Integrated
REPORT
2020
TECHNOLOGY FOR DEVELOPMENT
Content
3 INTRODUCTION
About the report
Executive Summary
Message from the CEO
19 CONTEXT OF THE SECTOR AND COPEL
25 ABOUT COPEL AND ITS BUSINESS MODELS
A Companhia Paranaense de Energia
Shareholder structure
Business models
Operational efficiency
Energy planning and increased demand
49 ESG MANAGEMENT
Corporate governance
Corporate governance practices
Corporate governance structure
Appointment and performance evaluation of the
members of statutory bodies
Development of the members of governance bodies
Integrity
Risk management
Dam safety
Covid-19 Pandemic
Sustainability management
77 VALUE GENERATION
Human capital
Intellectual capital
Social and relationship capital
Natural capital
Infrastructure capital
Financial capital
182 GRI CONTENT INDEX
209 ASSURANCE
213 ANNEXES
233 CREDITS
INTRODUCTION
About the report
Executive Summary
Message from the CEO
About the report
This is the 2020 Integrated Report of Companhia Paranaense de
Energia – Copel, on the Company’s performance in the period
between January 01 and December 31, 2020. The document
gathers the financial information required by the current legislation,
and reports the business model of its wholly owned subsidiaries,
and performance in terms of human, intellectual, social and
relationship, natural, infrastructure, and financial capitals. GRI 102-50
Assumptions adopted to elaborate the 2020 Integrated Report
Principles of the Global Reporting Initiative GRI Standards and
disclosures of the electric power sector supplement, available in
version G4. This report has been prepared in conformity with the
GRI Norms in option “Essential”; GRI 102-54
The accounting data presented in the current report are related
to the companies in which Copel holds equity stakes. The
non-accounting data comprise Copel (Holding) 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, when applicable, any inclusion
or exclusion.
Copel’s Integrated Report is organized in two parts, the first one
being a presentation of the Company’s business, and the second
one is about the performance of its capitals, with a detailed
approach on the relevant topics for the business and on its value
generation capacity. The document has been submitted to the
approval of the Collegiate Board and of the Board of Directors
before being published. GRI 102-32, 102-44
In case you have any doubt or suggestion, or want to clarify
any issue on the content of the 2020 Integrated Report, please
forward it by e-mail to relato.integrado@copel.com. GRI 102-53
Indicators specifically requested by Aneel in its Accounting Manual
for the Electricity Sector; GRI 102-54
Guidelines from the International Accounting Reporting Standards
(IFRS), based on the information derived from the Financial
Statements and from the Communication on Progress in relation to
the commitments assumed with the Global Compact; an initiative of
the United Nations Organization (UN) that establishes guidelines to
promote sustainable growth and citizenship, by inviting companies to
align their strategies and operations to its universal principles on
behalf of sustainable development;
Provision of Law nº 13,303 (State-Owned Enterprise Act), of June
30, 2016, which establishes, in its article 8th, paragraph IX, the
annual disclosure of an integrated or sustainability report;
Principles for Responsible Management Education (PRME), a global
voluntary engagement platform of the United Nations Organization
(UN), which has an influence on UniCopel’s operations, a corporate
education department at Copel.
4
COPEL 2020 INTEGRATED REPORT INTRODUCTION Relevant and strategic topics
GRI 102-21, 102-29, 102-46
The material topics for Copel, relevant
for its activities and stakeholders, are
utilized as the basis for the performance
report in each cycle and also to support
the Strategic Planning process, and are
therefore fundamental for conducting the
Company’s operations.
For the cycle related to year 2020, the
materiality matrix defined in 2019 has
been revised (please check the Integrated
Report 2019), through a robust data survey
and processing process, whose updates
have considered the impacts of the health
and economic crises on Copel and its
subsidiaries in 2020. GRI 102-49.
As a result of that process, the material
topics approved in the previous cycle have
been maintained, and subject “Covid-19
Pandemic” has been included, considering
that it has had a huge, widespread, global,
and unprecedented impact ever seen in
modern corporate history. The materiality
proposal for 2020 has been submitted
to analysis by the Company’s Senior
Management, and has been approved by
the Collegiate Board (Redir) and the Board
of Directors (CAD). GRI 102-32
Other reports issued by Copel
Check them at www.copel.com:
Management Report and Financial
Statements
20F Report
Copel Geração e Transmissão’s Socio-
Environmental Responsibility and
Economic and Financial Report
Copel Distribuição’s Socio-
Environmental Responsibility and
Economic and Financial Report
Copel’s Materiality Report
In case you have any doubt or suggestion about
this report, please contact us at: GRI 102-53
Governance, Risk and Compliance Board - DRC
Corporate Sustainability and Corporate Governance
Coordination Office - CSG
E-mail: relato.integrado@copel.com
5
COPEL 2020 INTEGRATED REPORT INTRODUCTION Covid-19 Pandemic
GRI 103-1
The Covid-19 pandemic, a disease
caused by the new coronavirus, which
started in Wuhan, in December 2019,
and is having implications until the
time this report is being published, has
already infected more than 133 million
people all over the world, according
to data disclosed by the World Health
Organization (WHO).
In Brazil, the number of cases
disclosed by the Ministry of Health has
reached 13,279,857 and deaths have
amounted to 345,025. The pandemic
has directly affected human activities
and generated, in the country, a
health, political and diplomatic crisis,
with direct effects on the economy.
The GDP (Gross Domestic Product)
fell by 4.1% if compared to 2019, the
lowest growth rate in the historical series,
started in 19961.
As regards the Brazilian electric power sector,
the Electric Energy Trading Chamber (CCEE)
reported a decrease in energy consumption
between January and May 2020, reaching a
12% reduction in the worst month, and the
most affected were the production, consumer
goods, and service sectors. For the full year,
electric power consumption was 1.5% lower if
compared to 20192. Further information on the
sector can be found in section “Context of the
electric power sector and Copel,” on page 19.
At Copel, daily activities have been affected in
all sectors, with the establishment of remote
work for administrative area employees and
significant changes in execution and in the
healthcare protocols adopted for fieldwork.
The Company has adapted to the new
situation, by adopting measures to maintain
electric power supply to the population at large
and to contribute to ensuring normal operations
in the Brazilian Electric Power System.
Considering its relevance and direct influence
on Copel’s performance at the economic,
environmental, social and governance levels,
the “Covid-19 Pandemic” has been a material
and transversal topic for the remaining
matters discussed in the current report, so
that each specific content also provides a
contextualization of the impacts and measures
adopted by Copel in order to keep its business
operations, daily activities, and sustainability
practices. Such information will be reported
in a differentiated manner, enabling the reader
to easily recognize the contents associated to
the pandemic throughout the report.
1. IBGE. IBGE News Agency, 2021. Available at link.
2. Electric power CONSUMPTION fell by 1.5% in 2020, CCEE has indicated. CCEE’S website, 2021. Available at: CCEE’S website.
6
COPEL 2020 INTEGRATED REPORT INTRODUCTION Material topics for Copel in 2020
Legenda
DIRECT IMPACT
INDIRECT IMPACT
COPEL (OPERATIONS)
EMPLOYEES
GOVERNMENT
REGULATORY BODIES
COMMUNITIES
SUPPLIERS
CLIENTS
WITHOUT ANY IMPACT
Material topics for Copel
GRI 102-44, 102-46, 102-47
Material topics GRI Standards
Limits within
Limits outside
General standard corporate governance disclosures non-mandatory for
reports in option Essential: 102-17 to 102-39
Corporate governance
1
c
i
m
e
d
n
a
P
9
1
-
d
i
v
o
C
Anticorruption (205-1 to 205-3);
Anticompetitive behavior (206-1)
Public policy (415-1)
Organizational profile (EU2)
Availability and reliability (EU6)
Demand management (EU7)
Research & Development (EU8)
Operational efficiency
Efficiency of the system (EU11)
Planned capacity versus the projected long-term energy demand (EU10)
Transmission and generation losses (EU12)
Power supply disruptions (EU28)
Average duration of disruptions (EU29)
Average availability factor of the plant, broken down as per energy source
and regulatory system (EU30)
7
COPEL 2020 INTEGRATED REPORT INTRODUCTION
Material topics for Copel
GRI 102-44, 102-46, 102-47
Health and safety at work
Economic and financial
performance
Staff management
1
9
1
-
d
i
v
o
c
a
i
m
e
d
n
a
P
Environmental management
Material topics GRI Standards
Limits within
Limits outside
Health and safety at work (403-1 to 403-10)2
Employment (EU16 and EU18)
Economic and financial performance (201-1, 201-3, 201-4)
Employment (401-1 the 401-3)
Labor relations (402-1)
Training and education (404-1 the 404-3)
Diversity (405-1, 405-2)
Non-discrimination (406-1)
Freedom of association (407-1)
Availability of specialized workforce (EU14)
Percentage of collaborators eligible for retirement in the next 5 and 10
years (EU15)
Materials (301-1, 301-2)
Energy (302-1 the 302-5)
Water and effluents (303-1 to 303-5)2
Biodiversity (304-1 to 304-4)
GHG Emissions (305-1 to 305-7)2
Waste (306-1 to 306-5)2
Environmental evaluation of suppliers (308-1, 308-2)
Biodiversity (EU13)
8
COPEL 2020 INTEGRATED REPORT INTRODUCTION
Material topics for Copel
GRI 102-44, 102-46, 102-47
Risk management2
Regulatory environment
Material topics GRI Standards
Limits within
Limits outside
General standard corporate governance disclosure non-mandatory for
reports in option Essential: 102-30
Economic performance (201-2)
Client privacy (418-1)
Environmental compliance (307-1)
Socio-economic compliance (419-1)
Organizational profile (EU3)
Client satisfaction
Access (EU23, EU26, EU27)2
1
9
1
-
d
i
v
o
c
a
i
m
e
d
n
a
P
Communities and social
investment
Provision of information (EU24)
Market presence (202-1, 202-2)
Indirect economic impacts (203-1, 203-2)
Market practices (204-1)
Child labor (408-1)
Forced labor or equivalent to slavery (409-1)
Rights of indigenous peoples (411-1)
Evaluation in regard to human rights (412-1 to 412-3)
Local communities (413-1, 413-2)
Social Evaluation of Suppliers (414-1, 414-2)
Local communities (sectorial – EU19, EU22)
Contingency plans and response to disasters and emergencies (EU21)
Consumer health and safety (EU25)
Nota:
1. The GRI norm does not include any disclosure related to topic “Covid-19 Pandemic,” however Copel will transversally evaluate it in all remaining topics, reporting its impact and the contingency measures adopted in
relation to each one of them. For further information on this approach, see the content on page 6.
2. Material topic in the Materiality Map (mapa de materialidade) for energy infrastructure and power generation companies. The map is produced by the Sustainability Accountability Standard Board (Sasb) and deals with
issues that may potentially affect the financial condition or operational performance of a number of sectors.
9
COPEL 2020 INTEGRATED REPORT INTRODUCTION
Sustainable Development Goals
The UN Global Compact, of which
Copel is a signatory, has promoted
through the Global Compact Network
Brazil (RBPG) as initiative to integrate
the Sustainable Development Goals
(SDG) into the Brazilian Electric
Power Sector (BEPS), counting on
the participation of companies, the
academia, and related organizations.
As a result of that work, the priority
SDG’s for the sector (see picture) and
the correlated indicators and goals have
been defined.
These indicators and goals will be
presented throughout the current report,
together with Copel’s performance
in each one of them. The contents in
which the SDG’s are discussed can
be identified through the icons placed
along the chapters.
Thus, Copel transparently deals
with its efforts towards sustainable
development, in line with the practices
promoted and followed by the UN at the
global level.
Priority SDG’s for the electric power sector
ODS
ODS
ODS
ODS
ODS
Affordable and clean energy:
To ensure reliable, sustainable, and modern access do power supply
and at an affordable price for all.
Decent work and economic growth:
To promote sustainable and inclusive economic growth, full
and productive employment, and a decent work for all.
Industry, innovation and infrastructure:
To build resilient infrastructures, promote inclusive and sustainable
industrialization, and foster innovation.
Sustainable cities and communities:
To make cities and human settlements inclusive, safe, resilient,
and sustainable.
Action against global climate change:
To adopt urgent measures to fight climate change and its impacts.
10
COPEL 2020 INTEGRATED REPORT INTRODUCTION Executive Summary
Pandemic, context of the sector and Copel
Pages 6, 19 to 24
Considering the current health crisis, health and safety have
become even more relevant for Copel. It has been necessary
to quickly develop actions to prevent infection by the new
coronavirus and build a safe environment for workers.
A management commission was created to establish
preventive measures and corporate procedures to deal with
this issue. The majority of the workforce has been asked to
work remotely, but our operations have been preserved, since
energy is an essential resource for life. This crisis has strongly
affected the Brazilian economy, with effects on the energy
sector. In such a context, Copel’s business model, based on
value generation and continuous investment, has proven to
be highly resilient, and has generated good operational and
financial indexes.
2019
2020
DECi
9.10
7.81
FECi
6.00
5.55
Average availability factor of the plants
Average availability factor for energy
2019
94%
2020
93%
ESG Management
Corporate governance
Pages 50 to 69
Copel has approved, at the 201st Extraordinary General
Assembly, held on March 11, 2021, its new Bylaws,
according to which it will migrate to Governance
Level 2 of B3 upon the financial settlement of the
secondary public offering of shares or Units to be held by
the controlling shareholder. This initiative has led to many
improvements in the Company’s corporate governance,
which have been recognized by renowned institutions.
Once again Copel has been included in the portfolio of the
Corporate Sustainability Index (CSI B3), with a record score
in its history – 79 points in average in all evaluated items.
The Company has also kept the Certification from the State-
Owned Enterprise Governance Highlight Program of B3,
and has been the only company to obtain the maximum
score (60 points), having fulfilled all the requirements
established in its regulations.
11
COPEL 2020 INTEGRATED REPORT INTRODUCTION Sustainability management
Pages 70 to 76
Human capital
Pages 78 to 105
The Global Compact turned 20 years in 2020. Copel has been
a signatory since the treaty was launched, in 2000. As such,
the Company has implemented initiatives directly connected to
achieving the Sustainable Development Goals seen as a priority
in the Brazilian Electric Power Sector (BEPS), according to the
“Integration of the SDG’s into the BEPS” study, coordinated by the
Global Compact Network Brazil. The Company’s performance as
regards the SDG’s is commented throughout the current report.
Copel also takes part in the global SDG Ambition initiative, whose
purpose is to stimulate and support the participating companies to
include their commitment with the SDG’s in their planning
and strategic initiatives.
In the month of April, Copel launched its Human Rights Policy,
which formalized its guidelines for this issue. This document goes
along a global movement and increasing involvement of companies
with human rights, and serves as a reference to prevent, mitigate
and remedy violations that might occur in the Company, in its
production chain, or in affected communities.
394 hours of training
for employees on human rights in 2020
The majority of employees at Copel have had to adapt to remote
work, necessary to ensure social distancing during the pandemic.
Employees’ wages have been fully maintained and timely paid, and
payments of the Profit and Result Sharing Program (PRSP) have
been anticipated. The Company’s communication has been adapted
to the digital format, in order to keep the majority of corporate
practices, events and meetings. With the purpose of promoting
the best strategy for remote work, workshops have been held with
the managers to identify the difficulties posed by remote work and
improvement opportunities, enabling them to adjust to specific
cases. For those employees who could not stay home, the Company
has established strict protocols. Everything has been done in
conformity with the Staff Management Policy and with the Labor
Safety and Health Policy, among other norms.
Total number of own employees as per labor contract and gender
total
Permanent contract1
1,513
5,154
6,6672
Notas:
1. Copel does not hire own employees under a temporary contract.
2. The reduction in the total number of employees from 7,095, in 2019, to 6,667 in 2020 was due, mainly,
to the dismissal of 315 employees who adhered to the Termination Incentive Program (TIP). Altogether,
431 employees left the Company in that year. No new hiring through public contest has been undertaken.
Three employees have been reintegrated.
12
COPEL 2020 INTEGRATED REPORT INTRODUCTION Human capital
Pages 78 to 105
Injuries associated to work
GRI 403-9
Number and rate of injuries associated to work
with severe consequences (excluding fatalities)1
Injuries
Frequency rate2
Employees
Contractors
0
0.00
1
0.08
Number and rate of reportable injuries
associated to work1
Injuries
Frequency rate2
Employees
Contractors
23
2.19
119
7.35
Notes:
1. Data comprising the information provided by Copel DIS and Copel GET.
2. To calculate the rates 1,000,000 hours or work were taken into consideration, according to NBR 14,280 –
Labor Accident Registry – Procedures and Classification.
Social and relationship capital
Pages 106 to 125
Throughout the pandemic, in 2020, Copel acquired 200 thousand
RT-PCR test kits and 1.2 million masks in the total amount of R$
5 million Brazilian reais, which have been distributed to hospitals,
according to demand mapped by the Health Secretariat of the
State of Paraná (Sesa). Benefited persons added up to 5,637,834
inhabitants and 363,077 health professionals, which correspond
to around 49% of the total estimated population. The Company
also organized voluntary activities through the Corporate Voluntary
Work Program – EletriCidadania.
Covid-19 Pandemic
Donation of R$ 5 million
in tests and masks
Communities
155
volunteers
1,002 hours
de voluntariado
Suppliers
2,653 suppliers contracted
by Copel in 2020
R$ 11.28 billion in amounts paid
13
COPEL 2020 INTEGRATED REPORT INTRODUCTION
Intellectual capital
Pages 126 to 135
Natural capital
Pages 136 to 160
At the end of 2020, Copel launched a public call to hire
an expert consultancy company for the implementation
of the Open Innovation Program for Start-ups, to be
executed in 2021. It is expected it will accelerate the
development of new products and services for the
implementation of new businesses and to explore
new markets. Also in 2020, Copel signed a technical
cooperation agreement with the Brazilian Industrial
Development Agency (ABDI) for the utilization of
a technological sandbox – or “live laboratory” – of
technologies for smart cities, called Living Lab. Urban
mobility and smart cities are topics to which Copel
should dedicate special attention in the next few years.
Both contribute to reduce carbon emissions and to
promote access to power supply, in convergence with the
Sustainable Development Goals prioritized by the electric
power sector and the Company. The traditional Research
and Development activities have also been maintained,
in which R$ 83.12 million have been invested.
R$ 83.12 million
invested in Research
& Development
The adoption of remote work for a large part of our workforce
has generated positive impacts from the environmental point of
view. There has been a reduction in water, energy, paper, and fuel
consumption, and in waste generation associated to administrative
tasks. Many meetings have been held online, which has enabled
us to avoid displacements and, consequently, has had a bearing on
greenhouse gas emissions. The Company periodically monitors its
emission rates, keeps track of government decisions on carbon pricing,
evaluates the climate risks posed by new investments, and analyzes
measures to adapt its business to the impacts of these changes.
Management is guided by a specific policy and follows a model based
on performance and efficiency analyses. In addition to depending
on nature, Copel’s activities affect the environment according to
the employed resource and the enterprise in question. The impacts
are detailed in the environmental studies, undertaken according to
the regulatory requirements and whose results are used to support
the development not only of mitigation actions, but also to promote
preservation or recovery. Copel’s environmentally responsible operating
guidelines, as well as those of its wholly owned subsidiaries and
controlled companies, are defined in the Sustainability Policy.
Comparativo das emissões de 2020 e 2019 (em tCO2e)
2019
2020
Scope 1
Scope 2
Scope 3
Total
13,779.31
231,903.39
18,202.89
263,885.59
25,534.76
174,382.95
13,857.71
213,775.42
Variation (%)
85.31
-24.80
-23.87
-18.99
14
COPEL 2020 INTEGRATED REPORT INTRODUCTION Infrastructure capital
Pages 161 to 175
43 own plants
23 hydroelectric
plants
29 wind
power stations
2 thermoelectric
plants
11
plants with
equity interest
6,399.6 MW
of total installed
capacity
3,018.9 MW
on average of
physical guarantee
7,443 km
of transmission
lines
20,674 MVA
of transformation power in
the transmission substations
Annual Allowed
Revenue of
R$ 1,146.0 bilhão
Investments in enterprises that will add
142 km to extend the transmission lines
338.02 MVA added to the distribution system
177.1 km of new 138 kV transmission lines
4.8 milion clients in the wire energy market
4.8 milion in the captive energy market
965 energy trading clients in 22 states
4th position in the ranking of energy sale by traders in the accumulated
total for 2019
34.2 thousand km of backbone grid and 399 serviced municipalities
Financial capital
Pages 175 to 181
According to the ranking of the 1000 largest companies in
Brazil in 2019, assessed by newspaper Valor Econômico,
Copel has the highest net equity in the Southern region
and the 18th in Brazil, amounting to R$ 17.6 billion. These
figures reflect the business investments made in 2019, which
amounted to R$ 1.9 billion.
