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.
Project Management Overall Approach created by ex-McKinsey, Deloitte & BCG Consultants specialized in Project Management. Powerpoint version Downloadable at www.slidebooks.com.
1. Crossrail is a new railway for London and the southeast consisting of over 100km of track with 24 trains per hour in each direction, adding 10% to London's rail capacity.
2. Managing the integration of the complex railway systems between Crossrail and existing rail networks like Network Rail presented major risk management challenges.
3. Key risks included ensuring the different systems like signalling, power supply, and stations worked together, that all parties were ready for operations, and obtaining necessary safety approvals. Extensive testing and trial operations were required.
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This Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Strategy Consultants, after more than 3,000 hours of work. It is considered the world's best & most comprehensive Strategy Toolkit. It includes all the Frameworks, Analysis Tools & Document Templates required to excel in a Strategy position and define & implement a winning Strategy for your organization. This Slideshare presentation is only a small sample of our Toolkit. You can download the entire Toolkit at www.slidebooks.com
Risk Management Plan PowerPoint Presentation SlidesSlideTeam
Project managers often need to present PPT slides projecting certain areas of business concern. At times, it turns out to be a difficult task as forecasting of risks or estimating impact of the same needs a record of data. A Risk Management Plan PowerPoint Presentation Slides, therefore, is a must for all business operations. PowerPoint layout with information in every possible graphical format helps to track the positive and negative aspects of an uncertain event at its occurrence. Thus, presentation template for risk management acts as a buffer guide. Five core areas which include identification of risk, analysis, evaluation or ranking of risks, threat posed by the same and monitoring and review have been sectioned out well in PPT graphics making the task easier for you. The data compiled in PowerPoint slides helps to identify the potential threats and manage risk handling activities. Predefined guidelines and setting of controls in risk management slideshow presentation are also covered Focus on avoiding injury with our Risk Management Plan PowerPoint Presentation Slides. Always advocate careful handling.
Mergers and Acquisitions Toolkit - Framework, Best Practices and TemplatesAurelien Domont, MBA
This Toolkit was created by ex-McKinsey & Deloitte Consultants, and JP Morgan Investment Bankers, after more than 2,000 hours of work. It is considered the world's best & most comprehensive Mergers and Acquisitions Toolkit. It includes all the Frameworks, Tools & Templates required to improve the M&A capability of your organization and boost your personal career. This Slideshare Powerpoint presentation is only a small preview of our Toolkit. You can download the entire Toolkit in Powerpoint and Excel at www.slidebooks.com
Management Consulting Toolkit - Framework, Best Practices and TemplatesAurelien Domont, MBA
This Toolkit was created by ex-McKinsey, Deloitte & BCG Consultants, after 2,000+ hours of work. It is considered the world's best & most comprehensive Management Consulting Toolkit. It includes all the Frameworks, Tools & Document Templates required to improve the Management Consulting Capability of your organization & excel as a Management Consultant. This Slideshare Powerpoint presentation is only a small preview of our Toolkit. You can download the entire Toolkit at www.slidebooks.com
This Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants after more than 3,000 hours of work. It shares our combined 100+ years of experience advising executive teams around the world. It includes all the Frameworks, Best Practices & Templates required to successfully implement an operating model and organization design initiative, and make your strategy happen.
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8. Mergers and Acquisitions Toolkit - Overview and Approach.pptxKamran181656
This document provides an overview of a mergers and acquisitions toolkit created by former JP Morgan investment bankers and McKinsey and Deloitte consultants. The toolkit includes frameworks, tools, templates, tutorials and other resources to guide companies through the M&A process. It outlines a six-phase approach for mergers and acquisitions: defining an M&A strategy, identifying target companies, building a business case, conducting due diligence, executing the transaction, and integrating the merged companies. The toolkit aims to increase success rates for M&As by providing best practices and lessons learned from over 4,000 hours of work and experience with over 200,000 executives and consultants.
Fintech New York: Partnerships, Platforms and Open Innovationaccenture
We are in the midst of a major disruption in the financial services that will see increasing adoption and evolution of disruptive FinTech solutions. Read our report released at the Fintech Innovation Lab’s Fifth Annual Demo Day Event.
