ANNUAL AND
SUSTAINABILITY REPORT
2017
COPEL IN NUMBERS 2017 102-7 NUMBER OF EMPLOYEES8,245PRODUCTS AND SERVICES: Generation, Transmission, Distribution and Commercialization of Electric Power, and TelecommunicationsPOWER TRANSMISSION: 150 km lines delivered (TL Assis-Londrina delivered in 2017)NUMBER OF OPERATIONS: 28 own power plantsand 3 participations, 7,025 km transmission lines and 45 substations, 196,951.2 km distribution lines and 369 substationsNET OPERATIONAL REVENUES: BRL 14,024.6 millionPOWER DISTRIBUTION:Equivalent Interruption Frequency (FEC): 6.79 and Equivalent Interruption Duration (DEC): 10.41NET POWERGENERATION: 20,891 GWhTELECOMMUNICATIONS:32,422 km optical fi ber2CONTEXT OF THE SECTORCOPEL IN NUMBERSCORPORATE GOVERNANCESUSTAINABILITYMESSAGE FROM THE PRESIDENTABOUT THE REPORTABOUT COPEL ANDBUSINESS MODELSCAPITALSGRI CONTENT INDEXAPPENDIX COPEL IN
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APPENDIX
3
RECOGNITIONS
Awards / Certifi cations
Certifi cating Entity
Awards / Certifi cations
Recognition as the most transparent
state owned company in Brazil
Abradee Award – Social Responsibility
Abradee Customer Assessment Award
– Best Distributor in Brazil
Award – Best Distributor (gold category)
International Transparency (TRAC Brazil)
SESI SDG Seal – Recognition of the practices in
favor of the Sustainable Development Goals
Brazilian Electric Power
Distributor Association
Brazilian Electric Power
Distributor Association
Comisión de Integración Energética
Regional – CIER Latin America
Recognition for the good practices related to SDG
United Nations – UN
IASC Brazil Award – Utility companies above 400 thousand
IASC South Award – Utility companies above 400 thousand
Aneel
Aneel
Certifi cating Entity
SESI Paraná
Climate Seal Gold Paraná
Government of the State of Paraná
Award – Best companies to work (9th place)
Great Place to Work (GPTW)
Award – 150 best company to work
Você S/A
Award – Best fi xed line broadband operator in Paraná
Anatel
Citizen Company Certifi cate – information
presented in the social report
Regional Accounting Board of the
State of Rio de Janeiro, FIRJAN
System, FECOMÉRCIO
Recognition for fastest Internet in Brazil
Portal Minha Conexão
Award 500 Largest in the South – Best company in Paraná
Amanhã Magazine
Copel Telecom among the most profi table in the sector
Telecom Yearbook
Award 500 Largest in the South –
Best net revenues power sector
Amanhã Magazine
Innovation Projects
TeleSíntese Yearbook – Momento Editorial
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APPENDIX
5
Companhia Paranaense de Energia – Co-
pel presents its Sustainability Report 2017,
demonstrating performance associated to
generation of value for its stakeholders in so-
cial, economic and environmental aspects.
Published annually, the edition consolidates
the information relevant for the fi scal period
started in January 2017 and ended in Decem-
ber the same year. 102-1, 102-50, 102-52
The accounting data presented in this
report refer to the companies, where Co-
pel hold corporate shares. The non-account-
ing data comprehend mainly Copel and its
wholly-owned subsidiaries Copel Geração e
Transmissão S.A. (GeT), Copel Distribuição
(DIS), Copel Telecomunicações S.A.
S.A.
(CTE) and Copel Comercialização S.A., in-
dicating inclusion or exclusion of any opera-
tion, when applicable. In 2017, the activities
of Copel Renováveis S.A. were incorporated
to Copel Geração e Transmissão S.A. With-
in the participations, Copel sold its shares
in Sanepar, receiving BRL 489.1 million.
102-10, 102-45, 102-49
The Sustainability Report 2017 meets the
following assumptions:
• principles of Global Reporting Initiative (GRI).
This report has been prepared according to
the GRI Standards methodology, report op-
tion “Essential”, including the set of indica-
tors from the electric power sector supple-
ment available in version G4. To assure the
reliability of the content informed in the re-
port, independent assurance of the materi-
al disclosures and the report principles was
done by Deloitte Touche Tohmatsu Auditores
Independentes. 102-54, 102-56
• structure and guidelines of integrated re-
port recommended by the International In-
tegrated Reporting Council (IIRC), incorpo-
rating the representation of the business
model of its wholly-owned subsidiaries and
the report structure of its performance by
means of capitals (Human, Intellectual, So-
cial and Relationship, Natural, Infrastruc-
ture and Financial).
• normative guidelines defi ned by the Interna-
tional Financial Reporting Standards – IFRS,
considered in the information coming from
the Financial Statements and the Progress
Communication in relation to the commit-
ments undertaken with the Global Compact.
• provisions in Law No. 13.303 (Law of the
State Companies) dated 06/30/20161, which
sets forth annual disclosure of integrated or
sustainability report in article 8, item IX.
The report is organized in two parts. The
fi rst presents an overview of Copel’s busi-
ness, bringing together the main social and
environmental impacts and the strategic risks
of its operations. The second part describes
the context and the performance of the Com-
pany’s capitals with a detailed approach to the
relevant aspects of the business and its abili-
ty to create value.
Doubts, suggestions or clarifi cations
about the content of Sustainability Report
2017 can be submitted to Talk to Us in the
Copel´s site. 102-53
See other Copel´s reports:
ADMINISTRATION´S REPORT
AND FINANCIAL STATEMENTS
20F REPORT
ANEEL COPEL DIS AND COPEL GET
SOCIAL-ENVIRONMENTAL REPORTS
COPEL MATERIALITY REPORT
1 In Law No. 13.303/2016, art. 91, the deadline of June 30, 2018 is set forth for public companies and private-public corporations constituted before the enforcement of the Law to provide the necessary adaptations to com-
ply with these provisions.
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APPENDIX
6
RELEVANT AND
STRATEGIC TOPICS 102-46
In 2017, Copel reviewed materiality to de-
fi ne the social, environmental and economic
topics to be reported. For this purpose, it con-
sidered the following methodology:
Identifi cation of the subjects considered
the most relevant for the electric sector by
sources recognized on the market, such as
RobecoSAM (conduct evaluation of compa-
nies for participation in the Dow Jones Sus-
tainability Index (DJSI), SASB (defi nes the
sustainability report standards for companies
traded on the American stock exchange) and
RepRisk (tool for media analysis used by Ro-
becoSAM along the process of company eval-
uation for DJSI).
In addition to the survey carried out at the
mentioned sources, benchmarking was pre-
pared with ten companies from the sector,
highlighting the material topics presented in
the respective sustainability reports.
The identifi cation of the main subjects
approached by the wholly-owned subsidiar-
ies (SIs) of the Company (Distribution, Gen-
eration and Transmission, Commercialization
and Telecommunications). This process con-
templated the survey of information at the
following sources:
• Copel´s Strategic Risks Plan (2018-2027);
• Interview with the high management of
Copel and its wholly-owned subsidiaries
and managers of the main processes in
the value chain; and
• Channels for communication with stake-
holders established by Copel and its whol-
ly-owned subsidiaries, including: results
from the ombudsman and employees´
opinion survey2. 102-43
The last activity of the topic prioritization
stage contemplated the preparation of a ma-
trix with correlation of the results obtained for
Copel and its wholly-owned subsidiaries, and
relevant topics for the sector (presented in
the previous steps). The result from the mate-
riality published in Sustainability Report 2016
was also inserted as criterion.
The process of validation of the material
topics inserted in the Sustainability Report
was carried out in two occasions:
MEETING OF THE
MANAGEMENT – REDIR
The results from materiality analysis were
submitted to approval by Copel´s Executive
Management in a Meeting of the Manage-
ment – Redir held on 02/06/2018. At that
occasion, the methodology used for prepa-
ration of the materiality and the prioritized
topics were presented. Finally, the prioritized
topics were approved without remarks.
MEETING OF THE
BOARD OF DIRECTORS – CAD
After validation of the material topics at
Redir, the result was submitted to assessment
by the Board of Directors – CAD in its ordinary
meeting held on 02/21/2018. The prioritized
topics in the previous stages were kept, and
it was recommended to include the Diversity
topic associated to the Human Capital.
Compared to the materiality presented in
Copel´s Sustainability Report 2016, the topics
risk and crisis management, regulatory affairs
management, access to capital and strategic
planning and new assets were not considered
material for not being related to general dis-
closures reported by the Company. For supply
management, although not considered mate-
rial topic, the disclosures reported for social
and environmental assessment of suppliers
and defi nition of the supply chain were kept.
2 Copel did not adopt a specifi c process for inquiry to the stakeholders for preparation of materiality, scheduled to start again in 2018.
COPEL IN
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APPENDIX
7
In limits
Out limits
Employees
Copel (operations)
Government
Regulating Bodies
Suppliers
Customers
Communities
MATRIX OF MATERIAL TOPICS AND IMPACT LIMITS 102-47, 103-1
Copel´s material topics
GRI material topics
Climate changes
Governance, ethics, compliance
Human capital management
Diversity
Innovation Culture
201_ Economic Performance /
305_Emissions
205_Anticorruption /
307_Environmental compliance /
419_Social-Environmental compliance
401_Employment /
404 Training and Education
405_Diversity
Sector GRI
Economic Financial Performance
201_Economic performance
Relationship with Customers
and Consumers
Operational excellence
and eco-effi ciency
Relationship with communities
Impacts on eco-systems
102_General Disclosures
Sector GRI
302_Power / 303_Water
413_Local communities /
414_Social assessment of suppliers
304_Biodiversity / 308_Environmental
assessment of suppliers
Health and Safety at Work
403_Health and Safety at Work
Human rights
411_Rights of Indigenous Tribes
and traditional communities /
412_Assessment in human rights
Direct impact
Indirect impact
No impact
MESSAGE FROM ADMINISTRATION 8CONTEXT OF THE SECTORCOPEL IN NUMBERSCORPORATE GOVERNANCESUSTAINABILITYMESSAGE FROM THE PRESIDENTABOUT THE REPORTABOUT COPEL ANDBUSINESS MODELSCAPITALSGRI CONTENT INDEXAPPENDIXWe progressed in thecreation of the Strategic Management Cabinet (GGE), whose objective was to speed upthe implementation of strategic projects for Copel.2017 imposed the need to keep resilient posture before the challenges of an economy that showed signs of a resumption of growth to the Brazilian companies. In addition to the macroeconomic scenario, which remained impacting several sectors in the country, in the specifi c case of the power market, other factors made the reestablishment of positive results diffi cult, highlighting the legalization of the sector and the diffi culty in obtaining new fi nancing in a period, when hydrology was also a problem for the operations and the generation of revenues. However, for short-term diffi culties, we succeeded to compensate the performance of Copel’s strategic planning for the next ten years, a basis for a sustainable operation, which considers the decarbonization move-ment of the global economies, the perma-nence of technological innovation and the in-creasingly higher requirement of the citizens regarding the quality and the effectiveness of the public services. In 2017, before the imposed challenges, we established a positive agenda based on fi nancial discipline associated with the ful-fi llment of the commitments assumed with our stakeholders and looking towards the preparation of the Company for a future sce-nario. In this context, we progressed in the creation of the Strategic Management Cabi-net (GGE), whose objective was to speed up the implementation of strategic projects for Copel, with emphasis on the cost reduction in our operations, which is aligned with the guidelines set by Aneel. 103-3 When it comes to new business, 2017 marked the formalization of the intention for partnership between Copel Holding (HOL) and Shell do Brasil for the development of a strategic plan for natural gas for the state of Paraná. The agreement seeks solutions for the supply of natural gas at competitive prices, the expansion of this market and bet-ter service to residential, commercial and in-dustrial sectors – in this case, providing the replacement of more polluting fuels, such as diesel, in the production processes. The ini-tiative is also in accordance with the Com-pany’s strategy for diversifi cation of its gen-eration park, with a portfolio of power plants that prioritize renewable sources without losing the robustness and the stability re- 102-14 COPEL IN
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GRI CONTENT
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APPENDIX
9
quired by the national electricity sector, and
which require the presence of non-interrupt-
ed sources in the energetic matrix to assure
its sustainable development.
When it comes to our structure of whol-
ly-owned subsidiaries, 2017 was marked for
the incorporation of the Renewables business
to Copel Geração e Transmissão. This initiative
allowed us to reduce costs immediately and
to gain objectivity and effectiveness in the ne-
gotiations with suppliers and partners associ-
ated with the implementation of farms in Cu-
tia Wind Complex, in Rio Grande do Norte.
In a period focused on the delivery of
works in progress and selective participation
of the company in tenders with good com-
mercial conditions within the captive market,
Copel Comercialização redefi ned its operation
strategy aiming at the potential growth of the
Company in the free market.
For Copel Telecomunicações, the avail-
ability of the mobile application for our new
residential customers and small and medi-
um-sized company customers stood out in
2017, making access to our services easier.
We also consolidated our presence in 399
municipalities of the state of Paraná, where
we reached the mark of 32,422 km in optical
fi ber cables at the end of the year.
Regarding Distribution, highlight was the
confi rmation of our presence in the market as
the best distributor in Brazil and Latin America,
through the Abradee Award (winner for the 6th
consecutive year) and the award offered by the
Regional Power Integration Committee (CIER).
In Governance, the closure of the fi rst
year of creation of the Governance, Risk and
Compliance Offi ce, made us confi rm that pio-
neering assumed by Copel among the state-
owned companies in the fulfi llment of Law
No. 1,303/2016, brought concrete results for
the Company’s day-to-day operations. The ini-
tiatives developed during the year were recog-
nized by Fundação Getulio Vargas, which iden-
tifi ed us as the state-owned company most
aligned with the requirements in the new law.
In People Management, the highest result
measured in 2017 was Copel´s entry in the
list prepared by Você S/A magazine with the
150 best companies to work. This recognition
made us be sure that we are on the right way
to guarantee better working conditions and
quality of life for the “copelians”. The mainte-
nance of the Encouraged Retirement Program
also enabled us to keep the alignment with
10CONTEXT OF THE SECTORCOPEL IN NUMBERSCORPORATE GOVERNANCESUSTAINABILITYMESSAGE FROM THE PRESIDENTABOUT THE REPORTABOUT COPEL ANDBUSINESS MODELSCAPITALSGRI CONTENT INDEXAPPENDIXour employees´ expectations, associated with the implementation of actions that guide the Company towards an environment of higher competitiveness and renewal of the human capital. For us it is clear that the development of work force also passes through valuation of diversity. We kept the Standing Diversity Committee active in order to reinforce the Company’s commitment to the subject, be-ing responsible for the implementation of an agenda focused on promotion of inclusive practices aligned with the Sustainable Devel-opment Goal (SDG 5).Looking into the future of the power sector, we understand that investments in Research and Development and Innovation are essential for our market positioning within a long-term per-spective. As we are holders of a recognized and valued brand in the state of Paraná, we know that our actions must progress together with the change in the behavior of the consumer market. Initiatives, such as distributed generation, elec-tric mobility and power storage, indicate that the market is in constant transformation, directing to new forms of operation, especially regarding ser-vice provision. The transformation process in the sector is refl ected in Public Inquiry 33, which pro-poses, in addition to the Eletrobras privatization process, creation of a new regulatory milestone, which provides structural and conjectural chang-es, highlighting the possibility to open the free market for all consumers.Copel remains in the Portfolio of the B3 Corporate Sustainability Index (ISE) 2018. This is the 12th time the Company is a part of the portfolio since it was created by B3 in 2005. This recognition indicates that we are on the right way in relation to adoption of good practices in corporate governance and sustainability. We know that the main-tenance of the Company in the index pass-es through implementation of continuous improvement actions, which comprehend all areas of the Company. Still regarding the commitment assumed by the Company with the Global Compact, we also increased our support to the process of implementation of Sustainable Development Goals (SDG) in the south region of the Country, accepting the invitation to coordinate the regional of-fi ce of the Global Compact Cities Program. It was another recognition of the alignment be-tween our voluntary initiatives and the Com-pany’s mission and vision. Have a good reading.Executive Board CONTEXT OF THE SECTOR11CONTEXT OF THE SECTORCOPEL IN NUMBERSCORPORATE GOVERNANCESUSTAINABILITYMESSAGE FROM THE PRESIDENTABOUT THE REPORTABOUT COPEL ANDBUSINESS MODELSCAPITALSGRI CONTENT INDEXAPPENDIX 12CONTEXT OF THE SECTORCOPEL IN NUMBERSCORPORATE GOVERNANCESUSTAINABILITYMESSAGE FROM THE PRESIDENTABOUT THE REPORTABOUT COPEL ANDBUSINESS MODELSCAPITALSGRI CONTENT INDEXAPPENDIXThe year was marked by the end of re-cession period, although economy has still registered refl ections from the crisis, with in-terruption of public services due to lack of re-sources and the critical situation of the public accounts in some states. The Brazilian econo-my, after accumulating 7.0% decrease in GDP between 2015 and 2016, showed signs of re-covery as of the last quarter 2016, which was consolidated in the fi rst half-year 2017.Positive results were also recorded in power transmission and generation tenders carried out by the National Electric Pow-er Agency (Aneel). The A-4 power gener-ation tender held in December had higher demand than expected and ended with an investment forecast at BRL 13.9 billion in power plants for new energy, which will be provided as of 2021. Totally, 2.93 GW were contracted. In December, the second trans-mission tender of the year was carried out, which received offer for the 11 offered lots, with discount of up to 50%. The investment forecast is BRL 8.7 billion. In April, 31 out of the 35 lots offered by Aneel were sold, totaling an investment forecast at BRL 12.1 billion. The next tender scheduled by Aneel to April 2018 will be for purchase of electric power as of 2022 (A-4). From the regulatory point of view, in 2016, with the change of ownership of the federal government, it was possible to see a change in the way of conduct-ing the policies aimed at the electricity sector in the country, which was less in-terventionist and seeking to improve the business environment in order to attract new investments in the sector. An ex-ample of this new guideline was the ap-proval of Law 13,303/2016, which comes from Provisional Measure No. 735/2016.In general, the new law aims to facil-itate the privatization processes, reduce bureaucracy in tenders and the Federa-tion´s costs for subsidies to utility com-panies, allowing privatization of state dis-tributors, which were federalized. Totally, twelve standards in the industry were changed, including Law No. 10.848/2004, considered as the legal milestone of the “new model” of the Brazilian electricity sector. Generically, the new regulation shows to the market the intention of the federal government to reduce the judicial involvement in the sector and present mechanisms to solve problems.In the progress of these changes, in 2017, Public Inquiry No. 33/2017 was opened, aiming to improve the legal milestone in the sector. After a period for submission of contributions by the agents, the Ministry of Mines and En-ergy prepared a document with a set of proposals to be submitted to the National Congress. Among the issues submitted by the Ministry, there are improvements in pricing and functioning of the market, internalization of environmental external-ities associated with emissions, separa-tion of ballast and power, expansion of the free market and changes in the al-location of risks of dispatch decisions in regulated contracts.For consumers, in December, Aneel an-nounced news for 2018: from January 1st, consumers with a monthly average above 500 kWh will be able to adhere to the new rate model. The purpose is to enable con-sumers to change the power consumption time and thus, reduce their costs. The perspectives of the sector for 2018 indicate a new period with low volume of rain, which, with cost at about BRL 16 billion in subsidies, might generate increase in the rates. From 2014 to 2017, the power rate increased by 31.5% average.BRL 13.9 billionIN POWER PLANTS FOR NEW ENERGY, WHICH WILL BE PROVIDED AS OF 2021 COPEL EM
COPEL IN
NÚMEROS
NUMBERS
SOBRE O
ABOUT
RELATÓRIO
THE REPORT
MENSAGEM DA
MESSAGE FROM
ADMINISTRAÇÃO
THE PRESIDENT
CONTEXTO
CONTEXT OF
DO SETOR
THE SECTOR
SOBRE A COPEL
ABOUT COPEL AND
E MODELO DE NEGÓCIOS
BUSINESS MODELS
GOVERNANÇA
CORPORATIVA
CORPORATE
GOVERNANCE
CONTEXT – OPERATION OF THE BRAZILIAN ELECTRIC SECTOR
SUSTENTABILIDADE
SUSTAINABILITY
CAPITALS
CAPITAIS
SUMÁRIO
GRI CONTENT
DA GRI
INDEX
ANEXO
APPENDIX
13
Who are the major players on the market of electric power in Brazil.
HOW ENERGY SUPPLY WORKS
PLAYERS
CNPE
National Policy and
Energy Council
CMSE
Monitoring
Committee of
the Electric Sector
MME
Ministry of Mines
and Energy
EPE
Energy Research
Company
ANEEL
National Eletric
Energy Agency
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.
Government
Fees and taxes
Electricity Bill
Remuneration
as per auction contract
Remuneration for
services and transmission
Revenue from Distribution Service
Quota A
Quota B
Purchase of
electricity
Operating
costs
Transmission
Depreciation
quota
GENERATION
TRANSMISSION
DISTRIBUTION
CONSUMER
Fees and
taxes
Return on
investment
ONS Controls
power generation
AUCTION FOR
POWER SUPPLY
MME • defi nes price cap
ANEEL • promotes auctions
CCEE • operationalizes
Indicates the
amount of energy
Destination:
Generation.
Transmission and
government
Destination:
Distribution
Total Electricity Bill =
Quota A + Quota B
y
e
n
o
M
w
o
fl
y
g
r
e
n
E
w
o
fl
g
n
i
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a
r
t
n
o
C
i
s
m
s
n
a
h
c
e
m
,
n
o
i
t
a
u
g
e
r
l
i
,
n
o
s
s
e
c
n
o
c
f
o
l
e
v
e
L
g
n
i
r
o
t
i
n
o
m
d
n
a
i
l
g
n
n
n
a
p
,
n
o
s
v
r
e
p
u
s
i
i
i
s
e
c
v
r
e
s
f
o
l
e
v
e
L
s
t
n
e
g
a
d
n
a
ONS
National Operator
of the Electric
System
CCEE
Electric Power
Marketing
Chamber
FREE MARKET: Free consumers buy energy directly from generators or distributors through bilateral agreements with freely negotiated conditions, such as pri-
ce, 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).
CNPE: Defi nes the country’s energy policy with the purpose of ensuring
stability in energy supply.
MME: Responsible for planning, management and development of the le-
gislation 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 defi nes the transport and consumption ra-
tes and ensures economic and fi nancial balance of the concessions.
ONS: Controls the operation of the National Interconnected System (SIN)
so as to optimize energy resources.
Money
fl ow
Energy
fl ow
Energy
fl ow
1
y
t
i
l
i
i
b
s
s
o
P
2
y
t
i
l
i
i
b
s
s
o
P
CCEE: Manages transactions of the energy market and conducts the offi -
cial auctions.
Money fl ow
Government
Sector Charges
Payment for
transmission services
Remuneration for
distribution services
GENERATION
TRANSMISSION
DISTRIBUTION
CONSUMER
FREE OR
SPECIAL
TRADER
Agreements to
supply power via trader
14CONTEXT OF THE SECTORCOPEL IN NUMBERSCORPORATE GOVERNANCESUSTAINABILITYMESSAGE FROM THE PRESIDENTABOUT THE REPORTABOUT COPEL ANDBUSINESS MODELSCAPITALSGRI CONTENT INDEXAPPENDIXABOUT COPEL AND BUSINESS MODELS DISTRIBUTION GENERATION AND TRANSMISSION COMMERCIALIZATION TELECOMMUNICATIONS COPEL IN
NUMBERS
ABOUT
THE REPORT
MESSAGE FROM
THE PRESIDENT
CONTEXT OF
THE SECTOR
ABOUT COPEL AND
BUSINESS MODELS
CORPORATE
GOVERNANCE
SUSTAINABILITY
CAPITALS
GRI CONTENT
INDEX
APPENDIX
15
Copel operation map 102-6
GO
MA
RN
THE PRESENCE OF
COPEL IN BRAZILIAN STATES
Copel was founded on 10/29/1954 in the
form of a quasi-public company, controlled by
the State of Paraná. Currently, Copel´s shares
are negotiated on B3 and the stock exchanges
in New York and Madrid, 102-5
Copel is the largest company in Paraná,
with headquarters in Curitiba (PR), and opera-
tions in ten Brazilian states (See map beside).
Its business is composed of power transmis-
sion, distribution, and sale, in addition to tele-
communications and natural gas. The electri-
cal system of the Company is composed of
its own power generation complex of power
plants, transmission lines, substations, elec-
trical lines and grids from the distribution
system, and a modern optical telecommu-
nication system, which integrates all cities in
Paraná. In the power segment, the main cus-
tomers are consumers from the regulated
market (residences, industry and commerce)
and consumers from the free market (indus-
try and commerce), regulated and inspected
by Aneel. Copel Telecomunicações works ex-
clusively on retail (See operation map of Co-
pel Telecomunicações on page 16). 102-2,
102-3, 102-4, 102-6
TRANSMISSION LINE
HYDROELECTRIC PLANT
SUBSTATION
WIND FARM
DISTRIBUTION LINE
OPTICAL FIBER LOOP
MT
PR
RS
BA
MG
SP
SC
COPEL IN
NUMBERS
ABOUT
THE REPORT
MESSAGE FROM
THE PRESIDENT
CONTEXT OF
THE SECTOR
ABOUT COPEL AND
BUSINESS MODELS
CORPORATE
GOVERNANCE
SUSTAINABILITY
CAPITALS
GRI CONTENT
INDEX
APPENDIX
16
Copel Telecomunicações
operation map
LONDRINA
MARINGÁ
CASCAVEL
PONTA
GROSSA
CURITIBA
COPEL IN
NUMBERS
ABOUT
THE REPORT
MESSAGE FROM
THE PRESIDENT
CONTEXT OF
THE SECTOR
ABOUT COPEL AND
BUSINESS MODELS
CORPORATE
GOVERNANCE
SUSTAINABILITY
CAPITALS
GRI CONTENT
INDEX
APPENDIX
17
Ethics
Result of a collective agreement which sets
aligned to a common goal individual behaviors.
Respect for People
Consideration of for others.
Dedication
Ability to engage in intense and completely at
work contributes to the achievement of orga-
nizational goals.
Transparency
Accountability of decisions and accomplish-
ments of the company to inform their positive
or negative to all stakeholders aspects.
STRATEGIC OBJECTIVES 103-1, 103-2
In December 2017, the Board of Directors approved the
Strategic Planning for the ten-year period 2018-2027. According
to the strategic references, the planning was defi ned focused
on sustainability of Copel´s business and the trends of the na-
tional and the global electric sector, guiding the Company to-
wards technological innovation and provision of new services.
The corporate strategic guidelines are presented in the
chart below:
CORPORATE STRATEGIC GUIDELINES
• Value the work force
• Retain talents and knowledge
Safety
Healthy work environment in which employees
and managers collaborate to use a process of
continuous improvement of the protection and
promotion of health, safety and welfare of all.
• Expand the business in a sustainable
and profi table way
• Obtain excellence in costs, processes
and quality
Accountability
Conduct of life sustainably company, respect-
ing the rights of all stakeholders, including fu-
ture generations and commitment to support
all forms of life.
Innovation
Application of ideas in processes, products or
services in order to improve something exist-
ing or build something different and better.
• Promote synergy among the different areas
of the Company
• Invest in research, development and
innovation with value added
For wholly-owned subsidiaries, the guidelines are stated in
the respective business models presented on page 20.
STRATEGIC
OBJECTIVES AND
GUIDELINES
STRATEGIC OBJECTIVES
AND GUIDELINES 102-16
Copel´s management is based on the guide-
lines set in its mission, vision and values, which
guide its actions and decision-making as follows:
Mission
To supply electricity and solutions to promote
sustainable development
Vision
To be a benchmark in our business segments
by generating sustainable value.
Core Values
A set of beliefs and premises underpinning Co-
pel’s strategic, organizational and people man-
agement, guiding all its internal and external
decisions and the behavior of its members.
SHAREHOLDING STRUCTURE 3STATE OF PARANÁ58.63% Voting 31.07% TotalBNDESPAR26.41% Voting 23.96% TotalFREE FLOAT13.68% Voting 44.17% TotalELETROBRAS1.06% Voting 0.56% TotalBM&FBOVESPA12.85% Voting 31,29 TotalNYSE0.79% Voting 12.10% Total(1) COPELGERAÇÃO E TRANSMISSÃO S.A. 100.0%(1) COPELDISTRIBUIÇÃO S.A. 100.0%(1) COPELTELECOMUNICAÇÕES S.A.100.0%(1) COPELRENOVÁVEIS S.A.100.0%(1) COPELCOMERCIALIZAÇÃO S.A.100.0%(4) DOMINÓ HOLDINGS S.A.49.0% Total(1) CUTIA EMPREENDIMENTOS EÓLICOS SPE S.A.100.0%(1) SÃO BENTO ENERGIA100.0%CENTRAL GERADORAEÓLICA SÃO BENTO DONORTE I S.A.100.0% Total(2) UEG ARAUCÁRIA LTDA.60.0% Total(4) MARUMBITRANSMISSORA DE ENERGIA S.A.80.0% Total(4) COSTA OESTETRANSMISSORA DEENERGIA S.A.51.0% Total(4) MATA DE SANTAGENEBRA TRANSMISSÃOS.A.50.1% Total(4) GUARACIABATRANSMISSORA DEENERGIA (TP SUL) S.A.49.0% Total(4) MATRINCHÃTRANSMISSORA DEENERGIA (TP NORTE) S.A.49.0% Total(4) INTEGRAÇÃOMARANHANSE TRANS. DEENERGIA S.A.49.0% Total(4) CAIUÁ TRANSMISSORADE ENERGIA S.A.49.0% Total(4) CANTAREIRATRANSMISSORA DEENERGIA S.A.49.0% Total(4) PARANAÍBATRANSMISSORA DEENERGIA S.A.24.5% Total(4) TRANSMISSORA SULBRASILEIRA DE ENERGIA S.A.20,0 Total(5) UHE GOVERNADORJAYME CANET JÚNIOR(MAUÁ)51.0% Total(5) UHE BAIXO IGUAÇU30.0% TotalGE OLHO D’ÁGUA S.A.100.0% TotalGE BOA VISTA S.A.100.0% TotalGE FAROL S.A.100.0% TotalGE SÃO BENTO DO NORTE S.A.100.0% TotalLATIBEX0.00% Voting 0.05% Total(1) NOVA EURUS IVENERGIAS RENOVÁVEIS S.A.100.0%(1) NOVA ASA BRANCA IENERGIAS RENOVÁVEIS S.A.100.0%(1) NOVA ASA BRANCA IIENERGIAS RENOVÁVEIS S.A.100.0%(1) NOVA ASA BRANCA IIIENERGIAS RENOVÁVEIS S.A.100.0%(1) VENTOS DE SANTO URIEL S.A.100.0%(1) SANTA MARIA ENERGIASRENOVÁVES S.A.100.0%(1) SANTA HELENAENERGIAS RENOVÁVEIS S.A.100.0%CENTRAL GERADORAEÓLICA SÃO BENTO DONORTE II S.A.100.00% TotalCENTRAL GERADORAEÓLICA SÃO BENTO DONORTE III S.A.100.0% TotalCENTRAL GERADORAEÓLICA SÃO MIGUEL I S.A.100.0% TotalCENTRAL GERADORA SÃO MIGUEL II S.A.100.0% TotalCENTRAL GERADORA SÃO MIGUEL III S.A.100.0% TotalUSINA DE ENERGIA EÓLICACUTIA S.A.100.0% TotalUSINA DE ENERGIA EÓLICAGUAJIRU S.A.100.0% TotalUSINA DE ENERGIA EÓLICAJANGADA S.A.100.0% TotalUSINA DE ENERGIA EÓLICAMARIA HELENA S.A.100.0% TotalUSINA DE ENERGIA EÓLICAPOTIGUAR S.A.100.0% TotalUSINA DE ENERGIA EÓLICAESPERANÇA DO NORDESTE S.A.100.0% TotalUSINA DE ENERGIA EÓLICAPARAÍSO DOS VENTOS DONORDESTE S.A.100.0% Total(2) ELEJOR - CENTRAISELÉTRICAS DO RIO JORDÃO S.A.70.0% Total(2) COMPANHIAPARANAENSE DEGÁS-COMPAGAS51.0% Total(2) UEG ARAUCÁRIA LTDA20.0% Total(3) CARBOCAMPEL S.A.49.0% Total(3) COPEL AMEC S/C LTDA.(Em Liquidação)48.0% Total(3) SERCOMTEL S.S.TELECOMUNICAÇÕES45.0% Total(3) FOZ DO CHOPIMENERGÉTICA LTDA.35.8% Total3) DOIS SALTOS EMPREEN.DE GERAÇAÕ ENERGIAELÉTRICA LTDA.30.0% Total(3) DONA FRANCISCAENERGÉTCA S.A.23.0% Total(4) VOLTALIA SÃO MIGUELDO GOSTOSO IPARTICIPAÇÕES S.A.49.0% Total(4) PARANÁ GÁSEXPLORAÇÃO E PRODUÇÃO30.0% TotalOTHER SHAREHOLDERS0.22% Voting 0.23% Total 102-45 (1) Wholly-owned subsidiary(2) Associated companies(3) Affi liated companies(4) Jointly-held companies(5) Consortiums3 Organizational chart of the shareholding structure on December 31, 201718CONTEXT OF THE SECTORCOPEL IN NUMBERSCORPORATE GOVERNANCESUSTAINABILITYMESSAGE FROM THE PRESIDENTABOUT THE REPORTABOUT COPEL ANDBUSINESS MODELSCAPITALSGRI CONTENT INDEXAPPENDIX COPEL IN
NUMBERS
ABOUT
THE REPORT
MESSAGE FROM
THE PRESIDENT
CONTEXT OF
THE SECTOR
ABOUT COPEL AND
BUSINESS MODELS
CORPORATE
GOVERNANCE
SUSTAINABILITY
CAPITALS
GRI CONTENT
INDEX
APPENDIX
19
STRATEGIC RISKS
OF COPEL´S BUSINESS 102-15
STRATEGIC RISKS
In addition to the Integrated Corporate
Risk Management Policy and the legisla-
tion in force in the Country, the Compa-
ny´s risk management respects recog-
nized structures and standards, such as
Committee of Sponsoring Organizations
of the Treadway Commission (COSO) and
ISO 31000, applying them to the corpo-
rate areas, their wholly-owned subsidiar-
ies and controlled, jointly controlled and
colligated companies.
