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People Management

In order to integrate the Strategic Plan 2022-2026, with a focus on the medium and long term, challenges are observed regarding organizational culture, the development of critical skills, cost efficiency and staff adaptation, which translate into the strategic HR choices established for the period.

The employment contract of 38,694 of our employees at the parent company follows the Consolidation of Labor Laws (CLT), with 32,158 men and 6,536 women. Additionally, we have nine officers who are statutory and governed by our bylaws, all men, totaling 38,703 employees as of December 31, 2021. Thus, we counted 92,401 employees of service providers operating in our units.

Recruitment and selection of employees

In 2021, Brazilians were 99.94% of our employees at the parent company, including senior management. In our companies abroad, we have a policy of prioritizing local workforce.

The public selection processes in our parent company are carried out with equal compensation for men and women and, according to Brazilian legislation, 20% of vacancies are reserved for black candidates and a minimum 5% for people with disabilities. As one of the measures adopted to promote the gradual oxygenation of our workforce, and in line with our Strategic Planning, after three years without carrying out public selection processes (PSP), in 2021 a new PSP was opened for admission from 2022, with 757 vacancies of different emphases of higher education, 8% of the vacancies reserved for people with disabilities, which had the registration of 212,000 candidates.

In 2021, a total of 90 people were admitted, 14 women and 76 men, the majority (90%) participating in public selection processes from previous years. Of those hired, 9 went to senior management positions and 81 were employees with no additional payment for leadership/management position. The average cost of external hires was BRL 6,542.86, and the rate of new hires was 0.23%.

Employee dismissal

In total, 2,847 employees left the company in 2021, 2,702 of which due to voluntary dismissal (includes POSs and other types of dismissals).

Historically, our turnover rate has been at low levels, with the exception of 2014, 2016 and 2017, due to the voluntary termination programs carried out. In 2021, the observed employee turnover rate was 3.72%, considering admissions and terminations throughout the year. Considering only terminations, the turnover rate for total terminations was 7.36%, and for voluntary terminations it was 6.98%. 

Our hybrid working model

In March 2020, due to the coronavirus pandemic and the contents of Provisional Measure 927/2020, we unilaterally adopted telecommuting full time, that is, on the five business days of the week. This measure included, in addition to employees in the administrative regime with flexible hours, those in the fixed administrative regime assigned to the operational units, and employees of the special regime belonging to the risk group for Covid-19. In this context, around 25 thousand employees telecommuted since March 2020. Of this total, approximately 79% are men and 21% are women.

In August 2020, the permanent model of teleworking for up to three days a week was approved by the Executive Board. Optional inclusion was made available to employees by signing an agreement term, which serves as an addendum to the employment contract, which contains the rules that must be observed. The return to face-to-face work, and the effective application of the permanent telework model, for up to three days a week, has been implemented in waves since October 2021, observing the context of the pandemic.

Compensation

The Career and Compensation Plan (PCR) establishes our structure of positions and careers, with their respective descriptions of attributions and responsibilities, requirements of their assignees, evaluations, and respective salary ranges.

Our compensation is defined through a compensation policy approved by the Board of Directors, and represents an instrument for attracting, engaging, and retaining talent, in accordance with the Public Selection Processes (PSPs) for hiring employees and current legislation, being competitive and aligned with our performance culture.

Linked to our Strategic Plan, the PPP aims at aligning the interests of shareholders, executives, occupants of positions with additional payment for leadership/management and employees with no additional payment for leadership/management position; encourage results-oriented behavior; rewarding people for the results achieved; pay differently for differentiated delivery (meritocracy); and contribute to attracting and retaining talent.

During 2021, the organizational units' scorecards continue to be considered as input for the assessment of the Executive Board (CEO and directors), executive managers and other members of our general structure, which are reflected in the calculation of variable compensation.

These scorecards include the results of our core organization metrics; the scores of specific metrics of each executive scorecard (represented by specific indicators and strategic initiatives that address economic, environmental and social factors); and discretionary assessment made by the immediate superior according to the employee's profile and performance.

In addition to the PPP payment, we have a current collective agreement of the Profit Sharing Program (PLR) for the period 2021-2022 for all employees who do not occupy positions with additional payment for leadership/management (managers, specialists and supervisors).

The relationship between the total annual compensation of the highest paid individual and the average salary of all other employees is 5.73, where the highest paid person is the CEO. 

In 2021, the salary readjustment in the company was 10.42% in the salary scales for permanent positions and 6.1% in the tables for positions with additional payment for leadership/management. Executive Board members (CEO and directors) were not covered by such readjustments.

The minimum entry wage is BRL 5,117.17 and is equivalent to 4.65 times the current national minimum wage, without any differentiation by gender.

 

Benefits

Saúde Petrobras is a health care benefit offered by the company, which works in the dimensions of health promotion, prevention, and recovery.  

The benefit is available to our active employees, retirees, pensioners, and their respective family groups.

In 2021, Saúde Petrobras ended the year with 269,350 beneficiaries distributed across all states of the federation.

The benefit costing ratio was 60% for the employer and 40% for the employees, complying with the provisions of the ACT 2020-2022.

The Petrobras Saúde benefit also provides coverage for complementary programs, such as the Benefício Farmácia program.

The Benefício Farmácia program offers coverage for drugs for the treatment of chronic or psychiatric diseases, in addition to others considered high cost.

We also offer educational benefits, aiming at contributing to the training and education of the children of employees.

These benefits do not cover our administrators, who are members of the Board of Directors and Executive Board. They also do not include Fiscal Council members.

The educational benefits are financial amounts granted for reimbursement with educational expenses and include the following: Daycare Allowance; Caregiver Allowance; Preschool Assistance Allowance; Elementary School Allowance; High School Allowance; University Youth Program (active for employees who were enrolled until 09/30/2019).

