Ipiranga
Corporate brand
UnclaimedBrazilian fuel distribution and mobility-services company owned by Grupo Ultra.
Last updated August 31, 2026
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Overview
Ipiranga is a major Brazilian fuel distribution and mobility-services brand operated by Ipiranga Produtos de Petróleo S.A. and controlled by Grupo Ultra. It is headquartered in Rio de Janeiro and operates throughout Brazil, where it is generally described as the country's second-largest fuel distributor and the largest privately controlled participant in the sector. Its network includes approximately 6,500 branded service stations and about 1,400 convenience stores, giving the company a consumer-facing footprint that extends well beyond the sale of gasoline and diesel. The business traces its roots to Destilaria Rio-Grandense de Petróleo S.A., a refinery established in Uruguaiana, Rio Grande do Sul, in November 1934 by Brazilian and Argentinian investors. In 1936, the refinery's owners joined with Uruguayan investors to establish Ipiranga S.A. The company developed refining, fuel distribution and related petroleum activities during a period when Brazil was building domestic industrial capacity. Ipiranga opened its first service station in Rio Grande in 1938. During the Second World War, import restrictions encouraged local production of products such as solvents, asphalt, lubricants and insecticides, although some production was suspended during the conflict. Ipiranga reorganized its distribution structure in 1957. Distribuidora de Produtos de Petróleo Ipiranga served southern Brazil, while Companhia Brasileira de Petróleo Ipiranga covered the rest of the country. The acquisition of Gulf Oil Brazil in 1959 expanded the company's operating base. A further major transformation occurred in 1993, when Ipiranga acquired Atlantic's Brazilian service-station network. The transaction made the group one of Brazil's largest fuel distributors and added Atlantic's convenience-store franchise relationship, including am/pm locations. In 1994, Ipiranga introduced Jet Oil, an automotive maintenance and oil-change franchise that helped broaden the service-station proposition. The modern ownership structure was established in 2007, when Grupo Ultra, Petrobras and Braskem acquired different parts of Grupo Ipiranga. Ultra obtained the Ipiranga brand, management platform and distribution operations in southern and southeastern Brazil, while other assets and territories were allocated to Petrobras and Braskem. Ultra subsequently used additional acquisitions to extend the Ipiranga network nationally. In 2008, Ultra acquired Texaco's Brazilian fuel-distribution chain, which had nearly 2,000 stations. Those locations could continue using the Texaco name for a transition period before conversion to Ipiranga branding. In 2010, Ultra acquired Distribuidora Nacional de Petróleo, strengthening Ipiranga's presence in several northern and central-western states. Ipiranga's offering now combines conventional fuel retailing with convenience, vehicle care, loyalty, payment and mobility services. Its principal associated businesses and programs include am/pm convenience stores, Jet Oil and Jet Oil Motos maintenance franchises, the Km de Vantagens loyalty program, and ConectCar, an electronic-payment service for tolls, parking and related mobility transactions. The company has also introduced environmental initiatives, including biodiesel sales, an early carbon-offset card program, an eco-efficient service station, environmental-management certification and collection points for used batteries and mobile phones. Its brand positioning centers on national availability, everyday mobility, service-station convenience and an integrated customer relationship around fueling and vehicle use.
History
Ipiranga's origins lie in Brazil's early petroleum-processing industry. Destilaria Rio-Grandense de Petróleo S.A. was founded in November 1934 in Uruguaiana, in Rio Grande do Sul, by Brazilian and Argentinian investors. The refinery produced gasoline, kerosene, diesel and fuel oil. In August 1936, the refinery's owners joined with Uruguayan investors to form Ipiranga S.A., headquartered in Rio Grande. The corporate structure was expanded in September 1937 through the creation of Refinaria de Petróleo Riograndense and Companhia Brasileira de Petróleo Ipiranga. The Ipiranga name is derived from Tupi-language elements commonly interpreted as meaning “red river.” Ipiranga opened its first service station in Rio Grande in 1938. That same year, the Brazilian government nationalized the oil-refining industry through a presidential decree, creating an important regulatory backdrop for the company's development. During the 1940s, wartime import restrictions encouraged Brazilian production of petroleum-related goods, including solvents, asphalt, lubricants and insecticides. The company later adopted thermal-cracking technology during the 1950s, enabling the production of additional fuel types. In 1957, Ipiranga divided its fuel-distribution activities between two companies. Distribuidora de Produtos de Petróleo Ipiranga concentrated on southern Brazil, while Companhia Brasileira de Petróleo Ipiranga served other regions. The 1959 purchase of Gulf Oil Brazil broadened the company's assets and market reach. Ipiranga continued to expand through the second half of the twentieth century, eventually developing a large network of service stations and fuel-distribution infrastructure. A decisive expansion came in 1993, when Ipiranga acquired Atlantic's Brazilian service-station network. The deal was reported as one of Brazil's largest