2019 INTEGRATED REPORT
65 YEARS OF COPEL. PURE ENERGY.
Contents
1. 2019 Executive Summary ................................................................... 3
2. Acknowledgments ............................................................................. 8
3. About the report ............................................................................... 9
4. Message from the CEO .....................................................................14
5. Sector context .................................................................................20
6. About Copel and business models ......................................................31
6.1. Organization chart – Equity interest ............................................32
6.2. Companhia Paranaense de Energia ..............................................33
6.3. Business Model ........................................................................35
6.4. Strategic benchmark ................................................................ 43
7. Corporate governance ...................................................................... 49
7.1. Corporate governance practices ..................................................50
7.2. Corporate governance structure ..................................................51
7.3 Appointment and performance assessment
of members of statutory bodies ..................................................52
7.4 Development of members of statutory bodies...............................53
7.5 Integrity ..................................................................................53
7.6 Risk management .....................................................................59
8. Sustainability management ................................................................62
8.1 Voluntary commitments .............................................................65
8.2 Copel and the Sustainable Development Goals ............................65
8.3. Human rights ...........................................................................70
8.4. Copel Sustainability Challenge ....................................................70
9. Capital performance .........................................................................71
10. GRI Index ...................................................................................... 125
Credits........................................................ ..............................................146
Annexes.......... .................................................................................... 147
2
2019 Executive Summary
1.1 Sector context, Copel and business models
Pages 20 to 48
The year of 2019 was marked by macro-economic challenges and
sectorial and regulatory advances. Copel celebrated 65 years of
successful history in energy generation, transmission and distribution.
Its subsidiaries’ business models show how the Company generates
value and supplies with quality Paraná and other states of the country.
Indicators of Equivalent Duration of Interruption per consumer unit
due to interruption originated within the distribution system (DECi)
and Equivalent Frequency of Interruption per consumer unit due to
interruption originated within the distribution system (FECi) showed a
new drop. Novelties like Copel Smart Grid and Paraná Trifásico (Three-
phase Program) will contribute to the Company’s operational efficiency.
1.2 Corporate governance
Pages 49 to 61
Copel presents the best corporate governance among stated-
owned companies and is the only company to obtain maximum
score in B3’s Programa Destaque em Governança das Estatais
(State-owned Enterprise Governance Program).
Its Integrity Program is widely disseminated across the Company
through in-person or distance training initiatives.
Copel adopts a risk management model based on risk appetite
parameters, guided by the best market practices and the Policy for
Integrated Management of Corporate Risks and Bylaws.
DECi Evolution (DECi measured in hours and hours’ centesimal)
13.67
10.82
10.46
10.31
9.10
2015
2016
2017
2018
2019
FECi Evolution (interruptions)
8.33
7.23
6.83
6.22
6.00
2015
2016
2017
2018
2019
100%
of Copel operations were subject to risk
assessments associated with corruption in
2019. Corruption cases were not identified in
the Company.
5 channels for denunciations, complaints,
among others, with guaranteed secrecy
and independent analysis.
3
1.3 Sustainability management
Pages 62 to 70
Copel endorses the main UN initiatives regarding socio-environmental
and economic responsibility, is a signatory of the Global Compact,
and is committed to the Sustainable Development Goals (SDGs). The
Company promotes a series of initiatives to fulfill the 2030 Agenda
– UN initiative to reach SDGs in the next ten years. Human Rights
are one of the main themes addressed by Copel in the scope of
sustainability. Currently, the first version of the Company’s Human
Rights Policy is underway for publication. The Company also promotes
campaigns and training on the subject.
1,925 EMPLOYEES TRAINED
IN HUMAN RIGHTS BY THE END OF 2019
MEN
5,524
WOMEN
1,571
TOTAL
7,095
TOTAL
EMPLOYEES
TRAINING
HOURS
AVERAGE
TRAINING HOURS
5,524
216,595.92
39.21
1,571
40,783.06
25.96
1.4 Human capital
Pages 72 to 87
Copel’s People Management Policy makes clear that employees are the most
valuable assets of the Company because their qualification, dedication and
engagement are fundamental for the business’ success. Their knowledge
and continuous development are the pillars for excellence. The Corporate
Education Policy establishes the guidelines for the promotion of qualification
actions, which include from basic training to graduate courses and research.
Copel’s Diversity Program foments the search for equal rights, opportunities,
and acknowledgment to all people, with attention to vulnerable groups,
subject to discrimination. For Occupational Health and Safety, the guidelines
come from the Occupational Health and Safety Policy, according to which
everybody is responsible for the safety, health and well-being, and the
understanding that accidents can be avoided.
Number of fatalities (deaths)
Number of work-related injuries
with severe consequences
Number of recordable
work-related injuries
OWN
EMPLOYEES
OUTSOURCED
EMPLOYEES
0
0
42
1
1
108
4
1.5 Intellectual Capital
Pages 88 to 91
1.6 Capital stock and relationship capital
Pages 92 to 102
Research & Development (R&D) is fundamental to the Company and
is included in the Business Plan, Strategic Planning and management
practices. Innovation is a competitive advantage. Among the innovative
projectsthat stand out, we have the research on the operation of electric
vehicles or plug-in hybrids, battery- or fuel cell- powered, and that of
energy generation through biogas, and the Network of Solar Energy
Research Stations.
R$ 62 million
invested in R&D in 2019
Total of 74 projects
23 strategic projects (with themes
defined by Aneel)
5 patent requests filed at INPI
The Sustainability Policy establishes a transparent, regular and
structured dialogue with stakeholders, considering their demands,
priorities and expectations. Several communication channels
are available to Copel customers, including the App, the virtual
consumer service center, the call center and the Ombudsman.
This audience’s satisfaction is a material theme for the Company.
Another priority is the access to energy for everyone. Due to that,
Copel maintains Tarifa Social de Energia Elétrica, Luz Fraterna,
Tarifa de Irrigação Noturna, Tarifa Rural Noturna and +Clic Rural
Programs (Electricity Social Tariff, Night Irrigation Tariff, Night
Rural Tariff), which benefit thousands of people. Jointly with the
state government, Copel launched the Ilumina Paraná project
in 2019, an initiative for the modernization of street lighting
systems in several municipalities. Communities surrounding the
Company’s operations are the focus of volunteering actions and
corporate activities that promote social responsibility. Copel also
invests in infrastructure for these communities, including reform
and construction of essential facilities like schools, and causes
relevant impacts, like direct and indirect jobs.
Clients
3,665,426 calls recorded by the
distributor’s call center
100,284 complaints
41,768 complaints considered well-founded
Communities
3,014 hours of volunteering
Access to energy
Over R$ 200 million
Invested in programs for the
promotion of access to electricity
Suppliers
2,126 suppliers hired
by Copel in 2019
R$ 299.5 billion in amounts paid
5
1.7 Natural capital
Pages 103 to 110
1.8 Manufactured capital
Pages 111 to 119
Climate change is a very relevant theme to Copel, since it is associated
both to financial risk and to the opportunity to expand its businesses.
The environmentally responsible guidelines of the Company, its wholly-
owned subsidiaries and controlled companies are defined in the
Sustainability Policy, which promotes environmental management based
on the analysis of performance and efficiency. Copel operation activities,
in addition to depending on natural resources, impact on the environment
according to the resource employed and the type of business. Thus,
while conducting prospecting studies and implementing new businesses,
impacts are described in environmental studies and their results ground
the development of actions for mitigation, preservation and recovery of
the environment.
Greenhous gas
emissions (tCO2e)
2018
2019
VARIATION
388,312.45
235,429.76
-39%
Total energy consumption
296,264.55
259,320.59
-12%
Water consumption in all
Copel and its wholly-owned
131,201
161,000
23%
subsidiaries’ offices (m3)
Tons of
waste generated
Correctly disposed
of waste
63,284
46,424.28
-27%
100%
100%
-
Note: There were no significant reports of atmospheric emissions due to the non-operation of the Figueira
Thermoelectric Plant (coal) in 2019.
43 owned plants
23 hydroelectric
29 wind farms
2 thermoelectric
11 partially-owned plants
7,157.5 MW total installed capacity
3,018.4 MW assured energy
7,441 km transmission lines
16,174 MVA of transformation potential
in transmission substations
Investments in undertakings that will add 391 km to transmission
lines and 3,600 MVA of transformation capacity to its portfolio
and partnerships
4 transmission substations in the works
Extension of distribution lines
Voltage level
13.8 kV
34.5 kV
69.0 kV
138.0 kV
Total
106,956 km
85,735 km
756 km
6,507 km
199,954 km
6
374 distribution substations
R$ 17.25 million in investments
in infrastructure, equipment and
telecommunication installation services
Total of 34.2 thousand km of fiber optic
network, 12 thousand km of backbone network
and 24 thousand km of access network.
99.91% service availability in 2019.
1.9 Financial capital
Pages 120 to 124
R$ 16,244.2 million Net Operating Income,
8.8% higher than 2018
R$ 4,284.50 million Ebitda,
36% higher than 2018
26.4% Ebitda Margin (Ebitda/NOI)
R$ 2,062.9 million net profit,
41.4% higher than 2018
7
2. Acknowledgments
AWARDS AND CERTIFICATIONS
CERTIFIER
Abradee Award – Assessment by the client 2019
Abradee Award – Best company in the South of Brazil 2019
Associação Brasileira de Distribuidores de Energia Elétrica (Abradee)
Abradee Award – 2nd position Management Quality 2019
Cier Award – Best Distributor (silver category)
Comisión de Integración Energética Regional (Cier)
Paraná Climate Seal ‘Gold’
Paraná State Government
Citizen Company Certification – information provided in the social report
Conselho Regional de Contabilidade do Rio de Janeiro, Sistema Firjan e Fecomércio
500 top of the south Award – Largest company in Paraná
and Highest net income in the energy sector
Sesi SDG Award – Acknowledgement of practices in favor
of the sustainable development goals – industry category
Amanhã Magazine
Sesi SDG Seal - Internet Without Bullying project
Serviço Social da Indústria (Sesi)
Sesi SDG Seal - Cultivar Energia Program
Sesi SDG Honorable Mention – Zero carbon
2nd position – Aneel South Quality Award (former IASC) –
Concessionaries above 400 thousand consumer units
Aneel Ombudsmand Award – Second position
Best socio-environmental practices – 1st position
Best Fleet Management in the country
Abraconee Award - Best Dissemination of Accounting
Statements in 2018 – 3rd position in Company category
State-owned Enterprise Governance certification
ISE – Corporate Sustainability Index
Agência Nacional de Energia Elétrica (Aneel)
Benchmarking Brasil
Instituto Parar
Associação Brasileira dos Contadores do Setor de Energia Elétrica (Abraconee)
Brasil, Bolsa, Balcão (B3)
Pró-Ética Award 2018-2019 – corporate integrity
Controladoria-Geral da União (CGU) and Instituto Ethos
Ibero-American Quality Award – finalist
Fundação Ibero-americana de Gestão da Qualidade (Fundibeq)
Women on Board Seal – for women presence in the Administration Board
United Nations (UN)
Global Compact SDG Award – Internet without Bullying – Copel Telecomunicações
Global Compact
8
ABOUT THE REPORT
9
The 2019 Integrated Report of Companhia Paranaense de Energia – Copel, offers a detailed
overview of the Company’s performance in the period from January 1st to December 31st, 2019.
The document gathers financial information as required by the current legislation, presents the
business model of its wholly-owned subsidiaries and the performance in human, intellectual,
social and relationship capital, natural capital, and manufactured and financial capitals. GRI 102-50
The accounting data presented in this report refer to companies where Copel holds shares.
Non-accounting data comprise Copel (Holding Company) and its wholly-owned subsidiaries
Copel Geração e Transmissão S.A., Copel Distribuição S.A., Copel Telecomunicações S.A.
and Copel Comercialização S.A., indicating, where applicable, some inclusion or exclusion.
Copel’s Integrated Report was organized in two parts; the first part presents the Company’s
businesses and the second part addresses the performance of capitals with a detailed approach
to relevant themes of the business and their capacity to create value.
Doubts, suggestions or explanations about the 2019 Integrated Report content can be
forwarded to relato.integrado@copel.com. GRI 102-53
Other Copel reports can be accessed online:
• Administration and Financial Statements Report
• 20F Report
PREMISES ADOPTED TO PREPARE
THE 2019 INTEGRATED REPORT
The principles of the Global Reporting
Initiative (GRI) – Standards: Core option
and the G4 Electric Utilities Sector
Disclosures; GRI 102-54
Indicators specifically requested by Aneel
in its Accounting Manual of the Electricity
Sector; GRI 102-54
Guidelines of the International Financial
Reporting Standards (IFRS), considered in
the information on financial statements
and Progress Communication relative
to the commitments made with the
Global Compact;
Law No. 13,303 (State-owned companies
Law), of June 30, 2016, which establishes,
in its article 8, item IX, the annual disclosure
of an integrated or sustainability report;
• Copel Geração e Transmissão Socio-environmental Responsibility
Principles for Responsible Executive
and Economic-Financial Report
• Copel Distribuição Socio-environmental Responsibility and Economic-Financial Report
• Copel Materiality Report
Education (PRME), a global platform of the
United Nations (UN) for voluntary
engagement, which influences the
performance of UniCopel, the corporate
education department of Copel.
10
3.1. Relevant and strategic themes
GRI 102-44, 102-46
In 2019, Copel revisited the materiality matrix developed for 2018 (check the process in
the 2018 Integrated Report) in order to prioritize the most relevant themes for the Company
and its subsidiaries. The focus was on the reduction in the number of themes considered
material, in line with the average amount adopted by the market. The analysis was also based
on the updating of the nomenclature, according to the most recurrent usage in sustainability
reports. Thus, a comparison of Copel materiality matrix to those of the other market players is
facilitated. GRI 102-49
Initially, the materiality review process consisted of a benchmarking study that enabled the
identification of material themes reported by the most relevant companies in the sector,
both in domestic and foreign markets, in addition to adequacy to the different sustainability
methodologies available. An online survey was also conducted with the Company’s top
executives. The tabulated data allowed the identification of the most recurring themes and the
most often used nomenclature.
Comparing to the previous materiality matrix, a new theme was identified: “Customer
Satisfaction”. Additionally, the following improvements were made: GRI 102-49
• “Risk management” and “Operational efficiency” were divided to better address the
distinct forms of management and their subthemes;
• “People management” replaces “Human capital management”, and “Communities and
social investment” replaces “Social responsibility”, for being more recurrent in the market;
• “Engagement with stakeholders” did not remain in the matrix; however, the theme is
addressed in the report for being intrinsic to GRI standards and transversal to all themes.
“Research, development and technological advances”, “Non-renewable resources”, “Diversity”,
“Human Rights” and “Climate change” did not score as material themes in isolation; however,
they are considered important and are addressed in the Report. The exclusion reflects the
already described prioritization process, which aimed at making the matrix lean and the Report
more concise. “Research, development and technological advances” will be addressed in
“Intellectual capital” and is part of the search for better operational efficiency. “Diversity”
will be approached in “People management”, and issues related to human rights are transversal
to “People management”, “Occupational
Health and Safety”, and “Communities and
social investment”.
Copel Headquarters Building, in Curitiba
Credit: Daniela Catisti
11
Material themes for
Copel | GRI 102-44, 102-46, 102-47
Corporate governance
Material aspects GRI Standards
Limits within
Limits outside
Anti-corruption (205-1, 205-2 and 205-3);
Public policy (415-1)
Availability and reliability (EU6)
Planned capacity against energy demand projected in the long term (EU10)
Operational efficiency
Transmission and generation losses (EU12)
System efficiency (EU11)
Energy supply interruptions (EU28)
Average interruption duration (EU29)
Plant average availability factor discriminated per energy source and regulatory
system (EU30)
Occupational Health and Safety (403-1 to 403-10)
Occupational Health and Safety
Health and safety of contractors and subcontractors (EU16)
Workers subject to training in safety (EU18)
Economic-financial performance
Economic and financial performance (201-1, 201-3, 201-4)
People management
Employment (401-1, 401-2, 401-3)
Labor relations (402-1)
Training and education (404-1, 404-2, 404-3)
Diversity (405-1, 405-2)
Non-discrimination (406-1)
Freedom of association (407-1)
Availability of specialized labor (EU14)
Percent of employees qualified for retirement in the next 5 and 10 years (EU15)
Environmental management
Energy (302-1, 302-2 and 302-4)
Financial implications and risks due to climate change (201-2)
12
Material themes for
Copel | GRI 102-44, 102-46, 102-47
Environmental management
Material aspects GRI Standards
Limits within
Limits outside
Water and effluents (303-1, 303-2, 303-4, 303-5)
GHG emissions (305-1, 305-2, 305-3, 305-4, 3-5-5, 305-6, 305-7)
Effluents and waste (306-1, 306-2 and 306-5)
Suppliers environmental assessment (308-2)
Risk management
Anticompetitive behavior (206-1)
Regulatory environment
Customer satisfaction
Communities and
social investment
Environmental compliance (307-1)
Social and economic compliance (419-1)
There are no GRI indicators associated with this theme, which will be addressed using
information monitored by Copel.
Presence in the market (202)
Indirect economic impacts (203-1, 203-2)
Market practices (204-1)
Child labor (408-1)
Forced or analogous to slave labor (409-1)
Assessment of human rights (412-1)
Local communities (413-1)
Inclusion of Stakeholders (EU19)
Expropriations (EU22)
Note: 1. GRI does not present disclosures (performance measurement) specific for “Corporate governance” and “Risk management” because it considers them as general standard content of a sustainability report. Not all
these disclosures are mandatory in reports in the “Core” option, however, Copel decided to answer them to address these themes completely and transparently. For corporate governance, 102-18 to 102-39 were
included and for risk management, 102-15 was included.
Legend
DIRECT IMPACT
INDIRECT IMPACT
NO IMPACT
GRI 102-40
COPEL (OPERATORS)
EMPLOYEES
GOVERNMENT
REGULATORY AGENCIES
COMMUNITY
SUPPLIERS
CLIENTS
13
MESSAGE FROM
THE CEO
14
Message from the CEO
GRI 102-14
Created in 1954, Copel celebrated its 65th anniversary in 2019,
directing its investments and human resources to the Company’s DNA:
generating, transmitting and distributing energy widely and safely to
4.7 million consumer units in the State of Paraná.
One of the early pioneers in the industry, Copel was the first company
in the Brazilian electricity sector listed on the New York Stock
Exchange in 1997. Since then, following the example of large state-
owned and private sector companies, it has improved its processes and
increased investor trust.
We reached a historical milestone in the last fiscal year: we exceeded
R$ 2 billion in consolidated net profit. Our Ebitda also presented
a growth of R$1,141.3 million against 2018, and such a result is a
product of our increased efficiency and productivity.
If 2018 stood out as the year Copel completed of a long cycle of
investments in our generation and transmission ventures, 2019 was the
year we tested our planning, technology and workforce. By overcoming
regional barriers, we concluded, in Rio Grande do Norte state, Bento
Miguel Wind Farm Complex, with 132.3 MW of installed capacity, and
finished the last wind generator of Cutia Wind Farm Complex, with 180.6
MW, totaling 312.9 MW. In Mato Grosso state, the implantation of the
Colíder Power Plant was completed, with 300 MW of installed capacity.
With three generating units, the plant is now fit to produce enough
energy to meet the consumption of approximately 1 million people.
We are currently the sixth-largest wind energy generator in Brazil
and the second largest in Rio Grande do Norte state. However, as we
operate in an increasingly competitive segment, we keep on making
way for new acquisitions. In 2019, we won the New Energy Auction
(A-6) (Leilão de Energia Nova) for construction of Jandaíra Wind Farm
Complex, also in Rio Grande do Norte, with 90.1 MW of installed
capacity and investments of around R$400 million. We also concluded
the process for the acquisition of SPC Uirapuru Transmissora de
Energia, a project located between Londrina and Ivaiporã, which plays
a relevant role in the interconnection of electric systems in the South
and Southeast of Brazil, covering 120 km of 500 kV transmission lines
across ten municipalities in the state of Paraná.
In our state, we inaugurated the last large hydroelectric development
of Iguaçu River, Baixo Iguaçu Hydroelectric Plant, with 350 MW of
installed capacity. Established by means of a consortium formed by
Copel and the Neoenergia Group, the plant, which had investments of
around R$2.3 billion, can supply electric energy to a municipality with
approximately 1 million inhabitants.
In the transmission segment, the following substations were concluded:
Andirá Leste, Medianeira Norte and Curitiba Centro, all operating at 230
kV, in addition to a 38 km-long 230 kV transmission line – Baixo Iguaçu
– Realeza, , and the Uberaba – Curitiba Centro underground line.
We would also like to highlight the inauguration of the first biogas
thermal generation unit in Brazil, which, with R$17 million in
investments and installed at the margins of Itaipu reservoir, uses waste
from local pig farming to generate energy.
In 2019, investments in the distribution system amounted to R$800
million, with R$158.4 million destined to the expansion of six
substations and implantation of six more. We add to these numbers
the conclusion of five new 69 kV and 138 kV high-voltage lines. On
the whole, these undertakings mean an addition of approximately
278.18 MVA to the distribution system and 18.41 km of 69 kV and
138 kV transmission lines.
15
While keeping the focus on our core
business, we turn our attention to an
extremely important activity in our state:
agricultural production. Since 2015, with the
implementation of the Mais Clic Rural program,
Copel has expanded the electrical grid in rural
areas with an emphasis on agricultural and
livestock activities of important production
processes. In 2019, the implantation of new
technologies continued, which resulted in a
reduction of 35% in rural area DEC (average
interruption duration index) since the beginning
of the program. It is also worth mentioning the
launching of the Paraná Trifásico (Three-phase
Paraná) program, which will invest R$2.1 billion
in upgrading the networks that serve our rural
area to three phase, transforming them into
fully reliable smart grids.
Smart Copel complex, a new integrated center
of operations and services installed in Curitiba,
uses the most advanced technologies to meet
the needs of the future electric system. The
center enables the monitoring of intelligent
meters across Paraná, electric vehicle charging
stations, distributed generation systems,
sensors, automatic reclosers, among other
technologies emerging in the state.
Copel Energia is one of the most important
focuses of attention by the Company.
Themission of the wholly-owned subsidiary
is to take on clients that opt for the free
energy modality. About to celebrate its
fourth anniversary, Copel Energia reached
the expressive number of 1,3 aGW of energy
sold in 2019, achieving the 11th position in
the energy sales ranking of traders for the
year. The increase in our end-customer base
went from 284 in December 2018 to 384,
in December 2019, distributed across 14
Brazilian states. This is an expressive number
that places us closer to fulfilling our goal of
being among the main players of the segment.
appoint any new chief assintant officers, adviser
positions were cut by halfand the position
of assistant to senior manager was extinct
throughout the Company. We will keep an eye
out for other medium and long-term initiatives
required to achieve the Company’s goals.
We went ahead with our cost reduction plan,
with the termination of office space leases in
Curitiba, totaling 5,000 m² of usable area.
The subsidiaries, on the other hand, did not
Initiatives to improve efficiency and reduce
costs added to good governance and
compliance practices constitute the supporting
pillars of Copel’s businesses.
Smart Copel, Curitiba.
Credit: Guilherme Pupo.
16
tools to create high-performance teams and
consolidate the Company’s culture of safety,
health and quality of life.
At the beginning of 2020, the world was
taken by surprise by coronavirus pandemic.
Therefore, Copel will face an unprecedented
challenge this year. An invisible enemy,
common to all nations, has imposed severe
restrictions on people and economic activity.
Reconciling health protection measures with
productive activity is our most urgent goal.
We are at the forefront, striving to fulfill
our responsibility to over 11 million Paraná
residents, and we will not fail in our mission.
Daniel Pimentel Slaviero
CEO of Copel
Sustainable companies add value to their
businesses and obtain conditions to better
face any economic, social and environmental
risks. Our sustainability strategies are in line
with our strategic benchmarking, best market
practices and commitments made.
As a product of our efforts, we were
acknowledged, in 2019, as the company with
the best governance among state-owned
companies, according to B3’s State-owned
Enterprise Governance program. We are
still among the most valuable companies in
Paraná and the top 3 in Brazil’s Southern
Region. We were also acknowledged as the
second-best distributor in Latin America, an
award granted by the Comisón de Integración
Energética Regional (Cier), and the best
in Brazil in the customer’s perception, as
verified by the Brazilian Association of
Electricity Distributors - Abradee. Our Audit
received the international certification in
Quality Assessment and Copel Distribuição
ombudsman received, for the second year in
a row, the Aneel Ombudsman Prize.
Seeking to become a benchmark in
sustainability, we keep our commitment
to the UN Global Compact principles and
goals. Copel improved its performance in
sustainability and ensured, for yet another
year, its presence in B3’s Sustainability Index
(ISE) portfolio. This Integrated Report offers
detailed information on this performance.
Honoring our commitment to advancing
the Sustainable Development Goals, the
Internet without Bullying project, created by
Copel Telecom in partnership with Abrace
Programas Preventivos, received the award
for best sustainable practice in the large
companies category, while the Cultivar Energia
(Cultivating Energy) program, supported by
Copel Geração e Transmissão, received the
Benchmarking Brasil award.
We would like to emphasize that Copel
Telecomunicações, with 100% optical fiber
technology, renders a highly demanded and
praised service, but also requires intensive
investments to face competition. Given
this setbak, during 2019 we reviewed our
operations, market, investments and return,
always seeking to maintain the quality
already consolidated by the Copel Group,
while deepening studies on the potential
disposal of Copel Telecomunicações S.A.
control, in collaboration with external
financial and legal advice.
All our achievements in 2019 occurred thanks
to the invaluable support of our employees.
Considering that one of the main competitive
advantages of companies is a highly qualified
staff, Copel’s strategy is to encourage
and promote the continuous education of
employees, aiming at the development of
their skills and career evolution. For this,
the Company will keep on providing the
17
COVID-19 Pandemics
The World Health Organization decreed the
world pandemic on March 11, 2010, due
to the new coronavirus. Copel immediately
started a task force to implant prevention and
contingency measures, according to guidance
from the Ministry of Health, ANEEL (National
Electrical Energy Agency) and other authorities.
The objective was to keep electricity supply to
over 11 million Paraná residents while protecting
employees, consumers, suppliers and partners.
Safety and health are essential values to the
Company, due to the nature of the service
rendered and the seriousness with which Copel
treats the theme in all its activities.
The establishment of a Contingency Committee
is outstanding, and its objective is to monitor
and mitigate impacts and consequences to the
main activities of the Company, since new risks
may arise that can impact them. Moreover,
the Committee has constantly monitored
established contracts, energy market liquidity
and the short-term price, as well as negotiations
with the grantor for implementation of
guidelines to ensure the maintenance of the
economic and financial sustainability of the
whole chain of energy generation, transmission,
trading and distribution.
People
safety
Financial
conditions
Contingency
committee
Continuation
of Activities
Main events:
03/11 – Declaration of world pandemic by the
WHO.
03/12 – Establishment of the Contingency
committee.
03/16 – Embracing the practice of home office
– first for employees in the risk group – and
reduction of working hours. Then, expanding
it to 4,000 collaborators.
Regulatory
agencies
03/17 – Campaign for utilization of
virtual service.
Material themes
(higher impact so far)
• Corporate governance
• Operational efficiency
03/20 – Acquisition of the first lot of IPEs for
COVID-19 for professionals in the front line.
03/22 – Edition of MP 927 by the Federal
Government which provides for labor
measures to face the state of calamity.
• Occupational Health and Safety
• Economic and financial performance
03/23 – Suspension of in-person services,
transferring all services to digital format, and
reinforcement of the campaign for remote
payment of bills.
• People management
• Risk management
• Regulatory environment
• Customer satisfaction
03/24 – Expansion of the ‘Luz Fraterna’
program, taking the consumption limit from
120 kWh to 150 kWh per month. Electricity
bills of 217.5 thousand families will be
financed by Paraná Government for 90 days.
18
03/24 – ANEEL Resolution No. 878 establishes measures that include the prohibition
of electricity supply suspension due to lack of payment of specific service categories,
including (i) essential services and activities, (ii) users of equipment with limited autonomy,
(iii) low-income residences and (iv) locations without operational collection stations.
04/01 – Edition of MP 936 by the Federal Government, instituting the Emergency Program
for Maintenance of Job and Income, which provides for complementary labor measures.
04/07 – ANEEL authorizes anticipation of the transfer of R$ 2 billion available in the
reserve fund to distributors and 7,166 agents from the free market.
04/08 – Edition of MP 950 by the Federal Government, ensuring resources to expand
exemption of up to 220 kWh/month to consumers that are beneficiary of the Social
Electricity Tariff (TSEE), from April 1st to June 30th, 2020.
04/13 – Volunteer campaign through EletriCidadania program.
04/15 – Start of the annual vaccination campaign against H1N1.
04/23 – The state government enacted Law No. 20,187 / 2020 which forbids the cut
of energy for (i) low-income families, (ii) customers with 60 years of age or more, or
those diagnosed with coronavirus (COVID-19) or other severe or infectious diseases and
disabled persons; (iii) informal workers; and (iv) businessmen classified as micro and small
companies or individual micro-entrepreneurs.
As of the second quarter of 2020, there will possibly be a fall in the volume of energy
sold and increase in consumers’ default, combined with the reduction in collection and
stoppage of several commercial and industrial activities due to social isolation, which may
adversely affect the financial and economic results of our activities.
Copel will keep the update of its actions and impacts of the COVID-19 crisis in its
several publications.
Copel will not stop
The 65 years of Copel’s history has
illuminated generations with the energy of
its more than 7 thousand Copel workers. At
home, streets and in the field, the Company
will continue to supply energy for over 11
million Paraná residents, so that all essential
services can keep on operating. The task-
force that is being created in all departments,
involving all teams – from those working from
home to those at the front line, on the streets,
plants, substations and operation centers –
will ensure quality in energy supply.
Focus on online service channels
0800 51 00 116
www.copel.com
AEN website
Online service channels
Copel Mobile App
(Google Play and Apple Store)
19
SECTOR CONTEXT
AND COPEL
20
the General Register of Employees and Unemployed (CAGED), from the Ministry of Labor, due to
the good results in civil construction, commerce and services.
5.1 Generation
According to Aneel, the goal of adding 5.8 thousand MW to the installed capacity of the matrix
Brazilian electricity was surpassed in 2019 - the total addition was 7.2 thousand MW. The start
of the operations on the Belo Monte Hydroelectric Plant contributed to this scenario, in addition
to wind power plants, whose total capacities amount to 170 thousand MW. Brazil became the
eighth country worldwide in installed wind capacity, surpassing Canada. The source already
occupies the second position in the Brazilian energy mix, with over 15 GW installed.
The Ministry of Mines and Energy promoted, in the year, five energy auctions, two of them of New
Energy (A-4 and A-6), two of Existing Energy (A-1 and A-2), and the Auction to supply Boa Vista
and connected localities (isolated systems). In total, 3.7 thousand MW of installed capacity was
contracted, which will require approximately R$ 14.7 billion in new investments for the next five
years. A large part of the additional capacity will be allocated in the free market, because, since
the demand for energy in the regulated environment grew little in the last years, generators have
attempted to make feasible their projects in this market, which is in expansion since 2016.
The country’s GDP (Gross Domestic Product)
in 2019 increased by 1.1%, according to
the IBGE (Brazilian Geography and Statistic
Institute). Despite the advances, the Brazilian
economy recovery is still slow – this was
the weakest performance in three years.
Positive expectations for the period – retake of
investment, unemployment fall, improvement
of public accounts and approval of reforms,
like that of social security – did not concretize
or took too long to occur.
As efforts to reverse the picture, the
federal government released part of FGTS
accounts balance in order to leverage
families’ consumption, and the Central Bank
Monetary Policy Committee, considering
the trend to keep inflation within the goal,
reduced Selic rate four times in a row, and
establishing a new historical milestone,
4.5% a year, making funds more accessible
for investments and consumption. The job
market, however, did not react as expected,
remaining with two-digit unemployment
rates, and increasing informality.
In Paraná, the economy behaved more
favorably, with the solid recovery of the
industry, as verified by the IBGE monthly
industrial survey (physical production
indicators). The state was one of those that
expanded most in 2019, chiefly due to the
vehicle, machine, equipment and food sectors.
The retake of the agricultural crop also
impacted associated sectors, like industry and
commerce. Paraná was consolidated as the
fourth federation unit to create more formal
jobs during the year, according to data from
21
With regard to thermal plants, the government
launched a program do stimulate the natural
gas market, according to the National Energy
Policy Council Resolution No. 16, of June
24, 2019, to generate utilization of a portion
of the Pre-salt gas. For the first half of
2020, there are two auctions scheduled for
replacement of old plants with new and more
efficient plants, of A-6 type (new energy).
The sector expected for 2019 the inclusion
of Bill No. 10.985, which would establish
new conditions for renegotiation of the
hydrological risk of energy generation
undertakings – the Generation Scaling Factor
(GSF). The GSF corresponds to the relation
between the volume of energy generated by
plants that integrate the Energy Reallocation
Mechanism (MRE) and their total assured
energy. In case the electric volume generated
is lower than the assured energy, the
hydroelectric plants must pay the difference.
The Bill, however, was not confirmed.
5.2 Transmission
The year of 2019 was marked by important
regulatory advances, like the regulation of
transmission quality based on the definition
of availability and operational capacity
of installations in direct current and the
indication of requirements for remote
operation of transmission installations. It
was also published, on February 28, the
Homologatory resolution No. 2.514, regarding
the review of the price bank. However, the
tariff change of renewed contracts, holders of
assets belonging to the Existing System Basic
Network (RBSE), was once again delayed for
analysis of assessment reports, delivered to
the Brazilian Electricity Regulatory Agency
(Aneel) by transmitters on July 19.
On December 19, Aneel held the
Transmission Auction No. 02/2019, which
had the 12 lots sold. The concessions are
turned to the construction of around 2.5
thousand km of energy transmission lines and
substations, with the capacity to transform
7.8 thousand MVA distributed across the
five regions of the country. The event saw
a record general discount of 60.3% and
planned investments of around R$ 4.18
billion in 33 projects, with the expectation
of generating 8.8 thousand jobs and a
construction period of between 36 and 60
months. The reduction in the Permitted
Annual Remuneration (RAP) of assets
confirms the desire of entrepreneurs in the
sector to invest in transmission.
For 2020, Aneel’s agenda for the segment
includes the improvement and consolidation
of the standard that addresses reinforcements
and improvements; classification of
transmission installations; consolidation
of general conditions for access to the
transmission system; improvement
and consolidation of the connection to
transmission installations; improvement of
the norm on the hiring of the use of the
transmission system; and simplified financial
settlement of charges.
The concessions are turned to the
construction of around 2.5 thousand
km of energy transmission lines and
substations, with the capacity to
transform 7.8 thousand MVA distributed
across the five regions of the country.
5.3 Commercialization
The year of 2019 was marked by the
leveraged traders’ crisis, but also by advances
in the free market. There was an expectation
that prices would fall to the minimum level
of the Differences Settlement Price (PLD)
at the beginning of the year, but it did not
occur due to the drastic reduction in rainfall.
Instead, prices soared, exposing the fragility
of companies that assumed risks higher than
their financial strength could support. The
situation lasted until May, when there was
financial liquidation of March operations.
There was a relative retake of the sector
normality, which, little by little, recovered the
volumes of energy traded and liquidity. As a
consequence, the companies refined the credit
analysis of counterparties, making the market
sounder and more sustainable.
22
In terms of progress, these stand out:
• MME ordinance No. 465, of December 16, 2019, which reduced the minimum load
required to buy energy in the free market, from 2.5 MW to 2 MW, came into force in
January of the following year. On January 1st, 2021, this limit will be 1.5 MW;
• risk-free rate: proposes to use the
average return of the Treasury Bills
indexed to inflation (IPCA), replacing the
North-American government bonds and
country risk;
• the evolution of Bills No. 232 and No. 1.917, which are being processed in the
• cost of debt capital: proposes to use
National Congress;
• the preparation of a new methodology for the definition of maximum and minimum PLD
limits, according to resolution No. 858 of October 1st, 2019;
• Aneel revision of resolution No. 482, which establishes general conditions for access
of micro-generation and mini-generation and technology advances applied to the
electricity sector;
• Implantation of hourly price by the Operator of the National Electricity System (ONS).
In this context, 2019 was a year of consolidation of part of the measures adopted for
structuring the segment and 2020 will be the year of preparation for the next steps of energy
trading in the country.
5.4 Distribution
the average profitability of debentures
issued by transmission and distribution
companies linked to CDI + average
issue cost;
• regulatory capital structure: proposes to
use as third parties’ capital proportion
the percent resulting from the relation of
the Net Debt to the EBITDA equivalent
to 2.5 times; and
• risk premium for the distribution activity:
variable to be considered in the cost
of equity of the distribution segment,
calculated by means of the difference
in the cost of debt between the
distribution and transmission segments.
On January 1st, 2019, Decree No. 9,642/2018 came into force with which the government
determined a gradual reduction of tariff subsidies paid by the Energy Development Account
(CDE) at 20% a year. The regulatory rate for capital remuneration is essential to ensure the
availability of resources to distributors for them to invest and appropriately render their service
and should reflect the risk/return relation inherent in the business.
To define it, Aneel uses Capital Asset Pricing Model (CAPM) and Weighted Average Capital Cost
(WACC) methodologies. The methodological review implies changes in the model in force until
then, associated with the following variables:
The application of these changes, combined
with the current economic scenario, indicate
a fall in capital remuneration rate against the
WACC in force. Before approving the new
calculation methodology, Aneel will have
to assess all contributions sent by agents
in Public Consultation, which can result in
further changes in the propositions presented.
23
5.5 Regulatory environment
GRI 103-1, 103-2, 103-3
The electricity sector is regulated by the
following bodies: the Ministry of Mines
and Energy (MME), the National Energy
Policy Council (CNPE), the Electricity Sector
Monitoring Committee (CMSE) and the Brazilian
Electricity Regulatory Agency (Aneel). The
MME is responsible for defining the sector’s
policies, which will rule the use of natural
resources and other sources of electricity
generation and the foment of the development
and adoption of new technologies.
Aneel is responsible for establishing rules
for electricity generation, transmission,
distribution and trading segments, in addition
to other tariffs that provide favorable
conditions to the market development,
ensuring balance among agents to the
benefit of the society. The agency manages
concession grants, permission and
authorization of undertakings and electricity
services, by a delegation from the Federal
Government. It enables bidding procedures for
the hiring of public services concessionaires
and authorized companies for production,
transmission and distribution. It also defines
quality standards for services, and technical
and economic indicators, being responsible for
inspecting their fulfillment.
Normative acts associated with the electricity
sector may directly impact Copel, both in
strategic and operational activities. In 2019,
around 6 thousand of these acts were
published. Due to the large volume, the
regulatory area uses management tools and a
data bank to map risks and identify affected
areas and processes. It also identifies
opportunities for business and legislation,
promoting more competitiveness for Copel
against the sectorial agents. Monitoring
activities occur on a daily basis.
The regulatory area is allocated at Copel
(Holding Company) and provides advice
to wholly-owned subsidiaries and equity
interests, in addition to mediating and
conducting documents and official letters with
regulatory bodies to ensure the fulfillment of
the terms established by them.
5.5.1. Modernization of the electricity
sector
In April 2019, the MME constituted specific
Work Group to address the electricity sector
modernization, whose products were the
preparation of a general diagnosis and a
report with proposals for improvement of
the sector legislation. To put these proposals
into practice, the MME instituted, through
Ordinance No. 403, of October 29, 2019,
the “Committee for Implementation of the
Electricity Sector Modernization”.
The body acts on the following fronts:
pricing; supply criterion; transition measures;
ballast and energy separation; systematic
of auctions; debureaucratization and
improvement of processes; governance;
insertion of new technologies; market
opening; rationalization of charges and
subsidies; transmission and distribution
sustainability; energy reallocation mechanism;
hiring process and electricity-gas integration.
Among the measures suggested, the opening
of the free market already occurred, providing
continuation to the process of reduction
of load limits for hiring electricity through
Ordinance No. 465/2019. Review of the
general criterion for supply applicable to offer
expansion studies and planning of the National
Interconnected System (SIN) operation and
calculation of assured energy of a generation
undertaking were also approved.
