contents - Petrobras - Relacionamento com Investidor

Transcription

contents - Petrobras - Relacionamento com Investidor
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
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
ENGLAND
T H E U N I T E D STAT ES
L I BYA
JA PA N
IRAN
CHINA
M E X I CO
and international markets in a socially
operates on an integrated and specialized basis
and environmentally responsible
in the following segments of the oil, gas and
manner, supplying products and
energy industry: exploration and production;
services to meet the needs of its
customers and contributing to the
refining, commercialization, transportation and
development of Brazil and the
petrochemicals; distribution of oil products;
countries in which it operates.
VENEZUELA
CO LO M B I A
NIGERIA
EQ UATO R I A L G U I N E A
EC UA D O R
SINGAPURE
PERU
natural gas and energy. Founded in 1953, the
TA N Z A N I A
BOLIVIA
A N GO L A
PA R AG UAY
Company today is the world’s 14th largest oil
U R U G UAY
company according to Petroleum Intelligence
CHILE
va l u e s
ARGENTINA
Weekly. Leader in the Brazilian hydrocarbons
sector, Petrobras has been expanding its
stakeholders: shareholders,
operations to become an integrated energy
customers, employees, society,
company with international operations and a
leader in Latin America.
BELÉM
SÃO LUÍS
REMAN
FORTALEZA
MANAUS
Coari
vision
2 0 1 5
vision 2015
Mucuripe
LUBNOR
Guamaré
Dunas
NATAL
JOÃO PESSOA
RECIFE
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
BRASÍLIA
COCHABAMBA
Gualberto
Villarroel
SANTA CRUZ
DE LA SIERRA
Jequié
Guillermo
Elder Bell
SÃO PAULO
Norte-Capixaba
VITÓRIA
REVAP
Refinery
Terminal
Petrobras overseas
Bahía Blanca
RICARDO ELIÇABE
Focus on obtaining excellent results;
Innovative and competitive spirit
with a competitive edge and
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;
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
Copesul
URUGUAI
RIO DE JANEIRO
RPBC São Sebastião
Paranaguá
São Francisco do Sul (DTSUL)
FLORIANÓPOLIS
Tramandaí
PORTO ALEGRE
Terminal de
Rio Grande
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
Macaé
REDUC
CURITIBA
REFAP
REFISAN
an ability to meet challenges;
Regência
RECAP
REPAR
SIX
ARGENTINA
A spirit of entrepreneurship and
E N E R G Y C O M PA N Y W I T H A S T R O N G
SALVADOR
Itabuna
REGAP
PARAGUAI
Fertilizer Plant
it operates;
ESPÍRITO SANTO
REPLAN
Pipelines
ARACAJU
GOIÂNIA
UBERABA
REFINOR
and the communities in which
with a focus on providing services
Candeias
Sen. Canedo
government, partners, suppliers
Cabedelo
Campina Grande
RLAM
DTBAS
Focus on the Company’s main
questions of health, safety and the
preservation of the environment;
A N D S O C I A L A N D E N V I R O N M E N TA L
A permanent quest for business
R E S P O N S I B I L I T Y.
leadership.
HIGHLIGHTS
HIGHLIGHTS
HIGHLIGHTS
ORIGIN OF NATURAL GAS (million m3/day)
Operational summary | 2005
(4)
42
23
23
Bolivian gas
19
22
42
45
28
31
Thermoelectric power plants
7
7
Domestic consumption
7
7
NATURAL GAS MARKET DISTRIBUTION (million m3/day)
(4)
Distributors
PROVED RESERVES – SPE criteria (billions of barrels of oil equivalent - boe)
Oil and condensate (billions of barrels)
Natural gas (billions of boe)
(1)(2)
2004
2005
14.9
14.9
12.1
12.3
ENERGY
(1)
2.8
2.6
7
9
2,020
2,217
Installed capacity (MW)(5)
2,194
3,203
Energy sales (GWh)
11.32
16.64
Number of thermoelectric power plants(5)
AVERAGE DAILY PRODUCTION (th. boed)
(1)
• Oil and NGL (th. bpd)
1,661
1,847
Onshore
407
396
Offshore
1,254
1,451
• Natural gas (th. boed)
Number of hydroelectric power plants
2
2
Installed capacity (MW)(5)
285
285
15,414
15,414
13
13
3
3
359
370
Transmission lines (km)
Onshore
217
213
Energy distribution (TWh/year)
Offshore
142
157
13,821
14,061
Onshore
13,156
12,803
Offshore
665
1,258
50
64
FERTILIZERS
PRODUCING WELLS (oil and natural gas) – 12/31/2005
(1)
DRILLING RIGS – 12/31/2005
Onshore
19
22
Offshore
31
42
OPERATING PRODUCTION PLATFORMS – 12/31/2005
95
97
Fixed
72
73
Floating
23
24
PIPELINES (km) – 12/31/2005
(1)
30,039
30,343
Oil and oil products
12,553
12,857
Natural gas
17,486
17,486
TANKER FLEET – 12/31/2005
Vessels - company owned
50
50
- chartered
74
75
8
8
TERMINALS – 12/31/2005
Number
Storage capacity (million m3)
REFINERIES – 12/31/2005
(3)
65
66
9.9
10.4
(1)
16
16
Nominal installed capacity (th. bpd)
2,114
2,114
Average throughput processed (th. bpd)
1,847
1,861
1,728
1,758
Brazil
119
103
1,797
1,839
Oil
450
352
Oil products
109
94
Overseas
Average daily production of oil products (th. bpd)
IMPORTS (th. bpd)
EXPORTS (th. bpd)
Oil
181
263
Oil products
228
241
COMMERCIALIZATION OF OIL PRODUCTS (th. bpd)
Brazil
1,637
1,655
INTERNATIONAL SALES (th. bpd)
Oil, Gas and Oil Products
PETR OBRA S
annual
Some 2004 data were revised due to changes in the criteria.
(1) Includes overseas data, corresponding to Petrobras’ stake in each partnership
(2) Proved reserves are calculated according to SPE (Society of Petroleum Engineers) criteria
(3) Includes Transpetro’ port terminals only
(4) Excludes flare off, own E&P consumption, liquefaction and reinjection
(5) Includes only assets with an equity stake equal or larger than 50%
Financial summary | 2005
INVESTMENTS
R$ million
2004
2005
Own Investments
21,151
22,927
Exploration & Production
12,441
13,934
3,907
3,286
625
1,527
International
2,331
3,153
Distribution
1,223
495
Gas & Energy
Corporate Areas
624
532
Special Purpose Companies (SPCs)
775
2,385
Ventures under Negotiation
454
311
Project Finance
169
87
22,549
25,710
Total Investments
Number
4
(1)
Number of plants
Supply
Tons (millions of deadweight tons - dwt)
416
report
2005
45
Domestic gas
385
C O N S O L I DAT E D
FINANCIAL
I N F O R M AT I O N
R$ million
2004
2005
%
Gross Operating Revenue
150,440
179,065
19%
Net Operating Revenue
111,128
136,605
23%
Operating Profit
29,930
39,773
33%
Financial Result
(3,321)
(2,843)
-14%
Net Income
16,887
23,725
40%
3.85
5.41
41%
EBITDA
36,798
47,808
30%
Total Debt
55,803
48,242
-14%
Net Debt
35,816
24,825
-31%
Market Value
112,458
173,584
54%
Gross Margin
41%
44%
3%
Operating Margin
27%
29%
2%
Net Margin
15%
17%
2%
Net Income per Share (R$/share)
Financial and Economic Indicators
38.21
54.38
42%
US Dollar Average Price - Sale (R$)
2.9262
2.4350
-17%
US Dollar final Price - Sale (R$)
2.6544
2.3407
-12%
Brent (US$/bbl)
PETR OBRA S
annual
report
2005
5
HIGHLIGHTS
HIGHLIGHTS
Voting Capital – Common Shares
2004
2005
2.8%
4.6%
7.5%
2.8%
4.9%
7.9%
1.9%
1.9%
Production of Oil, NGL,
Gross Margin, Operating and Net
Condensate and Natural Gas
55.7%
55.7%
27.5%
BR GAAP Criteria
Oil and Oil Products Spill (m3)
(th. boed)
1,381
2001
258
1,535
2002
1,639
275
45%
44%
41%
39%
2,619
2001
26.7%
1,810
2002
(1)
36%
29%
197
27%
29%
24%
Federal Government
1,701
2003
335
2,036
2003
20%
276
17%
BNDESPar
1,661
2004
ADR Level 3
FMP – FGTS Petrobras
1,847
2005
Foreign Investors (Resolution no. 2.689 C.M.N.)
Other individuals and legal entities
359
370
2,020
2,217
2005
269
2001
Oil, NGL and Condensate
Spills of more than 1 barrel (0.159 m ) impacting
Natural Gas
the environment outside the installation perimeter.
Operating Margin
2004
2005
Debt – BR GAAP Criteria
Proved Reserves of Oil, NGL, Condensate
(R$ billion)(1)(3)
and Natural Gas SPE Criteria
15.2%
15.8%
Net Income
(billions boed)
37.2%
37.1%
15.5%
2003
Net Margin
2004
15.7%
2002
Gross Margin
3
Voting Capital - Preferred Shares
2005
17%
15%
12%
530
2004
19%
2001
3.3
BR GAAP criteria
8.5
2.1
1.3
(R$ million)(1)
10.6
49.6
46.2
44.2
40
9.9
2002
31.7%
2.3
35.8
9,867
2001
12.2
34.7
31.8%
2003
11.6
2.9
14.5
2002
8,098
24.8
BNDESPar
ADR Level 3 and Rule 144-A
2004
12.1
2.8
14.9
2003
2005
12.3
2.6
14.9
2004
17,795
18.2
9.7
Foreign Investors (Resolution no. 2.689 C.M.N.)
16,887
Other individuals and legal entities
Natural Gas
Capital Stock
8.5
8.1
10.9
9.6
11.1
2001
2002
2003
2004
2005
Short-Term
Long-Term
Funds obtained but still not used in projects
2005
2.7%
23,725
2005
Oil, NGL and Condensate
7.6%
37.1
2004
32.2%
7.8%
8.2%
2.8%
Net Debt
Earnings/Share
32.2%
8.1%
Lost Time Injury
BR GAAP Criteria
Frequency Rate (LTIFR)
(R$/share)(1)(2)
Market Capitalization x Net Equity
(R$ billion)(1)
174
2001
15.7%
2.89
2001
2.27
15.4%
1.53
2002
15.9%
17.7%
15.7%
1.86
112
18.0%
87
2003
Federal Government
2002
1.23
2003
4.06
78
56
2004
1.04
2004
49
29
2005
0.97
ADR (PN Shares)
Other individuals and legal entities
Commom shares - 2,536,673,672
5.41
34
2001
2002
2003
2001
2002
2003
Market Capitalization
FMP – FGTS Petrobras
Foreign Investors (Resolution no. 2.689 C.M.N.)
2005
62
3.85
BNDESPar
ADR (ON Shares)
54
Valor de Mercado
Number of lost time injuries per million
men-hours of exposure to risk.
Note: LTIFR covers employees and
outsourced workers
2004
2005
2004
2005
Net Equity
Valor Patrimonial
(1) The 2004 and 2005 fiscal years include the Specific Purpose Companies whose activities are controlled, directly or indirectly, by Petrobras
(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
AGM of July 22, 2005.
(3) The 2001, 2002 and 2003 fiscal years include debt contracted by the SPEs with which Petrobras structured "Project Finance" and consortia. The
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
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
SCARCITY OF ENERGY
R E S O U R C E S , M A I N LY O I L , H A S
BECOME MORE AND MORE
E V I D E N T, A C H I E V I N G S E L F SUFFICIENCY REPRESENTS AN
I M P O R TA N T S T E P TO WA R D S
REDUCING THE RISK AND
VULNERABILITY OF BRAZIL´S
In practical terms, I should mention that we passed the benchmark of 1.8 million barrels of oil per day
(bpd) produced in Brazil, mainly due to the startup of the P-43 and P-48 platforms. We consider this a
milestone in the ability of Petrobras’ technical and managerial staff to overcome challenges. In 2003, these
units were well behind in executing their projects and ran serious risks in contractual and
operational feasibility. Nevertheless, we were able to reverse the situation and today
the two rigs are operating at full production.
As a result, we were able to boost annual oil production in Brazil by 13%. This growth
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
CO N T R I B U T I O N TOWA R D S
R E A C H I N G T H I S G O A L .”
guarantee a 131% replacement rate of our oil reserves. That is, for each barrel we
produced, we replaced 1.31 barrels in our reserves, meaning that we continue to maintain
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
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.
The Company’s project for international expansion is based upon the same ethical and business
42 tankers — the largest to be given to the naval industry in the country.
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
refinery in the Northeast of Brazil, in the state of Pernambuco, with scheduled investments of US$ 2.5
billion. This is the first project for a Petrobras refining facility since conclusion of the Henrique Laje
Refinery (Revap) in 1980 in the state of São Paulo.
investment grade rating from Moody’s Investor Service for our foreign currency debt
— four levels higher than the classification of the Brazilian sovereign risk.
Petrobras’ results in 2005 were reflected in the Company’s market capitalization,
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
self-sufficiency
The conquest of self-sufficiency
2003
1996
1987
1953
1953
October 3 | President Getúlio
Vargas signs Law 2004 that
establishes the monopoly of the
federal government over the
activities of the oil industry in the
country and authorizes the
creation of Petróleo Brasileiro S.
A. – Petrobras as the state
company to be the executor of
the monopoly.
Oil production at the giant Albacora field in
the Campos Basin is initiated in 420 meters
of water depth, a world record at the time.
1966
The largest natural gas
reserve on the
Brazilian continental
shelf is discovered in
the Santos Basin. New
light oil provinces are
found in Espírito Santo
and Sergipe, with high
potential for
exploration and
production.
The giant Roncador
field in the Campos
Basin is discovered.
Another giant oil field is discovered at the
Campos Basin: Marlim Sul.
Creation of the
Petrobras Research
Center (Cenpes).
1977
Campos Basin
production begins
through an early
system installed at
the Enchova field.
1961
1968
Exploration of the
continental platform
from Maranhão to
Espírito Santo is
initiated.
First offshore discovery
of oil: the Guaricema
field in Sergipe.
Oil industry activities in Brazil
are opened up to private
initiative. Production exceeds
the historic milestone of 1
million barrels per day.
1985
The giant Marlim
field is discovered
in the Campos
Basin.
1988
The Rio Urucu field starts producing in Alto
Amazonas, celebrating a long period of
prospecting activities in the Amazon region.
Oil production in Brazil | 1953 to 2005
1997
1986
The Technological Innovation and Advanced
Development in Deep and Ultra-Deep Water
Program (PROCAP) is created. Initially, the
program studies solutions for exploration and
production in water up to 1,000 meters deep.
Subsequently, the studies are extended to
waters 2,000-3,000 meters in depth.
1963
1954
Petrobras begins its
activities, taking over
the collection of
assets of the former
National Petroleum
Council (CNP).
Production is 2,700
barrels of oil per day.
The discovery of
the Carmópolis
(SE) field opens
up prospects for
production outside
of Bahia.
1962
The company
reaches the
production mark
of 100,000 barrels
of oil per day.
1974
The discovery of
the Garoupa field
off the northern
coast of Rio de
Janeiro marks the
beginning of the
conquest of the
Campos Basin,
which will become
the largest
production region
in the country.
1999
1994
1984
The giant Albacora field is
discovered in the Campos Basin.
Production reaches 500,000
barrels per day.
The first semi-submersible
platform totally developed by
Petrobras technicians
(Petrobras-18) begins
operations in the Marlim field
of the Campos Basin).
Petrobras breaks the
work offshore
production record at
the Roncador field
in the Campos
Basin, producing at
1,853 meters of
water depth.
2005
On December 19, Petrobras sets a
production record of 1,857,425
barrels of oil per day. Work on the
P-50 platform, which has the
capacity to produce 180,000
barrels a day, is concluded.
Installed in the Albacora Leste
field of the Campos Basin, it will
assure sustainable oil selfsufficiency for the country when it
hits peak production in 2006.
Conduct of the Oil market
Conduct of the Oil market
Even with the
slowdown in the
growth of world
demand — 1.4% in
2005 against 3.8% in
2004 — it cannot be
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$
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
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
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
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.
Oil Prices (US$/bbl, nominal)
Nevertheless, prices remained high.
Source: Bloomberg
The growth of oil production in non-OPEC countries declined drastically in 2005, remaining practically stable,
80
said that the increase
in the price of oil is
reducing the
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
50
by the temporary halt in the Gulf of Mexico and — more importantly — by the strong slowdown of production in
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
products and, as a
result, crude oil sales.
20
10
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
OPEC Basket
Cesta OPEP
WTI
WTI
Brent
Private Oil Stocks in the U.S. (M bbl)
Source: US-DOE/EIA
Brent
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-
350.000
330.000
mentals, a symptom of the exhaustion of capacity in the oil chain. In particular, in 2005 attention was concentrated more on the stress in refining rather
than on production capacity.
310.000
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
deal with unexpected events. Because the interruption of production was
compensated for through the liberation of strategic inventories managed by
270.000
2000-2004 band
2004
2005
250.000
1
4
7
10
13
16
19
22
25
28
31
34
37
40
43
46
(semanas)
weeks
Faixa 2000-2004
2004
2005
(Depois dos furações)
49
52
(after the hurricanes)
Conduct of the
Oil market
Nevertheless, the rise in prices is not due to a shortage of oil in the market. To the contrary, analysts have been
the ten member countries subject to quotas (Iraq excluded) was lower than the stipulated quantities — behavior that rather
surprised by the persistent high price of a barrel of oil despite the formation of private oil inventories — a sign of
than reflecting discipline demonstrated the inability to increase production: countries such as Venezuela, Iran and Indonesia
abundance in the system.
did not even meet their quotas. The year, thus, was notable for OPEC’s reduced surplus capacity, which inserted a high risk
Because non-OPEC oil does not satisfy incremental demand, the organization began to produce more, as in 2004,
premium into the price of oil.
placing excess capacity into operation, which today consists primarily of heavy oil. Although more than sufficient in
Another significant fact in 2005 was the official suspension of the OPEC price target (between US$ 22/bbl and
volume, the quality of this additional supply was inadequate to satisfy demand due to the lack of capacity in the world’s
US$ 28/bbl for its oil basket). Although the target had no longer been a benchmark for the organization since 2004,
refineries to convert this oil into the medium and light oil products most required, such as diesel and gasoline.
its suspension formalized the view that OPEC desired a higher price level. The organization also adopted a new basket
of reference oils that are heavier and have higher sulfur content. Given the widening of the differential between oils,
As a result, marginal refiners put
Net U.S. Gulf Refining Margins
this means that OPEC will indirectly seek a higher level for its benchmark oils (Brent and WTI), which are lighter.
(real values 2005, US$/bbl)
upwards pressure on the price of
The influx of speculative capital into the “paper barrels” market was also among the causes of higher oil prices
Source: Purvin & Gertz
lighter oils such as Brent and WTI in
in 2005. The action of the derivatives funds occurred due to the low level of interest rates and the high rate of
order to obtain final products that
monetary liquidity in the world. However, it is necessary to understand that the volatility caused by the increase in
were adjusted to the demand profile.
the volume of the oil futures markets was not, by itself, the cause of the rise in the prices; rather, in a context in
However, because the additional
which the fundamentals pointed towards an increase, it was the cause of the exacerbation of this trend.
20
15
10
5
0
supply was of a heavy type of oil,
The trend of an increase in costs throughout the oil chain continued in 2005, especially for exploration and
processing it generated surplus
production development activities. Also rising was the alarmist tone of the official energy agencies regarding the need
supplies of fuel oil, widening the
for greater investment in order to put into operation sufficient production and refinery capacities to accommodate the
difference between light and heavy
growth in demand. In this situation, the government-owned companies of China and India, anxious for energy
oils, as happened in 2004. That
resources, further increased the competitive atmosphere of the sector and restricted the investment opportunities of
explains the occurrence of even
the large international companies in search of acquisitions to compensate for their inability to meet their targets for
higher refining margins in 2005,
growth of production and replacement of reserves.
particularly
-5
1985 1986 1987 1988 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005
Cracking
IsthmusIsthmus
Cracking
Isthmus Coking
Isthmus
Coking
for
refiners
with
conversion capacity.
Maya Coking
Maya Coking
As a result of this market situation, the historic OPEC trade-off between high prices and high production was invalidated.
By combining the two, it obtained oil export revenues of some US$ 450 billion – 50% higher than in 2004. In Iraq, the
In conclusion, 2005 was a year when the circumstances leading to an increase in prices over the previous year became
exacerbated, with few signs of an abatement in the conditions provoking these highs. In the sense that a higher level of
prices is now expected over the long term as in 2004, the year of 2005 demonstrated that it was part of a period of
transition to a new reality in the
international oil market.
OPEC-10 Oil Production and Quotas (MM bpd)
Source: OPEC and the International Energy Agency
prolonged political instability and sabotaging of the oil infrastructure frustrated attempts to increase production, which was
lower than in 2004, to the benefit of the other members of OPEC with available capacity.
29.0
The maintenance of OPEC production at a level of about 30 million bpd also meant the increase in its production quotas
28.0
during the course of 2005 were merely cosmetic, ending the year at 28 million bpd. In September, the organization offered
27.0
the market all of its surplus capacity — without the move easing prices at all. An absolute novelty, the total production of
26.0
25.0
24.0
OPEC-10 Quota
Cota OPEP-10
16
PETR OBRA S
annual
report
2005
PETR OBRA S
Nov-05
Sep-05
Jul-05
May-05
Mar-05
Jan-05
Nov-04
Sep-04
Jul-04
May-04
Mar-04
Jan-04
23.0
OPEC-10 Production
Produção OPEP-10
annual
report
2005
17
Corporate Strategy
Corporate Strategy
Petrobras’ Business Plan 2006-2010 maintains the aggressive growth targets established by the 2015 Strategic
Production increase (th. bpd)
Plan. The production of oil and natural gas in Brazil is to reach 2,860 thousand boed in 2010. With this performance, the Company will be able to boost the share of Brazilian oil in the throughputs processed in domestic refineries from 80% to 91%, thus consolidating the sustainability of self-sufficiency in this market.
Approved by the Board of Directors in August, the Business Plan calls for investments of US$ 56.4 billion – an
average of US$ 11.3 billion per year. Of the total, US$ 49.3 billion (87%) is earmarked for Brazil while US$ 7.1 billion (13%) will be applied overseas. The countries of Latin America, West Africa and the Gulf of Mexico – priority
areas within the Company’s international strategy — are where the Company will concentrate 82% of the funds
Oil + LNG Brazil
invested abroad.
Oil + LNG International
Natural Gas Brazil
Natural Gas International
Investment Plan (US$ Billion)
Business
Plan Investments 2006-10
Business Area
BP 2006-10
15.64 million m3/day in 2005, should reach 37 million m3/day in four years’ time.
E&P
28.0
Downstream
12.9
As part of the strategy to consolidate itself as an integrated energy company with an international presence,
Gas & Energy
6.5
Petrobras seeks to optimize the use of renewable sources, such as biomass, biodiesel and wind and solar gener-
International
7.1
ation. In 2010, the installed capacity of generation from these sources will reach 169 MW and the capacity of the
Distribution
0.9
thermoelectric and cogeneration power plants will be 4,857 MW. Furthermore, Petrobras should make available
Corporate Areas
1.0
8.2 thousand bpd of biodiesel.
13%
87%
Brazil
Total
Overseas
The Company is maintaining its policy of alignment of its prices with the international market over the long-
56.4
term. The forecast for own cash flow generation between 2006 and 2010 is US$ 58.9 billion, which is compatible
The amounts exceeded the previous plan by US$ 21.9 billion, resulting in the increase in investments for
with the investment plan. Funding raised in the financial market is forecast at US$ 12.2 billion and the debt amor-
Exploration and Production (+ 73%), Supply (+ 39%) and, in view of the growing demand for natural gas, in Gas
tization is calculated to be US$ 14.7 billion. The policy of extending the debt maturity profile will proceed as before
and Energy (+ 151%). To stimulate the development of a new center of supply, at least 65% of the amount invest-
as will efforts to reduce financial leverage. Average Return on Capital Employed (ROCE) for the period should be
ed in the country will be earmarked for Brazilian suppliers. Of these funds – an average of US$ 6.4 billion annually –
15%. As a result, US$ 71.1 billion will be obtained and invested.
77% will mobilize the materials, construction and assembly sectors. Petrobras will demand, directly and indirectly, the
creation of 662 thousand job positions.
With the commitments it has assumed in the fields of social and environmental responsibility and technological know-how, investments in Health, Safety and Environment (HSE), technology, telecommunications and
In parallel with the increase in the Brazilian production of oil and natural gas, which should reach 2,200
Information Technology (IT) for the 2006-2010 period will total US$ 4.7 billion.
thousand bpd in 2006, this year the country’s refineries should process 1,846 thousand bpd – a volume that
points to a target of 1,869 thousand bpd in 2010. With the sustainability of self-sufficiency guaranteed, the daily
Sources and use of resources
processing of crude Brazilian oil, which was 1,376 thousand bpd in 2005, will rise to 1,710 thousand bpd in 2010.
(US$ 71.1 billion)
The sale of surplus domestic oil, which was 262 thousand bpd in 2005, will reach 522 thousand barrels.
Overseas, where Petrobras produced 259 thousand boed of oil and natural gas during 2005, production should
hit 545 thousand boed in 2010, when the processed throughput in the Company’s refineries in other countries
Sources
Use
12,2
14,7
58,9
56,4
Third-party Capital
Debt Amortization
Own Generation
Investments
should total 154 thousand bpd. The volume of natural gas sales in the Southern Cone (excluding Brazil), of
18
PETR OBRA S
annual
report
2005
PETR OBRA S
annual
report
2005
19
OUR BUSINESSES
our businesses
2 0 0 5 W A S A D E C I S I V E Y E A R F O R P E T R O B R A S T O A C H I E V E S E L F - S U F F I C I E N C Y. T H E C O M P A N Y P R O D U C E D 1 , 6 8 4
T H O U S A N D B A R R E L S P E R D A Y O F O I L ( B P D ) , L I Q U E F I E D N A T U R A L G A S ( L G N ) A N D C O N D E N S AT E I N B R A Z I L –
1 2 . 8 % M O R E T H A N D U R I N G 2 0 0 4 . A D D I N G T H E I N T E R N AT I O N A L P R O D U C T I O N A N D N AT I O N A L P R O D U C T I O N
C A R L O S L E O N A M , L U B R I C A N T S A N D P A R A F F I N P L A N T O P E R AT O R AT R E D U C , 2 1 Y E A R S W I T H P E T R O B R A S
O F N AT U R A L G A S , T H E C O M PA N Y S E T A P R O D U C T I O N R E C O R D O F 2 , 2 1 7 T H O U S A N D
EQU IVALENT
BARRELS OF OIL
P E R DAY ( B O E D ) .
