Summary
01 .
About the Report.......................................................................................3
02.
Message from the President..........................................................7
03.
Industry Context........................................................................................9
04.
About Copel...................................................................................................11
05.
Governance and Sustainability..................................................17
06.
Human Capital..........................................................................................29
07.
Intellectual Capital..............................................................................36
08.
Social and Relationship Capital...............................................40
09.
Natural Capital..........................................................................................51
10.
Infrastructure Capital........................................................................62
11.
Financial Capital.....................................................................................68
12.
Social Audit..................................................................................................74
13.
GRI Content Index..................................................................................79
14.
Annex - Incorporation of the Principles
of the Global Compact........................................................................94
3
Copel | 2016 Sustainability Report
01 . ABOUT THE REPORT
About the Report // Relevant and Strategic Aspects
01. About the Report
Copel’s Sustainability Report is part of the Company’s commitment to
The review of strategic and relevant aspects included, in addition to the
transparency and open dialogue with all its stakeholders. The document is
points raised by Copel’s senior leadership, the risks relevant to each business,
published annually and presents management and performance information
according to the strategic risk map.
including executive decisions, achievements, operational results, and social,
environmental, and economic impacts. The latest published report refers to
the 2015 fiscal period. G4-29
This edition of Copel’s 2016 Sustainability Report contains information from
January 1 to December 31 of the same year in the various areas of activity of Copel
Another highlight of the document is the attention to the normative guidelines
defined by the International Financial Reporting Standards (IFRS), included in
the information from Financial Statements, the Social Audit from the Brazilian
Institute of Social and Economic Analyzes (Ibase), and Progress Communication
about the commitments made under the Global Compact. G4-15
Holding and its wholly-owned subsidiaries: Copel Geração e Transmissão S.A.,
The report was organized in two parts. The first presents an overview of
Copel Distribuição S.A., Copel Telecomunicações S.A., Copel Renováveis S.A.,
Copel’s business model, bringing together the main social and environmental
and Copel Comercialização S.A., except when stated otherwise. G4-17, G4-28, G4-30
impacts and risks of its operations. The second part describes the context
The reporting methodology follows the guidelines of the G4 version of the
Global Reporting Initiative (GRI), in the “core” option of adherence, and covers
the set of indicators of the electric utilities sector disclosures. It is important
to point out that in order to facilitate reading and identification of specific
and performance of the Company’s capitals with a detailed approach to the
relevant aspects of the business and its ability to create value.
Relevant and Strategic Aspects
data, all indicators disclosed are listed in the Content Index, which includes
Copel began, in 2013, the process of building the matrix of material and
external assurance through an independent audit by Deloitte. G4-32, G4-33
strategic aspects, which was reviewed and validated by stakeholders who have
The current edition of the Report maintains the practice adopted by Copel in
the previous cycle, following the structure and integrated reporting guidelines
a relationship with the business and their degree of importance. The matrix
was prepared based on consultations about perceptions, and the convergence
of the different points of view of the audiences consulted, on media surveys,
recommended by the International Integrated Reporting Council (IIRC). It is a
and on national and international sustainability benchmarks, considering
model intended to improve communication with stakeholders about aspects
the aspects relevant to the Company’s business. Since then, the audiences
relevant to the sustainability of Copel’s business, and demonstrate the
considered priority have been employees, shareholders, investors, clients and
Company’s ability to create value. G4-22, G4-23
consumers, communities, suppliers, and society. G4-24, G4-25, G4-26
44
About
the Report
Relevant and
Strategic Aspects
Message from
the President
Industry Context
About Copel
Governance
and Sustainability
Human Capital
Intellectual Capital
Social and
Relationship Capital
Natural Capital
Infrastructure
Capital
Financial Capital
Social Audit
GRI Content Index
Annex - Incorporation
of the Principles of
the Global Compact
Copel | 2016 Sustainability ReportAbout the Report Concerning employees, one of the Company’s main stakeholders, there
■ Aspects determined in previous cycles by stakeholders and senior
are several approaches to engagement throughout the year. The strategic
management during the engagement process, available online; G4-24
planning process involving professionals from different areas and the process
of preparing the Sustainability Report itself are key to reflecting on strategic
■ Issues identified as material for the electricity sector by the most prestigious
sources in the market, such as RobecoSAM (which evaluates companies
aspects of the business. There is also regular communication on material
for their
inclusion
in the Dow
Jones Sustainability
Index, DJSI), the
aspects through the magazine Copel & Sustentabilidade and the newsletter
Corporate Sustainability Index (ISE BM&FBOVESPA), SASB (sustainability
concerning Education for Sustainability, available online.
reporting standards for publicly held companies in the American stock
exchange), and RepRisk 1.
The priority of the aspects was defined based on:
■ Risks to the business, according to Risk Maps prepared for each
Employee Vision of Copel Sustainability
Copel business;
In order to obtain a diagnosis concerning sustainability, the Employee Opinion
Survey found that almost 90% of the 5,915 employees who answered the survey
are committed to Copel policies, including the Sustainability Policy, and 87%
understand the importance of following the Company’s sustainability guidelines,
aiming for the conscious use of natural resources and respect for the environment.
■ Reputational risks, based on the analysis of Copel’s social, environmental,
and governance risks via RepRisk;
■ The main social and environmental impacts of Copel’s operations.
While most aspects mapped during the previous cycle remained unchanged,
two aspects were updated in terms of coverage. In addition, two new aspects
gained prominence in the matrix.
The aspect from the previous cycle called Training and Availability of the
In order to stay informed of industry trends and new organizational and
Workforce is now considered Human Capital Management.
sustainability challenges, Copel annually reviews its matrix of material and
strategic aspects.
The objective was to better reflect the importance of people management,
including the vision of investing in developing Human Capital.
In order to obtain the current view on these matters, all Officers of Copel
Energy Planning has become part of New Assets, in order to reflect their
Holding and the Wholly-Owned Subsidiaries were consulted in 2016, and
expansion and construction capacity.
benchmark materials were analyzed. The review process included: G4-18, G4-37
Two new aspects were also highlighted: Innovation Culture and Risk and
Crisis Management. G4-27
About
the Report
Relevant and
Strategic Aspects
Message from
the President
Industry Context
About Copel
Governance
and Sustainability
Human Capital
Intellectual Capital
Social and
Relationship Capital
Natural Capital
Infrastructure
Capital
Financial Capital
Social Audit
GRI Content Index
Annex - Incorporation
of the Principles of
the Global Compact
1RepRisk — Media analysis tool used by RobecoSAM throughout the process for the evaluation of companies for the DJSI.
5
Copel | 2016 Sustainability ReportAbout the Report Matrix of relevant and strategic aspects
G4-19, G4-23
Structure
1
Business Risks
2
Reputational Risks
3
Social and Environmental
Impacts of the Operations
Social and
Relationship Capital
Relationship with
Customers and
Consumers
Natural and
Infrastructure Capital
Operational
Excellence and
Eco-efficiency
Human Capital
Governance, Ethics
and Compliance
Intellectual Capital
Inovation
Culture
Financial Capital
Economic
and Financial
Performance
1
2
3
2
1
1
Supplier
Management
Climate
Change
Occupational Health
and Safety
Risks and Crisis
Management
Acess to
Financial Capital
1
3
1
1
1
Relationship with
Communities
Impacts on
Ecosystems
Human Capital
Management
Energy Planning
and New Assets
2
3
2
3
1
1
LEGEND:
Previous Aspects
New Aspects
Previous Ajusted Aspects
Scope of aspects
revised based
on business
risks / impacts
Regulatory
Matters
1
Learn about other results obtained by Copel, available online:
G4-26
Administration and Financial
Statements
20F Report
Social and Environmental Reports
Copel’s Materiality Process
For questions, suggestions or explanations about the content of this report, Copel provides a communication channel Talk to Us - Sustainability. G4-31
6
About
the Report
Relevant and
Strategic Aspects
Message from
the President
Industry Context
About Copel
Governance
and Sustainability
Human Capital
Intellectual Capital
Social and
Relationship Capital
Natural Capital
Infrastructure
Capital
Financial Capital
Social Audit
GRI Content Index
Annex - Incorporation
of the Principles of
the Global Compact
Copel | 2016 Sustainability ReportAbout the Report
02. Message from the President
G4-1, G4-2
The
political
and
economic
These acknowledgments, achieved several times in this decade, show the
instability of the country saw no
strong perception that society and our customers have of our results and
mitigating factors in 2016; it was
another year of major challenges
for the production sector in Brazil.
undertakings. In 2016, we made the largest investment in the Company’s
history: over BRL 3.57 billion in all our areas of operations, with net profit of
BRL 947.8 million.
At Copel, many decisive aspects
Copel Telecomunicações was recognized in the 2016 Telecom Yearbook as
regarding company performance
one of the 10 most profitable companies in 2015 in the Telecommunications
in the period were related to the
sector, conferred by Fórum Editorial. The fiber optic backbone of Copel
energy
distribution
segment.
Throughout the year, default rates
declined, although consumption
remained stagnant. The good news
came with the fourth tariffing cycle,
Telecomunicações, which reaches all municipalities in the state, is already
considered one of the best and fastest in the country. The energy trading
company, Copel Energia, was created to offer a reliable supply option to
companies migrating to the free market, seeking better contracting conditions
for energy inputs.
which raised the asset base to
In 2016, Copel Renováveis continued with the work on the fourth wind farm in
BRL 4.9 billion at the end of 2016,
the state of Rio Grande do Norte, with estimated investments of approximately
due
to Aneel’s
recognition of
investments made in the last four
years.
BRL 2.2 billion. By 2018, the complexes will total 28 wind farms in that region.
With this, the equivalent in wind power at Copel will total 665 MW. Currently,
93% of the Company’s generation comes from renewable sources.
About
the Report
Message from
the President
Industry Context
About Copel
Governance
and Sustainability
Human Capital
Intellectual Capital
Social and
Relationship Capital
Natural Capital
Infrastructure
Capital
Financial Capital
Social Audit
GRI Content Index
Annex - Incorporation
of the Principles of
the Global Compact
This
increase
represents
a
new stimulus
to
the distributor’s
construction program, which is based on a more realistic level of assets in
order to maintain its economic-financial balance, and provide services that
In the transmission segment, the year was marked by 1,678 km of lines entering
operation, and the implementation of a BRL 258.8 million project, resulting
from an auction won by the Company in 2015. This undertaking was to replace
the structure at Avenida das Torres, between Curitiba and São José dos Pinhais,
with a fully underground line, which, in addition to increasing reliability
meet the sector’s new quality requirements. We point out that in 2016, Copel
in supply, allows the government to implement work to promote mobility
once again ranked first in the customer’s evaluation of the Abradee Award, and
and urban landscaping in this important corridor of access to the capital
received the CIER trophy for Best Distributor in Latin America.
city of Paraná.
7
Copel | 2016 Sustainability ReportAbout the Report In order to address our works and projects program in the generation and
biogas, while avoiding the environmental impact of disposing waste in nature.
transmission segments, in 2016 we issued approximately BRL 1 billion in
debentures, which demonstrates the trust and reputation that Copel has
historically enjoyed with investors and the market.
We reinforce our commitment to fighting corruption, an extremely important
issue in our current situation, as well as the ethical and legal compliance of
our practices, by elevating the areas of governance, risk, and compliance,
structured in 2015, to a status of executive office. The new department
reinforces our belief that transparency and accountability are key practices for
the continued and sustained growth of the business.
Copel also celebrated its best ever position in the Corporate Sustainability
Index (ISE). The voluntary participation in this index recognizes the performance
About
the Report
Message from
the President
of companies listed on the São Paulo Stock Exchange regarding sustainable
Industry Context
development, and demonstrates our inalienable commitment to the principles
About Copel
of the Global Compact. The differentiators that have guaranteed the Company
a significant improvement in its score in the ISE range from practical actions
focused on climate change, with commitments extended to the value chain,
to the adoption of the Integrated Report – an accountability model that
favors transparency by associating economic, social, environmental, and
The Company increased its investments in people management, the main focus
governance results.
of the current management, in order to enable employee self-development
and more active participation in planning and execution of our strategy. By
mobilizing 94% of employees in face-to-face consultations that analyzed the
Company’s challenges and brought up over 5,000 suggestions and criticisms,
the Anima Program began an engagement movement that intends to prepare
Copel to face the future through innovation across its business areas. In 2017,
the program will continue through the implementation of improvements,
and promotion of collaborative environments - such as the corporate social
network - and another phase of training leaders committed to the UN Principles
of Responsible Management Education (PRME), as well as the development of
teams aligned with a common purpose.
The search for innovation is part of our daily routine, and today one of our main
objectives is to foster this culture throughout the Company in order to contribute
to its long-term vision. Good examples of this effort are the Mais Clic Rural
program, implementing smart grids at the main agribusiness centers, and the
micro-generation project in Entre Rios do Oeste, which associates small- and
medium-sized pig farmers with large power generation condominiums using
8
These are initiatives that show an important point in common: they are actions
that will allow Copel to continue to grow sustainably in the coming decades,
and increase the capacity to serve its customers with quality and agility.
Throughout this publication, we show our audiences the company’s guiding
principles, the initiatives carried out in the year in order to put into practice
our strategy, and paths to creating value that have been opened to those who
enable the growth and soundness of the business: our employees, customers,
shareholders, suppliers, organizations, and communities around our projects.
ANTONIO SERGIO DE SOUZA GUETTER
Enjoy your reading
Governance
and Sustainability
Human Capital
Intellectual Capital
Social and
Relationship Capital
Natural Capital
Infrastructure
Capital
Financial Capital
Social Audit
GRI Content Index
Annex - Incorporation
of the Principles of
the Global Compact
Copel | 2016 Sustainability ReportAbout the Report 03. Industry Context
G4-1, G4-2
The ongoing Brazilian economic crisis in 2016 continued the trend of reducing
Another important move in 2016 was the expansion of the free market through
energy consumption in the country. The industrial sector recorded a drop of 2.9%
the retail market, with the migration of captive customers from the Regulated
in the year, followed by trade, which dropped 2.5%. Residential consumption
Contracting Environment (ACR) to the Free Contracting Environment (ACL). The
alleviated the reduction, increasing by 1.4% during 2016, but did not prevent the
Electricity Trading Chamber (CCEE) recorded a 25-fold increase in the number of
sector from posting an overall decline of 0.9% in the period, according to data
approved applications for consumers to adhere to ACL last year, compared with
from the Energy Research Company (Empresa de Pesquisa Energética - EPE).
2015, totaling 93 requests.
In this way, the scenario already recorded in 2015 by the National Interconnected
This mobility between environments helped free consumption grow 18.6%
System (Sistema Interligado Nacional - SIN) continued: energy surplus, distributors
in November alone, according to the Monthly Electricity Market Review, of
overcontracting, and price retraction. Data from the National System Operator
November 2016.
(Operator of the National Integrated Grid - ONS) indicates that SIN’s energy load
recorded a drop of 0.1% in 2016 compared with the previous year.
The expectation for a less recessive economic environment, the increase in
investor confidence, and the low basis of comparison allow us to expect a positive
This scenario helped EPE calculate a surplus of 9,000 MW by 2019, which, added
to prospects for the economic scenario for the years to come, justified the Ministry
evolution in consumption in 2017.
Recovery, however, will depend on the expansion route of the Gross Domestic
of Mines and Energy’s (MME) decision to cancel the 2nd Energy Reserve Auction,
Product (GDP), which has an estimated growth of 0.5% for 2017 by EPE.
scheduled for the month of December 2016.
Add to this the expansion of installed capacity for generating electricity in 2016.
sector crisis. EPE projects an average growth of 3.5% in consumption for the four-
Data from the National Electricity Agency (ANEEL) showed an increase of 9,526
year period 2017-2021, if the industrial sector resumes activity in the second half
MW, the largest increase in generation capacity recorded since the beginning of
of the year and residential and commercial consumption increases, with average
the historical series, in 1998.
growth rates of approximately 3.8% and 3.9%, respectively, in the period.
The year 2017 will be challenging, and key to beginning a reversal in the electricity
The supply of infrastructure monitored by the MME recorded an increase of 4,777
It will be a year of significant relief amid the turbulence in the economy in the last
km of transmission lines. The transmission area experienced an excellent year,
three years, albeit a relief that will probably be unable to reverse the downward
with the closing of 21 lots of lines auctioned by ANEEL in October, with a projected
trend in price, due to increased installed capacity, which will be 7,120 MW in 2017
investment of BRL 11.5 billion in 6,000 kilometers of lines.
alone, according to Aneel.
9
About
the Report
Message from
the President
Industry Context
About Copel
Governance
and Sustainability
Human Capital
Intellectual Capital
Social and
Relationship Capital
Natural Capital
Infrastructure
Capital
Financial Capital
Social Audit
GRI Content Index
Annex - Incorporation
of the Principles of
the Global Compact
Copel | 2016 Sustainability ReportAbout the Report Context - Operation of the Brazilian Electricity Sector
PLAYERS
Who are the major players on the market of electric
power in Brazil.
HOW ENERGY SUPPLY WORKS
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CMSE
E
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C
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M
M
L
E
E
P
E
N
N
C
A
Conselho Nacional
National Policy
and Energy Council
de Política de Energia
Ministry of Mines
and Energy
Conselho Nacional
National Electric
Energy Agency
de Política de Energia
EPE
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National Operator
of the Electric
System
E
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C
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Electric Power
Marketing
Chamber
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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.
10
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REGULATED MARKET: Captive consumers buy energy from the distribution concessionaries to which they are connected. Each consumer unit pays
only a montlhy electricity bill. Rates are regulated by the Govermment, and the price is the result of a mix of long-terms contracts.
Fees
and taxes
Government
Electricity Bill
Remuneration
as per auction
contract
Remuneration
for services and
transmission
GENERATION
TRANSMISSION
DISTRIBUTION
CONSUMER
ONS Controls
power generation
Indicates the
amount of energy
defines
prices
AUCTION FOR
POWER SUPPLY
MME • defines price cap
ANEEL (cid:127) promotes auctions
CCE (cid:127) ooperationalizes
Revenue from Distribution Service
Quota A
Quota B
Purchase of electricity Operating costs
Transmission
Depreciation quota
Fees and taxes
Destination:
Generation.
Transmission and
government
Return on
investment
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).
Money flow
Government
Energy flow
Sector Charges
Distributor Invoice + Generator Invoice
Payment for
transmission services
Remuneration for
distribution services
Energy flow
GENERATION
TRANSMISSION
Contracting
mechanism
TRADER
DISTRIBUTION
Agreements to supply
power via trader
CONSUMER
FREE OR SPECIAL
About
the Report
Message from
the President
Industry Context
About Copel
Governance
and Sustainability
Human Capital
Intellectual Capital
Social and
Relationship Capital
Natural Capital
Infrastructure
Capital
Financial Capital
Social Audit
GRI Content Index
Annex - Incorporation
of the Principles of
the Global Compact
Copel | 2016 Sustainability ReportAbout the Report
Governador Ney Braga Hydroelectric Power Plant
The Presence of Copel in Brazilian States // Interest in the Energy Market in 2016 // Strategic Objectives and Guidelines
Shareholding Structure // Risks and Impacts of Copel’s Businesses
04 . ABOUT COPEL
11
Copel | 2016 Sustainability Report
Presença da Copel nos estados brasileiros
Presença da Copel nos estados brasileiros
Presença da Copel nos estados brasileiros
Presença da Copel nos estados brasileiros
Presença da Copel nos estados brasileiros
Presença da Copel nos estados brasileiros
G4-8
G4-8
G4-8
G4-8
G4-8
G4-8
The Presence of Copel in Brazilian States
G4-8 Presença da Copel nos estados brasileiros
Goiás
Goiás
Goiás
Goiás
Goiás
Goiás
04. About Copel
Companhia Paranaense de Energia - Copel was founded in October 1954,
and is a corporation, established in the form of a quasi-public society and
controlled by the Government of the State of Paraná, with shares traded at
the São Paulo stock exchange (BM&FBovespa), and at the stock exchanges in
New York and Madrid. G4-3, G4-7
It is the largest company in Paraná, with headquarters in Curitiba (PR), and
operations in ten Brazilian states. The Company operates with cutting-
edge technology in generation, transmission, distribution, and marketing
of energy, in addition to telecommunications and natural gas. It operates a
comprehensive and efficient electrical system with its own power generation
complex, transmission lines, substations, lines, and electrical networks from
the distribution system, and a modern fiber optic telecommunications system
that integrates all cities in the state. G4-4, G4-5, G4-6
Interest in the Energy Market in 2016
G4-8 G4-9
G4-8
93% of generated
power is renewable
Mato Grosso
Mato Grosso
Mato Grosso
Mato Grosso
Mato Grosso
Mato Grosso
Mato Grosso
Brazil
Southern
Region
Paraná
Santa Catarina
Santa Catarina
Santa Catarina
Santa Catarina
Santa Catarina
Santa Catarina
Main products (%)
Power Generation (1)
Electric Power Transmission (4)
Distribution of Electric Power (5)
Gas Distribution (7)
3.2
1.8
(6) 6.1
2.2
(2) (3) 20.5
(2) (3) 51.0
Santa Catarina
São Paulo
9.1
(6) 34.6
24.2
97.3
Rio Grande do Sul
Rio Grande do Sul
Rio Grande do Sul
Rio Grande do Sul
Rio Grande do Sul
Rio Grande do Sul
Paraná
Paraná
Paraná
Paraná
Paraná
Paraná
27.1
100.0
Rio Grande do Sul
Paraná
Source: 2016 Administration Report
(1) Installed capacity. Copel’s interest
in wind farms not included
(2) Interest in the Itaipu HE Powerplant not included
(3) Plants in the Paranapanema River not included
(4) The market refers to the Annual Revenue Allowed – RAP
(5) Grid market
(6) Source: Empresa de Pesquisa Energética (EPE)
- preliminary data
(7) Includes volume distributed in Paraná, including
thermoelectric
USINA HIDRELÉTRICA
USINA HIDRELÉTRICA
USINA HIDRELÉTRICA
USINA HIDRELÉTRICA
HYDROELECTRIC
USINA HIDRELÉTRICA
USINA HIDRELÉTRICA
POWER PLANT
USINA EÓLICA
USINA EÓLICA
WIND FARM
USINA EÓLICA
USINA HIDRELÉTRICA
USINA EÓLICA
USINA EÓLICA
USINA EÓLICA
SUBESTAÇÃO
SUBESTAÇÃO
SUBESTAÇÃO
SUBSTATION
SUBESTAÇÃO
SUBESTAÇÃO
SUBESTAÇÃO
SUBESTAÇÃO
LINHA DE DISTRIBUIÇÃO
LINHA DE DISTRIBUIÇÃO
DISTRIBUTION LINE
LINHA DE DISTRIBUIÇÃO
LINHA DE DISTRIBUIÇÃO
LINHA DE DISTRIBUIÇÃO
LINHA DE DISTRIBUIÇÃO
LINHA DE TRANSMISSÃO
LINHA DE TRANSMISSÃO
LINHA DE TRANSMISSÃO
TRANSMISSION LINE
LINHA DE TRANSMISSÃO
LINHA DE TRANSMISSÃO
LINHA DE TRANSMISSÃO
ANEL DE FIBRA ÓTICA
LINHA DE TRANSMISSÃO
ANEL DE FIBRA ÓTICA
FIBER OPTIC NETWORK
ANEL DE FIBRA ÓTICA
ANEL DE FIBRA ÓTICA
ANEL DE FIBRA ÓTICA
ANEL DE FIBRA ÓTICA
1212
USINA EÓLICA
LINHA DE DISTRIBUIÇÃO
ANEL DE FIBRA ÓTICA
Maranhão
Maranhão
Maranhão
Maranhão
Maranhão
Maranhão
Goiás
Maranhão
Rio
Rio
Rio
Grande do
Grande do
Rio
Rio
Rio
Grande do
Norte
Norte
Grande do
Grande do
Grande do
Norte
Norte
Norte
Norte
Rio
Grande do
Norte
Bahia
Bahia
Bahia
Bahia
Bahia
Bahia
Bahia
Minas Gerais
Minas Gerais
Minas Gerais
Minas Gerais
Minas Gerais
Minas Gerais
Minas Gerais
São Paulo
São Paulo
São Paulo
São Paulo
São Paulo
São Paulo
About
the Report
Message from
the Presidente
Industry Context
About Copel
The Presence of Copel
in Brazilian States
Interest in the Energy
Market in 2016
Strategic Objectives
and Guidelines
Shareholding Structure
Risks and Impacts
of Copel’s Businesses
Governance
and Sustainability
Human Capital
Intellectual Capital
Social and
Relationship Capital
Natural Capital
Infrastructure
Capital
Financial Capital
Social Audit
GRI Content Index
Annex - Incorporation
of the Principles of
the Global Compact
About CopelCopel | 2016 Sustainability Report
Strategic Objectives and Guidelines
Strategic Reference
Strategic Objectives
Copel has assumptions and guidelines set forth in its strategic reference
Copel’s strategy guides business conduct and operation in order to achieve its
which guides management and all actions, and internal and external decisions
Vision: “To become a benchmark in the areas where it operates, sustainably
of the company. G4-56
To become a benchmark in
the areas where it operates,
sustainably generating value.
Supply energy and
solutions for sustainable
development
Vision
Mission
generating value.” For this purpose, the Company maintains a structured
strategic planning process that is revised annually, taking into account changes
in its sectors of operation, the economy, regulatory changes, and stakeholder
demands. The strategic guidelines established by the Board of Directors - CAD,
which guided current strategic planning are:
Corporate Guidelines
Guideline for the Businesses
• Ethics: Result of a collective agreement that defines individual behaviors
aligned to a common goal.
• Respect for people: Consideration for others.
• Dedication: Ability to engage intensely and completely in the work,
contributing to the achievement of the organization’s objectives.
Profitably and
sustainably expand
businesses.
• Transparency: Reporting the Company’s decisions and achievements in
order to inform its stakeholders of any positive or negative aspects.
Electric Sector
■ Copel Geração e Transmissão S.A.
■ Copel Distribuição S.A.
■ Copel Renováveis S.A.
■ Copel Comercialização S.A.
Maintain concessions;
Increase share of alternative
renewable sources
• Health and safety: Healthy work environment in which workers and
Values
managers collaborate to use a process of continuous improvement to
Invest in innovation,
modernization of assets,
and people management.
protect and promote safety, health, and well-being of all.
Electric, Telecommunications,
Sanitation, and Gas Sectors
Maximize profitability
of assets in society
• Responsibility: Managing the company in a sustainable way, respecting the
rights of all stakeholders, including future generations and the commitment
to supporting all life forms.
• Innovation: Applying ideas in processes, products, or services, in
order to improve something that already exists or build something different
Maintain excellence
in costs, processes,
and quality.
Telecommunications Sector
■ Copel Telecomunicações S.A.
Expand its customer base
and offer services with high
added value
and better.
13
About
the Report
Message from
the Presidente
Industry Context
About Copel
The Presence of Copel
in Brazilian States
Interest in the Energy
Market in 2016
Strategic Objectives
and Guidelines
Shareholding Structure
Risks and Impacts
of Copel’s Businesses
Governance
and Sustainability
Human Capital
Intellectual Capital
Social and
Relationship Capital
Natural Capital
Infrastructure
Capital
Financial Capital
Social Audit
GRI Content Index
Annex - Incorporation
of the Principles of
the Global Compact
About CopelCopel | 2016 Sustainability Report
Shareholding Structure of 12.31.2016
G4-17
State of Paraná
58.63%
Voting
31.07%
Total
Bndespar
26.41%
Voting
23.96%
Total
Eletrobrás
1.06% Voting
0.56% Total
Other Shareholders
0.22% Voting
0.24% Total
Free Float
13.68%
Voting
44.17%
Total
BM&FBovespa
12.85%
Voting
31.29%
Total
Nyse
0.83%
Voting
12.85%
Total
Latibex
0.00%
Voting
0.03%
Total
r
(1) Copel Geração e Transmissão S.A. (100%)
(1) Copel Distribuição S.A. (100%)
(1) Copel Telecomunicações S.A. (100%)
(1) Copel Renováveis S.A. (100%)
(1) Copel Comercialização S.A. (100%)
(2) UEG Araucária LTDA. (60%)
(1) Nova Eurus IV Energias Renováveis S.A. (100%)
(1) São Bento Energia (100%)
(1) Cutia Empreendimentos Eólicos SPE S.A. (100%)
(4) Marumbi Transmissora de Energia S.A. (80%)
(1) Nova Asa Branca I Energias Renováveis S.A. (100%)
(4) Costa Oeste Transmissora de Energia S.A. (51%)
(1) Nova Asa Branca II Energias Renováveis S.A. (100%)
Central Geradora Eólica São Bento do Norte I S.A. (100%)
(2) Elejor Centrais Elétricas do Rio Jordão S.A. (70%)
(4) Mata de Santa Genebra Transmissora S.A. (50.1%)
(1) Nova Asa Branca III Energias Renováveis S.A. (100%)
GE Olho d’Água S.A. (100%)
Central Geradora Eólica São Bento do Norte II S.A. (100%)
(2) Companhia Paranaense de Gás Compagás S.A. (51%)
(4) Guaraciaba Transmissora de Energia (TP Sul ) S.A. (49%)
(1) Santa Maria Energias Renováveis S.A. (100%)
GE Boa Vista S.A. (100%)
Central Geradora Eólica São Bento do Norte III S.A. (100%)
(2) UEG Araucária LTDA (20%)
(4) Matrincha Transmissora de Energia (Tp Norte) (49%)
(1) Santa Helena Energias Renováveis S.A. (100%)
GE Farol S.A. (100%)
Central Geradora Eólica São Miguel I S.A. (100%)
(3) Carbocampel S.A. (49%)
(4) Integração Maranhense Trans. de Energia S.A. (49%)
(1) Ventos de Santo Uriel S.A. (100%)
GE São Bento do Norte S.A. (100%)
Central Geradora Eólica São Miguel II S.A. (100%)
(3) Copel Amec S/C Ltda. (48%) (em liquidação)
(1) Brisa Potiguar S.A. (1 00%)
(4) Dominó Holdings S.A. (49%)
(4) Caiuá Transmissora de Energia S.A. (49%)
(4) Cantareira Transmissora de Energia S.A. (49%)
(4) Paranaíba Transmissora de Energia S.A. (24.5%)
(4) Transmissora Sul Brasileira de Energia S.A. (20%)
(5) Uhe Gov. Jayme Carnet Junior (Mauá) (51%)
(5) UHE Baixo Iguaçu (30%)
(1) Wholly-owned subsidiary
(2) Associated companies
(2) Affiliated companies
(3) Jointly-held companies
(4) Consortiums
14
Central Geradora Eólica São Miguel III S.A. (100%)
(3) Sercomtel S.A. Telecomunicações (45%)
Usina de Energia Eólica Cutia S.A. (100%)
(3) Foz do Chopim Energética LTDA (35.8%)
Usina de Energia Eólica Guajiru S.A. (100%)
(3) Dois Saltos Empreendimentos de Geração
de Energia Elétrica (30%)
Usina de Energia Eólica Jangada S.A. (100%)
(3) Dona Francisca Energética S.A. (23%)
Usina de Energia Eólica Maria Helena S.A. (100%)
(4) Voltalia São Miguel do Gostoso Participações
S.A. (49%)
Usina de Energia Eólica Potiguar S.A. (100%)
(4) Paraná Gás Exploração e Produção (30%)
Usina de Energia Eólica Esperança do Nordeste S.A. (100%)
Usina de Energia Eólica Paraíso dos Ventos do Nordeste
S.A. (100%)
About
the Report
Message from
the Presidente
Industry Context
About Copel
The Presence of Copel
in Brazilian States
Interest in the Energy
Market in 2016
Strategic Objectives
and Guidelines
Shareholding Structure
Risks and Impacts
of Copel’s Businesses
Governance
and Sustainability
Human Capital
Intellectual Capital
Social and
Relationship Capital
Natural Capital
Infrastructure
Capital
Financial Capital
Social Audit
GRI Content Index
Annex - Incorporation
of the Principles of
the Global Compact
About CopelCopel | 2016 Sustainability Report Risks and Impacts of Copel’s Businesses
Risk factor
G4-2
Internal Risk Factors:
The chart below summarizes the main risks in the industry that could affect our
businesses and that are considered in our strategic planning. More details about
these risks are available in the 20-F Report.