Measures that require changes in the
legislation in force were presented by the
MME to congressmen and senators for
assessment of amendments to Bills No.
1917/2015 and 232/2016, which provide
for the electricity sector commercial model,
portability of energy bills and electricity
generation concessions.
The Copel regulatory area, supported by the
wholly-owned subsidiaries technical areas, is
participating in debates promoted by the MME
by means of sectorial associations. This makes
it possible for Copel to be actively involved in
the modernization movement.
24
The Company is particularly interested in the free energy market, formally called Free Contracting Environment (ACL), where consumers freely
negotiate with energy traders and generators. Copel Comercialização was created to operate in the free energy market, with a focus on Copel
customers’ retention and expansion of this base, considering the potential growth of this market. Only 31% of the whole electricity load of the
National Interconnected System (SIN) is currently in ACL.
The subsidiary’s competitive advantage is that it is part of an economic group holder of one energy distributor and one energy generator,
which distinguishes it from a large part of traders. Another competitive advantage is the constitution of a technical body with different and
complementary knowledge.
5.5.2 Participation in associations
GRI 102-13
The representation in the associations of the electricity sector and the performance of Copel’s regulatory area, together with its technical areas,
enable the Company to actively participate in the regulation of the sector, according to the interests of its stakeholders and society as a whole.
This participation takes place at the scope of the subsidiaries, through representatives with expertise in their business activities. To know the
entities in which Copel GeT and Copel DIS participate and at what level, access to Socio-environmental and Economic-Financial Reports. The
associations accessed by Copel COM and Copel CTE are reported in the GRI index of this report (page 126). Copel (Holding Company) participates
in entities aimed at promoting sustainability, as well as makes several commitments in this regard. These actions can be seen on page 65.
Compact Electrical Grid
Credit: Marcelo Rothen
25
5.6 Operational efficiency
GRI 103-1, 103-2, 103-3
Ensuring operational efficiency is one
of Copel’s main commitments. For the
Company, failures in this aspect constitute
an important risk for businesses. In case the
Company does not reach the minimum level
in plants with dispatch centralized by the
Operator of the National Electricity System
(ONS), it can suffer income and assured
energy losses.
Goals are defined with technical criteria and
are demanding, but Copel has fulfilled them
every year, particularly due to its planning.
In terms of generation, availability is around
93%. Concerning transmission, the availability
indicator records, currently, performance
superior to 99%. The ONS currently issues
performance report where organizations’
position against the sector average is indicated
about generation and transmission efficiency.
In the last three years, Copel efficiency was
above this average. GRI EU30
The Company must also meet Aneel
expectations, like the ideal average cost of
maintenance (percent of maintenance cost
against total operational cost of the central
in the previous year). This value must be
informed in the Regulatory Self-assessment
and Operational Performance Declaration
(Dardo), as required by the agency.
The main risk for Copel operational efficiency
is the lack of availability of a generating
unit due to failures in equipment, which
may cause loss of the generation function,
that is, the capacity to produce energy
in the plant. Occurrences of this nature
impact the availability goals and failure
rate of the power plants. To avoid this
problem, Copel continuously monitors the
performance of its equipment. Availability
and failure rate projections are made yearly,
based, respectively, on stop schedules for
maintenance and histories of performance
of plants’ generating units. Copel also
keeps an operational reserve for equipment
that presents more difficulty for immediate
replacement. Additionally, the Company
executes a biweekly program for analysis of
occurrences, which enables the definition
of means to avoid their repetition in other
plants. This process involves maintenance
and operation teams, and also maintenance
engineering teams. Besides, the preventive
maintenance plan is strictly followed, with
monthly follow-up.
The technical management area, which
verifies performance metrics, and Energy
Generation and Energy Transmission
Superintendencies are responsible for
managing operational efficiency. Operational
areas inform and act to correct failures.
Plants, transmission lines and substations
are served by their own maintenance teams.
The Maintenance Engineering, installed in
Curitiba, is responsible for the support of
more complex issues that extrapolate the
competences of field teams.
An operation management software was
internally developed by the Copel IT area.
The operation and maintenance processes of
all electricity generating plants and energy
transmission infrastructure have ISO 9001
(Quality Management Systems) certification.
26
Moreover, three or four times a year, those
responsible for operational efficiency
management meet with partners’ operational
areas to identify eventual deviations in
common procedures. The maintenance
team developed a manual of generation
management that must be used by these
plants. All generation maintenance activities
are included in the document. A similar
manual is being drafted for transmission
in order to unify the different documents
available on this theme.
For distribution processes, Copel adopts the
Management Excellence Model (MEG) from
the National Quality Foundation, and follows
their performance in operational efficiency
with Critical Analysis Meetings (RACs). For
indicators that do not meet the criteria defined
and agreed upon as goals, action plans are
prepared according to methodology ‘Relatório
de 3 Gerações’ (Three-generation Report),
where aspects that caused the failure in
reaching each indicator are identified and
suggestions are made to recover results.
Electricity availability is ensured through
a process called Distribution Networks
Operation, which involves the planning of
networks in the medium and long term, in
addition to short term actions. Distribution
systems are broken down per voltage class:
average voltage (13.8 kV and 34.5 kV) and
high voltage (69 kV, 88 kV and 138 kV). For
the average voltage system, the planning
uses consumption, market growth demand
and substations’ measurement data. For
the high voltage system, the planning uses
the same data, plus those provided by
ONS and by the Energy Research Company
(EPE), with whom Copel develops several
studies. Networks are simulated considering
the vegetative growth of a given region
and, based on the results, systemic works
are planned to supply consumers’ energy
demand). Results of distribution-specific
indicators have presented improvements
every year (see Energy supply quality and
energy losses on page 28). GRI EU6, EU28, EU29
Energy trading management, in its turn,
is conducted by follow-up of indicators
of processes, and action plans defined in
performance analysis meetings, held every
month, according to MEG methodology.
Every quarter, strategic analysis meetings
are held when the assessment of Copel COM
management contract indicators occurs.
Finally, internal telecommunication processes
are constantly reviewed, and those
considered critical to the business undergo
an internal audit every year. Likewise, there
are periodic critical analysis meetings based
on MEG, to identify eventual deviations and
propose preventive and corrective actions.
Services quality standard is regulated
by performance indicators practiced in
the market and followed by the National
Telecommunications Agency (Anatel).
Substation
Credit: Marcelo Rothen
Electricity availability is ensured
through a process called Distribution
Networks Operation, which involves
the planning of networks in the
medium and long term, in addition to
short term actions.
27
5.6.1. Supply quality and energy losses
GRI 103-3, EU6
The results of the Equivalent Interruption Duration per Consumer Unit indicators due to the
interruption of internal origin to the distribution system (DECi) and the Equivalent Interruption
Frequency per Consumer Unit due to the interruption of internal origin to the distribution system
(FECi) have been showing improvements since 2014, due both to the investments in works
carried out throughout the distribution system and to the increase in maintenance and preventive
inspections to improve performance. GRI EU28, EU29
DECi Evolution (DECi measured in hours and hours’ centesimal)
13.67
10.82
10.46
10.31
9.10
2015
2016
2017
2018
2019
Transmission
FECi Evolution (interruptions)
8.33
7.23
6.83
6.22
6.00
2015
2016
2017
2018
2019
Energy losses are inherent in the energy
transformation, transmission and distribution
process nature. In 2019, global distribution
losses – technical, non-technical and from
the basic network – represented 8.4% of
the energy injected in the distributor system.
This percent is lower against that of 2018.
Technical losses, on this same base, recorded
6%, while non-technical losses recorded 1%
in 2019. GRI EU12
Evolution of losses in transmission
and distribution [GRI EU12]
TYPES OF LOSSES
2017
2018
2019
Global
losses (%)
Technical
losses (%)
Global
losses (%)
Technical
losses (%)
1.40
2.47
2.62
1.40
2.47
2.62
9.20
9.70
8.40
6.10
5.90
6.00
Distribution
Non-technical
losses (%)
1.70
2.40
1.00
28
supply in the state - pig farmers, tobacco
farmers, poultry and dairy farmers - benefited
over 600,000 consumer units.
Approximately 11.3 thousand single-phase
reclosers were installed since the beginning
of the Program, with an investment of
383 million reais. The installation of the
equipment resulted in 31% improvement in the
Company’s Rural DEC.
5.6.2. Conscious use of electricity
GRI EU7
5.6.3. Advances in operational efficiency
GRI EU23
Copel is committed to encourage the
conscious use of energy and inform
its consumers about that. Every year,
campaigns are made to promote awareness
on the theme. There are also public calls for
energy efficiency projects, where industrial
and residential consumers (including
condominiums), commerce and services,
public authorities, public and rural services
(including street lighting) can participate.
The Company develops the Energy Efficiency
Program (PEE), responsible for promoting
efficiency in the final use of electricity. In
2019, R$ 1.2 million was invested in the three
main energy efficiency projects executed
by Copel: two linked to PEE and one to
R&D. Among them, the project with Paraná
Federal University is outstanding, and was
responsible for an important approximation of
the academic milieu, due to the feasibility of
implantation of energy efficiency actions in
the community. GRI EU7
The main PEE highlight is the project ‘Copel
in the Community’ turned to low-income
consumers, that is, the beneficiaries of the
Social Electricity Tariff - TSEE. The project
includes lectures on safe and efficient
consumption, energy diagnoses and
replacement of equipment.
Copel Smart Grid Project
Project for implantation of the intelligent
electrical grid in order to improve the telemetry
system and thus improve services’ quality
and capacity of electricity distribution. It is in
progress in 102 Paraná municipalities, where
900 thousand conventional meters undergo
the process of replacement for intelligent
equipment, 220 thousand in the rural area.
The meters have cutting and reconnection
functions as well as supply quality sensors,
in addition to permitting consumption follow-
up in real-time. Automation of high voltage
networks is one of the main tools used to
reduce the time and frequency of interruptions
in energy supply. The total investment in the
project will be R$ 650 million in three years,
with the conclusion expected for 2020.
+Clic Rural Program
Copel invested, in 2019, R$ 94.3 million
in new technologies and automation and
communication systems, substations and
works for improvement and reinforcement
of the grid to improve electricity supply in
Paraná rural area. The investments were made
through +Clic Rural program for modernization
of the grid in rural areas.
The measures, aimed at serving the four
sectors most sensitive to the quality of energy
Three-phase grid installation in the rural area, Prudentópolis - PR.
29
5.7 Energy planning and demand increase
The Energy Research Company (EPE), an organization linked to the Ministry of Mines and Energy
(MME), conducts studies and projections of the energy mix and defines the Brazilian energy
expansion and the integrated programming of resources, presented in the Energy Expansion
Decennial Plan (PDE).
To safely meet the demand provided by PDE 2027, implantation of approximately 61 thousand
MW in new centralized generation undertakings will be necessary. For Copel, such need
represents opportunities for development, feasibility and implantation of new projects. The
opportunities were identified – along with their risks – by the Business Development Board, and
form Copel target portfolio and business expansion.
Almost the whole expansion of generation undertakings is made feasible through auctions
conducted by MME and by the Brazilian Electricity Regulatory Agency (Aneel), according to
the previously defined sources to be hired, maximum prices and safety conditions of electricity
supply. For distribution, electricity hiring is made via auctions promoted by Aneel, through MME
delegation. Thus, Copel does not have control of the energy origin and price. Strategic planning
is limited to the projection and management of volumes that should be hired.
Paraná Trifásico (Three-phase Program)
It is an initiative intended to implant 25
thousand km of three-phase grids in the state
rural area, in order to renew assets, improve
supply quality and provide more safety to
employees and the population. Feeders will
also be interconnected – which was not
possible with single-phase – making possible
redundancy in feeding and improvement in
quality indices (DEC/FEC).
New technology is being used in the project,
with protected cables that bring more safety
and reduce the number of disconnections.
Investments totaled R$ 2.1 billion in six years
of the project, to be concluded in 2025.
Full reliability
Copel will invest, until 2022, R$ 300 million to
implant new technologies for operation of the
distribution system and improve its reliability.
Improvements in the communication with
teams in the field will occur, in addition to
automation of special equipment; implantation
of substations or switch stations in all
municipalities, among others.
Rural region in the North of Paraná
Credit: José Ricardo Devara
30
ABOUT COPEL
AND BUSINESS MODELS
31
6.1 Organization chart – Equity interest
PARANÁ STATE
Voting 58.63%
Total 31.07%
BNDESPAR
Voting 26.41%
Total 23.96%
BM&FBOVESPA
VOTING 13.23%
TOTAL 32.54%
CUSTODY IN STOCK
EXCHANGE (free float)
Voting 13.68%
Total 44.18%
NYSE
VOTING 0.45%
TOTAL 11.56%
COPEL
ELETROBRAS
Voting 1.06%
Total 0.56%
OTHER SHAREHOLDERS
Voting 0.22%
Total 0.23%
LATIBEX
VOTING 0.00%
TOTAL 0.08%
(1) COPEL
GERAÇÃO E TRANSMISSÃO
S.A 100%
(1) COPEL
DISTRIBUIÇÃO S.A.
100%
(1) COPEL
TELECOMUNICAÇÕES S.A.
100%
(1) COPEL
RENOVÁVEIS S.A.
100%
(1) COPEL
COMERCIALIZAÇÃO S.A.
100%
USINA DE ENERGIA
EÓLICA CUTIA S.A.
100%
(3) DOMINÓ
HOLDINGS LTDA.
Total 49.0%
(1) MARUMBI
TRANSMISSORA DE
ENERGIA S.A. 100%
(4) CAIUÁ
TRANSMISSORA
DE ENERGIA S.A.
Total 49.0%
(1) NOVA EURUS IV
ENERGIAS
RENOVÁVEIS
S.A. 100%
(1) SÃO BENTO
ENERGIA
100%
(1) COSTA OESTE
TRANSMISSORA DE
ENERGIA S.A. 100%
(4) CANTAREIRA
TRANSMISSORA DE
ENERGIA S.A.
Total 49.0%
(1) NOVA ASA
BRANCA I ENERGIAS
RENOVÁVEIS S.A.
100%
GE OLHO D’ÁGUA S.A
100%
(2) UEG ARAUCÁRIA
LTDA.
Total 60.0%
(4) PARANAÍBA
TRANSMISSORA DE
ENERGIA S.A.
Total 24.5%
(1) NOVA ASA
BRANCA II
ENERGIAS RENOVÁVEIS
S.A. 100%
GE BOA VISTA S.A.
100%
(4) MATA DE SANTA
GENEBRA
TRANSMISSÃO
S.A. Total 50.1%
(5) UHE GOVERNADOR
JAYME CANET JÚNIOR
(MAUÁ)
Total 51.0%
(1) NOVA ASA
BRANCA III
ENERGIAS RENOVÁVEIS
S.A. 100%
GE FAROL S.A.
100%
(4) GUARACIABA
TRANSMISSORA DE
ENERGIA (TP SUL) S.A.
Total 49.0%
(4) MATRINCHÃ
TRANSMISSORA DE
ENERGIA (TP NORTE) S.A.
Total 49.0%
(5) UHE BAIXO IGUAÇU
Total 30.0%
(3) FOZ DO CHOPIM
ENERGÉTICA LTDA
Total 35.8%
(1) SANTA
MARIA ENERGIAS
RENOVÁVEIS S.A.
100%
(1) SANTA HELENA
ENERGIAS
RENOVÁVEIS
S.A. 100%
(4) INTEGRAÇÃO
MARANHENSE TRANS.
DE ENERGIA S.A.
Total 49.0%
(2) BELA VISTA
GERAÇÃO
DE ENERGIA S.A.
Total 99.9%
(1) VENTOS DE SANTO
URIEL S.A. 100%
GE SÃO BENTO DO
NORTE
S.A. 100%
(1) CUTIA
EMPREENDIMENTOS
EÓLICOS SPE S.A.
100%
CENTRAL GERADORA
EÓLICA SÃO BENTO DO
NORTE I S.A.
100%
CENTRAL GERADORA
EÓLICA SÃO BENTO
DO NORTE II S.A.
100%
CENTRAL GERADORA
EÓLICA SÃO BENTO
DO NORTE III S.A.
100%
CENTRAL GERADORA
EÓLICA SÃO MIGUEL
I S.A.
100%
USINA DE ENERGIA
EÓLICA GUAJIRU S.A.
100%
USINA DE ENERGIA
EÓLICA JANGADA S.A.
100%
USINA DE ENERGIA
EÓLICA MARIA HELENA
S.A. 100%
USINA DE ENERGIA
EÓLICA POTIGUAR S.A.
100%
CENTRAL
GERADORAEÓLICA
SÃO MIGUEL II S.A.
100%
USINA DE ENERGIA
EÓLICA ESPERANÇA
DO NORDESTE S.A.
100%
CENTRAL GERADORA
EÓLICA SÃO MIGUEL
III S.A.
100%
USINA DE ENERGIA EÓLICA
PARAÍSO DOS VENTOS DO
NORDESTE S.A.
100%
(2) ELEJOR -
CENTRAIS ELÉTRICAS
DO RIO JORDÃO
Total 70.0%
(2) COMPANHIA
PARANAENSE DE GÁS
– COMPAGAS
Total 51.0%
(3) SERCOMTEL S.A.
TELECOMUNICAÇÕES
Total 45.0%
(3) DONA FRANCISCA
ENERGÉTICA S.A.
Total 23.0%
(2) UEG ARAUCÁRIA
LTDA.
Total 20.0%
(4) VOLTALIA SÃO
MIGUEL DO GOSTOSO I
PARTICIPAÇÕES S.A.
Total 49.0%
(3) CARBOCAMPEL
S.A.
Total 49.0%
(4) PARANÁ GÁS
EXPLORAÇÃO
E PRODUÇÃO
Total 30.0%
(3) COPEL AMEC S/C
LTDA. (In liquidation)
Total 48.0%
(1) WHOLLY-OWNED SUBSIDIARY (2) CONTROLLED (3) AFFILIATED (4) JOINTLY CONTROLLED (5) CONSORTIUMS
OBS: UEG ARAUCÁRIA LTDA. CONTROLLED HOLDS 19.31% AT GEX TIETÊ II
EMPREENDIMENTOS PARTICIPAÇÕES S.A
32
6.2 A Companhia Paranaense
de Energia
GRI 102-2, 102-6, 102-5, 102-7
Copel celebrated its 65th anniversary in
2019. Created on October 26, 1954, and
headquartered in Curitiba (PR), it has
operations in ten Brazilian states (see map)
involving energy generation, transmission,
distribution and trading activities, in addition
to telecommunications and natural gas. The
Company’s electricity system comprises
owned power plants, transmission lines,
substations, electricity lines and grids of the
distribution system and a modern optical
telecommunications system integrating all
Paraná cities.
In the energy segment, the main customers
are consumers from the regulated market
(residences, industry and commerce) and
consumers from the free market (industry
and commerce), conducted and inspected
by Aneel. Copel Telecomunicações operates
chiefly with corporate solutions in the 399
Paraná municipalities, also serving customers
in retail in 84 Paraná municipalities and 1 in
Santa Catarina.
Copel operates as a mixed-capital company,
controlled by the Paraná state. Currently,
COPEL’s shares are traded in B3 and New York
and Madrid Stock Exchanges.
COPEL OPERATIONS MAP
GRI 102-4, 102-6
GO
MA
RN
MT
PR
RS
SC
BA
MG
SP
33
TRANSMISSION LINE
SUBSTATION
DISTRIBUTION LINE
HYDROELECTRIC PLANT
WIND FARM
OPTICAL FIBER RING
COPEL TELECOMUNICAÇÃO OPERATIONS MAP
GRI 102-6
LONDRINA
MARINGÁ
CASCAVEL
PONTA
GROSSA
CURITIBA
34
6.3 Business Model GRI 102-2
6.3.1 Copel Distribuição
THE CAPITALS BELOW ARE REPRESENTED BY COLORS TO IDENTIFY, IN THE PROCESS OF VALUE CREATION, WHICH OF THEM RELATE TO THE VALUE GENERATED AND FOR WHICH STAKEHOLDERS.
.
CAPITALS
FINANCIAL
HUMAN
SOCIAL AND RELATIONSHIPS
MANUFACTURED
INTELLECTUAL
R$ 784 million invested
R$ 478 million in defrayal
4,964 own employees
6,371 outsourced employees
Several relationship channels
with the main stakeholders
Engagement with the community
Corporate volunteers
374 substations
200,172 km distribution lines and grids
152 Real estate assets
R$ 35.22 million invested in R&D
R$ 1.9 million invested in training
R$ 7.9 million invested in Information
Technology systems
STAKEHOLDERS ARE REPRESENTED BY ICONS TO IDENTIFY WHICH OF THEM ARE IMPACTED BY VALUE CREATION.
EMPLOYEES
CLIENTS
COMMUNITY
SUPPLIERS
REGULATORY
BODIES
VALUE CREATION
COPEL (Holding
Company)
» Financial efficiency
» Economic sustainability
» Investment in people
» Investments in contracts
and acquisitions
» Social Investment
» R$ 1,165 MILLION IN EBITDA
» R$ 7,385 MILLION IN DISTRIBUTION ASSETS
» R$ 10,401 MILLION IN NET INCOME IN 2019
» 634 THOUSAND TRAINING HOURS
» R$ 780.2 MILLION IN SALARIES AND BENEFITS
» R$ 1,020 MILLION IN CONTRACTED VOLUME*
» 1,753 HOURS OF VOLUNTEERS
» 78,692 BENEFITED WITH LECTURES AT SCHOOLS
» DIFFERENT SOCIAL INITIATIVES
» 88 MILLION INVESTED
» Quality in energy
supply (DEC/FEC)
» 1st POSITION IN SATISFACTION WITH PERCEIVED QUALITY INDEX
» 2nd POSITION IN ANEEL CUSTOMER SATISFACTION INDEX
» Corporate governance
» ETHICS AND INTEGRITY IN BUSINESS
» New technologies and improvement
of processes and operations
» 45 RESEARCH PROJECTS
» 02 PATENTS PUBLISHED
» 04 PATENTS REQUESTED
STRATEG
Y
ACTIVITY
NITIES
U
T
R
O
P
P
O
E
C
N
A
G OVERN
RISKS
Mission
To provide energy
and solutions for a
sustainable development.
Vision
Being a benchmark in
our operations and
generation of value in a
sustainable way.
*Refer to the nominal value of new
contracts, started in 2019.
35
Copel DIS main objectives (Strategic Planning 2020 – 2024)
• Ensure corporate sustainability;
• Prepare the company and customers for digital transformation;
• Renew and expand assets;
• Promote meritocracy culture and develop a high-performance team;
• Consolidate safety, health and life quality culture;
• Ensure technical rigor in project management;
• Consolidate innovation culture;
• Promote qualitative leap of supply to rural areas;
• Ensure governance, risk management and compliance.
• Implantation of disruptive technologies
Innovating is fundamental to improve
efficiency and is included in Copel DIS
Strategic Map as an essential driver to
maintain the concession.
S
IE
T
I
N
U
T
R
O
P
P
O
S T RATEGY
ACTIVITY
Rendering of public service
of electricity distribution and
correlated services.
Quality of service and focus
on the customer service.
E
C
N
A
N
R
E
GOV
RISKS
Best corporate governance among state-
owned companies according to [B]3.
Main risks to the business
• Loss of concession;
• Regulatory instability;
• Severe climate adversities;
• Unavailability or undue operation
of operational technology systems.
Competitive advantage: service quality and
attention to the customer
Note:
Copel DIS does not require natural resources for
the execution of its business activities.
36
6.3.2 Copel Geracão e Transmissão
THE CAPITALS BELOW ARE REPRESENTED BY COLORS TO IDENTIFY, IN THE PROCESS OF VALUE GENERATION, WHICH OF THEM RELATE TO THE VALUE GENERATED AND FOR WHICH STAKEHOLDERS.
CAPITALS
FINANCIAL
NATURAL
HUMAN
SOCIAL AND RELATIONSHIPS
R$ 850.5 million invested
Water consumption
1.62 m³/s per MWh
1,620 own employees
767 outsourced employees
Several relationship channels with
the main stakeholders
Engagement with the community
Corporate volunteers
Social programs
MANUFACTURED1
23 hydroelectric plants
2 thermal plants
29 wind farming complexes
7,441 km of transmission lines
Substations with 7.8 thousand
MVA transformation capacity
STAKEHOLDERS ARE REPRESENTED BY ICONS TO IDENTIFY WHICH OF THEM ARE IMPACTED BY VALUE CREATION.
COPEL (Holding
Company)
EMPLOYEES
CLIENTS
COMMUNITY
SUPPLIERS
REGULATORY
BODIES
FINANCIER
INVESTIMENTS
VALUE CREATION
» Growing profitability in the last years
» Financial efficiency
» 46% PROFIT COMPARED TO 2018
» R$ 2,606.35 MILLION IN EBITDA
» Valorization and investment in people
» Clean energy
» Cheaper energy
» Operational efficiency
» R$ 307,082 THOUSAND PAID IN SALARIES
AND R$ 78,461 THOUSAND PAID IN BENEFITS
» 75.6 THOUSAND TRAINING HOURS
» R$ 2,099 THOUSAND IN INVESTMENT IN TRAINING
» 96% OF THE POWER PLANTS USE RENEWABLE SOURCES
» 54% OF THE PLANTS USE ALTERNATIVE SOURCES
» 94% AVAILABILITY OF POWER PLANTS
» OVER 99% AVAILABILITY OF TRANSMISSION LINES
» Social programs and investments
» 8.46 VOLUNTEERING HOURS, ON AVERAGE
» R$ 1,593,073.98 IN FUNDS INVESTED IN EDUCATION AND SOCIAL ACTIONS
» Certification program and suppliers’
» 95.4% ISF – SUPPLIER SATISFACTION INDEX
development program
» Ethics and integrity in business
» COMPLIANCE WITH STANDARDS
» COMPLIANCE WITH GENERATION AND TRANSMISSION PARAMETERS
» FULFILLMENT OF CONCESSION CONTRACTS
INTELLECTUAL
R$ 3.85 million invested in personnel
training and development
R$ 26.97 million invested in R&D
STRATE
G
Y
ACTIVITY
E
C
N
G O VERNA
NITIES
U
T
R
O
P
P
O
RISKS
Mission
To provide energy
and solutions for a
sustainable development.
Vision
Being a benchmark in
our operations and
generation of value in a
sustainable way.
Note:
1. We are considering owned
plants and shareholdings.
37
• Need to generate through controllable sources, like thermal,
due to higher use of wind and solar sources;
• Opportunities for electricity generation with biomass;
• Federal Government plan for generation expansion with new grants
that would need investments of R$ 239 billion reais until 2029,
according to the Decennial Energy Plan (PDE) 2029;
• Six transmission auctions already scheduled by the Ministry
of Mines and Energy, two each year until 2022;
• High volume of transmission authorizations due to the end
of equipment service life;
• Federal Government plan for transmission expansion with
new grants and authorizations that would need investments
of R$ 39 billion until 2029, according to PDE 2029.
Through innovation, Copel GeT seeks new sources, alternative
sources and business models, following the country’s energy
transition movement.
S
IE
T
I
N
U
T
R
O
P
P
O
• Increase participation in generation and transmission market sustainably
and profitably;
• Invest in innovation, seek best practices and research new technologies;
• Renew and modernize assets aiming at the long term;
• Maximize energy trading profitability;
• Optimize the concession resources;
• Maintain concessions and authorizations;
• Continuously train and qualify employees;
• Retain knowledge;
• Prioritize occupational safety.
S T RATEGY
ACTIVITY
Operation in
the areas of energy
generation and transmission.
The company builds, operates
and maintains an electrical
system with its owned power
plants, transmission lines
and substations and in
partnerships through a
specific purpose
entity.
E
C
N
A
N
R
E
GOV
RISKS
Employee qualification along with innovation programs
and business strategies make the model adaptable to market
and sector context changes.
Best corporate governance among state-
owned companies, according to [B]3.
Main risks for business:
• Loss of concessions;
• Hydrological Risk;
• Regulatory change in progress;(electricity sector modernization);
• Drop in profitability of businesses in operation;
• Drop in projects’ profitability (new businesses);
• Failures in dams;
• Unavailability or undue operation of the technologies’
system (cybersecurity).
For all main risks, there are monitoring KPIs and mitigation plans.
38
Competitve advantage: Excellence in
generation and transmission asset management.
6.3.3 Copel Comercialização
THE CAPITALS BELOW ARE REPRESENTED BY COLORS TO IDENTIFY, IN THE PROCESS OF VALUE CREATION, WHICH OF THEM RELATE TO THE VALUE GENERATED AND FOR WHICH STAKEHOLDERS.
CAPITALS
FINANCIAL
Net operating income
R$ 1,810,901 thousand
HUMAN
35 own employees
Copel COM depends fully on income generation
at the initial point of sale, which is divided into
the website and the sales team, supported by the
company’s reputation and reference in the market.
SOCIAL AND RELATIONSHIPS
Several relationship channels with
the main stakeholders (consumers,
traders and generators)
INTELLECTUAL
MEG (Management Excellence Model)
Knowledge of the business
National energy operator certification
Innovation
STAKEHOLDERS ARE REPRESENTED BY ICONS TO IDENTIFY WHICH OF THEM ARE IMPACTED BY VALUE CREATION.
COPEL (Holding
Company)
EMPLOYEES
CLIENTS
COMMUNITY
SUPPLIERS
REGULATORY
BODIES
VALUE CREATION
NITIES
U
T
R
O
P
P
O
STRATE
G
Y
ACTIVITY
» Growing profitability in the last years
» SIGNIFICANT INCREASE IN PROFIT
COMPARED TO 2018
» Trusted brand
» IMAGE
» Credibility
» Market development
» 99 MORE CUSTOMERS IN 2019
» Remuneration compatible with the market
» R$ 14,522 THOUSAND PAID IN SALARIES AND BENEFITS
» Employee satisfaction
» 1,027 TRAINING HOURS
» Intellectual property with Copel brand seal
» 8 NEW CONTRACT MANAGEMENT
CLIENTS IN 2019
E
C
N
G O VERNA
RISKS
Mission
To provide energy
and solutions for a
sustainable development.
Vision
Being a benchmark
in our operations and
generation of value in a
sustainable way.
Note: Copel COM does not
require natural resources to
execute its activities. Since its
activity is strictly administrative,
it does not demand manufactured
capital, either.
39
• Reach 4% market share until 2024.
• Be acknowledged by customers and suppliers
for excellence in services until 2024.
• Rely on engaged and entrepreneur workforce.
S T RATEGY
S
IE
T
I
N
U
T
R
O
P
P
O
• New regulatory framework.
Copel COM uses market analyses
and analysis of its needs to plan actions
and create new products and services
to its customers.
• Copel ranking facilitates energy
acquisition with long term contracts
and competitive prices.
• Integrated management of Copel plants
portfolio and that of Copel Comercializadora.
ACTIVITY
Energy trader in the free
market and correlate services
provider in this market.
E
C
N
A
N
R
E
V
GO
RISKS
• Best corporate governance among state-
owned companies, according to [B]3.
• Risk of default
• Liquidity risk
• Market risk
Competitive advantage: trader with Copel seal, which translates
into robustness and reliability with its own generation portfolio and
deep knowledge of Paraná customers.
Business model: adaptable according to a wider vision of
opportunities that this new environment provides and will provide.
40
6.3.4 Copel Telecomunicações
THE CAPITALS BELOW ARE REPRESENTED BY COLORS TO IDENTIFY, IN THE PROCESS OF VALUE CREATION, WHICH OF THEM RELATE TO THE VALUE GENERATED AND FOR WHICH STAKEHOLDERS.
CAPITALS
FINANCIAL
HUMAN
SOCIAL AND RELATIONSHIPS
MANUFACTURED
INTELLECTUAL
R$ 17.25 million in investments
478 own employees
432 outsourced employees
The most well-assessed broadband
operator in customers’ opinion in the
Satisfaction and Perceived Quality survey
of 2019, conducted by Aneel.
Several relationship channels with
main stakeholders
36,111 km of optical fiber cables
24,095 km of access network
MEG (Management Excellence Model)
Knowledge of the business
Balanced Score Card
STAKEHOLDERS ARE REPRESENTED BY ICONS TO IDENTIFY WHICH OF THEM ARE IMPACTED BY VALUE CREATION.
COPEL (Holding
Company)
EMPLOYEES
CLIENTS
COMMUNITY
SUPPLIERS
REGULATORY
BODIES
VALUE CREATION
» GUARANTEE OF INSTANTANEOUS SPEED HIRED: 98.638%
» GUARANTEE OF AVERAGE SPEED HIRED: 97.10%
» Excellence in service rendering
» AVAILABILITY RATE: 99.912
» RATE OF SERVICE IN UP TO 20 SECONDS: 89.436
» SUBSCRIBER RESPONSE RATE: 99.903
» Indirect impact on
Paraná state development
» 86.49% LOCAL SUPPLIERS (PARANÁ)
» R$ 238,237,410.34 MILLION IN CONTRACTED VOLUME
» Service sharing in favor of the
community and concern with
environmental impacts
» HIGH-QUALITY DATA LINK MADE AVAILABLE
TO ALL STATE SCHOOLS
» DATA INFRASTRUCTURE AND INTERNE
AVAILABILITY IN EVENTS
» ZERO CARBON
» RECYCLING OF 100% OF THE OPERATION WASTE
» Satisfaction and belongingness, and
opportunity for professional development
» 15,331 TRAINING HOURS
» TRAINING APPLICABILITY: 87.50
» EMPLOYEE SATISFACTION LEVEL (GREAT PLACE TO WORK): 52
STRATE
G
Y
ACTIVITY
NITIES
U
T
R
O
P
P
O
E
C
N
G O VERNA
RISKS
Mission
To provide energy
and solutions for a
sustainable development.
Vision
Being a benchmark
in our operations and
generation of value in a
sustainable way.
Notes:
1. Copel Telecom does not demand natural
resources for the execution of its business
activities.
2. Copel Telecom does not have its own
mission and follows Copel’s purpose of
providing solutions with sustainability.
3. Copel Telecom’s activity is basically
administrative, which makes, therefore, its
negative impacts on society, environment
and economy are indirect. The potential direct
impacts are translated in the risks to which
the company is subject.
41
• Ensure service rendering with the integration of sales and expansion, high availability,
scale and differentiated quality;
• Intensify the professional management of employees, developing skills and motivation
to high performance and results;
• Develop a market with appropriate products and services in order to expand with
innovation and excellence;
• Follow the Business Plan approved by the Executive Board, seeking confirmation and
achievement of the strategy and expected financial results;
• Offer service with value added to customers, considering integration and
synergy between telecommunications and information technology;
• Efficiency in supply chain management and qualification in the
relationship with suppliers of materials and services.
S T RATEGY
• Changes in habits and profile of customers, who
demand high-quality broadband and products with
value added;
• Government polices turned to promote investment
in the construction of networks and an increase in
broadband penetration;
• In Brazil, broadband penetration is low, with a large
room to grow;
• The Internet, as its penetration increases, becomes
an essential product, increasing producers’ force;
• Reduction in obligations and costs with a review of
the degree of asymmetry (SCM).
S
IE
T
I
N
U
T
R
O
P
P
O
ACTIVITY
Provider of
telecommunications and
communications services in
general. The exploration of these
services is for an undetermined
period, with no exclusivity
character at a national level.
E
C
N
A
N
R
E
GOV
RISKS
• Best corporate governance among state-
owned companies, according to [B]3.
• Restriction of funds available for investment plan;
• Losses of competitiveness to the competitors;
• Lack or rationalization and/or automation of the business processes,
impacting on the scale, quality and cost contracted;
• Lack of innovation in products and services.
Diferencial:
• Copel brand;
• Product quality (essential competence);
• Capillarity of the optical network inside Paraná (essential competence);
• Quality in speed, latency and availability.
42
6.4 Strategic benchmark
Copel actions and management decisions are guided by guidelines established in its Mission, Vision and Values, as presented next.
Mission
Vision
To provide energy and solutions
for a sustainable development.
Being a benchmark in our operations and
generation of value in a sustainable way.
Values
GRI 102-16
• Ethics: Result of a collective agreement that defines individual behaviors in accordance with a common objective.
• Respect for people: Consideration for others.
• Dedication: Ability to be intensely and completely involved in the work contributing to achieving the
organizational objectives.
• Transparency: Accountability of the Company’s decisions and achievements to inform its positive or negative
aspects to all stakeholders.
• Safety and Health: A sound working environment where workers and managers collaborate to use a process of
continuous improvement in the protection and promotion of the safety, health and well-being of all.
• Responsibility: Conduct the life of the Company sustainably, respecting the rights of all stakeholders, including
future generations, and the commitment to sustain all life.
• Innovation: Application of ideas in processes, products or services in order to improve something existing or build
something different and better.
43
• Centralization of the Paraná Electrification Plan execution;
• Inauguration of the Figueira Thermal plant (20 MW),
6.5 65 years of history
• On October 26, 1954, decree 14.947 creates the
Companhia Paranaense de Energia Elétrica – Copel,
signed by governor Bento Munhoz da Rocha Netto. In
1979 the word “Elétrica” was removed from its name;
• Inauguration of the first headquarters, in Edifício
José Loureiro, at XV de Novembro street. Hiring of
the first employees, engineers Walfrido Strobel and
Herbert Leyser;
• Beginning of the supply of Maringá, at the time
with little more than 1,700 energy connections and
15,000 inhabitants. Soon after, Apucarana, Campo
Mourão, Mandaguaçu, Pirapó and Cambira were also
served by Copel;
• Inauguration of the Guaricana Plant, with 15 MW
of power (today 36 MW). Until then, Curitiba was
supplied by a set of diesel power plants. The plant was
incorporated by Copel, along with Companhia Força e
Luz do Paraná, in 1973;
• Installation of the diesel power plant Populares, to
supply the port city Paranaguá, previously supplied by
oil generators. In the following six years, Copel built a
distribution network and the Marumbi plant;
• Creation of the Hydraulic and Hydrology Research Study
Center – later called CEHPAR (Prof. Parigot de Souza
Hydraulic and Hydrology Study Center), in partnership
with Paraná Federal University.
• Start of construction of the first hydroelectric plant,
Chopim I. Located in Pato Branco municipality, with
a 270 m long and 7m high dam, the plant started
operations in 1963, initially with 1.1 MW of power
(today 2.2 MW);
• Creation of the Telecommunications Division, which
rendered radio services. During the 1980s, the Company
developed its own telecommunications system,
composed of microwave channels. In the 1990s, digital
switchboards were implanted;
• Start of operations of the Mourão plant in the
Campo Mourão municipality, with installed power
little above 8MW;
in Norte Pioneiro, which interconnects Paraná’s North
and Central regions;
• The state’s South region receives the Salto Grande
do Iguaçu hydroelectric plant (15.6 MW);
• In 1967, Copel starts to produce, daily, 1 million
KWh. The Company had only eight plants including
hydroelectric, thermal and diesel generation;
• Julio de Mesquita Filho Plant (Foz do Chopim), with 44 MW,
supplies the needs of the Southwest and West regions;
• Inauguration of the Governador Pedro Viriato Parigot de
Souza Hydroelectric Plant (UHG GPS), the largest in the
south of Brazil. With a 370 m in length and 64 m high
dam, GPS broke two records at the time: higher monthly
average advance in underground excavation in works of
the kind and largest concreting volume inside tunnels;
• Creation of the Copel logo by designer Jorge Menezes.
From the choice of colors to the tracing of lines, the
idea was to make everything refer to the Company’s
main product;
• Nominated by Visão magazine as the largest
• Creation of its own laboratory specialized in physical
company in Paraná. The Company gains one thousand
industrial consumers.
chemistry to test materials used by the Company in all
sectors, in addition to conducting its own research of
new materials;
• Start of the campaign for the efficient use of electricity
stimulated by the world crisis caused by the rise in
oil prices. That became a constant theme in Copel
communication with consumers;
44
1950’S DECADE1960’S DECADE1970’S DECADE • Launching, in 1977 of the “minimum popular service
panel” for service entry, low cost, and financing
program for people to pay in 36 installments their
purchase. Around 20 thousand houses – of a total
of approximately 180 thousand at the time in the
capital – started to benefit from electricity;
• Partnership with Paraná Federal University for
creation of the Central Electrotechnical and
Electronics Laboratory (LACEE – actual LAC),
to conduct tests in the electricity system and
telecommunications equipment, contributing to the
Company’s equipment quality and reliability;
• Inauguration of the System Operation Center (COS), at
Rua Padre Agostinho, which started up the first digital
System for Supervision and Control in the country.