Fitch Ratings, one of the main independent credit risk rating
agencies in the world, has raised Copel’s reliability rating for
investors. The National Long-Term Rating reported by that
agency has become AA+(bra), instead of AA(bra), the rating
assigned in 2019. The Corporate Rating Perspective has
also been raised from Stable to Positive, which indicates the
possibility of an eventual rise in the future.
Accrual of R$ 2,764.0 million
to the Net Operating Revenue,
17.4% higher than in 2019
Ebitda of R$ 5,263,2 million,
24% higher than in 2019
28.2% of Ebitda Margin (Ebitda/ROL)
R$ 3,909.7 million net profit,
89.5% higher than in 2019
15
COPEL 2020 INTEGRATED REPORT INTRODUCTION Message from the CEO
GRI 102-14
In 2020, we experienced an unprecedented
crisis in Brazil and around the world, caused
by the new coronavirus. We faced a ruthless
enemy that has forced humanity to reinvent
itself. We had to conciliate care for people’s
health and productive activities. Despite these
difficulties, we reached the end of the year
with an excellent result for the Company, our
investors, and the State of Paraná.
In view of the pandemic, we gave priority
to the health and safety of our employees,
with the implementation of home working
for a large part of our professionals, and the
adoption of strict prevention measures for
those who continued to perform fieldwork.
Our employees did their best to ensure
the provision of essential services to the
population, and to supply quality electric
power to more than 11 million people in the
State of Paraná.
To help consumers, we suspended power
cuts due to default for four months for
residential units, low-income families, and
clients that perform essential activities. We
also offered special schemes for installment
payments, facilitating the negotiation of
debts. In addition to that, around 300
thousand families have been included in our
programs to provide assistance to vulnerable
populations, and they have been directly
benefited by the measures adopted by the
Federal Government and ANEEL to support
the sector during the new coronavirus
pandemic. Of that total, 160 thousand have
not paid their electric power supply bills
after being registered in the Fraternal Light/
Luz Fraterna program, managed by the
Government of the State of Paraná.
We have also contributed to fight the new
coronavirus: Copel has donated R$ 5 million
for the acquisition of test kits and masks
destined to professionals who are on the
frontline to fight the pandemic in Paraná. The
Company has also assumed the commitment
to make new donations to every client that
opts for the digital bill or automatic debt,
which will be implemented in 2021.
16
In the generation and
transmission sector, we have
strived to build enterprises
able to reinforce the electric
system and increase energy
offer and supply in the
country. The highlights are
PCH Bela Vista, whose works
will be concluded soon, in
the Southwestern region of
Paraná, and the Jandaíra Wind
Power Complex, in the State
of Rio Grande do Norte, which
is under construction.
In order to promote strong operating
conditions in the entire electric power
sector, we have helped lead a movement to
create Covid Account/Conta Covid, which
has benefited consumers by relieving the
impacts of the crisis on their electricity bills,
and has contributed to preserve the cash
flow of companies in the sector. In addition
to that, in July a lawsuit was passed into
matter adjudged exempting Copel from the
obligation of collecting the Pis and Cofins
COPEL 2020 INTEGRATED REPORT INTRODUCTION Works at PCH Bela Vista, in the city of Verê-PR
social contributions over the ICMS Tax (Tax over Merchandise and
Services Circulation) befalling the electric power tariff, which has
enabled the sector to actually reduce electricity bill values to those
who live in the State of Paraná.
At the same time, we have strongly endeavored to preserve the
Company’s cash flow, with an austere cost management and focus on
productivity. The result has been the highest profit in Copel’s history,
of R$ 3.9 billion. And we have also strictly fulfilled our investment
goal, with works to expand energy generation, transmission and
distribution, contributing to strengthen the electric power sector and
to provide quality infrastructure to foster the country’s development.
In the telecommunications area we concluded the first privatization
promoted by the Government of the State of Paraná in the last 20
years, and transparently and efficiently: the divestment of Copel
Telecom, in an auction held in B3, for R$ 2.39 billion, achieving a
70.94% premium, or almost R$ 1 billion.
In the energy distribution area, we have made the largest investment
in infrastructure works in Copel’s history: more than R$ 1 billion
allocated to expand and modernize the State’s grid. The highlights
are 2,807 kilometers of new three-phase grids as a part of the Paraná
Three-Phrase Grid/Paraná Trifásico program, and the launch of the
Smart Power Grid/Rede Elétrica Inteligente initiative, the largest
distribution grid modernization program in the country.
In the generation and transmission sector, we have strived to build
enterprises able to reinforce the electric system and increase energy
offer and supply in the country. The highlights are PCH Bela Vista,
whose works will be concluded soon, in the Southwestern region
of Paraná, and the Jandaíra Wind Power Complex, in the State
of Rio Grande do Norte, which is under construction. Together, these
power-generating units will produce sufficient energy to serve
400 thousand people.
17
COPEL 2020 INTEGRATED REPORT INTRODUCTION With the responsibility of being pioneers among
electric power sector companies in signing
the Global Compact, in 2020 we ratified the
importance of that program’s principles and of
the Sustainable Development Goals (SDG’s),
through our commitment with document “A
Statement from Business Leaders for Renewed
Global Cooperation,” thus renewing the spirit
of cooperation all over the world.
We also take part in SDG Ambition, a global
reach program of the Global Compact that
promotes the inclusion of sustainability in
corporate strategies, and the definition of
bold and ambitious corporate goals, so we
can all achieve the SDG’s. We have continued
to build awareness among all of our related
parties through the SDG Education/Educa
ODS Program, and implementing actions
to achieve the SDG’s, and especially those
prioritized by the Brazilian electric power
sector. These and other actions, such as the
donations made to fight the pandemic and
the Solidary Electricity Bill/Fatura Solidária
program, have contributed to enable Copel
and its power distribution subsidiary to obtain
the Sesi SDG 2020 seal, which acknowledges
the good management practices of companies
operating in the State of Paraná.
In 2020 we launched the Human Rights
Policy, to send a clear signal to our employees
and remaining stakeholders on how we must
act, and promoted the social inclusion of
immigrants by translating information into
the languages spoken by refugees, such as
Spanish and Haitian Creole. Our Diversity
Program and the Permanent Commission
that manages this topic have seen a deep
transformation, with the purpose of making
Copel a company increasingly adherent to
the most inclusive corporate practices. In
the environmental area, we have promoted
the replacement of risk areas for green and
productive areas by facilitating the creation
of community gardens under the company’s
transmission lines through the Cultivate
Energy/Cultivar Energia Program.
For the 15th time we have been included in
the Corporate Sustainability Index - CSI B3,
having achieved the best performance in the
history of Copel’s participation in that rating,
and now we are back in the Dow Jones
Sustainability Index evaluation.
We have strongly strived to make our
operations aligned with a low-carbon
economy. The Company’s actions have been
included in the Carbon Efficient Index (ICO2)
portfolio of B3, demonstrating its commitment
with transparency in regard to emissions. We
have advanced two levels by being granted
concept B for Climate Change Management
in the CDP (Carbon Disclosure Program), one
of the main initiatives in the financial sector
aimed at reducing companies’ greenhouse
gas emissions.
With such results, in the next years we will
continue to make strong investments in
renewable sources and actions to promote a
more efficient company and a fairer world. Our
new Bylaws were approved In March 2021,
which created the Sustainable Development
Committee, with the purpose of keeping Copel
among the companies with the best governance
practices and actions in regard to issues related
to ESG, thus establishing a clear direction for
the Company’s sustainability strategy. We are
also implementing the Carbon Neutrality Plan,
with initiatives that will help us neutralize the
Company’s emissions until 2030.
Finally, we believe the results obtained so far have
been a huge encouragement for us to continue
striving to achieve even better results, while
strengthening our role in the State of Paraná
and in the country: a company with operations
in 10 states, concerned with its consumers
and employees, and dedicated to contributing to
foster sustainable development in Brazil.
Daniel Pimentel Slaviero
CEO
Marcel Martins Malczewski
Chairman of the Board of Directors
18
COPEL 2020 INTEGRATED REPORT INTRODUCTION CONTEXT OF
THE SECTOR
AND COPEL
Hydroelectric Plant Governador Ney Aminthas de Barros Braga,
in the cities of Magueirinha and Reserva do Iguaçu-PR
Context of the sector
The restrictions imposed to economic
activities in order to restrain the Covid-19
pandemic have directly influenced the
expectations to resume economic growth
in 2020. The measures to restrain the crisis
implemented by the Federal Government
mitigated the effects of the crisis, but
have not been sufficient to compensate for
the decreased consumption seen in many
sectors of the economy.
The industrial sector immediately reflected
the downturn in consumption, but saw a
gradual recovery as of the second half of
the year, with different dynamics in each
production sector. Some sectors, such as
the food industry, have been able to keep
positive physical production rates, while
segments such as the automotive, towing
truck, and vehicle body industries saw
substantial declines of up to 30%. The
trade sector quickly embraced the adhesion
of new clients through e-commerce, but
the service sector significantly reflected
the need for social distancing imposed by
the pandemic. Despite the deterioration of
economic conditions, the drop in the Gross
Domestic Product, of -4.1%, was less
intense than previously projected during the
first months of the crisis.
Industry in the State of Paraná, however,
reported good results as of the second half
of the year. The food industry, as observed
in average around Brazil, has been the
industrial sector with the best results. The
largest soy harvest reported in the State of
Paraná has been a preponderant factor for
the expansion of local agriculture, which
together with the injection of resources
from the emergency aid program, has
strongly contributed to the expected GDP
results in the State. The service sector has
reflected the downturn in many activities,
however the indicator assessed by IBGE
(the Brazilian Institute of Geography and
Statistics) has been pointing to a trajectory
of recovery.
Aerial view of pole Km3, in Curitiba-PR
20
COPEL 2020 INTEGRATED REPORT CONTEXT OF THE SECTOR AND COPEL Regulatory environment
GRI 103-1, 103-2, 103-3
The Brazilian electric power sector
is regulated by the Ministry of Mines
and Energy (MME), by the National
Energy Policy Council (CNPE),
by the Electricity Sector Monitoring
Committee (CMSE), and by the
National Electric Energy
Agency (Aneel).
It applies to the MME to define the
policies for the sector, which regulate
the utilization of natural resources and
remaining electric power generation
sources and the initiatives to foster
development and the adoption of
new technologies.
Aneel is responsible for establishing
rules for the electric power generation,
transmission, distribution, and
commercialization segments, in
addition to tariffs in order to offer
favorable conditions to develop the
market, with an even balance between
agents and to benefit society.
The Agency manages the concession,
permission and authorization grants for
enterprises and electricity supply services
by delegation of the Federal Government,
and it also defines the quality standards
and the technical and economic indicators
for the services, being also responsible for
supervising their fulfillment. Together with
the Electric Energy Trading Chamber (CCEE),
it also establishes all the actions associated
to the free energy market, whether regarding
mechanisms for the market itself, which
kinds of clients might migrate to the same,
and price calculation.
The rules set by these many bodies directly
affect therefore both the operation itself and
client relations, and Copel must adapt itself
and comply with such resolutions, under
the penalty suffering sanctions (warnings
and fines), in addition to being at risk of not
having its investment values recognized or
even loosing its concession. In addition to
that, any eventual change in the policies
directed to the electric power sector interfere
with the Company’s business, regarding both
strategic and operational issues, and might
affect its revenues.
Currently, topics such as solar energy, micro
and mini generation, and new technologies
to modernize the sector, such as smart grids,
increase the risks and uncertainties inherent
to the regulatory environment and make its
monitoring even more important.
Copel is an agent that operates in the electric
power sector by taking part in specific
meetings with the regulatory body, in hearings
and public consultations, and by providing
subsidies for decision-making in the sector.
The Company is involved with the elaboration
of normative acts, which contribute to
improve the regulatory frameworks, and
thus to generate value in the mid- to long
terms. The Company’s regulatory affairs area
is responsible for overseeing and acting in
that regard, by disclosing on a daily basis
all the acts and news related to the electric
power sector, mapping risks, identifying the
21
COPEL 2020 INTEGRATED REPORT CONTEXT OF THE SECTOR AND COPEL Copel is an active player in the
electric power sector through
its participation in specific
meetings with the regulatory
body, in public hearings and
consultations, and in the
sector’s decision-making
process. The Company is
involved with the elaboration
of normative acts that
contribute to improve the
regulatory frameworks, and
therefore to generate value
in the mid- and long terms.
involved areas and processes, and ensuring
compliance with the regulatory deadlines,
in addition to controlling the remuneration
base set by the regulations and the tariff
readjustment and review processes, so that
the energy tariffs established by Aneel can
adequately remunerate the investments made
by the Company, while offering moderate and
affordable prices for consumers. The area
also identifies opportunities to improve the
legislation and provide greater competitiveness
to Copel in relation to the remaining agents
operating in the sector. GRI 102-43
The professionals hired by the regulatory affairs area are submitted to a constant upgrading
process and are involved with discussion forums, including participation in sector associations,
congresses, and seminars, among other events. These processes are managed by the Corporate
Regulatory Affairs System, which will be replaced in 2021 for another software, being developed
by Copel’s own Information Technology area. The regulatory affairs area is shared between
Copel (Holding) and its wholly owned subsidiaries, acting in conformity with every contract.
Its performance is evaluated through specific indicators: control of the deadlines to fulfill the
regulatory consultancy requirements; control of the terms to fulfill the administrative processes;
and the effective participation in the Public Hearings and Consultations held by Aneel, with that
first indicator being a part of the Company’s regulatory affairs area’s performance evaluation.
Main regulatory alterations in 2020
Law 14,052/2020 was enacted at the start of September, which among other things revoked
the fine paid by hydroelectric plants when production is below the minimum required level due
to non-hydrological causes, that is, not associated to factors that influence water availability.
The legislation also establishes that, in the case of an electric power supply disruption, the
distributing company is subject to a compensatory fine, paid to the directly harmed system’s
users, according to the minimum and maximum values. Such payment will not be due in
situations such as short-term disruptions, a disruption caused by a technical flaw inside the area
under the domain of an end user, in the case of a suspension due to consumer payment default,
disruptions scheduled by the distribution concessionaire or permissionaire, and disruptions
derived from load relief operations requested by the National Electric System Operator (ONS).3
In addition to that, on December 01 Aneel Normative Resolution Nº 895/2020 entered in force,
which “establishes the methodology to calculate the compensation due to hydroelectric plant
owners registered in the Energy Reallocation Mechanism (MRE), according to the terms of Law
nº 13,203, of December 08, 2015, altered by Law nº 14,052, of September 08, 2020.”4
3. PUBLISHED law on hydrological risk with a veto on the transfer of resources from pre-salt operations to pipelines. Senado Notícias/Senate
News, 2020. Available at: Senado Notícias/Senate News.
4. BRAZIL. Aneel Normative Resolution Nº 895, of December 01, 2020. It establishes the methodology to calculate the compensation due to
hydroelectric plant owners registered in the Energy Reallocation Mechanism (MRE), according to the terms of Law nº 13,203, of December 08,
2015, altered by Law nº 14,052, of September 08, 2020. Available at: Imprensa Nacional/National Press – General Secretariat of the Presidency
of the Republic.
22
COPEL 2020 INTEGRATED REPORT CONTEXT OF THE SECTOR AND COPEL Participation in associations
GRI 102-13
Representation in electric power sector associations and
Copel’s regulatory affairs area’s operations, together with
its technical areas, have enabled the Company to actively
take part in setting the sector’s regulations, according to the
interests of its stakeholders and society as a whole.
This participation occurs at the level of its subsidiaries, through
representatives with expertise in its business operations.
Further information on the entities in which Copel GeT and
Copel DIS take part, and at which level, is available in these
subsidiaries’ Socio-Environmental and Economic and Financial
Reports. The associations to which Copel COM and Copel CTE
are affiliated are reported in the GRI Content Index available
in the current report (page 184). Copel (Holding) takes part
in entities dedicated to promoting sustainability, and it has
assumed as well a number of commitments in that sense,
according to the information found on page 72.
Christmas Tree at the Civic Center/Centro Cívico, in Curitiba-PR
23
COPEL 2020 INTEGRATED REPORT CONTEXT OF THE SECTOR AND COPEL Covid-19 Pandemic
GRI 103-2, 103-3
The electric power sector’s regulatory
environment has suffered two large
impacts generated by the pandemic: an
average income reduction among the
Brazilian population due to the economic
recession and its deterioration, which
has led to a significant increase in the
payment default rate affecting electric
power distributors; and a migration
of energy load from the industry and
commerce to households due to social
distancing, making it necessary to
reconfigure the energy generation,
transmission and distribution systems.
Already at the start of the isolation period,
Aneel started to monitor certain indicators
with the highest frequency, and especially
those related to payment default and
consumed load, as well as consumer
services and quality of supply. It also
enacted a regulation establishing measures
to preserve the provision of public electric
power distribution services, among which
deserve highlight:
prohibition to suspend electricity
supply due to payment default to some
consumption classes, such
as households;
suspension of the cancellation of the Social
Electricity Tariff benefit;
exemption of complimentary billing,
as mentioned in art. 105 of Normative
Resolution 414/2010, to consumer units
that did not record a minimum of three
demand values equal or superior to the
contracted ones; and
determination that distributors should adopt
many measures aimed mainly at maintaining
electric power supply to consumer units, and
at suspending on-site customer services,
establishing many guidelines on the provision
of public electric power supply services.
The agency also created the “Covid Account,”
through which it injected resources in the
sector to reduce the impacts of the financial
effects caused by the pandemic on electricity
bills and on electric power sector companies.
Distributors now count on a 60-month term
to make payments. Their guarantees are
the regulatory assets already included in
the ordinary pricing processes, that is, in
the annual calculation of the readjustments
granted to energy distributors. Copel’s
regulatory affairs area proposed to Aneel to
have this measure already apply to the 2020
tariff readjustment, thus reducing the average
effect on consumers in that same year.
That measure also enabled electric power
sector companies to honor their contracts
and preserve their cash flows, which has
benefited power transmission and generation
companies alike. Overall, Copel has not
felt the impacts of payment default on its
contracts in the regulated environment, while
in the free contracting environment it has
just had to hold minor renegotiations. In this
latter environment, however, the pandemic
has caused price instability in the short-
term market, mainly related to the downturn
and to load resumption in the national
interconnected system.
24
COPEL 2020 INTEGRATED REPORT CONTEXT OF THE SECTOR AND COPEL ABOUT
COPEL AND
ITS BUSINESS
MODELS
Spillway of the Hydroelectric Plant Governador Jayme Canet Junior,
in the cities of Telêmaco Borba and Ortigueira-PR
Companhia Paranaense
de Energia
GRI 102-2, 102-6, 102-7
Created on October 26, 1954, and with headquarters in the city
of Curitiba (PR), Copel operates in ten Brazilian states (see the
map) in the energy generation, transmission, distribution and
commercialization segments, in addition to telecommunications
and natural gas. The Company’s electric system is composed
of its own generation complex with plants, transmission lines,
substations, distribution system lines and electric grids, and a
modern optical telecommunications system, which covers all the
cities in the State of Paraná.
In the energy segment, its main clients are regulated market
consumers (households, industry, and commerce) and free
market consumers (industry and commerce), both inspected and
supervised by Aneel. Copel Telecomunicações operates mainly
offering corporate solutions in the 399 municipalities of the State
of Paraná, also servicing retail clients in 84 municipalities in Paraná
and 1 municipality in the State of Santa Catarina.
Copel operates as a semi-public corporation, controlled by the
State of Paraná, and currently its shares are traded in the Stock
Exchanges of Sao Paulo, New York, and Madrid. GRI 102-5
Divestment in the telecommunications business
GRI 102-10
On July 15, 2020, Copel informed the market, through Relevant Fact,
on the approval by the Board of Directors of a 100% divestment
of its stake in Copel Telecomunicações. The public auction was
held on November 09, when Bordeaux Fundo de Investimento em
Participações Multiestratégia was declared winner after submitting
the highest offer, amounting to R$ 2.4 billion, accounting for a
70.94% premium in relation to the minimum bidding amount. The
stock purchase and sale contract was signed in January 2021.
The studies undertaken to divest Copel Telecomunicações identified
assets considered strategic for Copel Distribuição and for Copel
Geração e Transmissão, wholly owned subsidiaries of Copel, which
will be, therefore, maintained by the Company together with other
administrative assets. It has been defined that all employees attached
to Copel Telecom will be relocated to the remaining subsidiaries.
This divestment was considered opportune and advantageous to
Copel because its core business is in the electric power sector,
to which Copel has been giving priority, according to the best
corporate portfolio management strategies. In addition to that,
there is a high and increasing competition in the broadband
Internet market, with the implementation of optical fibers by all
telecommunication players, which also offer other aggregate
products/services, such as Cable TV, mobile and fixed telephony,
among others, which would require large investments to maintain
and improve Copel Telecom’s competitiveness.
Get to know Copel Telecom at the website.