Operations
5. Uncertainties
businesses.
in projections for energy demand can adversely
impact
1
2
3
4
unfavorable for the Company.
6. Legal actions that may have a material adverse effect if the outcome is
External Risks
Internal Risks
7. Security breach of information, employee errors and misconduct can harm our
business and reputation.
About
the Report
Message from
the Presidente
Industry Context
About Copel
The Presence of Copel
in Brazilian States
Interest in the Energy
Market in 2016
Strategic Objectives
and Guidelines
8A. Contractors involved in the operation may not be in compliance with the law
Shareholding Structure
Operation
Market
Expasion
and with Copel’s ethical values.
5
6
7
8A
9
10
11
12
8B
Consumer Market
External Risk Factors:
9. Certain consumers in our area of concession may suspend the acquisition of
energy from our distribution unit.
1. Political, economic, and regulatory conditions, which include a series of topics,
10. Part of our operating revenue comes from Free Consumers, who may seek
such as economic development of the country, changes in tariff policies,
other suppliers of energy once their supply agreements expire.
regulations and changes in the concession regime, taxation, and cases of
corruption and unlawful conduct.
11. Default resulting from difficulty in receiving amounts billed to our customers.
2. Fluctuations in the currency rate comparing the Brazilian Real with foreign currencies
Expansion
can increase the cost of servicing our debt in foreign currency and acquisition of
electricity from Itaipu, as well as create additional inflation pressure that can limit
access to international markets. Factors that can have an adverse effect on our net
profit and cash flows, can also result in uncertainties in the Brazilian economy and
the Brazilian real estate market.
3. Negative performance of the economy 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
conservation of water/energy that are unfavorable to the businesses.
15
12. Limited access to capital, due to the fact that the Company is subject to
the guidelines of the National Monetary Council and Brazil’s Central Bank
concerning the level of credit that financial institutions can offer to companies
of 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.
Risks and Impacts
of Copel’s Businesses
Governance
and Sustainability
Human Capital
Intellectual Capital
Social and
Relationship Capital
Natural Capital
Infrastructure
Capital
Financial Capital
Social Audit
GRI Content Index
Annex - Incorporation
of the Principles of
the Global Compact
About CopelCopel | 2016 Sustainability Report Social and Environmental Impacts of Copel’s Operations
G4-2
It is in Copel’s mission to serve society, providing infrastructure, energy, and technology necessary for people’s lives, and available for development. Some of Copel’s operations
presented below may generate relevant impacts to local communities and society as a whole.
Details on various ways to mitigate the social and environmental impacts of our operations are presented in Sections 8 and 9 of this report.
Main social and environmental impacts and their management in Copel’s projects
Construction
Operations
Copel studies, evaluates, and measures the impacts on communities and ecosystems when
obtaining environmental licensing for its works. In order to mitigate negative impacts and
boost the positive impacts, Cope develops social and environmental programs with the
impacted communities, the government, and local leaders.
All Copel operations follow the requirements for mitigating impacts that
are defined and approved during the licensing phase.
Possible displacement of families
Local development
Displacement cases are evaluated through a social and economic registration,
and when any social vulnerability situation is identified, Copel provides for the
family relocation process and social compensation for the damages caused
by installing its projects.
Possible land and production losses
Copel provides the owners with compensatory remuneration for their losses
Communities
Copel seeks to meet the expectations of the population surrounding its projects,
investing in infrastructure and services that generate benefits for the
communities where it operates. Most of the actions implemented originate from
legal requirements related to licensing of its projects.
Income generation
Copel pays to lease the land for implementing wind farms. For hydroelectric
power plants, financial compensation is paid to municipalities in proportion to
the flooded areas and according to the energy produced. There is also ICMS (tax
on commercialization of goods and services) for energy production, amounts
paid to the municipalities where the projects are located.
Significant increase in Service Tax collection (ISS), charged on civil construction
works, in the municipalities where the works are carried out.
Risk of accidents involving the local population
Copel promotes several informative events to promote the conscious and safe
use of electricity.
Building Copel’s assets may alter ecosystems, resulting in loss of biodiversity
Copel studies environmental impacts prior to the installation of its projects,
and if such impacts cannot be avoided, vegetation suppression programs are
implemented, as well as monitoring and recovery of flora and fauna, recovery
of Permanent Preservation Areas, and forest replenishment, among others.
Ecosystem
Generation of hazardous waste and the use of natural resources
As defined in the licenses, each project implements specific programs to
minimize and mitigate these impacts.
About
the Report
Message from
the Presidente
Industry Context
About Copel
The Presence of Copel
in Brazilian States
Interest in the Energy
Market in 2016
Strategic Objectives
and Guidelines
Shareholding Structure
Risks and Impacts
of Copel’s Businesses
Governance
and Sustainability
Human Capital
Intellectual Capital
Social and
Relationship Capital
Natural Capital
Infrastructure
Capital
Financial Capital
Social Audit
GRI Content Index
Annex - Incorporation
of the Principles of
the Global Compact
16
About CopelCopel | 2016 Sustainability Report 05 . GOVERNANCE AND SUSTAINABILITY
Governance Structure // Performance of Governance Bodies // Integrity Practices // Sustainability Management
17
Copel | 2016 Sustainability Report
05. Governance and Sustainability
The following principles guide the Company’s corporate governance:
In 2016, Copel improved its corporate governance practices by creating
transparency, equity, accountability, and corporate responsibility. Based
the Governance, Risk, and Compliance Office. The creation of
on these principles, our Governance Policy, whose main objective is to
contribute to Copel’s continuity and establish the standard and best practices
of corporate governance to be adopted by the Company and its wholly-owned
subsidiaries.
this office accelerated compliance with the requirements of the new State
Law No. 13,303, of 2016, and is aligned with the Anti-Corruption Act regulated
in 2015.
The corporate governance practices adopted comply with the requirements
In its structure, the new department integrated the responsibilities of other
established for BM&FBOVESPA level 1 companies. We also adopted as a
areas of Copel that until then had been responsible for risk management,
benchmark the Code of Best Practices in Corporate Governance from the
governance, and integrity, placing the Company among the first Brazilian
Brazilian Institute of Corporate Governance (IBGC).
For the Company to be permanently guided by ethically sound principles,
all those working on its behalf are governed by code of conduct developed
according to Copel’s values, the Principles of the Global Compact, and the
Principles of Corporate Governance.
companies to incorporate business sustainability management activities into
this area, seeking to align its governance practices with those of companies
that are global benchmarks in this aspect. G4-35, G4-36, G4-45
Learn about the governance practices and policies that guide the Company’s
Both the Governance Policy and the Code of Conduct are approved by the
businesses:
Company’s highest governance body - the Board of Directors. G4-42
• Corporate Governance Policy
• Governance Practices
About
the Report
Message from
the President
Industry Context
About Copel
Governance
and Sustainability
Governance
Structure
Performance
of Governance Bodies
Integrity
Practices
Sustainability
Management
Human Capital
Intellectual Capital
Social and
Relationship Capital
Natural Capital
Infrastructure
Capital
Financial Capital
Social Audit
GRI Content Index
Annex - Incorporation
of the Principles of
the Global Compact
18
Governance and SustainabilityCopel | 2016 Sustainability Report
Governance Structure
G4-34, G4-38, G4-42
Copel’s management structure consists of four permanent deliberative bodies, broken down by levels of responsibility and advised by technical committees.
General Shareholders' Meeting
Defines the business guidelines and make strategic decisions.
(cid:127)
• 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.
(cid:127) Members: CEO, 5 directors and 1 adjunct director.
(cid:127) Mandate: 2 years after election by the Board of Directors.
Fiscal Council
Permanent organ that reviews and advises the
financial statements and supervises the actions
of the managers.
(cid:127) Members: 5 effective and 5 substitutes.
(cid:127) Mandate: 1 year after the election in Assembly.
Internal
Audit
C h i e f E x e c u t i v e O ffi c e
Committee Disclosure of Relevant Acts and Facts
Supports the Department of Investor Relations
in the practice of Disclosure Policy.
• Members: 15.
Holding
Business Development
Office
Finance and Investor
Relations Office
Legal and Institutional
Relations Office
Corporate Management
Office
Governance, Risk and Compliance
Department para Governance,
Risk and Compliance Office
Ethical Orientation Committee
Ensures the fulfillment of the code
of conduct.
(cid:127) Members: 12 (with 11 employees and
one representative of civil society).
(cid:127) Mandate: 1 year after the election in
Assembly.
Board of Directors
Deliberates and defines the overall direction of
the business.
(cid:127) Members: 9 (5 being independent).
(cid:127) Mandate: 2 years after the election in Assembly.
Audit Committee
Monitors, reviews, supervises, accompanies
and makes recommendations on the
Company's activities.
(cid:127) Members: 3 independents and members
of the board of directors.
(cid:127) Mandate: 2 years.
Corporate Risk Management Committee
Advises the Audit Committee in the definition
of guidelines and strategies for the Company's
risk management.
(cid:127) Members: 11 employees (Holding and
wholly-owned subsidiaries).
(cid:127) Mandate: 2 years
19
About
the Report
Message from
the President
Industry Context
About Copel
Governance
and Sustainability
Governance
Structure
Performance
of Governance Bodies
Integrity
Practices
Sustainability
Management
Human Capital
Intellectual Capital
Social and
Relationship Capital
Natural Capital
Infrastructure
Capital
Financial Capital
Social Audit
GRI Content Index
Annex - Incorporation
of the Principles of
the Global Compact
Governance and SustainabilityCopel | 2016 Sustainability Report
General Assembly
The Shareholders’ General Meeting is the forum in which shareholders have the power
elected by the Board of Directors for a term of two years. Executive Board meetings
are held every two weeks and the minutes are recorded in the appropriate book.
to decide all business regarding the Company’s purpose and to make resolutions
Board Composition
deemed convenient concerning the defense and development of the Company.
The Annual General Meeting is held in the first four months of each year, and
Extraordinary General Meetings may be convened whenever deemed necessary,
on any date.
Board of Directors
■ CEO: Antonio Sergio de Souza Guetter
■ Chief Corporate Management Officer: Gilberto Mendes Fernandes
■ Chief Financial and Investor Relations Officer: Luiz Eduardo da Veiga Sebastiani
■ Chief Legal and Institutional Relations Officer: Cristiano Hotz
■ Chief Governance, Risk and Compliance Officer: Fabio Malina Losso
■ Chief Bussines Development Officer: Jonel Nazareno Iurk
Copel’s Board of Directors - CAD is composed of nine members, five of them
Fiscal Council
independent. G4-40
The CAD holds regular meetings according to the pre-established schedule, in
addition to possible extraordinary meetings (on average, there are eight meetings
per year). In 2016, ten regular and six extraordinary meetings were held. G4-47
Composition of the Board of Directors - period 2015-2017
G4-38, G4-39
Copel’s Fiscal Council is permanent, composed of five members and five alternates
elected by the General Meeting for a term of one year. It convenes monthly to deal
with matters that include, among others, supervision of the acts of the administrators,
analysis, and opinion on the quarterly and annual financial statements. All meetings of
the Fiscal Council - both regular and extraordinary - are recorded in the appropriate book
and, sometimes, in accordance with legal requirements, opinions are also recorded.
■ President: Fernando Xavier Ferreira
■ Board member: Antonio Sergio de Souza Guetter
■ Board member: Mauro Ricardo Machado Costa
■ Board member: José Richa Filho
■ Board member: Carlos Homero Giacomini
■ Board member: Marlos Gaio
■ Board member: Sandra Maria Guerra de Azevedo
■ Board member: Sergio Eduardo Weguelin Vieira
■ Board member: Hélio Marques da Silva
Executive Board
Copel’s Executive Board is responsible for executive roles and has the exclusive
Composition of the Fiscal Council - period 2016-2017
Members
■ George Hermann Rodolfo Tormin
■ Nelson Leal Junior
■ Massao Fabio Oya
■ João Carlos Flor Junior
■ (vacant position)
Alternates
■ Osni Ristow
■ Roberto Brunner
■ Gilmar Mendes Lourenço
■ Aurelio Belarmino Barbosa
responsibility of representing the Company. It is composed of six members who are
■ Vinícius Flor
20
About
the Report
Message from
the President
Industry Context
About Copel
Governance
and Sustainability
Governance
Structure
Performance
of Governance Bodies
Integrity
Practices
Sustainability
Management
Human Capital
Intellectual Capital
Social and
Relationship Capital
Natural Capital
Infrastructure
Capital
Financial Capital
Social Audit
GRI Content Index
Annex - Incorporation
of the Principles of
the Global Compact
Governance and SustainabilityCopel | 2016 Sustainability Report
Audit Committee
G4-49
Reporting directly to the Board of Directors, the Audit Committee is composed of three
risk matrix, managing it, and recommending preventive security measures to the
members of the Board, who are independent according to Rule 10A-3 of the Securities
business. This committee has an annual agenda of ordinary meetings, and may convene
Exchange Act, with the characteristics, composition, operation, and powers established
extraordinarily whenever necessary. G4-45, G4-46
in a specific Internal Regulation. G4-40
In 2016, the Corporate Risk Management Committee reported to the Audit Committee
As of the next term of office of the members of the Committee, which will begin in May
its monitoring of 19 significant concerns regarding the Company’s business, of the
2017, the Company will adopt the requirements provided in Article 25 of Law 13,303/2016
following nature: stakeholders; social and environmental liabilities; contingencies and
and State Decrees 6,262 and 6,263/2017, for the appointment of board members.
judicial deposits; property, permanent, intangible assets, and receivables related to
the concession; suppliers; labor obligations; accounting procedures, and information
The Committee holds regular meetings at least six times a year, according to a previously
defined schedule, with extraordinary meetings and, if necessary, with any member of
technology. G4-50
the Board of Directors, Independent Auditors, Internal Audit, or Fiscal Council. In 2016, a
total of 16 meetings were held to deliberate on approval of annual planning of the work,
performance, and monitoring of the activities of the Internal Audit.
Risk Management
G4-2
It also oversees the Internal Audit, responsible for developing and executing the
Copel’s Integrated Corporate Risk Management covers all corporate areas, its wholly-
About
the Report
Message from
the President
Industry Context
About Copel
Governance
and Sustainability
Governance
Structure
Performance
of Governance Bodies
Integrity
Practices
Sustainability
Management
Human Capital
Intellectual Capital
Social and
Relationship Capital
Annual Audit Plan, which covers the Copel corporation, its business units and interests,
conducting special audits through requests received through the proper channels,
preparing and submitting reports of the results of the audit to the Company’s
Management and the Audit Committee, when necessary, communicating the results
of the audit, with recommendations and/or suggestions for the auditees to improve
owned and controlled subsidiaries, jointly held affiliated companies, and establishes
the formation of a Corporate Risk Management Committee, which reports to the Audit
Natural Capital
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
Infrastructure
Capital
Financial Capital
31000, and whose purpose is to maximize economic, social, and environmental value to
Social Audit
management of their respective areas, among others. The Internal Audit Regulations
stakeholders and ensure compliance with laws and regulations in force.
are available online.
Corporate Risk Management Committee
A permanent advisory body. It is a subordinate of the Audit Committee and is composed
of representatives of the Board of Directors, the Superintendency of Controllership,
Management and Participations, the Coordination of Corporate Regulatory Affairs and
Integrated Corporate Planning, and a member of the Internal Audit. The Corporate Risk
Management Committee is the department responsible for preparing the Company’s
21
The risk management model adopted by Copel 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. The model also
defines the parameters of appetite for risk, likelihood of occurrence, and its social
and environmental, financial, operational, and image impacts, providing tools for its
preventive treatment and mitigation. G4-14
GRI Content Index
Annex - Incorporation
of the Principles of
the Global Compact
Governance and SustainabilityCopel | 2016 Sustainability Report
Deficiencies and recommendations on internal controls are routed to business
assessment. In addition to being a best practice in governance and management the
areas through “Internal Controls Certificates.” For each note, an action plan is
initiative meets the requirements of Law No. 13,303/2016.
developed, which will be monitored in the following year.
After analyzing the results of the Assessment of the Administration held in 2016, the
This process is coordinated by Corporate Integrity Coordination, a body that reports
Board of Directors approved the continuity of the process and requested the plan for
directly to the Governance, Risk and Compliance Officer, with whom it meets
evolving the methodology to be presented in the first quarter of 2017.
periodically, and is responsible for reporting its activities to the Audit Committee
and the Executive Board. Copel also in place has an Internal Audit structure,
responsible for assessing the adequacy of internal controls, the effectiveness of
In 2016, the main opportunities for improvement identified refer to the management and
transparency dimension, as follows:
risk management, compliance with standards, and process reliability.
■ Availability of relevant information about the organization, market trends and
Performance of Governance Bodies
Remuneration
G4-51, G4-52
the industry sector;
■ Monitoring feasibility and execution of strategic planning;
■ Monitoring risks and internal control processes;
■ Monitoring transactions between companies and stakeholders.
Copel’s Administrators and Fiscal Advisers have their remuneration defined during
The main actions for improvement implemented were:
the General Meeting, which takes into account the remuneration of the previous
■ Prior preparation for meetings in order to further knowledge and the decision-making
period and the corresponding monetary restatement. In 2016, overall remuneration
for the Executive Board, for the Board of Directors, and for the Fiscal Council totaled
nearly BRL 9.5 million.
Self-Assessment
G4-44
process of the administrators aiming to improve management processes in order to
sustain the business strategy and ensure expected results;
■ Publication of the Stakeholders Transactions Policy.
Development
In pursuit of continuous improvement, the Company annually conducts a self-
assessment of the Board of Directors, the Executive Board and the Audit Committee.
Board Members and Directors answer a specific questionnaire for each department.
The Administrator Training Program is aimed toward directors, presidents of
subsidiaries, and executive officers. The content was developed in modules and
included issues regarding corporate governance, economic and financial aspects,
Based on the analysis of the results, strengths and weaknesses are indicated and
business strategy, fiscal council, and administration and strategic management of
proposals are made for improvement.
business risks.
Assessment
G4-44
In order to provide greater credibility to the process of assessing the performance of
The program aims to develop the competencies required for Members of the Board
and of the Fiscal Council to perform their activities. It also aims to train professionals
who act as directors of Copel’s subsidiaries and affiliated companies, so that their
the Company Administration, Copel contracted an external consultant to carry out the
performance may be more effective. G4-43
22
About
the Report
Message from
the President
Industry Context
About Copel
Governance
and Sustainability
Governance
Structure
Performance
of Governance Bodies
Integrity
Practices
Sustainability
Management
Human Capital
Intellectual Capital
Social and
Relationship Capital
Natural Capital
Infrastructure
Capital
Financial Capital
Social Audit
GRI Content Index
Annex - Incorporation
of the Principles of
the Global Compact
Governance and SustainabilityCopel | 2016 Sustainability Report
Integrity Practices
Integrity Program
Copel has several structures in place to establish a transparent dialogue and
ethical relationship with all its audiences. These mechanisms form the integrity
practices of the Company and its subsidiaries, based on alignment with the UN
Global Compact2 and the public commitment to fight against corruption.
The Company uses internal tools in order to disseminate ethical conduct and
identify deviations. To this end, the Company makes available the Compliance
Portal, which contains mechanisms adopted to guide the transparency and ethical
conduct of its activities. Learn about the mechanisms adopted by the Company,
such as the Confidential Communication Channel, the Copel Distribuição and Copel
Telecomunicações Ombudsman’s Office and the Ethics Guidance Committee (COE)
on the Compliance Portal. G4-56
This structure is monitored by determining that process managers issue “Certificates
of Internal Controls,” formalizing the cases of nonconformities detected and
thus committing to regularizing them. All these mechanisms are overseen by the
Audit Committee.
According to the recommendations of the Second External Control Inspectorate
Office of the Audit Court of Paraná (Segunda Inspetoria de Controle Externo do
Tribunal de Contas), Copel promoted improvements on its Transparency Portal,
making access easier with more detailed information.
The result of the work was praised by the inspectors, and mentioned as a
benchmark at the State Audit Court (TCE-PR). Learn about the improvements on
the Transparency Portal.
In addition to immediate and detailed access to all content, the new portal
facilitates the export of data, now fully complying with the Access to Information
Act. Among the innovations added to the portal is the inclusion of a link to report
cases of corruption, information regarding corporate participation in concession
contracts, and public bids opened by the Company, among others.
Copel proactively adopted the practice of scheduling monthly meetings with TCE-PR
to streamline possible actions and/or proceedings by the 2nd inspectorate, thus
improving the flow of information and demands, as well as the relationship between
Copel and TCE-PR.
23
The Integrity Program is a platform for disseminating the Company’s commitments
to transparency and the fight against corruption. In 2016, Copel implemented the
Distance Learning (EaD) training program in order to raise awareness of ethical
behavior among all employees of Copel and its subsidiaries.
A total of 7,724 employees were trained in the fight against corruption, equivalent
to 90.54% of the employees, in addition to all members of the Company’s Board
of Directors. G4-SO4
The program was further strengthened by disseminating the Company’s ethical
standards using all internal communication channels such as emails, internal
newsletters, intranets, meeting minutes and others, as well as making all related
corporate rules of the Integrity Program available on the web.
About
the Report
Message from
the President
Industry Context
About Copel
Governance
and Sustainability
Governance
Structure
Performance
of Governance Bodies
Integrity
Practices
Sustainability
Management
Human Capital
All these actions are reflected in the reduction of cases of corruption involving
Intellectual Capital
Copel’s employees. Four people received sanctions for their involvement in
suspicious activities in 2014 and 2015. In 2016, no case was registered. G4-SO5
There were also two events with aspects focused on integrity:
Management Meeting: presenting the current scenario facing integrity practices
and how companies are reacting to the need to adapt their processes, and
implement an integrity program. It was attended by over 500 managers.
25º GAIP – Group of Internal Auditors of the State of Paraná: held at Copel’s premises,
aiming to contribute to the evolution of the profession of Internal Auditors, supporting
the official institutions that govern this activity, as well as other correlated activities. At
this meeting, the aspect “How Copel structured its Risk Management, Internal Controls,
and Compliance areas, and the relationship of these areas with Internal Audit” was
discussed. This event registered a record number of participants, with 92 present.
2 - Copel has been the United Nations’ Global Compact signatory since 2000 and joined the Call to Action initiative
launched in 2014 by the UN’s Global Compact, aimed to encourage governments to fight against corruption.
Social and
Relationship Capital
Natural Capital
Infrastructure
Capital
Financial Capital
Social Audit
GRI Content Index
Annex - Incorporation
of the Principles of
the Global Compact
Governance and SustainabilityCopel | 2016 Sustainability Report
Compliance tested in company contracts and processes
employees participated. The goal is to ensure that all employees take this module
Copel maintains a commitment to taking preventive action in the fight against
corruption; thus in 2017 the Company will conduct systematic compliance tests
by October 2017. For the 2017/2018 cycle, a new version of the EaD Code of Conduct
is planned, with emphasis on the Confidential Communication Channel.
in contracts and processes that are more fragile, among which we highlight:
As a best practice, the Company has defined in an administrative standard
financial, accounting, procurement, and information technology.
Aiming for greater effectiveness in risk management in the supply chain, Copel
that the Code must be revised every two years, and every four years, through
public consultation, in a candid and open dialogue with all stakeholders. For 2017,
a new update of the Code of Conduct is planned, seeking improvement in
is developing a due diligence process for critical business suppliers to be
compliance issues.
implemented in 2017, which, in addition to handling corruption risks, will contribute
to monitoring social and environmental issues.
The Code of Conduct is available to all stakeholders at the Company website.
Also in 2017, Copel will hold a workshop on the Integrity, Anti-Corruption
and Social and Environmental Act for its main critical suppliers. Copel
Telecomunicações will also develop an Integration Program with its service
providers and contractors, with lectures on safety and integrity, for all its partners.
Code of Conduct
G4-56, G4-57
Risk Assessment for Corruption
G4-SO
As part of its Policy on Integrated Management of Corporate Risks, Copel works to
ensure constant monitoring of threats of corruption within the Company, and of fraud
in the internal control environment.
Due to these safety criteria, all operational processes are annually submitted to risk
assessment involving errors or frauds that may interfere with the results of the financial
The Company’s Code of Conduct is aligned with its values, the Principles of the
statements. In this respect, controls are submitted to tests by an Internal Audit and an
UN Global Compact, and Corporate Governance guidelines. It defines actions that
Independent Audit, the results of which are reported to senior management.
promote integrity, transparency, safety, and health. The document also addresses
social and environmental responsibility, respect, and the relationship with the
various segments in which the Company operates.
In 2016, the Company submitted 28 transactions to risk assessments concerning
corruption. This was 100% of the transactions carried out in the year, and no cases of
corruption were identified in the period.
Created in 2003, based on ethical parameters, the code is a guiding instrument for the
acts of all those who carry out activities on behalf of Copel. The Code was revised at
Reporting Channels
G4-57, G4-58
the end of 2015, and was even submitted to public consultation. In 2016, it was widely
publicized in the media and all employees received a hard copy. G4-SO4
In order to gather opinions, criticism, complaints, claims, and personal
consultation, Copel provides a communication channel, presented below, which,
In order to disseminate the concepts of the Code of Conduct, in 2016 Copel
in addition to fighting fraud and corruption, expands the organization’s relationship
developed specific training in the “Distance Learning” modality (EaD), where 543
with stakeholders.
24
About
the Report
Message from
the President
Industry Context
About Copel
Governance
and Sustainability
Governance
Structure
Performance
of Governance Bodies
Integrity
Practices
Sustainability
Management
Human Capital
Intellectual Capital
Social and
Relationship Capital
Natural Capital
Infrastructure
Capital
Financial Capital
Social Audit
GRI Content Index
Annex - Incorporation
of the Principles of
the Global Compact
Governance and SustainabilityCopel | 2016 Sustainability Report
Confidential Communication Channel - This channel is intended to receive reports
Sustainability Management
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 response to the claim. It is available 24x7 through a toll-free number:
0800 643 5665.
Ombudsman’s Office - There are two channels open to all audiences, both internal
Copel’s commitment is to promote economic growth with social and environmental
responsibility, in line with the Sustainability and Corporate Governance Policy.
About
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Message from
the President
At the end of 2016, Copel restructured the duties of sustainability and governance,
Industry Context
creating the Coordination of Corporate Sustainability and Corporate Governance
with a scope of action that includes following the sustainability agenda,
disseminating culture, and adopting best practices in sustainability and corporate
governance. The Coordination resports directly to the Risk, Governance, and
and external, to receive suggestions, complaints and reports, which are available on
Compliance Office. G4-35, G4-36
business days, from 8 AM to 6 PM, via toll-free number.
The Ombudsman’s Office for Copel Distribuição is available prepared to receive
complaints personally or through mail sent to the address Rua Professor Brasílio
Ovídio da Costa, 1703, district of Santa Quitéria, zip code: 80310-130, in Curitiba, PR.