In addition to the benefits mentioned above, we have implemented other measures aimed at the well-being of our employees, such as the granting of hourly allowances to employees with disabilities and employees who have children with disabilities, who are enrolled in the Special Assistance Program (PAE) and that need assistance with medical appointments and/or therapies. The allowance for employees who have children with disabilities has been extended to up to 240 non-cumulative hours per year.  In 2021, 116 employees received the aforementioned bonus.

 

Pension plans

We sponsor six post-employment benefit plans, operated by the Petrobras Social Security Foundation (Petros), social security characteristic.

Together, these plans cover 96% of our employees, considering that the plans are offered, and membership is optional.

In PP-2, a plan that operates in the variable contribution modality and is currently open to new entries, the same amount is collected by the sponsor (in the case of sponsored participant) and by the participant, who can contribute with percentages according to their age that vary between minimum of 6% and a maximum of 11%.

 

Parenting

All employees who have proven the birth or adoption of a child are eligible to take maternity or paternity leave. In addition to the legal determination, our employees have the right to extend maternity leave, reaching a total of 180 days, and to extend paternity leave, reaching a total of 20 days. The extension of maternity leave in case of premature birth (before the 37th week of gestation) is also guaranteed as long as the baby remains hospitalized, limited to eight weeks.

In 2021, 989 employees went on paternity leave, 380 employees went on maternity leave, and 10 on adoption leave, making a total of 3.06% of employees.

The total number of employees who returned to work after maternity/paternity leave and remained employed 12 months after returning to work was 1,568. Of these, 454 are women and 1,114 are men. The rate of return to work and retention of employees who were on maternity/paternity/adoption leave in 2021 was 100%.

Promotion of diversity and inclusion

When we talk about diversity, we embrace inclusion and fairness to foster an environment favorable to the expression and recognition of employee identities and the consolidation of relationships based on respect and trust. Diversity management is carried out through the principles of respect for differences, equal opportunities, and non-discrimination.

 

We ended 2021 with women representing 17% of our employees. In managerial positions, which include coordination, sector manager, managers, general manager, assistant, executive manager, and executive board (CEO and directors), women represent 20% and in supervisory roles 11%. Considering the managerial and supervisory roles together, women represent 17%. In the revenue-generating directorates (Commercialization and Logistics Department; Production Development Directorate; Exploration and Production Directorate; and the Refining and Natural Gas Department), women in managerial roles represent 13.38% of managerial roles.

In positions related to the STEM career - Science, Technology, Engineering and Mathematics-, we also identified a gradual increase in female representation in the last five years. We ended 2021 with 12.0% of women in STEM-related positions (out of the overall total of STEM positions).

In accordance with Guideline 7 of our Human Resources Policy and with item 4.2.a of our Code of Ethical Conduct, our Career and Compensation Plan (PCR) makes no gender distinction regarding the compensation between men and women who occupy the same function or position with additional payment for leadership/management. Thus, considering the same position, time with the company, regime and working conditions, the ratio of the average compensation between women and men is equal to 1. However, when we analyze it broadly, it is clear that the special work regimes, which have specific additional compensation, impact the average ratio between the compensation of women and men, indicating a small difference. It should also be clarified that there is a male predominance in the activities associated with these regimes in the oil and gas industry. Despite this, also from this perspective, we are managing to reduce the difference. In 2021, the ratio between the compensation of women and men was 0.96, against 0.91 in 2018.

 
Evolution of the percentage of women in managerial positions

Management positions include: coordination, sector manager, managers, general manager, assistant, executive manager and executive board (CEO and directors).

 

Ethnic-racial profile (Parent Company)


Other positions with additional payment for leadership/management comprises the supervisor and specialist positions.

 

Profile by age (Parent Company)

 

Training and knowledge management

Our Human Resources area is responsible for training planning guidance and execution. We provide an internal infrastructure for training at Petrobras University and at our units across the country, in addition to providing methodologies and teaching technologies to assist with the application and access to employee content. We invested BRL 43.6 million in training during 2021.

Based on the performance assessment and our Strategic Plan (PE), training needs are identified. Annually, training is negotiated between the manager and each employee to achieve the expected results for the business during the evaluation period. By 12/31/2021, 1 million courses had been attended, with 658,000 employees, with an average of 68.93 hours of training per employee that year, distributed as shown in the chart.

 

Average hours of training per employee and gender



Considering Petrobras Holding and its subsidiaries in Brazil and abroad, the average training hours per employee in 2021 was 63.34.

We have a Leadership Academy focused on developing more than 6,400 managers and supervisors.

This academy is responsible for training leaders at all levels of the organization, offering training in partnership with renowned institutions, such as Fundação Dom Cabral, the 9th best business school in the world according to the executive education ranking of the Financial Times, and Harvard University, the oldest university in the United States.

Among the various accomplishments, the academy prepared the first Petrobras Women's Mentoring Program, with the purpose of leveraging the development of its female leadership and expanding the positive results promoted by gender equity.

This initiative contributed to Petrobras receiving the silver trophy in the large companies category for the WEPs Brasil 2021 Award – Companies Empowering Women, as part of Petrobras' Gender Equity Plan.

In November 2020, the Petrobras Soft Skills Development Program was launched, with optional participation, with the theme of emotional intelligence, following 2021 with 10 more themes such as: communication, engagement and sense of work, creativity and innovation, management of stress, among others. There were more than 25,000 participations in live broadcasts.

With the objective of leveraging corporate education, covering the largest number of employees, in 2021, there was a significant advance in the digital transformation agenda in our corporate education. We have implemented more than 70 new Development Tracks, which support the technical needs of our businesses in a focused way, enhancing the autonomy of our employees with their own development.

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