This Toolkit was created after 1,100+ hours of work by ex-McKinsey, Deloitte & BCG Consultants specialized in Project Management. It is considered the world's best & most comprehensive Project Management Toolkit. It includes all the Frameworks, Tools & Templates required to improve the Project Management Capability of your organization & excel as a Project Manager. Powerpoint and Excel version Downloadable at www.slidebooks.com
This document discusses project governance for the "STAR Service Center" case study. It begins with an introduction to the project and outlines the project governance framework, which included a project owner, director, board, manager, and team. It then analyzes the case study based on four principles of effective project governance: ensuring single accountability, aligning ownership with service delivery, separating stakeholder and decision-making roles, and distinguishing project and organizational governance structures. The analysis finds that accountability was clear but some roles like the senior user were not well-defined initially. It also notes that the director had multiple roles that may have contributed to project delays. In conclusion, it recommends following a clear governance framework and avoiding multi-role players to help projects
EY Price Point: global oil and gas market outlook, Q2 | April 2022EY
The theme for this quarter is rearrangement. The loss, or potential loss, of Russian oil and gas supplies is forcing producers, refiners and traders to rethink the flow of crude oil and refined products from the wellhead to the gas pump in light of sanctions, potential sanctions and the risk of reputational damage. Countries, companies and consumers will all be searching for ways to adapt, and the outcome of the race to bring alternatives to market could alter the global energy landscape for years to come.
It is likely crude oil and LNG prices will remain elevated for some time. The process of diverting Russian oil through countries unwilling to sanction it will take time and there is little indication OPEC members are willing (or able) to increase production to make up for the loss of Russian crude. Spare capacity sat at 3.7 mbpd at the end of 2021, just above where it was in January 2020. Currently, sanctioned Venezuelan and Iranian production (about 3 mbpd below their peak) could fill the gap, but political and commercial obstacles remain. At today’s prices, US shale production is attractive, but the fastest the industry has been able to grow is between 1mbpd and 2mbpd per year. The LNG infrastructure was already stretched before the war in Ukraine and there is little prosect of finding new supplies soon.
As the largest buyer of Russian energy, Europe will be the epicenter. There is a deeply embedded bias there in favor for renewable energy, and the current crisis is certain to result in an all-out effort to accelerate the build-out of wind and solar power. The capacity to add new green energy is limited though by the project pipeline and supply chains for solar panels and wind turbines, and it is likely that much of the shortfall will be made up with the new LNG infrastructure.
The document provides an executive summary of the Indian fashion industry and a company's plans to enter the sustainable fashion market in India. Key points include:
- The Indian fashion market is expected to reach $190 billion by 2026, with sustainable fashion currently targeting premium customers due to higher costs.
- The company plans to leverage growth drivers like increased internet penetration and local raw materials. Technology innovations around NFTs and virtual trial rooms are proposed to engage customers.
- Market research found low awareness of sustainable fashion in India. Customers will be motivated by trends, designs, prices, and communication of benefits.
- A multi-channel strategy including stores, online, influencers and loyalty programs is recommended to
Management Consulting Toolkit with Great Powerpoint PresentationsAurelien Domont, MBA
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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 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.
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.
- 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
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.
2015-2019 Business and Managment Plan-press-conferencePetrobras
The document outlines Petrobras' 2015-2019 Business and Management Plan which aims to deleverage the company and generate value for shareholders. Key targets include reducing net debt/EBITDA ratio below 3.0x by 2018 and 2.5x by 2020. Investments will be reduced 37% to $130.3 billion with 83% going to exploration and production. Oil and gas production in Brazil is projected to reach 2.8 million boe/day by 2020. Challenges include market volatility, achieving production targets, and successful divestments.
The document provides an investor update on Phillips 66's second quarter of 2015. It discusses the company's diversified portfolio of downstream businesses, resilient cash flow, disciplined capital allocation, and growth in chemicals and midstream. It highlights financial results for the second quarter including adjusted EBITDA of $2.1 billion, capital expenditures of $1.2 billion, and distributions of $0.6 billion. The document also summarizes strategies and growth opportunities across Phillips 66's various business segments.
bp reported its third quarter 2020 financial results. Brent oil prices were 45% higher compared to the second quarter, while bp's refining marker margin was 5% higher. bp's underlying replacement cost profit was $0.1 billion for the third quarter, compared to a loss of $6.7 billion in the previous quarter, driven by higher oil prices and improved refining margins. Net debt fell to $40.4 billion due to a cash inflow of $0.6 billion. bp expects 2020 upstream production excluding Rosneft to be lower than 2019 and organic capital expenditure to be around $12 billion.
1) TRC reported financial results for Q1 FY2017 with revenue increasing 24% year-over-year to $124.3 million and net income decreasing 19% to $3.6 million.