Aligning risk management and good
social-environmental practices, the Com-
pany´s principle is to conduct its actions
with responsibility and contributing to the
creation value for all stakeholders. In ac-
cordance with this principle, the risk man-
agement model adopted by the Company
considers legal, regulatory, social-environ-
mental and reputational aspects to sup-
port the decision process and the per-
formance of operational activities. In the
model, the criteria for risk classifi cation,
the possibility of occurrence and the gen-
erated impacts are equally defi ned, which
provide tools for its preventive and miti-
gating handling. 102-11
At the end of 2017, Copel reviewed the
strategic risks associated with its opera-
tions, linking them to the Strategic Planning
2018-2027. The work consisted in identifi ca-
tion and analysis of the risks, defi nition of
control and contingency plan, and establish-
ment of monitoring actions.
The chart below demonstrates the risks
Copel is exposed to:
CORPORATE RISKS:
• Judicial liabilities;
• Information security (cybersecurity);
• Fraud/corruption in the operations;
• Loss of knowledge;
• Credit and liquidity risk; and
• Innovation and technology.
The risks associated with the Copel´s
wholly-owned subsidiaries are reported in
the business models presented on page 20.
Further information about the compa-
ny´s risks are available in Form 20-F and
on link.
COPEL IN
NUMBERS
ABOUT
THE REPORT
MESSAGE FROM
THE PRESIDENT
CONTEXT OF
THE SECTOR
ABOUT COPEL AND
BUSINESS MODELS
CORPORATE
GOVERNANCE
SUSTAINABILITY
CAPITALS
GRI CONTENT
INDEX
APPENDIX
20
BUSINESS MODEL
BUSINESS DEVELOPMENT
COPEL DISTRIBUIÇÃO
INPUTS
PER CAPITAL
Copel Distribuição S.A is public service provider of electric power distribution,
upon concession from the Federal Government and its activities are:
• Provide public service for electric power distribution and correlated services; and
• Study, plan, design, implement, operate and maintain electric power distribution systems.
In 2017, 4,561,484 customers were served (residential, industrial, commercial, rural
and others – public authorities, street lighting, pubic services and own).
STRATEGIC DIRECTIVES OF COPEL DISTRIBUIÇÃO
FINANCIAL
• R$ 469 million
invested
• R$ 406 million
cost
SOCIAL AND
RELATIONSHIP
• Customer satisfaction
management
• Relationship channels (customers,
suppliers, communities, body
regulator and employees)
NATURAL
• 5,239,850 liters
of fuel
• 25,983.115 GWh
of purchased power
HUMAN
INFRASTRUCTURE
• 5,746 own
employees
• 6,167 outsourced
workers
• 369 substations
• 196,951.2 km of
distribution lines and grids
• 156 fi xed assets
• 2,049 vehicles own fl eet
INTELLECTUAL
• R$ 18 million
invested
MAINTAIN THE CONCESSION
PRIORITIZE PEOPLE
• Serve the customers with
excellence
• Keep the economicfi nancial
balance of the concession
• Renew and modernize the
• Develop talents and
retain knowledge
• Promote actions to
improve the quality of
the employees´ life
CONTRIBUTE TO SUSTAINABLE
DEVELOPMENT OF THE
STATE OF PARANÁ
• Guide about safe and rational use
of electric power
• Promote actions of social interest
aligned to our business
• Invest in innovation and new
concession assets
• Look after work safety
technologies
STRATEGIC RISKS:
• Loss of concession
• Regulatory instability
• Technological downgrade
• Severe weather adversity
• Failure to meet the quality criterion
of the concession contract
• Failure to meet the economic-fi nancial effi ciency
criterion of the concession contract.
GENERATING
SHARED VALUE FOR:
HOLDING
SUPPLIERS
EMPLOYEES
CUSTOMERS
COMMUNITY
REGULATING
BODIES
• EBITDA R$ 573.1 million
• R$ 198 million contracted volume
APPENDIX
• 81% satisfaction
• 191 thousand training hours
• 918 million salaries and benefi ts
• Aneel satisfaction index – 80.69 (1st place)
• Perceived Quality Satisfaction Index
(ISQP): 90.3 (1st place)
• 1.818 volunteer hours
• 95,910 benefi ciaries in lectures at schools,
associations and non-profi t institutions
• 92.84 (1st place): Abradee Social
Responsibility Award
• Equivalent Duration per Consumer – DEC: 10,46
• Equivalent Frequency per Consumer –
FEC: 6.83
COPEL IN
NUMBERS
ABOUT
THE REPORT
MESSAGE FROM
THE PRESIDENT
CONTEXT OF
THE SECTOR
ABOUT COPEL AND
BUSINESS MODELS
CORPORATE
GOVERNANCE
SUSTAINABILITY
CAPITALS
GRI CONTENT
INDEX
APPENDIX
21
BUSINESS MODEL
COPEL GERAÇÃO E TRANSMISSÃO
INPUTS
PER CAPITAL
BUSINESS DEVELOPMENT
Copel Geração e Transmissão S.A. (Copel G&T) is a non-traded corporation, wholly-owned
subsidiary of Companhia Paranaense de Energia (Copel), which works with state-of-art
technology in the power generation and transmission areas. It operates an electric system
with power plant generating park (Hydroelectric, Thermoelectric and wind power plants),
transmission lines and substations, including in partnership with specifi c purpose companies.
STRATEGIC DIRECTIVES OF COPEL GERAÇÃO E TRANSMISSÃO
EXPAND THE SHARE ON THE
GENERATION AND TRANSMISSION
MARKET IN A SUSTAINABLE AND
PROFITABLE WAY
INVEST IN INNOVATION, SEEK
THE BEST PRACTICES AND
RESEARCH NEW TECHNOLOGIES
RENEW AND MODERNIZE THE
ASSETS WITH LONG-TERM VISION
GENERATING
SHARED VALUE FOR:
HOLDING
• EBITDA R$ 1,816 million
SUPPLIERS
• ACB4 – Copel G&T – 122.8 million and
Wind – 22.4 million
• AIB5 – Copel GeT – 696.3 million and
Wind – 473.5 million
• AIB – Share – 248.2 million
MAXIMIZE THE PROFITABILITY OF THE
POWER COMMERCIALIZATION
OPTIMIZE THE
CONCESSION RESOURCES
KEEP THE CONCESSIONS
AND THE AUTHORIZATIONS
EMPLOYEES
• 190,256 training hours
TRAIN AND QUALIFY THE EMPLOYEES
CONTINUOUSLY
RETAIN KNOWLEDGE
LOOK AFTER
LABOR SAFETY
COMMUNITIES
• R$ 22.2 million applied in social actions
and cultural, sports projects, etc.
CUSTOMERS
• 19,866,907.902 MWh generated power
• Loss of concession
• Regulatory instability
• Insuffi cient level of expansion to assure the
• Drop in the business profi tability
company´s sustainability
• Drop in the project profi tability (new business)
STRATEGIC RISKS
• Hydrological Risk
4ACB - Annual Cost Budget
5AIB - Annual Investment Budget
HUMAN
INFRASTRUCTURE
NATURAL
• Generation:
880 own employees
• Transmission:
647 own employees
• 17 Hydroelectric
• 1 Thermoelectric Plant
• 11 Wind farms
• 2,699 Km transmission lines
• 36 Basic Grid substations
• 78,077
tons of coal
• Water:
1.26 m³/s per kWh
SOCIAL AND
RELATIONSHIP
• R$ 6.07 million
invested
FINANCIAL
• R$ 1,071.3 million
invested
INTELECTUAL
• R$ 18.5 million
invested and RD&I
COPEL IN
NUMBERS
ABOUT
THE REPORT
MESSAGE FROM
THE PRESIDENT
CONTEXT OF
THE SECTOR
ABOUT COPEL AND
BUSINESS MODELS
CORPORATE
GOVERNANCE
SUSTAINABILITY
CAPITAIS
CAPITALS
GRI CONTENT
INDEX
APPENDIX
22
BUSINESS MODEL
COPEL COMERCIALIZAÇÃO
BUSINESS DEVELOPMENT
Copel Comercialização S.A is a wholly-owned subsidiary of Copel responsible
for the power commercialization on the free market.
INPUTS
PER CAPITAL
STRATEGIC DIRECTIVES OF COPEL COMERCIALIZAÇÃO
FINANCIAL
SOCIAL AND
RELATIONSHIP
• R$ 66.3 million
subscribed and paid
off capital stock
• Relationship with free
customers, consumers,
power sellers and generators
INTELLECTUAL
• Team with expertise
in purchase and sale
of power, competitive
intelligence, price studies
5
HUMAN
INFRASTRUCTURE
NATURAL
• 38 own employees
• Commercalization
management system
• Mobile app
• Measuring System (MEC)
• Commercialization website
• Consumption of water
and power (adminitrative)
• Commercialization
of incentive power
(renewable sources)
• Be among the 5
largest companies in
Brazil in the operation
branch until 2025
• Be recognized by the market
(generators and purchases)
for excellence in attending
and provided services by 2025
• Have engaged and
entrepreneur work force
STRATEGIC RISKS (RELATED TO PURCHASE AND SALE OF POWER)
• Financial exposure of the purchase and
• Non-involvement of a
sale operations
• Default
• Increase of competition
commercialization culture
• Regulatory
• Economic instability
GENERATING
SHARED VALUE FOR:
HOLDING
• Net profi t R$ 13 million
CUSTOMERS
• 249 customers in 15 states
• 507 contracts for sale of power
• 206.44 MW average of incentive
power (renewable sources)
purchased and sold
• 401.15 MW average of
conventional power purchased
and sold
EMPLOYEES
• Collaborators Satisfaction
COPEL IN
NUMBERS
ABOUT
THE REPORT
MESSAGE FROM
THE PRESIDENT
CONTEXT OF
THE SECTOR
ABOUT COPEL AND
BUSINESS MODELS
CORPORATE
GOVERNANCE
SUSTAINABILITY
CAPITALS
GRI CONTENT
INDEX
APPENDIX
23
BUSINESS MODEL
BUSINESS DEVELOPMENT
COPEL TELECOMUNICAÇÕES
The Copel Telecomunicações
INPUTS
BY CAPITAL
INTELLECTUAL
• Business knowledge
• Alignment to the
best international
Telecom practices
• Management Excellence
Model - MEG
• Balanced Scored
Card – BSC
SOCIAL AND
RELATIONSHIP
• Recognition of the brand in
the state of Paraná and Brazil
• Shareholders´ trust
• Relationship with
customers: development
and maintenance of multiple
relationship channels
NATURAL
• Water consumption: 665 m³
• Power: 674.6 MWh
• Fuel: 231 thousand liters
(alcohol + diesel + gasoline)
• Batteries: 7,300 individual
battery elements
FINANCIAL
INFRASTRUCTURE
HUMAN
• Result from the operations
reinvested in the business
• Financing with
External Resources
• Backbone
• Servers
• Operation network
• Operation center
• Specifi c systems, including
data security and protection
• Posts and towers
• 649 own emplyees
Purpose:
• To increase the market share with value added to the customer in an innovative and sustainable way
• To be a benchmark of Anatel´s quality requirements until 2020
Business strategy:
• To maximize the Company´s value in a Sustainable way through increase of sales of current products and services,
and increase of value added, effi ciency and integration of the processes with mass gain
GENERATING
SHARED VALUE FOR:
STRATEGIC DIRECTIVES OF COPEL TELECOMUNICAÇÕES
• Develop potential markets from
• Expand the provision of services with
HOLDING
service innovation and excellence;
high value added and availability;
• EBITDA Margin - 35.14%
• Increase of the Gross Operational Revenues by 19%.
• Telecom Yearbook: ten most profi table in the sector for the fourth consecutive year
and highlight in the data center and collocation segment (Fórum Editoria and FGV).
• Innovation, synergy and value
added to the customers from
integration of telecommunication
and information technology;
• Administer the supply chain and the
relationship with suppliers, aligning
values, quality and performance;
• Guarantee valuation and perspective
professional to the Telecom employees
with development of competences and
motivation for high performance;
• Speed up the decision process and the service
provision to the customers to increase the
delivery of value and the business performance
POSITIVE IMPACTS:
• Increase of Sale Value Added Products and Services
• Assure the quality of the attendance and the provided service
• Assure the capacity of investment and liquidity for profi table expansion
• Contribution to the social and the economic development of Paraná
• Optimization of the costs and increase of productivity due to cost
administration by process and guiding factor
RISKS ASSOCIATED TO THE DIFFERENT ACTIVITIES:
• Restriction of available funds for investment plan.
• Regulatory quality requirements.
• Technological obsolescence of the products.
SUPPLIERS
• 38.35% of the contracted amounts are from suppliers in Paraná (66.27% of total suppliers).
• Involvement of suppliers and partners in sustainability programs.
EMPLOYEES
• 40,573 hours training
• 81% satisfaction (survey 150 Best Companies to Work)
• SCM 4 - Contracted Guaranteed Instantaneous Speed ( 95%): 95.44%
• SCM 5 - Contracted Guaranteed Average Speed: (95%): 100%
• SCM 9 - Availability Rate (99%): 99.99%
• SCM 10 - Service rate up to 20s (85%): 86.69%
CUSTOMERS
• SCM 14 - Subscriber response rate (95%): 98.52%
• Telesynthesis Annual Award - Innovation category.
• Best fi xed line broadband operator in Paraná 2016 (consumers´ perception)
• Fastest Internet in Brazil (by Portal Minha Conexão).
• It is among the 10 Best Companies in Administration 2017 of FNQ.
• Availability of high-quality data link in all state schools (SDG 4)
• Maintenance of the customer base of the Connected Paraná Program (SDG 1, SDG 8, SDG 10)
• Social actions in network (SDG 16 and SDG 17) with suppliers, business partners,
COMMUNITIES
volunteers from Copel and other companies
• Internet Sem Bulling Project (SDG 4 and SDG 5)
• Social inclusion by means of availability of data and Internet infrastructure for
governmental initiatives, such as Justice in the Neighborhood, Paraná Citizen,
Mass Action for Civil Awareness, among others. (SDG 10, SDG 16 and SDG 17)
CORPORATE GOVERNANCE24CONTEXT OF THE SECTORCOPEL IN NUMBERSCORPORATE GOVERNANCESUSTAINABILITYMESSAGE FROM THE PRESIDENTABOUT THE REPORTABOUT COPEL ANDBUSINESS MODELSCAPITALSGRI CONTENT INDEXAPPENDIX COPEL IN
NUMBERS
ABOUT
THE REPORT
MESSAGE FROM
THE PRESIDENT
CONTEXT OF
THE SECTOR
ABOUT COPEL AND
BUSINESS MODELS
CORPORATE
GOVERNANCE
SUSTAINABILITY
CAPITALS
GRI CONTENT
INDEX
APPENDIX
25
Copel´s Corporate Governance model
is based on the principles of transparency,
equity, accountability and corporate respon-
sibility, following the best market practices
and seeking the best results for the stake-
holders. The adopted corporate governance
practices comply with the requirements es-
tablished for companies listed at B3 Corpo-
rate Governance Level 1 and are referenced
to the Code of Best Practices in Corporate
Governance from the Brazilian Institute of
Corporate Governance (IBGC), meeting the
provisions in Law No. 13,303 dated 2016,
CVM Instruction 586 dated 2017 and applica-
ble legislation. 103-1
For the Company to be permanently guid-
ed by ethical principles, all those working on
its behalf are governed by a Code of Con-
duct developed according to Copel’s values,
the Principles of the Global Compact, and the
Principles of Corporate Governance. 103-2
The adopted corporate governance
practices comply with the requirements
established for companies listed at B3
Corporate Governance Level 1
Learn about the governance
practices and policies that guide
the Company’s management:
CORPORATE GOVERNANCE POLICY
GOVERNANCE PRACTICES
CODE OF CONDUCT
GOVERNANCE, RISK AND
COMPLIANCE MANAGEMENT
GOVERNANCE STRUCTURE
103-2, 103-3
The Governance, Risk and Compliance
Management (DRC) works with the Compa-
ny’s areas to improve the governance prac-
tices seeking the best results for the stake-
holders. 103-2
In compliance with the Corporate Bylaws,
Copel´s administration is organized in a structure
formed of four permanent decision-making bodies
with different levels of responsibility, assisted by
technical committees. 102-18
COPEL´S GOVERNANCE STRUCTURE HOLDINGGeneral Shareholders’ MeetingBoard of DirectorsAudit CommitteeInternal AuditLegal and Institutional Relations Offi ce Business Development Offi ce Governance, Risk and Compliance Offi ceChief Executive Offi ceFiscal Council Board Ethical Orientation Committee Executive Board26Committee Disclosure of Relevant Acts and FactsFinance and Investor Relations Offi ceCorporate Management Offi ceCONTEXT OF THE SECTORCOPEL IN NUMBERSCORPORATE GOVERNANCESUSTAINABILITYMESSAGE FROM THE PRESIDENTABOUT THE REPORTABOUT COPEL ANDBUSINESS MODELSCAPITALSGRI CONTENT INDEXAPPENDIX. COPEL IN
NUMBERS
ABOUT
THE REPORT
MESSAGE FROM
THE PRESIDENT
CONTEXT OF
THE SECTOR
ABOUT COPEL AND
BUSINESS MODELS
CORPORATE
GOVERNANCE
SUSTAINABILITY
CAPITALS
GRI CONTENT
INDEX
APPENDIX
27
GENERAL SHAREHOLDERS´ ASSEMBLY MEETING
The General Shareholders´ Assembly Meeting is re-
sponsible to defi ne the guidelines of the Company´s
business and take strategic decisions. It is formed by
shareholders with eligible to vote, gathering in an ordi-
nary meeting in the fi rst four months every year, and ex-
traordinarily, on any date, whenever necessary.
BOARD OF DIRECTORS – CAD
The Board of Directors is deliberative body, respon-
sible to defi ne the general guideline of the Company in
conformity with the competences set forth in Copel´s
Corporate Bylaws and in CAD Internal Regulation, which
provides the actions in cases, involving confl icts of inter-
est. In case any confl ict situation is identifi ed, the fact is
publicly reported in the minutes of meeting of the Board
of Directors. No cases of such nature were identifi ed in
2017. 102-25, 102-26
It is composed of nine members, seven of them
independent, indicated and elected according to the
rules provided in the legislation in force, Law No.
6,404/1976, Law No. 13,303/2016 and the normative
deliberations of the State Company Control Coun-
cil (CCEE), in addition to compliance with Rule 10A-3
of the Securities Exchange Act. The board members
are elected for two-year mandate with possibility for
re-election. The Company´s Director President is for-
bidden to perform the function of President of the
Board of Directors. 102-22, 102-23
COMPOSITION OF THE BOARD OF DIRECTORS:
Profi le of the members of the governance bodies according to
criteria of diversity 405-1
Five members representing the
State of Paraná, majority
shareholder of the Company;
Percentage of representatives of the
governance bodies (by gender)
Two members of BNDES Participações
S.A. – BNDESPAR, as provided in the
shareholders´ agreement signed with
the State of Paraná;
One member representing the
employees, elected in the terms of
the pertinent state legislation State
Law 8,096/1985, regulated by Decree
No. 6,343/1985 and State Law No.
8,681/1987; and
One member representing the majority
shareholders, in the terms of article 239
of the Corporation Act.6
Men
Women
Total
Percentage of representatives of the governance
bodies (by age range)
Under 30 years old
Between 30-50 years old
Above 51 years old
Total
2017
2016
2015
84%
16%
95%
97%
5%
3%
100%
100%
100%
2017
2016
0%
28%
72%
0%
20%
80%
100%
100%
6Election is done separately (the controlling shareholders cannot vote), considering that
shaholders of ordinary and preferential shares are entitled to vote, and the candidate,
who obtains the highest percentage representation of the stock capital of the Company
is considered elected, without minimum limit.
COPEL IN
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APPENDIX
28
FISCAL COUNCIL
A permanent body, which analyzes and
issues opinions on the fi nancial statements
and inspects the administrators´ acts re-
garding their legal and statutory duties. It
is formed by fi ve members and the same
number of deputies, elected by the Ordinary
General Shareholders´ Assembly Meeting
for annual mandate with possibility to be re-
elected. 102-22
STATUTORY AUDIT COMMITTEE
Independent consulting and permanent
body that assists the Board of Directors, com-
posed of fi ve members, most of them inde-
pendent, selected among the Administration
Board members, as provided in Rule 10A-3
of the Securities Exchange Act, for two-year
mandate. One of the members of the Audit
Committee shall have recognized experience
in corporate accounting subjects in compli-
ance with Art. 25 of Law No. 13,303/2016.
COPEL´S EXECUTIVE BOARD
The Executive Board is responsible for
executive roles and has the responsibility to
represent the Company. It is composed of
six members, one director president and fi ve
directors, who are elected by the Board of
Directors for a term of two years, consider-
ing that three consecutive elections are per-
mitted. The directors´ responsibilities are pre-
sented individually in the Internal Regulation
of Copel´s Executive Board, including the
guidelines associated to social, environmen-
tal and economic issues. The Company may
also have a Deputy Director. 102-20, 102-26
PERMANENT COMMITTEE FOR DISCLO-
SURE OF RELEVANT ACTS AND FACTS
A body responsible to assist the Finance
and Investor Relationship Offi ce (DFI) in the
application of Copel´s Policy for Information
Disclosure and Secrecy Preservation.
Its
members shall review and approve the infor-
mation to be disclosed to the capital market
by means of Quarterly Accounting Reports
(ITR); Standardized Financial Statements
(DFP); Reference Form (FRE); 20-F and 6-K
Forms for fi le in the Securities and Exchange
Commission (SEC); Relevant Factors, Notifi -
cations and press-releases; Other documents
of the Relationship with Investor area.
2017 the highlight was the 1st Cycle Meeting of Governance, Risk and Compliance Offi ce.29CONTEXT OF THE SECTORCOPEL IN NUMBERSCORPORATE GOVERNANCESUSTAINABILITYMESSAGE FROM THE PRESIDENTABOUT THE REPORTABOUT COPEL ANDBUSINESS MODELSCAPITALSGRI CONTENT INDEXAPPENDIXINDICATION AND PERFORMANCE ASSESSMENT OF THE MEMBERS OF THE GOVERNANCE BODIES ASSESSMENT OF THE ADMINISTRATORS’ AND THE FISCAL COUNCILORS’ PERFORMANCE In accordance with the best corporate governance practices and adapting to Law No. 13,303/2016, Copel has evolved its pro-cess of assessment of the Administra-tion´s performance (Board of Directors and Executive Offi ces of the Holding and Whol-ly-owned subsidiaries), Statutory Audit Com-mittee and Fiscal Council of the Holding and Wholly-owned subsidiaries.In 2017, the assessment done by the consulting firm PricewaterhouseCoopers (PwC) considered the determinations of the Board of Directors to insert quantita-tive criteria, which represent the achieve-ment of the strategic corporate goals in the assessment of the Executive Offices and the Board of Directors of the Whol-ly-owned subsidiaries, according to the strategic planning set by means of corpo-rate management contract for the year. To enrich the process, assessment by peers (directors, board members and committee members) by means of a form was also incorporated thereto. 102-28 DEVELOPMENTThe Governance, Risk and Compliance Of-fi ce promoted cycles of lectures for all Admin-istrators and councils at Copel and its partici-pations, aiming to improve their performance and uniformize the comprehension of the risks and prevention options. In 2017, the two Meetings of the Lecture Cycle destined to Copel´s high administration shall be highlighted. The fi rst about “compli-ance”: “How to protect against New Risks”, with brief contextualization about the Bra-zilian Anti-corruption Act (Federal Law No. 12,846/2013). The second approached the top-ic “Risk Management and Internal Controls”.INDICATION AND NOMINATION PROCESSCopel observes the Corporate Gover-nance principles and it is in process of adapta-tion to the provisions in Law No. 13,303/2016, State Decree No. 6,263/2017 and the nor-mative deliberations of the State Company Control Council (CCEE). We highlight the im-provement of the process of nomination and evaluation of the members of the governing bodies. In addition to the minimum require-ments required by applicable legislation and the Company’s Bylaws, the criteria and guide-lines established in internal policies are ob-served. Applicants must submit the CVs and other relevant documents such as clearance certifi cate, based on Article 147, § 4, of Law 6,404/1976; declaration of professional ex-perience and academic training compatible with the performance of the duties to be per-formed. In addition, they undergo compliance analysis performed by the Board of Gover-nance, Risk and Compliance of Copel, after the background check, which verifi es any ele-ments that prevent the election of nominees. Currently, Copel does not adopt criteria to pro-mote diversity in the nomination and election of members of the governing bodies. COPEL IN
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APPENDIX
30
INTEGRITY PRACTICES
In 2017, the Company published its Integ-
rity Program, a set of internal mechanisms
for integrity, ethics, transparency, risk man-
agement, internal controls, compliance, in-
ternal audit and application of the Code of
Conduct, which shall be complied with by all
employees, administrators and fi scal board
members. The purpose is to prevent, detect
and remedy possible acts with impact on the
Company. The initiative provides Copel´s com-
pliance with Law No. 13,303/2016, which will
enter into force in June 2018. 103-3, 205-1
INTEGRITY PROGRAM
The disclosure and the dissemination of
the Integrity Program are done periodically by
electronic means to the entire Company. Its
full content can be checked in Copel´s inter-
nal and external online channels through the
Compliance Portal.
The following employees participated in
the training available for dissemination of
the Integrity Program in the period: 205-2
Code of Conduct
Anti-Corruption Act
State Company Law, Corporate
Governance, Business Strategy,
Internal Control and Strategic
Business Risk Management
8,200 employees
632 employees
97 employees
The Company´s Administration participat-
ed in the in-person training on the Anti-Cor-
ruption Act, the State Company Law, Corpo-
rate Governance, Business Strategy, Internal
Control and Strategic Business Risk Manage-
ment, contemplating 25 members.
In 2017, 117 Copel´s business partners
were notifi ed about the anti-corruption mea-
sures adopted by the Company, representing
10% of the total. 205-2
CODE OF CONDUCT
Since 2003, Copel maintains its Code of
Conduct, which is a guiding tool for the acts
of all people, who perform activities on behalf
of Copel, and who are responsible to comply
with the provisions therein and apply, with-
in their scope of responsibility, the content of
the Code and to promote its disclosure, under-
standing and inclusion in the daily practices.
CORRUPTION RISK ASSESSMENT
103-3, 205-1
Currently, the Code of Conduct is the
most relevant guiding tool for preventing and
fi ghting corruption, and additionally, the Com-
pany has policies and normative documents
related to the topic.
In the same context, the operational pro-
cesses are annually assessed regarding the
risks related to errors or frauds, which might
interfere in the results in the fi nancial state-
ments, and internal controls are established,
submitted to tests by the Internal audit and
the Independent Auditor, with the results re-
ported to the Administration.
31CONTEXT OF THE SECTORCOPEL IN NUMBERSCORPORATE GOVERNANCESUSTAINABILITYMESSAGE FROM THE PRESIDENTABOUT THE REPORTABOUT COPEL ANDBUSINESS MODELSCAPITALSGRI CONTENT INDEXAPPENDIXThe tests carried out by the Internal audit on the internal controls are done annually as of October, and they are completed with as-sessment of the severity and the magnitude of the defi ciencies upon fi ling Form 20-F in SEC (April every year).In 2017, for the effects of number of es-tablishments, business units Holding, Gen-eration and Transmission, Distribution, Tele-communications and Commercialization were considered. In the previous years, the num-ber of mapped processes to comply with the Sarbanes-Oxley Act, applicable to companies with shares listed on a US stock exchange, were taken into account. In such context, 100% of Copel´s establishments were sub-mitted to assessment of risks related to cor-ruption. The Company identifi ed 1 corruption case in the year 2017, which resulted in the dismissal of the employee. 103-3, 205-3 For 2018, Copel´s target is to implement the following initiatives:• implementation of the outsourced report-ing channel;• background check (check of criminal re-cords) for suppliers considered critical; and• training on the update of the Code of Conduct.REPORTING CHANNELSIn order to gather opinions, criticism, com-plaints, claims, reports and personal consulta-tion related to the business activities, Copel provides communication channels, presented below, which, in addition to fi ghting fraud and corruption, expand the organization’s relation-ship with stakeholders. 102-17, 103-2, 103-3 See the Reporting Channel chart:Confi dential Communication Channel – This channel is intended to receive reports and notifi cations associated with non-com-pliance with standards and laws, especially those associated with frauds or irregularities involving fi nancial, audit, or accounting issues. The channel assures protection of the per-son´s identity and answer to the report. It is available 24x7 through a toll-free number 0800 643-5665. COPEL IN
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APPENDIX
32
Ombudsman’s Offi ce – There are two
channels open to all people, both internal and
external, to receive suggestions, complaints
and reports, which are available on business
days, from 8 AM to 6 PM, via toll-free number:
• Ombudsman’s Offi ce Copel Distribuição,
available on telephone number 0800-647-
0606 and e-mail ouvidoria@copel.com,
which is also prepared to receive complaints
personally or through mail sent to address
Rua Professor Brasílio Ovídio da Costa,
1703, Santa Quitéria, in Curitiba - PR.
