Labor practices and equal opportunities

Within this context, in the 2026-2030 Business Plan (BP 2026-30), the HR area establishes five strategic choices for the period. 

                                                            Working hours   

We offer our employees two optional possibilities for reducing the working day, with a proportional reduction in remuneration: (i) reduction from eight to six daily hours, with a proportional 25% reduction in remuneration, for employees on administrative regime and flexible hours who do not hold commissioned functions; and (ii) reduction from five to four working days per week, with a proportional 20% reduction in remuneration. 

                                                            Our hybrid work model    

Employees in administrative regime of the parent company who joined permanent teleworking started to act in a hybrid way. Currently, 53% of employees, relative to the total workforce, are in the hybrid work model, while 5% work fully remotely.In subsidiaries in Brazil, 32% of employees (2,227) work in a hybrid model, following the same rule as the parent company for in-person and remote days. In subsidiaries abroad, 73% of employees (447) also work in a hybrid model, following local market practices for the maintenance of postpandemic remote work. At the end of 2025, the majority had the possibility of two to three days of remote work per week, depending on the position 

                                                            Right to free association and  collective bargaining   

According to Brazilian legislation, all our employees are represented by independent unions. We maintain relations with 17 unions and two federations (i.e., a high-level union entity) of oil workers, as well as five unions and one federation of maritime workers, present in all regions of Brazil. We value our relationship with all our stakeholders. For this reason, we invest in open and permanent dialogue with the unions. 

For the companies of the Petrobras System in Brazil and abroad, we recommend that they follow the recommendation of the United Nations Global Compact and that they deploy our Human Resources Policy and our Code of Ethical Conduct. We encourage them to also follow the Conventions of the International Labor Organization (ILO), provided that they are in line with the local legislation of each country. 

                                                            Collective agreement  

We have a current CBA with all the unions representing the employees, and 100% of our own headcount is covered by a collective bargaining agreement. As provided for in article 457 of the Consolidation of Labor Laws (CLT), these agreements include social clauses related to working conditions, industrial safety, benefits, occupational health, diversity and the maintenance of a safe and healthy work environment. 

In the 2025-2027 CBA, a new clause was included, which deals with freedom of association and collective bargaining. In compliance with the provisions of the Federal Constitution, with the principles established by the ILO and in Convention no. 98 (Right to Organize and Collective Bargaining), the company, in clause 107 of the CBA, declares and reaffirms its commitment to full respect for freedom of association and the right to collective bargaining.

In 2025, we joined, together with bp, Shell, Equinor, Ørsted and TenneT, a collaboration known as the Worker Welfare Group (WWG), with a focus on improving the well-being aspects of workers in the supplier chain. In this partnership, our focus is on the well-being of workers in the marine construction sector in Singapore, who work on the construction and assembly of stationary production units (UEPs). The group operates in key areas, such as responsible recruitment, improvement of accommodation, safer transportationand strengthening access to effective complaint and grievance mechanisms. The WWG advanced in its collective approach, investing in the development of suppliers, facilitating knowledge sharing across different sectors and deepening engagement with the main stakeholders in Singapore. These efforts are expected to be expanded to other regions.

                                                            Employee Profile 
 

In 2025, 1,797 employees were admitted to the Petrobras parent company through Public Selection Processes (PSP), mostly resulting from the PSP 2,023.2, which reserved 20% of the vacancies for black people and 20% for People with Disabilities (PwDs). With this, we ended the year with 1,530 PwD employees in the parent company, representing an increase of 63.81% compared to 2024 (934), while, in the consolidated, we totaled 1,803 PwDs, a growth of 55.04% compared to 2024 (1,163). 

In 2025, people with Brazilian nationality represented 99.96% of the employees of the parent company, including senior management. Considering only the Executive Board, this percentage was 100%. In foreign companies, we adopt as a policy the prioritization of local resident labor, as illustrated in the figure below:

                                                           Petrobras Young Apprentice Program 

In December 2025, we trained more than 600 youth (2024-2025 cycle). In April 2026, we will admit 830 young people for the 2026-2027 apprenticeship cycle, in courses distributed across 13 states and the Federal District. 

The selection process included quotas for: 

> Adolescents in protective measures of institutional or family  welcoming (10%);  

> Adolescents formerly in child labor (15%); 

> People with disabilities (20%); 

> Black, indigenous and quilombola people (30%).

Our objective is to ensure an environment where all people can express their identity genuinely, work free from prejudices, biases or limiting beliefs, enhancing performance and well-being. 

____________________________________

¹The numbers calculated correspond to the employees registered in the system in the regime as of 12/31/2025. Specialists, supervisors and “other functions” are not considered managerial functions, but other commissioned functions. Therefore, we
consider the 1st level of management, or junior leadership, the functions of coordinator and sectoral manager and, leadership in senior management, the functions of executive manager, director (member of the Executive Board) and CEO (who is part
of the Executive Board). Therefore, we have 22% of women in general leadership (junior leadership and leadership in senior management added to the functions of manager, general manager and assistant), 22% in junior leadership and 21% in senior
management leadership.
²Employees without commissioned function.
³Executive Board: comprises the CEO and the Executive Directors..

In 2025, the Petrobras Program against Sexual and Workplace Violence (PPCVST) continued the implementation of the initiatives provided for in its action plan, which is structured in four lines of action: Strategy, Prevention, Reception and Complaint Treatment. 