2) The infrastructure segment saw the largest revenue growth of 23% driven by increased public-private partnership and state/local government activity.
3) While revenue grew across most segments, profit declined for environmental and oil & gas due to challenging market conditions in those industries.
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.
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.
12 12-16 barclays beaver creek utilities conference finalAES_BigSky
The document provides an overview of AES Corporation's business operations and growth strategy:
- AES operates in key high-growth markets with scale and locational advantages as a low-cost provider.
- The company is pursuing a $6.4 billion construction program to capitalize on these positions, funded through debt and equity.
- AES aims to strengthen its balance sheet by growing free cash flow, reducing debt, and achieving investment grade credit ratings by 2020. This will support disciplined growth and dividend increases.
03 30-15 april investor presentation finalAES_BigSky
This document provides an overview of The AES Corporation, including its business operations, portfolio, growth drivers, and financial guidance. Some key points:
- AES operates in 6 strategic business units across 21 countries, with over 34,000 MW of power generation capacity.
- The company has taken steps to reduce risk and complexity by exiting non-core markets and improving profitability. It is also pursuing a $1.5 billion construction program that is 70% funded and expected to drive earnings growth through 2018.
- For 2015, AES provides Adjusted EPS guidance of $1.25-$1.35 per share, and proportional free cash flow guidance of $1-1.35 billion. It expects to allocate
03 30-15 april investor presentation finalAES_BigSky
This document provides an overview of The AES Corporation including forward-looking statements and key assumptions. It summarizes AES' business operations across six strategic business units, with 34,732 MW in operation globally. The presentation discusses AES' value proposition, growth drivers through 2018 such as its construction program, and capital allocation plan through 2018. It provides guidance for 2015 adjusted EPS and proportional free cash flow, and outlines various risk factors and sensitivities.
02 27-18 march investor presentation finalAES_BigSky
The document discusses AES Corporation's business operations and future plans. It states that AES aims to deliver 8-10% average annual growth in earnings and parent free cash flow through 2020. It also aims to achieve investment grade credit metrics in 2019 and reduce its carbon intensity by 25% from 2016-2020 and 50% by 2030. AES expects to achieve $500 million in cost savings by 2020 and is adding 4.4 GW of new capacity through projects under construction by 2020 to transform and simplify its portfolio.
09 25-17 wolfe power & gas leaders conference finalAES_BigSky
The document provides an overview of the AES Corporation's presentation at the Wolfe Power & Gas Leaders Conference on September 26, 2017. It discusses AES' business operations, financial projections, growth strategies and capital allocation plans. Key points include AES targeting 8-10% annual growth in EPS and free cash flow through 2020, increasing its average contract length to 10 years by adding over 8 GW of new capacity, and improving risk profiles by reducing coal exposure and increasing US dollar-denominated cash flows.
BP reported $2.3 billion in underlying replacement cost profit for 3Q 2019, down from $2.8 billion in 2Q 2019 due to lower oil and gas prices and production impacts from adverse weather. Cash flow from operations was $6.5 billion for the quarter. BP continues to advance its strategy and energy transition, announcing partnerships to expand electric vehicle charging infrastructure in China and the UK, while growing its solar development business. Production from major projects start-ups and expansion of low carbon businesses supported the company's long-term strategy and financial framework.
Similar to Strategic Plan and 2017-2021 Business & Management Plan (20)
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.
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.
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.
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 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.
Plano Estratégico e Plano de Negócios e Gestão 2017-2021Petrobras
Este documento apresenta o Plano Estratégico e de Negócios da empresa para o período de 2017-2021, com o objetivo de guiar a empresa rumo à sua visão de longo prazo. O plano descreve onde a empresa está atualmente, enfrentando desafios como endividamento e preços baixos de petróleo, e onde deseja chegar, com métricas focadas em segurança e redução da alavancagem. O plano também explica como a empresa pretende alcançar seus objetivos por meio de iniciativas de redução de custos, par
O Conselho de Administração da Petrobras aprovou o Plano de Negócios e Gestão 2015-2019, com objetivos de desalavancagem da companhia e geração de valor para acionistas. O plano prevê reduzir a alavancagem líquida para menos de 40% até 2018 e 35% até 2020, com desinvestimentos de US$ 15,1 bilhões em 2015-2016 e US$ 42,6 bilhões em 2017-2018. A produção total esperada é de 3,7 milhões de barris de óleo equivalente por dia em 2020, com o pré
1) A Petrobras divulgou seus resultados do primeiro trimestre de 2016, apresentando prejuízo líquido de R$ 1,2 bilhão.