• Inauguration of the Bento Munhoz da Rocha Netto HPP
(Foz do Areia), the largest hydroelectric plant of Iguaçu
River and Copel: 1,676 megawatts of power, compacted
rockfill dam with 160 meters in height and 838 m long,
and spillway with capacity for 11 thousand m³/s flow.
To house the thousands of workers in the works, Copel
built Faxinal do Céu village at 12 km from the dam, with
school, hospital, sports club and a trade center. The
village is currently a touristic attraction;
• Achievement of 100 thousand rural connections in 1984
and 1.5 million customers in Paraná in 1986;
• Inauguration of the Segredo plant (currently Gov. Ney
Aminthas de Barros Braga). With a final installed power
of 1,260 MW, the hydroelectric plant is, since then, the
second-largest among Copel power plants;
• Substitution of 150 km of the Maringá conventional grid for
a compact grid to prevent disconnection by wire contact,
with tree branches, and lower environmental impact;
• Opening of the São Paulo stock exchange in 1994.
Later, Copel entered New York stock exchange, in 1997,
and Latibex de Madrid, in 2002;
• Installation of the Image Follow-up Unit (UAI), for
• Copel launches CopelNet, first intranet in the
meteorological surveillance;
electricity sector;
• Launching of Clic Rural, the largest rural electrification
program of the electricity sector, with 100 thousand
rural properties served in one year;
• Partnership with Hubei Qingjiang Hydroelectric
Development Liability Corporation, the first in the
Brazilian electricity sector with a Chinese company;
• Preparation of the first Environmental Impact Study/
• Selection of two Copel projects in Paraná coast
Environmental Impact Report (EIA/RIMA) of the Brazilian
electricity sector;
among 260 most successful Brazilian experiences in
sustainable development for presentation in the UN
General Assembly in New York;
• Copel distribution systems assume the current
configuration, covering 395 of the 399
Paraná municipalities.
• First company in the Brazilian electricity sector to
obtain Anatel permission to render services specialized
in telecommunications;
• Inauguration of the Palmas Wind Farm, first of the kind
in the south of Brazil;
• Inauguration of the Salto Caxias plant (today named
Gov. José Richa HPP). With an installed power of 1,240
megawatts, the plant expanded supply to a third of the
total demand at the time.
45
1980’S DECADE1990’S DECADE1970’S DECADE THE 2000s
• A pioneer automation in the Brazilian
electricity sector of the Jardim Tropical
substation, in the Northwest of the State,
using computerized systems developed by
the Company itself;
• Implantation of corporate governance:
leading the way in signing the commitments
of the UN Global Compact and the
Millennium Goals. Adoption of effective
practices in favor of ethics and transparency
in corporate administration: the creation of
Risk Management Department and Internal
Controls in the Financial and Investor
Realtions Office; creation of the Audit
Committee and Confidential Communication
Channel; and reformulation of the Ethics
Guidance Council;
• Start of operation of the first fuel cell in the
South Hemisphere, to supply Copel Data
Processing Center, in Curitiba;
• A pioneer in the automation of all
transmission substations;
• Successful experience with biodegradable
vegetal oil used as isolating fluid in electric
equipment and transformers, replacing the
mineral oil – a derivative from petroleum,
toxic and more pollutant. The project was a
finalist in the Fundação Coge award for its
social responsibility and obtains the Ecology
Expression Award granted by Expressão
magazine. The magazine awarded Copel in
the “Natural Resources” category for the
preservation of 9.6 thousand m2 of Atlantic
Forest in Paraná coast;
• Reopening of the Iguaçu Regional Museum;
• Inauguration of the Faxinal do Céu forest
garden visitors center;
• Agreement with Paraná Visually Impaired
Persons Association (Adevipar) to issue
consumption bills printed in Braille;
• Adoption of new technology for
consumption reading, with simultaneous
print and delivery to the customer;
... leading the way in signing the
commitments of the UN Global
Compact and the Millennium Goals.
Adoption of effective practices in
favor of ethics and transparency in
corporate administration
See how Copel permeates the life
of people from Paraná and Brazil
46
• Launching of bills in Braille and start of the
LIS project – a system for Simultaneous
Reading and Printing of bills;
• Inauguration of the Mauá Hydroelectric
Plant, with 85 m high and 745 m long dam,
and total installed power of 361 megawatts
(MW), to serve 1 million people;
• Foment of projects on alternative energy
sources, like sugarcane bagasse, animal waste
biodigestion, biofuels and wind strength;
• First inventory of greenhouse gas emissions
according to criteria and parameters
established by the Greenhouse Gas Protocol
(GHG Protocol);
• Victory in auctions to build and operate
two large size works in São Paulo, largest
electricity consumer center in the country
– the 500 thousand volts and 356 km long
transmission line connecting the Araraquara
2 and Taubaté substation, and construction
of a substation with 230 volts and 300
MVA of transformation power in Cerquilho;
• Victory in the dispute to build and operate
the Colíder Plant, undertaking with 300
megawatts of power in Mato Grosso, 700
km from the capital;
• Expansion to the Northeast region with the
acquisition of four wind farms in Rio Grande
do Norte;
• Transformation of Paraná as the first
Brazilian state to have all its 399
municipalities reached by digital
telecommunications network;
• Laying of 22 km of submarine cables
to integrate several islands in Paraná
coast to the National Interconnected
System, and the start of installation of
photovoltaic panels to bring energy to all
isolated island communities;
• 100% coverage of the concession area with
a network of stations and service agencies;
• Inauguration of the Cavernoso II SHP, in the
south-central region of the state. The 19
megawatts (MW) unit marked the company
return to small generation undertakings;
• Auction purchase of undertakings that will
double the transmission assets in the mid-
term. The largest lot, in partnership with
Furnas, will have 847 km of lines in Paraná
and São Paulo, bringing energy from new
generation plants installed in Amazonia;
• Restructuring of the Company to manage
business expansion and comply with the
sector regulation, which resulted in its
breaking down into a holding companyand
five wholly-owned subsidiaries.
47
Governador Bento Munhoz Power Plant
Credit: Guilherme Pupo
THE 2010s
• Copel acquires the São Bento do Norte
wind farm complex (94 MW), in Rio Grande
do Norte;
• Inauguration of its first transmission lines
outside Paraná, with undertakings in 10
Brazilian states;
• Launching of Paraná Olympic Talent (TOP),
largest foment program in Brazil;
• Chosen by UN to coordinate the first regional
center of Global Compact Cities Program;
• Inauguration of the first Eletrovia in Latin
America (a road with charging infrastructure
for electric vehicles) and, in Ipiranga, the first
city with 100% automated electrical grid;
• Launching of Paraná Trifásico (Three-phase
Program), a program that will revolutionize,
in six years, the quality of energy supply in
the state’s rural areas.
• Paraná becomes the first digital state
for taking Copel optical fiber grid to
all municipalities;
• Inauguration of the Mauá Plant (361 MW);
• Achievement of 4 million consumers and
universalization of the service in Paraná;
• The high levels in Iguaçu River exceed the
expectation for 10 thousand years, and the
Foz da Areia HPP empty reservoir avoids a big
tragedy by retaining a large part of the flow;
• Start in Curitiba of ‘Paraná Smart Grid’, a
pilot project of intelligent energy grids in an
area with 10 thousand inhabitants between
Bigorrilho and Mossunguê neighborhoods;
Cutia Wind Farm, RN
Credit: Freire Neto
48
CORPORATE
GOVERNANCE
49
GRI 103-1, 103-2
Copel’s Corporate Governance model is based
on the principles of transparency, equality,
accountability and corporate responsibility,
conducted by ethical principles established
in the Code of Conduct, in accordance with
its values, the Global Compact principles and
corporate governance principles, and following
the best practices in the market.
These principles are reflected in the
Corporate Governance Policy, which
establishes guidelines, objectives and
commitments applicable to Copel (Holding
Company) and its wholly-owned subsidiaries,
and, where applicable, to other companies
Copel invests in, with due respect for their
corporate procedures, proportionally to the
relevance, materiality and risks involved in
the business ventures.
7.1 Corporate governance practices
GRI 103-1, 103-2, 103-3
The corporate governance practices adopted by the Company are compliant with the requirements
established for companies listed in Level 1 of Governance of B3 – Brasil, Bolsa, Balcão, meets
the provisions of Federal laws No. 6.404/1976 and No. 13.303/2016, the rules of the Securities
and Exchange Commission (CVM) and other applicable legislation in Brazil. Abroad, the Company
complies with the rules of the Securities and Exchange Commission (SEC) and the NYSE, in the
United States; as well as the LATIBEX of the Bolsa y Mercados Españoles, in Spain.
In 2019, improvements were made to this model in order to align it with its strategic benchmark
and create value to be shared with stakeholders. This guidance is connected to the Board of
Directors’ guidelines and strategic goals: “To be a benchmark in corporate and environmental
sustainability, governance, risk management and compliance”.
Among the advances related to corporate governance, the following stand out:
• The only company to reach a maximum score in B3’s State-owned Enterprise
Governance program;
• Certified with the Pró-Ética 2018-2019 Seal, acknowledgment by the Federal
Government’s Office of the Comptroller General (CGU) for corporate integrity, granted to
companies that prioritize corporate integrity;
• Publication of the Annual Public Policies and Corporate Governance Letter – 2018/2019
cycle and the 2019 Corporate Governance Report;
• Review of the Company’s Integrity Program, Code of Conduct and internal control system.
The full description of the administrative structure and other relevant information on corporate
governance practices adopted by Copel can be found in the Reference Form, the Annual Public
Policies and Corporate Governance Letter and other corporate reports available at www.copel.com.
50
7.2 Corporate governance structure
GRI 102-18, 102-22, 103-1, 103-2, 103-3
Pursuant to its Bylaws, the corporate governance structure of Copel (Holding Company) is composed of statutory bodies organized according to
different levels of responsibility and authority.
Shareholders’
Meeting
Nomination &
Assessment Committee*
Supervisory Board
Statutory Audit
Committee
Board of Directors
Internal Audit
Executive Board
Chief Executive Officer
Copel (Holding Company)
Chief Financial and
Investor Relations Officer
Chief Corporate
Management Officer
Chief Legal and Investors
Relations Officer
Chief Business
Development Officer
Chief Governance, Risk and
Compliance Officer
*Statutory bodies marked with an asterisk are
shared by Copel (Holding Company) and its
wholly-owned subsidiaries.
51
7.3 Nomination and performance assessment of members
of the statutory bodies
GRI 103-1, 103-2, 103-3
7.3.1 Appointment and nomination process
GRI 102-24, 103-2
The process of nomination of members of the statutory bodies meets minimum requirements
of the applicable legislation (Law 6,404/1976, Law 13,303/2016, normative deliberations by
the State-Owned Companies Control Council – CCEE), Copel Bylaws, and is guided by the
Nomination Policy and procedures ruled by internal administrative norms.
One of the principles of Copel’s Nomination Policy is the promotion of diversity, acknowledging
the relevance of different levels of education, qualifications and experiences, including aspects
such as gender, religion, age and race.
In the global composition of the Board of Directors, diversity and complementarity of
professional experiences are observed among those appointed, as well as the percentaget of
independent members, as established in the legislation in force. As a publicly-traded company, it
also considers 10A-3 rule from the Securities Exchange Act and the Sarbanes-Oxley Act.
7.3.2. Conflict of interests
GRI 102-25
Copel defined guidelines to address conflicts of interest, which are described in the bylaws and
internal regulations of statutory bodies, according to applicable legislation, specific policy and
the best corporate governance practices of IBGC.
If a conflict of interest or personal interest of one of the members of the Board of Directors in
relation to a particular matter to be decided on is detected, it is the duty of the director to state
it promptly.
In case said director does not express the conflict, any of those present in the meeting, being
aware of the fact, should do so. After the conflict of interest or personal interest is identified,
the director involved shall recuse him or herself from the discussion and decision-making
process. Conflicts of interest that have been dealt with are recorded in the Board of Directors
meeting minutes and made available at Copel’s website.
Copel’s Head Offices, in Curitiba
Credit: Marcelo Rothen
52
Additionally, the Company has a Related-party
Transaction and Conflict of Interest Policy that
establishes guidelines to ensure that trasactions
to the benefit of Copel or its wholly-owned
subsidiaries ared based on principles of
independence, competitiveness, compliance,
transparency, equality and commutativity.
7.3.3 Statutory bodies performance
assessment
GRI 102-28, 103-3
The process of assessment of the
performance of Copel (Holding Company)
and its wholly-owned subsidiaries’ statutory
bodies is carried out annually, compliant
with requirements provided in Federal Law
No. 13,303/2016, Bylaws and the Policy
for Annual Performance Assessment of
Statutory Bodies, observing the best practices
of corporate governance, with the Board of
Directors as responsible for its conduction
with methodological support from the
Nomination and Assessment Committee.
The performance assessment is executed
collectively (peers and body) and individual
(self-assessment), for members of the Board
of Directors, Supervisory Board, statutory
committees, the Company’s board, the
corporate governance secretariat. The
process’s independence is ensured by hiring
an external consultancy to develop the model
and apply the assessments.
7.4 Development of members governance bodies
GRI 102-27, 103-1, 103-2
In addition to training on the Integrity Program (page 54), in 2019, directors, officers and
members of other statutory bodies participated in a course offered in partnership with the
Brazilian Corporate Governance Institute (IBGC) where relevant themes for their position were
debated, such as legislation and governance, capital markets, information disclosure,the Anti-
corruption Law - Law No.12,846/ 2013, Copel’s Code of Conduct, internal controls and best
practices for the Board of Directors and the Supervisory Board.
7.5 Integrity
7.5.1 Integrity Program
GRI 102-16, 103-1, 103-2
Copel’s Integrity Program, reviewed and approved by the Company’s Board of Directors in
August 2018, specifically focuses on anti-corruption measures adopted for prevention, detection
and remediation of acts harmful to the Company, involving, for example, the occurrence of
bribery, kickback, conflict of interests, fraud in bidding processes and payments, among others.
The program is supported by the Code of Conduct, which has been in force since 2003 and
is reviewed periodically, and also through public consultation every four years. The document
incorporates COPEL’s values, the principles of the UN Global Compact and Corporate
Governance, and presents a set of behaviors related to integrity, compliance, transparency,
safety and health, social and environmental responsibility, and respect and relationship with
segments where the Company operates.
The document is the guiding instrument for the acts of all persons who carry out activities on
behalf of the Company and its stakeholders, establishing conduct parameters for employees,
members of the board of directors, boards and committees, trainees, suppliers, service providers
and contractors. It is widely disclosed among all these audiences, including the suppliers,
through the Supplier’s Manual.
It should be noted that non-compliance with the principles and commitments expressed in the
Code of Conduct subjects the individual to the penalties provided for in a standard of functional
discipline. The document is available to all stakeholders on the company’s website.
53
7.5.2 Disclosure of the Integrity Program
GRI 102-16, 102-17, 102-27, 205-2
The dissemination of the Integrity Program and other compliance initiatives is made periodically
by electronic means throughout the Company. The Program is also fully available for
consultation on the Compliance Portal. Copel’s business partners are informed about the anti-
corruption measures adopted by the Company, as well as its policies and standards, through
workshops, lectures and events, and the Supplier’s Manual, which is accompanied by a
Statement of Awareness and Commitment, which must be signed.
The Code of Conduct includes training, in the distance learning modality, for all employees
and managers. For the first audience, the content developed is based on assessments of fraud
and corruption risks in order to reach the most vulnerable areas and business processes. For
managers, the material includes questions related to the Anti-corruption Law, transactions with
stakeholders and conflicts of interest, risk management and Copel policies.
Annual training is offered to those responsible for the execution of Internal Controls, promoted
by the Governance, Risk and Compliance Office, in partnership with UniCopel.
Members of governance bodies and own employees trained in policies
and procedures to fight corruption | GRI 205-2
Total of members of
governance bodies
Total of members of
Percentage of members of
governance bodies trained
governance bodies trained
35
15
43
Total of own employees
Total of own employees trained
Percent of own employees trained
7,095
5,438
77
Note: All members of governance bodies and own employees are based in the State of Paraná.
Copel’s Integrity Program has a
specific focus on measures for the
prevention, detection and mitigation
of acts that harm the Company,
involving bribery, kickbacks,
conflicts of interest, fraud in bidding
processes, payments, among others.
7.5.3. Anti-corruption practices
103-1, 103-2, 103-3
Corruption interferes with the development,
reliability and continuity of companies.
COPEL believes that the fight against
corruption is everyone’s responsibility.
The perception that corruption affects not
only the public administration but also the
economic order, has mobilized Brazilian
society in this decade. This mobilization has
generated quite advanced national legislation,
which has as its main target the companies,
since these are the economic engine of the
Country and are directly involved in the most
notorious cases of corruption in the recent
history. The Anti-Corruption Law and its
Decree No. 8,420 brought obligations such
as the implementation of Integrity Programs
54
and sanctions like the administrative and civil
liability of legal persons for the practice of
acts against the public administration, national
or foreign.
The non-compliance with the legislation
entails risks that can compromise the long-
term business of organizations. In this context,
effective integrity mechanisms reduce
financial losses, promote trustworthiness
in relation to the market and society, and
improve the workplace, as they offer
instruments to curb unethical behavior. This
anti-corruption apparatus is also considered
and attenuating factor in the case of isolated
criminal cases. Depending on the magnitude
of the case, this can mean, for a company,
the difference between remaining active or
shutting down.
The COPEL Integrity Program has a
specific focus on prevention, detection and
remediation measures of acts harmful to the
Company, involving bribery, kickback, conflict
of interests, fraud in bidding processes,
payments, among others. It allows the
integrated management of internal controls
and is a planned environment to provide
reasonable assurance that the authorizations
and records of accounting transactions
are carried out properly so as to allow the
preparation and disclosure of financial reports
in accordance with current standards. The
structure of internal controls follows the
standards of the Committee of Sponsoring
Organizations of the Treadway Commission
(COSO), which is an internationally recognized
framework. COPEL uses tools provided by the
ERP-SAP system.
in the Securities and Exchange Commission
(SEC) in April of each year.
The Integrity Program and the Code
of Conduct are the most important
guiding instruments for preventing and
combating corruption, but COPEL has other
complementary documents to the topic:
The Corporate Risk Integrated Management
Policy, the Stakeholder Transaction Policy,
the Integrity Policy, the Reporting Channel
Policy and the Administrative Standard for
Prevention and Treatment of Fraud and
Corruption. The policies apply to COPEL
(Holding Company), its wholly-owned
subsidiaries and its controlled companies.
The standard is followed by all, except the
controlled companies, for which it serves as
a recommendation. These materials are in line
with the US Foreign Corrupt Practices Act
(FCPA) of 1977, SarbanesOxley Act of 2002
and COSO. The policies were reviewed in
2018 and the standard is reviewed every three
years, with the next update due in 2021.
Operational processes are annually assessed
for risks related to errors or fraud that could
interfere with the results of the financial
statements. The process begins in October,
when internal controls are audited by the
internal auditors and the independent
auditor, and the results are reported to the
Administration. Tests are completed by
assessing the severity and magnitude of
deficiencies at the time of filing Form 20-F
Also, annually, the Risk and Compliance
Management areas elaborate on the Fraud and
Corruption Risk Matrix to identify risks and
their relationship with the Company’s business
processes. This document outlines the
treatment actions for identified vulnerabilities
and impacted target audiences.
Considering COPEL (Holding Company) and its
wholly-owned subsidiaries, 100% of COPEL’s
operations were subject to a risk assessment
related to corruption in 2019, and corruption
cases were not identified. GRI 205-1, 205-3
COPEL adopts the best anti-corruption
practices. In 2014 the Company also adhered
to the Call to Action of Governments in the
Fight Against Corruption statement and, in
the following year, the Corporate Pact for
Integrity and Against Corruption. It also
expressed its support for the UN 2030
Agenda movement in its efforts to promote
sustainability, ethical conduct and best
corporate governance practices. Besides,
its principles are based on the Charter of
Principles of Social Responsibility, the UN
Convention against Corruption and the
Organization for Economic Cooperation and
Development (OECD) guidelines. Finally, it is
worth mentioning that Copel is a signatory
of the UN Global Compact, whose principles
comprise corruption fight in all its forms,
including extortion and bribery.
55
7.5.4 Communication channels
GRI 102-17, 103-1, 103-2, 103-3
To receive opinions, criticisms, complaints, denunciations and inquiries, COPEL provides
communication channels that, in addition to contributing to the fight against fraud and
corruption, also improve the organization’s relationship with its stakeholders. The Company
encourages these parties to record any situation that indicates a violation of ethical principles,
policies, standards, laws and regulations, or other improper conduct.
The communication channels are disseminated through reports on the intranet and banners
affixed on work centers, intranet and internet. In 2019, advertisements were broadcasted by
Paraná radio stations and training provided to employees, managers and board members, among
other audiences.
Reporting Channel
Aiming at improving and enhancing the perception of the guarantee of anonymity to the
complainant, COPEL makes available, since June 2018, its new Reporting Channel, managed
by a contracted company through a bidding process. The initiative is part of the set of measures
that are being adopted to strengthen the Company’s governance. With outsourcing, the number
of reports received between 2018 and 2019 alone was 132% superior to the communications
accumulated since 2005, the year when Copel deployed its first Channel.
All complaints are treated in a confidential manner, which guarantees anonymity, confidentiality
and protection of the reporter. COPEL encourages the filing of complaints about fraud,
corruption, non-compliance with laws, norms or the Code of Conduct, and other illegal acts or
irregularities involving finance, auditing or accounting.
Complaints received by the
Reporting Channel in 2019
GRI 102-34
Total
Founded
Partially founded
Unfounded
Not applicable
Insufficient data
Outside the scope
Not defined
Consultation
Inconclusive
Report not addressed by Copel Reporting Channel
427
87
29
129
98
55
5
5
6
4
9
Still under analysis on 12/31/19
135
0800 643-5665
https://www.copel.com/canaldedenuncias
Available 24/7
Open to internal and external audiences
56
Copel Distribuição Ombudsman
Moral Harassment Reporting Analysis Commission (CADAM)
Suggestions, complaints and reports
0800-647-0606
ouvidoria@copel.com
Available on business days, from 8 am to 6 pm
Rua Professor Brasílio Ovídio da Costa, 1703, Santa
Quitéria – Curitiba (PR) – ZIP CODE 80310-130
Receives reports in person
Commission for attendance and support to every employee victim of moral
harassment in the workplace. The information is confidential and both the
complainant and the person accused have a guarantee of identity preservation
www.copel.com/canaldedenuncias
Available on demand
Open to the internal public only
Open to internal and external Audiences
Ethics Guidance Board (COE)*
An advisory body that appreciates and issues guidance on processes related to ethical
conduct in the Company, with a maximum deadline of 90 days for the final response
www.copel.com/canaldedenuncias
Copel Telecomunicações Ombudsman
Available on demand
Suggestions, complaints and reports
Open to internal and external audiences
0800-649-3949
ouvidoriatelecom@copel.com
Available on business days, from 8 am to 6 pm
R José Izidoro Biazetto, 158 - Bloco A - Sala 06
Curitiba - PR - ZIP CODE 81200-240
Receives reports in person
Open to internal and external audiences
* In December 2019, the Board of Directors approved a change in the Ethics Guidance Board (COE), which
started to be called Ethics Committee. The Ethics Committee absorbed all COE attributions and is responsible
for assessing and monitoring all reports and consultations received in Copel Reporting Channel as well.
Demands addressed by COE in 2019
GRI 102-34
51 complaints
18 consultations and other demands
57
7.6 Risk management
GRI 102-11, 102-15, 102-29, 103-1, 103-2
Identifying and proactively responding to events with the potential to affect strategic goals is
critical to the sustainability of any company. Not only because this activity is directly linked to
organizations’ continuation and image, but also because it is a demand of investors and other
financiers of the business.
At Copel, the seriousness with which this matter is addressed is expressed in the Corporate
Risk Integrated Management Policy, which establishes that risk maintenance must be kept at
adequate levels. According to the document, this process is divided into five macro stages:
identification, assessment, treatment, monitoring and communication. This Copel model is based
on the Committee of Sponsoring Organizations of the Treadway Commission - Enterprise Risk
Management (COSO - ERM) and the Corporate Governance Best Practices Code of the Brazilian
Institute of Corporate Governance (IBGC).
Risks are measured in terms of impact (or consequence) and probability, and are classified as:
• Inherent, when they exist before the adoption of treatment actions that aim to alter the
probability or the impact of materialization; and
• Residual, when they remain after the adoption of actions of treatment of inherent risk.
The main risks affecting Copel and its wholly-owned subsidiaries, as well as the mitigation
measures adopted, are described throughout this document. Further information on this matter
is available on Form 20-F and the Company’s website. COPEL is aware that failure to properly
manage its risks can generate financial losses, damage to reputation and operations, or damage
to environmental resources and society.
As part of the process for defining the Strategic Planning 2018-2027, Copel reviewed the
strategic risks associated with its operations at the end of 2017. The work consisted of
identifying and analyzing risks, defining a control and contingency plan, and determining
monitoring actions. Throughout 2018, strategic risks were monitored quarterly, and periodically
reported to the Statutory Audit Committee and the Board of Directors.
STRATEGIC RISKS
Copel GeT: Loss of Concessions;
Hydrological risk; Regulatory change;
Drop in Business profitability; Drop in
Projects’ profitability; Failures in dams;
Works delay/Capex increase;
and Cybersecurity.
Copel DIS: Loss of Concession;
Regulatory instability; severe climate
adversities; and Cybersecurity.
Copel COM: Culture and
Commercialization; Increased
competition; Increased regulatory risk;
Operations’ Financial exposure; and
Default increase.
Copel CTE: Loss of customers and
incomes; Competitiveness losses; Lack
of business processes’ automation; Lack
of internal controls; Disposal value below
expectation; and Covenants’ break.
Copel: Risk of litigation; Legal actions;
Covenants’ break; Restriction in
fundraising; Liquidity risk; Monitoring of
investments; Concession loss; D&O
liability insurances; Assets recovery;
Investment in assets; Company
expansion level; Adequacy to the
General Law of Personal data protection;
Fraud/Corruption in operations;
Cybersecurity; Digital transformation;
and Support areas’ costs.
58
7.6.1 Risk management at Copel
GRI 102-11, 102-15, 102-29, 102-30, 103-1, 103-2, 103-3
Risk management model
The risk management model adopts parameters of appetite for risk, considering the probability of their occurrence and their financial, operational,
image and socio-environmental impacts, and provides tools for their treatment and mitigation.
Guide for risk management
RISKS
Strategy
Risks associated with senior management decision-making and strategic planning.
Reputation
Negative advertising.
Market
Change in market prices, like an exchange and interest rates, and shares.
Liquidity
Insufficient resources, cash or other financial.
Credit
Failure of customers to fulfill their contractual obligations.
IMPACTS
Substantial loss in Copel’s economic value.
Losses due to the deterioration of Copel’s market brand in the market,
customers and regulatory bodies.
Oscillation of fair value or future cash flows of financial instrument.
Impossibility to settle obligations on due dates.
Difficulty in receiving amounts billed to clients or counterparts in the
financial instrument.
Disclosure
Possibility of issuing incomplete, inaccurate or untimely financial, managerial, regulatory, fiscal,
statutory reports.
Copel penalty with fines or other sanctions.
Processes
Ineffectiveness and inefficiency of Copel’s operations, including financial and operational performance goals.
Losses resulting from failure, deficiency or inadequacy of internal
processes, people and systems, or external events.
Information Technology
Vulnerabilities in access control, role segregation failure, policy violation, external attacks, IT outages, improper
information change or disclosure.
Unauthorized access to Company data and IT environment,
undue change or disclosure of information.
Social and environmental
Impacts of Copel’s operations on society and the environment. It is also related to severe climatic events
resulting from climate change, scarcity of natural resources or mobilization of communities.
Impacts on the reputation and assessment of the Company by the
supervisory bodies. It may also disrupt the rendering of services or
damage to energy production.
Projects
Risks associated with the generation, transmission, distribution, telecommunications, research and
development, among others.
May entail additional costs, delay in the project delivery and charging by
regulatory bodies.
Laws and standards
Non-compliance with environmental, labor, tax and regulatory laws to which Copel is subject, including internal
policies and standards.
Charging by regulatory bodies.
Fraud and corruption
Theft of physical assets, information leakage, deviation of financial resources, conflict of interests, Influence
peddling, bribery, kickback, collusion with suppliers and clients, among others.
Financial losses, fines, sanctions and penalties by inspecting bodies and
deterioration of the Copel image.
59
RISK PROTECTION INSTRUMENTS
AREAS RESPONSIBLE FOR RISK MANAGEMENT
• Approval and function segregation
• Board of Directors;
competences;
• Incident reporting and control practices;
• Periodic review of risks and associated
controls, according to their exposure level;
• Periodic reports to the Statutory Audit
Committee and Board of Directors.
• Statutory Audit Committee;
• Executive Board;
• Governance, risk and
compliance office;
• Internal audit.
7.6.2 Process efficiency and risk management
GRI 102-30, 103-3
Among the Copel Board of Directors assignments, analysis and approval of the Company’s
strategic planning are outstanding. For such, studies and assessments of scenarios and risks, in
addition to management policies and their respective changes are carried on. The body is also
responsible for implementing and supervising risk management and internal control systems,
including risks associated with accounting and financial information integrity and the occurrence
of corruption and fraud.
The Statutory Audit Committee (CAE) advises the Board in this activity. It is responsible for
checking the efficiency in the use of resources and establishing controls to protect Copel
from eventual losses in the face of each business risk. CAE annually prepares a report with
the effectiveness analysis results and those of eventual deficiencies in risk management and
internal control systems; and describes recommendations presented to the boards, recording and
justifying those that were not met.
7.6.3 Dam safety
GRI 102-15
On January 25, 2019, the rupture of the tailings dam occurred in Córrego do Feijão, Brumadinho
(MG). Due to this occurrence, the Ministerial Council for Supervision of Responses to Disasters
recommended, with Resolution No. 1, of January 28 of that year, immediate approval of inspection
The hydroelectric plants have
the Dam Safety Plan (PSB)
and Emergency Action Plan,
according to legal parameters. The
Company also counts on the Dam
Safety Engineering Sector, with
professionals dedicated to the safety
of these structures, responsible
for maintenance procedures and
continuous monitoring of dams and
their associated structures.
of facilities considered as “high associated
potential damage” or as “high risk”; the
immediate update of Dam Safety Plans and
assessment of the need to remove installations
that support installation undertakings located in
dams’ area of influence.
The National Dam Safety Policy (PNSB) was
defined by Law No. 12,334, sanctioned
on September 20, 2010, where standards,
regulations, monitoring procedures, among
other guidelines are established for dams
destined to accumulation of water for any
use, final or temporary disposition of waste
and accumulation of industrial residues.
It also creates the National System for
Information on Dam Safety.
60
Copel engages authorities in dams’ safety
while promoting meetings with Civil Defense
coordinating bodies (state and municipal)
for delivery and or clarification of PAEs,
which subsidize the preparation of municipal
Contingency Plans. So, the Company makes
known the procedures to be implemented in
case of risk of rupture, explaining the role of
each institution involved. In 2019, 15 meetings
were held with Civil Defense coordinating
bodies of 28 municipalities and, eventually,
State Civil Defense coordinating bodies.
Additionally, the Brazilian Electricity
Regulatory Agency (Aneel), in the scope of the
electricity sector, regulated Law 12,334 with
Resolution No. 696, approved on December
15, 2015. The document sets forth the criteria
for the classification and formulation of the
Safety Plan and the Periodic Dam Safety
Review. Every year, the agency receives from
companies the Dam Safety Form (FSB), whose
last version, referring to the 2019 cycle, was
forwarded by Copel in March 2020. Of the 24
dams under the Company’s responsibility, 16
were classified as B (low risk, high potential
damage), 2 as C (low risk and medium
potential damage), and 6 were exempt from
this classification.
Dams are important structures for the
Company’s business, because they
concentrate on the larger part of the energy
generation capacity. However, as in any
engineering work, they present an intrinsic
risk of failure associated with different
factors, internal or external. In order to
mitigate this risk and ensure integrity to dams
under its responsibility, Copel works in a
preventive way, with criteria and procedures
in accordance with the best engineering
practices and legislation in force. The
hydroelectric plants have the Dam Safety Plan
(PSB) and Emergency Action Plan, according
to legal parameters. The Company also counts
on the Dam Safety Engineering Sector, with
professionals dedicated to the safety of
these structures, responsible for maintenance
procedures and continuous monitoring of
dams and their associated structures.
In February 2019, the Board of Directors
provided suggestions to improve the
monitoring of dams under Copel responsibility.
As a result, there was a proposition of a plan
with the following actions: expansion of staff
and restructuring of the dam safety team
activities; hiring of independent consultants
with recognized knowledge for validation of
procedures; the anticipation of the Periodic
Safety Review (RPS) for all dams; expansion
of investment in monitoring technology and
safety systems; implementation of Emergency
Action Plans (PAE); research and development
(R&D) projects; and reassessment of the
subject in annual meetings.
Compliant with the monitoring schedule for
the year, Copel performed 20 Regular Safety
Inspections (ISR). It is worth emphasizing
that hydroelectric plants’ dams are built with
well-consolidated construction standards
and safety criteria and the safety verification
is carried out in all phases – project,
construction and operation.
Aneel also conducts inspection campaigns
– 13 in 2019 – to check in loco, among
other aspects, the regulatory compliance of
PSB and PAE, dam installations, and their
associated structures.
Governador Bento Munhoz Power Plant
Credit: Guilherme Pupo
61
SUSTAINABILITY MANAGEMENT
62
Copel’s responsible attitude concerning sustainability is also expressed by the participation in
platforms that provide benchmarking, measurement and assessment of its development:
• Ethos Indicators for Sustainable and Responsible Business Models – Copel uses indicators
to manage and measure the level of excellence about corporate social responsibility;
• Ethos Indicators – Integrity, Prevention and Fight against Corruption – the signatory
companies of the Business Pact for Integrity and Against Corruption respond annually to
a set of 70 questions concerning commitments made at the time of its accession;
• Excellence in Management Model (MEG) of the National Quality Foundation (FNQ) –
reference model in organizational management that aims at the “Best in Management”
award of the National Quality Foundation (FNQ). It is composed of 8 fundamentals,
among them, Sustainable Development, composed of economic, financial, environmental
and social themes. In 2019 Copel GET and Copel DIS participated in FNQ Assessment.
PME 1,2
Over its 65 years of existence, Copel was
consolidated as a company committed to
sustainable development. The Company’s
practices, actions and commitments reflect
its focus on sustainability, in accordance
with strategic guidelines, mission, vision and
corporate values. Such practices are developed
in the light of the Sustainability Policy, whose
guidelines exceed internal activities and are
extended to the encouragement of sustainable
operations of suppliers as well, and in favor of
the community.
Due to its responsible and competent
performance, guided by the balance of
economic, social and environmental aspects,
the Company has obtained significant results,
generating shared value for its stakeholders
and increasingly conquering the recognition
of society.
This orientation towards sustainability is
proven by the Company’s permanence in the
following portfolios:
• Corporate Sustainability Index (ISE),
from [B3], for the 14th time
• FTSE 4Good Emerging Index1
1 Index that measures the performance of companies
in the
environmental, social and governance domains. Developed by the
independent production company of indexes FTSE, it is composed of
The Financial Times and the London Stock Exchange.
63
For accountability, to guide the engagement with stakeholders and performance reporting,
Copel adopts:
• Global Reporting Initiative (GRI) – The Company started preparing its sustainability reports
in 2005, based on the GRI guidelines, aiming at offering transparent information on its
management and performance in the most relevant aspects for the business sustainability, by
means of consistent and comparable indicators.
• International Integrated Reporting Council (IIRC) Integrated Report – since 2015, COPEL has
been adapting its report to the methodology of the Integrated Report.
• Greenhouse Gas Protocol (GHG Protocol) – Since 2008 COPEL has published the inventory of
greenhouse gas emissions following the standards of this global initiative. As of 2012, the
inventory is now verified by a third party.
• Carbon Disclosure Project (CDP) – through this platform, since 2010, COPEL has reported on
greenhouse gas emissions, management practices and strategies for climate change.
In the chapters on capital performance (pages 71 to 124), further information on the theme can
be found.
SUSTAINABILITY POLICY GRI 103-2, 103-3
A document prepared by professionals from the areas
of sustainability, environment, social responsibility,
corporate integrity, innovation, finances and management, with
the support of professionals from the wholly-owned subsidiaries.
The Copel sustainability area coordinated the work. The document
guidelines are based on the commitments assumed with sustainable
development, (see page 65), Corporate Governance principles, and
the Copel Code of Conduct values and principles. The policy is
reviewed and updated every two years.
Wind power generation and transmission network
Credit: Marcelo Rothen
64
INITIATIVE
Global Compact [GRI 102-43]
Gender and Race Equity Program
Women Empowerment Principles – WEP
Principles for Sustainable Executive Education (PRME)
2030 Agenda [GRI 102-43]
Business Pact for Integrity and Against Corruption
National SDG movement ‘Nós Podemos’ (We Can) [GRI 102-43]
DATE OF INITIATIVE
2000
2009
2010
2014
2015
2015
2016
8.2 Copel and the Sustainable Development Goals
UN Global Compact projects that the period from 2020 to 2030 will be the “Decade of action”.
Ten years is the period given to all UN member countries for them to fulfill the 169 goals of the
17 Sustainable Development Goals, an initiative called the “2030 Agenda”. In September 2019,
global leaders launched a movement to accelerate the achievement of these goals worldwide.
For such, the commitment of business organizations is critical. Copel, as the Global Compact
signatory and follower of the Sustainable Development Goals, promotes actions referring to SDG
considered a priority for the Brazilian Electricity Sector, coordinated by Rede Brasil do Pacto
Global, as presented next:
8.1 Voluntary commitments
GRI 102-12 | PRME 1, 2, 5, 6
Throughout its history, Copel has assumed,
supported and disseminated voluntary
commitments that are recognized worldwide
as good practices of corporate sustainability
as listed in the next table.
One of the most important commitments
is with the Global Compact, a UN initiative
to engage companies and organizations in
the adoption of principles of Human Rights,
Labor Rights, Environment and Fight against
corruption. The Company participants in the
Global Compact Brazil Network, composed of
companies, agencies from the UN in Brazil,
corporate entities, civil society organizations,
teaching institutions, among others. As part of
this group and due to its level of commitment,
Copel contributes financially and participates
in the Brazilian Global Compact Committee
(CBPG), responsible for the rules of Thematic
Groups, guidelines, the definition of budget
and integrity measures of Rede Brasil.
The Company is directly involved in the
Working Groups of Sustainable Development
Goals (SDGs), Energy and Climate, Human
Rights and Work, and in the Communication
and Engagement Commission (CEC).
Copel’s progress in the adoption of the ten Global
Compact principles is described in this document
(further information on page 146 to 152).
65
SDG
Goals
Actions
Ensure reliable, sustainable, modern and affordable access to energy for all
7.1*
7.2*
7.3
7.a
7.b
Ensure universal, reliable, modern and affordable energy services until 2030.
Distribution coverage; DECi FECi (page 28)
Substantially increase renewable energies’ participation in the global energy mix until 2030.
% Renewable energy in the Generation Mix
(page 113)
Double the global rate of improvement in energy efficiency until 2030.
Transmission and Distribution Losses (page 28)
Reinforce international cooperation to facilitate access to clean energy research and technologies,
including renewable energies, energy efficiency and advanced and cleaner fossil fuel technologies until
Investments in R&D&I (page 90)
2030, and also promote investment in energy infrastructure and clean energy technologies.
Expand the infrastructure and modernize the technology to provide modern and sustainable energy services
to all developing countries until 2030, particularly in the least developed countries, small developing island
states and developing landlocked countries, according to their respective support programs.