26
COPEL 2020 INTEGRATED REPORT ABOUT COPEL AND ITS BUSINESS MODELS Map of Copel’s operations
GRI 102-4, 102-6
GO
MA
RN
MT
PR
RS
TRANSMISSION LINE
HYDROELECTRIC PLANT
SUBSTATION
WIND FARM
DISTRIBUTION LINE
OPTICAL FIBER RING
27
BA
MG
SP
SC
COPEL 2020 INTEGRATED REPORT ABOUT COPEL AND ITS BUSINESS MODELS Shareholder structure
STATE OF PARANA
Voting 58.63%
Total 31.07%
BNDESPAR
Voting 26.41%
Total 23.96%
BM & FBOVESPA
VOTING 13.60%
TOTAL 33.68%
STOCK EXCHANGE
(free float)
Voting 13.68%
Total 44.17%
NYSE
VOTING 0.08%
TOTAL 10.42%
COPEL
ELECTRONICS
Voting 1.06%
Total 0.56%
LATIBEX
VOTING 0.00%
TOTAL 0.07%
OTHER SHAREHOLDERS
Voting 0.22%
Total 0.24%
(1) COPEL
GENERATION AND
TRANSMISSION S.A.
100.0%
(1) COPEL
DISTRIBUIÇÃO S.A.
100.0%
(1) COPEL
TELECOMUNICAÇÕES S.A.
100.0%
(1) COPEL SERVIÇOS S.A.
100.0%
(1) COPEL
COMERCIALIZAÇÃO S.A.
100.0%
(1) F.D.A. GERAÇÃO DE
ENERGIA S.A.
100.0%
(4) GUARACIABA
TRANSMISSORA DE
ENERGIA (TP SUL) S.A.
Total 49.0%
(1) NOVA EURUS IV
ENERGIAS RENOVÁVEIS
S.A. 100.0%
1) VENTOS DE SANTO
URIEL S.A.
100.0%
1) SÃO BENTO
ENERGIA
100.0%
(1) CUTIA
EMPREENDIMENTOS
EÓLICOS SPE S.A.
100%
(1) BELA VISTA
GERAÇÃO
DE ENERGIA S.A.
Total 100.0%
(4) MATRINCHÃ
TRANSMISSORA DE
ENERGIA (TP NORTE) S.A.
Total 49.0%
(1) NOVA ASA
BRANCA I ENERGIAS
RENOVÁVEIS S.A.
100.0%
(2) JANDAÍ I ENERGIAS
RENOVÁVEIS
Total 99.9%
GE OLHO D’ÁGUA S.A
100.0%
(1) MARUMBI
TRANSMISSORA DE
ENERGIA S.A.
100.0%
(4) INTEGRAÇÃO
MARANHENSE TRANS.
DE ENERGIA S.A.
Total 49.0%
(1) NOVA ASA
BRANCA II ENERGIAS
RENOVÁVEIS S.A.
100.0%
(2) JANDAÍ II ENERGIAS
RENOVÁVEIS
Total 99.9%
GE BOA VISTA S.A.
100.0%
(1) COSTA OESTE
TRANSMISSORA DE
ENERGIA S.A.
100.0%
(4) CAIUÁ
TRANSMISSORA
DE ENERGIA S.A.
Total 49.0%
(1) NOVA ASA
BRANCA III
ENERGIAS RENOVÁVEIS
S.A. 100.0%
(2) JANDAÍ III ENERGIAS
RENOVÁVEIS
Total 99.9%
(1) UIRAPURU
TRANSMISSORA DE
ENERGIA S.A.
100.0%
(4) CANTAREIRA
TRANSMISSORA DE
ENERGIA S.A.
Total 49.0%
(1) SANTA MARIA
ENERGIAS RENOVÁVEIS
S.A.
100.0%
(2) JANDAÍ IV ENERGIAS
RENOVÁVEIS
Total 99.9%
GE FAROL S.A.
100.0%
GE SÃO BENTO
DO NORTE S.A.
100.0%
(2) UEG ARAUCÁRIA
LTDA.
Total 60.9%
(4) PARANAÍBA
TRANSMISSORA DE
ENERGIA S.A.
Total 24.5%
1) SANTA HELENA
ENERGIAS RENOVÁVEIS
S.A.
100.0%
(3) FOZ DO CHOPIM
ENERGÉTICA LTDA
Total 35.8%
(5) UHE GOVERNADOR
JAYME CANET JÚNIOR
(MAUÁ)
Total 51.0%
(4) MATA DE SANTA
GENEBRA TRANSMISSÃO
S.A.
Total 50.1%
(5) UHE BAIXO IGUAÇU
Total 30.0%
Position on 3/31/2021
1. Full subsidiary
2. Subsidiaries
3. Affiliates
4. Jointly controlled companies
5. Consortia
28
CENTRAL GERADORA
EÓLICA SÃO BENTO
DO NORTE I S.A.
Total 100.0%
CENTRAL GERADORA
EÓLICA SÃO BENTO
DO NORTE II S.A.
Total 100.0%
CENTRAL GERADORA
EÓLICA SÃO BENTO
DO NORTE III S.A.
Total 100.0%
CENTRAL GERADORA
EÓLICA SÃO MIGUEL I S.A.
Total 100.0%
USINA DE ENERGIA
EÓLICA MARIA
HELENA S.A.
Total 100%
USINA DE ENERGIA
EÓLICA POTIGUAR S.A.
Total 100%
USINA DE ENERGIA
EÓLICA ESPERANÇA
DO NORTE S.A.
Total 100%
USINA DE ENERGIA
EÓLICA PARAÍSO DOS
VENTOS DO NORDESTE S.A.
Total 100%
CENTRAL GERADORA
EÓLICA SÃO MIGUEL II S.A.
100%
JANDIRA I
ENERGIAS RENOVÁVEIS
Total 0.1%
CENTRAL GERADORA
EÓLICA SÃO MIGUEL III S.A.
Total 100%
JANDIRA II
ENERGIAS RENOVÁVEIS
Total 0.1%
USINA DE ENERGIA
EÓLICA CUTIA S.A.
Total 100.0%
JANDIRA III
ENERGIAS RENOVÁVEIS
Total 0.1%
USINA DE ENERGIA
EÓLICA GUAJIRÚ S.A.
Total 100.0%
JANDIRA IV
ENERGIAS RENOVÁVEIS
Total 0.1%
USINA DE ENERGIA
EÓLICA JANGADA S.A.
Total 100.0%
(4) SOLAR PARANÁ GD
PARTICIPAÇÕES S.A.
Total 49.0%
PHARMA SOLAR II
GERAÇÃO DISTRIBUIDA
SPE LTDA.
Total 100,0%
PHARMA SOLAR III
GERAÇÃO DISTRIBUIDA
SPE LTDA.
Total 100,0%
PHARMA SOLAR IV
GERAÇÃO DISTRIBUIDA
SPE LTDA.
Total 100,0%
BANDEIRANTES SOLAR I
GERAÇÃO DISTRIBUIDA
SPE LTDA.
Total 100,0%
BANDEIRANTES SOLAR II
GERAÇÃO DISTRIBUIDA
SPE LTDA.
Total 100,0%
BANDEIRANTES SOLAR III
GERAÇÃO DISTRIBUIDA
SPE LTDA.
Total 100,0%
(2) ELEJOR -
CENTRAIS ELÉTRICAS
DO RIO JORDÃO
Total 70.0%
(2) COMPANHIA
PARANAENSE DE GÁS
– COMPAGAS
Total 51.0%
(2) UEG ARAUCÁRIA
LTDA.
Total 20.3%
(3) CARBOCAMPEL
S.A.
Total 49.0%
3) DONA FRANCISCA
ENERGÉTICA S.A.
Total 23.0%
(4) VOLTALIA SÃO
MIGUEL DO GOSTOSO I
PARTICIPAÇÕES S.A.
Total 49.0%
(4) PARANÁ GÁS
EXPLORAÇÃO
E PRODUÇÃO
Total 30.0%
COPEL 2020 INTEGRATED REPORT ABOUT COPEL AND ITS BUSINESS MODELS Business models
Copel Generation and Transmission
THE CAPITALSS BELOW ARE REPRESENTED BY COLORS FOR IDENTIFICATION, IN THE GENERATION OF VALUE, WHICH RELATED TO THE VALUE GENERATED AND TO WHICH PARTIES INTEREST
CAPITALS
FINANCIAL
NATURAL
HUMAN
SOCIAL AND RELATIONSHIPS
INFRASTRUCTURE
INTELLECTUAL
R$ 457.3 million invested
Water consumption
11.55 m5/s per MWh
» 1,533 own employees
» 452 third-party employees
Several relationship channels
with interested parties:
»Social programs
»Corporate volunteering
»Engagement with the community
» 20 hydroelectric plants
» 2 thermoelectric plants
» 25 wind farms
» 7,007 km of transmission lines
Substations with a transformation
capacity of 20 thousand MVA
» R$ 1,153 million invested in
training and personal development
» R$ 32.64 million invested in R&D
INTERESTED PARTIES ARE REPRESENTED BY ICONS TO IDENTIFY WHICH ARE IMPACTED BY THE GENERATION OF VALUE.
SHAREHOLDERS
EMPLOYEES
CUSTOMERS
COMMUNITY
SUPPLIERS
REGULATING BODIES
SECTORIAL ENTITIES
FINANCERS
INVESTMENTS
» Rising profitability in recent years
» Financial efficiency
» 27.5% PROFIT IN RELATION TO 2019
» R$ 2,956.6 MILLION IN EBITDA
» Valuing and investing in people
» Clean energy
» Cheaper energy
» Operational efficiency
» GPTW SEAL
» R$ 248,596 THOUSAND PAID IN SALARIES
» R$ 81,384 THOUSAND PAID IN BENEFITS
» 44 THOUSAND HOURS OF TRAINING
» 92% OF THE GENERATOR FARM USES RENEWABLE SOURCES
» 93% AVAILABILITY OF THE GENERATOR FARM
» MORE THAN 99% AVAILABILITY OF TRANSMISSION LINES
» Social Investments and Programs
» 283.45 HOURS OF VOLUNTEERING
» R$ 6,444.40 THOUSAND RESOURCES APPLIED
» Certification Program and Program
supplier development
» 90.6% ISF - SATISFACTION INDEX OF SUPPLIER
NITIES
U
T
R
O
P
P
O
VALUE GENERATION
STRATE
G
Y
ACTIVITIES
E
C
N
A
G O VERN
RISKS
Mission
Provide energy
and solutions for
development
with sustainability.
Vision
Be a reference in business
in which it operates
generating value in a
sustainable way.
» Ethics and integrity in business
» COMPLIANCE WITH THE STANDARDS
» COMPLIANCE WITH GENERATION AND TRANSMISSION PARAMETERS
» COMPLIANCE WITH CONCESSION CONTRACTS
Note:
we are considering own plants
and interest.
29
COPEL 2020 INTEGRATED REPORT ABOUT COPEL AND ITS BUSINESS MODELS
• Federal Government forecast for generation, expansion with new grants that
would require investments of R$ 125 billion by 2030, according to the PDE -
2030 Decennial Energy Plan;
• Of this investment forecast, approximately 54% will be allocated to new
wind and solar projects;
• The need for complementary generation with natural gas, which
accounts for 29% of the investments foreseen in the PDE, due to the
greater use of wind and solar sources;
• Opportunities for electricity generation from biomass and small
hydroelectric plants;
• Federal Government forecast for expansion of transmission
with new concessions and authorizations that would require
investments of R$ 23 billion by 2030, according to PDE 2030;
and
• Four transmission auctions already scheduled by the
Ministry of Mines and Energy, two per year until 2022.
Through innovation, Copel GeT seeks new sources,
alternative sources and business models, accompanying the
country’s energy transition movement.
S
E
I
T
I
N
U
T
R
O
P
P
S T RATEGY
ACTIVITY
Performance in the
areas generation and
transmission power.
It builds, operates and
maintains a electrical system
with farm power plant generator,
power lines transmission and
substations. Own structure
and in partnerships through
specific purpose
partnerships
O
GOVE
RISKS
• Expand participation in the generation and transmission market
in a sustainable and profitable way;
• Invest in innovation, seek best practices and research
new technologies;
• Renew and modernize assets with a long-term vision;
• Maximize the profitability of the energy marketing;
• Optimize the concession’s resources;
• Maintain concessions and authorizations;
• Train and qualify employees continuously;
• Retain knowledge; and
• Strive for safety at work.
The training of employees, added to the
programs, innovation and business strategies
make the model adaptable.
E
C
N
A
N
R
Better corporate governance among
state-owned companies, according to [B]3.
Seeking to migrate to Level 2 of
Corporate Governance of [B]3.
Differential: Excellence in asset management
generation and transmission.
Main business risks:
• expiration of concessions;
• Hydrological risk;
• Regulatory risk;
• Performance drop;
• Dams;
• Cybersecurity; and
• Operational discontinuity of assets
GET and its wholly-owned subsidiaries.
For all risks defined as main, there are monitoring KPIs and mitigation plans.
30
COPEL 2020 INTEGRATED REPORT ABOUT COPEL AND ITS BUSINESS MODELS
Copel Distribuição
THE CAPITALS BELOW ARE REPRESENTED BY COLORS FOR IDENTIFICATION, IN THE GENERATION OF VALUE, WHICH RELATED TO THE VALUE GENERATED AND TO WHICH INTERESTED PARTIES.
FINANCIAL
HUMAN
SOCIAL AND RELATIONSHIPS
INFRASTRUCTURE
INTELLECTUAL
CAPITALS
R$ 1,048 million invested
R$ 524 million in funding
4,641 own employees
3,598 third-party employees
Several relationship channels
with stakeholders
Community engagement
Corporate volunteering
Community
Employees
378 substations
202,085 km of distribution lines and networks
161 own active properties
R$ 50.5 million invested in R&D
R$ 24.6 million invested in systems
Information Technology
INTERESTED PARTIES ARE REPRESENTED BY ICONS TO IDENTIFY WHICH ARE IMPACTED BY THE GENERATION OF VALUE.
COPEL
(HOLDING)
» Financial efficiency
» Economic sustainability
» Corporate governance
» Excellent place to work
» Social Investment
» Safety in use
of electrical energy
EMPLOYEES
CUSTOMERS
COMMUNITY
SUPPLIERS
REGULATING
BODIES
VALUE GENERATION
» R$ 2.06 BILLION IN EBITDA
» R$ 8,729 MILLION IN DISTRIBUTION ASSETS
» R$ 11.6 BILLION IN NET REVENUE IN 2020
» TARGET ACHIEVED FOR CONCESSION MAINTENANCE
» GPTW SEAL 2020 **
» 196 THOUSAND HOURS OF TRAINING
» R$ 943 MILLION IN SALARIES AND BENEFITS
» 523 HOURS OF VOLUNTEERING
» 32 THOUSAND BENEFITS IN SCHOOLS SPEAKERS
» R$ 5 MILLION IN DONATIONS TO COMBAT COVID-19 IN PARANÁ
» R$ 19.7 MILLION FOR ENERGY EFFICIENCY INITIATIVES
» Satisfaction with
services rendered
» SATISFACTION INDEX WITH PERCEIVED QUALITY
» DEGREE OF SATISFACTION ANEEL (SEE PAGE 109)
» Corporate governance
» GOVERNANCE IN COPEL DIS PROJECTS
» New technologies and
improvement of processes
and operations
» 6 PUBLISHED PATENTS
» 4 PATENTS APPLIED
» 46 RESEARCH PROJECTS
NITIES
U
T
R
O
P
P
O
STRATE
G
Y
ACTIVITIES
RISKS
G
E
C
N
O VERNA
Mission
Provide energy
and solutions for
development with
sustainability.
Vision
Be a reference in business
in which it operates
generating value in a
sustainable way.
*Refers to the nominal value of the contracts
new ones, started in 2020.
**Great Place to Work ranking, see page 82.
31
COPEL 2020 INTEGRATED REPORT ABOUT COPEL AND ITS BUSINESS MODELS
Main strategic objectives Copel DIS 2021 - 2025
• Ensure corporate sustainability;
• Prepare the company and the customer for digital transformation;
• Renew and expand assets;
• Promote the culture of meritocracy and develop high performance teams;
• Consolidate the culture of safety, health and quality of life;
• Ensure technical rigor in project management;
• Consolidate the culture of innovation;
• Promote a leap in quality of supply in the rural area;
• Ensure governance, risk management and compliance.
S T RATEGY
ACTIVITY
Public service SUPPLIER
power distribution electricity
and related services.
E
C
N
A
N
R
GOVE
RISKS
Better corporate governance among
state-owned companies, according to [B]3.
• Deployment of disruptive technologiess
Seeking to be the most modern distributor in Brazil,
Copel Distribuição has as one of its objectives to
promote the culture of innovation, which is essential
for achieving operational efficiency and obtaining more
and more expressive results.
S
E
I
T
I
N
U
T
R
O
P
P
O
Differential:
quality of service, focus
on customer service and
investments in innovation.
Main business risks:
• Loss of the concession;
• Regulatory instability;
• Severe climatic adversities; and
• Cybersecurity.
32
Note:
Copel DIS does not demand natural resources
for the execution of its business activities.
COPEL 2020 INTEGRATED REPORT ABOUT COPEL AND ITS BUSINESS MODELS
Copel Comercialização
THE CAPITALS BELOW ARE REPRESENTED BY COLORS FOR IDENTIFICATION, IN THE GENERATION OF VALUE, WHICH RELATED TO THE VALUE GENERATED AND TO WHICH INTERESTED PARTIES.
CAPITALS
FINANCIAL
Net Operating Revenue
of R$ 2,420,657 thousand
HUMAN
38 own employees
SOCIAL AND RELATIONSHIPS
INTELLECTUAL
Several relationship channels
with key stakeholders
(consumers, traders and generators)
MEG (Management Excellence Model)
Business knowledge
National energy operator certificate Innovation
INTERESTED PARTIES ARE REPRESENTED BY ICONS TO IDENTIFY WHICH ARE IMPACTED BY THE GENERATION OF VALUE.
COPEL
(HOLDING)
EMPLOYEES
CUSTOMERS
COMMUNITY
SUPPLIERS
REGULATING
BODIES
VALUE GENERATION
» Upward profitability in recent years
» SIGNIFICANT INCREASE IN PROFIT IN RELATION TO 2020
» 2nd LARGEST TRADING TRADERS IN RENEWABLE
ENCOURAGED ENERGY, AMONG THE 5 LARGEST
COUNTRY TRADERS
» Trusted brand
» IMAGE: REPOSITIONING THE FANTASY NAME
FOR COPEL FREE MARKET
» Credibility
» Market development
» 504 CUSTOMERS CONQUERED IN 2020
» 3 NEW RETAILER CLASS CLIENTS
» Intellectual property with the seal
Copel brand
» R$ 15,950 THOUSAND PAID IN SALARIES AND BENEFITS
» 355 HOURS OF TRAINING
» GROUP REFERENCE IN GPTW RESEARCH
» HOME OFFICE WORK INSTITUTION
» Propriedade intelectual com a chancela
da marca Copel
» 10 NEW CONTRACT MANAGEMENT CLIENTS IN 2020
NITIES
U
T
R
O
P
P
O
STRATE
G
Y
ACTIVITIES
RISKS
G
E
C
N
O VERNA
Mission
Provide energy
and solutions for
development with
sustainability.
Vision
Be a reference in business
in which it operates
generating value in
a sustainable way.
Note:
Copel COM does not demand natural resources for the execution
of your business activities. As your activity is strictly commercial,
it does not demand manufactured capitals either.
33
COPEL 2020 INTEGRATED REPORT ABOUT COPEL AND ITS BUSINESS MODELS
• New regulatory framework.
Copel COM uses analysis of the market and its needs
for planning creative actions new products and services
for its customers.
• Copel’s ranking enables acquisition renewable
incentive energy, with contracts terms at
competitive prices.
• Integrated portfolio management for Copel’s
plants with Comercializadora’s portfolio.
• Commercialize Renewable Energy Certificates
• Operate in the natural gas free market.
S
E
I
T
I
N
U
T
R
O
P
P
O
• Achieve a 4% market share by 2024.
• Be recognized by the market (generators and buyers) for
excellence in care and services provided until 2024.
• Have an engaged and entrepreneurial workforce.
• Development of Culture geared towards the market.
• Implementation of the Digital Transformation Program.
S T RATEGY
ACTIVITY
Energy trader in the free market
and SUPPLIER related services
in that market.
E
C
N
A
N
R
GOVE
RISKS
Better corporate governance among
state-owned companies, according to [B]3.
Differential: trader with the Copel seal, which translates into robustness
and reliability and brings with it its own generation portfolio and in-depth knowledge
of Paraná’s customers. Business model: adaptable according to a broader view
of the opportunities that this new environment provides and will provide.
• Risk of default.
• Liquidity risk.
• Market risk.
