1
01SobreAbout the Report Relevant AspectsMessage fromthe CEOSectorContextProfile About Copel Governance Sustainability ManagementPerformance in Capitals Human Capital Intellectual Capital Social and Relationship Capital Natural Capital Infrastructure Capital Financial CapitalSocial AuditGRI Content IndexAssurance ReportAnnex 3
ABOUT THE REPORT
About the Report
The Copel Sustainability Report is published annually and is intended to provide
this report. G4-18
transparent accountability to all its audiences, as well as to present the main
social, environmental, and economic impacts caused by its operations. This
edition includes information about management and performance for the
year 2015 - from January 1 to December 31 - in the areas of operation of Copel
Holding, and its wholly-owned subsidiaries: Copel Geração e Transmissão
S.A., Copel Distribuição S.A., Copel Telecomunicações S.A., Copel Renováveis
S.A., and Copel Comercialização S.A., except when stated otherwise.
G4-17, G4-28, G4-29, G4-30z
The reporting methodology follows the G4 version of the Global Reporting
Initiative (GRI), and the “core” option of adherence, and covers the set of indicators
of the electric utilities sector disclosures. All indicators disclosed are listed in the
Content Index, with indication of an independent external assurance by KPMG.
G4-18, G4-32, G4-33
This edition contains an
important change which
is the application of
the
integrated
reporting structure
recommended by
the
International
Integrated Reporting Council - IIRC, which seeks to improve communication
of material aspects for sustainability
in the Copel businesses to their
stakeholders and to demonstrate the Company’s value generation capability.
G4-18, G4-22, G4-23
To this end, an engagement process was conducted with the Executive Board, the
business and corporate risk areas, seeking to establish the main impacts and risks
inherent to the Copel business model. The results of this process are reflected in
Section “Main Social and Environmental Impacts” and has guided the content of
In order to improve the management processes and support decision-
making, the main events that can impact the Company’s businesses were
mapped, considering a senior management position, the risk factors
presented in the 20F Form and the internal controls defined by the corporate
integrity area in conjunction with the areas involved. As a result, the aspects
covered in this report that were considered to be material for the success of
the Company in the short-, medium-, and long-term were reviewed, adjusted
and defined. G4-18
The report also follows the guidelines set forth by IBASE (Brazilian Social
Audit Institute of Social and Economic Analysis), the Brazilian Accounting
Standards (NBC T15), the regulation of Abrasca Award for Annual Report,
Progress Communication in terms of commitments assumed with the Global
Compact, and of the International Financial Accounting Standards (IFRS),
considered in the information from the financial statements. G4-15
The report is composed of two parts. The first part provides an overview of
our business model, the risks to which we are exposed, and main impacts
we cause to the environment and to the audiences with which we interact
through our operations. The second part demonstrates the context and
performance of each of our capitals, providing details about relevant aspects
of our business and our capacity to generate value.
01SobreAbout the Report Relevant AspectsMessage fromthe CEOSectorContextProfile About Copel Governance Sustainability ManagementPerformance in Capitals Human Capital Intellectual Capital Social and Relationship Capital Natural Capital Infrastructure Capital Financial CapitalSocial AuditGRI Content IndexAssurance ReportAnnex ABOUT THE REPORT
Relevant Aspects
A review of the aspects deemed material and strategic consider the following: G4-18
Aspects determined in 2014 by stakeholders and senior management during the engagement process; G4-24
4
Revalidation in 2015 through a media survey and references of corporate sustainability - Corporate Sustainability Index (ISE - BM&FBOVESPA), the Dow Jones
Sustainability Index (DJSI), the Global Compact, and Ethos Indicators for Sustainable and Responsible Business Models;
In 2016, the results of the business model analysis and mapping of the main associated impacts and risks.
Processes and results to define material and strategic aspects
G4-23
Structure
Risks 20F
Environmental impacts of
the value chain
Stakeholder
opinions
selection criteria of relevant/strategic aspects
Social and
Relationship
Capital
Relationship
with Clients and
Consumers
Supplier
management
Relationship with
Communities
Natural and
Infrastructure
Capital
Operational
excellence and
Eco efficiency
Climate
change
Impacts on
Ecosystems
Scope of aspects
revised based on
business risks/
impacts
Human
Capital
Intellectual
Capital
Financial
Capital
Governance, ethics
and compliance
Occupational
Health and Safety
Training and
Availability of the
Workforce
Economic
and Financial
Performance
Access to
financial
capital
Energy
planning
Regulatory
Matters
New
element
previous
adjusted
element
previous
element
Learn about other results
obtained by Copel available
online: G4-25, G4-26
Administration and Financial
Statements
20F Report
ANEEL’s Social and
Environmental Reports
Copel’s materiality process
For questions, suggestions or
details about the content of
this report, Copel provides a
communication channel Talk
to Us - Sustainability. G4-31
01SobreAbout the Report Relevant AspectsMessage fromthe CEOSectorContextProfile About Copel Governance Sustainability ManagementPerformance in Capitals Human Capital Intellectual Capital Social and Relationship Capital Natural Capital Infrastructure Capital Financial CapitalSocial AuditGRI Content IndexAssurance ReportAnnex
ABOUT THE REPORT
SOBRE
Material and strategic aspects, material topics and relevant indicators
G4-19, G4-20, G4-21, G4-24, G4-27
MATERiAl And STRATEgiC ASpECT
MATERiAl TopiC / boUndARy
RElEvAnT indiCAToRS
SCopE
Regulatory issues
**changes in rates
G4-2
*changes in regulation (ex.: Resulting from the water shortage) G4-2
regulatory bodies, clients, and consumers
regulatory bodies, clients, and consumers
Training and Availability of Workforce
*valuation, retention and training of employees with critical
knowledge for Copel's businesses
LA1, LA2, LA9, LA10, LA11, EU14, EU15
employees and contractors
5
Supplier Management
*procurement practices and supplier appraisal, and legal
compliance
EC9, LA14, LA15, EN32, EN33, HR10, HR11,
SO9, SO10
all stakeholders
*quality and delivery terms (materials/services)
-
contractors
Energy Planning
Relationships with Clients and
Consumers
**projection of demand
**availability and reliability
**buy-sell strategy
**renewable sources
**nontechnical losses
*default
*dynamics of the free consumers market
EU10
EU6
G4-2
EU1, EU2
EU12
EU27
EU3
all stakeholders
all stakeholders
regulatory bodies
all stakeholders
regulatory bodies
clients and consumers
regulatory bodies, clients, and consumers
*quality of services provided
EU8, EU12, EU28, EU29, EU30
clients, and consumers, regulatory bodies
*level of satisfaction
**energy efficiency
*labor compliance
*environmental compliance
Governance, Ethics, and Compliance
*security data
Climate Change
Operational Excellence and Eco-
efficiency
*legal actions
*ethics, Code of Conduct
*contribution to the national GHG emissions
*carbon market mechanisms
**energy
*air emissions
*hazardous waste
*effluents
PR5, SO11
clients and consumers
EU7
HR1
EN29
-
SO7, SO8, PR9
all stakeholders
all stakeholders
all stakeholders
all stakeholders
all stakeholders
SO3, SO4, SO5, SO6, HR1, HR8
all stakeholders
EN15-18
EN19, EC2
EN3
EN21
EN23
EN8, EN9, EN22
all stakeholders
all stakeholders
all stakeholders
all stakeholders
all stakeholders
all stakeholders
Relationship with Communities
*impact and development of local communities
EC7, SO1, SO2, EU19, EU20, EU22
all stakeholders
Occupational Health and Safety
*compliance with applicable health and safety standards
LA6, EU18, EU24, EU25,
employees, contractors, and regulatory bodies
Impacts upon the Ecosystem
*impacts on the ecosystem
EN11, EN12, EN13, EU13
all stakeholders
Access to Financial Capital
*Indebtedness and investment program
Economic-Financial Performance
**cost to acquire energy
EC7
G4-9
clients and consumers
all stakeholders, more specifically
governments and partners
Limits:
* All business units ** Holding and energy-related
01SobreAbout the Report Relevant AspectsMessage fromthe CEOSectorContextProfile About Copel Governance Sustainability ManagementPerformance in Capitals Human Capital Intellectual Capital Social and Relationship Capital Natural Capital Infrastructure Capital Financial CapitalSocial AuditGRI Content IndexAssurance ReportAnnex 6
MESSAgE fROM THE CEO
Message from the CEO
G4-1, G4-2
The Brazilian economy was put through a tough test in 2015. For the electric sector, a critical component of
the production chain, it was no different, having to face specific difficulties in the regulatory, economic and
environmental scenarios that are being slowly and gradually overcome. Nevertheless, amidst this adversity, Copel
managed to create sustainable growth opportunities that only the more complex crisis can provide. The fast and
agile response to challenges in many of our areas of operation allowed us to record significant results, such as R$
1.3 billion in net profit for the period.
In a year in which governance for the country and companies alike was constantly on the news, and transparency
became a daily exercise for many institutions, Copel intensified its actions in this sense, aiming to make its
operations even more transparent, and dedicating special attention to people management. Proof of this was the
creation of the Corporate Integrity department, reporting directly to the president’s office, and which seeks to
coordinate activities associated with compliance, corporate risk management, and internal controls. Commitment
to fight corruption is in line with the corporate values and culture, and meets the expectations of stakeholders.
The Innovation Coordination department was also created to promote technological development and innovation
to stimulate generation and renewal of products, services, and processes.
In terms of engagement and promotion of transparency in employee relations, the Anima Program is underway seeking to implement actions to value employees, in
addition to promoting improvement of internal processes and communications at all levels.
Concurrently, we are developing a program to train leaders, in line with these common values and objectives. All of these initiatives are seeds for a variety of corporate
projects, which design and develop the Copel of the future.
The year 2015 was also highlighted by the successful strategy to diversify our power generation complex, with beginning of operations of 15 wind farms in the Northeast,
totaling 330.5 MW of installed capacity by the end of the year. Our windfarms, together with the preponderance of the hydroelectric plants, currently account for 93%
of energy from renewable sources. By 2019, we are already committed to completing 13 new wind farms, representing an investment of R$ 1.9 billion.
01SobreAbout the Report Relevant AspectsMessage fromthe CEOSectorContextProfile About Copel Governance Sustainability ManagementPerformance in Capitals Human Capital Intellectual Capital Social and Relationship Capital Natural Capital Infrastructure Capital Financial CapitalSocial AuditGRI Content IndexAssurance ReportAnnex MESSAgE fROM THE CEO
In the area of energy distribution, Copel was evaluated by its clients, for the fourth time in five years, as the best in Brazil according to the 2015 ABRADEE survey,
conducted by the Brazilian Association of Electricity Distribution Companies. These awards, plus the extension of our distribution concession for an additional 30 years,
are a result of the seriousness of our work, and drives us forward in the quest to constantly improve all our activities.
In a severe environmental scenario that requires strict financial management, we are aware of the difficulties to present less frequent and short-term power outages. To
this end, we have increased, year upon year, the amount of resources geared toward new technologies in this sense. The expansion of our intelligent network program
and the launch of the program Mais Clic Rural, which will allocate R$ 500 million to modernization of rural networks in the next three years, are proof of this guideline.
7
It was also with emphasis on high technology that Copel Telecomunicações took fiber optics to 399 cities in the state of Paraná, two cities in Santa Catarina, one in
Mato Grosso, and four in São Paulo. The high demand for broadband services proves the quality of the interaction with the World Wide Web desired by our clients,
who now have access to connectivity standards comparable to those of more developed nations.
Aware of the current debate about the implications of climate change, in the first half of 2015, Copel joined the platform EPC Empresas pelo Clima (Companies for
Climate), which aims to facilitate the transition of the Company towards a low-carbon economy. Thereby, we have reaffirmed our commitment to seek solutions for
problems arising out of climate change and their implications to our business.
We have also reaffirmed our commitment to the initiative of the United Nations’ Global Compact. In 2015, we confirmed our presence in the São Paulo Stock Exchange’s
corporate sustainability Index (ISE-Bovespa) and joined the Morgan Stanley Capital International’s Sustainability Index (MSCI), which awards companies with excellent
performance in the social, environmental, and corporate governance areas. For us, obtaining the MSCI seal represents another benchmark in Copel’s path toward
sustainability.
At Companhia Paranaense de Energia, sustainability is not simply a way of doing things, but rather a future vision that the Company intends to take to the 10 Brazilian
states where it operates. This report provides in details these and other projects that Copel developed last year, aiming to perpetuate our activities.
Enjoy your reading.
LUIZ FERNANDO LEONE VIANNA
CEO
01SobreAbout the Report Relevant AspectsMessage fromthe CEOSectorContextProfile About Copel Governance Sustainability ManagementPerformance in Capitals Human Capital Intellectual Capital Social and Relationship Capital Natural Capital Infrastructure Capital Financial CapitalSocial AuditGRI Content IndexAssurance ReportAnnex SECTOR COnTExT
Sector Context
G4-2
The macro economic crisis that hit the country in 2015 also affected the entire
addition to the reduction and load, which allowed for closing the year with
8
electricity sector. Load in the National Interconnected System (SIN) reached 62,000
reservoirs near 100% capacity.
MWm in the year, representing a decrease of 0.66% compared with 2014.
Another consequence of the water crisis was the intense use of thermal
The peak was registered in January, when high temperatures and rates drove
electric plants throughout the entire first half of 2015. During the second half
energy consumption. Nevertheless, the load dropped throughout the year, with
of the year, these plants continued supplying, with fuel costs (CVU, Brazilian
the smallest rates recorded between April and August, period when moderate
acronym for Variable Unit Cost) in excess of R$ 600/MWh, despite the most
temperatures typically result in reduced use of air conditioning, with a direct impact
expensive plants having been shut down for the second half of the year.
upon energy consumption. Another relevant point was the increase in the cost of
energy, both for captive rates and spot market prices (transactions in which the
delivery of product acquired is immediate and payment is cash).
With the water crisis, distributors were left with the challenge to address
cash flow imbalance caused by the rate deficit, and receive loan from the
ACR Account (Regulated Reduction Environment) of R$ 21 billion, to be paid
The economic downturn had a direct impact upon the energy market, as a result of
(with the corresponding restatement, fees and interest) in 60 months, and
the drop of the average income of the population, which, along with increased rates,
the power generation companies retained losses in billions. Rate increases,
implied in a reduction in residential consumption. Historically, growth in electric
resulting from the need to reflect the cost of power generation, given the lack
power demand is observed in years of recession, since the number of families and
of rainfall and the consequent increase in the use of thermal electric energy,
households to shelter these families grows. But the economy behaved so poorly
led to a major retraction in energy consumption, implying in even greater
that domestic consumption of energy dropped 2.2% between November 2014
reduction in hydroelectric power generation. GSF closed the year 2015 at
and November 2015, representing the worst performance in 12 years. According
approximately 0.85, which is 15% below the physical guarantee; a rate
to Empresa de Pesquisas Energéticas (EPE), energy demanded by the industries
that could have caused bankruptcy of some power generation companies.
dropped by 8.9% between November 2014 and November 2015.
This situation resulted in a 42% increase in rates.
The water crisis also contributed to reducing the level of the reservoirs in the four
Already greatly affected by the problem that occurred in 2014, generating
subsystems in the country. Rainfall levels and flow are the main contributors to
companies of the MRE worked preventively and defensively, filing legal actions
this decrease; however, these levels would be even lower in parts of the regions
in an attempt to limit the effect of the low GSF. Soon the number of legal actions
if the economic activity were normal and energy consumption had been higher in
reached several tens, resulting in injunctions exempting power generation
2015. The Southern subsystem had the most comfortable scenario, especially in
companies, in total or in most part, of the effects of the GSF.
the second half of the year, given the abundant rainfall throughout the period, in
01SobreAbout the Report Relevant AspectsMessage fromthe CEOSectorContextProfile About Copel Governance Sustainability ManagementPerformance in Capitals Human Capital Intellectual Capital Social and Relationship Capital Natural Capital Infrastructure Capital Financial CapitalSocial AuditGRI Content IndexAssurance ReportAnnex SECTOR COnTExT
Provisional Measure (MP) 688/2015, which transfers the risk of water shortage in
economy, which goes beyond the use of renewable sources of energy and
hydroelectric power generation to end consumers and extends the agreement of
includes the adoption of efficient technologies and production processes
the plants or their concessions to offset losses in 2015 with smaller generation,
that have reduced impact upon the environment.
closes the legal issue in the sector. This condition is valid for both generating
companies that deliver the energy produced in the regulated market (distributors)
Brazil’s Energy Matrix
9
and those that supply the free market (industrial consumers).
Signing the agreement requires: solving the GSF impasse, enabling the renewal
of power generation concessions, and ensuring future investments. The proposed
agreement foresees hiring new volumes of energy by the owners of the plants, and
the extension of the term of the concession agreements to a maximum of 15 years.
With the rules of the fourth rate review cycle, the pressure for higher rates this
year was reduced. The process involved three phases of debates, one public
consultation, and two Public Hearing phases, and throughout the process, more
than 100 contributions of representatives from consumers, market analysts,
61%
61%
7%
9%
6%
17%
6%
1%
0%
Water
Biomass
Wind
farm
Fossil
Import
Nuclear
Solar
consultants, researchers, and representatives of the power distribution companies
Source: Aneel
were received. One of the rules allows for the recognition, in the rates, of the
remuneration for investments made through loans in the Energy Development
Account (CDE), geared toward the program Luz para Todos (Light for All). Another
decision that helped reduce the weight of readjustments was the increase in
productivity gains to be considered in the so-called Fator X; a rate that is applied
to reduce the impact of the IGP-M index on the rates.
In the environmental area, COP21 gathered national goals in an effort to keep
temperature increase below 1.5° C. In terms of the Brazilian commitment, the
country presented its absolute goal to reduce greenhouse gas emissions for 2030,
43% lower than 2005. Specifically for the electric sector, the goal is for 23% of the
national electricity matrix to come from non-fossil sources, excluding hydroelectric
generation (currently this number is at 23.3%). Another measure planned in Brazilian
goals to reduce greenhouse gas emissions is to achieve a 10% gain in efficiency in
the electric sector. Achieving these goals will require investments in a low-carbon
For the electric sector, the challenge will be enormous, since the Brazilian
energy matrix predominantly uses sources with low carbon emission and,
in recent years, has significantly expanded emissions of greenhouse gases
given to need to continuously operate thermoelectric plants to offset the
low level of reservoirs in the hydroelectric plants. Consequently, even with
all thermal electric generation, in 2014 production of electricity represented
only 4.5% of Brazilian emissions of greenhouse gases. Comparatively, in the
global scenario, the electricity sector accounts for 31.3% of emissions, and
the Brazilian energy matrix for 4.5% should be reason of pride, although
there are aspects that can be improved.
01SobreAbout the Report Relevant AspectsMessage fromthe CEOSectorContextProfile About Copel Governance Sustainability ManagementPerformance in Capitals Human Capital Intellectual Capital Social and Relationship Capital Natural Capital Infrastructure Capital Financial CapitalSocial AuditGRI Content IndexAssurance ReportAnnex SECTOR COnTExT
Context – Operation of Brazilian electricity sector
plAyERS
who are the major players on the market of electric
power in brazil.
How EnERgy SUpply woRkS
,
n
o
i
s
i
v
r
e
p
u
s
,
n
o
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t
a
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,
n
o
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s
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e
c
n
o
c
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e
v
e
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g
n
i
r
o
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o
m
d
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a
g
n
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n
a
l
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i
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v
r
e
s
f
o
l
e
v
e
L
s
t
n
e
g
a
d
n
a
CMSE
Monitoring
Committee of the
Electric Sector
CnpE
National
Policy And
Energy
Council
MME
Ministry of
Mines and
Energy
AnEEl
National
Electric
Energy
Agency
EpE
Energy
Research
Company
onS
National Operator
of the Electric
System
CCEE
Electric Power
Marketing Chamber
CnpE: Defines the country’s energy policy with the purpose of ensuring
stability in energy supply.
MME: Responsible for planning, management and development of
the legislation for the sector, as well as for supervision and control of
execution of policies geared toward the country’s energy development.
EpE: Plans expansion of generation and transmission, for the MME,
and provides technical support for auctions.
CMSE: Supervises the continuity and reliability of electricity
supply.
AnEEl: Regulates and supervises generation, transmission, distribution
and marketing of electricity. It defines the transport and consumption
rates and ensures economic and financial balance of the concessions.
onS: Controls the operation of the National Interconnected System
(SIN) so as to optimize energy resources.
CCEE: Manages transactions of the energy market and conducts the
official auctions.
Regulated market
Captive consumers buy energy from the distribution concessionaires to which they are connected.
Each consumer unit pays only a monthly electricity bill. Rates are regulated by the Government, and
the price is the result of a mix of long-term contracts.
10
C
a
s
h
F
l
o
w
E
n
e
r
g
y
F
l
o
w
M
e
c
h
a
n
i
s
m
s
C
o
n
t
r
a
c
t
i
n
g
Government
fees and taxes
Only one electricity bill
Remuneration
according to auction
contract
Remuneration
for transmission
services
Generation
onS
ONS Controls
power
generation
Transmission
Distribution
Consumer
defines
prices
Auction
for power
supply
MME defines price cap
ANEEL promotes auctions
CCE operationalizes
Indicates the
amount of energy
REvEnUE FRoM diSTRibUTion SERviCE
Quota A
Quota b
Purchase of electricity
Operating costs
Transmission
Depreciation quota
Fees and taxes
Return on investment
Destination:
generation,
transmission
and government
Destination:
distribution
Total electricity bill = Quota A + Quota B
Free Market
Free consumers buy energy directly from generators or distributors through bilateral agreements
with freely negotiated conditions, such as price, time, volume, etc. Each consumer unit pays the
local utility a bill referring to distribution services (regulated rate) and one or more bills related
to purchase of electricity (negotiated price agreement).
p
o
s
s
i
b
i
l
i
t
y
1
p
o
s
s
i
b
i
l
i
t
y
2
C
a
s
h
F
l
o
w
F
l
o
w
E
n
e
r
g
y
F
l
o
w
E
n
e
r
g
y
C
a
s
h
F
l
o
w
Government
Fees and taxes
Distributor invoice + Generator invoice
remuneration
for transmission
services
Remuneration for
distribution services
Generation
Transmission
Distribution
Consumer
Free or special
Marketer
Agreements to supply
power via marketer
01SobreAbout the Report Relevant AspectsMessage fromthe CEOSectorContextProfile About Copel Governance Sustainability ManagementPerformance in Capitals Human Capital Intellectual Capital Social and Relationship Capital Natural Capital Infrastructure Capital Financial CapitalSocial AuditGRI Content IndexAssurance ReportAnnex
11
02PERFILAbout the Report Relevant AspectsMessage fromthe CEOSectorContextProfile About Copel Governance Sustainability ManagementPerformance in Capitals Human Capital Intellectual Capital Social and Relationship Capital Natural Capital Infrastructure Capital Financial CapitalSocial AuditGRI Content IndexAssurance ReportAnnex About Copel
About Copel
Copel - Companhia Paranaense de Energia -
is
currently the largest company
in the state of
Paraná. The Company operates in the generation,
transmission, distribution, marketing of energy, and
in the telecommunications sector. G4-3, G4-4
Founded 61 years ago, with headquarters in the city
of Curitiba, PR, the Company operates in 10 Brazilian
states through a structure composed of an own power
generation complex of power plants, transmission
lines, substations, and distribution network, in addition
to the operation of a telecommunications fiber optic
system, with interests in sanitation and gas sectors.
G4-5, G4-6
Copel is a corporation, established in the form
of a quasi-public company and controlled by the
Government of the State of Paraná, with shares traded
at the São Paulo stock exchange (BM&FBOVESPA), and
in the stock exchanges in New York and Madrid. G4-7
Strategic Reference
G4-56
Copel has assumptions and guidelines set forth in its
strategic reference, which guides management and
all actions, and internal and external decisions of the
Company.
Mission
Vision
Values
Supply energy and solutions for sustainable
development.
Become a benchmark in the areas where it
operates, sustainably generating value.
Ethics
Respect to people
Dedication
Transparency
Health and safety
Responsibility
Innovation
Copel’s business model
Develops studies, builds
and operates generation
plants to produce energy
from different sources:
• Thermoelectric plant
• Hydroelectric plant
• Wind farm
Develops, builds and
operates transmission
towers to transport energy
from the plant where it
was generated to the
distribution substation
where it will be forwarded
to end consumers.