Investments in infrastructure
(pages 112 to 119)
Promote sustained economic growth, inclusive and sustainable, full and productive job and decent work to all
8.1
8.2
8.3
8.4
8.5
8.6
Sustain per capita economic growth according to national circumstances and, particularly, annual growth
of at least 7% of the gross domestic product (GDP) in the least developed countries.
Direct Economic Value Generated and Distributed
Reach higher levels of productivity of economies with diversification, technological modernization and
innovation, including through focusing on high added-value sectors and labor-intensive sectors.
Investment in infrastructure (pages 112 to 119)
Promote policies turned to the development that supports productive activities, generation of decent jobs,
Special hiring for biddings to micro,
entrepreneurship, creativity and innovation, and encourage the formalization and growth of micro, small and
small and mid-size companies.
mid-size companies, including through access to financial services.
Human Rights Program (page 70)
Gradually improve, until 2030, the efficiency of global resources in consumption and production, and undertake
to dissociate economic growth from environmental degradation, according to the Decennial Plan of Programs on
Energy Efficiency Programs (page 29)
Sustainable Production and Consumption, with developed countries assuming the leadership.
Reach full and productive employment and decent work for all women and men until 2030, including
Diversity Program Human Rights Program
youth and disabled persons, and equal remuneration to works with equal value
(pages 76 and 70)
Substantially reduce the proportion of youth without job, education or training until 2020.
No specific action.
Take immediate and efficient measures to eradicate forced labor, eliminate modern slavery and human
8.7*
trafficking, and ensure the prohibition and elimination of the worst forms of child labor, including recruitment
and use of soldier children, and put an end to child labor in all its forms until 2025.
Actions promoted to fight slave and child labor.
Human rights program (pages 101 and 70)
66
SDG
Goals
8.8*
8.9
8.10
8.a
8.b
Protect labor rights and promote safe and protected work environments for all workers, including
migrating workers and particularly migrating women and people in precarious jobs.
Prepare and implement policies to promote sustainable tourism that generates jobs and promotes local
culture and products until 2030.
Strengthen national financial institutions’ capacity to encourage the expansion of access to banking,
insurance and financial services for all.
Increase support from Aid for Trade to developing countries, particularly least developed countries, including
the Enhanced Integrated Framework for Trade-related Assistance for the least developed countries.
Develop and make operational a global strategy for youth employment and implement the International
Labor Organization (ILO) Global Jobs Pact until 2020.
Build resilient infrastructures, promote inclusive and sustainable industrialization and foment innovation
Actions
Actions promoted in HOS and worker’s well-
being. Human rights program (pages 86 to 87
and 70).
No specific action.
No specific action.
No specific action.
No specific action.
Develop reliable, sustainable, resilient and quality infrastructure, including regional and cross-border
9.1*
infrastructure, to support economic growth and human well-being focused on equitable access and
Investments in infrastructure (pages 112 to 119)
affordable prices to all.
Promote inclusive and sustainable industrialization and, until 2030, significantly increase industry
9.2*
participation in the job sector and GDP, according to national circumstances, and double its participation
in the least developed countries.
Market participation (page 118) Direct economic
value generated and distributed (page 123)
9.3
9.4
9.5
9.a
Increase access to small industries and other companies, particularly those in developing countries, to
financial services, including accessible credit and its integration in value chains and markets.
No specific action.
Modernize infrastructure and rehabilitate industries to make them sustainable until 2030, with increased
efficiency in the use of resources and more adoption of clean and environmentally correct technologies
and industrial processes, with all countries working according to their respective capacities.
Investments in the energy sector
(pages 112 to 119)
Strengthen scientific research, improve industrial sectors’ technological capacities in all countries,
particularly developing countries, including, until 2030, encouragement to innovation and substantially
Investments in infrastructure, investments in
increasing the number of workers in research and development per millions of people, and public and
R&D&I (pages 90 and 112 to 119)
private expenses with research and development.
Facilitate the development of sustainable and resilient infrastructure in developing countries, with higher
financial, technological and technical support to African countries, least developed countries, small
No specific action.
developing landlocked countries and small developing island states.
67
SDG
Goals
9.b
9.c
Support technological development, research and innovation in developing countries, also ensuring a
propitious political environment for, among other things, industrial diversification, and to add value to
commodities.
Actions
Insert investments in R&D
(page 90).
Significantly increase access to information technologies and communications and undertake to offer
Telecommunications services, investments in
universal and affordable access to the Internet in the least developed countries until 2020.
telecommunications infrastructure (page 119).
Make cities and human settlements inclusive, safe, resilient and sustainable
11.1
11.2
11.3
11.4
11.5
11.6
11.7*
11.a*
11.b
Ensure access to safe, appropriate and affordable housing and basic services to all and urbanize the
Energy distribution coverage;
“favelas” until 2030.
special tariffs (pages 116 and 94).
Provide access to safe, affordable, sustainable transport systems to all until 2030, improving road safety
Investments in R&D&I, Eletrovia
with the expansion of public transport, and special attention to the needs of persons in vulnerability
(a road with charging infrastructure for electric
situation, women, children, disabled persons and elderly people.
vehicles) (pages 90 and 48).
Increase inclusive and sustainable urbanization and capacities for planning and management of
Investments in infrastructure
participative, integrated and sustainable human settlements in all countries until 2030.
(pages 112 to 119)
Strengthen efforts to protect and safeguard the world’s cultural and natural heritage.
Preservation areas (pages 157 to 167)
Support to culture (pages 55 to 56)
Significantly reduce the number of deaths and the number of people affected by disasters by 2030,
in addition to substantially reducing the direct economic losses they cause in relation to global gross
Dam safety (pages 60 and 61)
domestic product, including water-related disasters, with a focus on protecting the poor and people in
Consumer safety
vulnerable situations.
Reduce negative environmental impact per capita of cities until 2030, with special attention to air
quality, municipal waste management and others.
Ecoefficiency program (pages 105 and 106).
Provide universal access to safe, accessible and green public spaces until 2030, particularly to women
and children, elderly and disabled persons.
Local communities (pages 95 to 98)
Support positive economic, social and environmental relations across urban, peri-urban and rural areas,
reinforcing the national and regional development planning.
Investments in infrastructure (pages 112 to 119)
Until 2020, substantially increase the number of cities and humans that adopt and implement policies
and integrated plans for inclusion, resource efficiency, mitigation and adaptation to climate change,
resilience to disasters; and develop and implement according to the 2015-2030 Sendai Framework for
Disaster Risk Reduction, holistic management of disaster risk in all levels.
Investments in infrastructure,
Dam safety, Consumer safety
(pages 112 to 119 and 60 and 61).
68
SDG
Goals
11.c
Support the least developed countries including technical and financial assistance for sustainable and
resilient constructions using local materials.
Take urgent measures to fight climate change and its impacts
Actions
No specific action.
Reinforce resilience and capacity of adaptation to risks associated with climate and natural disasters in
Investments in R&D&I
13.1
all countries.
13.2* Integrate climate change measurements in national policies, strategies and planning.
(page 90)
Climate change program
(pages 104 to 105)
13.3*
Improve education, raise awareness and human and institutional capacity with regard to mitigation,
Climate change program
adaptation, impact reduction and early alert of climate change.
(pages 104 to 105)
Implement the commitment assumed by developed countries parties in the United Nations Framework
on Climate Change (UNFCCC) to the goal of jointly raise US$ 100 billion per year as of 2020, from all
13.a
sources, to meet the needs of developing countries, in the context of significant mitigation actions
No specific action.
and transparency in the implementation, and make fully operational the Green Climate Fund with its
capitalization, as soon as possible.
Promote mechanisms for the creation of capacities for planning associated with climate change and
13.b
efficient management, in the least developed countries, including the focus on women, youth, local and
marginalized communities.
Climate change program
(pages 104 to 105)
Copel hosted, in November 2019, the regional edition of the “Laboratory for SDG Integration in the Brazilian Electricity Sector”, the second phase
of the Global Compact Network Brazil initiative to accelerate the incorporation of global challenges to the electricity sector companies’ business
strategy. The initiative was launched in 2017, with a survey that diagnosed the level of understanding and commitment of the sector companies to
the SDG. The workshop was dedicated to unfolding priority SDGs for sector planning. Copel and Itaipu action cases were presented in accordance
with the SDGs, before the execution of the laboratory of co-creation of goals specific to the sector. Other events will be held in 2020 for the
whole country.
Copel raises employee’s awareness about the SDG with messages and events. To learn more about Copel actions associated with the Global
Compact principles and other SDG, access the Appendix – Incorporation of Global Compact Principles and SDGs, on page 146.
69
8.3. Human rights
GRI 413-1
Copel keeps the Human Rights Program based on the following practices: disclosure and
circulation of didactic materials; courses and lectures; review and preparation of norms; planning
of events and actions turned to the internal audience, production chain and local community;
and refinement of Copel policies for prevention, inspection and mitigation of violations. The
initiative is grounded on the Universal Declaration of Human Rights, Global Compact and Guiding
Principles on Business and Human Rights, UN documents and initiatives intended to promote
social responsibility and sustainable development worldwide.
One of its most recent results is the first version of the Human Rights Policy. As part of its
scope, the Company made available the distance learning training in Human Rights, with
contents that include the relationship between Human Rights and the Constitution; identification
of violations inside and outside the Company and applicable reporting channels. By the end of
2019, 26% of the company had completed the training, amounting to 3,714 hours. GRI 412-2
There was also an important movement to disseminate the theme among stakeholders: Copel
“Human Rights at Work: Let’s talk” booklet resulted in 2019 in the “Human Rights and Work”
video. The material focuses on outsourced employees: it informs on rights and identification of
violations, with simple and accessible language. However, production and circulation are not
restricted to the outsourced employees: the material is also used in integration meetings and
was disclosed in Copel profiles on LinkedIn and YouTube.
8.4. Copel Sustainability Challenge
An educational competition created by Copel, jointly with subsidiaries, to learn the Company’s
facilities in all regionals, work on the SDGs and the 10 Sensors (quality program) and propose
a reflection on the relation of employees with decisions made in the work environment, from a
sustainable point of view.
The facilities were broken into six Delegations: Cascavel, Centro-Sul, Curitiba, Sede, Maringá
and Londrina; obeying locality criterion, as already occurs in the Company’s internal sports
games. The challenges were broken into 3 modalities: 1) fixed: measurement and comparison of
data in social and environmental spheres (ecoefficiency) across participating facilities; 2) free:
An educational competition created
by Copel, jointly with subsidiaries,
to learn the Company’s facilities
in all regionals, work on the
SDGs and the 10 Sensors (quality
program) and propose a reflection
on the relation of employees
with decisions made in the work
environment, from a sustainable
point of view.
employees created teams of their choice and
proposed actions mandatorily associated
to the SDGs and the 10s to be fulfilled by
the end of the period defined; and 3) Most
Sustainable Facility: the space with a higher
number of sustainable items.
All facilities participated with more than
20 employees, totaling 49 units: 82% of
the Company’s staff. Moreover, 411 people
competed in the free challenges, with creative
proposals that went beyond the Company,
involving the local community, public institutions
and non-governmental organizations. The results
of the first edition of the Challenge exceeded the
Company’s expectations.
70
CAPITAL PERFORMANCE
71
HUMAN CAPITAL
72
9.1 Human capital management
GRI 102-43, 103-1, 103-2, 103-3, PRME 1, 2
The poor management of human capital
generates risks of loss of fundamental
knowledge on the Company, acquired during
the professional career, low productivity and
lack of accordance with the organizational
culture. In order to avoid them, Copel uses the
People Management Policy. It makes clear that
employees are the most valuable resources
of the Company, because their qualification,
dedication and engagement are fundamental
for the business’s success. Their knowledge
and continuous development constitute the
pillars of excellence. Ethics, transparency,
trust, mutual respect and upright behavior are
the foundations of professional relations.
In addition to this policy, there are also the
Occupational Health and Safety Policy (page
83), the Code of Conduct (page 53) and the
Copel Manual, which guide the performance of
employees in their work routines. Also, Copel
acts under the fundamental conventions of the
International Labor Organization (OLT) and the
International Declaration of Human Rights, and
with the current legislation.
The Company’s strategic goals are to
provide a healthy work environment, which
enhances the valorization and well-being of
employees, as well as promoting a culture of
people management based on meritocracy
and inclusion. The importance of human
capital for the Company is evidenced by the
presence of Copel for the third consecutive year in the ranking of the 150 Best Companies to
Work For of Guia Você S/A.
Copel, through its People Management Policy, makes clear that
employees are the most valuable resources in the Company, because
their qualification, dedication and engagement are fundamental for
the business’s success.
Smart Copel, Curitiba
Credit: Guilherme Pupo
73
9.1.1 Human capital profile and diversity
GRI 103-1, 103-2, 103-3, 102-, 102-8, 102-41, 401-1, 405-1, PRME 1, 2, 3, 6
Total employees
Total of own employees
per employment contract and gender
Permanent contract1
MEN
5,524
WOMEN
1,571
per type of job and gender
Full time
Half time
Total per gender
5,511
1,558
13
13
5,524
1,571
7,069
26
7,095
100%
Copel own
employees
are covered by
Collective Bargaining
Agreements
TOTAL
7,095
Total of own employees
Total employees per functional category and gender
per permanent contract and region
Own employees
Northeast
11
Midwest
50
Southeast
21
South
7,013
Notes: 1. Copel does not have own employees with temporary contracts.
2. Copel does not control the division of outsourced employees by
gender because each subsidiary has its own management over the
various outsourcing contracts.
Functional category
Medium level prof
Technical level prof.
Higher education
Operational
Total
MEN
2,886
1,631
950
57
WOMEN
1,111
116
344
0
5,524
1,571
TOTAL
3,997
1,747
1,294
57
7,095
Total of black and mixed-race own employees
Total of disabled persons own employees
929
171
Total of outsourced employees
Total of outsourced apprentices
7,2002
153
74
Turnover
Total admissions
Admission rate (%)
Total dismissals
Turnover rate (%)
4
4
8
1
3
4
6
0
0
2
50.00
50.00
100.00
12.50
37.50
50.00
75.00
0.00
0.00
25.00
404
120
524
33
196
295
519
3
2
0
2.68
0.81
3.49
0.22
1.31
1.96
3.45
0.02
0.03
0.00
Up to 30 years
Between 30
and 50 years old
Over 50 years old
South region
Southeast region
Midwest region
Northeast region
Notes: 1. Total admissions consider employees admitted (2) and reintegrated (6).
2. For calculation of admission rates, the admission per gender, age group or region/total admissions formula was used. For calculating the turnover rate, on the other hand, the formula (dismissed+admitted)/2/2018
staff was used.
75
Diversity Program and Standing Committee on Diversity
GRI 413-1
Copel’s Diversity Program fosters the search for equal rights, opportunities and recognition for
all, with attention to vulnerable and discriminated groups. The Program is directly linked to the
Standing Committee on Diversity, which determines which actions are priorities and how they
will be implemented. It also seeks to provide and support internal actions in accordance with
public policies and movements geared towards diversity.
Copel keeps the Standing Committee on Diversity since 2015, with the participation of different
areas of the Company, whose objective is to plan, execute and monitor actions focused on its
six pillars: gender, race, accessibility, sexual orientation, age and religion. Annually, resources
from Copel (Holding Company) and subsidiaries are used to carry out the initiatives proposed by
the Diversity Committee, which are revised at each new period.
Throughout its existence, the Diversity Committee has contributed to the promotion of human
rights, especially seeking to generate more egalitarian working relations. Diversity, therefore,
represents an opportunity for Copel to consolidate universal values in its practices.
In 2019, the group was involved in the following activities [GRI 413-1]:
• Internal qualification for diversity;
• Partnership with the Secretariat of Justice, Family and Labor for Social Development;
• Forwarding of opinion for Human Resources Committee, containing guidance for
improvement of the Ethnic-racial quotas system in notices for Copel Public Tenders;
• Forwarding of the proposal of Sexual Harassment Report flowchart for approval by the
Ethics Guidance Board (COE);
• Participation of the Diversity Committee representatives in the Meeting promoted by the
State Public Prosecution Office about the employability of people from the LGBTQ+ group;
• Participation in UN Women research;
Encouragement and good management of
diversity provide higher productivity and
engagement of employees, generate better
social, economic and financial performance,
and positively influence stakeholders to
adopt best practices associated with the
theme. Moreover, they minimize risks of lack
of diversity of ideas and limitation of staff’s
creative potential, as well as the risk of
non-compliance with Law No. 8,213/1991
(Quota Law).
Since access to job vacancies in Copel
occurs through public tender, there is no
distinction in selection processes, and the
risk of discrimination in this stage is avoided.
Due to that, the Diversity Program and
Committee focus on the other processes of
the Company. GRI 102-15, 102-29
Throughout its existence, the
Diversity Committee has contributed
to the promotion of human rights,
especially seeking to generate
more egalitarian working relations.
Diversity, therefore, represents an
opportunity for Copel to consolidate
universal values in its practices.
76
Copel’s commitment to diversity
• Global Compact – UN
• Inclusion of disabled persons MP/PR
• Pro-Equity Gender and Race Program -
Federal Government
establishes in its public tender notices
the distribution of differentiated
percent for entry of disabled persons in
positions that will ensure accessibility
and safety. In 2019, the Company
reached 2.3% of the mandatory quota
for disabled persons (5% of the staff).
• Performing 216 consultations to
monitor the physical and cognitive
development of babies, the risk
conditions of newborns and guidance
to mothers in the community
surrounding the Faxinal do Céu Power
Plant - “Children’s Health” Project;
• Principles of Women’s Empowerment
• Religion – relevant theme for the
• Launching of the documentary
(WEPs) - UN
Company, addressed in lectures and
annual forums.
• SDG – Nós Podemos Paraná (We Can
Paraná) – SDG Brasil
• Notable Women – Copel’s intranet
• Pact for the Social Inclusion of Black
Men and Black Women in the World of
Work - MPT / PR
community that aims to honor women
professionals who have made - or still
make - the difference for the growth
and success of the Company.
Internal diversity initiatives
External diversity initiatives
• Acknowledgement of the social name
– normalization of the use of the social
name by the Company’s employees
according to legislation in force.
• Performing 150 gynecological nursing
consultations for women from the
community around the Faxinal do Céu
Plant - “Women’s Health” Project;
about the Apucaraninha indigenous
community, which received approval
from the National Indian Foundation
(Funai) and the Ministry of Woman,
Family and Human Rights of the
Federal Government.
• Official sponsorship of the Paralympics
Team of Wheelchair Fencing – Paraná
Association of Disabled Persons;
• Approval of supplementary fund (R$
3,601,200) to execute remaining
accessibility works.
• Breastfeeding rooms – for mothers to
have a comfortable and appropriate
structure for milking when they return
from maternity leave, Copel keeps 7
breastfeeding rooms in its facilities.
The existence of the rooms is also an
encouragement for the continuation
of breastfeeding, thus promoting the
babies’ health and well-being.
• Disabled persons (PwDs) – to meet
obligations provided in Law No.
8,213/1991 (Quota Law), Copel
77
9.1.2 Remuneration and benefits
Copel’s careers and their respective remunerations are set out in the Structure of Careers and
Remuneration document, based on market practices for position, role and level of training and
qualification. The benefits and short-term variable compensation are established in the Collective
Bargaining Agreement, which is annually carried out between the trade unions and Copel. GRI 103-2
The Human Resources area is responsible for managing this process, which aims to:
• identify positions and roles necessary for the development of the Company’s activities;
• define training required to perform the activities of each position and role;
• establish levels of maturity and complexity of positions and roles to meet the demand of jobs;
• establish rules of functional movement (vertical) and salary (horizontal) of employees;
• identify opportunities for growth and development in careers.
The ratio between the total annual compensation of the highest-paid individual of the Company
and the total annual average compensation of all employees is 7.24 (the total annual average
compensation of all employees was calculated by the sum of the salaries of all employees, divided
by the total number of employees, except for the highest-paid ones). The variation between the
lowest wage and the minimum wage1 is 1.89 for men and women2. The percentage of increase
in compensation received in 2019, compared to the previous year, was 2.92% for the highest-
paid employee and 4.46% for the other employees - a proportion of 153% -, considering salary,
additional pay for time of service, collective agreement, additional pay resulting from roles
performed and integration of legal food aid. GRI 102-38, 102-39, 202-1, 405-2
For outsourced employees, minimum remuneration and working hours’ standards, according
to the legislation, are ensured by the Term of Awareness and Commitment, mandatorily
signed by suppliers.
1 National minimum wage on 12/31/2019: R $ 998,00. Copel does not use minimum wage as the basis for the definition of its wages.
2 The calculation of the proportion of remuneration is based on the salaries of full-time employees.
The benefits package offered by Copel to its
staff goes beyond the current legislation, and
is compatible with that of companies that
are benchmarks in people management. This
package is granted to all employees, regardless
of their work hours. The Company annually
publishes Copel Benefits Report (BBC), a
statement of salary, additional, allowances,
profit sharing, social security plan, food aid,
daycare assistance, performance premium and
health plan, among others. The BBC is available
to employees on the SAP Portal. GRI 401-2
According to the latest BBC, the benefit that
encompassed more people and mobilized
more resources in 2019 was Vale Refeição/
Alimentação (Food Vouchers), with 100%
of the employees assisted and R$120 million
spent. The benefits policy is one of the
Company’s attractions. Further information
on the package, including those extended to
family members, can be found on pages 78
and 136.
78
Parental leave
GRI 401-3
All Copel’s own employees are entitled to parental leave. The company adopts the benefit of 6 months for women and 20 days for men. In
addition, in the case of women, after the return from the leave, the working day is reduced to 6 hours for 60 days, for breastfeeding.
Parental leave indicators
TOTAL OF EMPLOYEES THAT USED THE LEAVE
RETURN RATE (%)
240
57
297
TOTAL OF EMPLOYEES THAT RETURNED TO WORK AFTER LEAVE1
233
55
288
TOTAL OF EMPLOYEES THAT REMAINED 12 MONTHS IN THE JOB AFTER RETURN FROM LEAVE2
RETENTION RATE (%)
97.08
96.49
96.97
106.87
112.73
107.99
249
62
311
Notes: 1. Considers leave start and return in 2019.
2. Considers leave start in 2018 and return in 2019.
79
Complementary pension and retirement plan
GRI 201-3, 404-2
Copel offers, through Copel Foundation, a complementary pension plan for the employee to
build a financial reserve fund during his professional life. At each normal contribution, the
Company contributes with the same value. Moreover, employees can make contributions to
increase their future income without the sponsor counterpart. The reserve is transformed into
benefit upon retirement, and payment is made of the lifelong monthly value, calculated based
on the total accumulated.
Copel Foundation promotes Viva Tranquilo, a financial and social security education program,
that seeks to make employees aware of the importance of a supplementary pension plan, which
increases their reserve funds through extra intakes and contributions. It also encourages the
employee to transfer his pensions from banks and insurance companies to Copel Foundation. On
the Foundation page, the employees can simulate the value of their future benefit based on their
current contribution and the extra contributions.
Viva Tranquilo also assists employees in their transition to retirement, addressing issues such
as financial management and the importance of living an active life. In this regard, COPEL has
maintained, since 1979, the Retirement Preparation Program (PPA), with a series of lectures
on social security education, consumer behavior and savings, entrepreneurship, quality of life
and health.
Retirement is also addressed annually in the lectures promoted by the Internal Commission for
the Prevention of Accidents (Cipa).
VOLUNTARY REDUNDANCY
PROGRAM (PDI)
Copel promoted, in 2019, the
new phase of the Voluntary
Redundancy Program (PDI). From
January to December 2019, 524
employees left the Company, 397
of them through the plan.
Smart Copel, Curitiba
Credit: Guilherme Pupo
80
9.2 Professional performance management
GRI 103-1, 103-2, 103-3
9.2.1 Development
GRI 404-2, EU14, PRME 1, 2, 3
Copel considers the professional development of employees a strategic factor, as it favors
increased productivity and competitiveness, and enhances well-being and safety of all.
The Corporate Education Policy establishes the guidelines to promote qualification actions
ranging from basic training to graduate courses and research. Actions are organized in corporate
programs; training (destined to basic qualification to exercise the function); mandatory training
(courses destined to specific activities); training for professional improvement; events (seminars,
lectures, workshops, conferences, etc.); and research and development projects.
Training related to the Integrity Program, sustainability, leadership and preparation for the
future, among others, are under the responsibility of UniCOPEL Corporate University. Copel also
promotes courses with internal and external instructors on topics related to quality management,
processes and projects, and tools to support this management. The Company also runs a foreign
language training program for employees who use another language in their work activities, and
54 people attended German, Spanish and English courses.
Copel also invests in lato and stricto sensu graduate courses for professionals who need
to deepen their knowledge in their area of activity. In 2019, a notice was published to meet
Copel COM, with courses concerning the energy market. There are four professionals taking
the courses. Since 2016, the Company has also entered into partnerships with educational
institutions that are interested in granting benefits to employees, some of which extend to
dependents, by means of a public call for proposals. The partnerships include basic, higher and
professional education, and qualification and improvement courses.
For the managers, the Company maintains the Transforming Leadership program, whose
objective is prepare these professionals for the responsible management of business and
people, with attention to to the well-being and development of teams. As part of the Program,
the Human Leaders workshop was held in 2019, to promote practices and methodologies that
can help the routine of that position. The activity was divided into 20 workshops on different
RELOCATION PROGRAM
The search for new opportunities
and challenges is disseminated
with transparency by the Relocation
Program. Opportunities are made
available on the Employee Portal
and disclosed via email, so those
interested can change function, area
or locality and apply for the available
vacancy. This practice values and
potentiates the Company’s human
capital, with equal opportunities for
employees in the moving process.
81
themes, in which 404 managers participated.
Copel (Holding Company) also offered an
immersive course to managers who had not
yet participated in training management,
which was composed of three monthly
meetings, for the development of behavioral
competencies that help in career transition.
Twelve new managers were trained in 2019.
For the outsourced workforce, a specific
training was conducted, like the training on
Operation of Substations Under Supervision,
where 569 persons were trained, and the
course for mowing workers. Communication
for Leadership workshops were carried out
with supervisors and outsourced collaborators,
in order to improve interpersonal relationships,
communication and people management.
program subsidizes decision-making, based on meritocracy, regarding promotions, functional
adequacy, participation in conferences, training, graduation programs and foreign language
courses, among others.
In 2019, 98% of employees with more than three months in the Company who were not in
retirement process or on leave, and that worked at least 60 days in the year, were assessed.
The Calibration Committees were created in this program, aiming to align the understanding of
the evaluators with regard to the comprehension of the assessment questions, in order to reduce
the subjectivity in the process of analyzing the employee performance. Calibration takes place in
two stages, the first of which is a pre-evaluation, focused on reviewing the program guidelines
and guiding managers on the process and the appropriate management posture; the second,
post-evaluation, when the people management area studies the result of that cycle and proposes
criteria for managerial attitude analysis. Managers are selected to present to the Committee
arguments and contextualization of the assessments, which generates development actions to
these leading professionals. GRI 103-3
9.2.3 Investment in human capital
Copel GET and Copel DIS subsidiaries
executed their own initiatives for people
development, which can be checked in the
Socio-environmental Responsibility and
Economic-Financial Reports of the Companies.
Total invested (R$)
2017
7.58 million
2018
8.3 million
2019
8.7 million
9.2.2 Performance assessment
GRI 404-2, 404-3
Average training hours | GRI 404-1
TOTAL EMPLOYEES
TRAINING HOURS
AVERAGE TRAINING HOURS
Nossa Energia (Our Energy) is a corporate
program that establishes a standardized way
to track and evaluate employee performances
based on meritocracy. It consists of two
axes: Organizational Competencies, related
to the expected behaviors of each employee,
and Results, related to business goals. The
5,524
216,595.92
1,571
40,783.06
39.21
25.96
82
FUNCTIONAL
CATEGORY
Operacional
Medium technical
level professional
Medium Level
Professional
Higher Level
Technical Professional
Total
TOTAL NUMBER
OF EMPLOYEES
TRAINING HOURS
AVERAGE HOURS OF TRAINING
57
2.208,85
1.747
88.586,21
3.997
108.878,14
1.294
7.095
57.705,78
257.378,98
38,75
50,71
27,24
44,59
36,28
9.3 Occupational Health and Safety
GRI 103-1, 103-2, 103-3, 403-1, 403-2, 403-3, 403-4, EU16
Occupational Health and Safety are considered fundamental themes for the sustainability of
the Company, so much that they are part of its strategic reference. Copel values and respects
the human being in its entirety and always puts life in the first place. Health and safety directly
impact on the employee welfare and satisfaction, as well as on their productivity and readiness.
On the other hand, when accidents occur, they entail costs for the Company and impact the
lives of employees.
Each Copel subsidiary has a specific area
responsible for Occupational Health and
Safety management. It is carried out through
the anticipation, recognition, evaluation and
monitoring of risks in establishments.
At Copel (Holding Company), there is a
coordination responsible for the integration
of these areas and the creation of corporate
policies, standards and procedures.
The area of occupational medicine is
centralized in this coordination and serves the
whole Company, promoting health actions
integrated to work safety. These teams are
composed of technicians and occupational
safety engineers, doctors, and occupational
nurses and nursing assistants. In addition
to these professionals, the entire managerial
framework, as well as contract managers,
inspectors, supervisors, Internal Accident
Prevention Commissions (CIPAS) and Fire
Departments also play an important role in
safety management.
100% of Copel’s employees are represented
by the CIPA. The main guidelines for action
come from the Occupational Health and Safety
Policy, which must be followed by the entire
Company and its subsidiaries. The document
indicates that everyone is responsible for
safety, health and well-being and that all
accidents can be avoided. It also states that
nothing justifies breaking the safety rules and
it is everyone’s commitment to eliminate risk
situations. Safety, according to the policy,
should be part of every moment, both inside
and outside work. The document was drafted
83
by the Occupational Health and Safety
areas in conjunction with other Copel areas
and approved by the Executive Board. Its
guidelines comply with international standards
such as the International Electrotechnical
Commission (IEC), National Fire Protection
Association (NFPA) and International Labor
Organization (ILO).
In addition to the Policy, Copel follows
corporate norms of Occupational Health
and Safety and Personnel Training and
Development, according to which no own
employee or outsourced employee can execute
activities considered risky or unhealthy or that
demand specific knowledge, without previous
training. It also counts on the corporate norm
for Safety Equipment and Uniforms. Individual
Protection Equipment (IPE) is provided to
own or outsourced employees according to
Copel technical specifications and replaced
whenever necessary, due to wear, damage or
something else. The policy and norms linked
to Occupational Health and Safety are updated
whenever necessary, observing the maximum
period of three years.
The strategic goals of this management
are: promote a healthy work environment,
where workers collaborate with a process of
continuous improvement of the protection
and promotion of the safety, health and well-
being of all; comply with legal requirements
and disseminate a culture of prevention;
promote work safety and a culture of
prevention; prioritize occupational safety and
promote the culture of safety, health and
quality of life.
Copel also undertakes commitments related
to the subject, such as the requirements
for obtaining OHSAS 18001 (Occupational
Health and Safety Management Systems).
The Company also promotes campaigns that
address issues related to the main health
and safety risks to which it is subject,
including awareness activities, education
and orientation of employees and service
providers for the prevention of occupational
accidents and diseases.
Specific programs and actions are also
conducted, such as Occupational Health and
Safety Management (GSST); Preserving Life
(PPV) and Behavioral Verification (VCO),
which are focused on the field inspection of
employees and service providers hired by the
Company. Finally, sector safety meetings are
held, where employees discuss periodically
matters related to safety and accident
prevention. Through the Hunt for Risk
initiative, any employee can register a risk or
near accident to be analyzed by Cipa, with the
support of the health and safety area. GRI 403-2
Annually, each subsidiary defines its goals
and objectives, which are broken down into
corporate goals. They are voluntary, but in
some cases, classic indicators are used, which
have reference standards.
Maintenance of the three-phase network in the rural area,
Prudentópolis - PR.
84
There are Targets for Frequency Rate (TF),
Rate of Severity (TG), Safety Commitment
Attendance Index (IACS), inspections, valid
Occupational Health Certificate (ASO), and
absenteeism rate. The objectives are defined
during the strategic planning, in October
and November of the previous year. There
are also monthly goals of indicators, whose
consolidation contributes to the annual result.
Performance is analyzed and consolidated
monthly. The evaluation is made both
internally and by third party. A benchmarking
is also done with other companies, through
the Coge Foundation and participation in
awards of the electricity sector.
Copel Occupational Health and Safety indices
are on the average of the sector.
OUTSOURCED EMPLOYEES
Outsourced professionals in all and any service
rendering agreement must follow, in addition to the
policy guidelines, the Occupational Health and Safety Manual. Contractually,
outsourced companies must apply the guidance provided in the Guide for
Occupational Health and Safety for Companies Contracted (available online) and
demonstrate satisfactory performance with regard to their employees’ health
and safety management.
The guide defines guidelines for implementation of control measures and preventive
safety systems in processes and environment work conditions of service provider
companies, according to determinations of legislation in force and internal standards
on Occupational Health and Safety. GRI 403-7
Before starting their activities, outsourced employees undergo the Integration
Training, where risks and measures referring to health and safety in the execution
of tasks are addressed. Additionally, for risky activities, certificates of mandatory
training are required, as provided in Regulatory Norms of the Ministry of Labor and
Employment. Mandatory training is made outside the Company. GRI 403-5
In 2019, 100% of Copel (Holding Company) and Copel GeT and 76% of Copel
DIS outsourced workers participated in the integration process, where the theme
Occupational Health and Safety is presented. GRI EU18
Grid maintenance
85
2019 Occupational Health and Safety Indicators1
Own
Contracted
Total
2017
2018
2019
TF2
3,57
6,14
4,94
TG2
100
580
355
TF2
4.11
6.42
5.38
TG2
148
890
555
TF2
2.36
5.27
3.99
TG2
84
558
350
Notes: 1. Calculations according to NBR 14280 (Brazilian Association of Technical Norms).
2. TF: Frequency rate
TG: Severity rate
Main Occupational Health and Safety Actions
Health and safety meetings: Copel ensures employee engagement in health and safety with monthly
meetings, per department and locality. These meetings are called Sectorial Safety. There, employees
discuss preventive and corrective actions based on everyday activities, in addition to other aspects
for improvement of their well-being and satisfaction. The sectorial representative brings these topics
for appreciation by Cipa, responsible for indicating solutions to be implanted. There are also weekly
meetings of Risk Control, for exchange of information and dissemination of attitudes that prioritize
safety in the routine. The set of activities adds points, monthly, and departments with a higher score
in the quarter are awarded in the Safety Award. GRI 403-1
Training and qualification: Programs such as Training of Field Inspectors and Preliminary Risk
Analysis - APR in Focus, are offered to employees, which aim at active prevention to identify
and block the agents of work-related illnesses and accidents. GRI EU16
Preserving Life Program (PPV): It’s an initiative to supervise the technical and safety procedures
in the field during the execution of the activities, in accordance with the Occupational Health
and Safety Management (GSST) standards. A work or area safety technician performs the
monitoring of the teams and issues report with a score of the found failures. The program
facilitates follow-up of compliance with legal requirements by service providers.
Health promotion: An agreement for diagnosis
examinations of diseases that may affect the
capacity and productivity at work. It is offered
by Copel Foundation.
Rodeo of Electricians: Copel encourages the
participation of its electricians in this technical
competition held with state and national
phases involving professionals from different
electricity distributors across the country.
This is a playful way of valuing electricians,
encouraging integration, improving
occupational safety and sharing experiences
and knowledge.
Healthy Management: In 2018, Copel
extended the maternity leave to 60 days and
implemented reduced working hours at the
return from the leave, from 8 hours a day to
6 hours a day for more than 60 days, besides
encouraging breastfeeding. The Company also
offers a breastfeeding support room in its main
poles, an exclusive and comfortable space
where mothers can properly collect and store
their milk. Users are provided with a kit with
storage guidelines, glass bottles and a thermal
bag for the correct transport of the containers.
Working hours’ reduction: Since 2018, Copel
workers can reduce their work load from eight
to six hours. With this option, the salary is
discounted by 25%, but profit sharing, food
aid benefits, snack vouchers and the 13th of
food aid are maintained.
86
Training and integration of outsourced
employees: contractors’ employees participate
in Health and Safety Integration, a mandatory
minimum training for performing fieldwork
with electricity. The professionals also attend
the lecture on risk analysis related to the
activity. The minimum mandatory control
for work with electricity is carried out with
its own application, with information on the
contractors’ employees and contracts.
Encouraging physical activities: The Company
promotes the Copel Internal Games (JICs) since
1974, with more than 20 sports, individual and
collective. Disputes occur among employees
of the different regions of Paraná, distributed
according to their stocking area.
Another traditional sports event of the
Company is the Rustic Running and Walk in
Atuba - Curitiba neighborhood where one of
the complexes of the company is located,
which annually brings together approximately
450 participating athletes each December.
In addition, Copel supports the participation
of its employees in external events, such as
street races and SESI Games.
APR Easy: pp for registration of preliminary
risk analyses in tablets. The preliminary
risk analysis (APR) is mandatory before the
execution of any activity that interferes
with the electrical system and is intended to
encourage professionals to plan their activities
considering safety, previously listing risks, and
taking the required measures to avoid them.
In addition to the APRs digital registration,
the app provides traceability, georeferencing
and connection with Copel other systems,
which has contributed to reducing the issue of
printed documents that need physical filing.
Chemical Dependency Program: initiative
intended to improve the employees’ health
conditions, well-being and productivity,
contributing to life quality, prevention of work
accidents, absenteeism, medical expenses,
disciplinary measures, low performance, among
others. The initiative is led by a working group
composed of professionals from occupational
health and social service areas and includes
the internment of the employee, sessions of
therapy and psychiatric consultations, besides
monitoring by the social service.
Copel fully covers the employee’s first
hospitalization, including the medication
prescribed for the treatment, within 90
days, plus 48 psychotherapy sessions with
psychologists and/or psychiatrists specialized
for the employee and 24 sessions for the
family. The entire process is guided by internal
regulations (NAC 040120 AND IAP 040120-1).
For further information on Copel GET
and Copel DIS health and safety
practices, access:
Copel GET’s Socio-environmental
Responsibility and Economic-Financial Report
Copel DIS Socio-environmental Responsibility
and Economic-Financial Report
87
INTELLECTUAL CAPITAL
88
10.1 Research, development and innovation
GRI 103-1, 103-2, 103-3, EU8, PRME 4
Research & Development are fundamental activities to the Company, and are included in its
Business Plan, Strategic Planning and management practices. Copel sees investments in these
activities as an opportunity, given that innovation is a competitive advantage.
For the electricity sector, investment in R&D is also a regulatory requirement, established by
Federal Law 9,991/2000 and supervised by the Brazilian Electricity Regulatory Agency (Aneel)
in the scope of the Electricity Sector’s Research and Technological Development Program,
(ProR&D). All companies of this sector must, mandatorily, allocate part of their net operating
income (NOI) to this activity.
The ProR&D program proposes different research lines, like alternative sources of electricity
generation, management of basins and reservoirs, energy efficiency and service quality and
reliability, among others. The Company develops projects in these lines, always linked to its
strategy, based on demands arising from routine problems, like the need for new technologies
or construction of low-cost generation undertakings. Each project has its own schedule whose
terms for the conclusion are regulated by Aneel. Commitments already assumed must be
completed until January 2021.
The teams responsible for research and development management at Copel are the Innovation
Coordination and R&D areas of Copel DIS and Copel GET. Management is conducted via SAP
system, Initial Project Proposal (PIP) and Project Formulary (FPD). The subsidiaries’ R&D areas
support the management of the initiatives, including initial hiring, management of monthly
payments and monthly verification of financial statements. To obtain information on the
development of R&D programs and their budget execution, access the Innovation Portal, which
is a supporting tool for project managers.
In 2019, 5 patent requests were filed with the National Industrial Property Institute (INPI). In total,
since the first patent, Copel has 31 registrations in INPI. Copel also has 1 international patent request
in the United States and Europe, via the Convention of Union of Paris (CUP).
In 2019, R$ 62.17 million were invested in 74 R&D projects, 23 of them strategic, with themes
established by ANEEL through Strategic Projects’ Call. For the coming years, investment of R$ 77.5
million is planned for new projects.