Ethics Guidance Committee (COE)
– Consulting body, which assesses and of-
fers guidance in processes associated with
the ethical conduct within the Company and
has up to 90 days to provide a fi nal solution:
conselho.etica@copel.com
In addition to these channels, Copel is
open to receive information demands, re-
quests for services, criticism or sugges-
tions for improvement, guidance and com-
plaints from its audiences through different
service channels.
• Ombudsman’s Offi ce Copel Telecomuni-
cações: available on telephone number
0800-649-3949 and e-mail ouvidoriatele-
com@copel.com, which is also prepared to
receive complaints personally or through
mail sent to address Rua Emiliano Perne-
ta, 756, Batel, in Curitiba – PR.
Committee to Investigate Claims of Mob-
bing (CADAM) – A Committee to attend and
support all employees, victims of mobbing at
work. The information is confi dential, and both
the reporting and the reported person have the
preservation of their identity guaranteed. e-mail:
cadam@copel.com
Number of reporting channels:
• Demands handled by COE in 2017:
• Reports: 17
• Inquiries: 27
Reports received by the Confi dential
Communication Channel in 2017:
• Grounded: 42
• Non-grounded: 24
• Reports with lack of content or
insuffi cient data: 9
• Pending: 7
SUSTAINABILITY 33CONTEXT OF THE SECTORCOPEL IN NUMBERSCORPORATE GOVERNANCESUSTAINABILITYMESSAGE FROM THE PRESIDENTABOUT THE REPORTABOUT COPEL ANDBUSINESS MODELSCAPITALSGRI CONTENT INDEXAPPENDIX SUSTAINABILITY MANAGEMENTIn the 13th B3 Corporate Sustainability Index(ISE) Portfolio 201834CONTEXT OF THE SECTORCOPEL IN NUMBERSCORPORATE GOVERNANCESUSTAINABILITYMESSAGE FROM THE PRESIDENTABOUT THE REPORTABOUT COPEL ANDBUSINESS MODELSCAPITALSGRI CONTENT INDEXAPPENDIXThe sustainability challenges are part of Copel´s strategic framework through mission, vision, values and strategic guidelines, and are aligned with busi-ness planning, linked to the strategic goal “Improve performance in governance and sustainability”.In its ongoing search to improve the Company’s sustainability performance, in addition to managing aspects and indicators, Copel considers the expec-tations of the related parties and works to improve communication and relationship with them. For this purpose, the Company adopts the main market practices focused on: • Guide and assess performance, as well as compare practices to the global and national benchmarks: questionnaire from RobecoS-AM (Dow Jones Sustainability Index – DJSI), Ethos Indicators for Sustainable and Respon-sible Business Models and the Corporate Sustainability Index (ISE – B3).• Report Copel´s performance and engage pop-ulation: Global Reporting Initiative (GRI), Integrated Reporting (IR), Carbon Disclo-sure Project (CDP) and Global Greenhouse Gas Protocol (GHG).7 It provides the instutional investors with a more solid tool for environmental, social and governance integartion (ESG) to help them mitigate risks and increase long-term creation of value.8 The series FTSE4Good is a tool for investors prepared by the independent index-production company FTSE, composed by The Financial Times and the London Stock Exchange. This index measures the performance of the companies in the environmental, social and governance aspects.Among the achieved results, Copel´s perma-nence in the following stands out:• In the 13th B3 Corporate Sustainability In-dex (ISE) Portfolio 2018; • In Morgan Stanley Capital International En-vironmental, Social and Governance Rating (MSCI ESG Ratings)7; • In the portfolio of FTSE 4 Good Emerging Index8. VOLUNTARY COMMITMENTS 102-12 35CONTEXT OF THE SECTORCOPEL IN NUMBERSCORPORATE GOVERNANCESUSTAINABILITYMESSAGE FROM THE PRESIDENTABOUT THE REPORTABOUT COPEL ANDBUSINESS MODELSCAPITALSGRI CONTENT INDEXAPPENDIXAlong its history, Copel has undertaken different voluntary commitments, which encourage generation of knowledge and sharing good practices. The main commitments undertak-en by the Company are shown below: • Global Compact • National SDG We Can Movement• Corporate Contribution to Promoting a Green and Inclusive Economy • Statement: Call for Action for Governments in the Fight against Corruption• Corporate Pact for Integrity and Fight Against Corruption• Eradication of Child, Forced or Bonded Labor• Fight against Sexual Exploitation of Children and Adolescents• Fight against Discrimination and Valuation of Diversity • Prevention of Mobbing and Sexual Harassment• Respect for Free Association and the Right to Collective Bargaining• Principles for Responsible Management Education (PRME) 36CONTEXT OF THE SECTORCOPEL IN NUMBERSCORPORATE GOVERNANCESUSTAINABILITYMESSAGE FROM THE PRESIDENTABOUT THE REPORTABOUT COPEL ANDBUSINESS MODELSCAPITALSGRI CONTENT INDEXAPPENDIXCopel and its subsidiaries also participate in the following enti-ties: 102-13 EntitiesRepresenting companyBrazilian Association of Electric Power Companies – ABCECompanhia Paranaense de Energia – CopelBrazilian Wind Power Association – ABEEÓLICACompanhia Paranaense de Energia – CopelBrazilian Telecommunication Resources Association – ABRTELECOMCopel Telecomunicações S.A.Brazilian Association of Electric Power Distributors – ABRADEECopel Distribuição S.A.Brazilian Association of Electric Power Generation Companies – ABRAGECopel Geração e Transmissão S.A.Brazilian Association of Electric Power Transmission Companies – ABRATECopel Geração e Transmissão S.A.Brazilian Association of Independent Electric Power Producers – APINECopel Geração e Transmissão S.A.Brazilian Global Compact CommitteeCompanhia Paranaense de Energia – CopelElectric Power Commercialization Chamber – CCEECompanhia Paranaense de Energia – CopelCopel Distribuição S.A.Copel Geração e Transmissão S.A.Copel Renováveis S.A.Copel Comercialização S.A.Regional Engineering, Architecture and Agronomy Council of the State of Paraná – CREA/PRCompanhia Paranaense de Energia – CopelCopel Geração e Transmissão S.A.Copel Distribuição S.A.Copel Telecomunicações S.A.Copel Renováveis S.A.Regional Chemistry Council – CRQ – Brazilian Network Information Centre – NICCompanhia Paranaense de Energia – CopelNational Electric System Operator – ONSCompanhia Paranaense de Energia – Copel CAPITALS PERFORMANCE HUMAN CAPITAL INTELLECTUAL CAPITAL SOCIAL AND RELATIONSHIP CAPITAL NATURAL CAPITAL INFRASTRUCTURE CAPITAL FINANCIAL CAPITAL37CONTEXT OF THE SECTORCOPEL IN NUMBERSCORPORATE GOVERNANCESUSTAINABILITYMESSAGE FROM THE PRESIDENTABOUT THE REPORTABOUT COPEL ANDBUSINESS MODELSCAPITALSGRI CONTENT INDEXAPPENDIX HUMAN CAPITAL38CONTEXT OF THE SECTORCOPEL IN NUMBERSCORPORATE GOVERNANCESUSTAINABILITYMESSAGE FROM THE PRESIDENTABOUT THE REPORTABOUT COPEL ANDBUSINESS MODELSCAPITALSGRI CONTENT INDEXAPPENDIX COPEL IN
NUMBERS
ABOUT
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APPENDIX
39
HUMAN CAPITAL
Copel considers its human capital a deter-
mining factor both for the success in its busi-
ness and to overcome the challenges genera-
ted by the recession in the Brazilian economy
in the last three years. The human capital is
also responsible for the transformations in the
electric sector because of new technologies,
with consequent demand for new services on
the market. 103-1
In the last year, one of the operation
fronts was the modernization of the mana-
gement with investment in the employees´
professional development, increasing the in-
dividual productivity to work focused on the
business sustainability and the increase of
the Company´s competitiveness. The front
was promotion of healthy work environment,
which reinforces the people´s valuation and
well-being, evidenced by Copel´s entry in the
ranking of the 150 Best Companies to Work
of Guia Você S/A. 103-3
The relationship between Copel and its
employees is guided by the People Manage-
ment and the Labor Safety and Health Policies,
by the Code of Conduct and by the Copelian´s
Manual. The Company´s operation is equally
aligned with the fundamental conventions of
the International Labor Organization (ILO), the
National Declaration of Human Rights and the
legislation in force. 103-2
Within the professional qualifi cation, in
partnership with UniCopel, trainings are car-
ried out aimed both at specifi c skills requi-
red by the wholly-owned subsidiaries and
skills demanded by the Company as a who-
le, such as, leadership aspects. The trainin-
gs have been carried out more in the for-
mat of Remote Studies (EAD), in conformity
with the need to reduce cost in force in the
Company. 103-2
Also due to the cost-reduction program,
the communication related to the Encouraged
Dismissal Program (PDI) also reinforced, and
in 2017, 248 professionals left based on this
program. For the next ten years, the expecta-
tion for retirement at Copel is the following:
Percentage of employees, who can retire by functional
category G4-EU15
5 years
10 years
By functional category
Employees
Managers
By region
South
Southeast
Center-West
Northeast
North
%
%
13.44
24.52
17.58
32.03
%
%
13.78
25.11
6.67
1.82
13.33
7.27
16.67
33.33
0
0
COPEL IN
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APPENDIX
40
HUMAN CAPITAL
HUMAN CAPITAL PROFILE
Copel´s employee structure by gender and type of contract 102-7, 102-8
Copel´s employee structure 9
2017
2016
Variation
6,400 | 78%
1,845 | 22%
6,631 | 78%
1,900 | 22%
-3.48%
-2.89%
Total
8,245 | 100%
8,531 | 100%
-3.35%
9 In addition to the aforementioned employees, there are directors, advisers, trainees and third-party.
Full Time
Part Time
6,376
1,827
24
18
Total
8,203
42
Further information about Copel´s People
Management Policy is available on the
Sustainability page on the Company´s site.
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41
HUMAN CAPITAL
North region
Center-West Region
Percentage of employees by age range
Under 30 years old
Between 30-50 years old
Above 51 years old
Total
2017
8.07%
68.07%
23.87%
100%
2016
10.05%
67.78%
22.15%
100%
Total
0
55
Total employees by race and gender 405-1
Female
Male
South Region
Southeast Region
Northeast Region
Total
8,163
15
12
Yellow
White
Indigenous
Brown
Black
Not informed
Total
74
1,589
0
126
47
9
204
5,279
9
671
211
26
1,845
6,400
COPEL IN
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APPENDIX
42
HUMAN CAPITAL
New hiring, dismissal and hiring and turnover rate 103-3, 401-1
Hiring
Hiring rate
Dismissal
Turnover rate
Under 30 years
30 to 50
Above 50
Men
Women
South Region
Northeast Region
Center-West Region
24
42
5
56
15
69
2
0
2.80
0.73
0.26
0.84
0.79
0.82
22.2
0
22
79
255
287
69
354
0
2
2.68
1.05
6.88
2.59
2.21
2.50
11.11
1.67
The most representative factor in the
change of the functional structure was the
Administration´s decision not to fi ll vacancies
of dismissed employees. Considering that, it
was decided to optimize the structure by me-
ans of internal movement and release for re-
placement of vacancies only in exceptional or
legally obligatory cases.
Copel keeps periodic meetings with the 19
trade unions representing the working classes
that compose the structure. In these meetin-
gs, subjects of mutual interests are discussed.
And in october of each year, the Company´s
base date, the meetings for negotiation of the
Group Labor Agreement (ACT) are held.
All employees are covered by a Group La-
bor Agreement and have their contracts gover-
ned by the Consolidation of Labor Laws (CLT).
In case of just-cause fi ring, the Company ins-
talls an administrative process, regulated by
an internal administrative norm, which assures
the employees´ right to defense. 102-41
43CONTEXT OF THE SECTORCOPEL IN NUMBERSCORPORATE GOVERNANCESUSTAINABILITYMESSAGE FROM THE PRESIDENTABOUT THE REPORTABOUT COPEL ANDBUSINESS MODELSCAPITALSGRI CONTENT INDEXAPPENDIXCopel recognizes diversity as a relevant aspect in the valuation of its human capital, repudiating any form of discrimination involving its employees and partners. Considering the reference position of the Company in Paraná and in the energetic sector in the Country, Copel recognizes its impact on the community, as well as its legal limitations related to the implementation of actions to priori-tize entry of minority representatives in the func-tional structure, which is provided by means of pu-blic service exam. 103-1 Copel maintains a Sustainability Policy that guides its actions; one of its pillars is respect to all stakeholders, with promotion of diversity and ethical precepts when conducting business. In 2015, the Company reaffi rmed its commitment to such issue, transforming the Temporary Commit-tee created in 2007 into a Permanent Committee for Promoting Diversity, constituted by the Hol-ding, the wholly-owned subsidiaries and Fundação Copel, which gathers twice a month to follow up the implementation of discussed actions. Copel´s communication channels also support the Com-mittee in the management of the demands on the topic. Annually, a report with the activities during the year is published and the action plan for the following years is presented. 103-3 The Diversity Program is the main initiative of the Committee, and its role is planning, exe-DIVERSITY 405-1 cution and follow-up of actions aimed to pro-motion of equal rights, opportunities and re-cognition for all. Its focus is on the vulnerable groups, subject to discrimination, especially gender, race, disabili-ty, sexual orientation, age and religion. It also se-eks to promote and support internal actions alig-ned to the public policies and movements aimed at diversity, in accordance with Copel´s values and policies. The program actions are implemented by means of partnerships with public bodies, non-go-vernmental organizations, universities and specia-lists on the topic. The entire initiative follows the Sustainable Development Goals (SDG) of the Global Compact, especially SDG 5, which provides about equality in gender and empowering women. 103-2 In 2017, ten actions were implemented by the Diversity Program, highlighting:RECOGNITION OF THE SOCIAL NAME A way to assure civic awareness, dignity of the human being, equality of the conditions for ac-cess and permanence in any social space. In May 2016, Copel set the administrative procedures ne-cessary to use the social name upon edition of its NAC 040130 – Social Name. After the implemen-tation of this initiative, four employees starting using the social name in just 18 months. 103-2 HUMAN CAPITAL COPEL IN
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APPENDIX
44
HUMAN CAPITAL
BENEFITS AND REMUNERATION
DISABLED PEOPLE (PCD)
Because it is a public company, private-pu-
blic, conditioned to public service exams for
hiring new employees, the Company is limited
in relation to immediate compliance with Law
No. 8.213/1991 (Aliquot Law). To comply with
the legal obligations, Copel, upon opening of
the invitations for public service exams, esta-
blishes distribution of differentiated percentage
for entry of disabled people in positions, which
assure accessibility and safety to the new em-
ployees. In 2017, the Company met 62% of the
obligatory aliquot for disabled people. 103-2
RELIGION
The corporate environment is composed by
different groups from the society, and there, re-
ligious diversity manifests, among others. The
Permanent Committee for Promoting Diversity
elected religion as relevant topic to be approa-
ched within Civic Awareness. In this context, the
intention is to promote discussions on the issue
by means of lectures and other forums. 103-2
For 2018, actions are scheduled
in the
following operation fronts:
• Course for Copel managers on gender and
race and their inequality in the labor world (in
person and/or EAD);
• Obtaining approval from the Administration
(Executive Offi ce and Board of Directors) to
adopt criteria for selection aimed at raising wo-
men to the Company´s high administration;
•
Two lectures on topics related to Diversity;
• Obtaining the Seal of the Program Pro-Equity in
Gender and Race of the Federal Government;
• Two new support rooms for breastfeeding at
Copel´s facilities; and
• Communication plan related to Prevention of
Sexual Harassment in the Company.
Further information about the Diversity Program and Accessibility at Copel is available
on the Sustainability page in the Company´s site.
The employees are provided with Position and
Salary Plan, which sets careers with remuneration
and benefi ts compatible to the values in force on the
market according to the position, the title and the
education and qualifi cation level. 103-2
The Human Resources area is responsible for
the management of this process, which aims to:
•
Identify positions and the roles necessary for the
development of the Company´s activities;
• Defi ne the education level required for the perfor-
mance of the activities at each position and role;
•
•
•
Establish the levels of maturity and complexity
of each position and role required to meet the
demand of each job position;
Establish rules for the functional (vertical) and sa-
lary (horizontal) movement of employees;
Demonstrate opportunities for career growth
and development.
COPEL IN
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ABOUT COPEL AND
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APPENDIX
45
HUMAN CAPITAL
BENEFITS 401-2
O pacote de benefícios oferecidos pela Copel vai além do pre-
The benefi t pack offered by Copel is bigger than that provided
in the legislation in force, and it is compatible to that of the best
companies. The benefi ts are granted to all employees, regardless
of their working hours.
To demonstrate the annual amounts received by the employe-
es in fi nancial and non-fi nancial benefi ts, the Company imple-
mented Copel´s Benefi t Balance (BBC), which lists the benefi ts
of each employee at Copel and its wholly-owned subsidiaries in a
stratifi ed way, as follows: 103-3
Meal voucher, Snack voucher, Daycare allowance, Ex-
tended Maternity Leave, Extended Paternity Leave, Profi t
Share (PLR), Anticipated 13th Salary, Education allowan-
ce, Advanced Payment for Vacation, Vacation Allowan-
ce, Flexible Working Hours, Allowance to Disabled Peo-
ple, Allowance to employees with disabled dependents,
Professional Rehabilitation and Re-adaptation Program,
Award for Traffi c Safety, Complemented Disease allowa-
nce, Chemical Dependency Program, Vaccination. Quali-
ty of Life benefi ts (Internal Games, Sesi Games, Pre-Re-
tirement Program, Energy and Health Space, Copel[s
Choir, Working hours to practice volunteer activities, in
addition to benefi ts provided through Fundação Copel
(Private Social Security, Savings Plan, Medical, Hospital,
Dental and Pharmaceutical Assistance Plans and Loans
at lower interest rates than those on the market.
Education allowance is a highlight among the Company´s benefi ts: 1,089
employees received that allowance in 2017, at the amount of BRL4,833,572.49,
as follows:
By gender
By functional category
258
831
1,055
34
By region
PATERNITY LEAVE 401-3
All own employees at Copel have the right to paternity leave. The company
adopts six-month benefi t for women and up to 20 days for men. Furthermore,
for women, when returning from the leave, the working time are reduced to six
hours for sixty days for breastfeeding. In 2017, 263 men and 113 women used
the leave, only one employee did not return after the leave period, which repre-
sents 100% and 99.12% return rate, respectively. In relation to the permanen-
ce at the Company twelve months after returning from leave, 278 men and 83
women remained, i.e., retention rate of 98.58% and 98.81%, respectively.
REMUNERATION 102-38, 102,39, 103-3, 202-1
Within remuneration, the proportion between the total annual remuneration
of the best paid individual in the Company and the average total annual remu-
neration of all employees is 6.99. The variation between the lowest salary and
the minimum salary10 is 1.88 for men and women11.
The percentage of increased remuneration received in 2017 compared
to the previous year was 9.15% for the best paid employee and 10.62% for
the other employees, considering the salary, severance additional pay, group
agreement, additional pay pursuant to the performed roles and integration of
judicial meal allowance.
About the remuneration of the outsourced work force, Copel´s suppliers shall
sign Term of Awareness and Commitment, destined to assure minimum remune-
ration standards and observe the working hours provided in the labor legislation.
14
3
1,066
6
10 National minimum salary on 12/31/2017: 937.00. Copel does not use the minimum salary as a base to defi ne salaries.
11 The calculation of the proportion between the remunerations is done based on the salaries of the employees working full time.
PROFESSIONAL DEVELOPMENT 103-2 PERFORMANCE MANAGEMENT46CONTEXT OF THE SECTORCOPEL IN NUMBERSCORPORATE GOVERNANCESUSTAINABILITYMESSAGE FROM THE PRESIDENTABOUT THE REPORTABOUT COPEL ANDBUSINESS MODELSCAPITALSGRI CONTENT INDEXAPPENDIXSince 2013, Copel´s Performance Mana-gement is carried out through the Our Energy Program, which is improved annually following the best market practices, such as internal pro-cess learning, presented by the Holding and the wholly-owned subsidiaries. In 2017, 100% of the employees considered eligible were submitted to performance assessment. 103-2 A formal document is issued for the asses-sment, which defi nes the assessment period and the procedures to be followed. The Human Resources area coordinates and monitors the application of the assessments, which is done through an electronic system, and discloses partial information about the process progress and general guidelines by e-mail. After the me-eting for assessment of each employee, the manager registers in the assessment in the system, and a message is automatically sent to each employee by e-mail, informing about their process. At the end of the assessment, system reports inform the total number of as-sessed employees. 404-3 The employees´ professional develop-ment is a strategic factor for Copel, providing increase of productivity, gain in competitive-ness and well-being and safety for all. A set of norms and guidelines provided in the Corporate Education Policy defi nes what the training and development initiatives and targets will be. In this context, in 2017, Co-pel invested in trainings aimed at governan-ce, risks and compliance, and mainly, in the execution of the leadership program, eviden-cing growth in the average training hours per employee when compared to 2016. Aligned to that, there is management to “Develop le-aders focused on people management and value generation”, whose indicators is the management training effectiveness rates sti-pulated at 85%for 2017 and with expressive result achieving 92%.The trainings offered by the Company aim also to engage the employees to commit to strategic corporate targets and goals, which are broken down as follows: • Corporate Programs: education actions ai-med at the whole Company;• Trainings for qualification: destined to basic qualification to perform the role;• Compulsory trainings: courses destined to some activities;• Trainings for professional improvements and events: seminars, lectures, workshops and congresses, among others.In the business structure, UniCopel is supe-rintendence responsible to coordinate the cor-porate education trainings, which encompass, among others, the Integrity, Sustainability, Lea-dership and Preparation for the Future Programs, highlighting the commitment undertaken to the UN Principles for Sustainable Executive Educa-tion (PRME), which involved conduction of equal training initiatives for the Company´s executi-ves, highlighted in this report on page 47.HUMAN CAPITALFurther information about Copel´s Corporate Education Policy is available on the Sustainability page in the Company´s site. COPEL IN
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APPENDIX
47
HUMAN CAPITAL
INVESTMENTS IN HUMAN CAPITAL
In 2017, BRL7.58 million were invested in people training and development.
Totally, 2,781 short training events were held with 41,407 participants, totaling
459,782 training hours, with 53.35 average training hours per employee and 119
participations in long events (language and post-graduate courses). 103-3, 404-1
Average training hours by gender and functional category*
Men
Women
Operational
High school level technician
High school level professional
Higher level professional
58.40
39.64
114.46
73.31
31.18
95.73
* The number of employees considered is different from that shown in the table of 12/31/2017. For training, it was considered
the total of 8,618 employees, as we consider all employees who passed through the company in 2017
The difference between the average training hours per gender is pursuant
to the fact that Copel has higher number of male employees, with a part of
then allocated in roles, which require compulsory trainings. Women are mostly
classified in high school level career, where the training hour load is lower than
that of the legally obligatory or higher education courses.
EMPLOYEE QUALIFICATION AND TRAINING PROGRAMS
G4-DMA-EU14, 404-2
TRANSFORMATIONAL
LEADERSHIP PROGRAM
Comprehensive program for qualifi cation of
the Company´s management body by means of
in-person and EAD trainings. In 2017, 453 ma-
nagers were trained, 88% of the management
population. Each participant had 96 training hours
in person and 50 training hours EAD. The content
approached topics, such as leadership, strategy,
people and team management, management
skills and elements from the management es-
sence. Furthermore, Copel promoted two leader
meetings, where all managers were gathered
with the Company´s Board of Directors to dis-
cuss the relevant subjects for the business.
TALENT MANAGEMENT PROGRAM
Instituted by Copel Geração e Transmissão,
it seeks to improve the people management
process to promote talent recognition and
valuation. Through the Program, it is possible
to identify talents for strategic positions, such
as supervision and coordination of projects,
identify successors and implement competen-
cy development actions.
TALENT BANK
Copel Distribuição has a talent bank, es-
tablished by mapping professionals with po-
tential for leadership positions according to
criteria as performance, maturity and time to
retirement. Such professionals get specifi c
trainings, such as mentoring and coaching. In
2017, 27 out of the 210 employees in the ta-
lent bank were designated to management le-
vel positions.
CALIBRATION COMMITTEE
A committee destined to align the understan-
ding of the people responsible for the employees´
assessment regarding the management behavior,
comprehension of the requirements for assess-
ment and reduction of subjectivity in the perfor-
mance assessment process. The cases selected
by the committee are handled to provide the ma-
nagers´ professional development and growth.
In 2017, 1,064 employees were benefi ted with education allowance48CONTEXT OF THE SECTORCOPEL IN NUMBERSCORPORATE GOVERNANCESUSTAINABILITYMESSAGE FROM THE PRESIDENTABOUT THE REPORTABOUT COPEL ANDBUSINESS MODELSCAPITALSGRI CONTENT INDEXAPPENDIXANIMA PROGRAMWith the challenge of building a new participatory management model in 2015, Copel launched Anima, an innovative program proposed by the Presidency to per-meate throughout the groups closest to the business operations and constituted based on eight projects. With this program, it is expected to intensify the production and the fl ow of ideas and action plans in all areas of the Company, where each of the 8.5 thou-sand employees is encouraged to imagine alternati-ves and solutions to aspects such as innovation, collaboration, proactivity, leadership, synergy betwe-en the Holding and the businesses, satisfaction, well-being, and labor safety, in addition to providing, in a pioneering spirit, occupation of empty spaces in the market and in the society.This participative model shall be the source for projects, which aim revolutionize the way to work at the Company, granting higher satisfaction, productivi-ty and dialog to the employees´ work.FOREIGN LANGUAGE PROGRAM A program destined to employees, who perform ac-tivities requiring foreign language. Established in 2012, it reimburses part of the amount of the course as a compensation for performance and achievement of a knowledge target by the employee. In 2017, 94 em-ployees participated in the Program in German, Spa-nish and English courses. EDUCATION ALLOWANCE Copel reimburses up to 70% of the monthly ins-tallments of post-graduate courses, with the amount limited to BRL 840.46. This credit can be renewed after a grace period, provided that the second post-gradu-ate course is of interest to the Company´s operation. In 2017, 1,064 employees were benefi ted, representing reimbursement of BRL 4.72 million. BASIC QUALIFICATION COURSES They qualify the employees – beginners or veterans – for a new activity. The main courses are Distribution Electricians Qualifi cation Program (FBED), Basic Qualifi -cation Program for Transmission Operation and Mainte-nance (PFBOM) and Power Plant Technology (TECUS). In these courses, the recently-hired employees get ini-tial training necessary for the adequate performance of the position, with approximate total load of 200 hours.HUMAN CAPITAL COPEL IN
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APPENDIX
49
HUMAN CAPITAL
POWER GENERATION AND TRANSMISSION TECH-
NICAL MEETING (ETGET)
Technical Meetings related to Operation and Main-
tenance (O&M) are held by Copel Geração e Transmis-
são to promote exchange of technical experience and
technical, administrative and management knowledge.
CONTRACTORS´ EMPLOYEES
Copel offers training to contractors´ employees as
well, upon contract provision or because of the Com-
pany´s interest, aimed at integration and specifi c activi-
ties to be carried out by the professionals during their
service at the Company.
PRE-RETIREMENT
In 2017, no actions were carried out for employment
continuity in case of retirement or termination of the
employment contract. By 2020, approximately 750 em-
ployees shall fi le request for retirement. To attend the-
se people and facilitate employment after retirement
for those, who wish to work, a new edition of the qua-
lifi cation program will be started in 2018.
INOV+ GET PROJECT
An event of Copel Geração e Transmissão, which
gathers innovative practices, which help optimizing
processes and resources to improve the Company´s
results and avoid unnecessary costs, among other be-
nefi ts. The Project started in 2015 and includes lectures
about innovation.
PARTICIPATION IN EVENTS
Copel considers that the employees´ participation in
external events is a way to update and have access to
knowledge. In October 2017, Copel Geração e Transmis-
são coordinated the XXIV National Seminar on Produc-
tion and Transmission of Electric Power (SNPTEE). This
event is promoted at every two years by Cigré-Brasil,
which the largest electric power generation and trans-
mission area in the country. There, topics considered by
the sector as the most relevant for its development are
discussed. About 500 Copel employees participated in
the 2017 edition.
COPEL IN
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ABOUT COPEL AND
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APPENDIX
50
HUMAN CAPITAL
HEALTH AND SAFETY 103-3, 403-2
2017
2016
2017
2016
Frequency rate (injuries)
HOL
GeT
DIS
CTE
HOL
GeT
DIS
CTE
Number of fatalities
HOL
GeT
DIS
CTE
HOL
GeT
DIS
CTE
Men
Women
-
1.9
6.69
0.86
-
3.26
7.48
0.88
Men
Women
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
Occupational disease rate
HOL
GeT
DIS
CTE
HOL
GeT
DIS
CTE
Number of days lost
HOL
GeT
DIS
CTE
HOL
GeT
DIS
CTE
Men
Women
-
-
-
-
0.51
-
-
-
-
-
-
0.86
-
-
Men
Women
-
-
46
1,240
50
-
-
-
-
21
2,150
5
-
-
Absenteeism rate
HOL
GeT
DIS
CTE
HOL
GeT
DIS
CTE
Men
Women
-
0
1.46
2.83
1.14
1,13
1.48
21
2.8
1.18
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HUMAN CAPITAL
For Copel, the workers´ health and safe-
ty is a strategic subject included in the Labor
Health and Safety Policy, which presents the
guidelines to be followed by all employees and
workers and guides on the fulfi llment of legal
requirements and dissemination of prevention
culture to mitigate risks in its power genera-
tion, transmission and distribution operations
and in the telecommunication activities. 103-1
Copel´s Labor Health and Safety Policy
defi nes the operation guidelines for manage-
ment and prevention of risks for its workers´
safety and health. Such policy is prepared
by the Labor Safety and Health Coordination
(CSST), together with the labor safety de-
partments of the wholly-owned subsidiaries,
which identify risks, develop preventive ac-
tions and follow up the indicators associated
with this aspect.
In addition to the guidelines in the policy, the
Company has a specifi c Labor Health and Safe-
ty Manual for outsourced professionals, which
is a part of all service provision contracts.
Under the contract, the outsourced compa-
nies shall also apply the guidelines provided in
the Labor Safety and Health Instruction Guide
for Contractors (available online) and demons-
Total workers trained on labor health and safety
Number
trate satisfactory performance in relation to
their employees´ safety and health. 103-2
Holding
A Copel provides lectures and trainings
for its employees and the contractors´ em-
ployees. The number of contractors, who
have gotten any health and safety training in
2017 is shown in the chart below. G4-EU18
Distribution
Generation and Transmission
ACTIONS DONE:
325
5,367
2,319
Training and qualifi cation: focused on
prevention of diseases and work accidents,
programs, such as Training of Field Inspec-
tors and Training for Use of Preliminary Risk
Analysis are carried out.
Health promotion: own occupation he-
alth service offered to the employees, com-
plemented by Fundação Copel. It enables in-
vestigation and expanded medical follow-up,
exceeding the legally provided assessments,
with diagnostic and prevention exams for di-
fferent diseases, including those that might
affect capacity and productivity at work and
others related to gender or age range to im-
prove quality of life.