Provides, operates and
maintains the infrastructure
and provides related services
to customers.
Generation
Transmission
Distribution
Consumer
12
Auctions
Main electricity sales channel from
the generation unit (GeT).
One of the main channels through which the Distribution Unit (DIS) purchases
energy, including from the Generation and Transmission unit (GeT).
Currently, auctions held in the regulated market are an important sales channel for the energy from
our generation units, and the only one through which our distribution unit acquires energy to resell to
captive consumers. Our generation unit only sells energy to our distribution unit through auctions in the
regulated market. Our distribution unit, as well as other Brazilian distribution companies, is also obliged
to acquire energy from the Itaipu Binacional hydroelectric plant which has joint ownership between Brazil
and Paraguay, in amounts established by the Brazilian government based on our prorated share of the
Brazilian energy market.
Operations in the free market can occur through Copel Geração e Transmissão, or through the recently
created wholly-owned subsidiary Copel Comercialização, whose goal is to reinforce Copel’s positioning
in this market, allowing for greater agility and flexibility in marketing energy. The subsidiary will operate
in a segment with large growth potential, capable of marketing conventional and incentivized energy.
G4-13
02PERFILAbout the Report Relevant AspectsMessage fromthe CEOSectorContextProfile About Copel Governance Sustainability ManagementPerformance in Capitals Human Capital Intellectual Capital Social and Relationship Capital Natural Capital Infrastructure Capital Financial CapitalSocial AuditGRI Content IndexAssurance ReportAnnex ShAreholding StruCture
Shareholding Structure
G4-17
ORGANIZATION CHART - SHAREHOLDING STRUCTURE / POSITION ON DECEMBER 31, 2015
Paraná State
BNDESPAR
Custódia em Bolsa (free float)
Eletrobras
Other Shareholders
58.63%
31.07%
Voting Share
Total
26.41%
23.96%
Voting Share
Total
13.71%
44.19%
Voting Share
Total
1.06%
0.56%
Voting Share
Total
0.19%
0.22%
Voting Share
Total
BM&FBOVESPA
12.91%
30.60%
NYSE
0.80%
13.56%
lATIBEX
0.00%
0.03%
Voting Share
Total
Voting Share
Total
Voting Share
Total
13
(1) Copel Geração e Transmissão S.A.
(1) Copel Distribuição S.A.
(1) Copel Telecomunicações S.A
(1) Copel Renováveis S.A.
(1) Copel Comercialização S.A. (a)
100%
Total
100%
Total
100%
Total
100%
Total
100%
(4) Marumbi Transmissoras de
Emergência S.A. (80%)
(2) UEG Araucária lTDA. (60%)
(4) Costa Oeste Transmissora
de Energia S.A. (51%)
(1) Nova Eurus IV Energias Renováveis S.A. (100%)
(5) Consórcio Energético Cruzeiro do Sul (51%)
(1) Nova Asa Branca I Energias Renováveis S.A. (100%)
(4) Mata de Santa Genebra Transmissão S.A. (50.1%)
(4) Guaraciaba Transmissora de Energia
(TP SUl) S.A. (49%)
(4) Matrinchã Transmissora de Energia
(TP NORTE) S.A. (49%)
(4) Integração Maranhense Trans.
de Energia S.A. (49%)
(4) Caiuá Transmissora de Energia S.A. (49%)
(4) Cantareira Transmissora de Energia S.A. (49%)
(5) Consórcio São Jerônimo (41.2%)
(1) Nova Asa Branca II Energias Renováveis S.A. (100%)
(1) Nova Asa Branca III Energias Renováveis S.A. (100%)
(1) Santa Maria Energias Renováveis S.A. (100%)
(1) Santa Helena Energias Renováveis S.A. (100%)
(1) Ventos de Santo Uriel S.A. (100%)
(4) Paranaiba Transmissora de Energia S.A. (24.5%)
(1) São Bento Energia. (100%)
(4) Transmissora Sul Brasileira de Energia S.A. (20%)
(6) Consórcio Tapajós (11.1%)
(6) Consórcio Baixo Iguaçu (30%)
GE Olho D’água S.A. (100%)
GE Boa Vista S.A. (100%)
GE Farol S.A. (100%)
GE São Bento do Norte S.A. (100%)
(1) Brisa Potiguar S.A. 100.0%
(4) Dominó Holdings S.A.
49.0%
Total
(1) Wholly-owned subsidiary
(2) Affiliates
(3) Related companies
(4) Jointly-owned
(5) Consortia
(6) Consortia for investment
(7) Without investments realized
Note: Copel also has 0.82% of the
total capital of Investco S/A (lajeado
Hydroelectric Plant).
(a) on February 3, 2016, Copel
Participações S.A. was named Copel
Comercialização S.A..
(3) Carbocampel S.A. (49%)
(3) Copel Amec S/C lTDA
(em liquidação) (48%)
(3) Sercomtel S.A.
Telecomunicações (45%)
(3) Escolectric lTDA. (40%)
(3) Foz do Chopim Energética lTDA. (35.8%)
(3) Dois Saltos Empreend. de Geração
Energia Elétrica lTDA. (30%)
(3) Dona Francisca Energética S.A. (23%)
(2) UEG Araucária lTDA. (20%)
(3) Companhia de Saneamento do Parana
SANEPAR (7.6%)
(7) Parana Gás Exploração e Produção S.A. (30%)
(2) Elejor - Centrais Elétricas do
Rio Jordão S.A. (70%)
(2) Companhia Paranaense de Gás - Compagas (51%)
(2) Voltalia São Miguel do Gostoso
Participações S.A. (49%)
(1) Cutia Empreendimentos
Eólicos SPE S.A. (100%)
São Bento do Norte I S.A. (99.9%)
São Bento do Norte II S.A. (99.9%)
São Bento do Norte III S.A. (99.9%)
São Miguel I S.A. (99.9%)
São Miguel II S.A. (99.9%)
São Miguel III S.A. (99.9%)
Usina de Energia Eólica
Cutia S.A. (100%)
Usina de Energia Eólica
Guajiru S.A. (100%)
Usina de Energia Eólica
Jangada S.A. (100%)
Usina de Energia Eólica
Maria Helena S.A. (100%)
Usina de Energia Eólica
Potiguar S.A. (100%)
Usina de Energia Eólica
Esperança do Nordeste S.A. (100%)
Usina de Energia Eólica
Paraiso dos Ventos do Nordeste
S.A. (100%)
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The presence of Copel in Brazilian states
G4-8
Goiás
Maranhão
Rio
Grande do
Norte
Market share in 2015
G4-8, G4-9
MAIN PRODUCTS (%)
BRAZIL
SOUTHERN
REGION
PARANá
Power generation (1)
Electric power transmission (4)
3.5
1.8
21.3 (2) (3)
53.5 (2) (3)
8.8
28.5
Distribution of electricity (5)
6.0 (6)
34.0 (6)
96.9 (7)
Gas distribution (8)
Source: Administration Report
3.5
40
100.0
(1) Installed capacity. Copel’s interest in plants and wind farms not
included
(5) Share in serving the captive/free market
(2) The Itaipu hydroelectric plant not included
(3) Does not include the plants in the Paranapanema River
(4) The market refers to Allowed Annual Revenue - RAP
(6) Source: Empresa de Pesquisa Energética – EPE
(7) Estimated data
(8) The volume distributed in Paraná, with thermoelectric, considered
14
Mato Grosso
Bahia
Minas Gerais
Santa Catarina
São Paulo
Rio Grande do Sul
Paraná
HYDROELECTRIC PLANT
SUBSTATION
TRANSMISSION LINE
WIND FARM
DISTRIBUTION LINE
FIBER OPTIC NETWORK
Strategic objectives
Corporate Guidelines
Expand businesses
profitably and sustainably
Invest in innovation,
modernization of assets,
and people management
Maintain excellence in
costs, processes, and
quality
Guidelines for the Businesses
Electric Sector
Copel Geração e Transmissão S.A.
Copel Distribuição S.A.
Copel Renováveis S.A.
Maintain concessions;
Increase share of alternative
renewable sources
Electric, Telecommunications, Sanitation,
and Gas Sectors
Copel Comercialização S.A
Maximize profitability of
assets in society.
Telecommunications Sector
Copel Telecomunicações S.A
Expand the client base and
offer high value-added
services
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About Copel
risk factor
G4-2
The chart below summarizes the main industry risks that could affect our businesses
and those considered in our strategic planning. More details about these risks are
available in the 20-F Report.
Main risks to Copel’s businesses
1
2
3
4
Internal risk factors:
Operations
5. Uncertainties in projections for energy demand can adversely impact
the businesses.
6. Legal actions that can have a material adverse effect upon our businesses
if the outcome is unfavorable to us.
External Risks
Internal Risks
7. Security breach of information, employee errors, conduct deviations
can harm our business and reputation.
]
Operation
Market
Expansion
5
6
7
8A
9
10
11
12
8B
External risk fators:
1. Political, economic, and regulatory conditions, which include a series of topics,
such as economic development of the country, changes in rate policies, regulations,
and changes in the concession regime, taxation, and cases of corruption
and unlawful conduct.
2. Fluctuations in the currency rate comparing the Brazilian Real with foreign
currencies can increase the cost of servicing our debt in foreign currency and the
acquisition of electricity from Itaipu, as well as creating additional inflation pressure
that can limit access to international markets. Fluctuations that can have an adverse
effect on our net profit and cash flow can also result in uncertainties in the Brazilian
economy and the Brazilian real estate market.
3. Negative performance of economies in other countries, especially in
developing nations, can adversely affect foreign investments in Brazil and
the economic growth of the country.
4. Changes in the rainfall regime. The government can adopt measures for the
preservation of water/energy that are unfavorable to the businesses.
8A. Contractors involved in the operation may not be in compliance with the
15
law and with our ethical values.
Consumer market
9. Certain consumers in our area of concession may suspend the
acquisition of energy from our distribution unit.
10. Part of our operating revenue comes from Free Consumers, who may
seek other suppliers of energy once their supply agreements expire.
11. Default resulting from difficulty in receiving amounts billed to our clients.
Expansion
12. Limited access to capital as a result of certain limits defined by the National
Monetary Council and by Brazil’s Central Bank concerning the level of credit
that financial institutions can offer to companies in the public sector.
8B. Contractors involved in the construction and expansion of projects
may not be in compliance with the legislation and with our ethical
values, delivering materials and services below the expected quality and
beyond the schedule foreseen in our planning.
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Main social and environmental impacts of our businesses
G4-2, G4-EC8, G4-SO2
It is in Copel’s mission to serve society, providing infrastructure, energy, and technology necessary
for people’s lives, and available for their development. Some of Copel’s operations, presented below,
generate relevant impacts to the community where they are located and to society as a whole.
Main social and environmental impacts of Copel’s businesses
Burning of fossil
fuels
Multiple use
of water (local
communities)
Removal of native
vegetation in case
of new projects
Urban visual
impacts
Water withdrawal
for cooling
processes, with
return to the
source
Flooding of areas
and displacement
of communities in
the case of new
projects
No significant
impacts
THERMOELECTRIC
POWER PLANTS
HYDROELECTRIC
PLANTS
RENEWABLE
ENERGY SOURCES
TRANSMISSION
DISTRIBUTION AND
TELECOM
Emission of
Greenhouse
Gases (GHG) and
air pollutants
Generation of
Hazardous Waste
Recovery and
protection of
native vegetation
through
compensation
programs and the
like
Income-
generating
projects in local
communities
(lease)
Recovery and
protection of
native vegetation
Urban
afforestation
Tax generation in municipalities
where the Company has operations
local development programs
Social and environmental impacts:
• Significant increase in collection of state and municipal
taxes, such as Services Taxes (ISS), charged on civil
construction work, in the cities where the works are
conducted. During the operation of the projects, the
collection of other municipal taxes is increased, and an
increase in the share of state taxes, such as ICMS.
• Displacement of households impacted by the works
and loss of the use of land.
• Both the construction and operation of Company assets
can impact the health and safety of stakeholders, or those
located in the area of impact.
• Installation and operation of projects can affect the
economic production of local communities, resulting
in loss of local ties or increased demand upon public
services. In this case, each project implements specific
programs to minimize and mitigate these impacts.
Environmental impact:
• Both the construction and operation of Copel’s assets
can alter ecosystems, especially in terms of the natural
conditions of water resources and vegetation in the flood
basin, in the case of hydroelectric plants.
• The installation and operation of projects can generate
a series of emissions and waste. Among the main impacts
of this type are air emissions and generation of hazardous
waste, all of which are subject to legislation and control
by regulatory agencies.
16
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governance
Copel’s governance model is based on transparency, conformity, and corporate
social responsibility, pursuant to best practices proposed by the Brazilian Institute
of Corporate Governance (IBGC).
There are four principles that guide corporate governance at Copel: Transparency,
Equity, Accountability, and Corporate Responsibility. Based on these principles, Copel
developed a Governance Policy, which establishes the standard and best practices in
terms of corporate governance to be adopted at Copel and in its subsidiaries.
For the Company’s operations to be permanently guided by morally sound
principles, all those working in its name are governed by a code of conduct
developed according to Copel’s values, the principles of the Global Compact,
and Corporate Governance. G4-41
Both the Governance Policy and the Code of Conduct are approved by the
Company’s highest governance body - the Board of Directors.
learn about the governance practices and policies that guide the Company’s
businesses:
Corporate Governance Policy
Governance Practices
17
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governAnCe
Copel’s Governance Structure
G4-34, G4-38
Board of Directors
• Deliberates and defines the overall direction of the business.
• Members: 9 (7 being independent).
• Mandate: 2 years after the election in Assembly.
Audit Committee
• Monitors, reviews, supervises, accompanies and makes
recommendations on the Company's activities.
• Members: 3 independents and members
of the board of directors.
• Mandate: 2 years.
Corporate Risk Management Committee
• Advises the Audit Committee in the definition
of guidelines and strategies for the Company's
risk management.
• Members: 11 employees (Holding
and wholly-owned subsidiaries).
• Mandate: 2 years.
Holding
General Shareholders' Meeting
• Defines the business guidelines and make
strategic decisions.
• Members: shareholders eligible to vote (ordinary shares),
which gather in forum annually or extraordinarily,
whenever necessary.
Executive Board
• Has executive functions and applies the Company's strategy.
• Members: CEO, 4 directors and 1 adjunct director.
• Mandate: 3 years after election by the Board of Directors.
Presidency
Fiscal Council
• Permanent organ that reviews and advises the financial
statements and supervises the actions of the managers.
• Members: 5 effective and 5 substitutes.
• Mandate: 1 year.
Ethical Guidance Committee
• Ensures the fulfillment of the code of conduct.
• Members: 12 (with 11 employees and one representative
of civil society). Supported by CADAM (Committee to
Analyze Complaints of Moral Harassment).
18
Committee Disclosure
of Relevant Acts
and Facts
• Supports the Department
of Investor Relations in the practice
of Disclosure Policy.
• Members: 15.
Wholly-Owned Subsidiaries
Department of Finance
and Investor Relations
Corporate
Management Department
Department of
Institutional Relations
Business
Development Department
COPEL DISTRIBUIÇÃO S.A.
COPEL GERAÇÃO E
TRANSMISSÃO S.A.
COPEL TELECOMUNICAÇÕES S.A.
COPEL RENOVÁVEIS S.A.
COPEL COMERCIALIZAÇÃO S.A.
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Composition of the Board of Directors and its supporting committees
G4-38, G4-39
• CEO (government - independent): Fernando Xavier Ferreira
• Executive Secretary (government): Luiz Fernando Leone Vianna
• Advisor (government - independent): Mauro Ricardo Machado Costa
• Advisor (government - independent): José Richa Filho
d. Cannot be spouses or direct family members, in-laws or in affinity, up to
a second degree to the person qualified under item “a” above;
e. Cannot be members of the Board of Directors in a situation of conflict of
interest, or potential conflict of interest, which affects their independence.
The Board of Directors holds four planned meetings besides the extraordinary
• Advisor (BNDES - independent): Henrique Amarante Costa Pinto
meetings (an average of eight meetings per year). G4-47
• Advisor (BNDES - independent): Maurício Borges Lemos
• Advisor (government - independent): Carlos Homero Giacomini
• Advisor (minority - independent): Marlos Gaio
• Advisor (elected by employees): Hélio Marques da Silva
Audit Committee
• President: Carlos Homero Giacomini
• Member: José Richa Filho
• Member: Mauro Ricardo Machado Costa
Copel’s Board of Directors is composed of seven independent members as foreseen
in rule 10A-3 of the Securities Exchange Act. G4-40
These members:
a. Must be independent technically, economically, and from shareholders
(especially subordination) and from the Company (pursuant to the terms of the
Independence Analysis of the members of the Board of Directors);
The résumés of the members of the Board of Directors and of the Audit
Committee are available on the Governance Map.
19
• IPO in 1994 at BM&FBOVESPA, and currently its shares are listed
in level I in Corporate Governance, which indicates adoption of
practices that favor transparency and access to information by
investors. G4-7
• In 1997, it was the first Company in the Brazilian electric sector
to have its shares traded in the New York Stock .Exchange (NYSE)
and in 2002, in the Madrid stock exchange (latibex).
• In 2015, the Company remained listed in the Corporate Sustainability
Index (ISE).
• In 2015, the Company also entered the Sustainability Index of
Morgan Stanley Capital International (MSCI).
b. Cannot accept payment for consulting, advisory, or compensation fees by the Company;
remuneration and Self-Assessment
c. Cannot have, in the past 12 months, held executive director positions at the
Company, or in any of its subsidiaries, affiliates or related companies, technical
person in charge, directors, managers, supervisors, or any other member, with
managerial position, of the team involved in the independent audit work for the
Company or its subsidiaries, affiliates, or related companies, or shareholders
who, directly or indirectly, hold more than 10% of the Company’s voting share;
Copel’s Administrators and Fiscal Advisors have their remuneration defined
during the General Assembly Meeting, which takes into account the
remuneration of the previous period and the corresponding monetary
restatement. In 2015, the global remuneration for the Executive Board, for
the Board of Directors, and for the Fiscal Council totaled R$ 9.7 million.
G4-51, G4-52
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The self-assessment for the Board of Directors, the Executive Board and the Audit Committee is conducted
annually at the Company. The objective is to seek continuous improvement of each individual. Advisors
and Directors answer any specific questionnaire for each department. Based on the analysis of the results,
strengths and weaknesses are indicated and proposals are made for improvement. G4-43, G4-44
practices on integrity
You
Code of
Conduct
Corporate risk
management
COE
Ombudsman’s
Office
Reporting
Channels
Dialogue
legal
Department
Copel advocates for ethical conduct and transparent operations, establishing guidelines and principles
that are reflected in its corporate policies. In this sense, in 2014 the Company adhered to the Initiative for
Audit
Governments Against Corruption, reassuring its commitment with transparency and fight against corruption,
CADAM
20
aiming to promote sustainability, ethical conduct and best corporate governance practices.
Aiming to expand the communication of Compliance concepts, the Copel Compliance Portal was created
and made available to internal and external audiences. The portal presents mechanisms adopted by the
Company to guide the transparency and ethical conduct in all its activities. G4-56
Integrity practices are sponsored by the Company’s senior management and are in line with the public
commitment to fight corruption. Seeking to enforce the Compliance practices and intensify initiatives
geared toward risk management and internal controls, the Corporate Integrity Coordination was
created; a body hierarchically associated with the president’s office, and which is responsible for
coordinating the implementation of the Corporate Integrity Program throughout the Company.
Fighting corruption
The Company repudiates corruption in all its forms, and offers guidance on how to fight it. Aiming to expand
the communication of concepts and guidelines about fighting corruption, as well as the Company values,
which are included in the Code of Conduct, distance learning training courses started to be developed,
offering the opportunity of taking knowledge to all employees. In order to expand dissemination of
these concepts, in 2015, all employees were informed of the release of the Portal Copel Compliance.
The portal presents the mechanisms adopted by the Company which are aimed at strengthening ethical
values, transparency and compliance with laws and regulations. Initially, 63 employees were trained in
topics such as fraud investigations, compliance and anti-corruption legislation. G4-SO4
In addition to communication and training, the operating
processes are submitted to annual assessment for risks
associated with errors or fraud that could interfere in the
results of financial statements, and internal controls are
established and submitted to tests by the Internal Audit
and the Independent Auditor, with the results being
reported to senior management. G4-SO3
The Company also adopts as a practice, issuance, by
process managers, of “Internal Control Certificates”,
which is a document that formalizes notifications of
noncompliance detected, committing to developing
action plans to regularize such noncompliance. Through
the adoption of this portfolio of initiatives intended
to consolidate
integrity practices and fight against
corruption, two cases of corruption were identified
which resulted in termination. G4-SO5
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Code of business Conduct
G4-56, G4-57
The Code of Conduct was developed taking into account Copel’s values,
the principles of the Global Compact, and the principles of Corporate
Governance. It is a guiding instrument for the acts of all those who perform
activities in the name of the Company, and establishes ethical parameters
for the conduct of employees, managers, members of the board, interns,
services providers, and contractors. The code defines a set of concepts that
address integrity, conformity, transparency, health and safety, social and
environmental responsibility, respect, and relationship with the various
segments of the environment in which the Company operates.
In 2015 the Code of Conduct was revised and submitted to an open
consultation process with internal audiences and society at large. After
consolidation of proposals for improvement, the code was approved by
the Executive Board and Board of Directors.
Company employees receive a printed version of the Code of Conduct
and acknowledge the commitments with its provisions. Contractors and
suppliers are guided through the Supplier’s Manual and a specific clause in
agreements.
The Code of Conduct is available to all stakeholders at the Compliance Portal.
Channels of complaint
G4-57, G4-58
Confidential Communication Channel
This channel is intended to receive reports and claims associated with noncompliance
with standards and laws, especially those associated with fraud or irregularities involving
financial, audit, or accounting issues. The channel ensures protection, confidentiality of the
person making the report and an answer to the claim. It is available 24 x 7 through a toll-
free number: 0800 643 5665.
Ombudsman’s Office
There are two channels open to all audiences, both internal and external, to receive
suggestions, complaints and reports, which are available on business days, from 8 AM to 6
PM, via toll-free number.
The Ombudsman’s Office for Copel Distribuição is available through the phone number
0800 647 0606 and also through the e-mail ouvidoria@copel.com. Additionally, it is
prepared to receive complaints personally or through mail sent to the address Rua
Professor Brasilio Ovidio da Costa, 1703, district of Santa Quitéria, zip code: 80310-130,
in Curitiba, PR.
The Ombudsman’s Office for Copel Telecomunicações is available through the toll-free
number 0800 649 3949 or the e-mail ouvidoriatelecom@copel.com, and is prepared to
receive complaints personally or via mail sent to the address Rua Emiliano Perneta, 756,
district of Batel, zip code: 80420-080, in Curitiba, PR.
Committee to Analyze Complaints of Moral Harassment (CADAM)
Committee to address and support all employees victim of moral harassment in the
workplace. The information is confidential and both the person reporting and the person
reported have the preservation of their identity guaranteed. E-mail: cadam@copel.com
Ethical Guidance Council (COE)
COE evaluates and issues guidance in processes associated with ethical conduct
within the Company and has up to 90 days to provide a final solution. E-mail: conselho.
etica@copel.com
In addition to these channels, Copel is open to receive requests for information, services,
criticism or suggestions for improvement, guidance and grievances from its stakeholders
In order to gather opinions, criticism, complaints, claims, and personal
through various Service Channels.
consultation, Copel provides a communication channel, presented below,
which, in addition to fighting fraud and corruption, expands the organization’s
relationship with stakeholders.
21
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risk management
G4-2
Copel’s Integrated Corporate Risk Management covers all corporate areas, its
The Audit Committee is an advisory body to be Board of Directors,
wholly-owned and controlled subsidiaries, jointly held affiliated companies, and
that acts independently in a consulting and permanent manner, and is
establishes the formation of a Corporate Risk Management Committee, which
responsible for the revision and supervision of the process to present
accounting and financial reports; for the internal control processes and risk
management; and for the activities of internal auditors and independent
external auditors. The committee convenes ordinarily, at least six times
throughout the year, according to a preestablished agenda; however it can
convene extraordinarily. If necessary, the committee can meet with any
members of the Executive Board, of the Independent Audit, the Internal
Audit, or of the Fiscal Council.
22
reports to the Audit Committee.