private-company acquisitions at the time. It also brought 11 am/pm franchise locations into the group's orbit. In 1994, Ipiranga launched Jet Oil, an automotive-service and oil-change franchise that introduced a complementary service model at its stations. Environmental and operational initiatives followed. The Londrina facility received ISO 14001 environmental-management certification in 1998, making Ipiranga the first fuel-distribution company in Latin America identified in the supplied reference as receiving that certification. The company began offering biodiesel at its stations in 2006. The ownership and geographic structure changed substantially in March 2007. Grupo Ultra, Petrobras and Braskem acquired different parts of Grupo Ipiranga. Ultra took control of the Ipiranga brand, its management platform and distribution operations in southern and southeastern Brazil. Petrobras and Braskem received other industrial and distribution assets. This transaction made Ultra a leading participant in Brazilian fuel distribution while preserving Ipiranga as a major consumer brand. In the same year, Ipiranga introduced the Ipiranga Zero Carbon Card, linking qualifying fuel purchases to carbon-neutrality initiatives such as tree planting. Ultra expanded the network nationally through the 2008 purchase of Texaco's Brazilian distribution chain. Texaco's stations could retain their existing branding for a five-year transition period, after which they were expected to convert to Ipiranga. The transaction increased Ipiranga's presence in the Central-West, North and Northeast and gave the broader Ultra fuel business coverage across all Brazilian states. Jet Oil Motos was launched in 2008 as a motorcycle-focused extension of the vehicle-service franchise. In 2009, Ipiranga opened what the reference describes as Brazil's first eco-efficient service station, in Porto Alegre, incorporating measures related to energy, water, waste and materials management. In October 2010, Ultra acquired Distribuidora Nacional de Petróleo, strengthening Ipiranga's position in northern states including Amazonas, Rondônia, Roraima, Acre, Pará and Mato Grosso. In 2011, Ipiranga introduced collection points for used batteries and mobile phones at approximately 30 Jet Oil locations in Rio de Janeiro. In 2012, the company partnered with Odebrecht TransPort to form ConectCar, which began operations in São Paulo in April 2013. The service extended Ipiranga's role into electronic toll, parking and mobility payments. By the period covered by the supplied reference, Ipiranga had become a nationwide platform with approximately 6,500 service stations and 1,400 convenience stores. Its ecosystem included am/pm, Jet Oil, Jet Oil Motos, Km de Vantagens and ConectCar. The brand also maintained a presence in Brazilian motorsport through sponsorship of A.Mattheis Motorsport in the Stock Car Pro Series. Ipiranga's development therefore reflects a progression from regional refining and distribution into a broad consumer mobility network under Grupo Ultra.
- 2014
Recognition in Exame rankings
[1]Ipiranga was named the best wholesale company by Exame's Melhores e Maiores for the fourth consecutive year, while am/pm was ranked among Brazil's profitable franchises.
- 2013
ConectCar began operations
[1]The electronic-payment service started operating in São Paulo.
- 2012
ConectCar established
[1]Ipiranga and Odebrecht TransPort formed an electronic-payment company for tolls, parking and fuel-related transactions.
- 2011
Battery and mobile-phone collection project launched
[1]Approximately 30 Jet Oil locations in Rio de Janeiro became collection points for used batteries and mobile phones.
- 2010
Distribuidora Nacional de Petróleo acquired
[1]The acquisition increased Ipiranga's distribution volume and presence in northern and central-western states.
- 2009
Eco-efficient station opened in Porto Alegre
[1]The station incorporated measures intended to improve energy, water, waste and materials management.
- 2008
Texaco Brazilian network acquired
[1]Ultra acquired Texaco's Brazilian fuel-distribution chain, enabling nationwide expansion under the Ipiranga brand.
- 2008
Jet Oil Motos launched
[1]Ipiranga extended its vehicle-service franchise into motorcycle maintenance.
- 2007
Grupo Ultra acquired the Ipiranga brand
[1]Ultra, Petrobras and Braskem divided Grupo Ipiranga's assets; Ultra received the brand and important distribution operations.
- 2007
Zero Carbon Card introduced
[1]The card linked a portion of fuel-purchase activity to carbon-neutrality programs.
Products and positioning
A nationwide Brazilian fuel and mobility platform combining fuel retail, convenience stores, vehicle services, loyalty benefits and electronic payment products.
Fuel retail · 1938
Ipiranga fuel stations
Ipiranga's core retail network supplies motorists and commercial customers with fuels including gasoline, diesel, ethanol and biodiesel. The network is the principal consumer expression of the brand and is supported by convenience, payment and vehicle-service offerings. The company operates approximately 6,500 branded stations across Brazil, although individual station ownership and operating arrangements can vary within the wider network.
Convenience retail
am/pm
am/pm is Ipiranga's convenience-store business, typically located at or associated with service stations. It extends the brand into food, beverages and everyday convenience purchases, helping stations serve customers beyond the fueling occasion. The Brazilian operation includes approximately 1,400 stores and originated in Ipiranga's expansion of the Atlantic network and related franchise relationships.
