Petrobras at a Glance
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Case Study T15: Investigating Root Causes of Catu
43rd Turbomachinery & 30th Pump Users Symposia (Pump & Turbo 2014) September 23-25, 2014 | Houston, TX | pumpturbo.tamu.edu INVESTIGATING ROOT CAUSES OF CATU COMPRESSOR STATION SHUT-DOWN DUE TO HIGH DISCHARGE TEMPERATURE Eduardo Guimarães Merçon Ricardo de Carvalho Pinheiro Gas Control Center Manager Operations Coordinator Petrobras Transporte S.A. - TRANSPETRO Petrobras Transporte S.A. - TRANSPETRO Rio de Janeiro, RJ, Brazil Rio de Janeiro, RJ, Brazil Pablo Adolfo Batista Nogueira Rodrigo Figueira Mourão Equipment Engineer Turbomachinery Engineer Petrobras Transporte S.A. - TRANSPETRO Petrobras Transporte S.A. - TRANSPETRO Rio de Janeiro, RJ, Brazil Rio de Janeiro, RJ, Brazil Paulo Bruno Vallim Peres Senior Consultant Petrobras Transporte S.A. - TRANSPETRO Rio de Janeiro, RJ, Brazil Eduardo Merçon is TRANSPETRO's Gas Ricardo Pinheiro has worked for Petrobras Pipelines Control Center Manager, with since 2005, mainly in the Control Center of over twelve years of experience in gas Natural Gas Transportation, acting as a pipelines operations. technical operator, project analyst of gas compressor stations and training instructor in courses and technical forums promoted by Petrobras. He holds a B.Sc. degree in mechanical engineering from the University of the State of Rio Pablo Nogueira has worked for Petrobras de Janeiro, Brazil. since 2010, as the responsible mechanical engineer locally based at Catu compressor Rodrigo Mourão is a Turbomachinery station. He has participated in the Engineer at Petrobras. He has more than 12 commissioning, field test acceptance, years of experience in turbomachinery, startup and plant maintenance of the Catu having worked formerly in aeronautical compressor station since its entry into industry during half of this time. -
Natural Gas Energy
Annual Report 2006 Contents - PROFILE, MISSION, VISION 2015, VALUES AND CONDUCT - HIGHLIGHTS - MESSAGE FROM THE CEO - OIL MARKET OVERVIEW - CORPORATE STRATEGY - BUSINESSES Exploration and Production Refining and Commercialization Petrochemicals Transportation Distribution Natural Gas Energy - INTERNATIONAL ACTIVITIES - SOCIAL AND ENVIRONMENTAL RESPONSIBILITY Human Resources Health, Safety and the Environment Social, Environmental, Cultural and Sports Sponsorship - INTANGIBLE ASSETS Technological Capital Organizational Capital Human Capital Relationship Capital - BUSINESS MANAGEMENT Business Performance Capital Markets Risk Management Corporate Governance Annual Report 2006 2 Profile Petrobras is a publicly listed company that operates on an integrated and specialized basis in the following segments of the oil, gas and energy sector: exploration and production; refining, commercialization, transportation and petrochemicals; the distribution of oil products; natural gas and energy. Founded in 1953, Petrobras is now the world’s 14 th largest oil company, according to the publication Petroleum Intelligence Weekly . The leader in the Brazilian hydrocarbons sector, the company has been expanding, in order to become an integrated energy business with international operations, and the leader in Latin America. Mission To operate safely and profitably, in a socially and environmentally responsible manner, within the oil, gas and energy sector, both domestically and abroad, supplying products and services that meet the needs of the customers, thereby -
Climate and Energy Benchmark in Oil and Gas Insights Report