2) Os resultados foram impactados negativamente pela queda nos preços do petróleo e câmbio desfavorável.
3) A produção total de petróleo e gás natural da Petrobras no Brasil e no exterior caiu 1% em relação ao trimestre anterior.
Este documento resume os resultados financeiros da empresa no 4o trimestre e exercício de 2015. Apresenta dados sobre receita, custos, lucros, investimentos e produção. Destaca o fluxo de caixa positivo de R$15,6 bilhões em 2015, após anos negativos, e o EBITDA ajustado 25% maior que 2014. Contém também detalhes sobre impairment de ativos.
The document provides results highlights for Petrobras' 3rd quarter 2015. Key points include:
- Oil, natural gas, and NGL production increased 1% compared to the previous quarter.
- Free cash flow was R$3.8 billion for the quarter.
- Net income declined significantly to a loss of R$3.8 billion due to higher exchange rate losses on foreign debt and higher legal contingencies.
- Domestic oil product sales volumes increased slightly while oil product exports declined.
- Petrobras provides an update and adjustments to its 2015-2019 Business and Management Plan.
- Key targets include reducing net debt, lowering net leverage below 40% by 2018 and 35% by 2020, prioritizing oil production in Brazil with a focus on pre-salt layers, and generating value for shareholders through capital discipline.
- Investments are reduced by 37% compared to the previous plan, with most funds going to exploration and production, particularly in pre-salt areas of Brazil. Production is expected to increase through new offshore systems coming online over the next few years.
Confira destaques das nossas operações e resultados financeiros.
O Fact Sheet da Petrobras é uma publicação anual que consolida as informações relativas ao exercício fiscal. Nele você pode conferir o Perfil da Companhia, as Vantagens Competitivas, os Resultados Financeiros Consolidados, os Dados Operacionais e a Responsabilidade Social e Ambiental. Nossa Atuação Internacional também está presente no documento, assim como o Plano de Negócios da Petrobras e a Performance de nossas ações na Bovespa e em Nova Iorque (NYSE).
Check out highlights of our operations and financial results.
Petrobras’ Fact Sheet is an annual publication that consolidates the information relative to the fiscal year. In it, you can find the Company’s Profile, Competitive Advantages, Consolidated Financial Results, Operating and Social and Environmental Responsibility Data. The document also features our International Operations, as well as Petrobras’ Business Plan and the Performance of our shares at Bovespa and New York (NYSE).
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In today's competitive business environment, a well-defined marketing strategy is essential for
any organization aiming to achieve long-term success. A marketing strategy serves as a
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analyzing consumer behavior, and identifying the most effective ways to communicate the
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The global family/indoor entertainment centers market is valued at US$ 41 Bn in 2022 and is projected to exhibit growth at a CAGR of 12.2% and reach US$ 130 Bn by the end of 2032.
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2. 2
FORWARD-LOOKING STATEMENTS:
DISCLAIMER
The presentation may contain forward-looking statements about future
events within the meaning of Section 27A of the Securities Act of 1933,
as amended, and Section 21E 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.
Disclaimer
—
We undertake no obligation to publicly update or revise any forward-
looking statements, whether as a result of new information or future
events or for any other reason. Figures for 2016 on are estimates or
targets.
All forward-looking statements are expressly qualified in their entirety
by this cautionary statement, and you should not place reliance on any
forward-looking statement contained in this presentation.
In addition, this presentation also contains certain financial measures
that are not recognized under Brazilian GAAP or IFRS. These measures
do not have standardized meanings and may not be comparable to
similarly-titled measures provided by other companies. We are
providing these measures because we use them as a measure of
company performance; they should not be considered in isolation or
as a substitute for other financial measures that have been disclosed
in accordance with Brazilian GAAP or IFRS.
NON-SEC COMPLIANT OIL AND GAS RESERVES:
CAUTIONARY STATEMENT FOR US INVESTORS
We present certain data in this presentation, such as oil and gas
resources, that we are not permitted to present in documents filed
with the United States Securities and Exchange Commission (SEC)
under new Subpart 1200 to Regulation S-K because such terms do not
qualify as proved, probable or possible reserves under Rule 4-10(a) of
Regulation S-X.
