3. Petrobras An Energy Integrated Company Proven reserves :
11.7 Billion boe (not including the Tupi, Jupiter, Carioca,
Exploration and Exploration and Iara and Bem-Te-Vi discoveries)
Production Production Oil and gas production: 2.065 millions boe/d
(SEC 2007)Refining, 16 Refineries Brazil (12); Argentina (2); USA
(1); Japan (1) Refining, Capacity: 2269 thousand bpd Transportation
Transportation Oil and gas pipelines: 11,000 km and Marketing and
Marketing Ships (own fleet): 54 Over 7,000 service stations,
constituting the largest and the unique station network spread
throughout brazilian territory. Distribution Distribution Over
10,000 clients among industries, thermoelectric companies, airlines
and vehicle fleets. Gas Sales: 50 millions of m/day (brazilian
production and imports) Natural Gas Natural Gas 15 Thermoelectric
plants 5,300 MW installed Energy Energy 15 Small hydroelectric
plants and 12 Thermal plants under Generation
Generationconstruction 1,800 MW Petrobras has relevant shares of
the two main brazilian petrochemical companies, Quattor (40%) and
Braskem (30%). These two companies run 27 petrochemical plants,
Petrochemical Petrochemical producing basic petrochemicals and
plastic resins. The fertilizers plants, located at Bahia and
Sergipe states, produced together, during and Fertilizers and
Fertilizers 2007 campaign, 235,000 t of ammonia and 824,000 t of
urea, most of them to Brazilian market.
4. Petrobras Companys Integrated Activities
5. Strategic Plan - 2020 5
6. Business Segment Strategy - 2020 Corporate Strategy
Corporate Strategy
7. Investment Plan by Business SegmentPETROBRAS 2008-12
PeriodUS$ 112,4 bi DOWNSTREAM2008-12 PeriodUS$ 31,4 bi 13% 3%4,2
1,126,1 RTC 84% Petroqumica Biocombustvel
8. Supply Challenges
9. Refining Investments 9
10. Current Refining Infrastructure in BrazilRefining Capacity
(Thousand barrels/day) REMAN 46LUBNOR 6RLAM
323REGAP151REDUC242REVAP251RECAP 53REPLAN 365RPBC
170REPAR189REFAP189RPI 15TOTAL BRAZIL2,000ARGENTINA
69USA100JAPAN100 TOTAL PETROBRAS 2,269
11. Refining New ProjectsPREMIUM IPREMIUM IIGuamarRNEST (Abreu
e Lima) COMPERJ
12. New Refineries Proposals Premium I -GUAMARAbreu e Lima -
PEPremium II - CEMA600 thousand 300 thousand Capacity 30 thousand
bpd200 thousand bpd bpdbpd Sep/2013 andSep/2014 and Operation
Aug/2010 Aug/2010 Sep/2015Sep2016(2 phasis)(2 phasis)Investment US$
191 MilllionUS$ 4.05 Billion US$ 19.8 Billion US$ 11.07
BillionGasoline and Porducts and Diesel GLP and DieselGLP, Naphta
and QAV (Brazil) and Market Rio GrandeNorth and Northeast Diesel 10
ppm of sulfur do Norte (RN)BC 16 (50%) andBC-20 / BC- 18, BC-16 and
OilRN mixCarabobo (50% -BC-16 mixes with TupiVenezuela) 100%
Agreement in March 2008 Partnership Petrobras60% Petrobras 100%
Petrobras 40% PDVSA
13. Incrising Refining CapacityRefining Capacity in the Brazil
(thousand bbd) REMAN 46LUBNOR 6Premium-II/CERLAM
323REGAP151REDUC242REVAP251Premium-I/MARECAP 53Guamar/RNREPLAN 365
RNEST/PE RPBC 170REPAR189REFAP189RPI 15Comperj/RJTOTAL2,000New
CapacitiesPremium I 600Premium II300RNEST 200COMPERJ
150Guamar30TOTAL 3,280
14. Petrochemical Industry 14
15. Petrochemical Industry Value ChainExplorationOlefins
andPolymerand RefiningAromatics Moulding Final UsageProduction
ProductionProduction PolyolefinsNatural (HDPE, Gas Packages
OlefinsLDPE, Films (Ethylene,LLDPE)Processes: Automotive Propilene)
Extrusion,components Polypropylene Blow-moulding, Tubes Aromatics
InjectionCables Refineries(Benzene,Styrene/PSWiresOil (Nafta
andp-xylene)PTA/PETElectronicPropylene) AA/SAP equipmentsFibers No
integreted oil companiesPetrochemical CompaniesIntegrated Oil
CompaniesPlastic ManufacturersOil companies seek to maximize their
profits integrating throughout the supply chain
16. Simplified Plan of the petrochemical chainBasic Input 1st
Genetation 2nd Genetation 3rd Genetation End-users Natural
GasFilms, packaging. RetailEthylenePolyethylene (PE)bottles,
housewares saleswires and cables Ethane Butene Tubes
andEthyleneconnections, filmPVCBuildings Dichloride wiers and
cablesAutopieces, casings PropylenePolypropylene (PP)and packages
FoodstuffsStyrene Butadiene NaftaElectronic
equipmentsEthylbenzenePoliystyrene (PS) Automotiveand packages
industryBenzene ABSAutomotive parts, Oileletronic equipments
Personal SBR and telephonescareDMT Para-xylene Textile fibers
andPTAPET bottles OtherOtherOther
17. Petrochemical Refining Integration 17
18. REFINING +PETROCHEMICAL What are companies seeking?
Integration Lower Costs in Operation Proximity to theProximity to
theRefining and and Accomplishment Consumer Market Feedstocks
PetrochemicalCompanies decisions on petrochemical investments are
based on: Sense of balance between petrochemical and refining
cycles (i.e. hedge) Diversification into higher value added
products Partnerships focusing on access to competitive feedstocks
Develop a leadership position on costs of select products through
leverage of synergies Competitiviness through high production scale
and cost reductions Upstream integration and flexibility: refining
streams as feedstocks Oil and gas major companies, private or
state-owned, have important positions in petrochemical and
continously seek growth with diverse strategies.