Automotive services · 1994
Jet Oil
Jet Oil is an automotive maintenance and oil-change franchise introduced by Ipiranga in 1994. It provides a service-oriented complement to fuel retail, allowing customers to obtain oil changes and related vehicle-care services within the Ipiranga ecosystem. The format is designed for convenience and recurring vehicle maintenance rather than major mechanical repair.
Motorcycle services · 2008
Jet Oil Motos
Jet Oil Motos is a motorcycle-focused extension of the Jet Oil franchise. Introduced in 2008, it adapts the oil-change and basic maintenance proposition to motorcycles, an important mode of transport in Brazilian cities. It forms part of Ipiranga's effort to use service stations as broader mobility-service locations.
Loyalty program
Km de Vantagens
Km de Vantagens is Ipiranga's customer-loyalty program. It connects fuel purchases and related transactions with benefits or promotional value, supporting customer retention across the station, convenience and service ecosystem. The program is one of the brand's principal tools for maintaining an ongoing relationship with motorists rather than relying solely on individual fuel visits.
Electronic mobility payments · 2013
ConectCar
ConectCar is an electronic-payment service created by Ipiranga and Odebrecht TransPort. It began operating in São Paulo in 2013 and was designed to support payments for tolls, parking and fuel-related mobility transactions. The service expanded Ipiranga's role from fuel distribution into connected payment infrastructure for drivers.
Fuel payment and environmental program · 2007
Ipiranga Zero Carbon Card
The Ipiranga Zero Carbon Card was introduced in 2007. A portion of fuel purchases made with the card supported carbon-neutrality initiatives, including tree-planting programs. It combined a payment product with an environmental-marketing proposition and formed part of Ipiranga's broader sustainability activity.
Marketing campaigns
- 2009Eco-efficient service station
Brazil
Ipiranga opened an eco-efficient station in Porto Alegre designed around more effective management of energy, water, waste and materials.
Outcome. The station served as an operational sustainability demonstration; the supplied reference does not quantify its subsequent impact.
- 2007Ipiranga Zero Carbon Card
Brazil
Ipiranga launched a card-based environmental initiative in which part of fuel-purchase activity supported carbon-neutrality programs such as tree planting.
Outcome. The reference identifies the program's launch but does not provide measured environmental results or current operating status.
- A.Mattheis Motorsport sponsorship
Brazil
Ipiranga is identified as the main sponsor of A.Mattheis Motorsport in Brazil's Stock Car Pro Series, associating the brand with national motorsport and automotive performance.
Brand decisions
2012
Creation of ConectCarProduct launchBackground
Drivers increasingly required integrated electronic payment for toll roads, parking and other mobility transactions.
Action taken
Ipiranga partnered with Odebrecht TransPort to establish ConectCar.
Aftermath
ConectCar began operating in São Paulo in 2013 and extended the Ipiranga ecosystem into electronic mobility payments.
2010
Acquisition of Distribuidora Nacional de PetróleoM&ABackground
Ipiranga required additional distribution capacity and regional coverage in northern and central-western Brazil.
Action taken
Ultra acquired Distribuidora Nacional de Petróleo, increasing Ipiranga's volume and presence in Amazonas, Rondônia, Roraima, Acre, Pará and Mato Grosso.
Aftermath
The transaction strengthened the network in markets where Ipiranga had previously had a smaller presence.
2008
Acquisition of Texaco's Brazilian fuel chainM&ABackground
Ultra sought to expand Ipiranga beyond its inherited southern and southeastern footprint.
Action taken
Ultra acquired Texaco's Brazilian fuel-distribution chain, whose stations could retain the Texaco name for five years before conversion to Ipiranga branding.
Aftermath
Ipiranga expanded into the Central-West, North and Northeast and achieved presence across all Brazilian states.
2007
Break-up acquisition of Grupo IpirangaM&ABackground
Grupo Ipiranga's assets were acquired by Grupo Ultra, Petrobras and Braskem in a transaction that reorganized Brazilian fuel, refining and petrochemical interests.
Action taken
Ultra took the Ipiranga brand, management team and distribution chain in southern and southeastern Brazil, while Petrobras and Braskem received other industrial and distribution assets.
Aftermath
Ultra became the controlling owner of the Ipiranga consumer brand and a major Brazilian fuel distributor.
1993
Acquisition of Atlantic's Brazilian networkM&ABackground
Ipiranga sought to increase its scale in Brazilian fuel distribution and broaden its service-station footprint.
Action taken
The company acquired Atlantic's Brazilian service-station network, including 11 am/pm franchise locations.
Aftermath
Ipiranga became one of Brazil's largest fuel distributors and developed a stronger platform for convenience retail and service franchises.
1957
Regional separation of distribution companiesStrategyBackground
Ipiranga needed an operating structure capable of managing its established southern business while serving other Brazilian regions.
Action taken
The group separated distribution between DPPI, focused on southern Brazil, and CBPI, focused on the rest of the country.
Aftermath
The structure supported subsequent geographic expansion and the management of different regional distribution territories.
Sources2 sources
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