Electricians Rodeo: an event, which
gathers utility companies from all over the
country with the purpose to promote labor
safety culture and development in the per-
formance of the electrician role. In the 2010
and 2014 editions, Copel Distribuição was
champion of the national rodeo and in 2012
came in second place. In the last edition, in
2016, the teams of Copel Distribução took
the top three places on the podium.
Trainings and integration: all contrac-
tors participate Occupational Health and
Safety Integration and exhibit about Risk
Assessment carried out for the activities in
question. Control of the minimum manda-
tory training for working with electricity is
done through a proprietary application that
contains information about the contractors´
employees and the agreements.
Preserving Life (PPV) and Behavior
Verifi cation (VCO) Programs: Field ins-
pection of employees and service provi-
ders hired by the Company, destined to
monitor the fulfi llment of the technical and
the safety procedures during the execution
of their activities. A labor safety technical
or specialist from the area itself follows the
teams up and issues a report indicating the
found failures.
52CONTEXT OF THE SECTORCOPEL IN NUMBERSCORPORATE GOVERNANCESUSTAINABILITYMESSAGE FROM THE PRESIDENTABOUT THE REPORTABOUT COPEL ANDBUSINESS MODELSCAPITALSGRI CONTENT INDEXAPPENDIXIn relation to the power consumers of Copel Distribuição, the following numbers of acci-dents were recorded: G4-EU25 20162017Number of accidents with the population 3845Number of deaths with the population 1419Number of cases related to health and safety, including occupational diseases.1515The main initiatives adopted to avoid occurrence of accidents with power are listed below:• Participation in the National Week for Pre-vention of Accidents with Electric Power promoted by Abradee• Correction of situations with risk to the po-pulation found out by means of Risk Hun-ting actions.• Lectures in schools, companies and the community in general, alerting on the main risks with electric power; • Presence of Copel Distribuição in events with big flow of people, disclo-sing safe use of electric power; • Disclosure of message through radio sta-tions; HUMAN CAPITAL INTELLECTUAL CAPITAL53CONTEXT OF THE SECTORCOPEL IN NUMBERSCORPORATE GOVERNANCESUSTAINABILITYMESSAGE FROM THE PRESIDENTABOUT THE REPORTABOUT COPEL ANDBUSINESS MODELSCAPITALSGRI CONTENT INDEXAPPENDIX RESEARCH, DEVELOPMENT AND INNOVATION G4-DMA EU8 54CONTEXT OF THE SECTORCOPEL IN NUMBERSCORPORATE GOVERNANCESUSTAINABILITYMESSAGE FROM THE PRESIDENTABOUT THE REPORTABOUT COPEL ANDBUSINESS MODELSCAPITALSGRI CONTENT INDEXAPPENDIXThe Company´s Innovation Coordination is responsible to establish poli-cies to support the structured development of research, development and innovation in the Company, subordinated directly to the Presidency becau-se of its strategic character for the future of the business. 103-1 Copel Distribuição and Copel Geração e Transmissão also maintain areas dedicated to Research and Development management and support in com-pliance with the guidelines set in Copel´s Sustainability Policy and in confor-mity with Law No. 9,991/2000, which defi nes the rules for annual application of minimum percentage of the Net Operational Revenues (ROL) in RD&I projects by the utility and authorized companies from the electricity sector. INNOVATION PROJECT MANAGEMENT Innovation Portal To follow up the development of the RD&I programs, the Innovation Coordination created the Innovation Portal, which gathers all information about the budget execution of the projects under development. In addition to enabling follow-up by the Coordination, the Portal is a support tool for the projects managers, who, based on the available information, can defi -ne investment adaptation measures for their projects. The purpose is the targets to be met 100% monthly. 103-2 The investment measurement is done by means of an accounting indi-cator and follow-up of the investment compared to the innovation goals INTELLECTUAL CAPITAL 55CONTEXT OF THE SECTORCOPEL IN NUMBERSCORPORATE GOVERNANCESUSTAINABILITYMESSAGE FROM THE PRESIDENTABOUT THE REPORTABOUT COPEL ANDBUSINESS MODELSCAPITALSGRI CONTENT INDEXAPPENDIXstipulated by Aneel and related to the con-cession contracts. All RD&I project shall be approved by Copel and Aneel to have their investments recognized as such, considering that Aneel is responsible for the defi nition of the procedures for evaluation of the initiati-ves and inspection of the application of the funds by the Company 103-3 The Portal data is available on the intranet and can be checked throughout the Company. INCENTIVE TO INNOVATIONAs a policy for incentive to innovation, Copel gives awards to employees, who pre-sent proposals for innovative projects with potential to create value for the corporate business and the society, and which are alig-ned to the Company´s Strategic Planning. Another incentive is giving extra time to em-ployees, who participate in RD&I projects of-fi cially registered at Aneel. The presentation of the projects is done by open model, where proposals for RD&I projects can be presented at any time (con-tinuous fl ow). The interested people shall fi ll in the Initial Project Proposal - PIP form avai-lable on the internet for proposals presenta-tion by employees, research institutions and the population in general. The proposals are evaluated according to parameters, which encompass Aneel criteria for originality, appli-cability, relevance and cost reasonability, as well as the economic and the social-environ-mental impacts, in addition to professional and technological qualifi cation of the agents involved in the project.Copel considers that the innovation im-pacts are evidenced by increase in produc-tivity, improvement in the execution of the processes and increase in the quality of products and services. As a result from the RD&I projects, 15 petitions for product pa-tents have already been fi led at the National Industrial Property Institute (INPI). In addition to those, Copel has two more international petitions for patents in the United States and Europe through the Paris Convention of the Community (CUP).INTELLECTUAL CAPITAL COPEL IN
NUMBERS
ABOUT
THE REPORT
MESSAGE FROM
THE PRESIDENT
CONTEXT OF
THE SECTOR
ABOUT COPEL AND
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CORPORATE
GOVERNANCE
SUSTAINABILITY
CAPITALS
GRI CONTENT
INDEX
APPENDIX
56
INTELLECTUAL CAPITAL
INVESTMENTS IN RD&I
In 2017, Copel´s RD&I program has provi-
ded BRL 36.9 million for projects divided in the
following topics: energetic effi ciency; alternative
electric power generation sources; management
of watershed and reservoirs; environment; mea-
surement, billing and fi ghting commercial losses;
electric power system operation; electric power
system planning; supervision, control and protec-
tion of electric power systems; safety; quality and
reliability of the electric power services; RD&I ma-
nagement and other important topics, since stu-
dies about nanotechnology applied to insulation
oils, to smart grids and power storage. 103-2
The RD&I projects developed by Copel pre-
sent direct application of their results by means of
new equipment or methodologies. Furthermore,
they shall contribute to the qualifi cation of profes-
sionals through post-graduate courses associated
with the projects.
In 2017, the Company´s funds in this area were:
Copel Geração e Transmissão: applied BRL
17.9 million in 29 RD&I projects, seven of which
strategic, whose topics have been established by
Aneel through Project Calls. The Company par-
ticipated in 11 projects in cooperation with other
companies, in addition to applying BRL 600 thou-
sand in management innovation projects, totaling
BRL 18.5 million invested.
Copel Distribuição: in 2017, invested BRL
18.4 million in 37 RD&I projects, three of which
were completed along the year, in addition to co-
operating with other companies from the electric
sector in eight other projects, two of which strate-
gic, whose topics have been established by Aneel
through Project Calls.
Copel Telecomunicações: in 2017, the Tech-
Month event was held with the purpose to follow
up the future trends in the sector at the biggest
suppliers in the telecommunication area, stimula-
ting the creation of new products and services.
During the next three years, Copel will invest
BRL 52 million in innovating projects for renewab-
le power generation and equipment replacement to
make the use of electric power more effi cient. The
projects will be carried out in fi ve university centers
in Paraná approved in public call opened by Cope-
l´s Energetic Effi ciency and Research and Develop-
ment programs, regulated by Aneel. The institutions
will have a year to carry the energetic effi ciency pro-
jects out, followed by the period of one year to mo-
nitor the results. There will be three years to execute
the research and development works.
DETAILS OF INVESTMENTS IN RD&I:
Investment in Research, Development (by topic)
GeT | Value (BRL)
DIS | Value (BRL)
Energetic Effi ciency
532,572.24
-
Alternative sources for electric power generation
2,545,504.14
657,768.18
Watershed and Reservoir Management
1,346,063.64
-
Environment
1,997,399.46
1,095,404.17
Measurement, billing and fi ghting commercial loss
-
1,246,050.69
Electric Power System Operation
4,567,137.64
2,181,413.74
Electric Power System Planning
1,214,337.24
767,103.58
Supervision, Control and Protection of Electric Power Systems
2,979,309.77
4,967,831.14
Safety
2,207,447.55
5,240,957.57
Quality and Reliability of the Electric Power Services
53,541.12
72.00*
Others
RD&I Management
Total Invested
454,227.12
1,438,980.23
590,161.20
852,640.50
18,487,701.12
18,448,221.80
*A big project about “Quality and Reliability” with investment started in the end of 2017 at Copel DIS, and resulting in a low value for this period.
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APPENDIX
57
INTELLECTUAL CAPITAL
RD&I HIGHLIGHTS:
•
The project for Technical and Commercial
Arrangement of the Electric Power Distri-
buted Generation from Biogas resulting
from Residual Biomass from the pig farm
properties in the municipality of Entre
Rios do Oeste in Paraná. The proposal of
this project is to drive electric power ge-
neration from biogas in Brazil, especially
in the regions with high concentration
of residual organic matter produced in a
decentralized way and without adequa-
te treatment. The project contributes to
energetic effi ciency and favors the mi-
tigation of environmental liabilities and
preservation of their water resources,
energetic recovery of the pig farms, envi-
ronmental and energetic sustainability of
the agribusiness, adding value for the ru-
ral properties and stimulation to the cre-
ation of new rural economy, with income
generation supported on biogas. The pro-
ject also generates improvement in qua-
lity of life and strengthening of the pig
farming, in addition to contributing to the
dissemination of the culture to use distri-
buted generation to complement power
in unfavorable hydrological periods.
• Another example of success is the project
Automated System for Distribution Pro-
tection Order Management (GEPROTEC),
which enables checking the technical fea-
sibility for implementation of an enginee-
ring network for access to equipment in
electric power distribution substations,
using wireless communication networks
in case of equipment, which can be re-
-parameterized only through serial ports,
or sharing of ethernet optical cables for
newer equipment, or equipment, whi-
ch already complies with the IEC 61850
standard. As a whole, the engineering ne-
twork together with higher precision and
agility in the process of defi nition of the
protection adjustment parameters for the
use of the GEPROTEC system, will enab-
le also reduction of the DEC, FEC indexes
and the average service time (TMA) due
to reduction of the size of the sections of
feeders switched off at the time of failure
in the power supply, and consequently, re-
ducing the number of disconnected custo-
mers, which leads to increased billing and
improvement of the Company´s image be-
fore the society.
• System for analysis and diagnosis of HV
capacitor banks AT – MEDICAP, which,
in the fi rst phase, enabled the develop-
ment of equipment, which facilitates and
speeds up the tests on capacitor banks,
in addition to having lower cost than the
similar systems existing on the market.
In the second phase of the project, under
contracting, the studies will be continued
aiming at its insertion in the market.
SOCIAL AND RELATIONSHIP CAPITAL 58CONTEXT OF THE SECTORCOPEL IN NUMBERSCORPORATE GOVERNANCESUSTAINABILITYMESSAGE FROM THE PRESIDENTABOUT THE REPORTABOUT COPEL ANDBUSINESS MODELSCAPITALSGRI CONTENT INDEXAPPENDIX 59CONTEXT OF THE SECTORCOPEL IN NUMBERSCORPORATE GOVERNANCESUSTAINABILITYMESSAGE FROM THE PRESIDENTABOUT THE REPORTABOUT COPEL ANDBUSINESS MODELSCAPITALSGRI CONTENT INDEXAPPENDIXCopel considers proactive and transparent relationship with the stakeholders fundamen-tal for the development and the sustainability of its business, as provided in the Company´s Sustainability Policy. Aligned to this assump-tion, the wholly-owned subsidiaries inserted the implementation of processes for identi-fi cation of stakeholders and defi nition of the engagement ways to be adopted in the res-pective agendas. For working in markets re-gulated by Aneel and Anatel, Copel is directly impacted by the quality indicators of the provi-ded services. 102-40, 102-42, 103-1 In 2016, Copel Distribuição, by means of the methodology presented in the AA1000 Standards and benchmarking material, de-fi ned its stakeholders and the main indicators to be presented for each one. For 2017, the list of stakeholders was maintained as pre-sented hereunder: 102-43 HoldingCopel´s subsidiaries are committed to the Holding to contribute to the maximization of the Company´s value in a sustainable way. This com-mitment is signed in a Management Contract be-tween the parties. This stakeholder´s need and ex-pectation are identifi ed in the Strategic Planning, in the meetings of the Executive Offi ce (Redir) and the meetings of the Board of Directors (CAD).EmployeesThe Company adopts different communica-tion channels with its employees12, with the pur-pose to identify their needs and expectations, highlighting professional development, remune-ration according to the market, transparency and equity in the actions developed by the Company. CustomersThe actions aimed at the customers intend to meet their main expectations: to have power and internet (Copel Telecom), free of errors bills and quality service. Periodically, satisfaction surveys are carried out with customers of Co-pel Distribuição and Copel Telecomunicações, presented in this chapter. SuppliersThe alignment Copel´s operation with the needs and the expectations of its suppliers is essential for the regularity and the quality of the provided services. Working on the contract management in an isonomic way, Copel keeps regular contact with its suppliers, providing di-fferent relationship channels, such as e-mail, telephone and correspondence service, in ad-dition to specifi c space for the suppliers in the corporate siteRegulatory Bodies In the energy sector, Copel is legally obliged before the regulatory bodies to develop its ac-tions in accordance with the standards, the re-gulations and the applicable legislation. In the telecommunication sector, the Company shall also carry its activities out in accordance with the respective regulatory frame. Regularly, the Company holds specifi c meetings with the re-gulating bodies, as well as public hearings and inquiries, exchanging documents, e-mails and inspection and guidance visits.ComunidadesPower, Copel´s main product, represents quality of life, health and development for the society. In order to identify needs and expec-tations, Copel pays visits and makes surveys in the communities around its new enterpri-ses, keeping specifi c actions for communica-tion with this population. SOCIAL AND RELATIONSHIP CAPITAL12 Communications channels with the employees: Employee Opinion Survey (POE), Great Place To Work Survey (GPTW), Confi dential Channels (CADAM, COE, Ombudsman, Confi dential Communication Channel), Chat with the President, Anima Program) COPEL IN
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ABOUT
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CONTEXT OF
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ABOUT COPEL AND
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CORPORATE
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SUSTAINABILITY
CAPITALS
GRI CONTENT
INDEX
APPENDIX
60
SOCIAL AND RELATIONSHIP CAPITAL
CUSTOMERS AND CONSUMERS
Customers´ Satisfaction Management
Customers´ profi le G4-DMA EU3
In 2017, Copel Telecomunicações carried
out a process of identifi cation of stakeholders
as a stage for elaboration of its Management
Excellence Model (MEG)13, which provides
commitment to the stakeholders. As a re-
sult from this work, the following populations
were listed14: majority shareholder/holding,
employees, contractors, customers, suppliers
and trade unions. .
For 2018, Copel GeT provides performan-
ce of a project for review and improvement to
what refers to identifi cation and prioritization
of business stakeholders. Copel Comercia-
lização does not perform a specifi c process
for identifi cation of its stakeholders, following
the positioning of the holding.
In this chapter, the results achieved in
2017 will be presented, as well as the way
the Company manages the relationship with
the different populations.
13 Methodology for assessment, self-assessment and recognition of
the good management practices elaborated by the National Quality
Foundation (FNQ).
14 The listed stakeholders were classifi ed according to their expressi-
ve relevance for Copel Telecomunicações.
Copel Distribuição customer profi le15
2015
2016
2017
Residential
Industrial
Commercial
Rural
3,527,126
3,597,105
3,682,009
88,276
82,021
76,328
376,959
382,121
389,844
368,297
360,066
354,829
Other (public authority, public lighting, public service, own)
57,404
57,454
57,483
Total number of customers
4,418,062
4,478,767
4,560,493
15 Captive and free consumers served by Copel Distribuição.
Copel Comercialização customer profi le 16
2015
2016
2017
Bilateral sales (sellers)
Industrial
Commercial
Residential and Rural
Total number of customers
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
50
110
29
NA
189
16 Criterion used is CNPJ number not repeated in the year. There are many customers with more than one establishment and in different periods. For 2016, no survey was done because
the establishments were on the free market at the beginning, and the values were too low. Copel Comercialização started activities in the beginning of 2016 and the fi rst billing was
done as of July 2016.
In 2017, Copel celebrated the recognitions
of its service excellence by the customers
once more.
Copel Distribuição was the best evaluated
utility according to the customers´ opinion, ba-
sed on the Aneel Consumer Satisfaction Index,
with score 80.69 among the utility companies
with more than 400 thousand customers. In
the award of the Brazilian Association of Electric
Power Distributors (Abradee), the utility com-
pany took fi rst place in the customer assess-
ment category for the sixth out of seven years.
Internationally, it was recognized for the fi f-
th time in seven years as the best distributor in
Latin America and the Caribbean, a title gran-
ted by Comisión de Integración Energética Re-
gional (CIER), competing with 57 companies
from 13 countries.
To identify opportunities for improvement
in service provision, Copel Distribuição makes
its own survey with the rural customers at
every four years and with the customers from
the public authorities in the fi rst and the last
year of the mayors´ mandates. 102-44, 103-3
COPEL IN
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GRI CONTENT
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61
SOCIAL AND RELATIONSHIP CAPITAL
Survey category
Residential customer (ISQP) - Abradee
Customer from group B (non-residential -
ISQP – Abradee
Industrial customer (ISQP) - Abradee
Residential customer IASC - Aneel
Rural customer**
2015
88.6
86.5
78.6
60.3
77.9
2016
88.8
84.8
85.9
73.1
-
2017
90.3
- *
82.4
80.7
-
* Copel did not participate in the 2017 survey with non-residential customers from group B.
** Survey not carried out in 2016 and 2017.
Complaint Management at Copel Distribuição
2015
2016
2017
Registered and processed grievances and complaints
17.592
20.668
24.460
Registered and solved grievances and complaints
17.835
20.668
24.460
Equivalent Complaint Frequency (FER)
7.21
6.77
9.01
Equivalent Complaint Duration (DER)
126.89
116.94
108.59
COPEL TELECOMUNICAÇÕES
Annually, Copel Telecomunicações makes con-
sumer satisfaction surveys following the same data
collection methodology as that used by the National
Telecommunication Agency (Anatel) since 2015. The
adoption of this methodology enables comparison
of the results from the Company´s quality indicators
to the data from other companies in the sector.
In 2017, the General Satisfaction Index (ISG) ba-
sed on the customers´ experience with the Copel
Telecom fi xed line Internet was 93%. The results of
the Multimedia Communication Service (SCM) indi-
cators can be checked in the company´s business
model on page 23. 102-44
Complaint Management 103-2, 103-3
COPEL DISTRIBUIÇÃO
The assessment of the products and
the services offered by Copel Distribuição
is done by means of two indicators: Equi-
valent Complaint Frequency (FER), which
quantifi es valid complaints in relation to the
number of consumers, and the Equivalent
Complaint Duration (DER), which shows
the average time the utility takes to res-
pond to complaints.
In 2017, the Company was re-certifi ed
on ISO 9001 for customer service. The
customer service area at Copel Distribui-
ção is composed of seven channels Level
1, those used by the consumer for fi rst
contact with the Company, and Ombuds-
man Offi ce, which provides service Level
2. In addition to these own channels, Co-
pel provides other channels, such as Com-
plain Here.
Also focused on excellence in service
provision, the Company performs annual
survey of Satisfaction of Complaining Cus-
tomers, which measures ease of contact,
clarity of the provided information, friendly
service, observance of the time to res-
pond, and meeting of expectations.
COPEL DISTRIBUIÇÃO SERVICE CHANNELS
1st Level:
• Virtual Agency;
• Copel Mobile Application;
• Service in Person;
• Telephone Service - 0800 51 00 116;
• e-mails (copel@copel.com,
atendimento@copel.com e
comercial@copel.com);
• Talk to Us; and
• URAs17.
2nd Level:
• Ombudsman
17 Acronym for Audible Response Unit.
62CONTEXT OF THE SECTORCOPEL IN NUMBERSCORPORATE GOVERNANCESUSTAINABILITYMESSAGE FROM THE PRESIDENTABOUT THE REPORTABOUT COPEL ANDBUSINESS MODELSCAPITALSGRI CONTENT INDEXAPPENDIXCOPEL TELECOMUNICAÇÕES 103-2, 103-3 Relationship with the customers is promoted through the relationship channels, which are de-fi ned according to the characteristics of each segment, facility, agility and acceptance. SegmentChannelSTFC, SMP and SCM operators Site, self-service portal, exclusive e-mail, telephone, Contact Center, account manager and Ombudsman.SCM providers Site, self-service porta, exclusive e-mail, telephone, Contact Center, account manager and Ombudsman.CorporateSite, self-service porta, exclusive e-mail, telephone, Contact Center, account manager and Ombudsman.CopelExclusive e-mail, telephone, Contact Center, account manager and Ombudsman.Public Sector Exclusive e-mail, telephone, Contact Center, account manager and Ombudsman.PMEsSite, self-service portal, exclusive e-mail, telephone, Contact Center and Ombudsman.ResidencesSite, self-service portal, exclusive e-mail, telephone, Contact Center and Ombudsman.Low income residencesSite, self-service portal, exclusive e-mail, telephone, Contact Center and Ombudsman.Strategic customersSite, self-service portal, exclusive e-mail, telephone, Contact Center, account manager and Ombudsman.SOCIAL AND RELATIONSHIP CAPITAL COPEL IN
NUMBERS
ABOUT
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ABOUT COPEL AND
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GRI CONTENT
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63
SOCIAL AND RELATIONSHIP CAPITAL
Copel Telecomunicações customers can
use the Ombudsman as one of the custo-
mer service channels. The Ombudsman
receives and follows up suggestions, com-
plaints and reports received directly by the
Company, the Ombudsman of the regula-
ting agency, Anatel, and the platform of the
National Consumer Department (Senacon)
of the Ministry of Justice, in addition to the
demands presented by Procon and the Ge-
neral Ombudsman of the State.
The target of the Ombudsman is to answer
the complaints within ten business days. In
2017, all processed complaints were solved.
As a result, big part of the manifestations,
which would be submitted to external entities,
such as Procon, Senacon or even Anatel, were
solved by the Company itself.
Telecommunication business performance
2015
2016
2017
Registered and processed grievances and complaints
1,178
4,474
7,461
Registered and solved grievances and complaints
1,171
4,434
7,461
Equivalent Complaint Frequency (FER)
Equivalent Complaint Duration (DER)
3.1
4.4
5.4
8.3
5.4
3.6
USE OF ENERGY
ACCESSIBLE ENERGY G4-EU23, G4-EU24
The energy rate has a direct impact upon the con-
sumers´ economy, regardless of their social status.
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 affor-
dable for all.
• Social Rate for Electric Power (TSEE)
TSEE offers discounts for consumption of elec-
tricity up to a limit of 220 kWh to families re-
gistered in the Federal Government’s Social Pro-
gram Registry, as long as the other criteria set
forth in ANEEL Resolution 414/2010 are met,
resulting in savings for the consumer. In 2017,
299,709 consumer units with regular TSEE were
served, or 8.2% total households served by Co-
pel Distribuição, representing the amount of
BRL 107.5 million.
• Fraternal Light Program
The Fraternal Light Program (Programa Luz Frater-
na) of the Government of the State of Paraná, pays
the bills for consumers registered in the Social
Rate for Electric Power, provided that consumption
does not exceed 120 kWh. In 2017, the total funds
of the State Government for the program were at
about BRL 37.3 million, benefi ting an average of
158 thousand families per month.
• Nighttime Irrigation Rate and Nighttime Rural
Rate
Result from the partnership involving Copel, the Sta-
te Department of Agriculture and Supply, Instituto
Paranaense de Assistência Técnica e Extensão Rural
- Emater and the State Department of Environment
and Water Resources, the initiative aims to encoura-
ge agricultural productivity upon discount of 60% to
70% in the rate for electricity used for production in
the period between 9:30 PM and 6:00 AM, as well
as subsidies for construction/reinforcement of ne-
tworks to serve the irrigators. Until December 2017,
there were 4,400 consumer units registered in the
Social Rate for Electric Power and 12,000 registered
in the Nighttime Rural Rate Program.
64CONTEXT OF THE SECTORCOPEL IN NUMBERSCORPORATE GOVERNANCESUSTAINABILITYMESSAGE FROM THE PRESIDENTABOUT THE REPORTABOUT COPEL ANDBUSINESS MODELSCAPITALSGRI CONTENT INDEXAPPENDIX Number of consumer units with time between disconnection and payment agreement 20162017Less than 48 hours269,812495,230Between 48 hours and 1 week55,69192,291Between 1 week and 1 month73,259109,588Between 1 month and 1 year80,13694,452Above 1 year280 Number of consumer units with time between disconnection and payment agreement20162017Less than 24 hours273,314314,844Between 24 hours and 48 hours15,79665,301Between 48 hours and 72 hours15,70596,304More than 1 week41,853188,628RESIDENTIAL DISCONNECTIONS G4-EU27 Compared to the previous year, it was ve-rifi ed that in 2017, there was signifi cant increa-se in the volume of suspended power supply for lack of payment. This is pursuant to stra-EFFICIENT USE OF ENERGY G4-DMA EU7 Copel is committed to encourage its con-sumers to use power consciously. Annually, campaigns are carried out to promote diffe-rent ways of awareness about energetic effi -ciency. Furthermore, public calls are made for energetic effi ciency projects, open to indus-trial, residential consumers (including housing complexes), commerce and services, public authorities, rural and public services (inclu-ding public lighting). In 2017, 21 projects were started, which totalize investments of about BRL 15.2 million. At the end of the year, ano-ther selection was made, which will enable investment of BRL 20 million in 2018. The Company develops also the Energy Ef-fi ciency Program (PEE) responsible to promo-te effi ciency in the fi nal use of electricity. The main mechanism of the PEE is the Copel in the Community project, aimed at low-income consumers, benefi ted by TSEE, which is based giving lectures about on safe and effi cient con-sumption, energy diagnostics, and replacing equipment with other more economical.tegic business decision and need to reduce losses driven by default. The verifi ed results are shown in the chart below:Along 2017, Copel in the Community repla-ced fi ve thousand second-hand refrigerators with new ones with the Procel seal for ener-gy saving. Since 2010, in the project, 2,650 lectures and 254 thousand energy diagnosti-cs were given, 763 thousand lamps, 43 thou-sand refrigerators and 30 thousand showers were replaced. These actions seek to engage the community in the concession area to pre-serve natural resources, especially energy.SOCIAL AND RELATIONSHIP CAPITAL 65CONTEXT OF THE SECTORCOPEL IN NUMBERSCORPORATE GOVERNANCESUSTAINABILITYMESSAGE FROM THE PRESIDENTABOUT THE REPORTABOUT COPEL ANDBUSINESS MODELSCAPITALSGRI CONTENT INDEXAPPENDIXSUPPLIER MANAGEMENT 102-9 The rules for the supply chain manage-ment by the Holding and the wholly-owned subsidiaries are provided in documents Con-tract Management, Registry, Supplier Assess-ment, Material Acquisition, Contracting Servi-ces, Works and Engineering Services, as well as Company´s the Code of Conduct and the Supplier´s Manual.Copel ´s supply chain has the following priority elements:• Generation and Transmission: acquisition of safety materials and equipment mainte-nance services.• Distribution: Power Generation/Transmis-sion and commercialization companies, suppliers of material and equipment and engineering service providers.• Telecommunications: suppliers for provi-sion of activation and maintenance servi-ces, provision of call center services and supply of equipment for data transmission. • Holding: IT infrastructure equipment, sof-tware acquisition and provision of buil-ding services.• Commercialization: software develop-ment, software acquisition and provision of services for defi nition of forward market prices and risk. In 2017, Copel had 9,455 active suppliers, which totalize BRL 8,916,794,453.79 paid amou-nts. Currently, the Company does not control se-cond or third level suppliers18. Geographic distribution of the Copel suppliers: RegionNumber of suppliersPercentageNorth region250.26%Northeast Region1701.80%Center-West Region2252.38%Southeast Region99010.47%South Region8,04385.07%Other (outside of Brazil)20.02%Total9,455100.00%18 Suppliers, which are subcontracted by the direct suppliers.SOCIAL AND RELATIONSHIP CAPITAL COPEL IN
NUMBERS
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CONTEXT OF
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ABOUT COPEL AND
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SUSTAINABILITY
CAPITALS
GRI CONTENT
INDEX
APPENDIX
66
SOCIAL AND RELATIONSHIP CAPITAL
Currently, Copel does not perform spe-
cific assessment for risk management in
the supply chain. However, considering its
impact within the Company, some sectors
are considered critical for the operation,
such as outsourcing the customer activa-
tion and maintenance service and the call
center service provision for Copel Teleco-
municações, software development at Co-
pel Comercialização and IT equipment su-
pply for the Holding.
In the assessment of its critical suppliers,
Copel Distribuição considers legal, fi nancial,
environmental, labor health and safety, safe-
ty of the population, the Company´s image,
the perception of customers and the society
and the process continuity aspects.
In the bidding processes done by Copel
Geração e Transmissão, the contract reques-
ting area defi nes the criticality of the object
to be contracted, which serves to adjust the
judgement criteria related to economic-fi -
nancial qualifi cation of the companies. The
intention of this measure is to avoid inter-
ruption of the service provision and discon-
tinuity of the material delivery, impeding
possible fi nancial impacts on the Company
and risks associated with the safety of em-
ployees, communities and the environment.
Copel makes efforts to strengthen the
relationship with its suppliers, in order to
contribute to the development of business
in the whole chain.
In addition to following the legislation in
force, the Company has internal guidelines
and norms, which govern its relationship
with business partners.
QUALIFICATION, SELECTION,
CONTRACTING 308-1, 414-1
Copel´s suppliers shall comply with all as-
pects of the legislation in force in the country.
The compliance requirement is expressed in
the calls for bid, in contract clauses, supplier
registration manuals and technical standards
and manuals, permanently available online.
Currently, Copel does not select or assess new
suppliers based on environmental criteria.
In all labor cession agreements, the con-
tractors undergo integration process, in whi-
ch Copel highlights its contract requirements
regarding social-environmental, human and
labor rights, accessibility and inclusion and
fi ghting against child work issues. Non-com-
pliance leads to suspension of the contract
and prohibition to participate in new bids of
the Company for two years. Follow-up of the
compliance with the contract clauses is done
by contract managers and inspectors.
In 2009, Copel started including a stan-
dard social-environmental responsibility clau-
se in its contracts, which in 2016 was com-
plemented with specifi c clauses for human
rights. Contracts are accompanied by State-
ment of Good Standing and Social Responsi-
bility. For 2018, a new model, which includes
human rights aspects and will be used in new
contracts and the contracts in force, will be
introduced. 412-3
Depending on the object to be contrac-
ted, some specifi c clauses related to envi-
ronmental requirements are inserted in the
draft contracts, which accompany the call for
bid upon publication.