D U E T O T H E I N C R E A S E I N P R O D U C T I O N A N D I N V E S T M E N T S , B R A Z I L’ S 1 1 R E F I N E R I E S W E R E A B L E T O
I N C R E A S E T H E A M O U N T O F D O M E S T I C O I L P R O C E S S E D F R O M 1 , 2 9 2 T H O U S A N D B P D TO 1 , 3 76 T H O U S A N D
B P D — A J U M P F R O M 76 % TO 8 0 % .
W I T H R E G A R D TO T H E D I S T R I B U T I O N O F O I L P R O D U C T S , T H E P E T R O B R A S D I S T R I B U I D O R A S U B S I D I A R Y H A D
G R O S S R E V E N U E S 2 5 % H I G H E R T H A N I N 2 0 0 4 . S A L E S I N T H E N AT U R A L G A S S E G M E N T R O S E 9 . 5 % .
PETROBRAS CONTINUED THE RESUMPTION OF PETROCHEMICAL ACTIVITIES, SEEKING
SELECTIVE
E X PA N S I O N
IN
BRAZIL
AND
SOUTHERN
C O M PA N Y H A S A P R E S E N C E I N N E W P R O J E C T S , S U C H
A S R I O P O L Í M E R O S A N D P E T R O Q U Í M I C A PA U L Í N I A .
CONE
COUNTRIES.
THE
OUR BUSINESSES
E x p l or at i o n a n d p r od u c t i o n
Two large gas production projects came on stream: in Bahia, the UPGN III at Catu (2.5 million m3/day) in
January and the Natural Gas Onshore Project (500,000 m3/day) in July in the Tucano Sul Basin. In Rio Grande do
Norte, UPGN III in Guamaré (1.5 million m3/day) initiated its pre-operation activities in December.
In 2005, the average lifting cost without government participation was US$ 5.73 per barrel of oil equivalent,
INCREASE IN OIL PRODUCTION DURING 2005 PLACED
THE COUNTRY ON THE DOORSTEP OF SELF-SUFFICIENCY
34% higher than during 2004, due to the 17% appreciation of the Brazilian real against the U.S. dollar, the increase
in the rates of leased drilling rigs, operational transportation, underwater operations, restoration and maintenance
and chemical products, as well as increases stemming from the collective bargaining agreement and an increase
in the size of the labor force. Taking into account government participations, this cost rose to US$ 14.65 per boe.
Evolution of the Production of Oil, LNG, Condensate and Natural Gas
(thousands of boed)
2000
1,270
1,336
2001
The growth of domestic oil production in 2005 left the country close to self-sufficiency, boosting the Company’s
2002
1,491
221
232
1,568
252
1,500
1,752
operating flexibility. Continuing its strategy of surmounting domestic demand, Petrobras produced 1,684 thousand
barrels per day (bpd) of oil, liquefied natural gas (LNG) and condensate in Brazil. The increase represented a
2003
1,540
250
1,790
12.8% rise over the 1,493 thousand bpd produced in 2004.
Four large projects contributed to raise production. In addition to the P-48 platform, with capacity to produce
150 thousand bpd and which started up in February in the Caratinga field in the Campos Basin, we also had the
2004
1,493
2005
265
1,684
1,758
274
1,958
FPSO-MLS (100 thousand bpd) and the P-43 (150 thousand bpd) in operation, respectively, since June and
December 2004 in the Marlim Sul and Barracuda fields and that, in 2005, increased production outputs. Moreover,
we also were able to count on production from the UPGN-3, which has been in activity since June 2004 in Urucu
TARGET
2010
560
2,300
Oil, LNG and Condensate
2,860
Natural Gas
(AM). As reinforcement for production in the Marlim field, in November Petrobras put the P-47, with capacity for
1 - Nosso Negocios (1º parte)
treating 150 thousand bpd of crude oil, into operation.
Average production in 2005 increased significantly, remaining close to the established target of 1,700 bpd. The
cause of the difference was the postponement until 2006 of the startup of the P-50 (180 thousand bpd) in the
Production of Oil, Condensate and LNG in Brazil
Production of Non–Liquefied Natural Gas in Brazil
Distribution by Water Depth
Distribution by Water Depth
Albacora Leste field in the Campos Basin.
3.0%
5.1%
A number of production records were set. On December 19, Petrobras produced 1,857,425 barrels – 23
18.2%
14.4%
43.8%
thousand more than the previous record established on June 23. Besides the exceptional performance of the
Campos Basin platforms, the Mature Fields Recovery Enhancement Program (RECAGE), which seeks to minimize
15.2%
65.3%
35.0%
the decline in mature areas, contributed to the production peaks.
For its part, natural gas production (without LNG) also rose, going from 42.1 million m3/day in 2004 to 43.5
million m3/day. The increase, of 3.3%, was the result of the continuity of actions aimed at expanding the supply
of domestic gas, in step with the Company’s strategy to strengthen the segment and consolidate its leadership in
the distribution and commercialization of the product.
22
PETR OBRA S
annual
report
2005
0 - 300 m
>1,500 m
0 - 300 m
>1,500 m
300 - 1,500 m
ONSHORE
300 - 1,500 m
ONSHORE
Production: 1,684 thousand bpd
Produção de óleo
Produção de Gás
Total Production: 43,532 thousand m3/day
PETR OBRA S
annual
report
2005
23
OUR BUSINESSES
E x p lor at io n a n d p r od u c t io n
THE CONQUEST OF SELF-SUFFICIENCY
Discoveries
In 2006, Petrobras should reach annual average production of 1,910 thousand bpd, surpassing Brazilian
In 2005, Petrobras declared the commercial viability of eight new oil and gas fields. The gigantic Papa-Terra field in
demand, which is estimated at between 1,850 and 1,900 thousand bpd. An initial step in the 2006-2010
the south of the Campos Basin, with a recoverable volume estimated at between 700 million and 1 billion barrels
business plan, which calls for investments of US$ 28 million in exploration and production, sustainable
of equivalent oil (boe), deserves mention; Petrobras is the operator of the field with a 62.5% stake and is
self-sufficiency will be obtained through the coming on stream of the P-50 and three other platforms in
associated with Chevron-Texaco in the project. Also noteworthy was the new accumulation discovered in the Marlim
the Campos Basin — the P-34 (60 thousand bpd) in the Jubarte field, Phase I; SSP 300 (20 thousand
Leste field of the Campos Basin that, because it is located in geologically deeper layers, opens a new exploration
bpd) in the Piranema field; and an FPSO (100 thousand bpd) for the Golfinho field’s Module I.
frontier in the region.
The increase in the amounts produced is in line with the strategy for exploration and production
Other offshore highlights included the Uruguá and Tambaú fields in the Santos Basin, totaling more than 270
in Brazil. Carried out with operational excellence and social and environmental responsibility,
million boe in recoverable volumes of light oil and natural gas, and the Canapu field in the Espírito Santo Basin. In
Petrobras has sought to strengthen its activities in deep and ultra-deep water and to take advantage
onshore basins, discoveries were made and commercial viability declarations issued for the following fields: Acauã,
of profitable opportunities in shallow water and onshore areas. At the same time in which it invested
in the Potiguar Basin; Anambé, in the Sergipe-Alagoas Basin; Jandaia, in the Recôncavo Baiano Basin; and Inhambu,
in optimizing mature fields, the Company launched itself into the exploration of new frontiers in order
in the Espírito Santo Basin. Moreover, Petrobras has a 35% stake in the Abalone, Ostra, Nautilus and Argonauta
to guarantee a sustainable ratio between production and reserves.
fields in the north of the Campos Basin, which were declared commercially viable in 2005 by Shell, which is the
Besides the oil production projects, in 2006 the Company will initiate gas activities in the Manati field in
operator of the concession.
Bahia, with production of 6 million m3/day and the first phase of the Peroá-Cangoá field, with production
The new discoveries are in line with the targets
capacity of 2.5 million m3/day. The construction of the P-52 and P-54 platforms (180 thousand bpd each)
contained in the Strategic Plan to increase domestic
continues to proceed within a timetable that calls for the start up of their operations in 2007 in the Roncador
production of oil and natural gas to 2,860 thousand
field of the Campos Basin. Two other projects are currently being executed: the P-51 and the P-53 (180
boe/day by 2010. Guaranteeing the sustainability of
thousand bpd each), scheduled to begin operations in 2008 in Marlim Sul and Marlim Leste, respectively.
production with replacement of reserves, these
For 2009, Petrobras foresees the start up of production of the Frade project in the Campos Basin, with
results obtained through exploration demonstrate
capacity for 100 thousand bpd. And in 2010, in the same region, the platforms that are scheduled to begin
that Petrobras’ decision to focus on deep and ultra-
operating include the P-55, for the Roncador
deep offshore areas, to conduct research in new
project’s Module III; the P-57, for Phase II of
frontiers, to resume efforts onshore and to optimize
the Jubarte field; and another for the Albacora
mature fields was correct.
Exploration Success Rate
2000
2001
2002
20%
24%
23%
33%
2003
50%
2004
Supplemental project. Also slated for startup
55%
2005
that year is the FPSO 3, for the production of
light oil in the Golfinho field.
The targets contained in the Petrobras
Strategic Plan require that, by 2010, 15 large oil and
four natural gas production projects enter into operation
and that the reserve/production ratio is 16 to 18 years in
2010. The volumes of oil and gas to be incorporated will come
from current proved and possible reserves, those still in an
exploratory evaluation stage and from new discoveries.
24
PETR OBRA S
annual
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2005
PETR OBRA S
annual
report
2005
25
OUR BUSINESSES
E x p lor at io n a n d p r od u c t io n
During the year, 292 wells were
drilled and concluded, of which 251
to be high risk. It is a basin with many recorded natural gas seeps and the objective is to verify the existing natural
gas potential.
were onshore and 41 in the ocean.
The 15 offshore contract blocks acquired are located in frontier exploration areas with excellent potential. The
For exploration, 69 wells were drilled
first areas, in deep waters in the Potiguar Basin, offer prospects of large discoveries despite a high exploration risk.
— 36 onshore and 33 offshore. The
In the high-potential blocks, the areas in the Espírito Santo and Santos Basins have already shown a vocation for
exploration success rate hit 55%,
discoveries of non-associated gas. The deep-water blocks have been favorable for oil discoveries, in the Campos
because 38 of the 69 wells that
Basin, and both associated and non-associated natural gas in the Espírito Santo and Santos Basins.
reached their geological objectives
were considered to be oil or gas
discovery or production wells.
BLOCKS IN ONSHORE BASINS
Mature coastal
Potiguar
New Concessions
Inland
10
Solimões
1
Sergipe-Alagoas
5
São Francisco
1
Recôncavo
2
-
-
Espírito Santo
5
-
-
At the Seventh Bidding Round of the National Petroleum, Natural Gas and Biofuels Agency (ANP) held in October,
Petrobras proceeded to restructure and expand the profile of its portfolio of exploration areas, reversing the decline
that was a trend of the first rounds. Of the 109 areas it disputed, the Company acquired 96, totaling 39,872.80 km2.
With the new concessions Petrobras is seeking to guarantee the levels of production of oil and gas called for in
the 2015 Strategic Plan. The portfolio now contains 134 blocks totaling 151.5 thousand km2. Added to the 27 areas
OFFSHORE BASINS
Exploratory frontiers (deep water)
High potential (deep water)
Potiguar
2
Espírito Santo
2
with discovery evaluation plans (9.1 thousand km ) in operation, the total exploration area is 160.7 thousand km .
-
-
Campos
3
Previously, the company had 94 blocks (111.7 thousand km2) and 31 areas with discovery evaluation plans (9.5
-
-
Santos
4
2
2
2
2
thousand km ), for a total exploration area of 121.2 thousand km .
Exploratory frontiers (shallow water)
High potential (shallow water)
The bonuses that Petrobras and its partners offered during the Seventh Bidding Round totaled R$
-
-
Espírito Santo
2
726,322,700.00, with the Company’s portion being R$ 503,527,350.00. Based upon an ANP decision, similar to
-
-
Santos
2
the previous rounds, the 96 cells that were auctioned off were grouped into 39 contract blocks, each one consisting
of a contractual instrument. Of the 39 contract blocks, Petrobras has exclusive rights in 16 and is in partnerships
with other companies to operate another 14 blocks. In the other nine, partners are responsible for the operation
and the Company is an associate.
Furthermore, of the 39 of the contract blocks, 24 are located in onshore sedimentary basins and 15 are in
maritime basins. On land, the blocks are in two types of basins: mature coastal and inland. In the coastal basins,
Petrobras already has installed infrastructure and intends to incorporate oil volumes in the short term that should
slow the decline in production in these areas.
In blocks located in the inland basins, the objective is to make new discoveries. In the Solimões Basin, the
Company already produces oil and gas and has accumulated knowledge about the area. In the São Francisco Basin,
which is geologically older but without much seismic data and very few wells, the acquired areas are considered
26
PETR OBRA S
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2005
PETR OBRA S
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2005
27
OUR BUSINESSES
Proved reserves
R E F I N I N G A N D C O M M E R C I A L I Z AT I O N
Petrobras’ proved reserves of oil, condensate and natural gas in Brazil reached 13.2 billion boe, using ANP/SPE
criteria, posting an increase of 1.6% over 2004. During the year, 882 million boe of reserves were incorporated while
the volume produced was 673 million boe. With this, the Proved Reserve Replacement Index (IRR) rose to 131.1%.
R E F I N E R I ES AR E ADAPTE D TO P RO C ESS M O R E
DOMESTIC OIL AND SALES ARE ON THE RISE OVERSEAS
For each barrel produced, 1.31 was replaced in the reserves. The reserve/production ratio (R/P) was 19.7 years.
New fields that were discovered in the past few years and had commercial viability declared recently (580
million boe) contributed to the increase in the volume of the proved reserves as did new accumulations discovered
in fields that already are in production (300 million boe). The incorporation of existing fields resulted in the
transformation of probable and possible reserves into proved reserves, thanks to development continuity. They also
stemmed from reservoir management practices that sought to enhance oil recovery.
Evolution of Proved Reserves of Oil, NGL, Condensate and Natural Gas – SPE criteria
(billion boe)
8.29
2000
9.65
1.36
The growth in the production of oil products in the country, the increase in the volume of domestic oil processed
8.32
2001
and the sharp increase in overseas sales were highlights of the refining and commercialization activities during
9.67
1.35
2005, which are part of the Downstream area.
11.01
1.45
9.56
2002
The investments scheduled for refining over the 2006-2010 period total US$ 8.0 billion. Of this amount,
US$ 3.1 billion is earmarked for adapting the country’s refineries to be able to process heavy oils (metallurgical
12.59
1.99
10.6
2003
adjustments and conversion). These investments are designed to adjust the yields of oil products obtained from
heavy domestic oils to the profile of the consumer market. Moreover, in order to further raise the quality of its
1.97
11.05
2004
13.02
diesel and gasoline products, the Company proceeded with the installation of hydrotreatment units (HDTs), which
Oil, LNG and Condensate
2005
1.87
11.36
13.23
Natural Gas
are a part of the portfolio of projects and will require an investment of US$ 3.2 billion.
The processed throughput (primary processing) in the country’s refineries was 1,727 thousand bpd in 2005, an
increase of 1% compared to 2004. The 11 refineries in Brazil increased the amount of domestic oil
processed in 2005 by 84 thousand bpd. In comparison to the previous year, oil refining in the
country rose from 1,292 thousand bpd to 1,376 thousand bpd. As result, its share of the total
Evolution of Proved Reserves in Brazil
throughput in the refineries went from 76% to 80%, increasing the refining margin.
(Billion boe- SPE Criteria)
The processing of domestic oil increased without impacting the production of medium
oil products such as diesel and aviation fuel. This resulted from the investments made
13.02
2004
to adapt the industrial plants in the requirements of heavy oil processing. With the startup
Volume produced in 2005:
of the retarded coking units (RCUs) and diesel HDTs, the Company optimized use of
0.6 7 billion boe
domestic oil for manufacturing oil byproducts.
Remainder of proved reserves 2004
12.35
2005
0.58
0.3
13.23
Incorporation of New Discoveries
Incorporation in Existing Fields in 2004
28
PETR OBRA S
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2005
OUR BUSINESSES
R E F I N I N G A N D C O M M E R C I A L I Z AT IO N
The performance of the refineries was a consequence of the high level of operating reliability and the integrated
Commercialization
management of the entire Petrobras chain of supply – from the exporting of oil from the production regions to the
delivery of oil products around Brazil and abroad. The development of overseas markets for surpluses also is among
Petrobras took advantage of new business opportunities to increase the commercialization of oil and oil products
the factors that led to the increase in the processed throughput.
in overseas markets in 2005. In line with the increase in production during the year and prospects for self-
The production of oil products in Brazil in 2005 was 1,735 thousand bpd. In 2005, the average refining unit
cost was US$ 1.90/bbl, 38% higher than the previous year. This result stems from the appreciation of the Brazilian
real against the U.S. dollar; a greater number of scheduled maintenance industrial shutdowns compared to 2004;
higher operating costs due to the startup of new facilities; and an increase in the cost of outsourcing contracts.
sufficiency, the strengthening of relations with international buyers of Brazilian heavy oil was a determining factor
for the boost in exports, which hit 504 thousand bpd — an amount that was 23% more than in 2004.
The increase in the commercialization of oil abroad was the result of the adoption of a more aggressive sales
strategy, also motivated by the increase in the international price of the product. At the same time that the
The Alberto Pasqualini Refinery (Refap) was included in the program to optimize domestic oil production with
Company sought to consolidate already developed markets, it won over new customers. The United States were
the installation of an RCU and a residues catalytic cracking unit (RCCU) that were part of the program to expand
the largest customer, absorbing 39% of foreign sales, followed by customers in Asia (18%), Europe (18%), the
the facility. Their operations will begin in 2006. The RCU at the Duque de Caxias Refinery (Reduc) also was initiated,
Caribbean (13%) and South America (12%).
scheduled to come on stream in 2007. The basic projects for two other RCUs, at the Henrique Lage (Revap) and
Presidente Getúlio Vargas (Repar) refineries, were concluded.
In the domestic market, the commercialization of oil products by Petrobras averaged 1,655 thousand bpd, an
increase of 1.1%. The maintenance of sales near 2004 levels was caused by factors such as the increase in the
As part of a program to improve the quality of diesel, the new HDT at Refap was placed into operation at the
use of natural gas replacing gasoline and fuel oil, and the expansion of the dual-fuel automobile fleet through
end of the year, adding its production to the second of its type installed at the Paulínia Refinery (Replan) and the
incentives for the use of alcohol. Also contributing was the decline in the growth of demand for diesel because of
new HDTs at Reduc, Presidente Getúlio Vargas (Repar) and the Gabriel Passos Refinery (Regap). This set of units
a smaller agricultural harvest.
in operation makes possible to satisfy the environmental specifications that will be put into practice as of 2009.
Petrobras approved the initial studies for construction of the Northeast refinery — a strategic project for achieving
sustainable self-sufficiency. With an estimated investment of US$ 2.5 billion, the refinery is to be a joint venture with
Petróleos de Venezuela S.A. (PDVSA), located in the Porto de Suape industrial complex in Pernambuco. It will have
the capacity to process 200 thousand bpd of heavy oil from the two countries and startup is scheduled for 2011.
DIESEL
S500
According to the strategy of offering quality products with low environmental impact, Petrobras initiated
the sale of low sulfur Diesel S500 fuel. The product is sold in the metropolitan areas of São Paulo, Rio de
Janeiro and Belo Horizonte, in the São José dos Campos (SP) region and the Vale do Aço (MG). The supply
of Podium gasoline, which has high performance and less sulfur content, also was expanded thanks to the
startup of production of the fuel at Reduc, in addition to the production that already was taking place at
the Presidente Bernardes–Cubatão Refinery (RPBC).
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31
OUR BUSINESSES
Petrochemicals
In order to build an integrated Acrylic Complex in Minas Gerais for production of
160 thousand tons/year of crude acrylic acid and some byproducts, including
acrylate, Petrobras concluded the first stage of a technical-economic and
environmental study of the project, which is budgeted at an estimated US$ 500
I N V E S T M E N TS I N N E W P R O J E C TS S H O W S T H AT P E T R O B R A S
HAS R ETU R N E D TO TH E S EG M E NT WITH F U LL F O RC E
million and is scheduled for startup in 2009. A pioneer effort in Latin America, the
Located in Duque de
Caxias, Riopol initiated
operations in
November, using
complex is designed to substitute importation of the product and its byproducts,
helping develop the chain of production dedicated to the acrylic and acrylate sector,
ethane and propane
with new manufacturing companies to be incorporated.
extracted from Campos
Petroquisa also initiated studies for the building of a purified terephthalic acid
(PTA) plant in Pernambuco, with capacity to produce 550 thousand tons/year.
Budgeted at US$ 492,1 million, and with operations to come on stream in 2009
Basin natural gas as
raw material.
the plant will use para-xylene as its raw material, initially imported but subsequently
to be substituted for by the product manufactured at the future Rio de Janeiro
petrochemical refinery.
Petrobras participates in the petrochemical sector through its Petrobras Química S.A. (Petroquisa) subsidiary, which
Petroquisa’s Participation in Operating Companies | December/2005
has ownership stakes in all of the petrochemical complexes in the country and in companies that manufacture
resins and other products. In 2005, Petroquisa’s net earnings totaled R$ 213.8 million.
Voting capital (%)
Total capital (%)
and final petrochemicals
10.0
8.4
Cia. Petroquímica do Sul – Copesul
Basic petrochemicals
15.6
15.6
using ethane and propane extracted from natural gas from the Campos Basin as its raw material. Riopol has the
Petroquímica União S.A
Basic petrochemicals
17.5
17.4
capacity to produce 540 thousand tons of polyethylene and 75,000 tons of propane per year. Petroquisa owns
Metanol do Nordeste – Metanor S.A.
Methanol
49.5
34.3
16.7% of the shares, together with Suzano (33.3%), Unipar (33.3%) and BNDESPar (16.7%). In 2005,
Deten Química S.A.
Linear alkylbenzene
28.6
27.7
Petroquisa invested R$ 57 million in the project, totaling R$ 245 million of investments since its beginning.
Fábrica Carioca de Catalisadores S.A.
Catalyzers
50.0
50.0
Calcinated petroleum coke
35.0
35.0
Low density polyethylene
70.5
85.0
The following petrochemical projects were noteworthy in 2005: Rio Polímeros, Paulínia Petrochemical (PPSA),
Company
Braskem S.A.
Petrochemical Refinery, the Acrylic Acid Complex and the PTA Project.
Located in Duque de Caxias (Rio de Janeiro), Rio Polímeros S.A. (Riopol) initiated operations in November,
In compliance with the strategy to expand its presence in the market, Petroquímica Paulínia S.A (PPSA) was
constituted on September 16, with ownership stakes belonging to Petroquisa (40%) and Braskem (60%). This
Petrocoque S.A. Indústria e Comércio
Petroquímica Triunfo S.A.
Product
Basic, intermediate
company will be responsible for building an industrial plant with additional polypropylene production capacity of
300,000 tons/year, located near REPLAN in the municipality of Paulínia (SP), based upon a propane-grade
polymer supplied by REPLAN and REVAP. The project is scheduled for conclusion at the beginning of 2008, at an
investment estimated at US$ 240 million.
The 2015 Strategic Plan highlighted installation of a Rio de Janeiro Petrochemical Refinery. Developed in
partnership with the Ultra Group, it will have the capacity to process 150 thousand bpd of heavy domestic oil.
Besides producing ethane, propane, para-xylene, benzene, LPG and diesel, this facility will produce a number of
second-generation petrochemicals, such as polyethylene, polypropylene, ethylengycol and purified terephthalic
acid. The refinery, with total investments of some US$ 6 billion, is scheduled to begin operating in 2011.
32
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33
OUR BUSINESSES
T r a n s p ortat i o n
FERTILIZERS FOR BRAZILIAN AGROBUSINESS
T R A N S P E T R O ’ S F L E E T E X PA N S I O N A N D M O D E R N I Z AT I O N
P RO G R AM CALLS F O R 42 N EW VESS E LS BY 2010
Petrobras’ strategy is to increase its participation in the fertilizer segment, mainly nitrogenates, in
view of the fact that a major portion of the demand from Brazilian agribusiness — a sector
that represents 30% of the GDP — is supplied via imports. In 2005, the sales of ammonia
and urea generated net revenues of US$ 330 million for Petrobras, rising 8% over the
previous year.
The nitrogenous fertilizer plants sold 205,000 tons of ammonia on the domestic market,
the fourth consecutive year in which sales increased. Another noteworthy point regarding ammonia
was the record production of Fafen/SE (400 thousand tons). In the segments of urea used as
fertilizer, Petrobras remained the leader of the domestic market, with sales of 708 thousand
tons during the year.
Seeking improvements in urea logistics and quality, Petrobras initiated construction of a
Petrobras is active in the field of the transportation and storage of oil, oil products and gas through its wholly owned
warehouse at the Sergipe plant with capacity for storing 30 thousand tons and a granulation unit to
Transpetro subsidiary. Responsible for the operation of 50 oil tanker ships, 44 terminals and 9,839 km of pipelines,
process 600 tons/day of the product. These investments totaled R$ 53.8 million, with the conclusion
the company provides services to the Petrobras System as a way of adding value to its products. It plays a strategic
of the projects scheduled for the first half of 2006. At the nitrogenous fertilizer plant in Bahia,
role because its integrated logistical solutions and operating flexibility give the Petrobras System a series of
R$ 26.3 million was invested to increase ammonia production by
50 thousand tons annually and to boost urea production by 68
thousand tons a year.
Petrobras is finalizing studies for construction of a
nitrogenous fertilizer plant in the Center-West Region of the
competitive advantages.
Transpetro is the largest shipping company in South America, owning a fleet with a capacity of 2,480,000
deadweight tons (DWT). Of the vessels operated by the company, 46 belong to Transpetro and Petrobras while
four are chartered on a bareboat basis from third parties. The fleet also includes a Floating Storage and Offloading
unit (FSO) and an AHTS-type offshore support boat.
country, for an estimated investment of US$ 780 million, to
As part of the strategy to increase its services to Petrobras, Transpetro has implemented the first phase of its
come on stream in 2010. Using natural gas imported from
Fleet Modernization and Expansion Program — involving an investment of US$ 1.2 billion. The company initiated a
Bolivia, the plant will have the capacity for annual production
tender process construction of 26 Suezmax, Aframax, Panamax, product and LPG ships by 2010.
of 760 thousand tons of ammonia and 1 million tons of urea.
The program calls for 42 new vessels by 2015 to allow Transpetro to handle all of Petrobras’ coastal shipping and
50% of its long haul requirements. The renovation of the fleet also will make it possible for the company to take
advantage of business opportunities that emerge in the field of renewable products, such as alcohol and biodiesel.
The orders for the tankers, financed by the BNDES through funds made available by the Merchant Marine Fund,
have a premise: at least 65% of the ships must be domestic content, which is in line with the guidelines of the
National Petroleum and Natural Gas Industry Mobilization Program (Prominp).
Over 20 thousand jobs will be created during construction of the first 26 vessels. By contracting the
manufacturing of the ships in Brazil, Transpetro is contributing to the resumption of large scale naval construction
in the country. It is expected that the dock yards will gain international competitiveness, stimulated by the scale of
production and the incentive for technological modernization, coupled with the training of their professional staffs.