Sustainability challenges are part of the strategic framework, through the mission,
vision, values, and strategic guidelines, and are aligned with business planning,
linked to the strategic objective, “Improve performance in sustainability”. G4-36
In its ongoing search to improve the Company’s sustainability performance, in
addition to managing aspects and indicators, Copel considers expectations and
The Ombudsman’s Office for Copel Telecomunicações is available receive
works to improve communication and relationships with our stakeholders. G4-35,
complaints personally or via mail sent to the address Rua Emiliano Perneta, 756,
G4-36, G4-45
district of Batel, zip code: 80420-080, in Curitiba, PR.
In this work, the following main market practices are used to:
Committee to Investigate Claims of Mobbing (CADAM) - to address and support
all employees victim of mobbing in the workplace. The information is confidential
■ Guide and assess performance, as well as compare practices with global and
national benchmarks: questionnaire from RobecoSAM (Dow Jones Sustainability
Index - DJSI), Ethos Indicators for Sustainable and Responsible Business Models,
and both the person reporting and the person reported have the preservation of their
and the Corporate Sustainability Index (ISE – BM&FBOVESPA).
identity guaranteed. Email: cadam@copel.com.
Ethics Guidance Committee (COE) - The COE evaluates and offers guidance in
processes associated with ethical conduct within the Company and has up to 90 days
to provide a final solution. Email: conselho.etica@copel.com.
■ Report our performance and engage our audiences: Global Reporting Initiative
(GRI), Integrated Reporting (IR), Carbon Disclosure Project (CDP) and Global
Greenhouse Gas Protocol (GHG).
The main purpose of corporate sustainability and corporate governance is to ensure
continuity of the Company, which is achieved through recognition that our practices
In addition to these channels, Copel is open to receive requests for information, services,
must meet the expectations of our stakeholders.
criticism or suggestions for improvement, guidance and grievances from its audiences
One of the main results of the action was that in November 2016, the Company was
through various service channels.
selected to remain in the group of the most sustainable companies in the São Paulo
25
About Copel
Governance
and Sustainability
Governance
Structure
Performance
of Governance Bodies
Integrity
Practices
Sustainability
Management
Human Capital
Intellectual Capital
Social and
Relationship Capital
Natural Capital
Infrastructure
Capital
Financial Capital
Social Audit
GRI Content Index
Annex - Incorporation
of the Principles of
the Global Compact
Governance and SustainabilityCopel | 2016 Sustainability Report
Stock Exchange (ISE - BM&FBOVESPA) in the 2016/2017 portfolio, where it evolved
in the Brazilian Committee of the Global Compact - CBPG, since
its
the most since 2012, above the average performance of the portfolio. Copel has
creation in 2004.
been a part of eleven of the twelve editions of the Corporate Sustainability Index
(ISE), since the index was created, in 2005.
National SDG We Can Movement
The year 2016, was also marked by the continued inclusion in the Morgan
Stanley Capital International (MSCI) Sustainability Index, a global leader in the
preparation of financial indices that serve as reference for investors. The MSCI
ESG seal is awarded to companies that show excellent performance in the social,
environmental and corporate governance areas. COPEL obtained a maximum
score in 27 of the 28 indicators analyzed in 2016, and AA concept on a seven-level
scale that ranges from CCC to AAA.
Copel was also selected to be part of the FTSE4Good Emerging Index, an index
linked to the FTSE 100, of the London Stock Exchange, which recognizes companies
that have best practices in the social, environmental, and governance areas, and is
a reference for investors.
Voluntary Commitments
G4-15, G4-16
Committed to sustainable development, in the course of its history, Copel has
made several voluntary commitments that it disseminates throughout its value
chain and other stakeholders.
Global Compact
The SDG is a global agenda that comprises 17 objectives and 169 goals to be
achieved by 2030. The National SDG We Can Movement acts in support of
this global development agenda defined by the UN, which is non-partisan,
ecumenical and plural. It is the result of coordinating volunteers from the
three sectors of Brazilian society in order to promote the improvement of the
population’s living conditions, from a sustainable development standpoint in
Brazil and internationally.
As a member of the Brazilian Global Compact Committee, Copel participated in
Sustainable Development Goals (SDG), launched by the United Nations Global
Compact. The study seeks to create a methodology that translates business
engagement with SDG, identifying best practices and learning, and providing
inputs for strategic guidance of the Brazil Network of the Global Compact.
Corporate Contribution to Promoting a Green and Inclusive Economy
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
A signatory of the UN Global Compact since 2000, Copel endorses the principles
toward a more inclusive economy, which contributes to face major challenges in
proposed by the initiative, based on three main aspects: constant improvement
sustainability in Brazil and worldwide.
of management systems and corporate policies; supporting the formulation,
implementation, and
improvement of public policies and consolidation
Statement of Cultural Action for Governments in the Fight against Corruption
of partnerships with other companies,
institutions, or organizations
Copel adhered to the statement in 2014, reaffirming its commitment to
in projects that may bring social and environmental gains. In line with
transparency and the fight against corruption, expressing its support to the
this commitment and
the Sustainability Policy, Copel participates
Post-2015 Development Agenda, in an effort to promote sustainability, ethical
in the Brazilian Network of the Global Compact and has had representation
conduct, and best practices in corporate governance.
26
About
the Report
Message from
the President
Industry Context
About Copel
Governance
and Sustainability
Governance
Structure
Performance
of Governance Bodies
Integrity
Practices
Sustainability
Management
Intellectual Capital
Social and
Relationship Capital
Natural Capital
Infrastructure
Capital
Financial Capital
Social Audit
GRI Content Index
Annex - Incorporation
of the Principles of
the Global Compact
a study on the contribution of companies in the Brazilian electricity sector to the
Human Capital
Governance and SustainabilityCopel | 2016 Sustainability Report
Corporate Pact for Integrity and Fight Against Corruption
are to raise awareness and involve employees in the promotion of equal rights,
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
opportunities and recognition of everyone, with special attention to follow
vulnerable groups subject to discrimination based on gender, race, color, physical
Corruption, on the 10th principle of the Global Compact, and on the guidelines of
disability, sexual orientation, age, and religion.
the Organization for Economic Co-operation and Development (OECD).
Prevention of Mobbing and Sexual Harassment
Eradication of Child, Forced or Bonded Labor
Copel recognizes health and safety at the workplace as a fundamental human
In alignment with the principles of the Global Compact and the Sustainable
right, valuing life and respecting physical and moral integrity of people, intended
Development Goals - SDG, Copel commits to implement tools to bar hiring
to create a gratifying and conducive work environment to generate productivity.
products and services from suppliers who use child, forced or compulsory
labor in its value chain. In 2016, Copel joined the Network of Companies
Respect for Free Association and the Right to Collective Bargaining
for Education and Eradication of Child Labor, which reaffirms the Company’s
Copel guarantees the principles of freedom of association, for individuals and
concern for the cause.
collectively, pursuant to article 8 of the 1988 Constitution, and Convention No. 87,
Sexual Exploitation of Children and Adolescents
of the International Labor Organization - ILO.
The Company promotes actions to raise awareness among employees,
Principles for Responsible Management Education (PRME)
suppliers, and customers against the sexual exploitation of children and further
Copel Corporate University (UniCopel) became, in 2014, the first of its kind in Brazil
disseminates its commitment in its Supplier Manual and through specific clauses
to adhere to the PRME, a program by the United Nations that promotes training of
in its agreements.
leaders toward responsible management of businesses.
Fight against Discrimination and Valuation of Diversity
Learn more about the commitments assumed on the Sustainability page –
The Company created the Permanent Committee on Diversity, whose goals
Voluntary Commitments.
About
the Report
Message from
the President
Industry Context
About Copel
Governance
and Sustainability
Governance
Structure
Performance
of Governance Bodies
Integrity
Practices
Sustainability
Management
Human Capital
Intellectual Capital
Social and
Relationship Capital
Natural Capital
Infrastructure
Capital
Financial Capital
Social Audit
GRI Content Index
Annex - Incorporation
of the Principles of
the Global Compact
27
Governance and SustainabilityCopel | 2016 Sustainability Report
Performance in Capitals
Copel has executive areas that cover the Company’s most important
strategic fronts. In these areas, considered business capitals, Copel
shows its capacity to create value for stakeholders in the short, medium,
and long term.
“Capitals are deposits of amounts that increase, reduce or transform through activities
and products from the organization. For example, the financial capital of an organization
increases when it generates profit, the quality of its human capital improves when
employees receive better training.”
IIRC Framework
28
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t
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c
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Human capital
Intellectual capital
Social and Relationship Capital
Natural Capital
Infrastructure Capital
Financial Capital
This is Donizete Benedicto Barboza
06 . HUMAN CAPITAL
Human Capital Profile // Performance Management // Professional Development // Health and Safety
29
Copel | 2016 Sustainability Report
06. Human Capital
Investment in human capital is one of Copel’s main strategic pillars. There are two
businesses, collaboration, sharing, satisfaction, well-being, and work safety, as well
main challenges regarding Human Capital management at Copel, which guide
as pioneering the use of blank spaces in the market and society.
their development strategies, remuneration, and employee assessment. The first is
adjusting personnel costs, since it is a public and regulated concession, where the
priority is tariff accessibility, resulting in a constant search for productivity, efficiency,
The idea is to allow all Copel employees to contribute to creating a management
model capable of preparing people to perform their roles in an increasingly complex
scenario where new technologies arise and improve with great speed.
and operational excellence.
The second challenge is the search for more diversified projects using other sources
of clean energy, for example, wind power generation and distributed generation,
Human Capital Profile
which represent a constant need to develop its professionals, as well as generate and
retain knowledge.
Copel’s Workforce
G4-9, G4-10
*New Hires in 2016
G4-LA1
This vision of the future market guides strategies for the development, engagement,
and assessment of employees, and is reflected in its policies for People Management
and Occupational Health and Safety. Initiatives at Copel are always focused on
enhancing both professional and personal development, improving knowledge
management practices, and strengthening the Company’s innovation and safety
1,900 women
25 women
culture, based on providing equal opportunities.
6,631 men
70 men
The Company believes that professional qualification and well-being of its employees
is reflected in better results in terms of business growth. To this end, Copel traditionally
fulfills a benefits commitment that gives the company advantages in the market.
In addition to maintaining its competitive advantages in the market, and promoting
a motivating climate in the workplace, Copel understands that modern forms of
management significantly contribute to maintaining its competitiveness.
Accordingly, Copel launched Anima, an unprecedented initiative whose challenge is
to build a new participatory management model, openly discussing its future with
over 8,500 employees.
22%
78%
8,531
employees
26%
74%
95
hires
Initially formed by eight projects, its main concepts are: involvement, proactivity,
*Approximately half (49%) are less than 30 years old.
participatory leadership, greater synergy between the holding company and the
The turnover rate was 1.7%.
30
About
the Report
Message from
the President
Industry Context
About Copel
Governance
and Sustainability
Human Capital
Human Capital Profile
Performance
Management
Professional
Development
Health and Safety
Intellectual Capital
Social and
Relationship Capital
Natural Capital
Infrastructure
Capital
Financial Capital
Social Audit
GRI Content Index
Annex - Incorporation
of the Principles of
the Global Compact
Human CapitalCopel | 2016 Sustainability Report All Company employees are covered by a Collective Bargaining Agreements and have
This structure aims to:
contracts governed by the Consolidation of Labor Laws (CLT). G4-11
The Company bases its relationship with all its employees on the guidelines of
its policies for People, Health, and Safety Management, its Code of Conduct, and
the Copeliano Manual, in compliance with the Consolidation of Labor Laws (CLT),
the fundamental conventions of the International Labor Organization (ILO) and the
■ Identify the positions and roles required to perform the activities;
■ Define training required to perform the activities regarding each position
and role;
■ Establish the levels of maturity and complexity of each position and role
Universal Declaration of Human Rights.
required to meet the demand of each job position;
In addition to direct employees, the Company operates with 5,666 contractors.
■ Establish rules for the functional (vertical) and salary (horizontal) movement
These are contractors providing services such as: customer services, construction
of employees;
of transmission lines, networks and substations, connections, disconnections and
re-connections, reading low voltage meters, maintenance of electrical systems,
■ Demonstrate opportunities for career growth and development.
green areas, and buildings, private security, and maintenance, among others.
In 2016, the average annual remuneration adjustment of all employees was
Respect Creates an Inclusive Culture
Copel was one of the first Brazilian companies to allow the use of the “social name”
- a name chosen by employees who have adopted a different sexual identity - on
10.62%. The ratio between the percentage of increase in remuneration of the
highest paid individual and the percentage of increase in the average annual
remuneration of all employees was 0.86. G4-55
their ID badge.
Relocation Program
Regarding gender equality at Copel, one in five employees is a woman. The ratio
Valuing people, prioritizing internal mobility, and allowing employees to move
is the same among managers, reflecting the seriousness with which the Company
addresses issues related to equal conditions and the opportunities offered to
women in the workplace. In 2015, Copel was awarded the Pro-Equity Seal for
to other locations or areas of the company are the main objectives of the
Relocation Program launched by Copel. Reflecting the wishes of the employees
Gender and Race from the Federal Government for the second time, and in 2016,
themselves, expressed through the Employee Opinion Survey (POE), the
Copel was one of the 48 companies selected by the organizers of the WEPs Brazil
Award - Women’s Empowerment Principles.
Remuneration and Benefits
The Company’s career and remuneration structure establishes remuneration
standards compatible with the market and the position, title, and level of the
employee, according to training and qualification, enabling recognition for
individual development.
31
initiative enables employees to become more active in managing their own
careers, collaborating toward personal and professional development.
The program is intended to optimize the workforce by increasing gains
in productivity, offering equal opportunities based on the principle of
transparency in the decision-making process regarding internal movement of
people. Since its launch in 2016, a total of 120 job openings have been made
available internally.
About
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Message from
the President
Industry Context
About Copel
Governance
and Sustainability
Human Capital
Human Capital Profile
Performance
Management
Professional
Development
Health and Safety
Intellectual Capital
Social and
Relationship Capital
Natural Capital
Infrastructure
Capital
Financial Capital
Social Audit
GRI Content Index
Annex - Incorporation
of the Principles of
the Global Compact
Human CapitalCopel | 2016 Sustainability Report Benefits
G4-EC1
Copel offers a benefits package that goes beyond those required by law, and is in line
with those of the best companies in the market. It annually delivers to its employees
the Benefit Balance - BBC, which provides a comprehensive view of the benefits
offered by the Company, with stratified information regarding what each employee
received in the previous year, in terms of salary, additional pay, allowances, profit
sharing, financial and non-financial benefits, as well as future benefits regarding the
pension plan and the government’s severance fund (FGTS). G4-LA2
Performance Management
In 2016, Copel continued the Performance Management Program - called Our
Energy. Improvements for each cycle are provided by the experiences of previous
cycles and by performance management practices. In this way, we always seek
spot and assertive changes that do not modify the essence of the model, in order
to preserve its main characteristics and make it increasingly continuous and
consolidated. An example of a change was including the calibration process that
minimized distortions and errors in the evaluations. The objective is to further adapt
the model to the Company’s market practices and needs. In 2016, all (100%) of the
employees received their performance assessment. Through the Employee Opinion
Survey (POE), which is carried out every two years, we verify that all employees
were subjected to the evaluation interview and whether it contributed to improving
the people management process. G4-LA11
Professional Development
G4-DMA-EU14
Investments in Human Capital in 2016
G4-LA9
Short term
■ 2,242 events
■ 34,488 participants
■ 416,298 hours of training
■ Average of 48.8 hours per employee
Long term
Language Courses
Post Graduate Courses
■ 302 participants
The guiding principles for development of human capital are goals and objectives
derived from Copel’s strategic planning, as well as the need to develop the skills
of each employee. These training and development initiatives ranges from basic
training, intended for certain roles, to graduate courses at specialization and
doctorate levels.
These actions are organized into corporate programs (education actions geared
toward the entire Company), qualification training (basic training to perform
a given role), compulsory training (courses for certain activities), training
for professional development and events (seminars, lectures, workshops,
congresses, etc.).
Corporate education actions (Integrity, Sustainability, Foreign Language Training,
Leadership, Preparation for the Future, Integration, among others) are coordinated
by the Corporate University (UniCopel). Basic training courses are aimed at
empowering the employee in a new activity. One highlight is the Distribution
Electricians Training Program, in which the newly admitted employee receives
the initial training necessary for the proper performance of the function.
Good ideas, informal conversations, and suggestions for improvements in
processes, from employees to senior management are the strengths of Chats
with the President. In 2016, ten meetings were held, including trips to other cities
in the state, and breakfast and lunch with employees and the President. In these
two years of conversation, the program enabled the President to meet with about
180 employees from the Copel units in Paraná, Mato Grosso, São Paulo, and Rio
Grande do Norte.
Employee Qualification and Training Programs
In 2016, UniCopel focused on three fronts: Integrity, Sustainability, and Transformational
About
the Report
Message from
the President
Industry Context
About Copel
Governance
and Sustainability
Human Capital
Human Capital Profile
Performance
Management
Professional
Development
Health and Safety
Intellectual Capital
Social and
Relationship Capital
Natural Capital
Infrastructure
Capital
Financial Capital
Social Audit
GRI Content Index
Annex - Incorporation
of the Principles of
the Global Compact
In 2016, a total of BRL 8.75 million were invested in training and people development.
Leadership.
32
Human CapitalCopel | 2016 Sustainability Report Integrity Program: In 2016, several training courses were developed to raise
awareness about the topic at various levels of the Company, also considering
the target audience for each event. Examples of such modern approach include
training on general aspects of Anti-Corruption Law and Decree as well as
Workshop on Integrity for all managers of Copel. The workshop included the
topics of Anti-Corruption Law, Public Companies Law, and the role of corporate
integrity. The Code of Conduct training was also started.
Transformational Leadership Program: Structured in alignment with the
The Anima Program aims to implement actions that value the Company’s Human
Capital, encouraging discussing ideas and points of view of different generations of
employees in the creation of a participatory management model. In order to engage
employees, the Orange Blood (Sangue Laranja) was created - a mote chosen to instill
a sense of belonging among over 8,500 employees.
Principles for Responsible Management Education (PRME), a UN Global
Other Forms of Training and Development
Compact initiative that fosters the education of leaders in charge of responsible
G4-LA10
business management and the application of knowledge in daily management,
promoting alignment, integration, shared performance, and co-responsibility
in the day-to-day activities of the company’s business leaders.
Initiated in October 2016, the program has already reached ca. 22% of the
540 managers. The goal is that, by the end of 2017, all managers complete
the training. For each module, trained managers must propose at least two
practical actions to be implemented with their teams. Through the initiative, the
company has invested not only in establishing the desired managerial profile,
but in training its management team. The idea is that leaders are increasingly
able to support and leverage the potential of their teams.
Anima Program: With the challenge of building a new participatory
management model
in 2015, Anima
launched an
innovative program
sponsored by the presidency and permeated throughout the groups
closest to the operations. Initially consisting of eight projects, aimed at
intensifying the production and flow of ideas and action plans in all areas of
the Company, where each employee is encouraged to imagine alternatives
and solutions to aspects such as innovation, collaboration, proactivity,
In addition to promoting its own training and qualification programs, the Company
encourages training of its professionals through the following initiatives:
Educational Aid: encourages employees to undertake postgraduate and other
specialization courses, reimbursing 70% of school monthly tuition up to the limit
amount of BRL 840.46. To this end, by means of an hour bank, Copel employees are
excused from part of the work hours - provided the conditions of the curricular schedule
are justified and compatible with the employee’s career. In 2016, the program benefited
1,064 employees, reimbursing a total of BRL 4.53 million.
Foreign Language Training Program - BABEL: established in 2012 and intended for
employees who perform activities in which another language is required. In 2016, a total
of 255 employees benefited from German, Spanish, and English courses.
Postgraduate courses: promotes professional development in specific and strategic
subjects focusing on producing research, dissertations, theses, creating innovation, and
improvements for the Company and the electricity sector. In 2016, ten employees began
postgraduate studies and in total, 47 participated in courses at lato sensu and stricto
sensu levels, fully subsidized by the Company.
leadership, synergy between the holding company and the businesses,
Exchange Programs and Courses Abroad: employees also participate in events
satisfaction, well-being, and work safety, as well as the pioneering spirit
abroad to share experiences and disseminate projects and constantly research aspects
of occupying blank spaces in the market and in society. By the end of
associated with the business. Also part of these actions is qualification through short-
2016, a total of 75% of the employees were trained in the program and involved
term courses, offered by national and international companies, guaranteeing quality of
in their conceptions.
33
content and the effective improvement of the professional staff.
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Health and Safety
Intellectual Capital
Social and
Relationship Capital
Natural Capital
Infrastructure
Capital
Financial Capital
Social Audit
GRI Content Index
Annex - Incorporation
of the Principles of
the Global Compact
Human CapitalCopel | 2016 Sustainability Report
Pre-retirement: The Company began a series of events to guide employees on
The Individual Development Plan was Copel Telecomunicações’ way of
retirement conditions, providing support in taking decision about post-career.
preparing its professionals to meet the challenges of the business, identifying the
Training for Contractors: Copel also offers training for contractors, provided that
skills required for their processes.
included in the contract or in the interest of the Company.
The Individual Plan is a tool to help managers cascade the strategic plan and
In 2016, the Second Workshop on Training for Environmental Programs was
held, to raise awareness among Copel’s service providers and the internal
audience on social and environmental issues - in compliance with environmental
corresponding management commitments, in addition to contributing to the
development of professionals by offering a comprehensive vision of their training
needs.
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licensing requirements (preliminary, installation, and operation licenses) from the
In line with the Company’s strategic objectives, in order to disseminate experiences
Human Capital
Environmental Institute of Paraná (IAP).
and knowledge and to continuously improve its processes, Copel Geração e
Human Capital Profile
Measurement and Planning of Investments in Training
Transmissão, through the INOV+GeT and ETGET Programs, holds technical
meetings to promote knowledge sharing, integration, and dissemination of matters
related to the operation and maintenance of transmission lines, substations, and
Investments in employee training are planned based on the Company’s
power plants, as well as matters related to management, environment, land,
strategic objectives and on the process to assess the roles and activities of each
finance, accounting, legal, and safety.
professional. The focus of these investments is to maintain the availability of
skilled labor in the long term. G4-EU14
Subsidiaries are responsible for managing goals and results related to investments
in training, through tools such as Management Commitments and Critical Review
Meetings. These meetings seek to ensure the effectiveness of the actions in the
period, where follow-up indicators are presented and monitored with the help of
the ERP-SAP system.
Copel Distribuição has a program in place called the Talent Bank that
allows the identification of employees with potential to take on a higher-level
leadership position.
To this end, criteria such as performance, potential, maturity, and time until
retirement are analyzed. The talents Identified take part in specific processes to
leverage development, among them, mentoring and coaching processes are
highlighted, due to the empowering nature of performance and maturity. In 2016,
Awards and Recognition in Professional Development
The awards received reflect the result of a set of actions carried out by the
Company. Copel won the CIER (Regional Energy Integration Committee) Award for
the third time in the last four years, which distinguished it as the best Distributor in
Latin America.
The Company also won the Transparency Trophy, granted by ANEFAC (National
Association of Executives of Finance, Administration, and Accounting), recognizing
the quality of the accounting information provided to the market. The Company is
the only state-owned company among the five companies in the electricity sector
awarded in the 20th edition.
For the third time, Copel Distribuição won the National Electricians Rodeo,
focused on perfection in executing daily tasks carried out by electricians, focusing
a total of 250 potential leaders took part in the Talent Bank and may fill openings
on technical expertise, safety, and agility.
such as division managers, department managers, or superintendents.
Performance
Management
Professional
Development
Health and Safety
Intellectual Capital
Social and
Relationship Capital
Natural Capital
Infrastructure
Capital
Financial Capital
Social Audit
GRI Content Index
Annex - Incorporation
of the Principles of
the Global Compact
34
Human CapitalCopel | 2016 Sustainability Report Health and Safety
G4-LA6
Health and Safety Performance Indicators
Category
2015
2016
compliance with legal requirements by contractors is monitored through the PPV. Given
the high employee turnover rate among contractors, and the characteristics of the
agreements, there is no specific manner to determine the percentage of contractors
trained; however, the company adopts as a rule to provide onboarding training on
Fatalities
Employees
Contractors
DIS
GET
HOL
DIS
GET CTE** HOL*
safety to all contractors.
0
4
1
2
0
0
0
0
0
0
-
-
0
0
Participation in the Electricians Rodeo: in order to promote the culture of work safety
and development in performing as electricians, Copel encourages participation in the
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Absenteeism rate
Employees
2.48
1.36
4.68
2.80
1.08
1.16
1.48
Electricians Rodeo, which consists of joining teams of electricians and technicians from
Human Capital
Employees
5.92
4.01
1.42
5.95
3.26
0.88
0
all regions of the state, on an internal phase, and teams of electricians from different
Human Capital Profile
Lost Time Injury
Frequency Rate
Severity Index
Contractors
5.59
11.41
0
3.74
5.70
1.47
4.63
electricity utilities around the country that compete among themselves, on a national
Employees
185
2,468
1.42
207
21
Contractors
3,181
3,338
0
349
231
-
-
0
phase, where the competition activities are based on following safety standards, acting
138.89
with expertise, and having differentiated skills. It is an entertaining way of valuing
* The numbers for the Holding Company include the subsidiaries Renováveis e Comercialização, and are
consolidated until November 2016; the frequency and severity rates were not assured.
** The absenteeism rate of Copel Telecomunicações was not assured.
Since it develops activities associated with risk factors, the Company has in place an
Occupational Safety Policy. The area of Occupational Health and Safety Management
electricians, encouraging integration, improving attention to work safety, and sharing
experiences and knowledge. In the 2010 and 2014 editions, Copel Distribuição was
champion of the national rodeo and in 2012 came in second place. In the 2016 edition,
Copel Distribução’s teams took the top three places on the podium.
(OHSM) at the Company is responsible for identifying these risks and defining preventive
Training and integration: all field activities are conducted by contractors who
actions allowing for tasks to be completed safely.
Training and qualification: programs such as Training of Field Inspectors, and Training
for the Use of Preliminary Risk Assessment, are offered to employees. These courses
have participated in the Occupational Health and Safety Onboarding, and in the
exhibit about Risk Assessment carried out for the activities in question. Control of the
minimum mandatory training for working with electricity is conducted through
aim to establish active prevention in order to identify and prevent occupational diseases
a proprietary application that contains information about employees of contractors
and accidents.
and of the agreements.
Promotion of health: Copel has in place an occupational health service that offers
The Company provides a specific Health and Safety Manual for contractors, whose
employees, through the Copel Foundation, a health plan to conduct diagnostic exams
content is included in all services agreements. Outsourced companies are contractually
for diseases that can affect capacity and productivity at work.
obligated to apply the guidelines described in the Guidelines for Occupational Safety
Preserving Life Program (PPV): establishes field inspection of the technical and safety
procedures during the execution of activities, pursuant to standards of the OHSM area,
and Health for Contracted Companies (available online), to achieve and demonstrate
satisfactory performance regarding safety and health of their employees. In addition,
where a technician from the occupational safety area, or from departments, monitors
Copel conducts onboarding lectures with each new hire, complementing the actions
the teams and issues reports with scores for faults encountered. At Copel Distribuição,
encouraging safe work.
35
Performance
Management
Professional
Development
Health and Safety
Intellectual Capital
Social and
Relationship Capital
Natural Capital
Infrastructure
Capital
Financial Capital
Social Audit
GRI Content Index
Annex - Incorporation
of the Principles of
the Global Compact
Human CapitalCopel | 2016 Sustainability Report This is Cleusa Maria Pereira
07 . INTELLECTUAL CAPITAL
Research, Development, and Innovation // Brand // Website and Presence on Social Networks
36
Copel | 2016 Sustainability Report
07. Intellectual Capital
Research, Development and Innovation
G4-EU8
Copel is recognized as one of the companies in the electricity sector that invests
the most in technology. The increasing rate of investments is a strategy to ensure
that the company stands out as one of the most modern.
The impacts of innovation are evident as the Company contributes to increased
productivity, improved process execution, and quality of products and services.
Innovation leads to differentiation in the Company’s business and consequently
enables greater competitiveness and consolidation of activities, strategically
necessary for its sustained growth.
Management of Innovation Projects
the Company authorizes employees participating in R&D+I projects to work overtime up
to the limit of 20 hours per month in order to carry out activities related to the project.
The R&D Award by Copel Distribuição and Copel Geração e Transmissão, for the
projects with the highest potential for business value, aims to foster participation in
proposing innovative projects aligned with strategic planning. This initiative offers
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opportunities and aims to encourage employees to become researchers along with
Human Capital
academic training.
Copel invests in partner institutions in order to promote the technological evolution
of laboratory facilities, academic research, and foster masters and doctorate degrees
in fields that are relevant to the electricity sector. This ends up reflecting on social
development, benefits, and improving quality of life for society.
Since 2015, Copel has had in place an Innovation Coordination that reports
In 2016, the Company’s contributions in this area were:
directly to the Presidency, whose objective is to establish Research, Development,
and Innovation (R&D+I) policies, in order to coordinate the projects of the Holding
Company, to monitor those of its wholly-owned subsidiaries, and coordinate
special projects demanded by the CEO. There are currently 22 employees working
exclusively in the areas of R&D and Innovation, which managed investments
Copel Geração e Transmissão invested BRL 15.3 million in 28 R&D projects. Four
projects are strategic, with aspects established by ANEEL, and nine projects are
conducted in cooperation with other companies in the sector. More than BRL 436,000
was invested in management of these R&D projects.
of around 0.37% of net revenue dedicated to project management and
Investments in innovation are part of a new model adopted to subsidize planning and
GRI Content Index
investments in innovation.