The guidelines adopted are based on renowned structures and standards, such
as the Committee of Sponsoring Organizations of the Treadway Commission
(COSO) and ISO 31000, and whose purpose is to maximize economic, social
and environmental value to stakeholders and ensure compliance with laws and
regulations in force.
Given the intrinsic uncertainty to risks and the nature of the sector where the
Company operates, the risk management model adopts parameters for appetite
for risk, considers the likelihood of occurrence of events and the impacts on the
financial and operating areas, and to the image of the Company, and foresees tools
for treatment and mitigation of such risks. The risk management adopted by the
Company considers legal, regulatory, social and environmental, and reputation
aspects, among others, and serves as a base for decision-making processes and
operating activities, taking into account the following risk profiles: strategic,
operational, disclosure, and compliance. G4-14
Corporate Risk Management Committee
G4-45, G4-46, G4-47, G4-49
The Company has in place a Corporate Risk Management Committee, responsible
for the development and monitoring of risk management policies and for advising
the Audit Committee in order to ensure good management of resources and
protection and valuation of Company assets. This collegiate body has an annual
agenda of ordinary meetings, and may convene extraordinarily whenever necessary.
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Sustainability Management
Committed to sustainable development, Copel, in addition to providing energy
solutions to telecommunications for the entire population of the state of Paraná,
business areas, aiming to align the understanding of sustainability as a form
to generate financial, reputational, and competitive value. Thus, Copel fine
tuned its Materiality Matrix and adopted a new reporting format based on
the structure of the International Integrated Reporting Council (IIRC).
promotes economic growth with social and environmental responsibility.
Copel was chosen, in November 2015, to remain among the group of most
learn about our Sustainability Policy.
sustainable companies in the São Paulo Stock Exchange (BM&FBOVESPA),
in the 2015/2016 portfolio. Copel’s shares have integrated the Corporate
Challenges in terms of sustainability are included in the Company’s strategic
Sustainability Index (ISE), since it was created in 2005. We were present in
reference through its mission, vision, values, and strategic guidelines, in the
10 of the 11 editions of this index.
sustainability policies and in corporate governance. Additionally, these challenges
cascade into the strategic objectives “Sustainably Maximize Company Value” and
“Improve Performance in Sustainability”.
Also in 2015, the Company was included in the sustainability Index from
Morgan Stanley Capital International (MSCI), a global leader in the
composition of financial indices that serve as reference for investors.
Copel’s Corporate Sustainability Coordination Office defines Company’s
The MSCI ESG seal is awarded to companies that show excellent
policies and guidelines. Its objetives include conducting corporate issues
performance in the social, environmental and corporate governance
related to sustainability, continuous performance improvement, strategic
areas. Copel obtained the highest score in 25 of the 28 indicators
communication with stakeholders and management of related topics and
analyzed, which include, for example, control of carbon emissions and
indicators. This office reports to the Executive Board and to the Board of
disclosure of administrative and financial management information.
Directors on strategic issues to corporate sustainability, in order to deliberate
and approve the relevant decisions. G4-35, G4-36, G4-45
Copel adopts the main market practices in order to:
Voluntary commitments
G4-15, G4-16
Throughout its history, Copel has assumed several voluntary commitments:
• Guide and assess its performance, as well as compare its practices with global
Global Compact
and national benchmarks: questionnaire from RobecoSAM (Dow Jones Sustainability
Index - DJSI), Ethos Indicators for Sustainable and Responsible Business Models,
A signatory of the Global Compact of the United Nations since 2000,
Copel supports the principles proposed by this initiative, based on three
and the Corporate Sustainability Index (ISE - BM&FBOVESPA).
main aspects:
• Report its performance and engage its audiences: Global Reporting Initiative
(GRI), Carbon Disclosure Project (CDP) and Global Greenhouse Gas Protocol
(GHG).
In 2015, Copel intensified its efforts to improve engagement of leadership and
• Constant improvement in the management systems and corporate policies;
• Support to the creation, implementation and improvement of public policies;
• Consolidation of partnerships with other companies, institutions or
organizations in projects that may provide social and environmental gains.
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SuStAinAbility MAnAgeMent
Corporate Contribution for the Promotion of a Green and Inclusive Economy
to raise awareness and involve employees in the promotion of equal
Copel assumed the commitment in 2012 at Rio+20. It is the public commitment of
companies signatory to the Global Compact with the adoption of initiatives toward a
more inclusive economy, which contributes to facing major challenges in sustainability
in Brazil and worldwide.
rights, opportunities and recognition of everyone, with special attention to
vulnerable groups subject to discrimination based on gender, race, color,
physical disability, sexual orientation, age, and religion.
Prevention of Moral and Sexual Harassment
Statement of Cultural Action for Governments in the Fight Against Corruption
Copel recognizes health and safety at the workplace as a fundamental
Copel adhered to the statement in 2014, reaffirming its commitment to transparency
and the fight against corruption, expressing its support to the Post-2015
human right, valuing life and respecting physical and moral integrity of
people, seeking to create a gratifying and conducive work environment to
Development Agenda, in an effort to promote sustainability, ethical conduct, and
generate productivity.
best practices in corporate governance.
Respect for Free Association and the Right to Collective Bargaining
Corporate Pact for Integrity and Fight against Corruption
Copel guarantees the principles of freedom of association, for individuals and
The Company became a signatory in 2015. Its principles are based on the Charter
of Principles of Social Responsibility, on the United Nations Convention against
Corruption, on the 10th principle of the Global Compact, and on the OCDE
guidelines.
collectively, pursuant to article 8 of the 1988 Constitution, and Convention No.
87, of the International labor Organization - IlO.
Principles for Responsible Management Education (PRME)
Copel Corporate University (UniCopel) became, in 2014, the first of its kind in
Eradication of Child Labor, Forced or Bonded Labor
Brazil to adhere to the PRME, a program by the United Nations that promotes
In alignment with the principles of the Global Compact and the Objectives for
Sustainable Development - ODS, Copel commits to implementing tools to bar
hiring products and services from suppliers who use child, forced or compulsory
labor in its value chain.
training of leaders toward responsible management of businesses.
Agenda for Climate Change
Aware of the effects that climate change can have on power generation,
transmission and distribution, Copel created, in 2011, a Climate Change
Sexual Exploitation of Children and Adolescents
agenda in order to establish commitments and guidelines to be adopted in
The Company promotes actions to raise awareness among employees, suppliers,
the Company’s planning and operations in order to contribute to sustainable
and clients against the sexual exploitation of children and further disseminates this
development.
commitment in its Supplier Manual and through specific clauses in its agreements.
Learn more about the commitments assumed on the Sustainability page –
Fight against Discrimination and Valuation of Diversity
Voluntary Commitments.
The Company created the Permanent Committee on Diversity, whose goals are
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26
Under capitals, we present our capability of generating value for
stakeholders in the short-, medium-, and long-term.
“Capitals are stocks of value that increased, decreased or transformed through the
activities and outputs of the organization. For example, an organization’s financial
capital is increased when it makes a profit, and the quality of its human capital is
improved when employees become better trained.”
IIRC Framework
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Important information about personnel and their
performance
Human Capital
Copel’s Staff
G4-9, G4-10
78%
22%
6,719 men
1,909 women
8,628 employees
New hires in 2015
G4-LA1
More than half
people under the age of 30.
(51%) are
Employee turnover rate
2.42%.
is
64%
36%
144 men
81 women
225 employees
Copel’s employees represent one of the Company’s success variables. It is the employees who
ensure that corporate objectives are fulfilled. The main objectives and focus of Human Capital
management are geared toward professional development and training in line with business
priorities, improving management practices of knowledge, culture, and health and safety.
Management of human Capital
A critical part of the Company’s strategy and its sustainable development, Copel’s employees are
formed by 8,628 direct employees, whose profile is detailed in the G4-10 indicator in the Content
Index. Additionally, another 6,457 contractors provide services to the Company in activities such
as: client services, construction of transmission lines, networks and substations, connections,
disconnections and re-connections, reading of meters in low tension, maintenance of electric
system, green areas and buildings, private security, and maintenance, among others. G4-9
The Company’s relationship with these professionals is based on respect for the Consolidation
of Labor Laws (CLT), in the fundamental conventions set forth by the International Labor
Organization (ILO), and the Universal Declaration of Human Rights. And the behavior expected
by the Company from this audience is defined through the Code of Conduct, and the Manual
for Copel Personnel.
1,290 (15%) employees will be eligible for retirement within the
Copel’s Career and Salary Plan was adjusted in 2015, after approval from the Executive Board and
next five years. Of these, 153 are managers. In the next 10 years,
from the committee for Public Companies and Remuneration Policy, an entity created in January
2,222 employees will be eligible for retirement. G4-EU15
2015 by the government of the state of Paraná. The purpose of the adjustment was to align salary
100% of the employees are covered by collective bargaining
agreements. G4-11
In 2015, Copel invested R$ 8.79 million in training and development,
that is 39% more than in 2014. G4-EC1
standards to the market, aiming to provide all Copel employees with opportunities to advance in
their careers. The Plan initially prioritizes horizontal movements, based on individual merits, and
subsequently vertical movements, pursuant to standard and transparent criteria.
The new Repositioning Program was developed in 2015, and announced in March 2016. The
program was created to value and promote human capital within the Company, as well as to
provide equal opportunities to employees, and transparency in the people movement process.
G4-DMA-EU14
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ChAt wIth
In terms of the new actions for people management, the focus at Copel is to achieve satisfaction,
appreciation, and quality of life for employees through the assessment and implementation of projects
such as: home office, family day, recovery of the pre-retirement program, and especially, preparation
and development of leaders and ample communication of these actions among employees. Additionally,
another point is the improvement of internal processes for the Company to manage its resources in a
more optimized and effective manner. These initiatives seek to align people with the quest for results
in order to ensure Copel’s continuity and sustainability.
A commitment assumed by the president upon taking
office, people management is a priority at Copel’s
Benefits
G4-EC1
strategic plan. For CEO Luiz Fernando Leone Vianna, it is
Copel offers a package of benefits in addition to those required by law, and in-line with those of the
important to appreciate those who build the Company
best companies. Benefits are rights of all employees, regardless of work hours. In 2015, to show to
on a daily basis.
employee staff the set of financial and nonfinancial benefits and remuneration, the Company launched
This appreciation involves the consolidation of the
career and salary plan, the Programa Nossa Energia
the Balanço de Benefícios da Copel – BBC (Balance of Copel’s Benefits), which presents the annual
amounts received by employees. [More information in the indicator G4-LA2 in the Content Index].
28
(Our Energy Program), and the investment of a crucial
Professional development
Training and retention of employees in critical positions, if not prioritized by management, can become
a risk factor for sustainability in the medium-term. In order to mitigate this risk, Copel invests in training
and development of its employees, so as to always rely on qualified and experienced professionals,
allowing everyone to achieve their potential in an environment that is conducive to advancement in
their career and abilities. G4-DMA-EU14
aspect for Copel’s evolution: management of different
generations of employees. Pursuant to this guideline,
the Anima Program was created in order to implement
actions geared toward appreciation of the Company’s
Human Capital.
Also the listening process was improved through the
creation of the “Bate-Papo com o Vianna” (Chat with
Vianna), a channel to establish a one-on-one dialogue
between the CEO and employees. The idea is to have a
candid, open conversation about any topics raised by
participants (suggestions, questions and concerns).
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Copel has a Performance Management Program, called Nossa Energia, which is
Copel constantly trains its staff, prioritizing those activities that require
formed by two pillars: Organizational Competency and Results. This program
specific and specialized abilities. These initiatives vary between basic
supports functional promotions, meritocracy, functional suitability, conferences,
training, intended for certain positions, to graduate courses at specialization
training, scholarship for graduate courses, foreign languages, among others.
and doctorate levels.
Initiated in 2013, the program evolved according to Copel’s Management Performance.
The idea is that, at each cycle, the program provides lessons learned and improvements
to ensure greater adherence to the Company’s culture and status. In 2015, approximately
99% of the employees received their performance assessment. G4-LA11
training and capacity building
G4-LA10, G4-DMA-EU14
Copel has a Corporate University (UniCopel) and training departments in its main
wholly-owned subsidiaries, which are responsible for training of the Company’s
entire workforce. In 2015, R$ 8.79 million were invested in training and personal
development. In all, a total of 2,021 training events were held, with 24,298
participants, totaling 328,196 hours of training, representing an average of 38 hours
of training per employee. G4-LA9
Ever since the Company adhered to the Principles of Responsible Management
Education - PRME in 2014, UniCopel has developed educational actions based on the
principles of this initiative. In 2015, Copel trained 62 members of senior management
through an education program conducted by one of the main consulting companies
in executive management and education in Brazil.
Employees who form the Permanent Committee for the Integrated Corporate
These initiatives are organized into corporate programs (education
initiatives for the entire Company), basic training (intended for basic
training for the performance of functions), mandatory training (courses
geared toward certain activities), national and international short-term
professional enhancement training courses that provide opportunity for
participation in events (seminars, lectures, workshops, congresses, etc.),
concerning aspects associated with the business, allowing for sharing
of experiences, and the communication of studies and research.
The basic training courses are geared toward preparing an employee for a
new activity, covering both new and veteran employees, differentiated
based on the employee’s career. Among these basic training courses, we
highlight FBED - Distribution Electricians Training Program. In this course, a
recently hired employee receives the initial training necessary to adequately
perform the job: “Operate as an electrician in Copel’s distribution network”.
This course has a total class time of 200 hours. The course covers, among
other topics, health and safety at work, basic concepts of electricity,
theoretical and practical activities in construction, maintenance, and
operation of distribution networks, in addition to the normative courses
NR 10 - Safety in Electrical Installations and Services , and NR 35 - Working
Planning and Corporate Performance Management, as well as all Human Resources
in Heights.
managers at Copel, also participated, establishing a commitment to continuously
seek improvements in personnel management. Other Company managers took
an in-company short-duration course geared toward the development and
improvement of competencies.
Copel has in place the program “Education Allowance”, which reimburses
the employee the equivalent to 70% of tuition for graduation and post-
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HUMAN CAPITAL
graduation courses, up to a cap of R$ 770.00. The program aims to contribute with
growth and development of employees, promoting self-development as a form of
talent Pool
improving Copel’s performance. In 2015, the program benefited 1,009 employees,
reimbursing a total of R$ 3.8 million.
Copel fully pays postgraduate courses, for both lato sensu and stricto sensu,
through internal processes. This credit can be renewed after a grace period,
Copel Distribuição has in place a program called Talent Pool. This program
contributes to enssure availability of specialized labor by identifying and
developing employees with potential to eventually hold leadership positions.
In 2015, a total of 336 potential leaders were identified, and may assume job
provided the second postgraduate course is in the interest of the Company. In
positions at different levels in the Company.
2015, a total of 32 employees were taking postgraduate courses funded by the
Company.
Individual Development Plan
Copel also has a Foreign Language Program, extended to employees who need
another language in order to perform their duties. Within this program, the Company
reimburses part of the cost of the course in consideration to the employee achieving
performance and learning goals.
Copel offers a Pre-Retirement Program (PPA – Programa Pré-Aposentadoria), which
includes lectures and activities for employees eligible to retire and their partners,
aiming to guide them on this new stage of life. In the last years, PPA’s events
The way that Copel Telecomunicações found to prepare its professionals for the
challenges of its business was the identification of the necessary competencies
for the role, within its processes, and establish individual performance goals
based on these competencies. The Individual Development Plan is a tool to
help managers develop the strategic plan and corresponding management
commitments, in addition to contributing to the development of professionals
by offering a comprehensive vision of their training needs.
covered topics such as Behavior, Quality of Life, Physical and Mental Health, Social
INOV+Get
Security and Financial Planning. In addition, employees had the opportunity to
participate in workshops sponsored by the Copel Foundation of Social Security on
pension plans and received retirement planning advices.
In 2015 Copel, in partnership with Copel Foundation, initiated the redesign of the
Pre-Retirement Program so that in 2016 the program be extended to all employees,
Another form of enssuring specialization of professionals is through
dissemination and sharing of experiences, and to this end, Copel Geração e
Transmissão promotes sharing of knowledge among its various departments
through technical meetings. And, launched in 2015, the INOV+GeT sought to
disseminate proposals for new ideas aiming to improve processes at Copel
starting from the integration phase until retirement.
Geração e Transmissão.
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Health and Safety
in question. Control of the minimum mandatory training for working with electricity is conducted
with a proprietary application that contains information about employees of contractors and of
Since it develops activities associated with risk factors,
the agreements.
Copel relies on an Occupational Safety Policy. The area
of Occupational Health and Safety Management (HSE) at
Preserving Life Program (PPV): establishes field inspection of the technical and safety procedures
Copel is responsible for the identification of these risks and
during the execution of activities, pursuant standards of the HSE area, where a technician from the
definition of preventive actions allowing for tasks to be
occupational safety area, or from departments monitors the teams and issues reports with scores for
completed safely.
faults encountered. In 2015, a total of 6,025 inspections were conducted in the fields involving own
The Company also has a specific manual for contractors,
employees and 6,392 contractors, totaling 12,417.
included in every services agreement, and conducts
At Copel Distribuição, compliance with legal requirements by contractors is monitored through the
onboarding lectures for every new agreement, in order to
PPV. Given the high employee turnover rate at contractors, and the characteristics of the agreements,
complement this effort. More details on G4-EU18 indicator are
there is no specific manner to determine the percentage of contractors trained; however, the
available in the Content Index.
Company adopts as a rule to provide onboarding training on safety to all contractors.
Capacity-building and training: programs such as
National week for Safety with Electricity
Training of Field Inspectors, and Training for the Use of
For a whole week, Copel volunteers conduct a series of visits (households, work sites, cooperatives, schools,
Preliminary Risk Assessment, are offered to employees.
among others) throughout Paraná, offering guidance to the population about the safe use of electricity. Under
These courses aim to establish active prevention in
the coordination of the Brazilian Association of Electricity Distributors (ABRADEE), the campaign promotes
order to identify and block occupational diseases and
lectures, distributes information and guidance material to prevent accidents with electrical shock in Brazil,
accidents.
operating in six main fronts: civil construction, rural areas, trimming of trees, theft of electricity, installation of
Promotion of health: Copel has in place an occupational
health service that offers employees, through the Copel
Foundation, a health plan to conduct diagnostic exams
antennas, and care with kites.
Performance of the business segments in terms of Health and Safety
G4-LA6
for diseases that can affect capacity and productivity at
hEALth AND SAfEty
CAtEGORy
work.
Fatalities
training and integration: all field activities are
Absenteeism rate
conducted by contractors who have participated in
Lost Time Injury Rate
the Occupational Health and Safety Integration, and
the exhibit about Risk Assessment for the activities
Severity Index
NA = Not Available
Employees
Contractors
Employees
Employees
Contractors
Employees
Contractors
2014
GEt
DIS
CtE
DIS
GEt
CtE
hOL
REN
PAR
2015
0
5
2.74
7.35
3.74
587
0
1
1.44
2.95
11.31
0
NA
1.41
2.35
NA
32
927.05
3,603
4,560
NA
0
4
2.48
5.92
5.59
185
3,181
1
2
1.36
4.01
15.41
2,468
0
0
1.65
0
2.26
0
3,338
101.06
0
0
NA
0
0
0
0
0
0
NA
13.09
0
13.09
0
1
0
NA
0
0
0
0
31
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Intellectual Capital
G4-DMA-EU8
Copel is recognized as one of the companies that invests most on new technologies
in the electric sector. In 2015, the Company created an area exclusively dedicated
to this topic. The area of Innovation Coordination will manage the resources for
the Research and Development program from the National Electric Energy Agency
(ANEEL), regulated by the agency, and that today totals more than R$ 120 million of
the Company in projects. Reporting directly to the president of the Company, the
new area will be in charge of promoting technological development and innovation
In 2015 , Copel Telecom sponsored the Startup Weekend, one of major
technology and entrepreneurship events in the world. Known as the
craziest 54 hours in life of any entrepreneur, Startup Weekend brings
together professionals who meet on a Friday night with ideas and end up
on Sunday with business models. This meeting has already taken place
in over 600 cities around the world, in more than 100 countries, and is run
in all areas of the Company, generating new products, services, and processes, or
locally by volunteers.
renewing them.
Among the responsibilities of the innovation coordination are the reformulation of
policies and strategies for new technological developments; governance of research,
development and innovation; management of the innovative project portfolio;
establishment of new technological partnerships; management of multidisciplinary
human resources; open innovation and generation of new innovating businesses.
Starting in 2016, the Company will add an R$ 19 million per year to the portfolio in order to
leverage new investments and partnerships to conduct the projects.
In order to
leverage the preparation and
development of research, development, and
innovation projects - R&D+I, Copel authorized
the employees involved in these projects to work
overtime up to a limit of 20 hours per month,
respecting the limits of total hours foreseen in
the project and according to norms defined by
the National Electric Energy Agency (ANEEL).
Research & Development
G4-DMA-EU8
Through its R&D program, Copel promotes the engagement of the scientific
community and interaction with research institutions. In 2015, Copel invested
32
R$ 28.6 million, approximately 12 million more than in 2014.
The R&D projects conducted by the Company provide opportunities for
researchers to improve their professional and academic training, and
institutions to advance their technology through laboratory facilities.
The results seek the evolution of research and scientific knowledge on
important aspects of the electrical sector, which ultimately reflect upon
social development, benefits, and improvement in the quality of life for
society as a whole.
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Investments in R&D
RESOURCES INVEStED IN tEChNOLOGICAL AND SCIENtIfIC RESEARCh AND DEVELOPMENt R&D (IN R$)
By topic of research
EE - Energy Efficiency
FA - Alternative sources for power generation
MA - Environment
OP - Operation of the Electric Power Systems
MF - Metering, billing, and fighting commercial losses
PL - Planning the Electric Power Systems
QC - Quality and Reliability of Electric Power Services
SC - Supervision, Control, and Protection of Electric Power Systems
SE - Safety
OU - Other
Management Project 2014/2015
Total
Brand
DIS
GeT
450,131.02
709,133.79
1,608,373.99
1,696,205.97
638,610.20
4,573,375.29
1,920,721.90
1,239,109.14
714,896.28
13,550,557.58
35,064.00
1,409,433.20
1,796,429.74
4,340,972.50
1,299,700.86
333,970.59
2,281,212.63
2,587,047.83
975,152.89
15,058,984.24
Website and presence on social networks
We have diversified our channels, expanded our
presence, and today we are on social networks:
YouTube,
Facebook, Twitter,
LinkedIn and
Instagram. We speak, listen, and above all, open a
space where we can talk with our clients. More than
simply clients, conscious and informed citizens
about our products and how to make the best use of
it. From the series of inspirational videos “Atreva-se
a Mudar seu Mundo” (Dare to Change Your World)
which tells a little of the life of our employees
engaged in volunteer work, to the daily services,
and business hours, on Twitter and Facebook,
with 95% services in less than 20 minutes after
Copel participates in the lives of 10 million people on a daily basis. At home, at work,
contacting. We maintain two dedicated teams
in schools, and on social networks. A company that evolved, understands, serves and
that are alert to everything involving our brand,
is present also on the Internet. We are not simply providers of two essential services
our services, and our operation in the 10 states
such as energy and Internet connections, we turn our strategy on social networks into
where we operate. Information and services are
a link to take educational content to children, information about the efficient use of
also available through our website, which in 2015
energy, and tips about consumption and safety involving our product.
recorded 33,772,650 visits to the home page.
the largest company in the state of Paraná
Copel leads the ranking of the largest companies in the state of Paraná, according to the “500 Maiores
do Sul - Grandes&Líderes”, published by the economics and business magazine Amanhã, in partnership
with PricewaterhouseCoopers (PwC). The ranking is prepared based on an exclusive indicator created
by PwC and Amanhã, called Valor Ponderado de Grandeza (VPG) (Weighted Size Value), which assigns
weights to financial statement information about net equity (50%), net revenue (40%) and profit or loss
(10%). In the ranking of the Southern region, Copel is the fourth largest company, and ranks first in the
energy sector. In all, the state of Paraná has 182 companies among the 500 largest companies in Brazil’s
southern region.
The soundness of the brand on social networks
monitored via a SCUP tool gives us the reach of
Copel’s presence: there are approximately 3,000
comments per month, of which 13.05% are negative,
12.51% are positive, and 74.43% are neutral. In
the overall assessment, the brand has an 87%
positivity.