In May 2017, Copel instituted an exclusi-
ve bid for Micro-companies and Small Com-
panies and reserve of aliquots (up to 25%)
in tenders, whose object is acquisition of di-
visible goods, as defi ned in Complementary
Law No. 147/2014. Furthermore, it launched
the invitation for Public Call (SGT160415) for
selection of projects aimed at increase of the
family agriculture production activities and
sustainable management in the municipalities
of Cláudia, Colíder, Itaúba and Nova Canaã do
Norte in Mato Grosso. The process is in pro-
gress, and completion is scheduled to 2018.
Number of companies contracted by me-
ans of exclusive bid:
Holding and subsidiaries
Number of exclusive contracts
GeT
DIS
CTE
HOL*
Total exclusive contracts
Total Copel´s contracts in 2017
Percentage of exclusive contracts
* Responsible for hiring for Copel Comercialization.
25
88
8
5
126
2,041
6.1%
67CONTEXT OF THE SECTORCOPEL IN NUMBERSCORPORATE GOVERNANCESUSTAINABILITYMESSAGE FROM THE PRESIDENTABOUT THE REPORTABOUT COPEL ANDBUSINESS MODELSCAPITALSGRI CONTENT INDEXAPPENDIXLocal CommunitiesIMPACT MANAGEMENT 413-2 Power generation, transmission and dis-tribution activities produce positive and nega-tive social-economic impacts on the regions, where they are installed. Copel is aware of the impacts from its enterprises and develops actions for prevention and mitigation in accor-dance with the legislation in force and the gui-delines set forth in its Sustainability Policy and its Code of Conduct, which contemplate the commitments undertaken within the UN Glo-bal Compact. 103-1 Copel manages the impact through dia-log with the communities and the public bodies, trying to identify the best ways to prevent and mitigate the negative impacts and expand the benefi ts from the positive impacts. This dialog starts in the stage of Environmental Impact Studies (EIA) and the Simplifi ed Environmental Reports (RAS), considering the nature and the size of the establishments to be installed.The impact evaluation process is started by the Business Development Executive Of-fi ce (DDN) already in the phase of analysis of the business opportunities. In case Co-pel invests in the new business, the second evaluation stage is carried out including stu-dies for the enterprise environmental licen-sing, which will defi ne the project characte-ristics and will enable measuring the impacts for development of Social-environmental programs related to prevention, mitigation and compensation, and related to implemen-tation of voluntary social initiatives. Population displacement cases are evaluated through a social and economic registration, and when any social vulnera-bility situation is identifi ed, Copel provides for the family relocation process and social compensation for the damages caused by installing its enterprises. Social compen-sation consists in providing for the affec-ted family to be relocated to a better area or area similar to the existing area and to recover is economic conditions existing before the enterprise. Furthermore, de--appropriated properties are indemnifi ed. G4 DMA EU20, G4 DMA EU22, 103-2 COLÍDER HPPIn 2017, the Local Production Arrange-ment Program was completed; it was rela-ted to the process of environmental licen-sing for implementation of hydroelectric power plant. By means of this initiative, one hundred family agriculture properties from the municipalities of Colíder, Itaúba, Nova Canaã do Norte and Cláudia received mon-thly technical visits by agronomist engine-ers, who guided the inhabitants on sustai-nable agriculture, priority to organic, trying to assure qualifi ed production of food and better life conditions for the families. In ad-dition to this total technical assistance ser-vice, qualifi cation workshops were held on management processes, processing and sale of family agriculture products to impro-ve the conditions of the agricultural worke-rs for insertion in the local production chain. The performance of the program provided improvement in the productivity of the agri-cultural workers, who were contemplated in the program, and reduction of the costs of external consumables, which directly led SOCIAL AND RELATIONSHIP CAPITAL 68CONTEXT OF THE SECTORCOPEL IN NUMBERSCORPORATE GOVERNANCESUSTAINABILITYMESSAGE FROM THE PRESIDENTABOUT THE REPORTABOUT COPEL ANDBUSINESS MODELSCAPITALSGRI CONTENT INDEXAPPENDIXto increase of the family income. Another benefi cial issue for the Company was the positive assessment by the public adminis-trators of the four municipalities involved, which strengthens the relationship betwe-en the two spheres and expands the reliabi-lity of the Company in the region.TRANSMISSION LINES ARARAQUARA – TAUBATÉCopel mitigates the impacts caused by the installation of transmission lines. In ge-neral, properties and inhabitants record land and production losses established by the easement, as well as change in the local na-tural landscape aspects. The Company implements the indemni-ty program with the purpose to mitigate the owners´ loss and adopts series of programs, which meet the conditions for environmen-tal licensing. Among the programs carried out by the Company in these cases are So-cial Communication, Social Integration or Relationship with the Community and Envi-ronmental Education for Communities.In the installation of transmission line TL 500 kV Araraquara – Taubaté, 356 km long, which passes through 28 municipalities in the State of São Paulo, the Company is car-rying out the Social Compensation Program due to the loss of economic activities in some communities. In 2017, the last family living in Araras was relocated. DISTRIBUTION NETWORK Along 2017, 619 people were compensa-ted for the institution of easement for the works on the High Voltage Distribution Line (HVDL), which do not lead to de-appropria-tion of areas, but set use restrictions, leading to payment of indemnities. G4 DMA EU22 In the implementation of new enterprises, Copel carries out actions for environmental awareness with the workers responsible for the installation of the works, as well as the Pro-gram Relationship with the Community, which aims to provide favorable conditions for syste-matic conversation between the entrepreneur and the different segments of the involved communities, public authorities and represen-tations of the organized civil society, which work in the area under direct and indirect in-fl uence of the enterprises to be installed. Another action implemented by the Com-pany in the installation of these enterprises is “Programa de Educação Patrimonial”; its methodology seeks to awaken the communi-ty´s interest in knowing and comprehending its identity, history and culture. In place since 2014, through a contracted company (Funda-ção Aroeira), the target population of the Pro-gram is the local community directly affected by the installation of the enterprises, teachers at schools in the region, and construction workers at operational and management le-vel. The program addresses issues, such as education on citizenship, valuing cultural iden-tity, preserving heritage, educating multiplier agents, and disseminating scientifi c research. SOCIAL AND RELATIONSHIP CAPITAL COPEL IN
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ABOUT
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69
SOCIAL AND RELATIONSHIP CAPITAL
TELECOMMUNICATIONS
Copel Telecom keeps the base of custo-
mers from Connected Paraná, a program for
access to broadband internet with subsidies
cost in cities with up to 10 thousand inhabi-
tants and low HDI.
The project Internet without Bullying aims to
make the society aware of the cyberbullying pro-
blem. Bullying is the main cause of depression
and suicide among young people. The project
provides awareness lectures seeking to commit
students from state schools in the last years of
elementary school, their parents and teachers. In
2017, two schools were contemplated, serving
about 400 students. In 2018, the Project will be
expanded and will be continued in Curitiba and
in the State countryside.
The initiative is aligned with Copel´s mission,
the business guidelines of Copel Telecom (Copel
Telecom DNA) and complies the UN Sustainable
Development Goals (SDG 4, 16 and 17).
Other social initiatives of Copel Telecom are
presented in the table on page 73.
INVESTMENT IN THE DEVELOPMENT OF
THE COMMUNITIES 413-1
In 2017, 80% of Copel´s establishment made
investments in engagement, impact assessment
and local development actions, which generated
benefi ts for the communities, where it works.
In the period, Copel Telecomunicações in-
vested in expansion of the telecommunication
network infrastructure with the purpose to in-
crease the data transmission capacity, the ne-
twork capillarity and the quality of the services.
The investments in telecommunication infras-
tructure help in the development of the munici-
palities in Paraná, assuring quality and reliability
of communication, data transfer and access to
information, providing social-economic progress
of the municipalities and the communities.
To continue the Distribution Development
Plan (PDD), in 2017, Copel Distribuição inves-
ted approximately BRL 55 million with the pur-
pose to meet the demand of electric power
consumers and contribute to the improvement
of the quality and the reliability of the system.
Furthermore, PDD funds were applied in pro-
grams of social interest and community pro-
jects for isolated and re-settled regions.
Copel Geração e Transmissão, on its turn,
invested in infrastructure for the public autho-
rity and communities around its enterprises.
The main social initiatives of Copel in the
year are presented below.
COPEL IN
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SOCIAL AND RELATIONSHIP CAPITAL
SOCIAL INITIATIVES 413-1
Subsidiary
Program/
Operation Name
Program / Operation description and goal
Impacted groups
of Stakeholders
Number of Impacted people *
DIS
Environmental
Awareness Program
To provide the workers from all hierarchy levels or technical specialization
related to the works on the implementation of distribution lines, power
substations and switching stations with adequate information about the
enterprises and aspects from the regional environmental processes, thus,
protecting against possibility of environmental and personal occurrences.
Contractors´ employees 147 employees.
DIS
Solidary Bill Project
Charge of Amounts from
Third Parties (CVT)
The Project was launched in 2015 with the purpose to increase the number of consumers,
who receive their bills on digital means and benefi t the Associations of Parents and Friends
of Exceptional People from the State of Paraná - APAEs. At every option on digital bill, Copel
donated BRL 1,00 to APAEs. Since the launch of the project to its closure on 12/31/2017,
1,153,631 options on digital bill were recorded, which meant transfer of BRL 1,153,631.00
(One million, one hundred and fi fty-three thousand, six hundred and thirty-one reals) to
APAES associated with the APAE Federation of the State of Paraná - Feapaes.
It consists in provision of Charging Amounts from Third Parties (CVT) in the energy bills upon
Contract or Agreement. The amounts to be donated shall be authorized in writing, or through
voice recording, by the bill holders or their spouses. In 2017, BRL 26,048,336.08 (Twenty-
six million, forty-eight thousand three hundred and thirty-six reals and eight cents) were
collected and transferred to Institutions.
Non-governmen-
tal organizations
No
Non-governmen-
tal organizations
110 philanthropic organizations
Program for Relationship
with the Community
The general purpose of the Program is to provide favorable conditions for
systematic conversation with the involved communities, public authority
and representations of the organized civil society, which work in the area
under direct and indirect infl uence of the enterprises to be installed.
Local Community
120 professionals.
Good Neighborhood
Program
It promotes improvement of the quality of life around the administrative headquarters of the
Company in Ponta Grossa and Cascavel. The actions are carried out within 2 km from the
buildings and were defi ned from studies, which identifi ed needs, expectations and priorities.
Local community
No
* Segmentation of benefi ciaires by gender is not done.
DIS
DIS
DIS
Is there environmental/
social impact evaluation?
The Environmental Awareness
Programs are carried out for all
Copel Distribuição enterprises
and integrate the social-eco-
nomic environment of the en-
vironmental studies necessary
to obtain Prior License (LP)
and Installation License (LI)
SDG
Is there related target?
SDG 3
Yes, to serve all Copel
DIS enterprises.
No
No
SDG
5,8,10,11
and 16
SDG
1,10,11
and 16
No
No
The Programs for Relationship
with the Community are carried
out for all Copel Distribuição
enterprises and integrate the
social-economic environment of
the environmental studies which
are obligatory in the stages of
prior and installation licensing.
Yes, for defi nition of the
program priorities
SDG 3
Yes, to serve all Co-
pel DIS enterprises.
SDG 11
No
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SOCIAL AND RELATIONSHIP CAPITAL
Subsidiary
Program/
Operation Name
Program / Operation description and goal
Impacted groups
of Stakeholders
Number of Impacted people *
Is there environmental/
social impact evaluation?
SDG
Is there related target?
DIS
Illuminating Generations
DIS
Eletricomunidade
The program aims to take to the communities in the municipalities from Copel´s concession area
informative and preventive guidelines on sustainability, conscious and safe use of electric power,
use of natural resources (energy and water) and correct destination of residues.
The program is sub-divided into projects and actions according to the different segments, popula-
tions, cultural differences, needs and expectations (stakeholders), as follows:
• Lecture in the schools • Lecture in NGOs
• Fairs and external events • Energetic Effi ciency Van
• Lecture in companies • Electrifying Stories Theater
A set of actions, programs and projects, which aim at sustainable development of the
communities, where Copel is present:
• Copel in the Neighborhood Program
• More than Energy Project
• UPS Citizenship
• PNighttime Irrigation Rate and Nighttime Rural Rate Program
• Fraternal Light Program
• Electric Power Social Rate
• Live Well Paraná Program
• Calamity Benefi t
Community
Customers
Employees
Suppliers
Community
Customers
Employees
DIS
EletriCidadania
It aims to encourage voluntary and spontaneous performance of community actions,
which, much more than just assistance, lead to sustainable development of the society
in all aspects, whether cultural, educational or professional. In 2017, 3,045 volunteer
hours were performed.
Community
Customers
Employees
The Illuminating Generations Program
attended about 63,500 students from
the whole State of Paraná. Working
also at institutions, companies, fairs
and events in the communities, there
were about 45 thousand participants
• More than Energy Project: Deaf
and deaf-blind Community
• UPS Citizenship: 556 attendances
• Paraná Citizen: 2,000 people
• Citizenship Mass Event 1260
• Nighttime Irrigation Rate
and Nighttime Rural Rate
Program: 16400 CUs
• Fraternal Light Program: 158.000 CUs
• Electric Power Social Rate:
approx. 300,000 CUs
• Live Well Paraná Program: 1671 CUs
• Calamity Benefi t: 147 CUs
193 employees from Copel DIS
registered volunteer hours
No
No
No
SDG 4,
SDG 7,
SDG 11
SDG 1, 2,
3, 4, 7, 8,
10, 11, 12,
No
No
SDG 2,
3, 4, 7, 8,
10, 11
Yes. Percentage of volunteers
in relation to the number of
employees. In 2017, we
achieved 3.96%, excee-
ding the target of 3.50%.
GeT
EIA and RAS
* Segmentation of benefi ciaires by gender is not done.
In 2017, the GeT carried out activities related to the Social-Economic Impact Assessment and
Diagnostic Studies (EIA and RAS) for the following new installations of transmission lines:
• LTS 230kV Curitiba Center - Uberaba; • SS Medianeira,
• TL 500kV Blumenau - Curitiba North; • TL Baixo Iguaçu - Realeza Sul;
• SS Curitiba Center, • TL Baixo Iguaçu - Realeza Sul;
• SS Andirá, • TL Andirá Secc 1 e 2 Assis - Salto Grande.
Local community
No
Yes, in accordance with the
National Environment Policy and
the environmental licensing
Not
Applicable
No
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SOCIAL AND RELATIONSHIP CAPITAL
Subsidiary
Program/
Operation Name
Program / Operation description and goal
Impacted groups
of Stakeholders
Number of Impacted people *
Is there environmental/
social impact evaluation?
SDG
Is there related target?
Holding and
Subsidiaries
Cultivating Energy
The program encourages implementation and cultivation of community gardens in
empty spaces under the Company´s electric power distribution and transmission
lines. Developed in partnership with the city halls and local communities, the
Program promotes social inclusion, food safety and generation of income for
socially vulnerable communities. The gardens also increase the population´s
safety, inhibiting occupation of the high-risk areas under the power lines.
Local community
140 families (560 people)
Yes, annually, standardized
assessment is done through NAC.
GET
GET
GET
Audiências Públicas
Environmental
Awareness Program
Program for Relationship
with the Community
GET
Free Line Program
Processos de consulta de comunidades locais amplos que incluem Grupos vulneráveis:
LT 500kV Blumenau - Curitiba Centro - Foram realizadas duas audiências públicas para a
apresentação do empreendimento para as populações locais.
Local community
No
Environmental awareness of the workforce
Contractors´ employees
147 employees.
Education and environmental awareness of the community
Local community
120 people
Social treatment of the occupations (housing and economic activity purposes)
in safety ranges of transmission lines. In addition to the social approach to
the inhabitants, the program provides articulation with the public authority,
mainly, the public policies for social assistance, health and housing.
Local community
108 people
SDG 1, 2,
3, 10, 11,
12, 17
Not
Applicable
SDG 3,5,7,
11,13, 15
SDG 3,5,7,
11,13, 15
No
No
Yes, serve all Copel GeT
enterprises under construction
Yes, serve all Copel GeT
enterprises under construction
No
No
No
Yes, the social approaches and
the effectiveness of the social
work through the displacement
of the families, who occu-
py the area, are assessed.
SDG 10,
11 17
Serve all occupations in the safety
ranges of the transmission lines
involving vulnerable segments.
GET
GET
GET
GET
Eletricidadania
It aims to encourage voluntary and spontaneous execution of community actions, which,
much more than just assistance, lead to sustainable development of the society in all
aspects, whether cultural, educational or professional.
Community
Customers
Employees
63 employees from Copel GET
registered volunteer hours
No
Free Border Program
Social treatment of the occupations at the reservoir borders. In addition to the approach
to the inhabitants, the program provides articulation with the public authority.
Local community
16 families (64 people)
Yes, the cases are
monitored periodically.
Action for prevention of
social emergency in dams
Map the population, who lives in the risk area for disaster with the
dams and promote registration and awareness for safety issues,
escape route and effective communication channels.
Local Production
Arrangement Program
Rural Extension Technical Assistance in 100 family production units and Workshops
for qualifi cation in processes for production management, processing and sale for the
municipalities around WPP Colíder (Colíder, Claúdia, Itaúba and Nova Canaã do Norte).
Local community
34 families (134 people)
No
Local community
100 families (400 people)
Legal requirement, condition
for environmental licensing
SDG 1, 2, 3
10, 12, 17
SDG 2,
3, 4, 7, 8,
10, 11
SDG 10,
11, 17
SDG 11
and 17
Yes. Percentage of volunteers
in relation to the number of
No
No
No
* Segmentation of benefi ciaires by gender is not done.
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SOCIAL AND RELATIONSHIP CAPITAL
Subsidiary
Program/
Operation Name
Program / Operation description and goal
Impacted groups
of Stakeholders
Number of Impacted people *
Is there environmental/
social impact evaluation?
SDG
Is there related target?
CTE
Internet without Bullying
The Project Internet without Bullying aims at the society awareness about the cyberbullying
problem. Bullying the main cause of depression and suicide amount young people. The
Project aims to take awareness lectures seeking to commit the students from the state
schools in the last years of elementary school. The project is a partnership between Copel
Telecom and Abrace Programas Preventivos. It involves employees and volunteers from all
Copel subsidiaries, as well as the main suppliers and business partners of CTE.
Employees, suppliers,
customers, society,
government
24 volunteers from the 3 SIs ,
430 students (51.2% women and
48.8% men) and their respective
parents, 22 teachers, 8 business
partners and suppliers.
Yes, survey with participants
– including by gender
SDG 4, 5,
10, 11, 16
and 17
Yes. 8 schools in 2018.
Technical support in social
actions of the Government
of the State of Paraná
Copel Telecom provides internet access in events sponsored by the State
Government focused on social inclusion and development. The services provided
in these events use the connectivity made available by CTE. Thus, the initiatives
Justice in the Neighborhood, UPS Citizenship, Paraná Citizen, Protected Child and
Adolescent, Citizenship Mass Event are served, which are held in low-income
cities or neighborhoods, whose population has poor access to social services,
such as issuance of identity documents, legal assistance, among others.
Community
Customers
No
EletriCidadania
It aims to encourage voluntary and spontaneous execution of community actions, which,
much more than just assistance, lead to sustainable development of the society in all
aspects, whether cultural, educational or professional.
Community
Customers
Employees
38 employees from Copel Telecom
registered volunteer hours:
5.86% of the CTE structure
No
No
LAISA
In 2017, CTE applied the tool LAISA – Social-environmental Aspect and Impact Survey – in
the macro-processes of the value chain.
Not Applicable
Not Applicable
Connected Paraná
Digital Paraná
CTE Ombudsman
Copel Telecom maintains the customer base of Connected Paraná, access
to broadband internet in cities with up to 10 thousand inhabitants and low
HDI per subsidized cost (BRL 29.90 - 1 MB). According to the World Bank,
availability of internet access to the population provides increase in GDP.
Digital Paraná: meeting a Celepar demand, Copel Telecom provides data
link to the whole state education network (more than 2200 schools).
CTE Ombudsman is a formally established channel, which can be accessed by the
community to submit grievances and complaints related to the Copel Telecom operation.
Low-income customers
In 2017, there were 4,183
customers in 24 municipalities
Community –
state schools
Community and
Customers
Universe of students registered in
the state public education network
No
No
No
No
CTE
CTE
CTE
CTE
CTE
CTE
SDG 8,10,
16 and 17
No
SDG 4, 5,
8, 10, 11,
16, 17
Not
Applicable
SDG 1, 4,
8, 10, 11,
16 and 17
SDG 4, 10
Not
Applicable
Yes. Percentage of volunteers
in relation to the number of
employees. In 2017 we
achieved 5.86%. Target
2018 - 10% increase
Carry out annual review
Maintenance of the
benefi ciary base
Maintenance of the
links in the schools
No
74CONTEXT OF THE SECTORCOPEL IN NUMBERSCORPORATE GOVERNANCESUSTAINABILITYMESSAGE FROM THE PRESIDENTABOUT THE REPORTABOUT COPEL ANDBUSINESS MODELSCAPITALSGRI CONTENT INDEXAPPENDIXHuman rights issues are inherent in developed by Copel in all its subsidiaries. Since the prospecting of New Business, human rights issues are considered in the feasibility assessments. This process extends in the stage of carrying out the environmental impact studies and / or Re-ports Simplifi ed Environmental Services. During the process of implementation of the projects, Copel seeks to comply with all applicable legal requirements, as well as in meeting the constraints of each pro-ject. Failure to comply with human rights laws can impact the project’s standstill, the loss of the company’s image, and the receipt of sanctions monetary and fi nes.Since its foundation, Copel under-took commitment to defense of the human rights. These are six decades in compliance with the principles of the Universal Statement of Human Rights, which are annually reaffi rmed and de-tailed through other platforms coordi-nated by UN, such as the Global Com-pact, which Copel has signed since its creation, and the Sustainable De-velopment Goals. These are commit-ment, which guide policies, norms and strategies of the Company and aim to protect the rights of all populations in-fl uenced by its activities. Copel does not have centralized management of the issues related to Human rights. Management of the impacts generated by Copel´s opera-tion is carried out by the Environment and the Social Responsibility areas of each subsidiary. Aspects associated with Human rights, such as diversity and accessibility are handled by the Environment Coordination of the Hol-ding. Regarding the activities carried out by suppliers, Copel requires ful-fi llment of the legal obligations in the process of approval of the contractor and during the performance of the contracts by means of requirement of obligatory certifi cates. INDIGENOUS COMMUNITIES The Company develops projects to assure the access of indigenous villa-ges to power. Communities located in environmental preservation units or areas, where it is not possible to take the power distribution grid, receive, for example, photovoltaic panels and trai-ning on effi cient use of power. 411-1 In 2017, 911 indigenous consumer units were enrolled in the Social Rate of Electric Energy (Low Income) and there were no cases of violation of the rights of indigenous tribes. HUMAN RIGHTS 103-1, 103-2 Further information about Copel´s operation in Human rights is available on the Sustainability page of the Company.SOCIAL AND RELATIONSHIP CAPITAL NATURAL CAPITAL 75CONTEXT OF THE SECTORCOPEL IN NUMBERSCORPORATE GOVERNANCESUSTAINABILITYMESSAGE FROM THE PRESIDENTABOUT THE REPORTABOUT COPEL ANDBUSINESS MODELSCAPITALSGRI CONTENT INDEXAPPENDIX COPEL IN
NUMBERS
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76
NATURAL CAPITAL
CLIMATE CHANGES 103-1, 103-2
Climate changes may generate impacts
on the power generation, transmission and
distribution activities in the sector. For power
generation, the predominance of a dependent
matrix of water power plants with growth in
the participation of renewable sources (wind
and solar), considered intermittent, the ef-
fects from the climate change may impact
the generation capacity directly. In relation to
transmission and distribution, extreme clima-
te events impact directly the operation and
the maintenance of the systems, and conse-
quently, the power supply.
Copel´s commitment to sustainable develo-
pment of its business is refl ected in its structu-
re for administration of climate change impacts.
Incentive to renewable sources of generation of
clean energy and contribution to the diversifi ca-
tion of the energetic matrix in the country is pre-
sent in the expansion projects in the Company.
Its Climate Change Policy, implemented in
2016, provides guidelines to support the Mana-
gement Committee´s functions and actions, for
example, in addition to those already mentio-
ned above, it promotes incentive to innovation
for reduction of Greenhouse Gases (GHG) and
adoption of low-carbon technology.
Copel instituted a Management Committee
responsible for the Corporate Climate Chan-
ge Management Program, which assures that
all employees and the Administration work in
compliance with the assumed commitments.
Incentive to renewable
sources of generation
of clean energy and
contribution to the
diversifi cation of the
energetic matrix in the
country is present in the
expansion projects in
the Company.
This Committee is composed of all executive
offi ces and subsidiaries and there are three
sub-committees: Emission Management and
Mitigation, Adaptation and Carbon Valuation.
Among its activities, the following stand out:
follow up the fulfi llment of the commitments
approved by the Administration, encourage ac-
tions that promote reduction of GHG, assess
risks and opportunities and actions for adapta-
tion of the business to the climate change. The
Committee shall equally participate and contri-
bute with debates and external events, which
seek new ways and solutions for the society to
handle the new climate scenario.
Physical Nature
Further information about the
Climate Change Program and
the commitments and the targets
undertaken by Copel is available on
the program page
Regulatory
Upon implementation of the Policy, the cli-
mate changes were included in the risk analy-
sis, the fi nancial evaluation and the opportuni-
ties for the Company´s business, in addition
to encouraging low-carbon technologies. The
risks associated with the climate changes,
the respective factors and fi nancial impacts
are presented below 201-2
RISKS AND OPPORTUNITIES ASSOCIATED WITH CLIMATE CHANGES
Risks:
Factors
Description
Financial impacts (qualitative and
quantitative)
Extreme weather
Increase of the
maximum temperatures
in the North of Paraná
Estimated fi ne pursuant to
non-supply of energy is about
U$ 2,000/MWh non-distributed.
Tropical thunderstorm
Increase of thunders
in the North and
West of Paraná
No financial impacts were
estimated related to replacement
of towers in operation or use
of more resistant towers
in new projects.
Charge for emission
Charge of emission rate
may impact part of the
sector, which invests in
thermal power plants
Amount under 1% of the net
operational revenues is estimated,
considering that the current thermal
generation is not signifi cant.
Carbon Market
Mechanisms
Cap and Trade
The power sector can
be one of the selected
to introduce this kind
of mechanism.
Copel participates in carbon
simulation initiative, which estimates
BRL 30.00 per ton of equivalent
CO2 emitted. Considering this
assumption, Copel would pay
3.6 million for compensation
of the GHG emission
Other nature
Reputation
Interruption of
the power supply
generates consumers
non-satisfaction
The fi nancial impacts of this
risk were not estimated.
77CONTEXT OF THE SECTORCOPEL IN NUMBERSCORPORATE GOVERNANCESUSTAINABILITYMESSAGE FROM THE PRESIDENTABOUT THE REPORTABOUT COPEL ANDBUSINESS MODELSCAPITALSGRI CONTENT INDEXAPPENDIX OpportunitiesFactors DescriptionFinancial impacts (qualitative and quantitative)Physical NatureExtreme weatherTemperature increase may generate increase of the consumption demandNon-measurable. The adaptation studies have not been spread for market analysis yet, and for the time being, they are focused on operational analysis.RegulatoryCarbon Market Mechanisms Cap and Trade Option to purchase carbon credits or change its processes or buy clean renewable power.Impact study under development.RegulatoryCarbon Market Mechanisms Cap and Trade Option to purchase carbon credits or change its processes or buy clean renewable power.Impact study under development.GREEN GAS (GHG) EMISSION MANAGEMENT 305-1, 305-2, 305-3 Since 2009, Copel has invested in prepa-ration of annual inventory of GHG emissions following the methodology of the Brazilian GHG Protocol program. The management of the emissions from its establishments focu-sed on reduction is one of the commitments undertaken by the Company in the Corporate Climate Change Management Program. For this purpose, the Company invests in resear-ch and development actions, provides incenti-ve to renewable sources in the expansion plan and implements initiatives aimed at emission reduction in the Eco-effi ciency Program (see more on page 80). 103-2 NATURAL CAPITAL COPEL IN
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APPENDIX
78
NATURAL CAPITAL
In 2017, the emissions of the Holding and
its wholly-owned subsidiaries were conside-
red, as presented in the table below:
By type of gas
(tCO2e)
Scope 1
Scope 2
Scope 3
CO2
CH4
N2O
HFCs
SF6
Total
223,554.301
319,791.701
2,641.853
118.525
1,068.628
46.270
2,234.400
0
0
0
0
3,442.325
91.486
0
0
227,022.124
319,791.701
6,175.664
CO2 biogenic (t)
2,820.974
-
281.174
ciated with this source are pursuant to the building of WPP
Colíder. Upon the completion of the vegetation suppression,
the emissions from this source dropped, which led to reduc-
tion in the last inventory.
Scope 1 considered its own sources of emissions from
stationary and mobile combustion, fugitive emissions, in-
dustrial effl uents and soil changes. In 2017, 2.86% emission
reduction was verifi ed, considering the reduction in the con-
sumption of coal and the completion of the vegetation su-
ppression activities in Generation and Transmission.
Scope 2 considered emissions from consumption and
loss of energy. Compared to 2016, there was 7.71% incre-
ase in emissions, due to the increase of the grid emission
factor, despite of the reduction in energy consumption and
pursuant to the increase of the losses in power transmis-
sion and distribution.
Scope 3 emissions were considered to be transport of
employees, air travel, transport and distribution (upstream),
and waste from the company. In relation to suppliers, Copel
has made its contractors aware to report their emissions and
adopt measures to reduce the emission in their activities.
The inventory will be verifi ed by external unit and afte-
rwards, it will be published in the public GHG Protocol re-
cords and the Paraná climate change forum. 103-3
Since the emission report 2017, it is manda-
tory to report the source – change in the use of
soil, for calculation of scope 1, impacting the
results from the last year. The emissions asso-
ATMOSPHERIC EMISSIONS
In relation to atmospheric emissions, the results come
from Thermal Power Plant Figueira, verifi ed upon six-month
monitoring according to the requirements of the responsib-
le environmental body (IAP), and the values obtained in the
measurement campaigns are followed up18 305-7
Types of emissions
2015
2016
2017
Emissions of NOx (t)
583
709
2,510
Emissions of SOx (t)
4,797
2,764
15,344
Emission of Persistent Organic Pollutants
(POP) (t).
0
0
Emission of Volatile Organic Compounds
(COV) (t).
0.42
0.2
Emission of Hazardous Air Pollutants (HAP) (t).
0
0
0
0
0
Emission of Particulate Matter (MP) (t).
229
709
277
In 2017, the concentrations of atmospheric emissions
were higher due to the results from the measurement of
TPP Figueira. The values in 2017 are out of the historical se-
ries, and met the norms in force partially, considering that
the particulate matter and the nitrogen and sulfur oxides ex-
ceeded the maximum allowed threshold. The modernization
of the power plant, which is in progress will signifi cantly re-
duce the emission indexes.
18 The atmospheric emissions from Copel´s vehicle fl eet are not considered for being little
signifi cant.