19. Refining and Petrochemical Profitability Petrochemical
RefiningRefining and petrochemical integration hedges both segments
against profitability cyclical performance, mitigating financial
risks
20. Oportunities for Petrochemical and Refining Integration
Product Integrationrefinery streams as feedstock as feedstock for
petrochemical plants Example: naphta, propylen, propane, ethane and
refinery gaspetrochemical streams as blendstock for refining
operations Example : pyrolysis gasoline Product and Energy
Integrationproduct integration and power generation Example :
COMPERJ, an integrated solution Technology IntegrationExample :
automation technology for petrochemical companies Integration for
Scheduled Maintenance Synchronization of the scheduled maintenance
plans in order to optimize themaintenance efforts and avoid
production gapsExample : petrochemical refinery plant
21. Petrochemical Investments 21
22. Petrochemical Segment Strategies on Strategic Plan -
2020Expand operations in 1st and 2nd generation processes,
increasing the production of petrochemicals, while adding value to
the products of the Groups refineries by capturing synergies
related to the production of oil, gas, refining and petrochemicals
Develop new technologies for the chemical industry based on the
technological evolution of petrochemical fluid catalytic cracking
(FCC), biodegradable polymers and biopolymers
23. Refinery Propylene Sppliter Projects Objective: Provide
petrochemical feedstock for polypropilene and other plants, through
the extraction of the propylene from LPG stream, adding value to
Companys products.Investiments: US$ 688 MMStart-up: 2008 -Units:
REGAP, REPLAN, REPAR and REVAPTotal capacity: 741 kty
24. Petrochemical ProjectsPetroqumica SuapeLocation:
Suape/PE;Capacity: 640 kty PTA;Total investment: US$ 632
million;Raw material: imported p-xylene until 2012 and COMPERJ
from2013 onwards;Start-up: 4thQ 2009. Companhia Txtil de Pernambuco
- CITEPELocation: Suape/PE;Capacity: 240 kty POY;Total investment:
US$ 342 million;Raw Material: imported POY until 2009 and
Petroqumica Saupefrom 2009 onwards;Start-up: 2thQ 2008.
25. COMPERJ Petrochemical Complex of Rio de JaneiroCOMPERJs
main purpose is to increase the production of petrochemicals in
Brazil, using as feedstock 150 thousand bpd of domestic heavy
crude, the Marlim oil from Campos Basin. Area: 45 million sq. ft.
Location: Itabora - RJ Investments: US$ 8.38 billion Capacity:
Basic Petrochemicals: 1,300 kty ethene; 700 kty p-xylene; 881 kty
propylene; 608 kty benzene; 157 kty butadiene; Downstream: 800 kty
PE; 850 kty PP; 500 kty styrene; 600 kty ethylene glycol; 500 kty
PTA; 600 kty PET; Start-up: 2012 Technology: Petrochemical FCC deep
fluid catalytic cracking technology This technology allow the
production of huge amounts of olefins (ethene and propylene) and
will enable tighter integration between refining and basic
petrochemicals production technologies
26. COMPERJ Petrochemical Complex of Rio de Janeiro
POLYPROPILENE 850 kta
27. COMPERJ Location Pipelines:Cabiunas - REDUC
QuattorGuapimirims APA REDUC PETROCHEMICALCOMPLEX Islands: Redonda
CENPESand dguaSO GONALOS CENTRAL DISTRIBUTION BASE INTEGRATION
CENTER TRAINING COORDINATION
29. COMPERJ Main FrameworkFEL 3 Conclusions Dez/08 Contracting
of the Integrator Oct/07 End of the Integration Center
ConstructionOct/08FEED ElaborationOct/08 Acquisition of the Main
Access Area Dec/08Start of Embankment Mar/08 *UPB LI Feb/09 *Main
Access Road LIApr/09 *345 kV Transmission Line LIJun/09*Terminal
and Pipeline LIAug/09 *Submarine Emissary LIDec/09 ANP
Authorization Oct/09 Start of EPCs Contracting Feb/09 Expected
Start-up Jun/12 Expected Full Operation Aug/13 *LI Licenciamento de
Instalaes (Facilities Licensing)
30. COMPERJ Schedule StepStep 2003 2004 2005 2006 2007 2008
2009 2010 2011 2012 2013 2003 2004 2005 2006 2007 2008 2009 2010
2011 2012 2013Accomplishment Business Planning (FEL 1)Conceptual
Engineering (FEL 2)Basic Engineering (FEL 3)Constr. and
AssemblyUnits Start-upUPB Conditioning and Start-up ConcludedIn
progress To be startedFull Operation
31. Conclusions 31
32. Motivation for Petrochemical-Refining Integration Benefits
for Petrobras, adding value to the supply chain, capturing
synergies related to both segments and following a global trend of
upstream integration among large companies;Techonological
challenges with the use of heavy crude oils for petrochemical
purposes, using innovative Petrochemical FCC technology, developed
internally and adopetd at COMPERJ, integrating refining operations
and the production of basic petrochemicals;Strengthening of
Brazilian Petrochemical Industry, promoting training, technology
development, employment and income for the country.