Message from the Management_
“In 2025, we evolved on all fronts of the business and delivered 46% growth in average production. These results reinforce the assertiveness of the strategy defined since the establishment of Brava Energia. We will remain committed to solid governance, rigorous risk management, and capital discipline, guided by safety as a fundamental and non-negotiable value.”
2025 Highlights_
OPERATIONAL
46%
increase in production(81,300 boe/day)
Completion
dof Phase 1 of the Definitive System at Atlanta Field
FINANCIAL
15%
increase in net revenue (R$ 11.6 billion)
10%
decrease in lifting cost (US$17.5/boe)
SOCIAL
16%
reduction in the frequency rate of reportable accidents
Over R$ 2.4 billion allocated to municipal, state, and federal taxes and royalties
ENVIRONMENTAL
18.7 kgCO2e/boe
of GHG emissions intensity in E&P Offshore
29%
reduction in freshwater withdrawal in water-stressed areas
GOVERNANCE
86%
of independent members on the Board of Directors
100%
of common shares (no controlling shareholder)
ESG Management_
We operate in a cross-functional and multidisciplinary manner to ensure proper management of risks and opportunities related to sustainability.In 2025, we strengthened this integration by incorporating the Sustainability area into the Investor Relations Management, reporting directly to the CFO.
Our ESG management reporting system
• Integrated Report 
• GRI Disclosures Book
• CDP
• Global Compact 
• Annual GHG Inventory
Safety_
Safety is the foremost value of our corporate culture. Our approach prioritizes the early identification of hazards and the implementation of preventive measures capable of reducing the probability and severity of events.
On a monthly basis, we hold Critical Analysis Meetings (RAC) with the participation of our own leadership and that of contracted companies, during which we evaluate process and occupational safety indicators, as well as the effectiveness of the measures implemented.
People_
We are a team that works in an integrated manner, combining diverse knowledge, operational discipline, and focus on results. In 2025, we recorded an average of 55 hours of training per employee, more than double the previous year’s figure. Our model of performance evaluation was structured in 2025 and implemented in early 2026, covering 100% of eligible employees.
Communities_
Social investments made through incentive laws or donations are part of our strategy for engagement with the regions where we operate. In addition to social initiatives, our activities generate significant indirect effects for regional development through job creation, engagement of suppliers, and collection of taxes and government royalties.
Human rights_
Our policies, practices, and controls are aligned with the United Nations Guiding Principles on Business and Human Rights.
During the approval process, all our partners are evaluated for integrity and legal compliance. Additionally, we promote internal awareness campaigns and training related to human rights and decent work.
Environment_
We manage environmental impacts associated with exploration, production, processing, and marketing activities through the guidelines and tools of our Integrated Management System (IMS). The environmental programs implemented at the units are defined by the licensing agencies and include measures aimed at impact mitigation, continuous monitoring, and compliance with established conditions.
Energy and climate_
Oil and natural gas continue to play a significant role in the global energy mix. In our strategy, we seek to balance the continued production of mature assets with progressive gains in energy efficiency and emissions reduction.
Corporate governance_
Our governance structure is aligned with best market practices and ensures the segregation of duties, clarity of responsibilities, and adequate oversight of business risks. Our risk management model follows international standards as reference, such as ISO 31000 and COSO ERM.
Our Integrity Program is one of the pillars of our business management. Mechanisms such as the Whistleblower Channel, third-party integrity assessments, and the ongoing plan for mandatory communication and training strengthen our ethical culture.
Operations and financial _
In 2025, we achieved record operational performance, reflected in consistent economic and financial results and the strengthening of our capital structure.
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