PETR OBRA S
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35
The company seeks to offer quality services at competitive prices along with an excellent level of compliance
with the standards for Health, Environment and Safety (HSE). In 2005, fleet operating reliability reached its target
of 98%. Its vessels achieved an average grade of 783 in the Navio 1000 Program that evaluates operating and
OUR BUSINESSES
Distribution
managerial conditions of the ships according to international regulations.
The volume of product spills from its ships totaled only 25 liters, compared to 102 liters in 2004. This reduction
is a result of the number of environmental actions taken by the company, such as its Process Safety Program.
P ETRO B R AS D I STR I B U I D O R A I N C R EAS ES ITS MAR K ET
S H A R E A N D I S T H E L E A D E R O F V E H I C L E N AT U R A L G A S S A L E S
Pipelines and terminals
Transpetro is the operator of the majority of Petrobras’ land-based and maritime terminals, oil pipelines, gas
pipelines and natural gas processing units. This network, which transports a major part of the Company’s
production, was the focus of a number of improvement actions during 2005. The objective is to maintain these
facilities within suitable conditions of operating reliability, assuring the safety of people, installations and the
environment — whether within the company or in neighboring communities.
Its network is comprised of 7,011 kilometers of oil pipelines and multiple pipelines and 2,828 kilometers of gas
pipelines. The storage capacity of its 44 terminals totals 65 million barrels (10 million m3). In 2005, Transpetro’s
In the field of fuel distribution, Petrobras operates through its Petrobras Distribuidora (BR) subsidiary, which has the
network was responsible for the movement of nearly 640 million m3 of oil, oil products and alcohol,
largest network of service stations in the country. Of the 6,933 BR service stations spread through all regions of the
3
and of 33 million m of gas per day. At its waterway terminals, the monthly average was
nation, 763 are owned by the company while the other 6,170 belong to franchisees of the Petrobras flag brand.
382 ships in operation. The company also managed the supply of bunker to ships
Being the preferred brand of consumers and adding value to the Petrobras System are the strategic objectives
all along the Brazilian coastline, supplying some 350
of the company, which is the market leader of the segment. In 2005, net revenues for products and services totaled
thousand m3 of this fuel per month.
R$ 46.3 billion – an increase of 25.1% over the previous year, stemming from a greater volume of sales.
In the natural gas segment, Transpetro operates the
Petrobras’ share of the distribution market reached 33.8% - 2.2 percentage points higher than recorded
Malhas Project that, by 2012, will boost the supply of the
in 2004. The increase of its presence in the segment was a consequence of the 8.6% growth in the volume
3
product to 14 million m /day in the Southeast. In 2005, yet
of fuel sales.
another phase of the Cabiúnas Project was concluded,
Petrobras also is the leader of the Vehicular Natural Gas (VNG) market, with a 25.1% share of sales during
increasing the natural gas processing capacity of the Campos
2005, thanks to the supply of the product through a network of 295 BR outlets. Its leadership position of the gas
Basin to 14.9 million m3/day.
For the 2006-2010 period, in line with the Petrobras Business
market also encompasses the supply of direct consumers — large industrial clients, trucking fleets, airlines and
public authorities.
Plan and the transportation requirements created by self-
The strategy for expanding business in the commercialization area has been the guiding factor for the increase
sufficiency, Transpetro has forecast an increase in capacity of the
in investments in new markets, such as that for liquefied petroleum gas (LPG) and green petroleum coke (GPC).
Southeast and South pipelines and the construction of an oil products
After the acquisition in 2004 of Agip do Brasil, which had its official name changed to Liquigás Distribuidora S.A.,
terminal in Fortaleza.
Petrobras reached 21.83% market share of the LPG market in 2005.
The company has been investing in the creation of a “corridor” for
Petrobras Distribuidora invested R$ 459.7 million in 2005. The funds were applied on a priority basis to expand
exporting alcohol from the São Paulo countryside and for an increase in
and modernize its service stations, to support industrial and commercial customers, on Health, Safety and
the gas processing capacity at Cabiúnas. This project will raise supply of
Environment (HSE) programs and in logistics and operations.
3
the product to 20 million m /day, satisfying the requirements of industrial
companies located in the Rio de Janeiro Gas and Chemical Complex.
In the automotive segment, the strategy continues to be to get closer to the resellers and end consumers. The
objective is to offer speedy and qualified service in order to increase market presence and profitability. Petrobras
.
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OUR BUSINESSES
Distribution
Stake of the Fuel Distribution Companies in Brazil (%)
E X C E L L E N C E I N C U S TO M E R R E L AT I O N S
Increasingly, BR gas stations are being converted into service stations, with service excellence being a
40,0
priority. Besides the Petrobras Card, clients have at their disposal a chain of convenience stores (BR
Mania), advanced lubrication centers (Lubrax Center), car washes (Lava Mania), ATM machines and VHS
30,0
and DVD rental shops, as well as “Siga Bem”, a program aimed at professional truck drivers.
20,0
BR Service Stations per State (2005)
2001
2002
10,0
2003
2004
2005
0,0
BR
Ipiranga
Shell
Esso
Texaco
RR • 36
AP • 22
Others
Distribuidora maintains several contact mechanisms with resselers, including regular visits of commercial
AM • 61
representatives and publication of a newsletter, the Jornal do Revendedor, along with regular meetings to map out
PA • 109
MA • 71
CE • 256
RN • 100
strategies and plan courses of action.
PB • 79
PI • 89
The increase in the demand for hydrated alcohol in 2005 was 15% compared to the previous year, while
PE • 197
demand for gasoline rose little more than 1%. The growth of alcohol sales was driven by the leap in sales of multiAC • 33
AL • 92
TO • 63
RO • 42
fuel automobiles (flex fuel). Surpassing forecasts, flex fuel vehicles reached 50% of the total of all new vehicles
SE • 60
BA • 384
MT • 165
sold during the year – more than double the amount in the new car market in 2004.
Flex fuel vehicle sales should continue growing in 2006. However, the expansion of this fleet should be
GO • 241
contained over the course of the year by a rise in the relative price of alcohol resulting from exports of the product.
MG • 1.052
In the direct fuel consumer market, Petrobras Distribuidora’s share is 45%, with highlights being the company’s
MS • 196
ES • 104
share of aviation products (55.7%), large consumers (44.3%), asphalt (29.5%) and retail delivery fleets (TRR –
42.1%). One of our advantages over the
SP • 1.619
competition is the ability to supply technical support
throughout the country, a factor that boosts the
level of customer loyalty.
Petrobras Distribuidora has the largest network for
the distribution of fuels and lubricants in Brazil. There
RJ • 391
Service Station Network
PR • 428
Units
BR Outlets
6,933
Urban
5,334
Highway
1,567
Maritime
32
Active Outlets
SC • 276
RS • 634
5,885
are 51 operating installations that are strategically
located — 22 terminals and 29 bases, ensuring
excellent capillarity network for placing our products.
This network also makes it possible to integrate
transportation and inventory solutions — another
Own Outlets
Third Party Outlets
763
6,170
Convenience Stores
740
VNG Outlets
295
distinguishing characteristic that sets us apart from
the competition in terms of service quality.
38
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39
Brazil has the second-
OUR BUSINESSES
N at u r a l G a s
I M P R O V E M E N T I N S U P P LY I N F R A S T R U C T U R E
AND NEW DISCOVERIES ENLARGED THE MARKET
This project is consistent strategically with the development of production in the
Campos Basin and Petrobras’ exploration of offshore blocks in order to ensure the
largest VNG fleet in the
world, after only Argentina,
ability to take advantage of future discoveries. The construction of the SoutheastNortheast Interconnection Gas Pipeline (Gasene) and the expansion of the pipeline
which is supplied through
grid in the two regions are among the investments currently being studied.
a network of
The Gasene project is comprised of three gas pipelines: The Cabiúnas–Vitória
Pipeline (Gascav), the Cacimbas–Vitória Pipeline and the Cacimbas–Catu Pipeline.
The Company obtained an R$ 800 million loan from the National Economic and
Social Development Bank (BNDES) for the Cabiúnas-Vitória stretch. Gasene will
make it possible to ship out natural gas produced in the oil and gas fields in the north
approximately 1,500
service stations, of which
47% belong to Petrobras .
of the state of Espírito Santo.
The Cabiúnas–Vitória stretch already has been granted a prior license, an installation license and a construction
permit. The construction timetable calls for work to begin in January 2006 with the project scheduled to come on
stream in March 2007. With the start up of the Cabiúnas–Vitória stretch in 2007, the Southeast Grid of pipelines will
be connected until the state of Espírito Santo. At this stage of the Gasene Project, gas will flow in a North-South
direction, reinforcing supply of Vitória and the Southeast Region.
Natural gas sales increased 9.5% in 2005, with average sales of 36 million m3/day. Petrobras continued to follow
In the Brazilian Northeast, the routes that have been decided upon will favor the interior. Budgeted at R$ 3 billion
its strategy of developing the segment in an integrated manner with the Company’s other chains of production in
over the course of the construction period, the project encompasses seven northeastern states. The contracts signed
Brazil. During the year, the financial turnover of this business totaled more than R$ 5 billion.
with Petrobras and the other partners contain clauses that ensure the use of a major portion of the funding for
Two factors were responsible for maintaining the Brazilian market for this product in expansion: (i) the growth
national content. This will have a multiplying effect on employment and income, fostering the development of local
of the supply logistical infrastructure, and (ii) the growing pressure for the use of fuels that have a less aggressive
suppliers and creating an alternative supply center for the Company. Many of the projects involved are permanent
impact on the environment. In September, the country passed the milestone of 1 million automobiles converted
in nature and their maintenance and operation will require creation of fixed job positions along the route of the
to use VNG, according to the Brazilian Petroleum Institute (IBP), counting for this upon a network of more than
pipeline. In the Northeast region, of the five pipelines that are scheduled, four are under construction, representing
1,190 VNG stations. It is the second largest VNG fleet in the world, behind only Argentina’s, which is fueled by a
50% of the physical execution of the total that is planned.
network of approximately 1,500 stations, of which 47% belong to Petrobras.
In the Southeast region, the construction projects, with total investments of some R$ 1.9 billion over the course
3
In order to satisfy the increase in demand, besides domestic production Petrobras imported 23 million m /day
of natural gas, representing 98% of all Brazilian imports of the product, which was an increase of 2.5 million m3/day
of the program, encompass the states of Rio de Janeiro, São Paulo and Minas Gerais.
In Brazil’s North region, Petrobras has been investing in building the strategically important Urucu–Coari–Manaus gas
pipeline designed to transport nearly 5.5 million m3/day of natural gas. This gas will be consumed for the most part by
compared to 2004.
Petrobras continued to be the largest investor in the segment, increasingly striving to insert the product into the
thermoelectric power plants in the region that have been converted from fuel oil to gas due to the more rational economic
Brazilian energy matrix. In view of the prospects for the expansion of the market, the new discoveries are making
and environmental advantages of the latter. Some of the product will be earmarked for industrial companies, homes and
it possible to increase the supply of Brazilian gas at competitive costs, supplemented through imports.
the fleet of natural gas-fueled vehicles in Manaus and the seven municipalities located along the pipeline’s right of way.
Transportation
The company remained committed to setting up a Basic Natural Gas
Transportation Network (RBTGN) – which consists of a set of interconnected
gas pipelines that will extend from Fortaleza to Porto Alegre and from São
Paulo to Bolivia, thus helping expand the market.
PETR OBRA S
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41
OUR BUSINESSES
N at u r a l G a s
Petrobras owns a share of eight natural gas
In the automotive segment, the Ottolized (converted to VNG) Gas-Fueled Bus Using Light Cylinders Project
pipeline transportation companies, including:
promoted the conversion of an OM 366 LA diesel engine in order to evaluate the performance of the engine
Transportadora Brasileira Gasoduto Bolívia-Brasil
and obtain technical, economic and environmental data based on field tests and operating in real passenger
and Gás Trans-Boliviano S.A., owners, respectively,
transportation conditions;
of the Brazilian and Bolivian stretches of the
In the residential segment, Vala Técnica de Caxias do Sul is a laboratory that makes it possible to consolidate
Bolivia-Brazil gas pipeline. The other six gas
the methodology of shared utility networks (gas, water, etc.) in a single trench; and also to implement new RGE
transportation companies in which Petrobras
projects, designed to use this methodology in the residential segment. Also in this segment, the objective of the
participates are Sul-Brasileira de Gás S.A., Meio
Pre-Payment System Meter is to develop a metering pre-payment system that can be used in housing projects
Norte S.A., TNG Participações Ltda., Amazonense
to measure natural gas consumption in residences;
de Gás S.A., Capixaba de Gás S.A. and NordesteSudeste de Gás S.A..
In the commercial segment, the proposal of a micro co-generator that uses domestic technology is to help
maintained its holdings in 19 distribution
develop and build a micro co-generator prototype using local technology that incorporates a gas generator, a
37.41% after acquiring 12.41% of its shares (common and preferred) in July 2005 for R$ 39.33 million (US$ 16.54
million). Through this acquisition, Petrobras gained shared control of CEG-Rio
Petrobras continued to support projects for anticipating the supply of natural gas, either through compressed
natural gas (CNG) as, for example, at Gaspisa, or participating in the Gemini Consortium, which will make it possible
to supply the product in the form of liquefied natural gas (LNG) to Cebgás, Goiasgás and upcountry areas operated
by Gasmig and Compagás. The Gemini Consortium will establish, in 2006, the first LNG plant in Brazil.
Technology
As part of the strategy to develop the segment, two technological enhancement initiatives in the natural gas chain
of production were chosen as priority programs for investment: the RedeGasEnergia (Gas Energy Network) and
the Gas Technology Center. With 90 projects on the drawing boards for expanding the use of the product, the
Network involves universities research institutes, distributors, equipment manufacturers and government
organizations. In partnership with the National Industry Service (SENAI), the Center promotes the use of gas and
fosters the training of specialized manpower.
Within the context of bringing the use of natural gas to a mass market, RedeGasEnergia’s Excellence Network
undertakes cooperative and segmented efforts focused on technology and the development of the natural gas
market, striving to increase the share of this fuel in the domestic energy matrix in a sustainable manner, connecting
up all of the links in the chain of production. Among the 90 projects currently being contracted or alreadyunderway
42
PETR OBRA S
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Industry seeks to design and build to serve as a demonstration plant for other red ceramic producers;
In the domestic distribution market, Petrobras
companies, but increased its participation in the capital stock of Distribuidora de Gás Natural Canalizado CEG-Rio to
around Brazil, we can highlight the following:
For the industrial segment, the project for the construction of a Natural Gas Tunnel Kiln for the Red Ceramic
free power turbine and a heat recovery unit;
In the alternative mode segment, the RedeGasEnergia is developing a final use program for LNG, which is
an advance alternative for the natural gas market in view of the relative lack of gas pipeline transportation
infrastructure.
OUR BUSINESSES
Energy
The acquisition of the three merchant plants ended legal controversies regarding
Petrobras’ main
the consortium contracts signed with the plants in 2001 and 2002. The Company
had been obliged to make contingency payments regarding taxes, fees, operating
costs, maintenance and investments in situations in which the companies involved
T H E C O M PA N Y A C Q U I R E D N E W T H E R M O E L E CT R I C P O W E R P L A N TS
had not obtained efficient funds. The acquisitions were designed to reduce costs
A N D I N V E ST E D I N T H E D E V E LO P M E N T O F R E N E WA B L E E N E R GY S O U R C E S
and to guarantee receipt of all of the energy generation revenues in compliance
with Petrobras’ guidelines for its participation in the electricity sector.
projects for the use of
renewable energy
sources are for the
production of biodiesel
In March 2005, Petrobras acquired all of the quotas belonging to the Cubatão
thermoelectric power plant, scheduled to start up operations in October 2007,
supplying 47 MW and 415t/h of steam to the RPBC refinery.
and the generation of
electricity through
Construction of the Termoaçu Plant (RN) is continuing. Petrobras has a 46%
stake in the project, which is scheduled to come on stream in 2007. This plant,
wind power.
budgeted at US$ 300 million, should generate 310 MW and 610 t/h of steam,
which will be used to be injected into oil wells to increase the production of oil.
In compliance with Petrobras’ Strategic Plan, the Company will invest US$ 1.3 billion in the Energy Sector over
the 2006-2010 period. The Business Plan calls for acquisitions, the conclusion of projects and the conversion of gasPetrobras increased its share of the thermoelectricity segment, oriented by a strategy of consolidating itself as an
fueled thermoelectric plants to bi-fuel facilities as well as the development of generation from renewable sources.
integrated energy company. The Company is present in the entire thermal generation chain of production,
Petrobras’ own thermoelectric power plants, or those that are under its management, generated a total of
optimizing the use of natural gas, ensuring the placement of oil products, operating power plants and selling energy.
3,100,632 MWh in 2005, having “generation by inflexibility” of 42% as its main ratio, thus contributing to the safety
Its presence in the sector strengthens the contribution of the thermoelectric power plants in improving the reliability
of the Electric System and the saving of reservoir water, especially in the Northeast. Most of this generation,
of the National Interconnected System (SIN).
1,271,830 MWh, was earmarked to comply with an agreement Petrobras signed at the end of 2004 to guarantee
According to the new electric sector model, energy is sold through Regulated Contracts via auctions, and Free
Contracts through bilateral contracts between sellers and buyers.
saleable power from the northeast region thermoelectric power plants. The accumulated generation for the year
for this purpose was used to rebate 49.6% of the initial debt of 2,562,639 MWh.
At the new energy auction held in December by the National Electric Energy Agency (ANEEL), Petrobras sold
The conversion of thermoelectric power plants to bi-fuel (natural gas and diesel) seeks to guarantee greater
1,391 MW made available by its power plants. The final result of the auction gave the Company a fixed revenue
reliability regarding the supply of fuels to the plants and, in compliance with the legal requirement that
for a period of 15 years, of R$ 199,842,928.00/year (in current values) as of 2008, which will reach R$
establishes mandatory proof of the
277,927,992.00/year as of 2010.
origin of fuel for 100% of the
generation
capacity
of
each
thermoelectric power plant (Decree
Thermoelectric power plants
no. 5.163, of July 30, 2004),
Petrobras decided to convert part of
Petrobras took over full control of three thermoelectric power plants during 2005. TermoRio (1,040 MW) was
its thermoelectric power plants to
acquired for US$ 83 million from NGR, as were two merchant-type plants – the Barbosa Lima Sobrinho
bi-fuel operation. The basic projects
thermoelectric power plant, former Eletrobolt (386 MW), also in Rio de Janeiro, and the TermoCeará thermoelectric
for the conversions have been
power plant (220 MW). The former was purchased for US$ 65.1 million, with absorption of a debt of US$ 98.9
concluded and now await the
million from Sociedade Fluminense de Energia; the latter was acquired for US$ 137 million, including the
granting of environmental licenses.
liquidation of debt obligations with financing institutions. At the beginning of 2006, Petrobras signed a
The next phase will be to contract
Memorandum of Understanding for the acquisition of the Macaé Merchant thermoelectric power plant.
the required construction work.
44
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2005
PETR OBRA S
annual
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45
OUR BUSINESSES
Energy
Renewable energy
The main projects under development for the utilization of renewable energy sources are aimed at production of biodiesel
Measures were implemented at all Petrobras units to meet, in addition to the aforementioned projects, the energy
and the generation of electric energy through wind power. To this end, the Strategic Plan established targets of 481
consumption and emission reduction targets that were established. For this, energy diagnosis surveys were conducted
thousand m3/year of biodiesel and 169 MW of electric energy through renewable sources to be available by 2010.
in all of the Company’s industrial facilities. Furthermore, each Business Unit that will operate future production platforms
Investments of some US$ 335 million are foreseen over this period for the development of renewable energy businesses.
will be the focus of efforts to ensure that the projects they prepare are based on the efficient use of energy.
An experimental plant with capacity to produce 4,000 tons/year, to provide technological support for the
In 2005, the National Program for the Rational Use of Oil Products and Natural Gas (Conpet) increased by 23%
production of biodiesel, was built in Guamaré (RN); the biodiesel it produces makes use of vegetable oil deriving
the size of the fleet it services, surpassing the 10% target that had been established at the beginning of the year.
mainly from castor beans.
The environmental counterpart of this performance meant that 920 thousand fewer tons of CO2 went into the
In terms of production of electricity through wind power, Petrobras already is operating a pilot wind farm in Macau
atmosphere, an effort that is allied to Petrobras’ overall commitment to social and environmental responsibility.
(RN) with an installed generating potential of 1.8 MW, and it is preparing a second pilot project in Rio Grande (RS),
with 4 MW capacity. The building of wind farms with larger scales of production is being negotiated with outside
partners and takes into account the opportunity for the acquisition and development of projects that are structured
S U STA I N A B L E
DEVELOPMENT
within the Alternative Electric Energy Sources Incentive Program (Proinfa) located in the Northeast region and whose
production of energy already has been contracted by Eletrobrás. The objective of these projects is to increase the
The Company’s activities in sustainable development businesses in the field of energy during 2005 were
supply of electric energy to the Northeast, supplementing the power that is generated through natural gas.
designed to evaluate projects that are eligible to receive carbon credits according to the Clean Development
Also along these lines, Petrobras signed a protocol of intentions with the National Department for Drought
Mechanism (CDM) defined by the Kyoto Protocol, as well as to propose commercialization policies for these
Projects (DNOCS) and is studying the technical and economic feasibility of the hydroelectric potential of DNOCs
certificates. Toward this end, the technical feasibility and baseline methodologies necessary to obtain the
reservoirs, aimed at implementing small hydroelectric power plants
approval of these products were studied. The main projects being evaluated that might qualify for CDM
(PCHs) in the Northeast.
credits were the following:
Renewable and alternative energies;
The UN-SIX agricultural schist project in São Mateus do Sul (PR);
Energy efficiency
The Urucu–Manaus Gas Pipeline: evaluation of its potential;
The reutilization of industrial exhaust gases;
Petrobras’ promotion of energy efficiency is strongly linked in the Strategic Plan, 2015 vision,
Closed cycles in thermoelectric power plants;
in which social and environmental responsibility is highlighted. To this end, the In-house Energy
Reduction of leakages in natural gas transportation compression stations.
Conservation Program was involved in the development, coordination and implementation of
activities related to energy efficiency, fostering a relative reduction of the burning of fossil fuels and,
consequently, CO2 emissions, the one of the main greenhouse gases.
Of particular note is the proactive participation of Petrobras in its support, through an agreement, of the
Brazilian Climate Change Forum, that is seeking the development of a Brazilian policy regarding climate change.
international activities
international activities
I N 2 0 0 5 , P E T R O B R A S B A S E D I T S I N T E R N AT I O N A L A C T I V I T I E S O N O P E N I N G U P N E W B U S I N E S S F R O N T S I N
S T R AT E G I C M A R K E T S A N D C O N S O L I D AT I N G I T S A C T I V I T I E S I N C O U N T R I E S W H E R E I T A L R E A D Y H A S A S U B S TA N T I A L P R E S E N C E , S U C H A S A R G E N T I N A . I N L I N E W I T H T H E O B J E C T I V E S O F V I S I O N 2 0 1 5 – W H I C H
I N C L U D E G I V I N G T H E C O M P A N Y A S T R O N G I N T E R N AT I O N A L P R E S E N C E A N D B E I N G T H E L E A D E R O F L AT I N
Á LV A R O L Ó P E Z L Ó P E Z , M ATA C H I N S U L S TAT I O N O P E R AT O R I N C O L O M B I A , F I V E Y E A R S W I T H P E T R O B R A S
A M E R I C A — P E T R O B R A S A C Q U I R E D N E W A S S E T S , E S P E C I A L LY S E R V I C E S TAT I O N S I N C O L O M B I A , P A R A G U A Y
A N D U R U G U A Y, T H R O U G H I N V E S T M E N T S T O TA L I N G U S $ 1 4 0 M I L L I O N
T O S T R E N G T H E N I T S P O S I T I O N I N O I L A N D G A S E X P L O R AT I O N I N T H E G U L F O F M E X I C O , P E T R O B R A S
P I C K E D U P 5 3 B LO C K S D U R I N G T H E L E A S E S A L E 19 6 A N D E N T E R E D T H E R E F I N I N G S E C TO R I N T H E
U N I T E D S TAT E S B Y A C Q U I R I N G 5 0 % O F T H E P A S A D E N A R E F I N E R Y. S I M I L A R LY, I N O R D E R T O
C O N S O L I D AT E I T S D E E P A N D U LT R A D E E P - W AT E R A C T I V I T I E S O N T H E W E S T C O A S T O F
A F R I C A , T H E C O M P A N Y A C Q U I R E D , A S O P E R AT O R , T H E O P L 3 1 5 B L O C K I N N I G E R I A .
N E W A N D P R O M I S I N G B U S I N E S S F R O N T S W E R E O P E N E D I N 20 0 5 I N L I BYA , I R A N ,
C H I N A A N D TA N Z A N I A .
international activities
e c o n O M IC I N F OR M AT IO N
Petrobras’ average overseas production of oil and LNG reached 162,8 thousand bpd in 2005, while production of
natural gas was 95,900 boed – for a total of 258,700 boed. Average listing cost was US$ 2.90/boe.
Proved Foreign Reserves of Oil
Total Throughput - Foreign
and Condensate by country
(th bpd)
Tabela 5
SPE Criteria (MM bbl)
In 2005, the company‘s overseas proved reserves reached 1.68 billion boe, using ANP/SPE criteria. Petrobras‘
2001
30
refineries abroad, with an installed processing capacity of 129 thousand bpd, processed 103 thousand bpd, a
4% 2%
6%
volume 2.4% higher than in 2004.
9%
1%
Angola
25%
10%
(th boed)
71
26
2003
94
Ecuador
25%
45
62
Bolivia
Colombia
Foreign Production of Oil, LNG, Condensate and Natural Gas
2001
2002
Argentina
18%
U.S.
100
2004
Nigeria
Peru
Venezuela
2002
35
23
2005
103
58
161
2003
TARGET
2010
246
85
154
Oil, LNG and condensate
168
2004
163
2005
262
94
96
Natural gas
259
META
2010
206
339
Proved Foreign Reserves of Oil, LNG and Condensate and Natural Gas
545
Unit Cost of Foreign Lifting
Unit Cost of Foreign Refining
(US$/bbl)
(US$/bbl)
1.15
2001
2.26
2001
SPE Criteria (MM boe)
226
2001
753
979
Oil, LNG and condensate
2002
2002
2.08
0.94
Natural gas
320
2002
803
2003
1,013
2004
1,010
2005
955
891
860
726
1,681
1,904
1,870
2005
TARGET
2010
2.9
2.1
1.09
2004
2.6
2004
1.17
2003
2.46
2003
1,123
2005
1.30
TARGET
2010
1.8
Proved Foreign Natural Gas Reserves by country
SPE Criteria (BCF)
4%
3%
1%
With a presence in 21 countries, Petrobras participates in the entire chain of operations of the oil, natural gas
23%
Argentina
69%
Bolivia
and electricity industries on the continent and also is expanding its participation in projects in North America, Africa
U.S.
and Asia. Associated with 71 oil companies, Petrobras is the operator for 170 blocks of the 357 blocks in which it
Peru
Venezuela
50
PETR OBRA S
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has a share.
