IBOVESPA B3
SMLL
IBRX
ITAG
IGC
IGC-NM
IGCT
IBRA
Net income (ex-IFRS 16) of USS 4o5 million
Total revenue of USS Z.5 billion
Issuance of USS 700
n in bonds with a Tender Offer for the ZOZ6 notes
°
Record average production of 106.4 thousand barrels per day and record sales of 37.8 million barrels
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CAMPOS BASIN
sqzs | zozs | zqzs | zqzs | aqzs | sqzs | zozs | sqzsxsqz4 | sqzsxaqzs | zozsxzozs | |
Avg. Brent | 74.01 | 79.86 | 74.98 | 66.71 | 68.17 | 63.08 | 68.19 | -14.8Ofo | -7.5Ofo | -14.@Ofo |
Average Brent Reference Price | 75.13 | 80.88 | 74.68 | 65.84 | 68.3Z | 63.AZ | 68.07 | -1S. Ono | -7.5Ofo | -1S.@Ofo |
Avg. Exchange Rate | 5.84 | 5.39 | $ 5.85 | 5.66 | 5.45 | 5.40 | S.@ | -/@Ofo | -1.@Ofo | f@Ofo |
Final Exchange Rate | $ 6.17 | $ 6.17 | $ 5.71 | $ 5.43 | $ 5.3Z | $ 5.47 | $ 5.47 | -))/% | g% | -)) % |
Offtakes (kbbl) | ||||||||||
Frade Field (100%) | 3,586 | 15,525 | 2,75O | 2,359 | 2,827 | 2,865 | 10,80O | -TO.1%a | 1. 4%a | -30. 4%a |
Albacora Leste Field (90%) | 1,876 | 9,098 | 2,626 | 1,397 | 3,237 | 1,644 | 8,917 | -12. 4% | -49. '% | |
Polvo + TBMT Cluster (100%) | 945 | 4,453 | 1,267 | 780 | 1,342 | 1,321 | 4,688 | 39.8% | -1. O/ | |
Campo de Peregrino (aO%) | 710 | 710 | 3,574 | 3,635 | 1430 | 4,782 | 13,421 | E73.8% | Z34. A% | |
TOla 1 PRIO | 7117 | 29,785 | 10217 | 8172 | 8835 | 1O,612 | 37,837 | 49.1% | 20.1% | |
Produtcion fboegdj | ||||||||||
Frade Field (100% | 40662 | 43,412 | 38274 | 23052 | 32892 | 31,577 | 31,448 | -22.3% | -4. O% | -27.O% |
Albacora Leste Field (90%) | 24,062 | 24,573 | 21,926 | 26,810 | 26 769 | 25,197 | 25,176 | 4. 7% | -S.9% | 2.S% |
Polvo + TBMT Cluster (100%) | 11,878 | 13,287 | 10,847 | ll,Ol9 | 13870 | 14,812 | 12,637 | 24. 7% | O.8% | -4.9% |
Campo de Peregrino (a0%) | 10,978 | 2,745 | 38,246 | 39,215 | 14,637 | 56,358 | 37114 | 413.4% | 285. O% | 1252. 2% |
TOla 1 PRIO | 87581 | 84,017 | 109,292 | lOO,O95 | 88168 | 127,944 | 106,375 | 46.1% | US.1% | 21 .O% |
Lifting cost fuss/bbl› | ||||||||||
PRIO | 111 | 9.O | 1Z8 | 13.8 | 17.4 | 12.5 | 13.9 | 12.9% | -2B. 0% | SS.3% |
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Field production in 4QZ5 was 31.6 kbpd, 4% below 3QZ5 due to the field's natural decline. Production decreased bg Z8% compared to Z0Z4, due to the scheduled shutdown in April and the failure in the gas compression system after operations resumed.