34
COPEL 2020 INTEGRATED REPORT ABOUT COPEL AND ITS BUSINESS MODELS
Copel Telecomunicações
THE CAPITALS BELOW ARE REPRESENTED BY COLORS FOR IDENTIFICATION, IN THE GENERATION OF VALUE, WHICH RELATED TO THE VALUE GENERATED AND TO WHICH INTERESTED PARTIES.
FINANCIAL
HUMAN
SOCIAL AND RELATIONSHIPS
INFRASTRUCTURE
INTELLECTUAL
CAPITALS
R$ 54.13 million in investments
355 own employees
774 outsourced employees
Several channels of relationship with
main stakeholders
1,377 customers benefited from
Paraná Connected
Corporate volunteering
36,481 total kilometers of cablesfiber optic
24,456 kilometers of access network
MEG (Management Excellence Model)
Business knowledge
Balanced Score Card
12,262.30 hours of training
INTERESTED PARTIES ARE REPRESENTED BY ICONS TO IDENTIFY WHICH ARE IMPACTED BY THE GENERATION OF VALUE.
COPEL
(HOLDING)
EMPLOYEES
CUSTOMERS
COMMUNITY
SUPPLIERS
REGULATING
BODIES
VALUE GENERATION
NITIES
U
T
R
O
P
P
O
STRATE
G
Y
ACTIVITIES
RISKS
G
E
C
N
O VERNA
» Excellence in the provision of services
» GUARANTEED INSTANT SPEED CONTRACTED: 99.03%
» GUARANTEED AVERAGE SPEED CONTRACTED: 98.49%
» AVAILABILITY RATE: 99.90%
» SUBSCRIBER RESPONSE RATE: 99.96%
» Indirect impact on the development
of the State of Paraná
» 78.09% FROM LOCAL SUPPLIERS (PARANÁ)
» R$ 105,768,894.6 MILLION IN CONTRACTED VOLUME
» Sharing the service for communities and
concern for the environmental impacts
» Corporate governance
» HIGH QUALITY DATA LINK AVAILABILITY
TO ALL STATE SCHOOLS
» DATA INFRASTRUCTURE AVAILABILITY
INTERNET IN EVENTS
» CARBON ZERO
» 100% RECYCLING OF OPERATING WASTE
» 12,262.30 HOURS OF TRAINING
» TRAINING APPLICABILITY: 82.49%
» DEGREE OF EMPLOYEE SATISFACTION
(GREAT PLACE TO WORK) 67 %%
Mission
Provide energy
and solutions for
development with
sustainability.
Vision
Be a reference in business
in which it operates
generating value in
a sustainable way.
Notes:
1. Copel Telecom does not require natural resources to carry out its business activities.
2. Copel Telecom does not have its own Mission and follows Copel’s corporate purpose
of providing sustainable solutions.
3. Copel Telecom basically performs administrative tasks, and so it has only indirect negative
impacts on society, the environment, and the economy. Its potential direct impacts are related
to the risks the company is subject to.
35
COPEL 2020 INTEGRATED REPORT ABOUT COPEL AND ITS BUSINESS MODELS
• Reconciling sustainable growth, profitability, indebtedness and
distribution of results;
• Guarantee the quality of services provided with efficient, integrated
processes and with gains in scale;
• Increase the customer base with the alignment of sales, activation and
maintenance actions;
• Ensure corporate, environmental, governance, risk management and
compliance sustainability by maximizing and promoting excellence in
risk management and internal controls;
• Consolidate the culture of safety, health and quality of life;
• Develop high performance teams and promote the culture of
meritocracy and consequence management.
• Promote the culture of innovation and digital transformation;
• Monitor the Business Plan approved by the Executive Board,
seeking confirmation and implementation of strategies and
achievement of the expected financial results.
S T RATEGY
ACTIVITY
Service SUPPLIER
telecommunications and
communication in general.
THE exploitation of these
services takes place indefinitely,
without exclusivity character
in National level.
E
C
N
A
N
R
GOVE
RISKS
Better corporate governance among
state-owned companies, according to [B]3.
• Heating of the Telecommunications market with the increase
due to the Covid-19;
• The telecommunications sector (due to changes in the habits
of consumers) has become an essential good and no longer a
superfluous one;
• Government policies aimed at encouraging investment in
building networks and increasing broadband penetration;
• In Brazil, broadband penetration is low, with a vast
room for growth.
S
E
I
T
I
N
U
T
R
O
P
P
O
Differential:
• Copel brand;
• Product quality (essential competence);
• Quality of the optical network in Paraná (essential competence);
• Quality in speed, trend and availability.
• Losses of competitiveness for the competition;
• Do not rationalize and/or automate business processes, impacting
the scale, quality and cost contracted;
• Lack of innovation in products or services.
36
COPEL 2020 INTEGRATED REPORT ABOUT COPEL AND ITS BUSINESS MODELS
Operational efficiency
GRI 103-1, 103-2, 103-3
Achieving operational efficiency means reaching world-class
levels, while decreasing demand for resources and inputs and at
a lower cost. Maintaining that level is one of Copel’s strategic
objectives, as shown in its Strategic Map, and it applies to the
entire Company in its indicators and goals.
lines, substations, and distribution and telecommunications systems are
serviced by their own maintenance teams. There is also a maintenance
team located in Curitiba, which provides support to deal with more
complex issues that go beyond the competencies of the field teams.
Copel has developed all of its operational management software.
In that sense, Copel contracted, in 2020, a world-class
consultancy company to develop a project called 2020-
2024 Value Maximization Journey (Jornada Maximização de
Valor 2020-2024), whose scope included top-down analyses
on efficiency gain opportunities; a survey on the Full Time
Equivalent of processes (to measure the degree of an employee’s
involvement with activities); definition of comparative
benchmarks and gaps; and the creation of initiatives, ways
to quantify opportunities, and action plans. Each plan will be
executed with a specific schedule and objectives, from the
creation or extinction of sectors, to the contracting of third
parties, among other measures. More than 200 initiatives have
been identified that will have an impact on the Company’s
financial standing and productivity, including some that target
operational efficiency.
At Copel there are areas dedicated to managing efficiency, which
assess the performance metrics. The operational areas inform
and take action in regard to failures. The plants, transmission
Since 2018, the Company has followed the Management Excellence
Model (MEG) guidelines, set by the National Quality Foundation (FNQ),
and has adopted a shared-cost structure model to leverage the synergies
between its business units. The operational and maintenance processes
for all energy generation plants and the energy transmission infrastructure
count on ISO 9001 (Quality Management Systems) certifications.
The main operational efficiency indicators for energy generation are Power
Availability (%), Failure Rate (%), Equivalent Forced and Programmed
Unavailability Rates (TEIFa and TEIP), and Average Repair Time (TMR),
as defined in Module 9 of ONS’ Grid Procedures, Submodule 9.2 -
Performance Indicators for Equipment and Transmission Lines and for the
Power Transmission and Generation Functions. As regards transmission,
the Variable Portion (PV) discount, operational efficiency (PMSO/Km
LT and PMSO/modules), and maintenance plan execution indicators
are monitored. The operational efficiency goals are monitored through
periodical reports and the Critical Analysis Meetings (RAC), every quarter.
When there is any deviation in relation to the planned goals, an action
plan is elaborated in the Company’s Strategic Management System (SGE).
37
COPEL 2020 INTEGRATED REPORT ABOUT COPEL AND ITS BUSINESS MODELS As regards distribution,
operational efficiency is a
requirement of the concession
contract, in which economic and
financial and quality of supply
goals are established which,
when not achieved, lead to
penalties that will range from
a restriction in the payment of
dividends to shareholders to
contract termination. Thus, the
distribution area’s operational
performance might directly affect
Copel’s profit, the level of quality
perceived by its clients, and
regulatory bodies’ expectations.
An efficient management of the
process, for example, optimizes
the field teams’ operations during
resumption of power supply
disruptions, and the commercial
services, thus increasing
consumer satisfaction and
lowering costs with unnecessary
displacements. The results are
monitored at critical analysis
meetings, held at intervals
defined for each hierarchical
level. As regards indicators below
the established goals, action
plans are elaborated according
to the “Third Generation Report”
methodology, in which the points
that have hindered the expected
performance are identified and
recovery propositions are defined.
Some main processes also count
on an ISO certification, which
requires an evaluation by an
external certifying company.
Another practice is to map the
main business risks and establish
internal audit plans for the
processes with the most relevant
risks. Copel is also subject to
periodical inspections by the
regulatory bodies, whose results
are used to support operational
improvements. Benchmarking
visits are also made to other
companies, in order to know the
best practices in the sector and
compare goals.
Copel’s main goals in the energy
distribution area are to control its
costs with personnel, materials,
services, and other items (PMSO),
to increase its revenues through
investments, and to achieve
the established disruption time
(DEC) and disruption frequency
(FEC) goals, in addition to the
commercial goals established by
Aneel, with the main purpose
of fulfilling the regulatory
concession maintenance and
client satisfaction requirements.
Electric power availability is
guaranteed through a process
called Distribution Grid Operation,
which involves planning the grids
within the mid- to long terms, in
addition to short-term actions.
The distribution systems are
divided according to their voltage
class: medium voltage (13.8 kV
and 34.5 kV) and high voltage
(69 kV, 88 kV and 138 kV). For
the medium voltage system, the
planning activity utilizes data
on consumption, market growth
demand, and measurements at
substations. For the high voltage
system, the planning activity
utilizes the same data, plus those
provided by the National System
Operator (ONS) and by the
Energy Research Company (EPE),
with which Copel has developed
many different studies. Grid
operations are simulated,
considering the vegetative
growth in a certain region and,
As regards power
distribution,
operational efficiency
is a requirement of the
concession contract, in
which are established
economic, financial, and
power supply quality
goals which, when
they are not achieved,
might lead to penalties
ranging from restrictions
to pay dividends to
shareholders to the
contract termination.
38
COPEL 2020 INTEGRATED REPORT ABOUT COPEL AND ITS BUSINESS MODELS based on these results, systemic works are
planned to fulfill consumers’ energy demand.
The results of the specific distribution
indicators have pointed to improvements
every year (see Quality of supply and energy
losses, on page 42). The PMSO in 2020
amounted to R$ 1,107,893.
Throughout the year, many initiatives were
implemented to enable achieving a good
performance, among which the highlights
are: engagement of all the team to achieve
the strategic objectives; dissemination of
the strategic map and its objectives to all
employees; improvement of the organizational
culture to reinforce the Company’s strengths
and identify improvement opportunities;
optimization of the workforce and
management of teams’ productivity; actions
to promote safety at work, especially for the
teams that execute activities in the electric
system; an innovation program; planning to
expand the system, with the main purpose of
guaranteeing abundant and quality energy for
consumers; anticipation of climate adversities
by structuring the contingency plans; and
implementation of an energy efficiency
program. Copel has also invested to modernize
the electric system and in digital upgrade,
whose main programs have included the
implementation of the Advanced Distribution
Management System (ADMS), the Smart
Power Grid, the Paraná Three-Phase/Paraná
Trifásico Program, and the Full Reliability/
Confiabilidade Total Program (see page 45).
As regards commercialization, weekly
meetings to discuss prices and strategy are
held, in which the market situation is analyzed
and prices and electric power purchase and
sale quantities are defined. Performance
in view of the established indicators and
goals is evaluated on a monthly basis at the
critical analysis meetings. All the information
is registered in the Strategic Management
System (SGE).
As regards the telecommunications activities,
inefficient processes or out of line with
each other can cause wastage, rework,
and consequently raise costs. As a result,
they may affect our clients’ perception
regarding the quality of the provided services,
generating complaints and loss of users and
new sales, with direct impact on the revenues
or even the application of sanctions by Anatel.
From the internal point of view, operational
efficiency is measured by the optimization of
costs with personnel, materials, services and
other expenses, with the purpose of obtaining
a greater reduction than the loss of revenue
caused by the competitive environment in the
segment.
The indicators that must be monitored are
value generation for shareholders and clients,
the quality requirements defined by the
National Telecommunications Agency (Anatel),
key processes, and readiness of intangible
assets. These indicators are analyzed at
staff meetings. When they fall below the
established goal or point to a nonfulfillment
risk, the problematic points (causes) and
improvement proposals are analyzed.
Monitoring is undertaken through SGE.
39
COPEL 2020 INTEGRATED REPORT ABOUT COPEL AND ITS BUSINESS MODELS Operation and maintenance (O&M)
in the power generation area
GRI EU6
Within the scope of the power generation business, we have adopted
the Operation and Maintenance Based on Reliability (O&MBC) concept.
This is a structured process that aims at, through cause and effect
analyses, defining the ideal management policies to avoid or restrict
the consequences of functional failures and their related issues (health,
environment, safety, and costs), and may be applied to any physical
asset, considering its operational context.
A set of support tools is also applied in the O&M process, among
which the highlights are:
Occurrence Analysis Meetings on failures in Power Generating Units
(Anaoco): the fundamental causes of failures are defined together
with the actions deemed necessary to avoid the recurrence of
problems;
Support applications portal (Omni): a set of applications to record
and control O&M activities in the power generation area. The
activities are related to the planning of maintenance actions, team
management, management of materials, inventory of equipment,
registration of events, occurrence management analyses, and
calculation of equipment performance indicators.
7.3 Until 2030, increase the energy efficiency improvement rate
in the Brazilian economy
Baseline
Electrical efficiency in 2019 (2,149 GWh).
Indicator
Total electrical efficiency (GWh or equivalent).
Suggested goal
Contribute to achieving 5% electrical efficiency
gains until 2030.
Copel’s Performance
Copel reported, in 2020, a net energy production of 14,534.6 GWh,
a lower value than in year 2019, due to water shortage and the
Covid-19 pandemic. In order to improve and ensure operational
efficiency at its plants, Copel has been making a many investments,
such as to modernize the thermoelectric plant of Figueira and to install
new equipment in other hydroelectric plants.
All the projects and works in progress can be checked
on pages 165 to 173.
Wind Power Complex of Cutia, in the city of São Bento do Norte – RN
40
COPEL 2020 INTEGRATED REPORT ABOUT COPEL AND ITS BUSINESS MODELS Power generation
EU2, EU11
Hydroelectric power generation by Copel
in 2020 amounted to 14,590.19 GWh, if
compared to GWh 17,113.30 in 2019 and
18,009.20 GWh in 2018. The plants with
an installed power superior to 50 MW,
which corresponds to the majority of the
Company’s generation capacity, have their
volumes established by the National System
Operator (ONS) according to the conditions
of reservoirs and the electric system’s
demand. Therefore, the quantity of energy
to be produced is not defined by Copel itself,
since it is subject to a decision taken by the
ONS. The plants have reached an average
availability factor of 93%.
In 2020, no thermal energy was generated in
the thermoelectric plant (UTE) of Figueira due
to it having been shutdown for modernization
works in June 2018. This operation will only
be resumed in 2021. In the Gas-Fired Power
Plant of Araucária (UEGA), the average annual
net efficiency reached 44.01%, calculated
based on the plant’s current total 201.29 m3/
MWh net thermal efficiency and on a 9,400-
kcal/m3 calorific power for natural gas. UEG
Araucária Ltda. operates under an Independent
Energy Producer (PIE) regulatory regime, the
result of a joint venture between Petrobras
(with a 18.8% stake) and Copel GeT (81.2%).
The Company is responsible for operating
and maintaining the unit within the agreed
availability values, however this indicator is
managed by the owner, UEG Araucária.
wind resource, which may vary in the region
throughout time. The value informed in 2020
also comprises the wind power plants located
in the Northeastern region, which are specific
purpose entities managed by Copel.
As regards wind power generation, total
generated power reached 2.12 thousand
GWh in 2020, if compared to 3.01 thousand
GWh and 3.21 thousand GWh generated in
the two previous years, respectively. This
type of generation depends on the availability
of wind turbines (affected by operation and
maintenance) and on the availability of the
Monthly generation in the plants is monitored
based on the daily-programmed volume set
by the ONS and by the planning team of the
operation based on the reports issued every
month by the Electric Energy Trading Chamber.
A report is elaborated every month on
generation in the last 12 months to monitor the
amount of energy generated by the Company.
Hours of disruption and operation in the plants in 2020
GRI EU30
Number of planned hours of disruption
Number of forced hours of disruption (unplanned)
Total of hours of the plant in operation
Hours in the period
Average availability factor of the plants
GRI EU30
Average availability factor for energy
41
47,297
12,712
351,164
534,360
2019
94%
2020
93%
COPEL 2020 INTEGRATED REPORT ABOUT COPEL AND ITS BUSINESS MODELS Quality of supply
GRI EU6
Planning of the grids is developed based
on expansion studies, undertaken as per
voltage class: Medium Voltage Distribution
System (13.8kV and 34.5kV) and High
Voltage Distribution System (69kV, 88kV and
138kV). For the medium voltage systems,
the Company employs data on consumption
and client demand, market growth, and
measurements at substations. As for the
high voltage system, the same kinds of
information are utilized, plus data provided by
the electric power sector’s regulatory bodies
– the National System Operator (ONS) and
Energy Research Company (EPE). The grids
are also simulated considering vegetative
growth in a certain region and, based on the
results, systemic works are planned to fulfill
consumers’ energy demand.
In order to manage the implementation
schedule, periodical meetings are held to
establish the priority reinforcements to be
executed, to analyze critical facilities, and
to debate about the distribution system’s
expansion philosophy. For the Paraná Three-
Phase and Reliability Programs (see page 45)
weekly critical analysis meetings are held, and
monitoring is performed as well, counting on
the Senior Management’s participation.
42
The results of the investments made are
perceived in the evolution of continuity
indicators: DEC (Equivalent Duration of
Disruptions as per Consumer Unit) and FEC
(Equivalent Frequency of Disruptions as per
Consumer Unit). In 2018, Copel reported a
FEC with a global value of 6.22 disruptions,
going down to 6.02 disruptions in 2019
and 5.61 disruptions in 2020. Considering
only the events verified in the distribution
system (FECi), that value amounted to 5.55,
accounting for the lowest level ever achieved
by the Company. The global goal established
by Aneel in 2020 was of 7.24 disruptions.
As for DEC – which accounts for the average
Planning of the grids is developed
based on expansion studies,
undertaken as per voltage class:
Medium Voltage Distribution
System (13.8kV and 34.5kV) and
High Voltage Distribution System
(69kV, 88kV and 138kV).
Manutenção em linha de distribuição
COPEL 2020 INTEGRATED REPORT ABOUT COPEL AND ITS BUSINESS MODELS time consumers suffer power failures within the period of one year –,
the global values assessed in 2018, 2019 and 2020 were, respectively,
of 10.31 and 9.11 and 7.83 hours. Considering only the events verified
in the distribution system (DECi), that value amounted to 7.81 hours,
20% below the global goal established by Aneel (9.83 in 2020), the
lowest value ever achieved by the Company. GRI EU28, EU29
In 2020, global distribution losses — technical, non-technical and in
the basic grid — accounted for 9.4% of the energy injected in the
distributor’s system. That percentage was 0.8 percentage points
higher than the one seen in 2019. Technical losses, on that same
basis, amounted to 6.0%, while non-technical losses amounted to
1.8% in that year.
Global, technical and non-technical losses
GRI EU12
Global Losses – Distribution (%)
Technical Losses – Distribution (%)
Non-technical Losses – Distribution (%)
2018
9.7
5.9
2.4
2019
2020
8.4
6.0
1.0
9.4
6.0
1.8
Nota: Technical losses refer to that portion of distribution losses inherent to the transportation, voltage
transformation and energy measurement processes in the concessionaire’s grid. Non-technical losses, on their
turn, account for all the remaining losses associated to electric power distribution, such as energy thefts,
measurement errors, billing errors, and consumer units lacking measurement equipment, among others. The
average global losses in the last three years amounted to 9.1%.
PERIOD FROM JANUARY TO DECEMBER
DECi
FECi
2018
2019
2020
10.29
9.10
7.81
6.20
6.00
5.55
11.1 Until 2030, guarantee access to safe and adequate
housing and at affordable prices to all, access to basic
services, and urbanize slums
Baseline
15% median (series from 2008 to 2018).
Indicator
Percentage of non-technical losses.
Suggested goal
Achieve, until 2030, actual non-technical losses
inferior to 13%.
Copel’s Performance
Copel’s non-technical losses have been lower than 2% since 2019
and the average global losses in the last three years have been of
9.1%. Keeping losses at low levels and within the Company’s goals
contributes to help the Brazilian electric power sector as a whole to
achieve the goal associated to objective 11.1 of the SDG’s.
43
COPEL 2020 INTEGRATED REPORT ABOUT COPEL AND ITS BUSINESS MODELS Conscious energy use
GRI EU7, 203-2, PRME 3, 4, 5
Law nº 9,991/2000 and Aneel Normative Resolution n° 892/2020
have established the application of financial resources in the Energy
Efficiency Program, with the purpose of promoting the efficient use
of electric power in all the sectors of the economy. Every year, Copel
makes public calls so that consumers can submit proposals for projects
to demonstrate the importance and economic viability of improving
the energy efficiency of equipment, processes and end uses of energy.
