore drilling rigs Onshore Rig Onshore Facilities Fixed Platform Shallow Water FPSO Deep Water Pre-Salt 4

5 Petrobras E&P in Brazil 2013 Reserves Proven reserves: 12.3 billion boe (SEC) Manaus-AM (OU-AM) Natal-RN (OU-RN) Internal Reserve Replacement >100% in the last 21 years Aracaju-SE (OU-SEAL) Salvador-BA (OU-BA) Production 2,355 thousand boed Vitória-ES (OU-ES) Macaé-RJ (OU-BC) Rio de Janeiro-RJ (OU-RIO) Santos-SP (OU-BS) Itajaí-SC (OU-Sul) Exploration 168 Exploratory blocks Human Resources

6 Petrobras E&P Logistics Infrastructure Approximately 300 km to shore Limited infrastructure in shallow waters High demand: People transport (air and sea) Fluids and cargo transportation Impact on vessel specifications Harbor (North) Harbor (South) Harbor (Southeast) Harbor (Northeast) Airports (North) Airports (South) Airports (Southeast) Airports (Northeast) Critical Resources Accumulated Value Supply and Special Vessel

7 Pre-Salt Logistics Challenges São Paulo Angra Itaguaí X RJ Jacarepaguá Rio de Janeiro Cabo Frio Imbetiba X Macaé Curitiba Itanhaém Disponível SP X Santos HUB Brine and Fluids CARAGUATATUBA HUB Diesel HUB Diesel HUB Brine and Fluids HUB Brine and Fluids Santos Basin Integrating Logistics and Operations in Collaborative Environments 7

8 2020 Petrobras E&P Challenges Production around 4.2 millions bpd. Operation in more complex scenarios. Requirement of a strong integration of planning processes and under different contracts, so we need to: Dele Work Simplify pr Focus on g i o p ate decisions ntegrated cesses eople 8

9 Evolution of Petrobras IO x Digital Management Operational Control Center Remote Control Room Decision Support Center Turbomachines Monitoring Maintenance & Inspection Integrated Planning Colaborative Environment Exploration Logistics

10 Organizational objectives Increase operational efficiency Reduce operational costs Increase recovery factor 4 Reduce investment costs 10

11 Petrobras IO Definition & Methodology It is the integration of Exploration & Production operations, with focus on technical disciplines and partners, with a proactive approach, leading to better quality and a broader scope in operations planning. Key performance indicators should be defined and estimated continuously, during all phases of Petrobras IO implementation: PHASE PHASE PHASE PHASE PHASE Identification of opportunities Conceptual Project Basic Project Execution/ Implementation Operation 11

12 Petrobras IO Approach Production Asset - 1 Production Unit - 1 Production Unit - 2 Asset - 2 Production Unit - 3 Production Unit

13 Petrobras IO Approach Logistics Offshore Production Production Asset - 1 Drilling and Workover Asset - 1 Prodution Unit - 1 Asset - 2 Prodution Unit - 2 Drilling Unit - 1 Asset - 2 Drilling Unit - 2 Prodution Unit - 3 Prodution Unit - 4 Drilling Unit - 3 Drilling Unit - 4 New Projects Production Unit Drilling Unit 13

14 Petrobras IO - GIOP Reservoirs Monitoring Wells Surveillance Plant Surveillance Critical Equipment Monitoring Petrobras Integrated Operations Management Integrated Decisions Process Operational Support Integrated Planning Integrity Monitoring 14

15 Reservoir Monitoring (Rio de Janeiro) Real increase of 1,18% of oil production at Roncador - P 54 - due to reservoir and process plant optimization 15

16 Plant & Wells Surveillance (Macaé) Marlim Production and Process Monitoring: P-32 P-47 P-20 P-27 P-19 P-18 16

17 Plant & Wells Surveillance (Macaé) P-43 P-50 P-52 P-53 P-56 17

18 Integrated Planning & Operational Support Logistics (Macaé) Integration between final clients and Petrobras logistics through advanced IO clusters. Warehouse Packaging Ground Transport Port Operations Maritime Transport 18

19 Integrated Planning & Operational Support Subsea (Macaé) More than 197 days saved in the usage of PLSV; Reduction of 12% in navigation time; Increase of 5% in the efficiency of the fleet. The Subsea Services IO Center is a pilot project that accelerates learning and anticipation of earnings by integrating some critical processes, such as: Planning and scheduling of subsea operations; Monitoring, control and support of operations; Logistics monitoring and control of subsea materials. 19

20 Operational Support (Santos and Macaé) Plant and Wells Surveillance and Gas Distribution Network using predictive alarms and operations support Benefits Operations Support Gains through cases of application Better and quicker decisions Improved response to non-scheduled events Optimization of critical resources Effective gain in 2013 of Oil Production of 0.1% (800 bbl/d) in comparison to 2012 Indicator Dec/12 Jul/13 Fiscal Metering Compliance 94% 100% 20

21 Integrity and Critical Equipment Monitoring Integrated data collection on site Avoided a Failure of a Critical Equipment that saved a 10 h Stoppage of the Process Plant Remote Integrity Monitoring 21

22 Opportunities of improvement for Petrobras IO project Current integrated planning focuses mostly on the operational level, next steps will include tactical and strategic planning. Better integration of production and logistics. Use of international industry benchmarks. Use of new/more elaborate Change Management practices. Onshore IO both at Production and Drilling processes. 22

23 Overall Petrobras IO gains Better planning and prioritization, improving execution and reducing emergencies Better time response in service execution (reduction of delays and unproductive times) Better optimization of critical resources Reduction of administrative and planning activities in the operational front Improved integration between operation, materials & service supply and transport Increase of operational efficiency 23

24 FOTO: Michal Trochimiak/Stock.xchng Thank you! 24