PETR OBRA S
annual
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2005
51
ARGENTINA
Exploration and Production; refining; pipelines transportation; commercialization;
distribution; gas and energy; petrochemicals; eletric energy
BOLIVIA
Exploration and production; refining; pipelines transportation;
commercialization; distribution; gas and energy
CHILE Representative Office and commercialization
URUGUAY Natural gas distribution; pipelines transportation
VENEZUELA Exploration and Production
ANGOLA Exploration and Production
CHINA Representative Office and commercialization
SINGAPURE Representative Office and commercialization
EQUATORIAL GUINEA Exploration
COLOMBIA Exploration and Production
IRAN Exploration
ECUADOR Exploration and Production
ENGLAND Representative Office and commercialization
THE UNITED STATES Exploration and Production; refining
JAPAN Representative Office
MEXICO Exploration and Production
LIBYA Exploration
PARAGUAY Distribuition
NIGERIA Exploration
PERU Exploration and Production
TANZANIA Exploration
petrobras OVERSEAS
international activities
south america
SOUTH AMERICA
Argentina, Bolivia, Colombia, Venezuela, Uruguay, Ecuador, Paraguay, Peru, Chile
Argentina
Natural gas sales were affected by the deregulation of the price of gas for generators and distributors, which
began to use the Electronic Gas Market (MEG) for spot market operations. Government policy that directed gas
Petrobras has a presence in the country through Petrobras Energía S.A. (PESA), which acts throughout the value
that previously was exported to the domestic market impacted Petrobras Energía by approximately 115 thousand
chain of an integrated oil and natural gas company. Its exploration and production area achieved an average
m3/day. The company sold 7.9 million m3/day of gas, of which 0.9 million m3/day came from Bolivia.
production of 61.9 thousand bpd of oil and LNG and 42.2 thousand boed of natural gas, totaling 104.1 thousand
For the transportation of natural gas, Petrobras Energía has a 50% stake in the holding company of
boed, comprising the Company’s largest overseas production region. Its Argentine company operated and
Transportadora de Gás Del Sur (TGS), which has the largest gas pipeline network in the country, totaling 7,400
participated in 26 blocks – 16 in production and 10 in the exploratory phase. Lifting cost was US$ 3.76 per boe.
kilometers with capacity for 62 million m3/day. TGS increased the capacity of a 495-kilometer stretch by 2.9 million
Petrobras Energía operates the Ricardo Eliçabe (Bahía Blanca) and San Lorenzo (Rosário) refineries and also
m3/day in order to satisfy growing Argentine demand. The BNDES and the gas producers financed this project,
participates and operates Refinaria Del Norte (Refinor), with a 28.5% ownership stake. Considering the proportion
of its share, in Refinor, the company has installed capacity of 76.2 thousand bpd, and processed average
throughput of 68 thousand bpd in 2005.
Petrobras Energía has three units in the petrochemical and fertilizer segments in Argentina: Puerto General San
Martin, Zarate and Campana. The company also has a 40% stake in Petroquímica Cuyo and is the only producer
in Argentina of products such as SBR (styrene butadiene rubber), polystyrene and UAN (urea + ammonium
nitrate) and is the exclusive manufacturer in South America of bioriented polystyrene. It also has activities in Brazil,
in Rio Grande do Sul, through Innova, producing styrene and polystyrene.
In the distribution of oil products, PESA owns 746 service stations – 436 flying the Petrobras flag – and 24
exclusive Compressed Natural Gas (CNG) stations. In 2005, the company’s sales in the country totaled 50.7
thousand bpd.
Among the products offered by Petrobras Energía service stations, of particular note are Podium gasoline and
Lubrax lubricating oils. With high performance and low sulfur content, sales of Podium gasoline increased 70%
compared to 2004, while overall sales of premium gasoline in the country rose 33.3%. Lubrax’s sales also continued
to grow, rising 11% and guaranteeing an 8.7% share of the Argentrine lubricant market for Petrobras Energía.
The good acceptance of Petrobras products in Argentina is related to the strategy to consolidate the brand in
the country. With an 8.7% share of the automobile fuel market, Petrobras Energía extended the presence of the
brand to 121 service stations in its network during 2005. As a result, sales increased on average 21%, while
average market growth 8.8%.
requiring an investment of US$ 342 million.
In the electric energy segment, Petrobras Energía has 100% ownership of the Pichi Picún Leufú hydroelectric
power plant and the Genelba natural gas thermoelectric plant. The company has a minority position in the
Hidrelétrica de Piedra del Águila hydroelectric power plant (5.4%); in Edesur, a power distributor in the Buenos
international activities
south america
Aires central region; and in Transener, the main electricity transmission company in the country. Its stake in the
Bell refinery in Santa Cruz de la Sierra. In 2005, these units jointly processed 39,800 bpd, corresponding to 67%
latter company was reduced from 32.5% to 26.33% in June as part of a financial restructuring agreement.
of the installed capacity. The utilization rate of the refineries is low due to the characteristics of the Bolivian oil and
Petrobras owns 34% of Cia. Mega, which has a separate natural gas unit in Loma la Lata, Neuquén province,
of the local market.
and fractioning facility in Bahía Blanca, Buenos Aires province. Furthermore, it operates a 600-kilometer multiple
The average volume of sales for oil products distributed by the company in Bolivia was 7.9 thousand bpd during
pipeline and has tank farms and facilities for exporting products. In 2005, this company sold 495 thousand tons
the year. Of the company’s 105 service stations, 40 operate under the flag of the Empresa Boliviana de Refinación;
of products (ethane, propane, butane and natural gasoline), with gross revenues of US$ 220 million.
46 are under a neutral flag and 19 are under the Petrobras brand. The stations, which have Spacio 1 and Lubrax
Center facilities, are consolidating the company’s leadership of the market with a 25% share.
Bolivia
Colombia
The main focus of Petrobras’ activities in Bolivia is exploration and production of natural gas for export as
Petrobras is entering the oil product distribution segment in the country, where it already conducts exploration and
part of its strategy for the integration of the Southern Cone markets.
In 2005, while Petrobras’ production of oil and LNG in Bolivia was 8.5 thousand bpd, natural gas production
3
production activities. In line with the strategy for expansion and leadership on the continent, the Company signed
reached 7.75 million m /day, the equivalent to 54.1 thousand boed. Gas exports to Brazil through the Bolivia-Brazil
an acquisition contract which will allow it to incorporate retail and supply assets in the country. The negotiation,
Gas Pipeline totaled 22.9 million m3/day, of which 6.1 million m3/day were commercialized by Petrobras, besides
which also involves Uruguay and Paraguay, has an estimated value of US$ 140 million. The assets should pass over
3
to Petrobras’ control in 2006.
the 0.9 million m /day that went to Argentina.
Petrobras is associated in seven production blocks in Bolivia, and is the operator of six. With the new
The acquisitions in Colombia, subject to governmental permits, include 38 own or long-term leased service
Hydrocarbons Law effective as of May 2005, the concession contracts currently underway will need to be changed.
stations in Bogotá with annual sales of 235 thousand m3 and commercial supply contracts of 149 thousand m3 per
The Regulations still need to be defined for the oil companies to be able to adjust themselves to the new terms
year. Also part of the accord are: a tank farm in Puente Aranda with capacity for 9 thousand m3; a lubricants mixing
of the legislation approved by Congress.
plant, with capacity of 38 thousand m3; and a basic products terminal in Santa Marta.
The most important financial consequence of the new law is the institution of the Direct Hydrocarbon Tax,
Furthermore, the company entered the lubricants market in the country through the launch of its Lubrax brand,
which applies a 32% levy at the “wellhead.” Because royalties and other governmental participations already total
which includes lubricants for diesel and gasoline engines, for transmissions, hydraulics and two-cycle motors. In
18%, the overall tax burden has now risen to 50%. The increase will have an important effect on the Company’s
2005, more than 800 m3 in products were sold, surpassing the target for the year by more than 75%.
Petrobras has a stake in 18 exploration and production contracts in the country (six of them in production), and
exploration and production operations in the country.
Petrobras Bolívia is the largest company in Bolivia, having initiated its activities in 1996. With a significant share
in the GDP and a major taxpayer, it is recognized both for its operational quality as well as its commitment to
is the operator in 12 of them. Over 2005, the average production of oil and LNG was 16,520 bpd while natural
gas production was, 11 thousand m3/d, totaling 16,582 boed.
environmental and social questions. Besides participating in GTB, which is the operator of the Bolivian stretch of
the Bolivia–Brazil Gas Pipeline, Petrobras has a 44.5% stake in Transierra, the controlling company of the
Yacuíba–Rio Grande gas pipeline, with
Venezuela
capacity for transporting 17 million
56
PETR OBRA S
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m3/day. Petrobras also owns the San
With four production and two exploration
Marcos gas pipeline and part of the Rio
assets, Petrobras Energía produced 44.2
Grande gas compression station and
thousand bpd of oil and LNG in the country
two gas processing units at the San
as well as 3.4 thousand boed of natural
Alberto and Sábalo fields.
gas, for total of 47.6 thousand boed.
Through Petrobras Bolivia Refinación
Because the Venezuelan Ministry of
S.A. (the former Empresa Boliviana de
Energy and Oil initiated a review of
Refinación), the company is the owner
operating concessions in exploratory
of the Gualberto Villaroel refinery in
blocks,
Cochabamba and the Guillermo Elder
transitional agreements committing it to
Petrobras
Energía
signed
PETR OBRA S
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57
international activities
south america
negotiate the conversion of these contracts to mixed-ownership companies in which the Venezuelan government
Ecuador
would have more than a 50% stake.
Petrobras made the winning bid for the Moruy II block in the 2nd Round of the tender for underwater exploration
With operations in two blocks, Petrobras Energía produced 9.1 thousand boed of oil and LNG in the country. The
in Venezuela, denominated the Rafael Urdaneta – Phase B Project, together with Teikoku Oil Co., Ltd. The 874 km2-
company negotiated an agreement with Teikoku for the cession of 40% of its stake in Block 18, currently in production,
block that was picked up is located in the southeast section of the Gulf of Venezuela, north of Lake Maracaibo and
and Block 31, in the exploratory phase. The transaction requires the final approval of the Ecuadorian government.
450 kilometers west of Caracas.. Petrobras and Teikoku each own 50% of the project and the Brazilian company
will be the operator.
In order to proceed with exploration operations in Block 31, part of which is located in the new of Yasumi
National Park, Petrobras Energía is negotiating a solution with authorities that would permit activities in the location.
Uruguay
Paraguay
In December 2004, Petrobras acquired shareholding control (55%) of Conecta S.A., thus beginning the activities
Petrobras is entering the oil product distribution segment in Paraguay through an agreement that also includes assets
of Petrobras in Uruguay. The Administración Nacional de Combustibles Alcohol y Portland (Ancap), which is
in Colombia and Uruguay. Some 154 service stations with 52 convenience stores should pass over to the control of
controlled by the Uruguayan government, has the other 45% of the voting shares of this company.
the Company. Spread throughout Paraguay, the network has annual sales of 241 thousand m3 and commercial
Conecta S.A. has the government concession to distribute natural gas, liquefied petroleum gas (LPG) and
supply contracts totaling 67 thousand m3 per year. The agreement encompasses assets for the sale of LPG, offered
manufactured gas through a 300-km-long pipeline network along with exclusivity to supply small and medium
in 17 service stations for vehicular use. Furthermore, it includes commercialization of products for aviation at the
consumers (up to 5 thousand m3 per day) to the upcountry regions of Uruguay. Revenues in 2005 were some
Asuncion and Cidade Del Este airports, with an annual sales volume of 18 thousand m3.
US$ 4.0 million, with sales volume totaling 39 thousand m3/day involving 3,400 clients.
Natural gas distribution activities are being expanded through the acquisition of 51% of the shares of Gaseba
Peru
Uruguay S.A., which holds the concession to distribute gas to the province of Montevideo’s 1.4 million inhabitants
until January 2025. The end of the negotiation with the Gaz de France Internacional Group, the parent company,
Of the five blocks in the country in which Petrobras Energía is associated, one is currently in production (Lot X),
depends upon compliance with legal requirements and approval by Uruguayan and French authorities. Gaseba,
and the others are in the exploratory phase. In 2005, average production of oil reached 12.6 thousand bpd, and
which services customers who consume less than 5 thousand m3/day in a regulated market, will be Petrobras’
the average production of gas was 1.8 thousand boed, totaling 14.4 thousand boed.
second gas distribution company in the country.
Petrobras is preparing to enter the oil product distribution market. Through an agreement signed in 2005 that
Chile
also encompasses assets in Colombia and Paraguay, the Company should assume control of a 89 service stations
with annual sales of 227 thousand m3 and supply contracts totaling 62 thousand m3 per year. The agreement also
With the establishment of a representation office in Santiago at the end of 2005, Petrobras began to prospect for
includes the sale of marine products, asphalt and aviation fuel at the
business opportunities in the Andean nation. In line with its strategy for expanding around the continent, the
Carrasco International Airport.
Company’s interests in the Chilean market include oil and natural gas activities, taking into account the agreements
the country has with Argentina in this field.
PETR OBRA S
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59
Petrobras operates
NORTH AMERICA | The United States, Mexico
180 blocks in the
AFRICA | Nigeria, Equatorial Guinea, Angola, Tanzania, Libya
Gulf of Mexico.
Nigeria
The United States
The Company picked
In order to position itself among the companies that are most actively exploring for oil and natural gas in the Gulf
With the governmental sanction for development of the gigantic Agbami field in
of Mexico, Petrobras continued to apply its strategy of strengthening its operations along four fronts: ultra-deep
February, Petrobras is preparing itself to invest US$ 460 million over the next four years
water activities; the search for deep fields with large gas reserves in shallow water and onshore; prospecting in the
in the project. Scheduled to begin in 2008, total production will be 230 thousand bpd,
extreme western section of the Gulf; and exploration efforts in lower-risk deep water areas.
with the Company having the right to receive 30 thousand bpd in association with
Petrobras has stakes in 271 blocks, and is the operator in 180. In the 196th Bidding Round for concessions in
up 53 exploration blocks
during the 196th Bidding
Round held in 2005.
Chevron Texaco, the operator, Famfa Oil of Nigeria and Norway’s Statoi
exploratory areas in 2005, the Company picked up 53 blocks. Of these, 18 cover three prospects that have the
The development of Akpo – another giant field in the Niger River Delta – also was approved, in August. Petrobras will
potential for large oil reserves and have the objective of consolidating Petrobras’ position in ultra-deep water. Also
invest US$ 960 million over the next four years and its share of the production, which will total 185 thousand bpd as of 2008,
during this round, and as a way of consolidating its position in the extreme western section of the Gulf, the
is 36 thousand bpd. The company’s partners in the project are Total, the operator, and South Atlantic Petroleum of Nigeria.
Company acquired 26 blocks, obtaining full control of 10 prospects with high potential for gas reserves; drilling is
scheduled to begin in 2006.
In September, exploration of the OPL 324 block was guaranteed for another three years. The operator,
Petrobras’ participation is 37.5% together with Exxon Mobil and Statoil.
During the year, its average production in the Gulf of Mexico was 4.6 thousand boed, which was lower than the 7.9
The company was successful in the tender for new blocks held in Nigeria in 2005, offering the best proposal
thousand boed that had been forecast due to the unscheduled shutdowns in August and September imposed on the
for the OPL 315 block, as operator in partnership with Statoil and Nigeria’s Ask Petroleum. Petrobras’ stake in this
activities of oil companies in the Gulf of Mexico by Hurricanes Katrina and Rita and their effects in subsequent months.
block is 45%. The acquisition is in line with the strategy to strengthen the Company’s position in the deep and
Petrobras proved the extension of the oil reservoirs of the Cascade accumulation in ultra-deep waters in the
American sector of the Gulf of Mexico upon conclusion of the drilling of a discovery delineation well. After
evaluating productivity, to be carried out in 2006, the Company will establish the best manner of production.
In the exploration of deep gas reservoir, the Company proceeded with drilling activities in the Blackbeard
ultra-deep waters of the West Coast of Africa.
Moreover, the Company supports the use of alcohol as a fuel in the country. In August, Petrobras signed a
memorandum of understanding with the Nigerian National Petroleum Corporation (NNPC) for providing technical
assistance to a project for mixing the product with gasoline, as is done in Brazil.
prospect, whose objectives are deeper than 7 thousand meters. Petrobras also picked up a stake in the Mega Mata
onshore prospect, scheduling drilling for 2006.
Equatorial Guinea
In deep waters, the Company has been seeking to increase its share in prospects located in the Garden Banks
Quadrant, which presents comparatively smaller potential reserves but offers lower risk and the possibility of high
In November, Petrobras obtained a 50% stake in L Block. Its partners are Chevron (operator), Amerada Hess, Energy
profitability. Following this strategy Petrobras absorbed an 80% stake in the Cottonwood discovery where the first
Africa and Sasol Oil. The work program includes the drilling of a pioneer exploration well during the second quarter of
well operated by the Company in deep waters in the Gulf had been drilled. Once the size of the gas accumulation
2006. If successful, Petrobras will be the operator of the production development phase.
is confirmed, production should begin in 2007. Meanwhile, drilling was initiated at the Live Oak exploratory
prospect in 2005 and other wells should be drilled in the region in 2006.
Angola
Petrobras entered the refining sector of U.S. by acquiring 50% of the Pasadena Refinery in Texas, an investment
The Company has two E&P assets in the country –Block 2, located in shallow water in the Lower Congo Basin,
of aproximately US$ 370 million.
and Block 34, in deep water. With a 27.5% stake of a consortium made up of Total, Sonangol and Chevron, which
is the operator, Petrobras produced an average of 8.3 thousand bpd in Block 2 during 2005. In Block 34, located
Mexico
in 1,500 to 2,500 meters of water, after drilling two wells, Petrobras brought together a group of technicians to
Petrobras participates, in association with Teikoku of Japan and Diasvaz of Mexico, in two multiple service contracts
analyze the potential of the block, based upon accumulated knowledge and recent discoveries along the Brazilian
with Pemex in the Cuervito and Fronterizo blocks. The services that are provided include exploration, production
coastline. The study indicated good prospects in deeper layers. As a result, the consortium requested and
development and production activities. Petrobras’ stake in each one of these contracts is 45%. In 2005, 14
obtained an extension of the contract exploration deadline. In Block 34, Petrobras is associated with Sonangol
production wells were drilled and turned over to Pemex, surpassing the targets for the year.
and Norsk Hydro.
60
PETR OBRA S
annual
report
2005
PETR OBRA S
annual
report
2005
61
international activities
asia
Tanzania
China
Petrobras is getting ready to begin seismic surveys in Block 5, which should be extended to Block 6 in ultra-deep waters
Petrobras signed its second agreement in the country in February 2005 for the formalizing of an understanding
in the Gulf of Mafia. After having signed an exploration contract for Block 5 with the government and the state-owned
with the China National Petroleum Corporation (CNPC) for the development of joint businesses. The terms of the
Tanzania Petroleum Development Corporation in 2004, the company picked up Block 6 during the third exploration
cooperation encompass activities such as oil exploration and production, refining and transportation via pipeline in
area auction in May. Thus, it reinforced its position in a frontier exploratory region on the east coast of Africa, which is
the country, in Brazil and other regions of the world.
in line with its international expansion and portfolio diversification strategy. When the new contract has been signed,
A Strategic Cooperation Agreement containing similar objectives had been signed in 2004 with Sinopec, another
the project portfolio in the country will total 18.5 thousand km2 in concession areas that are fully operated by Petrobras.
of the three Chinese state oil companies, upon the occasion of the inauguration of the Petrobras office in the
country. Among the goals of this office is to support the sale of oil to China and to prospect new market
opportunities for the Company in Asia.
Libya
With rights to Area 18 located in deep water (200-700 meters) in the Libyan sector of the Mediterranean
Q U A L I T Y,
S A F ET Y,
E N V I R O N M E N T,
AND
H E A LT H
Sea, obtained in an auction that was run in January 2005, Petrobras signed a contact for shared production
The Company considers that the corporate requirements of Quality, Safety, the Environment and Health are
with the state-owned National Oil Company (NOC) in March. Associated with Oil Search Limited, of Papua
also an integral part of its overseas processes and products, where it seeks to act in a socially and
New Guinea, the Company is the operator, with a 70% stake. In the event of exploration success, NOC will assume
environmentally responsible manner, respecting each country’s legislation.
51% of the investments.
Its overseas units obtained significant HSE results during the year. In Bolivia, the Gualberto Villarroel
The work program in Area 18 to be carried out by the consortium calls for acquisition of 2 thousand kilometers
Refinery in Cochabamba completed five years without any accidents with loss of time – a record among
of 2D and 500 km2 of 3D seismic data and the drilling of an exploration well with a minimum total investment
Petrobras’ refineries. In Argentina, Petrobras Energía’s Lost Time Injury Frequency Rate (LTIFR) continued to
of US$ 21 million.
decline — to 0.90 in 2005 from 5.67 in 2002, 2.13 in 2003 and 1.4 in 2004.
Petrobras Energía inaugurated the first Environmental Defense Center in Argentina in June at the Ricardo
Eliçabe Refinery in Bahía Blanca. By 2008, another 12 centers will be established in the country
representing a total investment of US$ 15 million – the largest network of its kind by an
ASIA | Iran, China
oil and energy company in Argentina. The centers extend the Company’s logistics
concept overseas, making its response in the event of emergency spill situations
Iran
quicker and more effective.
In the search for business opportunities in the Middle East, guided by the strategic objective of becoming more active
Among the distinctions obtained by the Company’s overseas units for recognition
in the region, Petrobras maintains a subsidiary, Petrobras Middle East, in Iran. In 2005, the Company began
of the care they exercised in the field of HSE was the Colombian Prize for Management
preparations for exploration activities in the Tusan Block in shallow waters in the Persian Gulf. Petrobras is the operator,
Quality offered by the federal government and awarded for the first time to a company in
with a 100% stake, under the terms of an agreement signed in 2004 with the National Iranian Oil Company (Nioc).
the oil industry. In Argentina, Petrobras Energía won the Environmental Excellence Prize
Petrobras’ contractual commitments, with a minimum budget of US$ 32 million, includes reprocessing of 2,000
2
granted by the Buenos Aires University of Social and Environmental Sciences. The
kilometers of seismic 2D data, the acquisition and processing of 400 km of seismic 3D and the drilling of two
award was for the company’s support of a program to stimulate student interest in
exploration wells — the first in 2006.
scientific knowledge and defense of the environment.
Social and Environmental Responsibility
social and environmental
T H E C R E AT I O N O F A 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 M A N A G E M E N T C O M M I T T E E E N H A N C E D T H E
P E T R O B R A S C O R P O R AT E G O V E R N A N C E M O D E L B Y A L I G N I N G A N D I N T E G R AT I N G T H E M A N A G E M E N T O F T H E
C O M P A N Y ’ S S O C I O - E C O N O M I C A C T I O N S . T H E AT T R I B U T E S O F T H E C O M M I T T E E I N C L U D E T H E P R O P O S A L O F
C O R P O R AT E 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 S T R AT E G I E S A N D G U I D E L I N E S , T H E S U G G E S T I N G
O F P E R F O R M A N C E I N D I C AT O R S A N D TA R G E T S , T H E F O L L O W - U P O F T H E A C T I V I T I E S A N D T H E P U B L I C I Z I N G O F
B E S T P R A C T I C E S A S A W A Y O F U N I F Y I N G T H E P R O C E D U R E S O F T H E B U S I N E S S U N I T S I N T H E R E L AT I O N S H I P
W I T H S O C I E T Y.
T H E C O M M I T T E E I S C O M P O S E D O F A C O N S U LTA N T T O T H E P R E S I D E N T A N D R E P R E S E N TAT I V E S
D A N C E R O F T H E P E T R O B R A S D A N C I N G P R O J E C T, R I O D E J A N E I R O .
O F T H E O M B U D S M A N O F F I C E , O F 12 E X E C U T I V E D E PA R T M E N T S A N D O F T H E P E T R O B R A S
D I S T R I B U I D O R A A N D T R A N S P E T R O S U B S I D I A R I E S . A M O N G T H E I N I T I AT I V E S T H AT W E R E
ADOPTED
THE
IN
2005
COMISSION
E N V I R O N M E N TA L
OF
WAS
THE
C R E AT I O N
P R E PA R AT I O N
RESPONSIBILITY
AND
OF
THE
GENDER
E V A L U AT I O N
REPORTS.
WORK
OF
COMISSION
SOCIAL
GROUPS
FOR
M A N A G E M E N T I N D I C AT O R S A N D C E R T I F I C AT I O N A N D T H E D O W J O N E S
S U S TA I N A B I L I T Y I N D E X C H A L L E N G E A L S O W E R E E S TA B L I S H E D .
AND
AND
responsability
Social Investments
responsability
Social Investments
O N E O F T H E F I R S T S I G N ATO R I E S O F T H E U N I T E D
N AT I O N S G L O B A L C O M PA C T, P E T R O B R A S H A S
I NTE N S I F I E D ITS S U P P O RT O F I N C LU S I O N P RO J ECTS
of civil society and public policies, the program fosters social activism by encouraging the direct participation of the
communities that are involved.
The Petrobras Zero Hunger initiatives involve five lines of action — guarantee of the rights of children and
teenagers, education and professional training, generation of jobs and income, social projects and volunteerism.
On these fronts, the program runs programs aimed at promoting racial and gender equality and the inclusion of
the handicapped.
The great majority of the projects for the Petrobras Zero Hunger program was chosen through a public selection
process. A total of R$ 18 million was earmarked in 2005 for this process, resulting in sponsorship of 74 new
projects. As a result, Petrobras’ funds and knowledge were merged with society’s own resources in an effort to
overcome misery and to foster the social inclusion of low-income communities around Brazil.
The Petrobras System disbursed R$ 42 million to the Infancy and Adolescence Fund (FIA) through the National
Council (Conanda), the Piauí State Council and municipal councils in order to guarantee the rights of children and
teenagers. The funds were used in 190 municipalities, in a majority of the states, to finance more than 300 projects
A signatory of the United Nations Global Compact, the Company is involved in the dissemination of the document’s
for the prevention and eradication of child labor, the combat of sexual exploitation of children and teenagers and
ten principles, which involves topics such as human rights, workplace conditions, the environment and combat of
vocational training of young people.
corruption. In 2005, Petrobras joined the UN task force and the European Foundation for Management
Petrobras continued to support vocational training activities for both youths and adults. Its Mova-Brasil Project,
Development, which develop the bases for the formation of business leaders committed to the vision that social
run in conjunction with the Paulo Freire Institute and the Petroleum Workers’ Federation (FUP), taught more than
and environmental responsibility is an integral part of business. It was the first oil and energy company and the
23 thousand people how to read and write in the states of São Paulo, Rio de Janeiro, Bahia, Sergipe, Rio Grande
only Latin American participant among the 21 members of the group
do Norte and Ceará. The project’s target is to teach literacy to 40 thousand people between August 2003 and May
In 2005, Petrobras signed a declaration of intentions with the United Nations Children’s Fund (UNICEF) to
2006, and involves the training of 1,600 educators and 160 regional coordinators. Regarding the generation of
develop technical planning, research, communication, and the generation of financial resources in order to
jobs and income, projects designed to promote cooperative action succeeded in organizing nearly 10 thousand
guarantee the rights of children and teenagers in Latin America and the Caribbean. The initiatives contributed to
autonomous collectors of recyclable materials around Brazil, disseminating a socio-environmental consciousness
helping meet the targets set for the UN’s Millennium Objectives.
and knowledge about the selective collection and processing of waste materials.