Industrial, residential (condos), rural, commercial, and service sector
consumers can take part, as well as public powers, parties responsible
for street lighting, and public services.
In 2020, 106 projects were selected after public calls, as a
consequence of the process started in 2019, totalizing a record amount
of R$ 154.3 million, with the highlight going to nine hospitals and
23 municipalities, which proposed improvements in street lighting
systems, municipal schools, or their own buildings. The investment in
those projects wil be made in the next two years. Public Call PEE Copel
003/2020 was also published, in which the total amount of R$ 30
million has been made available so Copel’s consumers can implement
energy efficiency projects.
energy management systems and studies to label buildings. In 2020,
it is also worth mentioning the projects implemented together with
hospital Santa Casa de Maringá, with the installation of a photovoltaic
system, and a street lighting project in the municipality of Carlópolis.
PEE Project with UFPR
GRI 203-2
In December 2020 a photovoltaic solar plant was inaugurated in
the campus of the Polytechnic Center, at the Federal University of
Paraná (UFPR), in Curitiba. Funded by Copel’s Energy Efficiency
Program (Programa de Eficiência Energética/PEE/Aneel), this is the
largest facility of its kind in Brazil: carport solar parking. R$ 21 million
were invested to install this infrastructure, which will generate 1.2
megawatts of energy.
This project also includes the installation of 56 thousand LED lamps
in that same university. With the solar plant and the replaced street
lighting, savings will be superior to R$ 2 million per annum.
Energy efficiency
Altogether, 72 PEE projects were implemented in 2020, with
investments amounting to R$ 19.7 million – 7 of them were concluded
throughout the year. Among them, the highlight goes to the initiatives
developed together with five public universities in the State of Paraná,
selected in response to Aneel Priority Project Call 001/2016, and which
led, in 2019 and 2020, to the replacement of more than 100 thousand
LED lamps and the installation of approximately 2.5 MWp of power
generation photovoltaic systems, in addition to the implementation of
2018
2019
2020
Saved Energy (MWh/year)
6,189.99 14,586.53
7,064.71
Saved Energy (tCO2/year)1
544.72
1,283.61
621.69
Demand Reduction at the End Point (kW)
1,169.35
2,521,38
776.30
1. MWh and tCO2 conversion according to yearbook Synthesis Report on National Energy Balance/Relatório
Síntese do Balanço Energético Nacional – BEN 2019 (page 10), available at: http://www.epe.gov.br/pt/
publicacoes-dados-abertos/publicacoes/balanco-energetico-nacional-2019. (88 kg CO2 for the production
of 1 MWh of electric power).
44
COPEL 2020 INTEGRATED REPORT ABOUT COPEL AND ITS BUSINESS MODELS Advances in operational efficiency
GRI EU23
The investment made to expand the distribution grids ensures to
consumers and municipalities access to electric power, an input that
has a positive impact on the quality of life of the population at large
and leverages local economies, attracting new investments in trade
and industry.
power supply redundancy, since the three-phase scheme provides for
interconnection between them. Thus, if energy fails at an end point, the
other one can take over, and in the case of shutdowns energy supply is
more quickly resumed.
As the largest program of its kind in Brazil and the largest rural
electrification initiative in the State since the 1980’s, the Paraná Three-
Phase Program forecasts investments for six years in the rural electric grid
all over the state territory. It will include 25 thousand kilometers of three-
phase grids and investments of around R$ 2.1 billion.
Of that total grid, 2,807 kilometers were already implemented until the
end of 2020. This result was 12% above the total planned volume in
that year, which pointed to the installation of a 2.5 thousand-kilometers
grid, which is longer than the distance, on a straight line, between the
municipalities of União da Vitória, in the State of Paraná, and Manaus, in
the State of Amazonas.
Out of that total, 668 kilometers were installed in the South-Central
region, 646 kilometers in the Eastern region, 573 kilometers in the
Western and Southwestern regions, 501 kilometers in the Northeastern
region, and 419 kilometers in the Northern region of the State of Paraná.
In 2020, the investment exceeded the initially planned amount– R$ 210
million – reaching R$ 261 million. The new three-phase grid is spread all
over the State and the works are generating around one thousand direct
and indirect jobs in Paraná.
The new cables are shielded, with a reinforced resistance level when hit
by tree branches or any other object. The new distribution grids provide
The three-phase grids also enable advanced technologies to be installed
and integrated into Copel’s remaining grids. An example is the automation
feature that has been implemented in the entire State, such as the
automatic circuit reclosers.
In the Western and Southwestern regions alone, the budget forecasts
the start of operation of a total of five new substations, 470 kilometers
of high voltage distribution lines, and around 700 new circuit reclosers,
switches, voltage regulators, and power transformers.
The Smart Power Grid program was launched in September 2020,
to be implemented by Copel, with a total investment of R$ 820
million. This program has as its purpose to modernize electric power
management and distribution in the State of Paraná. In its first phase,
151 municipalities will be served in the Eastern (Metropolitan Region of
Curitiba), South-Central, Southwestern and Western regions, benefiting
approximately 4.5 million people.
With this new system, consumer units will count on digital meters that
directly communicate with Copel’s Integrated Distribution Operation
Center, enabling the Company to control the entire chain, from a
substation up to end consumers. With this new system, consumption
reading can be done remotely, providing autonomy so citizens can
monitor their consumption level in real time by using an application.
The smart grid will also include sensors and remote control devices
45
COPEL 2020 INTEGRATED REPORT ABOUT COPEL AND ITS BUSINESS MODELS that enable the grid to reconnect in the majority of cases and, if that
does not happen, Copel will be able from its integrated center to
immediately detect and solve any eventual shutdown problem.
Another operational front of the Full Reliability Program is a redimensioning
of feeder circuits, in order to avoid that the impact of shutdowns might
affect a large quantity of consumer units. In 2020, this segmentation was
implemented in 26 distribution circuits.
This will be the largest grid of its kind in Brazil, following a model
that has already been implemented in countries such as the United
States and Japan. Being fully automated, it will enable, among many
other new solutions, to put en end to energy thefts, make cities
increasingly smarter, guarantee a broad grid monitoring capability, and
also decrease tariffs. The program will be implemented without any
additional cost to clients. The first phase of its implementation should
last for 30 months, and will offer a new technology to residential
consumer units and urban and rural companies.
The Smart Power Grid came into being after a pilot project
implemented in Ipiranga, a city in the region of Campos General, in
2018. Five thousand consumer units have been served in urban and
rural areas of that municipality with highly satisfactory results. The
duration of power supply shutdowns, for example, has decreased by
52% if compared to years 2018 and 2019.
Copel concluded, in July, the first stage of the Full Reliability Program, a
set of works with investments amounting to R$ 300 million scheduled to
the period between 2020 and 2022, in the grid automation, construction
of substations, and communication technology areas, involving field
teams and remote operation of the system. All the actions forecasted by
the program are dedicated to boosting reliability, that is, to avoid electric
grid shutdowns and to allow faster reconnection in the case of any
eventual power supply disruption to consumers.
During the first half of 2020, 597 automation points and 52 electric grid
self-reconstitution systems were implemented, which can identify a defect
and reconnect unaffected stretches without requiring human interference.
An automatic energy source transfer system was also implemented in
seven energy substations, and two new switching stations were built,
in Rosário do Ivaí, in the Northern region of the State, and in Sapopema,
in the South-Central region. Until the end of 2022, 86 new switching
substations or stations will have been implemented in small municipalities,
which do not count yet on one of these units.
In the communication area, the program forecasts the implementation of
65 additional VHF radio repeater sets in the network utilized by electricians,
in addition to the implementation of a new satellite communication system
to service those points not covered by radio.
7.1 Until 2030, ensure universal, reliable, and modern access,
and at affordable prices, to power supply services
Baseline
Indicator
Suggested
goal
99.8% of the population with access to electric power
supply (2019).
Proportion of the population with access to electric
power supply.
Until 2030 provide access to electric power supply
to 100% of the Brazilian population, by stimulating
the use of new technologies and ensuring affordable
prices and quality power supply.
Copel’s Performance
According to Ordinance 2,344 and Annex I issued by Aneel on July
17, 2012, Copel concluded the Universalization Plan in urban and rural
areas respectively in 2006 and 2010. | GRI EU26
46
COPEL 2020 INTEGRATED REPORT ABOUT COPEL AND ITS BUSINESS MODELS 11.1 Until 2030, guarantee access to safe and adequate
housing and at affordable prices to all, access to basic
services, and urbanize slums
Baseline
Not identified to measure a specific goal for the
installation of smart meters (develop baseline and
monitoring format).
Indicator
Quantity of installed smart meters.
Suggested
goal
Expand the initiatives associated to smart cities
until 2030.
Copel’s Performance
Copel is implementing the largest smart power grid in Brazil, with
a total investment of R$ 820 million. The program will modernize
electric power management and distribution in the State of Paraná.
During the first phase alone, 151 municipalities will be served,
benefiting approximately 4.5 million peoples.
Energy planning and increased demand
GRI EU10, EU19
As a state responsibility, electric power sector planning is currently
developed by the Energy Research Company, according to that
disposed in Federal Law 5,174/2004. This entity periodically publishes
a series of indicators, studies and reports, including the “National
Energy Plan” (“Plano Nacional de Energia”) and the “Decennial Energy
Plans” (“Planos Decenais de Energia”), documents that forecast and
define the energy generation and transmission enterprises of interest
for the Brazilian State, based on the Gross Domestic Product (GDP)
growth projections.
Before being approved, the plans are submitted to a Public Hearing,
when they are disclosed for stakeholder analysis, with the purpose of
receiving contributions from many sectors of Brazilian society. Only
after such public participation they are then published as public policy
instruments for the sector.
The same applies to the service concession notices related to the
electric power sector, which go through Public Hearings before being
approved. Thus, the process to plan and grant public electric power
generation and transmission services is conducted in a participative
manner by Copel and the Brazilian State.
Power transmission substation
47
COPEL 2020 INTEGRATED REPORT ABOUT COPEL AND ITS BUSINESS MODELS Covid-19 Pandemic
GRI 103-2, 103-3
The technological transformation Copel has been going through
has been essential for maintaining its operational activities at
the expected levels, since it has enabled the remote execution
of daily activities by a large part of its employees – 70%
have been working at their homes. The implementation of
solutions such as Office 365 (a set of Microsoft applications)
has enabled the Company to maintain productivity even while
working remotely. For that percentage of employees who
have continued to perform fieldwork, the equipment deemed
necessary to ensure their health and safety has been acquired,
and new operational norms have been established.
Commercial activities, however, have been affected due to the
closure of on-site customer service agencies and to a halt in
power cuts due to payment default until August. In order to
circumvent these issues, Copel has adopted many different measures,
among which: the elaboration of a specific action plan for its operations
center, and their division into three working environments, which has
enabled greater distancing between employees; the renegotiation of
debts due to payment default; the expansion of customer services
through a call center employing on-site attendants to do remote work;
and an expansion of virtual services through the Company’s website.
Energy commercialization has been economically affected due to
consumption decrease and difficulties faced by clients to pay their
power bills. In order to mitigate these effects, Copel has reduced or
postponed contracts, and has also decreased the contracted amounts
through amendments. It has also established criteria and terms of
recognition to provide the payment of debts in installments, thus
making it easier for clients to pay their debts.
48
COPEL 2020 INTEGRATED REPORT ABOUT COPEL AND ITS BUSINESS MODELS ESG
MANAGEMENT
Copel’s Wind Power Complex, in the State of Rio Grande do Norte
Corporate governance
Strategic benchmark
GRI 102-16, PRME 1, 2
MISSION
To supply energy and provide solutions while
promoting sustainable development.
VALUES
To be a reference in its business sector by generating
value in a sustainable manner.
VISION
Ethics
Transparency
Responsibility
The result of a collective agreement
that defines individual behaviors
aligned with a common objective.
To render account on the Company’s
decisions and achievements and
inform all stakeholders about their
positive or negative aspects.
Respect for people
Consideration towards other people.
Safety and Health
Conducting the company’s business
activities in a sustainable manner, while
respecting the rights of all stakeholders,
including the future generations, and
promoting our commitment to preserve
all forms of life.
Dedication
Capacity to intensely and fully engage
with work and contribute to achieve
the objectives of the organization.
A healthy working environment in
which workers and managers
collaborate to establish a continuous
improvement process in order to
protect and promote safety, health,
and wellbeing for all.
Innovation
Application of ideas to processes,
products or services in order to
improve existing practices or build
something different and better.
50
COPEL 2020 INTEGRATED REPORT ESG MANAGEMENT | CORPORATE GOVERNANCE Corporate governance practices
GRI 103-1, 103-2, 103-3, PRME 1, 2, 3
Corporate governance is the system
according to which an organization is
managed, and it is adopted to ensure a high
level of transparency and management control
over the business within the long term,
while perfecting the relationship between
shareholders, the administration, and
remaining stakeholders. A fragile governance
system, with a low level of protection for
shareholders and investors, is associated to
higher capital costs and is a critical factor
for third parties’ investment decisions. So,
a well-structured process is fundamental for
success, for gaining recognition, and for the
longevity of any business, since it provides
for a better and higher quality decision-
making process, thus contributing to preserve
and optimize long-term economic value.
Copel is a semi-public corporation, controlled
by the State of Paraná, which holds 58.6%
of its ordinary shares with voting right. The
Company’s corporate governance comprises
an efficient set of mechanisms, including
both incentives and monitoring, in order to
ensure that the performance of its managers
is always aligned with the best interests of
the Company, of its stakeholders, and of the
Government of the State of Paraná. Copel is
listed at Governance Level 1 of B3 (Brazil,
Exchange, Counter – Stock Exchange of
Sao Paulo) and complies with the provisions
of Federal Laws nº 6,404/1976 and nº
13,303/2016, with the rules set by the
Securities and Exchange Commission (CVM),
and with the remaining applicable legislations
in force in Brazil. According to its new
Bylaws, approved at the 201st Extraordinary
General Assembly, held on March 11, 2021,
the Company will migrate to Governance
Level 2 of B3 upon the financial settlement
of the secondary public offering of shares
or Units to be held by the controlling
shareholder.
Abroad, the Company complies with the
norms set by the Securities and Exchange
Commission (SEC) and the New York Stock
Exchange (NYSE), in the United States, and
by Latibex, the Bolsa y Mercados Españoles,
in Spain. Copel’s corporate governance
system also includes the governance of its
wholly owned subsidiaries, as established
in their sharing contract. The Company’s
main governance documents and policies are
available at website.
51
Among the best in corporate
governance
In order to assess the maturity
and quality level of its corporate
governance, Copel has adopted the
main market practices and compared
its performance according to the
best global and national benchmarks:
Corporate Sustainability Index (CSI
B3), in whose portfolio the Company
remained in 2021, with a record score
in its history – 79 points in the average
of all evaluated items; an evaluation
methodology in conformity with the
Corporate Sustainability Assessment,
established by S&P Global (Dow Jones
Sustainability Index – DJSI); Pro-Ethics
Seals; and Certification from the State-
Owned Enterprise Governance Highlight
Program of B3, in which Copel has
kept a certification since 2018, and
has been the only company to obtain
the maximum score (60 points), having
fulfilled all the requirements established
in its regulations.
COPEL 2020 INTEGRATED REPORT ESG MANAGEMENT | CORPORATE GOVERNANCE Copel’s New Bylaws - advances in corporate governance
Copel’s new Bylaws establish new provisions, among which:
to guarantee that the current statutory device that mandates the
integral application of tariff readjustments, homologated by the
National Electric Energy Agency (Aneel), cannot be altered or
excluded without the approval of the majority of shareholders
holding preferential shares;
to increase from two to three the number of members elected by the
minority shareholders to the Board of Directors (CAD);
inclusion of an independent external member in the Statutory Audit
Committee; and
establishment of 3 advisory committees for CAD:
Investment and Innovation Committee, with the purpose of
evaluating and issuing recommendations for the Company’s
investment plans, composed of 3 CAD members, with one of
them being a representative of the minority shareholders;
Sustainable Development Committee with the purpose of
assisting the CAD to propose guidelines, policies and main topics
related to staff management and ESG;
Minority Shareholders Committee with the purpose of analyzing
and issuing recommendations and opinions on matters involving
transactions between the Company and the controlling shareholder.
a units transaction, including the breaking down of stocks at the
ratio of 1 to 10 ( according to the Notice to Shareholders issued on
March 12, 2021); the possibility of converting stocks at the ratio of
one ordinary share (ON) for a class B (PNB) preferential share, and
vice-versa; the formation of units composed of five shares issued by
the Company, with one ON (CPLE3) and four PNB (CPLE6);
adhesion to Corporate Governance Level 2 of B3, which establishes,
among other points: tag along of 100% for Ordinary and Preferential
shares, thus providing equitable treatment to the Company’s
shareholders; and right of vote for the preferential shareholders in
matters regarding transformation, incorporation, demerger, and
merger of the Company. Such advances have added up to the
Company’s robust already existing Corporate Governance system,
and to the new dividend policy, approved on January 20, 2021,
according to Relevant Fact 04/21. Leaving Level 1 and migrating to
Corporate Governance Level 2 of B3 is conditioned to the future
realization and settlement of a secondary stock distribution public
offer or units owned by the State of the Paraná, and issued by the
Company, according to Relevant Fact 01/21, of January 08, 2021.
Such restraint is forecasted in Art. 114 of the Company’s Bylaws.
52
COPEL 2020 INTEGRATED REPORT ESG MANAGEMENT | CORPORATE GOVERNANCE Corporate governance structure
GRI 102-18, 102-22, 103-1, 103-2
Copel’s corporate governance structure is composed of statutory bodies, with different levels of responsibility, as follows: General Shareholders
Assembly, with its Appointment and Evaluation Committee and the Fiscal Counsels; Board of Directors with its statutory advisory committees:
Statutory Audit Committee, Investment and Innovation Committee, Sustainable Development Committee and Minority Shareholders Committee;
Internal Audit and Collegiate Board advised by non-statutory internal bodies, such as for example the Ethics Committee. Click on the names
found in the image below to have access to further details. Other information, such as composition as per gender, stakeholders’ participation, and
technical competencies can be checked in Annex on pages 221 to 224.
GENERAL SHAREHOLDERS ASSEMBLY
APPOINTMENT AND EVALUATION
COMMITTEE
STATUTORY AUDIT COMMITTEE
BOARD OF DIRECTORS
AUDIT
COLLEGIATE BOARD
HOLDING
CEO
FISCAL COMMITTEE
SUSTAINABLE DEVELOPMENT
COMMITTEE
SUSTAINABLE INVESTMENT
COMMITTEE
MINORITY SHAREHOLDERS
COMMITTEE
Board of Finance
and Investor Relations
Corporate Board of
Directors
Legal and Regulatory Board
Business Development Board
Governance, Risk and
Compliance Board
Notes:
1. The Appointment and Evaluation Committee is shared with Copel’s wholly owned subsidiaries (Holding).
2. Internal Audit is administratively subordinated to the Office of the Chairman of the Board, and functionally to the Board of Directors.
53
COPEL 2020 INTEGRATED REPORT ESG MANAGEMENT | CORPORATE GOVERNANCE Appointment and performance evaluation of the members of statutory bodies
GRI 103-1, 103-2
Nomination and Appointment Process
102-24, 103-2
The Board of Directors members are, initially, nominated by the
controlling shareholder (the State of Paraná), with the exception of the
seat destined to a representative of the employees, for which an internal
election process is held. Copel summons its shareholders to nominate
the candidates via a Notice to the Market, published in the Board of
Investor Relations’ website, in conformity with Art. 21-L and 21-M of
the CVM Instruction 481/2009 and the applicable legislation.
The Governance, Risk and Compliance Board evaluates each candidate
as regards their requirements and impairments. The Appointment and
Evaluation Committee verifies the conformity of nominations with
internal norms and the applicable legislation, and especially with the
Nomination Policy and the Internal Norm on the Nomination of Statutory
Body Members (NAC 030311).
According to item 4,2,8 of NAC 030311, Board of Directors members
are required to have knowledge and experience only as regards
economic topics: “state-owned companies and semi-public corporations,
which have their stocks listed in the New York Stock Exchange – NYSE
and/or in B3, must make sure that at least one of the management
advisors have recognized experience in corporate accounting matters in
order to become a member of the Statutory Audit Committee.”
Both the Nomination Policy and NAC 030311 point to diversity as a
principle to be considered when selecting advisors, including diversity as
regards educational background, qualifications and experience, including
gender, religion, age, and race.