Climate and Energy Benchmark in Oil and Gas Insights Report Partners XxxxContents Introduction 3 Five key findings 5 Key finding 1: Staying within 1.5°C means companies must 6 keep oil and gas in the ground Key finding 2: Smoke and mirrors: companies are deflecting 8 attention from their inaction and ineffective climate strategies Key finding 3: Greatest contributors to climate change show 11 limited recognition of emissions responsibility through targets and planning Key finding 4: Empty promises: companies’ capital 12 expenditure in low-carbon technologies not nearly enough Key finding 5:National oil companies: big emissions, 16 little transparency, virtually no accountability Ranking 19 Module Summaries 25 Module 1: Targets 25 Module 2: Material Investment 28 Module 3: Intangible Investment 31 Module 4: Sold Products 32 Module 5: Management 34 Module 6: Supplier Engagement 37 Module 7: Client Engagement 39 Module 8: Policy Engagement 41 Module 9: Business Model 43 CLIMATE AND ENERGY BENCHMARK IN OIL AND GAS - INSIGHTS REPORT 2 Introduction Our world needs a major decarbonisation and energy transformation to WBA’s Climate and Energy Benchmark measures and ranks the world’s prevent the climate crisis we’re facing and meet the Paris Agreement goal 100 most influential oil and gas companies on their low-carbon transition. of limiting global warming to 1.5°C. Without urgent climate action, we will The Oil and Gas Benchmark is the first comprehensive assessment experience more extreme weather events, rising sea levels and immense of companies in the oil and gas sector using the International Energy negative impacts on ecosystems. -
National Oil Companies: Business Models, Challenges, and Emerging Trends
Corporate Ownership & Control / Volume 11, Issue 1, 2013, Continued - 8 NATIONAL OIL COMPANIES: BUSINESS MODELS, CHALLENGES, AND EMERGING TRENDS Saud M. Al-Fattah* Abstract This paper provides an assessment and a review of the national oil companies' (NOCs) business models, challenges and opportunities, their strategies and emerging trends. The role of the national oil company (NOC) continues to evolve as the global energy landscape changes to reflect variations in demand, discovery of new ultra-deep water oil deposits, and national and geopolitical developments. NOCs, traditionally viewed as the custodians of their country's natural resources, have generally owned and managed the complete national oil and gas supply chain from upstream to downstream activities. In recent years, NOCs have emerged not only as joint venture partners globally with the major oil companies, but increasingly as competitors to the International Oil Companies (IOCs). Many NOCs are now more active in mergers and acquisitions (M&A), thereby increasing the number of NOCs seeking international upstream and downstream acquisition and asset targets. Keywords: National Oil Companies, Petroleum, Business and Operating Models * Saudi Aramco, and King Abdullah Petroleum Studies and Research Center (KAPSARC) E-mail: [email protected] Introduction historically have mainly operated in their home countries, although the evolving trend is that they are National oil companies (NOCs) are defined as those going international. Examples of NOCs include Saudi oil companies that have significant shares owned by Aramco (the largest integrated oil and gas company in their parent government, and whose missions are to the world), Kuwait Petroleum Corporation (KPC), work toward the interest of their country. -
2017 Corporate Responsibility Report
2017 corporate responsibility report 2017 corporate responsibility report chevron in Nigeria human energy R chevron in Nigeria 1 2017 corporate responsibility report 2 chevron in Nigeria 2017 corporate responsibility report “We are the partner of choice not only for the goals we achieve but how we achieve them” At the heart of The Chevron Way is our vision … to be the global energy company most admired for its people, partnership and performance. We make this vision a reality by consistently putting our values into practice. The Chevron Way values distinguish us and guide our actions so that we get results the right way. Our values are diversity and inclusion, high performance, integrity and trust, partnership, protecting people and the environment. Cover photo credit: Marc Marriott Produced by: Policy, Government and Public Affairs (PGPA) Department, Chevron Nigeria Limited Design and Layout : Design and Reprographics