Company: PBR
Filing Date: 2025-04-03
Form Type: 20-F
Source: 0001292814-25-001352
Chunk: 160

Company: PETROBRAS - PETROLEO BRASILEIRO SA
Filing Date: 2025-04-03
Form: 20-F
Item: Item 17
Chunk 160
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131
distributions                                                
Performance                               468     416     547
award program                                                
 (1) Employee training is not considered an employee benefit in our audited consolidated financial statements.
 
For information regarding profit-sharing distributions and variable compensation program see respectively “Labor Relations” and “Employees Variable Compensation” in this annual report.
 

Annual Report and Form 20-F 2024 |
Workforce
 One of the main current and future challenges for our people management is to ensure the continuous adequacy of our workforce to the business portfolio.
 Our workforce planning methodology correlates our strategic projects with our employees‘ needs. It is built through our business’s processes perspective and considers strategic scenario modifications in the medium and long terms. It considers operational safety and projects requirements, as well as portfolio management decisions and organizational restructuring.
 In addition, we seek to adapt our current workforce to our strategies through the following: improvement of internal workforce mobility practices; flexibility for our portfolio management strategy; training and continuing education related to mobility programs; analysis of impacts and costs; critical thinking; knowledge management; and improvement of our workforce profile. These programs, which facilitate the increase of productivity and optimize our processes, also allow us to better adjust our workforce to our business needs.
 Employees are one of the most important intangible assets to us and the ability to attract qualified and talented employees, as well as retain and nurture internal talent is critical to our success and sustainability. We focus on attracting the best external talent without neglecting the internal talent of employees, who have grown with us, and understand our organization, mission and culture.
 To address our workforce requirements, we emphasize filling open positions internally through structured processes for career mobility, aiming to retain talent and minimize external hiring expenses. Subsequently, we evaluate the number of new hires needed by taking into account our business demands alongside our existing vacancies. The hiring of new employees is made possible mainly by Public Selection Process (“PSP”) or direct hiring (the latter essentially for senior management positions). Up to 40% of our total senior management positions may be filled through direct hiring.
 Since 2021, we resumed admissions through PSP in Brazil, paying special attention to diversity, increasing hiring of people with disabilities and for Black people.
 As a result, in 2024, 2,009 professionals were hired, of which 95.7% were hired through the PSP, including 18 employees with disabilities, 876 Black people, and 424 women among all new employees.
 In addition to new hires, our headcount was impacted by the layoff