As a way of further enhancing transparency, Petrobras has participated as a monitor and contributed with
With the support of the Advanced Program for Assistance and Treatment of Special Persons (Pate), Petrobras
suggestions in the meetings of the Extractive Industries Transparency Initiative (EITI). This is a voluntary initiative
helped handicapped people exercise their basic rights of citizenship. In 2005, as part of its policy of combating
created in 2003 with the participation of governments, international organizations, NGOs and investors that is
inequality and achieving social inclusion, the program focused on adapting society to the reality of these people
designed to ensure that the money extractive industries pay to governments contributes to sustainable
while also running programs in the fields of education, culture, sports and professional training.
development and poverty reduction in the countries in which they operate.
Social sponsorships
The Petrobras Zero Hunger Program, which was launched in 2003, joins together the efforts of the Company in
the fight for social inclusion and the eradication of misery and hunger in Brazil through citizen-based development
actions. In 2005, we invested R$ 139.6 million in projects in every state in the country. In step with the initiatives
66
PETR OBRA S
Annual
report
2005
Petrobras continues
Cultural sponsorship
to be the largest
sponsor of culture in
Petrobras continues to be largest sponsor of culture in Brazil with an annual
investment of about R$ 150 million and more than 700 active projects. The
guidelines for cultural support are in tune with public policy for the sector and seek
to encourage national culture and the expansion of opportunities for the creation,
circulation and fruition of projects as well as the permanent building of a Brazilian
cultural memory.
Petrobras’ cultural sponsorships are structured through the Petrobras Cultural
the country, with annual
investments of some
R$ 150 million and
more than 700
projects underway.
program, which earmarks 75% of the funding to projects that have been chosen
through a public selection process. In 2005, of the 4 thousand projects that were
in the running, 200 publicly selected projects received R$ 46 million, distributed in the fields of filmmaking,
scenic arts, visual arts and music. Approximately another 100 projects directly invited to participate received
funding in the amount of R$ 15 million.
Environmental Projects
The third edition of Petrobras Cultural (2005-2006) was launched in November with total funds of R$
62 million. Support to publicly selected projects covered actions for cultural preservation, production and
A number of projects accepted as part of the first public selection of the Petrobras Environmental Program in 2003
are being developed in biomes such as the Amazon region, the Caatinga and Cerrado areas, the Atlantic Forest and
the Pantanal. Being run in partnership with NGOs, universities and labor organizations, the projects are involved in
the preservation of hydrographic basins, ecosystems and landscapes, encompassing approximately 5 thousand
species of Brazilian fauna and flora.
thousand hectares. About 3 million people were directly helped while another 20 million received indirect assistance.
The first selection of Petrobras Environmental Program projects involved an investment of some R$ 40 million over
the first two years they were being run, with approximately 5 thousand people working to conserve water resources.
In December 2005 during the National Environmental Conference, the Company presented the results of the
analyses of samples that were collected in Brazil’s main rivers, reservoirs and lakes through the Brasil das Águas
project that was carried out over 14 months and covered 120 thousand kilometers. The second phase of the
project calls for preservation actions in seven rivers that have been selected based upon the results of the research
study and the existing social, economic and environmental situation of the regions that are involved.
The Company continues to sponsor programs aimed at preserving marine biodiversity — including the
Tamar Marine Turtle, Humpback Whale, Manatee and Southern Right Whale projects. Sponsored since
2002, the Humpback Whale Project has catalogued 332 individuals of this threatened species along
Brazil’s South Region coastline, representing a 14% increase per year. Approximately 2,000 whales
have been catalogued by the Southern Right
Whale project, which is conducted on the
Northeast coast. This is the third largest
group of the species found to date on the
planet. The project has recorded an annual increase of 13% in their numbers.
PETR OBRA S
Annual
report
The directly chosen projects involved film, scenic arts, visual arts and music as well as the maintenance of
archeological sites such as those at Xingó (SE) and Serra da Capivara (PI).
The Company encourages registration of projects throughout the country through the Petrobras Cultural
Caravan, which visits Brazilian state capitals between September and December each year. In 2005, a
In the more than 250 municipalities that were benefited, taken together the projects influence over 900
68
dissemination of films, theater productions, bands, choral groups, orchestras and regional musical groups.
2005
workshop was added to the caravan for formatting the projects, being at helping cultural producers in all
regions to prepare their proposals. Decentralization already can be seen in the 2004–2005 edition of the
program: of the 171 publicly selected projects, 57% were produced outside the Rio–São Paulo axis. During
the previous edition, the figure was 32%.
responsability
Hum an Resources
T H E C R E AT I O N O F A M A N A G E M E N T C O M M I T T E E A N D
T H E E S TA B L I S H M E N T O F A N A G E N D A O F P R I O R I T I E S
WE R E H I G H LI G HTS O F TH E AR EA I N 2005
Sports sponsorship
One of the major partners of Brazilian sports, during the year Petrobras destined some R$ 50 million in support of
different sporting activities. Besides traditional sponsorship — such as Formula 1 motor racing, the Petrobras Lubrax
Team and the Flamengo soccer club, the Company sought to consolidate the presence of its brand in the worlds of
surfing, tennis and handball. The latter, which is the most practiced sport in public schools in the country, was chosen
as the focus of its support of the Olympic ideals.
Sponsorship of tennis was definitively incorporated into the Company’s internationalization strategy in South
America. Through the second holding of the Petrobras Tennis Cup, disputed in Brazil, Argentina, Colombia, Uruguay
and Chile, the Company brand was on display in countries where it has commercial interests in view of its business
expansion around Latin America.
One important milestone in the Human Resources area in 2005 – year dedicated to improving and adjusting its
strategies to the 2015 Strategic Plan and the 2006-2010 Business Plan - was the creation of the HR Management
Committee made up of executives from different Petrobras areas. The idea is to foster alignment between business
development, management of the Company and the main HR initiatives. Towards this end, an agenda of medium
and long-term priorities was created consisting of topics related to the organization and management of the HR
Gráfico 1
Function, the management of human capital, business education, external relations and organizational climate.
In surfing, Petrobras sought to associate youthful characteristics with its brand name as well as the energy and
strength of the ocean, in reference to the offshore production of oil of gas. The Company sponsored four important
tournaments disputed by top athletes — the Petrobras Women’s Surfing Circuit, the Petrobras Longboard Classic, the
In order to publicize the best HR management practices, Petrobras organized a series of in-house forums and
seminars during the year. It also obtained 100% participation of the employees in the new system used to manage
personnel performance.
Petrobras Men’s Selective Surfing Championship and the Petrobras Surfing Festival.
The Company continued sponsor the Brazilian Handball Confederation (CBH) and initiated a partnership with the
Brazilian Olympic Committee (COB). Its sponsorship of the Handball Brazil project encompasses the Brazilian national
handball team as well as actions that encourage the practice of the sport. Through the COB, Petrobras’ brand name remains
associated with the Olympic movement, emphasizing the role of sports in the education of young people. Furthermore,
Petrobras is a sponsor of the XV Pan-American Games Rio 2007, involving athletes from more than 40 countries.
In motor sports, Petrobras continued its sponsorship of a number of different types of events, with
particular emphasis on presence of its brand in Formula 1 motor racing. Since
Salary Policy
Expenditures on personnel totaled R$ 6.569 billion during the year, including fixed and variable compensation
components that make up the Company’s salary policy. Fixed compensation encompasses remuneration such as
wages, extras, bonuses and promotion increases payments; variable compensation involves profit and results
Tabela 2
sharing (PLR) linked to the business results tied to the Strategic Plan’s targets.
1998, the Company has been developing a special fuel used by England
Williams F1 team in the most important automobile competition in the
world. The development of motor sport products is part of the strategy
to use auto race courses as laboratories. One example is the production
of the Podium gasoline, created thanks to the work carried out with
Williams and available in Brazil and Argentina. (for more information,
consult our social and environmental report 2005)
70
PETR OBRA S
Annual
report
2005
Percentage of Employees
Gas and Energy 2%
in the Petrobras System
Research 3%
by Area of Activity
1% Support of Senior Management
1% International Area - Brazil
International Area - Overseas 11%
33% E&P
Subsidiaries 13%
Corp. Consulting and Support 16%
20% Downstream
PETR OBRA S
Annual
report
2005
71
responsability
Human Resources
in the number of employees. These positions, in a number of different areas, will be filled gradually, using the
Petrobras System Number of Employees
existing candidate database and the conducting of public selection processes The Company ran a public selection
60.000
in 2005 for the admission of professionals at several different job levels. During the year, 1,806 employees were
admitted — 835 college-educated professionals and 971 high-school educated.
50.000
40.000
Professional Training
30.000
In order to satisfy the requirement for the transmission of knowledge throughout the Company, the Petrobras
20.000
University had 1,216 new employees enrolled during 2005, of which 749 completed training courses. With 60
professors — 13 with PhDs, 28 holders of Masters degrees and 19 specialists — the University’s Human Resources
10.000
Development (HRD) process was certified to IS0 9001/2000 standards.
In collaboration with all areas of the Company, the University’s Business and Management School prepared a
0
2001
2002
2003
2004
2005
5,674
5,875
6,625
7,007
7,197
0
6,328
5,810
5,939
6,166
PETROBRAS Holding
32,809
34,520
36,363
39,091
40,541
System
38,483
46,723
48,798
52,037
53,904
Subsidiaries
International Area - Overseas
management training model involving the instruction of 4 thousand managers and supervisors. A Business
Teaching Plan was created to improve the learning-apprenticeship process.
Moreover, Petrobras University had its specialization courses in the fields of Petroleum Engineering and Process
Engineering recognized by the Ministry of Education. Created in partnership with the Federal University of Bahia
(UFBA) and the State University of Rio de Janeiro (UERJ), respectively, these courses are in line with the strategy
Collective Wage Agreements
of strengthening the relationship of the University with Brazilian and international teaching and research institutions.
In the collective wage agreements with onshore union employees in september and offshore employees in november,
Petrobras remained open to negotiation, being represented also in regular follow-up meetings.
Health Care
As in previous years, the agreements consolidated important advances for employees. Among the main results
were: a salary readjustment of 6.02% and the granting of a level of career progression for all employees; the creation
The Multidisciplinary Health Care Service (AMS) helped an average of 249 thousand people per month —
of an Onshore Field Production Bonus; the commitment to present a proposal encompassing all of the union
employees, retirees and pensioners and their dependents. Petrobras disbursed R$ 460 million to help pay for
demands pertaining to Petros, with a two-month deadline as of the signing of the Collective Wage Agreement of 2005.
medical appointments, examinations and hospitalization. The effective network encompasses 21,260
establishments throughout Brazil, including hospitals, clinics, laboratories and healthcare specialists. Under the free
choice option, beneficiaries may choose health professionals from outside of the accredited network.
Admissions
In 2005, as a part of the collective work agreements, three important changes were introduced in AMS: the
increase, from 8 to 18 years, of the age limit for including children and teenagers in an adoption process; the
In order to face the needs that expansion is bringing to Petrobras and are foreseen in the 2015 Strategic Plan, in
adjustment of the major risk contribution table to the National Health Agency’s (ANS) age groups, according to the
October the Executive Board approved the opening up of 9 thousand new jobs, representing an increase of 23%
Statute for the Elderly; and the use of the same consignable margin of 13% for active participants as well as retirees.
Pension Plan
The Petros Plan is a defined benefit plan that is closed to new participants. The new employees were covered in
responsability
H e a lt h , S a f e t y a n d E n v i r o n m e n t
2005 by a life insurance policy fully underwritten by the Company until the creation of a supplemental pension
plan for them. Petrobras expects to discuss a proposal for a new plan submitted by a committee made up of
representatives of the company, Petros, the Petroleum Workers’ Federation (FUP) and labor unions.
THE SEARCH FOR EXCELLENCE INCLUDES TRAINING PROGRAMS,
A U D I TS A N D I N V E S T M E N TS TOTA L I N G R $ 2 . 8 B I L L I O N I N 2 0 0 5
Educational Benefits
The benefits are of a supplemental nature, complementing the beneficiary’s contribution to the overall cost and
encompass day care centers, helpers, kindergarten, grade school and middle school as well as supplemental
education. In 2005, the amounts disbursed directly to employees totaled R$ 65 million and the total cost, including
taxes, was nearly R$ 100 million. Through the Collective Wage Agreement, Petrobras began to offer the benefits to
employees with minor children under their care who they were seeking to adopt.
Petrobras’ health, safety and environment (HSE) policy, laid out in the 2015 Strategic Plan, seeks to consolidate
HSE aspects as values that are intrinsic to the Company’s planning and management processes, based upon 15
Career Plan
corporate guidelines approved by the executive board in 2001. Subsequently they were divided into different levels
Petrobras continued to review its Job Classification and Evaluation Plan (PCAC) in order to adjust its Career Plan to
of guidelines and published as the HSE Management Manual.
the challenges defined in the Strategic Plan. The study — conducted by a work group comprised of representatives
The HSE guidelines have being implemented since 2002 through the Process Safety Program (PSP). This has
of all company areas, the Petroleum Workers Federation (FUP) and the labor unions – received contributions from
involved the development and implementation of corporate action plans and specific programs for the business
more than one thousand employees during the job description phase. The conclusion of the project is scheduled
and service units, designed to ensure that the objectives of the HSE policy are met at all levels of the Company.
for May 2006, according to the 2004/2005 collective bargaining agreements.
Transparency and the participation of the workforce have been encouraged throughout the entire PCAC review
process. Among the review premises are: adjustment of the length of careers to the expectation of time with the
The visible commitment of the top management and qualification are also the focus of the HSE corporate
guidelines. The president and the Company’s directors participated in 10 HSE audits conducted in the business
units during 2005. The training programs have had the participation of 36,000 persons since 2002.
company and the mobility mechanisms; the analysis of positions and careers based upon the market and their
In April 2004, the Business Committee approved, in its Strategic Plan, the HSE Excellence Strategic Project,
importance to Petrobras; and the observance of the weight of personnel costs and its impact on the Petros Plan.
designed to equip the Company with international standards of excellence in the fields of accident prevention,
incidents and failures; emergency readiness; worker health; ecoefficiency in operations and products; and HSE
Clubs
management, following up on the actions that were initiated by the PSP.
The Company invested R$ 2.8 billion in HSE in 2005. Of the total, R$ 1.6 billion was earmarked for
With the creation of a Leisure Center in Vitória,
safety programs, projects and actions, R$ 1 billion went to the environment and
Petrobras expanded its network of clubs open to
health got R$ 184 million. These values did not include expenditures on behalf of the
employees, retirees, pensioners, dependents and other
Multidisciplinary Health Assistance program or sponsorship of environmental
members of the local community, on a membership
programs and projects run by society’s organizations.
basis. Its more than 30 clubs have recreational and
Part of the disbursements – R$ 777 million – was made through the Program for
sports infrastructure, helping integrate employees and
Excellence in Environmental and Operational Safety (Pegaso). Transpetro subsidiary also
provide well being for their families.
invested R$ 502 million in the program, totalling a amount of R$ 1.3 billion in 2005.
PETR OBRA S
Annual
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2005
75
Implemented since 2000, Pegaso strives to eliminate the risks and the liabilities in Petrobras’ installations and
Number of Fatalities
The number of fatal
activities, constituting one of the largest initiatives of its kind in the world oil industry. Overall, Pegaso has had some
accidents was stable
12
R$ 9.26 billion in investments and operating expenses since it was created in 2000.
18
2001
30
The Pegaso project includes the Pipeline Integrity Program, which absorbed R$ 226.5 million in investments
during 2005. The program covers inspection projects, tests, appraisals, repair and rehabilitation of oil and gas
pipelines designed to guarantee the safety of its operations and to minimize the impact of eventual accidents on
compared to 2004. The
3
18
2002
21
company pays special
3
2003
16
attention to this aspect,
19
nearby communities.
The HSE Management Evaluation Program oversees the execution of Petrobras’ safety, environment and health policy.
2004
In 2005, 20 appraisals were conducted – 13 in facilities in Brazil and seven outside of the country. The evaluations
encompassed the degree of compliance with corporate guidelines and the requirements of ISO 14001 and OHSAS
1
15
16
0
2005
15
15
because the corporate
Employees
Outsourced Workers
target for this type of
Totals
18001 standards, which certify environmental, health and safety systems in 171 units in the country and 26 abroad.
incident is zero.
Environment
Operational Safety
Environmental responsibility actions implemented in 2005 were aimed mainly at atmospheric emissions
Petrobras continues to reduce its Lost Time Injury Frequency Rate (LTIFR), and is approaching the levels of
management, liquid effluents and waste management; ecosystems evaluation and monitoring; remediation and
excellence prevailing in the international oil and gas industry benchmarks.
emergency responses.
The total number of manhours of exposure to risk rose from 483 million in 2004 to 533 million in 2005, a result
of the increase in the Company’s operating activities. The number of accident fatalities remained stable as compared
Emissions
to 2004. The company gives special attention to this topic cause the corporate target for this type of incident is zero.
The Fatal Accident Rate (TAF), which corresponds to the number of fatalities per 100 million men-hours of
exposure to risk, maintained a trend in 2005 consistent with the overall decline that has been seen. The rate for
the year was substantially under the average for the world oil and gas industry that, in 2004, according to Oil and
Gas Producers (OGP) data, was 5.2.
In December, Petrobras published an Air Emissions Management Performance Report, consolidating information
of its operations in Latin America between 2002 and 2004. The report was filed for public consultations with the
Global Greenhouse Gas Register of the World Economic Forum (www.ghgr.org/public) and Petrobras website
(www.petrobras.com.br/environment).
The data contained in the report resulted from an inventory conducted by the Air Emissions Management
System (Sigea) and verified by an independent international consulting firm.
Fatal Accident Rate (TAF)
Lost Time Frequency Injury Rate (LTIFR)
Through the system, Petrobras monitors the emissions of the main greenhouse gases (carbon dioxide, methane
Number of accidents with injuries and time lost from work
Number of fatalities per 100 million manhours
per million manhours of exposure to risk, encompassing
of exposure to risk, encompassing own
own employees and outsourced workers.
employees and outsourced workers.
2.89
2001
15.70
2001
and nitrous oxide) as well as carbon monoxide, sulfur and nitrogen oxides, volatile organic compounds and
particulate matter. The Company has over 20,000 sources registered of emissions in its facilities in South America.
Emission of Greenhouse Gases
(in millions of tons of equivalent CO2)
1.53
2002
1.23
2003
4.57
1.04
2004
3.30
76
2005
PETR OBRA S
Annual
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2005
44.41
2004
located in Brazil, Argentina, Bolivia, Peru and Venezuela and
for international trips
0.97
39.09
As of 2003, the data includes the emissions from the Gas
from the shipsof Petrobras´ own fleet and vessels chartered
2005
2003
installations in Brazil and abroad and consolidated by Sigea
and energy area, from the assets of Petrobras Energia S.A.
2004
30.43
6.29
2002
Total emissions (direct + indirect) associated with Petrobras’
2003
2002
51.56
2005
2.81
PETR OBRA S
Annual
report
2005
77
responsability
Environment
Biodiversity
Sulfur Oxide - SOx Emissions
(in tons)
2001
158,620
2002
156,677
Conserving biodiversity of the ecosystems that are influenced by Petrobras’ activities is a permanent concern of the
Emissions consolidated by Sigea; methodological
Company. This attitude reflects its strategic commitment to apply the principles of social and environmental
improvements led to a review of the previously published
responsibility to all of the stages of its projects, including planning, construction, operation and decommissioning.
values for the 2002-2004 period
2003
As of 2003, the data includes the emissions from the Gas
160,845
In 2005, Petrobras established a workgroup to prepare a corporate standard to manage potential impacts to
and energy area, of the assets of Petrobras Energia S.A.
located in Brazil, Argentina, Bolivia, Peru and Venezuela and
2004
biodiversity. This standard, scheduled to begin implementation in 2006, covers strategies and actions for
153,717
the ships from Petrobras´own fleet and vessels chartered for
characterizing protected or environmentally sensitive areas influenced by the Company’s operations, guide
international trips
2005
protection measures or recovery of the ecosystems involved.
151,617
With this objective, the Company in March initiated an environmental assessment of a number of ecosystems in
Guanabara Bay at an estimated investment of R$ 9 million. In the Amazon region, studies being carried out with universities
Water Resources and Effluents
and research institutes are evaluating the potential impact of Petrobras’ operations in the surrounding ecosystems.
Petrobras directed its efforts in re-utilizating and optimizating water use in its refineries, prioritizing the facilities where
operating scenarios point to a potential scarcity of the resource.
EMERGENCY
In 2005 the Company concluded evaluation of the current and future availability of water sources that supply
PREPAREDN ESS
Repar, Refap, Rlam, Lubnor and its nitrogenous fertilizer plants in Sergipe and Bahia. Similar studies already had
Petrobras’ strategy for acting during emergency situations is based on the integration of the contingency resources
been carried out at refineries in the Southeast region, at the Campos Basin production units and Transpetro’s
of its business units with dedicated vessels along the Brazilian coast and the Environmental Protection Centers
Cabiúnas Terminal.
(CDAs). The CDAs operate 24 hours a day and have trained professionals and equipment at their disposal in order
These studies provided subsidies for the initiatives designed to optimize and re-use water. Among them, two
to act quickly and effectively. This includes ships and oil collectors, contention barriers and absorbers. There are nine
are in a phase of conclusion: closing the refrigeration cycle at Reduc, which will no longer make use of water from
CDAs around the country and six advanced bases in the North Region of Brazil and one in the Center-West Region.
Guanabara Bay for this purpose; and the re-utilization by Replan’s cooling towers of 80 m3/h of water coming from
This network of protection against accidents effects, which also can count on funds from public agencies and
communities, has six emergency plans in place that cover all Brazilian regions and are evaluated through emergency
the vacuum distillation units.
simulation exercises. Civil Defense, police, environmental agencies, city governments and the population participate,
as well. In 2005, six regional exercises were run in various locations around Brazil.
Solid Wastes
The Company maintains three vessels dedicated to emergency operations in a state of permanent
The Company’s Corporate Waste System registered 532
readiness — in Guanabara Bay, on the coast of São Paulo and the coast of Sergipe and
thousand tons of hazardous solid wastes generated in
Alagoas. In 2005, Petrobras invested nearly R$ 36 million in Transpetro’s waterway
2005. This corresponded to the total of the wastes
generated by operating activities in Brazil and abroad, of the
wastes produced during remediation processes in impacted
areas and that which constitute environmental liabilities of
terminals to establish Emergency Response Centers (CREs) to reinforce
CDA
Amazônia
(Manaus)
protection of the coastal regions.
Belém
Coari
Cruzeiro
do Sul
Belo Monte
Urucu
I
assets that were acquired by the Company. During the year,
Porto Velho
V
468 thousand tons of hazardous wastes were treated and
CDA
Centro-Oeste
(Goiânia)
disposed of in environmentally appropriate manner.
Treatment and disposal plans were agreed to with
PETR OBRA S
Annual
Report
2005
CDA
Rio Grande do Norte
(Guamaré)
Marati
III
CDA Environmental Defense Center
CDA Bahia (Madre de Deus)
CDA Environmental Defense Center - São Paulo
National / International Logistics
VI
Advanced Base
Dedicated Ships
CDA Bacia de Campos (Macaé)
CDA Rio de Janeiro (Rio de Janeiro)
CDA São Paulo (Guarulhos)
more than 90% of the stock of hazardous solid wastes
78
II
Uberaba
environmental agencies and will be initiated in 2006 for
accumulated at the Company’s facilities at the end of 2005.
CDA
Maranhão
(São Luís)
I
a
VI
Regional Emergency Plans
Fauna Rehabilitation Units
Astro Ubarana
IV
Rebelo XV
CDA Sul (Itajaí)
PETR OBRA S
Annual
report
2005
79
responsability
health
Regarding the reasons leading to Petrobras’ own employees leaving their jobs in 2005, as shown in the following
Oil and oil product spills
chart, by far the main cause was non-occupational disease — that is, reasons that were not related to professional
The volume of spills in 2005 was significantly lower than in 2004, maintaining , as it has in the last three years,
activities of employment.
the standards of excellence in terms of the global oil and gas industry. In 2005, without any reported large spills
This fact justified the Company’s emphasis on the Health Promotion Program, both on and off the job, which
of oil and oil products, the Company obtained its second best annual result for this indicator over the past six years.
encourages the adoption of healthier lifestyles. The Company also seeks to motivate employees to participate in the
annual medical checkup campaigns it offers and promotes the idea that they should follow the recommendations
that are made as a result of the exams they take.
Oil and oil products spills
2001
(m3)
Gráfico 1
2,619
Cause of Employee Missed Time
Spills of more than 1 barrel (0,159 m 3) impacting
2002
197
the environment outside installation perimeter.
5.9%
2003
4.5% 1.1%
0.1%
276
Non-occupational disease
Work-related (occupational) disease
530
2004
Workplace accident
Non-workplace accident
2005
88.4%
269
Accident on way to work
Health
The underpinnings of Petrobras’ actions on behalf of employee health rest upon the fostering of good health and
disease prevention, based on the integral health concept — both at work and outside of it. The programs and
Tabela 2
interventions in the area are guided by epidemiological analysis of information such as mortality, morbidity and the
prevalence of risk factors.
This systematic procedure has produced positive results regarding the health of our employees. The Percentage
of Time Lost index, which measures the amount of time lost due to illness or accidents, has declined consistently
over the past four years.
The Company also has been running an Occupational Hygiene and Ergonomics Program designed to identify, control
Percentage of Time Lost (PTP)
2.90
2001
Percentage of the total potential work hours lost
and eliminate occupational risks at all units. The procedures for guaranteeing the good health of employees during trips,
which include medical check-ups prior to travel and medical supervision upon return, also are being standardized.
due to medical authorization caused by
3.01
2002
occupational diseases or not and work accidents;
calculated only for own employees.
In order to provide better levels of health for its employees and members of their families, Petrobras and the
National Cancer Institute (Inca) trained nearly 500 health professionals to deal with and treat employees who
2.88
2003
smoke cigarettes. They represent 11% of the workforce – a percentage that is lower than the maximum prescribed
2004
2005
80
PETR OBRA S
Annual
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2005
2.57
by the World Health Organization (WHO), of 15%.