Investments in R&D
G4-DMA- EU8
programming of generation in hydroelectric plants. Efforts have already recorded a
gain of 8.6% in energy production, which corresponds to additional revenue of BRL
Annex - Incorporation
of the Principles of
the Global Compact
13 million in the second half of 2016. Theoretical studies show that gains from this shift
in paradigm may reach a 20 % increase in generation, and revenue increase of BRL 30
Copel’s R&D+I program has already earmarked BRL 263 million for innovation projects.
million per year.
Currently, there are 55 projects in progress, totaling approximately BRL 159 million in
Copel Distribuição invested BRL 17.7 million in 31 projects, three of which are strategic
new investments.
projects, with aspects established by ANEEL, and six projects conducted in cooperation
Copel encourages the development of innovation projects, supporting internal teams
with other companies in the electricity sector.
and in partnership with universities and other centers of academic research. To this end,
The breakdown of investments can be found in the Content Index.
37
Intellectual Capital
Research,
Development
and Innovation
Brand
Website and Presence
on Social Networks
Social and
Relationship Capital
Natural Capital
Infrastructure
Capital
Financial Capital
Social Audit
Intellectual CapitalCopel | 2016 Sustainability Report Results of Investments
In 2016 the following results can be highlighted:
plants, the tunnel connecting the reservoirs of the Governador Ney Braga Plant
and the Foz do Jordão Plant, machine operating points, and the uncertainty
regarding the flow of the reservoir tributaries. These variables, when included
Development of the Integrated Energy Market Forecasting System (Sistema
in the scientific analysis made using the mathematical model, result in more
de Previsão Integrada de Mercado de Energia - SPIN), a computer system that
refined operational decisions capable of optimizing the combined operation of
integrates several projections of energy and demand for forecasting studies,
all plants. In the second half of 2016, the use of the model recorded an 8.6%
assisting in decision-making of energy auctions, planning and expansion of the
gain in energy production, which corresponds to additional revenue of BRL 13
electricity distribution system, and in the relationship with government agencies
million. Theoretical studies show that gains from this shift in paradigm may
(ONS, EPE), creating more assertive forecasts. The system is composed of
reach a 20% increase in generation and increase in revenue of close to BRL 30
management modules for measurement, geoprocessing, and billing data, and
million per year.
global forecasts of energy and demand (short term), busbar systems (medium
term) and georeferencing.
Another 15 patent applications have been filed with the National Institute
of Industrial Property (INPI) for products developed under the Research,
Copel Distribuição files first product patent
Development, and Innovation - R&D+I Program.
R&D+I Projects under Development
In 2016, Copel Distribuição field a product patent, developed in the Research,
Another highlight of 2016 was the launch of the Gera Rural Program, which aims
Development, and Innovation - R&D+I program. It is a voltage-sensing helmet
to mobilize public and private institutions in the production of renewable energy
designed to increase safety of electricians in field work. The equipment detects
electric fields and emits an intermittent audible alert when the electrician enters
the so-called hazardous area - less than 60 cm away from the energized areas,
for 13,800 volts, and 1 meter networks, for 34,500 volts. The prospect is that the
helmet will become standard equipment for all Company electricians, and the first
batch of 500 helmets was manufactured for use in 2017.
on the rural properties of Paraná, grouping them into self-sufficient systems
and energy exporters. Autonomous generation brings clear environmental and
economic advantages. For the electricity system, gains are a result of diversifying
sources, and by mapping the generation potentials in the State, producers will
form microgrids that, once integrated, will guarantee a continuous supply of
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Research,
Development
and Innovation
Brand
Website and Presence
on Social Networks
Social and
Relationship Capital
Natural Capital
Infrastructure
Capital
Financial Capital
Social Audit
GRI Content Index
Annex - Incorporation
of the Principles of
the Global Compact
The planning model and generation schedule in hydroelectric plants
presents the best alternatives for Copel Geração e Transmissão to generate more
energy in order to contribute to the performance of the National Interconnected
energy for the whole system.
Gera Rural began as a Copel R&D project initiated in 2015, which is implementing
biodigesters on pig farm properties, and channeling the biogas from manure to
a thermoelectric micro-plant in the municipality of Entre Rios do Oeste.
System. This is only possible because the calculation began including several
The program includes close relations with state and federal universities in order
details from the generating park, such as the flooding of the spillways at some
to align research projects and the installation of solar panels in schools in five
38
Intellectual CapitalCopel | 2016 Sustainability Report macro regions in the State of Paraná, teaching new generations about distributed
energy consumers, we want to build consistent relationships with conscious,
generation and the importance of clean energy.
informed citizens about our products and services.
In this spirit of integration, Copel proposed the formation of the “Energy of the
The daily service calls, during business hours on the Twitter and Facebook
Future” forum, in order to integrate the Company with universities and research,
networks, with 100% response in up to three minutes, more practical than
development, and innovation organizations operating in Paraná, within the concept
of open innovation and collaboration, aiming to boost energy innovation actions.
Brand
travelling to one of our on-site service units or e-mail. We maintain two dedicated
teams informed about everything involving our brand, services, and operation
in the 10 states where we operate. Information and services are also available
on our website, which in 2016 recorded 27,936,277 visits to the Virtual Agency,
where the most requested service was a second copy of the energy bill, which
Copel participates in the lives of 11 million people in the state of Paraná. With
was 7,301,840, or 11% of the visits to the website.
electricity or Internet services, we are the Company that connects people to the
world and to the comfort provided by electricity. More than a solid and reliable
logo present in the daily lives of three generations, today Copel is a symbol of an
efficient, modern, innovative company, always ahead of its time.
At home, at work, at school, in the industry, on the market, or in the field, we
provide important services that are strengthened by transforming consumption
habits, means of production, and social relations. We adapt and prepare to
understand and meet the needs of our customers today and of future generations.
That is why our presence on social networks is strengthened each year as another
means of serving our four and a half million consumers. Information, guidance,
and problem solving quickly become possible in the palm of the hand, at a click.
We also communicate the risks of using electricity and the caution required for
working with it. The benefit of our product lies in customer satisfaction, and the
recognition of Copel as one of the best Companies in Brazil and Latin America, in
the opinion of the consumers themselves (CIER and Abradee Awards).
Website and Presence on Social Networks
We have diversified our channels, expanded our presence, and today we are on
social networks: YouTube, Vimeo, Facebook, Twitter, LinkedIn and Instagram. We
talk with, guide, and serve our consumers through social networks. More than
39
For 2017, we renewed our series of inspiring videos, “Atreva-se a Mudar seu Mundo”
(“Dare to Change Your World,”) which tell a bit about the lives of our employees
engaged in volunteer work, people who do more than their day job at Copel.
This is Rakelly Schacht
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Human Capital
Intellectual Capital
Research,
Development
and Innovation
Brand
Website and Presence
on Social Networks
Social and
Relationship Capital
Natural Capital
Infrastructure
Capital
Financial Capital
Social Audit
GRI Content Index
Annex - Incorporation
of the Principles of
the Global Compact
Intellectual CapitalCopel | 2016 Sustainability Report This is
Thais Handar R. da Silva
08 . SOCIAL AND RELATIONSHIP CAPITAL
Customers and Consumers // Supplier Management // Local Communities // Indigenous Communities
Education for Sustainability // Social Investments through Fiscal Incentives // Social Initiatives
40
Copel | 2016 Sustainability Report
08. Social and Relationship Capital
Copel believes that the continuity of its business model depends on ongoing
dialogue with the various stakeholders: shareholders, consumers, employees,
suppliers, the government, and communities. The Company considers a quality,
transparent relationship with all these groups to be a competitive differentiator.
satisfaction survey and grants the winning company the ISQP award (Satisfaction
Index for Perceived Quality). This indicator is calculated based on a questionnaire
of approximately 100 questions, through which over 2,000 consumers from Paraná
assessed the Company. The survey is conducted with nearly fifty distributors from
For this reason, Copel maintains a working group dedicated to having in place
a structured relationship policy, governed by constant planning and activities,
with the purpose of guaranteeing levels of excellence in the relationship of
these groups with the Company.
Customers and Consumers
Customer Satisfaction Management
G4-EU3
Copel Distribuição’s customer profile
Dec/2014 Dec/2015 Dec/2016
Residential
Industrial
Commercial
Rural
Other (government, public lighting, public
service, company’s own)
3,437,030
3,527,126
3,597,105
91,068
88,276
82,021
369,205
376,959
382,121
372,464
368,297
360,066
57,203
57,404
57,454
Total Number of customers
4,326,970
4,418,062 4,478,767
Copel Distribuição
G4-PR5
In 2016, Copel was recognized for the third consecutive time as the best distributor
in the country according to customer assessment. This recognition comes from
the Abradee (Brazilian Association of Electric Power Distributors) customer
41
across the country.
Abradee also awarded Copel as the best distributor in the Southern Region,
according to customer assessment – the award was announced a day after Copel
reduced its residential rate by 14.3%.
In addition to the competition organized by Abradee, Copel conducts research with
rural customers every four years and with government customers in the first and
last year of each mayor in office.
The satisfaction indicator is also monitored through the annual survey conducted
by the National Electricity Agency (ANEEL), focusing on residential customers.
Customer Satisfaction Index - Distribuição (%)
2014 2015 2016
ISQP
Satisfaction
Index for
Perceived
Quality
perception
it evaluates
Measured by Abradee,
electricity
of
customer
distributors
in five aspects: energy
supply, information and communication,
electricity bill, customer service, and
image
Low voltage
residential
Low voltage
nonresidential
89.3
88.6
88.8
85.6
86.5
84.8
Natural Capital
High voltage
86.3
78.6
85.9
IASC
Consumer
Satisfaction
Index
Measured based on a survey by ANEEL, conducted since
2000, among residential consumers, in order to evaluate the
level of residential consumer satisfaction with the services
provided by electric power distributors.
75.2
60.3
73.1
Rural
Customer
Satisfaction
Survey
Government
Satisfaction
Survey
The survey is conducted every four years*, by sending
questionnaires to all 400,000 rural clients, along with the
rural schedule for automatic meter reading.
The survey is carried out with the mayors of the municipalities,
during their first and last year in office.
*
*
77.9
*
*
80.4
*Surveys were not conducted in these years.
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Human Capital
Intellectual Capital
Social and
Relationship Capital
Customers
and Consumers
Suppliers Management
Local Communities
Indigenous Communities
Education for
Sustainability
Social Investments
throught Fiscal
Incentives
Social Initiatives
Infrastructure
Capital
Financial Capital
Social Audit
GRI Content Index
Annex - Incorporation
of the Principles of
the Global Compact
Social and Relationship CapitalCopel | 2016 Sustainability Report Copel Telecomunicações
G4-PR5
Copel Telecomunicações has conducted regular opinion surveys since 2008.
Starting in 2015, the Company began to adopt the same data collection instrument
used by ANATEL, making it possible to compare the results of the Company’s
quality indicators with those of other companies in the sector.
In 2016, the level of overall customer satisfaction with the quality of multimedia
communication services remained high (80.1%), despite oscillations compared with
the previous year (81.3%).
Complaint Management
G4-SO11
Copel Distribuição
Compensation for consumers
In case of disturbances in the electrical system that resulted in damage to equipment,
assets, products, animals and people, Copel ensures the right to compensation.
Procedures and term for compensation claims are predefined. Consumers are
reimbursed after power failure has been confirmed.
Another initiative to achieve quality services is the annual survey of Satisfaction of
Complaining Customers, which measures ease of contact, clarity of the information
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Customers
and Consumers
provided, friendly service, observance of the term to respond, and the meeting of
Suppliers Management
Using two indicators, Copel Distribuição assesses the quality of products
and services according to consumer perception: the Equivalent Frequency of
expectations in terms of the response to the complaint.
Complaints indicator (FER) quantifies valid complaints in relation to the number
Copel Telecomunicações
of consumers, and the Equivalent Complaint Duration indicator (DER) shows the
average time it takes the utility to respond to complaints.
Complaint Management at Copel Distribuição
2014
2015
2016
Copel Telecomunicações provides the Ombudsman’s Office as a customer
channel, responsible for managing and following up on suggestions, complaints,
and reports received directly by the Company or through the Ombudsman
channels of the regulatory agency, ANATEL. The statements recorded on the
Registered and processed grievances and complaints
11,077
17,592
20,668
National Consumer Department (SENACON) platform of the Ministry of Justice
Registered and resolved grievances and complaints
10,833
17,835
20,668
are also handled, in addition to those that arrive through PROCON (Consumer
Equivalent Frequency of Complaints (FER)
7.64
7.21
6.77
Protection Department) and the State Ombudsman.
Equivalent Complaint Duration (DER)
120.82
126.89
116.94
The Ombudsman’s goal is to respond to complaints within 10 business days.
Copel also monitors the quality of service channels and the standard to receive
and address complaints (1st Level). At the end of 2016, the Ombudsman’s
To this end, deadlines are monitored daily. In 2016, the difference between the
number of complaints recorded and complaints resolved was only 40 complaints
in relation to the total number processed. As a result, most of the complaints
Office began to work to secure ISO 9001 certification, expected to be completed
that would have been escalated to external entities such as PROCON, SENACON,
Local Communities
Indigenous Communities
Education for
Sustainability
Social Investments
throught Fiscal
Incentives
Social Initiatives
Natural Capital
Infrastructure
Capital
Financial Capital
Social Audit
GRI Content Index
Annex - Incorporation
of the Principles of
the Global Compact
at the end of 2017.
42
or even ANATEL, were resolved by the Company itself.
Social and Relationship CapitalCopel | 2016 Sustainability Report Business Performance of the Telecom Business
2014
2015
2016
295,000 consumer units with regular benefits were served, representing 8.4% of
Registered and processed grievances and complaints
576
1,178
4,474
Registered and resolved grievances and complaints
560
1,171
4,434
Equivalent Frequency of Complaints (FER)
Equivalent Complaint Duration (DER)
0
11.1
3.1
4.4
5.4
8.3
the total households served by Copel Distribuição.
The Fraternal Light Program (Programa Luz Fraterna), of the state of Paraná
pays the bills for consumers registered in the TSEE, provided consumption does
not exceed 120 kWh - in an initiative that represents a positive financial impact to
low-income consumers, who are exempt from electricity expenses. In 2016, the
state government invested in the program ca. BRL 40.5 million, benefiting an
The increase in the absolute volume of complaints in the Ombudsman’s Office
average of 156,000 families per month.
of Copel Telecomunicações, from 2015 to 2016, may be explained in part by the
The Nighttime Irrigation Rate and Nighttime Rural Rate programs encourage
significant increase in the customer base, requiring constant adjustments in
the increase of agricultural productivity with a discount of 60% to 70% in the
the internal processes linked to service, service activation, and maintenance.
rate for electricity used between 9:30 PM and 6:00 AM. In 2016, a total of 3,026
Another contributing factor was greater availability for access both in the
farmers benefited from the Nighttime Irrigation Rate and 8,828 rural consumers
Customer Service Center and in the Ombudsman’s Office, areas that had their
benefited from the Nighttime Rural Rate Program.
structures expanded and disseminated with greater emphasis among the
various stakeholders.
Use of Energy
G4-EC8, G4-EU23, G4-DMA-EU7
Affordable Energy
Efficient Use of Energy
G4-DMA-EU7
Copel annually promotes actions toward conscious consumption of electricity,
which include energy efficiency, safety, and health of the population. Efficiency is
The energy rate has a direct impact upon the economy of consumers, regardless
a permanent target of the campaigns, such as: empowering citizens (adults and
their social status. This effect may be negative for the low-income population,
which makes it necessary to adopt differentiated rates so that the financial
impact becomes positive, directly or indirectly.
This understanding is the driving force behind the movement that leads Copel
to play its social role in partnership with the Federal, State, and Municipal
governments. To this end, the Company promotes several programs to make
energy affordable for all.
children), and encouraging the use of more efficient equipment in all sectors.
Copel makes public calls for energy efficiency projects, open to all industrial
consumers, residential consumers (including housing complexes), commerce
and services, public authorities, rural services, and public services (including
public lighting). In 2016, a total of BRL 16 million was made available, and 38
projects were received, which are being evaluated and selected.
This is the case of the Social Rate for Electric Power (TSEE), which offers
discounts for consumption of electricity up to a limit of 220 kWh to families
The Energy Efficiency Program promotes efficiency in the final use of electricity
and applies Company resources towards this purpose. The main mechanism of
registered in the Federal Government’s Social Program Registry, as long as the
the PEE is the Copel in the Community project, which develops actions for low-
provisions set forth in ANEEL Resolution 414/2010 are met. In 2016, a total of
income consumers, benefited by TSEE. Lectures are given on safe and efficient
43
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and Sustainability
Human Capital
Intellectual Capital
Social and
Relationship Capital
Customers
and Consumers
Suppliers Management
Local Communities
Indigenous Communities
Education for
Sustainability
Social Investments
throught Fiscal
Incentives
Social Initiatives
Natural Capital
Infrastructure
Capital
Financial Capital
Social Audit
GRI Content Index
Annex - Incorporation
of the Principles of
the Global Compact
Social and Relationship CapitalCopel | 2016 Sustainability Report consumption, energy diagnostics, and replacing equipment with other more
economical equipment. In 2016, the Copel in the Community project held 500
Our Suppliers
G4-12
lectures, 39,000 energy diagnostics, and replaced 118,000 incandescent light
bulbs with compact fluorescent and LED lights. For 2017, the replacement of
5,000 refrigerators with new ones with the Procel energy saving seal is planned.
These actions seek to engage the community in the concession area in conserving
natural resources, especially energy.
Supplier Management
G4-12
G4-EC9
Operation
Distribution
Expenditure for
Suppliers
Local
Suppliers 3
%
1,179,686.66
740,549.28
62.78%
Companies that make projects, provide
consulting services and work in power
plant and transmission line projects.
■ Generators and traders of electricity
■ Suppliers of materials and equipment
■ Services providers
GENERATION
TRANSMISSION
DISTRIBUTION
CONSUMER
Generation and Transmission
596,712.59
554,111.47
92.86%
Holding
69,770.29
56,270.64
80.7%
Suppliers of fiber optic network
equipment and materials.
Telecommunications
349,278.36
149,565.97
42.82%
Total
2,195,447.89
1,500,497.36
68.35%
TELECOM
3 Copel Holding, Copel Distribuição and Copel Telecomunicações consider the suppliers of the State of Paraná to be
local. Copel Geração e Transmissão considers the suppliers of the states where it operates as local, in this case, São
Qualification, Selection, Contracting, and Monitoring
G4-EN32, G4-LA14, G4-HR1, G4-HR10, G4-SO9, G4-SO10
Paulo, Paraná, and Mato Grosso.
Copel requires compliance with labor and tax laws in bidding documents,
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Capital
For Copel, suppliers are an important link of the value chain, representing a
strategic audience that is carefully considered in a sustainable management
model, in line with corporate policies and focusing on improving the relationship
between the parties. The permanent challenge is to mobilize and engage this
chain in the ideals and values shared among them.
contractual clauses, supplier registration manuals, and standards and technical
Financial Capital
manuals that are permanently available online.
Issues related to social and environmental aspects, and human and labor
rights, are addressed by Copel during the onboarding process, conducted with
each new supplier. They are also included in specific clauses in contracts for
Social Audit
GRI Content Index
Annex - Incorporation
of the Principles of
the Global Compact
As a result of the work carried out in 2016, the Management Committee for
the acquisition of construction work and services. Noncompliance generates
Sustainability of Copel’s Supply Chain is updating the Supplier Manual that
suspension of the agreement and inability to participate in the Company’s new
guides suppliers regarding the Company’s policies and guidelines.
bidding processes for a period of two years.
44
Social and Relationship CapitalCopel | 2016 Sustainability Report
Critical Suppliers
Copel considers critical suppliers those whose supply poses a significant risk to the
Copel is also aware of the positive effects of the infrastructure of its projects in
company’s business. In order to minimize potential risks from supplying products
surrounding communities. This infrastructure favors the appearance or expansion
and services, and also better protect the business, the Company classifies its
of industrial and regional business centers, and consequently expands the supply
supply chain according to the supplier’s level of criticality.
of jobs and taxes, resulting in benefits and services for the population.
Copel considers suppliers to be critical when their supplies represent a
significant risk for the business in terms of the following aspects: legal, financial,
environmental, occupational health and safety, safety of the population, image of
the company, perception by client and society, and the processes involved.
In the methodology, critical supplies are those considered the “main supplies,”
and those that stand out from the others due to their high criticality when
evaluated for their social, economic, and environmental importance, as well as
their comprehensiveness in the business.
Guided by the need to dialogue and serve several audiences, Copel works toward
an efficient relationship with the communities in which this dynamic occurs. Thus,
the Company seeks to improve the dialogue channels in the cities impacted by its
operations.
The first social and environmental impact assessment
is conducted by
Copel’s Business Development Office (DDN), in the analysis phase of business
opportunities. If the business is of interest to the Company, the DDN carries out the
approval with the Executive Board and the Board of Directors (CAD), responsible
for approving the strategic decisions related to new investments.
In 2016, the evaluation and identification cycle of critical suppliers occurred for the
subsidiaries Copel Geração e Transmissão and Copel Telecomunicações, and the
Technical Report was prepared with the methodology and identification of their
Detailed assessments of impact upon communities are conducted in studies
prepared during the environmental licensing of each project. It is at this stage
that the impacts are measured according to the characteristics of the location
Critical Suppliers. For the Holding Company, identification of critical suppliers is
and project. From there, through the implementation of environmental programs,
expected to be completed in 2017.
Local Communities
G4-EC8
Management of impacts
negative impacts are mitigated and the positive ones are strengthened. All this
takes place in conjunction with the dialogue with neighboring communities, the
government, and local leaderships.
Whenever cases of displacement are evaluated through a Social and
Economic Registry and a situation of social vulnerability is identified, Copel
provides a family resettlement process and social compensation for damages
The social and economic impacts of Copel’s activities have different orders of
for the installation of projects. Social Compensation consists in enabling
magnitudes and vary according to the characteristics of each project and location.
the affected family to be relocated to an area that is similar or better than
For this reason, the Company follows the Sustainability Policy and the Code of
the previous area, and to recover the economic status they had prior to the
Conduct, whose principles of corporate governance include commitments made
project. Additionally, properties undergoing condemnation are compensated.
under the UN Global Compact.
In 2016, two families were relocated, totaling four people. G4-EU20, G4-EU22
45
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Customers
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Suppliers Management
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Indigenous Communities
Education for
Sustainability
Social Investments
throught Fiscal
Incentives
Social Initiatives
Natural Capital
Infrastructure
Capital
Financial Capital
Social Audit
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Annex - Incorporation
of the Principles of
the Global Compact
Social and Relationship CapitalCopel | 2016 Sustainability Report Colíder HPP
Araraquara – Taubaté Transmission Lines
The Colíder Hydroelectric Power Plant, which is in the final phase of implementation
Installation of transmission lines has impacts on the communities where Copel
in Northern Mato Grosso, has in place 32 social and environmental programs. The
operates. Properties and residents are affected by the loss of land and production,
actions aim to avoid risks, and mitigate and compensate for the changes that may
resulting from the creation of right of ways, as well as the modifications in the
occur in the social and natural environments of the region affected by the work.
natural landscape of the location.
Copel provides a website for the community to have access to all reports produced
To this end, Copel carries out a series of initiatives to mitigate these impacts. This
by the mitigation programs. The website offers information regarding the project,
occurs through compensatory remuneration for the owners for their losses, as well
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Human Capital
and provides a communication channel open to the community. G4-SO2
as the adoption of a series of proactive programs and actions associated with the
Intellectual Capital
Program for Fostering and Monitoring Sustainable
Local Production Arrangements
compliance and conditions established in environmental licensing.
Among the initiatives, the programs that stand out are Social Communication;
Social and
Relationship Capital
Customers
and Consumers
Social Interaction or Relationship with the Community; Environmental Education
Suppliers Management
The Program for Fostering and Monitoring of Sustainable Local Production
for Communities; The Local Production Arrangement, Tourism Strengthening; and
Arrangements developed by Copel is one of the measures to compensate for
The Free Line, to meet demands in occupations for housing or economic purposes
the installation of the Colíder Hydroelectric Power Plant and is described in the
under the transmission lines.
company’s Basic Environmental Project.
Investments in the municipalities totaled more than BRL 5 million. You can view
this contribution on Copel’s website. Transfer of resources is part of the support
program for the activities of family farmers residing in the municipalities in the
Copel is currently installing the 500 kV Araraquara - Taubaté transmission line, 356
km long, in 28 municipalities of the State of São Paulo. The Company implemented
the Social Compensation Program with the purpose of compensating for the loss
plant’s area of influence. The initiative enables, for example, about 100 properties
of economic activities suffered by the communities, due to the right of way for the
in the cities of Colíder, Itaúba, Nova Canaã do Norte, and Cláudia to receive monthly
transmission line.
technical visits from agronomists. The professionals in the field teach residents
about sustainable agriculture - primarily organic, aiming to ensure qualified food
Copel provides professionals in social and land management issues to enable
production and better living conditions for families.
proper and dignified relocation, in agreement with those affected.
Rural technical assistance is strengthened by other Copel initiatives, such as
training workshops on management processes, processing and marketing family
farming products, in order to improve the conditions for including farmers in the
To this end, regular visits are carried out to the communities affected and a
transparent communication channel is established.
Local Communities
Indigenous Communities
Education for
Sustainability
Social Investments
throught Fiscal
Incentives
Social Initiatives
Natural Capital
Infrastructure
Capital
Financial Capital
Social Audit
GRI Content Index
Annex - Incorporation
of the Principles of
the Global Compact
local production chain.
46
Additional programs intended for local communities are ongoing.
Social and Relationship CapitalCopel | 2016 Sustainability Report Dialogue with Communities
Copel values a good relationship and permanent dialogue with the communities
around its administrative buildings and projects. To this end, the Company is
structuring a specific program for engaging with the surrounding community.
The initiative began with mapping communities within a radius of up to 2 km
from Copel’s buildings in the south-central region of Paraná. The objective is
to improve the relationship with these communities and minimize the possible
negative impacts caused by the activities carried out in the area. The survey has
already enabled the development of engagement actions, through a visit to four
institutions in the communities. The meetings were held to identify possible
actions and partnerships to be developed in 2017, through groups of volunteers.
Distribution Networks
G4-SO1, G4-EU22
Distribution projects do not cause human displacement. Particularly in
High Voltage Distribution Lines projects (LDAT), there is compensation for
implementing the right of ways for the Line. This measure does take ownership
from land owners, but establishes some restrictions for its use and, for
that reason, results in compensation. In 2016, a total of 580 people were
compensated. G4-EU22
As part of the implementation processes of new projects, Copel conducts an
awareness program with the contractors (third parties) who will carry out the works
and also the Community Relations Program with the surrounding community,
where explanations are given about the work to be carried out, caution concerning
the works, and the benefits they will bring to the community. In 2016, the Company
carried out engagement programs with communities in all 25 operations carried
out throughout the year 4.
The program called Programa de Educação Patrimonial has been in place since
2014, through a contracted company (Fundação Aroeira). The target audience for
the activities includes the local community directly affected by the installation
of the projects, teachers at schools in the region, and construction workers
at operational and management level. The program addresses issues such as
education on citizenship, valuing cultural identity, preserving heritage, educating
multiplier agents, and disseminating scientific research. The methodology used
seeks to instill in the community with the interest in knowing and understanding its
identity, history, and culture.
Investments in local development
In 2016, Copel invested in infrastructure and services to generate benefits
in the communities where it operates. These investments totaled BRL 662.75
million. G4-EC7
Copel’s investments in infrastructure and services provide better living conditions
for the population, economic development in the regions and, consequently,
employment and income generation for families, the State, and Municipalities.
Taking into account the legal requirements for licensing the projects, the Company
always seeks the most effective way to respond to the wishes of the local
communities in the municipalities where it operates.
As part of the Distribution Development Plan (PDD), in 2016, Copel Distribuição
invested BRL662 million in ensuring that the demands of electricity consumers
are met, and in contributing to the improvement of the quality and reliability of
the electrical system. Additional PDD resources were invested in various social
interest programs, including rural electrification, housing, projects for isolated
communities, and settlements.
In addition, Copel Geração e Transmissão contributed about BRL 750,000 in the
state of Mato Grosso, where the Colíder HPP is located, as part of the Action Plan
for Malaria Control (PACM). Ambulances, vans, computer equipment, instruments,
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Sustainability
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4 To establish the number of operations that implemented community engagement programs, the projects served by the Community Relations Program and the Equity Education Program were
included.
47
Social and Relationship CapitalCopel | 2016 Sustainability Report and laboratory materials were donated, as well as inputs and entomology
equipment. In addition, the local infrastructure has gained the headquarters of the
Colíder Tutelary Council, a landfill in Nova Canaã, and the Colíder Municipal Park
by social institutions and suppliers working in communities close to their
projects. The trophy is presented annually on International Volunteer Day,
celebrated on December 5.
was revitalized.
Indigenous Communities
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 for communities in the state.
In 2016, a total of 819 consumer units of Indigenous people were included in the
Social Electricity Rate - Low Income. For the beginning of 2017, a major operation is
scheduled for the villages of Aldeia Apucaraninha, for inspections of connections
EletriCidadania Volunteer Program
On Volunteer Day, Copel pays homage to employees who volunteered throughout
the year. The awards are given under the EletriCidadania Program and the winners
of the 2016 edition received trophies with prominent inscriptions about the four
Intellectual Capital
prerogatives of the Sustainable Development Goals (SDGs), established by the UN,
that were reached through their volunteer activities. On that occasion, Copel also
launched a new portal for the EletriCidadania Program.
in consumer units, commercial registration and guidelines regarding the safe and
In 2016, the Amigas da Mama Association was the winner of the Social Institutions
conscious use of energy and rate benefits.