Unit, Chevron Nigeria Limited chevron in Nigeria 3 2017 corporate responsibility report the chevron way explains who we are, what we do, what we believe and what we plan to accomplish 4 chevron in Nigeria 20172017 ccorporateorpporatee resresponsibilityponssibility reportreport table of contents message from the CMD 6 about chevron in nigeria 7 social investments 8 health 9 education 12 economic development 16 partnership initiatives in the niger delta 20 engaging stakeholders 26 our people 29 operating responsibly 35 nigerian content 41 awards 48 chevron in Nigeria 5 2017 corporate responsibility report of rapid change in the oil and gas industry, our focus remains on delivering that vision in an ethical and sustainable way. Our corporate responsibility focus areas are aligned with our business strategy of delivering industry-leading returns while developing high-value resource opportunities. -
Report on the Brazilian Power System
Report on the Brazilian Power System Version 1.0 COUNTRY PROFILE Report on the Brazilian Power System IMPRINT COUNTRY PROFILE DISCLAIMER Report on the Brazilian Power System This report has been carefully prepared by the Version 1.0 authors in November 2018. We do not, however, take legal responsibility for its validity, accuracy, STUDY BY or completeness. Moreover, data as well as regulatory aspects of Brazil's energy policy are Agora Energiewende subject to change. Anna-Louisa-Karsch-Straße 2 10178 Berlin | Germany Instituto E+ Diálogos Energéticos Rua General Dionísio, 14 Humaitá | Rio de Janeiro | Brazil RJ | 22271 050 AUTHORS Carola Griebenow Amanda Ohara Funded by the Federal Ministry for Economics and Energy following a resolution by the German WITH KIND SUPPORT FROM Parliament. Luiz Barroso Ana Toni Markus Steigenberger REVIEW Roberto Kishinami & Munir Soares (iCS), This publication is available for Philipp Hauser (Agora Energiewende) download under this QR code. Proofreading: WordSolid, Berlin Please cite as: Maps: Wolfram Lange Agora Energiewende & Instituto E+ Diálogos Layout: UKEX GRAPHIC Urs Karcher Energéticos (2019): Report on the Brazilian Power Cover image: iStock.com/VelhoJunior System 155/01-CP-2019/EN www.agora-energiewende.de Publication: September 2019 www.emaisenergia.org Preface Dear readers, The energy transition is transforming our economies government. However, the successful transition to with increasing speed: it will have profound impacts the energy system of the future in Brazil will require on communities, industries, trade and geopolitical a broad and inclusive societal dialogue. Only if all relations. Concerns about climate change and energy stakeholder interests are recognised, will it be possi- security have been at the root of new technological ble to minimize negative impacts and maximize the developments. -
Latin American State Oil Companies and Climate
LATIN AMERICAN STATE OIL COMPANIES AND CLIMATE CHANGE Decarbonization Strategies and Role in the Energy Transition Lisa Viscidi, Sarah Phillips, Paola Carvajal, and Carlos Sucre JUNE 2020 Authors • Lisa Viscidi, Director, Energy, Climate Change & Extractive Industries Program at the Inter-American Dialogue. • Sarah Phillips, Assistant, Energy, Climate Change & Extractive Industries Program at the Inter-American Dialogue. • Paola Carvajal, Consultant, Mining, Geothermal Energy and Hydrocarbons Cluster, Inter-American Development Bank. • Carlos Sucre, Extractives Specialist, Mining, Geothermal Energy and Hydrocarbons Cluster, Inter-American Development Bank. Acknowledgments We would like to thank Columbia University's Center on Global Energy Policy and Philippe Benoit, Adjunct Senior Research Scholar at the Center, for inviting us to participate in the workshop on engaging state-owned enterprises in climate action, a meeting which played an instrumental role in informing this report. We would also like to thank Nate Graham, Program Associate for the Inter-American Dialogue’s Energy, Climate Change & Extractive Industries Program, for his