2.48
PETR OBRA S
Annual
report
2005
81
Intangible assets
Intangible assets
P E T R O B R A S I S S T R U C T U R I N G T H E F U N C T I O N O F K N O W L E D G E M A N A G E M E N T, S E E K I N G T O E S TA B L I S H T H E
G U I D E L I N E S F O R T H E C R E AT I O N , P R O T E C T I O N , M A I N T E N A N C E A N D M E A S U R E M E N T O F I T S I N TA N G I B L E A S S E T S
S O N I A C A B R A L , C O O R D I N AT O R O F T H E C E N P E S M A G N E T I C R E S O N A N C E L A B O R AT O R Y, 3 1 Y E A R S W I T H P E T R O B R A S
— C L A S S I F I E D I N T O F O U R T Y P E S O F C A P I TA L — H U M A N C A P I TA L , O R G A N I Z AT I O N A L C A P I TA L , R E L AT I O N S H I P
C A P I TA L A N D T E C H N O L O G I C A L K N O W - H O W — A S C A L L E D F O R B Y T H E 2 0 1 5 S T R AT E G I C P L A N . P E T R O B R A S W A S
A P I O N E E R I N T H E M A N A G E M E N T O F I N TA N G I B L E A S S E T S – E S P E C I A L LY A F T E R C R E AT I O N O F T H E L E O P O L D O
AMÉRICO
MIGUEZ
DE
M ELLO
RESEARCH
CENTER
(CENPES)
IN
1963.
CONSISTENT
TECH NOLOGIC AL
M A N A G E M E N T H A S M A D E I T P O S S I B L E F O R T H E C O M PA N Y TO A C H I E V E T E C H N O LO G I C A L E X C E L L E N C E I N A L L
S E G M E N T S O F T H E O I L A N D G A S I N D U S T R Y.
T H I S E XC E L L E N C E WA S R ECO G N I Z E D W I T H T H E S E L EC T I O N O F P ET R O B R A S A M O N G T H E F I N A L I ST S F O R T H E
MAKE
(MOST
ADMIRED
KNOWLEDGE
ENTERPRISES)
PRIZE
–
GLOBAL
2005
EDITION,
AWAR D E D
BY
THE
E N G L I S H - B A S E D K N O W N E T W O R K . I N T H E O V E R A L L C L A S S I F I C AT I O N , P E T R O B R A S C A M E I N 3 5 T H A N D , I N T H E
O I L A N D G A S S E C T O R , I T W E N T F R O M 1 0 T H P L A C E I N 2 0 0 4 T O 5 T H P L A C E I N 2 0 0 5 A M O N G C O M P A N I E S T H AT
B E S T A P P LY A N D D E V E L O P T H E I R B U S I N E S S K N O W L E D G E .
PETR OBRA S
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2005
83
In the fields of natural
Intangible assets
T E C H N OL O G I C A L K N O W - H O W C A P I TA L
gas, thermoelectric
The continuity of the Deep Water Technological Program (Procap) is in line with the
priorities that Cenpes has established. The objective of the program is to anticipate
solutions for production in the Marlim Leste and Albacora Leste fields, in the next
C E N P E S C O N D U C TS R E S E A R C H I N TO T H E O P T I M I Z AT I O N O F O F F S H O R E H E AV Y
O I L P R O D U C T I O N , O P E R AT I O N S I N U LT R A - D E E P W AT E R A N D M AT U R E O I L F I E L D S
generation and
stages of Roncador and Marlim Sul fields, in the deep water blocks in the Santos and
Espírito Santo Basins and in fields found in up to 3,000 meters of water depth.
Cenpes restructured its exploration R&D program in 2005. Until then based
upon joint projects with Brazilian universities, research now has a central focus on
the identification of exploration targets with a high degree of probability of an
renewable energy sources,
Cenpes participates in
efforts to consolidate
Petrobras as an integrated
energy company.
accumulation of oil and the detection of the exploration risks in ultra-deep waters
and onshore basins. As a result, Cenpes’ participation in solving the Company’s
specific challenges has grown.
Restructuring led to the creation of the Basin Modeling Program (Promob) and a Geophysics Department.
Promob is aimed at running geological simulations designed to reduce exploration risks. The new department will
intensify the development of computer applications, emphasizing 4D seismic imaging used to explore areas with
complex geological compositions.
Beside reducing costs and optimizing Petrobras’ investments, Cenpes’ programs seek to achieve high levels of
Technological research
operational reliability, safety excellence and the preservation of the environment. For the Company’s downstream
Technological know-how is a strategic imperative for sustaining self-sufficiency in Brazilian oil production. The
and refining activities, one of the main R&D programs strives to adjust Petrobras’ refineries to the characteristics of
Leopoldo Américo Miguez de Mello Research and Development Center (Cenpes), located on the Ilha do Fundão
heavy oil in view of the increase production of this type of oil in Brazil.
campus of the Federal University of Rio de Janeiro (UFRJ), is responsible for anticipating and supplying the
technological needs for all of Petrobras’ areas.
Technologies to be applied in processes, products and services also are under development by Cenpes, including the
formulation of fuels with lesser environmental impact. Another line of research is aimed at the development of solutions
Cenpes, whose 1,569-person staff has 350 members who hold Master’s degrees and 130 researchers with PhD
to increase the useful life of the Company’s pipeline network and to reduce operating costs and transportation risks.
qualifications, is composed of technological programs in Research and Development (R&D) and Basic Engineering
In the field of natural gas, thermoelectric power generation and renewable fuels, Cenpes is a part of Petrobras’
(BE). The integration of the Center with the 2015 Strategic Plan’s targets has resulted in a number of contributions
overall efforts to consolidate itself as an integrated energy company. Besides working on innovations for expanding
to the Company’s activities. Among them are the basic projects for the P-34 and P-50 platforms, which are
the use of gas, in order to boost gas consumption to 78 million m3/day in 2010, Cenpes is developing programs
hallmarks of sustained self-sufficiency. With regard to production R&D, in 2005 Cenpes gave priority to three lines
to enable the Company’s operations to achieve environmental excellence and sustainability and become eco-
of research: improving the production of heavy oil in an offshore environment; achieving technological
advances in ultra-deep water areas; and the minimizing of the decline of mature onshore and offshore
oil fields. In its efforts to improve production technology, one of Cenpes’
objectives is to reduce costs for the Company.
Horizontal wells are one of Cenpes’ technological contributions
for enhancing resources since they increase the flow of oil out of
offshore fields by up to a factor of five — thus making Petrobras’
large projects economically feasible. The use of artificial
oil lifting equipment, installed at a depth of 2,000
meters, also has been a decisive factor for the
development of heavy oil production.
PETR OBRA S
annual
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2005
85
Intangible assets
Or g a n i z at i o n a l C a p i ta l
efficient. Furthermore, it seeks technologies that will make it possible to optimize the use of renewable sources of
energy, satisfying the business targets of a number of segments within the Company.
Cenpes’ basic engineering area participated in seven large projects in 2005, including natural gas production
T H E M A R K ET I N G A N D B R A N D S C O M M I T T E E WA S B O R N W I T H T H E M I S S I O N
O F C R E AT I N G A M A N A G E M E N T M O D E L F O R T H E P E T R O B R A S B R A N D
projects in the Santos Basin and heavy oil production projects in the Jubarte field in the Campos Basin. In downstream
activities, it was involved in projects at RPBC, Replan and Repar encompassing improvements in fuel quality, the
reduction of polluting emissions and expansion of heavy oil refining operations. The Center also developed the new
formulation of Podium gasoline in Argentina and continued its research for the production of biodiesel fuel.
Cenpes carried out a number of relationship activities with its stakeholders, strengthening the role of the
Company as a technological leader and adding value to the brand. The Center launched a second edition of the
Petrobras Technology Prize, created in 2004 to encourage the work of researchers and students in the field of oil
and gas. For their innovative contributions to the Company’s oil, gas and energy sectors, the authors of 27 projects
that were selected during the first edition of the Prize received their awards in October.
Petrobras has initiated expansion of Cenpes in view of the new research demands that have emerged in fields
such as the environment, gas and energy. New facilities, totaling 88.7 thousand m2, will be built on its land directly
Brands
in front of the current buildings. The new building will contain effluent treatment and recycling stations and other
The Petrobras brand is managed as a strategic asset due to its importance and its potential to add value to prod-
technological resources, incorporated into the project according to the eco-efficiency concept.
ucts and services. Based on the 2015 Strategic Plan, the Company created a Marketing and Brand Committee to
improve management of this asset in view of the demand stemming from the expansion of its activities.
Among the attributes of the new committee, which is linked to the Businesses Committee, is the preparation
of a brand management operating model, designed to establish the guidelines for use of brand names within the
Petrobras System. By the creation of these guidelines, the Company is seeking greater protection of the asset while,
at the same time, it continues to be involved in the legal defense of its brand in the markets where it is active.
The global management of the brand is in step with Petrobras’ strategy of an integrated effort to increase its
visibility and strengthen the identity of its products and services on the markets. At the corporate level, the
Company has been implementing initiatives that are designed to develop global brands for its products and
services, standardizing the visual aspects of its installations and communication actions.
PAT E N TS
Management Practices
Petrobras is the company that files the most patents in Brazil and the Brazilian company with the most
The Management Quality Evaluation Program, created at the beginning of the 1990s, was held for the sixth time
patents filed in the United States. In 2005, ten patents were granted and 80 patent requests were filed
during the year, During the cycle, the units that are evaluated organize programs for implementing improvements,
in Brazil. Overseas, 49 patents were filed while 58 patent requests were granted.
based upon the results of the appraisal. Many of the management practices that have been widely adopted
The Company requested nine trademarks in Brazil while 141 trademarks were requested in 29 other
countries. Overseas, Petrobras obtained 89 trademark requests as well as the registration of seven
software and three copyrights requests.
throughout the Company were created or improved as result of this program.
Management excellence was responsible for two important distinctions received by the Company during 2005.
Petrobras Colombia received the Colombian Prize for Management Quality, becoming the first Business Unit overseas
to obtain a prize of this nature. In Brazil, the Downstream area won silver in the Federal Government Quality Award
competition (PQGF).
86
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annual
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2005
87
In 2005, for the second
Intangible assets
R e l at i o n s h i p C a p i ta l
consecutive year
Investor relations
Petrobras has constant dialogue with its investors and shareholders, aligned with
P ETRO B R AS I NVESTS I N O P I N I O N S U RVEYS I N O R D E R TO M OVE
the principles of transparency for the disclosure of information. In order to improve
E N HAN C E D IALO G U E WITH ITS I NVESTO RS AN D S HAR E H O LD E RS
this relationship, the Company conducts two surveys annually focused in two distinct audiences.
The quality of the work with relation to the institutional investors and analysts is
Petrobras won the
Transparency Trophy
awarded by Anefac in
recognition of the
transparency of its
verified through a perception study conducted by the Investor Relations
department that encompasses the disclosure media and the entire IR program. Its
financial reports.
results are indicators for the IR’s Balanced ScoreCard (BSC) performance – with a
part of them being replicated on the Financial Department’s panel. Furthermore, at the end of each conference call
about the Company’s quarterly results, a study is conducted to evaluate the degree of perception of the messages
that were transmitted by the IR director and the other managers.
Quantitative and qualitative surveys have made it possible to obtain the socio-economic profile of the
Company’s minority shareholders, allowing us to evaluate the quality of the service that is provided to them and
to check up on their perception of Petrobras. The aspects that are monitored include competitiveness, technology,
Company evaluation
vision of the future, profitability, overseas activities, management, the environment, energy diversification, social
efforts, transparency, ethical behavior, corporate governance, communication with society and the shareholders.
Petrobras has been carrying out increasingly wider ranging opinion surveys to check on how its practices and
These results also have become performance indicators for the BSC.
products are viewed and evaluated by stakeholders. The surveys, which have given the Company substantial
In 2005, Petrobras won the Transparency Trophy for the second consecutive year awarded by the National
knowledge about the socio-economic environment in which it operates, are based upon 18 indicators that make
Association of Finance Executives (Anefac) in recognition of the transparency of its financial reports and in the
it possible to evaluate perceptions regarding management, competitiveness, growth, overseas activities, vision of
providing of information. It also received the Best Investor Relationship Program Prize, in the Individual Investors
the future, social support, ethics, social and environmental responsibility.
category, granted by Investor Relations Magazine of the U.S.
The weight point average of the indicators in the public opinion segment led to the creation of a general
indicator. The information resulting from the surveys its consolidated within the Corporate Image Monitoring System
Relationship with suppliers
(Seismic). Using this company reputation monitoring tool, management can follow the evolution of Petrobras’
image and adjust its communication policies and actions and management practices in different areas.
Petrobras adopted a new registration process for outsourced suppliers in 2005, integrating materials and
services companies into a single system that is aligned with the corporate Health, Safety and Environment (HSE)
and social responsibility guidelines. Besides incorporating the requirements of these two areas, the Company
Clients
Corporate image monitoring system (Seismic)
Shareholders
perfected the technical, legal-tax and economic-financial aspects of the registration process.
Communities
Public opinion
Employees
Seismic
Government
Suppliers
Social NGOs
Environmental NGOs
88
PETR OBRA S
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2005
Press
The registry also was improved in order to include other processes, both centralized and regional, for the evaluation
and qualification of suppliers in order to standardize methodologies and rationalize efforts. Petrobras currently has some
5,000 companies enrolled in its database for the acquisition of goods and services for operating requirements and new
projects. Moreover, there are about 40,000 smaller companies throughout Brazil that supply Petrobras with goods and
services. The Company also created a Registration Portal in 2005, in order to strengthen the relationship with its suppliers.
Intangible assets
H u m a n C a p i ta l
P I LOT P RO J ECTS K I C K O F F TH E B U I LD I N G O F A P RO G R AM
D E S I G N E D TO M A N A G E T H E C O M PA N Y ’ S K N O W L E D G E
For the acquisition of goods, the new Materials Supply Conditions (CFM) are in effect for contracts signed as of
November 1st. The result of interaction between Petrobras and professional associations of suppliers, the CFM
adapted contract clauses to legislation and current market practices. The Company also adopted new payment
conditions for goods that have a long manufacturing timeframe, supplied by companies in Brazil.
Petrobras continued its partnership with the Brazilian Service for the Support of the Micro and Small Business
(Sebrae) to encourage the competitive insertion of micro and small companies into the oil, natural gas and electric
energy productive chain.
The agreement covers the 12 states where there are Petrobras Business Units and is worth R$ 12 million over
a three-year period, with the Company committed to investing R$ 6 million and Sebrae putting up the remaining
R$ 6 million. In addition, an investment of some R$ 3 million has been earmarked for participating companies. Due
to the large number of companies that are participating, the portion of the investments destined for the small
companies rose to R$ 16.7 million in 2005.
Knowledge management
In compliance with the corporate policies to strengthen operational, managerial and technological competencies to
M AT E R I A LS
PROCUREMENT
ensure the internal dissemination of knowledge, construction of a Knowledge Management Program for the
Petrobras System was initiated based upon a model developed by the International area. During the year, pilot
The Materials Procurement System made US$ 2.89 billion in direct purchases in 2005. Thanks
projects were set up for knowledge management practices (case histories, the recording of narratives, a best
to an increase in the competitiveness of Brazilian-based suppliers, their share in the
practices database, a catalogue of specialists, a meeting about lessons learned, communities of practice and
transactions was the highest of the past few years, reaching 89% of all purchases made.
taxonomies), which provided methodological support to the program.
Part of the acquisitions were conducted through the electronic trading portal Petronect,
Designed to disseminate the E&P experiences and best practices to the area’s professionals, the E&P
which ended 2005 with 2,686 suppliers registered in Brazil, Argentina, Bolivia,
Communities of Practice Program was instituted in 2005. This program makes it possible to merge the different
Colombia, Ecuador, the United States, Peru, Singapore and Venezuela. In three
knowledge environments without the limitations imposed by organizational boundaries. In the six communities
years of operations, Petrobras System companies used the Petronect for
concluding 81 thousand purchases, 56 direct auctions and 138 reverse auctions.
originally covered, the involvement of some 2,500 employees is expected.
Seeking to improve the Company’s internal practices using world-class corporate examples, Petrobras
participated in two international study groups of benchmarking practices in the field of Knowledge Management,
coordinated by the American Productivity & Quality Center (APQC). The focus was on two knowledge management
topics: Communities of Practice and the Extended Value Chain.
Petrobras participated in the 4th Annual Oil and Gas Industry Knowledge Management Conference in Singapore.
The Company presented the Knowledge Memory Project that records the history of the development of knowledge
within Petrobras and the Knowledge Management initiatives that support the Program for Excellence in Environmental
Management and Operational Safety (Pegaso), and notably its information management system (Infopae).
PETR OBRA S
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91
BUSINESS MANAGEMENT
business management
P E T R O B R A S ’ S B U S I N E S S P E R F O R M A N C E I N 2 0 0 5 , M E A S U R E D B Y S O M E O F I T S P R I N C I P L E I N D I C AT O R S , W A S O F
H I S T O R I C P R O P O R T I O N S . F O R O N E T H I N G , B E C A U S E O F I T S N E T C O N S O L I D AT E D E A R N I N G S — O F R $ 2 3 . 7
BILLION — AND FOR THE INCREASE OF THE PRODUCTION OF OIL AND GAS IN BRAZIL – 1,958 THOUSAND
B A R R E L S O F O I L E Q U I V A L E N T P E R D A Y, 1 1 . 4 % H I G H E R T H A N I N 2 0 0 4 . P E T R O B R A S S P E N T R $ 2 5 . 7 B I L L I O N O N
C L Á U D I A S C A L C O , I N S T I T U T I O N A L C O M M U N I C AT I O N C O O R D I N AT O R , 1 0 Y E A R S W I T H P E T R O B R A S
C A P I TA L E X P E N D I T U R E S I N 2 0 0 5 , 1 4 % M O R E T H A N I N 2 0 0 4 .
PETROBRAS’ PREFERRED SHARES WERE THE ONES WITH HIGHER LIQUIDITY IN TERMS OF THE FINANCIAL
V O L U M E T R A D E D , W I T H A N A V E R A G E O F R $ 1 3 1 . 6 M I L L I O N P E R D A Y. T H E Y A L S O B E C O M E T H E O N E S W I T H
G R E AT E R W E I G H T O N T H E I B O V E S P A T H E O R E T I C A L P O R T F O L I O – 9 . 2 2 7 % F O R T H E J A N U A R Y - A P R I L P E R I O D O F
2006. ADDING THE NUMBERS OF THE ON AND PN SHARES, PETROBRAS SECURITIES HAD TURNOVER OF
A P P R O X I M AT E LY R $ 1 6 3 M I L L I O N P E R D A Y, R E P R E S E N T I N G M O R E T H A N 1 0 % O F T H E A V E R A G E F I N A N C I A L
V O L U M E O F T H E B O V E S PA I N 2 0 0 5 .
T H E C O M P A N Y ’ S M A R K E T C A P I TA L I Z AT I O N , P R O P E L L E D B Y I T S P E R F O R M A N C E O N T H E S T O C K M A R K E T S ,
E N D E D T H E Y E A R AT R $ 1 7 3 . 6 B I L L I O N – T H E H I G H E S T A M O U N T A M O N G A L L P U B L I C LY T R A D E D C O M P A N I E S I N
L AT I N A M E R I C A . T H I S R E P R E S E N T S A N I N C R E A S E O F 5 4 % C O M P A R E D T O 2 0 0 4
PETR OBRA S
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2005
93
Petrobras maintained
management
B u s i n e s s p e r f or m a n c e
transportation units; the full utilization rate of coke and de-asphalting units, resulting
the price policy it
from the high heavy oil refining capacity; and the development of markets for the
adopted in 2004,
production surpluses of oil and oil products. It should be noted that this result was
achieved without expanding installed refining capacity and fully respecting the
PETROBRAS’ NET EARNINGS WERE 40% HIGHER THAN IN 2004 WHILE
C A P I TA L E X P E N D I T U R E S S U R PA S S E D T H E R $ 2 5 B I L L I O N M A R K
Company’s principles for Health, Safety and Environment.
The production of oil and natural gas in Brazil hit 1,958 thousand boe/day,
representing an increase of 11.4% compared to the previous year, mainly because
of the start up of platforms FPSO-MLS (Marlim Sul) in June 2004, P-43 (Barracuda)
in December 2004 and P-48 (Caratinga) in February 2005, and the coming on
stream of the UPGN-3 (Urucu) in June 2004, that increased the LNG production of
avoiding immediately
passing along the
volatility of oil prices
on the international
market to consumers.
the Solimões Basin Unit.
Overseas, the production of oil and gas declined 1.1% over 2004, totaling 259 thousand boe/day, due to the
maintenance shutdown of the Palanca terminal for equipment change (Angola) and a strike in the Austral Basin
(Argentina) area over labor-related issues. This result was partially compensated for by the increase in gas
production by the Bolivia in order to satisfy an increase in demand.
Petrobras’ proved reserves of oil, condensate and natural gas were 14.913 billion boe on December 31, 2005,
Oil prices reached very high levels on the international market; the Brent average (US$ 54.38/bbl) was 42.3% above
an increase of 0.13% (0.018 billion boe) over the previous year, according to Society of Petroleum Engineers (SPE)
the 2004 average, hitting a peak monthly average of US$ 64.12/bbl in August. This rise directly impacted the lifting cost
criteria, with 89% of the reserves located in Brazilian territory and 11% overseas. For each barrel of oil equivalent
of Brazilian oil and the portion of oil that is imported, which represented 20.4% on average of the processed throughput.
produced in 2005, 1.023 barrels of oil equivalent were appropriated, resulting in a Reserves Replacement Ratio
Petrobras maintained the price policy it adopted in 2004, of avoiding the immediate pass-through to consumers
(IRR) of 102.3%. The Reserves-Production Ratio (R/P) was 19.6 years.
of the volatility of the price of oil on the international market. In 2005, the Average Realization Price of oil products
Of particular note was the 208 thousand bpd increase in net exports of oil and oil products. From a deficit of
on the domestic market in 2005 was R$ 141.57/barril, 19.5% higher than in 2004. This was principally due to the
150 thousand bpd in 2004, 2005 saw a surplus of 58 thousand bpd. From a financial point of view, this meant a
increase in the prices of gasoline and diesel that took place at the end of 2004 and in September 2005, the
reduction in the oil and oil products trade deficit of some US$ 3 billion.
commercializing of S500 diesel as of the beginning of 2005 and sales of other oil products, notably naphtha and
aviation fuel, whose prices were readjusted to accompany the higher prices on the international market.
Petrobras’ total sales, including exports, natural gas and international sales, totaled 2,780 thousand barrels of oil
equivalent (boe), growing 4.3% over 2004 (2,665 thousand boe). However, excluding sales based on imports,
the Company’s sales rose 11%, that is by 210 thousand boe.
The energy segment grew 2.6%, considerably under the 9.5% obtained in 2004. Gas sales in 2005 rose 7.8%
Consolidated gross operating revenues were R$ 179.1 billion, whereas the net operating revenues totaled R$ 136.6
billion, surpassing these indicators in 2004 by 19% and 22.9%, respectively. Contributing to
this result was the increase in prices on the domestic and overseas markets together with
the increase in the domestic market volume of sales, including natural gas and exports.
On the domestic market, the effect of the increase in the realization price of oil
products and the growth in volumes sold led to a rise in net operating revenues
over 2004, mainly due to growth of the South/Southeast market, while the oil products market saw sales expand
of R$ 14.3 billion, mainly due to the increases in revenues from diesel
by 1.9%. Energy sales volumes rose 76.8% the result of the beginning of contracts signed in previous years
(27.3%), gasoline (24.7%) and aviation fuel (26.5%). Gasoline sales
coupled with an increase in the volume of sales linked to existing contracts.
volumes grew 4.4% (12 thousand bpd), surpassing the 1.4% increase in
The share of domestic oil in the processed throughput (79.6%) was 3.7 percentage points higher than the
diesel (9 thousand bpd) and 5.4% rise in aviation fuel (4 thousand bpd).
previous year (75.9%), going from 1,296 thousand bpd in 2004 to 1,376 thousand bpd in 2005 — without
However, the effect of the price of diesel was stronger when compared
harming the production of medium oil products such as diesel and aviation fuel. This significant performance was
to gasoline and aviation fuel, with these products presenting,
due to a series of factors, of which the following can be highlighted: the excellent and collaborative integrated
respectively, increases of 25.8% (R$ 0.21/lt), 19.7% (R$ 0.15/lt)
management of the supply chain, from the shipping of oil from the production regions until the delivery of oil
and 20.2% (R$ 0.19/lt) of their average realization prices in 2005
products to Petrobras’ customers in Brazil and abroad; the high operating reliability of the production, refining and
in relation to 2004.
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PETR OBRA S
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On the export market, net revenues increased by R$
7.3 billion, with the export of oil, which was responsible for
about 59.6% of the total, being particularly noteworthy.
management
C a p i ta l M a r k e t s
Moreover, Petrobras’ offshore sales grew by R$ 0.8
P ETRO B R AS’ S HAR ES WE R E O N E O F TH E YEAR’S H I G H LI G HTS,
billion over 2004.
A N D I TS M A R K E T C A P I TA L I Z AT I O N R E A C H E D R $ 1 7 3 B I L L I O N
Operating Profit was R$ 39.8 billion, some 32.9%
higher than the previous year, basically due to the increase
of net operating revenues, the significant rise in production
and the respective processing of more domestic oil,
leading to an increase in the Cost of Goods and Services
Sold, which presented growth of 18.5% whereas the
increase in the price of Brent benchmark oil was 42.3%.
In 2005, the Financial Result was a negative R$ 2.8 billion in counterpart to 2004, when it was R$ 3.3 billion.
This result was influenced by the appreciation of the real, substantially greater than the variation during the same
period of 2004 with respect to the main currencies traded by Petrobras.
Thus, Net Profit was R$ 23.7 billion, 40.5% higher than in 2004.
Share performance
Consequently, the EBITDA was R$ 47.8 billion, 29.9% above the result for the previous year, while the Return
on Capital Employed (ROCE) increased 4 percentage points over 2004, reaching 24%.
The year was a positive one for Petrobras on the stock markets. The nominal appreciation of the Company’s shares –
Petrobras’ total assets reached R$ 183.5 billion, representing growth of 11.5% over 2004. This was the result
55.12% for its common shares (PETR3) and 53.21% for its preferred shares (PETR4) – surpassed the most often
of a 12.6% increase of fixed assets and 14.1% in current assets (cash on hand and financial investments alone
used market indicators in the country, such as the IBrX (37.32%), the Ibovespa (27.71%) and the IGC (43.76%).
represented 46.1% of the variation in current assets), compared to a reduction of 5.4% in long-term assets.
Petrobras’ preferred shares had higher liquidity in terms of the financial volume traded, with an average of R$ 131.6
The counterpart in liabilities occurred mainly in net equity, which grew 26.8%, with the 57.6% rise in reserves
million per day. They also had greater weight on the Ibovespa theoretical portfolio – 9.227% for the January-April
being particularly noteworthy.
period of 2006. Adding the numbers of the ON and PN shares, Petrobras securities had turnover of approximately R$
Regarding the Company’s debt, leverage (Net Debt over Net Capitalization) declined from 37% to 24%.
163 million per day, representing more than 10% of the average financial volume of the Bovespa in 2005.