Remuneration of the members of corporate governance
GRI 102-35, 102-36
The remuneration of Chief Management Officers, Fiscal Counsels and
members of statutory committees is defined on an annual basis by
the General Assembly, following the determinations of the majority
shareholder as established in Normative Deliberation nº 003/2019,
issued by the State Companies Control Council (Conselho de Controle
das Empresas Estaduais/CCEE/PR), which disposes on the general
governance norms to be observed by state-owned companies and
semi-public corporations under direct or indirect control of the State
of Paraná.
The annual remuneration shall include burdens, representation
allowance, and health and retirement plans. No payment/compensation
is linked to the achievement of any goal, to variable remuneration, or to
any performance indicator.
54
COPEL 2020 INTEGRATED REPORT ESG MANAGEMENT | CORPORATE GOVERNANCE Evaluation of statutory bodies’
performance
Development of the members of governance bodies
GRI 102-27, PRME 1, 2, 3
The members of Copel’s Senior Management
are submitted to high-level on-site and
virtual training on economic, environmental,
and social topics. In 2020 the Program
for the Development of Advisors and
Chief Management Officers (Programa
de Desenvolvimento de Conselheiros e
Administradores) was implemented in
partnership with the Brazilian Institute of
Corporate Governance (Instituto Brasileiro de
Governança Corporativa), with eight modules.
Topics related to Federal Law nº 13,303/2016
were discussed – role and mission of
the Council, Chief Management Officers’
responsibilities, corporate legislation and
Anticorruption Law; new business context,
strategic challenges of governance, and
essence of business value; strategic direction
and monitoring; risk management roles; audit
committee and compliance risks; innovation;
staff management: control function; and
corporate performance monitoring.
Within the scope of the Integrity Program,
the Company’s Chief Management Officers
continued to receive qualification. In August,
the offered training gathered 63 Chief
Management Officers to qualify them in
regard to the following topics: legislation and
governance; capital market and information
disclosure, Federal Law nº 12,846/ 2013 –
Anticorruption Law; Copel’s code of conduct;
internal controls; best practices for the Board
of Directors and the Fiscal Counsels, with
this action being conducted by the Brazilian
Institute of Corporate Governance (IBGC).
GRI 102-28, 103-3
Copel’s (Holding) and its wholly owned
subsidiaries’ statutory bodies are annually
submitted to a performance evaluation
process, as established in Art. 81st of the
Bylaws and in the Annual Performance
Evaluation Policy for Statutory Bodies (NPC
0319). The requirement to perform such
analysis is also forecasted in the applicable
legislation and is a part of the best corporate
governance practices. The Board of Directors
is responsible for it, counting on the
methodological support of the Appointment
and Evaluation Committee.
The process comprises collective (peers and
the body) and individual (self-evaluation)
evaluations, and its independence is
ensured by the contracting of an external
consultancy company, which must develop
the model and apply the same, according to
the terms of Federal Law nº 13,303/2016.
In addition to the statutory bodies, the
members of the Executive Board and of the
Corporate Governance Secretariat must also
be evaluated.
55
COPEL 2020 INTEGRATED REPORT ESG MANAGEMENT | CORPORATE GOVERNANCE Integrity
Integrity Program and Code of Conduct
GRI 102-16, PRME 1, 2, 3
Copel’s Integrity Program, whose more recent review and approval process by the Board
of Directors occurred on June 17, 2020, was created based on Law nº 13,303/2016
(Anticorruption Law) to prevent, detect and mitigate any possible harmful act that might
involve, for example, the practice of bribery, kickback, conflict of interests, frauds in
bidding and payment processes, among others. Its rules are applicable to all employees,
Chief Management Officers, and Fiscal Counsels.
The Code of Conduct, in force since 2003, is periodically revised, being also submitted
to public consultation every four years. This document incorporates Copel’s values, the
principles of the UN Global Compact and of corporate governance, and establishes a
set of conducts related to topics such as integrity, conformity, transparency, safety and
health, social and environmental responsibility, and respect and relationship with the many
segments and communities in which the Company operates.
The Code of Conduct is the guiding instrument for the acts undertaken by all those
who perform any activity on behalf of Copel and its equity holdings, establishing
parameters of conduct for employees, members of the Board, Councils, and Committees,
trainees, suppliers, service providers and contractors. It is important to stress that any
noncompliance with its principles and commitments subjects an individual to the penalties
forecasted in the functional disciplinary norms.
56
COPEL 2020 INTEGRATED REPORT ESG MANAGEMENT | CORPORATE GOVERNANCE The Code of Conduct is delivered to Copel’s
employees and Chief Management Officers
through a receipt protocol. It is also available
to all stakeholders at the Compliance Portal
and is mentioned in Copel’s Suppliers’ Manual,
delivered to each supplier upon signing any
contract, when a Term of Awareness and
Commitment is also signed, containing the
Company’s principles and guidelines.
For commercial partners, the many
anticorruption measures, policies and norms
are communicated during workshops,
seminars, and other events.
According to the Bylaws, the Governance, Risk
and Compliance Board, which report directly
to the Office of the Chairman of the Board, is
the party responsible for managing the topics
related to Copel’s integrity, norms and values.
Conflicts of interest
GRI 102-25
Copel’s guidelines to deal with conflicts of interest are described in its Bylaws
and in the internal regulations of the statutory bodies, according to the applicable
legislation, any specific policy, and the best corporate governance practices
set by the Brazilian Institute of Corporate Governance (IBGC). The Policy
on Transactions with Related Parties and Conflicts of Interest indicates the
rules so that transactions between related parties are undertaken in the best
interest of Copel and of its wholly owned subsidiaries, based on the principles
of independence, competitiveness, conformity, transparency, equity, and
commutativity. The Policy is also applicable, as a recommendation, to controlled
and jointly controlled companies, and indicated to affiliated companies and other
equity holdings, in compliance with their corporate procedures.
When any conflict of interest or private interest in relation to a certain subject
to be decided is verified, it is the duty of the Chief Management Officer him/
herself to immediately manifest in that regard. In case he/she fails to do so,
anyone attending a meeting who is aware of any such fact must immediately
manifest in that regard.
In such situations, the involved Chief Management Officer must be removed
from any such discussion and deliberation, and temporarily leave the meeting.
Verified conflicts are registered in the minutes of the respective Board of
Directors meetings and made available at Copel’s website.
57
COPEL 2020 INTEGRATED REPORT ESG MANAGEMENT | CORPORATE GOVERNANCE Training on integrity
GRI 102-16, 205-2, PRME 1, 2, 3
Copel provides every year to all employees and Chief Management
Officers specific training on the Code of Conduct, under the distance
learning modality. These activities have been developed based on the
evaluations regarding the risk of fraud and corruption, with the purpose
of targeting the most vulnerable business areas and processes.
Employees take part in the Compliance Ambassadors Program, which
in 2020 provided qualification to professionals from many areas, in
order to discuss this topic specifically as regards their operational
activities. Altogether, 598 people have taken part in this program.
For Chief Management Officers, training is divided into modules, in
which are discussed issues related to the Code of Conduct; to the
Anticorruption Law; to the Policies on Transactions with Related Parties
and Conflicts of Interest, and the Risk Management Policy, among
others; to Internal Controls; and to strategic corporate risk management.
Those responsible for internal controls are also submitted every year to
specific training promoted by the Governance, Risk and Compliance Board
in partnership with UniCopel (the Company’s Corporate University).
Governance body members and own employees trained on policies and procedures to fight corruption | GRI 205-2
Governance body members
Governance body members who have been trained
Percentage of governance body members who have been trained (%)
29
Employees
6,667
15
51.72
Employees who have been trained
Percentage of employees who have been trained (%)
3,057
52.60
Total number of employees,
as per functional category
Total number of employees,
as per functional category, who have been trained
Percentage of employees, as per functional category,
who have been trained (%)
33
1,609
3,772
1,284
171
9
33
15
786
1,954
752
30
4
2
45,45
48.91
51.82
59.87
17.54
44.44
6.06
Functional category
Operations
Mid Level Technical
Professionals
Mid Level Professionals
Higher Level Professionals
Trainee
Director1
Advisor1
Note: 1. These 171 trainees, 9 directors and 33 advisors are not included in the total number of employees shown in the previous table; however, they have been included in this table because they have been trained on the policies
and procedures to fight corruption.
58
COPEL 2020 INTEGRATED REPORT ESG MANAGEMENT | CORPORATE GOVERNANCE
Anticorruption practices
Copel’s anticorruption practices are based
on law 12,846/2013 (Anticorruption Law)
and on Decree nº 8,420, which deal with the
implementation of integrity programs,
as well as the administrative accountability of
legal persons for the practice of acts against
national or foreign public administration.
The Company’s internal controls structure
follows the standards set by the Committee
of Sponsoring Organizations of the Treadway
Commission (Coso), an internationally
recognized framework, and Copel’s
Integrity Program enables for the integrated
management of its internal controls,
while providing as well a reasonable
guarantee of adequate authorizations and
accounting transaction records, enabling the
Company to elaborate and disclose
financial reports in conformity with
the applicable norms.
In addition to the Integrity Program and the
Code of Conduct, the most relevant guiding
instruments to prevent and fight corruption
within the Company, Copel has established
corporate policies that are periodically revised
and aligned with American laws Foreign
Corrupt Practices Act (FCPA), of 1977, and
Sarbanes-Oxley Act, of 2002, and with Coso.
As regards Copel (Holding) and its wholly
owned subsidiaries, 100% of Copel’s
operations were submitted to corruption risk
evaluations in 2020, and no such case has
been identified so far. GRI 205-1, 205-3
Communication channels
GRI 102-17, 102-43
CWith the purpose of receiving opinions,
critical remarks, complaints, suggestions
and consultations, Copel makes some
communication channels available that
contribute to fight frauds and corruption.
Another positive characteristic of these
channels is to expand our relationship with
stakeholders. The Company stimulates these
parties to record any situation indicating any
violation of its ethical principles, policies,
norms, laws and regulations, or any other
improper conduct. The communication
channels are disclosed through articles in
its Intranet network and banners posted at
the work centers, in the Intranet and in the
Internet. In 2020, ads were aired in radio
stations in the State of Paraná and in the
training on the integrity topic administered to
employees, Chief Management Officers and
advisors, among other stakeholders.
As mechanisms to disseminate guidelines
on ethical and legal behavior, Copel has also
made available:
59
COPEL 2020 INTEGRATED REPORT ESG MANAGEMENT | CORPORATE GOVERNANCE Reporting Channel
GRI 102-17, 103-3
With the purpose of improving and raising perception of guaranteed
anonymity to whistleblowers, Copel has made a Reporting Channel
available since June 2018, managed by a company contracted through a
bidding process. This initiative is part of a set of measures adopted with
the purpose of strengthening the Company’s governance practices.
All complaints are treated in secrecy, by ensuring anonymity,
confidentiality and protection to whistleblowers. Copel stimulates
people to report frauds, corruption, noncompliance with laws, norms
or guidelines of the Code of Conduct, and remaining illegal acts or
irregularities involving audits and financial or accounting practices.
The process involving the receipt and investigation of reported events
through the Reporting Channel is monitored by the Ethics Committee,
which since January 2020 has become a collegiate body that assists
the Board of Directors, composed of the Governance, Risk and
Compliance Director, the Corporate Management Director, and the
Legal and Institutional Relations Director, in addition to a member of
the Board of Directors. This body, through its deliberations, may invite
the Director from the involved area and Copel’s (Holding) CEO to
discuss the matter in question and assist the decision-making process.
0800 643-5665
https://www.copel.com/canaldedenuncias
Available 24 hours a day, 7 days a week
Open to the internal and external stakeholders
60
MANIFESTATIONS RECEIVED BY THE REPORTING CHANNEL IN 2020
GRI 102-34
Unfounded
Founded
Subtotal
Under analysis on December 31, 2020
Overall total
2
2
4
9
13
Note: the table above includes all the complaints reported in the previous years regarding the integrity
topic, regardless of their relevance. In 2020, the methodology employed to investigate complaints
was altered, by starting to consider just those reports deemed relevant by the Senior Management.
GRI 102-48
Copel Distribuição’s Ombudsman’s Office
GRI 102-17
Suggestions, complaints and suggestions
0800-647-0606
ouvidoria@copel.com
Available on working days, from 8 AM to 6 PM
Rua Professor Brasílio Ovídio da Costa, 1703
Santa Quitéria | Curitiba (PR) – CEP 80310-130
It welcomes personal reporting of occurrences
Open to internal and external stakeholders
COPEL 2020 INTEGRATED REPORT ESG MANAGEMENT | CORPORATE GOVERNANCE Copel Telecomunicações’ Ombudsman’s Office
Ethics Committee
Suggestions, complaints and suggestions
0800-649-3949
ouvidoriatelecom@copel.com
Available on working days, from 8 AM to 6 PM
Rua José Izidoro Biazetto, 158, Bloco A,
Salas 06 e 08, Mossunguê - Curitiba (PR)
It welcomes personal reporting of occurrences
Open to internal and external stakeholders
An advisory body that assesses and issues guidance on
the processes related to ethical conduct in the Company,
with a maximum term of 90 days to provide a final answer
https://www.copel.com/canaldedenuncias
Available on demand
Open to internal and external stakeholders
Moral Harassment Report Analysis Commission (CADAM)
Commission created to assist and support any and every
employee who has been a victim of moral harassment
in the work environment. The provided information is
confidential and both the whistleblower and the reported
person are guaranteed to have their identities preserved.
https://www.copel.com/canaldedenuncias
Available on demand
Open only to the internal public
Demands treated by the Ethics Committee in 2020
480 complaints
9 consultations and other demands
61
COPEL 2020 INTEGRATED REPORT ESG MANAGEMENT | CORPORATE GOVERNANCE Covid-19 Pandemic
GRI 103-2, 103-3
Copel’s Senior Management has adopted timely actions to fight
the Covid-19 pandemic, to provide support and ensure clarity in
its decision-making process, and to manage the crisis, in order to
guarantee compliance with all the measures adopted to contain
the dissemination of that disease in the Company and minimize its
impacts and potential impacts on the administrative, operational,
and economic, and financial areas. To do that, it has established a
Contingency Commission, to act based on four pillars:
people’s safety;
continuity of essential activities;
monitoring of the guidelines and requirements set
by the regulatory bodies; and
preservation of adequate financial conditions to cope
with the crisis
The objectives are: to keep the electric power,
telecommunications, and piped gas infrastructure fully operational,
through a strict safety protocol in order to preserve the health
of professionals; to guarantee safe access to workplaces; to
keep the necessary distancing between individuals in the work
environments; to reinforce the sanitation routines and make
individual protection equipment available to all.
Among the main initiatives in this regard, we may mention the
adoption of remote work in the areas where this is possible,
travel restrictions, holding meetings via videoconference, a daily
follow-up on the health condition and wellbeing of all employees,
and compliance with the contingency protocols.
The commission remains active in 2021, acting mainly in regard
to labor health and safety issues associated to the pandemic.
62
COPEL 2020 INTEGRATED REPORT ESG MANAGEMENT | CORPORATE GOVERNANCE Integrated Power Distribution Center, in Curitiba-PR
Risk management
GRI 102-11, 102-15, 102-29, 102-30, 103-1, 103-2, 103-3, 201-2
By pointing to threats and opportunities, and
providing information to support the decision-
making process, risk management is directly
associated to Copel’s sustainable growth.
The Company’s Risk Management Policy, in
force since 2009, forecasts the integration
of these management practices by defining
the strategies and monitoring corporate
performance, through the establishment
of formal roles and responsibilities, the
constitution and maintenance of an
adequate infrastructure, the definition
of a common methodology for the entire
Company, and by stating its risk appetite.
For this purpose, all legal, regulatory, socio-
environmental and reputational aspects are
taken into consideration, to subsidize the
decision-making process and the execution
of operational activities, after having
previously defined the risk classification
criteria, their occurrence probability, and any
eventual generated impact, as well as the
implementation of adequate responses.
The Risk Management Policy comprises
practices to disclose and control incidents;
to monitor the adequacy and efficacy of the
responses given to existing risks; to ensure
the accuracy and integrity of disclosures; to
timely correct any deficiency; and to periodically
communicate with the Statutory Audit
Committee and the Board of Directors, the
parties responsible for monitoring and inspecting
risk management at Copel. The risk controls are
also annually tested through an external audit.
63
COPEL 2020 INTEGRATED REPORT ESG MANAGEMENT | CORPORATE GOVERNANCE The rules of the policy are applicable to
all corporate areas, to the wholly owned
subsidiaries, and to controlled companies, and
are recommended to Copel’s jointly controlled
companies, affiliated companies, and other
equity holdings. Its guidelines are based
on the Company’s values, on its Code of
Conduct, and on the guidelines issued by the
Committee of Sponsoring Organizations of the
Treadway Commission (Coso). It was revised
for the last time in 2020 and was approved at
an ordinary Board of Directors meeting held in
November, after a favorable recommendation
by the Collegiate Board and the Statutory
Audit Committee. The Company’s Senior
Management is annually given training on the
document, while employees are trained on the
risk management methodology.
Some of the main threats to Copel and its
wholly owned subsidiaries are described
throughout the current report, as well as
the adopted mitigation measures. Other
information on this topic are available in
Form 20-F and in the Company’s website.
Copel is aware that failing to adequately
manage its risks might generate impacts of a
financial nature, to its image and operations,
and of a socio-environmental nature,
which, consequently, might lead to financial
losses, damage its reputation and hinder
the normalization of its operations, or harm
environmental resources and society at large.
The strategic risks associated to its
operations are revised during the elaboration
of its Strategic Planning, a work jointly
performed by the Senior Management of
Copel (Holding) and its subsidiaries through
risk identification and analysis, the definition
of a control and contingency plan, and the
implementation of monitoring actions. Falling
within the operational risk category, the socio-
environmental risks are those related to the
impacts of Copel’s operations on society
and on the environment, which might affect
its reputation and generate sanctions from
inspection bodies. They are also related to
the effects of severe weather conditions,
to the burst of dams, to the scarcity of
natural resources, to the mobilization of local
communities, or to the management of health
crises, and might affect the performance of
provided services and cause losses to Copel.
The opportunities offered by an adequate
sustainability management are reflected in
the new business initiatives the Company has
been developing, such as the construction
of the largest electrified monorail (an
infrastructure built for electric vehicles) in
Brazil, 730-kilometer long, connecting the
The Company’s Risk
Management Policy, in force
since 2009, forecasts the
integration of this management
procedure into the definition
of strategies, performance
monitoring, the establishment of
formal roles and responsibilities,
adequate infrastructure
maintenance, the definition of
a common methodology for the
entire Company, and its risk
appetite statement.
Port of Paranaguá to the Iguaçu Falls, in Foz
do Iguaçu; the acquisition of photovoltaic
plants for distributed power generation; the
development of research and development
projects with universities aimed to improving
distributed generation; and the prospection
new power generation business opportunities,
such as using biomass and biogas derived
from agroindustry, corporate assets, and
forest waste, and from the decomposition of
organic matter from solid waste.
64
COPEL 2020 INTEGRATED REPORT ESG MANAGEMENT | CORPORATE GOVERNANCE Main risks, impacts and opportunities for Copel | GRI 102-15
TOPIC
Strategy
RISKS
IMPACTS
Risks associated to the Senior Management’s decision-making process
and to strategic planning.
Substantial loss to Copel’s economic value.
Reputation
Negative publicity.
Losses derived from the deterioration of the Copel brand
before the market, clients and regulatory bodies.
Market
Changes in market prices, such as, for example, in exchange rates and interest
Oscillation in fair value or in the future cash flows from
rates, and in stock prices.
financial instruments.
Liquidity
Insufficient resources, cash flow, or other financial assets.
Impossibility to settle obligations on the forecasted dates.
Credit
Failure by clients to fulfill their contractual obligations.
Difficulty to receive billed amounts from its clients or from
a counterpart in a financial instrument.
Disclosure
Processes
Possibility of issuing incomplete, inexact or untimely financial, managerial,
regulatory, tax, and statutory reports.
Penalization of Copel through fines or other sanctions.
Inefficacy and inefficiency in Copel’s operations, including the financial
and operational performance goals.
Vulnerabilities in access controls, failure to segregate functions, violation of
Losses resulting from failure, deficiency or inadequacy of
internal processes, personnel and systems,
or external events.
Information Technology (TI)
policies, external attacks, disruptions in IT environments, improper alteration
Unauthorized access to the Company’s data and information.
Socio-Environmental
Projects
Laws and norms
or disclosure of information.
Impacts of Copel’s operations on society and the environment. It is also
related to the effects of severe weather conditions, the scarcity of natural
resources, or to the mobilization of local communities.
Impacts on the Company’s reputation and operations due
to decisions made by inspection bodies. It may also cause
service provision disruptions or energy generation losses.
Risks related to power transmission, generation, and distribution,
It may lead to additional costs, delay in the delivery
telecommunications, and research and development projects, among others.
of a project, and sanctions by regulatory bodies.
Nonconformity with the environmental, labor, tax and regulatory laws Copel is
subject to, including its policies and internal norms.