Education for Sustainability
In 2016, the Copel Sustainability Seminar was reformulated and extended to other
cities in the state of Paraná, to the cities of Londrina, Ponta Grossa, Cascavel and
Reserva do Iguaçu, under the name “Sustainability Dialogues.” The Seminar aims
to share with employees and suppliers information about corporate environmental
and social programs, providing greater integration with the subject areas,
enabling progress and innovation in sustainable actions. The aspects covered
were: Human Rights, Global Compact, Sustainable Development Goals, Mobbing,
Sexual Harassment, Ethics, Corporate Citizenship and Values, Climate Change,
Eco-efficiency, Solid Waste, Gender and Race Equality, Affordability, and The
Susie Pontarolli Award. Suppliers from each region also participated and had the
opportunity to present success stories.
Since 2002, Copel has been promoting the Copel Sustainability Award - Susie
Pontarolli Trophy. The award focuses on social responsibility projects conducted
48
award, with the project Ação Feliz e Responsabilidade Social (Happy Action and
Social Responsibility), which promotes assistance and encourages women facing
breast cancer to share their experiences. In second place was the Associação
Franciscana de Educação ao Cidadão Especial (Franciscan Association of Education
for the Citizens with Special Needs - AFECE), and third place went to the Ação
Social para Igualdade das Diferenças (Social Action for Equality of Differences -
ASID Brazil). The institutions received cash prizes in the amount of BRL 10,000,
BRL 6,000, and BRL 4,000, respectively, as an incentive to continue the projects.
The Susie Pontarolli Trophy also recognizes social and volunteer projects
developed by Copel suppliers. In the Suppliers category, the winners were Radiante
Engenharia, the Associação de Educação Familiar e Social do Paraná (Family and
Social Education Association of Paraná - AEFSPR), and Landis+Gyr. Suppliers
received certificates from Copel for their work (details about the winning projects
are on the Copel website).
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Social and Relationship CapitalCopel | 2016 Sustainability Report Through the project called Iluminando Gerações (Lighting Generations),
Social Investments through Fiscal Incentives
Copel provides informative and preventive lectures to fourth graders at the
G4-EC1
elementary school level, on sustainability geared toward conscientious
and safe use of electricity, use of natural resources (energy and water), and
proper disposal of waste. In order to consolidate this knowledge, after the
lectures, Copel distributes to the audience present- students, teachers and
school employees- a kit containing a primer called “A energia elétrica e você”
(“Electricity and you”), which addresses care in using electricity and the use of
natural resources. G4- EU24
Copel supports and participates in several initiatives with government agencies
and other institutions, aiming to promote the sustainable development of the
regions where it operates. Selection of the initiatives followed the company’s
strategic references, commitments assumed with the Global Compact, and the
state of Paraná’s government policy.
National Electricity Safety Week brings together Copel volunteers for visits to
Area of Investment
Amount
homes, construction sites, cooperatives, and schools throughout Paraná. They
teach the population about the safe use of electricity. Under the coordination
Culture
■ Rouanet Law - BRL 7.6 million
■ PROFICE (ICMS) - BRL 8.58 million
■ Mecenato Municipal Curitiba (ISS) - BRL 252,000
of the Brazilian Association of Electricity Distributors (Abradee), the campaign
promotes lectures, distributes information and guidance material to prevent
accidents involving electrical shock. This initiative operates on six main
fronts: civil construction, rural areas, pruning trees, electricity theft, antenna
installation, and caution with kites.
In addition, on its website, Copel made a Manual available on “Electricity
without Risks” which provides important guidelines on the correct use of
Education and
social initiatives
■ FIA - BRL 544,000
■ Elderly Act - BRL 544,000
Sports
Health
■ Sports Incentive Act - BRL 544,000
■ PRONON - BRL 544,000
■ PRONAS/PCD – no investment in 2016
electricity and basic recommendations to prevent accidents on the street, at
Copel’s investment in 2016, arising out of fiscal waiver, totals BRL 13.2 million.
home, in the field, and in construction.
The initiatives include the areas of education, culture, sports, and health. This
year Copel started promoting cultural projects through PROFICE - State Program
for Promotion and Incentives for the Culture of Paraná, a form of tax incentive
The initiatives for education on sustainability can be found in the sustainability section
from ICMS.
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
Social Initiatives
protection of the environment.
Other questions can be answered through the Fale Conosco (Talk to Us) - Sustainability,
a direct channel established by Copel with the population of the state of Paraná.
Solidarity Invoice Project - each agreement to receive the Copel invoice via email
will be worth a BRL 1.00 (one real) donation to the institution to aid people with
special needs Federação das Associações de Pais e Amigos dos Excepcionais -
FEAPAES/PR, at no cost to consumers. Since its launch, approximately BRL 80,000
have been donated to all APAEs linked to the federation.
49
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and Sustainability
Human Capital
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Social and
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and Consumers
Suppliers Management
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Indigenous Communities
Education for
Sustainability
Social Investments
throught Fiscal
Incentives
Social Initiatives
Natural Capital
Infrastructure
Capital
Financial Capital
Social Audit
GRI Content Index
Annex - Incorporation
of the Principles of
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Social and Relationship CapitalCopel | 2016 Sustainability Report Cobrança de Valores de Terceiros - CVT, (Collection from Third Parties) collects
elements that has helped tell the history of the region for 16 years. Maintained by Copel,
contributions via electricity bills, for participating philanthropic entities. The amounts
the Museum is located next to the Governador Ney Braga Hydroelectric Power Plant.
to be included must have a written authorization from customers. Donation limits are
Its mission is:
a minimum of BRL 1 and a maximum of BRL 150. In 2016, a total of 208,000 donators
collected a monthly average of BRL 1.9 million, distributed among 120 philanthropic
institutions.
■ To showcase the cultural heritage of the region under its care, valuing the cultural
and environmental memory of Paraná;
■ To raise awareness toward preservation of biodiversity and all forms of life;
The More than Energy Project, conceived by Copel in order to promote projects
■ To demonstrate the interaction of men and women with their environment,
involving deaf and deaf-blind people with the following aspects: education and
social inclusion; safety of the environments to cater to them; accessibility; health and
quality of life; and training and qualification of professionals serving the students.
Funding for project development total BRL 750,000 and comes from the line of social
investments for companies (ISE) from the National Bank for Economic and Social
Development (BNDES). In 2016, through a bidding process, a specialized company
was hired to carry out the architectural and complementary projects for the first
two institutions selected by the project. The bidding process for hiring companies
to carry out the work planned in the projects is scheduled for the beginning of 2017.
The Cultivate Energy Program, developed
in partnership with municipal
governments and communities, encourages the establishment and cultivation of
community gardens in vacant spaces under its distribution and transmission lines,
in order to promote social inclusion, food safety, and income generation in socially
vulnerable communities. Through this activity, it is also possible to provide the
reflected in the social-cultural aspects of the collection;
■ To demonstrate Copel’s commitment to preservation of environmental, historical,
and cultural heritage through social and environmental compensation programs
derived from implementing generation, transmission, and distribution projects.
Since its inauguration in December 2000, it was responsible for the educational
and monitoring activities of over 300,000 people, who became aware of Copel’s
environmental and social actions. In 2016, the Museum had 7,309 visitors, among
guided tours, spontaneous visitors, and at the Traveling Museum.
In 2016, the Museum was awarded in the 14th edition of the Brazil Benchmarking
Award, a project that rewards companies and/or projects considered as Best Social
and Environmental Practice. Participating in the award for the first time, in its
population with greater safety, since the existence of the gardens inhibit irregular
14th edition, the Regional Museum of Iguaçu registered a project that produced
and high-risk occupations under the power lines.
With the positive results of the first garden implemented in the municipality of
a book of compositions. This book alluded to the Museum’s 15 years, celebrated
in 2015, and rakned 12th among over 85 projects registered for this edition of the
Award, enabling Copel Geração to be included in the Ranking of Best Social and
Maringá/PR in 2013, other vegetable gardens were enabled and are currently
Environmental Practices of 2016.
benefiting nearly 140 families from three different communities in that municipality.
In 2016, Copel formalized the rules and procedures for expanding the program’s
capacity to serve. For 2017, the implementation of new gardens is planned for other
municipalities in the same state.
The Iguaçu Regional Museum, located on the banks of the largest river in the state
of Paraná, in the South-Central region of the state, has been guarding and preserving
50
For this book, of the 127 texts registered, 15 essays were selected from 5th grade
students from the André Dorini and São Francisco de Assis municipal schools in
Manguerinha-PR, a city that houses the machine room of the Gov. Ney A. Braga
Hydroelectric Power Plant.
About
the Report
Message from
the President
Industry Context
About Copel
Governance
and Sustainability
Human Capital
Intellectual Capital
Social and
Relationship Capital
Customers
and Consumers
Suppliers Management
Local Communities
Indigenous Communities
Education for
Sustainability
Social Investments
throught Fiscal
Incentives
Social Initiatives
Natural Capital
Infrastructure
Capital
Financial Capital
Social Audit
GRI Content Index
Annex - Incorporation
of the Principles of
the Global Compact
Social and Relationship CapitalCopel | 2016 Sustainability Report 09 . NATURAL CAPITAL
Climate Change // Eco-efficiency // Ecosystems // Reservoirs and Water Quality
51
Copel | 2016 Sustainability Report
09. Natural Capital
Climate Change
G4-EC2, G4-15
Sustainable development is an essential part of Copel’s strategic growth objectives.
The Company believes that financial resultts should be obtained in a manner aligned
with social and environmental responsibility guidelines as part of a commitment
to the population of Paraná, the other states in which it operates, and future
generations. Copel’s operations are cross-sectional and involve all business fronts
of the Holding Company in the areas of energy and telecommunications.
Materialization of these commitments is in Copel’s Agenda for Climate Change,
a guide developed by the Company in 2011 aiming to maintain coherence of the
actions of the various business fronts with the aspect. Through this platform, Copel
defines positioning, plans actions, and makes corporate decisions that take into
account the impacts on the environment caused by climate change.
Commitments Assumed in 2016
■ Manage annual greenhouse gas emissions (GHG);
■ Conduct studies and projects related to climate change;
■ Reduce GHG emissions from Copel’s activities;
■ Raise awareness towards GHG emissions in the value chain;
■ Assess the risks and opportunities of new projects, from acquisitions to mergers
of assets based on carbon;
■ Assess the risks and opportunities of climate change for the Company’s business.
The committee monitors those commitments approved by senior management,
validates strategic documents related to climate change, assesses risks and
opportunities, fosters initiatives that contribute to mitigating greenhouse gases, and
Incorporated into the Company’s risk matrix, actions related to the Climate Change
drives actions to adjust its businesses to the climate change scenario. In addition, it
Agenda involve mitigating environmental impacts inherent to its business activity,
is responsible for defining strategies for disseminating the Climate Change Policy
investments in technological innovations that promote reduction in greenhouse
and participating in discussions with external entities.
gas (GHG) emissions, and environmental preservation programs disseminated to
employees, suppliers, communities, and society in general.
The Adaptation Subcommittee was primarily created to identify Company processes
that may be vulnerable to the effects of climate change, based on history or relevant
In 2016, the progress was reflected in the implementation of the Climate Change
facts. It proposes adaptation plans that are applied to the processes identified
Policy, aiming to promote actions to reduce greenhouse gas emissions and prepare
as a potential risk, and develops methodologies to add the adaptation criteria to
to cope with the effects of climate change on business. In order to implement the
corporate risk matrices.
Policy, Copel reinforced and expanded its commitments to climate change.
Adaptation to Climate Change
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Infrastructure
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Financial Capital
Social Audit
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Annex - Incorporation
of the Principles of
the Global Compact
In 2016, within the scope of the Corporate Climate Change Management
Program, Copel created a Management Committee
represented by
The Adaptation Subcommittee was primarily created to identify Company
the effects of climate change,
processes
that may be vulnerable
to
employees
from each department of
the Holding Company and
its
based on history or relevant
facts.
It proposes adaptation plans that
subsidiaries. The committee is composed of three technical subcommittees:
are applied to the processes
identified as a potential risk, and develops
Adaptation, Carbon Valuation, and Management and Mitigation of Emissions.
methodologies to add the adaptation criteria to corporate risk matrices.
52
Natural CapitalCopel | 2016 Sustainability Report The Adaptation Subcommittee suggested projects focused on generation and
Scope 1 of this work focuses on reducing consumption of fuel used in the Company’s
transmission processes, taking into account the risk of water shortage and the
operations as a whole. One of the solutions to complying with this guideline is
need to measure variations in the flow of tributaries at the hydroelectric plants
under the Company’s concession.
through the use of distance communication technologies, whenever possible, to
avoid the need for employees to travel from the executive and operational areas to
meetings and training sessions.
Copel develops a pilot project with FGV
In 2016, emissions by Copel Holding and its wholly-owned subsidiaries were
In 2016, Copel initiated a pilot project in partnership with the Center for Sustainability
considered. The results can be seen in the table below.
Studies of the Getúlio Vargas Foundation (FGV). The Company’s vulnerability to climate
G4-EN15, G4-EN16, G4-EN17, G4-EN19
will be studied in order to suggest adaptation measures. The project aims to discover the
impacts of climate change in the current scenario and to prepare a projection for 2040
in the north and northwest regions of Paraná. The study was divided into three phases:
diagnostics of vulnerability to climate change, development of an adaptation plan, and
implementation and assessment of the project.
So far, it has been possible to point out three critical points in the regions studied:
increases in temperature, wind storms, and volume of rainfall. The direct consequences
of these phenomena are the increased dilation of power cables, toppling of transmission
line towers, risk of accidents to the population, fires, and temporary power outages.
The second phase of the project will take place in 2017, when an adaptation plan will
By type of gas (tCO2e)
Scope 1
Scope 2
Scope 3
CO2
CH4
N2O
HFCs
SF6
187,880.91
249,026.27
3,055.00
89,762.60
1,102.71
1,698.31
2,300.84
0
0
-
-
3.82
44.25
0
0
be defined to address the adverse climatic effects in the coming years, pointing out the
TOTAL
282,745.37
249,026.27
3,103.07
alternatives that may be applied in order to minimize the risks.
Biogenic CO2 (t)
1,679.44
-
164.37
Note: Emissions referring to changes in land use are not yet incorporated in scope 1 of the Company, since this is a new
source in the inventory, which is still being prepared.
Management of Greenhouse Gas (GHG) Emissions
Copel sets goals for reducing greenhouse gas emissions as one of
its
commitments under the Climate Change Agenda. Since 2009, the Company has
Scope 1 considered its own sources of emissions from stationary and mobile
combustion, fugitive emissions, and industrial effluents. Upon completion of
the inventory, it will be possible to assess the increase in emissions due to the
invested in producing annual inventories, based on semiannual consolidated
inclusion of the new source. The 2016 inventory showed that there was an 11%
monitoring, to quantify GHG emissions following the methodology of the
reduction in emissions from stationary combustion, which is important, since this
Brazilian GHG Protocol Program.
source represents over 85% of the company’s emissions.
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Annex - Incorporation
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53
Natural CapitalCopel | 2016 Sustainability Report Scope 2 considered emissions from consumption and loss of energy. Compared
capable of measuring the costs related to increase in emissions or the investment
with 2016, there was a 44% reduction in emissions due to the reduction of the
to be made to reduce them.
grid emission factor, and reduced energy consumption, and losses in energy
Copel expects that this methodology will be able to guide the new business
transmission and distribution.
Scope 3 emissions were considered to be air travel, transport and distribution
(upstream), and waste from the company, but this scope has not yet been
finalized, so it is not possible to make comparisons at this point.
areas in assessing risks and financial opportunities regarding aspects related
to climate change.
As measures for study, the Company has invested in the participation of its
employees in discussion forums such as the CEBDS (Brazilian Business Council
for Sustainable Development) and the EPC (Companies for the Climate of GVces)
The inventory was assured by an external entity and will subsequently be
and also by simulating a carbon market coordinated by the EPC using the BVRio
published in the public records of the GHG Protocol, and in the climate change
platform.
forum in the state of Paraná.
This simulation enabled the Company to understand the structure of a possible
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carbon market to be installed in Brazil and how to operate it, since in 2016 the
Natural Capital
Paraná Climate Seal: Gold for the Four Copel Subsidiaries
Copel’s commitment to reducing the impact of its operations was recognized, for the
second consecutive year, through the Paraná Climate Seal. Copel was recognized in
the Gold category, reserved for companies that submit their inventories for external
Eco-efficiency
Eco-efficiency Program
assurance. In 2016, seeking further transparency and showing internal alignment
Copel understands that eco-efficiency is an important management philosophy
Company participated in the auctions promoted by the EPC.
Climate Change
Eco-efficiency
Ecosystems
Reservoirs and
Water Quality
Infrastructure
Capital
regarding this aspect, the four subsidiaries of the Company participated individually.
for achieving economic benefits in parallel with environmental improvements.
Financial Capital
Of the 15 seals awarded in this edition, only seven were in the Gold category, and four
Thus, the Eco-efficiency Program, in force since 2014, aims to integrate the
Social Audit
of them were awarded to the Copel companies. Registration in the Paraná Climate
Seal is voluntary and aims to encourage state companies to publish their greenhouse
gas emissions inventories, the main vector for climate change worldwide.
Carbon Valuation
various initiatives developed in the company related to reducing and optimizing
the use of natural resources, by strengthening and enhancing them. In addition,
the program intends to support projects with a sustainable focus on cost
GRI Content Index
Annex - Incorporation
of the Principles of
the Global Compact
reduction and propose new actions that may contribute to this purpose.
The current economic scenario, coupled with the legal and regulatory
changes that have affected the electricity sector in recent years, reinforces the
importance of implementing actions toward optimizing costs. To this end, the
In 2016, Copel included carbon pricing in the responsibilities of the Climate
awareness and involvement of the employees are essential to guaranteeing the
Change Committee. Since this aspect is still new, the Company understands
company’s commitment and achievement of its goals. Engaged employees are
that it will take at least two years of study to be able to implement any type of
aware of impacts on costs related to their roles and areas of operation, thereby
action. The idea is that in the coming years, a methodology will be developed
increasing company revenues.
54
Natural CapitalCopel | 2016 Sustainability Report The actions of the Eco-efficiency Program are concentrated in five theme lines:
Copel’s experience with the Eco-efficiency Program was also presented at the
energy, water, paper, mobility and fuel, and education and communication.
seventh edition of SMARS (Brazilian Seminar on the Environment and Social
In 2016, the Eco-efficiency Program was one of the aspects of the Sustainability
Dialogues, promoted by the Sustainability Education Program in the following cities
Responsibility of the Electricity Sector), held in November 2016, at the Electricity
Research Center (CEPEL) in Rio de Janeiro (RJ).
in the state of Paraná: Londrina, Cascavel, Reserva do Iguaçu, and Ponta Grossa.
The purpose of this event was to promote technical discussions on the main
The main actions developed by Eco-efficiency were introduced, as well as some
future perspectives.
challenges involving planning, implementation, and operation of projects
in the Brazilian electricity sector, in view of commitments to sustainability,
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environmental legislation requirements, and corporate social responsibility.
Human Capital
The meetings were also used to receive suggestions and reports of other
experiences regarding this aspect. In total, 232 employees and 34 suppliers
participated in the events.
The selection of the work submitted by the Eco-efficiency Program coordination
reinforces the importance of this aspect in company management, and is a good
recognition of the actions carried out at Copel so far.
Summary of the Eco-efficiency Program in 2016
In 2016, initiatives were carried out to reduce water and energy consumption
in Copel’s largest administration buildings. There was a 1% reduction in water
consumption, compared with 2015. The goal for 2017 is to reduce consumption
by 2%, compared with 2016. Also worth noting are the actions toward the use
of rainwater - in 2016, a total of 147.86 m3 of rainwater were collected and used
for administrative purposes. In 2017, we intend to improve management of this
consumption data and encourage the implementation of new tanks.
Regarding energy consumption, the reduction goal for 2016 was 2% compared
with the previous year (or 4% compared with base year 2014). Performance was
8% above the goal. For 2017, Copel plans to reduce energy consumption by 2%
compared with 2016. For paper consumption, the goal was to achieve 40% rate
for duplex printing in 2017, and 50% in 2018.
In addition, several internal awareness and information campaigns were
carried out. Specific actions for saving paper, improving employee mobility,
and reducing consumption of inputs and natural resources are planned for
Water Consumption
The administrative consumption of water is monitored through the Eco-efficiency
Program. Consumption data is obtained semi-annually from the companies
responsible for the municipal supply. In 2016, the goal established by the
Eco-efficiency Program was to reduce water consumption by 5% compared with
2015. The goal was not achieved, there was a reduction of only 1%. It is important
to note that reduction in consumption from 2014 to 2015 reached the goal of
5%. In the accumulated period from 2014 to 2016, consumption was reduced by
6%. For 2017, the goal is to reduce by 2% compared with 2016. The main actions
carried out toward reaching the established goal include replacing simple faucets
with automatic faucets, replacing sanitary valves with dual-flush toilets, and
internal awareness campaigns on the rational use of this resource. In addition, the
possibility of installing tanks for the use of rainwater in some of the Company’s
the coming years. It is important to note that most of the actions in the Eco-
units is being studied.
efficiency Program were carried out without large specific investments, and a
routine building maintenance budget was used.
In 2016, Copel’s total water consumption in the administration units located in the
state of Paraná was 135,678 m³. G4-EN8, G4-EN9
55
Intellectual Capital
Social and
Relationship Capital
Natural Capital
Climate Change
Eco-efficiency
Ecosystems
Reservoirs and
Water Quality
Infrastructure
Capital
Financial Capital
Social Audit
GRI Content Index
Annex - Incorporation
of the Principles of
the Global Compact
Natural CapitalCopel | 2016 Sustainability Report In 2016, a total of 99,481,215.61 m³ of water from ground sources were withdrawn,
Below are the amounts corresponding to fuel consumption by the Company.
which were used for cooling at plants. The volume of water returned to the body
of water is practically the same as the volume withdrawn, since only an immaterial
Type of Fuel
Consumption (GJ)
volume was lost through evaporation, and was not considered as water consumed
by the Company.
Coal (Figueira Thermoelectric Plant)*
1,759,580.98
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Source of water
Administrative consumption (m3)
Underground Sources
Municipal Supply
22,750
112,928
Electricity and Fuel Consumption
G4-EN3
Copel’s total energy consumption in 2016 was 2,101,180.96 GJ, considering the
scopes for Generation, Transmission, Distribution, Telecom, and Holding. The
following table shows the energy consumption in 2016 and the two years before.
Diesel**
LPG***
Ethanol
Gasoline
Aviation Kerosene
TOTAL
* Coal is used to produce electricity in a thermoelectric plant.
** Total diesel used in transportation and emergency generators.
*** Total consumption in the company’s forklifts and kitchens.
Ethanol, gasoline, CNG and aviation kerosene are the fuels used in the Company’s own means of transportation.
Electric power
consumption (in MWh)
Copel
Telecomunicações S.A.*
2014
2015
2016
2014 - 2015
2015 - 2016
2014 - 2016
countries to promote cycling as a transportation option. In 2016, this date was
Evolution
Evolution
Evolution
Bike to Work Day is inspired by the event of the same name held annually in several
489.9
535.2
656.4
9%
23%
34%
greeted with a special breakfast. The action involved the company’s own employees
celebrated on May 13, and at Copel, employees who signed up in advance were
Bike Day
Copel Distribuição S.A.
24,171.8
23,498.2
21,160
-3%
-10%
-12%
Copel Geração e
transmissão S.A
8,813.7
8,314
7,775.8
-6%
-6%
-12%
Copel Renováveis S.A.*
10.5
64.6
Holding
87.1
186.4
516%
114%
Grand Total
33,475
32,445
29,843
-3%
-8%
-11%
* The increase in energy consumption was due to the evolution of the operations of this subsidiary
and contractors at the headquarters, Atuba, Santa Quitéria, and hub at KM3, in
Curitiba, as well as employees of several municipalities in the state of Paraná.
In total, 148 employees participated. They answered a questionnaire in which the
Company recorded the following data:
■ 1,726 km in commuting back and forth (home - work);
■ About 225 kg of carbon dioxide (CO2) were prevented from being released
into the atmosphere;
■ The group would stop issuing 60 tons of CO2 over the course of a year with the use
of a bicycle every day for work.
in the period analyzed.
56
175,312.35
About Copel
9.46
2,642.52
52,494.78
3,706.07
1,993,746.16
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Financial Capital
Social Audit
GRI Content Index
Annex - Incorporation
of the Principles of
the Global Compact
Natural CapitalCopel | 2016 Sustainability Report Disposal of industrial waste
Destination
Description
Unit
Amount
Waste Management
G4-EN23
Industrial Waste
The waste generated in the company’s operations is segregated, packaged and
sent to one of the warehouses, where it is stored until disposal. The entire process
adopts criteria according to current norms and laws.
In its operations, the Company mainly generated ashes from the Figueira
Disposal
Thermoelectric Plant, copper and aluminum cable scrap, poles, crossarms,
ceramic isolators, transformers, lead-acid batteries and insulating mineral
oil. All disposals are made according to legislation, prioritizing reuse and
recycling whenever possible, as established in the priority order of the National
Policy on Solid Waste, requiring from contracted companies all necessary
technical qualification.
The disposal of waste generated revenues of approximately BRL 5 million.
In 2016, Copel reached the goals established for reuse or recycling of 90% of its
Composting
industrial waste from distribution and 70% of the industrial waste from Copel
Geração e Transmissão. However, the goal of recycling 50% of the ashes generated
Co-processing
was not reached due to the delay in the modernization work of the Figueira
Thermoelectric Plant, and consequently, migrating the operation of the Figueira
plant to Copel Geração e Transmissão, which studies new forms of final disposal
Concrete parts
Crossarm
Miscellaneous equipment
Isolators
Meters
Furniture and utensils
Insulating Mineral Oil*
Poles
Plastic waste
Scrap metal
Fiber optic cable
Ashes
Wood
Golden mussel
Oils and solvents*
Contaminated waste*
Lead-acid batteries
Rubble
Fluorescent lamps*
Landfill
Rubble and wood
for this waste.
For 2017, Copel has the following goals:
■ A reduction of 95% in industrial waste from Distribution sent for reuse or recycling;
Recycling
Wood
Oils and solvents*
Tires
Scrap metal
■ 60% of the industrial waste from Copel Geração e Transmissão sent for reuse or
* hazardous wastes
recycling (ashes not included).
57
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GRI Content Index
Annex - Incorporation
of the Principles of
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unit
unit
tons
tons
unit
unit
l
m
tons
tons
m3
m3
tons
m3
m3
tons
tons
tons
m3
unit
m3
l
unit
tons
148
44,828
102
498
220,639
450
220,000
470,485
32.3
964
111
15
17,105
93.3
21
13
23.8
144
20.8
17,998
1,205
1,588
28
3.28
Natural CapitalCopel | 2016 Sustainability Report Administrative Waste
Generation Projects
Copel has in place the Solidary Waste Sorting program for disposal of recyclable
Construction of hydroelectric generation projects may contribute to reducing
waste with associations and cooperatives of recyclable materials. The program is
species important to the local ecosystem, due to suppression of vegetation in the
conducted in partnership with these entities and works to contribute with income
catchment basin; conversion of habitats caused by damming or rivers in order to
generation and improvement in working conditions for pickers.
create a reservoir, and changes in ecological processes outside the natural variation
In 2016, the goal to expand the program was to reach 65% of the company’s
employees. This goal was exceeded, reaching 69% of the employees, and Copel
received a certificate from the State Public Ministry for excellence in compliance
with State Decree No. 4,167/2009, which requires the mandatory segregation of
recyclable solid waste and subsequent sending to associations and cooperatives
of recyclable materials.
range. Mitigation of impacts is done through programs involving suppression
of vegetation, monitoring and rescuing species of wildlife and flora, recovering
Permanent Preservation Areas, replacement of forests, monitoring and recovery of
archaeological heritage, among others.
In the case of Copel Renováveis wind farms, no significant impacts on biodiversity
were identified that could not be mitigated, considering the magnitude of the works
and their locations. G4-EN12
Disposal of Administrative Waste
During the installation phase of wind power generation projects, fragmentation
Destination
Landfill
Composting
Recycling
Ecosystems
Description
Organic/Rejects
Organic
Other recyclables
Paper
Plastic
Metals
Weight (kg)
427,606
34,967
3,571
130,939
15,773
5,668
Mitigation of Impacts Caused by Projects
G4-EN12
The implementation and operation of projects impact ecosystems in their area of
and edge effect may occur due to suppression of vegetation and loss of habitats,
increased risk of accidents involving wildlife, and risks of increased hunting
activities. In order to mitigate this type of impact, Copel Renováveis requested
that companies involved in the construction of wind farms conduct campaigns to
relocate and rescue wildlife, as well as a Rescue and Management Program for the
Plant Species Melocactus violaceus and Griffinia gardneriana.
Transmission and Distribution Projects
Forest fragmentation and reduced populations of native species caused by
suppression of vegetation in the right of way is the main direct and indirect
negative impact on biodiversity due to the construction of transmission and
distribution projects. In order to mitigate these impacts, Copel carries out detailed
and multidisciplinary studies of alternative routes with minimal impact, prioritizing
the use of previously altered areas that are environmentally and socially less fragile.
influence. Before beginning installation, Copel conducts several environmental
Where the route must pass through certain areas where forest remains are
studies in order to assess the best ways to avoid or mitigate negative impacts
more preserved, the Company places higher towers in the right of way to
while promoting the positive ones.
minimize impacts.
58
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Annex - Incorporation
of the Principles of
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Natural CapitalCopel | 2016 Sustainability Report In 2016, a pilot study called “Valuation of ecosystem services related to the Riparian
Forests Program at a plant on the Iguaçu River, Paraná” was completed and
published in partnership with the Center for Sustainability Studies of FGV.