Petrobras had capital expenditures totaling R$ 25.7 billion (equivalent to US$ 10.6 billion), 14% higher than in
2004. The E&P area invested R$ 15.5 billion, with the priority being given to the need for an increase in production
200
I
and the oil and gas reserves. The Downstream area invested R$ 3.3 billion to add value to the Petrobras System’s
raw materials (oil and gas), focusing on a higher value and higher quality product mix. In the International area,
II Stock split
investments of some R$ 3.2 billion were in step with the Company’s efforts to become the leading integrated
III
III 9/10 Increase in the price of
150
energy company in Latin America.
Large increase in production due
to startup of the P-43 (Dec/2004)
and P-48 (Feb/2005) platforms.
gasoline and diesel
IV
V
IV 10/13 Petrobras is raised to
II
Of the total, about R$ 2.3 billion was through Specific Purpose Companies (SPCs), a figure that was 208%
Investment Grade
I
I
higher than the previous year.
VI
V Fields in Campos, Espírito Santo
I
and Santos Basins declared
commercially feasible as well as
discoveries of light oil in deeper
Campos Basin water
VI
100
VI Petrobras rises more than the
Ibovespa
50
2/28/05
4/29/05
Preferred
Shares
Preferenciais
96
PETR OBRA S
Annual
report
2005
6/30/05
8/30/05
10/31/05
12/29/05
Common
Ordinárias SharesIbovespaIbovespa
PETR OBRA S
Annual
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2005
97
business management
CAPITAlS MaRkets
On the New York Stock Exchange (NYSE), as a result of the appreciation of the real over the dollar, the returns
In financial volume, the turnover of Petrobras’ common shares for the year on the NYSE was US$ 24.04 billion,
for holders of Petrobras’ ADRs were even greater: the receipts representing the ON shares (PBR) had a nominal
while transactions with preferred shares totaled US$ 14.4 billion. Respectively, Petrobras securities were the fifth
appreciation of 79.19%, and the PN shares (PBRA) rose 77.77%. Petrobras’ shares rose higher than important
and 13th most actively traded ADRs in the U.S. Adding together both the PBR and PBRA positions, Petrobras came
indexes such as the Dow Jones Industrial (- 0.61%), a major benchmark for the American stock market; the Amex
in third among the corporations with the most transactions on the ADR market.
Oil Index (36.85%), made up of large companies in the oil and gas industry; and the NYSE's International 100
(8.09%), which contains the 100 most liquid ADRs.
The Company’s market capitalization, propelled by its performance on the stock markets, ended the year at R$
173.6 billion – the highest amount among all publicly traded companies in Latin America. This represents an
increase of 54% compared to 2004 (R$ 112.5 billion) and 96% over 2003 (R$ 88.7 billion). In U.S. currency, its
market capitalization reached US$ 75 billion in 2005, against US$ 42 billion in 2004 and US$ 30.9 billion in 2003.
R$
Closing price
US$
ON
PN
PBR
PBRA
2005
41.30
37.21
71.27
64.37
2004
26.63
24.29
39.78
36.21
Real Accumulated Appreciation (%)
Data deflated by the IGP-DI
Daily average volume ($ billion)
2005
30.88
131.48
95.17
55.68
2004
30.59
100.61
43.32
23.52
Source: Economática
12.000
Average price
2005
32.32
28.63
53.76
47.61
2004
23.24
20.97
32.01
28.82
10.228
10.000
8.000
Average number of daily transactions
Ibovespa index relative weight
2005
392
2,009
2004
397
1,394
2005
2.05%
7.93%
2004
2.63%
9.17%
6.871
6.000
4.000
2.109
2.000
Source: Economática
1.984
945
0
26
57
58
29
1 year
158
164
190
5 years
Ibovespa
Ibovespa
10 years
Preferred
Shares
Preferenciais
15 years
Common Shares
Ordinárias
Stock split
In order to facilitate access of small investors and to increase share liquidity, on September 1st Petrobras conducted
a stock split, substituting one former share for four new ones. Capital stock now is represented by 2,536,673,672
common shares and 1,849,478,028 preferred shares, with the number of investors having risen by 11 thousand
at the end of 2005. This increase reflectes the excellent operating and financial performance of the Company and
how it is perceived by the market, as well as confidence about its future results.
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2005
PETR OBRA S
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2005
99
The split changed the relationship of the shares with the ADRs. Each Petrobras receipt in the U.S. market now
represents four Brazilian shares. As a result, the trading price of ADRs in the U.S. was not affected.
During the year, Petrobras’ shareholders received dividends relative to 2004 totaling R$ 4.77 gross per pre-split
ON or PN share – an amount that corresponds to R$ 1.19 per post-split share.
70% supported operations for importing oil and oil products and 30% went for
ensuring compliance with the obligations of other operations for various areas of
The recognition of
the quality of
the Company.
Regarding credit lines through the international banking market, PIFCo, PEB and
Refap S.A. raised a total of US$ 1.578 billion, an amount that was 26% more than
during 2004. Of the total, US$ 1.538 billion was used to support activities for the
Petrobras’ credit by
banks, investors and
official credit
commercialization of oil and oil products while the remainder went for specific
Corporate financing
operations at the subsidiaries. The increase in funding, despite the Company’s
agencies led to
The recognition of the quality of Petrobras’ credit by banks, capital market investors and official credit agencies
favorable liquidity situation, was a consequence of Refap’s cash flow requirements,
favorable conditions
provided favorable conditions enabling the Company to raise funds for financing its activities. The highlight was the
which represented nearly 70% of the total volume raised.
for the Company to
upgrading, in October, of the Company’s risk rating by Moodys Investor Services, which moved Petrobras up to
As part of its debt extension policy, US$ 485 million (31%) all the total raised
investment grade level Baa2. Besides reducing the cost of financing, this resulted in expansion of the number of
through the lines of credit were contracted to mature in three, five and seven years.
obtain funds to
investors in the Company.
The other US$ 1.093 billion (69%) had maturities of up to 60 days in view of
finance its activities.
As a result of the high liquidity of Petrobras, the total of the new funds that were raised was lower than during
2004, obtained at more favorable conditions not only regarding costs but also in terms of maturities. Also due to
Refap’s cash flow requirements.
In order to provide a liquidity “cushion” for the Company, PIFCo has contracted,
its strong cash generation, the Company realized debt pre-payment operations totaling approximately US$ 406
since 2004, US$ 675 million in standby facilities. These facilities allow Petrobras to make disbursements maturing
million, and renegotiated financing contracts, improving the profile of its debt and reducing financial expenses.
in two years up to the limit of the amount contracted, with the principle to be paid back within one year.
In operations with official and multilateral credit agencies, approximately US$ 525 million was used from loans
In 2005, Petrobras returned to access the capital market in Brazil through the issuance of Certificates of Real
guaranteed by the Export Credit Agency (ECA) in contracts signed in 2005 and previous years. Petrobras Netherlands
Estate Receivables (CRI) for the construction of new administrative buildings in Macaé (RJ). Valued at R$ 200
B.V. (PNBV) signed a US$ 40 million contract with the Nordic Investment Bank to finance goods and services
million with a 10-year maturity, the operation was structured by the Rio Bravo group and distributed to investors
acquired from Nordic countries for the construction of the P-51 and P-52 platforms. PIFCo signed a contract with
by the Santander Banespa Bank. The issue was one of the largest ever conducted in the CRI market with
the Sumitomo Mitsui Banking Corporation, guaranteed by Nippon Export and Investment Insurance (Nexi), an official
distribution aimed at individuals.
agency of the Japanese government, in the amount of US$ 300 million for financing the Pegaso project.
The Company used about US$ 211 million from the financing contract signed by PNBV with the Brazilian
National Economic and Social Bank (BNDES) for the purchase of Brazilian goods and services used in construction
Project Finance
of the P-52 platform. In 2005, PNBV signed another contract with the bank, worth US$ 403 million, earmarked for
the acquisition of nationally produced goods and services for the P-51 platform.
The volume of bank guarantees contracted by Petrobras and its subsidiaries was US$ 1.985 billion – 3.1%
more than during 2004, when a total of US$ 1.926 billion was contracted. Of the guarantees obtained in 2005,
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PETR OBRA S
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Through project finance operations, Petrobras raised funds on the Brazilian and overseas financial markets for oil
exploration and production and natural gas projects. The operations are conducted through Special Purpose
Companies (SPCs) created for each project.
PETR OBRA S
Annual
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101
In March, the Company signed the contracts for the financial structuring of the Master Plan for the Delivery and
Treatment of Campos Basin Oil (PDET). The US$ 910 million funding comes through the Japan Bank for
management
Risk management
International Cooperation (JBIC), commercial bank consortia and Mitsubishi and Marubeni of Japan.
Another exploration and production financing operation was signed in November. Through the specific purpose
company Charter Development Company (CDC), Petrobras raised US$ 500 million from a syndicate of overseas
T H E VA L U E O F P ET R O B R A S ’ I N S U R E D A S S ETS G R E W 2 3 % I N
2 0 0 5 , W I T H PAY M E N T O F U S $ 2 9 . 3 M I L L I O N I N P R E M I U M S
banks for the construction of the FPSO P-53 platform, which will be used in the Marlim Leste field.
In the gas area, two bridge loans in the amount of R$ 800 million each were signed in November with the
Brazilian National Economic and Social Development Bank (BNDES) for construction of the Southeast-Northeast
Gas Pipeline (Gasene) and the Urucu–Coari–Manaus Gas Pipeline (The Amazônia Project).
Thanks to an improvement of Brazil’s and Petrobras’ image on the international financial markets, the Company
also has been seeking to renegotiate some structured financing operations in order to adjust its costs to current
market levels. In September, refinancing of US$ 380 million balance due on a loan granted by commercial banks
to the Barracuda/Caratinga Project was concluded.
Structured Projects
Projects
Year Structure
Value USD Million
Marlim
1998
1,500
In its evaluation of risk, the Company takes into account the effect of the integration of its activities, adopting
Albacora
2000
410
guidelines and limits to activities throughout the entire Petrobras System. The Executive Board’s policies and
Barracuda / Caratinga
2000
3,100
Cabiúnas
2000
850
Espadarte, Voador e Marimbá (EVM)
2000
1,076
Novamarlim
2001
834
The Company is exposed to a series of market risks deriving from its operations. The risks mainly involve the
Pargo, Congo, Garoupa, Cherne e Carapeba (PCGC)
2001
86
fact that eventual variations in the price of oil and oil products, exchange or interest rates could negatively affect
Malhas
2003
1,000
Rental Company of oil equipament (Clep)
2004
1,250
In view of this, the risk management policy seeks to contribute to an appropriate balance between Petrobras’
Master Plan for Delivery and treatment of Oil from da Campos Basin (PDET)
2005
910
growth objectives and returns and its level of exposure to risks, whether inherent to its activities or stemming from
guidelines are previously discussed by the Risk Management Committee.
Containing a number of commissions, this committee centralizes the examination of risk management actions,
facilitating communication with the Executive Board and the Board of Directors.
the value of its financial assets and liabilities or the Company’s future cash flow and profits.
the context in which it operates. Thus, through the effective allocation of its resources — physical, financial and
human — the Company is able to meet its strategic objectives.
In the management of the oil and oil products market risks, according to the premise of considering only the
consolidated net exposure to the risk of oil and oil products prices, operations with derivatives are, in general,
limited to protecting the result of specific short-term transactions (up to six months). In these hedges, futures, swap
New Projects being Structured
Value USD Million
Projects
Urucu-Coari-Manaus (Amazônia) Gas Pipeline and Manaus thermo power plant
1,300
and option contracts are used, always linked to physical market operations. From January-December 2005, hedge
operations for 23.30% of the total volume sold (imports and exports) were realized.
900
In a specific business, Petrobras exceptionally conducted a long-term hedge operation, which is still ongoing,
P-53 Platform Construction
1,030
involving the sale of 52 million barrels of WTI oil from 2004 to 2007. The operation seeks to establish a price
GASENE
2,000
protection for this volume of oil in order to guarantee a minimum margin for the financing agents of the
Revap Refinery Expansion and Modernization
Barracuda/Caratinga Project to cover the debt service.
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In 2005, the Company
Petrobras Energía S.A. (Pesa), an indirect subsidiary of Petrobras, also makes use of derivative financial instruments
Like other oil companies, in the light of its investments in Health, Safety
to mitigate its exposure to the oil and oil products market risks. From January to December of 2005, Pesa had 7.3
and environment (HSE) and Quality, Petrobras retains a significant portion of the
million barrels of oil covered.
risk, which includes increasing deductibles to as much as US$ 40 million.
Because a considerable portion of Petrobras’ debt and future operating cash flow is in dollars or strongly tied to
the U.S. currency, the Company does not have too large an exposure to exchange risk. Depending upon specific
analyses, the use of derivatives is limited to reducing exposure regarding other currencies, such as the euro or the
Japanese yen.
Consequently, the Company does not insure against lost profits, wellhead controls
or its pipeline network.
Platforms, refineries and other facilities are covered by insurance policies against
major fire/operational risk, petroleum risk and named risk. Freight movement is
The company does not currently make use of derivative financial instruments to manage its exposure to swings
in interest rates, which is only used by its indirect subsidiary Petrobras Energía S.A. (Pesa).
covered through transportation policies while ships are insured by hull and engine
increased the final
premium paid on its
main policies — major
fire/operational risk,
petroleum risk and
named risk.
insurance. Civil liability and environmental risks, depending upon the case, are
covered by one or more policies. Projects and facilities under construction are insured against engineering risk
through a policy taken out by Petrobras or the contractors.
For insurance purposes, the Company’s assets are valued at replacement cost, as appraised by Petrobras
Insurance
and/or appraisal companies. In order to stipulate the maximum probable damage at each installation, this appraisal
The Company increased the final premium paid on its main policies in 2005 — major fire/operational risk,
petroleum risk and named risks. The premium rose from US$ 25.2 million in 2004 to US$ 29.3 million in 2005,
an increase of 16%. During the period, the value of insured assets rose 23%, going from US$ 26.6 billion to
serves as a basis to set a maximum indemnity limit for the major fire/operational risk policies, today fixed at US$
600 million.
The majority of Petrobras’ overseas activities are insured or reinsured by the captive insurance company Bear
Insurance Co. Ltd., domiciled in Bermuda. Bear retains none of the risk, completely laying it off on the market.
US$ 32.7 billion.
The greater part of Petrobras’ risk is laid off in the international reinsurance market. To this end, the Company
Due to the size of its activities, Petrobras is subject to legal actions in the commercial, labor and tax spheres. In
has a permanent policy in Brazil and overseas of disclosing the quality and practices of its risk management.
order to minimize these risks, the Company strictly complies with all the legal provisions of the various aspects
Relevant information, such as accidents, their causes and improvements that have been introduced, are promptly
related to its businesses. In the case of legal actions currently in progress, the Company has recourse to the courts
and transparently passed along to the insurance market.
in order to assure its defense and to seek the reversal of unfavorable decisions.
Oil Risks | Operating Risks | Named Risks
60.000
50.000
40.000
30.000
20.000
10.000
0
1999
2000
Premium US$ M
Prêmio US$ M
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2001
2002
2003
Values insured US$ MM
Valores segurados US$ MM
2004
2005
business management
c or p or at e g o v e r n a n c e
management
C or p or at e G o v e r n a n c e
of the Board to satisfy the requirements of SOX Section 301 and its relevant regulations. In this manner,
adjustments were made to the Board’s jurisdiction in order to include, among its attributes, those required by the
U.S. law in a way that did not conflict with Brazilian legislation.
Petrobras’ Ombudsman’s Office, linked to the Board of Directors, was formally included in the Company’s
THE TRAINING OF EXECUTIVES AND IMPROVEMENT OF INTERNAL CONTROLS
organizational chart. This body is responsible for being a channel to receive and process accusations regarding accounting,
H A S B E E N F O C U S E D O N M A N A G E M E N T T R A N S PA R E N CY A N D E F F I C I E N CY
internal controls and auditing questions, including confidential and anonymous submissions from employees.
The Company published in its 2005 Form 20-F filing (Annual Report document required by the SEC) relative to the
2004 fiscal year, among the nine members of the Board of Directors elected by the Ordinary General Shareholders’
Meeting held on March 31, 2005, one of them is a financial specialist, as called for under Section 407 of the SOX.
The review of the Petrobras System’s Code of Ethics, with the participation of the employees, was another
initiative adopted in 2005, designed to update and enhance it in view of the SOX’s requirements.
Controls and Procedures for Disclosing Information
Petrobras has an internal document that formalizes its Controls and Procedures for Disclosing Information (CPDI). The CPDI
Petrobras constantly strives to improve its corporate governance practices and relationships with shareholders,
customers, suppliers, employees and other stakeholders. The Company adopts management procedures that are
compatible with the rules governing market activities in Brazil and other countries, which requires constant effort
in order to monitor and implement the practices established in the various nations in which it operates.
In Brazil, Petrobras is subject to the rules of the Brazilian Securities and Exchange Commission (CVM) and the
São Paulo Stock Exchange (Bovespa). Abroad, it submits itself to the regulations of the Securities and Exchange
Commission (SEC) and the New York Stock Exchange (NYSE) in the United States; of the Latibex market of the
Madrid Stock Exchange in Spain; and the Buenos Aires Stock Exchange in Argentina.
Since changes were made to its bylaws in 2002, Petrobras has been in compliance with the practices and
regulations of the São Paulo Stock Exchange, and its process of formal adhesion to the differentiated corporate
governance levels of the Bovespa continuing to be a subject of permanent analysis by the Company.
The corporate governance executive training program continued to be run during the year. Besides disseminating
the best governance practices adopted in Brazil and abroad within the Company, the program fosters awareness
about the importance of this topic to both senior management and employees in general. In 2005, training focused
on the alignment between the holding company and the other Petrobras System companies.
establishes the rules to be followed by the Company’s staff to ensure that the information released to the market can be
registered, processed, prepared and disseminated within the timeframes and regulations of the prevailing legislation.
According to SOX Section 302 and SEC Rule 13a-14, the filing of the Annual Report through Form 20-F must be
accompanied by certifications signed by the Company’s President and CEO and the Chief Financial Officer (CFO)
attesting their responsibility for the preparation and maintenance of the CPDI.
They must supervise the conception and updating of these controls and disclosure
procedures, which is carried out by the Investor Relations Department.
The process described in the document allows the collection, control, analysis
and tracking of all of the information periodically released by Petrobras in its
quarterly and annual reports, including through the Form 20-F. The use of a
responsibility matrix makes it possible to identify the origin of each piece of
information and who was responsible for generating it, subsequently certified by the
executive managers involved in the process. Thus, it is possible to know where
and in what corporate system information is recorded and who was responsible
for processing, summarizing and registering the information in the reports.
The controls and procedures for disclosing information applies to the
preparation of the following documents: Annual Report, Annual Information
Sarbanes-Oxley Law
Report to the CVM, Form 20-F Annual Report, Form 6-K reports, Prospectuses
Petrobras has been working in a fully integrated manner since 2002 to adjust its procedures to the U.S. Sarbanes-
for the issue of securities filed with the regulatory agencies for
Oxley Act (SOX), which introduced new standards of corporate governance for companies listed on the New York
each issue in Brazil and abroad, Announcements of Material
Stock Exchange and subject to SEC regulations.
Facts, publishing of information on the Company’s Internet
In 2005, the Board of Directors chose to constitute an Audit Committee comprised of independent members
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site and other announcements to the public.
business management
c or p or at e g o v e r n a n c e
C O R P O R AT E
GOVERNANCE
STRUCTURE
Petrobras’ corporate governance structure is made up of the Board of Directors and its committees, the Executive Board,
the Statutory Audit Committee, the Internal Auditors, the Business Committee and the Management committees.
Board of Directors
Auditors
A collegial and autonomous body in accordance with its legal powers and responsibilities established by law
The Internal Auditors plan, execute and appraise Petrobras’ internal auditing activities and advise senior
and through the Company’s bylaws, the Board of Directors’ main functions are to set the strategic guidelines
management and external control bodies. The Company also has an outside auditor, appointed by the Board
of Petrobras and to supervise the acts of the Executive Board. There are nine members of the Board of
of Directors, which is restricted regarding the consulting services it can provide. It is mandatory that the external
Directors, all elected at Ordinary General Shareholders Meetings to one-year terms, with reelection permited.
auditor is rotated among the various auditing companies every five years.
Seven members represent the controlling shareholder; one represents the minority common shareholders and
one represents the preferred shareholders.
Board Advisory Committees
There are three: Audit; Environment; and Compensation and Succession. These committees are a part of the
Executive Board
Board of Directors and they assist the Board carrying out its responsibilities to provide the Company with overall
The Executive Board manages the Company’s businesses in compliance with the mission, objectives, strategies
guidance and direction.
and guidelines established by the Board of Directors. It is made up of the president and CEO and six directors
elected by the Board of Directors to three-year terms, with re-election permitted. They may be removed at any
Business Committee
time. Only the president is a member of the Board of Directors without, however, presiding over this body.
This committee is a forum for integration. It seeks to align business development, Company management and
the Strategic Plan’s guidelines, supporting Senior Management’s decision-making process.
Fiscal Council
The committee is permanently installed and independent of management and the external auditors,
as required by under the Brazilian Corporate Law. It is made up of five members, with one-year
These committees are forums for delving deeper into the issues to be presented to the Business Committee,
terms, with re-election permitted. One of these members represents the minority shareholders;
with which it closely works. Such integration also exists between the Management Committees and their
another represents the preferred shareholders; and three represent the Federal government,
relationships with the Board of Directors’ committees.
one of whom is appointed by the Minister of Finance as representative of the National Treasury.
Currently, the company has the following management committees: E&P, Downstream, Gas and Energy;
It is incumbent on the Fiscal Council to represent the shareholders as part of its supervisory
HR, HSE; Organization and Management analysis; Information Technology; Internal Controls; Risks;
function, monitoring the actions of management to ensure compliance with their legal and
Petrobras Technology; Social and Environmental Responsibility; and Marketing and Brands, which was
statutory duties as well as to defend the interests of the Company and the shareholders.
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established in 2005.
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business management
c or p or at e g o v e r n a n c e
Internal Controls
Petrobras’ Organization
The work to satisfy Section 404 of the Sarbanes-Oxley Act was continued during the year in an effort to maintain
Petrobras’ organizational model, approved by the Board of Directors in October 2000, is constantly being improved
the structure of the internal controls and procedures for properly preparing the consolidated financial reports, with
to adjust it to the 2015 Strategic Plan. Besides formalizing the establishment of the Office of the Ombudsman,
a first filing relative to the 2006 fiscal year to be made with the SEC scheduled for June 30, 2007. Petrobras made
changes in the general structure of the Company in 2005 resulted in the reorganization of its Finance Area.
advances in monitoring, standardization and integrated management of these controls, with emphasis on those
that have an impact on its financial reports.
Through the evaluation of the Integrated Program for Systems and Methods and Internal Control (Prisma),
created in 2004, the Company further reinforced its commitments to corporate governance and the integrated
Fiscal Council
management of its internal controls. The Financial, Business and Services areas and internal auditors of the
Board of Directors
Petrobras System participate in this program. With the involvement of specialized consultants, Prisma encompasses
32 companies, besides the methodological follow up of its subsidiary Petrobras Energía Participaciones S.A. –
Ombudsman
Internal Auditors
PEPSA, which has its own certification.
Prisma’s scope is based on the permanent review of the Financial Statements and other information from the
Executive Board
consolidated financial reports. The methodology follows the guidelines of the Public Company Accounting
President & CEO
Oversight Board (PCAOB) and the Commitee of Sponsoring Organizations of the Treadway Commission (Coso) for
the best control practices applicable to the Company’s businesses and services, as well as Control Objectives for
Business Strategy
& Performance
Management System
Development
Business Committee
Information and Related Technology (Cobit), for information technology.
In 2005, Prisma concluded the phases for designing the macroflows of the 16 macroprocesses and 183
New Business
Legal
processes, and the evaluation of approximately 10 thousand controls of processes and another approximately
7,400 information technology controls. In Phase 3, in conclusion, the internal auditors tested the applicable internal
CEO’s
Cabinet
General
Secretariat
E&P (Upstream)
Downstream
Institutional
Communication
Human Resources
controls of the processes for eventual vulnerabilities. A report on the principal problems was sent to management
at the end of the year offering solutions through remedial plans.
Finance
Gas & Energy
International
Services
The internal control documentation is being recorded on a specific portal on the Company’s intranet to permit the
integrated management of the design of the processes, risks and controls. Through this, Senior Management, the
Corporate
Corporate
Corporate
Corporate
Corporate
Health, Safety
& Environment
Financial Planning
& Risk Management
Marketing
& Trading
Production
Engineering
Logistics
Technical Support
for the Businesses
Materials
Finance
Operations
& Holdings
Services
Refining
Business
Development
Research
& Development
(Cenpes)
Exploration
Marketing
& Trading
Southern Cone
Engineering
Tax
North/Northeast
Petrochemicals
& Fertilizers
Americas, Africa
& Eurasia
Information
Technology
Investor
Relations
South/Southeast
internal auditors and the Audit Committee are able to view the updated diagnosis of the certification of the Petrobras
System’s internal controls, participating in the continuous self-assessment of the business units and corporate areas.
Accounting
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Power
Development
Shared Services
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111
business management
executive board
Executive Board
E X P L O R AT I O N A N D P R O D U C T I O N
JOSÉ SERGIO GABRIELLI DE AZEVEDO PRESIDENT AND CEO
GUILHERME DE OLIVEIRA ESTRELLA DIRECTOR
C O R P O R AT E
E&P CORPORATE I FRANCISCO NEPOMUCENO FILHO
E&P NORTH-NORTHEAST I SOLANGE DA SILVA GUEDES
I MARIA AUGUSTA CARNEIRO RIBEIRO
INTERNAL AUDITING I GERSON LUIZ GONÇALVES
GENERAL SECRETARIAT I HÉLIO SHIGUENOBU FUJIKAWA
CEO’S CABINET I ROGÉRIO GONÇALVES MATTOS
STRATEGY AND BUSINESS PERFORMANCE I CELSO FERNANDO LUCCHESI
MANAGEMENT SYSTEM DEVELOPMENT I IRANI CARLOS VARELLA
NEW BUSINESS I JOSÉ LIMA DE ANDRADE NETO
INSTITUTIONAL COMMUNICATION I WILSON SANTAROSA
LEGAL I NILTON ANTONIO DE ALMEIDA MAIA
HUMAN RESOURCES I HEITOR CORDEIRO CHAGAS DE OLIVEIRA
OMBUDSMAN
E&P SOUTH-SOUTHEAST I JOSÉ ANTONIO DE FIGUEIREDO
E&P PRODUCTION ENGINEERING I JOSÉ MIRANDA FORMIGLI FILHO
E&P EXPLORATION I PAULO MANUEL MENDES DE MENDONÇA
E&P SERVICES I ERARDO GOMES BARBOSA FILHO
DOWNSTREAM
PAULO ROBERTO COSTA DIRECTOR
I VENINA VELOSA DA FONSECA
I PAULO MAURÍCIO CAVALCANTI GONÇALVES
REFINING I ALAN KARDEC PINTO
MARKETING AND TRADING I NILO CARVALHO VIEIRA FILHO
PETROCHEMICALS AND FERTILIZERS I MARIA DAS GRAÇAS SILVA FOSTER
DOWNSTREAM CORPORATE
DOWNSTREAM LOGISTICS
FINANCE
DOWNSTREAM
DOWNSTREAM
ALMIR GUILHERME BARBASSA DIRECTOR
DOWNSTREAM
I PEDRO AUGUSTO BONÉSIO
FINANCIAL PLANNING AND RISK MANAGEMENT I JORGE JOSÉ NAHAS NETO
CORPORATE FINANCE AND TREASURY I DANIEL LIMA DE OLIVEIRA
ACCOUNTING I MARCOS ANTONIO SILVA MENEZES
TAX ADMINISTRATION I MARIA ALICE FERREIRA DESCHAMPS CAVALCANTI
INVESTOR RELATIONS I RAUL ADALBERTO DE CAMPOS
PROJECT FINANCE
On November 30, 2005 the Executive Board approved a new structure for the Finance Area,
comprised of the following Executive Departments: Corporate Finance, Financial Planning and Risk
Management, Finance, Accounting, Tax and Investor Relations. However, by the end of 2005 not
all executive managers for the respective departments had been appointed.