assistance. This report was made possible by support from the Inter-American Development Bank in collaboration with the Inter- American Dialogue’s Energy, Climate Change & Extractive Industries Program. The opinions expressed in this publication are those of the authors and do not necessarily reflect the views of the Inter- American Development Bank, its Board of Directors, or the countries they represent. The views contained herein also do not necessarily reflect the consensus views of the board, staff, and members of the Inter-American Dialogue or any of its partners, donors, and/or supporting institutions. First Edition Cover photo: Pxhere / CC0 Layout: Inter-American Dialogue Copyright © 2020 Inter-American Dialogue and Inter-American Development Bank. -
Pride Drillships Awarded Contracts by BP, Petrobras
D EPARTMENTS DRILLING & COMPLETION N EWS BP makes 15th discovery in ultra-deepwater Angola block Rowan jackup moving SONANGOL AND BP have announced west of Luanda, and reached 5,678 m TVD to Middle East to drill the Portia oil discovery in ultra-deepwater below sea level. This is the fourth discovery offshore Saudi Arabia Block 31, offshore Angola. Portia is the 15th in Block 31 where the exploration well has discovery that BP has drilled in Block 31. been drilled through salt to access the oil- ROWAN COMPANIES ’ Bob The well is approximately 7 km north of the bearing sandstone reservoir beneath. W ell Keller jackup has been awarded a Titania discovery . Portia was drilled in a test results confirmed the capacity of the three-year drilling contract, which water depth of 2,012 m, some 386 km north- reservoir to flow in excess of 5,000 bbl/day . includes an option for a fourth year, for work offshore Saudi Arabia. The Bob Keller recently concluded work Pride drillships in the Gulf of Mexico and is en route to the Middle East. It is expected awarded contracts to commence drilling operations during Q2 2008. Rowan re-entered by BP, Petrobras the Middle East market two years ago after a 25-year absence. This PRIDE INTERNATIONAL HAS contract expands its presence in the announced two multi-year contracts for area to nine jackups. two ultra-deepwater drillships. First, a five-year contract with a BP subsidiary Rowan also has announced a multi- will allow Pride to expand its deepwater well contract with McMoRan Oil & drilling operations and geographic reach Gas Corp that includes re-entering in deepwater drilling basins to the US the Blackbeard Prospect. -
Shell in Brazil: Prospecting for the Future
100 YEARS OF SHELL IN BRAZIL: PROSPECTING FOR THE FUTURE Presentation at the British Consulate in Rio de Janeiro March 11th Flavio Rodrigues Shell Brasil Petróleo Ltda. Copyright of INSERT COMPANY NAME HERE January 2013 1 DEFINITIONS AND CAUTIONARY NOTE The companies in which Royal Dutch Shell plc directly and indirectly owns investments are separate entities. In this presentation “Shell”, “Shell group” and “Royal Dutch Shell” are sometimes used for convenience where references are made to Royal Dutch Shell plc and its subsidiaries in general. Likewise, the words “we”, “us” and “our” are also used to refer to subsidiaries in general or to those who work for them. These expressions are also used where no useful purpose is served by identifying the particular company or companies. “Shell Brasil Petróleo Ltda”, ‘‘Subsidiaries’’, “Shell subsidiaries” and “Shell companies” as used in this presentation refer to companies in which Royal Dutch Shell either directly or indirectly has control, by having either a majority of the voting rights or the right to exercise a controlling influence. The companies in which Shell has significant influence but not control are referred to as “associated companies” or “associates” and companies in which Shell has joint control are referred to as “jointly controlled entities”. In this presentation, associates and jointly controlled entities are also referred to as “equity- accounted investments”. The term “Shell interest” is used for convenience to indicate the direct and/or indirect ownership interest held by Shell in a venture, partnership or company, after exclusion of all third-party interest. This presentation contains forward-looking statements concerning the financial condition, results of operations and businesses of Royal Dutch Shell. -