Among the 14 actions completed in the year, the following stand out: 

> Expansion of protection measures for victims of sexual and workplace violence;  

> Issuance of corporate guidelines on occupation of bonus positions, with impediments provided for people sanctioned for practices of sexual and/or workplace violence; 

> Review of the Whistleblower Protection Guideline; 

> Conducting a new phase of the campaign against sexual and workplace violence. 

Additionally, continuously reinforcing the institutional commitment to confronting violence against women, through the PPCVST, we promoted 18 women’s self-defense workshops in our various units, reaching the participation of more than 2,800 women from our own and contracted workforce, as well as conducted a 14-hour training for 100 professionals on prevention and assistance to women victims of domestic and family violence.

In 2025, as part of our BP 2026-30, we established the goal of having 26% of black people in leadership positions by 2030. We ended the year with 34.45% of self-declared black employees in Petrobras parent company. In management functions, participation was 24.72%, exceeding the goal for 2025 (20%). In the consolidated, we reached 32.85% of self-declared black employees, and 23.84% in management functions. 

The monitoring of ethnic-racial indicators and the evolution of representativeness in leadership positions are monitored through diversity data and structuring corporate initiatives, with focus on consolidating an organizational culture based on equity, respect and non-discrimination.

Also, in 2025, a clause guaranteeing human rights was introduced as a basis in all contracts signed by Petrobras, reaffirming the commitment regarding the diversity, equity and inclusion agenda by Petrobras and its service providers, ensuring the formation of a more equitable workforce that reflects the social reality of our country. In 2025, 49 contracts containing said clause were signed in Búzios. 

In 2025, we launched the Strengthen Program, aligned with our commitment to building a more diverse, equitable and inclusive supply chain. The program aims to promote the inclusion of micro and small enterprises (MSEs) belonging to underrepresented groups in the contracting ecosystem. The initiative additionally seeks to strengthen the sustainability and competitiveness of these businesses, as well as contribute to regional socioeconomic development, ensure the supply of goods and services necessary for operations and strengthen our social license.

In 2025, we received 155 complaints of discrimination: 

> 23% involved employees 

> 52% service providers 

> 25% unidentified. 

Of these complaints, 21 were under treatment on 12/31/2025, 8 were confirmed or partially confirmed and 9 not confirmed. When complainants opt for anonymity and do not provide sufficient information, the Ombudsman archives the complaint. Thus, 117 discrimination complaints were archived due to insufficient information or lack of authorization from the complainant or victim.  

Complaints of discrimination involving employees are investigated by specialized and independent management. In the accountability stage, in 2025, we applied a suspension and conducted training. For workers of service provider companies, the treatment is carried out by our contractual management together with the employer. 

Regarding sexual violence, we received 193 complaints in 2025: 

> 24% involved employees 

> 58% service providers 

> 18% unidentified 

Of these, 19 were under treatment, 147 were disqualified, 16 were confirmed or partially confirmed and 11 were not confirmed. Among the confirmed complaints involving employees, a suspension was applied. For service providers, seven were demobilized by the contracted companies. 

                                                           Compensation policy  

In 2025, the relationship between the total annual compensation of the highest-paid individual and the average salary of the other employees of the Petrobras parent company, considering the values formally in force until December 31, 2025, was 5.44, with the CEO being the person with the highest compensation. On the same base date, the minimum entry compensation at Petrobras parent company corresponded to BRL 6,189.22, equivalent to 4.08 times the national minimum wage in force in December/2025, without any differentiation by gender. 

                                                           Benefits offered to employees   

In 2025, the AMS plan ended the year with 258,905 beneficiaries in all states. The benefit’s cost-sharing relationship was 70% for the company and 30% for employees, in accordance with the 2023-2025 CBA. The AMS plan also covers complementary programs, such as the Care Program, Pharmacy Benefit, PAE (Special Assistance Program), PAD (Home Care Program), and PASA (Retiree Health Evaluation Program). The Pharmacy Benefit guarantees medications for the treatment of chronic or psychiatric diseases, in addition to others considered high cost. In 2025, we implemented significant improvements in the management of the plan, with focus on cost efficiency and improvement of the quality of service to beneficiaries.  

Based on the results of the 2024 GD, in 2025 we applied the annual professional progression program in the career Increase by Merit, which recognizes employees with differentiated performance. More than 13.6 thousand employees in mid-level and higher-level positions of the PCR were considered, considering financial resources to serve 50% of employees with possibility of progression in their career. For bonus functions, 2,396 employees were contemplated, considering resources to serve 20% of employees with possibility of progression in the function. The proportion between men and women was similar to the standard of the total headcount, with no significant systematic symmetries or biases observed.

The training of employees is valuable for us. We provide internal infrastructure for training courses at Universidade Petrobras and at units across the country, in addition to teaching methodologies and technologies to facilitate access to content. In 2025, we invested BRL 262 million in training. 

Based on performance evaluation, the 2025-2029 Business Plan (BP 2025-29) and 2050 Strategic Plan (SP 2050), we identify training needs negotiated between manager and employee. The average number of training hours per employee was 97 hours at Petrobras parent company and 99 hours in the consolidated. 

We invest in the training of our employees, offering training on emission mitigation and decarbonization of our operations, with focus on the preparation for a just energy transition. 

In 2025, we recorded more than 195 thousand participations in training on safety, health, contingency and emergency response, and more than 13 thousand participations in topics of sustainability, environment, energy transition and climate change and more than 25 thousand enrollments of employees in external training