3. WHERE WE ARE
WHERE WE WANT TO BE
HOW WE WILL GET THERE
LONG TERM STRATEGIC DRIVERS
3
5. Uncertainties in the global economy
—
Stagnation in Europe and Japan
Slowdown in China
Middle East scenario
U.S. elections and FED monetary policy
Brexit
5
6. Excess supply pushes oil prices down
—
Supply and demand balance
Source: U.S. Energy Information Administration
Average deficit: 0.1 kbpd Average surplus: 1.7kbpd
-0.2
-1.2
-0.6
1.4
0.5
-0.8
-0.9
-0.5
0.2
-0.4
-0.9
0.5
0.7
0.4
1.9
1.8
2
1.4
2.4
1.3
0.9
6
2011 2012 2013 2014 2015 1Q16 2Q16
7. Uncertainties in the oil industry
—
20
40
60
80
100
120
140
2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016
Source: Bloomberg. Data as of 09/13/2016
7
Brent Price Trend (2005 – 2016)
(US$/bbl)
Sharp drop in oil
prices
8. Transformations facing the oil industry
—
Changes in the competitive scenario: shale oil/gas
Portfolio optimization
Asset sales
Lower capex and opex
Capital and financial discipline
Adjustments to the workforce
8
9. The Brazilian context
—
9
Lava Jato
Challenging economic scenario
Fiscal imbalance
Deep and prolonged recession
Rising unemployment
Inflation above target
Political transition
Program of Public Private Partnerships with the federal government
10. Petrobras context
—
10
High levels of debt, with concentrated maturities
Increasing costs associated with debt renewals
Challenging regulatory framework
Local Content requirements
Obligatory pre-salt participation
Frequent Structural changes
(Unification of fields and tax hikes)
Judicial disputes
14. An integrated energy company
focused on oil and gas that
evolves with society, creating
high value, with a unique
technical capability
OUR VISION
14
16. Main Metrics of Strategic Plan (SP) and Business and Management Plan (BMP)
—
SAFETY FINANCIAL
Reduction of
36%In the Total Recordable Injury
Frequency Rate (TRIFR*)
Reduction in
LEVERAGE
Net Debt/EBITDA
* TRIFR = number of reportable injuries per million man-
hours
TO
2.5
by 2018
FROM
5.3
in 2015
TO
1.4
in 2018
FROM
2.2
in 2015
16
18. Highlights of the Plan
—
main metrics drive the strategy
Unified Plan
New management system
with targets up to supervisory level
Disciplined execution: systematic monitoring of
goals with mid-course corrections
New tools of
cost management
Meritocracy
2
(SP and BMP)
18
Engagement of the leadership
20. A world of change in the two
leading global economies, the USA
and China, but without any
important changes to the energy
matrix and the values and behavior
of society.
STREAM CORAL
Transformation of consumer
behavior and values, with transition
to a low-carbon matrix.
Fight against corruption
and better internal
controls
SHOAL
Natural gas assumes a more
important role in the energy
matrix while society is concerned
with local environmental issues.
Base case scenario
Petrobras is working with 3 long-term scenarios
—
20
21. Main variables in the base case scenario
—
48
Brent Prices
(US$/bbl - base year 2016)
Nominal exchange rate
(R$/US$)
56
68
71
0
40
80
120
2016 2017 2018 2019 2020 2021
Source: Petrobras; IHS, PIRA, IEA, Focus report
Range of estimates(IHS, PIRA and IEA)
71
45
21
Petrobras
3.48 3.55
3.71 3.72 3.74 3.78
2,20
2,70
3,20
3,70
4,20
4,70
2016 2017 2018 2019 2020 2021
Intervalo Focus Petrobras
4.70
4.20
3.70
3.20
2.70
2.20
Market forecast
Range of estimates (IHS,PIRA and IEA)
24. Partnerships and divestments
—
2015-2016 2017-2018
19.5
15.1
Amount in US$ Billion
24
Benefits of the partnerships
Risk sharing
Capex reduction
Increased capacity to invest along the value chain
Technological exchange
Strengthening of corporate governance
The partnerships and divestments program of
Petrobras leverages third parties investments
that might surpass US$ 40 Billion* in the next
10 years.