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SoCIAL AND ReLATIoNSHIP CAPITAL
Social and Relationship Capital
The continuous success of Copel’s business model depends on various audiences
with which the Company interacts - shareholders, clients and consumers, suppliers,
government, and communities. Our competitive advantage stems from the quality
of the relationship and reputation built with these audiences.
Copel Distribuição’s client profile
G4-EU3
our Suplliers
G4-12
Copel’s Suppliers
Companies that make projects,
provide consulting services
and work in power plant and
transmission line projects.
• generators and marketers of
electricity
• suppliers of materials and
equipment
• services providers
1%
Government
Public Lighting
Public Service
Own Consumption
0%
80%
9%
8%
2%
1%
+ 4,4 million clients
Supply energy to clients
3% 3%
4%
9%
27%
the Best Distributor in Latin
America and Caribbean (Silver
category) - CIER Award
the Best Distributor of Brazil
according to its clients - Abradee
Award in the “Customer Evaluation”
2%
29%
23%
Client satisfaction level obtained
through ABRADEE ISQP survey G4-PR5
Residential
Government
Industrial
Public Lighting
Commercial
Public Service
Rural
Own Consumption
• Residential Group B: 88.6%
• Non Residential Group B: 86.5%
• Large Clients (Group A) 78.6%
Copel is ISQP benchmark in 2015
Generation
Transmission
Distribution
Consumer
34
Suppliers of fiber
optic network
equipment and
materials.
Telecom
Breakdown of expenditures with Copel’s suppliers
G4-EC9
OPERAtION
ExPENDItURE wIth
SUPPLIERS
ExPENDItURE wIth LOCAL
SUPPLIERS
%
Distribution
1,486,519,377.86
Generation and Transmission
4,020,519,256.40
Holding
Telecommunications
Total
41,345,832.15
158,098,571.23
820,129,012.96
55%
3,104,319,514.03
77%
33,907,389.15
82%
84,128,056.18
53%
5,706,483,037.64
4,042,483,972.32
71%
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Relationships with Clients and Consumers
G4-PR5
Copel’s relationship with its clients in all segments is grounded on the search for excellence in services.
Focusing on the high levels of satisfaction, Copel’s main
actions referred to network maintenance to ensure the
quality and continuity of supply, investments to develop
new relationship channels, in addition to improvement in
The Company monitors the Satisfaction Survey from ANEEL and also conducts its own survey, hired
the existing channels, both through training of attendants
through the Brazilian Association of Electric Power Distributors (ABRADEE). These surveys allow for a
and in the required technological evolution of each of the
comparative study with other distributors and are conducted with three client groups: Group B of urban
relationship channels.
residential clients, Group B of industrial and commercial clients (trade and services), and Group A.
Surveys conducted by ABRADEE generate the ISPQ, a Brazilian acronym for Satisfaction Index for
Perceived Quality. The results cover five aspects: Supply of energy, information and communication,
energy bill, client services, and Company image.
Copel also conducts a satisfaction survey with its rural clients, since they are not included in any of the
aforementioned scopes.
G4-PR5
LEVEL Of SAtISfACtION
ASSESSMENt Of COPEL DIStRIBUIÇÃO
ISQP – Satisfaction Index
for Perceived Quality
Measured by ABRADEE, this index
measures electric power distribution
companies in the perception of consumers
in five aspects: Supply of energy,
information and communication, energy
bill, client services, and Company image.
ISC – Consumer Satisfaction
Index
Measured by ABRADEE through the
weighted results in the areas of quality
and price.
Low tension residential
Low tension nonresidential
High tension
Low tension residential
Low tension nonresidential
High tension
2013
2014
2015
89.4
88.6
87.6
64.1
66.5
66.7
89.3
85.6
86.3
63.5
69.0
58.6
88.6
86.5
78.6
60.6
63.1
*
Throughout 2015, new service solutions were
implemented:
• Copel com Você: personal service in small cities in
partnership with local trade establishments.
• Creation of ISO Comercial: ISO certification for the
commercial process involving more than 3,400 people
throughout the state of Paraná.
• Portal Imobiliário: exclusive service channel for real
estate agencies.
• Copel Mobile: inclusion of new functionalities and
service channel for smartphones and tablets.
• Duplicate of the bill at the branches: implementation
of a password system exclusively to request a duplicate
of the bill, in order to reduce service time at branches
and service centers.
• training: focus on services with large numbers of
nonconformities in order to remediate the problems
IASC – ANEEL Consumer
Satisfaction Index
Measured based on a survey by ANEEL, conducted since 2000, of residential
consumers in order to evaluate the level of residential consumer satisfaction with the
services provided by electric power distributors.
61.97
75.24
60.26
reported.
Rural Client Satisfaction Survey
*There was no sufficient data for ISC estimation for High Tension group.
Not
conducted
Not
conducted
77.89
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Complaints
The distribution business follows two indicators for analysis: Equivalent Frequency
of Complaints (FER, in the Brazilian acronym), which maps the number of well-
founded complaints for each 1,000 consumer units, and the Equivalent Duration
of Complaints (DER), which establishes an average response time for well-founde
complaints in hours. G4-SO11
COMPLAINtS RECEIVED
fER
DER
2013
2014
2015
14,163
11,077
17,592*
10.33
7.64
7.21
273.02
120.82
126.89
*In 2015, a total of 17,592 complaints and grievances were handled, in addition to 243 grievances recorded in 2014.
In this business area, the quality of the service channels and the standardization
of procedures associated with receiving and handling complaints, certified by ISO
9000, are also monitored.
Another initiative is the annual survey of Satisfaction of Complaining Client, which
measures the ease of contact, the clarity of the information provided, the friendly
attitude of the service, the observance of the schedule to respond, and the meeting
of expectations in terms of the response to the complaint.
Compensation for consumers
The main differentiating factor between Copel telecomunicações and
competitors is that it is the only one on the market to offer services with 100%
optic fiber technology, the best technology available for the transmission of
images, data and voice, with the least signal attenuation and interference,
ensuring a service with greater availability, quality and speed in transmission.
The level of client satisfaction with the services received at the call center
was 96.2% in 2014, and 90.19% in 2015. G4-PR5
Acess to Energy
G4-EC8, G4-EU23
Energy rates represent a direct impact upon the economy for consumers,
regardless of the rate category. Differentiated rates for certain class of
consumers yield direct and indirect positive financial impact.
Copel, in line with public policies, in performing its social role in partnership
with the federal, state, and municipal governments and associated
agencies, promotes various integrated programs to make energy available
to everyone.
The Social Rate for Electricity (TSEE) offers discounts for electricity
consumption of up to a limit of 220 kWh to families registered in the Federal
Government’s Social Program Registry, provided other provisions set forth
in ANEEL Resolution 414/2010 are met, thereby resulting in savings for
consumers.
In case of disturbances in the electric system that caused damage to equipment, assets,
products, animals and people, Copel ensurers consumers their right to compensation.
Pursuant to a request from ANEEL, at the end of 2015, Copel, as well as
With preestablished procedures and deadlines, a consumer records his/her request
the other energy utilities throughout the country, reregistered consumers
and receives compensation for their goods when failure in the electric supply system
benefiting from TSEE. There are a total of 406,000 consumer units
is confirmed. This is a way of ensuring to clients the quality of the energy supplied, the
associated with the TSEE and, after validation, 242,000 units remain with
safety and reliability of the services offered by the Company.
the regularized benefit.
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The fraternal Light Program (Programa Luz fraterna), of the state of Paraná pays
lightbulbs for more efficient ones (florescent and LED), replacement of
the bills for consumers registered at the TSEE, provided that consumption does
12,000 refrigerators for the ones with the Procel energy savings seal, and
not exceed 120 kWh - in an initiative that represents a positive financial impact
10,000 conventional electric showerheads for showers that use a heat
for low-income consumers, who are exempt from expenses for electricity. In 2015,
recovery system. These actions seek to engage the community in the area
the state government paid a total of nearly R$ 36.6 million, benefiting an average
of concession with actions to conserve natural resources, especially energy.
were held, 50,000 energy diagnostics, replacement of 150,000 incandescent
136,000 families per month.
The Nighttime Irrigation Rate Program and the Nighttime Rural Rate Program
projects, where consumers can present proposals for energy efficiency
promote the increase in agricultural productivity through a discount of 60%
projects to be financed with resources from PEE. Consumers from the
to 70% in the energy rate used for production, in the period between 9:30 PM
industrial, residential (condos), trade and services, public authorities, or
and 6 AM. Lower amounts on the energy bill directly reflect upon a reduction in
rural, public services, and public lighting sectors can participate. In 2015,
production costs allowing for an increase in income of rural producers. In 2015,
R$ 12 million were allocated, and 11 proposals were approved, totaling R$
Copel Distribuição also conducts annual public calls for energy efficiency
approximately 4,100 farmers benefited from the Nighttime Irrigation Rate and
11.97 million.
9,794 rural consumers benefited from the Nighttime Rural Rate Program.
Eficient use of energy
G4-DMA-EU7
The Energy Efficiency Program (PEE) promotes efficient use of energy through the
application of financial resources set forth through Law No. 9,991/2000, and ANEEL
Normative Resolution No. 556/2013. Through the PEE, Copel Distribuição carries
out the project “Copel in the Community”, which aims to develop initiatives for
low-income consumers who benefit from the Social Rate for Electric Power (TSEE).
This project includes lectures about safe and efficient consumption of electricity,
energy diagnostics, and replacement of incandescent lightbulbs for more efficient
ones, to all beneficiaries.
Also in 2015, the first edition of the “Copel Lar Eficiente” (“Copel Efficient
Home”) project was held to benefit residential consumers. Through this
project, held in partnership with Lojas Colombo, winner of the bidding
process, a 45% bonus was granted for the replacement of old appliances
(refrigerators or freezers), for more efficient ones.
Additionally, 18,000 efficient lightbulb kits were made available at a cost of
R$ 1.00 each. Each kit contains five light bulbs (four fluorescent lightbulbs
and one LED lightbulb), to replace the same number of incandescent bulbs.
Based on the results of the energy diagnostics, a selection of consumers is made
Energy Saved (MWh/yr)
34,464.92
10,476.88
30,618.57
to replace refrigerators and showerheads for more efficient equipment. At the end
of the most recent edition of the project (Copel in the Community 4), 500 lectures
Peak Demand Reduction (kW)
15,714.41
3,112.76
14,064.10
ENERGy EffICIENCy
2015
2014
2013
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Suppliers Management
From a corporate sustainability standpoint, best practices among companies depend
works and services. Noncompliance generates suspension of the agreement
on the adoption of social and environmental criteria in procurement, as well as an
and inability to participate in new bidding processes for the Company for a
effective work to develop suppliers, especially small and midsized suppliers.
period of two years.
Critical suppliers
Copel has maintained, since 2005, a permanent working group to technically support
the implementation of strategies and initiatives that allow for improvement in the
Copel considers suppliers to be critical when their supplies represent a
supply-chain management.
significant risk for the business in terms of the following aspects: legal,
financial, environmental, occupational health and safety, safety of the
This alignment can be perceived from the selection of suppliers, monitoring and
population, image of the Company, perception by client and society, and of
renewal of contracts, and requires that all members of the supply chain respect
the processes involved.
human rights, the environment and fair labor relations, and promote corporate ethics
and transparency.
Qualification and selection
G4-EN32, G4-LA14, G4-hR1, G4-hR10
The methodology adopted by Copel to identify these services focuses on
the assessment of the three sustainability pillars: economic, environmental,
and social. Each of these dimensions, as well as the scope, receives a score
referring to the likelihood and severity of the occurrence.
38
As a quasi-public Corporation, Copel is subject to Law No. 8,666/93 and Paraná
State Law No. 15,608/2007, which restrict selection actions. Nevertheless, the
Company adopts as its main criteria in selecting suppliers the compliance with
labor, human rights, fiscal, and environmental legislation. The criteria is defined
in the call for bid, contract provisions, supplier registration manuals, technical
standards and manuals permanently available online to interested parties.
hiring and monitoring
G4-EN33, G4-LA15, G4-hR11, G4-SO9, G4-SO10
In 2015, contract and fiscal managers were trained on the topic of
Management for Sustainability in the Supply Chain, empowering them
for the process to evaluate and monitor suppliers.
The goal to map Critical Suppliers for Copel Geração and Copel
Telecomunicações in 2015 was not totally reached, since the need to review
the methodology and to make relevant adjustments for these businesses
was noted. Based on the revised methodology, the goal to identify the
group of critical suppliers is expected for 2016 for the Generation,
Issues related to social and environmental aspects, human and labor rights, are
Telecommunications, and Holding businesses. Given the change in
addressed by Copel during the onboarding process, conducted with each new
methodology, the group of suppliers of the Distribution unit will also be
supplier, and covered through specific clauses in the purchase agreements for
reassessed.
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training and engagement
Relashionship with Communities
In 2015, five meetings dedicated to Copel suppliers were held in order to
address sustainability in the supply chain. The aspects were chosen through
a formal survey with suppliers, resulting in the following events:
• Management for sustainability -
indicators, assessment, and
monitoring of corporate sustainability aspects (ISE, ETHOS, GRI) – in
Cascavel and Curitiba;
• Appreciative dialogue “Structuring of COPEL’S Sympathetic Value
Network” and “Climate change and GHG accounting” – in Curitiba;
• Sustainability platforms and incorporation of sustainability aspects
into business strategies - October 2, 2015 - VI COPEL SEMINAR ON
S U S T A I N A B I L I T Y : T h e C o m p a n y a n d i t s r o l e f o r a s u s t a i n a b l e
The existence of a solid basic services infrastructure, such as energy and
telecommunications, leverages the social and economic development of the
regions. This infrastructure favors the appearance or expansion of industrial
and business centers, and consequently expands the supply of jobs and taxes,
resulting in benefits and services for the population, thereby contributing to
improvement in satisfaction and strengthening the relationship of trust.
Management of impacts
Assessments of impacts upon communities are conducted in studies carried
out during the environmental licensing of each project. These impact
assessments are measured according to the characteristics of the location
and project. Through the implementation of environmental programs,
negative impacts are mitigated, and positive impacts are strengthened,
jointly developed with the communities affected, municipal authorities and
w o r l d - C u r i t i b a , P R ;
local leaders.
• Processes for assessment, selection and identification of risks in
The Colíder hydroelectric plant, which is being installed in the state of
suppliers based on social and environmental criteria – in Curitiba;
Mato Grosso, has a website for the community to access all reports produced
by these programs, containing information associated with the project, in
• In addition to dedicated events, suppliers were invited to participate in
addition to acting as an open communication channel with the community.
the Copel Seminar on Sustainability, promoted annually by the Company,
G4-SO2
where suppliers are awarded for outstanding labor, environmental, and
human rights practices through the Susie Pontarolli Award.
Learn more about the Sustainability Seminar on the Company’s website.
Cases of displacement are evaluated through a Social and Environmental
Registry. Whenever a situation of social vulnerability is identified, Copel
provides a family resettlement process and social compensation for
damages for the installation of projects. Social Compensation consists
in enabling the affected family to be relocated to an area that is similar
to or better than the previous area, and to recover the economic status
they had prior to the development. Additionally, properties undergoing
condemnation are compensated. G4-DMA-EU20
39
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Impact generated by new projects in 2015
Lt 500 kV Araraquara - taubaté
G4-EU22
Colíder
Hydroelectric
Plant / TL
Exclusive
Assis Substation
compensation for 75 people, R$ 3,813,172.50
impacting 28 cities in the state of São Paulo. As a measure to mitigate social
Physical displacement of 9 people
and economic impacts, the Company conducts, among other measures,
a Social Compensation Program that offers support for relocation and
R$ 7.6 million in taxes generated for municipalities affected
compensatory measures associated with the loss of economic activity
Copel is currently working on the installation of a 356 km transmission line,
by the non-landowner population affected by the right of way of the TL.
Governador Ney Braga hydroelectric Plant
Additionally, regular visits are carried out in the communities affected and
In 2015, Copel initiated the monitoring process for the organization of associations
a transparent communication channel with the Company is established.
Four additional programs intended for local communities are ongoing.
in the Resettlement Communities of Segredo I, II, III and IV. This work partially
addresses the conditions set forth for the renewal of the environmental license for
Distribution Networks
the GNB hydroelectric plant. The population resettled will be monitored through
this process by social and environmental analysts from different areas.
The hydroelectric plants of Governador Ney Braga and Governador Bento Munhoz
da Rocha Netto, also have visitation structures and communication of best social
and environmental practices. Every year they receive thousands of visitors, such as
the Regional Iguaçu Museum, and the Visitor Center of Faxinal Botanical Gardens,
which are installed in the Residential Villages of the Plants.
transmission Lines
The most significant social and environmental impact of the distribution
network (low tension and 13.8 and 34.5 kV) are accidents with third parties,
management of vegetation under the power lines, and interference with
the urban landscape. In order to mitigate these impacts, Copel adopts
alternative technologies for the networks, such as the protected compact
network, standalone secondary network, standalone network, underground
network, and the Urban Forests Program.
wind Power Generation
Installation of transmission lines has impacts on the communities where Copel
operates. Properties and residents are affected by loss of land and production,
established via right of ways, as well as the modifications in the natural landscape
of the location. Mitigation of impacts is achieved through a compensatory
For construction of wind power generation projects, significant direct and
indirect negative impacts upon biodiversity are reduction in species of
flora, and risks of accidents with birds, which are mitigated through the
implementation of environmental programs.
remuneration to landowners for their losses.
Investments in local development
In 2015, Copel invested in infrastructure and services to generate benefits in the
communities where it operates. These investments totaled R$ 5.9 million and are
40
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SoCIAL AND ReLATIoNSHIP CAPITAL
listed on the specific indicator G4-EC7 of the GRI Content Index.
Indigenous communities
G4-HR8
In order to arrive at the Indigenous communities located in the environmental conservation
units or other areas where the implementation of a power distribution network is not viable,
Copel developed projects that involve new power connections, efficient use of electricity,
installation of solar panels in villages located on the coast, and new power connections
The initiatives for education on sustainability can be found in
the sustainability section of the Copel website, which also offers
educational and informative material, such as primers, educational
games, and several publications that address issues associated with
efficient and safe use of electricity, issues on citizenship, human rights,
and protection of the environment.
for inland communities. In recent years, the Company has allocated more than R$ 6 million
Other questions can be answered through the Fale Conosco (Talk to Us) -
for projects developed in 28 Indigenous areas in the state of Paraná. In 2015, a total of
Sustainability, a direct channel established by Copel with the population
669 Indigenous consumer units were registered under the Electric Power Social Rate - Low
of Paraná.
Income, and no cases of violation of the rights of Indigenous peoples were recorded.
Education for Sustainability
Social Investments through fiscal Incentives
G4-EC1, G4-EC7
The project called Iluminando Gerações (Illuminating Generations) aims to conduct
Copel supports and participates in several initiatives with government
iinformative and preventive lectures for fourth graders in public schools, geared
agencies and other institutions, aiming to promote the sustainable
toward conscientious and safe use of electricity, use of natural resources (energy
development of the regions where it operates. Selection of the initiatives
41
and water), and proper disposal of waste. In order to reinforce the information
followed the companies strategic references, commitments assumed with
provided during the lectures, kits were delivered to students, teachers and school
the Global Compact, and the state of Paraná’s government policy.
staff, containing: 2 primers, one about care in using electricity and the use of
natural resources, and the other called “Desafio elétrico” (Electrical challenge).
In 2015, the program Iluminando Gerações offered guidance on efficient and safe use
of energy, and on sustainability to more than 50,000 students in the state of Paraná.
Copel Seminar on Sustainability
In 2015, Copel held the sixth edition of the Copel Seminar on Sustainability.
Through lectures, workshops and a trade show, the Company gave visibility to best
sustainability practices in companies, industries, universities, and public agencies.
Held in the Oscar Niemeyer Museum, in Curitiba, the theme of the event was “The
Company and Its Role in a Sustainable World”, with a focus on climate change,
Sustainable Development Objectives (ODS), and ethics.
Copel’s investment in 2015, arising out of fiscal waiver, total R$ 16.1 million.
The initiatives include the areas of education, culture, sports, and health.
AREA Of INVEStMENt
AMOUNt
% Investment by area in 2015
Culture
- Rouanet Law - R$ 7.6 million
Education and social
initiatives
- FIA - R$ 1.8 million
- Elderly Act - R$ 1.8 million
Sports
Health
- Sports Incentive Act - R$ 1.8
million
- PRONON - R$ 1.7 million
- PRONAS/PCD - R$ 1.4 million
47%
23%
11%
19%
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Other social initiatives
The Iguaçu Regional Museum located on the banks of the largest river
of Paraná, in the south-central region of the State, completed 15 years of
Since July 1, 2015, clients who opt for receiving their bill via e-mail participate in
careful work aimed at guarding and conserving the elements which help
the Sympathetic Invoice Project. For each invoice sent by e-mail, Copel donates
tell the history of the region. Maintained by Copel, the Museum is located
R$ 1.00 to APAE institutions in the state of Paraná.
next to HPP Governor Ney Braga. Its mission is to:
Copel, through the project Cobrança de Valores de terceiros - CVt, collects
• Educate for sustainability through the guard and enhancement of cultural
contributions via electricity bills, for participating philanthropic entities. The
and environmental memory of Paraná;
amounts to be included must have a written authorization from the client. Limits
for donations are a minimum of R$ 1.00 and maximum R$ 150.00. In 2015, a total
• Raise awareness for the preservation of biodiversity and all forms of life;
of 186,000 donators collected a monthly average of R$ 1.5 million, distributed
among 108 philanthropic institutions.
• Inform and educate about the repopulation of the Iguaçu ichthyofauna and
care for the environment , responsible electricity generation and environmental
The project Projeto Mais que Energia (More Than Energy) was created in 2014 with
commitment.
the purpose of implementing, expanding, and consolidating social projects and
investment programs for the community. In the first project, the funds originated
from the Corporate Social Investment (ISE) line, of BNDES, totaling R$750,000
and support institutions and schools for the deaf and/or deaf and blind. For this
In 2015, the Museum attended 12,719 visitors, providing guided scheduled
first project, three institutions were chosen. The project is under a bidding phase
and spontaneous visits, as well as visits and Museu Itinerante visits.
to procure the engineering projects.
The program Corporate Volunteering
-
activities and monitoring of more than 300,000 people who learn about
EletriCidadania allows employees to use up
Copel’s environment-related activities.
Since its inauguration, in December 2000, it was responsible for educational
42
to four hours per month of their work time to
carry out voluntary and spontaneous community
work, which goes beyond simple charity, taking
sustainable development to society in all its
aspects, whether cultural, educational, or
professional. In 2015, a total of 1,513 hours of
volunteer work was done.
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Natural Capital
Climate Change
G4-EC2
Additionally, the committee defines strategies to disseminate the Climate
Change Agenda, and participates and contributes in debates related to
climate change in foreign entities.
Inventory of Greenhouse Gases
Issues related to this topic and the impact upon Copel’s businesses are guided by
the Climate Change Agenda. The Company’s senior management incorporated
Since 2009, Copel has been preparing its inventory to quantify the emission of
commitments in its planning of corporate activities and initiatives. To this end,
greenhouse gases pursuant to the methodology set forth by the Brazilian GHG
a Corporate Climate Change Management Program was established, headed by a
Protocol program. In 2015, emissions from Copel Holding and its wholly-owned
management committee represented by employees from every department and
subsidiaries were considered. The results can be seen in the table below.
subsidiary.
G4-EN15, G4-EN16, G4-EN17, G4-EN19
The Climate Change Agenda aims to define Copel’s positioning on this topic,
By tyPE Of GAS (tCO2E)
SCOPE 1
SCOPE 2
SCOPE 3
develop mechanisms that allow for the identification of opportunities and risks
associated with the businesses, in addition to promoting innovation in technology
and processes to drive reduction in greenhouse gas - GHG emissions.
The committee monitors those commitments approved by senior management,
CO2
CH4
N2O
HFCs
SF6
Total
227,380.32
448,062.03
136.18
1,199.11
1,017.78
1,785.76
0.00
0.00
0.00
0.00
231,519.15
448,062.03
validates strategic documents related to climate change, assesses risks and
Biogenic CO2 (t)
1,805.44
0.00
opportunities, fosters initiatives that contribute to mitigation of greenhouse gases,
879.57
86.08
8.64
0.00
0.00
974.29
0.00
and drives actions to adjust its businesses to the climate change scenario.