79CONTEXT OF THE SECTORCOPEL IN NUMBERSCORPORATE GOVERNANCESUSTAINABILITYMESSAGE FROM THE PRESIDENTABOUT THE REPORTABOUT COPEL ANDBUSINESS MODELSCAPITALSGRI CONTENT INDEXAPPENDIXIn 2017, Copel continued the actions of the Adaptation Sub-committee, highlighting the completion of the pilot study carried out with Fundação Getulio Vargas (FGV), whose object was the effects of the climate changes on the high voltage lines of Copel DIS in the region of Paranavaí and Apucarana. After vulnerabili-ty analysis with the operation, maintenance, environment, fi nancial and labor safety areas, it was identifi ed that by 2040, these areas will be exposed to higher wind speed and tem-perature increase, with possibility to impact the distribution operation and maintenance in these areas. The preparation of the risk matrix indicated two impacts, which might be signifi -cant in the future: • Increase in collapse of transmission structures built with wind project at 60 and 80 km/h.• Higher overload on lines and transformers, with full incapacity to supply energy. Considering the possibility of occurrence of the mentioned impacts, adaptation options were gathered, which can be applied in the stu-dy area. The main considerations were: • Regarding the increase of the wind speed/frequency: performance of RD&I projects, which enable improving both the meteorological and the structure mo-nitoring. When replacement of towers is necessary due to the climate effects, hi-gher resistance towers are used.• Regarding temperature increase, it was identifi ed that new parameters shall be considered for the projects to be demanded, considering the tempe-rature increase. Upon completion of the study, Copel is in-ternally developing a methodology for survey of vulnerability related to climate change, whi-ch help in the preparation of risk matrixes for the Company´s businesses, as well as in the planning of measures for adaptation for enter-prises in operation and under planning. CARBON VALUATION 103-3 In 2017, Copel continued the studies about carbon pricing within the attributions of the Climate Change Committee. The Company has already adopted internal reference value, which is used by the Business Development Executive Offi ce in simulation made for the Company´s projects, supporting the risk as-sessment and fi nancial opportunities to what refers to climate change.As study measures, the Company has in-vested in the employees´ participation in dis-cussion forums, such as the Brazilian Business Council for Sustainable Development (CEBDS) and GVces Companies for Climate (EPC), and in the simulation of a carbon market coordina-ted by EPC, which uses the BVRio platform. In 2017, Copel participated in the Parana Climate Change Forum, which approached the Carbon Pricing topic: opportunities and challenges for Paraná. At the occasion, a case study about the impacts of the carbon pricing on the indus-trial sector was presented. In general, in 2017, Copel was recognized for its Climate Change management with the Climate seal of the Go-vernment of the State of Paraná.ADAPTATION TO THE CLIMATE CHANGES 103-3 NATURAL CAPITAL COPEL IN
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NATURAL CAPITAL
ECO-EFFICIENCY
ECO-EFFICIENCY PROGRAM
The management of the natural resources
is present in all Copel´s operations, conside-
ring the possibility to impact the business and
the society significantly during the processes
of implementation and operation of the esta-
blishments, as well as in providing services
and maintenance of the administrative facili-
ties. Thus, the Eco-efficiency Program, in for-
ce since 2014, aims to support projects for
reduction and better use of natural resources,
making the different areas in the Company
aware and complying with the strategic guide-
line to obtain cost, process and quality excel-
lence. 103-1
Aligned with the Copel´s Sustainability Policy,
under an integrated view of Copel´s project, good
management of natural resources is a relevant fac-
tor in the Company´s competitiveness, conside-
ring its current assets and the prospection of new
businesses. Thus, the actions in the Eco-effi ciency
Program are concentrated in fi ve thematical lines:
power, water, paper, mobility and fuel, education
and communication. The program management
team is responsible to follow up the effectiveness
of the initiatives, setting targets associated with
reduction of the consumption of water, electricity,
fuel and materials (paper). 103-3
The success of the Program is associated with
the direct engagement of Copel´s employees
and partners, and for this purpose, the following
events and trainings were done in 2017:
• I Eco-effi ciency Workshop in Ponta Grossa, to
prepare an action plan to make the Company’s
facilities more eco-effi cient. The event gathe-
red 18 employees and established actions to
be developed in 2018.
• Copel Culture and Sustainability Seminar, held
in Londrina in relation to the World Environment
Day. At the occasion, the results from the pro-
gram were presented for 88 employees, who
participated, as well as representatives of part-
ners from the community, Funai and the Kain-
gang Memory and Culture Center.
• Video-conference training with the purpose to
guide, qualify and support discussions about
the sustainability topic between Copel and
suppliers. A total of 340 employees and exter-
nal audience formed by suppliers and contrac-
tors´ employees participated, and watched
the lectures over the internet.
The main results of the program in its operation
fronts are presented below:
WATER CONSUMPTION 103-2, 303-1
The Eco-Effi ciency Program provides the mana-
gement of the water consumption in Copel´s ad-
ministrative units. The withdrawal of water from
underground and surface sources used in power
Generation, Transmission and Distribution are
controlled directly by the subsidiaries. In relation
to the administrative water consumption, incre-
ase approximately 8% compared to the previous
year was recorded – representing approximately
10,000m³ – considering only the water supplied
by Sanepar, which did not impact non-achieve-
ment of the reduction target set for 2017 at 2%.
One of the causes of the increased con-
sumption was the installation of water purifi ers
connected to the supply network. Until the end
of 2016, drinking fountains with mineral water
bottles were used. It is estimated at throughout
2017, about 1,920m3 of water have been consu-
med through the new drinking fountain system,
representing 18% increase in consumption.
In 2017, the total water consumption in
the administrative units located in Paraná was
146,519m3.
Source
of water
withdrawal
consumption (m³)
2015
2016
2017
Surface sources
107,606,193 99,481,216
147,268,823
Underground
sources
24,19319
22,75020
76,75521
Rain water
138
-
108
Municipality supply
and other public and
private companies
108,803
112,928
146,519
Total
107,739,327 99,616,894
147,492,205
19 Considering consumption in the administrative facilities.
20 Likewise
21 Considering consumption in the administrative facilities and the operations
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NATURAL CAPITAL
The actions in the Eco-effi ciency Program
are concentrated in fi ve thematical
lines: power, water, paper, mobility and
fuel, education and communication.
Regarding the management of the volume
in the reservoirs, Copel maintains hydrological
monitoring network in the watersheds, where
there are water power plants operating. The ne-
twork is composed of different hydrological sta-
tions, where data is collected about the level of
water in rivers and reservoirs and pluviometric
data. This data, after processing in the Reservoir
Monitoring System (SMR), help and guide the
operation of the water power plants. Such data
is available at Copel website.
Furthermore, Copel Geração e Transmissão
monitors the quality of the water in all reser-
voirs and rivers, which serve the power plants
operations, in compliance with the conditions
in the Operation Permits. Mostly, monitoring
is carried out quarterly in three points (located
downstream, in the reservoir and upstream the
generation enterprise). The purpose of the mo-
nitoring is to assess the ecological conditions
and the oscillation of the trends of the water
quality parameters in long terms. The reports on
this monitoring are delivered annually to the Pa-
raná Environmental Institute (IAP).
The volume of water of surface cour-
ses captured in 2017 was 147,268,823m3.
The captured water was used for cooling in
power plants. For water power plants, the
loss of water by evaporation in the cooling
system is considered irrelevant for being a
closed system 303-2
The volume returned to the water body is
virtually the same as that captured at the sour-
ce, because there are only low losses by eva-
poration, not considered as water consumed
by the Company.
Despite of representing low volume of wa-
ter withdrawal, Copel Distribuição and Copel
Geração e Transmissão present their consump-
tion results by pluvial sources, namely 34.43m³
and 38.2m³, respectively. The use of rain water
was possible upon implementation of tanks in
Castro, Jaguariaíva, Londrina, Telêmaco Borba
and São Mateus.
For 2018, the reduction target is 1%
in administrative consumption, and the
following strategies are provided to support
its achievement:
• Recommend adaptation of the building fa-
cilities, where there were no: automatic
closing faucets, double fl ush valves and
installation of hydrometers on the tanks
and the artesian wells;
• Research of new technologies and equi-
pment, which contribute to reduction
of the water consumption in toilets and
urinals;
• Local and regional management of water
consumption; and
• Awareness campaigns.
RESERVOIRS AND QUALITY OF THE WATER
In the reservoirs and respective surroun-
dings, Copel monitors possible environmental
intervention and works with specifi c measures
to solve identifi ed irregularities regarding irre-
gular building in the concession area, launch
of effl uents, stability of slopes, use and occu-
pation of Permanent Protection Areas and ille-
gal hunting and fi shing. To help in the process
of preservation of the areas of relevant envi-
ronmental interest, the Company maintains
agreement with the Environmental Police De-
partment of the State of Paraná, participates
actively in the Watershed Committees and the
National and the State Water Resources Coun-
cil, monitoring the water situation in the rivers,
where it has its reservoirs, in real time, in addi-
tion to monitoring the quality of the water.
Copel´s main impact on the water resour-
ces is the change in their natural fl ow condi-
tions due to the construction of water power
plants. For this purpose, the Company works
on the management of the social-environmen-
tal impacts of its enterprises – since building
to the operation phase, carrying studies out,
mitigating impacts and risks and complying
with the pertinent environmental legislation. In
order to assess part of these impacts, Copel
takes and analyzes quarterly samples of the
water from the reservoirs of the power plants
to monitor their quality through 25 physical-
-chemical and biological parameters, including
the parameter “temperature”, which is respon-
sible for the water to return to the river cour-
se after the plant cooling. Copel also monitors
the quality of the water in the river before star-
ting the construction of a new enterprise. Such
monitoring includes analysis of sediments and
agricultural chemicals, where the analyzed pa-
rameters are much more. 303-2
82CONTEXT OF THE SECTORCOPEL IN NUMBERSCORPORATE GOVERNANCESUSTAINABILITYMESSAGE FROM THE PRESIDENTABOUT THE REPORTABOUT COPEL ANDBUSINESS MODELSCAPITALSGRI CONTENT INDEXAPPENDIXELECTRICITY AND FUEL CONSUMPTION 302-1 The Eco-Effi ciency Program consolidates the data on electricity consumption sent by Co-pel Distribuição. The information comprehends virtually all Copel´s facilities in Paraná, except for the facilities in other states, such as São Paulo, Mato Grosso and Rio Grande do Norte. It shall be highlighted that the consolidated data inclu-de substations, which are big power consumers and have their consumption estimated. 103-2 In 2017, Copel recorded total consumption of electricity at 33,136.8 MWh, considering Generation, Transmission, Distribution, Tele-communications and Holding. The table be-low presents the electricity consumption in 2017 and in the last two years. For 2017, Copel assumed a target to redu-ce electricity consumption by 2%, and 11% growth was recorded at the end of the year. The inclusion of the substations, where the-Electricity consumption (MWh)201520162017Copel Telecomunicações535.2656.4674.6 Copel Distribuição S.A.23,498.2021,16024,912.6 Copel Geração e Transmissão S.A22 8,324.57,840.47,321.8 Holding87.1186.4227.8 Grand Total32,44529,84333,136.8 22 The results from 2015 and 2016 were adjusted considering the incorporation of Copel Renováveis by Copel Geração e Transmissão.Type of fuelConsumption (GJ)NON-RENEWABLE SOURCESCoal (TPP Figueira)*1,926,305.16Diesel**162,287.43LPG***68,375.53Gasoline36,972.11Aviation Kerosene2,994.21RENEWABLE SOURCESEthanol12,647.72Total2,209,582.16* Coal is used to produce electricity in a thermal power plant. ** Total diesel used in transportation and emergency generating sets. *** Total consumption in the company’s forklifts and kitchens. Ethanol, gasoline, LPG and aviation kerosene are the fuels used in the Company’s own means of transport.re is no regular measurement, might be the cause of the consumption increase compared to the previous year. For 2018, the reduction target was set at 2%, considering the imple-mentation of the following guidelines:• Identify places, where installation or review of automatic sensors is pertinent, with cost and return on investment analysis;• Evaluate the possibility for separate me-asurement in facilities, where there are equipment units with high energy con-sumption; and• Provide local and regional management of the energy consumption.In the same period, Copel consumed 2,209,582.16 GJ of power in its operation. The values corresponding to fuel con-sumption by the Company by type of fuel are presented below.Among the highlighted initiatives of the Eco-Effi ciency Program, there is the campaign for encouraged used of ethanol in the dual fuel vehicles of Copel Distribuição, Geração e Trans-missão and Telecomunicações. Launched in Au-gust 2017, the campaign presented short-term results with reduction in gasoline consumption and increase in ethanol consumption. Another initiative for reduction of the fuel consumption was the incentive to use video--conferences. Between December 2016 and December 2017, more than 6 thousand meetin-gs were held by video-conference at Copel. The performance of each meeting avoided an avera-ge of 270 km, representing total savings of 140 thousand liters of fuel (considering gasoline) and emission of about 290 tCO2e.NATURAL CAPITAL COPEL IN
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83
NATURAL CAPITAL
PAPER CONSUMPTION
Copel keeps control on the copy printing
data obtained by means of reports presented
by the company providing the service. The
monthly report includes data, such as printing
quantity, billing amount, attendance and other
management information. The main actions
carried out in 2017 to reduce paper consump-
tion and printing were corporate notifi cations
encouraging the use of double mode prints
(both sides of the sheet).
In 2017, two targets were defi ned for the
use of this resource:
•
Achieve 40% double prints by Dec/2017;
and
Achieve 50% double prints by Dec/2018.
•
The absolute number of prints has dro-
pped in the last years, and the reduction was
of approximately 15% from 2015 to 2017. In
relation to the double printing, the annual
mean was 39.82%, close to the 40% target.
In 2017, Copel saved 3,701,352 sheets of
paper by using double printing. This number
is equal to 7,402 reams or 740 boxes of pa-
per. It would correspond to approximately
The waste management at Copel is ba-
sed on the Corporate Waste Management
Program, whose purpose is to reduce gene-
ration, value the disposed material and pro-
mote reverse logistics. All processes adop-
ted by the Companhia are in compliance
with the National Solid Waste Policy and all
relevant legislation and standards in force.
The waste generated in the company’s
operations is duly segregated, packaged and
sent to one of the warehouses, where it is
stored until disposal. In 2017, most of the ge-
nerated waste was sent to recycling through
the alienation process. The chart below de-
monstrates the destination of the waste::
Copel keeps the following waste destina-
tion targets for 2018:
• 95% of the industrial waste from Distribu-
tion submitted to reuse or recycling; and
Destination (in tons)
Hazardous Waste
Non-Hazardous Waste
490 trees, as described in the Internatio-
nal Featured Standards (IFS): 1 tree = 7,500
sheets of paper.
Recycling
Composting
Incineration
WASTE MANAGEMENT 103-2, 306-2
Autoclaving + Landfi ll (class II)
Landfi ll
Co-processing
Total
5,490.30
-
0.05
0.76
-
33.04
5,524.15
45,877.40
31.10
-
-
20,688.40
3.75
66,600.65
• 60% of the industrial waste from Ge-
neration and Transmission submitted to
reuse or recycling (ash not included).
As a good practice, the Company main-
tains the Solidary Waste Segregation pro-
gram, which consists is destination of the re-
cyclable administrative waste to associations
and cooperatives of recyclable materials re-
gistered by means of Public Call. The initiati-
ve plays an important social role upon stren-
gthening and protagonist of the collection
entities, which are considered fundamental
tools for the fulfi llment of the National Solid
Waste Policy. In 2017, more than 100 tons of
recyclable waste was sent to collection as-
sociations and cooperatives in Paraná, bene-
fi ting 331 families and generating estimated
income at BRL 29 thousand.
In 2017, Copel Telecomunicações kept the
project for recycling lead batteries and optical
fi ber cable waste with the purpose to reduce
the impacts to the environment, create oppor-
tunities to generate income and fulfi ll the Na-
tional Solid Waste Policy. In relation to service
providers, a clause was included in the con-
tracts for correct destination of waste classi-
fi ed as work leftovers.
84CONTEXT OF THE SECTORCOPEL IN NUMBERSCORPORATE GOVERNANCESUSTAINABILITYMESSAGE FROM THE PRESIDENTABOUT THE REPORTABOUT COPEL ANDBUSINESS MODELSCAPITALSGRI CONTENT INDEXAPPENDIXECOSYSTEMS 103-3, 304-1, 304-2 Copel Distribuição and Copel Geração e Transmissão have 82,146 km high voltage dis-tribution lines (69 and 138 kV), which affect preservation units from the Full Protection of the State of Paraná, according to the National Preservation Unit System (SNUC).MITIGATION OF THE IMPACTS CAUSED BY PROJECTS Power generation, transmission and distri-bution projects may generate impacts on the ecosystem in the region, where they are situ-ated. According to its principles and the envi-ronmental legislation in force, Copel carries out environmental studies before starting the ins-tallation of new enterprises. The results from these studies enable elaboration and execution of environmental projects and programs aiming to avoid, mitigate or minimize the negative im-pacts and maximize the positive impacts from their enterprises. 103-1 GENERATION ENTERPRISES The installation of generation enterprises pro-vokes changes in the environment of a region, with impacts on the physical, the biotic and the social environment. There might be changes in some ecological processes, modifi cations in the fauna and fl ora species, impacts on the popu-lation´s way of life and on the historical-cultural heritage. To mitigate these possible impacts, Co-pel carries out programs for monitoring and res-cue of fl ora and fauna, recovery of Permanent Preservation Areas (APPs), re-foresting, arche-ological monitoring and rescue, among others. Several programs are carried out in the phase of implementation of the enterprise and others are broken down to the operation phase as well. 103-2 It shall be highlighted that the enterprises undergo inspections and periodic studies for preparation of Technical Reports, which enable constant follow-up of the environments, ena-bling preservation and correction of possible impacts, in addition to keeping the responsi-ble environmental bodies informed about the status of the enterprise. 103-3 NATURAL CAPITAL 85CONTEXT OF THE SECTORCOPEL IN NUMBERSCORPORATE GOVERNANCESUSTAINABILITYMESSAGE FROM THE PRESIDENTABOUT THE REPORTABOUT COPEL ANDBUSINESS MODELSCAPITALSGRI CONTENT INDEXAPPENDIXTRANSMISSION AND DISTRIBUTION ENTERPRISESThe power transmission and distribution enterprises have their main impacts concen-trated in the phase of implementation, when there is vegetation suppression for their ins-tallation. This process may increase forest fragmentation of the environments and lead to reduction of the native species caused by the increase of the border effect, reduction of fauna habitats, increased hunting in the region, etc. In the operation phase, for power distribu-tion, oil leakage from the transformers is con-sidered a risk to the biodiversity to what refers to pollution. The oil substances, if not contai-ned, contaminate the soil and the water table, impairing the water and the land biodiversity. In this context, Copel keeps preventive mea-sures to avoid spillage. In the distribution lines and the substations, exotic, invasive exotic and other opportunist species might be favored due to the opening of clear passages to build structures and launch cables. 103-1 Internally, Copel carries out Prior Environ-mental Analysis to check whether there are social-environmental restrictions for the selec-tion of land for the implementation of power substations. This study considers social-envi-ronmental aspects in the enterprise concept phase. For the defi nition of the route of its transmission lines, multi-functional analysis is carried out, seeking the lowest possible im-pact on the natural environment, but also con-sidering the economic and the social issues of the selected route. However, in some ca-ses, it is not feasible to deviate the line rou-te from forest fragments. For this reason, the current projects seek to minimize vegetation suppression only to the strictly necessary to build the project – sometimes, restricted only to the opening for cable launching – and to provide use of high structures to reduce the impact on the vegetation, whenever possible. In some cases, to minimize suppression, the cables are launched by drones, thus, avoiding low cutting of native species.It shall also be highlighted that, in order to avoid or reduce the negative impacts in its works, Copel has provided environmental pro-grams, such as Vegetation Suppression Moni-toring and Control, Forest Restoration, Erosive Process Monitoring and Control and Driving out and Rescue of Fauna, whenever applicable to the enterprises. In medium voltage distribu-tion lines, the use of compact grids reduced the need to prune trees..In 2017, Copel Distribuição elaborated a Simplifi ed Environmental Report (RAS) for three substations and thirteen High Voltage Distribution Lines (HVDL), and a Detailed En-vironmental Program Report (RDPAs) for four substations and seven HVDLs, in addition to Forrest Inventories (IF) for eight HVDLs. In none of these studies highly relevant impacts on biodiversity were identifi ed. 103-2 In 2017, Prior Environmental Analysis was car-ried out for four substations 34.5 kV and 138 kV.Copel Geração e Transmissão S.A. elabora-ted RDPAs for six projects and eight Forest In-ventories. It also completed the elaboration of the Environmental Impact Study and the res-pective Environment Impact Report (EIA/RIMA) for a Transmission Line, and held public hearin-gs, which are part of the process necessary to obtain prior license (LP) of the enterprise.It also be highlighted that ICMBio appro-ved the work plan of the pilot project for In-tegrated Vegetation Management in progress for the high voltage distribution line projects passing through the National Park Saint-Hilai-re/Lange (HVDL 138 kV Posto Fiscal - Mati-nhos, Guaratuba - Matinhos and Posto Fiscal - Guaratuba) at the Paraná sea coast, which reduced the need to cut in these areas and the environmental impacts caused by this ac-tivity. In the future, the project can be applied to other preservation units, as well.The establishments of Copel Telecomuni-cações are concentrated in Paraná and it sha-res the infrastructure with Copel´s transmis-sion and distribution subsidiaries Copel. NATURAL CAPITAL COPEL IN
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FOREST COMPENSATION
103-3, 304-3, G4-EU13
Since 2012, Copel Geração e Trans-
missão and the Environmental Institute
of Paraná (IAP) work in partnership in the
production of native forest seedlings for
restauration of Permanent Preservation
Areas, Legal Forest Reserves and Forest
Restoration Areas of the State of Paraná.
Copel is responsible to grant contractors´
work posts to dedicate exclusively to pro-
duction of seedlings.
Another relevant partnership of Copel
Geração e Transmissão is with the Environ-
mental Police Department (BPAmb) to assu-
re agility and effectiveness of the actions for
protection of permanent preservation areas
around its reservoirs, acting preventively to
protect water bodies, fauna and fl ora.
Also in the scope of forest compensa-
tion, Copel Geração e Transmissão is res-
ponsible to protect and restore habitats
in the following areas:
SUSTAINABLE USE UNITS:
Guaratuba State APA:
3,513.34 hectares
between the municipalities
of São José dos Pinhais and
Tijucas do Sul (Paraná);
8,798.70 hectares
between the municipalities
of São José dos Pinhais
and Guaratuba (Paraná);
812.14 hectares
between the municipalities
of Guaratuba, Morretes and
São José dos Pinhais (Paraná).
Escarpa Devoniana State APA:
88.72 hectares between
the municipalities of Ponta Grossa
and Carambeí (Paraná) and
40.10 hectares in the
municipality of Castro (Paraná).
FULL PROTECTION UNITS:
Pico do Marumbi State Park:
225.98 hectares
in the municipality of Morretes.
Pico do Paraná State Park:
865.18 hectares
in the municipality of Antonina (Paraná).
Tia Chica Ecological Station:
423.12 hectares
between the municipalities of Candói and
Reserva do Iguaçu (Paraná).
Rio dos Touros Ecological Station:
1,231.06 hectares
in the municipality of Pinhão (Paraná)
Rio Guarani State Park:
2,235 hectares
in the municipality of Três Barras (Paraná)
NATURAL CAPITAL
The actions developed in these areas have
not been assessed by external specialists.
Due to the vegetation suppression in dis-
tribution lines and substations, Copel Distribui-
ção carried out compensating actions for forest
restoration by donating seedlings to be planted
by third parties and delivering seedlings to city
halls to be planted in urban areas, totaling 430
native forest seedlings and 1,345 urban affo-
restation seedlings.
URBAN FOREST PROGRAM
Copel supports the city halls in the plan-
ning of afforestation of public roads since
2007, contributing to environmental improve-
ment of the cities and reduction of the inter-
ruption of power supply caused by incompa-
tibility of the trees with the electric systems.
The initiative is focused on own produc-
tion of seedlings in the Company´s forest
gardens. Thus, in addition to serving the in-
terested municipalities, the compensatory
measures are also met. More than 41 thou-
sand seedlings have already been planted
for street afforestation.
The afforestation seedlings are supplied
through term of donation with charges. In the
period, 895 seedlings were delivered to three
municipalities and documentation was recei-
ved for seedling supply to 24 municipalities
will be delivered at the beginning of 2018.
The produced seedlings are also used to
meet the conditions for environmental licen-
sing. In 2017, the conditions for the projects in
the municipalities of Mandaguari (1,015 see-
dlings) and Lapa (200 seedlings) were met.
In the period, Copel DIS Innovation Com-
mittee approved the R&D Project “Urban forest
management – Improvement of the pruning
activities under electric systems”, presented by
the Forest Research Foundation (FUPEF), who-
se project is under elaboration.
As a result from the participation of Copel
DIS in the Work Group Thesis – Trend in Eco-
-system Services in the Sustainability Study
Center (GVCes) at Fundação Getulio Vargas,
the study “Assessment of the results from the
Urban Forest Program in terms of regulation of
the global climate” was published in 2017.
87CONTEXT OF THE SECTORCOPEL IN NUMBERSCORPORATE GOVERNANCESUSTAINABILITYMESSAGE FROM THE PRESIDENTABOUT THE REPORTABOUT COPEL ANDBUSINESS MODELSCAPITALSGRI CONTENT INDEXAPPENDIXTHREATENED SPECIES 103-3, 304-4 Copel GeT carries out different actions in relation to threatened species in the are-as infl uenced by its enterprises, according to the group it belongs to. For water fauna, Copel GeT keeps continuous monitoring on the ichthyofauna in its reservoirs. Monitoring enables identifying the presence of invasive species and follow up their populations. By monitoring in water power plants in stage of installation, Copel GeT seeks to identify the changes in the ichthyofauna as a consequen-ce of the damming and the change in the characteristics of the water body. Monitoring enables Copel GeT to keep the environmental bodies and the society informed about long--term changes in the fi sh populations. Along its monitoring activities, Copel GeT recorded presence of eight species of threa-ten fi sh detected in the watersheds, where Copel maintains power plants. It is an esti-mation based on the information about fi sh species in continental waters considered so-mehow threatened by the Red Book of Thre-atened Fauna in the State of Paraná. For this purpose, the watersheds, where Copel GeT has power generation enterprises operating today, have been considered, crossing this information with the distribution of the fi sh mentioned in the Red Book for the same wa-tersheds. The species indicated in the Red Book of Threatened Fauna in the State of Pa-raná are not registered in IUCN Red List. By now, the monitoring of the ichthyofauna in WPP Colíder, a power plant in process of ins-tallation in the basin of the Teles Pires River in Mato Grosso, has not registered any thre-atened species. As compensation measure, Copel maintains an Experimental Stations for Ichthyological Studies since 1996, who-se juvenile fi sh production is destined to the reservoirs in the Iguaçu River. The target for 2017 was to produce 120,000 juvenile fi sh and it was exceeded with production reaching 124,367 native fi sh. Furthermore, in 2017, the company provided approximately 15 thousand native fi sh for external events, contributing to the environmental education around the Igua-çu River and other watersheds. The target for 2017 was to produce 120,000 juvenile fi sh and it was exceeded with production reaching 124,367 native fi sh.NATURAL CAPITAL COPEL IN
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NATURAL CAPITAL
In relation to the land fauna, upon imple-
mentation of enterprises, Copel GeT carries
out programs for survey and monitoring of the
fauna. In addition to monitoring, Copel GeT car-
ries out specifi c programs for rescue and re-
location of fauna for installation of enterprises
with potential impact on the land fauna during
the activities, such as vegetation suppression
and reservoir fi lling. Copel GeT is also a pioneer
in rescuing and relocation of native bees, and it
started this kind of activity in the installation of
WPP Mauá in the Tibagi River.
In the works on survey and management of
wild animals contracted by Copel GeT, 47 land
fauna species, considered somehow threatened
in the IUCN Red List, have already been registe-
red, 42 according to the Red Book of Threatened
Fauna in the State of Paraná and 28 according to
the Red Book of Threatened Brazilian Fauna. The
data validation was done by comparing the pre-
servation status to the most recent documents
evidencing monitoring and rescue of fauna.
Regarding fl ora, as for land fauna, Copel
GeT contracts specialized teams to carry out
survey programs, monitoring and rescue of
fl ora (germplasm) in areas affected by the en-
terprises during the installation phase. Copel
GeT also carries out actions for re-composi-
tion and maintenance of the Permanent Pro-
tection Areas (APP) of its reservoirs with nati-
ve species for each region.
To register threatened fl ora species, the
data from the monitoring, rescue and forest re-
-composition programs of the different enterpri-
ses were crossed with that from two sources:
The National Offi cial List Threatened Flora Spe-
cies of the Ministry of Environment (MMA) and
the Brazilian Environment and Water Resources
Institute (IBAMA), and the IUCN (International
Union for Nature Conservation) Red List of Thre-
atened Species. In general, until now, 36 fl ora
species were registered in the IUCN Red List
and 17 species were found in the MMA List.
For Copel Distribuição, in the elaboration
of the Simplifi ed Environmental Report (RAS)
and the Forest Inventory (IF), the species po-
tentially present in the areas of infl uence and
those indicated for suppression are classifi ed
regarding the state of conservation.
A summary of the threatened species re-
cord, according to group, list and degree of thre-
at, is provided in the table below:
NUMBER OF THREATENED SPECIES RELATED TO THE AREAS OF INFLUENCE OF
COPEL GET ENTERPRISES, ACCORDING TO GROUP, LIST AND DEGREE OF THREAT.
Subsidiary
Group
List
DD
Insuffi cient Data
LC
Less Worrying
NT
Almost threatened
VU
Vulnerable
EN
In Danger
CR
Critically in Danger
TOTAL
Threat Status
GeT
GeT
GeT
DIS
ICHTHYOFAUNA
LAND FAUNA
FLORA
FLORA
PR
IUCN
PR
BR
IUCN
MMA
IUCN
-
10
16
-
-
-
-
-
27
-
-
-
-
1
-
14
3
-
-
23
2
7
16
13
20
-
2
1
1
6
4
6
11
8
2
-
2
9
3
5
3
1
8
75
45
29
16
36
7
Legend:
IUCN
PR
IUCN Red List of Threatened Species
Red Book of Threatened Fauna in the State of Paraná
BR
Red Book of Threatened Brazilian Fauna
MMA National Offi cial List Threatened Flora Species
INFRASTRUCTURE CAPITAL89CONTEXT OF THE SECTORCOPEL IN NUMBERSCORPORATE GOVERNANCESUSTAINABILITYMESSAGE FROM THE PRESIDENTABOUT THE REPORTABOUT COPEL ANDBUSINESS MODELSCAPITALSGRI CONTENT INDEXAPPENDIX COPEL IN
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90
INFRASTRUCTURE CAPITAL
GENERATION AND STRATEGIC
PLANNING ASSETS
Copel operates 28 own power plants
and participates in 3 other power plants, 17
of which are Hydroelectric plants, 12 wind
farms, and 2 Thermoelectric plants, with to-
tal installed capacity of 5,313.4 MW and
Physical Guarantee of 2,430.3 MW aver-
age. In 2017, the net power production was
20,453.09 GWh.
G4 DMA EU1, G4 DMA EU2
To assure power availability and reliability,
the Generation Operation and Maintenance
(O&M) processes are based on management
model supported by reliability techniques,
where, through cause and effect analysis, it is
possible to defi ne the perfect policies for fail-
ure management to avoid or restrict the con-
sequences from functional failures and its re-
lations (heath, environment, safety and cost).
