• CERAWEEK 2025 | March 10-14, 2025
  • CERAWEEK
  • March 10 - 14, 2025

Carlos Alberto Pereira de Oliveira

Petrobras

Executive Manager, Upstream

Carlos Alberto P. de Oliveira has been our Chief Exploration and Production Officer since January 2019. He has been with Petrobras for 38 years, joined the Company in 1981, having become a Petroleum Engineering specialist. Since 1999, he has held several executive positions linked to the senior management of Petrobras System companies, such as Executive Manager of the Exploration and Production department (1999 to 2002), Chief Exploration and Production of Oil and Gas in Petrobras Energia S.A., in Argentina (2003 to 2008), Executive Manager of Technical Support for the International section (2008 to 2012), Executive Manager for Production Development Projects (2012 to 2016) and Executive Manager of Strategy (2016). From December 2016 to January 2019 he lead Petrobras Exploration and Production department of Portfolio, Partnerships and Performance Management. Mr. Oliveira holds a degree in Mechanical Engineering from the Military Institute of Engineering in Rio de Janeiro (IME) and in Business Administration from Federal University of Rio de Janeiro (UFRJ). He has a master’s degree in Finance and Investment Analysis from the Pontifical Catholic University of Rio de Janeiro (PUC-Rio) and a course in Finance and Accounting for Oil at the University of Texas, in Dallas, United States.

Sessions With Carlos Alberto Pereira de Oliveira

Wednesday, 11 March

  • 07:30am - 08:40am (CST) / -

    Future Competitiveness of the Offshore
    Upstream Oil & Gas
    The most competitive barrels of the future are anticipated to be lowest cost and lowest emissions and have the shortest cycle time. While this would appear to present severe challenges for offshore businesses, especially in deeper water settings, the offshore in the 2020s will not be the same as in the past. Best-in-class offshore developments now offer shorter project cycle times, with assets returning positive cashflows within the first two to five years of production. New approaches to project design, increased use of tie-backs with greater range, applications of digital and other technologies, and efficiencies in the supply chain, have all helped lower offshore costs. It is not uncommon to see break-even costs for new deepwater projects at some 60% of the level achieved prior to 2015. What are the additional skills, technologies, and new approaches that will further drive down offshore/deepwater projects costs and shorten cycle times in 2020? Are there enough highly competitive investment opportunities remaining globally for offshore/deepwater companies? Should we anticipate consolidation? As we begin the production phase of a new generation of slimline offshore/deepwater development projects, what have we learned that can improve areas such as offshore installation, operations, and field management?