GAS AN D E N E RGY
ILDO LUÍS SAUER DIRECTOR
I RAFAEL SCHETTINI FRAZÃO
POWER DEVELOPMENT I PAULO KAZUO TAMURA AMEMIYA
MARKETING AND TRADING I ROGÉRIO ALMEIDA MANSO DA COSTA REIS
OPERATIONS AND HOLDINGS I JOSÉ MARIA CARVALHO RESENDE
GAS AND ENERGY CORPORATE
GAS AND ENERGY
GAS AND ENERGY
GAS AND ENERGY
SERVICES
INTERNACIONAL
RENATO DE SOUZA DUQUE DIRECTOR
NESTOR CUÑAT CERVERÓ DIRECTOR
HEALTH, SAFETY AND ENVIRONMENT
MATERIALS
I CLÁUDIO FONTES NUNES
I ARMANDO OSCAR CAVANHA FILHO
I PEDRO JOSÉ BARUSCO FILHO
INFORMATION TECHNOLOGY I WASHINGTON LUIZ FARIA SALLES
SHARED SERVICES I RICARDO ANTONIO ABREU IANDA
ENGINEERING
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I CLÁUDIO CASTEJON
AMERICAS, AFRICA AND EURASIA I JOÃO CARLOS ARAÚJO FIGUEIRA
SOUTHERN CONE I DÉCIO FABRÍCIO ODDONE DA COSTA
BUSINESS DEVELOPMENT I LUÍS CARLOS MOREIRA DA SILVA
TECHNICAL SUPPORT TO THE BUSINESSES I ABÍLIO PAULO PINHEIRO RAMOS
INTERNATIONAL CORPORATE
LEOPOLDO A. MIGUEZ DE MELLO RESEARCH AND DEVELOPMENT CENTER
2005
I CARLOS TADEU DA COSTA FRAGA
INTERNATIONAL
INTERNATIONAL
INTERNATIONAL
INTERNATIONAL
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113
annexannex
Board of Directors
DILMA VANA ROUSSEFF CHAIRWOMAN
MEMBERS
JOSÉ SERGIO GABRIELLI DE AZEVEDO
JORGE GERDAU JOHANNPETER
ANTONIO PALOCCI FILHO
FÁBIO COLLETTI BARBOSA
GLEUBER VIEIRA
JAQUES WAGNER
ARTHUR ANTONIO SENDAS
CLÁUDIO LUIZ DA SILVA HADDAD
Fiscal Council
MARIA LÚCIA DE OLIVEIRA FALCÓN CHAIRWOMAN
EFFECTIVE MEMBERS
NELSON ROCHA AUGUSTO
TÚLIO LUIZ ZAMIN
DENISE MARIA AYRES ABREU
MARCUS PEREIRA AUCÉLIO
ALTERNATES
EDUARDO COUTINHO GUERRA
CELSO BARRETO NETO
EDISON FREITAS DE OLIVEIRA
MARIA AUXILIADORA ALVES DA SILVA
OSWALDO PETERSEN FILHO
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GlossARY, abBreviations and conversion table
Glossáry, abbreviations and conversion table
AMERICAN DEPOSITARY RECEIPTS (ADR) | Negotiable
BLOCK | A small portion of a sedimentary basin where oil
CO–GENERATION | The simultaneous generation of
INDEX (IGC) | A share index calculated by the São Paulo
certificates in the United States and representing one or
and natural gas exploration and production is carried out.
electricity and thermal energy (heat/steam from the
Stock Exchange that measures the performance of a
process), through the sequential and efficient use of
theoretical portfolio of shares of companies that present
good levels of corporate governance.
more shares of a foreign company. A US depositary bank
issues the ADRs against a deposit of underlying shares, held
BOVESPA INDEX (IBOVESPA) | Indicator of the price
quantities of energy from a single source. This increases the
by a custodial institution in the country of origin of the shares
changes of a variable share portfolio that is defined
thermal efficiency of the thermodynamic system as a whole.
DISPATCH | Functioning (bringing into operation) of a
periodically by the São Paulo Stock Exchange.
AMERICAN PETROLEUM INSTITUTE API DEGREE (°API) |
CONDENSATE | Natural gas liquids recovered in the normal
thermoelectric power station (UTE), when this begins
A measurement of the relative density of an oil or oil product.
BRENT PETROLEUM | A blend of petroleum produced in
oilfield separation process and maintained in liquid state
generating electricity for supply to consumers/ grid – “to
The API scale, measured in degrees, varies inversely with the
the North Sea from fields
under normal pressure and temperature conditions.
dispatch power from a thermoelectric power station” – means
relative density – in other words the greater the relative
bringing it into operation for producing electric power.
density, the lower the API degree. Conversely, the lighter the
BS 8800 | British Standard for implementing a health and
CONFERENCE CALL | A telephonic conference with market
Currently, in Brazil with its predominantly hydroelectric
oil, the higher the API degree. Oils with an API of more than
occupational (SMS) Management System.
analysts, institutional and individual investors that takes place
generating capacity, thermoelectric plants only dispatch
when the Company reports its most recent quarterly financial
electricity at certain peak demand times (when hydro sources
results. The conference call normally also includes
are insufficient to supply demand), during hydrological
information on the Company’s future prospects.
shortfalls (low rainfall) or whenever the National System
30 degrees are considered light; between 22 and 30 degrees
API are medium; lower than 22 API degree are heavy while
BUNKER | Fuel for ships.
an API degree equal or lower than 10 indicates an
extra–heavy oil. The higher the API degree, the greater the
CARBON MARKET | Regulated trading system between
product’s market value.
companies or other institutions of credits corresponding to
CORPORATE GOVERNANCE | The relationship between
certified reductions in the emission of greenhouse gases, the
economic agents (shareholders, executives, board
ASSOCIATED NATURAL GAS | Natural gas produced
objective being to meet business, regional, national or global
members) that can infl uence or determine the course and
together with oil. Crude petroleum is made up of three
targets for reducing the emission of these gases
performance of a company. Good corporate governance
EBITDA | Earnings before interest, taxes, depreciation and
assures stakeholders equitable treatment, transparency and
amortization expenses.
states: oil, gas and water. In this respect, gas is obtained after
the physical separation of the liquid fraction of the
CATALYST | Any substance that speeds up or retards a
petroleum. Gas can also be of a non– associated nature and
chemical reaction but does not itself undergo any lasting
produced from purely gas deposits. Under these
chemical alteration during the process
circumstances, there is no need for physical separation
Operator (ONS) so determines to stabilize the system.
E&P | Exploration and production of oil and natural gas.
responsibility for the results.
E–COMMERCE | Commercial transactions carried out
CRUDE PETROLEUM (OR CRUDE OIL) | The oil that first
electronically through the exchange of bits. The relationship is
enters a refinery for processing.
digital and therefore virtual. The sale of goods and services
during production. However, in both cases, after production
CATALYTIC CRACKING UNIT | Refining process whereby
and/or separation, the gas is processed to the required
heavier distilled oils are converted into lighter fractions of
DELAYED COKING UNIT (DCU) | This is the most extreme
and the principal vehicles for this type of transaction are:
standards and quality before being sold.
greater commercial values, such as gasoline, liquefied
form of thermal cracking, transforming vacuum residue into
CD–Rom, kiosks, BBS and the Internet. Also known as virtual
petroleum gas (LPG) and naphtha.
lighter products, in addition to coke.
commerce or electronic commerce.
is more than a tactical or operational measurement system. An
CERTIFICATES OF REAL ESTATE RECEIVABLES (CRI) | A
DERIVATIVE | A contract or security, the value of which is
EQUITY VALUE | This is the value of a company’s net equity,
explicit strategy and a vision form the basis for four perspectives
security linked to real estate loans, issued exclusively by
related to the price of another security, instrument or
(financial, customer, business process and learning and growth).
securitization companies. They are created to obtain funds
underlying index. It can be used as a hedge instrument.
For each one, strategic objectives, measurements, specific
from institutional investors, with maturities compatible with
targets and action plans are formulated.
the characteristics of real estate loans
involve a digital communication medium – the multimedia –
BALANCED SCORECARD | Described by Kaplan and Norton,
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ETHENE OR ETHYLENE | A basic petrochemical product of
the light olefin family (C2H4) produced from naphtha or
DIFFERENTIATED CORPORATE GOVERNANCE SHARE
ethane. executives, board members) that can influence or
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117
business management
GLOSSary
determine the course and performance of a company. Good
securities can be acquired by more conservative investors.
those set from the outset of the agreement among the parties.
corporate governance assures stakeholders equitable
OPEC BASKET PRICE | Saharan Blend (Algeria), Minas
(Indonesia), Bonny Light (Nigeria), Arab Light (Saudi Arabia),
ISO 14001 | An international standard, prepared and
NAPHTHA | A petroleum product, mainly used as feedstock
Dukhan (Qatar), BCF-17 (Venezuela), Iranian Heavy, Kuwait
managed by the International Organization for
in the petrochemical industry to produce ethane and
Crude, Es Sider (Libya), Murban (United Arab Emirates) and
EXPLORATORY SUCCESS RATE | The number of exploratory
Standardization, which specifies the requirements for
propane together with other liquid fractions such as benzene,
Basrah (Iraq).
wells with commercially
environmental management systems with a view to the
toluene and xylene.
treatment, transparency and responsibility for the results.
OPERATING MARGIN | Operating Profit ÷ Net Revenue.
certification of these systems.
FIELD | An oil or natural gas producing area from a continuous
NATIONAL PETROLEUM, NATURAL GAS AND BIO-FUEL
reservoir or more than one reservoir at variable depths,
LIQUEFIED PETROLEUM GAS (LPG) | A mixture of
AGENCY (ANP) | The Brazilian regulatory agency for the oil
OPTION | A type of derivative that gives the buyer the right
including the associated production installations and equipment.
hydrocarbons and high pressure steam obtained from natural
and natural gas sector
to purchase (call option) or sell (put option) an asset or
gas at special processing units, which is kept in a liquid state
FLOATING, PRODUCTION, STORAGE & OFFLOADING
under special conditions for surface storage.
ORGANIZATION OF PETROLEUM EXPORTING COUNTRIES
LIQUID NATURAL GAS (LNG) | Part of natural gas that is
atmospheric conditions, extracted directly from reservoirs of
(OPEC) | Algeria, Indonesia, Iran, Iraq, Kuwait, Nigeria, Qatar,
found in the liquid phase at a given pressure and temperature
petroleum or gas, including moist, dry, residual and rare gases.
Saudi Arabia, United Arab Emirates and Venezuela.
NATURAL GASOLINE | Natural gas liquids with a steam
PETROLEUM | Any liquid hydrocarbon in its natural state
pressure halfway between that of condensate and LPG,
such as crude oil and condensate.
FUEL OIL | The heavier fractions from the atmospheric
on the surface, obtained during field separation processes, in
distillation of petroleum, widely used as and industrial fuel in
natural gas processing units or in gas pipeline transfer operations.
boilers, ovens, etc.
GROSS MARGIN | Gross Profit ÷ Net Revenue.
NATURAL GAS | Any hydrocarbons or mixture of
hydrocarbons that remain in a gaseous state under normal
(FPSO) | A floating unit for the production, storage and
transfer of hydrocarbons using a ship as platform
security for a given price (strike price) at a future date
LIQUEFIED NATURAL GAS (LNG) | Natural gas cooled
obtained from natural gas through a process of compression,
to temperatures below 160 C° for transfer and storage in a
distillation and absorption.
casks, receptacles, film canisters, plastic packaging for
liquid state.
HEDGE | A financial position or combination of positions for
POLYETHYLENE | A petrochemical product used to make
NET MARGIN | Net Profit ÷ Net Revenue.
clothing and lightweight objects.
equivalent to the coefficient between: The difference between
NEW FRONTIERS | Areas of sedimentary basins or
POLYMER | The generic designation for some second
IBRX | Brazil Index -This is a price index that measures the
the total sale value of a good (excluding IPI and ICMS taxes)
sedimentary basins where exploration has occurred.
generation petrochemicals such as plastics, rubber and
return on a theoretical portfolio composed of 100 shares
and the value of the associated imported portion and; Its total
selected from the most traded shares on the Bovespa, in terms
sale value (excluding IPI and ICMS taxes).
LOCAL GOODS CONTENT | The percentage that is
the purpose of reducing some kind of risk.
synthetic fibers.
OFFSHORE | Located or operating in the sea.
POLYPROPYLENE | A petrochemical product with uses
of trading volume and financial volume. They are weighted in
the portfolio by their respective number of shares available for
MARKET CAPITALIZATION | This is a company’s value
OHSAS 18001 | A standard prepared and managed by BSI
similar to those of high–density polyethylene, such as film,
trading on the market in the Brent and Ninian Systems with a
measured by the price of its shares in the market, according
Management Systems, which specifies the requirements for
beverage crates and packaging, etc
39.4 (thirty–nine and four tenths percent) degree API and a
to the following formula: (share price x number of shares).
the health and occupational safety management systems with
a view to certifying these systems among other purposes.
PROCESSED CRUDE | Total volume processed in a refinery.
OIL | The portion of petroleum that exists in a liquid state
PROPENE OR PROPYLENE | A basic petrochemical product,
MERCHANT POWER PLANT | In general, merchant power
under original reservoir conditions and remains liquid under
produced from naphtha propane that serves as feedstock for
plants sell their power to the spot market. Under this form of
surface pressure and temperature conditions.
making polypropylene.
ONSHORE | Located or operated on land.
PROVED RESERVE | Reserves of petroleum and/or natural
0.34% (zero decimal point thirty–four per cent)
MARKET SHARE | Percentage or participation of the market.
INSTALLED CAPACITY | Project capacity of the unit
authorized by the ANP.
INVESTMENT GRADE | Risk classification level that
business structure, there are natural gas supply contracts with
considers a company to have a low risk and, thus, its
clauses, which govern the division of gains and losses above
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GLOSSary
gas that, based upon analysis of geological and engineering
SECOND GENERATION PETROCHEMICAL COMPANIES |
data, are estimated to be commercially recoverable from
The companies that make up a petrochemical complex are
discovered and evaluated reservoirs, to a high degree of
classified in three segments. The second generation
certainty, taking into account the prevailing economic
companies process basic petrochemicals (ethane, propane,
circumstances, the usually feasible operational methods and
benzene, etc.) to manufacture intermediate products
BOE | Barrels of oil equivalent. Normally used to express
the Brazilian petroleum and tax regulations.
(plastics, rubber and synthetic fibers)
volumes of oil and natural gas in the same unit of
ABBREVIATIONS
CONVERSION TABLE
BBL | Barrel.
A)
RECOVERABLE VOLUME | Volume of petroleum, expressed
0,158984
SECURITIES AND EXCHANGE COMMISSION (SEC) | The
of 1,000 cubic meters of gas to 1 cubic meter of oil. 1 cubic
U.S. capital market oversight and regulatory agency, whose
meter of oil = 6.289941 barrels of oil. As an international
equivalent in Brazil is the Comissão de Valores Mobiliários (CVM).
standard, one barrel of oil equivalent equals approximately
under basic conditions which can be obtained from the
production of a reservoir from the time of its initial conditions
m3
b=
B)
6,000 cubic feet of natural gas.
Barrels (b) into cubic meters (m3):
m3 = b x 0,158984
measurement (barrels) by converting Brazilian gas at the rate
RATING | Classification or rating of risk.
Cubic meters (m3) into barrels (b):
C)
Cubic meters (m3) into tons (t):
t = m3 x D
D)
Tons (t) into cubic meters (m3):
m3 =
t
SPE | Society of Petroleum Engineers.
D
BOED | Barrels of oil equivalent per day.
to the time of its abandonment using the best alternative
indicated by technical- economic studies carried out at the
SWAP | Contract between two parties to exchange payment
time of appraisal. Formula: recoverable volume = original
flows. A typical oil swap consists of a contract in which one
volume x recovery factor.
party buys at a certain price and sells at a future floating price.
E)
t = b x 0,158984 x D
BPD | Barrels per day.
F)
TOTAL PROCESSED THROUGHPUT | Total of crude oil, plus
are commercially recoverable as of a given date.
reprocessing and intermediate products processed in the
Tons (t) into barrels (b):
b=
DWT | Deadweight tonnage. Unit that measures the freight
RESERVE | Discovered oil and/or natural gas resources that
Barrels (b) into tons (t):
t
D x 0,158984
transportation capacity of a ship.
G)
1 m3 = 1.000 liters = 6,28994113 b
H)
1 b = 158,984 liters = 0,158984 m3
I)
1.000 m3 natural gas= 1 m3 oil
distillation plants.
RESERVE REPLACEMENT INDEX (IRR) | Variation in the
proved recoverable volume of reserves in relation to
TOTAL THROUGHPUT | Total of crude oil processed in the
aggregate production in a given year.
distillation plants viable oil and/or gas, as a proportion of the
(approximately)
total number of exploratory wells drilled and evaluated in any
RESIDUE | There are two kinds of residue: firstly the
given year.
J)
D = M , where
V
atmospheric (RAT) kind, the fraction of oil from an
atmospheric distillation unit, the distillation of which varies
VOLATILITY | Statistical measure of variation of a price or
from 420 degrees Celsius upwards; secondly – asphalt, the
rate over time. Normally calculated by variance or standard
refined products from de–asphalting residue, resulting from
deviation – the higher the price volatility, the more extensive
the extraction of light fractions from vacuum residue using a
its variation above or below an average value.
D = Density
M = Mass
V = Volume
paraffin solvent (propane or butane).
WEST TEXAS INTERMEDIATE (WTI) | Petroleum with an
ROCE (RETURN ON CAPITAL EMPLOYED) | Calculated by
API degree between 38 and 40 and approximately 0.3% of
using the following formula: Net earnings – financial results
sulfur, the daily price of which reflects the price of a barrel of
(net of income tax (IR) and social contribution (CSSL)) /
oil delivered in Cushing, Oklahoma, in the United States.
average borrowings (loans and financing) + average
WORK– RELATED ILLNESS | Illness arising from or triggered
shareholders equity – financial investments.
by special conditions of work and related directly to it.
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ADdRESSES
HEAD OFFICE
SUBSIDIARIES
PETRÓLEO BRASILEIRO S.A. – PETROBRAS
Avenida República do Chile, nº 65 – Centro
20031-912 – Rio de Janeiro – RJ – Brazil
Tel.: (21) 3224-4477
BRASPETRO OIL SERVICES COMPANY - BRASOIL
4th Floor, Harbour Place, 103 south Church Street –
Georgetown Grand Cayman – Cayman Island (BWI)
P.O. Box 1034 GT
Tel.: 0.0021-1 (345) 814-1557
Fax: 0.0021-1 (345) 814-1557
REPRESENTATIVE OFFICES IN BRAZIL
BRASÍLIA
Setor de Autarquias Norte – SAN – Quadra 1, bloco D,
Edifício Petrobras – 2º andar
70040-901 – Brasília – DF – Brazil
Tel.: (61) 3429-7131
Fax: (61) 3226-6341
SÃO PAULO
Avenida Paulista, 901 – 11º andar – Cerqueira César
01311-100 – São Paulo – SP – Brazil
Tel.: (11) 3523-6501
Fax: (11) 3523-6488
SALVADOR
Avenida Antônio Carlos Magalhães, 1113 – sala 112 – Pituba
41825-903 – Salvador – BA – Brazil
Tel.: (71) 3350-3700
Fax: (71) 3350-3080
OVERSEAS REPRESENTATIVE OFFICES
NEW YORK
570, Lexington Avenue 43rd Floor
10022-6837 – New York – NY – USA
Tel.: (1) 212 829-1517
Fax: (1) 212 832-5300
CHINA
Petrobras Beijing Representative Office
China World Trade Center Tower 1, Units 1221-1225
Nº 1, Jian Guo Men Wai Avenue,Chao Yang District,
Beijing 100004 – P.R. China
Tel.: (86-10) 6505-9838
Fax: (86-10) 6505-9850
SINGAPORE
435 Orchard Road # 19-05/06 – Wisma Atra
Singapore – 238877
Tel.: (65) 6550-5080
Fax: (65) 6734-908
PETR OBRA S
Annual
PETROBRAS NETHERLANDS B.V.
Rokin 55
1012 KK Amsterdam
The Netherlands
Tel.: 0021-31 20 521 4805
Fax: 0021-31 20 521 4827
DOWNSTREAM PARTICIPAÇÕES S.A.
Avenida República do Chile, 65 – 22º andar (parte) –
Centro
20031-912 – Rio de Janeiro – RJ – Brazil
Tel.: (21) 3224-4819
Fax: (21) 2262-4228
PETROBRAS INTERNATIONAL FINANCE COMPANY
4th Floor, Harbour Place, 103 south Church Street
Georgetown Grand Cayman – Cayman Island (BWI)
P.O. Box 1034 GT
Tel.: (0.0021-1) (345) 814-1557
Fax: (0.0021-1) (345) 814-1557
5283 PARTICIPAÇÕES LTDA.
Avenida República do Chile, 65 – sala 1003 – Centro
20031-912 – Rio de Janeiro – RJ – Brazil
Tel.: (21) 3224-7308
TOKYO
Togin Building 5th Floor, Room 508 4-2 Marunouchi 1 –
Chome Chiyoda–Ku
Tokyo 100-0005 – Japan
Tel.: (81) 3 5208-5285
Fax: (81) 3 5208-5288
122
BRASPETRO OIL COMPANY
Second Floor, Anderson Square Building
Georgetown Grand Cayman – Cayman Island (BWI)
P.O. Box 714
Tel.: 0.0021-1(345) 949.8888 / 8889
Fax: 0.0021-1(345) 949.8899
report
PETROBRAS INTERNATIONAL BRASPETRO B.V.
Rokin 55
1012 KK Amsterdam
P.O. Box 990
1000 AZ Amsterdam
The Netherlands
Tel.: (0021) 3120 521-4805
Fax: (0021) 3120 521-4827
PETROBRAS COMERCIALIZADORA DE ENERGIA LTDA.
Avenida República do Chile, 500 – 27º andar – Centro
20031-170 – Rio de Janeiro – RJ – Brazil
Tel.: (21) 3212-6202
Fax: (21) 3212-6205
USINA TERMELÉTRICA NOVA PIRATININGA LTDA.
Avenida Paulista, 901 – 14º andar – Centro
13111-000 – São Paulo – SP – Brazil
Tel.: (11) 5613-2700
Fax: (11) 5614-9222
2005
BAIXADA SANTISTA ENERGIA LTDA.
Praça Mal. Stenio Caio de Albuquerque Lima, 1 (parte) –
Jardim das Indústrias
11555-900 – Cubatão – SP – Brazil
Tel.: (13) 3362-4004
Fax: (13) 3362-4818
SFE – SOCIEDADE FLUMINENSE DE ENERGIA LTDA.
Rodovia Presidente Dutra – KM 200, s/nº – Jardim Maracanã
23890-000 – Seropédica – RJ – Brazil
Tel.: (21) 2665-9204
Fax: (21) 2665-9249
FAFEN ENERGIA S.A.
Rua Eteno, 2198 – Pólo Petroquímico
42810-000 – Camaçari – BA – Brazil
Tel.: (71) 642-4706
Fax: (71) 642-4300
TERMOCEARÁ LTDA. (MPX)
Rodovia CE-422, Km 0 – Nihil
61600-000 – Caucaia – CE – Brazil
Tel.: (85) 3372-2200
Fax: (85) 3372-2212
TERMORIO S.A.
Avenida Almirante Barroso, 63 – salas 815 a 817 (parte)
– Centro – 20031-003 – Rio de Janeiro – RJ – Brazil
Tel.: (21) 2532-6572
Fax: (21) 2532-1957
PETROBRAS QUÍMICA S.A. – PETROQUISA
Avenida República do Chile, 65 – Salas 902/903 – Centro
20031-912 – Rio de Janeiro – RJ – Brazil
Tel.: (21) 3224-6397
Fax: (21) 2262-1918 / 2262-4728
PETROBRAS NEGÓCIOS ELETRÔNICOS S.A.
Avenida República do Chile, 65 – 16º andar (parte) – Centro
20031-912 – Rio de Janeiro – RJ – Brazil
Tel.: (21) 3224-3990 / 3224-7210
Fax: (21) 3224-2703 / 3224-3558
PETROBRAS DISTRIBUIDORA S.A. – BR
Rua General Canabarro, 500 – 16º andar – Maracanã
20271-900 – Rio de Janeiro – RJ – Brazil
Tel.: (21) 3876-4001
Fax: (21) 3876-4977
PETROBRAS TRANSPORTE S.A. – TRANSPETRO
Avenida Presidente Vargas, 328 – 10º andar – Centro
20091-060 – Rio de Janeiro – RJ – Brazil
Tel.: (21) 3211-9100
Fax: (21) 3211-9121
PETROBRAS GÁS S.A. – GASPETRO
Avenida República do Chile, 500 – 28º andar – Centro
20031-170 – Rio de Janeiro – RJ – Brazil
Tel.: (21) 3212-6053
Fax: (21) 3212-6165
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PREPARATION, EDITING AND GENERAL COORDINATION
Investor relations and
Institutional communication
GRAPHIC PROJECT
Traço Design
GRAPHIC PROJECT
Soter Design
EDITORIAL PRODUCTION
Letra Viva Comunicação
TEXT EDITION
Ofício de Letras
TEXT
Escrita Fina
PHOTOGRAPHY
Ari Gomes, Banco de Imagens Petrobras, Bruno Veiga, Claudia Martins, Cris Isidoro,
Eliana Fernandes, Fabio Oliveira, Felipe Goifman, Geraldo Falcão, Geraldo Kosinski,
J. Valpereiro, Jônio Machado, José Caldas, Juarez Cavalcanti, Patrícia Santos, Paulo
Arthur, Paulo Rubens, Projeto Tamar, Publius Vergilius, Rogério Reis
PRINTING
Ipsis Gráfica e Editora
COVER PHOTOGRAPH
P-50 – Petrobras Image Bank
This oil and gas FPSO Platform (Floating, Production, Storage and Offloading) is the
milestone of the oil self-sufficiency conquest in Brazil. It is the greatest production
capacity unit in the country - 180 thousand bpd - and will operate in the Albacora
Leste Field in the Campos Basin.
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