For distribution, to assure power reliability
and availability in Copel´s system is a part of
a process, which involves medium and long-
term planning of the networks, as well as dif-
ferent short-term actions, called Distribution
Network Operation. G4 DMA EU6
Generation Park
Physical Guarantee by Source
Generation Park projection for 2019
Physical Guarantee by Source
6%
9%
10%
8%
85%
82%
HYDROELECTRIC PLANTS
THERMOELECTRIC PLANTS
WIND FARMS
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INFRASTRUCTURE CAPITAL
POWER PLANT AVAILABILITY
In the generation activities, the indicator of average availability of the power
plants is monitored. The indicator measures the number of hours of interrupted
generation. G4-EU30
AVERAGE AVAILABILITY FACTOR
2015
2016
2017
Total planned interruption hours
42,265
21,916
28,426
Total forced interruption hours
(non-planned)
Own Hydroelectric plants
Hydroelectric Plants with
capital shares of Copel
Thermoelectric Plants
Thermoelectric Plants with
capital shares of Copel
36,048
18,672
11,290
0.90
0.96
0.78
0.89
0.92
0.96
0.70
0.89
0.96
0.94
0.81
0.98
HIGHLIGHTED GENERATION PROJECTS
• Colíder Hydroelectric Power Plant: The building of the power plant locat-
ed on the Teles Pires River between the municipalities of Nova Canaã do
Norte and Itaúba in Mato Grosso started in 2011 and shall absorb BRL 2.1
billion investment. In 2017, 94% of the works were already completed. Co-
pel Geração e Transmissão conquered the concession for implementation
and exploration of the power plant for 35 years in the power bid made by
Aneel on 07/30/2010. The installed capacity of the enterprise will be 300
MW, and the forecast to start commercial has been reviewed, providing
that the fi rst generating unit will start operation in May 2018, while the third
and last generating unit is scheduled to start operation in November 2018.
• Modernization of the Figueira Thermoelectric Plant: The Company
started the works on the modernization in 2015, aiming to increase its
effi ciency and reduce the emission of gases and particles resulting from
the coal fi ring. After the replacement of the supplier, who had fi nancial
diffi culties, the completion of the works is scheduled to the end of the
second half-year 2018
• Cutia and Bento Miguel Wind Complexes: The biggest wind enterprise of
Copel is under construction, it is called Cutia and it is sub-divided into two
big complexes: (a) Cutia Complex, composed of seven wind farms (Guajiru,
Jangada, Potiguar, Cutia, Maria Helena, Esperança do Nordeste and Paraíso
dos Ventos do Nordeste) with 180.6 MW total installed capacity and 71.4
MW average physical guarantee, all situated in Rio Grande do Norte. The
commercial operation of these farms is scheduled to July 2018; and (b)
Bento Miguel Complex, composed of six wind farms (São Bento do Norte
I, São Bento do Norte II, São Bento do Norte III, São Miguel I, São Miguel
II and São Miguel III) with 132.3 MW total installed capacity and 54.8 MW
average physical guarantee, all situated in Rio Grande do Norte. The initial
forecast for commercial operation of these farms is January 2019. In Janu-
ary 2017, the process of erection of the wind generator towers was started.
The Hydroelectric Plant Colíder will have 300 MW
of installed capacity, which is expected to start
commercial operation, and it is anticipated that the
fi rst generating unit will start operating in May 2018.
Currently, the Company is concentrating
efforts in building 15 power plants, which will
add 716.8 MW installed capacity and 355.3
MW average physical guarantee to the gen-
eration park, 80% of this physical guaran-
tee scheduled to start commercial operation
during 2018, according to the chart below:
Evolution of Generation Park
(Physical Guarantee)
15%
15%
15%
15%
7%
2017
2018
2019
2020
2021
2022
HYDROELECTRIC
POWER PLANTS
WIND FARMS
THERMOELECTRIC
PLANTS
Distribution lines – Voltage level20172016Total length (km)196,951.20195,458.5013.8 kV105,510.6104,556.034.5 kV84,639.284,071.369 kV866.4695.4138 kV5935.05,970.3230 kV0165.5Number of substations369364INFRASTRUCTURE CAPITAL92CONTEXT OF THE SECTORCOPEL IN NUMBERSCORPORATE GOVERNANCESUSTAINABILITYMESSAGE FROM THE PRESIDENTABOUT THE REPORTABOUT COPEL ANDBUSINESS MODELSCAPITALSGRI CONTENT INDEXAPPENDIXTRANSMISSION AND DISTRIBUTION ASSETS EXTENSION OF THE TRANSMISSION AND DISTRIBUTION LINES G4-EU4 Transmission The Company wholly owns and participates in the con-cession for transmission and operation corresponding to 7,025 km transmission lines and 45 substations of the basic grid, with transformation power of 14,752 MVA. The year was marked by the entry in operation of 1,678 km lines and the start of the implementation of a BRL 580 million project, a result from a tender won in 2015.Currently, the Company is concentrating efforts to build three enterprises, which will add 1,430 km length and 4,500 MVA transformation capacity to the transmission lines and substations owned by the company itself and in partnership. Distribution Copel´s distribution lines are 196,951.2 km long and to-tally, they serve about e 4.6 million consumers in 394 mu-nicipalities in Paraná and one in Santa Catarina.In 2017, new substations and high voltage lines were con-nected to reinforce the quality and increase the availability of power to the consumers. In 2017, all these enterprises add-ed approximately 553.34 MVA to the distribution system and 192.81 km of new distribution lines.Wire Market (TUSD) − In 2017, the load wire, which takes into account all consumers that accessed the Distributor´s net-work, grew by 3.4% compared to 2016. The industrial wire market grew by 4.9% in 2017, driven mainly by the food products, manufacture of pulp, paper and paper products, and manufacture of wooden products. Power Wire Market‘Number of Consumers/contractsDistributed Power (GWh)20172016%20172016%Captive Market4,560,4934,478,7671.819,74322,328(11.6)Utility and Licensed Companies34(25.0)521614(15.1)Free Consumers 2499162059.88,8735,27368.3Wire Utilities3250.0785250.0Wire Market4,561,4904,479,3931.829,21528,2673.424 Total free consumers served by Copel Geração e Transmissão and by other suppliers within the concession area of Copel Distribuição.The year was marked by the entry in operation of 1,678km of transmission lines COPEL IN
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INFRASTRUCTURE CAPITAL
Captive market - From January to December, the captive
market consumption was 19,743 GWh, with a negative variation
of 11.6%, compared to the previous year, due to the migration of
consumers to the free market. The number of captive consumers
billed by Copel Distribuição was 1.8% higher than in December
2016, totaling 4,560,493 consumers. In 2017, 81,726 captive con-
sumers were added to the system.
EFFICIENCY IN SUPPLY: QUALITY MANAGEMENT AND ENERGY LOSS
G4-EU28, G4-EU29
Quality of supply, measured through the performance indicators of dis-
tributors in terms of continuity of the provided services, known as DEC
(Equivalent Interruption Duration by Consumer Unit) and FEC (Equivalent
Interruption Frequency by Consumer Unit) showed improvement in 2017,
compared to the previous year. DEC improved from 10.82 to 10.41 and FEC
improved from 7.23 to 6.79, according to the graphs below:
In 2017 COPEL achieved
target set for 2018 of DEC
and FEC, of which 11.23
and 8.24 respectively
DEC Evolution (hours)
FEC Evolution (interruptions)
Sold Power (GWh)
2017
2016
Residential
7,126
6,932
%
2.8
Industrial
3,254
5,753
(43.4)
Commercial
4,651
5,059
(8.1)
Rural
Others
Total
2,257
2,179
2,455
2,405
3.6
2.1
19,743
22,328
(11.6)
)
0
2
o
T
1
m
o
r
F
(
s
r
u
o
H
12.87
11.63
DEC (HOURS) COPEL
DEC LIMIT (HOURS) ANEEL
14.01
13.67
12.28
11.78
11.14
10.88
10.81
10.41
)
5
1
O
T
1
M
O
R
F
(
S
N
O
I
T
P
U
R
R
E
T
N
I
FEC (INTERRUPTIONS) COPEL
FEC LIMIT (INTERRUPTIONS) ANEEL
10.71
8.07
10.5
8.92
9.33
8.33
8.75
7.23
8.53
6.79
2013
2014
2015
2016
2017
2013
2014
2015
2016
2017
INFRASTRUCTURE CAPITAL94CONTEXT OF THE SECTORCOPEL IN NUMBERSCORPORATE GOVERNANCESUSTAINABILITYMESSAGE FROM THE PRESIDENTABOUT THE REPORTABOUT COPEL ANDBUSINESS MODELSCAPITALSGRI CONTENT INDEXAPPENDIXTYPES OF LOSSES201520162017Transmission25Overall losses (%)1.81.51.4Technical losses (%) 1.81.51.4DistributionOverall losses (%)9.69.69.2Technical losses (%)6.16.16.1Non-Technical losses (%) 1.62.01.7The improvement in DEC and FEC is a result of changes in processes fo-cused on agility, optimization and relocation of recourses to respond the occur-rences. There was also increase of investment in the rural grid through the Mais Clic Rural program, where funds have been applied in special equipment and grid automation, improving the system reliability.Loss of energy is inherent to the nature of electric power transformation, transmission and distribution. In 2017, overall losses - technical, non-technical and of basic grid – represented 9.2% of the energy injected into the Distribu-tor´s system. This percentage reduced by almost 0.4% compared to that in 2016 and remained below the values verifi ed in the last years. A factor that contribut-ed to this reduction was the Program for Fighting Non-Technical Loss carried out by Copel Distribuição.EVOLUTION OF LOSSES IN TRANSMISSION AND DISTRIBUTION G4-EU12OPERATIONAL EXCELLENCE PROGRESS:Telemetering Group A – This billing data is automatical-ly obtained, without the need to send someone to read the meter. This kind of remote measurement enables automated collection of data on time, optimizing the process considering the precision in collection, handling and availability of the data, also for the customers over the internet. The system is also capable of monitoring use of energy, is-suing alarms when abnormal events occur, contributing to de-tection of defects and irregular measuring procedures and re-ducing Copel´s commercial loss.Paraná Smart Grid Project - The Paraná Smart Grid Proj-ect was proposed as a part of the actions stipulated in State Decree No. 8,842/2013, with the purpose to improve the tele-metering system. It was designed to improve the quality of the services and the capacity of the Company to serve in the electric system and the telecommunication system. The Project was completed in 2017, recording the follow-ing conclusions: measuring automation requires standardiza-tion among suppliers, because the power Distributor depends on the implemented own system and the automation of the Medium Voltage Grid is one of the main tools to reduce the time and the frequency of duration of the interruptions. Through the project, micro-generation studies were also carried out using intermittent sources, as well as tests with electric vehicles. The findings are used for connection of new users and preparation of the grid for the future.25 In relation to the previous years, the loss in the basic grid were changed. The amounts refer to losses verifi ed in the basic grid of the national integrated system, shared at 50% for generation companies and 50% for load agents, and Copel Distribuição has its share defi ned by its market share. Any change in this loss infl uences the total overall loss. COPEL IN
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95
INFRASTRUCTURE CAPITAL
Mais Clic Rural – In 2016, investments
were made at the amount of BRL 70 million in
new technologies for automation and communi-
cation systems, 34/13 kV substations and work
to improve and reinforce the grid. The initiative
focuses on the four sectors most sensitive to
the quality of the power supply: pig farmers,
tobacco farmers, aviaries, and dairy farmers in
the State of Paraná. Altogether, more than 200
thousand rural producers in Paraná were ben-
efi ted from these initiatives. Among the main
advances made in the period is the implemen-
tation of 55 automatic grid reconfi guration sys-
tems, whose installation has already been done.
Distributed Generation (GD) – This is the
generic name of the type of power generation
that differs from the centralized generation, usu-
ally of greater size and greater environmental
impact, because it occurs at or near consumers.
Copel Distribuição updates
technical
standards and adopts best engineering and
safety practices to connect distributed gen-
eration users (57 independent producers or
self-producers, with 600 MW generation in
45 municipalities).
For micro and mini generation companies,
including operating units and units under doc-
ument processing, there are 405 units, most
of photovoltaic generation (395 units). Total
3.34 MW installed power.
The addition of GD, although still insuf-
fi cient to meet the growth in demand, is
fundamental to reduce the rate of growth of
generation and postpone the need to build
big power plants and transmission lines
that, which, together with their benefi ts,
are associated with expressive environmen-
tal impacts.
COMMERCIALIZATION
Copel Comercialização, created in January
2016, established itself in the market under the
brand Copel Energia, working with a free market
specialization of energy purchase and sale, driv-
en by the accelerated movement of migration of
large consumers from the regulated market to the
Free Marketing Environment - ACL (ACL). In addi-
tion to operating in the energy purchase and sale
segment, it offers management services in the
free energy market for its customers. The Compa-
ny showed fast growth, closing the year with 300
megawatts average energy sold.
INFRASTRUCTURE CAPITAL96CONTEXT OF THE SECTORCOPEL IN NUMBERSCORPORATE GOVERNANCESUSTAINABILITYMESSAGE FROM THE PRESIDENTABOUT THE REPORTABOUT COPEL ANDBUSINESS MODELSCAPITALSGRI CONTENT INDEXAPPENDIX TELECOMMUNICATIONSCopel Telecomunicações provides tele-communication and communication services in general, in Multimedia Communication Ser-vice (SCM), developing studies and projects focused on meeting the needs of the Com-pany and the market in general. The explora-tion of such services is for an indefi nite term, without exclusivity, at national level. Increasingly more connected, the people in Paraná are following the trend in the tele-communication sector in Brazil, which pre-sented growth by 7.2% in 2017. Driven by re-gional providers, such as Copel Telecom, the broadband expansion places the telecom-munication services sector as the only one growing above the average among the essen-tial services. According to Anatel, only in the State of Paraná, the number of new contracts of broadband service subscribers grew by 11.3% compared to 2016.The search for effi cient services and state-of-art solutions placed Copel Tele-com on a differentiated level in the sector, with growth above 30% in relation to the number of subscribers. Upon the increas-ing demand and context of improvement in the processes and the teams´ effi ciency, it managed to reduce the cost in percentage without losing revenues.Copel Telecom serves all 399 municipali-ties in Paraná and 2 municipalities in Santa Ca-tarina on optical fi ber with high-performance network and internet services for companies, operators and the government. The company serves 65 municipalities, 64 in Paraná and 1 in Santa Catarina, with residential broadband internet on optical fi ber, in a GPON (Gigabit Passive Optical Network) model network, with one of the best performances on the market. The State is the fi rst and the only one in the country to become 100% digital, with network, which in 2017 totalized more than 32 thousand km optical cables, almost the distance around the Earth.Copel Telecom´s internet is installed to-tally on optical fi ber, in fi ber-to-the-home (FTTH) or fi ber-to-the-offi ce (FTTO) system, i.e., where the fi ber cable is connected in the consumer´s house or offi ce, without any other kind of intermediary material. This sys-tem guarantees the high performance of the Company´s connection.PARTICIPATIONSCopel has corporate shares and associ-ation in companies, consortiums and other institutions, which work in different sectors in addition to the power area. Further infor-mation in EN 1.1, EN 2, EN 18 and EN 19.7 of the Financial Statements. FINANCIAL CAPITAL97CONTEXT OF THE SECTORCOPEL IN NUMBERSCORPORATE GOVERNANCESUSTAINABILITYMESSAGE FROM THE PRESIDENTABOUT THE REPORTABOUT COPEL ANDBUSINESS MODELSCAPITALSGRI CONTENT INDEXAPPENDIX COPEL IN
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APPENDIX
98
FINANCIAL CAPITAL
Aligned to the strategic guidelines of the Company to expand
the business in a sustainable and profi table way and obtain ex-
cellence in costs, processes and quality, in 2017, Copel increased
the Net Operational Revenues from BRL 922.8 million, repre-
senting 7% increase compared to 2016. 103-2, 103-3, 201-1
Copel increased 7% of the
Net Operational Revenues
compared to 2016.
Other operational revenuess
284.10
198.20
Income from sector fi nancial assets and liabilities
(1,079.70)
718.80
Distrbution of piped gas
Telecommunications
471.90
454.80
261.60
309.00
Revenues from construction
Availability of the electric grid
Electric power supply
Electricity supply
1,279.60
868.00
2016
2017
3,976.60
3,617.90
2,676.10
3,176.40
4,681.50
5,231.50
COPEL IN
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APPENDIX
99
FINANCIAL CAPITAL
The presented variation is pursuant to the
following factors:
1) decrease of BRL 550 million in Revenues
from Electric Power Supply, mainly due to:
3) reduction of BRL 358.6 million in Revenues
from Electric Grid Availability, mainly due to
the effects of the remuneration for re-mea-
suring the cash fl ow in compliance with MME
Ordinance No. 120, related to RBSE assets;
• 11.6% retraction of the captive market
compared to the previous year, due to mi-
gration of captive consumers to the free
market and the economic situation in the
Country; and
• average reduction of 17.9% in the rate ap-
plied since June 2016.
2) increase by BRL 500.3 million in Electric
Power Supply mainly due to the increase of
the revenues at the Electric Power Commer-
cialization Chamber (CCEE) pursuant to high-
er average PLD in the period, BRL 318.15/
MWh in 2017 compared to BRL 92.40/MWh
in 2016, and higher commercialization within
the Free Contracting Environment (ACL);
4) reduction of BRL 411.6 million in Revenues
from Construction. The Company accounts
revenues related to construction or improve-
ment in the infrastructure used in the provi-
sion of electric power and gas distribution
and transmission services, which totalized
BRL 868 million in 2017 and BRL 1,279.6 mil-
lion in 2016. The respective expenses are rec-
ognized in the income statement for the peri-
od as cost of construction, when incurred;
5) increase of BRL 47.4 million in Revenues
from Telecommunications, mainly be-
cause of the increase of the number of cus-
tomers, mostly on the retail market with
the Copel Fiber product;
6) reduction of BRL 17.1 million in Revenues
from Distribution of Piped Gas, impacted
by the retraction of the market compared to
the previous year;
7) increase of BRL 1,798.5 in Income from sec-
tor fi nancial assets and liabilities because
of the positive result in 2017, BRL 718.8 mil-
lion, while in 2016, the result was negative,
BRL 1,079.7 million; and
8) reduction of BRL 86 million in Other Opera-
tional Revenues, refl ecting the lower varia-
tion in the fair value of the indemnifi able as-
set of the concession of approximately BRL
75.7 million, followed by reduction in the
revenues from service provision and offset
by the increase in revenues from leases
and rental of equipment and structures, and
charged services.
FINANCIAL CAPITAL100CONTEXT OF THE SECTORCOPEL IN NUMBERSCORPORATE GOVERNANCESUSTAINABILITYMESSAGE FROM THE PRESIDENTABOUT THE REPORTABOUT COPEL ANDBUSINESS MODELSCAPITALSGRI CONTENT INDEXAPPENDIXOPERATIONAL COSTS AND EXPENSES 201-1 In 2017, Copel presented the following variation in relation to the manageable and the non-manageable costs and expenses. 1) increase of BRL 1,479.8 million in Elec-tric power purchased for sale, mainly due to higher PLD in the period and the impact of GSF - Generation Scaling Fac-tor (hydrological risk) and increased com-mercialization within the Free Contracting Environment (ACL); Raw material and consumables for electric power productionNatural gas and consumables gas operationCharges on use of electric gridElectric power purchased for sale201633.497.4325.4309.5866.24,685.607126,165.602017Non-manageable2) reduction of BRL 154.2 million in Charges on use of electric grid mainly due to lower cost for System Service Charges (ESS), refl ecting the resources received from the Reserve energy account - Con-er and the Reserve Energy Charge (EER), offset by the increase of the cost of the basic grid and power transport, due to the effects of the indemnities paid to power transmission companies; 3) reduction of BRL 15.9 million in Natural gas and consumables for gas operation due to lower consumption; and COPEL IN
NUMBERS
ABOUT
THE REPORT
MESSAGE FROM
THE PRESIDENT
CONTEXT OF
THE SECTOR
ABOUT COPEL AND
BUSINESS MODELS
CORPORATE
GOVERNANCE
SUSTAINABILITY
CAPITALS
GRI CONTENT
INDEX
APPENDIX
101
FINANCIAL CAPITAL
Manageable
Other operational costs and expenses
Material
81.5
83.1
Social security and assistance plans
Third parties´ services
Depreciation and amortization
Estimated loss, provisions and reversal
Construction cost
Personnel and administrators
414.9
414.0
259.8
237.6
550.5
521.5
708.3
731.6
768.7
365,5
2016
2017
1,003.90
1,280.70
1,304.40
1,343.30
4) increase of BRL 38.9 million
in Personnel and adminis-
trators, refl ecting salary ad-
justment at 1.6% in October
2017, according to the group
agreement, and variation of
BRL 9.1 million of Provision
for indemnity for voluntary
dismissal and retirement;
5) reduction
in Construction
cost from BRL 1,280.7 mil-
lion in 2016 to BRL 1,003.8
million in 2017;
6) reduction of BRL 403.1 mil-
lion in Estimated loss, pro-
visions and reversal mainly
due to the reversal of estimat-
ed loss for reduction to im-
pairment value of assets and
reduction in PECLD, offset by
the increase in the provision
for litigation;
7) reduction of BRL 29 million
in Third parties´ services
pursuant to reduction of the
maintenance services on the
electric system and consult-
ing and auditing; offset by the
increase in communication,
data processing and trans-
mission services;
8) reduction of BRL 22.2 million
in Social security and assis-
tance plans pursuant to ef-
fects of the actuarial evalua-
tion calculated by contracted
actuary.
COPEL IN
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GRI CONTENT
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102
FINANCIAL CAPITAL
EBITDA OR LAJIDA
FINANCIAL INCOME
VALUE ADDED 201-1
The Company´s Ebitda in 2017 was BRL 2,872.9 million, presenting increase by BRL
175.8 million compared to 2016, which represents 6.5% increase.
Consolidated – In million BRL
2017
2016
Re-submitted
Net profi t attributed to the controlling company´s shareholders
1,118.2
874.5
The fi nancial income dropped by BRL
153,8 million mainly due to the 22.6% drop in
the fi nancial revenues pursuant to the reduc-
tion of the interest for arrears on power bills
and defl ation of the fi nancial indexes, which
update the fi nancial revenues.
In 2017, Copel calculated BRL 11,772.8 mil-
lion Value Added. Total, 7.7% lower than the pre-
vious year. The complete statement is included
in the Financial Statements
Deferred IRPJ and CSLL
IRPJ and CSLL
Financial expenses (revenues), net
Lajir/Ebit
Depreciation and amortization
Lajida/Ebtida
Net Operational Revenues - ROL
Ebitda Margin % (Ebitda / ROL )
(105.2)
(69.6)
379.9
589.3
748.4
594.6
2,141.3 1,988.8
2017
3.2%
6.3%
2016
2.0%
4.8%
731.6
708.3
66.9%
10.8%
69.2%
2,872.9 2,697.1
14,024.6
13,101.8
20.5% 20.6%
12.8%
12.3%
11.7%
GOVERNMENT
PERSONNEL
THIRD PARTIES
WITHHELD
SHAREHOLDERS
COPEL IN
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103
FINANCIAL CAPITAL
INDEBTEDNESS
NET PROFIT 201-1
CONSUMERS´ DEFAULT
The Company fi nances the liquidity and the
need of capital mainly with resources from the
operations and external fi nancing, aiming to ex-
pand and modernize businesses associated with
power generation, transmission, marketing, and
distribution, as well as telecommunications.
It is important to point out that the Compa-
ny seeks to invest in corporate shares, to use
credit lines available in the market, that make
sense in Copel’s capital structure, regarding
fi nancial leverage concerning the return from
projects. We point out that our perspectives
for fi nancing, as well as cash availability, will
be suffi cient to meet the needs of the invest-
ment plan for the fi scal period.
The payments made in the year totalized BRL
3,042 million, namely BRL 1,887 million principal
and BRL 1,155 million charges.
In 2017, the net profi t attributed to the share-
holders of the controlling company was BRL
1,033.6 million, 15.4% higher than that obtained
in the previous period, BRL 895.8 million.
In December 2017, the default25 of Copel Distribuição con-
sumers was BRL 226.5 million, which is equal to 1.52% of its
billing, while in 2016 it achieved BRL 267.3 million, 1.61% of
the billing.
Another control indicator of the Company is Abradee,
whose methodology considers debts overdue from 1 to 90
days. The economic scenario in 2017 contributed directly to the
increase of this indicator, 18.35% higher compared to 2016,
due to the concentration of debits from 1 to 30 days.
Indicador
2017
2016
%
Default Abradee
2.58% 2.18% 18.35%
Default Company
1.52% 1.61% -5.59%
25 Since 2003, Copel started calculating the default index of the product “electric power su-
pply”; its calculation methodology considers default all consumers with debt overdue for more
than 15 days up to 360 days, in conformity with the due date warning deadline (Aneel Resolu-
tion No. 414/2010), and the recognition of the loss of overdue debts is excluded.
COPEL IN
NUMBERS
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CAPITALS
GRI CONTENT
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APPENDIX
104
FINANCIAL CAPITAL
INVESTMENTS
The investment program for 2018 was ap-
proved on 12/13/2017 by the 173rd ordinary
meeting of CAD. The investments made and
planned are shown below:
Companies
(in BRL million)
Done
%
Planned
2017
2016
2017-2016
2018
Generation and Transmission
1,071.3
1,879.2
Distribution
Telecommunications
Wind Farms 26
Others 27
Total
630.4
241.1
566.0
-
777.1
193.8
722.2
3.1
(43.0)
(18.9)
24.4
743.6
790.0
340.2
(21.6)
1,051.4
(100.0)
3.4
2,508.8
3,575.4
(29.8)
2,928.6
26 Includes Brisa Potiguar, Cutia Wind Farms and São Bento Energia.
27 Includes Holding, Copel Renováveis, Copel Comercialização, among others.
SUMMARY OF THE GRI 105CONTEXT OF THE SECTORCOPEL IN NUMBERSCORPORATE GOVERNANCESUSTAINABILITYMESSAGE FROM THE PRESIDENTABOUT THE REPORTABOUT COPEL ANDBUSINESS MODELSCAPITALSGRI CONTENT INDEXAPPENDIX COPEL IN
NUMBERS
ABOUT
THE REPORT
MESSAGE FROM
THE PRESIDENT
CONTEXT OF
THE SECTOR
ABOUT COPEL AND
BUSINESS MODELS
CORPORATE
GOVERNANCE
SUSTAINABILITY
CAPITALS
GRI CONTENT
INDEX
APPENDIX
106
GRI CONTENT INDEX 102-55
Standard
GRI
Disclosure
GRI 101: FOUNDATION 2016
GENERAL DISCLOSURES
102-1 - Organization Name.
102-2 - Activities, brands, products and services
102-3 - Headquarters localization
102-4 - Operation localization
102-5 – Property and legal format
102-6 - Markets served
102-7 - Organization Size
102-8 - Information about employees and other workers
GRI 102: General
Disclosures 2016
102-9 - Supplier chain
102-10 - Signifi cant changes in the
organization and the supply chain
102-11 - Precaution approach or principle
102-12 - External initiatives
102-13 - Participation in associations
102-14 – Statement of the main decision-maker
102-15 - Main impacts, risks and opportunities
102-16 - Values, principles, standards and norms of behavior
102-17 - Mechanisms of consulting and concerns about ethics
102-18 - Governance Structure
Page and/or URL
Omission
External
verifi cation
Standard
GRI
Disclosure
Page and/or URL
Omission
External
verifi cation
5
15
15
15
15
15
2, 40
40
65
5
19
35
36
8
19
17
31
25
102-20 - Executives´ responsibility for economic,
environmental and social issues
102-22 – Composition of the highest
governance body and its committees
102-23 – President of the highest governance body
102-25 - Confl icts of interest
102-26 – Role of the highest governance body in
the defi nition of purpose, values and strategy
102-28 – Performance assessment of the highest governance body
GRI 102: General
Disclosures 2016
102-38 – List of annual remuneration
102-39 - List of percentage of increase of total annual remuneration
102-40 - List of stakeholders
102-41 - Group negotiation agreements
102-42 - Identifi cation and selection of stakeholders
102-43 - Approach for engagement of stakeholders
102-44 – Main topics and concerns found
102-45 - Entities included in the consolidated fi nancial statements
102-46 - Defi nition of the report content and limit of the topics
102-47 – List of material topics
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
28
27, 28
27
27
27
29
45
45
59
42
59
59
60, 61
5, 18
6
7
x
x
x
x
x
x
x
x
COPEL IN
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GRI CONTENT
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APPENDIX
107
Standard
GRI
Disclosure
Page and/or URL
Omission
External
verifi cation
Standard
GRI
Disclosure
Page and/or URL
Omission
External
verifi cation
102-48 - Reformulation of information
102-49 - Changes in the reports
102-50 - Period covered in the report
GRI 102: General
Disclosures 2016
102-51 - Date of last report
102-52 - Report issuance cycle
102-53 – Point of contact for questions about the report
102-54 - Statement according to the GRI Standards
102-55 - GRI Content Index
102-56 - External verifi cation
Reformulation of
information is indicated
along the Report together
with the change context
5
5
The last Sustainability
Report refers to 2016.
5
5
5
106
5, 113, 114, 115
MATERIAL TOPICS
Economic Performance
GRI 103:
Management
Approach 2016
GRI 201: Economic
Performance 2016
103-1 – Explanation of the material topic and its Boundaries
7, 17
103-2 – Management approach and its components
103-3 – Assessment of the Management approach
17, 25, 31, 98
8, 25, 98
201-1 – Direct economic value generated and distributed
98, 100, 102, 103
201-2 – Financial impacts and other risks and opportunities
pursuant to climate changes
76
x
x
x
x
x
x
x
x
x
x
x
x
x
x
Market Presence
GRI 103:
Management
Approach 2016
103-1 – Explanation of the material topic and its Boundaries
103-2 – Management approach and its components
103-3 – Assessment of the Management approach
GRI 202: Market
Presence 2016
202-1 – Proportion of the lowest salary paid by
gender compared to the local minimum salary
Fighting against corruption
GRI 103:
Management
Approach 2016
GRI 205:
anti-corruption
2016
Power
GRI 103:
Management
Approach 2016
GRI 302:
Power 2016
103-1 – Explanation of the material topic and its Boundaries
103-2 – Management approach and its components
103-3 – Assessment of the Management approach
205-1 – Operations evaluated regarding risks related to corruption
205-2 – Communication and training on anti-
corruption policies and procedures
205-3 – Confi rmed cases of corruption and actions taken
103-1 – Explanation of the material topic and its Boundaries
103-2 – Management approach and its components
103-3 – Assessment of the Management approach
302-1 - Consumption of power within the organization
7, 39
44
45
45
7, 25
25, 30, 31
30, 31
30
30
31
7, 80
82
80
82
x
x
x
x
x
x
x
x
x
x
COPEL IN
NUMBERS
ABOUT
THE REPORT
MESSAGE FROM
THE PRESIDENT
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GOVERNANCE
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CAPITALS
GRI CONTENT
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APPENDIX
108
Standard
GRI
Disclosure
Page and/or URL
Omission
External
verifi cation
Standard
GRI
Disclosure
Page and/or URL
Omission
External
verifi cation
Water
GRI 103:
Management
Approach 2016
GRI 303:
Water 2016
Biodiversity
GRI 103:
Management
Approach 2016
103-1 – Explanation of the material topic and its Boundaries
7, 80
103-2 – Management approach and its components
103-3 – Assessment of the Management approach
303-1 - Consumption of water by source
303-2 – Water sources signifi cantly affected by water withdrawal
103-1 – Explanation of the material topic and its Boundaries
103-2 – Management approach and its components
103-3 – Assessment of the Management approach
304-1 – Own, leased operating units, managed in or in the
surroundings of protected areas and areas with high biodiversity
value situated outside the protected areas
GRI 304:
Biodiversity 2016
304-2 – Signifi cant impact of activities,
products and services on biodiversity
304-3 – Protected or restored habitats
304-4 – Threatened species
Emissions
GRI 103:
Management
Approach 2016
103-1 – Explanation of the material topic and its Boundaries
103-2 – Management approach and its components
103-3 – Assessment of the Management approach
80
80
80
81
7, 84, 85
84, 85
84, 86, 87
84
84
86
87
7, 76
76, 77
78, 79
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
305-1 – Direct GHG emissions (Scope 1)
GRI 305:
Emissions 2016
305-2 - Indirect GHG emissions because of power purchase (Scope 2)
305-3 – Other indirect greenhouse gas emissions (Scope 3)
305-7 – Emissions of NOX, SOX and other
signifi cant atmospheric emissions
Effl uent and waste
GRI 103:
Management
Approach 2016
GRI 306: Effl uents
and waste
103-1 – Explanation of the material topic and its Boundaries
103-2 – Management approach and its components
103-3 – Assessment of the Management approach
306-2 – Waste by type and disposal method
Environmental Conformity
GRI 103:
Management
Approach 2016
103-1 – Explanation of the material topic and its Boundaries
103-2 – Management approach and its components
103-3 – Assessment of the Management approach
77
77
77
78
7, 80
83
80
83
7, 25
25, 31
30, 31
GRI: 307:
Environmental
Conformity 2016
307-1 – Non-conformity with environmental laws and regulations
Copel signed 3 Terms
of Conduct Adjustment,
whose management
is responsibility of the
respective technical
areas of the Company,
thus, as 104 lawsuits or
administrative processes
with objects related
to fulfi llment of the
environmental legislation
in force are pending
judgement, they are of
public domain and can be
checked by any stakeholder.
