integrated operation - io center · integrated operation ... •onshore transport ... • develop...

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Integrated Operation Application on Upstream Petrobras Services

Cristina Pinho Executive Manager – Petrobras • September, 2014.

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The presentation may contain forecasts about future events. Such forecasts merely reflect the

expectations of the Company's management. Such terms as "anticipate", "believe", "expect",

"forecast", "intend", "plan", "project", "seek", "should", along with similar or analogous

expressions, are used to identify such forecasts. These predictions evidently involve risks and

uncertainties, whether foreseen or not by the Company. Therefore, the future results of

operations may differ from current expectations, and readers must not base their expectations

exclusively on the information presented herein. The Company is not obliged to update the

presentation/such forecasts in light of new information or future developments. All

projects forecasted herein are subject to approval by the appropriate stakeholders.

The United States Securities and Exchange Commission permits oil and gas companies, in their

filings with the SEC, to disclose only proved reserves that a company has demonstrated by

actual production or conclusive formation tests to be economically and legally producible under

existing economic and operating conditions. We use certain terms in this presentation, such

as oil and gas resources, that the SEC’s guidelines strictly prohibit us from including in

filings with the SEC.

CAUTIONARY STATEMENT FOR US INVESTORS

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Integrated Operations – Petrobras - E&P Motivation

Petrobras

Others

Potiguar

Bahia Sul

Espírito Santo

Campos

Santos

Ceará & Potiguar

Pelotas

Margem Equatorial

Solimões

São Francisco

SEAL & REC & TUC

Growth and Complexity of Activities 1

New challengers 2

New opportunities 3

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Contracting Services

E&P Services - Portfolio

Offshore Logistic

• Offsfhore Transport (Load and Backload) • Onshore Transport • Wharehouse management

• Contract to E&P Services

Subsea Operations

• Subsea projects • Subsea operations (anchoring, installation and

maintenance of pipelines)

• Subsea Equipments (installation and maintenance)

Upstream Operations Support

• Air Transport (Offshore) • Chemical Products Supply to offshore Units • Maintenance (machine and turbomachinery)

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Offshore Logistic


Operations Support




Subsea Operations




Offshore Logistic



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Offshore Logistic


Operations Support




Subsea Operations







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Offshore Logistic


Operations Support




Subsea Operations




Subsea Operations

• Subsea projects • Subsea operations (anchoring, installation and maintenance of pipelines) • Subsea Equipments (installation and maintenance)


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Offshore Logistic


Operations Support




Subsea Operations







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Equipment's Maintenance in onshore

shopfloor. More than 40.000 items in

annual volume.

People Air Transportation: • 9 airports • 1.0 x 106 pax/year • 60.000 flights/year • Fleet: 110 helicopters

Chemical Products Supply for

Upstream units, providing more than

146.000 m³ in products volume / year.


CHEMICAL PRODUCTOS SUPPLY

ONSHORE EQUIPMENTS MAINTENANCE

PEOPLE AIR TRANSPORTATION

Different processes,

common problems...

• Low visibility on future

demands

• Difficulty in exchanging

information for decision

making

• Lack of collaboration

between different

disciplines

• Lack of specific/technical

knowledge sharing

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Operational

Cells

Integrated

Integrated

Planning

Services

Programming

Services

Execution

Integrated Monitoring and Control

Decision

support

collaboration

Process

monitoring

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Process Indicators – Evolution – Example from GIOp Actions

0

52

71.21

81.15 81.62 84.49

76.79

71.16

77.7

71.84 70.91 70.14 70.4 71.34 72.3

0

23

46

69

92

11 12 13 JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC 14 14 14 14

%

Last Years Results 2014 Fisrt Semester - Results 2014 Secont Semester - Expectation

Chemical Products Supply Indicator

Peso: 0 Meta: 71,00 Desafio (%): 5,63 Meta c/desafio: 75,00

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RESULTS ACHIEVED

• Adaptation of IO concepts for the

services area

• Work philosophy changes - Emphasis on

Planning and collaboration

• Wide and effective stakeholders’

communication

• IT support

• Skilled staff allocation

Chemical Products

51% Service

Level increase

Equipments Maintenance

47% Service Level Increase

Equipments Maintenance

30% downtime reducing

in dynamics equipments

LESSONS LEARNED – IO

MAIN CHALLENGES FOR THE NEXT YEAR

• Expand the operational cells providing appropriate

infrastructure and IT solutions

• Intensify IO practice with services requesters

• Workforce continuous training in order to operate the new

operating model

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E&P Logistics Services

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Former Situation

Maritime Units

Re

gion

al LOG

M

TM

ARM

TT

CC

OPRT

Re

gion

al LOG

S

TM

ARM

OPRT

Re

gion

al LOG

ES

TM

ARM

OPRT

Re

gion

al LOG

CM

E

TM

ARM

OPRT

Regional Logistics

Current Situation

GIOP

PLANNER

Environment Collaborative

Platforms

Drilling

rig

UO-BC

UO-RIO

UO-BS

UO-ES

UO-SEAL

UO-SUL

Polo Macaé

Polo Rio

Polo EXP

Polo Vitória

Polo Itajaí

Polo Santos

Polo Papa-

Terra/LIBRA

Polo Aracaju

PLSVs

Special

Vessels

GIOP’s bases

GIOP

PLANNER

REGIONAL

LOGISTICS

REPRESENTATIVE

INTELOG

GIOP

PLANNER

Re

gion

al LOG

M

TM

ARM

TT

CC

OPRT

Re

gion

al LOG

S

TM

ARM

OPRT

Re

gion

al LOG

ES

TM

ARM

OPRT

Re

gion

al LOG

CM

E

TM

ARM

OPRT

Regional Logistics

Collaborative Environment Evolution Project

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Collaborative Environment Technology

SIGIOP

System planning able to

associate the demands of

respective port and vessel

schedule, record and prioritize

the transportation requests (RT),

and create a daily demand

planning list.