* Does not consider investment of suppliers to increase capacity
25. Investment spending by Petrobras (Capex)
—
25
2017 Capex
US$ 19.2 Billion
0,00
20,00
40,00
60,00
80,00
100,00
PNG 2015-2019
(revisão JAN 2016)
PNG 2017-2021
81%
82%
17%
17%
2%
1%
Comparison of total capex
(US$ Billion)
Exploration & Production (E&P) Other segmentsRefining & Natural Gas (RNG)
98.4
74.1
-25%
2015-2019 BMP
(Jan 2016 review)
2017-2021 BMP
26. Strategies
—
An integrated energy company
focused on oil and gas that
evolves with society, creating
high value, with a unique
technical capability
26
3 strategies
27. Strategies
—
An integrated energy company
focused on oil and gas that
evolves with society, creating
high value, with a unique
technical capability
27
4 strategies
28. Strategies
—
An integrated energy company
focused on oil and gas that
evolves with society, creating
high value, with a unique
technical capability
28
4 strategies
29. Strategies
—
An integrated energy company
focused on oil and gas that
evolves with society, creating
high value, with a unique
technical capability
29
7 strategies
30. Strategies
—
An integrated energy company
focused on oil and gas that
evolves with society, creating
high value, with a unique
technical capability
30
3 strategies
31. 72initiatives
Main themes
—
21strategies
Implantation of
Zero Based
Budgeting
Strengthening
of internal
controls
Merit-based
performance
management
Strengthening
of the safety
culture
Streamlining
decision
making
Improvement of
risk
management
31
Reinforcing
prevention
against
corruption
33. Strategies
—
An integrated energy company
focused on oil and gas that
evolves with society, creating
high value, with a unique
technical capability
Manage the E&P project portfolio in an integrated manner
Prioritize development of deep-water production, with a focus on
strategic partnerships, combining technical competencies and
technologies
Manage the exploratory portfolio in order to maximize economic
viability thereby ensuring the sustainability of oil and gas
production
Continually improve upon productivity and cost reduction while
following best international practices
Strengthen reservoir management to maximize the value of E&P
contracts in all the regulatory regimes, seeking opportunities to
continuously incorporate reserves
33
34. We still have many challenges ahead
—
34
Access to already
discovered volumes and
increase in the value of
existing assets with the
participation of strategic
partners
2018
MANAGEMENT of reservoirs and increase in recovery factor
Portfolio management with
a focus on profitability
and cash generation in the
short term, with the aim of
deleveraging
TODAY
Opening of new
exploratory frontiers
and intensification of
pre-salt development
2020+
35. Value creation through portfolio optimization
—
Oil fields
Consolidated
view of the portfolio
Lower riskHigher risk
HigherreturnLowerreturn
Illustrative example
35
A
B
C
D
E
F
G
I
JH
K
36. Pre-Salt Post-Salt
34% 66%
Production Development
+ Exploration
Total E&P
US$ 60.6 billion
Upstream capex breakdown
—
Suporte Operacional Exploração
13% 11%
76%
36
Production developmentExploration Operational support
Concession
Transfer of Rights
Production Sharing (Libra)
37. 37
Greater well productivity
in concessions
Experience acquired
in well construction
Fewer wells to top capacity
3 times faster
Shorter well construction time
in concessions
2016
2010
26
20
2016
2010
6
8
kbpd/well
Until 2016
Until 2010
124
3
2016
2010
89
310
Days construction
per well
Efficiency gains: Santos Basin pre-salt case
—
+ 30% productivity - 25% wells
204 wells drilled
Lower capex
for the same
production
Number of wells built
(drilled and completed)
Producing wells
38. Lula field: faster well construction and connection
—
2010 2016
60%
reduction in well
construction and
connection times
6 units in
Angra dos Reis
Paraty
Itaguaí
Mangaratiba
Maricá
Saquarema
1 unit in
Angra dos Reis
38
39. Increased share of pre-salt in the
portfolio, with lower lifting costs
Gains from contractual renegotiations
Management of drilling rig idleness
Optimization of support vessel logistics
Reduction in labor costs
Reduction in operating costs
—
Lifting Cost (US$/boe)
0
2
4
6
8
10
12
14
16
2014 2015 2016 2017-2021*
14.6
12
11
9.6
* Average for the period
39
41. 41
0
1
2
3
4
2017 2021
Produção Óleo, LGN e Gás
Oil+ NGL Brazil
Oil + gas International
2.52
3.34
2.07
2.77
Natural gas Brazil
2.62
3.41
Production profile
—
Oil , NGL* and Gas production
(million boed)
* Natural Gas Liquids
43. Strategies
— Reduce Petrobras’ E&P, Refining, Transportation, Logistics,
Distribution and Sales risk through partnerships and divestments
Promote a market parity price policy and maximize margins in the
value chain
Optimize the business portfolio, withdrawing entirely from biofuel
production, LPG distribution, fertilizer production and
petrochemical interests, preserving technological competencies in
areas with development potential
Maximize value creation in the gas chain, aligned with regulatory
developments, ensuring the monetization of proprietary production
and optimizing participation in the chain of natural gas as a fuel of
transition to the long term
Restructure the Energy Businesses, consolidating the
thermoelectric assets and other businesses in this segment, seeking
the alternative that maximizes value for the company
Review the Lubricant business, with the purpose of maximizing
value creation to Petrobras
43
An integrated energy company
focused on oil and gas that
evolves with society, creating
high value, with a unique
technical capability
44. 33%
25%
11%
24%
7%
RTC - Operational continuity RTC - Capital investments
G&E - Operational continuity G&E - Capital investments
Others (Petrobras Distribuidora, PBIO and R&D)
Total RNG
U$S 12.4 Billion
44
RTC: Refining, Transportation and Commercialization; G&E: Gas & Energy; PBIO: Petrobras Biocombustível; R&D: Research & Development.