Scope 1 considered own sources of emissions from stationary and mobile
As a member of the Theme Group on Energy and Climate of the Brazilian Network,
increase in emissions when compared with the previous year. This increase was
from the Global Compact, Copel contributes to the production of the Compact
the result of the annual energy production at the Figueira Thermoelectric Plant
journal: Clima (Climate), a publication intended for recent debates concerning the
(in 2014, the plant reduced production because of a corrective maintenance
challenges associated with climate change.
operation). Additionally, other sources such as mobile combustion and waste
combustion, fugitive emissions, and industrial effluents. There was a 20%
The purpose of this material is to raise awareness and mobilize the private initiative
to comply with the rules defined in the 21st climate conference (COP21) held in Paris
in December 2015.
contributed, to a lesser portion, with increase in emissions.
Scope 2 considered emissions from consumption and loss of energy. There was
a reduction in emissions as a result of the grid emission factor, in other words,
there was a reduction in consumption of energy from thermoelectric plants.
Commitments approved by the Management Committee associated with climate
change can be seen at Copel’s website.
Scope 3 emissions considered only air travel.
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The inventory was assured by an external entity and subsequently will be
Modernization of the figueira thermoelectric Plant: The Company initiated the
published in the public records of the Brazilian GHG Protocol program,
modernization work in 2015, aiming to increase efficiency and reduce emission of gases
and the climate change forum in the state of Paraná.
and particulate matter resulting from the burning of coal. The plant has an installed
Research and Development to Adjust Companies to Climate Change
and Carbon Market
In 2015, Copel joined the Companies for the Climate (Empresas pelo Clima -
EPC) platform, an initiative of the Center for Sustainability Studies (GVces) of
the Getúlio Vargas Foundation that promotes and debates practical solutions
for environmental problems, seeks new management models and reduction
of GHG emissions, in addition to participation in the creation of new public
policies. In order to incorporate assessment concepts of the lifecycle in
capacity of 20 MW, and the modernization process should be completed by September
2016, representing investments of R$ 55.6 million made up to December 31, 2015.
Eco-efficiency
Conscious consumption is part of Copel’s everyday
life. For this reason, the Eco-Efficiency Program was
created aiming to reduce consumption of natural
resources, reduce costs and raise awareness among
employees concerning
the environment, and
businesses, the foundation initiated a pilot project in the Greenhouse Gas
concerns with future generations.
Emissions category, in the construction of its wind farms, which will allow
for calculation of the carbon footprint during the construction and initial
operations of the wind farm. This project should be completed in 2016.
Aiming to adjust its businesses to the climate change scenario, Copel is
developing a research project to evaluate the impact of climate change
upon high-voltage distribution lines located in the Northern region of the
state of Paraná. The project uses as a reference the maximum estimated
temperatures up to the year 2040 to evaluate the effects upon the materials
of the distribution line. The project will allow for a review of the technical
characteristics of the project, avoiding system overload and minimizing
shutdowns.
Within the EPC platform, Copel works together with two other companies
for this adjustment study, strengthening the low carbon economy, and
the Emissions Trading System, which simulates the GHG emissions model
“cap-and-trade”, representing the first initiative of this nature in Brazil.
The working group, established since 2014, coordinates and monitors the activities
of this corporate program, working in the following aspects: water, energy, paper,
44
mobility, and fuels.
In 2015, initiatives were carried out to reduce water and energy consumption in
Copel’s largest administration buildings. Concerning water consumption, a 5%
reduction was achieved compared with the baseline year of 2014. The goal for 2016
is to maintain a 5% reduction compared with 2015. In terms of energy consumption,
the goal to reduce consumption by 10% was not reached. The goal was reviewed
in order to reduce by 10% energy consumption by 2019. To this end, investments in
energy efficiency are being planned.
Furthermore, throughout the year, several awareness campaigns were conducted
providing information to the workforce. For the coming years, the program will continue
working to reduce consumption of inputs and natural resources. Specific actions are
already planned to reduce consumption of paper and improve employee mobility.
Learn more:
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Mobility
In order to reduce fuel consumption and promote the use of more sustainable
means of transportation, bicycling activities were promoted in 2015. The first
of these activities had the participation of the CEO and one of the Company’s
directors. Along a 90-km route, a group of employees rode between two
of Copel’s largest plants. In the second event, to celebrate the World Car
Free Day, a group of employees from Curitiba gathered to ride their bikes
together to work.
Power Bike
Launched on the World Car Free Day, this initiative allows for lending a power
bike to employees for their commute from home to the office, for example.
fuel Consumption
G4-EN3
Below are the amounts corresponding to fuel consumption for the Company.
tyPE Of fUEL
UNIt
CONSUMPtION
Coal (Figueira plant)
Diesel**
LPG***
Ethanol
Gasoline
CNG
Aviation gasoline
Total
GJ
GJ
GJ
GJ
GJ
GJ
GJ
GJ
2,079,460.80
173,968.26
123.04
5,506.37
47,316.70
1.68
2,826.79
2,309,203.64
* Coal is used for energy generation by one of the power plants.
** Diesel used for transportation and for emergency power generators
*** LPG consumed by fork-lifts and kitchens
The idea was so well received that five additional power bikes are planned
Ethanol, gasoline, GNV and aviation gasoline are used by own fleets
for 2016.
Energy Consumption
G4-EN3
water Consumption
G4-EN8, G4-EN9
In 2015, Copel’s total water consumption in the administration units located in
the state of Parana was 133,134 m³.
Copel’s total energy consumption in 2015 was 854,013.6 GJ, considering the
scopes for Generation, Transmission, Distribution, Telecom, and Holding.
SOURCE Of wAtER
ADMINIStRAtIVE CONSUMPtION M³
The table below shows the electricity consumption for Copel in 2015.
ELECtRICIty CONSUMPtION (Mwh)
Purchased electricity
Self-generated
electricity
Copel Distribuição S.A.
Copel Telecomunicação S.A.
Holding
Copel Geração e Transmissão S.A.
total
23,416
527
56
8,494
32,492
0
0
0
204,734
204,734
Underground sources
Rainfall sources
Municipal supply
24,193.00
138.00
108,803.00
In 2015, a total of 107,606,193 m³ of water from ground sources was
withdrawn, which was used for cooling at the plants. The volume of
water returned to the body of water is practically the same as the volume
withdrawn, since only an immaterial volume was lost through evaporation,
and was not considered as water consumed by the Company.
45
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waste
G4-EN23
Copel adopts certain criteria to manage waste generated in its activities pursuant to
the standards and policies in force. In 2015, the Company sent to a final destination
recyclable waste from the administration (State Decree No. 4,167/2009).
The program is conducted in partnership with associations and material
recycling cooperatives and aims to contribute with income generation and
improve working conditions for pickers.
26,556 tons of waste, 31,430 light bulbs, 27,688 crossbars, and 318,136 m of poles, in
In 2015, this partnership resulted in the final destination of 102 tons of
addition to a variety of materials and equipment. Reuse and recycling of this waste,
recyclable waste. In the city of Curitiba alone, this represented revenue in
conducted through a disposal process, generated revenue of approximately R$ 10
excess of R$ 24,000 for the waste pickers associations. The goal for Copel
million.
wAStE
UNIt
AMOUNt
REVENUE (R$)
Ash
Electronics and lighting
Miscellaneous equipment
Isolators
Fluorescent lamps
Insulating Mineral Oil
Tires
Contaminated waste
Acid-lead battery scrap
Meters
Crossbars
Miscellaneous materials
Poles
Transformators
Tons
Tons
Unit
Tons
Unit
Tons
Unit
Tons
Tons
Tons
Unit
Tons
m
un
20,924
89
4,488
736
31,430
89
917
107
34
88
27,688
4,489
318,136
8,445
-
90,085
676,375
25,340
-
-
11,346
-
70,010
224,875
91,682
7,375,292
616,897
868,668
For 2016, Copel has the following goals:
• 90% of the industrial waste from Distribution sent for reuse or recycling;
• 70% of the industrial waste from Copel Geração e Transmissão sent for reuse or
recycling;
• 50% of the ash generated in the Figueira thermoelectric plant sent for recycling.
by October 2016 is to send to recycling, via the selective waste collection
program, administration waste generated by 65% of the employees.
wAStE
UNIt
AMOUNt
Metal
Paper
Plastic
Glass
Total
Tons
Tons
Tons
Tons
Tons
Ecosystems
G4-EN12
5.2
81.9
13.6
1.5
102.2
The implementation and operation of projects cause direct and indirect
negative impacts upon wildlife and flora located in the area of influence.
Environmental studies developed before the installation phase assess and
classify these impacts, aiming to propose the social and environmental
programs necessary to mitigate the negative impacts and to strengthen
the positive impacts.
For the construction of hydroelectric generation projects, the significant
direct and indirect impacts on biodiversity are:
• Reduction in the number of important species in the local ecosystem,
resulting from suppression of vegetation in the flood basin;
• Conversion of the habitats, resulting from the river dam for the creation
Copel maintains a Sympathetic Selective Waste Collection program to dispose of
of the reservoir.
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NATURAL CAPITAL
• Changes in ecological processes outside the natural variation range: as a result
Valuation of Ecosystem Services
of the river dam for the creation of the reservoir.
In order to mitigate the impacts caused by the hydroelectric generation
Trends (TeSE), of the FGVCenter of Studies in Sustainability (GVces), aiming
projects, vegetation suppression programs are implemented, monitoring and
to incorporate these concepts into its businesses. In 2015, the initiative
rescuing wildlife and flora species, recovering of permanent preservation areas,
identified the main ecosystem services associated with its businesses and is
replacement of forests, monitoring and recovery of archaeological heritage,
developing a pilot project to value ecosystem services in the riparian forests
among others.
at the Governador Bento Munhoz hydroelectric plan.
In 2015, Copel adhered to the Corporate Initiative in Ecosystem Service
For the construction of wind power generation projects, the significant direct and
G4-EN13, G4-EU13
indirect negative impacts upon biodiversity are the reduction in species of flora,
In 2015, Copel held in the state of Paraná environmental compensation
and risks of accidents with birds, which are mitigated through the implementation
through donation of seedlings to be planted by third parties. Throughout the
of environmental programs.
same period, 8,894 native forests seedlings and 671 urban forest seedlings
were supplied, as environmental compensation for felling of vegetation in
47
For the construction of transmission and distribution projects, the significant
distribution lines.
direct and indirect negative impacts on biodiversity are: reduction in species of
the flora, resulting from suppression of vegetation in the right of way. Mitigation
of these impacts begins during the planning and licensing phases of the project,
through detailed and multidisciplinary studies of alternative routes with minimal
impact, prioritizing the use of areas previously altered where environmental and
social fragility is smaller. For those locations where it is imperative for the route to
cross given areas where vegetation is more preserved, towers are heightened in
order to preserve the areas located in the right of way of the lines. Environmental
programs implemented include forest recovery, preservation of slopes in areas
with fragile soil and water springs; recovery of wildlife and flora, among others.
In other environmental initiatives conducted by Company employees,
200 native forest seedlings and 275 tree seedlings were planted in the
state of Paraná. For environmental compensation of the transmission
lines, 41,714 native seedlings were supplied and planted in 21.57 ha of
third-party areas.
In the state of Rio Grande do Norte, 3 ha of forests were planted as
environmental compensation for the suppression of vegetation for the
construction of the GE Farol wind farm. For the other wind farms implemented
in that state, compensation was financial.
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Since 2012, Copel has maintained an agreement with IAP - Instituto Ambiental
and produced are the Jundiá (Rhamdia quelen), Lambari (Deuterodon) and
do Paraná (Paraná Environmental Institute), where third-party service centers are
the Surubim-do-iguaçu (Steindachneridion melanodermatum).
offered to work exclusively in the production of native forest seedlings used in the
restoration of Permanent Preservation Areas, Legal Forest Reserves, and Forest
Recovery Areas in the state of Paraná.
In 2015, a total of 139,000 fish were released, and this number represents
the number of fish produced in the Company’s fish station. In 2016, the goal
is to produce and release 87,600 fish in the reservoirs of the Copel plants.
To offset the impact of its projects upon biodiversity, Copel acquired and transferred
to environmental agencies the following conservation units:
Copel’s repopulation initiatives are reflecting an increase in the population
of the Surubim-do-iguaçu - an endangered species.
• Rio dos Touros Ecologic Station (Governador Ney Braga hydroelectric plant),
created in 2011, covering 1,231 hectares, in the city of Reserva do Iguaçu, PR;
Urban forest Program
• Tia Chica Ecologic Station (Derivação do Rio Jordão hydroelectric plant), covering
423 hectares, in the city of Pinhão,PR;
Since 2007, Copel has supported municipal governments
in planning afforestation of public roads, contributing to
• Rio Guarani Stae Park (Governador José Richa hydroelectric plant), created in
the environmental improvement and reduction of energy
2000, covering 2,322 hectares, in the city of Três Barras do Paraná, PR;
supply interruptions caused by the conflict between trees
• Lago Azul State Park (Mourão hydroelectric plant), created in 1997, covering
1,749 hectares, in the city of Campo Mourão and Luiziana, PR.
All Protected Areas created by Copel have similar or higher biodiversity
characteristics than the locations affected through installations of projects subject
to compensation.
Initiatives for Preservation of Biodiversity
Ichthyofauna
and electrical systems.
An initiative of this program is the production of seedlings in the Company’s
own forestry gardens, which, in addition to catering to the interested
municipalities, addresses compensatory measures. Through this program,
35,000 seedlings have been planted in afforestation of public roads.
Before 2014, supply of municipalities was done through agreements.
Difficulties in management and execution of activities justified suspension
of initiatives and the need to assess new forms of operating in partnership
Copel monitors the ichthyofauna in all its reservoirs and promotes the free population
with municipalities to replace trees and plant new trees that were compatible
of fish in the Iguaçu River basin, which is the main river in the state of Paraná.
with the electric systems.
Since 1992, the Company has maintained an Ichthyofauna study station located
The program was reformulated in 2015, improving the form of transfer of
in the reservoir of the Governador Ney Braga Hydroelectric plant. In the station,
studies of the behavior of the ichthyofauna are conducted in order to select the most
suitable native species for reproduction and repopulation. The main species studied
seedlings suitable for urban areas and changing the target set in 2014. The
new procedure for supplying seedlings was launched during Arbor Day
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(September 21), with procedures initiated with the supply of seedlings in 2016. The
Management of the Reservoirs
goal is to supply 12,000 seedlings to at least 25 municipalities through initiatives
to be developed and produce 70,000 native plants suited to urban forestry.
In the reservoirs and surrounding areas, Copel monitors possible
The Company also promotes professionalization of the afforestation team by
address irregularities found in terms of release of effluents, stability of the
holding courses on training and qualification of managers and municipal workers in
slopes, use and occupation of Permanent Protection Areas, illegal hunting
environmental interventions and acts pursuant to specific initiatives to
the state of Paraná. Since 2014, Copel has trained municipal workers and managers,
and fishing, among others.
and the goal is to complete this work in 2016.
Also this year, project GeoPoda was initiated with the creation of an application
environmental interest, the Company has in place an agreement with
intended to make a systemic control of trimming of trees in the collection, execution
the Environmental Police Battalion of the state of Paraná. Additionally,
and inspection phases, gathering information on 89,033 trees in 80 feeders in the
the Company actively participates in the Watershed Committees and the
In order to help in the preservation process, as well as other areas of
municipalities of Londrina, Cambé and Ibiporã.
Riparian woods Program
Copel promotes
reforestation and
fencing of
Permanent Protection Areas (APPs, in the Brazilian
acronym) in own and third-party areas, aiming to recover
National and State Water Resource Council, and monitors, in real-time,
the status of the water in the rivers where the Company has reservoirs, in
addition to monitoring the quality of water.
Monitoring water quality
Copel’s main impact on water resources is the modification of their natural
49
degraded areas and/or avoid degradation, contributing to improvement in the
conditions and the vegetation in the flood basin during construction of
quality of the water in reservoirs, inhibiting soil erosion processes and conserving
hydroelectric plants. For this reason, the Company works in managing social
biodiversity. Seedlings used in reforestation are produced in the Company’s forestry
and environmental impact of its projects, from construction up to the operation
nurseries.
In 2015, a total of 108,606 seedlings of native species were planted, exceeding the
goal for 2014, replanting 56.16 ha of forests, and fencing 7.63 km.
phase, conducting studies, mitigating impacts and risks, and addressing the
applicable environmental legislation.
On a quarterly basis, the Company collects and analyzes samples of water from
the reservoirs in order to monitor the quality. A total of 25 physical-chemical
Seedling production for the Riperian Woods Program and the Urban Forest
programs totaled 240,410 seedlings, of which 212,373 were native species for the
and biological parameters are monitored.
reforestation of the APP (Riperian Woods) and 28,037 for urban forests, reaching
Copel also monitors the quality of water of the river before the beginning of
65% of the goal established given contractual difficulties. For 2016, the goal is to
the construction of a new project. This monitoring includes, in addition to the
produce 213,600 native seedlings for the Riperian Woods Program.
parameters already monitored, analysis of sediments and pesticides.
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INfRASTRUCTURe CAPITAL
Infrastructure Capital
Assets for energy generation and planning
G4-DMA-EU6
Copel operates 30 own plants and participates in six other plants, including
22 hydroelectric, 12 wind farms, and 2 thermoelectric plants, with total
installed capacity of 5,630.2 MW, and average Physical Guarantee of 2,622
MW. In 2015, net energy production was 25,659 GWh. G4-EU1, G4-EU2
In order to comply with important strategic and sustainability guidelines
established for the generation business, our main purpose is to increase
the share of renewable alternative sources of energy in the energy matrix
in a profitable and sustainable manner.
Today, Copel is building 19 plants that will add 789.8 MW capacity and
average 385.6 MW of Physical Guarantee to the Company’s generating
complex. To this end, the Company had already invested R$ 2.3 billion by
the end of 2015 (of which, R$ 1.9 billion in 2014), of which R$ 2.2 billion in
own plants and in consortium, and R$ 83.0 million in capital investment in
companies in which Copel has interest.
Evolution of the generating complex with gradual beginning of
operations of the plants under construction can be represented as
follows:
Generation Complex - By Source
Evolution of the generation complex
Expansion of generation through renewable sources
G4-13
Copel started the operation of own wind farms in the Northeast of the
country, and closed the year with 330.5 MW of installed capacity in 15 wind
farms in three different complexes. By 2019, the goal is to achieve 663.6
MW capacity in five complexes, which is sufficient to supply a city with
a population of 8 million, or equivalent to the population of the state of
Pará. The five complexes will house 28 wind farms, in all, representing an
investment of R$ 4 billion.
At the end of 2015, Copel announced investments of R$ 2 billion for the
implementation of 13 wind farms in the state of Rio Grande do Norte. At
the event, an agreement with the Company WEG was signed in the amount
of R$ 1.4 billion to supply 149 aerogenerators for the wind parks.
Renewal of concessions
Concessions for Generation
For concessions for generation, a thirty-year extension was granted.
Extension was offered to the concessionaire, and adhesion depended,
in addition to accepting the anticipation of the original term for the
concession, acceptance of the following terms: (i) Remuneration per rate
calculated by ANEEL for each hydroelectric plant; (ii) Allocation of physical
guarantee quotas for energy and power of the hydroelectric plants to the
concessionaire and grantor of SIN’s electric power distribution services, to
50
12%
5%
83%
3%
6%
14%
19%
21%
20%
be defined by the regulatory agency, as regulation of the granting power;
and (iii) adoption of service quality standards determined by ANEEL.
2014
2015
2016
2017
2018
2019
2020
Thermoelectric
Plants
Wind farms
Hydroelectric
Plants
Copel Geração e Transmissão, after learning the terms for renewal, made
all possible analysis and concluded that it was not feasible to renew, at
the time, the concessions for generation in four of its maturing concession
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for plants between 2014 and 2015: Rio dos Patos with 1.8 MW installed capacity,
the regulation for compensation for investments not yet amortized and/or
Governador Pedro Viriato Parigot de Souza plant, with 260 MW, Mourão with 8.2
depreciated on May 31, 2000, that were called RBSE and RPC.
MW, and Chopim I with 1.8 MW.
Subsequently, Provisional Measure No. 688/2015, among other topics, altered the
conditions for renewal of concession of these plants, which have become object
of a bidding process disputed through higher stock bonus to be offered by the
concession-holder vis à vis the smallest revenue required. As such, on November
On March 30, 2015, Copel Geração e Transmissão submitted to ANEEL a
technical opinion for the assessment for reimbursement of these investments,
which is pending validation by the agency for subsequent payment by the
Ministry of Mines and Energy - MME.
25, 2015, bidding process No. 12/2015 was held, through which the Mourão and
Concessions for Distribution
Governador Pedro Viriato Parigot de Souza plants were offered. After the bidding
process, Copel Geração e Transmissão was declared winner of Lot B1, through which
the Governador Pedro Viriato Parigot de Souza hydroelectric plant was offered,
thereby renovating the concession of the plant for an additional 30 years. For the
Mourão plant, Copel Geração e Transmissão did not submit a proposal.
Considering the Chopim I, after termination of the concession, the plant became
registered under Copel Geração e Transmissão, pursuant to Law No. 12,783/2013.
Rio dos Patos, is under a quota regime, introduced through the same law.
Concession for Transmission
On June 2, 2015, Decree No. 8,461 was published, which regulated the extension
of concessions for distribution of electricity as provisions of article 7 of Law
No. 12,783, of November 1, 2013. Through this decree, the MME could extend
concessions for distribution of electricity for 30 years, aiming to address the
following criteria:
I – Efficiency in terms of quality of services provided;
II – Efficiency in terms of economic-financial management;
III – Operating and economic rationality; and
IV – Rate affordability.
For concessions for transmission, a thirty-year extension was established.
On November 9, 2015, by order of the Ministry of Mines and Energy, the
Extension was offered to the concessionaire, and adhesion depended, in addition
request for extension was granted, and in the beginning of December 2015,
to accepting the anticipation of the original term for concession, acceptance of
the fifth contract amendment was executed, formalizing the extension of the
the following terms: (i) Revenue established pursuant to criteria defined by ANEEL;
Concession Agreement for Distribution of Electricity Services No. 46/1999,
and (ii) acceptance of service quality standards defined by ANEEL.
up to the end of July 7, 2045.
Copel Geração e Transmissão, after learning the conditions for renewal, made
The fifth contract amendment imposes conditions associated with service
the necessary analysis and assessments, opting for renewal of the transmission
quality indicators and economics-financial sustainability, which will be
agreements. Nevertheless, the extension failed to consider a series of investments
supported through an investment program focusing on automation and
made by the concessionaires and that were not reimbursed by the granting power.
new technologies, for the full application of rate adjustments approved
Consequently, in 2013, Normative Resolution No. 589 was published, establishing
by ANEEL, and for implementation of a corporate governance structure to
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INfRASTRUCTURe CAPITAL
be defined by the regulatory agency, ensuring protection and individualization of
DIStRIBUtION LINES
ExtENSION (kM)
Copel Distribuição.
The Company reiterates its commitment to economic sustainability of the
concession and to the continuous investments supported by cost control
management, maximization of productivity, and improvement of operational
efficiency.
transmission and distribution assets
G4-EU2
Energy sold (Gwh)
-0.7%
24,208
2,381
2,252
5,470
6,838
7,267
2014
24,043
2,371
2,256
5,530
6,929
6,957
2015
Residential
Industrial
Commercial
Rural
Other
Extension of transmission and distribution lines
G4-EU4
transmission
The Company operates 3,772.1 km of transmission lines and 38 substations of the
basic network with transformation potential of approximately 14,102 MVA.
Distribution
13.8 kV
34.5 kV
69 kV
138 kV
230 kV
Total
103,488
83,347
695.3
5,867
130
193,527
Efficiency in supply: management of quality and loss of energy
Quality and supply, measured through performance indicator of distributors
in terms of continuity of services provided, known as DEC (Equivalent
Duration of Interruption by Consumer Unit) and FEC (Equivalent Frequency
of Interruption by Consumer Unit) showed improvement in 2015 compared
with the previous year, as a result of enhancement of periodic maintenance,
preventive inspections, performance and expansion of work. G4-EU28, G4-EU29
The goals for the concession agreement for 2016 are: 13.61 (*hours and
hundreds of hours) for DEC and 9.24 (interruptions) for FEC.
