One-on-one Q&A with Wllisses Menezes Afonso, Head of Drilling and Wells, Petrobras

Petrobras has increasingly complex assets in its pipeline, particularly in regions characterized by harsher sea conditions and greater distance from shore, such as the Equatorial Margin and the Pelotas Basin. What developments are necessary to ensure that operations in these areas are carried out with maximum safety and efficiency?

Operations in remote areas such as the Equatorial Margin and the Pelotas Basin may require tailored resources to meet more stringent requirements, driven by environmental conditions and geological challenges. In these contexts, rigs with higher positioning and propulsion capability, suitable for strong currents, as well as increased storage capacity, may be needed, considering their distance from traditional logistics hubs.

Drilling in new frontiers also involves challenges related to a more limited geological knowledge base. In this sense, technologies that support operations within narrow pressure windows, such as managed pressure drilling, can be relevant, together with rigorous pore-pressure prediction controls and well safety practices. Digital tools for monitoring and remote support, as well as predictive solutions to mitigate operational issues, also tend to play an increasingly important role.

In high-complexity scenarios, which may involve greater water depths and higher pressures, studies are under way to assess technical and logistical feasibility, supporting preparedness if opportunities materialize.

Overall, safe and efficient execution depends on robust planning, risk management and contingency plans aligned with the complexity of each scenario.

What are some things that you would like to see drilling contractors do that could help Petrobras or other operators improve performance?

There are opportunities for progress that require coordinated action among contractors, equipment manufacturers, operators and industry organizations.

One area is strengthening structured mechanisms to share operational best practices. While lessons learned after incidents are commonly exchanged, there can be less systematic sharing of practices associated with consistently strong results. Benchmarking frameworks and dissemination of practices across topics such as competency development, reliability, maintenance and performance engineering can help.

Workforce development is another key area. Competency programs, simulator-based training environments, well control scenarios  and tools such as virtual reality and digital twins can improve preparedness while reducing risk exposure.

Managing the aging of part of the offshore fleet is also relevant. Predictive and condition-based maintenance approaches, supported by sensors, digital diagnostics and integrity monitoring, can help detect degradation before failures and optimize interventions.

In automation and robotics, there is room to expand solutions such as robotic pipe-handling systems, automated inspection, machine vision, autonomous monitoring and AI-assisted operational support, with a focus on reducing human exposure and improving consistency.

From an AI perspective, one path is integrating decision-support systems that combine weather forecasting, simulations, equipment integrity, performance optimization and risk assessment, providing recommendations in a timeframe suitable for offshore crews and shore-based support centers.

Remote operations models can also be expanded, with a gradual transition of certain activities to onshore operations centers, enabling multidisciplinary support and greater standardization.

Regarding reliability, collaborative models with OEMs for critical systems (e.g., BOPs and drilling packages), with clear responsibilities and metrics, can support performance improvements and design feedback.

Finally, increasing traceability and connectivity of assets through digital identification and monitoring can support condition management, operational limits and maintenance planning over time.

If you were responsible for defining the technological priorities of the deepwater drilling industry over the next five years, which areas would you emphasize?

Priorities tend to include safety, efficiency, sustainability and digitalization, with a focus on integrating these dimensions into the operating model. Combining automation, data analytics and robotics with processes and workforce capability can help reduce risk exposure, increase predictability and improve resource management.

When it comes to the equipment Petrobras deploys on drilling rigs, how would you like to see them evolve over the next five years?

Equipment is expected to evolve toward greater integration, automation and real-time monitoring. Sensoring and predictive maintenance can support reliability and reduce downtime. Robotics and remote operations can reduce human exposure and improve operational consistency. More efficient energy systems and alternative fuels may also progress, where applicable, to support emissions reduction.

Brazil is seeing a growing volume of deepwater well decommissioning ac-tivities. How are you preparing to meet a challenge with such large scale and complexity?

Well decommissioning involves relevant scale and complexity and requires governance, standardization and a focus on safety and efficiency. A consistent approach includes dedicated teams, integrated processes, and systematic learning across different operational environments, as well as coordination with industry stakeholders and regulators as needed.

Given that well abandonment can represent a significant share of costs, efficiency gains — when achieved safely — can reduce expenditures and improve execution predictability.

How do you see the drilling engineer and drilling team roles changing as the industry adopts more AI into their workflows? And what should organizations being doing in the next few years to ensure their employees keep up with these changes?

The adoption of AI, automation and remote operations tends to make work more integrated and data-driven. AI can support planning and decision making without replacing human judgment, increasing predictability and agility. To sustain this evolution, organizations should invest in continuous upskilling, knowledge management, hybrid profiles (engineering and data), and responsible AI governance, integrating people, processes and technology.

The oil and gas market can be volatile due to changes in the global economy and geopolitics. How can our industry better prepare ourselves to withstand the unpredictable ups and downs of the market?

Volatility can be addressed through standardization, operational discipline and consistent governance, while maintaining safety requirements. Data-driven decisions and clear metrics can enable adjustments with traceability. Industry collaboration and scenario monitoring can support earlier awareness of change. Maintaining a medium- to long-term focus on efficiency, innovation and capability building supports operational resilience.

How do you think Petrobras and other operators can improve collaboration with regulators in Brazil?

A possible approach involves ongoing dialogue, transparency and technical cooperation, aligning expectations from early project stages where appropriate. Working groups, technical visits and training initiatives can support mutual understanding of challenges and requirements, contributing to regulatory predictability and procedural clarity, with a focus on safety and compliance. DC