Our History

Automind was founded in 1987 under the concept of a "control system house."

From 1987 to 1989, developed Consulting, Economic Studies and Master Plans works.

In 1990, developed its first automation system for the Water Demineralization Plant of COPENE (current BRASKEM) and started representing STONER (software for leak detection in pipelines, pipeline simulation software and software for gas, water and electricity networks design).

In 1991, added to COPENE water demineralization automation system the water treatment automation system and developed the Tanking Farm Automation system also for COPENE.

In 1992, won its first PETROBRAS Automation System in Candeias Natural Gas Plant.

In 1994, made its first pipeline SCADA system (Camaçari - Maceio Ethylene Pipeline, one of the first in Brazil),and its first full automation Turn-key system (Pumping Stations, Industrial Waste Treatment Station and Outfall for Cetrel) including design, automation, radio communication system, field assembling, as well as instrumentation, interface with the electrical system and the sale of the first STONER software package to COMGAS.

In 1998, started to work for the sanitation sector, developing the Salvador Metropolitan Region Water Distribution System - Basic Design, the Salvador Waste Water Treatment Station, the Outfall Automation System and the Salvador Seafront Waste Water Automation System, all of them to EMBASA. The same year, also developed the project to control and monitor the fuel loading of FEPASA locomotives, which was the basis for the development of the Software AUTOLOAD, the future Automind product towards to automating the loading of fuel tank trucks.

In 1999, designed the oil wells field pilot automation system of Entre Rios and Fazenda Bálsamo Production Stations region. This project became a landmark sin order to PETROBRAS start the wells automation process, not only in Bahia, but in other production regions. From this venture, Automind held the automation of approximately 700 production wells in the Bahia Production Region.

In 2001, Automind made its first venture in truck-loading automation base in the context of Pilar Natural Gas Processing Plant offsite automation project in Alagoas.

In 2002, Automind made its first Turn-key system venture, the Natural Gas Distribution Network SCADA System for BAHIAGÁS.

In 2004, started its first major offshore project (fiscal measurement of the Marlin Field platforms) and consequently, opened and began operating its office in Macaé.

In 2005, initiated the BR DISTRIBUIDORA Trucks Loading Terminal Automation system (TEMAT) in Mataripe-BA, and also developed the software AUTOLOAD which base came from FEPASA project.

In 2006, developed, through many contracts, the Manati Offshore Natural Gas Production Platform and the Onshore Treatment Plant Automation system.

In 2007, Automind joined the Offshore Master Vendor List and Onshore Master Vendor List of PETROBRAS. Also in 2007, Automind was certified by ISO 9001-2000 and signed a Statement of Acceptance to PAEX (Partners Program for Excellence) of FDC - Dom Cabral Foundation.

In 2009, Automind won several projects of PLANGAS (gas supply projects related to PAC).

In 2009, created the Board of Technology and began representing PAS, a North American Software Company who licenses Control Loop performance and Automation Assets Optimization, Alarm Management and Configuration Management software. Also that year, Automind began its first large project in a PETROBRAS Refinery, consisting of integration of package unit and Fieldbus Foundation networks to REPAR Supervisory and Control System.

In the beginning of 2010, expanded its office in Rio de Janeiro, making it also an operational office. In the second half of the year, the company decided to put innovation at the heart of its strategy and began structuring Automind's Innovation Program - PIA, a landmark of its strategic reposition. Also in 2010, Automind was recertified under ISO 9001-2008.

In early 2011, created the Board of Innovation as a direct consequence of its Innovation Program, setting priorities and creating an Committee and Innovation Group. In the second half, went through a visual identity renewal process reflecting its new vision, mission and values of a modern and innovative company.