Company: PBR
Filing Date: 2025-02-27
Form Type: 6-K
Source: 0001292814-25-000664
Chunk: 8

Company: PETROBRAS - PETROLEO BRASILEIRO SA
Filing Date: 2025-02-27
Form: 6-K
Chunk 8
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 and judgment, based on the Company’s business and management model. The
level of asset disaggregation in CGUs can reach the limit of assets being tested individually.

Changes in CGUs resulting from the review of investment,
strategic or operational factors, may result in changes in the interdependencies of assets and, consequently, alter the aggregation or
breakdown of assets that were part of certain CGUs, which may influence their ability to generate cash and cause additional losses or
reversals in the recovery of such assets. If the approval for the sale of a CGU’s component occurs between the reporting date and
the date of the issuance of the consolidated financial statements, the Company reassesses whether the value in use of this component,
estimated with the information existing at the reporting date, reasonably represents its fair value, net of disposal expenses. Such information
must include evidence of the stage at which management was committed to the sale of the CGU’s component.

The primary considerations in identifying the CGUs
are set out as follows:

| a) | Exploration and Production (E&P) CGUs: |

| ii) | Equipment not related to crude oil and natural gas                                                                                       
 producing properties: comprise assets that ceased operation, such as platforms, drilling rigs and other assets which are not part of any 
 CGU and are assessed for impairment separately.                                                                                          |

| b) | Refining, transportation and marketing (RT&M) 
 CGUs:                                         |

i) CGU Set of refining and logistics assets: comprises
refineries, terminals and pipelines, as well as logistics assets operated by Transpetro. The combined and centralized operation of such
assets aims at serving the market at the lowest overall costs and preserving the strategic value of the whole set of assets in the long
term. The operational planning is made in a centralized manner and these assets are not managed, measured or evaluated by their individual
results. Refineries do not have autonomy to choose the oil to be processed, the mix of oil products to produce, the markets in which these
products will be traded, which amounts will be exported, which intermediaries will be received and to decide the sale prices of oil products.
Operational decisions are analyzed through an integrated model of operational planning for market supply, considering all the options
for production, imports, exports, logistics and inventories, seeking to maximize the Company’s global performance. The decision
on new investments is not based on the individual assessment of the asset where the project will be installed, but on the