PROMOTION OF INNOVATION
In order to encourage the search for
innovative businesses at Copel, the
Innovation Coordination was extinct in
September of 2019, giving room to the
Innovation Sector, linked to the Business
Development Board (DDN). The new
area is dedicated to the prospection and
development of businesses turned to
the company’s strategic goals. After this
change, the Innovation Policy is under
review by the DDN.
In the new configuration of Aneel
R&D management that seeks to improve
processes, develop methodologies,
software, among other solutions, is
entirely under the responsibility of
Copel GET and Copel DIS subsidiaries,
which are in charge of fulfilling
regulatory obligations.
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Investment in Research & Development in 2019 (per theme)
Energy storage
Electricity generation alternative sources
Management of basins and reservoirs
Environment
Measurement, invoicing and fight against commercial losses
Operation of electricity systems
Electricity systems’ planning
Supervision, control and protection of electricity systems
Safety
Electricity services quality and reliability
Other
R&D&I management
Total
10.1.1 R&D Highlights
2,043,787.32
20,333,810.12
1,830,841.42
1,762,137.22
1,291,756.21
9,222,941.98
1,733,134.73
7,653,297.67
2,884,511.61
3,965,418.33
8,751,395.78
421,245.83
61,894,278.22
Electric mobility
Copel opened, in May 2018, the call for the Strategic R&D Project No. 022/2018, for the search
of business models, equipment, technologies, services, systems and infrastructures to support the
development and operation of electric or hybrid plug-in vehicles, powered by battery or fuel cell.
The projects must contribute to generating future businesses, demonstrate the technical and
economic feasibility of efficient electric mobility in national territory and provide relevant
subsidies to improve or formulate normative acts that will ensure the effective operation of this
modality in the country.
Five opportunities were ranked, totaling
27MW. After in-depth analysis, negotiations
are underway for two of them.
Energy generation with biogas
After three years of research and
implementation, the Entre Rios do Oeste
(PR) Biogas Thermal Power Plant began its
operations. With an investment of R$ 17
million in resources of the National Electrical
Energy Agency’s R&D, a technical and
economic arrangement makes it possible to
convert the biogas obtained from pig manure
into electricity. The manure is obtained from
18 rural properties, interconnected by a
22-kilometer collecting network.
The project innovatively groups small
production units around a large biogas energy
plant, enabling scale gains in generation costs.
The energy produced is destined for the public
buildings of the municipality. The arrangement
ensures the treatment of the animal waste and
allows extra income generation, from which
marketable by-products are derived.
The model for the treatment of animal waste
for the production of biogas and biomethane
from the pilot project can be replicated in
other regions of Paraná.
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Solar energy research station network
A project inaugurated by Copel in December
2019, jointly with Paraná Federal Technological
University (UTFPR), in order to transform the
state into a reference in solar energy.
Budgeted in almost R$ 6 million, the network
consists of stations installed in six campi of
UTFPR: Curitiba, Ponta Grossa, Pato Branco,
Medianeira, Campo Mourão and Cornélio
Procópio. They will enable the analysis, with
high precision, of solar radiation variation
over the year in different regions of the state.
Data can also indicate which photovoltaic
module technologies are more appropriate and
advantageous for each region, according to
their microclimate.
A photovoltaic plant was also inaugurated in
the Curitiba campus headquarters, which will
generate, annually, 115 thousand kWh for
local supply.
Preventive maintenance methodology
This methodology was developed to estimate
the frequency of replacement of equipment
and polymeric accessories from protected
grids, before the occurrence of failure. It is
based on the consumption assessment of
antioxidant additives (polyethylene) or low
molecular weight compounds and losses of
the methyl group (silicone rubber) in polymeric
formulations used for the confection of covered
cables, polymeric insulators, polymeric fuse
switches, spacers and fastening rings.
Study on Tillandsia spp. – Bromeliaceae
in electricity distribution grids
The occurrence of atmospheric bromeliads
(Tillandsia spp – Bromeliaceae) in energy
distribution grids’ structures provides negative
visual effects and causes the impression
of abandonment or lack of maintenance
in assets, in addition to favoring the
accumulation of still water, consisting of
a risk for disease proliferation, like dengue
fever. So, Copel researched and developed a
methodology to avoid, minimize or control this
plant infestation in its grids.
As a result, the bromeliad species that occur
in the structures of the energy networks
in 35 municipalities of the state of Paraná
were characterized; it was possible to better
understand the occurrence of bromeliads in
the energy distribution networks, as well as
their relationship with climatic factors, sources
of nutrients and atmospheric pollution; the
effects of the plants on the equipment and
accessories of the networks were evaluated;
a method and prototype tool for the removal
of bromeliads from the cables in live line
was created; among other discoveries. Copel
entered an application for the registration of
intellectual protection for this tool.
Monitoring and assessment of online
transfer function and power transformers’
core current
A project that structured the electrical
equipment (transformers) monitoring through
online follow-up the response in frequency and
measurement of the magnetic core current.
The main advantage of online tests is the
possibility of executing them with the
transformer energized – without need to stop
the equipment – and, therefore, reduction
in operational costs. It is worth mentioning
that monitoring in real-time can increase
the system reliability, foreseeing failures
and ensuring maintenance teams’ higher
control over the evolution of the equipment
operative condition. The project generated, in
addition to new scientific knowledge, a form
of guaranteeing operation with more quality,
avoiding disconnections and stops that impact
the Company and society.
Compact Electrical Grid, Londrina – PR
Credit: Marcelo Rothen
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SOCIAL AND
RELATIONSHIP CAPITAL
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11.1 Engagement with stakeholders
GRI 102-21, 102-40, 102-43, 103-1, 103-2, 103-3
Copel can positively impact its stakeholders by developing the local economy, improving the
quality of life of vulnerable communities, offering opportunities for socio-cultural development,
economic performance and employability. On the other hand, if it does not act within its values
and in compliance with the legal provisions and their norms and standards, Copel may negatively
impact them in all the dimensions mentioned. This also has consequences for the Company,
which becomes subject to receive notices, fines and sanctions, besides income loss. For this
reason, Copel acts preventively, aiming at the mitigation of eventual environmental, social,
cultural or economic losses.
As part of the process, Copel constantly informs its mission and values in order to keep the
stakeholders’ commitment to these premises. The Company always listens to its stakeholders to
understand the characteristics of surrounding communities, the yearnings of shareholders, the
expectation of employees and the opinion of customers and suppliers to maintain its standard of
excellence and meet the expectations of these audiences.
Copel’s relationship with these audiences is based on the Sustainability Policy, which includes,
among its guidelines, “the promotion of transparent, regular and structured dialogue with
stakeholders, considering their demands, priorities and expectations”, “periodic reporting, or
whenever necessary, of relevant information, adapting languages and media to the needs of
the different stakeholders” and “valuation of the contributions from communities in the regions
where Copel operates, promoting local sustainable development with shared value creation.
Further information on the policy can be found on page 64.
11.2 Customers and consumers
GRI 102-40, 102-43, 103-1, 103-2, 103-3
The actions turned to this public seek to meet its main expectations: to have energy and internet
available at low cost, a bill without errors and agile and quality service, as well as favorable
conditions in the contracting process. For such, a series of online and in-person channels is
available. Statements and complaints recorded are fundamental to map services’ improvement
opportunities. In 2019, from 3,665,426 calls recorded in the distributor call center, only
100,284 refer to complaints, among which, 41,768 were considered founded.
Smart Copel, Curitiba - PR
Credit: Guilherme Pupo
Besides, periodical satisfaction surveys are
conducted with different customers’ profiles.
Copel Distribuição was chosen as the best
energy distributor in Brazil in Abradee 2019
survey – from the Brazilian Association of
Electricity Distributors. The Company received
the highest grade in the Perceived Quality
Satisfaction Index (ISQP).
Copel Telecomunicações also conducts, every
year, consumer satisfaction surveys, following
data collection methodology used by the
National Telecommunications Agency (Anatel).
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With this methodology, the Company’s quality
indicators’ results can be compared to data
from other companies in the sector. In 2019,
the General Satisfaction Index (ISG) based on
the customer experience with Copel Telecom’s
fixed internet was 7.97.
Copel GET conducts the survey biannually,
therefore, the current results are from 2018,
published in the previous Integrated Report. In
2020, a new survey will be conducted.
Main service channels
Virtual agency
Copel Mobile App
In-person service
Telephone service
E-mails
Contact us
Audible Response Units (ARUs)
Self-service Portal
Copel DIS and Copel TCE Ombudsman
Further information on
customers is available in Copel
DIS and Copel GET Socio-
environmental Reports.
11.2.1 Affordable energy
Energy tariff represents a direct impact on
the economy of consumers, regardless of
social class. Such understanding 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 accessible to all.
Social Energy Tariff (TSEE): offers discounts
on electricity consumption, up to a limit of
220 kWh, to families enrolled in the Single
Registry of Social Programs of the Federal
Government, provided that the other criteria
outlined in Aneel Resolution No. 414/2010,
resulting in savings for the consumer. In 2019,
282 thousand consumer units were regularly
served with TSEE, or 7.4% of the total
residential households serviced by COPEL, the
equivalent, in amounts, to R$ 70.2 million.
Luz Fraterna Program (Fraternal light Program):
A program of the Government of the State
of Paraná that pays the bills of consumers
enrolled in the Social Energy Tariff, provided
that consumption does not exceed 120 kWh.
In 2019, 153,000 families were attended
monthly, through government investment of
R$ 43.6 million
Night Irrigation and Rural Night Tariffs:
initiatives that are the result of a partnership
involving Copel, the State Secretariat of
Agriculture and Supply, the Paraná Institute
of Technical Assistance and Rural Extension
(Emater) and the State Secretariat of
ACCESS TO INFORMATION
Blind consumers can receive
their electricity bills in Braille.
Copel’s website is adapted
for access by visually and
hearing-impaired persons.
Environment and Water Resources. The Night
Rural Tariff aims to encourage agricultural
productivity through a 60% to 70% discount
on the electricity tariff used for production in
the period between 9:30 p.m. and 6 a.m. The
Night Irrigation Tariff offers subsidies for the
construction or reinforcement of networks to
serve irrigators. By December 2019, 13,565
consumer units had been registered for the
first tariff and 3,953 for the second.
+Clic Rural Program: a program for
modernization of rural grids with investments in
infrastructure turned to serve the four sectors
most sensitive to energy supply quality in
Paraná: pig farmers, tobacco farmers, poultry
and milk producers. In 2019, R$ 94.3 million
were destined for the initiative, benefitting 600
thousand consumer units. Learn more about
Copel investments in infrastructure on pages
112 and 119. To obtain further information on
the program, refer to Copel DIS and Copel GET
Socio-environmental Reports.
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11.2.2 Energy Efficiency Program
A program for the promotion of efficiency
in the final use of electricity, whose main
mechanisms is the Project Copel in the
Community. This program is aimed at
low-income consumers benefitted by the
Electricity Social Tariff (TSEE). It promotes
lectures on safe and efficient consumption,
energy diagnosis and replacement of
equipment with low consumption equipment.
In 2019, the Company announced the
destination of the record value of R$
100 million to energy efficiency projects
presented by consumers in its concession
area, in Paraná. Residential condominiums,
industrial consumers, welfare and
philanthropic organizations, public authorities’
facilities, commercial centers and rural
consumers can participate for performance
contracts or non-repayable, depending on
the nature of the activities. Projects with
higher potential to reduce consumption will
be classified and contemplated after technical
analysis by Copel in 2020.
11.2.4 Ilumina Paraná
(Illuminating Paraná)
The initiative from the Paraná Government
in partnership with Copel was launched in
2019 for the modernization of street lighting
systems in the state municipalities, with
the replacement of conventional lamps and
luminaires with more efficient models, like
those of LED technology.
The program covers projects to make street
lighting more efficient in municipalities
with up to 10 thousand lighting points, by
means of credit lines from Banco Regional de
Desenvolvimento do Extremo Sul (BRDE) and
Fomento Paraná. In addition to making cities
more sustainable, the program will generate
up to 50% economy in the energy bill and
will increase safety in traffic and sidewalks,
contributing to reduce the number of crimes.
The initiative includes the removal and
appropriate disposal of existing equipment
and, if necessary, the replacement of the
fixing arms of the luminaires.
11.3 Communities
and social investment
GRI 102-40, 102-43, 103-1, 103-2, 103-3
Energy is Copel’s main product and
represents the quality of life, health and
development to society. While supplying
this resource with quality and reliability,
the Company promotes income generation
for municipalities where undertakings are
installed, employability and execution of
socio-environmental improvement programs.
Social Responsibility is managed by Copel
(Holding Company), while wholly-owned
subsidiaries rely on specific areas in their
structures to foment actions related to
their businesses. Copel is responsible for,
among other functions: proposing policies,
standards and guidelines associated with social
responsibility; representing Copel and managing
the relationship of corporate interest on the
theme; defining and coordinating programs,
projects and initiatives, as well as supporting
research or innovations; and establishing and
monitoring corporate indicators.
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The Sustainability Policy guides the
fundamental aspects of Social Responsibility.
Copel must:
• promote social responsibility actions
guided by the mission, values and
voluntary commitments assumed;
• manage the private social investment
and tax incentives with transparency,
aiming at maximizing the social return
of funds invested;
• encourage the engagement of
employees in voluntary works to
improve society’s life quality;
• promote awareness and educational
actions for the internal public and
other stakeholders associated with
sustainability;
• promote accessibility in all its forms,
ensuring all rights of disabled persons.
SURROUNDING COMMUNITIES PME 1,2
At each new undertaking, studies are conducted on the socio-
economic environment as part of the licensing process, with a
frequency that varies according to the complexity of the work. The
results ground socio-environmental programs intended to mitigate and
compensate for possible negative impacts, as well as raise awareness
in the surrounding communities.
In cases where population displacement is necessary, assessment
is made by Socio-economic Registration. Copel GeT is currently
implanting the Bela Vista SHP, of which it is the majority shareholder.
The Company renders service to Bela Vista Geração de Energia S.A
for the construction and implantation of the undertaking, including with
regard to liberation and land tenure indemnities. Due to the construction
impact, it will be necessary to relocate families that dwell in the
property called MD-04 (property number 4 at the reservoir right margin)
to other locations, under study by Copel land area.
The Company is implanting the 525 kV Blumenau - Curitiba East
transmission line, whose interferences by the institution of the right
of way correspond to 11 households and 26 other rural betterments,
including deposits, shacks, coverage, troughs, coal furnaces, barns,
band-stand, chicken houses, among others. For the houses affected,
the Social Registration of families is provided, which facilitates
the search for solutions to each case, without, however, providing
information that will influence the process of evaluation of real estates.
This registration will also be made in properties without betterments,
however, where the right of way affects more the 50% of the property
area, which can make it unfeasible. GRI EU22
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11.3.1 2019 Initiatives
GRI 413-1
Promotion of volunteering
Copel performs the Eletricidadania program –
a corporate program that incentives voluntary
works during part of the working hours. The
Company regularly opens public calls for
social institutions to increase the number of
opportunities in this regard and encourage the
participation of more employees.
In 2019, 359 Copel workers summed 3,014
hours of volunteering. The highlight goes to the
Project Iluminando Mentes (Illuminating Minds),
developed with R$ 50 thousand of funds
paid by Banco do Brasil Foundation to Copel.
The amount was received by the Company
in August 2018, as a prize of Viva Voluntário
in Public Sector Volunteering category. The
award is promoted by the National Volunteering
Program, linked to the Federal Government.
Five Paraná cities hosted Iluminando Mentes
(Illuminating Minds) editions. In Curitiba, Copel
employees provided development mentorship
in management areas to institutions that
serve disabled persons. In Londrina, Maringá,
Cascavel and Ponta Grossa, Copel volunteers
were made aware of the PwDs cause and
performed activities with the persons assisted
in the institutions.
Copel Sustainability Award
Susie Pontarolli Award
Biannual initiative for the valorization of external
socio-environmental projects to reinforce Copel
commitment with sustainable development,
acknowledge and disseminate good practices and
encourage its continuation and multiplication.
The most recent edition – the fourth one –
was held in 2018 for social institutions and
suppliers that presented significant socio-
environmental projects related to at least one
Sustainable Development Goal. The winners
received the award in 2019 (fund to be
invested in the proposed actions).
Cultivar Energia (Cultivate Energy)
It is a corporate program for the
implementation of community gardens under
Copel energy lines, in partnership with city
halls Consolidated as an auxiliary strategy to
curb irregular occupations, its main objectives
are to contribute to the management of
the Company’s properties, promote the
environmental improvement of urban space
and stimulate food security and income
generation for socially vulnerable families.
The initiative is compliant to public urban
agriculture policies and contributes to
Sustainable Development Goal 2 (Zero Hunger
and Sustainable Agriculture – goals 2.1 and
2.4); 10 (Reduce inequality in the countries
and among them – goals 10.1 and 10.2) and
17 (Strengthen means of implementation and
revitalize the global partnership for sustainable
development – goal 17.17).
Cultivar Energia (Cultivate Energy)
is a corporate program for the
implementation of community
gardens under Copel energy lines, in
partnership with city halls Consolidated
as an auxiliary strategy to curb irregular
occupations, its main objectives are to
contribute to the management of the
Company’s properties, promote the
environmental improvement of urban
space and stimulate food security
and income generation for socially
vulnerable families.
In addition to promoting the continuation of
already productive community gardens (Vila
Esperança, Parque Itaipu, Cidade Canção,
Parque Verde and Costa Rica), Copel signed,
in 2019, the terms for cession and use
and agreement among Curitiba City hall,
Copel GeT and Copel DIS for implantation
of the Uberaba Community Garden, which
inauguration occurred in the beginning of
2020. There was also the establishment
of partnerships with Francisco Beltrão and
Umuarama municipal governments. Other
three cities work with Copel in the program:
Maringá, Cascavel and Ponta Grossa.
Approximately 200 families are benefited.
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11.3.2 Indirect economic impacts
GRI 203-2
Most indirect economic impacts are generated in the surroundings of Copel subsidiaries’
operations. Further information is available in Copel GeT and Copel DIS socio-environmental and
economic-financial reports. Copel CTE, in its turn, makes available data infrastructure to promote
citizenship, bringing Paraná judiciary bodies close to the population to provide decent conditions
for access to justice and raise awareness about rights.
development, and understanding that the
management of its supply chain guided by
sustainability adds value to the brand, thereby
strengthening it in the market.
Copel (Holding Company) promoted in 2019 public calls for commercial and educational
partnerships. Such calls work as follows: there is previous analysis for verification of
participating suppliers’ repute, since commercial relations will occur between the company and
employees, without Copel involvement. As compensation, at each partnership signed, Copel
discloses internally the name of the commerce, supplier or teaching institution and the benefits
being offered, usually discounts for employees and their dependents.
Public calls are open to companies of different sizes in several segments: book shops and
stationery shops, bars and restaurants, beauty and esthetic salons, parking lots, flower shops,
automobile manufacturers and car dealerships, mechanical workshops, music and dance schools,
gyms, nurseries, drugstores, cinemas and theaters and pet shops.
11.4 Suppliers
GRI 102-9, 102-40, 102-43
Supply chain management is an important pillar of social and environmental responsibility. Through
strategies and contractual requirements, Copel promotes the improvement of the management of
its productive chain and the optimization of resources for the benefit of the community, in order to
incorporate in the internal and external relations, values that broaden citizenship, dialogue between
the parties, ethics and transparency.
Among the risks related to the supply chain accidents with employees, accidents or damages to
the population, and facilities and precarious working conditions are outstanding. Economically
and socially there are risks related to the economic and financial dependence on Copel, legal
obligations, fiscal charges, social and labor risks, and to the wages and additional payment.
There are also environmental risks, which involve disrespect to environmental legislation,
inadequate source of inputs and deficiency in the treatment of waste. Copel seeks to mitigate
these risks by determining strict contracting rules, reaffirming its commitment to socio-economic
These rules are provided for in Federal Law
13,303 / 2016, in the Internal Regulations for
Tenders and Contracts and the Management
of Contract, Registration, Supplier Evaluation,
Company Code of Conduct, Supplier Manual
and Human Rights Booklet. They are in line
with best practices in the market and have
the objective of aligning Copel’s performance
with the needs and expectations of suppliers
and managing the risks of sectors considered
critical to operations.
The Procurement Policy applicable to Copel
(Holding Company) and its wholly-owned
subsidiaries compiles the technical and
ethical guidelines for conducting bids within
Copel and is in line with the Sustainability
Policy (see pages 64) which, in turn, has a
guideline that addresses the social character
of the relationship with suppliers: “To value
the contributions of communities in the
regions of insertion of Copel’s businesses
and to promote local sustainable development
with shared value creation”.
Responsibility for supplier management is
shared between procurement and contracting,
sustainability, social responsibility and
contract management teams. The process
is carried out through the ERP/SAP systems
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In it, there are satisfaction rates regarding: contractual management; services from financial
areas, suppliers’ registration and technical, tender, contractual management areas; availability of
information; on-time payments of Copel; and similar.
11.4.1 Suppliers profile
GRI 102-9
2,126
suppliers contracted
by Copel in 2019
R$ 10 billion
in amounts paid
and the Employee Registration of Outsourced
Companies (CET).
Although it does not currently evaluate
its supplier management, Copel evaluates
some sectors considered critical to its
operations. For example: outsourcing
customer activation and maintenance
services and providing call center services
in the case of Copel Telecomunicações; the
implementation of a technological solution
to manage trading in the free energy market
at Copel Comercialização and the supply of
IT equipment at Copel (Holding Company).
For such, Copel considers in the assessment
legal, financial, environmental, Occupational
Health and Safety areas, population safety
aspects, the company’s image, customer
and society perception, and continuation
of processes. In bids, it demands that the
requesting area must define the criticality of
the object to be hired, in order to adjust the
assessment criteria related to the economic-
financial qualification of companies.
This measure is intended to avoid the
shutdown of the provision of services and the
discontinuation in the delivery of materials,
preventing possible financial impacts to the
Company and risks associated with the safety of
employees, communities and the environment.
Suppliers have the opportunity to evaluate
Copel’s relationship with them through the
Suppliers Register.
Hydroelectric Power Plant
Credit: Guilherme Pupo
99
Main suppliers
• generation and transmission: Suppliers of project preparation, consulting and execution
services and business-related services;
• distribution: Generators/distributors and traders of energy, suppliers of materials and
equipment, providers of engineering and maintenance services;
• telecommunications: Suppliers of materials, activation and maintenance services, contact
center services and supply of equipment for data transmission;
• Copel (Holding Company): suppliers of services and materials for corporate use, like
fleet rental, hardware and software, building infrastructure, supply of food vouchers,
among others;
• trading: generators and traders of energy, providers of technological solutions for the free
energy market, providers of services for the definition of forward and risk market prices,
and counterpart credit assessment.
11.4.2 Qualification, selection and hiring
Copel demands in different materials that its suppliers respect the current legislation: in the
Internal Regulations for Tenders and Contracts, contractual clauses, supplier registration manuals
and technical standards and manuals, made available online.
If there is a need for assignment of labor, all the workers assigned, without exception,
undergo an integration process, where COPEL highlights its contractual demands regarding
environmental, social, human and labor rights, accessibility and occupational safety issues.
Failure to comply may lead to administrative sanctions, such as fines, contractual termination
and impediment, for up to two years, of participating in new bids by the Company. Compliance
with contractual clauses is monitored through contract managers and supervisors. GRI 414-1
Copel contracts include a standard clause of social and environmental responsibility and human
rights aspects, particularly the fulfillment of the 10 Principles of the Global Compact. Depending
on the object to be contracted, specific clauses regarding environmental requirements are
inserted in the minutes that accompany the auction notice when it is published. In specific
cases, a request is made for sending greenhouse gas emissions through inventory. The hirings
also include Reputation and Social Responsibility Declaration.
Copel Electrician
100
In case of non-compliance with the clauses,
administrative sanctions are applied to the
supplier, which vary according to the situation
severity. There is warning in writing when the
act does not cause concrete harm to Copel,
society, environment or third parties; there
are contractual fines as provided in contract;
temporary suspension of participation in
biddings and impediment to contract Copel, its
subsidiaries and controlled companies for up
to two years. The last case refers to acts with
severe consequences or significant impact
on Copel or public interest; or when result in
a severe accident, with permanent injury or
death. Depending on the consequences of the
occurrence, the supplier may have its contract
terminated and competent legal bodies are
informed of the infraction.
Suppliers are assessed as to their level of
risk to Copel, considering legal, financial,
environmental, Occupational Health and
Safety, population safety, image, customer
and society perception and process aspects.
Those whose risk is considered significant are
classified as critical suppliers.
CHILD LABOR OR SLAVE LABOR RISKS | GRI 408-1, 409-1
COPEL does not assess the risks related to these practices, but actively manages
and supervises labor contracts, which have clauses of commitment to comply with
labor laws. All contracts of the Company with suppliers have clauses on social and
environmental responsibility, where a commitment is made not to employ children under
the age of 18 years for nocturnal, dangerous or unhealthy work, and under 16 years
of age for any work, except as apprentices (over 14 years old). It is also mandatory to
incorporate the Global Compact Principles, in addition to other social commitments.
Suppliers must also present the “Declaration of Social and Environmental Responsibility”
in the qualification phase, a requirement for judgment of proposals.
The Company’s confidential communication channel is open to complaints of
irregularities or damages. If these irregularities are proven, managers are notified so that
appropriate action is taken, as already mentioned in the “Qualification, selection and
hiring” section of this report.
Incentives to supplier development
COPEL reserves quotas of up to 25% for the
acquisition of materials of Micro-enterprises
(ME), Small Enterprises (EPP) and Individual
Microentrepreneurs (MEIs) in a contest whose
object is the acquisition of divisible assets, as
defined by Complementary Law No. 123/06.
This initiative allows MEs, EPPs and MEIs to
be hired by the Company.
There are also bids up to R$80 K, which, due
to the maximum value, can be defined as
exclusive to MEs, EPPs and MEIs. Another form
of incentive for these companies occurs in the
processes with broad participation, where the
benefits of Complementary Law No. 123/06
ensure to these companies the right to offer
a proposal with a price lower than that of the
company best classified in the bidding ( if they
are in the range of 5% in the trading modality
or 10% in other modalities, considering the
value of the best proposal received).
TYPE OF HIRING
NUMBER
%
ME/EPP Exclusive bidding
85
4.33
ME/EPP differentiated treatment
1,123
57.15
Other hiring
757
38.52
Total hiring in 2019
1,965
100
101
11.5 Subsidiaries
GRI 102-40, 102-43
The subsidiaries commit to Copel (Holding Company) in order to contribute to the maximization
of the Company’s value in a sustainable way. This commitment is included in the Management
Contract between the parties. Copel needs and expectations are defined in the Strategic
Planning, in the Executive Board meetings and the Board of Directors’ meetings.
11.6 Employees
GRI 102-40, 102-43
11.8 Shareholders and investors
GRI 102-40, 102-43
Shareholders and investors are responsible
for providing Copel with part of its financial
resources, from which the Company can carry
out its activities with excellence and stability.
On the other hand, it must dedicate efforts
to generate value and returns for this public.
The relationship occurs especially through the
area of Investor Relations, which counts on its
corporate policy.
The Company adopts different communication channels to approach its employees, keep them
informed and identify their needs and expectations. For such, it has the Great Place to Work
(GPTW) Survey and Confidential Channels (CADAM, COE, Ombudsman, Reporting Channel).
Copel also makes available to its staff professional development and remuneration in accordance
with the market, prioritizing transparency and equality in its actions (see pages 73 to 83).
11.9 Government
GRI 102-40, 102-43
11.7 Regulatory bodies
GRI 102-40, 102-43
In the energy sector, Copel is legally obliged, before regulatory bodies, to develop its actions
compliant to applicable standards, regulations and legislation.
In the telecommunications sector, the Company must execute activities according to its
respective regulatory framework. The Company periodically holds specific meetings with
regulatory agencies, as well as public hearings and consultations, along with the exchange of
official letters, emails, and inspection and guidance visits.
The Government of Paraná is the majority
shareholder of Copel, a position that directly
influences the Company’s strategy and
business. Copel’s relationship with this
public is direct, through the participation of
government representatives in the Board of
Directors and the Statutory Audit Committee.
11.10 Partners
GRI 102-40, 102-43
Copel maintains partnerships with related
and controlled companies and Special-
purpose Entities. The Company monitors
the development of their activities and
performance, and keeps proximity, requiring the
adoption of the same management practices in
subjects such as health and safety, compliance
with labor and environmental laws, compliance
with regulatory standards, among others.
102
NATURAL CAPITAL
103
12.1 Climate
GRI 103-1, 103-2, 103-3
Climate change at Copel is considered under
two aspects: as operational and financial risk
– due to the need to change assets operation,
loss of income for replacement of equipment
and installations, and the possible charging
of a fee for greenhouse gas emission, and as
an opportunity – because it can potentiate
the search for energy from alternative sources
and low carbon emission, including trading
Climate change - Copel Management
of renewable energy in the free market;
distributed generation; and offer of services
like charging stations and Eletrovias (roads with
charging infrastructure for electric vehicles). For
this latter, Copel is attentive and include them
in business prospection activities, and research
and development. GRI 102-15, 102-29, 201-2
As part of climate change management,
Copel periodically monitors its emissions;
follows government movements on carbon
pricing; assesses climate risks of new
investments, and analyzes measures for
adaptation of businesses to climate change
impacts. GRI 102-15, 102-29
CLIMATE CHANGE POLICY
PERFORMANCE
MANAGEMENT EFFICIENCY
The Policy establishes guidelines for planning and
Based on Greenhouse Gas
(GHG) emission
It is assessed via:
promotion of actions to reduce greenhouse gas
reduction goals, with pre-defined terms, and
emissions and face the consequences of climate
compliant with the Global Compact principles and
change in Copel businesses. It was elaborated by
those of SDG 13 (Action against climate change) of
• monitoring, reporting and external verification
of the GHG inventory, according to ABNT NBR
the Climate Change Steering Committee, which has
the 2030 Agenda. The goals follow three lines:
ISO 14064-4 – Greenhouse Gases
representatives from several areas of the company
and was approved by the Board of Directors. Its
• actions in the value chain;
content was guided by the GHG Protocol, principles
of the Global Compact, the National Policy on Climate
• mitigation measures and reduction in direct
Change, the State Policy on Climate Change and the
and indirect emissions;
Sustainable Development Goals (SDGs). The Climate
Change Policy is in force since 2016.
• adaptation to reduce vulnerability to climate.
part 3 methodology;
• Integrated report;
• Corporate Sustainability Index - answer to the
Dimension questionnaire - Climate Change
• Carbon Disclosure Project (CDP), to compare
performance with that of other companies in the
sector, national or international.
104
GHG Emissions
GRI 103-3, 305-1, 305-2, 305-3
GHG (T)
CO2
CH4
N2O
HFCs
PFCs
SF6
NF3
Total
SCOPE 1
11,470.200
34.375
163.900
-
-
1,459.200
-
13,127.675
SCOPE 2
(BY LOCATION)
231,903.380
SCOPE 2 (BY CHOICE
OF PURCHASE)
-
-
-
-
-
-
-
231,903.380
-
-
-
-
-
-
-
SCOPE 3
395.007
0.125
3.576
-
-
-
-
398.708
Note: 1. GHG emissions were reduced compared to 2018 due to the shutdown of the Figueira Thermal Power Plant operation
2. Emission data are verified by a third party.
12.2 Eco-efficiency and environmental management
GRI 103-1, 103-2
The environmentally responsible actions’ guidelines of Copel and its wholly-owned subsidiaries
and controlled companies are defined in the Sustainability Policy.
Since its businesses are linked to environmental practices, environmental management is
conducted in two ways: one linked to its administrative functions (ecoefficiency) and the other
linked to its asset’s construction and operation.
The Company and its partners follow
license constraints for each type of
undertaking and the Ecoefficiency
Program premises, whose objective
is to support projects for the better
use of natural resources, raising
awareness in the Company areas
and obeying the strategic guideline
of excellence in costs, processes and
quality. The program also includes
actions in mobility and fuel, education
and communications.
The Company and its partners follow license constraints for each type of undertaking and the
Ecoefficiency Program premises, whose objective is to support projects for the better use of
natural resources, raising awareness in the Company areas and obeying the strategic guideline
of excellence in costs, processes and quality. The program also includes actions in mobility and
fuel, education and communication. Further details on environmental initiatives can be found in
Copel DIS and Copel GeT Socio-environmental Reports.
INTENSITY OF EMISSIONS
GRI 305-4
Relative emission
in tCO2/thous R$ (income)
2018
2019
0.0084
0.0008
Copel natural resources management is assessed by a third party in audit processes or
performance measurement, like the Corporate Sustainability Index (ISE). That way, a comparison
to other companies in the sector can be made, frequently involving stakeholders.
105
Ecoefficiency goals
Electricity
Reduce 5% of electricity consumption by the
The goal was not reached.
end of 2022 (base year 2017). The goal was
4.25% increase against the base value.
fractioned to 1.25% a year from 2019 to 2022.
GRI 302-4
Base value = 33,136.87 MWh
Fleet emissions
Reduce emissions by 2% (base year 2017).
Goal reached.
The goal was fractioned to 0.5% a year from
26% against the base value.
2019 to 2022.
GRI 305-5
Base value = 13,172.00 tCO2
Water
Reduction of 10% in water consumption until
The goal was not reached.
2019 (base year 2014)
72% above the base value
Copel energy intensity
(GJ consumed/No. of own employees)
GRI 302-3
2018
2019
VARIATION
2019 X 2018
Electricity
consumed (GJ)
Total of own
employees
Energy
intensity
75,120.33
78,175.00
7,611
7,095
9.87
11.02
12%
Note: The number of employees in 2019 was reduced due to the
voluntary redundancy program.
2018
2019
VARIATION 2019 X 2018
12.2.2 Water consumption
GRI 103-3
12.1.1 Energy and fuel consumption
GRI 103-3
Energy consumption (in GJ)1 | GRI 302-1
Fuel consumption
Diesel oil
Gasoline
Aviation kerosene
Total
Renewable sources consumption
Ethanol
Biodiesel
Total
135.110,51
127.032,50
7.803,63
2.730,91
3.001,09
58,41
145.645,05
130.092,00
34.512,85
13.349,02
47.861,87
37.387,36
13.666,23
51.053,60
Total fuel consumption
193.506,92
181.145,59
Electricity consumption2
75.120,33
78.175,00
Total energy consumption3
268.627,25
259.320,59
Electricity sold
49.402.688,40
55.189.100,00
With regard to water consumption in
administrative facilities, in 2019 the total was
161 thousand cubic meters in all Copel and its
wholly-owned subsidiaries’ offices.
-6%
-62%
-98%
-11%
8%
2%
7%
-6%
4%
-3%
12%
Note: 1. Source used for conversion from kWh to GJ provided by the Applied Economic Research Institute data bank (ipeadata.gov.br).
2. As of 2019, Copel starts to report the energy consumption of its plants in the electricity field. This note does not include operations not
related to electricity generation. GRI 102-48
3. There was a reduction in Copel total energy consumption due to the Figueira Thermal Plant (coal) shutdown in 2019.
106
12.2.3 Waste
GRI 103-3
The Corporate Waste Management Program’s objectives are: reduction in generation, valorization
of discarded material and promotion of reverse logistics. All the processes adopted by the
Company are in compliance with the National Solid Waste Policy and all relevant legislation.
The waste generated in operations is duly segregated and sent for appropriate storage until their
destination. In 2019 27% less waste was generated against 2018.
As a good practice, in order to comply with the National Solid Waste Policy, the Company
maintains the Collective Solidarity Collection, which consists of the destination of the
administrative recyclable waste to associations and cooperatives registered through Public Call.
The initiative is part of Paraná state public policy in which Copel participates, and promotes the
economic development of associations and cooperatives.
With regard to service providers, they must meet the contractual clause that requires the correct
destination of waste classified as works debris.
GRI 306-2
TOTAL WEIGHT OF NON-HAZARDOUS WASTE (T)
Recycling
Composting
Landfill
Total of non-hazardous waste discarded
TOTAL WEIGHT OF HAZARDOUS WASTE (T)
Incineration
Recycling
Landfill
Coprocessing
Treatment
Total of hazardous waste discarded
Total discarded
2018
42,329.19
29.28
13,249.15
55,607.62
2018
1.08
7,577.27
63.12
34.90
0.00
7,676.37
63,283.99
2019
43,063.20
35.34
629.46
43,728.00
2019
0
2,593.50
84.00
17.56
1.22
2,696.28
46,424.28
Note: From the total of hazardous and non-hazardous waste destined to recycling in 2019, 99% of each correspond to alienated waste.
Substation
Credit: Guilherme Pupo
107
12.2.4 Water
GRI 303-1
Due to the construction of hydroelectric power plants, the change in water flow is the main
impact of Copel associated with water resources. Two mechanisms are used for monitoring: one
for hydrological control and another for water quality control.
In the first one, the Company keeps a network for the monitoring of river basins. It consists of
several hydrological stations, where data are collected on the water level of rivers and reservoirs,
and rainfall data. These data, after processing in the System of Monitoring of Reservoirs (SMR),
help and guide the operation of hydroelectric plants.
The second system monitors water quality rivers and reservoirs under the influence of the
Company’s undertakings based on the assessment of physical, chemical and biological
parameters. The results of the analyses are interpreted and presented in annual reports to the
Water and Land Institute (former Paraná Environmental Institute – IAP).
As a protective measure for reservoirs, Copel periodically inspects its reservoirs, and possible
environmental intervention in lakes and surroundings are assessed, and specific measures
are defined to remedy identified irregularities (constructions in the concession area, throwing
of effluents, use and occupation of Permanent Protection Area, illegal fishing and hunting,
among others).
12.2.5 Ecosystems
GRI 102-15, 102-29
Copel activities depend on nature and impact
the environment according to the resource
used and the undertaking at issue.
With regard to the expansion and operation
of its assets, Copel generates energy through
three sources: hydroelectric plants (water-
driven), wind farms (wind-driven) and thermal
plants (through the burn of fossil fuels, finite
and non-renewable). Such a scenario makes
natural resources management fundamental
for the business’s sustainability, particularly in
contexts of water scarcity and transition to a
low carbon economy.
Generation projects affect the physical,
biotic and social environment, which can
alter ecological processes, the composition
of fauna and flora species, and impact the
population’s way of life and historical-cultural
heritage. Moreover, there is the possibility
of change in the hydrological regime of rivers
where hydroelectric plants are installed;
microclimate influence due to the presence of
reservoirs and vegetation suppression; change
in the quality of water and aquatic fauna in
reservoirs; and losses to biodiversity. Among
them, the interference in ecological dynamics;
loss of habitats; reduction of populations and
favoring invasive species.
In order to assist in the process of preserving areas of relevant environmental interest, the Company
has an agreement with the Environmental Police Battalion of the State of Paraná and actively
participates in the River Basin Committees and the National and State Council of Water resources.
The impacts are detailed in the environmental
studies. They are carried out according to
regulatory requirements and their results
108
URBAN FOREST
PROGRAM
Copel supports city halls interested
in planning arborization of public
roads, contributing to the cities’
environmental improvement and
reduction of shutdowns in energy
supply caused by the incompatibility
of trees with the electrical systems.
The Company produces seedlings
and provides them via donation
terms with charges. In 2019,
8,087 seedlings were delivered to
24 municipalities. The seedlings
produced are also used to meet
environmental licensing constraints.
are the basis for the development of actions
aimed not only at mitigation, but also at
preservation or recovery.
To mitigate impacts, Copel monitors and
rescues flora and fauna; acts for recovery
of Permanent Preservation Areas (PPAs),
forestry reposition, archeological follow-
up and rescue, among other actions. The
initiatives are mainly conducted in the phase
of the undertaking implantation and may
affect the operation phase.
In terms of energy distribution and
transmission installations, the main impacts
occur at the time of implantation, when
vegetation is suppressed. The process
can increase forest fragmentation of
environments and cause a reduction in
native species population, for reasons like
an increase in edge effect, reduction in
fauna habitats and increase of hunting in
the region. In distribution lines, favoring
of exotic species, invasive exotic and
other opportunistic species that meet
ideal conditions to settle may occur, due
to clearing opening for construction of
structures and laying of cables.