AvefagQ Daill PfOdLlCtion and Opefational Efficiet1Cg
Ffade Field (1000/ )
g6
97
90.6D°
BB.7To
89.7Vo
9Vo
97
4Q ZZ IQ Z3 PQZS HQ Z3 4Q Z3 IQ Z4 ZQZ4 3Q Z4 4Q Z4 IQ W PQZ5 3Q ZS 4Q W
Avera ge D aiI y Productio n fDo e/dJ operatio nal Efficien c9
6
Production in the quarter was 7% higher than in 3QZ5 driven bg the restart of the TBMT-6H well, which had been shutdown since July due to a failure in its Submersible Pumps (BCS), and the drilling of the POL-GY well, which started production in December.
Compared to 4QZ4, production increased Z5%, driven bg the return of the TBMT-10H and TBMT-4H wells, whose production had been interrupted in ZQZ4 due to failures in their BC5, and was restored after the vvorKovers.
Average Daily Production and OperatiDnal Efficiency
Polvo + TBMT Cluster I1OOO/)
96.99O 97.39o
98 .B to
7Z.69o
76.Ono
77
67.B 9/o
67.79o
nQ iQ zQ aQ nQ iQ zQ aQzn nQ iQx zQx aQ nQx
7 CIuster Product ion (Dbl/dl CIuster Efficiency
Average daily production was Z5.Z thousand barrels (net PRIO), 5% above 4QZ4, reflecting the replacement of two turbines and maintenance of the gas compression system, which had affected production in 4QZ4.
Compared to 3QZ5, production decreased 6% due to a failure in the gas compression system, which was normalized in December with the installation of the second compressor.
Throughout Z0Z5, the field achieved greater operational stability, with operational efficiency above 88% since ZQZ5, reflecting the results of the implemented efforts.
Average Daily Production(900/) and Operational Efficiency Albacora Leste Field
4QZ3 1QZ4
8
EQZ4 3QZ4 4QZ4
Average Dail y Production (Doe/dl
1QT5 ZQZ5
Operational Efficiency
3QP5 4QT5
Average daily production of 56.4 thousand barrels (net PRIO), a 413% increase compared to 3QZ5, reflecting the restart of production in October, following the FPSO shutdown in August, and the closing of the acquisition of 40% interest and operation in November.
In December, the Company performed the vvorkover of well B-Z1 and drilled well C-Z, which started production in February.
Average Da iIy Production (8O%) Peregrino Field (bbI/d)
1QZ3 ZQZ3 30Z3 4QZ3
9
Throughout 4QZ5, the Company advanced the drilling of Wahoo production wells, completing three of the four planned wells and finalizing the subsea installations and tieback to the FPSO of Frade.
On March 3, Z026, PRIO received the Operating License for the Wahoo field, the final
stage of the licensing process before the start of production.
In progress:
-+ Final commissioning phase.
-+ Connection of the third production well.
-+ Drilling of the fourth well.
Next steps:
-+ First oil from the field in the coming days with two wells.
Third well production start in the coming weeKs.
-+ Fourth well onstream bg end of April.
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Sustainability: In Z0Z5, the Company created the PRIO Institute, focused on supporting initiatives related to biodiversity, environmental education and blue economy, and launched Impulso I PRIO, a corporate volunteering program. Also in Z0Z5, PRIO launched its third annual sustainability Report, consolidating advances across environmental, social and governance fronts.
Safety: Also in Z0Z5, PRIO further strengthened its operational safety culture, highlighted by the reduction of TESP1 and TESPZ indicators, and successfully completed the internal audit cycle of the iCtO, 5G5s and SHIP management systems in 4QZ5.
Health and well-being: In December, the Company was recognized for its health and well-being initiative, receiving the National Quality of Life Award in the Silver category. Throughout the gear, the Company also continued investing in employee health through preventive cardiology consultations and initiatives focused on quality of life, such as PRIO Trekking.
Sponsorships: In 4QZ5, the Company strengthened the presence of I PRIO brand at cultural and sporting events, such as Carandai and XTERRA Buzios and Paranoel. In the social sphere, in December, the Company held the I PRIO Solidarity Christmas, an initiative involving the participation of Company employees to generate a real impact in the lives of children and teenagers.
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