Supply quality indicators
14.01
13.67
11.62
8.92
8.33
8.06
2013
2014
2015
52
Copel’s distribution line has 193,527 kilometers, and in all, it serves more than
4.4 million consumers, in 394 cities in the state of Paraná and one municipality in
DEC (hours)*
FEC (interruptions)
Santa Catarina.
2:08
1:49
2:03
Average waiting time
(hours)
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Nevertheless, Copel seeks more challenging goals, establishing 12.25 for DEC and
In generation activities, the indicator on average availability of the plants is
8.00 for FEC, in 2016.
monitored. The indicator measures the number of hours of interrupted generation.
Loss of energy is inherent to the nature of electricity transformation, transmission,
and distribution processes. In 2015, overall losses on distribution - technical, non-
technical and of basic network - represented 9.6% of the energy injected into the
distribution system. This percentage represented a 0.2 percentage point reduction
when compared with the previous year.
G4-EU30
AVERAGE AVAILABILIty fACtOR
2013
2014
2015
Total number of hours of planned interruption
51,915
71,967.37
42,265
Total number of hours of forced interruption
29,596
36,226.2
36,048
Own hydroelectric plants
Hydroelectric plants with Copel's Shareholding Interest
0.94
0.88
0.78
0.94
0.94
0.95
0.64
0.93
0.90
0.96
0.78
0.89
Technical losses, on this same base, registered a reduction of 0.1 p.p. and non-
Thermoelectric plants
technical losses decreased by approximately 0.3 p.p. in 2015.
Thermoelectric plants with Copel's Shareholding Interest
Copel Distribuição maintained a program to fight nontechnical losses, which
contributed to the reduction of this indicator.
Advances in operational excellence at Copel Distribuição
The transmission operation, on the other hand, can register losses in the
Group A telemetry
interconnected system, which are proportionately divided between generators and
In 2015, Copel expanded telemetry to consumers of group A. In 2015 there
distributors, and determined by the Electric Power Marketing Chamber (Câmara
were more than 13,000 telemetry points, corresponding to 92% of this type
de Comercialização de Energia Elétrica - CCEE).
of consumer.
53
G4-EU12
tyPES Of LOSSES
2013
2014
2015
Overall Loss - Distribution (%)
Overall Loss - Transmission (%)
Technical Loss - Transmission (%)
Technical Loss - Distribution (%)
Non-Technical Loss - Distribution (%)
9.9
1.7
1.7
6.6
1.6
9.8
1.7
1.7
6.2
1.9
9.6
1.8
1.8
6.1
1.6
Billing data is obtained automatically, without the need to employ the person
to read meters. This improves the quality of the process, eliminates error
and adds value, with data availability for internal processes, and via the
Internet, to clients.
This system is also capable of monitoring use of energy, issuing alarms when
abnormal situations occur, detecting problems and irregular procedures in
Compared with previous years, losses on the basic network changed, and totals
metering, and reducing commercial losses for Copel.
suffered losses observed in the basic network of the national interconnected system,
50% prorated to generators and 50% to load agents, where Copel Distribuição
has a defined portion given its share of the market. A change in this loss influences
overall losses.
Smart Grid Paraná project
Copel is developing a Smart Grid pilot project in Curitiba called Smart Grid
Paraná, cconceived to improve the quality of services and the Company’s
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service capability in the electric system and in telecommunications. The project will
Program Mais Clic Rural
enable the complete automation of the electric network to:
G4-EC1
• Avoid human interference to isolate sections without power and rely on automatic
reconfiguration of the system after interruption in supply;
Copel will invest R$ 500 million by 2018 in the largest rural electrification
project ever developed in the state of Paraná. Launched at the end of 2015,
Mais Clic Rural will expand and modernize the electric network in the rural
• Measure energy, water, and gas in an integrated and automated manner, reducing
area to transform the quality of energy supply to rural consumers, focusing
operating costs that affect the rates for these services;
• Carry out tests for building automation and integration to smart grids for power
supply stations for cars, bicycles and electric buses;
• Promote distributed micro generation for solar and wind sources.
The implementation the Company’s smart grid is part of the Smart Energy Paraná
program, created in 2013 by the state government to encourage distributed
generation through renewable sources. Currently, the project is undergoing a
technical assessment phase, seeking to refine solutions implemented during the
pilot project and the assessment of more suitable business models for its large-
scale dissemination.
on agricultural activities in important production processes. Practically every
rural region in the state will be served; however the largest volume will be
invested in the Southwestern and Central-southern region of the state.
The program will supply rural producers with electricity with quality
equivalent to large urban centers. To this end, Copel will implement smart
grid technology in rural areas. Approximately 3,000 km of new networks will
be built, with nearly 30 substations and close to 3,500 automatic re-closers.
The work proceeds in two fronts: improvement in infrastructure to increase
the quality of energy supply, and automation technologies to reestablish the
system with greater agility in case of power outage. In all, Mais Clic Rural
will directly benefit 70,000 producers in the state. The main beneficiaries are
Project Paraná Smart Grid installed 2,000 telemetry points throughout the Curitiba
tobacco growers, poultry, pig and milk producers in the state, agro-industrial
urban area, and 1,000 points in the rural area of Colombo and Bocaiúva do Sul in
niches that are more sensitive to the quality of power supply. Nevertheless, it
order to test the technology. Reading is done every hour allowing for detection of
is expected that investments in the network wil indirectly benefit 2.4 million
problems, power outages, and reading without physical displacement.
people in the rural and urban areas.
54
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fINANCIAL CAPITAL
financial Capital
G4-EC1
Net Operating Revenue
In 2015, the Net Operating Revenue exceeded the mark
of R$ 14.7 billion, with additional R$ 809.6 million,
representing a 5.8% increase compared with 2014. This
variation is mainly due to an increase of R$ 1,375.8
million in Revenue from Energy Supply, resulting
from the Extraordinary Rate Review (which occurred in
March 2015, and readjustment in June 2015) offsetting a
reduction of 0.7% in the captive market; (ii) reduction of
R$ 663.4 million in Electric Energy Supply, mainly due
to the variation in the Settlement Price Difference - PLD,
and decrease in dispatch of energy from the Araucária
plant; (iii) increase of R$ 151 million in Revenue from
Network Availability, arising above all from rate
readjustment occurred in June 2015; (IV) reduction by R$
82.7 million in Revenue from Construction (revenue
associated with construction services or improvement in
infrastructure used to provide distribution, transmission
of energy and gas services); (v) increase by R$ 44.5
million in telecommunication Revenue, mainly due to
the increase in number of clients, from 27,614 to 47,987
in 2015; (vi) increase by R$ 135.1 million in Revenue
from Distribution of Piped Gas, due to the increase
in the volume of gas distribution to the industrial, co-
5
1
0
2
4
1
0
2
0.09
0.2
0.5
0.9
1.2
0.07
0.1
0.4
2.4
3.7
5.8
1.0
1.3
2.2
4.4
4.4
0
2
4
6
8
Other Operating Revenues
Revenue from Construction
55
generation, and residential segments.
Revenue from Distribution of Piped Gas
Telecommunication Revenue
Revenue from Network
Availability (TUSD/TUST)
Electric Energy Supply
Result of sectorial financial assets and
liabilities
Revenue from Energy Supply
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Operating Costs and Expenses
The Company had an increase of R$ 560.5 million in 2015, representing an increase
of 4.6% mainly due to an addition of R$ 952.3 million in Electric Power Purchased
for Resale, an increase of R$ 534.9 million in Charges for the Use of the Network,
an increase of R$ 116 million in Personnel and Administration, and a reduction of
R$ 992.9 million in Provisions and Reversals.
Net Profit and EBITDA (EBITDA)
In 2015, net profit assigned to shareholders of the holding was R$ 1,192.7 million,
1.1% less than the amount obtained in the previous period of R$ 1,206 million. The
Company’s EBITDA in 2015 was R$ 2,585.2 million, representing an increase of R$
228.2 million compared with 2014. This 9.7% increase is mainly due to the increase
in net revenue in 2015, of R$ 809.6 million.
Evolution of net profit
1,101
178
1,336
275
1,266
402
923
1,061
864
1.8
19.9
2.3
16.8
2.5
24.6
30
25
20
15
10
5
0
3
2.5
2
1.5
1
0.5
0
2013
2014
2015
2013
2014
2015
9M
4T
EBITDA
EBITDA
Margin
Value Added
G4-EC1
In the 2015 period, Copel recorded R$ 14,456.4 million in Total Value Added, a total
2015
%
8
2
.
%
7.4
7.9%
9.3%
74.1%
58.4%
Provisions and Reversals
2014
9.6%
Government
Shareholders
7.4%
Retained
9.1%
15.5%
Third Parties
Personnel
Starting in June 2015, Copel GeT stopped provisioning credit for doubtful
debtors for the difference between the sales price of energy negotiated
in the CCEARs of the Colíder hydroelectric plant and the PLD, considering
the assumption of 150 days of exclusive responsibility associated with
delay in delivering the Colíder hydroelectric plant into operation (used to
test impairment in 2014). The balance provisioned until June 2015 is of R$
119.7 million. The Company is awaiting definition from ANEEL concerning
the request to review the schedule for the beginning of commercial
operations of the plant for a possible reversal of this provision. More
details available in Balance Sheets (p. 3-4).
Reassessment of Hydrological Risk
G4-EC2
At the end of December 2015, Copel Geração e Transmissão and Centrais
Elétricas do Rio Jordão filed a request to reassess the hydrological risk in the
ACR of the Mauá, Foz do Areia, Santa Clara and Fundão plants. According to
the request, and given its retroactivity, the subsidiaries managed to partially
recover the cost with GSF in the year at R$ 33.55 per average megawatt for
83.9% higher than the previous year. This variation is mainly due to the aggregate
the SP100 class product referring to the risk premium they hired.
increase of Copel’s supply rate in 2015 of 51.69%, composed of RTE and RTA. The
full statement can be seen in financial Statements (p.10).
This reassessment allows for a reversal of R$ 135 million in costs with
purchase of energy.
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Investments
In 2015, Copel’s investments totaled R$ 2,364.7 million. For 2016, the Company
intends to carry out investments of approximately R$ 3,149.8 million approved by
the 151st ordinary meaning of CAD.
Evolution of investments by Copel
COMPANIES (R$ MILLION)
INVEStED IN 2015
INVEStED IN 2014
VARIAtION % 2015-2014
BUDGEt 2016
Generation and Transmission
1,373.3
1,316.3
Distribution
Telecommunications
Wind Farm Projects (1)
Other (2)
Total
656.4
105.4
229.3
0.3
857.7
107.5
176.0
11.5
2,364.7
2,469.0
4.3
(23.5)
(2.0)
30.3
(97.5)
(4.2)
1,695.1
570.0
146.0
714.8
23.9
3,149.8
(1) Includes Brisa Potiguar, Cutia Empreendimentos Eólicos, São Bento Energia and Voltália.
(2) Includes Holding, Copel Renováveis, among others.
Investment program (R$ million)
For calculation purposes, consumers are considered in default in case of
a debit past due for more than 15 days up to 360 days, in compliance with
the term of the due date notice (ANEEL Resolution No. 414/2010), and
recognition of loss of past due debits is excluded.
In December 2015, default of consumers of Copel Distribuição totalled
R$ 272.8 million, which is equivalent to 1.81% of its revenue.
Liquidity and capital resources
The Company finances liquidity and the need for capital with resources
from operations and external financing, aiming to expand and modernize
businesses associated with generation, transmission, and distribution of
electricity, as well as telecommunications. It is important to note that the
Company seeks to invest in shareholding interest using financing lines
available in the market and in line with the Company’s capital structure,
in terms of financial leveraging considering the return of the projects. We
point out that our perspectives for financing, as well as cash availability,
will be sufficient to meet the needs of the Company’s investment plan. For
detailed information, see Explanatory Note - EN (Nota Explicativa – NE) 5
57
1,903
1,777
2,469
2,365
3,150
and 6, of the financial Statement (p.31-32).
2012
2013
2014
2015
2016
(Forecast)
Indebtedness
Consumer Default
Starting in the 2003 accounting period, Copel Distribuição began calculating the
default rate for supply of electricity, using the following calculation methodology:
Default (%) = ∑ past due debts > 15 days ≤ 360 days
∑ billing in the 12 month period
Copel’s level of indebtedness is in line with the Company’s capital structure,
in terms of financial leveraging considering the return of the projects, as
well as the expansion established in the Company’s strategic planning.
Additionally, indebtedness meets the criteria and performance indicators
required by the institutions in the financial market, as well as by the Banco
Nacional de Desenvolvimento Econômico e Social - BNDES. For detailed
information, see Explanatory Note - EN (Nota Explicativa – NE) 22, of the
financial Statement (p.65).
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Net debt* /EBItDA
analysis of temporal series, neural networks, fuzzy logic, and classic methods of
are used to acquire energy from the Distributor as well as tax and financial
planning. The system introduced a significant improvement to techniques and
consequently to the level of assertiveness in preparing market forecast using
forecast, sending the results of energy projections and demand by class, level of
tension, and rate position, for a ten-year horizon, and with varied frequencies.
Another important objective achieved through this project was the integration
of several forecasts prepared for different objectives, both for those already
mentioned above and for planning of operations and expansion of the
Company and also of the electric sector (ONS, EPE), eliminating duplicity
of data and reducing risk of discrepant information. In addition to greater
assertiveness of projects, SPIM provided greater agility, safety and reliability
data and processes, thereby contributing to the optimization of time and
smaller disbursements.
58
Covenant of 3.5
Net debt/EBITDA
2.8
2.4
1.4
2,545
2013
0.7
1,014
2012
5,517
2014
6,961
2015
Net
debt
Net debt/
EBITDA
*Considers guarantees and warranties
Copel’s level of indebtedness, measured through the index that represents the
ratio between net debt and EBITDA, has grown in recent years, reaching the mark
of 2.8 at the end of 2015. Despite the growth, the indicator is still distant from our
covenants, which is the ratio of 3.5.
Indebtedness is intrinsically associated with the Company’s solid investment
program in recent years.
Energy Planning
The R&D project Integrated Market forecast System - SPIM was developed together
with Lactec aiming to mitigate risks arising from energy market forecasts, as they
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On December 31 2015 and 2014
(Amounts expressed in R$ thousand, except when stated otherwise)
1 - CALCULATION BASE
NE 31
Net revenue (NR)
G4-EC1
2 - INTERNAL SOCIAL INDICATORS
NE 32.2
Management remuneration
Employee remuneration
Food and meals (meal allowances and others)
Mandatory payroll taxes and benefits
Pension Plan
Health (assistance plan)
Training and professional development
NE 32.2
Profit sharing
Employee compensation and severance pay
(1)
Other benefits
Total
3 - EXTERNAL SOCIAL INDICATORS
Culture
Health and sanitation
Sports
Other
Research & Development
Energy Efficiency Program
Morar Bem Program
Nighttime Rate Program
Other
Total contributions to society
Taxes (excluding payroll taxes)
Total
4 - ENVIRONMENTAL INDICATORS
Investments related to the company’s operations
Investments in programs and/or external projects
Total
(2)
Number of environmental sanctions
G4-EN29 Amount of environmental sanctions (R$ thousand)
In terms of defining annual targets for reduction of waste generation and of general
consumption during production/operation, as well as for increase of efficiency of natural
resources use, the company:
14,728,131
19,194
842,948
119,410
271,224
68,090
205,291
10,600
78,462
6,905
16,118
1,638,242
7,568
3,121
1,801
128,231
66,361
38,666
12,769
3,833
6,602
140,721
10,495,595
10,636,316
490,621
856
491,477
1
132
2015
2014
% ABOUT NR
% ABOUT NR
13,918,517
0.1
5.7
0.8
1.8
0.5
1.4
0.1
0.5
0.0
0.1
11.1
16,066
754,218
105,425
247,826
66,972
153,539
8,056
92,657
6,588
15,177
1,466,524
0.1
5.4
0.8
1.8
0.5
1.1
0.1
0.7
0.0
0.1
10.5
% ABOUT NR
% ABOUT NR
0.1
0.0
0.0
0.9
0.5
0.3
0.1
0.0
0.0
1.0
71.3
72.2
13,016
4,421
3,130
108,310
51,581
15,856
19,692
4,665
16,516
128,877
4,394,165
4,523,042
0.1
0.0
0.0
0.8
0.4
0.1
0.1
0.0
0.1
0.9
31.6
32.5
% ABOUT NR
% ABOUT NR
3.3
0.0
3.3
333,021
333,873
2
1,600
2.4
0.0
2.4
2015
(x) doesn’t have targets
( ) meets 0-50%
( ) meets 51-75%
( ) meets 76-100%
2016
( ) doesn’t have targets
( ) meets 0-50%
( ) meets 51-75%
(x) meets 76-100%
60
04Social audit About the Report Relevant AspectsMessage fromthe CEOSectorContextProfile About Copel GovernanceSustainability ManagementPerformance in Capitals Human Capital Intellectual Capital Social and Relationship Capital Natural Capital Infrastructure Capital Financial CapitalSocial AuditGRI Content IndexAssurance ReportAnnex
G4-LA12 5 - WORKFORCE INDICATORS (INCLUDINg SUBSIDIARIES)
Number of employees at the end of the year
Number of hires during the year
Employee schooling
Total Higher and postgraduate
Total Secondary
Total Primary
(3)
Employee Age group
Under 18
From 18 to 30 (exclusive)
From 30 to 60 (exclusive)
From 45 to 60 (exclusive)
60 or older (exclusive)
Women working in the company
% of women in management positions:
In relation to the total number of women
In relation to the total number of managers
Blacks working in the company
% of blacks in management positions:
In relation to the total number of blacks
In relation to the total number of managers
Employees with special needs
Dependents
Outsourced
Apprentice(s)
Intern(s)
(4)
(5)
(5)
Number of labor suits in course at the end of the year
Number of labor suits terminated in the period
6 - RELEVANT INFORMATION ON CORPORATE CITIZENSHIP
(6)
Ratio of highest to lowest remuneration in the company
Total number of work-related accidents
(includes accidents involving contractors)
Total number of consumer complaints and grievances:
to company
at PROCON (Consumer Protection Agency)
in court
% of complaints addressed or solved:
to company
at PROCON (Consumer Protection Agency)
in court
8,813
234
8,777
235
Male
2,993
3,673
181
Female
1,289
670
7
Male
2,684
4,044
124
Female
1,165
758
2
Total
3,849
4,802
126
-
1,331
4,159
3,232
55
1,927
5.3
20.6
1,002
2.7
5.4
195
16,256
5,895
177
313
4,867
552
Total
4,282
4,343
188
-
1,100
4,257
3,371
85
1,966
5.4
19.9
981
3.3
6.0
207
15,580
6,457
252
333
4,795
1,011
19
254
43,360
558
2,649
99.3%
100.0%
17.1%
19
263
34,106
515
2,680
100.0%
97.5%
17.2%
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2015
Metas 2016
The company’s social and environmental projects were defined by:
Board and management
Board and management
Work place safety and sanitary standards were defined by:
Regarding freedom of association, right to collective bargaining and internal worker
representation, the company:
Private pension plan covers:
Profit sharing program covers:
In selecting suppliers, the same ethical, social responsibility and environmental standards
adopted by the company:
All + Cipa (Internal Commission for the
Prevention of Accidents)
All + Cipa (Internal Commission for the
Prevention of Accidents)
Encourages and will follow ILO
Encourages and will follow ILO
All
All
All
All
Are required
Are required
Regarding employee participation in volunteer work, the company:
organizes and encourages
organizes and encourages
G4-EC1 7 - gENERATION AND DISTRIBUTION OF WEALTH
Total value added for distribution
Distribution of Value Added:
Third parties
Personnel
Government
Shareholders
Retained
8 - OTHER INFORMATION
2015
14,456,447
7.9%
9.3%
74.1%
2.8%
5.9%
2014
7,860,056
9.1%
15.5%
58.4%
4.9%
11.8%
• After 2010, the Instituto Brasileiro de Análises Sociais e Econômicas - Ibase has no longer prescribed its standard model for Social Audit, understanding that this tool and methodology are already broadly disseminated among
companies, consulting companies and institutes that promote corporate social responsibility in Brazil. For this reason, Copel, which had been using this model since 1999, decided, based on Ibase recommendation, to improve its Social
Audit Statement, addressing information requested in NBCT 15 with a view to ensuring transparency.
• The explanatory notes - ENs are an integral part of the Financial Statements and contain additional social and environmental information not covered in this Social Audit
• This Social Audit contains data related to Copel holding, wholly-owned subsidiaries, associated companies and consortiums due to the consolidation of their results with Copel’s, unless indicated otherwise.
(1) The item Other Benefits is composed of: Complementary Illness Assistance, Extended Maternity Assistance, Insurance, Surplus Transport Allowance and Assistance for Permanent Injury, Accidental Death, Daycare Assistance,
Education, Culture and Occupational Health and Safety Assistance.
(2) This information refers to social and environmental fines and notifications for Copel holding and its wholly-owned subsidiaries: Copel Distribuição S.A., Copel Geração e Transmissão S.A, Copel Telecomunicações S.A., Copel
Comercilização S.A. and Copel Renováveis S.A. The original amounts are disclosed; these may be altered in accordance with the administrative defense presented to the environmental body. Amounts related to Terms of Commitment
- TCs and Terms of Conduct Adjustment - TACs are classified as external social or environmental, depending on the specific nature of each.
(3) Refer to the apprentice program in conflict with the law, which was terminated in 2014.
(4) This number corresponds to the total number of contractors hired in the year regardless of the number of hours worked. It does not represent the number of outsourced work positions. Neither does it cover the contractors engaged
in the implementation of the work of Copel Geração e Transmissão and subsidiaries (Plants, Transmission Lines and Substations) or those engaged in the expansion of the Copel Telecom system.
(5) Not part of the staff.
62
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Content Index
G4-32
The following table presents the indicators of the GRI guidelines reported in this publication and the identification of their location
throughout the contents of the Report or their direct response.
IndIcator
detaIls or reference page
global compact
strategy and analysIs
G4-1 Message from the president
6
G4-2 Description of key impacts, risks, and opportunities
6, 8, 15, 16, 22
organIzatIonal profIle
G4-3 Name of the organization
G4-4 Primary brands, products, and/or services
G4-5 Location of organization’s headquarters
G4-6 Countries where the organization has significant operations or those that
are specifically relevant to the sustainability topics covered in the report
G4-7 Nature of ownership and legal form
G4-8 Markets served
G4-9 Size of the organization
G4-10 Labour force profile
by category
female
Advisor
Director
*Employee
*Manager
Intern
*Direct employees
3
0
1,805
104
187
Work hours/day
female
4 hours
6 hours
8 hours
grand total
by regIon
South
Southeast
Midwest
Northeast
34
363
1,512
1,909
female
1,903
0
6
0
total number of employees
1,909
male
34
23
6,303
416
136
male
45
418
6,256
6,719
male
6,648
9
57
5
6,719
12
12
12
12
12, 19
14
14, 27
27
total
37
23
8,108
520
323
total
79
781
7,768
8,628
total
8,551
9
63
5
8,628
All
6
by career
female
male
total
Operational
Technical Prof. High
School Degree
Prof. High School
Degree
Prof. University
Degree
total
Employee
Manager
total
Employee
Manager
total
Employee
Manager
total
Employee
Manager
0
0
0
136
135
1
1,377
1,339
38
396
331
65
grand total
1,909
136
135
1
1,937
1,910
27
3,554
3,468
86
1,092
790
302
6,719
136
135
1
2,073
2,045
28
4,931
4,807
124
1,488
1,121
367
8,628
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05Content IndexAbout the Report Relevant AspectsMessage fromthe CEOSectorContextProfile About Copel GovernanceSustainability ManagementPerformance in Capitals Human Capital Intellectual Capital Social and Relationship Capital Natural Capital Infrastructure Capital Financial CapitalSocial AuditGRI Content IndexAssurance ReportAnnex
G4-11 Percentage of employees covered by collective bargaining agreements
G4-12 Description of the organization’s supply chain
G4-13 Significant changes regarding size, structure, ownership, and supply
chain
27
34
12, 50
G4-14 Description of how the precautionary approach or principle is addressed
by the organization
22
G4-15 Externally developed social charters, principles, or other initiatives
3, 23, 79
G4-16 Memberships of associations and organizations
23, 79
IdentIfIed materIal aspects and boundarIes
G4-17 Entities included in the consolidated financial statements and entities
not covered by the report
G4-18 Process for defining the report content
G4-19 Material aspects identified in the process for defining report content
G4-20 Aspect boundary, within the organization, of each material aspect
G4-21 Aspect boundary, outside the organization, of each material aspect
G4-22 Restatements of the information are provided throughout the report,
together with the context of the change
3, 13
3, 4
5
5
5
3, Restatements of the information are provided throughout the report, together with the context of the change.