According to the data analyzed in this study, it was concluded that maintenance and
recovery of riparian forests of the reservoir of the Foz do Areia (HPP GBM) plant could
generate the avoided cost of approximately BRL 50 million over a 10-year period.
In addition, reforestation actions in this same area and time period could remove
nearly 60,000 tons of CO2e from the atmosphere. More details on this study may be
obtained at: http://mediadrawer.gvces.com.br/publicacoes/original/fgv-gvces-
tese-estudos-casos_set16.pdf.
This year, new valuation studies began. One of them, to be published in 2017,
refers to managing vegetation in electrical systems and the object of study is the
Urban Forests Program. The other will address soil erosion on high voltage power
distribution lines (LDATs).
Forest Compensation
G4-EN13
In the same period, 23,000 native forest seedlings were planted in Ibicatu
State Park, totaling six hectares for environmental compensation of the
Londrina - Figueira C2 TL project. Over 1,455 seedlings were planted for urban
afforestation as a form of compensation for the Bateias - Curitiba Norte TL
project. The Company also donated 1,615 seedlings to the Campo Largo City
Government, as compensation for these projects.
In the State of Mato Grosso, approximately 60,000 seedlings of native species
were planted in the Permanent Preservation Area of the future reservoir of the
Colíder HPP, totaling 59 hectares of reclaimed area in 2016. In the State of São
Paulo, where it implements transmission lines, the Company compensated for
the impact of the project by transferring 870 native seedlings to contractors
and Copel itself replanting 6,500.
Biodiversity Preservation
Ichthyofauna Studies
Copel recognizes and values the importance of biodiversity to maintaining
ecosystems, and especially, life. For years, it has been monitoring the fish fauna
that live in its reservoirs, distributed over five different watersheds in Paraná,
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and the Teles Pires River, located in Mato Grosso. This monitoring seeks to
Financial Capital
Since 2012, Copel has maintained an agreement with the Environmental Institute
follow and understand the condition of fish in different reservoirs, guiding the
Social Audit
of Paraná (IAP) through which it assigns contractors to dedicate exclusively to
environmental actions of Copel and environmental agencies. In addition, it
the production of native forest seedlings. These seedlings are used to restore
develops captive breeding techniques for fish native to the Iguaçu River basin,
Permanent Preservation Areas, Legal Forest Reserves, and Forest Restoration
with the purpose of conserving these species.
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Areas of the State of Paraná.
In 2016, reforestation was carried out in urban areas with seedlings of native trees
donated by third parties and plantations. There were 400 native forest seedlings
and 2,434 urban afforestation seedlings. The initiative is part of the environmental
compensation for cutting vegetation for power distribution lines in the State of Paraná.
In other environmental actions, such as those promoted by the Internal Social and
Environmental Committees (CISAs), the Company collaborated by planting 284
native forest seedlings.
59
Since 1982, at the Governador Ney Braga Plant (Salto Segredo), Copel has
maintained the Experimental Station for Ichthyology Studies, where it produces
catfish, lambari, and surubim-do-iguaçu fingerlings. The fish produced are
released along the river according to conservation guidelines. The main species
studied and produced are the Jundia (Rhamdia quelen), lambari (Deuterodon)
and the surubim-do-iguaçu (Steindachneridion melanodermatum).
There is also the release of fish at environmental education events and on
Natural CapitalCopel | 2016 Sustainability Report commemorative dates, such as World Water Day, World Environment Day, Tree
Lago Azul State Park - It was created through a decree in 1997, and since then, has
Day, and River Day. Among these fish is the surubim-do-iguaçu fish, the largest
awaited approval from the National Electricity Agency (ANEEL). The area has 1,749.00
fish native to the Iguaçu River, which is endangered and whose captive breeding
hectares and is classified as Full Protection for protecting natural ecosystems
technology was developed by Copel itself. Reports indicate that, thanks to the
of ecological relevance and scenic beauty. It is located in the reservoir and
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repopulation actions promoted by Copel, the populations of surubim-do-iguaçu
surroundings of the Mourão Hydroelectric Power Plant, in the municipalities of
Industry Context
are growing again.
Campo Mourão and Luiziana.
In 2016, a total of 124,758 fish were released, and this number also represents the
number of fish produced at the Company’s fish station, achieving the proposed
Urban Forest Program
goal of releasing 87,600 fish into the reservoir. In 2017, the goal is to produce and
release 132,500 fish in the reservoirs of the Copel plants.
Ecological Stations
G4-EN13
Rio dos Touros Ecological Station - Created in 2001, has a total area of 1,231
hectares, classified as Full Protection. The station conducts scientific research
and is located in the Mixed Ombrophylous Forest or Araucaria Forest, on the right
bank of the reservoir of the Governador Ney Braga Hydroelectric Power Plant
(Salto Segredo), a municipality of Reserva do Iguaçu Reserve, Paraná.
Since 2007, Copel has supported municipal governments
in planning of afforestation of public roads, contributing to
environmental improvement and reduction of energy supply
interruptions caused by the incompatibility between trees and
electrical systems.
The initiative focuses on the production of seedlings in the
Company’s forest gardens. With this, in addition to the catering
to
interested municipalities, compensatory measures are
fulfilled. More than 40,000 seedlings have been planted in the afforestation of public
roads. After reformulating the program in 2015, with changes in the procedure for
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Eco-efficiency
Ecosystems
Reservoirs and
Water Quality
Infrastructure
Capital
Tia Chica Ecological Station - With 423.12 hectares, will be classified as Full
supplying seedlings, the process of supplying over 6,000 seedlings to 20 municipalities
Financial Capital
Protection to reinforce nature preservation and scientific research carried out by
began. In 2016, a total of 2,545 seedlings for afforestation were delivered to seven
Copel. The area declared of Public Utility for condemnation purposes has not yet
municipalities in Paraná.
been declared a Conservation Unit; however the process is underway. It will serve
as environmental compensation for the plant and is installed in the backwaters
of the Jordão River Reservoir, in Pinhão (PR).
In 2016, due to the election year, the performance of the program was below plan,
which was to provide 12,000 seedlings to at least 25 municipalities. Another factor
that interfered in the results of the program in 2016 was the closing of Campo Mourão
Guarani River State Park - Created in 2000, totaling 2,322 hectares. It is classified
Forest Garden, when Copel no longer had the concession of the Campo Mourão
as Full Protection and aims at preserving natural ecosystems of ecological
Hydroelectric Plant. With this, the production of seedlings began to be carried out only
significance and scenic beauty. It began to be studied by Copel in 1997, as a result
in the Forest Garden in Cabreúvas - Governador Ney Braga Hydroelectric Plant (Salto
of the implementation of the Governor José Richa Hydroelectric Power Plant. It is
Segredo), municipality of Reserva do Iguaçu - PR; and in the Perobas Forest Garden-
located in the Semideciduous Seasonal Forest and Mixed Ombrophylous Forest
Governador José Richa Hydroelectric Power Plant (Salto Caxias), in the municipality
or Araucária Forest, on the right bank of the Salto Caxias Hydroelectric Plant
of Capitão Leônidas Marques - PR. The goal established in 2016 will remain the same
reservoir, in Três Barras do Paraná.
for 2017. Training and qualification courses for municipal managers and civil servants
Social Audit
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60
Natural CapitalCopel | 2016 Sustainability Report in the state of Paraná were not carried out, and contact with the partner institutions
In 2016, a total 72,048 seedlings of native species were planted, reforesting
should be resumed in 2017 in order to plan the continuity of the courses.
83.43 hectares. The seedling production for the Riparian Forests and Urban Forests
In order to manage pruning of urban trees, a corporate georeferencing project is
Program was 104,000 seedlings, and the goal was to produce 213,600 native seedlings
underway, in which 229,000 trees have already been planted under the energy
for the Riparian Forest Program. There were no available workers during the first seven
networks in 69 municipalities.
months of 2016 because of the review of the call for the bid to hire gardeners. Due to this
Also in 2016, the actions of the Urban Forest Program were announced in a lecture and
fact, the target was not reached.
roundtable at the Urban Afforestation Forum of the Southern Region of Paraná, held
in June in São Mateus do Sul.
Reservoirs and Water Quality
Copel participates in the Interagency Work Committee to evaluate the Municipal Urban
Tree Plans coordinated by the Public Ministry of the State of Paraná - MP-PR, with
In the reservoirs and surrounding areas, Copel monitors possible environmental
interventions and acts to address irregularities found in terms of illegal construction in
the evaluation in 2016 of 69 municipal urban afforestation plans. Copel’s work on the
the areas of concession, release of effluents, stability of the slopes, use and occupation
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Committee was announced at the 20th Brazilian Congress of Urban Afforestation and
at the Latin American Congress of the International Society of Arboriculture, held in
November 2016 in Belo Horizonte.
Riparian Forest Program
Copel carries out reforestation and fencing of Permanent Preservation Areas (APPs) in
its own and third-party areas, as a way to recover degraded areas and/or to prevent their
degradation. In addition to contributing to improving the water quality of the reservoirs,
inhibiting the occurrence of erosion processes in the soil and conserving biodiversity.
of Permanent Protection Areas, Illegal hunting and fishing, among others. In order to
assist in the process of preserving the areas of relevant environmental interest, the
Ecosystems
Company has an agreement with the Environmental Police Battalion of the State of
Paraná, actively participates in the Watershed Committees and the National and State
Council of Water Resources, conducting the real-time monitoring of the situation of the
rivers where it has reservoirs, and monitors water quality.
Copel’s main impact on water resources is the modification of its natural flow conditions
due to the construction of hydroelectric plants. For this reason, the company works in
managing social and environmental impact of its projects, from the construction up to
the operation phase, conducting studies, mitigating impacts and risks, and addressing
the applicable environmental legislation. In order to evaluate some of these impacts, on
a quarterly basis the Company collects and analyzes water samples from the reservoirs
of the plants in order to monitor their quality using 25 physicochemical and biological
parameters. Copel also monitors water quality of the river before the beginning of the
construction of a new project. Such monitoring includes sediment and agrochemical
Reservoirs and
Water Quality
Infrastructure
Capital
Financial Capital
Social Audit
GRI Content Index
Annex - Incorporation
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the Global Compact
Seedlings used in reforestation are produced in the Company’s forestry nurseries.
analysis, involving a much larger number of parameters analyzes.
61
Natural CapitalCopel | 2016 Sustainability Report This is
Rafael Rodrigues
10 . INFRASTRUCTURE CAPITAL
Assets for Energy Generation and Planning // Transmission and Distribution Assets // Commercialization //
Telecommunications // Corporate Interest
62
Copel | 2016 Sustainability Report
10. Infrastructure Capital
Assets for Energy Generation and Planning
G4-DMA-EU6
Copel is currently building 15 wind farms, which will add 737.1 MW of installed
capacity and 355.5 MW average physical guarantee to the Company’s generation
park, with 20% of this physical guarantee expected to begin commercial operation
Copel operates 30 own plants and participates in nine other plants, 21 of
in 2017.
each are hydroelectric plants, 16 wind farms, and 2 thermoelectric plants,
with total installed capacity of 5,674.7 MW, and average Physical Guarantee
BRL 3.2 billion had been invested in these generation projects by December
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of 2,651.4 MW. In 2016, net energy production was 25,843 GWh. G4-EU1, G4-EU2
31, 2016, of which BRL 2.2 billion was until December 31, 2015. Of the total,
Human Capital
BRL 2.4 million refers to additional fixed assets in own plants and in consortium,
Intellectual Capital
As part of the strategic and sustainability guidelines established for the
generation business, Copel works toward expanding its share of renewable
alternative sources of energy in the energy matrix in a profitable and
and the remainder refers to capital contributions in the companies in which
the Company has interest. Evolution of the generation Park with the gradual
beginning of operations of the plants under construction can be represented as
sustainable manner. G4-EU2
follows: G4-EU2
Generation park by source in 2016 and installed capacity
Generation Park
Physical Guarantee by Source
Generation Park projection for 2019
Physical Guarantee by Source
82%
Hydroelectric
Plants
80%
Hydroelectric
Plants
Evolution of Generation Park
13%
14%
14%
14%
8%
Social and
Relationship Capital
Natural Capital
Infrastructure
Capital
Assets for Energy
Generation and Planning
Transmission and
Distribution Assets
Commercialization
Telecommunications
Corporate Interest
Financial Capital
Social Audit
GRI Content Index
Annex - Incorporation
of the Principles of
the Global Compact
11%
Thermoelectric
Plants
7%
Wind farms
9%
Wind farms
2016
2017
2018
2019
2020
2021
THERMOELECTRIC PLANTS
WIND FARMS
HYDROELECTRIC PLANTS
11%
Thermoelectric
Plants
63
Infrastructure CapitalCopel | 2016 Sustainability Report Power Plant Availability
G4-EU30
Currently, the Company focuses its efforts on building seven projects, which will add a
2,878 kilometers and 4,150 MVA of transformation capacity to the set of transmission
In the generation activities, the indicator on average availability of the plants is
lines and substations.
monitored. The indicator measures the number of hours of interrupted generation.
Distribution
Average availability factor
2014
2015
2016
Copel’s distribution
lines total
195,458.5 kilometers, and
in all serve
nearly 4.5 million consumers, in 394 cities in the state of Paraná and one
municipality in Santa Catarina.
Distribution Lines – Voltage level
2014
2015
2016
Total extension (km)
189,925.4
193,527.1
195,458.5
Total number of hours of planned interruption
71,967.37
42,265
21,916
Total number of hours of forced outage
(unplanned)
36,226.20
36,048
18,672
Own hydroelectric plants
0.94
0.90
0.92
Hydroelectric plants with Copel’s
shareholding interest
0.95
0.96
0.96
Thermoelectric plants
0.64
0.78
0.70
Thermoelectric plants with Copel’s
shareholding interest
Generation by Renewable Sources
G4-13
0.93
0.89
0.89
In 2016, the Cutia Complex received investment of over BRL 700 million. The
complex will have 13 parks with 312.9 MW generated by 149 wind turbines, and will
be built in two stages, with the first seven parks expected to start operating by
September 2017, with a capacity of 180.6 MW, from 86 wind turbines, and by 2018
another six wind farms will be added, with 132.3 MW from 63 wind turbines.
Transmission and Distribution Assets
Extension of Transmission and Distribution Lines
G4-EU4
Transmission
13.8 kV
34.5 kV
69 kV
138 kV
230 kV
101,688.7
103,488.2
104,556.0
82,232.5
83,347.4
84,071.3
5,153.5
5,866.6
5,970.3
123.5
129.6
165.5
727.2
695.3
695.4
Assets for Energy
Generation and Planning
Number of substations
361
363
364
In 2016, new substations and high voltage lines were connected to reinforce the
electrical distribution system, improving quality and increasing the availability of
energy to consumers.
In all, in 2016 these projects added approximately 185 MVA to the distribution system
and 84 km of new 138 kV transmission lines.
Wire Market (TUSD) - In 2016 the load wire, which takes into account all consumers
that accessed the distribution network, showed a reduction of 2.0%, compared
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The Company wholly owns and participates in the concession for transmission
with 2015. The industrial wire market decreased by 1.4% in the year, and the most
and operation corresponding to 5,552 km of transmission lines and 44
significant branches of the industrial class that reported a drop in 2016 were those
substations of the basic network with transformation potential of approximately
manufacturing non-metallic mineral products, wood products, rubber products,
14,602 MVA.
64
and plastic material.
Infrastructure CapitalCopel | 2016 Sustainability Report Power Wire Market
2016
Dec/15
%
2016
2015
%
energy consumption and number of consumers:
No. Of Consumers/contracts
Energy Distributed (GWh)
The charts show the participation of the captive market by class, compared to
Captive Market
4,478,767 4,418,062
1.4
22,328
24,043
(7.1)
Utilities and Licensees
4
4
-
614
699
(12.2)
Free Consumers(1)
620
129 380.6
5,273
4,045
30.4
Wire Utilities
Wire Market
2
2
-
52
56
(7.1)
4,479,393 4,418,197
28,267
28,483
(2.0)
(1) Total number of free consumers served by Copel Geração e Transmissão and by other suppliers within the concession
area of Copel Distribuição.
10.7%
Other
9.8%
Rural
Captive market 2016
By Energy consumption
Captive market 2016
By number of Consumers
31%
Residential
1.8%
Industrial
8.5%
Commercial
8%
Rural
1.3%
Other
Captive market - From January to December, captive market consumption
was 22,328 GWh, with a negative variation of 7.1% compared with the same
22.7%
Commercial
period in 2015. The drop in captive consumption is mainly due to the economic
25.8%
Industrial
80.3%
Residential
recession that began in the second quarter of 2014 and has worsened, as well
Efficiency in Supply: Quality Management and Energy Loss
as the migration of 491 consumers to the free market in 2016, which represented
a consumption of 1,296 GWh in the year.
Quality and supply, measured through performance indicator of distributors in
terms of continuity of services provided, known as DEC (Equivalent Duration of
The number of captive consumers billed by Copel Distribuição in December
Interruption by Consumer Unit) and FEC (Equivalent Frequency of Interruption by
2016 was 1.4% higher than in December of the previous year, totaling 4,478,767
Consumer Unit) showed improvement in 2016 compared with the previous year.
consumers. G4-EU2
Energy Sold (GWh)
Dec/2016
Dec/2015
Residential
Industrial
Commercial
Rural
Other
Total
65
6,932
5,753
5,059
2,179
2,405
6,957
6,929
5,530
2,256
2,371
22,328
24,043
The improvement of the DEC was 20.8% and the FEC, 13.2%, as a result of changes
in process, increased maintenance and preventive inspections, and performance
and expansion works. G4-EU28, G4-EU29
Supply quality indicators
14.01%
13.67%
10.82%
8.92%
8.33%
7.23%
2014
2015
2016
DEC (hours)*
FEC (interruptions)*
*Measured in hours and hundreds of hours
%
(0.4)
(17.0)
(8.5)
(3.4)
1.4
(7.1)
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Infrastructure CapitalCopel | 2016 Sustainability Report Loss of energy is inherent to the nature of electricity transformation, transmission,
abnormal situations occur, detecting problems and irregular procedures in metering
and distribution processes. In 2016, overall losses - technical, non-technical and
and reducing commercial losses for Copel.
of basic network - represented 9.6% of the energy injected into the distribution
system, a percentage that remained stable compared with 2015.
G4-EU12
Types of Losses
Transmission
Overall losses (%)
Technical losses (%)
Overall losses (%)
Distribution
Technical losses (%)
Nontechnical losses (%)
2014
2015
2016
1.7
1.7
9.8
6.2
1.9
1.8
1.7
9.6
6.1
1.6
2.0
1.9
9.6
6.1
2.0
Paraná Smart Grid Project - a government project in the State of Paraná, inaugurated
in 2014, which gathers Copel’s efforts with that of the companies Lactec, Tecpar,
Sanepar and Compagás, and aims to improve the telemetry system. It was designed
to improve the quality of services and the Company’s ability to serve in the electrical
and telecommunications system.
As part of the project, telemetry points were installed in the urban and rural areas of
Human Capital
Greater Curitiba in order to test the technologies. There were also shared telemetry
Intellectual Capital
facilities (joint measurement of water, energy, and gas) for consumers in the district
of Bigorrilho, energy micro-generation with the installation of a wind turbine and
set of solar panels added to the power grid of the Copel Distribuição km3 hub, for
Technical losses, on the same basis, remained at the level of the previous year, and non-
electric cars and bicycles, and reconfiguration of distribution networks in feeders of
technical losses increased by approximately 0.4 p.p in 2016. The transmission operation, on
three substations. Through the project, reading is performed every hour allowing for
the other hand, can register losses in the interconnected system, which are proportionately
detection of problems, power outages and reading without physical displacement.
divided between generators and distributors, and determined by the Electric Power
Marketing Chamber (Câmara de Comercialização de Energia Elétrica - CCEE).
Compared with previous years, losses in the basic network have changed. These totals
refer to 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 reflecting its share of the market. A change in this loss profile influences the total
In 2016, a total of BRL 3.5 million was invested in implementing new equipment
in distribution networks, in reconfiguration systems in the city of Guaíra (PR), in
expanding monitoring of customers that access distributed generation, in installing
1,000 points of energy telemetering in the municipalities of Bocaiúva do Sul and
Campina Grande do Sul, in order to support the installation and monitoring of the
electric charging station for electric buses in Curitiba.
amount for overall losses.
Advances in Operational Excellence
Mais Clic Rural - In 2016, investments were made in the amount of BRL 43 million in
new technologies in automation and communication systems, 34/13 kV substations,
Telemetering Group A - Group A and B billing data is automatically obtained,
and work to improve and reinforce the network. The initiative focuses on the four
without the need to send someone to read the meter. Until 12/31/2016, there were
sectors most sensitive to the quality of energy supply: pig farmers, tobacco farmers,
13,461 telemetric points in Hemera, corresponding to 87.9% of the consumers in group
aviaries, and dairy farmers in the State of Paraná. Altogether, 70,000 rural producers
A, group B with microgeneration and free (14,534). This type of distance measurement
in Paraná and, indirectly, around 2.4 million rural and urban consumers may benefit.
enables real time data collection (on time), optimizing the process for more precise
Among the main advances made in the period is the entry into operation, in four
collection, handling, and availability of data, including data for customers, via the
locations, of the network automatic reconfiguration system. The technology enables
Internet. The system is also capable of monitoring use of energy, issuing alarms when
the isolation of possible defects and the automatic restoration of supply in the other
66
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Infrastructure CapitalCopel | 2016 Sustainability Report sections of the network. By July 2018, the goal is to take the innovation to the other
in demand, is fundamental to reducing the rate of growth of generation, and
133 rural circuits in the state.
postpone the need to build large plants and transmission lines that, together
In addition to a series of improvements to the distribution system in rural areas, the
with their benefits, are associated with large environmental impacts.
amount invested allowed for the purchase of 400 automatic branch circuit-breaker
systems, 130 automatic load reconfiguration systems, and 1,000 single-phase
Commercialization
reclosers. Equipped with technology still new in this country, the equipment enables
Copel Comercialização, created in January 2016, established itself in the market under
automatic reclosing, replacing manually operated circuit reclosers installed at the
poles. It is expected that by the end of 2017, they will all be installed - avoiding about
12,000 deployments of crews per each year, to locate the defects and manually re-
connect the reclosers.
In the pilot project carried out in Salto do Lontra where a recloser station was
implemented and investments in network automation systems were made, the
average duration of interruptions (DEC) in the municipality was reduced by 70%.
In the other places where the investments were made, there were 30% to 60%
improvements in the quality indicators.
In 2016, Copel’s rural DEC contributes 5 hours to Copel’s total DEC, with a reduction
of approximately 18% in Copel’s total rural DEC.
Distributed Generation - is the generic name of the type of energy generation
that differs from the centralized generation, usually of greater size and greater
environmental impact, because it occurs next to or near consumers.
Copel Distribuição updates technical standards and adopts best engineering
and safety practices to connect customers that access distributed generation
(57 independent producers or self-producers, with 600 MW of generation in
45 municipalities).
the brand Copel Energia, working with a free market specialization of energy purchase
and sale, motivated by the accelerated movement of migration of large consumers
from the regulated market to the Free Marketing Environment - ACL. In addition to
operating in the energy purchase and sale segment, it offers management services in
the free energy market for its customers. The Company showed rapid growth, closing
the year with 30 megawatts of average energy sold. For 2017, we expect to double
the volume traded, with over 20 negotiations in progress.
Telecommunications
Copel Telecomunicações provides telecommunications and communications services in
Commercialization
general, in Multimedia Communication Service (SCM), developing studies and projects
focused on meeting the needs of the Company and the market in general. The operation
of such services is for an indefinite term, without exclusivity, at national level.
In 2016, the fiber optic network totaled 31,117 km of fiber optic cables, up 10.7% compared
with 2015, of which 10,140 km are intercity and 20,977 km are urban. This network
provides corporate services in 399 municipalities in Paraná, two in Santa Catarina with
Telecommunications
Corporate Interest
Financial Capital
Social Audit
GRI Content Index
Annex - Incorporation
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broadband services in 64 municipalities in Paraná.
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Generation and Planning
Transmission and
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For micro and minigerators, including operating units and units in documentary
Corporate Interest
processing, there are 405 units, in general, of solar generations (395 units).
They total 3.34 MW of installed power.
Copel has corporate interest and association with companies, consortiums and other
institutions, which operate in several sectors other than energy. More information in
The addition of distributed generation, although insufficient to meet the growth
NE 1.1, NE 2, NE 18, and NE 19.7 of the Financial Statements.
67
Infrastructure CapitalCopel | 2016 Sustainability Report Net Operating Capital // Operanting Costs and Expenses // EBITDA // Financial Result // Value Added // Indebtedness // Net Profit Consumer
Default // Investment Program // Relationship with Shareholders and Investors
68
Copel | 2016 Sustainability Report
11 . FINANCIAL CAPITAL
11. Financial Capital
G4-EC1
Net Operating Revenue
In 2016, Net Operating Revenue dropped BRL 1,844.1 million, representing
a 12.3% decrease compared with 2015.
Supply of Electricity
Procurement of
Electricity
Availability
of Electrical
Network
Revenue from
Construction
5,231.5
5,746.9
2,676.1
3,707.4
3,976.9
2,388.5
1,279.6
1,196.3
2016
2015
■ Increase of BRL 1,588.1 million in Revenue from Electric Network Availability,
mainly due to the recognition of the effects of remuneration for the remeasurement
of cash flow as a result of Ordinance MME No. 120, regarding RBSE assets; result
of the 4th Tariff Review Cycle, occurred in June 2016, which increased Portion B
by 22%; partially offset by the drop in power consumption in the wire market;
and by the average adjustment of -12.87% in the usage tariff.
■ Increase of BRL 83.3 million in Revenue from Construction. The Company
accounts for revenues related to the construction or improvement of the
infrastructure used to provide electricity or gas distribution and transmission
services, which totaled BRL 1,279.6 million in 2016, and BRL 1,196.3 million in
2015. The respective expenses are recognized in the income statement for the
period, as cost of construction, when incurred.
This variation is mainly due to:
Telecommunications
■ Decrease of BRL 515.4 million in Revenue from the Supply Electricity,
mainly due to the 7.1% retraction in the captive market, basically as a result of the
migration of captive consumers to the free market and of the country’s economic
situation; and the average reduction of 12.87% in the rate applied beginning
Distribution
of Piped Gas
June 2016.
■ Reduction of BRL 1,031.4 million in Supply of Electricity, mainly due to lower PLD
(Settlement Price for Differences) value in the period; and lower revenues in CCEE,
due to the non-activation of the Gas-Fired Thermoelectric Plant (UEG) Araucária.
69
Results of Financial
Assets and Liabilities in
the Sector
- 1,079.7
261.6
209.9
471.9
526.4
858.2
Other Operating
Revenue
284.1
312.2
2015
2016
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Net Operating
Capital
Operating Costs
and Expenses
EBITDA
Financial Results
Value Added
Indebtedness
Net Profit
Consumer
Default
Investment
Program
Relationship with
Shareholders
and Investors
Social Audit
GRI Content Index
Annex - Incorporation
of the Principles of
the Global Compact
Financial CapitalCopel | 2016 Sustainability Report ■ An increase of BRL 51.7 million in Revenue from Telecommunications, mainly
due to the increase in the number of customers, especially in the retail market,
■ Decrease of BRL 1,347.3 million in Electricity Purchased for Resale, mainly due
to the lower LDP in the period and the impact of the GSF - Generation Scaling
with the Copel Fibra product.
Factor (risk of water shortage).
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■ Decrease of BRL 54.5 million in Revenue from Distribution of Piped Gas, due
to the non-activation of UEG Araucária and the market retraction compared with
the previous year.
■ Negative result of BRL 1,079.7 in the Result of the financial assets and
liabilities in the sector in 2016, while in 2015 the result was positive,
at BRL 858.2 million.
■ A reduction of BRL 28.0 million in Other Operating Revenues, reflecting the
lower variation in the fair value of the indemnifying assets of the concession in
the amount of approximately BRL 85.0 million, offset by the increase in revenues
from services rendered, revenues from leases, and renting equipment and
structures, and fines applied to customers who migrated from the captive market
to the free market.
Operating Costs and Expenses
Unmanageables
6,032.9
4,685.6
2015
2016
■ Reduction of BRL 850.7 million in Natural gas and gas operation inputs reflecting
Industry Context
the non-activation of UEG Araucária in 2016.
■ Decrease of BRL 53.5 million in Charges for the Use of the Electricity Grid mainly
About Copel
Governance
and Sustainability
due to lower costs of Charges on System Services - ESS, offset by the increase of the
Human Capital
Charge on Reserve Energy - EER.
Manageables
1,304,4
1,168.9
1,280.7
1,251.0
2015
2016
768.7
708.3
676.5
210.8
People and
administrators
Construction cost
Estimated losses,
provisions and
write-back
Depreciation and
amortization
1,176.1
325.4
866.2 919.8
33.4 199.3
■ Increase of BRL 135.6 million in Personnel and Directors, mainly reflecting the
salary adjustment of 9.9% in October 2015 and 9.15% in October 2016, according
Electricity purchased
for reselling
Natural gas and inputs
for the gas operation
Charges for the use
of the electrical
network
Raw material and inputs for
the production of electricity
70
to the collective bargaining agreement, and the variation of BRL 38.8 million of
provision for compensation for voluntary resignations and pensions.
Intellectual Capital
Social and
Relationship Capital
Natural Capital
Infrastructure
Capital
Financial Capital
Net Operating
Capital
Operating Costs
and Expenses
EBITDA
Financial Results
Value Added
Indebtedness
Net Profit
Consumer
Default
Investment
Program
Relationship with
Shareholders
and Investors
Social Audit
GRI Content Index
Annex - Incorporation
of the Principles of
the Global Compact
Financial CapitalCopel | 2016 Sustainability Report ■ Increase
in Construction Cost,
from BRL
1,251.0 million
in 2015 to
BRL 1,280.7 million in 2016.