Another risk to biodiversity (aquatic and
terrestrial) is oil leakage from transformers
and other electrical equipment, which can
contaminate the soil and water table, in
case there is no contention.
Protected areas
Copel DIS has 82.146 km of high voltage
distribution lines (69 and 138 kV) that
cross conservation units of Full Protection
in Paraná. For Copel GeT, the area of
operational units in Full Protection and
Sustainable Use conservation units
corresponds to 82.39 Km² and covers
transmission lines, rights of way, structures
of energy generation undertakings and real
estates of the Company in several states.
It is important to consider that this figure
includes areas of the Company that are
exclusively destined for environmental
conservation and that total more than 20
thousand ha. The facilities, as well as their
size and biodiversity value of the area in which
they are located, are detailed in the annexes
on pages 159 to 169.
Forestry compensation
Copel acts along with the Water and Land
Institute (former Paraná Environmental
Institute) in the production of native forest
seedlings for the restoration of Permanent
Preservation Areas, Legal Forest Reserves
and Forest Restoration Areas of the State
of Paraná. The Company assigns jobs to
outsourced workers that devote themselves
exclusively to the production of seedlings.
Copel makes the recovery of previously
degraded areas as compensation for the
vegetation suppression necessary to implement
some of its projects. This is done through the
planting of native species in areas previously
occupied by pastures, or donation of seedlings
to private entities or city halls. The Company
protects several areas of high value to
biodiversity by means of constant monitoring.
Endangered species
GRI 103-3
To identify endangered fauna species in its
undertakings’ areas of influence, Copel cross-
references data from programs for monitoring
and rescue of fauna from two sources: the
National Official List of Endangered Fauna
Species from the Ministry of Environment
109
(MMA) and from the Brazilian Institute of
Environment and Water Resources (IBAMA),
and IUCN (International Union for Conservation
of Nature) Red List of Threatened Species.
Information on endangered species at the state
level was not used.
Copel performs various protection actions. In
the case of hydroelectric plants operations,
it continuously monitors fish population
(ichthyofauna) present in its reservoirs,
including registration and monitoring of
endangered, exotic and invasive species. In the
installation phase of undertakings, it identifies
eventual changes in ichthyofauna caused by
damming and changes in the body of water.
With the monitoring, the environmental bodies
and society are kept informed on long term
changes in fish populations.
As a measure of compensation to possible
impacts on Paraná ichthyofauna, where
Copel has most of its hydroelectric plants,
the Company keeps an Experimental Station
for Ichthyological Studies since 1996,
whose production follows the models of
conservation and is dedicated to reservoirs in
Iguaçu River.
Regarding terrestrial fauna, when
implementing projects, Copel executes
surveying and monitoring programs. It also
undertakes specific rescue and relocation
initiatives during works with potential impact
on terrestrial fauna, in the conduction of
activities such as suppression of vegetation
and filling of reservoirs. The Company is a
pioneer in the rescue and relocation of native
bees in Paraná state, having started this type
of activity in the installation of HPP Mauá, at
the Tibagi River.
As for the flora, similarly to the terrestrial
fauna, programs of surveying, monitoring
and rescue (germplasm) in areas affected by
the projects during the installation phase are
carried out by specialized teams that are hired.
Actions of re-composition and maintenance
of Permanent Protection Areas (PPAs) of its
reservoirs, with native species to each region
are also conducted.
In the implantation of distribution
undertakings, in environmental studies, fauna
and flora species are classified as to the
conservation state. In cases of suppression
of trees classified as endangered, the
constraints established by the environmental
body are observed.
Governador Bento Munhoz Power Plant Botanical Garden
Credit: Marcelo Rothen
110
MANUFACTURED CAPITAL
111
13.1 Generation assets
GRI 102-2, 102-6, EU1, EU2
Copel operates 43 owned power plants and
in 11 other plants, including 23 hydroelectric
plants, 29 wind farms and 2 thermoelectric
plants, with a total installed capacity of
6,397.73 MW and assured energy of 3,018.4
MWa. It serves the following sectors:
electricity distribution in the Regulated
Contracting Environment; commercial
and industrial and energy trading in the
Unregulated (free) Contracting Environment;
and the National Electric System Operator
(ONS) and accessing users connected to the
basic network in the transmission segment.
In 2019, the net energy production was
17,156.51 GWh, which is lower compared to
2018 (19,362.4 GWh) due to Figueira Thermal
plant operations shutdown (see page 114).
Conheça o
parque gerador da Copel
Copel is investing in undertakings to expand
the installed capacity of generation of the
National Interconnected System, respecting
precepts of economic-financial and socio-
environmental sustainability. Two projects
are under construction, Bela Vista SHP and
Jandira Wind farming Complex, which are
expected to start operations in 2024 and
2025, respectively (see installed capacities of
these units in the diagram).
In compliance with the regulatory requirement, Copel was the first electric power distributor in
the country to adopt centralized management of generation and transmission assets, in addition
to separation shared operation of transmission and distribution assets. The Generation and
Transmission Operation Center (COGT) is headquartered in Curitiba for the remote operation
of the generator park and plants for which the Company provides operation and maintenance
services, as well as transmission assets. It also supervises Copel’s projects in partnership, inside
and outside the state.
The availability and reliability of the energy supply are ensured by processes Operation and
Maintenance (O&M) that follow a management model based on techniques of reliability. With
these and the support of cause and effect analyses, you can define ideal fault management
policies, to avoid or restrict the consequences of functional problems and related issues: health,
environment, safety and costs.
Installed capacity | GRI EU1
2017 (MW)
2018 (MW)
2019 (MW)
Hydroelectric plants
4,722.80
4,934.40
5,340.62
Thermal plants
Wind farms
Total
310.50
280.10
407.30
486.30
411.19
645.92
5,313.40
5,828.00
6,397.73
112
Construction capacity per source
Installed capacity – assured energy per source
Energy output projected for 2020
assured energy per source
GRI EU10
30 MW
25%
75%
90 MW
10%
10%
11%
10%
80%
79%
Total : 120 MW
Small Hydroelectric Plants (SHPs)
Wind
Hydroelectric
Wind
Thermal
Hydroelectric
Wind
Thermal
Net energy generation
GENERATION SOURCE
Hydraulic
Wind
Thermal
Total
2018 (GWH)
18,009.20
1,312.03
41.17
2019 (GWH)
17,750.02
1,915.02
99.90
19,362.4
19,765.52
Jayme Canet Junior Power Plant
113
13.2 Plant availability
The average availability indicator of plants is monitored for generation activities, in order to measure
the number of hours of interruption. In 2019, this indicator presented the following results:
Average availability factor GRI G4-EU30
2017
2018
2019
Total of planned interruption hours
28,426
34,703
42,389
Total of forced interruption hours (not planned)
11,290
9,635
10,785
Owned hydroelectric plants
Hydroelectric plants with Copel equity interest
Thermal plants
Thermal plants with Copel equity interest
0.96
0.94
0.81
0.98
0.95
0.97
0.92
0.99
0.94
0.97
0.49
0.99
13.3 Generation projects highlights
Start of operations
In May 2019, Copel started operating at the Baixo Iguaçu HPP (350.2 MW), in Paraná
Southwest. Investments amounted to R$ 2.3 billion for the construction, executed in partnership
with Neoenergia. In the same year, Cutia and Bento Miguel wind farming complexes in Rio
Grande do Norte started operating. Together, they represent 312.9 MW of installed power in 149
wind turbines. The investment in these undertakings was of R$ 2.1 billion.
The Company inaugurated the Colíder hydroelectric plant (300 MW), whose works started n
2019 at the North of Mato Grosso and costed R$ 2.3 billion as a whole. Finally, it retook the
construction of small hydroelectric plants in Paraná, starting, in July, the Bela Vista Project
(29 MW), in Dois Vizinhos. With a budget of R$ 200 million, the SHP may start operation by
the end of 2020.
In 2020, Copel will start the Jandira Complex in the Northeast, with 90 MW distributed across four
wind farming complexes. The energy was already contracted in the Federal Government auction in
2019, to start supply in 2025. The investment in the complex is to reach R$ 400 million.
Figueira Thermal Plant Modernization
The Figueira TPP is undergoing modernization
works to increase efficiency and reduce gas
and particle emissions resulting from coal
burn. The first company contracted presented
difficulties to execute the contract activities
and was substituted. The new supplier
presented financial and planning problems,
which delayed too much the works and ended
up in contractual termination in December
2019. The process continuation is in the
contractual preparation phase, expected to be
concluded in 2020.
Figueira TPP
Credit: Marcelo Rothen
114
13.4 Transmission assets
GRI 102-2, G4-EU4
Copel holds full ownership and participates in operating concessions corresponding to 7,441
km of transmission lines, with substations with transformer power of around 16,174 MVA.
The Company is investing in projects that will add 391 km of extension and 3,600 MVA of
transformation capacity to its owned and shared portfolio.
The Company relies on teams specialized in electro-electronic maintenances for protection,
automation and substation control equipment and devices; electromechanics of transmission
lines with voltages ranging from 69 to 525 kV; in addition to inspection in factory and
commissioning of new transmission installations.
Throughout 2019, the following assets started operation: Medianeira Substation 230/138
kV - 300 MVA; Baixo Iguaçu – Realeza 230 kV transmission line, in a simple circuit and
approximately 38 km long; Andirá Leste Substation 230/138 kV - 300 MVA; Curitiba Centro
Substation (insulated in SF6) 230/138 kV - 300 MVA; and 230 kV Curitiba Centro – Uberaba
230 kV transmission line, underground, 8 km long. The concession contract also contemplated
the 525 kV Curitiba Leste – Blumenau transmission line, expected to start commercial operation
in March 2021. The whole set of undertakings represents a Permitted Annual Revenue (RAP) of
around R$ 116.9 million to Copel.
Four substations are under construction for the implantation of the bank of capacitors or reinforcements.
13.4.1 Transmission projects highlights
Operation and commercialization
In 2019, 632 km of lines were added to the Copel transmission network. Among the projects
concluded, the 230 thousand Volts Uberaba-Curitiba Centro underground line is outstanding. It
replaces the high voltage line of Comendador Franco avenue, in Curitiba – former Avenida das
Torres. In the location, 25 towers, 20 super posts and 42 km of conductor cables were removed
from the avenue median strip.
Associated with this line, Curitiba Centro substation was built in a Copel terrain, next to
Capanema viaduct, in Jardim Botânico district. The substation is the housed and gas-insulated
type, with structure appropriate to the urban area. The undertaking directly benefits 80
thousand consumers in the capital and increases eight times the transmission capacity of the
power grid that feeds the whole central region of Curitiba.
Copel also anticipated in 19 months the
commercial operation of Baixo Iguaçu-Realeza
line and started operation of Andirá Leste
and Medianeira Norte substations, important
reinforcement in energy supply to the West
region agroindustry.
Construction
In 2019, Copel initiated the installation
of an energy transmission line to connect
the Curitiba Leste (PR) and Blumenau (SC)
substations. The new grid will be 144 km
long and will operate at 525 kV (extra high
voltage). Investments will amount to R$ 192
million in this undertaking, one of the main
projects in the Company’s expansion plan
for the coming years. It is to be concluded in
March 2021 and generate an annual income
above R$ 30 million when in operation. The
project implantation is expected to generate
around 250 direct jobs.
With the new line, Paraná can receive more
energy from Rio Grande do Sul and Santa
Catarina for internal consumption or export to
the Southeast. Santa Catarina’s East regions
will be less dependent on the Jorge Lacerda
Thermal Plant.
115
13.5 Distribution assets
GRI 102-2, 102-6
Copel is responsible for energy distribution to around 4.6 million consumers across 1,113
localities in 394 municipalities in Paraná and Porto União (SC). The Company also keeps 13.8
kV, 34.5 kV, 69 kV and 138 kV voltage level installations and manages approximately 200
thousand km of distribution networks, 374 automated substations with an installed power of
11.2 thousand MVA. The participation is 6.2% of the Brazilian market and 33.7% of the South
Region market – in Paraná, participation is estimated at 97.7%.
In 2019, Copel started the largest investment in the distribution in its history: R$ 2.6 billion
in 42 new substations, plus 7 thousand km of high and medium voltage distribution lines
and thousands of new reclosers, switches, voltage regulators and power transformers. The
conclusion is expected for 2021.
Bituruna Substation
Credit: Drone
The distribution counts on service posts in all municipalities within the concession area, in
addition to service channels as listed on pages 56 and 57.
13.5.2 Distribution projects highlights
Distribution lines GRI EU4
VOLTAGE LEVEL
13.8 kV
34.5 kV
69.0 kV
138.0 kV
Total extension (km)
Number of substations
13.5.1 Smart Copel
2017
105,510.6
84,639.2
866.4
5,935.0
196,951.2
369
2018
106,172.4
85,185.2
751.2
6,264.8
198,373.6
369
2019
106,956
85,735
756
6,507
199,954
374
In October of 2018, Copel inaugurated in Novo Mundo district - Curitiba, the Smart Copel: an
integrated center for operations and consumer services. The center brings together the entire
operation of the company, which was previously done in five regions of the State. There is a
model agency for in-person consumer service with automated systems, screening for simple
or complex services, access to wireless internet and waiting room. The space uses cutting-
edge technology to meet the future of the electric system, such as smart grids and storage and
distributed generation systems.
Investments in technological solutions
In 2019, a cutting-edge technology project
for power grids was implanted. The Company
acquired, for R$ 45 million, the Advanced
Distribution Management System (ADMS)
solution, a platform that gathers software
capable of controlling the grid in real-time and
with full precision, facilitating more efficient,
quick and safe operations in lines, substations
and equipment. Few companies in the world
operate with ADMS.
The system will coordinate practically the
whole Copel distribution and is a fundamental
component in shared energy management,
produced from the distributed generation,
since it adds command tools for small
generators. The system will provide a quicker
and safer re-establishment of energy in
cases of contingency and, at the other end,
116
Copel will quickly receive information on the supply situation. The full project is expected to be
concluded in three years.
Paraná Trifásico (Three-phase Program)
Copel will invest, as of 2020, R$ 2.1 billion to install 25 thousand km of three-phase power grids
across Paraná, which, in addition to assuring high quality and safe energy, it will provide to the
rural producer access to it for a price lower than that currently paid.
With the three-phase installation, there will be interconnection across isolated grids, creating
supply redundancy: one will cover the other in case of power shortage. Rural producers that
demand more power to develop their business will be directly served. After all, the equipment
with three-phase engines is usually more efficient, cheaper, and presents a lower failure rate.
Moreover, the grid is safer, because the new cables will be protected, with reinforced resistance
level when hit by tree branches or objects in general.
Paraná Trifásico (Three-phase Program) will be the base for Copel to bring new technologies
to rural areas, like automation of reclosers and remote grid control, through Copel centralized
Operations Center, installed in Curitiba.
Distributed generation
Copel opened a public call notice for companies with distributed generation projects, chiefly
in Paraná, for the creation of partnerships. The Company prioritized larger projects, with up to
5MW of installed power, with the possibility of implantation by December. The objective is to
diversify the portfolio and foment this market in Paraná.
The distributed energy market is regulated by the Brazilian Electricity Regulatory Agency (Aneel)
since 2012 and has been reviewed both from regulatory and commercial points of view, due
to a large number of new projects and popularization of energy generation equipment through
renewable sources, like solar and biomass. The agency estimates 20 thousand independent
producers in Brazil.
Three-phase rural electrical grid
117
13.6 Wire market (TUSD)
GRI 102-6
In 2019, the wire market, which considers all consumers who accessed the distributor’s network, grew by 2.3%. The result was influenced by the
migration of two industrial consumers to the basic network (230 kV) as a result of the adjustments to Aneel’s Normative Resolution No. 722. In
case of adjustment based on the comparison, the market would register a growth of 3.3%.
Wire market (TUSD)
Captive market
Concessionaires and Permissionaires
Free consumers
Wire concessionaires
Wire market
NUMBER OF CONSUMERS
DISTRIBUTED ENERGY (GWH)
DEC/19
DEC/18
4,713,240
4,637,804
2
1,389
5
3
1,121
4
4,714,636
4,638,932
%
1.6
(33.3)
23.9
25.0
1.6
DEC/19
19,784
164
10,002
684
30,634
DEC/18
19,594
279
9,568
511
29,952
%
1.0
(41.2)
4.5
33.9
2.3
1. Total of free consumers served by Copel Geração e Transmissão and other suppliers in Copel Distribuição concession area.
13.7 Captive market
GRI 102-6
The number of captive consumers invoiced by COPEL in 2019 was 1.6% higher than that of December 2018, totaling 75.4 thousand new
consumers – 4.7 million consumers in the system.
Energy sold (GWh)
Residential
Industrial
Commercial
Rural
Other
Total
2017
7,126
3,254
4,651
2,257
2,455
2018
7,238
2,935
4,653
2,288
2,480
2019
7,499
2,648
4,730
2,361
2,546
19,743
19,594
19,784
% 18/19
3.6
(9.8)
1.7
3.2
2.7
1.0
118
13.8 Trading in the free energy market
GRI 102-6
Copel trades energy in the free energy market, both in Paraná and other states, and
renders services that make possible for customers to safely operate in this market, such as
representation before the Electricity Trading Chamber (CCEE), consultancy for migration,
management in the free market of energy, modeling for generators, demand management,
among others. With three years of existence, Copel Energia is already positioned among the
large companies of the market, with a portfolio of over 384 customers in 14 states, and in the
11th position in energy sales ranking by traders in the full year of 2019.
Copel is approved by CCEE to act as a retailer, a modality where a single agent represents a
group of consumers without the need for them to become agents of this body.
The target market of the company is the commercialization of energy with free consumers,
particularly special consumers. This strategy is linked to the tendencies of market liberalization,
characterized by the detachment between the captive market tariffs and the prices practiced in
the free market, which makes the price competitive.
In 2019, Copel COM reached 1.3 GWa traded in CCEE. The goal is to become one of the largest
traders in the Free Electricity Market until 2025.
13.9 Telecommunications
GRI 102-2, 102-6
Copel studies, plans, projects, implants, operates and keeps telecommunications,
communications and correlated systems. It renders consultancy and engineering service in its
field of actions, in addition to exploring; and renders services with value added, associated with
access, storage, presentation, movement, recovery of information and other related activities.
The main services are broadband access to the World Wide Web (internet) through the
availability of fiber infrastructure; multimedia communication in High Speed Private Network
modality; multimedia communication in dedicated circuit modality for access and connection
to the internet. Together, they respond for approximately 80% of Copel Telecom invoicing. In
retail, the subsidiary serves 84 municipalities in Paraná and 1 in Santa Catarina. In the corporate
market, it operates in all 399 Paraná municipalities.
The target market of the company is
the commercialization of energy with
free consumers, particularly special
consumers. This strategy is linked to
the tendencies of market liberalization,
characterized by the detachment
between the captive market tariffs and
the prices practiced in the free market,
which makes the price competitive.
In 2019, investments in infrastructure,
equipment and installation services
represented R$ 17.25 million. 772 km of
optical fiber cables were installed, of which
385 km of backbone grid and 387 km of
access network. Altogether, Copel holds
36 thousand km of fiber grid, of which 12
thousand km are backbone grids and 24
thousand km of access network. The service
availability in the year was one of 99.91%.
13.10 Participations
GRI 102-2
COPEL has corporate interest and association
with companies, consortia and other
institutions that operate in several sectors, in
addition to the energy area, as presented in
Notes 1.1 and 2 of the Financial Statements.
119
FINANCIAL CAPITAL
120
GRI 103-1, 103-2
The results obtained in 2019 show the
financial discipline employed as a pillar for the
sustained growth of the business. For the first
time, consolidated net income has exceeded
$2 billion. Ebitda had 1,141.3 million more than
to 2018, proving the efficiency and increase
of the Company’s productivity. The following
are the main results of the exercise. For more
details, see the Administration Report and
Financial Statements.
The economic-financial performance is an
of the main dimensions in the generation
of value for Copel, as it allows for returns
financial to shareholders and generates
effects positive for employees, the
government and the regulatory bodies.
Influence on operational and investment
capacity of Copel, as in the execution of the
guidelines strategy, including the expansion
of business sustainably and profitably, the
achievement of cost excellence, the definition
of processes and quality assurance, and
the allocation of resources for research,
development and innovation. It also
interferes, in the strategic guidelines related
to the human capital and the enhancement
of the strength of work, as it enables the
provision of training and capacity building
on an ongoing basis, talent development and
retention and knowledge in the Company,
and the promotion of safety improvement
activities of work and quality of life.
The Company publishes its results quarterly.
As a publicly-traded company listed in stock
Exchange, Copel is required by current
regulations to practice open, clear and
accessible to internal and external audiences,
particularly with regard to subjects that
are of interest to the capital market. This
communication is based on the principles
transparency, the symmetry of information
and fair treatment, in attendance to Brazilian
and North American legislation, as well as the
specific regulations of the Brazilian Securities
Commission (CVM) of Brazil and the Securities
and Exchange Commission (SEC).
The risks related to economic and financial
performance are credit and liquidity;
consumer default; failure to meet the criteria
of economic and financial efficiency of the
Concession Agreement; drop in business
profitability; drop-in project profitability
(new business); and economic instability.
The management of this performance aims
to mitigate risks and enhance positive
aspects, and is based on the Management
Excellence Model (MEG) of the National
Quality Foundation (FNQ). The financial goals
are based on the Annual Corporate Budget,
prepared by the wholly-owned subsidiaries
and by Copel (Holding Company), and
approved by the Board of Directors (CAD).
Besides, they comprise the Management
Agreement entered into between Copel’s
companies. The monitoring of the fulfillment
of these goals is done monthly during the
Critical Analysis Meetings or its equivalent.
The control is done through the Strategic
Management System (SGE).
The report of the economic-financial
performance is delivered monthly to the Board
of Directors by the Financial Committee,
provided by the Board of Finance and
Investor Relations (IR). The IR department is
responsible for coordinating communication
with the capital market, by means of
teleconferences, public meetings, road
national and international shows and events
with associations and stock exchanges. The
investor relations website is kept up-to-date.
The Company publishes its results
quarterly. As a publicly-traded
company listed in stock Exchange,
Copel is required by current
regulations to practice open, clear and
accessible to internal and external
audiences, particularly with regard
to subjects that are of interest to the
capital market.
121
GRI 103-3
14.1 Net Operating Income | GRI 102-7
In 2019, the Net Operating Income increased by R$ 1,309.3 million, representing an increase of 8.8% compared to 2018.
Net Operating Income
in R$ million
2
.
4
4
2
,
6
1
9
.
4
3
9
,
4
1
0
.
6
2
4
,
6
6
.
8
4
5
,
5
9
.
5
6
8
,
2
9
.
5
6
7
,
2
8
.
8
3
1
,
4
1
.
8
6
4
,
3
3
.
7
9
0
,
1
9
.
2
3
1
,
1
5
.
7
4
6
.
6
3
2
.
6
6
3
4
.
3
7
3
2
.
7
5
5
2
.
3
4
8
7
.
3
9
8
6
.
8
1
4
.
9
8
1
8
.
8
0
4
Energy
distribution
Energy
supply
Availability
of power grid
Construction
income
Fair value
of the concession
indemnification asset
Telecommunications
Piped gas
distribution
Result of sectorial
financial assets
and liabilities
Other operating
incomes
Total
14.2 Operating costs and expenses
Non-manageable costs
Manageable costs
2
.
1
6
3
,
6
3
.
5
0
1
,
6
in R$ million
3
.
0
7
9
,
7
2
.
9
8
9
,
7
2018
2019
in R$ million
4
.
5
8
8
,
3
9
.
5
6
4
,
3
3
.
9
4
2
,
1
8
.
6
7
1
,
1
2
.
5
8
5
6
.
2
1
4
4
.
9
4
7
.
9
1
8
.
7
5
3
1
,
1
4
.
5
2
3
1
,
1
2
.
2
5
0
,
1
4
.
1
9
0
,
1
8
.
3
9
,
1
2
.
9
4
7
7
.
6
0
3
8
.
4
7
3
Electricity purchased
for resale
Power grid
charges
Natural gas and inputs
for gas operations
Raw material and inputs
for energy production
Total
Personnel and managers
Construction cost
Credit losses, provisions
and reversals
Depreciation
amortization
Total
122
14.3 Ebitda
IN R$ MILLION
Net profit
Deferred IRPJ and CSLL
IRPJ and CSLL
Net financial expenses (incomes)
Ebit
Depreciation and amortization
Ebitda
Net Operating Income (NOI)
Ebitda margin (Ebitda/NOI)
14.4 Financial Result
CONSOLIDATED
2018
1,444.0
(68.0)
580.1
438.1
2,394.1
749.2
3,143.3
14,934.8
21.0%
2019
2,062.9
205.8
433.5
488.5
3,190.7
1,093.8
4,284.5
16,244.3
26.4%
The financial result presented a reduction of R$ 50.4 million, mainly due to the 8.5% decrease
in financial income, resulting from interest and monetary variation on the transfer to the Clearing
House Account (CRC) and the recognition of tax credits in 2018, and a reduction of 1.1% in
financial expenses, as a consequence of exchange variation on Itaipu electricity purchase.
Copel’s transmission asset
14.5 Value added
GRI 201-1
4.6%
2019
10.1%
8.2%
10.8%
66.3%
2.6%
8.2%
2018
68.6%
9.2%
11.4%
SHAREHOLDERS
RETAINED
THIRD-PARTIES
PERSONNEL
GOVERNMENT
123
14.6 Indebtedness
Payments made in 2019 totaled R$ 4,664.1
million: R$ 3,638.0 million as principal and
R$ 1,026.1 million in charges.
Long term debt maturity schedule
in R$ million
2
5
1
,
0
1
4
3
5
,
2
0
9
6
,
2
8
6
4
,
1
7
2
9
7
5
6
7
7
8
,
1
2021
2022
2023
2024
2025
after
2025
Total
Note: contemplates loans, financings and debentures.
14.7 Net Profit
In 2019, the net profit attributable to the
shareholders of the parent company was of R$
1,989.9 million, 41% higher than that obtained
in the previous year, of R$ 1,407.1 million.
Hydroelectric Power Plant
Credit: Marcelo Rothen
124
GRI CONTENT
INDEX
125
GRI Content Index
GRI 102-55
For the Materiality Disclosures Service, GRI Services reviewed that the GRI content index is
clearly presented and the references for Disclosures 102-40 to 102-49 align with appropriate
sections in the body of the report.
GRI STANDARDS
DISCLOSURE
REMARKS
REPORT
PAGE
OMISSION
GRI 101: BASIS 2016
GRI 102: 2016 GENERAL DISCLOSURES
ORGANIZATIONAL PROFILE
GRI 102-1
Organization name
GRI 102-2
Activities, brands, products and services
GRI 102-3
Organization headquarters location
Rua Coronel Dulcídio, 800, Bairro Batel, Curitiba (PR)
GRI 102-4
Organization operations location
GRI 102-5
Nature of ownership and legal form
of the organization
GRI 102-6
Markets served
GRI 102-7
Organization size
GRI 102-8
Information on employees
(own and outsourced)
GRI 102-9
Supply chain
GRI 102-10
Main changes regarding size,
to [B]3. The process did not involve the issue or sale of shares, or changes in
structure or equity interest
Copel Geração e Transmissão S.A. control, which will continue as Copel (Holding
Company) wholly-owned subsidiary. The holding company, in turn, will still hold
100% of Copel GeT’s shares.
Copel Board of Directors approved, in a meeting held on April 8, 2019, the opening
of Copel Geração e Transmissão S.A. capital, a fact that was communicated
Cover
33, 35 to 42,
112 to 119
146
33 and 34
33
112, 116, 118
and 119
33, 74, 122
74
98 and 99
126
GRI STANDARDS
DISCLOSURE
REMARKS
GRI 102: 2016 GENERAL DISCLOSURES
GRI 102-11
Precautionary principle
GRI 102-12
External initiatives
GRI 102-13
Affiliations and associations
Chamber (CCEE). Copel CTE participates in the Brazilian Association of
Copel Comercialização participates as a member of the Electricity Trading
Competitive Telecommunications Service Providers.
STRATEGY
GRI 102-14
Message from the CEO
GRI 102-15
Description of key impacts,
risks and opportunities
ETHICS AND INTEGRITY
OMISSION
REPORT
PAGE
58 and 59
65
25
15 to 17
58 to 61
Whenever the Code of Conduct is updated, Copel forwards a copy of the document
to each apprentice, trainee, employee, Director, Board Member and outsourced
employee. Item 3.3 of NAC 030300 Code of Conduct (corporate norm) informs
that these publics must “express their awareness and the commitment to observe
it in the performance of their activities and responsibilities, through the Term of
GRI 102-16
Values, principles, standards
Commitment”. One copy of the Code of Conduct is also sent to Copel suppliers
and norms of conduct
(when it s not included in a specific clause of the contract), who sign the Term of
43, 53 and 54
GRI 102-17
Mechanisms of counseling
and concerns with ethics
GOVERNANCE
GRI 102-18
Governance structure
Commitment to the Code of Conduct. The Code of Conduct and information on the
Integrity Program are available in Portuguese (Brazil) and English.
The Governance, Risk and Compliance Office is the executive area responsible for
the maintenance of values, principles and norms of conduct of Copel, as provided
in its Bylaws.
The Reporting Channel management is made by the Compliance Coordination. The
Ethics Guidance Council is the collegiate, whose end is to ensure that Copel and its
wholly-owned subsidiaries’ ethical and moral positioning will be kept at high levels.
The Moral Harassment Complaint Analysis Commission assignment is to analyze
54 and 56
moral harassment reports in Copel and its wholly-owned subsidiaries. Copel has
two Ombudsman Superintendences, one at Copel Distribuição and the other at
Copel Telecomunicações.
51
127
GRI STANDARDS
DISCLOSURE
REMARKS
GRI 102: 2016 GENERAL DISCLOSURES
REPORT
PAGE
OMISSION
GRI 102-19
Delegation of authority
The competence to deliberate about economic, environmental and social subjects is
defined in Copel Bylaws and detailed in the Internal Regulations of the Executive Board.
The competencies of the subordinate areas of each executive board are established in
Organization Norms - NCO, and NCO approval levels - Level of Competence.
According to Copel Bylaws, the CEO and the Executive Board together are
responsible for economic, social, environmental, climate change and corporate
governance affairs. See articles 34 (items I, III and IV) and 42 (item I) of the
document. The first reports to the Executive Board and the Board of Directors
Executive level responsibility
(CAD), and the second to CAD.
GRI 102-20
for economic, environmental and
According to the Board Internal Regulations, the Chief Legal and Institutional
social issues
Relations Officer (article 5th), the Chief Finance and Investor Relations Officer
(article 4th) and the Chief Governance, Risk and Compliance Officer (article 7th) also
have related assignments. They all report to the CEO, the Executive Board and the
Board of Directors.
The mentioned documents are available on the Company’s website.
The Managers (officers and members of the Board of Directors) assess the process
GRI 102-21
Stakeholder consultation on economic,
of definition of the materiality matrix that guides the Copel Integrated Report. This
environmental and social affairs
process involves a consultation to stakeholders on economic, environmental and
social themes. Learn more on pages 11 to 13.
GRI 102-22
Composition of the highest governance
body and its committees
GRI 102-23
Chair of the highest governance body
GRI 102-24
Appointment and selection for the
highest governance body
GRI 102-25
Conflict of interests
GRI 102-26
Role of the highest governance body in
defining purpose, values and strategy
GRI 102-27
GRI 102-28
Knowledge and development of the
highest governance body
Assessment of performance of the
highest governance body
Identification and management of
GRI 102-29
economic, environmental and social
impacts
According to article 19 of the Bylaws, paragraph 2, the position of Chairman of theBoard
of Directors cannot be held simultaneously by Copel´s Chief Executive Officer.
The powers and duties of Cope’sl Board of Directors include the development,
approval and updating of the corporate purpose, mission, vision and value
statements, and definition of strategies, policies and goals associated with
economic, environmental and social matters of the organization, set forth in Copel
Bylaws, Art. 30 “Powers and Duties”.
93
51 and 155
52
52 and 53
53 and 54
53
58 , 59, 76 104
and 108
128
GRI STANDARDS
DISCLOSURE
REMARKS
GRI 102: 2016 GENERAL DISCLOSURES
GRI 102-30
Efficacy of risk
management processes
REPORT
PAGE
OMISSION
59 and 60
GRI 102-31
Assessment of economic,
environmental and social issues
There is no pre-established frequency for conducting discussions for the evaluation
of economic, environmental and social issues by the highest corporate governance
body. However, these bodies follow an annual schedule of meetings where the
various issues involving the Company are evaluated and resolved, as well as their
impacts, risks and opportunities. In addition, the bodies specifically responsible for
evaluating and deliberating certain issues, as established in Bylaws and Internal
Regulations, also meet extraordinarily, as necessary.
The Board of Directors’ role in the preparation of sustainability reports is described
GRI 102-32
Role of the highest governance body in
in article 13 of Copel Bylaws, item XXIV, according to which the body must approve
drafting sustainability reports
the document. The Board of Directors also approves, annually, the materiality matrix
that fundaments the report content.
Among its duties, the Statutory Audit Committee has to propose to the Board of
Directors of COPEL (Holding Company) the promotion of actions aimed at:
- internal disclosure of procedures for receiving and processing information on
relevant errors or frauds relating to accounting, auditing and internal controls, as well
as Non-compliance with legal and regulatory provisions and internal rules, providing
for specific procedures for the protection of the informant, such as anonymity and
confidentiality of information;
- annually monitor the quality and integrity of internal control mechanisms, financial
statements and disclosed information and measurements;
- evaluating and monitoring, quarterly or on a case-by-case basis, with the
GRI 102-33
Communication of critical concerns
administration and Internal Audit, the adequacy of transactions with stakeholders in
accordance with relevant policies;
- evaluate and monitor risk exposures annually.
The Statutory Audit Committee shall, individually or jointly with the independent
auditing firm hired by the Company, formally communicate to the management
bodies, within a maximum of three business days from its identification, the
existence or evidence of: non-observance of legal and regulatory norms, which
jeopardizes the continuity of the Company’s business; frauds of any value
perpetrated by the Administration; relevant frauds perpetrated by employees, or
third parties; and errors that result in material misstatements in the financial and
accounting statements.
GRI 102-34
Nature and total number
of critical concerns
56 and 57
129
GRI STANDARDS
DISCLOSURE
REMARKS
GRI 102: 2016 GENERAL DISCLOSURES
REPORT
PAGE
OMISSION
GRI 102-35
Remuneration policies
Directors, officers, members of the supervisory board and of the statutory
committees had their remuneration defined in the Shareholders’ Meeting,
following the determinations of the majority shareholder as established in CCEE
Normative Deliberation No. 003/2019. The remuneration is composed only by the
fee, with no payments linked to the attainment of targets, variable remuneration
or performance indicators.
The remuneration process for directors, officers, , members of the supervisory
board and of the statutory committees is presented in the 64th Annual
GRI 102-36
Process for determining
Shareholders’ Meeting minutes, of April 29, 2019, in item 6, “Setting of
the remuneration
remuneration fordirectors, officers, , members of the supervisory board and of the
statutory committees, as set forth in CCEE Normative Deliberation No. 003/2019 of
the Council for Control of State-owned Companies (CCEE).
Stakeholders are not involved in Copel’s remuneration processes.
GRI 102-37
Involvement of stakeholders
in remuneration processes
GRI 102-38
Proportion of total annual remuneration
GRI 102-39
Percent increase of
total annual remuneration
ENGAGEMENT OF STAKEHOLDERS
List of stakeholder groups
GRI 102-40
engaged by the organization
GRI 102-41
Collective bargaining agreements
Basis for identification and selection
of stakeholders to engage in
The identification of which stakeholders are to be engaged is based on the level of
influence of these audiences in Copel’s activities, business and decisions, as well as
on the level of impact of the Company on them.
Approach to stakeholder engagement
GRI 102-42
GRI 102-43
Key themes and concerns
GRI 102-44
raised with stakeholders
REPORTING PRACTICES
GRI 102-45
GRI 102-46
Entities included in the consolidated
financial statements
Definition of report content and limits
for each material topic
GRI 102-47
List of material themes
GRI 102-48
Reformulations of information
GRI 102-49
Changes in reporting
The list of entities included in Copel’s Consolidated Financial Statements
can be found on the link:
http://ri.copel.com/ptb/central-de-resultados#2019.
78
78
13, 93, 95, 98
and 102
74
65, 73, 93, 95,
98 and 102
11 to 13
11 to 13
12 and 13
106
11
130
GRI STANDARDS
DISCLOSURE
REMARKS
GRI 102: 2016 GENERAL DISCLOSURES
GRI 102-50
Period covered by the report
GRI 102-51
Date of the previous report
The latest Copel report was published on June 24, 2019, referring to the year 2018.
GRI 102-52
Reporting cycle
The reporting cycle is annual.
GRI 102-53
Data for contact about the report
GRI 102-54
“Fair enough” option chosen by the
organization
GRI 102-55
GRI Standards Content Summary
This report was prepared according to the GRI Standards: Essential option.
REPORT
PAGE
OMISSION
10
10
10
126 to 141
GRI 102-56
External verification
process are detailed in the Audit Opinion. The document was previously approved
142
GRI indicators were verified by independent external audit, whose name and
by Copel’s Board of Directors.
INDICATORS OF THE
ELECTRICITY SECTOR
Installed capacity, discriminated per
EU1
source of primary energy and per
regulatory system
Net energy production discriminated
EU2
per source of primary energy and per
regulatory system
Length of overhead and underground
EU4
transmission and distribution lines,
broken down per regulatory system
MATERIAL THEMES
CORPORATE GOVERNANCE
GRI 103:
MANAGEMENT
APPROACH
GRI 103-1
GRI 103-2
Explanation of material
themes and their limits
Management approach
and its components
GRI 103-3
Management approach assessment
112
112
115 and 116
50 to 57
50 to 57
50 to 57
131
GRI STANDARDS
DISCLOSURE
REMARKS
REPORT
PAGE
OMISSION
Main corruption risks identified in 2019:
Collusion with Suppliers; Deviation of resources through sponsorships and
expenses for events;
Theft, loss or attacks to information;
Deviation of funds;
Conflict of interest;
Collusion with clients;
Manipulation of proposals and pricing;
Use of inside information;
Physical asset theft;
Reception of presents and entertainment above limits permitted;
Overbilling schemes;
Deviation of funds through social programs and political donations;
Illegal information leakage;
Deviation of funds; Bribery and kickback.
GRI 205-1
Operations subject to risk
assessments related to corruption
GRI 205: ANTI-
CORRUPTION 2016
GRI 205-2
GRI 205-3
Communication and training on anti-
corruption policies and procedures
Confirmed cases of corruption and
measures adopted
GRI 415: PUBLIC
POLICIES
GRI 415-1
Total value of financial
parties to receive, directly or indirectly, under any form or pretext, monetary
contributions to political parties
contribution or assistance, including through advertising of any kind, coming from
As a joint venture company, Copel is legally prevented from making this type of
contribution. Article 31, item III, of Law 9,096, dated September 19, 1995, prohibits
public entities and legal entities of any nature, except for the appropriations referred
to in article 38 of that Law and those from the Special Fund for Campaign Financing.
OPERATIONAL EFFICIENCY
GRI 103:
MANAGEMENT
APPROACH 2016
GRI 103-1
GRI 103-2
Explanation of material
themes and their limits
Management approach
and its components
ELECTRICITY
SECTOR INDICATORS
GRI 103-3
Management approach assessment
AVAILABILITY AND RELIABILITY
EU6
Electricity availability and reliability
AVAILABILITY AND RELIABILITY
EU10
Planned capacity against projected
long-term power demand
55
54
55
26 to 30
26 to 30
28
27 and 28
113
132
GRI STANDARDS
DISCLOSURE
REMARKS
SYSTEM EFFICIENCY
REPORT
PAGE
OMISSION
Average of generation efficiency of
respectively, which is the owner of Thermal Plant Araucária (combined cycle
EU11
thermal plants per energy sources
thermal plant). Copel GeT is solely responsible for operating and maintaining the unit
and regulatory regime
within the availability values. The net energy efficiency of the plant was 12.5% in
GPP Araucária (PIE - Independent Energy Producer) is the result of the partnership
between Petrobras and Copel, which holds 20% and 80% of the company
2018. The management of these data is carried out by the owner (GPP Araucária),
who did not make available extra information. The only source used is gas.