Sanctions by regulatory bodies.
Fraud and corruption
deviations, conflicts of interest, influence peddling, bribery, kickbacks,
Theft of physical assets, manipulation of information, financial resource
colluding with suppliers and clients, among others.
Financial losses, fines, sanctions and penalties by inspection
bodies, and deterioration of Copel’s image.
65
COPEL 2020 INTEGRATED REPORT ESG MANAGEMENT | CORPORATE GOVERNANCE Objectives of Copel’s risk management procedures
GRI 103-2
In its risk appetite statement, Copel commits itself to strive,
in the next years:
The guidelines to fulfill the risk management objectives include:
to act according to the highest ethical and compliance
standards;
to consider the socio-environmental, corporate sustainability,
and health and safety aspects, striving to anticipate, evaluate
and reduce the short-, mid- and long term impacts of its
operations on society at large;
to guarantee that the adopted activities or practices respect
corporate and environmental sustainability in its business
enterprises;
to identify new and emerging risks, so that the Board of
Directors is able to implement timely responses;
to guarantee that safety at work is strictly observed in all of
Copel’s operations;
to direct the identified opportunities to the competent areas for
analysis and implementation of the actions deemed necessary
for their execution;
not to act in segments not associated to its main activity;
and
to invest in adequate business ventures as regards Copel’s
portfolio and capital allocation strategies.
to assist the Board of Directors to develop processes, provide
responses to risks, and define corporate tolerance to risk in
order to manage risks and problems; and
to monitor the adequacy and efficacy of risk responses, the
accuracy and integrity of corporate disclosures, and the timely
correction of any deficiency.
66
COPEL 2020 INTEGRATED REPORT ESG MANAGEMENT | CORPORATE GOVERNANCE Main risk factors identified by the Company
GRI 102-15
Sectors of the economy where we operate
Regulation of the sectors where we operate
Large dependence on the economy of the State of Paraná;- Political conditions
Renewal of power generation and transmission concessions;
that influence the Brazilian economy;
Maintenance of an energy distribution concession contract;
The effects of the coronavirus pandemic (Covid-19) on the Brazilian economy,
Periodical tariff readjustments and reviews that might affect the company’s
which may affect our operations and results;
operating revenue;
Government policies and priorities that conflict with the interests of our
Alterations in the regulations that might affect the company’s financial performance; and
investors; and
Cyber attacks or security breaches.
Clients
Regulatory changes in the energy price formation methodology in the short-term market
Suppliers
Migration of consumers from the distributor market to the free
consumer market;
Noncompliance with contractual clauses; and
Migration of free market consumers from the power generating company to
Unavailability of materials and workforce within the adequate term that might affect
alternative energy suppliers;
our business.
Installation of cogeneration in plants for consumers free from the distributor; and
Alteration in payment default levels and commercial losses.
Socio-environmental issues
Controlled and Affiliated Companies
Failures in dams under our responsibility might cause severe damages to the
affected communities, to our results, and to our reputation;-
Severe climate adversities might affect our business;
Uncertainties related to wind speed might affect the operations of our wind
power stations;
Hydrological conditions might affect our power generation operational results; and
Failure to fulfill the corporate guidelines in regard to environmental, social,
and governance aspects - ASG.
These aspects are transversal to all of the Company’s businesses, and
neglecting them might lead to financial, operational and reputational losses.
Our controlled and affiliated companies might not be successful, and we cannot ensure
our investments in controlled and affiliated companies will produce the expected results.
Our activities, financial conditions and operational results might be affected due to: (i)
regulatory, economic, environmental, and legislation issues, among others; and (ii)
corporate disputes in our equity holdings.
Nota: demais informações sobre os principais riscos que incidem sobre a Copel e as suas subsidiárias integrais, as formas de mitigação adotadas, bem como os fatores de risco, estão disponíveis nos itens 4 e 5 do Formulário de Referência
2021 e no Relatório 20F, em www.copel.com, na página de Relações com os Investidores.
67
COPEL 2020 INTEGRATED REPORT ESG MANAGEMENT | CORPORATE GOVERNANCE Dam safety
GRI EU21
The National Dam Safety Policy (PNSB)
was defined by Law nº 12,334, enacted
on September 20, 2010, and altered on
September 30, 2020. This legislation
establishes standards, regulations, and
monitoring procedures, among other
guidelines, for dams used to accumulate
water for any use, for the final or temporary
disposal of residues, and for the accumulation
of industrial waste.
In addition to that, the National Electric
Energy Agency (Aneel) has regulated, within
the scope of the electric power sector, Law
12,334 through Resolution nº 696, approved
on December 15, 2015.
Dams are important structures for the
Company’s business, since they concentrate
the majority of our power generation
capacity. The structures assembled
for hydroelectric plants count on well-
consolidated constructive standards
and safety criteria, and their conditions
are verified in every phase – design,
construction, and operation. However, as
in any structural work, they pose a risk of
failure associated to different factors, both
internal and external. In order to mitigate
these risks and guarantee the integrity of
the dams under its responsibility, Copel
operates in a preventive manner, according
to criteria and procedures aligned with the
best engineering practices and the legislation
in force. Hydroelectric plants count on a
Dam Safety Plan (PSB) and on an Emergency
Action Plan (PAE), both in conformity with
the required legal parameters. The Company
also counts on a Dam Safety Engineering
Sector, whose employees are responsible
for executing maintenance procedures and
continuously monitoring these structures.
The Operation and
Maintenance areas control
indicator “Quantity of
PAE simulations in Power
Plants,” established in the
Management Contract and
whose goals have been
100% fulfilled in the last
three years.
internal simulations were undertaken in the
year 2020.
The Operation and Maintenance areas control
the “Quantity of PAE simulations at Plants”
indicator, established in the Management
Contract and whose goals have been 100%
fulfilled in the last three years. In order
to evaluate and validate the procedures
forecasted in those plans, five tabletop type
The PAEs are disclosed and delivered to
representatives of City Halls and Civil Defense
coordination offices from the municipalities
potentially affected in the case of dam
rupture, as well as to state Civil Defense
coordination offices, in addition to being the
object of inspections undertaken by Aneel.
68
COPEL 2020 INTEGRATED REPORT ESG MANAGEMENT | CORPORATE GOVERNANCE Covid-19 Pandemic
GRI 103-2, 103-3
To face the health and economic crisis caused by the
pandemic, Copel created a management commission to
elaborate procedures and recommendations, and started to
ask all employees to intensify their preventive measures and
adopt the necessary cares to cope with a contamination
risk situation. It also revised its administrative procedures,
defined action plans for preventive measures; created special
procedures and procedures for employees under the risk of
contamination; and elaborated contingency plans.
Copel has also established a Contingency Committee,
whose purpose is to monitor and mitigate the impacts and
consequences of the crisis on the Company’s main activities
according to four pillars: people’s safety, continuity of
essential activities, to monitor the guidelines and requirements
set by the regulatory bodies, and to preserve adequate
financial conditions to cope with the crisis. The risks
associated to the pandemic are periodically reported at the
meetings held by the Collegiate Board, the Statutory Audit
Committee, and the Board of Directors.
To mitigate cybersecurity risks, Copel has revised its internal
controls, its Information Technology governance documents,
and has implemented new information safety tools.
Hydroelectric Plant of Guaricana, in the city of Guaratuba – PR
69
COPEL 2020 INTEGRATED REPORT ESG MANAGEMENT | CORPORATE GOVERNANCE Sustainability management
Copel is a company committed to sustainable development.
By ensuring responsible and competent operations, based on
a balance between the economic, social and environmental
aspects, the Company has obtained significant results,
generating shared value for its stakeholders and increasingly
gaining greater recognition from society.
Its orientation towards sustainability is confirmed by the
Company’s presence in the following portfolios:
Corporate Sustainability Index (CSI), of B3, for the 15th time,
having achieved its best result ever; and
FTSE 4Good Index Series.3
Copel has also been submitted to the following
international evaluations:
MSCI ESG Ratings: Note BBB; and
Sustainalytcs: ESG Risk Rating: Medium Risk.
3. Index that measures the performance of companies in the environmental, social and governance spheres.
Prepared by the independent index production company FTSE, it is made up of The Financial Times and
the London Stock Exchange.
Wind Power Complex of Cutia, in the cities of Pedra
Grande and São Bento do Norte – RN
70
COPEL 2020 INTEGRATED REPORTESG MANAGEMENT | SUSTAINABILITY MANAGEMENT Copel is committed to the main initiatives
adopted in the world of sustainability (see
pages 70 to 76) and to standard market
practices, by including them in its management
practices and strategies. Such practices
are developed according to its periodically
revised Sustainability Policy, whose
guidelines go beyond its internal activities
and are extended to promoting sustainable
operations also among its suppliers and on
behalf local communities. The document
has been elaborated by professionals from
the sustainability, environment, social
responsibility, corporate integrity, innovation,
financial, and management areas, counting on
the support of professionals from its wholly
owned subsidiaries. Its guidelines are based on
the commitments assumed with sustainable
development (see page xx), on its corporate
governance principles, and on the values and
principles of Copel’s Code of Conduct.
Copel’s responsible posture in regard to this
topic is also confirmed by its participation in
platforms that provide benchmarking studies,
and through the measurement and evaluation of
its performance:
Ethos Indicators on Sustainable and
Responsible Business Models – Copel
utilizes these indicators in order to manage
and measure its excellence level in relation
to corporate social responsibility;
Ethos Indicators – Integrity, Prevention and
Fight Against Corruption – the signatory
companies of the Brazilian Business Pact
for Integrity and Against Corruption are
evaluated every year according to a set of
70 issues associated to the commitments
assumed upon their adhesion;
Management Excellence Model (MEG) set
by the National Quality Foundation (FNQ)
– an organizational management reference
model that subsidizes the “Best in
Management” prize awarded by the National
Quality Foundation (FNQ). It is composed of
eight fundamentals, including Sustainable
Development, and involving economic and
financial, environmental and social topics.
In 2020, Copel GET took part in the
FNQ Evaluation.
To render account, orientate its engagement
with stakeholders, and report on its
performance, Copel has adopted:
Global Reporting Initiative (GRI) – Copel
has published sustainability reports based
on the GRI Standards since 2005, aiming at
providing transparent information on its
management and performance in regard to
most relevant topics for business
sustainability, through consistent and
comparable disclosures.
71
Integrated Report, issued by the
International Integrated Reporting Council
(IIRC) – in 2015, the Company started
to adapt its report to the Integrated
Report’s methodology.
Greenhouse Gas Protocol (GHG Protocol)
– since 2008, Copel has published its
greenhouse gas emission inventory
following the standards set by this global
initiative. Since 2012, the inventory has
been verified by a third party.
Carbon Disclosure Project (CDP) – through
this platform, its greenhouse gas emissions,
management practices, and strategies to
fight climate changes have been reported
since 2010.
Details on Copel’s sustainability
practices and initiatives are
available at website.
COPEL 2020 INTEGRATED REPORTESG MANAGEMENT | SUSTAINABILITY MANAGEMENT Voluntary commitments
Throughout its history, Copel has assumed,
supported and disseminated globally recognized
voluntary commitments such as good corporate
sustainability practices (listed in table). The
Global Compact is one of the main initiatives
launched by the UN to engage companies and
organizations to adopt principles in areas such
as Human Rights, Workers’ Rights, Environment
and Fight Against Corruption.
The Company is a member of the Global
Compact Network Brazil, composed of
companies, agencies from the system of
United Nations agencies in Brazil, business
entities, society civil organizations, and
teaching institutions, among others. As a
part of this collective and due to its level
of commitment, Copel is a member of and
financially contributes to the Global Compact
Brazilian Committee (CBPG), responsible for
the regulations applicable to the Thematic
Groups (GTs), for the guidelines, for defining
the budget, and for the integrity measures
adopted by the Brazilian Network.
The Company is directly involved with the
activities of the Action Work Groups to
promote the SDG’s, Energy & Climate, Human
& Workers’ Rights, and with the Engagement
and Communication Commission (CEC).
Copel’s progress in adopting the ten principles
of the Global Compact is reported in the
current document (page 74).
Initiative| GRI 102-12
Global Compact
Gender and Race Pro-Equality Program
Women Empowerment Principles – WEP
Sustainable Management Education Principles | PRME
2030 Agenda
Brazilian Business Pact for Integrity and Against Corruption
National Movement for the SDG’s “We Can”
Volunteer /
Mandatory
Volunteer
Volunteer
Volunteer
Volunteer
Volunteer
Volunteer
Volunteer
Adoption Date
Involved
Stakeholders
2000
2009
2010
2014
2015
2015
2016
All
All
All
All
All
All
All
Power supply station for electric vehicles,
in Curitiba–PR
72
COPEL 2020 INTEGRATED REPORTESG MANAGEMENT | SUSTAINABILITY MANAGEMENT 20 years of Global Compact
Copel and the Sustainable Development Goals
The Global Compact reached 20 years in 2020. Copel has been a
signatory since the treaty was launched in 2000. To celebrate this
milestone, representatives from 156 countries took part through digital
channels in the Leaders Summit of the United Nations Global Compact
to debate how the business sector can support a more sustainable
economic recovery after the new coronavirus pandemic. Tee cent
counted on the participation, among others, of the General Secretary
of the UN, António Guterres, the founder and Chairman of the Climate
Reality Project, Al Gore, and the Prime Minister of Germany, Angela
Merkel. The event also included UN’S High Commissioner for Human
Rights, Michelle Bachelet, and the Vice-President of the Global
Compact Council, Paul Polman.
In that same year, Copel ratified the importance of the Principles
of the Global Compact, together with the Sustainable Development
Goals (SDG), through the commitment A Statement from
Business Leaders for Renewed Global Cooperation, a statement
by business leaders to renew global cooperation as preconized
by the Compact.
The UN Global Compact has designated the period from 2020 to 2030
as the “Action Decade.” Ten years is the deadline established for all
United Nations member countries to fulfill the 169 objectives of the 17
Sustainable Development Goals, an initiative that has been called the
2030 Agenda. In September 2019, global leaders launched a movement
to accelerate the achievement of those goals all over the world. To do
that, the commitment of business organizations is deemed fundamental.
Copel, as a signatory of the Global Compact and of the Sustainable
Development Goals, has implemented initiatives directly connected
to the fulfillment of the SDG goals of considered a priority for the
Brazilian Electric Power Sector (BEPS), according to the “Integration of
the SDG’s into the BEPS” study, coordinated by the Global Compact
Network Brazil. As explained on page 10, its actions and initiatives
associated to the SDG’s are presented throughout the current report.
The companies are advised by the Global Compact to define ambitious
and challenging goals for their priority SDG’s. In Brazil, there are 23
participating companies, of different sizes and from different sectors.
The Company is also a member of SDG Ambition, a global-
reach program launched by the Global Compact that aims at
supporting associated companies to include sustainability in
their strategies, and define bold and ambitious corporate goals in order
to achieve the SDG’s.
Other actions undertaken by Copel and associated to the Principles
of the Global Compact and the remaining SDG’s are mentioned in the
Annex – Incorporation of the Principles of the Global Compact and the
SDG’s, found on pages 214 a 220.
The SDG Education Program is a tool used to sensitize and execute
actions so Copel can help achieve these Goals, and especially those
prioritized by the Brazilian Electric Power Sector.
73
COPEL 2020 INTEGRATED REPORTESG MANAGEMENT | SUSTAINABILITY MANAGEMENT Objectives
Goals
Ensuring reliable, sustainable, modern and affordable access to energy for all
7.1
7.2
7.3
Until 2030, ensure universal, reliable, and modern access, and at affordable prices, to power supply services
Until 2030, keep a high share of renewable energies in the national energy matrix
Until 2030, increase the energy efficiency improvement rate in the Brazilian economy
Pages
46
164
40
Promote sustained, inclusive and sustainable economic growth, full and productive employment and decent work for all
To promote policies to foster development, which support production activities, the generation of decent jobs, and
8.3
entrepreneurship, creativity and innovation, and stimulate the formalization and growth of micro, small and mid-size
104, 114
companies, including through access to financial services
Build resilient infrastructure, promote inclusive and sustainable industrialization and foster innovation
9.1
9.4
Develop quality, reliable, sustainable and robust infrastructure, including regional and cross-border infrastructure,
to support economic development and human wellbeing, with focusing on equal access and at affordable prices
128
for all
Until 2030, modernize the infrastructure and refurbish industries to make them sustainable, with increased
efficiency in the use of resources and a higher adoption of clean and environmentally adequate industrial
129
technologies and processes; with all the countries acting according to their respective capacities
Making cities and human settlements inclusive, safe, resilient and sustainable
11.1
11.4
Until 2030, guarantee access to safe and adequate housing and at affordable prices to all, access to basic
services, and urbanize slums
Strengthen the efforts to protect and safeguard the world’s cultural and natural heritage
43, 47
116
Take urgent measures to combat climate change and its impacts
13.2
Integrate measures to fight climate change into national policies, strategies and planning
158
74
COPEL 2020 INTEGRATED REPORTESG MANAGEMENT | SUSTAINABILITY MANAGEMENT Copel Sustainability Prize - Susie Pontarolli Trophy
PRME 6
This is an award created in 2012 to recognize
the sustainability initiatives promoted by
suppliers and social institutions. This award’s
name acknowledges the contribution of
employee Susie Pontarolli throughout her
professional career at Copel.
Since 2014, a cash prize has been given to
projects implemented by registered non-
profit social institutions, and related to at
least one of the Sustainable Development
Goals (SDG), and whose main evaluation
criteria are: quantity of SDG’s associated
to the project; number of served people;
level of socio-economic development of the
served target public; and demonstration the
project’s sustainability plan. Copel monitors
the winning initiatives for one year, through
visits and rendering of account reports and
the presentation of results.
Olho d’Água/Waterhole Program, executed
by company Ambientalis Engenharia. This
initiative has as its purpose to promote
the SDG’s, involving the participation of
school communities with environmental
education actions and practices, to raise
awareness among students and teachers,
while promoting water quality in the rivers
comprising the Barigui River basin, in Curitiba,
as a transversal topic. As for the Social
Institutions category, the first place went
to the Life, Opportunity and Hope (Vida,
Oportunidade e Esperança) project, promoted
by the Benedictine Association of Divine
Providence to offer opportunity of access
to sports practices, leisure and cohabitation
to children from 6 to 12 years of age,
collaborating to social inclusion and ensuring
they exercise their citizenship.
In 2019, the 4th edition was held and the first
place in the Suppliers category went to the
The 5th edition of the Copel Sustainability
Prize, to be launched in 2020, has been
postponed due to the pandemic.
Susie Pontarolli Trophy
75
COPEL 2020 INTEGRATED REPORTESG MANAGEMENT | SUSTAINABILITY MANAGEMENT provision of a booklet and video on Human
Rights at work, with a simple, objective,
and accessible language. Its target public is
the Company’s outsourced employees, and
therefore a commitment has been signed to
play the video at all of the company’s
onboarding meetings. The materials are
available at Copel’s website and in its
social media.
start of the migration and refuge project,
structured to facilitate access to information
and services to Company’s migrant
workforce, especially to provide
humanitarian reception and shelter. The
publication of this material in 5 languages
and the next stages of the project have
been forecasted to 2021.
Human rights
PRME 1, 2, 3, 5
Copel announced, in April 2020, its Human
Rights Policy, which formalizes the guidelines
to prevent, mitigate and remedy violations that
might occur in the Company, in its production
chain, or in local affected communities, by
providing decent work environments, including
the elimination of inequalities. Based on this
Policy and on its own methodology to identify
risks to human rights, outcomes are forecasted
in the company’s many areas of operations.
The policy follows the Universal Declaration
of Human Rights, established in 1948 by
the UN, comprising basic and common civil,
political, economic and cultural rights to all
human beings. The document also follows
the international standard of the UN Guiding
Principles on Business and Human Rights, of
the Principles of the Global Compact, of
the Declaration on Fundamental Principles
and Rights at Labor of the International Labor
Organization (ILO), and of the ISO 26,000/2010
certification: Social Responsibility.
The policy adds to Copel’s Human Rights
Program, guided by those same documents
and initiatives. The Program is based on the
following practices:
analysis, elaboration and refinement of
Copel’s policies and norms to prevent,
inspect, and mitigate violations;
production and disclosure of didactic
materials, with information on Copel’s
reporting channels to be accessed, in case
any violations is identified; and
realization of courses, lectures and
awareness-building actions, directed to the
internal public, outsourced employees, the
production chain, and local communities.