-
x
x
x
x
x
COPEL IN
NUMBERS
ABOUT
THE REPORT
MESSAGE FROM
THE PRESIDENT
CONTEXT OF
THE SECTOR
ABOUT COPEL AND
BUSINESS MODELS
CORPORATE
GOVERNANCE
SUSTAINABILITY
CAPITALS
GRI CONTENT
INDEX
APPENDIX
109
Page and/or URL
Omission
External
verifi cation
Standard
GRI
Disclosure
Page and/or URL
Omission
External
verifi cation
Standard
GRI
Disclosure
Supplier Environmental Assessment
103-1 – Explanation of the material topic and its Boundaries
103-2 – Management approach and its components
103-3 – Assessment of the Management approach
7, 67
67
31, 61, 62
308-1 – New suppliers selected based on environmental criteria
66
103-1 – Explanation of the material topic and its Boundaries
7, 39
GRI 103:
Management
Approach 2016
GRI 308: Supplier
Environmental
Assessment 2016
Employment
GRI 103:
Management
Approach 2016
103-2 – Management approach and its components
103-3 – Assessment of the Management approach
401-1 – New hiring and turnover of employees
GRI 401:
Employment 2016
401-2 – Benefi ts granted to full-time employees which
are not offered to temporary or half-time employees
401-3 – Maternity/paternity leave
Health and Safety at Work
39, 44, 46
39, 42, 45
42
45
45
GRI 103:
Management
Approach 2016
GRI 403:
Health and Safety
at Work 2016
103-1 – Explanation of the material topic and its Boundaries
7, 51
103-2 – Management approach and its components
103-3 – Assessment of the Management approach
403-2 – Types and ranges of injuries, occupational diseases, lost
days, absenteeism e and number of fatalities related to the job
51
50
50
x
x
x
x
x
x
x
x
x
x
x
Training and Education
GRI 103:
Management
Approach 2016
GRI 404:
Training and
Education
103-1 – Explanation of the material topic and its Boundaries
103-2 – Management approach and its components
103-3 – Assessment of the Management approach
404-1 – Average training hours a year, by employee
404-2 - Programs development of the employees´ competencies
and assistance for career transition
404-3 – Percentage of employees, who regularly receive
performance and career development assessments
Diversity and Equality of Opportunities
103-1 – Explanation of the material topic and its Boundaries
103-2 – Management approach and its components
103-3 – Assessment of the Management approach
GRI 103:
Management
Approach 2016
GRI 405: Diversity
and Equality of
Opportunities 2016
7, 39
39, 46
39, 47
47
47
46
7, 41
43, 44
43
405-1 - Diversity in governance bodies and employees
27, 41, 43
Rights of Indigenous Tribes
GRI 103:
Management
Approach 2016
GRI 411: Rights
of Indigenous
Tribes 2016
103-1 – Explanation of the material topic and its Boundaries
103-2 – Management approach and its components
7, 74
74
103-3 – Assessment of the Management approach
411-1 - Cases of violation of the rights of
indigenous or traditional tribes
Currently Copel no devices
to assess the human
rights management
74
x
x
x
x
x
x
x
x
x
x
x
x
x
x
COPEL IN
NUMBERS
ABOUT
THE REPORT
MESSAGE FROM
THE PRESIDENT
CONTEXT OF
THE SECTOR
ABOUT COPEL AND
BUSINESS MODELS
CORPORATE
GOVERNANCE
SUSTAINABILITY
CAPITALS
GRI CONTENT
INDEX
APPENDIX
110
Page and/or URL
Omission
External
verifi cation
Standard
GRI
Disclosure
Page and/or URL
Omission
External
verifi cation
Standard
GRI
Disclosure
Human rights Assessment
103-1 – Explanation of the material topic and its Boundaries
103-2 – Management approach and its components
GRI 103:
Management
Approach 2016
103-3 – Assessment of the Management approach
GRI 412:
Human rights
Assessment 2016
412-3 – Agreements and contracts for signifi cant
investments, which include clauses on human rights or
have been submitted to human rights assessment
Local Communities
GRI 103:
Management
Approach 2016
GRI 413: Local
Communities 2016
103-1 – Explanation of the material topic and its Boundaries
103-2 – Management approach and its components
103-3 – Assessment of the Management approach
31, 61, 62
413-1 – Operations engaging the local community, assessment
of impacts and programs for local development
413-2 - Operations with signifi cant negative impacts,
actual and potential, on the local communities
69, 70
67
Currently
Copel does
not have any
mechanisms
to evaluate the
management
of human
rights
7, 74
74
66
7, 67
67
x
x
x
x
x
x
x
x
x
Supplier Social Assessment
GRI 103:
Management
Approach 2016
GRI 414:
Supplier Social
Assessment 2016
103-1 – Explanation of the material topic and its Boundaries
103-2 – Management approach and its components
103-3 – Assessment of the Management approach
7, 67
67
31, 61, 62
414-1 - New suppliers selected based on social criteria
66
Social-Economic conformity
GRI 103:
Management
Approach 2016
103-1 – Explanation of the material topic and its Boundaries
103-2 – Management approach and its components
103-3 – Assessment of the Management approach
7, 25
25, 31
30, 31
GRI 419:
Social-Economic
conformity 2016
419-1 – Non-conformity with laws and regulations
in the social and economic area
Regarding Social-
Economic conformity,
Copel has 8 Terms of
Conduct Adjustment
handled by the technical
areas. In 2017, there
was no record of group
suits on the same matter
to lead to fi nancial
or other civil and/or
administrative sanctions.
Relationship with customers
GRI 103:
Management
Approach 2016
103-1 – Explanation of the material topic and its Boundaries
103-2 – The management approach and its components
103-3 – Assessment of the Management approach
7, 59
61, 62
60
x
x
x
x
x
COPEL IN
NUMBERS
ABOUT
THE REPORT
MESSAGE FROM
THE PRESIDENT
CONTEXT OF
THE SECTOR
ABOUT COPEL AND
BUSINESS MODELS
CORPORATE
GOVERNANCE
SUSTAINABILITY
CAPITALS
GRI CONTENT
INDEX
APPENDIX
111
Disclosure
SECTOR SUPPLEMENT
Organizational Profi le
G4-EU1 Installed capacity, broken down by primary
energy source and regulatory regime
G4-EU2 - Net energy output, by primary energy
source and regulatory regime
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
G4-DMA EU7 Management programs for demand, including
residential, trade, institutional, and industrial
Research & Development
GRI 103:
Management
Approach
2016
103-1 – Explanation of the material
topic and its Boundaries
103-2 – The management approach
and its components
103-3 – The management approach
and its components
G4-DMA EU8 Research and development activities
and expenditure aimed at providing more reliable
electricity and promoting sustainable development
Availability and Reliability
G4-DMA EU6 Management approach to ensure short-
and long-term electricity availability and reliability
Page and/or URL
Omission
External
verifi cation
Disclosure
Page and/or URL
Omission
External
verifi cation
90
90
60
92
64
54
54, 56
55
54
90
x
x
x
x
x
x
G4-EU10 Planned capacity against projected electricity demand over
the short- and long terms
System Effi ciency
G4-EU12 Transmission and distribution losses
as a percentage of total energy (%)
Biodiversity
G4-EU13 Biodiversity of offset habitats compared
to the biodiversity of the affected areas
Labor Practices and Employment
G4-DMA EU14 Programs and processes that
ensure the availability of skilled labor
G4-EU15 Percentage of employees with a right to retirement in the
next 5 and 10 years, broken down by functional category and region
EU18 Percentage of contractor and subcontractor employees that
have undergone relevant health and safety training
Local Communities
G4-DMA EU20 Approach to managing the
impacts from displacements
The planning of the generation expansion
is done by Empresa de Pesquisa Energética
– EPE, considering the whole load of the
National Interconnected System - SIN. The
implementation depends on the expansion
plans by the Federal Government and the
tenders for power sale, considering that
the division of the demand attendance
among the different sources of generation
is also set by the Federal Government.
x
94
86
47
39
51
67
COPEL IN
NUMBERS
ABOUT
THE REPORT
MESSAGE FROM
THE PRESIDENT
CONTEXT OF
THE SECTOR
ABOUT COPEL AND
BUSINESS MODELS
CORPORATE
GOVERNANCE
SUSTAINABILITY
CAPITALS
GRI CONTENT
INDEX
APPENDIX
112
Disclosure
Page and/or URL
Omission
External
verifi cation
G4-EU22 Number of people physically or economically displaced or
compensated, broken down by type of project
67, 68
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
Consumer Health and Safety
G4-EU25 Number of injuries and fatalities to the public
involving company assets, including legal judgments,
settlements and pending legal cases of diseases
Access
G4-EU23 Programs, including those in partnership with the
government, to improve or maintain access to electricity
and customer support services, as well as its safe use
G4-EU26 Percentage of unattended population in concession area
G4-EU27 Number of residential disconnections for non-payment,
broken down by duration of disconnection and regulatory regime
G4-EU28 Frequency of interruptions in power supply (FEC)
G4-EU29 Average duration of interruptions in energy supply (DEC)
G4-EU30 Average plant availability factor, broken
down by energy source and regulatory system
63
52
63
Copel does not restrict to attend requests for
power connection, unless in specifi c cases,
where there is environmental impediment.
64
93
93
91
x
x
x
x
x
COPEL IN
NUMBERS
ABOUT
THE REPORT
MESSAGE FROM
THE PRESIDENT
CONTEXT OF
THE SECTOR
ABOUT COPEL AND
BUSINESS MODELS
CORPORATE
GOVERNANCE
SUSTAINABILITY
CAPITALS
GRI CONTENT
INDEX
APPENDIX
APPENDIX
113
EXTERNAL ASSURANCE 102-56
COPEL IN
NUMBERS
ABOUT
THE REPORT
MESSAGE FROM
THE PRESIDENT
CONTEXT OF
THE SECTOR
ABOUT COPEL AND
BUSINESS MODELS
CORPORATE
GOVERNANCE
SUSTAINABILITY
CAPITALS
GRI CONTENT
INDEX
APPENDIX
114
COPEL IN
NUMBERS
ABOUT
THE REPORT
MESSAGE FROM
THE PRESIDENT
CONTEXT OF
THE SECTOR
ABOUT COPEL AND
BUSINESS MODELS
CORPORATE
GOVERNANCE
SUSTAINABILITY
CAPITALS
GRI CONTENT
INDEX
APPENDIX
115
APPENDIX
APPENDIX116CONTEXT OF THE SECTORCOPEL IN NUMBERSCORPORATE GOVERNANCESUSTAINABILITYMESSAGE FROM THE PRESIDENTABOUT THE REPORTABOUT COPEL ANDBUSINESS MODELSCAPITALSGRI CONTENT INDEXAPPENDIX The company ratifi es its commitment to the United Na-tions Global Compact and Sustainable Development Goals, and presents as an Annex to this Progress Communication (COP) below, where it specifi es the initiatives developed to im-plement the principles of the Global Compact and the SDGs in its operations. Throughout the publication this annex is part of, the results of this initiatives are also presented, as well as the progress of its commitments in 2017, which can be found in the GRI indicators reported by Copel.Industry, innovation and infrastructure9Reduced inequalities10Decent work and economic growth8Sustainable cities and communities11Peace, justice and strong institutions16Partnerships for the goals17Life on land15Responsible consumption and production 12Life below water14Climate action13Quality education4No poverty1Good health and well-being3Zero hunger2Affordable and clean energy7Gender equality5Clean water and sanitation6RESPECT and support the internationally recognized human rights in its area of infl uenceENSURE the company’s non-participation in violation of hu-man rightsSUPPORT freedom of association and recognize the right to collective bargainingELIMINATE all forms of forced or compulsory labor.ERADICATE effectively all forms of child labor from its produc-tion chainSTIMULATE practices that eliminate any kind of discrimination in employmentASSUME a responsible and proactive preventive approach to environmental challengesDEVELOP initiatives and practices to promote and disseminate social and environmental responsibilityENCOURAGE the development and diffusion of environmental-ly responsible technologiesFIGHT corruption in all its forms, including extortion and briberyTHE GLOBAL GOALS FOR SUSTAINABLE DEVELOPMENTGLOBAL COMPACT PRINCIPLES INCORPORATION OF THE PRINCIPLES OF THE GLOBAL COMPACT AND SDGS117CONTEXT OF THE SECTORCOPEL IN NUMBERSCORPORATE GOVERNANCESUSTAINABILITYMESSAGE FROM THE PRESIDENTABOUT THE REPORTABOUT COPEL ANDBUSINESS MODELSCAPITALSGRI CONTENT INDEXAPPENDIX COPEL IN
NUMBERS
ABOUT
THE REPORT
MESSAGE FROM
THE PRESIDENT
CONTEXT OF
THE SECTOR
ABOUT COPEL AND
BUSINESS MODELS
CORPORATE
GOVERNANCE
SUSTAINABILITY
CAPITALS
GRI CONTENT
INDEX
APPENDIX
118
PROJECTS / PROGRAMS / MANAGEMENT SYSTEMS / PARTICIPATIONS AND POLICIES
Management Policies and 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; 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).
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 good practices throughout the supply chain.
Our Energy Program: ties together obtaining new opportunities in relation to career development, remuneration and personal development to performance.
Generation by renewable sources: compliance with the strategic and sustainability guidelines established for the generation business.
Ethical Guidance Board: analyzes and provides guidance on processes related to ethical conduct in the Company.
Committee for the Analysis of Reports on Psychological Harassment: aims to assess reports on psychological harassment in labor relations within the Company.
Integrity Program and Compliance Portal: a set of internal mechanisms and procedures for integrity, audit and incentive to
report irregularities and effective application of codes of ethics and conduct, policies and guidelines aiming to detect and heal
deviations, frauds, irregularities and illegal acts done against the national or foreign public administration.
Copel Transparency Portal: it aims to provide information in compliance with the federal and the state legislation.
PRINCIPLES AND OBJECTIVES
RESPONDED
GLOBAL COMPACT
ODS
DATE
START / FINISH
1 to 10
16, 17
Various /
Indeterminate
1 to 10
16, 17
2008 / Indeterminate
6
7, 8, 9
1 a 10
1 a 10
10
10
10
2013 / Indeterminate
7, 17
Indeterminate
5, 8, 16
2003 / Indeterminate
5, 8, 16
2009 / Indeterminate
16
16
2015 / Indeterminate
2014 / Indeterminate
Diversity Program: Implementation of the Action Plan and certifi cation for the 5th Edition of the Pro-Gender and Race Equity Program of the Department of Policies for Women.
1 to 10
5, 8 10, 16, 17
2014 / Indeterminate
Internal Social and Environmental Committees – CISAS: Acts as multipliers of sustainability concepts, enabling the identifi cation
of problem situations in the social and environmental aspect, strengthening the relationship with stakeholders.
1, 2, 6, 7, 8, 9, 10
12, 13
2012 / Indeterminate
COPEL IN
NUMBERS
ABOUT
THE REPORT
MESSAGE FROM
THE PRESIDENT
CONTEXT OF
THE SECTOR
ABOUT COPEL AND
BUSINESS MODELS
CORPORATE
GOVERNANCE
SUSTAINABILITY
CAPITALS
GRI CONTENT
INDEX
APPENDIX
119
PROJECTS / PROGRAMS / MANAGEMENT SYSTEMS / PARTICIPATIONS AND POLICIES
Management Policies and Systems
Copel Corporate University – UniCopel: implementation of the Educational Planning and management of Leadership
Development Programs, Postgraduate, Master’s and Doctorate Degrees and Languages.
Corporate Management Program on Climate Change: Aims to discuss and deliberate actions associated with the study of the
effects of climate changes, implementation of Copel´s Climate Change Policy, and undertaken voluntary commitments.
Support to Public Policies and Management Improvement
PRINCIPLES AND OBJECTIVES
RESPONDED
GLOBAL COMPACT
ODS
DATE
START / FINISH
1, 2, 7, 8, 9
16, 17
2007 / Indeterminate
1, 2, 7, 8, 9
11, 13, 17
2011 / Indeterminate
Participation in the Brazilian Committee on 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
11, 13
2008 / Indeterminate
Participation in the Entrepreneurship Initiative Trends in Ecosystem Services - TeSE: initiative of the Center for Sustainability
Studies of FGV (Gvces) – aims to incorporate the concepts of valuing Ecosystem Services in business, as well as developing
methodology. (Until 2017, for 2018, Copel will not sponsor the FGV initiative, it will work the subject internally)
Participation in organizations that discuss and promote energy effi ciency: Brazilian Association of Electric Utilities, Energy Planning Company, Independent
Power Producers Assoc., Brazilian Assoc. of Power Generation Companies, Brazilian Assoc. of Power Distribution Companies, Brazilian Association of Large
Power Transmission Companies, Brazilian Committee of Large Dams, Regional Engineering, Architecture and Agronomy Council in PR, 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, Architecture and Agronomy Council of the State of Paraná, Garbage and Civic
Awareness Forum PR, Forum on Climate Change of the State of Paraná, Environmental Committees of the Public Ministry of Paraná.
7, 8, 9
16, 17
2015 / Indeterminate
1 to 10
6, 7, 15
Diversos / Indeterminate
7, 8, 9
6, 15, 17
Diversos / Indeterminate
Participation in the Corporate Citizenship Council of the State of Paraná - CPCE, for joint promotion of social responsibility in the State of Paraná.
1 to 10
16, 17
2005 / Indeterminate
COPEL IN
NUMBERS
ABOUT
THE REPORT
MESSAGE FROM
THE PRESIDENT
CONTEXT OF
THE SECTOR
ABOUT COPEL AND
BUSINESS MODELS
CORPORATE
GOVERNANCE
SUSTAINABILITY
CAPITALS
GRI CONTENT
INDEX
APPENDIX
120
PROJECTS / PROGRAMS / MANAGEMENT SYSTEMS / PARTICIPATIONS AND POLICIES
Management Policies and Systems
PRINCIPLES AND OBJECTIVES
RESPONDED
GLOBAL COMPACT
ODS
DATE
START / FINISH
Voluntary participation in the Competitive Paraná Movement and in examining panels of awards: National Quality Awards, MPE Brazil and The Management Quality of Paraná.
1 to 10
2000 / Indeterminate
Integrated Management of Water and Soil: in partnership between Copel, Sanepar and State Departments to create synergy between the actions carried out in the
watersheds, to promote the improvement of quality and the availability of water by perfecting the use, management and proper conservation of soil, water and forests.
1, 2, 7, 8, 9
6, 15, 17
2010 / Indeterminate
UN Global Compact Cities Program: Since November 2017, Copel started hosting and coordinating the Center of the UN Global Compact Cities Program for the South
Region of Brazil. It acts jointly with the State Council of Economic and Social Development of Paraná – CEDES and the Independent Social Service Paranacidade.
1 to 10
11, 17
2017 / Indeterminate
Social and Environmental Programs, Projects and Initiatives
Program to collect donations to charity and social service institutions, non-profi t and of group interest, through the energy bill.
1 to 10
1, 10, 17
1999 / Indeterminate
Annual donation, through tax incentives, to the Fund for the Rights of Children and Adolescents – FIA, Rouanet
Act, Elderly Act, Incentive to Sports Act, PROFICE, PAIC, PRONON and PRONAS.
1, 2, 5
1
2006 / Indeterminate
Corporative Volunteer Program - EletriCidadania: the program allows employees to use up to four hours/month to perform volunteer work.
1, 2, 4, 5, 7, 8
10, 16, 17
2001 / Indeterminate
Choir: promotes employees integration, the quality of life at work, the development of the music culture and education, as well as appreciation of the Copel brand in the community.
Support room for breast pumping and reduced working day: comfortable and cozy place where
mothers may withdraw and store breast milk to be offered to their children timely.
Cultivating Energy Program: the purpose is to implement community gardens in the safety sections of Copel´s
electric grids, in partnership with municipal administrations and associations of residents.
6
1, 2, 6
3
3
2010 / Indeterminate
2016 / Indeterminate
1, 7, 8, 9
1, 2, 10
2009 / Indeterminate
Corporative Accessibility Program: aims to adapt the Company in accessibility issues.
1, 2, 6
11, 16, 17
2007 / Indeterminate
COPEL IN
NUMBERS
ABOUT
THE REPORT
MESSAGE FROM
THE PRESIDENT
CONTEXT OF
THE SECTOR
ABOUT COPEL AND
BUSINESS MODELS
CORPORATE
GOVERNANCE
SUSTAINABILITY
CAPITALS
GRI CONTENT
INDEX
APPENDIX
121
PROJECTS / PROGRAMS / MANAGEMENT SYSTEMS / PARTICIPATIONS AND POLICIES
Management Policies and Systems
Eco-effi ciency Program: concentrates several eco-effi ciency initiatives developed in Copel into a single Program operating as
a hub, interconnecting them, strengthening them, potentializing them, and enabling new forms of operation.
EducaODS Program (Former Education for Sustainability Program): it aims to train and develop professionals,
formal and informal leaders of Copel, in sustainability-related issues.
Susie Pontarolli Sustainability Trophy: aims to recognize and support initiatives aimed at contributing to
the promotion of sustainable development and improvement of the quality of life.
Luz Fraterna Program: Program of the Government of the State of Paraná that pays the bills of consumers registered
at the Social Electricity Rate, provided that consumption does not exceed 120 kWh.
Morar Bem (Live Well) Paraná Program: in partnership with the Housing Company of Paraná - Cohapar –
housing program for families with monthly income of up to six minimum national wages.
Rural Nighttime Rate Program: incentive to increased agricultural production, to poultry and pig farmers,
through discount prices for consumer units classifi ed as rural, served in low voltage.
Nighttime Irrigation Program: incentive to use of irrigation to increase agricultural and poultry production and
improve the quality of life in rural areas. Subsidized rates and equipment to rural consumers.
PRINCIPLES AND OBJECTIVES
RESPONDED
GLOBAL COMPACT
ODS
DATE
START / FINISH
7, 8, 9
6, 8, 12, 13
2014 / Indeterminate
1 to 10
4, 12, 13
1998 / Indeterminate
1 to 10
10, 16, 17
2012 / Indeterminate
1, 2, 4, 5, 10
1, 7, 11, 17
2003 / Indeterminate
1, 2, 4, 5, 10
1, 7, 11, 17
2003 / Indeterminate
1, 2, 4, 5, 8
11, 17
2007 / Indeterminate
1, 2, 8
8, 11, 17
2003 / Indeterminate
Energetic Effi ciency Program: aimed at effi cient use of electricity in residential, industrial, trade and public facilities, located in Copel´s concession area.
1, 2, 8
7
2000 / Indeterminate
Paraná Cidadão (Paraná Citizen) Program: promoted by the Special Department for Community Relations, with the purpose to offer free services that promote
civic awareness and social inclusion. Copel participates by providing information about its products and guidelines on safe and effi cient use of electric power.
1, 2, 4, 5, 6, 10
1, 7, 10, 17
2003 / Indeterminate
COPEL IN
NUMBERS
ABOUT
THE REPORT
MESSAGE FROM
THE PRESIDENT
CONTEXT OF
THE SECTOR
ABOUT COPEL AND
BUSINESS MODELS
CORPORATE
GOVERNANCE
SUSTAINABILITY
CAPITALS
GRI CONTENT
INDEX
APPENDIX
122
PROJECTS / PROGRAMS / MANAGEMENT SYSTEMS / PARTICIPATIONS AND POLICIES
Management Policies and Systems
PRINCIPLES AND OBJECTIVES
RESPONDED
GLOBAL COMPACT
ODS
DATE
START / FINISH
Digital Paraná Program: digital inclusion in public education, through connection with of State schools to the Internet, in
partnership with the State Government and the Department of Education, with priority to locations with low HDI.
1, 2, 4, 5, 6, 10
1, 9, 11
2003 / Indeterminate
Connected Paraná Program: the initiative provides access to optical fi ber Internet 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 spread affordable Internet access to all municipalities of Paraná. The city halls and the providers,
which join the communication service plan, undertake commitment to provide affordable internet access service.
1, 2, 4, 5, 6, 10
1, 9, 11
2010 / Indeterminate
Social Electric Power Rate: Established by Law 10.438/2002, it offers discounts on electricity consumption up to the limit of 220 kWh to families registered in
the Unifi ed Registry of Social Programs of the Federal Government, provided that the other criteria set forth in Aneel Resolution 414/2010 are complied with.
1, 2, 4, 5, 6, 10
1, 7, 11
2002 / Indeterminate
Mais que Energia (More than Energy) Project: implementation, expansion and consolidation of social investment projects and programs for the community.
Smart Grid Project: installation of 2000 telemetering points in the urban area of Curitiba and 1000 points in the rural area of Colombo and
Bocaiúva do Sul, reading is done every hour, enabling detection of errors, power outage and reading for billing without use of teams.
Telemetry: it enables the automated collection of data in real time, optimizing the process for more precise
collection, handling and availability of data, including for customers, via Internet.
Distributed Generation: type of power generation other than centralized, usually of greater size and
greater environmental impact, because it is done with or close of consumers.
Illuminating Generations Project: Lectures for fourth-grade students from public schools, of informative and preventive nature regarding
the conscious and safe use of electric power, use of natural resources (energy and water) and correct disposal of waste.
1, 2
1, 7, 10, 11,
16, 17
2014 / Indeterminate
1, 2, 7, 8, 9
7, 9, 13, 17
2015 / Indeterminate
8, 9
7, 9, 13
2010 / Indeterminate
7, 8, 9
7, 9, 12, 13
2004 / Indeterminate
1, 2
4
1970 / Indeterminate
COPEL IN
NUMBERS
ABOUT
THE REPORT
MESSAGE FROM
THE PRESIDENT
CONTEXT OF
THE SECTOR
ABOUT COPEL AND
BUSINESS MODELS
CORPORATE
GOVERNANCE
SUSTAINABILITY
CAPITALS
GRI CONTENT
INDEX
APPENDIX
123
PROJECTS / PROGRAMS / MANAGEMENT SYSTEMS / PARTICIPATIONS AND POLICIES
Management Policies and Systems
Mais Clic Rural Program: improving the quality of electric power supply in rural areas, focusing on
agricultural activities integrated with production processes sensitive to interruptions.
PRINCIPLES AND OBJECTIVES
RESPONDED
GLOBAL COMPACT
ODS
DATE
START / FINISH
1, 2, 7, 8, 9
7, 11
2015 / Indeterminate
Solidarity Bill: incentive to customers, who choose to receive the bill by email, at each registration, Copel donates BRL 1.00 to APAE institutions in the State of Paraná.
1, 2
10, 12, 17
2015 / Indeterminate
Program of Integrated Actions for Development and Civic Awareness - UPS Civic Awareness: Integrated actions for urban development and social promotion,
as well as recovery of civic awareness 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 federal, state and municipal administration and the civil society, contributing to improve public safety and local social-economic development.
7, 8, 9
7, 11, 17
2013 / Indeterminate
Corporate Waste Management Program: it aims to reduce, reuse, measure and monitor the solid waste generated by the Company.
7, 8, 9
8, 11, 12
2006 / Indeterminate
Selective Collection: destination of recyclable administrative waste for recycling associations and cooperatives,
promoting social inclusion and improving quality of life by generating income for the waste pickers.
7, 8, 9
1, 10, 11
2009 / Indeterminate
Prevention: raises the population´s awareness about the importance of taking care of pets, in order to prevent accidents with Copel´s and Sanepar´s readers and postmen.
7, 8, 10
4
2015 / Indeterminate
Urban Forests Program: it works together with the city halls for planning afforestation of public roads, contributing to environmental
improvement of cities and reduction of power supply interruptions caused by the confl ict between vegetation and electrical systems.
Riparian Forests Program: it aims to recover natural environments surrounding the reservoirs of power plants and other areas of interest of the Company.
Program for Monitoring and Repopulation of Fish Fauna: it aims to monitor and repopulate the
Company´s reservoirs and the rivers, where Copel´s projects have some infl uence.
Experimental Station of Ichthyological Studies: studies and reproduces species suitable for repopulation of rivers and reservoirs in Paraná.
7, 8, 9
11, 15, 17
2008 / Indeterminate
7, 8, 9
7, 8, 9
7, 8, 9
6, 15
2006 / Indeterminate
6, 15
1993 / Indeterminate
6, 15
1992 / Indeterminate
COPEL IN
NUMBERS
ABOUT
THE REPORT
MESSAGE FROM
THE PRESIDENT
CONTEXT OF
THE SECTOR
ABOUT COPEL AND
BUSINESS MODELS
CORPORATE
GOVERNANCE
SUSTAINABILITY
CAPITALS
GRI CONTENT
INDEX
APPENDIX
124
PROJECTS / PROGRAMS / MANAGEMENT SYSTEMS / PARTICIPATIONS AND POLICIES
Management Policies and Systems
Control of invasive and/or exotic species: monitoring and control of invasive and/or exotic species of wildlife and fl ora.
Recovery of degraded areas: monitoring and recovery of degraded areas.
Forest Gardens: it aims at production of seedlings suitable for application in other Company Programs.
Botanical Garden: it aims to preserve and research plant species and to house collections of exotic ornamental plants.
PRINCIPLES AND OBJECTIVES
RESPONDED
GLOBAL COMPACT
ODS
DATE
START / FINISH
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: it 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 Scientifi c Flora and Wildlife Exploitation Memory in the implementation of WPP Gov. Ney Braga.
7, 8, 9
4, 10, 11
2000 / Indeterminate
Ecosystem Services: direct and indirect contributions of the ecosystems to the economy and the well-being of humanity.
7, 8, 9
6, 8, 11, 15
2015 / Indeterminate
Life Cycle Analysis: A tool that quantifi es the environmental impacts of given product or service. It is composed of categories, such as: greenhouse
gas emission (GHG), acidifi cation, eutrophication, toxicity, consumption of natural resources and depletion of the ozone layer.
7, 8, 9
7, 8, 12, 13
2015 / Indeterminate
Reserve Logistics: plans, recommends and structures the actions related to the aspect within the scope of the Corporate Waste Management Program.
7, 8, 9
12
2014 / Indeterminate