ELECTRICITY
SECTOR INDICATORS
EU12
Losses in transmission and distribution
of energy as a percentage of total energy
ACCESS
EU28
EU29
Frequency of interruptions
Learn more about the measures adopted by Copel DIS to reduce the frequency
in Energy supply
of interruptions in energy supply in the company’s sustainability report.
Average duration of interruptions
Learn more about the measures adopted by Copel DIS to reduce the duration
in the energy supply
of interruptions in energy supply in the company’s sustainability report.
Copel does
not manage
this indicator
in this unit.
28
27 and 28
27 and 28
26 and 114
83 to 87
83 to 87
83 to 87
Average availability factor of the plant
EU30
discriminated per source of energy
and regulatory system
OCCUPATIONAL HEALTH AND SAFETY
GRI 103:
MANAGEMENT
APPROACH 2016
GRI 103-1
GRI 103-2
Explanation of material
themes and their limits
Management approach
and its components
GRI 103-3
Management approach assessment
GRI 403-1
Occupational Health and
Safety management system
GRI 403:
OCCUPATIONAL
HEALTH AND
SAFETY 2018
GRI 403-2
Identification of hazards, risk
assessment and incident investigation
GRI 403-3
Occupational health services
The company maintains the system Nexo CS, software for integrated management
of Occupational Health and Safety and Social Security, subject to comply with the
Brazilian legislation and applicable norms (Regulating Norms from the Ministry
of Labor and Employment, eSocial, INSS/Social Security and Consolidation of
83 and 86
Labor Laws). Nexo was implemented according to the best practices of project
management in the market. All employees, from all Copel activities and companies,
are covered by Nexo and the Company’s health and safety management practices.
83 and 84
83
133
GRI STANDARDS
DISCLOSURE
REMARKS
REPORT
PAGE
OMISSION
Workers participation, consultation
GRI 403-4
and communication on Occupational
Health and Safety
GRI 403-5
Workers training in Occupational
Health and Safety
GRI 403:
OCCUPATIONAL
HEALTH AND
SAFETY 2018
GRI 403-6
Promotion of the worker’s health
100% of health and safety topics are covered in formal agreements with unions
indirectly. Clause 36 of the Collective Agreement 2018/2019 provides for meetings
between the Company’s health and safety areas with the trade union forces every
quarter, where subjects related to the theme are addressed, including equipment of
individual protection; participation of employee representatives in health and safety
83
inspections, audits and accident investigations; training and education; mechanisms
for complaints and reporting; right to reject unsafe work; periodic inspections;
compliance with International Labor Organization (ILO) standards, among others.
The employees of Copel (Holding Company) do not perform risk activities. For
actions promoted by Copel GeT and Copel DIS, see these companies’ socio-
85
environmental reports.
The company counts on health insurance agreement (non-profit closed entity
for social security and complementary assistance), whose monthly payments
are co-shared, and offers broad accredited network in Paraná state for medical,
dental and obstetric services, including out-patient, hospital and obstetric plan, in
addition to psychology and physiotherapy services. Integrated to periodical medical
examinations (legal scope for monitoring and prevention of work-associated risks),
Copel includes the additional stage of preventive examinations associated to heart,
gynecological, prostate, colorectal and ophthalmological diseases according to the
employee sex and age, providing specialized medical evaluation and complementary
examinations, without cost.
The Company offers, in an institutionalized way, the chemical dependency
program, aimed at the recovery of employees users of illicit drugs and alcohol by
means of hospital and out-patient treatment, medical and psychological, with full
payment of expenses according to the internal norm, in addition to follow-up by
the company’s social and health service, adapting activities and environmental
risks to personal and collective safety.
It also provides vaccination against flu for employees who want it, annually and
without cost.
Jointly with Cipas, it promotes campaigns for information and awareness, like
yellow September, pink October, and blue November, among others.
Prevention and mitigation of impacts on
GRI 403-7
Occupational Health and Safety directly
linked by commercial relations
GRI 403-8
Workers covered by the Occupational
Health and Safety management system
GRI 403-9
Work-related injuries
Field inspections are conducted in order to make sure that all Copel health and
safety requirements are being observed by service providers.
100% of Copel own employees (7,095) are covered by Occupational Health and
Safety management system. Outsourced employees are not covered by this
system, but follow the health and safety requirements of the Company.
This type of injury did not occur in 2019 at Copel (Holding Company). For Copel GeT
and Copel DIS data, see these companies’ socio-environmental reports.
85
170
134
GRI STANDARDS
DISCLOSURE
REMARKS
REPORT
PAGE
OMISSION
There were no cases of death or occupational diseases at Copel in 2019. The
Company promotes field surveys and inspections jointly with the Internal
Commission for Accident Prevention (CIPA), besides the annual update of PPRA of
its establishments. Ergonomic conditions that may determine biomechanical risk
due to the peculiarity of works in SEP, in certain circumstances (like in increased
demand of activities due to emergencies) are associated with orthopedic problems
in upper limbs. Measures are taken like the use of work equipment – like the
hydroelevator (man basket) – facilitating the worker positioning with safety. Training
of employees in the correct use of the equipment, in addition to inspection of field
activities, aimed at mitigating risk and overload.
GRI 403:
OCCUPATIONAL
HEALTH AND
SAFETY 2018
GRI 403-10
Health issues associated with work
ELECTRICIT SECTOR
INDICATORS
EMPLOYMENT
EU16
EU18
Health and safety of employees,
contractors and subcontractors
Percentage of contracted
and subcontracted workers who
have undergone relevant health
and safety training
ECONOMIC-FINANCIAL PERFORMANCE
GRI 103:
MANAGEMENT
METHODS 2016
GRI 103-1
GRI 103-2
Explanation of material
themes and their limits
Management method
and its components
GRI 103-3
Management method assessment
GRI 201-1
Direct economic value
generated and distributed
GRI 201: ECONOMIC
PERFORMANCE
GRI 201-3
Coverage of pension plan obligations
Divided into two groups: the first is limited to 10 Social Security Units (UP) - each
of benefits offered by the organization
in the amount of R$396.90 - with discounts ranging from 2% to 4%. The values of
the Real Contribution Salary (SRC) that exceed the first group will have a discount of
12% on the difference.
All Copel employees are qualified for pension plans and adherence is voluntary.
Normal contribution:
GRI 201-4
Significant financial aid
from the government
GRI 103-1
Explanation of material
themes and their limits
PEOPLE MANAGEMENT
GRI 103:
MANAGEMENT
METHODS 2016
83 and 86
85
121
121
122 to 124
123
80
157 to 158
73 to 87
135
GRI STANDARDS
DISCLOSURE
REMARKS
GRI 103:
MANAGEMENT
METHODS 2016
GRI 103-2
Management method
and its components
GRI 103-3
Management method assessment
GRI 401-1
New hiring of employees and turnover
per age group, gender and region
OMISSION
REPORT
PAGE
73 to 87
73 to 87
74
GRI 401:
EMPLOYMENT
GRI 401-2
Benefits granted to employees
complementation, life insurance, chemical dependency program, vaccination and
78
Food / Meal Voucher aid, Childcare Allowance, Extended Maternity leave, extended
paternity leave, participation in profits and results, Anticipation of the 13th Salary;
education aid, vacation advance, vacation bonus, flexible working hours, assistance
to disabled persons, aid to employees with disabled dependents, rehabilitation
and professional re-adequacy program, Award for Safety in Traffic, sick pay
life quality benefits (internal games, Sesi games, pre-retirement program, Energy
and Health Space, Copel choir, hours during the work hours to volunteer). Benefits
offered through Copel Foundation: private pension, savings plan, medical, hospital,
and dental and pharmacy assistance plan with interest rates lower than those
practiced in the market.
GRI 402: WORK
RELATIONS
MANAGEMENT
GRI 401-3
GRI 402-1
GRI 404-1
GRI 404: TRAINING
GRI 404-2
AND EDUCATION
Rates of return to work and retention
after maternity/paternity leave
Minimum term for notification
Copel does not have established deadlines for communicating operational
on operational changes
changes. This issue is not foreseen in the collective agreement.
Average number of training hours
per functional category and gender
Competence management programs
and continuous learning
Percent of employees that
For more details on Copel DIS and Copel GeT training and qualification actions,
access these subsidiaries’ sustainability reports at copel.com.
GRI 404-3
received performance and career
Partially answered.
GRI 405: DIVERSITY
GRI 405-1
AND EQUAL
OPPORTUNITIES 2016
GRI 405-2
GRI 406: NON-
DISCRIMINATION
GRI 406-1
development analyses
Diversity of governance
and employee groups
Ratio of basic salary and remuneration
between men and women
Total number of cases of discrimination
and remedial measures taken
There were no records of discrimination cases in 2019.
79
82
80 to 82
82
171 and 172
172
136
GRI STANDARDS
DISCLOSURE
REMARKS
REPORT
PAGE
OMISSION
GRI 407: FREEDOM
OF ASSOCIATION
AND COLLECTIVE
BARGAINING 2016
GRI 407-1
EMPLOYMENT
Cases where freedom of association and
No cases of this type were identified. Copel follows the legislation and strict internal
collective bargaining may be violated
norms for hiring and monitoring of suppliers, as described on pages 98 to 101.
EU14
Availability of specialized labor
to ensure the availability of specialized labors besides the personal development
81
ELECTRICITY SECTOR
INDICATORS
initiatives mentioned on pages 81 to 82. Refer to Copel GeT and Copel DIS socio-
environmental reports to learn more about these subsidiaries’ initiatives.
Copel (Holding Company) does not promote actions like trainee or technical learning
programs, partnerships with universities or research centers, or others intended
173 and 174
104 to 110
104 to 110
103, 107 and 109
Copel does not control the financial implications of climate change, because this
process would depend on the generation of information in several areas, and in
156
many of them there is no management of this type of information.
EU15
Percent of employees qualified for
retirement in the coming 5 and 10 years,
discriminated per occupational category
and region.
ENVIRONMENTAL MANAGEMENT
GRI 103:
MANAGEMENT
METHODS 2016
GRI 103-1
GRI 103-2
Explanation of material
themes and their limits
Management method
and its components
GRI 103-3
Management method assessment
GRI 201: ECONOMIC
PERFORMANCE
GRI 201-2
Financial implications
and risks due to climate change
GRI 302-1
Energy consumption in the organization
GRI 302:
ENERGY 2016
GRI 302-3
Energy intensity
GRI 302-4
Reduction in energy consumption
GRI 303-1
GRI 303-2
Interaction with water
as a shared resource
Management of water
discharge impacts
GRI 303: WATER AND
EFFLUENTS 2018
GRI 303-4
Water discharge
Copel does not consume water in its process. The consumption recorded by Copel
generates domestic sewage only.
Copel does not make conjunctive use of water in its processes.
The consumption registered by Copel generates only domestic sewage.
Copel consumed 161,014 cubic meters of water in 2019 from the municipal supply.
GRI 303-5
Water consumption
The Copel GeT Socio-environmental and Economic-Financial Report brings more
information on this subsidiary consumption.
106
106
106
108
137
GRI STANDARDS
DISCLOSURE
REMARKS
REPORT
PAGE
OMISSION
GRI 305-1
GRI 305-2
GRI 305-3
GRI 305: EMISSIONS
GRI 305-4
GRI 305-5
GRI 305-6
GRI305-7
GRI 306-1
GRI 306-2
GRI 306-5
GRI 306: EFFLUENTS
AND WASTE 2016
GRI 308: SUPPLIERS
ENVIRONMENTAL
GRI 308-2
ASSESSMENT 2016
RISK MANAGEMENT
Direct greenhouse gas (GHG)
emissions - SCOPE 1
Indirect greenhouse gas (GHG)
emissions - SCOPE 2
Other indirect greenhouse gas (GHG)
emissions - SCOPE 3
Intensity of greenhouse
gas (GHG) emissions
Reduction in greenhouse
gas (GHG) emissions
Emissions of ozone-depleting
substances (ODS)
For further details on Copel actions with regard to targets associated with
emissions, access the link.
Copel does not produce, import or export ODS.
Emissions of NOx, SOx and other
The only operation that produces atmospheric emissions is Figueira Thermal Plant,
significant atmospheric emissions
which did not operate in 2019 due to modernization works.
Total water disposal discriminated
Copel does not consume water in its process. The consumption recorded by Copel
per quality and destination
generates domestic sewage only.
Total waste weight per type
and method of disposal
Bodies of water significantly
Copel does not consume water in its process. The consumption recorded by Copel
affected by disposals and/or flowing
generates domestic sewage only.
Negative environmental impacts on
suppliers’ chain and measures adopted
Copel GeT assessed its critical suppliers with regard to environmental impacts in
greenhouse gas emissions in 2019. Learn more about the action in the company’s
Socio-environmental and Economic-Financial Report
GRI 103:
MANAGEMENT
METHODS 2016
GRI 103-1
GRI 103-2
Explanation of material
themes and their limits
Management method
and its components
GRI 103-3
Management method assessment
GRI 206:
ANTICOMPETITIVE
GRI 206-1
BEHAVIOR 2016
REGULATORY ENVIRONMENT
Lawsuits filed for unfair competition,
trust and monopoly practices
Copel is not subject to lawsuits for unfair competition, trust and monopoly practices.
GRI 103:
MANAGEMENT
METHODS 2016
GRI 103-1
GRI 103-2
Explanation of material
themes and their limits
Management method
and its components
GRI 103-3
Management method assessment
105
105
105
105
106
107
59 to 61
59 to 61
59 to 61
24 to 25
24 to 25
24 to 25
138
GRI STANDARDS
DISCLOSURE
REMARKS
GRI 307:
ENVIRONMENTAL
GRI 307-1
COMPLIANCE
Non-compliance with environmental
Infraction notice 133.476 for violation of disposition in article 62, IV of decree
laws and/or regulations
6514/2008. Payment of a fine of R$ 226,686.33.
GRI 419:
SOCIAL COMPLIANCE
GRI 419-1
Non-compliance with laws and
regulations in social and economic areas
Copel was, in 2019, subject to five processes filed by means of arbitration
mechanisms. The Company did not record payments of fines or monetary sanctions
in the period.
REPORT
PAGE
OMISSION
CUSTOMER SATISFACTION
GRI 103:
MANAGEMENT
METHODS 2016
GRI 103-1
GRI 103-2
Explanation of material
themes and their limits
Management method
and its components
GRI 103-3
Management method assessment
COMMUNITIES AND SOCIAL INVESTMENT
GRI 103:
MANAGEMENT
METHODS 2016
GRI 103-1
GRI 103-2
Explanation of material
themes and their limits
Management method
and its components
GRI 103-3
Management method assessment
93 to 94
93 to 94
93 to 94
95 to 98
95 to 98
95 to 98
GRI 202: MARKET
PRESENCE 2016
Variation in the lowest wage,
Copel does not have detailed control over the wages paid to outsourced
GRI 202-1
broken down by gender, compared to
employees, as the information is spread among the various contract management
78
the local minimum wage
areas and by the wholly-owned subsidiaries.
GRI 202-2
Proporção de executivos seniores
contratados na comunidade local
A Copel contrata por meio de concurso público e, portanto, não é feita essa
diferenciação para a contratação.
GRI 203:
GRI 203-1
INDIRECT ECONOMIC
IMPACTS 2016
GRI 203-2
Investments in infrastructure
Copel investments in infrastructure are made through its subsidiaries. For further
and services offered
details access Copel GeT and Copel DIS socio-environmental reports.
Significant indirect economic impacts,
including impacts’ extension
GRI 204: MARKET
PRACTICES 2016
GRI 204-1
Proportion of expenses with local
Copel DIS – 18.93%, considering as local suppliers those present in Paraná state
suppliers in important operational units
Copel GET – 97.11%, considering as local suppliers those present in states where
Copel (Holding Company) and Copel COM – 52.89%, considering as local suppliers
those present in Paraná state
Copel CTE – 38.98%, considering as local suppliers those present in Paraná state
Copel Geração e Transmissão has subsidiaries and SPEs under direct control:
Paraná, Mato Grosso, São Paulo, Rio Grande do Norte and Santa Catarina
Copel does not have a policy for the hiring of local suppliers.
GRI 408: CHILD
LABOR 2016
GRI 408-1
Operations and suppliers with
risk of occurrence of child labor
98
101
139
GRI STANDARDS
DISCLOSURE
REMARKS
GRI 409: FORCED
OR SLAVE-LIKE
GRI 409-1
WORK 2016
Operations and suppliers with
risk of occurrence of slave labor
GRI 412:
GRI 412-1
ASSESSMENT IN
HUMAN RIGHTS 2016
GRI 412-2
Training of employees in human
rights’ policies or procedures
Programs for engagement of the
GRI 413-1
community, impact and/or local
development assessments
GRI 413: LOCAL
COMMUNITIES 2016
GRI 413-2
Operations with negative
impacts on local communities
Operations subject to analyses
processes and procedures for the management of suppliers’ hiring as described
of assessments on human rights
on pages 98 to 101. With regard to own operation, human rights management is
Copel does not conduct formal analyses of human rights. The Company follows
described on page 70.
Details on the programs executed by Copel DIS and Copel GeT can be checked in
these subsidiaries’ sustainability reports.
Negative impacts occur in the scope of Copel GeT and Copel DIS. The main negative
impacts resulting from Copel GeT operations are pressure for urban infrastructure and
public services resulting from demographic and urban increase during construction;
interference in economic activities related to the use of natural resources and/or linked
to the polygon of buildings affected by the developments; compulsory displacement
of populations and changes in their lifestyles due to changes in economic production,
local links and social organizations; risks of economic retraction and population
depletion in municipalities after completion of the works; and inconvenience to the
populations surrounding the facilities resulting from increased circulation of people
and vehicles, noise emissions typical of the equipment. The main impacts of Copel
DIS are: generation of waste and dust; increase in levels of noises and vibration; visual
impact/change in the natural landscape due to vegetation suppression; limitation in
land use and occupation; and interference in the surrounding communities’ routine.
The most significant socio-environmental impacts in distribution networks (low
voltage and 13.8 and 34.5 kV) are accidents with third parties, management of
vegetation under networks and interference in urban landscape. For further details,
refer to the subsidiaries’ social-environmental reports on copel.com.
REPORT
PAGE
OMISSION
101
70
70, 76 and 97
140
GRI STANDARDS
DISCLOSURE
REMARKS
LOCAL COMMUNITIES
REPORT
PAGE
OMISSION
Compliant with environmental legislation in force and criteria from licensing
environmental bodies, during the preparation of environmental studies there are
consultations to dwellers in the area directly affected by the undertaking, which
assists in the analysis of the works’ socio-environmental feasibility.
During the implantation phase, relationship programs with the community’s
involvement are performed for clarifications on the installations, possible impact
during works, among other subjects. Communication channels are made available
to the community to collect information and for eventual indications of impacts that
require mitigating measures.
Stakeholders participation
Licensing bodies are involved in these activities, like Paraná Environmental
in decision processes
Institute (IAP), Environment Secretariats, City halls, Public Attorney’s Office,
ELECTRICITY SECTOR
EU19
INDICATORS
EU22
Number of people displaced, physically
and economically and indemnification
discriminated per type of project
Brazilian Institute of Environment and Renewable Natural Resources (Ibama), Chico
Mendes Institute for Biodiversity Conservation (ICMBio) and independent bodies
(IPHAN, FUNAI, Institute of Waters, Agriculture and Supply Secretariats, Education
Secretariats, among others.
The participating civil society organizations are: Consumers Council, Rural Unions,
APAEs Federation and Association of Residents.
Copel also participates in several forums and associations for discussions related to
the sector, particularly the Brazilian Association of Electricity Distributors (Abradee)
in order to contribute to the electricity distribution sector development in Brazil.
96
141
Companhia Paranaense de Energia – Copel
Independent Auditor’s Limited
Assurance Report on the
GRI “Standards” Indicators contained
in the 2019 Integrated Report
Deloitte Touche Tohmatsu Auditores Independentes
INDEPENDENT AUDITOR’S LIMITED ASSURANCE REPORT ON THE
GRI “STANDARDS” INDICATORS CONTAINED IN THE 2019 INTEGRATED REPORT
To the Managers and Shareholders
of Companhia Paranaense de Energia - Copel
Curitiba - PR
Introduction
We have been hired by the Management of Companhia Paranaense de Energia - Copel (“Company”) to present our limited assurance report on the
compilation of information related to the GRI “Standards” indicators, included in the Company’s 2019 Integrated Report, for the year ended on
December 31, 2019.
Responsibilities of the Company’s Management
The Company’s Management is responsible for the preparation and presentation, in an appropriate manner, of the information regarding the GRI
indicators included in the 2019 Integrated Report, following the criteria defined by the “Global Reporting Initiative - GRI” in its “Standard” version
and the internal controls that it has determined to be necessary to allow the preparation of this information free of relevant distortion, regardless of
whether caused by fraud or mistake.
Responsibility of independent auditors
Our responsibility is to express a conclusion on the information related to the GRI indicators, contained in the 2019 Integrated Report, based
on the limited assurance work conducted in accordance with the Technical Communique - CT No. 07/12, approved by the Federal Accounting
Council - CFC, and prepared based on NBC-TO-3000 - Assurance Processes Different from Audit and Review, issued by the CFC, which is
equivalent to the international standard ISAE 3000, issued by the “International Federation of Accountants - IFAC”, applicable to non-historical
information. These standards require compliance with ethical requirements, including independence requirements, and that the work is
performed to obtain limited assurance that the information related to the GRI indicators, in the 2019 Integrated Report, considered as a whole,
is free of relevant distortions.
142
A limited assurance work performed in accordance with NBC-TO-3000 (ISAE 3000) consists mainly of inquiries to the Company’s Management
and other professionals who are involved in the preparation of information related to the GRI indicators, included in the 2019 Integrated Report, as
well as the application of analytical procedures to obtain evidence that enables us to conclude in the form of limited assurance on the information
provided together. A limited assurance work also requires the execution of additional procedures when the independent auditor becomes aware
of matters that lead them to believe that the information related to the GRI indicators in the 2019 Integrated Report, considered together, may
present relevant distortions.
The procedures selected were based on our understanding of the aspects relating to the compilation and presentation of information related to
the GRI indicators in the 2019 Integrated Report and other circumstances of the work and our consideration of areas where relevant distortions
might exist.
The procedures included are the following:
a) the planning of the work, considering the relevance, the volume of quantitative and qualitative information and the operational and internal control
systems that served as the basis for the preparation of information related to the GRI indicators, included in the 2019 Integrated Report of the
Company.
b) the understanding of the calculation methodology and the procedures for the compilation of indicators through interviews with managers
responsible for preparing the information.
c) application of analytical procedures on quantitative information and inquiries into qualitative information and its correlation with the indicators
disclosed in the information related to the GRI indicators in the 2019 Integrated Report; and
d) comparison of indicators of a financial nature with the financial statements and/or accounting records.
The limited assurance work also included adherence to the guidelines and criteria of the GRI preparation structure in its “Standard” version, applicable
to the preparation of the information related to the GRI indicators, contained in the 2019 Integrated Report.
We believe that the evidence obtained in our work is sufficient and appropriate to support our conclusion in the limited form.
Scope and limitations
The procedures applied in limited assurance work are substantially less extensive than those applied in an assurance work that aims to provide an
opinion on the information related to the GRI indicators in the 2019 Integrated Report. Consequently, they do not provide us with the assurance that
we are aware of all the issues that would be identified in an assurance work aimed at providing an opinion. If we had carried out a work aimed at
issuing an opinion, we could have identified other issues and possible distortions that may exist in the information related to the GRI indicators in the
2019 Integrated Report. Therefore, we do not express an opinion on this information.
143
Non-financial data will be subject to more inherent limitations than financial data, given the nature and diversity of methods used to determine,
calculate or estimate these data. Qualitative interpretations of materiality, relevance and accuracy of data are subject to individual assumptions and
judgments. Also, we have not performed any work on reported data for prior periods, nor future projections and goals.
It is worth noting that the indicators subject to the above assurance procedures are those related to material issues obtained in the 2019 materiality
study of Copel Holding.
Other topics
Scope of assurance
The criteria for defining the scope of assurance included the selection of indicators directly associated with the material aspects informed by
the Company during the planning stage of the work, also excluding data and information on projects and initiatives included in the Annex to the
Company’s 2019 Integrated Report. We highlight below the indicators that were not the object of this assurance:
Indicators related to “Materials”: 301-1, 301-2 and 301-3.
Indicators related to “Energy”: 302-2, 302-3 and 302-5.
Indicators related to “Water”: 303-2, 303-3, 303-4 and 303-5.
Indicators related to “Biodiversity”: 304-1, 304-2, 304-3 and 304-4.
Indicators related to “Effluent and waste”: 306-3 and 306-4.
Indicators related to “Environmental assessment of suppliers”: 308-1.
Indicators related to “Emissions”: 305-1, 305-2, 305-3, 305-4, 305-5, 305-6 and 305-7.
Indicators related to “Occupational Health and Safety”: 403-2, 403-3, 403-4, 403-5, 403-6, 403-7, 403-8, 403-9 and 403-10.
Indicators related to “Training and Education”: 404-2.
Indicators related to “Safety Practices”: 410-1.
Indicators related to “Rights of indigenous peoples”: 411-1.
144
Indicators related to “Assessment of Human Rights”: 412-3.
Indicators related to “Social assessment of suppliers”: 414-1, 414-1, 414-2 and 414-2.
Indicators related to “Public policies”: 416-1 and 416-2.
Indicators related to “Marketing”: 417-1, 417-2 and 417-3.
Indicators related to “Customer Privacy”: 418-1.
Indicators related to “Sectoral Supplement”: G4-EU2, G4-EU3, G4-EU4, G4-EU5, G4-EU08, G4-EU09, G4-EU11, G4-EU12, G4-EU13, G4-EU17,
G4-EU20, DMA G4-EU21, G4-EU22, G4-EU 23 and DMA G4-EU24, G4-EU25, G4-EU26, G4-EU27, G4-EU28, G4-EU29 and G4-EU30.
Guidelines and specifications
In accordance with the GRI guidelines in its “STANDARDS” version, the Company declares that it is “in accordance” with the “’Core/Essential”
specifications in its Integrated Report for the year ended on December 31, 2019, which reports on core performance indicators and energy sector
supplement indicators.
Conclusão
Conclusion
Based on the procedures performed, as described in this report, nothing came to the attention that leads us to believe that the information related
to the GRI indicators, included in the 2019 Integrated Report, have not been compiled, in all relevant aspects, under the guidelines defined by the
Global Reporting Initiative – GRI Standards.
Com base nos procedimentos realizados, descritos neste relatório, nada chegou ao nosso
conhecimento que nos leve a acreditar que as informações relacionadas aos indicadores GRI,
constantes do Relato Integrado 2019, não foram compiladas, em todos os aspectos relevantes,
de acordo com as diretrizes definidas pela Global Reporting Initiative - GRI “Standards”.
Curitiba, May 14, 2020
Curitiba, 14 de maio de 2020
DELOITTE TOUCHE TOHMATSU
DELOITTE TOUCHE TOHMATSU
Auditores Independentes
Auditores Independentes
CRC nº 2 SP 011609/O-8 “F” PR
CRC no 2 SP 011609/0-8 “F” PR
Fernando de Souza Leite
Fernando de Souza Leite
Contador
Accountant
CRC nº 1 PR 050422/O-3
CRC nº 1 PR 050422/O-3
145
2020-CWT-0267 VF.docx
© 2020. Para mais informações, contate a Deloitte Touche Tohmatsu Limited.
4
Credits
Coordination
Companhia Paranaense de Energia – Copel
Rua Coronel Dulcídio, 800, Bairro Batel
Curitiba - PR - ZIP CODE 80420-170
Credit - Photos in the Opening of Chapters
Copel Collection
Page 88 - UTF Solar Panels - PR
Page 148 - Lago Igapó, Londrina
Adilson Goncalves de Campos Junior
Page 103 - Wind Farm, RN
Carlos Borba
Page 20 - Governador Ney Braga HPP
Daniela Catisti
Page 49 - Curitiba
Erika Yuriko Nishimura
Page 120 - Public lighting
Guilherme Pupo
Page 14 - Governador Bento Munhoz HPP
Page 62 - Governador Bento Munhoz HPP
Page 72 - Operation room of Foz do Areia HPP
Page 92 - Smart Copel, Curitiba - PR
Marcelo Rothen
Page 9 - Maintenance of the electric grid
Page 31 - Maintenance of the electric grid in rural areas
Page 71 - Governor José Richa HPP, Salto - Caxias
Page 111 - Substation
Page 125 - Wind Farm, RN
Writing and editorial Consulting
Visão Sustentável
Graphic design, layout and illustration of the business model
blendON
Selection, Collection and Analysis of Indicators
Visão Sustentável
Independent Auditors
Deloitte Touche Tohmatsu
146
ANNEXES
147
16.1 Incorporation of Global Compact Principles and SDG
The Company ratifies its commitment to the United Nations Global Compact and the Sustainable Development Goals (SDGs), in accordance to its
purpose of rising in the market in a sustainable way, prioritizing the principles that guide the Company’s mission, vision and values.
In this regard, the company presents, as an Annex to this publication, the Progress Communication (COP), where the initiatives developed to
implement the Compact principles and SDGs in its operations are specified. Throughout this Integrated Report, the results of these initiatives and
the progress of commitments assumed and started in 2019 can be seen. Such information can be found in GRI indicators’ reports made by Copel.
Global Compact Principles
1. RESPECT
and support internationally
acknowledged human
rights in the area
of influence.
2. ENSURE
the non-participation of
the company in violations
of human rights.
3. SUPPORT
the freedom of
association and
recognize the right to
collective bargaining.
4. ELIMINATE
all forms
of forced or
compulsory work.
5. ERADICATE
all forms of child
labor from the
production chain.
6. STIMULATE
practices that
eliminate any type of
discrimination at work.
7. ASSUME
practices that adopt
preventive, responsible
and proactive approaches
to environmental
challenges.
8. DEVELOP
initiatives and
practices to promote
and disseminate
socio-environmental
responsibility.
9. ENCOURAGE
the development
and discussion of
responsible environmental
technologies.
10. FIGHT
against corruption
in all its forms,
including extortion
and bribery.
148
Eliminate poverty in
all its forms, everywhere.
Ensure reliable, sustainable, modern access
to energy, at an affordable price to all.
Take urgent measures to fight
climate change and their impacts.
Eliminate hunger, achieve
food safety, improve nutrition
and promote sustainable agriculture.
Ensure healthy life and promote
the well-being for all, in all ages.
Promote sustained, inclusive
and sustainable economic growth,
full and productive employment
and decent work to all.
Build resilient infrastructures,
promote inclusive and sustainable
industrialization and foment innovation.
Ensure inclusive and equitable education,
with quality, and promote learning
opportunities in life for all.
Reduce inequality within
countries and among them.
Achieve gender equity and
empower all women and girls.
Make cities and human settlements
inclusive, resilient and sustainable.
Ensure water availability
and sustainable management
and sanitation to all.
Ensure sustainable production
and consumption standards.
Conserve and promote the sustainable use
of oceans, seas, and marine resources for
sustainable development.
Protect, recover and promote the sustainable
use of terrestrial ecosystems,
sustainably manage forests, fight
desertification, stop and reverse the earth’s
degradation and stop losses.
Promote peaceful and inclusive societies
for sustainable development, provide
access to justice for all and build effective,
responsible and inclusive institutions
at all levels.
Strengthen the means of implementation
and revitalize the global partnership for
sustainable development.
149
PROJECTS / PROGRAMS / MANAGEMENT SYSTEMS / PARTICIPATIONS AND POLICIES
Policies and management systems
Embracing voluntary commitments in the effort to promote sustainability, ethical conduct and best practices
PRINCIPLES AND GOALS
GLOBAL COMPACT
SDG
DATE
START / END
of corporate governance: Global Compact; Business Pact for Integrity and against Corruption and
1 to 10
16, 17
Various / Undetermined
Principles for Sustainable Executive Education (PRME).
Supply Chain Sustainability Management: aims to contribute to the development of suppliers, establishing
parameters linked to sustainability, proposing actions that promote and strengthen good practices along the
1 to 10
8, 16
2008 / Undetermined
supply chain.
Our Energy Program: includes the acquisition of new career opportunities, remuneration and personal
development to performance.
Generation by renewable sources: compliance with the strategic and sustainability guidelines established
for the generation business.
6
7, 8, 9
Ethical Guidance Board: Appreciates and issues guidance on processes related to ethical conduct in the Company.
1 to 10
Moral Harassment Reporting Commission: aims to analyze reports of moral harassment in the Company,
placing Copel as a pioneer company in the country in the implantation of a preventive process to guarantee
1 to 10
human and sound practices in people management.
Integrity Program and Compliance Portal: a set of internal mechanisms and procedures for integrity,
auditing and incentive to reporting of irregularities, and effective application of codes of ethics and conduct,
policies and guidelines to detect and correct deviations, fraud, irregularities and illicit acts committed against
the public administration, national or foreign.
Copel’s Transparency Portal: has the purpose of making information available in compliance with federal
and state legislation.
10
10
8
2013 / Undetermined
7, 9, 17
Undetermined
8, 16
8, 16
16
16
2003 / Undetermined
2009 / Undetermined
2015 / Undetermined
2014 / Undetermined
Diversity Program: aims to raise awareness and mobilize the staff aiming at the promotion of equal rights,
opportunities and recognition for all, as well as promoting and supporting internal actions in accordance with
1, 2, 6,
4, 5, 8 10, 16
2014 / Undetermined
public policies and movements focused on diversity.
Internal Socio-environmental Commissions - CISAS: act as multipliers of sustainability concepts, enabling
the identification of problematic situations in the socio-environmental aspect, strengthening the relationship
1, 2, 7, 8, 9
12, 13
2012 / Undetermined
with stakeholders.
Copel Corporate University - UniCopel: implementation of Educational Planning and management of
Leadership Development Programs, Graduate Courses (lato and strict sensu) and Languages.
4, 8
2007 / Undetermined
150
PROJECTS / PROGRAMS / MANAGEMENT SYSTEMS / PARTICIPATIONS AND POLICIES
Corporate Climate Change Management Program: aims to discuss and deliberate actions related to the
study of the effects of climate change, monitor actions resulting from the implantation of Copel’s Climate
Change Policy and voluntary commitments assumed.
PRINCIPLES AND GOALS
GLOBAL COMPACT
SDG
DATE
START / END
1, 2, 7, 8, 9
11, 12, 13, 17
2011 / Undetermined
INOV+ GeT Program: a program to promote innovation; started in 2015 to disseminate and acknowledge
innovative initiatives. In 2019, the initiative was re-structured and started to use a permanent platform for the
1, 8, 9
reception of innovative proposals that will generate value and bring management improvements.
9
2015 / Undetermined
Support for public policies and management improvement
Participation in the Brazilian Committee of the Global Compact and the National Movement SDG Nós
Podemos Paraná (SDG Movement We can Paraná)
1 to 10
16, 17
2016 / Undetermined
GT CLIMA – Working group that discusses climate change (including mitigation and adaptation) in Curitiba.
7, 8, 9
9, 11, 12, 13
Rede Sustenta Paraná – Paraná network for the advance of sustainability in public management.
1 to 10
16, 17
Participation in organizations that discuss and promote energy efficiency: Brazilian Association of Electric
Energy Concessionaires, Energy Planning Company, Brazilian Association of Electricity Generating
Companies, Brazilian Association of Electricity Distributors, Brazilian Association of Large Energy
Transmission Companies, Brazilian Committee of Large Dams, Regional Council of Engineering, Architecture
7, 8, 9
6, 7, 15
Various / Undetermined
and Agronomy of PR, FUNCOGE, Brazilian Association for Clean Energy Generation, Electricity Trading
Chamber, State Council of Water Resources, Brazilian Association of Photovoltaic Solar Energy, Brazilian
Committee of Electricity, Electronic, Illumination and Telecommunications.
Participation in associations that discuss and promote environmental improvements: Paraná State Basins
Committees, Regional Council of Engineering, Architecture and Agronomy of the State of Paraná, PR Waste
7, 8, 9
6, 15, 17
Various / Undetermined
and Citizenship Forum, Environmental Committees of PR Public Prosecution Service.
Voluntary participation in Paraná Competitive Movement and in examining boards of awards: National of
Quality, MPE Brasil and Paraná Quality in Management.
Social and environmental programs, project and initiatives
1 to 10
12, 17
2000 / Undetermined
Program for collection of donations to welfare entities and social service institutions, not for profit and of
collective interest, through the invoicing of energy.
1, 2
1, 10, 17
1999 / Undetermined
Annual donation, through tax incentives, to the Fund for the Rights of Children and Adolescents - FIA,
Rouanet Law, the Elderly Law, Sports Promotion Law, PROFICE, PAIC, PRONON and PRONAS.
Corporate Volunteer Program - Electricitizenship: enables employees to use up to four hours per month
for the execution of voluntary work.
1, 2, 5
1, 4, 16
2006 / Undetermined
1, 2, 4, 5, 7, 8
10, 16, 17
2001 / Undetermined
Copel’s Choir: promotes the integration of employees, quality of life at work, development of culture and
music education, as well as appreciation of Copel’s brand in the community.
6
2010 / Undetermined
151
PROJECTS / PROGRAMS / MANAGEMENT SYSTEMS / PARTICIPATIONS AND POLICIES
PRINCIPLES AND GOALS
GLOBAL COMPACT
Support room for breastfeeding and reduction of working hours: a comfortable and cozy place where the
mother can withdraw and store milk to timely offer to her child.
1, 2, 6
Cultivar Energia (Cultivate Energy) Program: the objective is to implement community gardens in the safety
bands of Copel’s electrical grids, in partnership with municipal governments and residents' associations.
1, 7, 8, 9
Corporate Accessibility Program: aims to make the Company adaptable in issues of accessibility and
inclusion of disabled persons (PwDs).
Eco-efficiency Program: concentrates the several eco-efficiency initiatives developed at Copel in a single
program operating as a hub, interconnecting them, strengthening them, empowering them, and enabling
new ways of doing business.
EducaODS Program: aims to train and develop Copel professionals, formal and informal leaders on issues
related to sustainability.
Susie Pontarolli Sustainability Award: aims to recognize and support initiatives that aim to contribute to
the promotion of sustainable development and improvement of quality of life.
1, 2, 6
7, 8, 9
1 a 10
1 a 10
SDG
3, 5
DATE
START / END
2016 / Undetermined
2, 10, 11, 12, 17
2009 / Undetermined
8, 10, 11, 16,
2007 / Undetermined
6, 8, 9, 12, 13
2014 / Undetermined
4, 12
1998 / Undetermined
10 12,17
2012 / Undetermined
Luz Fraterna (Fraternal Light) Program: Government of Paraná Program that performs the payment of
bills of consumers enrolled in the Social Tariff of Electric Energy, provided that the consumption does not
1, 2, 10
1, 7, 10, 11, 17
2003 / Undetermined
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 up to six national minimum wages.
Night Rural Tariff Program: incentive to increase agricultural production, for poultry farmers and swine
farmers, by means of tariff discount for consumer units classified as rural, served in low voltage.
Night Irrigation Program: stimulation of the use of irrigation to increase agricultural and poultry production,
as well as improvement of quality of life in rural areas, tariffs and equipment subsidized to rural consumers.
Energy Efficiency Program: focused on the efficient use of electricity in residential, industrial, commercial
and public facilities, located in the concession area of Copel.
Paraná Cidadão (Paraná Citizen) Program: promoted by the Special Secretariat for Community Relations,
to offer free services that promote citizenship and social inclusion. Copel participates in providing internet
infrastructure, enabling connectivity with systems for service rendering. It also participates by rendering
services and guidance on the safe and efficient use of electricity.
Paraná Digital (Digital Paraná) Program: digital inclusion in public schools by the connection of state
schools to the Internet, in partnership with the State Government and Education Department, with priority to
low HDI localities.