Refining and Natural Gas capex breakdown
—
45. 2014 2015 2016 2017-2021
0.49
0.37
0.31
0.29
Integration of common and
interdependent activities among the
refineries
Optimization of support resources
Optimization of the consumption of
power, catalyzers and chemicals
Optimization of maintenance
expenditures
Reduction in operating costs
—
Refining Cost
(US$ thousand/UEDC1)
451. Unit of equivalent destilation capacity
2. Average for the period
2
46. Main Projects
—
46SNOX: emission reduction unit;
UTGCA: Monteiro Lobato Gas Treatment Unit .
Seeking partnership
Seeking partnership
In final stages
100 kbpd 130 kbpd
SNOX unit
(under procurement)
1st refining unit
(Train I)
2nd refining
unit (Train II)
Gas Processing
Unit
Refinery
RNEST (Abreu e Lima)
COMPERJ
Expansion of UTGCA
under study
Route 1
Pre-salt gas flow
Gas pipeline and Gas Processing
Unit implementation
Route 3
48. Strategies
—
Enable the conception and implementation of projects with low
break-even oil prices, complying with safety and environmental
requirements
Ensure the constant development of technological competencies
in areas with development potential, strengthening the
performance of the current business and opening options for
competitive operations with low-carbon and renewable energy
technologies and refinery-petrochemical integration
48
An integrated energy company
focused on oil and gas that
evolves with society, creating
high value, with a unique
technical capability
49. 49
What is the contribution of technology for the Business and Management Plan?
—
Subsea system
Wells optimization
Focus:
Partnership between operators and
suppliers
Improvement:
History/future:
Procap Prosal Cost Reduction
Program
Reduction of CO2 emissions
Natural gas as a transition fuel
Focus:
Monitoring new business opportunities
Improvement:
Energy efficiency/water consumption
Current Price Scenario
Capex Opex
Costs Reduction
Future Scenario
Reducing
Emissions
Energy
Company
Sustainability
50. LEGEND
CONCESSION
PSA
TRANSFER OF
RIGHTS
50
Start-up of new production units
—
2017 2018 2019 2020 2021
TARTARUGA
VERDE E MESTIÇA
LULA NORTE
LULA SUL
TLD DE LIBRA
BÚZIOS 2
BÚZIOS 1
BÚZIOS 3
BÚZIOS 4 BÚZIOS 5
PILOTO LIBRA
REVIT. DE MARLIM
MÓD. 1
REVIT. DE MARLIM
MÓD. 2
LIBRA 2 NW
ITAPU
INTEGRADOPARQUE
DASBALEIAS
BERBIGÃO
LULA EXT. SUL
ATAPU 1
SÉPIA
52. Strategies
—
Promote an environment of participation and mutual trust,
focused on results that add value, with safety, ethical conduct,
responsibility, encouragement of active debate, meritocracy,
simplicity and compliance
Align social responsibility actions with the company’s projects
Manage the process of contracting goods and services with a
focus on value, aligned with international standards and metrics,
meeting compliance requirements, maintaining flexibility in
adverse and volatile demand scenarios and contributing to the
development of the chain as a whole
52
An integrated energy company
focused on oil and gas that
evolves with society, creating
high value, with a unique
technical capability
53. 53
Program: Commitment to Life
—
Training focused on knowledge of risks and processes
Continuous training program on “Golden Rules” to the whole workforce
Accountability framework with a different approach to error and violation;
and positive practices and attitudes
Management assessment process with focus on process safety asset
integrity and risk management, with mandatory correction of critical
deviations
Improvement of HSE performance management of contractors and
suppliers, with the application of the accountability framework
Enhancement
of the risk-
based safety
process
Accountability
framework
Obligation to
act
Integrated
Actions
LEADERSHIP COMMITMENT
54. 54
Attracting and retaining
Assessment and performance management
based on objective metrics
talents
54
Meritocracy
Culture change driven for results
Skills Management
Compensation based on performance
Personnel Management
—
55. Reduction in labor costs
—
employees, of which 2,470
from the 2016 Program
9,670 employees are expected to leave by mid-
2017, of which 400 from the 2014 Program
9,270
55
Voluntary Severance Incentive Programs 2014-2016
Decrease of contractors
114,000 since December 2014*
* Service contractors of worksite and assembly, administrative, operations, scheduled maintenance and abroad.