INTELOG Painel

MONITORING SYSTEM able to show at regular intervals (10mins), the evolution of demands for operational area

and vessel schedule, flagging delays based on time of each step cycle. At the moment this system is under

ongoing maintenance in order to meet the needs of two IO logistics centers (INTELOGS and INTELOGES)

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SIGIOP







planning list.

INTELOG Painel





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SIGIOP







planning list.

INTELOG Painel





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SIGIOP







planning list.

INTELOG Painel





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Indicators ISPL - Drilling Rig stopped due to Logistics

ISPL Evolution

47.38

36.94

8.40

2.76%

1.95%

0.43%

2012 2013 2014

Total days of stopping Rig due to logisticsISPL

8.04 6.13

15.31

4.50

9.60

4.27

10.98

0.32% 0.26%

0.84%

0.25%

0.54%

0.24%

0.53%

JAN FEB MAR APR MAY JUN JUL

ISPL Development Year 2014

Total days of stopping Rig due to logistics

ISPL

Reduction of approx. 80% of lost time

allocated to US-LOG, considering the

average between 2013 and 2014

ISPL Formula = Total time drilling rig stopped US-LOG reason / Total time of operation drilling rig Source: OpenWells

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• Effective sponsorship by the upper

managements;

• Participation of related areas in developing

project implementation;

• Robust communication plan;

• Human Resources Support identifying the

appropriate profile of the components of

the IO staff, conducting diagnostic team and

preparation of specific training;

• Working group with great knowledge of IO

processes, participating on systems

development;

About the project Difficulties in Implementation and Lessons Learned

LESSONS LEARNED

• Develop prioritization procedure between

customers to act in critical situations;

• Standardize internal procedures with the

Logistics Regional and formalize it in SAP;

• Adapt IO systems and develop performance

evaluation tools;

• Develop the philosophy of integration

between all customers, suppliers and

logistics;

FUTURE CHALLENGES

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Subsea Services

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Integrated Operation Center

The Subsea Services IO Center

is a pilot project that aims

accelerated learning and

anticipation of earnings by

integration in some critical

processes of this business unit,

such as:

• Planning and scheduling of

subsea operations, involving

SIMOPs (PLSV, RSV, DSV, RIG;

AHTS) and logistics of material;

• Operational monitoring,

control and technical support.

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Operational Results Integrated Fleet Control

49% 46%

19% 18% 18% 19% 22% 22% 15% 16% 21% 20% 22% 24% 25%

29% 29% 26% 29% 31% 28%

27% 27% 27% 25% 24% 24% 24%

52% 53% 55% 52% 47% 50% 57% 56% 53% 55% 55% 53% 50%

48% 47% 45% 48%

53% 50%

43% 44% 47% 45% 45% 47% 50%

0%

20%

40%

60%

80%

100%

2013 2014 1-Jul 1-Aug 1-Sep 1-Oct 1-Nov 1-Dec 1-Jan 1-Feb 1-Mar 1-Apr 1-May 1-Jun 1-Jul

NVA BVA CVA Improdutividade

% Fleet Unproductivity

Unproductivity

BVA = Business Value Added Ex: Navigation , Port , Complementary services ,

Operational stop

NVA = Non Value Added Ex: Waiting programming , Waiting in the Lease,

Waiting Seacondition

Unproductivity =

BVA + NVA

CVA = Customer Value Added (operational time)

Fleet composition

AHTS - 42 vessels

PLSV - 12 vessels

RSV and DSVs - 16 vessels

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Operational Results Integrated Fleet Control

BVA = Business Value Added Ex: Navigation , Port , Complementary services ,

Operational stop

NVA = Non Value Added Ex: Waiting programming , Waiting in the Lease,

Waiting Seacondition

Unproductivity =

BVA + NVA

CVA = Customer Value Added (operational time)

% RSV Fleet Unproductivity

34% 27%

8% 9% 10% 8% 9% 11% 3% 5% 4% 5% 6% 3% 3%

27% 32% 26%

26% 25% 24% 25%

29% 26% 21% 20% 18% 21%

65% 59% 63% 67% 66% 66% 71% 67% 70% 74% 74% 79% 75%

35% 41%

37% 33% 34% 34%

29% 33%

30% 26% 26%

21% 25%

0%

20%

40%

60%

80%

100%

2013 2014 Jul-13 Aug-13 Sep-13 Oct-13 Nov-13 Dec-13 Jan-14 Feb-14 Mar-14 Apr-14 May-14 Jun-14 Jul-14

NVA BVA CVA ImprodutividadeUnproductivity

Fleet composition

Frota RSV and DSVs - 16 vessels

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About the project Difficulties in Implementation and Lessons Learned

• Transparency and trust;

• Representativeness;

• Technical and behavioral training ;

• Focus on operational planning;

• Quality control of data;

• Integrated tools that support the

process;

• Continuous improvement;

LESSONS LEARNED

• Implant the process as designed TO-BE;

• Select people with technical knowledge that

work as a team;

• Continuous communication with the team

about changes (transparency)

• Identify the impacts caused by the redesign

of processes and treat them;

• Integrate some existing systems to the new

tool (in development) to support the

integrated processes.

FUTURE CHALLENGES

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Petrobras´ Integrated Operations Management

Thank you!

FO

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