■ Increase of BRL 557.9 million in Estimated Losses, Provisions and Reversals
mainly due to: provision for estimated losses for doubtful accounts, in the amount
of BRL 46.9 million; reversal for litigation in the amount of BRL 69.9 million -
considering the reversal of BRL 193.4 million in the Cofins proceedings; and
estimated losses for impairment of assets in the amount of BRL 647.6 million.
550.5
519.5
Manageables
259.8 254.3
2015
2016
426.1
414.9
2,802.9
2,752.4
2,357.0
Ebitda (BRL millions)
2014
2015
2016
Financial Result
The financial result decreased BRL 237.1 million due to a 16.5% increase in financial
revenues, mainly due to the late payment charges of energy bills and higher income
from financial investments, and a 33.1% increase in financial expenses mainly due to
higher monetary value, exchange rate, and debt charges.
81.5
76.7
Value Added
Third-party Services
Social security plans
And care
Material
Other operating costs
and expenses
■ Increase of BRL 31.0 million in third-party services, mainly due to the
readjustment of contracts for inflation.
■ Increase of BRL 5.4 million in Social Security and assistance plans resulting from
the effects of the actuarial evaluation, calculated by the contracted actuary.
■ Reduction of BRL 11.3 million in other costs and operating expenses mainly
due to the change in the method of evaluating Copel’s investment in Sanepar,
which was evaluated at fair value, while in 2015 it was accounted for by the equity
method.
EBITDA
In the 2016 period, Copel recorded BRL 12,746.6 million in Total Value Added. This total is
11.8% lower than the previous year. The variation is mainly due to the decrease in sector
charges in 2016. The full statement can be seen on Financial Statements.
2016
2.1%
Shareholders
2015
2.7%
Shareholders
5.3%
Retained
11.6%
Third Parties
11.7%
Personnel
6%
Retained
7.9%
Third Parties
9.3%
Personnel
The Company’s EBITDA
BRL 50.5 million compared with 2015, representing a reduction of 1.8%.
in 2016 was BRL 2,752.4 million, a decrease of
69.3%
Government
74.1%
Government
71
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About Copel
Governance
and Sustainability
Human Capital
Intellectual Capital
Social and
Relationship Capital
Natural Capital
Infrastructure
Capital
Financial Capital
Net Operating
Capital
Operating Costs
and Expenses
EBITDA
Financial Results
Value Added
Indebtedness
Net Profit
Consumer
Default
Investment
Program
Relationship with
Shareholders
and Investors
Social Audit
GRI Content Index
Annex - Incorporation
of the Principles of
the Global Compact
Financial CapitalCopel | 2016 Sustainability Report Indebtedness
In December 2016, consumer default for Copel Distribuição was BRL 267.3 million,
equivalent to
1.61% of
its revenues, whereas
in 2015, default reached
The Company finances liquidity and capital need with resources from operations
BRL 272.8 million, or 1.81% of revenues.
and external financing, aiming to expand and modernize businesses associated
with generation, transmission, marketing, and distribution of electricity, as
well as telecommunications.
Although the amount of estimated losses for doubtful accounts (PECLD ) in 2016 is
significant, actions to combat delinquency have provided significant gains in short-
term delinquency indicators, presented by the Abradee5 and Corporate6 default
It is important to point out that the Company seeks to invest in corporate
rates, obtaining a reduction in delinquency for both compared with 2015.
interest, to use credit lines available in the market, that make sense in Copel’s
capital structure, regarding financial leverage concerning the return from
According to the Abradee criterion, delinquency reduced by 14.5% and according
to Corporate, by 4.7%. The reduced delinquency indicators is due to the Company’s
projects. We point out that our perspectives for financing, as well as cash
action plan to combat the PECLD, with measures that have resulted in reduced
availability, will be sufficient to meet the needs of the investment plan for the
default indicators.
fiscal period.
Payments in the year totaled BRL 1,918.4 million, of which BRL 1,012.2 million
was principal and BRL 906.1 million from charges.
Net profit
In 2016, net profit assigned to shareholders of the holding company was
BRL 958.7 million, 19.6% less than the amount obtained in the previous period,
Index (%)
Abradee Default
Company Default
2016
2015
Variation
2.55
-14.51
2.18
1.61
1.81
-11.05
Financial Results
of BRL 1.192,7 million.
Consumer Default
Investment Program
The investment program for 2016 was approved on 12/09/2015 by the 151st Ordinary
Meeting of the Board of Directors of Copel Holding. The investments made and
Copel has been calculating, since 2003, the default rate for the product “energy
projected for 2016 are as follows:
supply,” using a methodology that considers consumers to be in default in
case of a debt 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 the
recognition of loss of past due debits is excluded.
72
5 Delinquency Index Abradee criterion: i = ∑ Default (1 to 90 days) / Invoicing 12 months
6 Delinquency Index Corporate criterion: i = ∑ Energy default (16 to 360 days) / Invoicing 12 months
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About Copel
Governance
and Sustainability
Human Capital
Intellectual Capital
Social and
Relationship Capital
Natural Capital
Infrastructure
Capital
Financial Capital
Net Operating
Capital
Operating Costs
and Expenses
EBITDA
Value Added
Indebtedness
Net Profit
Consumer
Default
Investment
Program
Relationship with
Shareholders
and Investors
Social Audit
GRI Content Index
Annex - Incorporation
of the Principles of
the Global Compact
Financial CapitalCopel | 2016 Sustainability Report Companies (BRL million)
Realized
2016
Realized
2015
Variation %
2016-2014
Planned
2017
Markets in which Copel’s shares are traded
Generation and Transmission
1,879.2
1,373.3
36.8
570.3
Copel opened its capital stock on the market in April 1994, on the São Paulo
Stock Exchange (BM&FBOVESPA) and became the first company in the
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Distribution
777.1
656.4
18.4
629.6
Brazilian electricity sector listed on the New York Stock Exchange (NYSE) in
Industry Context
Telecommunications
193.8
105.4
83.9
164.3
Economic Community with its entry into Latibex - the Latin American arm
Wind Farm Projects (1)
722.2
229.3
245.2
638.6
of the Madrid Stock Exchange. On May 7, 2008, the shares were traded at
Others(2)
Total
3.1
20.4
-
32.1
Corporate Governance Level 1 of the São Paulo Stock Exchange. Since 2005,
Copel’s shares have been included in the ISE - Corporate Sustainability Index
3,575.4
2,364.7
51.2
2,034.9
of BM&FBOVESPA. In 2016, for the second consecutive year, it became part
Governance
and Sustainability
Human Capital
Intellectual Capital
Social and
Relationship Capital
July 1997. Since June 2002, the company has also been present in the European
About Copel
(1) Includes Brisa Potiguar, Cutia Empreendimentos Eólicos, and São Bento Energia.
(2) Includes Holding, Copel Renováveis, Copel Comercialização, among others.
Relationship with shareholders and investors
At the end of 2016, a total of 25,742 shareholders participated in Copel’s capital
stock, corresponding to BRL 7,910.0 million, represented by 273,655,000 shares,
with no par value.
Distribution of dividends and interest on shareholders’ equity
In accordance with Law 9,249/1995, Copel adopts, as a policy, the distribution
of interest on capital in replacement of dividends, in whole or in part.
Pursuant to the by-laws, the amount of dividends distributed is at least 25% of
adjusted net income, in accordance with article 202 and its paragraphs of Law
6,404/1976.
Tag Along
Copel guarantees tag along rights for its minority common shares, assuring its holders
the minimum price of 80% of the amount paid for shares in the controlling block.
73
of the sustainability index of Morgan Stanley Capital International - MSCI, a
Natural Capital
global leader in the composition of financial indexes, and was also selected to
be part of the portfolio of the FTSE4Good Emerging Index, an index linked to
FTSE 100, of the London Stock Exchange. The seals of MSCI ESG, FTSE4Good
and ISE are awarded to companies that show excellent performance in the
social, environmental and corporate governance areas.
Infrastructure
Capital
Financial Capital
Net Operating
Capital
Operating Costs
and Expenses
EBITDA
Financial Results
Value Added
Indebtedness
Net Profit
Consumer
Default
Investment
Program
Relationship with
Shareholders
and Investors
Social Audit
GRI Content Index
Annex - Incorporation
of the Principles of
the Global Compact
Financial CapitalCopel | 2016 Sustainability Report 74
Copel | 2016 Sustainability Report
12 . SOCIAL AUDIT
SOCIAL AUDIT
December 31, 2016 and 2015
(Amounts expressed in BRL thousands, except when stated otherwise)
G4-9
1 - CALCULATION BASE
EN 32
Net revenue (NR)
2 - INTERNAL SOCIAL INDICATORS
EN 33.2
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
EN 33.2
Profit sharing
Employee compensation and severance pay
(1)
ther benefits
TOTAL
3 - EXTERNAL SOCIAL INDICATORS
Culture
Health and sanitation
Sports
Others
Research & Development
Energy Efficiency Program
Morar Bem Program
Morar Bem Program
Others
Total contributions to society
Taxes (excluding payroll taxes)
75
2016
13,101,753
% Over NR
0.2
7.0
1.0
2.3
0.6
1.6
0.1
0.5
0.4
0.1
13.7
19,194
842,948
119,410
271,225
68,091
205,291
10,600
78,462
6,905
16,119
1,638,245
2015
14,945,844
% Over NR
0.1
5.6
0.8
1.8
0.5
1.4
0.1
0.5
-
0.1
11.0
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Natural Capital
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Capital
Financial Capital
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GRI Content Index
Annex - Incorporation
of the Principles of
the Global Compact
% Over NR
% Over NR
0.1
-
-
0.5
0.3
0.1
-
-
-
0.6
65.6
7,568
3,121
1,801
99,710
37,840
38,666
12,769
3,833
6,602
112,200
10,495,595
0.1
-
-
0.7
0.3
0.3
0.1
-
0.8
70.2
20,885
920,726
131,629
307,057
76,583
205,458
10,705
64,814
47,005
16,336
1,801,198
11,672
637
712
62,318
38,005
11,459
5,142
2,447
5,265
75,339
8,591,151
Social AuditCopel | 2016 Sustainability Report
Total
4 - ENVIRONMENTAL INDICATORS
Investments related to the company’s operations
Investments in programs and/or external projects
Total
(2)
Number of environmental sanctions
Amount of environmental sanctions (BRL thousand)
Environmental Goals
Regarding the establishment of annual goals to minimize waste, overall consumption in production/operation, and increase
efficiency in the use of natural resources, the Company:
EN - Explanatory Note
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
Employee Age Group
From 18 to 30 (exclusive)
From 30 to 45 (exclusive)
From 45 to 60 (exclusive)
60 or older
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
76
8,666,490
66.1
10,607,795
71.0
% Over NR
% Over NR
299,893
703
300,597
1
19
2016
( ) does not have goals
( ) fulfills 0 to 50%
( ) fulfills 51% to 75%
(x) fulfills 76% to 100%
Men
3,098
3,500
61
Women
1,320
629
8
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Capital
Financial Capital
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Annex - Incorporation
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2.3
-
2.3
2016
8,716
97
Total
4,418
4,129
169
878
4,290
3,432
116
1,957
5.7
20.1
970
492,277
856
493,133
1
132
Goals 2017
( ) does not have goals
( ) fulfills 0 to 50%
( ) fulfills 51% to 75%
(x) fulfills 76% to 100%
Men
2,993
3,673
181
3.3
-
3.3
2015
8,813
234
Women
Total
1,289
4,282
670
7
4,343
188
1,100
4,257
3,371
85
1,966
5.4
19.9
981
Social AuditCopel | 2016 Sustainability Report
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)
(3)
(4)
(4)
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
Ratio of highest to lowest remuneration in the company
(5)
Total number of work-related accidents (includes accidents involving contractors)
Total number of consumer complaints and grievances:
in the company
(6)
at second level
in court
% of complaints addressed or solved
in the company
(6)
at second level
in court
3.6
6.3
223
14,711
5,670
227
292
4,476
1,128
2016
19
132
43,453
3,738
3,644
99.0%
92.4%
15.0%
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3.3
6.0
207
15,580
6,457
252
333
4,795
1,011
2015
19
125
43,360
998
2,649
99.3%
94.5%
17.1%
The company’s social and environmental projects were defined by
Board and management
Board and management
Workplace safety and sanitary standards were defined by
All + Cipa
All + Cipa
Regarding freedom of association, right to collective bargaining and internal worker representation, the company
Encourages and follows ILO
Encourages and follows ILO
Private pension plan covers
Profit sharing program covers
All
All
All
All
In selecting suppliers, the same ethical, social responsibility and environmental standards adopted by the company
are required
will be required
2016
GOALS 2017
77
Social AuditCopel | 2016 Sustainability Report
Regarding employee participation in volunteer work, the company
organizes and encourages
will organize and encourage
7- GENERATION AND DISTRIBUTION OF WEALTH
Total value added for distribution
2016
12,746,577
2015
14,456,447
Distribution of Value Added (DVA)
Third parties
Personnel
Government
Shareholders
Retained
8 - OTHER INFORMATION
11.6%
11.7%
69.3%
2.1%
5.3%
7.9%
9.3%
74.1%
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, also addressing information requested in NBCT 15 aiming to ensure transparency of its information.
• 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, 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
Comercialização 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. The amounts of the sanctions are
proportional to Copel’s interest in the projects. 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) 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.
(4) Not part of the staff.
(5) Calculated through the methodology used in the GRI Sustainability Report G4 - indicator LA6.
(6) Includes the complaints in PROCON, Ombudsman’s Office, Consumer.gov, ANEEL and ANATEL deemed founded.
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About Copel
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Infrastructure
Capital
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78
Social AuditCopel | 2016 Sustainability Report
This is
Priscilla Lima
da Silva
This is
Everton Farias Dias
79
Copel | 2016 Sustainability Report
13. GRI CONTENT INDEX
GRI Content Index // Audit Report
13. GRI 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.
Key: Indicators with external assurance
Indicator
Strategy and Analysis
G4-1 Message from the president
G4-2 Description of key impacts, risks, and opportunities
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 operates
G4-7 Nature of ownership and legal form
G4-8 Markets served
G4-9 Scale of the organization
G4-10 Employee profile
Details or reference page
7, 9
7, 9, 15, 16, 21
12
12
12
12
12
12
12, 30, 75
30
Male
Female
Total
By Career
Male
Female
Total
By Category
Board Member
Director
*Employee
*Manager
Intern
*Direct employees
41
24
2
–
43
24
6,204
1,792
7,996
427
114
108
163
535
277
Total of Employees
Male
6,631
Female
1,900
Total
8,531
G4-11 Percentage of employees covered by collective bargaining agreements
Operational
Employee
Manager
122
1
Technical Prof. High
Employee
1,876
School Degree
Manager
33
-
-
133
1
122
1
2,009
34
Prof. High School
Degree
Prof. University
Degree
Employee
3,396
1,320
4,716
Manager
Employee
Manager
90
810
303
38
339
69
128
1,149
372
G4-12 Description of the organization’s supply chain
44
80
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Global
Compact
All
By Region
South
Southeast
Midwest
Northeast
North
Workload/day
4 workdays
6 workdays
8 workdays
Male
6,554
14
55
8
–
Male
36
186
Female
1,894
–
5
1
–
Female
31
331
6
Male
Total
8,448
14
60
9
–
Total
67
517
6,409
1,538
7,947
23
The Company has a relationship with 19 unions representing the various classes of workers and, throughout the year, holds meetings to discuss
matters of mutual interest. On the base date (October), this relationship intensifies when unions and Copel discuss the demands to reach the
Collective Labor Agreement (ACT). Compliance with the clauses of the ACTs mitigates possible problems involving unions and employees. In
addition, dismissals for just cause are preceded by a summary administrative proceeding, regulated by an internal administrative norm, which
guarantees the employee the right to defense.
1,2,3
All
GRI Content IndexCopel | 2016 Sustainability Report G4-13 Significant changes regarding size, structure, ownership, and supply chain
G4-14 Description of how the organization applies the precautionary
64
21
G4-15 Externally developed social charters, principles, or other initiatives
4, 26, 52, 95
G4-16 Memberships of associations and organizations
26, 95
Identified Material Aspects and Boundaries
G4-17: All entities included in the organization’s consolidated financial statements
4, 14
G4-18 Process for defining the report content
G4-19 Material aspects identified in the process for defining report content
5
6
G4-20 Aspect boundary, within the organization, of each material aspect
All relevant and strategic aspects are material within Copel and for all of its businesses.
G4-21 Aspect boundary, outside the organization, of each material aspect
Capitals used in
our businesses
Strategic and relevant aspects for the success
of our business in the medium and long term
Relevant Indicators
Human capital
Governance, Ethics and Compliance
Human Capital Management
Occupational Health and Safety
Intellectual Capital
Culture of Innovation
Risk and Crisis Management
Social and
Relationship Capital
Customer and Consumer Relationship
Supplier Management
Relationship with the Community
Climate Change
Natural Capital
Operational Excellence and Eco-efficiency
Ecosystems
Infrastructure Capital
Energy Planning and New Assets
Economic and Financial Performance
Financial Capital
Regulatory Affairs Management
Access to Capital
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Capital
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All
All
Relevance to stakeholders
All Copel stakeholders
Employees and contractors
Employees, contractors and regulatory agencies
All Copel stakeholders
All Copel stakeholders
Clients and consumers
All Copel stakeholders
All Copel stakeholders
All Copel stakeholders
All Copel stakeholders
All Copel stakeholders
All Copel stakeholders
All Copel stakeholders, more specifically
governments and partners
Regulatory agencies, customers and consumers
Customers and consumers
G4-22 Restatements of information provided in previous reports
4
Restatements in 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
4, 6
81
GRI Content IndexCopel | 2016 Sustainability Report
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
4, 6
G4-26 Approach to stakeholder engagement
4, 6
G4-27 Key topics and concerns that have been raised during the engagement, by
stakeholder group
5
Concerns raised during previous cycle engagements are listed on page 3 of the 2015 Report, available online.
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
4
4
4
6
G4-32 ‘In accordance’ option and location of the GRI Content Index
4, 80 a 91
G4-33 Policy and current practices with regard to seeking external assurance for the report
4, 92
Governance
G4-34 Governance structure of the organization and its composition
G4-35 Process for delegating authority from the highest governance body for economic,
environmental, and social topics
G4-36 Process to appointed an executive-level position or positions with responsibility for
economic, environmental and social topics, and whether such post holders report directly
to the highest governance body
19
18, 25
18, 25
G4-37 Processes for consultation between stakeholders and the highest governance body
on economic, environmental and social topics
5
The Board of Directors consults stakeholders directly and indirectly through various representatives, focusing on economic,
environmental, and social issues, and delegating consultations to the Company’s departments and receiving consolidated feedback.
Copel’s Business Development Department is responsible for analyzing business opportunities, as well as social and environmental risk
assessment in the phase before project implementation. The results of the assessments are presented for approval at meetings with the
Executive Board and the Board of Directors.
G4-38 Composition of the highest governance body and its committees
G4-39 Chair of the highest governance body
19, 20
20
G4-40 Selection criteria and nomination processes for the highest governance body and
its committees
20, 21
More information is available online.
G4-41 Processes to ensure conflicts of interest are avoided and managed
Those elected to the Company’s Board of Directors sign a statement of independence, which contains a clause on issues concerning
conflict of interest.
G4-42 Roles of the highest governance body and senior executives in the development of
policies and goals to manage impacts
18, 19
The Board of Directors directs, approves and revises the annual plan for business processes and management of the Company.
82
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Natural Capital
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Capital
Financial Capital
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All
10
All
All
10
All
GRI Content IndexCopel | 2016 Sustainability Report G4-43 Measures taken to develop and enhance the highest governance body’s collective
knowledge of economic, environmental and social topics
22
In 2016, Copel Board members participated in the Training Program for Board Members, provided by Fundação Dom Cabral,
where the current trends of Corporate Governance, importance of stakeholder engagement, understanding of the main financial
statements and their economic and financial analysis, legal risks, and the correlation between transparency and accountability
and the Company’s reputation were discussed, with an analysis of various case studies. Also discussed was the modern concept
of corporate responsibility that includes continuity of the organizations and the creation of job opportunities, training of the
workforce, stimulation of scientific development, guarantee of human rights, freedom of association and fair trade, among other
forms of creating wealth for society.
G4-44 Process for delegating authority from the highest governance body for economic,
environmental, and social topics
22
G4-45 Responsibility for the implementation of economic, environmental and social policies
18, 21, 25
G4-46 Role of governance in reviewing the effectiveness of the organization’s risk
management processes for economic, environmental and social aspects
G4-47 Frequency of the highest governance body’s review of impacts, risks, and
opportunities
21
20
G4-48 Formal approval of the organization’s sustainability report
On 03/28/2017, the Board of Directors (CAD) approved the presentation of relevant and strategic aspects, described in the Report and
defined regarding business risks and impacts for society, the strategic communication materials of the Report for various stakeholders,
publicly assumed sustainability commitments, as well as reported sustainability performance values and expected results.
G4-49 Process used for communicating critical concerns to the highest governance body
21
G4-50 Nature and total number of critical concerns that were communicated to the highest
governance body and solutions adopted
G4-51 Report the remuneration policies for the highest governance body
G4-52 Process for determining remuneration
21
21
22
G4-53 Participation of stakeholders concerning remuneration
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 ratio of the total remuneration of the highest paid individual to the total annual average remuneration of all employees is 7.33.
Remuneration data includes non-variable base remuneration and does not include benefits and variable pay (e.g. profit sharing and bonuses).
G4-55 Ratio between the increase in the highest salary and the average increase of the
organization
31
The increase in total annual remuneration of the highest-paid individual amounts to 0.86 times the average increase of the total annual
remuneration of other employees. Percentage increase in the total annual average remuneration of all employees of the organization is
10.62%. Percentage increase in remuneration of the highest paid individual of the organization is 9.15%. Remuneration data includes non-
variable base remuneration and does not include benefits and variable pay (e.g. profit sharing and bonuses).
Ethics and Integrity
G4-56 Organization’s values, principles, standards and norms of behavior
13, 23, 24
G4-57 Internal and external mechanisms to provide guidance on ethical and lawful
behavior
G4-58 Internal and external mechanisms adopted by the organization to communicate
concerns about behaviors that are unethical or incompatible with legislation
24
24
83
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All
All
10
All
10
10
GRI Content IndexCopel | 2016 Sustainability Report Indicator
Economic Aspect
Economic Performance
Details or reference page
G4-EC1 Direct economic value generated and distributed
32, 49, 69 a 73
G4-EC2 Financial implications and other risks and opportunities for the organization’s
activities due to climate change
52
Market Presence
G4-EC5 Variation of the ratio between the lowest wage and the local minimum wage
Variation between the lowest wage and the minimum wage: 1.97
Variation between the lowest wage and the minimum wage - Men: 1.97
Variation between the lowest wage and the minimum wage - Women: 2.13
National minimum wage on 12/31/2015: BRL 880.00
Global
Compact
1, 2, 7, 8, 9
1, 2, 7, 8, 9
1, 2, 6
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4-EC7 Development and impact of infrastructure investments and services provided for
public benefit
47
In addition to the investments included in the report, Copel Geração e Transmissão invested another 2.13 million in social projects. This
data was not available during the reporting period, which is why it could not be ensured.
1, 2, 7, 8, 9
Natural Capital
G4-EC8 Significant indirect economic impacts, including the extent of impacts
43, 45
Procurement Practices
G4-EC9 Policy, practices, and proportion of spending on locally-based suppliers
44
Environmental Aspect
Energy
G4-EN3 Energy consumption within the organization
Water
G4-EN8 Total water withdrawal by source
G4-EN9 Water sources significantly affected by withdrawal of water
Biodiversity
56
55
55
G4-EN11 Operational sites owned, leased, managed in, or adjacent to, protected areas and
areas of high biodiversity value outside protected areas
Copel Distribuição has 8,208.4 km of transmission lines with voltages ranging from 69 to 500kV. Of this total, only 82.146 km in full Protection
conservation units, according to the National System of Protected Areas (SNUC), only 0.96% – of its total extension.
Copel Geração e Transmissão has 27,277 km of high voltage distribution lines in Fully Protected Areas in the State of Paraná, according to
SNUC.
Copel Renováveis does not have its own, leased or managed areas in Fully Protected Areas, according to SNUC.
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
58
G4-EN13 Habitats protected or restored
59, 60
84
Infrastructure
Capital
Financial Capital
Social Audit
GRI Content
Index
Audit Report
Annex - Incorporation
of the Principles of
the Global Compact
1, 2, 7, 8, 9
1, 2, 7, 8, 9
7, 8
7, 8
8
8
8
8
GRI Content IndexCopel | 2016 Sustainability Report
G4-EN14 Total number of IUCN red list species and in other conservation lists with habitats
in areas affected by operations of the organization
v
Copel Geração e Transmissão: The most recent information presented refers mainly to the wildlife and flora data
affected by the most important Generation project, which is in the final phase of implementation at the moment,
which is the Colíder Plant.
ENDANGERED SPECIES
Critically
endangered
Endangered
Vulnerable
Near threatened
Least concern
3
12
28
1
21
8
Copel Distribuição: The main species found in forest suppression inventories is Araucaria angustifolia (pranic-
paraná), considered critically endangered on the IUCN red list. Among the species listed by the IUCN were:
Cedrella fissilis (cedar) - endangered and Ocotea puberula (canela-guaicá) - of l concern. Also, Dicksonia sellowiana
(xaxim) is considered endangered on national and state lists. Aiming to reduce the suppression of vegetation when
implementing distribution lines, the Internal Program to Minimize Impacts on the forest cover is executed.
Copel Renováveis S.A.: Of the species of vascular plants surveyed in the present studies carried out in the
Copel Renováveis projects, five appear on some of the consulted endangered species lists. The species
Griffinia gardneriana (Herb.) Ravenna appears on Ministry of the Environment (MMA) Ordinance No.
443/2014 as “endangered” (EN). Tacinga inamoena (K.Schum.) NPTaylor & Stuppy, Cereus jamacaru DC and
Pilosocereus catingicola (Gürke) Byles & Rowley, belonging to the family Cactaceae, are listed in Appendix II of
the CITES list, which is also considered “LC” by IUCN for the State of Rio Grande do Norte. The species Catasetum
sp., listed in Appendix II (species not necessarily endangered, but whose marketing must be controlled to avoid
exploitation incompatible with its survival) was also identified on the CITES list.
Emissions
G4-EN15 Direct greenhouse gas (GHG) emissions (Scope 1)
53
G4-EN16 Indirect greenhouse gas (GHG) emissions from the acquisition of energy (Scope 2) 53
G4-EN17 Other indirect greenhouse gas (GHG) emissions (Scope 3)
53
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 BRL thousand: 0.041.
G4-EN19 Reduction of greenhouse gas (GHG) emissions
53
G4-EN20 Emissions of ozone-depleting substances (ODS)
COPEL does not maintain production, import or export activities of ODS.
G4-EN21 NOx, SOx and other significant air emissions
Emission of Persistent Organic Pollutants (POP)
Emission of Volatile Organic Compounds (VOC)
Emission of Hazardous Air Pollutants (HAP)
Emission of Particulate Matter (PM)
Air Emissions
NOx
SOx
2016 (t)
709
2764
0
0.20
0
709
Effluents and Waste
G4-EN22 Total water discharge by quality and destination
In 2016, Copel’s administrative facilities, in the State of Paraná, discharged 119,788.92 m³ of sanitary wastewater* in collecting public
networks or in controlled septic tanks.
*Generation of sanitary wastewater calculated according to NBR 7229, coefficient of return water-sewer = 0.8.
G4-EN23 Total weight of waste by type and disposal method
57
Compliance
G4-EN29 Monetary value of significant fines and total number of non-monetary sanctions for
non-compliance with environmental laws and regulations
In the case of Copel Geração e Transmissão, there was a Terms of Adjustment of Conduct (TAC), which covers two judicial
proceedings, in which six court deposits totaling BRL 1,200,000.00 were made. There were no sanctions.
85
7,8
7, 8
7, 8
7, 8 ,9
7,8
7,8
8
8
8
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GRI Content IndexCopel | 2016 Sustainability Report Suppliers
G4-EN32 Percentage of new suppliers that were screened using environmental criteria
44
For legislation-related issues as well as due to the fact that Copel is a mixed economy company, the bidding processes follow the
applicable legislation, therefore not allowing for the selection of suppliers based on environmental criteria.
G4-EN33 Significant actual and potential negative environmental impacts in the supply
chain and actions taken
At Copel, there is currently no mapping of significant negative environmental impacts in the supply chain.
Social Aspect
Labor practices and decent work
Employment
G4-LA1 Total number and rates of new employee hires and employee turnover
30
2014
2015
2016
Turnover rate
2014
2015
2016
New Hires
Total
Male
Female
211
131
80
225
144
81
95
70
25
New hires by age group and location
2014
2015
2016
Under 30
30 to 50
Over 50
Southern Region
Southeast
Midwest
Northeast
North
112
93
6
114
99
4
208
222
0
3
0
0
0
3
0
0
47
45
3
90
0
3
2
0
Overall (%)
Male (%)
Female (%)
Under 30
30 to 50
Over 50
Southern Region
Southeast
Midwest
Northeast
North
0
2.51
3.82
7.83
1.85
2.1
2.44
0
4.76
0
0
2.42
2.17
3.31
0
0
0
0
0
0
0
0
1.7
1.38
2.78
3.25
0.94
3.31
1.65
5.56
3.97
20
0
8
8
6
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G4-LA2 Benefits provided to full-time employees that are not provided to temporary or
part-time employees
G4-LA3 Return to work and retention rates after parental leave
Occupational Health and Safety
32
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, Flexible Hours, Assistance to People with Disabilities, Assistance to
employees with dependents 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 Space, Copel Choir, Hours during
work days for volunteer work.