56. COMPLIANCE
Standardization
Selection of
suppliers
Decision-making
and controls
Planning
Incentives
alignment
Inventory
reduction
PROJECTS
AND OPERATION
Management of the procurement process
—
Supplier management:
• Quality
• Financial risk
• Integrity risk
• HSE risk
Strategy to reduce
budgetary risks
RISKS
TCO – Total Cost
of Ownership
Co-engineering
(supplier market)
New business models
Supplier development
VALUE
GENERATION
56
58. Strategies
—
Strengthen internal controls and governance, ensuring
transparency and an effective system for preventing and combating
irregularities, without prejudice to agility in the decision-making
process
Recover Petrobras’ credibility and strengthen its relation and
reputation with all its stakeholders, including the controlling and
supervisory bodies of the company
58
An integrated energy company
focused on oil and gas that
evolves with society, creating
high value, with a unique
technical capability
59. Due diligence counterparty
Integrity background check for
candidates to key positions
Adherence to the Code of Ethics and
the Guide to Ethical Conduct for 100%
of employees
Board of Directors and Executive
Board are selected exclusively by
technical criteria
Independent whistleblower channel
Correction Committee
Foreign Corrupt Practices Act
DOJ and SEC
UK Bribery Act
Brazilian Law 12.846/2013
Brazilian Decree-Law 8.420/2015
Brazilian Law 13.303/2016
CORRUPTION
PREVENTION
Program
Code of
ETHICS
59
Measures adopted to strengthen compliance
—
60. Review of the decision-making process
Elimination of approvals by single individuals
Creation of statutory technical committees
Statutory Audit Committee
New Advisories Committees for the Board of Directors
Alignment of guidelines for all companies in Petrobras System
Definition of succession process for managerial and executive positions
Reorganization of the structure of the company
60
Measures adopted to strengthen governance
—
62. Strategies
—
Ensure disciplined use of capital and return to shareholders in all
Petrobras projects, with high reliability and predictability in the
delivery
Operate with an emphasis on partnerships and divestments as key
value generation elements
Maintain transparent, respectful and proactive dialogue
with all stakeholders, through the use of the best and most up-to-
date internal and external communication practices
62
An integrated energy company
focused on oil and gas that
evolves with society, creating
high value, with a unique
technical capability
63. Sources and Uses
—
158
19
2
Sources
74
73
32
Uses
Partnerships and divestments are
essential to enable the planned
capex
179 179
63
Investments
Amortizations
Financial Expenses Operating Cash Flow (after dividends)
Use of Cash
Partnerships and Divestments
Sources and Uses 2017-2021
(US$ billion)
No requirement for new net debt
during the 2017-2021 period
64. Main risks*
—
Material changes to market conditions
Divestments and partnerships below plan
Judicial disputes
Renegotiation of the Transfer of Rights terms
Impact of Local Content on costs and timing of the projects
Delays in the construction of platforms
Higher than expectedcapex
*These risks are not exhaustive
Risks and mitigating activities
managed by accountable
people
66. We will continue to strengthen our company to become a
reference in ethics, governance, process integrity, safety and
productivity
Our company will be guided by business principles in
compliance with its social objectives
We will move ahead with a prudent and sustainable approach,
maintaining a long-term view on financial, environmental and
social aspects
We will be one of the best companies to work for, with
meritocracy as the key pillar for recognizing our employees’
development
We will consider opportunities to increase our international
presence, taking advantage of the learnings of the past
66
67. We will seek alternative higher value added uses for oil,
including the integration between the refining and
petrochemical areas
We will continue to be at the forefront in deep water
technological development and knowledge
We will expand our expertise in renewable energy, seeking
competitiveness in the medium and long term
We will pursue a relevant share in the market of gas as a
transition energy to a low carbon society
We will continue to be Brazil's largest integrated energy
company focused on oil and gas and with a growing presence
in alternative energy
67