G4-23 Significant changes from previous reporting periods in the scope and
aspect boundaries
3,4
stakeholder engagement
G4-24 List of stakeholder groups engaged by the organization
4, 5
G4-25 Basis for identification and selection of stakeholders with whom the
company engages
G4-26 Approach to stakeholder engagement
G4-27 Key topics and concerns that have been raised during the engagement,
by stakeholder group
report profIle
G4-28 Reporting period
G4-29 Date of most recent previous report
G4-30 Reporting cycle
G4-31 Contact point for questions regarding the report or its contents
G4-32 ‘In accordance’ option and location of the GRI Content Index
G4-33 Policy and current practices with regard to seeking external assurance
for the report
governance
G4-34 Governance structure of the organization
G4-35 Process for delegating authority from the highest governance body for
economic, environmental, and social topics
G4-36 Report whether the organization has appointed an executive-level
position or positions with responsibility for economic, environmental
and social topics, and whether post holders report directly to the highest
governance body
4
4
5
3
3
3
4
3, 64
3, 76
18
23
23
G4-37 Processes for consultation between stakeholders and the highest
governance body on economic, environmental and social topics
The company has several structures for dialogue and for meeting the demands of its stakeholders, as shown in subsection Integrity
Practices.
G4-38 Composition of the highest governance body and its committees
18, 19
G4-39 Chair of the highest governance body
G4-40 Selection criteria and nomination processes for the highest governance
body and its committees
19
19
1,2,3
All
All
All
All
10
All
All
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G4-41 Processes to ensure conflicts of interest are avoided and managed
17
G4-42 Roles of the highest governance body and senior executives in the de-
velopment of policies and goals to manage impacts
The Assembled Board has executive functions and implements the Company's strategy. The Board of Directors determines and sets the
overall direction of the business.
G4-43 Measures taken to develop and enhance the highest governance body’s
collective knowledge of economic, environmental and social topics
G4-44 Process for delegating authority from the highest governance body for
economic, environmental, and social topics
20
20
G4-45 Responsibility for the implementation of economic, environmental and
social policies
22, 23
G4-46 Role of governance in reviewing the effectiveness of the organization’s
risk management processes for economic, environmental and social aspects
22
G4-47 Frequency of the highest governance body’s review of impacts, risks,
and opportunities
19, 22
G4-48 Formal approval of the organization’s sustainability report
On March 15, 2016, the Board of Directors approved the integrated reporting structure applied to Copel’s 2015 Sustainability Report and its
strategic and material aspects, which should be the focus of the company’s management and communication with its stakeholders.
G4-49 Process used for communicating critical concerns to the highest
governance body
22
G4-51 Relation between the remuneration and the performance of the
organization
19
The remuneration of directors and audit committee members is made up only by honorary payments, not linked to the achievement of
any goals or variable compensation or performance indicators.
G4-52 Process for determining remuneration
19
G4-53 Stakeholders’ views regarding remuneration, including the results of
votes on remuneration policies and proposals, if applicable
Stakeholders do not participate in the company’s remuneration process.
G4-54 Ratio between the highest salary and the overall average of the
organization
The remuneration of the highest paid individual is 7 times higher than the average for all employees. The calculation considers all items of
the compensation, except the 13th salary.
G4-55 Ratio between the increase in the highest salary and the average in-
crease of the organization
The increase in total annual remuneration of the highest-paid individual equals one time the average percentage increase of the total
annual remuneration of other employees.
ethIcs and IntegrIty
G4-56 Organization’s values, principles, standards and norms of behavior
12, 20, 21
G4-57 Internal and external mechanisms for seeking advice on ethical and
lawful behavior
G4-58 Internal and external mechanisms for reporting concerns about
unethical or unlawful behavior, and matters related to organizational integrity,
such as escalation through line management, whistleblowing mechanisms or
hotlines.
21
21
10
All
All
All
10
All
10
10
IndIcator
detaIls or reference page
global compact
economIc aspects
economIc performance
G4-EC1 Direct economic value generated and distributed
27, 28, 41, 54, 55, 56, 60, 62
G4-EC2 Financial implications and other risks and opportunities for the
organization’s activities due to climate change
43, 56
market presence
G4-EC5 Ratio of the lowest wage compared to the local minimum wage
Variation of the lowest wage and the minimum wage: 2.19
Variation of the lowest wage and the minimum wage - Male: 2.02
Variation of the lowest wage and the minimum wage - Female: 2.19
National minimum wage on 12/31/2015: R$ 788.00
IndIrect economIc Impacts
G4-EC7 Development and impact of infrastructure investments and services
provided
41
1, 2, 7, 8, 9
1, 2, 7, 8, 9
1, 2, 6
1, 2, 7, 8, 9
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actIvItIes
descrIptIon of the Investment
current and expected Impacts
type of Investment
Implementation of Parque Linear - Caminhos do Iguaçu -
located in União da Vitória, State of Paraná.
Technical support to municipal administrations in the
area of influence of the Colíder Hydroelectric Plant in the
preparation and/or implementation
of their Participatory Master Plans.
Monitoring and promotion of local economic activities, from
the start of construction of the Colíder Hydroelectric Plant
up to a few years after completion.
Epidemiological surveillance and monitoring in the area of
influence of the Colíder, Hydroelectric Plant in accordance
with the guidelines of the Ministry of Health. An action
plan for controlling this disease was agreed upon with local
authorities.
Social Projects BNDES - Colíder Hydroelectric Plant- Social
demands submitted by the municipal managers that were
approved by Copel’s Board of Directors.
Park with an extension of 4 km, covering a large portion
of the coast of the city of União da Vitória, in the
Environmental Protection Area (APP) of the reservoir of the
GBM Hydroelectric Plant. It has 3 sports courts, 1 skate park,
1 motocross track and 1 lookout point.
- Sport and leisure options;
- Boost to tourism in the municipality;
- Park lighting, improving security in the region;
- Prevention of irregular occupations in floodable areas of
the Environmental Protection Area (APP).
- Investments in a landscaping team and maintenance of
green areas;
- Investments totaled R$ 2,935,314.31;
- Contributions of the municipality, in environmental
education and maintenance of the park.
A specialized company was contracted to assist the munici-
palities in all stages of mobilization, training, dissemination,
diagnosis, and drafts of bills.
The municipalities were better prepared to host the proj-
ect, through stimulus to the institutionalization of planning
structures and territorial management.
- Total Invested (R$): 190,613.08
- Services agreement.
Meetings for the development of fishing activities; Action
Plan for the Development of Tourism; household production
included in the municipalities of the area of influence of
the Colíder Hydroelectric Plant, and Training Workshops
in production management, processing, and marketing
processes.
Boats, trucks, motorcycles, furniture, rechargeable
flashlights, printers, digital cameras, GPS, software licenses,
and Entomological materials were transferred. Ambulances,
office supplies, computer equipment, laboratory equipment
and supplies, and logistical support services are also
foreseen.
Investments by the municipality were:
- NOVA CANAÃ DO NORTE: 2 ambulances;
ITAÚBA: 1 van adapted for transportation of patients;
- CLÁUDIA: X-ray equipment and Processor, 2 playgrounds
for 2 municipal daycares, 1 Ambulance, and 1 minibus
- COLÍDER: 46 air conditioners for cooling of 12 municipal
schools; Construction of the headquarters of the
Department of Children and Family Services (DCFS);
Reconfiguration and stimuli to the development
of sustainable economic activities, contributing to
strengthening the municipalities and reducing the risks of
economic downturn at the end of the construction work of
the Colíder Hydroelectric Plant.
- Total Invested (R$): 351,812.80
- Services agreements.
Prevention of outbreaks of the disease during construction
of the project and permanent strengthening of
environmental surveillance and epidemiological conditions
of the municipalities in the area of influence of the project,
since it is a malaria-endemic region.
- Total Invested (R$): 1,223,921.65
- Terms of Donation
Coordination with the local public authorities that drive
public policies and projects to serve the various segments
of the local community.
- Total Invested (R$): 1,207,274.10
G4-EC8 Significant indirect economic impacts, including the extent of impacts
16, 36
procurement practIces
G4-EC9 Proportion of spending on locally-based suppliers
envIronmental aspect
energy
G4-EN3 Energy consumption within the organization
Water
G4-EN8 Total water withdrawal by source
34
45
45
G4-EN9 Water sources significantly affected by withdrawal of water
45
In the production process for energy generation, there is no significant variation between the volume of water withdrawn and the volume
of water returned to the source; therefore, this amount was not considered as consumption.
bIodIversIty
G4-EN11 Operational sites owned, leased, managed in, or adjacent to,
protected areas and areas of high biodiversity value outside protected areas
Copel, including assets of Copel GeT and Copel DIS, has 8,208.4 km of transmission lines with voltages ranging from 69 to 500kV. Of this total,
only 82.146 km reach Full Protection conservation units, according to the National System of Protected Areas (SNUC), only 0.96% – of its total
extension.
G4-EN12 Description of significant impacts of activities, products, and services
on biodiversity in protected areas and areas of high biodiversity value outside
protected areas
46
In 2015, eight preliminary environmental studies were carried out and their Simplified Environmental Reports -RAS were prepared, for the
following projects: Substation Douradina; Substation Bela Vista; Substation Colombo; Substation Rio Branco do Sul; TL Joaquim Távora;
TL ATM - RBS; Substation Catanduvas kV; TL Cafelândia. These studies did not identify relevant impacts on biodiversity, considering the
magnitude of the projects and their locations.
1, 2, 7, 8, 9
1, 2, 7, 8, 9
7, 8
7, 8
8
8
8
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47
8
rio dos touros ecological station is classified as Full Protection and is aimed at preserving nature and conducting scientific research. It was created on June 5, 2001 through State Decree No. 4,229/2001, for environmental compensation of the
Governador Ney Braga Hydroelectric Plant. The predominant vegetation cover is the Araucaria Moist Forest. It has an area of 1,231.06 hectares and is located on the right bank of the reservoir of the Governador Ney Braga Hydroelectric Plant (Salto
Segredo), municipality of Reserva do Iguaçu, State of Paraná.
tia chica ecological station will be classified as Full Protection, aiming at the preservation of nature and scientific research. It has an area of 423.12 ha and is located in the backwater of the reservoir of the Derivação Hydroelectric Plant in the Jordão
River, municipality of Pinhão, State of Paraná. The area declared of Public Utility for condemnation purposes has not yet been declared as a Conservation Unit, and the process is ongoing.
guarani river state park is classified as Full Protection and aims at preserving natural ecosystems of ecological significance and scenic beauty. It began to be studied by Copel in 1997, as a result of the implementation of the Governador José Richa
Hydroelectric Plant. The predominant forest formations are the Semi-deciduous Seasonal Forest and the Araucaria Moist Forest. It has an area of 2,322.00 ha and is located on the right bank of the reservoir of the Hydroelectric Plant. Governador José
Richa (Salto Caxias), municipality of Três Barras do Paraná, State of Paraná.
lago azul state park is classified as Full Protection and aims at preserving natural ecosystems of ecological significance and scenic beauty. It has an area of 1,749.00 hectares and is located in the Semi-deciduous Seasonal Forest and the Araucaria
Moist Forest, compensating the areas affected by the reservoir and vicinity of the Mourão Hydroelectric Plant, municipality of Campo Mourão and Luiziana, State of Paraná. Report the status of the area: It was created through State Decree No.
3,256/1997.
- Copel has had an agreement with the IAP - Environmental Institute of Paraná - since 2012, through which it provides outsourced job positions exclusively for the production of native forest seedlings used in the restoration of Permanent Preservation
Areas, Legal Forest Reserves and Forest Replacement Areas. In addition, part of the seedlings grown in Copel’s Forest Plantations are donated and used for forest restoration in the State. Source: Copel contracts and http://www.bioclima.pr.gov.br/
modules/noticias/article.php?storyid=41
All of these Protected Areas created by Copel present biodiversity characteristics similar or superior to the affected locations for installation of the projects compensated. Only areas with clear environmental interest in order to represent the original
forest formations are accepted create Protected Areas. More information in Protected Areas on the website.
G4-EN14 Total number of IUCN red list species and in other conservation lists
with habitats in areas affected by operations of the organization
crItIcally
endangered
endangered
vulnerable
near threatened
least concern
8
2
12
34
11
28
endangered specIes
emIssIons
G4-EN15 Direct greenhouse gas (GHG) emissions (Scope 1)
G4-EN16 Indirect greenhouse gas (GHG) emissions from the acquisition of
energy (Scope 2)
G4-EN17 Other indirect greenhouse gas (GHG) emissions (Scope 3)
43
43
43
G4-EN18 Intensity of greenhouse gas (GHG) emissions
Intensity of emissions (ton of CO2 eq scope 1 and 2) by Net Operating Revenue reached in R$ thousand: 0.045
G4-EN19 Reduction of greenhouse gas (GHG) emissions
43
G4-EN20 Emissions of ozone-depleting substances (ODS)
Copel doesn’t operate production, import or export of SDO.
aIr emIssIons
2015
G4-EN21 NOx, SOx and other significant air emissions
NOX
SOx
Persistent Organic Pollutants (POP)
Volatile Organic Compounds (VOC)
Hazardous Air Pollutants (HAP)
Particulate Matter (PM)
583
4,797
0
0.42
0
229
effluents and Waste
G4-EN22 Total water discharge by quality and destination
In 2015, Copel’s administrative facilities, in the State of Paraná, discharged 106,507.2 m³ of sanitary wastewater* in public collection
networks or in controlled septic tanks.
*Generation of sanitary wastewater calculated according to NBR 7,229, coefficient of return water - sewer = 0.8.
G4-EN23 Total weight of waste by type and disposal method
46
7, 8
7, 8
7, 8
7, 8, 9
7, 8
7, 8
8
8
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complIance
60
G4-EN29 Monetary value of significant fines and total number of non-
monetary sanctions for non-compliance with environmental laws and
regulations
MONETARy VALUE OF SIGNIFICANT FINES (R$)
Number of non-monetary sanctions
sIgnIfIcant fInes
2013
2014
2015
25,000
0 132,000
1
0
1
In 2015, there was a non-monetary sanction, with the legal nature of suspension of activities (infraction 013510/15 - ICMBio) -
which, in turn, has been restored. Also in 2015, a Public Civil Action was filed by the Non-Governmental Organization "M.A.E"
against Copel Distribuição S.A., whose application includes compensation for damage and materials, totaling the amount of R$
1,058,897.10.
supplIers
G4-EN32 Percentage of new suppliers that were screened using environmental
criteria
G4-EN33 Significant actual and potential negative environmental impacts in
the supply chain and actions taken
38
38
socIal aspect
labor practices and decent work
employment
G4-LA1 Total number and rates of new employee hires and employee turnover
27
8
8
8
6
G4-LA2 Benefits provided to full-time employees that are not provided to
temporary or part-time employees
28
Copel offers a package of benefits that contribute to the well-being of all employees: Food Aid, Snack Aid, Daycare Assistance,
Extended Maternity Leave, Extended Paternity Leave, Profit Sharing, Advance of the 13th Salary, Education Aid, Foreign Language Training,
Advance on Vacation Bonus, Vacation Allowance, Flexibility, Assistance to People with Disabilities, Professional Rehabilitation and
Readjustment Program, Award for Traffic Safety, Complementing Disability Insurance, Chemical Dependency Program, Vaccination.
Quality of Life Benefits - Internal Games, SESI Games, Pre Retirement program, Health and Energy Facilities, Copel Choir
Benefits provided through the Copel Foundation - Private Pension Plan, Annuity Plan, Pro-Health III, Loans
1, 2, 6
G4-LA3 Return to work and retention rates after parental leave
In 2015, 117 employees took maternity leave (return rate 98.29%) and 283 – paternity leave (return rate 100%).
occupatIonal health and safety
G4-LA6 Types of injury and rates of injury, occupational diseases, lost days,
and absenteeism, and total number of work-related fatalities
traInIng and educatIon
G4-LA9 Average number of training hours per year by employee
G4-LA10 Programs for skills management and lifelong learning that support
the continued employability of employees and assist them in managing career
endings
G4-LA11 Percentage of employees receiving regular performance and career
development reviews, by gender and by employee category
dIversIty and equal opportunIty
31
29
29
29
G4-LA12 Composition of governance bodies and breakdown of employees
by employee category according to gender, age group, minority group
membership, and other indicators of diversity
61
More information is described in G4-10 indicator of index.
supplIer assessment for labor practIces
G4-LA14 Percentage of new suppliers that were screened using labor practices
criteria
G4-LA15 Significant actual and potential negative impacts for labor practices
in the supply chain and actions taken
38
38
6
6
6
6
6
1, 2, 7, 8
1, 2, 7, 8
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Investments
G4-HR1 Total number and percentage of significant investment agreements
and contracts that include human rights clauses or that underwent
human rights screening.
38
IndIgenous rIghts
G4-HR8 Total number of incidents of violations involving rights of Indigenous
people and actions taken
41
supplIer human rIghts assessment
G4-HR10 Percentage of new suppliers that were screened using human rights
criteria
G4-HR11 Significant actual and potential negative human rights impacts in the
supply chain and actions taken
38
38
socIedade
local communItIes
G4-SO1 Percentage of operations with local community engagement, impact
assessments, and local development programs
100% of operations
G4-SO2 Operations with significant actual and potential negative impacts on
local communities
16, 39
Anti-Corruption
G4-SO3 Total number and percentage of operations assessed for risks related
to corruption and the significant risks identified
G4-SO4 Communication and training on anti-corruption policies and
procedures
20
20
G4-SO5 Confirmed incidents of corruption and actions taken
20 One of the confirmed cases of corruption is related to obtaining own financial benefits and benefits of third parties. Another case
occurred in São José dos Pinhais with employees charging clients undue amounts. Both cases resulted in employment termination.
publIc polIcIes
G4-SO6 Total value of political contributions by country and recipient/
beneficiary
Anti-Competitive BehAvior
Given its quasi-public nature, the Company is legally prohibited to making this type of contribution.
G4-SO7 Total number of legal actions for anti-competitive behavior, anti-trust,
and monopoly practices and their outcomes
Copel does not have pending or closed lawsuits regarding unfair competition and violation of antitrust laws and of the regulation of
monopoly in which the Organization has been identified as a participant.
complIance
G4-SO8 Monetary value of significant fines and total number of non-monetary
sanctions for non-compliance with environmental laws and regulations
Total monetary value of significant fines (R$)
Number non-monetary sanctions
Proceeding instituted through mechanisms of arbitration
2013
2014
2015
8,683,432
7,634,638
4,750,816
1
0
0
0
1
0
supplIer assessment for Impacts on socIety
G4-SO9 Percentage of new suppliers that were screened using criteria for
impacts on society
G4-SO10 Significant actual and potential negative impacts on society in the
supply chain and actions taken
38
38
envIronmental grIevance mechanIsms related to Impacts on socIety
G4-SO11 Number of grievances related to impacts on society filed, addressed,
and resolved through formal grievance mechanisms
36
2
1
1, 2
1, 2
1, 2, 7, 8
1, 2, 7, 8
10
10
10
10
1, 2, 7, 8, 10
1, 2, 7, 8, 10
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G4-PR5 Results of surveys measuring customer satisfaction
34, 35, 36
complIance
responsIbIlIty for product
G4-PR9 Monetary value of significant fines for non-compliance with laws and
regulations concerning the provision and use of products and services
In 2015, there was no case of non-compliance associated with quality in Tele Service (INS, Iab and ICO Indices), Quality in Distribution of
Services - DIC, FIC, and DIMIC or Supply Voltage Levels.
IndIcator
detaIls or reference page
global compact
sector dIsclosures
organIzatIonal profIle
EU1 - Installed capacity, broken down by primary energy source and regulatory
regime
50
EU2 - Net energy output, by primary energy source and regulatory regime
50, 52
EU3 Number of residential, industrial, and trade accounts
EU4 Extension of transmission and distribution lines, aerial and underground,
broken down by regulatory system
34
52
management of demand for electrIc poWer
G4-DMA EU7 Management programs for demand, including residential, trade,
institutional, and industrial (former EU7).
37
The distribution utilities developed and implemented a campaign aiming to clarify for consumers of their concession areas about how the
mechanism for fare flags works and raise awareness about the efficient use of electricity.
The campaign aimed to reach the largest audience possible, throughout the country. To this end, videos, spots, and advertisements were
produced to be aired on TV, radio, Internet and print media, with simple and educational explanations.
research & development
G4-DMA EU8 R&D activity and expenditure aimed at providing more reliable
electricity and promoting sustainable development (former EU8).
32
avaIlabIlIty and relIabIlIty
G4-DMA EU6 Management approach to ensure short- and long-term
electricity availability and reliability (former eu6).
50
1, 7, 8
The Operation and Maintenance (O&M) processes for Generation have a management model supported by Reliability techniques. The Operation and Maintenance Based on Reliability (O&MBC) is a structured process that aims, through
the analysis of cause and effect, to define the ideal policies for failure management to prevent or limit the consequences of functional failures and their relationships (health, environment, safety and costs), when applied to any physical
asset, considering their operational context.
The guarantee of reliability and availability of electricity in Copel’s Distribution system is a complex system that involves planning of networks in the medium and long term as well as several short-term actions, called Operation for
Distribution Networks.
Planning of distribution networks is analyzed through medium-and long-term studies, involving mainly three sub-processes by voltage class: Low Voltage Distribution System, in the 220/127V and 254/127V voltages, Medium Voltage
Distribution System, in the 13.8kV and 34.5kV voltages, and High Voltage Distribution System, in the 69kV, 88kV, and 138kV voltages;
For low-voltage circuits, the network designer uses, among others, peak data (demand) and consumer capacity.
For medium-voltage systems, planning uses customer consumption and demand data, market growth data (provided by the energy market studies area of DIS) as well as data from metering in substations.
For high-voltage systems, planning uses customer consumption and demand data, market growth data (provided by the energy market studies area of DIS), data from metering in substations, and data provided by the agencies of the
electricity sector, the ONS (Electric System National Operator) and the EPE (Energy Research Company). Several studies are conducted and developed in conjunction with these agencies.
The networks are simulated considering the rate of natural increase in a particular region and systemic construction works are planned to meet consumer demand for energy.
The operation of distribution networks works to ensure reliability and availability of electricity in the short term, using computerized systems and professionals to ensure availability of the electrical system, coordinate reconnection, and
optimize service and maintenance teams.
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G4-EU10 Planned capacity in MW, including energy purchased and reserve
margins for each regulatory regime broken down by both sources of energy
and building capacity; planning of future investments, including agreements
signed by the plant.
system effIcIency
Copel does not perform a comparison between the planned capacity with the projection of demand, because the planning expansion of
generation is carried out by the Energy Research Company (EPE), considering the entire load of the
National Interconnected System (SIN)
G4-EU11 Average generation efficiency of thermal plants by energy source and
by regulatory regime
average generatIon effIcIency
2013
2014
2015
Figueira Thermal Plant
- Fuel: coal
- Installed power: 20MW
- Efficiency – PCI base
Araucária Thermal Plant
- Fuel: natural gas
- Installed power: 475MW (combined cycle)
- Efficiency – PCI base
16.64
16.64
16.64
52.52
52.41
54.43
G4-EU12 Transmission and distribution losses as a percentage of total energy
53
bIodIversIty
G4-EU13 Biodiversity of offset habitats compared to the biodiversity of the
affected areas
47
Management of the compensation areas of the main projects being installed by Copel GeT (Colíder Hydroelectric Plant and TL-
ARA TAU) does not allow for presentation of consolidated data on their compensation areas, since they are still undergoing a
negotiation and/or execution process. Over 2016 these areas will be recorded, and may be presented in the next report.
Area of the habitat (km2): 0.03
Main species preserved/protected: Avifauna: mainly the rufous-bellied thrush and Jurema (native plant)
Habitat classification: Forest and caatinga biome
labor practIces and employment
G4-DMA EU14 Programs and processes that ensure the availability of skilled
labor (former EU14).