Benefits offered through the Copel Foundation - Private Pension Plan, Peculio Plan, Medical, Hospital, Dental, and Pharmaceutical
Assistance Plan, and Loans with interest rates lower than those practiced by the market.
1,2,6
In all, maternity and paternity leave in the period, respectively, 112 and 283, and 98.21% returned after taking a maternity leave: 110 and
100% - after taking a paternity leave: 283
6
G4-LA6 Types of injury and rates of injury, occupational diseases, lost days, and
absenteeism, and total number of work-related fatalities
35
86
GRI Content IndexCopel | 2016 Sustainability Report Training and Education
G4-LA9 Average number of training hours per year by employee
G4-LA10 Programs for skills management and lifelong learning
G4-LA11 Percentage of employees regularly receiving performance reviews
Diversity and Equal Opportunity
G4-LA12 Composition of governance bodies and breakdown of employees by employee
category, by gender, age group, minority group, and other indicators of diversity
32
33
32
Profile of individuals who are part of the governance bodies (%)
By Category (%)
Profile of Copel employees (%)
2014
2015
2016
2014
2015
2016
2014
2015
2016
Men
Women
Under 30
30 to 50
Over 50
Blacks / mixed
96
4
0
28
50
4
97
3
13
13
50
3
95
5
0
20
80
0
Supplier Assessment for Labor Practices
Operational
1.63
1.58
1.44
Men
78.2
77.87
77.73
Technical Prof. High School Degree
23.98
24.03
23.9
Women
21.8
22.13
22.27
Prof. High School Degree
57.08
57.15
56.8
Under 30
Prof. University Degree
17.32
17.25
17.8
30 to 50
Over 50
People with disabilities or special needs
* Values are not informed
Blacks / mixed
*
*
*
2.2
11.6
*
*
*
10.05
67.78
22.15
2.36
2.58
11.34
11.33
6
6
6
6
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G4-LA14 Percentage of new suppliers that were screened using labor practices criteria
44
For legislation-related issues as well as due to the fact that Copel is a mixed economy company, the bidding processes follow
the applicable legislation, therefore not allowing for the selection of suppliers based on environmental criteria.
1,2,7,8
G4-LA15 Significant actual and potential negative impacts for labor practices in the
supply chain
Currently, Copel does not have programs in place for mapping negative impacts related to labor practices in the value chain.
1,2,7,8
Human Resources
Investments
G4-HR1 Total number and percentage of significant investment agreements and contracts
that include human rights clauses.
44
Neither Copel Renováveis nor Copel Geração have management over the indicator yet.
Indigenous Rights
G4-HR8 Total number of incidents of violations involving rights of Indigenous people
and actions taken
In 2016, there were no cases of violation of the rights of Indigenous and traditional people.
2
1
87
GRI Content IndexCopel | 2016 Sustainability Report Supplier Assessment for Human Rights
G4-HR10 Percentage of new suppliers that were screened using human rights criteria
44
For legislation-related issues as well as due to the fact that Copel is a mixed economy company, the bidding processes follow
the applicable legislation, therefore not allowing for the selection of suppliers based on environmental criteria.
G4-HR11 Significant actual and potential negative human rights impacts in the supply chain
and actions taken
Currently, Copel doesn’t have programs of mapping of negative impacts related to human rights in supply chain.
Society
Local Communities
G4-SO1 Percentage of operations with local community engagement, impact assessments,
and local development programs
G4-SO2 Operations with significant actual and potential negative
local communities
impacts on
47
46
Anti-corruption
4-SO3 Total number and percentage of operations assessed for risks related to corruption
and the significant risks identified
24
G4-SO4 Communication and training on anti-corruption policies and procedures
G4-SO5 Confirmed incidents of corruption and actions taken
23, 24
23
Public Policies
G4-SO6 Total value of political contributions by country and recipient/beneficiary
The 2016 elections did not include financial donations from Copel. Given its quasi-public composition, the Company is legally
constrained to make this type of contribution.
Anti-competitive Behavior
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.
Compliance
G4-SO8 Monetary value of significant fines and total number of non-monetary sanctions
for non-compliance with environmental laws and regulations
In 2016, there was a fine of BRL 491,187.70 at Copel Telecomunicações. In addition, the amount of BRL 1,321,243.63 was paid by Copel
Geração e Transmissão. There were no non-monetary sanctions or lawsuits brought through arbitration mechanisms.
Supplier Assessment for Impacts on Society
G4-SO9 Percentage of new suppliers that were screened using criteria for impacts
on society
44
For legislation-related issues as well as due to the fact that Copel is a mixed economy company, the bidding processes follow
the applicable legislation, therefore not allowing for the selection of suppliers based on environmental criteria.
G4-SO10 Significant actual and potential negative impacts on society in the supply chain
and actions taken
44
At Copel, there is currently no mapping of significant negative impacts on the supply chain in society.
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
42
At Copel, there is currently no systemic process for recording and managing complaints and claims specifically related to
impacts on society.
Product Responsibility
Product and Service Labeling
G4-PR5 Results of surveys measuring customer satisfaction
41, 42
Compliance
G4-PR9 Monetary value of significant fines for non-compliance with laws and regulations
concerning the provision and use of products and services
In 2016, 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.
88
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1,2
1,2
1,2,7,8
1,2,7,8
10
10
10
10
10
1,2,7,8, 10
1,2,7,8, 10
GRI Content IndexCopel | 2016 Sustainability Report Sector Supplement
Indicator
Organizational Profile
Details or reference page
G4-EU1 Installed capacity, broken down by primary energy source and regulatory regime
60
G4-EU2 - Net energy output, by primary energy source and regulatory regime
60, 65
G4-EU3 Number of residential, industrial, and trade accounts
G4-EU4 Extension of transmission and distribution lines, aerial and underground, broken
down by regulatory system
Management of Demand for Electric Power
41
64
G4-DMA EU7 Management programs for demand, including residential, trade, institutional,
and industrial
43
Research & Development
G4-DMA EU8 R&D activity and expenditure aimed at providing more reliable electricity
and promoting sustainable development
37
Breakdown of investment in R&D - Copel Distribuição:
Project Management
Alternative sources for power generation
Metering, billing, and fighting commercial losses
Environment
Operation of Electric Power Systems
Planning Electric Power Systems
Other projects
Supervision, Control, and Protection of Electric Power Systems
Safety
Total
Availability and Reliability
2016
871,407.97
340,792.86
584,740.44
3,038,763.98
2,891,060.93
940,682.01
934,524.12
4,496,446.91
3,606,331.53
17,704,750.75
Breakdown of investment in R&D - Copel Geração e Transmissão:
Energy Efficiency
Alternative sources for power generation
Management of Watersheds and Reservoirs
Environment
Operation of Electric Power Systems
Planning Electric Power Systems
Quality and Reliability of Electric Power Services
Supervision, Control, and Protection of Electric Power Systems
Safety
Total
2016
1,065,709.43
2,335,641.84
106,191.53
2,848,883.92
2,316,348.71
1,118,679.04
3,900.80
2,427,165.11
3,074,958.76
15,297,479.14
Global
Compact
1, 7,8
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G4-DMA EU6 Management approach to ensure short- and long-term electricity availability
and reliability
63
The Operation and Maintenance (O&M) processes for Copel Geração 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.
In addition to this structured procedure, a set of O&M process support tools such as Meeting to Analyze Occurrence
of Failures in Generating Units (ANAOCO) and Support App Portal (OMNI/GMG) is applied. The activities are related
to maintenance planning, team management, material management, equipment registration, event registration,
management of occurrence analysis, and calculation of equipment performance indicators.
The ONS annually publishes the Annual Performance Report (RAD), where the results of all centrally dispatched plants
are compiled by ONS. In this report, the results of the generation agents are individually compared to the average of the
other agents. These reports show that the performance of Copel Geração e Transmissão’s plants, in addition to the plants
where the company provides operating and maintenance services, is above the performance of other plants centrally
dispatched by ONS.
89
GRI Content IndexCopel | 2016 Sustainability Report Availability and Reliability
G4-EU10 Planned capacity against projected electricity demand over the short- and
long terms
Generation expansion planning is conducted by the Energy Research Company - EPE, considering the entire load of the National
Interconnected System – SIN. In 2016, the amount was 771MW.
System Efficiency
G4-EU12 Transmission and distribution losses as a percentage of total energy (%)
66
Biodiversity
G4-EU13 Biodiversity of offset habitats compared to the biodiversity of the affected areas
Copel mitigates impacts on ecosystems through compensation, but at the moment does not make the comparison between the affected
and compensated habitats.
7,8
Labor Practices and Employment
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G4-DMA EU14 Programs and processes that ensure the availability of skilled labor
32, 34
1,2,5
Human Capital
G4-EU15 Percentage of employees with a right to retirement in the next 5 to 10 years,
broken down by functional category and region
There are 1,073 (12.56% of total) of employees subject to retirement between 2016 and 2021, and 2,183 (25.6%) - between 2016 e 2026.
1,2,5
G4-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
In 2016, a total of 2,642 outsourced and subcontracted employees of Copel Geração e Transmissão were subjected to health and safety training.
Due to the great turnover of the employees hired, and the characteristics of the contracts (on demand, for example), there is no way to tell what
percentage of contractors were trained. The company adopts, as a rule, safety integration training for all its contractors. At Copel Distribuição,
this figure totaled 5,367 outsourced and subcontracted employees, representing 100%. In the case of the Holding Company Copel Renováveis,
and Copel Comercialização, there were 160 workers.
7,8
1,2,5
Natural Capital
Description of the roles of the main stakeholders in the Company’s decision-making processes:
Copel Holding: schedules and approves all of Copel’s investment decisions.
Government of the State of Paraná: controls the common shares and maintains administrative control of Copel Holding,
is involved in all strategic decisions of Copel and its subsidiaries.
Ministry of Mines and Energy (MME): acts directly and indirectly (through its affiliated companies) in the long term
investment decision making process. Agencies linked to the MME:
- National Electricity Agency (ANEEL) - normalizes and supervises all services provided by Copel Distribuição. It has the
role of adjusting and reconciling the interests of society as a whole and the energy distribution companies;
- Energy Research Company (EPE) - plans transmission lines, in line with the needs for Copel Distribuição;
- Operator of the National Integrated Grid (ONS) - operates the national integrated grid and detects problems and
appoints solutions for the network of Distribution Companies.
Consumer Council: Represents the various classes of consumers of electricity in all levels of planning.
Organized civil society: Is represented by governmental and non-governmental bodies for discussions on
infrastructure projects, representations, or organized trade unions.
Municipal Government - a stakeholder in all decision-making processes in infrastructure projects.
Environmental agencies and intervenors: analyze and approve environmental and archaeological licensing of Copel
Distribuição’s main infrastructure works.
Copel’s Business Development Office is responsible for the analysis of business opportunities and submits to
approval by the Executive Board and the Board of Directors, responsible for approving strategic decisions.
Participation of stakeholders occurs in various ways, according to the phase of each project.
In the case of Implementation of infrastructure projects:
- the community is consulted directly through public hearings conducted by the licensing body and indirectly through
permits/licenses/no opposition; is involved throughout the social and environmental licensing process;
- stakeholders: involved through the social and environmental programs defined during the licensing process.
In the case of acquisitions of assets, completion of acquisition of any asset depends on approval of regulatory agencies,
such as ANEEL, 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 for participation of energy auctions, several agencies participate in the process, where
the environmental agency (IAP / Departments of the Environment/IBAMA) is 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 the participation of stakeholders, including vulnerable stakeholders, pursuant to 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.
G4-DMA EU20 Approach to managing the impacts from displacements
45
In the year 2016, two families were displaced, totaling 4 people.
G4-EU22 Number of people physically or economically displaced or compensated, broken
down by type of project
45, 47
90
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GRI Content IndexCopel | 2016 Sustainability Report Provision of Information
G4-DMA EU24 Practices used to address barriers related to language, culture, low schooling
and special needs that stand in the way of access to electricity and customer service, as well
as to its safe use
49
UPS Cidadania and Paraná Cidadão: orking 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, providing
guidance to these audiences in an entertaining manner, through the use of educational games and the Energy Efficiency
VAN, regarding the conscious and safe use of electricity.
Copel no Bairro (Copel in the Neighborhood): Meets local demands, raising awareness in the community toward the
efficient and safe use of electricity. In 2016, four events were held, totaling eight days of activities in the communities,
all located in the Tatuquara neighborhood in Curitiba.
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 for audiences with
Consumer Health and Safety
specific accessibility needs. Copel offers blind consumers the possibility of receiving their energy bills in Braille. Copel
Distribuição has 72.4% of its branches and service stations architecturally adapted for people with disabilities (there
was a reduction compared with 2015 due to a change in the number of service locations). Copel’s website is adapted
for access to people with visual impairment. In 2016, the site was also adapted for people with hearing impairment by
implementing the Hugo avatar.
Assistance to Indigenous peoples and remote areas: Copel has in its concession area several Indigenous tribes, and
seeks to ensure this group the right to the differentiated rate benefit established in the TSEE (Social Electricity Rate). By
2016, a total of 819 Indigenous consumer units were enrolled in the TSEE.
1,2,8
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 involving the population
Number of deaths involving the population
Number of cases related to health and safety, including diseases and members of the
audiences affected in legal agreements and potential risks associated with these cases.
Access
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
43, 95
2014
2015
2016
31
8
0
29
13
3
38
14
15
1,2,7
G4-EU26 Percentage of unattended population in concession area
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.
4-EU27 Number of residential disconnections for non-payment, broken down by duration of
disconnection and by regulatory regime
Number of consumer units disconnected considering the time
between disconnection and payment agreement
2015
2016
Number of consumer units disconnected considering the time
between disconnection and payment agreement and reconnection
2015
2016
Less than 48 hours
232,716.00
269,812.00
Less than 24 hours
268,742.00
273,314.00
Between 48 hours and one week
41,852.00
55,691.00
Between 24 hours and 48 hours
11,702.00
15,796.00
Between one week and one month
54,293.00
73,259.00
Between 48 hours and 48 hours
17,004.00
15,705.00
Between one month and one year
51,069.00
80,136.00
Over 7 days
34,250.00
41,853.00
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Over one year
–
28.00
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 regulatory system.
65
65
64
91
GRI Content IndexCopel | 2016 Sustainability Report Audit Report
G4-33
92
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the Report
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About Copel
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Human Capital
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Financial Capital
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GRI Content IndexCopel | 2016 Sustainability Report About
the Report
Message from
the President
Industry Context
About Copel
Governance
and Sustainability
Human Capital
Intellectual Capital
Social and
Relationship Capital
Natural Capital
Infrastructure
Capital
Financial Capital
Social Audit
GRI Content
Index
Audit Report
Annex - Incorporation
of the Principles of
the Global Compact
93
GRI Content IndexCopel | 2016 Sustainability Report Employees
of Copel
94
14. ANNEX - INCORPORATION OF THE PRINCIPLES
OF THE GLOBAL COMPACT AND SDGS
Copel | 2016 Sustainability Report
14. Annex - Incorporation of the Principles of the Global Compact and SDGs
G4-15, G4-16, G4-EU23
The Company ratifies its commitment to the United Nations Global Compact and the Sustainable Development Goals and presents as an Annex its Communication on
Progress (COP), where it specifies the initiatives developed to implement the principles of the Global Compact and the SDGs 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 in 2016, which can be located in the GRI indicators
reported by Copel.
Principles of the Global Compact
The Global Goals for Sustainable Development
RESPECT and support the internationally recognized human
rights in its area of influence
ENSURE the company’s non-participation in violation
of human rights
SUPPORT freedom of association and recognize the right to
collective bargaining
ELIMINATE all forms of forced or compulsory labor
ERADICATE effectively all forms of child labor from its
production chain
STIMULATE practices that eliminate any kind of
discrimination in employment
ASSUME a responsible and proactive preventive approach to
environmental challenges
DEVELOP initiatives and practices to promote and disseminate
social and environmental responsibility
ENCOURAGE the development and diffusion of
environmentally responsible technologies
FIGHT corruption in all its forms, including extortion
and bribery
95
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Financial Capital
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Annex - Incorporation
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Annex - Incorporation of the Principles of the Global Compact and SDGsCopel | 2016 Sustainability Report
PROJECTS / PROGRAMS / MANAGEMENT SYSTEMS / PARTICIPATIONS AND POLICIES
PRINCIPLES AND OBJECTIVES
RESPONDED
DATE
GLOBAL
COMPACT
SDG
START / FINISH
Policies and Management Systems
Adherence to voluntary commitments in an effort to promote sustainability, ethical conduct and best practices in corporate governance: Global Compact; ODS National Movement We Can
Paraná; Business Contribution for the Promotion of a Green and Inclusive Economy; Statement Call to Action for Governments in the Fight Against Corruption; Business Pact for Integrity
and against Corruption, and Principles for Sustainable Executive Education (PRME).
1 to 10
16, 17
Various / Indeterminate
Management to 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.
1 to 10
16, 17
2008 / Indeterminate
Our Energy Program - ties together obtaining new opportunities in relation to career development, remuneration, and personal development to performance.
6
16
2013 / Indeterminate
Generation by renewable sources – compliance with the strategic and sustainability guidelines established for the generation business, Copel Renováveis has been researching and
prospecting new businesses related to these energy sources.
7, 8, 9
7, 17
Indeterminate
Ethical Guidance Council – analyzes and provides guidance on processes related to ethical conduct in the Company.
1 to 10
5, 8, 16, 17
2003 / Indeterminate
Committee for the Analysis of Reports on Psychological Harassment – aims to assess reports on psychological harassment in labor relations within the Company.
1 to 10
5, 8, 16, 17
2009 / Indeterminate
Integrity Program and Compliance Portal – a set of activities that ensure compliance with internal and external rules and regulations to which the company is subject and a platform for
disseminating the Company’s commitments to transparency and the fight against corruption.
Transparency Portal - of the Company and link to the Transparency Portal - In this environment, information is found on the structure of the government, revenues, expenses, bids, contracts,
assets, remuneration of the Executive Branch employees. This tool for communicating with society enables monitoring and controlling the use of public resources. Publicizing the acts of the
Public Administration complies with Federal Law No. 12,527/2011, which ensures the right of access to information for citizens, and State Decree No. 10,285/2014.
10
10
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.
1 to 10
16
16
4
2015 / Indeterminate
2014 / Indeterminate
Financial Capital
2014 / Indeterminate
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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.
9, 10
13, 16, 17
2012 / Indeterminate
Copel’s Corporate University – UniCopel – Implementation of Educational Planning and management of the Leadership Development Programs, Postgraduate, Master’s and Doctoral
degrees, and Languages.x
1, 2, 7, 8, 9
13, 16, 17
2007 / Indeterminate
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.
1, 2, 7, 8, 9
6, 7, 15
2011 / Indeterminate
Integrated Management of Water and Soil - partnership between Copel, Sanepar and the Secretaries of State, aimed at creation of synergy between the actions conducted in hydrological
micro-basins and at promotion of water quality and availability improvement through the improvement of use, management and conservation of soil, water and forests.
1, 2, 7, 8, 9
6, 15
2010 / Indeterminate
Support for Public Policies and Management Improvement
Participation in the Brazilian Committee of the Global Compact and the ODS National Movement We Can Paraná.
1 to 10
16, 17
2016 / Indeterminate
Member of the Brazilian GHG Protocol Program: as a founding member, Copel conducts and publishes annually the accounting report of greenhouse gas (GHG) emissions.
1, 2, 7, 8, 9
Participation in the Entrepreneurship Initiative Trends in Ecosystem Services - TeSE - initiative of the Center for Sustainability Studies of the FGV (Gvces) - aims to incorporate the
concepts of valuing Ecosystem Services in business, as well as developing methodology.
7, 8, 9
13
16
2008 / Indeterminate
2015 / Indeterminate
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., Brazilian Assoc. of Power Generation Companies, Brazilian Assoc. of Power Distribution Companies, Brazilian Assoc. of
Large Power Distribution Companies, Brazilian Committee of Large Dams, Regional Engineering, Architecture and Agronomy Council in Paraná, FUNCOGE.
Participation in associations that discuss and promote environmental improvements: Forum Paraná Agenda 21, Federation of Industries of Paraná, Interinstitutional Commission of
Environmental Education of the National Program of Environmental Education, Watersheds Committees of the State of Paraná, Cigré Environment Committee, Regional Engineering
Council, Architecture and Agronomy of the State of Paraná, Garbage and Citizenship PR Forum, Forum on Climate Change of the State of Paraná, Environmental Committees of the
Public Ministry of Paraná.
1 to 10
6, 7, 15
Various / Indeterminate
7,8,9
6, 15
Various / Indeterminate
96
Annex - Incorporation of the Principles of the Global Compact and SDGsCopel | 2016 Sustainability Report 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: National Quality, MPE Brasil, and The Management Quality of the State of Paraná.
1 to 10
1 to 10
16, 17
16, 17
2005 / Indeterminate
2000 / Indeterminate
Integrated Management of Water and Soil - in partnership between Copel, Sanepar, and State Departments, to create synergy between actions carried out in watersheds, to promote
the improvement of the quality and availability of water by perfecting the use, management, and proper conservation of soil, water, and forests.
1, 2, 7, 8, 9
6, 15
2010 / Indeterminate
Programs, Projects, and Social and Environmental Initiatives
Program to collect donations to charities and social service institutions, non-profit and of collective interest, through the energy bill.
Annual donation, through tax incentives, to Fund for the Rights of Children and Adolescents – FIA, Rouanet Act, Elderly Act, Incentive to Sports Act, PROFICE,
PRONON and PRONAS.
1 to 10
1, 2, 5
1
1
1999 / Indeterminate
2006 / Indeterminate
Corporate Volunteer Program - EletriCidadania: the program allows employees to use up to 4 hours/month for performing volunteer work.
1, 2, 4, 5, 7, 8
5,17
2001 / Indeterminate
Choir: promotes employee integration, the quality of life at work, the development of culture and music education, as well as the appreciation of Copel’s brand in the community.
6
Support room for breast pumping and reduced working day: a comfortable and cozy place where mothers may withdraw and store breastmilk to be offered to their children in a timely manner.
1, 2, 6
3
3
2010 / Indeterminate
2016 / Indeterminate
Program Cultivating Energy: works to implement community gardens in the safety sections of Copel’s power networks, in partnership with municipal administrations and associations of
residents.
1, 7, 8, 9
2, 10
2009 / Indeterminate
Corporate Accessibility Program: aims to adapt the Company in accessibility issues.
1, 2, 6
8, 9 , 11, 16, 17
2007 / Indeterminate
Eco-Efficiency Program: Works to concentrate the various eco-efficiency initiatives developed by Copel into one program that operates as a hub, interconnecting them, strengthening them,
potentializing them, and enabling new forms of operation.
7, 8, 9
6, 8, 11, 12, 13
2014 / Indeterminate
Education for Sustainability Program: works to train and develop professionals, formal and informal leaders of Copel, in sustainability-related issues.
Copel Sustainability Seminar: The initiative aims to disseminate social and environmental projects and practices. The Seminar was reformulated and extended to other cities in the state of
Paraná, to the cities of Londrina, Cascavel, and Segredo, under the name of Sustainability Dialogues.
1 a 10
1 a 10
Susie Pontarolli Sustainability Trophy - aims to recognize and support initiatives aimed at contributing to the promotion of sustainable development and improvement in the quality of life.
1 a 10
4
4
4
1998 / Indeterminate
2009 / Indeterminate
2012 / Indeterminate
Luz Fraterna Program: Program of the Government of the State of Paraná that performs payment of consumer bills registered on the Social Electricity Rate, provided that consumption does
not exceed 120 kWh.
1, 2, 4, 5, 10
1, 7, 11
2003 / Indeterminate
Program Morar Bem (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.
1, 2, 4, 5, 10
1, 7, 11
2003 / Indeterminate
Rural Nighttime Rate Program: incentive to increased agricultural production, to poultry and pig farmers, through discount prices for consumer units classified as rural, served in low voltage.
1, 2, 4, 5, 8
Nighttime Irrigation Program: incentive to use of irrigation to increase agricultural and poultry production and improve quality of life in rural areas. Subsidized rates and equipment to rural
consumers.
Energy Efficiency Program: Geared toward the efficient use of electricity in residential, industrial, trade, and public school installations located in Copel’s concession area.
1, 2, 8
1, 2, 8
11
11
7
2007 / Indeterminate
2003 / Indeterminate
2000 / Indeterminate
Paraná Cidadão (Paraná Citizen) Program: a 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 electric energy.
1,2,4,5,6,10
1, 7, 9
2003 / Indeterminate
Paraná Digital Program: digital inclusion in public education, through the connection of State schools to the Internet. In partnership with the State Government/SEED, we take the Internet to
schools, with priority to localities with low HDI. Today, there are 2,210 State schools served by Paraná Digital.
1, 2, 4, 5, 6, 10
1, 9, 11
2003 / Indeterminate
Connected Paraná Program: the initiative provides access to the Internet in fiber optics at affordable prices and at 1 Mbps speed, according to the State Broadband Plan.
1, 2, 4, 5, 6, 10
1, 9, 11
2010 / Indeterminate
State Broadband Plan - PEBL: aims to disseminate affordable Internet access to all municipalities in 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.
1, 2, 4, 5, 6, 10
1, 9, 11
2010 / Indeterminate
Social Electricity Rate: Established through Law No 10,438/2002, discounts are offered on electric energy 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.
97
1, 2, 4, 5, 6, 10
1, 7, 11
2002 / Indeterminate
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Annex - Incorporation of the Principles of the Global Compact and SDGsCopel | 2016 Sustainability Report Mais que Energia (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.
1, 2
1, 7, 11
2014 / Indeterminate
Smart Grid Project: Installation of 2,000 telemetering 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 deployment of crews.
1, 2, 7, 8, 9
17
2015 / Indeterminate
Telemetry: enables the automated collection of data in real time (on time), optimizing the process for more precise collection, handling, and availability of data, including data for customers,
via the Internet.
8, 9
7,9,13
2010 / Indeterminate
Distributed Generation: type of energy generation that differs from centralized, usually of greater size and greater environmental impact, because it occurs with or close to consumers.
7, 8, 9
7,9,12,13
2004 / Indeterminate
Illuminating Generations Project: Lectures for 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.
1,2
Program Mais Clic Rural: Improving the quality of electric power supply in rural areas, with a focus on farming activities integrated with production processes sensitive to interruptions.
1, 2, 7, 8, 9
Solidarity Invoice: Incentive to customers who opt for receiving the invoice by email; at each registration, Copel donates BRL 1.00 to the APAE institutions in the State of Paraná.
1, 2
4
7, 11
11
1970 / Indeterminate
2015 / Indeterminate
2015 / Indeterminate
Waste Sorting: program is conducted in partnership with associations and material recycling cooperatives and works to contribute with income generation and improvement in working
conditions for pickers.
7, 8, 9
1, 10, 11
2009 / Indeterminate
PrevenCão: Awareness of the population about the importance of caring for pets to prevent accidents.
7, 8, 10
4
2015 / Indeterminate
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 improve public safety and local social and economic development.
7, 8, 9
7, 11, 17
2013 / Indeterminate
Corporate Waste Management Program: Aims to reduce, reuse, measure, and monitor solid waste generated by the Company.
7, 8, 9
8, 11, 12
2006 / Indeterminate
Program for Monitoring and Repopulation of Fish Fauna - works to monitor and repopulate the Company’s reservoirs and rivers where Copel’s projects have some influence.
Experimental Station for Ichthyological Studies: Study and reproduce species suitable for repopulation of rivers and reservoirs in Paraná.
Riparian Forests Program: Aims to recover natural environments surrounding the reservoirs of power plants and other areas of interest to the Company.
7, 8, 9
7, 8, 9
7, 8, 9
15
15
15
1993 / Indeterminate
1992 / Indeterminate
2006 / Indeterminate
Urban Forests Program: Since 2007, Copel has supported municipal governments in planning afforestation of public roads, contributing to environmental improvement and reduction of energy
supply interruptions caused by the conflict between vegetation and electrical systems.
7, 8, 9
11, 15, 17
2008 / Indeterminate
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Control of invasive and/or exotic species: Monitoring and control of invasive and/or exotic species of wildlife and flora.
Recovery of degraded areas: Monitoring and recovery of degraded areas.
Forest Gardens: its objective is the production of seedlings suitable for application in other Company programs.
Botanical Garden: aims to conserve and research plant species and to house collections of exotic ornamental plants.
7, 8, 9
7, 8, 9
7, 8, 9
7, 8, 9
15
15
15
15
2000 / Indeterminate
1999 / Indeterminate
1973 / Indeterminate
2010 / Indeterminate
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
Rescue programs and from the Cultural and Scientific Exploitation Memory of Flora and Wildlife in the implementation of the Ney Braga Hydroelectric Power Plant.
7, 8, 9
4, 11
2000 / Indeterminate
Ecosystem services: direct and indirect contributions of ecosystems to the economy and well-being of humanity.
7, 8, 9
6, 8, 11, 15
2015 / Indeterminate
Life Cycle Analysis: A tool that quantifies the environmental impacts of a given product or service. Composed of categories such as: greenhouse gas emission (GHG), acidification, eutrophication,
toxicity, consumption of natural resources, and depletion of the ozone layer.
7, 8, 9
7, 8, 12
2015 / Indeterminate
Reverse Logistics: plan, recommend, and structure the actions related to the aspect, within the scope of the Corporate Waste Management Program.
7, 8, 9
12
2014 / Indeterminate
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