1, 2, 10
1, 2, 8
7,8, 9
7, 8, 9
1, 7, 10, 11, 17
2003 / Undetermined
7, 11, 17
2007 / Undetermined
2, 7, 8, 11, 12 17
2003 / Undetermined
7, 9, 11, 12
2000 / Undetermined
1, 2, 4, 5, 6, 10
1, 7, 9, 10, 17
2003 / Undetermined
1, 2, 6, 10
1, 4, 9, 10
2003 / Undetermined
152
PROJECTS / PROGRAMS / MANAGEMENT SYSTEMS / PARTICIPATIONS AND POLICIES
PRINCIPLES AND GOALS
GLOBAL COMPACT
SDG
DATE
START / END
Paraná Conectado (Paraná Connected) Program: the initiative provides access to optical fiber internet at
popular prices and 1 Mbps speed, according to the Broad-band State Plan, despite not being commercialized
1, 2, 4,
1, 9, 10
2010 / Undetermined
since 2017, the customer base is maintained.
Electricity Social Tariff: established by Law 10,438 / 2002, it offers discounts on electric power
consumption, up to a limit of 220 kWh, to families enrolled in the Single Registry of Social Programs of the
Federal Government, provided that the other criteria set forth in Aneel Resolution 414/2010 are observed.
Mais que Energia (More than Energy) Project: implantation, expansion and consolidation of social
investment projects and programs for the community.
1, 2
1, 2
Smart grid project: installation of 2,000 telemetry points in the urban area of Curitiba and 1,000 points in the
rural area of Colombo and Bocaiúva do Sul, the reading is done hourly making it possible to detect errors, lack
7, 8, 9
of energy and obtention of reading for billing without displacements.
Telemetry: enables automated collection of data in real-time (on time), optimizing the process given
precision in the collection, treatment and availability of data, also for clients, via the Internet.
Iluminando Gerações (Illuminating Generations) Project: lectures for students of the 4th year of
Elementary School in public schools, with an informative and preventive nature regarding the conscious and
safe use of electric energy, use of natural resources (energy and water) and correct disposal of waste.
8, 9
1, 2
1, 7, 10, 11
2002 / Undetermined
1, 7, 10, 11, 16,
17
7, 9, 11, 12, 13,
17
2014 / Undetermined
2015 / Undetermined
7, 9, 13
2010 / Undetermined
4, 11, 12
1970 / Undetermined
+Clic Rural Program: improvement of the quality of electricity supply in the rural area, focusing on
agricultural activities integrated with production processes sensitive to interruptions.
Corporate Waste Management Program: aims to implement and systematize the best waste management
practices, so that all waste generated is treated or disposed of correctly, so as not to harm the environment.
PrevenCÃO (Animal Prevention): public awareness about the importance of caring for pets to prevent
accidents with meter readers.
Florestas Urbanas (Urban Forest) Program: works with municipalities to plan the afforestation of public
roads, contributing to the environmental improvement of cities and reducing interruptions in energy supply
caused by a conflict between vegetation and electric systems
Florestas Ciliares (Riparian Forest) Program: aims to recover natural environments surrounding the
reservoirs of plants and other areas of interest of the Company.
Ichthyofauna Monitoring and Resettlement Program: its objective is to monitor and repopulate the
Company's reservoirs and rivers where Copel's ventures exercise some influence.
Experimental Station of Ichthyology Studies: study and reproduce species suitable for repopulation of
rivers and reservoirs in Paraná.
Control of invasive and / or exotic species: monitoring and control of invasive and / or exotic species of
fauna and flora.
1, 2, 7, 8, 9
7, 11, 12
2015 / Undetermined
7, 8, 9
1,7, 8,
7, 8, 9
7, 8, 9
7, 8, 9
7, 8, 9
7, 8, 9
8, 11, 12
2006 / Undetermined
12
2015 / Undetermined
11, 15, 17
2008 / Undetermined
6, 15
6, 15
6, 15
15
2006 / Undetermined
1993 / Undetermined
1992 / Undetermined
2000 / Undetermined
153
PROJECTS / PROGRAMS / MANAGEMENT SYSTEMS / PARTICIPATIONS AND POLICIES
PRINCIPLES AND GOALS
GLOBAL COMPACT
SDG
Recovery of degraded areas: monitoring and recovery of degraded areas.
Forest farms: for production of appropriate seedlings to be used in the Company’s other programs.
Botanical Garden: with exotic ornamental plant species, for conservation and research of vegetal species
collections and also sheltering of exotic ornamental plants.
Iguaçu Regional Museum: presents the social, cultural and environmental characteristics of populations
that have occupied Iguaçu River banks. It maintains a collection from the programs of Archaeological
Salvage and Cultural Memory and Scientific Utilization of Flora and Fauna in the implantation of the HPP
Governador Ney Braga.
Internet sem Bullying (Internet without Bullying) Program - the project aims to raise awareness of
children and young people in the 7th, 8th and 9th grades of elementary schools in Paraná, to the problem of
7, 8, 9
7, 8, 9
7, 8, 9
7, 8, 9
DATE
START / END
1999 / Undetermined
1973 / Undetermined
2010 / Undetermined
15
15
15
4, 11
200 / Undetermined
cyberbullying, through awareness lectures. It seeks to obtain the commitment of students not to practice and
1, 2
4
Undetermined
report cases of bullying, as well as instruct teachers to detect cases and know what to do. It won SDG 2019
Global Compact Brasil Award in Large Company Category, Peace axis.
Optical fiber recycling: Seeks a sustainable approach to the treatment of waste typical of
telecommunications operations. Optical fiber scrap produced by Copel Telecom is fully destined to recycling,
the main method for waste destination according to Law No. 12,305/10 – National Solid Waste Policy (PNRS).
7, 8, 9
9, 12, 13, 17
2016/Undetermined
Byproducts are generated that are valorized and will be re-introduced in the production chain, fomenting the
Circular Economy. This initiative was acknowledged as “Good Practice” in Sesi SDG 2018 Award.
Zero Carbon: Neutralization of greenhouse gas emissions by acquiring carbon credits in the modality REDD+
- Reduction of emissions from deforestation and forest degradation avoided and sustainable management
of forests. Copel Telecom was Zero Carbon for the second consecutive year. This initiative received an
“Honorable Mention” in Sesi SDG 2019 Award.
7, 8, 9
13, 15, 17
2018/ Undetermined
154
16.2 GRI Annexes
GRI 102-22
CORPORATE GOVERNANCE BODY
NUMBER OF MEMBERS PER GENDER
AMOUNT OF MEMBERS PER AGE GROUP
Shareholders’ Meeting
The number of members complies with Art. 9th
of Copel Bylaws and legislation in force
-
Appointment and Assessment
Committee (CIA)
4 men (80%)
1 woman (20%)
1 member between 30 and 50 years old (20%)
TERM OF OFFICE
Not applicable
Mandato unificado de 2 anos,
a contar da data de sua eleição,
sendo permitidas, no máximo,
Total – 5 members
4 members over 50 years old (80%)
2 reconduções consecutivas
Supervisory Board (CF)
1 woman (10%)
9 men (90%)
5 members between 30 and 50 years old (50%)
Two-year term, with 2 consecutive
re-conductions allowed
Total – 10 members
5 members over 50 years old (50%)
Board of Directors (CAD)
6 men (67%)
3 women (33%)
7 independent members
Total – 9 members
3 men (60%)
4 members between 30 and 50 years old (44%)
5 members over 50 years old (56%)
Two-year term, with 3 consecutive
re-conductions allowed
Statutory Audit Committee (CAE)
2 women (40%)
2 members between 30 and 50 years old (40%)
Two-year term, with 3 consecutive
re-conductions allowed
Total – 5 members
3 members over 50 years old (60%)
Executive Board
1 woman (14%)
6 men (86%)
3 members between 30 and 50 years old (86%)
Total – 7 members
1 member over 50 years old (14%)
Notes: 1. The Shareholders’ Meeting is composed of shareholders only.
2. There is no participation of stakeholders in the Supervisory Board (CF), Statutory Audit Committee (CAE) and Executive Board.
3. Stakeholders participate in the Appointment and Assessment Committee (CIA) and the Board of Directors (CAD), defined by representatives.
4. Each body assignment and competencies associated with economic, social and environmental themes can be consulted in the Company’s Bylaws and Internal Regulations, available at the Company’s website.
155
GRI 201-2
Risks to Copel resulting from climate change
RISKS
ASSOCIATED IMPACTS
OPPORTUNITIES
Extreme weather
Studies indicate that in the coming years
There are regulatory limits established in
There is the expectation that in the coming
events
increase in maximum temperatures will occur in
module 8 of Aneel Electricity Distribution
years, extreme weather events associated to
the Paraná state north region, which will impact
Procedures (Prodist), which determine
temperature will grow, generating an increase
energy transmission operation and maintenance
the execution of sanctions or fines for
in energy consumption – chiefly in Brazil’s
in this location, which can generate fines for
concessionaires for violations in energy
southern region – and consequent increase in
non-supply of energy.
distribution quality requirements.
demand for the services rendered by Copel
Tropical cyclones
Studies indicate that, in the coming years,
Energy maintenance and transmission
Physical nature
there will be an increase of windstorms in
operation quality are assessed by
Paraná state north and west regions, causing
Normative Resolution N 729, of June 28,
fall of transmission towers, impacting energy
2016. Non-compliance with this normative
transmission operation and maintenance in
may incur in sanction and fines for violations
these locations
of technical requirements
Charge for emissions
The Brazilian government is advancing the
Business expansion with thermal plants driven
study of charge model per emission rate. There
by fossil fuels may bring financial impacts
is a concern with how this will be done since
business models for the Brazilian electrical
system conduct to increase in investment in
thermal plants in the coming years
Carbon Cap and
Though the Brazilian electrical system presents
The introduction of carbon trading
Trade market
mechanisms
a low level of emissions, the fact of being one of
mechanisms in Brazil, of the Cap and Trade
the most organized and due to its capillarity, lets
type may cause an increase in costs to Copel
us believe that there is a reasonable possibility
that it is one of the sectors chosen to introduce
this type of mechanism
Regulatory
nature
Other nature
Reputation
The risk analysis with regard to climate
The frequent occurrence of electricity
parameters shows that there is a possibility in
shortage will lead to consumer dissatisfaction.
the coming years of the consumer suffer lack of
Observance of energy supply availability
electricity in case the system is not modernized
and quality indicators are conditioned to the
or adaptation actions are not taken
fulfillment of the concession contract
156
GRI 201-4
Tax incentives
INCENTIVE
GOVERNMENT
COPEL HOL
COPEL GET
COPEL DIS
COPEL CTE
TOTAL PER INCENTIVE
Rouanet and Audiovisual Law
Childhood and Adolescence Fund
Sports Incentive
Federal
Federal
Federal
-
3,358,250.00
2,270,669.63
-
796,539.99
617,719.52
-
796,536.33
617,719.00
-
-
-
5,628,919.63
1,414,259.51
1,414,255.33
Pronas – National Disabled Person Attention Program
Federal
-
796,536.00
617,719.91
-
1,414,255.91
National Elderly Fund
PROFICE
PROESPORTE
Federal
State
State
-
796,536.99
617,719.52
-
1,414,256.51
-
-
-
R$ 15,919,699.68
1,026,768.00
16,946,467.68
-
-
-
-
Municipal Culture Foundation
Municipal
-
-
-
-
-
Total per company
-
6,544,399.31
20,661,247.26
1,026,768.00
28,232,414.57
2019
INCENTIVE
Rouanet and Audiovisual Law
Childhood and Adolescence Fund
Sports Incentive
GOVERNMENT
COPEL HOL
COPEL GET
COPEL DIS
COPEL CTE
2018
TOTAL PER INCENTIVE
Federal
Federal
Federal
-
3,081,434.80
1,424,224.00
314,100.00
4,819,758.80
-
770,365.03
356,086.75
78,531.91
1,204,983.69
-
770,300.00
356,000.00
78,500.00
1,204,800.00
Pronon – National Oncological Attention Support Program Federal
-
770,000.00
352,000.00
78,000.00
1,200,000.00
Pronas – National Disabled Person Attention Program
Federal
-
629,403.71
336,721.93
-
966,125.64
National Elderly Fund
PROFICE
PROESPORTE
Federal
State
State
-
770,365.03
356,086.75
78,531.91
1,204,983.69
-
-
7,018,110.00
207,350.00
7,225,460.00
-
-
1,468,000.00
34,000.00
1,502,000.00
Municipal Culture Foundation
Municipal
-
11,575.50
-
86,321.00
97,896.50
Total per company
-
6,803,444.07
11,667,229.43
955,334.82
19,426,008.32
157
INCENTIVE
GOVERNMENT
COPEL HOL
COPEL GET
COPEL DIS
COPEL CTE
TOTAL PER INCENTIVE
Rouanet and Audiovisual Law
Childhood and Adolescence Fund
Sports Incentive
Federal
Federal
Federal
-
2,720,378.00
683,022.00
297,600.00
3,701,000.00
-
680,094.00
170,777.00
74,400.00
925,271.00
-
679,900.00
170,700.00
74,400.00
925,000.00
Pronon – National Oncological Attention Support Program Federal
-
680,094.00
170,776.00
74,400.00
925,270.00
National Elderly Fund
PROFICE
Federal
State
-
680,094.00
170,777.00
74,400.00
925,271.00
-
-
12,299,020.90
232,126.00
12,531,146.90
Municipal Culture Foundation
Municipal
-
71,428.00
-
280,793.75
352,221.75
Total per company
-
5,511,988.00
13,665,072.90
1,108,119.75
20,285,180.65
2017
INCENTIVE
GOVERNMENT
COPEL HOL
COPEL GET
COPEL DIS
COPEL CTE
Rouanet and Audiovisual Law
Federal
155,000.00
1,693,000.00
-
Childhood and Adolescence Fund
Federal
-
464,000.00
-
Sports Incentive
Federal
-
464,128.25
-
330,000.00
80,000.00
80,200.00
2016
TOTAL PER INCENTIVE
2,178,000.00
544,000.00
544,328.25
Pronon – National Oncological Attention Support Program Federal
-
464,000.00
-
80,000.00
544,000.00
National Elderly Fund
PROFICE
Federal
State
-
464,000.00
-
80,000.00
544,000.00
-
-
8,581,409.30
-
8,581,409.30
Municipal Culture Foundation
Municipal
-
34,518.00
-
217,682.00
252,200.00
Total per company
155,000.00
3,583,646.25
8,581,409.30
867,882.00
13,187,937.55
158
GRI 304- 1
Copel GeT
AREA NAME
SIZE (KM²)
GEOGRAPHICAL LOCATION
TYPE OF OPERATION
VALUE TO BIODIVERSITY
Energy generation
and transmission
Estação Ecológica Rio Dos Touros
12.34
Campo Largo (PR)
Parque Estadual De Vila Velha
Parque Estadual Do Guartela
Parque Estadual Do Pau-Oco
Parque Estadual Do Pico Marumbi
Parque Estadual Do Rio Guarani
Parque Estadual Serra Da Baitaca
Parque Estadual Vale Do Codo
Parque Nacional De Guaricana
Parque Nacional Dos Campos Gerais
Refúgio Da Vida Silvestre Do Rio Tibagi
Refúgio De Vida Silvestre Mono Castro
Carambeí (PR)
Castro (PR)
Guaratuba (PR)
Jaguariaíva (PR)
Morretes (PR)
Piraquara (PR)
Ponta Grossa (PR)
Quatro Barras (PR)
Reserva do Iguaçu (PR)
São José dos Pinhais (PR)
Tibagi (PR)
Três Barras do Paraná (PR)
Full Protection Conservation Units destined to
keep ecosystems free from changes caused
by human intervention where Copel GeT’s
undertakings are located.
Only indirect use of its natural resources
is allowed.
The limitation of use of these areas varies
according to the CU category:
• Estação Ecológica (Ecological Station):
aims at preserving nature and conduction
of scientific research;
• Parque (Park): Public ownership and
domain. Private areas included in their
borders will be expropriated, as provided
by law.
• Refúgio da Vida Silvestre (Wildlife Refuge):
Intended to protect natural environments
where life conditions or conditions for
reproduction of species or local flora and
resident or migrating fauna communities.
159
AREA NAME
SIZE (KM²)
GEOGRAPHICAL LOCATION
TYPE OF OPERATION
VALUE TO BIODIVERSITY
Área de Proteção Ambiental Corumbatai, Botucatu
70.05
Almirante Tamandaré (PR)
e Tejupa Perimetro Corumbatai
Área de Proteção Ambiental de Campinas
Área de Proteção Ambiental Do Iguacu
Área de Proteção Ambiental Do Irai
Área de Proteção Ambiental Do Passauna
Área de Proteção Ambiental Do Pequeno
Área de Proteção Ambiental do Rio Paraíba do Sul
Amparo (SP)
Analândia (SP)
Antonina (PR)
Araucária (PR)
Atibaia (SP)
Balsa Nova (PR)
Bragança Paulista (SP)
Área de Proteção Ambiental Do Rio Verde
Campina Grande do Sul (PR)
Área de Proteção Ambiental Estadual Da Escarpa
Devoniana
Área de Proteção Ambiental Estadual Da Serra Da
Esperanca
Área de Proteção Ambiental Estadual De
Guaratuba
Área de Proteção Ambiental Estadual Do Piraquara
Área de Proteção Ambiental Piracicaba Juqueri
Mirim Área 1
Área de Proteção Ambiental Piracicaba Juqueri
Mirim Área 2
Área de Proteção Ambiental Sistema Cantareira
Reserva Particular Do Patrimonio Natural Morro
Da Mina
Reserva Particular Do Patrimonio Natural Perna
Do Pirata
Campinas (SP)
Campo Largo (PR)
Campo Magro (PR)
Carambeí (PR)
Castro (PR)
Colombo (PR)
Corumbataí (SP)
Curitiba (PR)
Guaratuba (PR)
Igaratá (SP)
Itirapina (SP)
Jaguariaíva (PR)
Jaguariúna (SP)
Morretes (PR)
Morungaba (SP)
Palmeira (PR)
Pedreira (SP)
Pinhais (PR)
Piracaia (SP)
Piraquara (PR)
Ponta Grossa (PR)
Rio Claro (SP)
São Carlos (SP)
São José dos Campos (SP)
São José dos Pinhais (PR)
Tibagi (PR)
Tijucas do Sul (PR)
União da Vitória (PR)
Energy generation
and transmission
Sustainable use Conservation Units (CUs)
where Copel GeT undertakings are located.
Environmental exploration is allowed in these
Conservation Units, however in a way that
will ensure environmental resources and
ecological processes continuity, keeping
biodiversity and other ecological attributes in a
socially fair and economically feasible way.
The limitation of use of these areas varies
according to the CU category:
• Área de Proteção Ambiental
(Environmental Protection Area): Usually
very long areas with some level of
human occupation, with abiotic, biotic,
esthetic or cultural attributes particularly
important to life quality and well-being
of human populations, whose basic
objectives are to protect biological
diversity, discipline the occupation
process and ensure the sustainability of
the use of natural resources.
• Reserva Particular Do Patrimonio Natural
(Private Reserve of the Natural Heritage):
Private area recorded with continuity,
intended to conserve biological diversity.
160
AREA NAME
SIZE (KM²)
GEOGRAPHICAL LOCATION
TYPE OF OPERATION
VALUE TO BIODIVERSITY
Estação Ecológica De Assis
124.54
Antonina (PR)
Parque Estadual Do Penhasco Verde
Assis (SP)
Energy generation
and transmission
Full Protection Conservation Units (CUs) located
close (up to 3 km) Copel GeT undertakings.
Parque Estadual Pico Paraná
Parque Nacional De Saint-Hilaire/Lange
Parque Nacional Do Iguaçu
Parque Nacional Dos Campos Gerais
Parque Natural Municipal Augusto Ruschi
Refúgio Da Vida Silvestre Do Rio Tibagi
Campina Grande do Sul (PR)
Céu Azul (PR)
Paranaguá (PR)
Ponta Grossa (PR)
Santa Tereza do Oeste (PR)
São Jerônimo da Serra (PR)
São José dos Campos (SP)
These Conservation Units are destined to
keep ecosystems free from changes caused
by human intervention, and only indirect use
of its natural resources is allowed.
The limitation of use of these areas varies
according to the CU category:
• Estação Ecológica (Ecological Station):
aims at preserving nature and conduction
of scientific research;
• Parque Nacional/Estadual/Municipal
(National/State/Municipal Park):
Public ownership and domain, private
areas included in their borders will be
expropriated, as provided by law.
• Refúgio de Vida Silvestre (Wildlife Refuge):
Intended to protect natural environments
where life conditions or conditions for
reproduction of species or local flora and
resident or migrating fauna communities.
161
AREA NAME
SIZE (KM²)
GEOGRAPHICAL LOCATION
TYPE OF OPERATION
VALUE TO BIODIVERSITY
Área de Proteção Ambiental do Iguacu
160.54
Almirante Tamandaré (PR)
Área de Proteção Ambiental do Irai
Área de Proteção Ambiental do Passauna
Área de Proteção Ambiental do Pequeno
Área de Proteção Ambiental do Rio Verde
Antonina (PR)
Araucária (PR)
Artur Nogueira (SP)
Assis (SP)
Área de Proteção Ambiental Estadual da Escarpa
Campina Grande do Sul (PR)
Devoniana
Área de Proteção Ambiental Estadual da Serra da
Esperança
Área de Proteção Ambiental Estadual de
Guaratuba
Área de Proteção Ambiental Estadual do Piraquara
Área de Proteção Ambiental Estadual
Guaraquecaba
Área de Relevante Interesse Ecológico Matão de
Cosmópolis
Floresta Estadual de Assis
Reserva Particular do Patrimônio Natural Granja
Perobal
Campo Largo (PR)
Colombo (PR)
Cosmópolis (SP)
Cruz Machado (PR)
Curitiba (PR)
Londrina (PR)
Medianeira (PR)
Morretes (PR)
Paranaguá (PR)
Piraquara (PR)
Ponta Grossa (PR)
São Jorge D'Oeste
São José dos Pinhais (PR)
Reserva Particular do Patrimônio Natural Mata Do
União da Vitória (PR)
Barao
Reserva Particular do Patrimônio Natural Narciso
Luiz Vanini I
Energy generation
and transmission
Sustainable use Conservation Units (Cus) located
close (up to 3 km) to Copel GeT undertakings.
Environmental exploration is allowed in these
Conservation Units, however in a way that will
ensure renewable environmental resources
and ecological processes continuity, keeping
biodiversity and other ecological attributes in a
socially fair and economically feasible way.
The limitation of use of these areas varies
according to the CU category:
• Área de Proteção Ambiental (Environmental
Protection Area): Usually very long areas
with some level of human occupation, with
abiotic, biotic, esthetic or cultural attributes
particularly important to life quality and
well-being of human populations, whose
basic objectives are to protect biological
diversity, discipline the occupation process
and ensure the sustainability of the use of
natural resources.
• Área de Relevante Interesse Ecológico
(Area of Relevant Ecological Interest):
Usually small area with little or no human
occupation, with extraordinary natural
characteristics or that houses rare
specimen of the regional biota; and is
intended to maintain regionally or locally
important natural ecosystems, and
regulate the permitted use of these areas,
so as to make it compatible with nature
conservation objectives.
• Floresta Nacional/Estadual (National/
State Forest): Area with forest coverage,
predominantly of native species, whose basic
objective it the multiple sustainable use
162
AREA NAME
SIZE (KM²)
GEOGRAPHICAL LOCATION
TYPE OF OPERATION
VALUE TO BIODIVERSITY
MA063
MA062
MA065
MA068
AMZ-816
MA051
801.55
Almirante Tamandaré (PR)
Antonina (PR)
Araucária (PR)
Balsa Nova (PR)
Bituruna (PR)
Bocaiúva do Sul (PR)
Campina Grande do Sul (PR)
Campo Largo (PR)
Campo Magro (PR)
Castro (PR)
Colíder (MT)
Colombo (PR)
Cruz Machado (PR)
Cruzeiro do Iguaçu (PR)
Curitiba (PR)
Itaúba (MT)
Morretes (PR)
Nova Canaã do Norte (MT)
Nova Santa Helena (MT)
Palmeira (PR)
Pinhais (PR)
Piraquara (PR)
Porto União (SC)
Porto Vitória (PR)
Quedas do Iguaçu (PR)
Rio Bonito do Iguaçu (PR)
Rio Branco do Sul (PR)
São João (PR)
São Jorge D'Oeste (PR)
São José dos Pinhais (PR)
Saudade do Iguaçu (PR)
Sulina (PR)
Três Barras do Paraná (PR)
União da Vitória (PR)
of forest resources and scientific research,
with emphasis on methods for sustainable
exploration of native forests.
• Reserva Particular Do Patrimonio Natural
(Private Reserve of the Natural Heritage):
Private area recorded with continuity,
intended to conserve biological diversity.
Areas classified as “Extremely High” with
regard to their biological importance for
biodiversity conservation in their area, where
Copel GeT undertakings are located or cross.
Energy generation
and transmission
163
AREA NAME
MA064
MA106
292
298
MA067
MA058
AMZ-529
SIZE (KM²)
459.45
GEOGRAPHICAL LOCATION
Apucarana (PR)
Arapongas (PR)
Arapoti (PR)
Araraquara (SP)
Assaí (PR)
Bituruna (PR)
Boa Esperança do Sul (SP)
Boa Vista da Aparecida (PR)
Cambira (PR)
Candói (PR)
Capitão Leônidas Marques (PR)
Cascavel (PR)
Catanduvas (PR)
Céu Azul (PR)
Colíder (MT)
Coronel Domingos Soares (PR)
Foz do Jordão (PR)
Ibaté (SP)
Itaúba (MT)
Jaguariaíva (PR)
Lindoeste (PR)
Londrina (PR)
Mandaguari (PR)
Mangueirinha (PR)
Matelândia (PR)
Nova Prata do Iguaçu (PR)
Pinhão (PR)
Reserva do Iguaçu (PR)
Ribeirão Bonito (SP)
Santa Lúcia (PR)
Santa Tereza do Oeste (PR)
São Jerônimo da Serra (PR)
Tibagi (PR)
Três Barras do Paraná (PR)
Ventania (PR)
Virmond (PR)
TYPE OF OPERATION
Energy generation
and transmission
VALUE TO BIODIVERSITY
Areas classified as “Very High” with regard
to their biological importance for biodiversity
conservation in their area, where Copel GeT
undertakings are located or cross.
164
AREA NAME
MA092
MA099
MA072
MA090
SIZE (KM²)
GEOGRAPHICAL LOCATION
TYPE OF OPERATION
VALUE TO BIODIVERSITY
32.11
Arapoti (PR)
Castro (PR)
Ibaiti (PR)
Ortigueira (PR)
Sapopema (PR)
Telêmaco Borba (PR)
Energy generation
and transmission
These are areas classified as “High” in
relation to their biological importance for the
conservation of biodiversity in which Copel
GeT undertakings are located or through
which they pass.
*It is worth mentioning that for this analysis Copel GeT’s own real estate properties considered as Protected Areas (PPAs) or destined almost exclusively to conservation were included, liked those located in Serra do Mar,
which totalize 10,202,72 ha.
Copel DIS
AREA NAME
SIZE (KM²)
GEOGRAPHICAL LOCATION
TYPE OF OPERATION
VALUE TO BIODIVERSITY
0.93
Paraná state
Full protection conservation unit
5.00
Paraná state
High voltage
transmission lines
Includes national and state parks, wildlife
refuge, biological reserve and ecological station
for the protection of terrestrial ecosystems.
Medium voltage
distribution networks
Includes national and state parks, wildlife
refuge, biological reserve and ecological station
for the protection of terrestrial ecosystems.
Sítios RAMSAR - Área de Proteção
Ambiental Estadual de Guaratuba
1.50
Guaratuba, Mandirituba, Tijucas do
Sul, Matinhos, Pontal do Paraná, São
José dos Pinhais, Morretes - PR
Vossoroca substation,
Chaminé substation,
Salto do Meio substation
Sítio Ramsar Guaratuba presents high
biodiversity value, considering its high diversity
of living beings and rich landscape comprising
mountains, altitude fields, rivers, waterfalls,
plains, mangrove forests. The Environmental
Protection Area (APA) is the area of the natural
distribution of bicudinho-do-brejo (Formicivora
acutirostris), endangered species.
RAMSAR ESEC Guaraqueçaba
0.01
Guaraqueçaba - PR
Medium voltage
distribution networks
(RDs)
Guaraqueçaba ESEC is a full protection
conservation unit, of public domain, formed
by mangrove forests, sandbanks and coastal
islands. It is an area of occurrence of papagaio-
da-cara-roxa (parrot - Amazona brasiliensis).
165
GRI 304- 3
NAME OF AREA WITH HABITAT PROTECTED OR RESTORED
SIZE (KM²)
GEOGRAPHICAL LOCATION
NOTE
Forest Compensation Projects
175.28
Several in Paraná and São Paulo states
In total, the actions of forest reposition developed
by Copel GeT covers an area of 175.28 ha:
• 86.57 ha were contemplated with compensatory
plantation actions;
• 22.33 ha were contemplated with exotic species
eradication actions;
• 66.38 ha was contemplated with the institution
of environmental servitude.
It is worth mentioning that among these actions,
some were already concluded for representing fully
established areas, being object only of monitoring
actions, while others are still object of maintenance
actions and will be monitored until their full
establishment.
Paraná PPAs
2,174.72
Several in Paraná and São Paulo states
In compliance with applicable legislation, Copel GeT
maintains the respective Permanent Preservation
Areas (PPAs) around the artificial reservoirs of its
Hydroelectric Power Plants (HPPs).
In addition to legal prerogative (Law No.
12,651/2012 and
CONAMA Resolution No. 302/2002), in the
technical aspect, the preservation of these areas
also assists in the improvement of water quality
and reduction of displacement of sediments to
reservoirs interior, contributing to the conservation
of their service life.
Mato Grosso PPAs
4,592.00
Cláudia, Colíder, Itaúba and Nova Canaã (MT) Colíder Plant Permanent Preservation Area.
166
NAME OF AREA WITH HABITAT PROTECTED OR RESTORED
SIZE (KM²)
GEOGRAPHICAL LOCATION
NOTE
Serra do Mar Areas - PARANÁ Guaricana
6,003.83
Guaratuba (PR)
Areas located at Serra do Mar have several areas
destined environmental conservation of properties
covered by Guaricana National Park.
The areas are monitored by Copel GeT through
Contract No. 4600014901/2018, all of them located
in Guaratuba municipality (PR).
Serra do Mar Areas – Chaminé HPP
3,513.36
Tijucas do sul (PR)
Real estates acquired by Copel GeT, but are currently
destined to environmental conservation alone.
The areas are monitored by Copel GeT through
Contract No. 4600014901/2018. Real estates
near Chaminé HPP, all of them in Tijucas do Sul
municipality (PR), are Araçatuba, Porto Bonito and
São João.
Serra do Mar Areas – Guaricana HPP
615.48
Several in Paraná state
Real estates acquired by Copel GeT, but they are
not and won’t be used for operational purposes
(they are considered unserviceable for this purpose),
and are currently destined to environmental
conservation alone.
Part of them is also inserted in Guaricana PARANA,
and are located in São José dos Pinhais, Morretes
and Guaratuba municipalites, all in Paraná state.
The areas are also monitored by Copel GeT through
Contract No. 4600014901/2018.
Serra do Mar Areas - Several
70.05
Sã José dos Pinhais (PR)
Copel GeT real estates that today are destined to
environmental conservation, namely, Osso Danta
and Colônia Santos Andrade.
Both areas are also monitored by Copel through
Contract No. 4600014901/2018.
167
NAME OF AREA WITH HABITAT PROTECTED OR RESTORED
SIZE (KM²)
GEOGRAPHICAL LOCATION
NOTE
Estação Ecológica Tia Chica
423.12
Pinhão (PR)
With 423.12 hectares, Estação Ecológica Tia Chica
will be classified as Full Protection, aiming at nature
preservation and scientific research.
The area declared of Public Utility for purposes of
expropriation was not yet decreed as Conservation
Unit, and the process is in progress. It will be an
environmental compensation for HPP Derivação do
Rio Jordão.
It is located in the Mixed Ombrophylous Forest
or Araucaria Forest, in the backwaters of the
reservoir of the Derivação do Rio Jordão HPP, in the
municipality of Pinhão (PR).
Parque Estadual do Rio Guarani
2,322.00
Três Barras do Paraná (PR)
With 2,322.00 hectares, Rio Guarani State Park is
classified as Full Protection and its objective is the
preservation of natural ecosystems with ecological
relevance and landscape beauty. It began to be
studied by Copel in 1997, due to the implantation of
the Governador José Richa HPP.
On July 19, 2000, the creation of the Parque
Estadual do Rio Guarani was decreed through
State Decree 2322/2000, for environmental
compensation for the Governador José Richa HPP.
It is located in the Semi-Deciduous Seasonal Forest
and Mixed Ombrophylous Forest or Araucaria
Forest, on the right margin of the Governador
José Richa HPP reservoir (Salto Caxias), in the
municipality of Três Barras do Paraná (PR).
168
NAME OF AREA WITH HABITAT PROTECTED OR RESTORED
SIZE (KM²)
GEOGRAPHICAL LOCATION
NOTE
Estação Ecológica Rio dos Touros
1,231.06
Reserva do Iguaçu (PR)
With 1,231.06 hectares, Estação Ecológica do Rio
Governador Bento Munhoz Power Plant Botanical Garden
dos Touros is classified as Integral Protection and
its objective is the preservation of nature and the
conducting of scientific research.
On June 5, 2001 the creation of this Ecological
Station was decreed, to compensate the
environment surrounding the Governador Ney
Braga HPP.
It is located in the Mixed Ombrophylous Forest
or Araucaria Forest, on the right margin of the
reservoir of the Governador Ney Braga HPP (Salto
Segredo), Iguaçu Reserve municipality, in Paraná.
Its creation is stated in State Decree 4,229/2001.
169
GRI 403-9
Occupational Health and Safety indicators 2019 | Copel GeT
Number of deaths
Death rate
Number of work-related injuries with significant consequences
Rate of work-related injuries with significant consequences
Number of recordable work-related injuries
Rate of recordable work-related injuries
OWN EMPLOYEES
OUTSOURCED EMPLOYEES
0
0
0
0
3
1.24
1
0.29
0
0
16
4.59
Occupational Health and Safety indicators 2019 – Copel DIS
OWN EMPLOYEES
OUTSOURCED EMPLOYEES
Number of deaths
Death rate
Number of work-related injuries with significant consequences
Rate of work-related injuries with significant consequences
Number of recordable work-related injuries
Rate of recordable work-related injuries
0
0
0
0
38
4.04
0
0
1
0.11
90
7.19
Occupational Health and Safety indicators 2019 - Copel CTE
OWN EMPLOYEES
OUTSOURCED EMPLOYEES
Number of deaths
Death rate
Number of work-related injuries with significant consequences
Rate of work-related injuries with significant consequences
Number of recordable work-related injuries
Rate of recordable work-related injuries
0
0
0
0
1
1.28
0
0
0
0
2
2.81
170
GRI 405-1
Diversity of own employees per functional category
OPERATIONAL
TECHNICAL LEVEL PROFESSIONAL
SECONDARY LEVEL PROFESSIONAL
HIGHER EDUCATION PROFESSIONAL
Total
% per functional category
Men
Women
% of men
% of women
Up to 30 years
Between 30 and 50 years old
Over 50 years old
% up to 30 years old
% between 30 and 50 years old
% over 50 years old
Black and mixed-race
% black and mixed-race
Disabled persons (PwDs)
% PwDs
57
1%
57
0
100%
-
0
12
45
-
21%
79%
10
18%
-
-
1,747
25%
1,631
116
93%
7%
85
1304
358
5%
75%
20%
264
15%
9
1%
3,997
56%
2,886
1,111
72%
28%
330
2673
994
8%
67%
25%
555
14%
150
4%
Total of members per governance body
GOVERNANCE BODY
EXECUTIVE
BOARD
BOARD OF DIRECTORS
SUPERVISORY BOARD
STATUTORY AUDIT
COMMITTEE
APPOINTMENT AND ASSESSMENT
COMMITTEE
Total
Men
Women
Up to 30 years old
Between 30 and 50 years old
Over 50 years old
7
6
1
0
6
1
9
6
3
0
4
5
10
9
1
0
5
5
5
3
2
0
2
3
1,294
18%
950
344
73%
27%
30
961
303
2%
74%
23%
100
8%
12
1%
5
4
1
0
1
4
171
Percent of governance bodies’ members in the organization (against total members of each body)
GOVERNANCE BODY
EXECUTIVE
BOARD
BOARD OF DIRECTORS
SUPERVISORY BOARD
STATUTORY AUDIT
COMMITTEE
APPOINTMENT AND ASSESSMENT
COMMITTEE
Men
Women
Up to 30 years old
Between 30 and 50 years old
Over 50 years old
85.71
14.29
0.00
85.71
14.29
66.67
33.33
0.00
44.44
55.56
90.00
10.00
0.00
50.00
50.00
60.00
40.00
0.00
40.00
60.00
Note: There are no members of corporate governance bodies below 30 years old, or belonging to under-represented groups.
80.00
20.00
0.00
20.00
80.00
GRI 405-2
Proportion of base salary and men and women remuneration
FUNCTIONAL CATEGORY1
BASE SALARY PER GENDER (R$)2
GENDER PAY GAP
REMUNERATION PER GENDER (R$)
MEN/WOMEN REMUNERATION RATIO
MEN
WOMEN
MEN
WOMEN
Secondary level professional
1,888.42
1,888.42
Technical level professional
3,430.03
3,464.27
Higher education professional
5,367.00
5,313.87
1.00
1.01
0.99
3,254.58
2,407.34
5,994.58
5,413.94
6,226.64
6,229.30
0.74
0.90
1.00
Note: 1. The Operational category is not included because it only includes male employees.
2. The lowest salaries paid in December 2019 by career/gender were considered as the “Base salary”. “Remuneration” considered the average remuneration paid to employees with the lowest salaries in December of
the same year, by career, with the addition of 1/12 of the 2019 profit sharing amount.
172
GRI EU15
WORKERS ON LINES AND CONNECTIONS
Eligible for retirement in up to five years
Percentage
Eligible for retirement in up to ten years
Percentage
Total of employees
ELECTRIC PLANTS’ OPERATORS
Eligible for retirement in up to five years
Percentage
Eligible for retirement in up to ten years
Percentage
Total of employees
ENGINEERS
Eligible for retirement in up to five years
Percentage
Eligible for retirement in up to ten years
Percentage
Total of employees
MAINTENANCE MECHANICS
Eligible for retirement in up to five years
Percentage
Eligible for retirement in up to ten years
Percentage
Total of employees
OTHER
Eligible for retirement in up to five years
Percentage
Eligible for retirement in up to ten years
Percentage
Total of employees
SOUTH
139
9.10
352
23.04
1,528
SOUTH
12
12.12
30
30.30
99
SOUTH
53
8.94
109
18.38
593
SOUTH
64
10.29
135
21.70
622
SOUTH
640
15.34
1,135
27.21
4,171
SOUTHEAST
0
MIDWEST
0
NORTHEAST
0
0
1
5.56
18
0
0
0
0
0
0
0
0
SOUTHEAST
0
MIDWEST
0
NORTHEAST
0
0
0
0
0
0
0
0
12
0
0
0
0
SOUTHEAST
0
MIDWEST
0
NORTHEAST
0
0
0
0
1
0
0
0
7
0
1
50
2
SOUTHEAST
MIDWEST
NORTHEAST
0
0
0
0
0
1
6.67
3
20
15
0
0
0
0
4
SOUTHEAST
MIDWEST
NORTHEAST
0
0
0
0
2
1
6.25
2
12.5
16
3
60
3
60
5
TOTAL
139
8.99
353
22.83
1,546
TOTAL
12
10.81
30
27.03
111
TOTAL
53
8.79
110
18.24
603
TOTAL
65
10.14
138
21.53
641
TOTAL
644
15.36
1,140
27.18
4,194
173
GENERAL SUMMARY
Eligible for retirement in up to five years
Percentage
Eligible for retirement in up to ten years
Percentage
Total of employees
SOUTH
SOUTHEAST
MIDWEST
NORTHEAST
908
12.95
1761
25.11
7,013
0
0
1
4.76
21
2
4
5
10
50
3
27.27
4
36.36
11
TOTAL
913
12.87
1771
24.96
7,095
Substation
Credit: Marcelo Rothen
174