27, 28, 29
27
Considered a new rule to retirement, in which the numbers 85 and 95 represent the sum of the age of the person and their time
of contribution to the INSS (National Social Security Institute). 85 for women, and 95 for men. These number increase over time,
taking into account the life expectancy of Brazilians. 85/95 will be valid until 2018. Then it will increase until 2027, when it will be
90/100.
perIod
male
female
G4-EU15 Percentage of employees with a right to retirement in the next 5 to 10
years, broken down by functional category and region
Up to Dec. 30/2018
From Dec. 31/2018 to Dec. 30/2020
From Dec. 31/2020 to Dec. 30/2022
From Dec. 31/2022 to Dec. 30/2024
From Dec. 31/2024 to Dec. 30/2026
From Dec. 31/2026 onwards
95
96
97
98
99
100
85
86
87
88
89
90
7, 8
1, 2, 5
1, 2, 5
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construction, operation and maintenance activities.
EU18 Percentage of contractor and subcontractor employees that have
undergone relevant health and safety training
local communItIes
G4-DMA EU19 Stakeholder participation in the decision making processes
related to energy planning and infrastructure development (former EU19).
Distribution – estimated number of days worked by contractor and subcontractor in:
2014
2015
Construction activities
Operation activities
Maintenance activities
767520
777504
0
0
625248
672672
Business Distribution of information:
Activities associated with: cleaning and maintenance of offices and power-generating plants, maintenance of green areas, clearing under
transmission lines and right of ways, travel, masonry, apprentice, service in canteens/kitchens, geoprocessed registration, specialized consulting,
courier, messenger, SW development, typing, development of projects, submission of notice of disconnection, gymnastics, meter reading,
consumer connection, disconnection and reconnection, cleaning and maintenance of green areas, maintenance of lines and networks, carpentry,
engineering works, trimming of trees, reception services, clearing of right of ways, general services, technical support, computer service, telephony,
telecommunications, training, surveillance.
31
In 2015, a total of 5,955 (i.e. 100% of) contractors and subcontractors were trained on health and safety.
At Copel Generation and Transmission, there were 3,291 people trained. Due to the high turnover of contracted employees and due to the
characteristics of the contracts (eg. by demand), it is not possible to estimate the proportion of trained contractors. The Company adopts as
a rule the achievement of security integration training for all its contractors.
1, 2, 5
Participation of stakeholders occurs in various ways, according to the phase of each project. Details of the main parties involved can be found below:
Copel holding: Copel Distribuição is a wholly owned subsidiary of Copel Holding. All investment decisions are on the agenda of and approved by the Holding.
Government of the State of paraná: The government has controlling interest of the common shares and retains administrative control of Copel Holding, and is therefore involved in all strategic decisions of Copel Distribuição.
ministry of mines and energy: The Ministry operates directly and indirectly (through its related companies detailed below) in the decision-making process of long-term investments.
aneel: The National Electric Energy Agency - agency linked to the MME, aims to standardize and monitor all services rendered by Copel Distribuição. Its role is to adjust and reconcile the interests of society as a whole and of the energy
distribution companies.
epe - energy research Company: agency linked to the MME. Aims to plan transmission networks, aligning with the Distribution needs.
onS - electric System national operator: agency linked to the MME. Aims to operate the interconnected system and point out problems and solutions of the Distribution networks.
Consumer Council: Represents the various classes of consumers of electricity in all levels of planning - strategic, tactical and operational.
organized civil society: Is represented by governmental and non-governmental bodies for discussions about infrastructure developments, such as State Prosecution Office, representations or organized unions;
municipal Administrations: the city halls are also significant stakeholders in all decision-making processes of infrastructure projects;
environmental agencies and intervenors: Are responsible for the examination and approval of environmental and archaeological licensing of major infrastructure works of Copel DIS. Among them, we can highlight IAP, IPHAN, SMMA
Curitiba, and ICMBio.
During the implementation phase of infrastructure projects, the procedures described below are adopted for all Generation and Transmission projects.
During implementation of new infrastructure, the community is consulted through public hearings directly conducted by the licensing body, and indirectly through permits/licenses/no reservations issued by municipalities, environmental
agencies, etc.
During implementation, all those affected are involved by the social and environmental programs established during the licensing process. Changes in the business plan are submitted to the departments responsible for approval.
With respect to the implementation phase, the community is involved as the social and environmental licensing process occurs, and deviations in the business plan are escalated to higher hierarchical levels, for decision-making, as soon
as they are detected.
During implementation of the infrastructure projects, the social communication plan is developed and channels are provided, as defined in the social and environmental licensing.
DDN – Business Development Department is responsible for the analysis of business opportunities and approves together with the Executive Board and the Board of Directors, responsible for approving strategic decisions.
The acquisitions of assets and the development of projects for participation in auctions follow the company’s strategic alignment.
- In the case of acquisitions of assets, finalizing the acquisition of any asset requires approval of regulatory agencies, such as ANEEL - The National Electric Energy Agency, CADE - Administrative Council for Economic Defense, and
Financing Agencies., in addition to the necessary internal approval (Executive Board and Board of Directors), and the entire process is monitored by the Court of Auditors of the State.
- In the case of preparation of projects to participate in energy auctions, several agencies participate in the process, being the environmental agency (IAP / Departments of the Environment / IBAMA) as a licensing agency and several
others as intervening agencies (FUNAI, Fundação Palmares, Agência Nacional de Águas - ANA, INCRA, IPHAN, Instituto das Águas do Paraná); Federal and State prosecutors, Local Universities and Municipal and State governments also
participate in the process.
The areas coordinating and executing the project are structured to provide information and details on all resources involved and ensure participation of stakeholders, including those vulnerable, following the environmental legislation,
the needs for public hearings in licensing processes, informative technical meetings and obtaining consent of the municipalities and intervening agencies.
This detailing allows for decision-making on the implementation or not of the business, considering the social and environmental viability, availability of environmental resources and legal consents for the projects.
In the case of acquisition of assets, prior to implementing the business, it is necessary to obtain approval from the Board of Directors (internal approvals), as well as external approval (ANEEL, CADE, Funders).
The development of projects for subsequent participation in auctions, such as hydroelectric, thermal and wind power projects, undergoes an environmental licensing phase, since participation in auctions requires a preliminary
environmental license. In these cases, another list of stakeholders is part of the process, in view of the implementation of public hearings and/or informative technical meetings with the participation of the government, society and other
stakeholders, in accordance with current legislation and criteria of the environmental licensing agencies.
In the case of environmental licensing processes, the environmental agency may request consultations to society and other stakeholders as early as the issue phase of the terms of reference for the preparation of studies. In most
processes, the first contact with society and other stakeholders occurs during the implementation process of environmental studies, through informative technical meetings, which aim to bring to the attention of society the development
of studies and gather information for analysis of the possible impacts of projects and propose mitigating measures (in the case of negative impacts).
G4-DMA EU20 Approach to managing the impacts of displacement (former eu20).
39
G4-EU22 Identify the number of people physically or economically displaced
by large projects, broken down by type of project (ex: expansion of the plant,
new facilities, new transmission lines).
40
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G4-DMA EU24 Practices to address language, cultural, low literacy and
disability related barriers to accessing and safely using electricity and
customer support services (former eu24).
1, 2, 8
Copel provides several customer service channels to facilitate access to its products and services. Seeking to facilitate low-literacy consumers access to information and services provided, Copel participates in integrated actions carried
out by the Departments of State and Municipalities; in these events Copel provides guidance to the public in an educational manner, through the use of games and the Energy Efficiency VAN, regarding the conscious and safe use of
electricity, in addition to on-site customer service to the population, in order to facilitate access to services and answer questions.
Some examples of practices that occurred in 2015:
• UPS Cidadania (in Curitiba, in the districts of Parolim, CIC, Tatuquara);
• Prefeitura no Bairro (Municipality of Colombo);
• Paraná Cidadão (in the Municipality of Almirante Tamandaré);
• Minha Casa Minha Vida (in the Municipality of Araucária).
Copel has several Indigenous communities in its concession area and assures this group the right to a differentiated rate benefit provided for in the TSEE (Social Electricity Rate). In 2015, a total of 669 consumer units of Indigenous people
were included in the Social Electricity Rate - Low Income. Seeking to facilitate access to electricity, Copel developed the service project with photovoltaic energy, produced by panels that generate electricity from solar radiation, taking
energy to the Indigenous lands of Sambaquí, Cerco Grande, Cotinga, and Shangri-lá.
special needs
Copel offers blind consumers the possibility to receive their energy bills in Braille. The request can be made directly in the agencies and personalized service stations or via 0800 51 00 116. Currently, about 100 bills are issued monthly.
Copel Distribuição has 81.7% of agencies and customer service stations architecturally adapted for people with disabilities.
Copel’s website is adapted for access to people with visual impairment.
Additionally, Copel provides a customer service channel to the community (Ombudsman’s Office) which works toward preservation of values such as transparency, equality and fairness in addressing issues that involve all stakeholders in
the company’s businesses. Access is facilitated via website, toll-free and on-site.
consumer health and safety
accIdents and fatalItIes
2013
2014
2015
G4-EU25 Number of accidents and fatalities for users of the service involving
company assets, including decisions and legal agreements, in addition to
court cases pending relating to diseases.
Number of accidents for users of the service
Number of fatalities for users of the service
Number of cases related to health and safety, including diseases and members of the
audiences affected in trials and potential risks associated
acess
G4-EU23 Programs, including those in partnership with government, to
improve or maintain access to electricity and customer support services, as
well as to is safe use
36, 79
27
10
0
31
8
0
29
13
3
1, 2, 7
G4-EU26 Percentage of the population not served in areas with regulated
distribution or service
Copel serves 100% of the population in its concession area. There are requests for new connections that will be attended to within the
regulatory time limits.
number of consumer units disconnected by time between disconnection and payment
agreement
G4-EU27 Number of residential disconnections for non-payment, broken down
by duration of disconnection and by regulatory regime
Less than 48 hours
Between 48 hours and one week
Between one week and one month
Between one month and one year
Over one year
2015
232,716
41,852
54,293
51,069
0
number of consumer units disconnected by total time between payment agreement
2015
Less than 24 hours
Between 24 hours and 48 hours
Between 48 hours and 72 hours
Over 7 days
268,742
11,702
17,004
34,250
74
G4-EU28 Frequency of interruptions in power supply (FEC).
G4-EU29 Average duration of interruptions in energy supply (DEC).
G4-EU30 Average plant availability, broken down by energy source and regu-
latory system
52
52
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G4-15, G4-16, EU23
The Company ratifies its commitment to the United Nations Global Compact and presents below its Communication on Progress (COP), in which it specifies the
initiatives developed to implement the Global Compact principles in its operations. Throughout the publication of which this annex is a part, we also present the
results of these initiatives and the progress of its commitments throughout 2014, which can be found in the GRI indicators reported by Copel.
Principles of the Global Compact
RESPECT and support the
internationally recognized human
rights in its area of influence
SUPPORT freedom of
association and recognize
the right to collective
bargaining
ERADICATE effectively all
forms of child labor from
its production chain
ASSUME a responsible and
proactive preventive approach to
environmental challenges
ENCOURAGE the development and
dissemination of environmentally
responsible technologies
ENSURE the company’s non-
participation in violation of
human rights
ELIMINATE all forms of forced
or compulsory labor
STIMULATE practices
that eliminate any kind of
discrimination in employment
DEvELOP initiatives and
practices to promote and
disseminate social and
environmental responsibility
FIGHT corruption in all its
forms, including extortion and
bribery
PROJECTS / PROGRAMS / MANAGEMENT SYSTEMS /
PARTICIPATIONS AND POLICIES
POLICIES AND MANAGEMENT SYSTEMS
PRINCIPLES OF THE GLOBAL COMPACT
DATE
START / END
Adherence to voluntary commitments in an effort to promote sustainability, ethical conduct and best practices in corporate
governance: Global Compact, Call to Action Statement for Governments in Fighting Corruption, Business Pact for Integrity
and Against Corruption and Principles for Sustainable Executive Education (PRME).
Corporate contribution to Promotion of Green and Inclusive Economy: Actions for a more inclusive economy, which
contributes to tacking the major challenges in sustainability.
Management for Sustainability in the Supply Chain: Aims to contribute to the development of suppliers, establishing
parameters linked to sustainability, proposing actions that promote and strengthen best practices throughout the supply chain.
Our Energy Program - associates new opportunities in terms of career development, remuneration, and personal development
with performance.
Ethical Guidance Council – analyzes and provides guidance on processes related to ethical conduct in the Company.
Committee for the Analysis of Reports on Psychological Harassment - aims to assess reports on psychological harassment in
labor relations within the Company.
Diversity Program: Implementation of the Action Plan and certification for the 5th Edition of the Pro-gender and Race Equity
Program of the Department of Policies for Women.
Internal Social and Environmental Committees – CISAS: Act as multipliers of sustainability concepts, enabling the
identification of problem situations in the social and environmental aspect, strengthening the relationship with stakeholders.
Copel's Corporate University – UniCopel: Implementation of Educational Planning and management of the Leadership
Development Programs, Postgraduate, Master's and Doctoral degrees, and Languages.
Corporate Management Program on Climate Change: Aims to discuss and deliberate actions associated with the study of the
effects of climate change, implementation of Copel's Climate Change policy, and voluntary commitments undertaken.
SUPPORT TO PUBLIC POLICIES AND MANAGEMENT IMPROvEMENT
Participation in the Brazilian Global Compact Committee.
1
1
1
1
1
1
1
1
1
1
1
2
2
2
2
2
2
2
2
2
2
2
3
3
3
3
3
3
3
3
4
4
4
4
4
4
4
4
5
5
5
5
5
5
5
5
6
6
6
6
6
6
6
6
3
4
5
6
7
7
7
7
7
7
7
7
7
7
8
8
8
8
8
8
8
8
8
8
9
9
9
9
9
9
9
9
9
9
10
10
10
10
10
10
10
10
Various /
Undetermined
2012 /
Undetermined
2008 /
Undetermined
2013 /
Undetermined
2003 /
Undetermined
2009 /
Undetermined
2007 /
2017
2014 /
Undetermined
2012 /
Undetermined
2011 /
Undetermined
10
2000 /
Undetermined
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Participation in organizations in the electrical industry that discuss and promote energy efficiency and environmental
improvements: Brazilian Assoc. of Electric Utilities, Energy Planning Company, Independent Energy Producers Assoc., the
Environmental Committee of Cigrè, Brazilian Assoc. of Power Generation Companies, Brazilian Assoc. of Power Distribution
Companies, Brazilian Assoc. of Large Power Transmission Companies, Brazilian Com. of Large Dams, Regional Council of
Engineering, Architecture and Agronomy of the State of Paraná, FUNCOGE.
Participation in associations that discuss and promote environmental improvements: Agenda 21 Forum of the State of Paraná,
Federation of industries of Paraná, Interinstitutional Committee for Environmental Education of the Environmental Education
Program, Watershed Committee of the State of Paraná, the Environmental Committee of Cigrè, Regional Council of Engineering,
Architecture and Agronomy of the State of Paraná, Waste and Citizenship Forum Pr, Climate Change Forum of the State of
Paraná, Environmental Committees of the Public Prosecutor’s Office Pr.
Participation in the Corporate Citizenship Council of the State of Paraná - CPCE, for joint promotion of social responsibility in
the State of Paraná.
Voluntary participation in the Competitive Paraná Movement and in examining panels of awards: Nacional da Qualidade,
MPE Brasil, and Paranaense da Qualidade em Gestão.
Integrated Management of Water and Soil - Copel, Sanepar, and of State Departments, to create synergy of actions carried
out, in its field of activity, in the context of watersheds, with the purpose of improving the quality and availability of water by
perfecting the use, management, and proper conservation of soil, water, and forests.
A founding member of the Brazilian GHG Protocol Program: Copel conducts and publishes annually the accounting report of
greenhouse gas (GHG) emissions.
PROGRAMS, PROJECTS, AND SOCIAL AND ENvIRONMENTAL ACTIONS
Program to collect donations to charities and social service institutions, non-profit and of collective interest, through the energy
bill. To apply, the entity must be welfare-oriented or be of collective interest, nonprofit, and submit the required documentation.
Annual donation, through tax incentives, to Fund for the Rights of Children and Adolescents – FIA, Rouanet Act, Elderly Act,
Incentive to Sports Act, PRONON, PRONAS
Corporate volunteer Program - EletriCidadania: the program allows employees to use up to 4 hours/month for performing
volunteer work.
Program Cultivating Energy: Aims to implement community gardens in the buffer areas of Copel's power networks, in partner-
ship with municipal administrations and associations of residents.
Corporate Accessibility Program: Aims to make the company rigorously adapted in terms of accessibility issues, implementation
of technological resources, and provision of training and educational campaigns, so that audiences with specific accessibility
needs have full access to its facilities, information, and services.
Eco-Efficiency Program – ECOPEL: Aims to concentrate the various eco-efficiency initiatives developed by Copel into one pro-
gram that operates as a hub, interconnecting them, strengthening them, empowering them, and enabling new forms of opera-
tion.
Education for Sustainability Program: aims to train and develop professionals, formal and informal leaders of Copel, in sustain-
ability-related issues.
Copel's Seminar on Social and Environmental Best Practices - the initiative aims to promote projects and social and environ-
mental practices.
Susie Pontarolli Sustainability Award - aims to recognize and support initiatives aimed at contributing to the promotion of
sustainable development and quality of life.
Luz Fraterna Program: Program of the Government of the State of Paraná that makes payment of consumer bills registered in
the Social Electricity Rate, provided that consumption does not exceed 120 kWh.
Universalization of energy - "Program Light for All": Since its inception, the program has benefited more than 400,000 people
in Paraná, through the connection of approximately 80,000 rural households, surpassing the goal initially established. The fifth
and last phase of the Program ended in December 2014, totaling more than R$ 500 million invested.
Program Live Well Paraná: in partnership with the Housing Company of Paraná - Cohapar - housing program for families with
monthly income of up to six national minimum wages.
Rural Nighttime Rate Program: incentive to increased agricultural production, to poultry and pig farmers, through discount pric-
es for consumer units classified as rural, served in low voltage.
Nighttime Irrigation Program: incentive to use irrigation to increase agricultural and poultry production and improve quality of
life in rural areas. Subsidized rates and equipment to rural consumers.
Paraná in Action: program promoted by the Special Department for Community Relations, with the objective of offering free
services that promote citizenship and social inclusion. Copel participates by providing customer service and guidelines for safe
and efficient use of electricity.
Paraná Digital Program: digital inclusion in public education, through connection of State schools to the Internet. In partnership
with the State Government / SEED, we take the Internet to schools, with priority to locations with low HDI. Today, there 2,210
State schools served by Paraná Digital.
1
2
3
4
5
6
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
3
3
3
3
3
3
4
4
4
4
4
4
4
4
4
4
4
4
4
5
5
5
5
5
5
5
5
5
5
5
5
5
5
6
6
6
6
6
6
6
6
6
7
7
7
7
7
7
7
7
7
7
7
7
7
8
8
8
8
8
8
8
8
8
8
8
8
8
8
8
9
10
Various / Undetermined
9
9
9
9
9
9
9
9
9
9
9
Various / Undetermined
10
10
2005 /
Undetermined
2000 /
Undetermined
2010 /
Undetermined
2008 /
Undetermined
10
1999 /
Undetermined
2006 /
Undetermined
2001 /
Undetermined
2009 /
Undetermined
2007 /
Undetermined
2014 /
Undetermined
2011/
Undetermined
2009/
Undetermined
2012 /
Undetermined
2003 /
Undetermined
2004 /
2014
2003/
Undetermined
2007 /
Undetermined
2003 /
Undetermined
2003/
Undetermined
2003 /
Undetermined
10
10
10
10
10
10
10
10
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2
2
2
2
2
2
2
2
2
Paraná Connected Program: the initiative foresees fiber optic internet access at affordable prices and speed of 1 Mbps, and intercon-
nects public buildings to Copel’s fiber optics, allowing for greater speed and reliability of browsing to government agencies.
State Broadband Plan - PEBL: aims to disseminate affordable Internet access to all municipalities of Paraná - sell communication
services to providers and municipalities that join the plan and that, on the other hand assume the commitment of providing
affordable Internet service.
Social Electricity Rate: Established through Law No 10,438/2002, discounts are offered on electricity consumption up to 220
kWh, to families registered in the Single Register of Social Programs from the Federal Government, provided the other criteria
laid out in ANEEL Resolution No. 414/2010 are observed.
More than Energy Project: Implementation, expansion and consolidation of social investment projects and programs for the
community. In 2015, the funds were geared toward supporting institutions and schools that assist the deaf and/or deaf and blind.
Smart Grid Project: Installation of 2,000 telemetry points in the urban area of Curitiba and 1,000 points in the rural area of
Colombo and Bocaiúva do Sul; reading is carried out every hour enabling error detection, power outage, and reading for billing
without traveling.
Project Illuminating Generations: Lectures to fourth-grade students from public schools, of informative and preventive nature
regarding the conscious and safe use of electricity, use of natural resources (energy and water) and correct disposal of waste.
Program + Clic Rural: Improving the quality of electric power supply in rural areas, with a focus on farming activities integrated
with productive processes sensitive to interruptions.
Sympathetic Bill: Incentive to customers who opt for receiving the bill by email; at each registration, Copel donates R$ 1.00 to
the APAE institutions in the State of Paraná .
PrevenCão: Awareness of the population about the importance of caring for pets to prevent accidents.
Energy Efficiency Program: Geared toward the efficient use of electricity in residential, industrial, trade, and public schools
installations located in Copel’s concession area.
Program for Integrated Actions for Development and Citizenship - UPS Citizenship: Integrated actions for urban
development and social promotion, and recovery of citizenship are carried out in the areas of installation of the Safe Paraná units
(UPS). The initiative is developed in partnership with agencies and entities of the Federal, State, and Municipal administration,
and civil society, contributing to improving public safety and local social and economic development.
Program for Monitoring and Repopulation of Fish Fauna - Aims to monitor and repopulate the Company’s reservoirs and the
rivers where Copel’s projects have some influence.
Corporate Waste Management Program: Aims to reduce, reuse, measure, and monitor the solid waste generated by the Company.
Riparian Woods Program: Aims to recover natural environments surrounding the reservoirs of Plants and other areas of interest
to the Company.
Experimental Station for Ichthyological Studies: Study and reproduce species suitable for repopulation of rivers and reservoirs
in Paraná.
Control of invasive and/or exotic species: Monitoring and control of invasive and/or exotic species of wildlife and flora.
1
1
1
1
1
1
1
1
1
1
1
Recovery of degraded areas: Monitoring and recovery of degraded areas.
Forest Gardens: Its objective is the production of seedlings suitable for use by other Company programs.
Botanical Garden: aims at conservation and research of plant species and housing collections of exotic ornamental plants.
Corporate Management Program on Climate Change: Aims to develop strategies, propose goals and corporate indicators to
address the commitments of Copel’s Climate Change Agenda.
Iguaçu Regional Museum: Presents the social, cultural and environmental characteristics of the populations who have occupied
the banks of the Iguaçu River. It holds the collection from the Archaeological Salvage programs and from the Cultural and
Scientific Exploitation Memory of Flora and Wildlife in the implementation of the Ney Braga Hydroelectric Plant.
Urban Forests Program: Assists municipalities in adjusting afforestation in order to have peaceful coexistence between trees
and power distribution networks.
6
6
4
4
4
5
5
5
10
10
10
7
7
7
7
7
7
7
7
7
7
7
7
7
7
7
7
7
7
7
8
8
8
8
8
8
8
8
8
8
8
8
8
8
8
8
8
8
8
9
9
9
9
9
9
9
9
9
9
9
9
9
9
9
9
9
9
9
2003 /
Undetermined
2010 /
Undetermined
2002 /
Undetermined
2014 /
Undetermined
2015 /
Undetermined
1970 /
Undetermined
2015 /
Undetermined
2015 /
Indeterminado
2015 /
Undetermined
2000 /
Undetermined
2013 /
Undetermined
1993 /
Undetermined
2006 /
Undetermined
2006 /
Undetermined
1992 /
Undetermined
2000 /
Undetermined
1999 /
Undetermined
1973 /
Undetermined
2010 /
Undetermined
2007 /
Undetermined
2000 /
Undetermined
2008 /
Undetermined
Learn more at: www.unglobalcompact.org.
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