Climate and Energy Benchmark in Oil and Gas
Climate and Energy Benchmark in Oil and Gas Total score ACT rating Ranking out of 100 performance, narrative and trend 1 Neste 57.4 / 100 8.1 / 20 B 2 Engie 56.9 / 100 7.9 / 20 B 3 Naturgy Energy 44.8 / 100 6.8 / 20 C 4 Eni 43.6 / 100 7.3 / 20 C 5 bp 42.9 / 100 6.0 / 20 C 6 Total 40.7 / 100 6.1 / 20 C 7 Repsol 38.1 / 100 5.0 / 20 C 8 Equinor 37.9 / 100 4.9 / 20 C 9 Galp Energia 36.4 / 100 4.3 / 20 C 10 Royal Dutch Shell 34.3 / 100 3.4 / 20 C 11 ENEOS Holdings 32.4 / 100 2.6 / 20 C 12 Origin Energy 29.3 / 100 7.3 / 20 D 13 Marathon Petroleum Corporation 24.8 / 100 4.4 / 20 D 14 BHP Group 22.1 / 100 4.3 / 20 D 15 Hellenic Petroleum 20.7 / 100 3.7 / 20 D 15 OMV 20.7 / 100 3.7 / 20 D Total score ACT rating Ranking out of 100 performance, narrative and trend 17 MOL Magyar Olajes Gazipari Nyrt 20.2 / 100 2.5 / 20 D 18 Ampol Limited 18.8 / 100 0.9 / 20 D 19 SK Innovation 18.6 / 100 2.8 / 20 D 19 YPF 18.6 / 100 2.8 / 20 D 21 Compania Espanola de Petroleos SAU (CEPSA) 17.9 / 100 2.5 / 20 D 22 CPC Corporation, Taiwan 17.6 / 100 2.4 / 20 D 23 Ecopetrol 17.4 / 100 2.3 / 20 D 24 Formosa Petrochemical Corp 17.1 / 100 2.2 / 20 D 24 Cosmo Energy Holdings 17.1 / 100 2.2 / 20 D 26 California Resources Corporation 16.9 / 100 2.1 / 20 D 26 Polski Koncern Naftowy Orlen (PKN Orlen) 16.9 / 100 2.1 / 20 D 28 Reliance Industries 16.7 / 100 1.0 / 20 D 29 Bharat Petroleum Corporation 16.0 / 100 1.7 / 20 D 30 Santos 15.7 / 100 1.6 / 20 D 30 Inpex 15.7 / 100 1.6 / 20 D 32 Saras 15.2 / 100 1.4 / 20 D 33 Qatar Petroleum 14.5 / 100 1.1 / 20 D 34 Varo Energy 12.4 / 100 -
Petrobras Domestic E&P Results and Perspectives
Petrobras Domestic E&P Results and Perspectives Hugo Repsold Junior General Manager for Domestic E&P Strategy and Portfolio October, 2006 •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. 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 CorporateCorporate TargetsTargets OverviewOverview 3 DomesticDomestic E&PE&P StrategyStrategy • Increase production and reserves Strengthen expertise in deep and ultra-deep -
Energy Roundtable
Energy Roundtable Oil & Gas Outlook: Brazil, Angola, Mozambique and Mexico September 18, 2019 Norman Nadorff Bruno Belchior Francisco Mendez Alexandre Chequer Gonçalo Falcão Paulo Rage Introduction • Welcome to the second annual Brazil, Angola, Mexico & Mozambique (“BAMM”) Round Table. • These are four key countries in the oil and gas industry upon which our energy practice group expends much effort for our clients. • A lot has changed (both positively and negatively) in the prior year in the BAMM countries and our panelists will discuss those changes. • As the end of a decade approaches, we focus on the 20’s and whether they will likely be roaring or boring for the oil industry in each country. • There will be a Q&A session at the end. Please hold questions until then to assure we adequately cover the major BAMM issues. 2 BRAZIL O&G Figures and Prospects Different E&P Regimes Concession Regime Law 9,478/1997 (Petroleum Law). Applicable to all blocks other than the pre-salt and strategic areas. Open access through competitive bids, individually or in consortium / Farm-in and Farm-out Production Sharing Regime Law 12,351/2010 (PSA Law). Pre-Salt and strategic areas. Open access through competitive bids individually or in consortium (Petrobras has preferential rights to hold 30% PI and to be the Operator) / Direct Contracting of Petrobras / Farm- in and Farm-out. Transfer of Rights (“ToR”) Law No. 12,276/2010 (ToR Law). Created by the Brazilian Government for the capitalization of Petrobras - assigned E&P rights in pre-salt areas to Petrobras under very attractive government takes.