Check the main actions developed through
the program:
offer of Human Rights training elaborated by
Copel in the Distance Learning (EAD) format,
comprising contents that include the relation
between human rights and the Brazilian
Constitution, guidance to identify violations
inside and outside the Company, and the
available reporting channels. In 2020, 236
people received training (378 hours), which
accounted for 3.63% of the workforce and
394 hours of training. GRI 412-2
76
COPEL 2020 INTEGRATED REPORTESG MANAGEMENT | SUSTAINABILITY MANAGEMENT VALUE
GENERATION
Paraná Three-Phase Program*
HUMAN
CAPITAL
A Copel Electrician*
Human capital management
GRI 103-1, 103-2, 103-3, PRME 1, 2, 3
By employing the adequate professionals, developing and retaining
talents, Copel becomes more efficient and productive, which
contributes to leverage its business. Staff management has been
included in the Company’s Strategic Map, and broken down
into objectives such as optimizing the workforce, developing
high performance teams, structuring a meritocratic system and
managing its consequences, and consolidating a culture of safety,
health, and quality of life.
The strategies of this management initiative aim at creating value
within the short-, mid- and long terms, in addition to honoring
our commitment with transparency and to render accounts to
stakeholders. The Company generates value throughout time by
investing in the professional development and raising individual
productivity, while focusing on business sustainability and increased
competitiveness. At the same time, it recognizes and introduces
meritocracy in the financial goals as a way to promote personal
growth. Copel’s staff management culture is based on meritocracy
and inclusion, which contemplates initiatives to promote diversity,
non-discrimination, and free association.
Staff management at Copel is based on
meritocracy and inclusion
79
COPEL 2020 INTEGRATED REPORT VALUE GENERATION Copel has established a Permanent Diversity
Committee, a group of people who plan,
execute and monitors the actions dedicated to
promoting equal rights and a safe, healthy and
respectful corporate culture for everybody.
In the Great Place to Work (GPTW) survey,
issues associated to this topic are the most
positively evaluated by employees.
Copel is recognized by GPTW as an excellent
company to work, demonstrating that, at
the Company, everybody is treated with
equality and respect. This survey and other
work environment consultations and opinion
polls analyze factors such as motivation,
satisfaction with wages and benefits,
relationship with peers and managers, Senior
Leadership performance and improvement
needs, expressing employees’ view about
staff management.
As a way of maintaining engagement among
its internal public, Copel offers attractive
benefits, aligned with their expectations. The
Company offers financial benefits above the
market average, such as bonuses, vacations
bonuses, advance payment for vacations,
anticipation of the 13th wage, food vouchers,
snack vouchers, education aid, childcare
assistance, assistance to persons with
disabilities, among others. It also offers
non-financial benefits, which promote a
balance between personal and professional life
and directly affect employees’ quality of life.
Labor relations at Copel follow the legal
principles of the Consolidation of Labor Laws
(CLT) legislation and the collective negotiations
undertaken annually with 19 workers’ unions
representing our employees, and which lead
to a Collective Labor Agreement (ACT), a set
of labor resolutions established for a 12-month
period. The Company also negotiates other
labor agreements, such as those related to
the Profit and Result Sharing Program (PRSP),
transportation aid, Volunteer Dismissal Program
(TIP), work rotation, and a bank of hours.
The Staff Management Policy (Copel Policy
Norm – NPC 0401), as well as Copel’s
remaining Administrative Norms (NACs)
related to this issues, are published in the
corporate Intranet, available for consultation
to all employees and remaining stakeholders –
the policy can also be found at the Company’s
website. The NACs provide the general
rules for topics such as attendance, training
sessions, benefits, etc. There are also the
NOCs (Copel’s Organizational Norms), which
describe the objectives and main attributions
of the staff management areas.
Maintenance works in a power distribution line*
*Masks to protect against Covid-19 are not made of flame retardant tissues, and that is why
when working close to energized grids electricians cannot wear them.
80
COPEL 2020 INTEGRATED REPORT VALUE GENERATION Creating, keeping and strengthening trustworthy links in our daily activities is a strategic point for the Company, and therefore many actions have
been structured throughout time, which comprise nine cultural practices:
1.
2.
3.
4.
5.
6.
7.
8.
9.
Hiring and onboarding: in this practice the highlight is Pine (New Employee Onboarding Program), the Code of Conduct,
and the new employee onboarding programs in our wholly owned subsidiaries.
Inspiring: it includes campaigns such as “Here our blood is orange,” a news section disclosed in booklet “Você, cope-
liano” (“You, Copel Employee”), in addition to practices implemented by our subsidiaries, among which DIStaque, the
engagement seal, and the motto of each company.
Talking: this is implemented through our communication channels, in addition to meetings at work, critical analysis
meetings, events with managers and feedback meetings. The main communication channels are the corporate Intranet,
a corporate social medium, WhatsApp, the Manager Channel, a corporate e-mail, and booklets Copel Informs/Copel
Informa and You & Copel/Você & Copel.
Listening: Copel has established channels to listen to employees and specific channels for complaints, suggestions and to
talk with the CEO. Employees are also listened to when they answer to satisfaction and work environment surveys.
Thanking: Copel employs the appraisal letter as a tool to thank employees for their differentiated work results. In the
Distribution areas an award is also granted to “Grade 10 Employees” in some functions.
Developing: this item includes the qualification programs, the Our Energy/Nossa Energia initiative (see page 95), the
talent pool, education aid, in addition to specific events to promote managers’ professional development.
Caring: provision of financial and non-financial benefits.
Celebrating: at Copel, birthdays are always celebrated, including the Company’s anniversaries. The prizes and achieve-
ments in our daily work are also celebrated.
Sharing: it contemplates the profit and result sharing programs, and the Copel Performance Prize (PPD).
The indicators used to evaluate staff management are defined in the strategic planning process based on the Balanced Scorecard methodology,
and are contained in the Management Contract, established between the Boards and their respective areas.
81
COPEL 2020 INTEGRATED REPORT VALUE GENERATION Great Place to Work and internal surveys
GRI 102-43
The Great Place to Work ranking is organized by the Great Place to Work Institute, which provides consultancy services, produces
contents, and analyzes employees’ satisfaction with their work environments. Based on that data, this organization certifies those
companies able to achieve a high score in many different aspects, such as organizational environment, remuneration, benefits, growth
opportunities, infrastructure, transparent management and collaborators’ autonomy. After applying the survey, a full diagnosis is
obtained on the strengths and attention points. The results of that diagnosis are presented to each Collegiate Board, considering the
main demographics, as well as the respective position in relation to a company’s history. After that, meetings are held with managers
to submit the results, explain their methodology, and provide guidelines on the actions that might be developed to improve the
organizational environment.
Copel also undertakes organizational culture surveys, mappings that enable to diagnose the current stage and the necessary actions,
enabling to identify the points to be improved in order to align corporate culture. This process has been conducted according to the
Competitive Values Model methodology.
Other surveys are undertaken at the Company’s business units, focusing on identifying the Innovation Maturity Index. The Company
has strived to foster this process at all levels and to stimulate cultural change so that innovation is also a recognized feature of Copel.
Thus, the measurement of staff management practices and processes is a means for the Company to have a picture of its potential
and to identify the gaps to be filled.
The performance of benchmarking is another practice constantly utilized by Copel to subsidize a comparison between staff
management practices. Informal and formal surveys are conducted with other companies about specific topics. An example is the
Indicators Handbook elaborated by Saratoga – PWC, a wage survey furnished by company Tower Watson, based on companies with
similar characteristics as Copel’s to be used as a reference in the remuneration of its professionals. The comparison with similar
companies is also used in negotiations with workers’ unions. By analyzing the collected information it is possible to identify the
Company’s practices in-depth, and to support its decision-making process.
82
COPEL 2020 INTEGRATED REPORT VALUE GENERATION Human capital and diversity profile
GRI 102-7, 102-8
Total number of own employees as per labor contract and gender
Permanent contract1
Total number of employees as per region
1,513
5,154
Total
6,6672
Total number of employees as per type of job and gender
Total
Full-time
1,505
5,147
6,652
Part time
Total as
per gender
8
7
15
1,513
5,154
6,667
Northeast
10
West-Central
42
Southeast
22
South
6,593
Total
6,667
Notes:
1. Copel does not hire employees under a temporary contract.
2. The reduction in the total number of employees from 7,095, in 2019, to 6,667 in 2020 was due, mainly, to the dismissal of 315 employees who adhered to the Termination Incentive Program (TIP).
Altogether, 431 employees left the Company in that year. No new hiring through public contest has been undertaken. Three employees have been reintegrated.
83
COPEL 2020 INTEGRATED REPORT VALUE GENERATION Total number of employees as per functional category and gender
Diversity disclosures among own employees
GRI 405-1
GRI 405-1
Total as per functional
category
Operations
Mid Level
Professionals
Mid Level
Technical
Professionals
Higher Level
Professionals
Operations
Mid Level Technical
Professionals
Mid Level
Professionals
Higher Level
Professionals
33
1,497
2,705
919
0
110
1,066
337
Total as per gender
5,154
1,513
33
1,607
3,771
1,256
6,667
104 women in management functions, which account for a total of
22.61% of the total number of managers.
60 women in first-time management functions, which account for a
total of 23.62% of the total number of first-time managers.
Total number of
employees as per
functional category
Up to 30 years
11 women in high management functions, which account for a total
of 20.75% of all high management positions.
Between 30 and 50 years
43 women in management functions in revenue generating areas, which
account for a total of 14.10% of the total number of such managers.
Above 50 years
Total number of own employees
Handicapped People at Copel
171
Outsourced employees | GRI 102-8
Total number of outsourced employees 7,536
Total of outsourced apprentices
114
Total number of
employees as per
functional category
Black people and
mixed-race people
Total number of own
employees with
disabilities at Copel
84
33
2,705
1,497
919
0
1,066
110
337
33
3,771
1,607
1,256
166
41
20
2,577
1,223
889
1,028
343
347
3,771
1,607
1,256
526
248
98
0
2
31
33
6
171
COPEL 2020 INTEGRATED REPORT VALUE GENERATION
Turnover | GRI 401-1
Total2
Below 30 years
Between 30 and 50 years
Above 50 years
South
Southeast
West-Central
Northeast
Total number of hirings1
Hiring rate (%)
Total number of dismissals
Turnover rate (%)
3
0
3
0
2
1
3
0
0
0
100%
0
0
67%
33%
100%
0
0
0
373
58
431
6
50
375
428
1
1
1
2.65%
0.41%
3.06%
0.04%
0.37%
2.65%
3.04%
0.01%
0.01%
0.01%
Notes:
1. Considering hired (0) and reintegrated (3) employees.
2. In 2020, one employee was dismissed and reintegrated in that same year and, therefore, was counted both among dismissed and hired employees.
3. To calculate the hiring rate the formula as per gender, age group or region/total of hired employees has been used. And to calculate the turnover rate the formula ((dismissed + hired employees)/2)/number of personnel in
2019 (7,095 employees) has been used.
85
COPEL 2020 INTEGRATED REPORT VALUE GENERATION Diversity Program and Permanent Diversity Committee
PRME 3, 6
Encouragement and a good management of diversity provide higher
productivity and engagement among employees, generate a better
social, economic and financial performance, and positively influence
stakeholders to adopt better practices in regard to this issue. In
addition to that, they minimize the risks of a lack of plurality of ideas
and limitation of the creative potential in the workforce, as well as the
risk of noncompliance with Law nº 8,213/1991 (Quota Law).
Copel has established a Permanent Diversity Commission since 2015,
with representatives from many areas of the Company, to which is
linked the Diversity Program, whose purpose is to plan, execute and
monitor actions and strategies to fight discrimination at work, as well
as to promote diversity. Since the creation of both initiatives, special
attention has been dedicated to issues around gender, race/color,
sexual orientation, accessibility, age and religion. Since Copel only hires
staff through public contests, there no is distinction in the selection
processes, thus avoiding the risk of discrimination at that stage. That
is why the Diversity Committee concentrates its efforts on Copel’s
remaining processes.
*Masks to protect against Covid-19 are not made of flame retardant tissues, and that is why
when working close to energized grids electricians cannot wear them.
Maintenance works in a power transmission tower*
86
COPEL 2020 INTEGRATED REPORT VALUE GENERATION The purpose of the actions is to promote
a safe, healthy and respectful corporate
culture for everybody, while influencing
also the company’s stakeholders. After all,
by being a catalyzer for important topics,
such as the abovementioned one, Copel
believes it can have a positive impact that
goes beyond the corporate sphere. For this
purpose, Copel (Holding) and its subsidiaries
allocate resources every year to execute
the initiatives proposed by the Committee,
which are revised every year. The processes
managed by the Diversity Committee and
Program, in addition to taking Copel’s values
and policies into consideration, take into
account our dialogue with society, and
our alignment with public policies and the
2030 Agenda. The promotion of Diversity
is associated above all to Sustainable
Development Goals 5, 8, 10, 16 and 17.
Since it was established, the Committee
has contributed to promote human rights,
especially by targeting more equitable labor
relations. Diversity, therefore, represents
an opportunity for Copel to consolidate
universal values in its business practices. As
a result of the abovementioned initiatives,
no case of discrimination was registered by
Copel’s Reporting Channel in 2020. GRI 406-1
This year, despite the difficulties posed by the
coronavirus pandemic, the Company developed
the following actions using virtual media:
training “Communication on Respect for
Diversity,” with Copel’s entire Communication
and Marketing team, in addition to
representatives from the management areas
of our Wholly Owned Subsidiaries;
training “Why do we need to talk about
racism?”, offered to Copel’s own personnel,
outsourced employees, supplier companies,
and partner institutions. The event counted
on opening remarks and the participation of
the Risk and Compliance Director, in
addition to other Senior Management
representatives; and
The processes managed by
the Diversity Committee and
Program, in addition to taking
Copel’s values and policies
into consideration, take into
account our dialogue with
society, and our alignment
with public policies and the
2030 Agenda.
Copel’s Diversity Commitment
Global Compact – UN
Inclusion of Persons with Disabilities
lecture “Violence against women:
MP/PR
prevention and action,” open to the public
and extensively disseminated to society. A
Public Defender of the State of Paraná
administered this lecture.
All the events were evaluated by the
participants with scores superior to 90, in
a scale from 0 to 100. In addition to that,
the Committee periodically disseminated
news and informative texts on the topics
discussed with the Company’s personnel
and remaining stakeholders.
Gender and Race Pro-Equity Program
– Federal Government
Women Empowerment Principles
(WEPs) – UN
SDG – We Can Paraná – SDG Brazil
Pact for the Social Inclusion of Afro-
Brazilian Workers in the Labor World –
MPT/PR
87
COPEL 2020 INTEGRATED REPORT VALUE GENERATION Diversity initiatives
External diversity initiatives
promotion of training sessions, lectures
and events open to its own personnel,
outsourced employees, suppliers and local
communities, with the purpose of informing
the public and building awareness on issues
related to diversity.
recognition of social personal names –
standardization of the use of social personal
names by the Company’s employees
according to the legislation in force;
breastfeeding room – to enable mothers to
have access to comfortable and adequate
facilities to milk when they return from their
maternity leaves, Copel offers seven
breastfeeding rooms in its premises. These
rooms is also an encouragement so they
continue to breastfeed their babies, while
promoting child health and wellbeing; and
persons with disabilities (PCDs) – to
comply with the obligations set by Law nº
8,213/1991 (Quota Law), Copel assigns in
its calls for public contests a
differentiated percentage of openings for
persons with disabilities in occupations
that ensure accessibility and safety. In
2020, the Company reached 2.6% of the
mandatory quota for persons with
disabilities (5% of the workforce).
Smart Copel, one of the most modern Costumer
Service Centers in the country, in Curitiba (PR)
88
COPEL 2020 INTEGRATED REPORT VALUE GENERATION Remuneration and benefits
Careers at Copel and their respective
remunerations are established in document
Careers and Remuneration Structure, based
on the market practices for every position,
function, level of education and qualification.
Benefits and variable remuneration in the
short term are established in the Collective
Labor Agreement, negotiated every year
between workers’ unions and Copel. The
Human Resources area is responsible for
managing that process, which aims at
identifying the positions and functions
deemed necessary to develop the Company’s
activities; it defines the required qualification
to perform the activities related to every
position and function; it establishes the
maturity levels and complexity of positions
and functions to fulfill the demand of work
positions; it establishes rules for employees’
functional (vertical) and salary (horizontal)
moves; and informs on career growth and
development opportunities.
The proportion between the total annual
remuneration of the highest paid individual
in the Company and the total average annual
remuneration of all employees adds up to
13.62% (the total average annual remuneration
of all employees has been calculated by adding
the remunerations of all employees and dividing
the sum by the total number of employees,
except for the highest wages). As for the
variation between the lowest wage and the
minimum wage, it reaches 53.27%1 for both
men and women2. As regards the remuneration
paid in 2020 if compared to 2019, there was a
3.89% increase for the highest paid employee,
and of 5.05% for the remaining employees
– a 129.79% ratio –, considering wages,
seniority-based pay, collective agreements,
additional pays due to exercised functions
and the integration of legal food vouchers.
For outsourced employees, the minimum
remuneration and working hour standards,
according to the legislation, are guaranteed
by the Term of Awareness and Commitment,
obligatorily signed by all suppliers.
GRI 102-38, 102-39, 202-1, 405-2
The package of benefits offered by Copel
to its workforce exceeds those defined by
the applicable legislation, and is compatible
with those staff management benchmark
companies offer to their personnel. This
package is granted to all employees,
regardless of their workload. Every year,
Copel’s Balance of Benefits (BBC) is
published, a corporate statement on wages,
seniority-based pays, bonuses, profit sharing
schemes, social security plans, food vouchers,
childcare assistance, performance prizes,
and health plans, among others. The BBC
statement is available to all employees at the
SAP Portal. GRI 401-2
According to the latest BBC statement, the
benefit granted to the highest number of
people and that mobilized most resources in
2020 was PRSP - Profit and Result Sharing
Program, which reached 100% of employees
and amounted to R$ 146.8 million overall. The
Benefits Policy is one of the Company’s appeals.
The package, including the benefits extended to
family members, can be checked on page 197.
Periodically, Copel sends newsletters on this
topic to its employees, by e-mail.
1. National minimum wage on 12/31/2020: R$ 1,045.00. Copel does not use the minimum wage as the basis to define the wages paid to its employees.
2. The proportion between remunerations is calculated based on the wages paid to full-time employees.
89
COPEL 2020 INTEGRATED REPORT VALUE GENERATION Parental leave
GRI 401-3
All of Copel’s employees have the right to parental leave. The benefit covers 6 months for women and 20 days for men. In addition to that, in the
case of women, after they return from their leaves, their work hours is reduced to 6 hours for 60 days to enable them to breastfeed their babies.
2018 - 2019
2019
2019 - 2020
2020
26
13
28
225
29
15
29
180
Total
39
2020 - 2021
18
6
Total
24
Total
253
Total
44
Total
209
Start of the leave
End of the leave
Maternity
Immediate
Paternity
Immediate
Maternity
12 months
Paternity
12 months
2018
2019
2019
2020
2020
2019
2019
2020
2020
2021
0
2
0
0
0
1
0
0
2022
0
0
1
2
1
71
2
32
Nota:
1. Employees dismissed still in 2019, before reaching 12 months, which would happen in 2020.
2. Employees dismissed still in 2020, before reaching 12 months, which would happen in 2021
90
COPEL 2020 INTEGRATED REPORT VALUE GENERATION Complementary welfare and retirement plan
GRI 201-3, 404-2
Copel offers, through the Copel Foundation, a complementary welfare
retirement plan, through which every employee has the possibility
of building a financial reserve fund during his/her professional life.
With every normal contribution, the sponsor (Copel) adds the same
value, and employees have the option of making contributions to
increase their future income without the sponsor’s counterpart. The
accumulated reserve is turned into a benefit at the time of retirement.
Upon retirement, an employee starts to receive a lifelong monthly
amount, which is calculated based on the accumulated total, that is,
according to his/her retirement savings. All of Copel’s employees are
eligible for joint the retirement plans, by simply adhering to one of
them, and by doing so they also become health plan beneficiaries.
In addition to that, the Copel Foundation promotes Live Easy/Viva
Tranquilo, a financial and welfare education program for employees
about the importance of a building a complementary retirement plan.
It also stimulates employees to transfer their retirement savings
from banks and insurance companies to the Foundation. On the
institution’s webpage, employees can simulate the value of their
future benefit based on their current contribution and on eventual
extra contributions. The Live Easy/Viva Tranquilo program helps
employees in their transition phase into retirement, by dealing with
issues such as finance management and the importance of leading
an active life. In addition to that, Copel has offered, since 1979, the
Retirement Preparation Program (PPA), with a series of lectures on
welfare and financial education, consumption behavior and savings,
entrepreneurship, quality of life, and health.
Power line maintenance team
91
COPEL 2020 INTEGRATED REPORT VALUE GENERATION The retirement issue is discussed annually in the lectures promoted by the Internal Prevention Accident Commission (Cipa).
Current or estimated percentage of workers who might retire within the next 5 to 10 years as per type of work | GRI EU15
Type of work
Transmission line and power connection workers
Electric power plant operators
Engineers
Maintenance mechanics
Others
Own full-time employees as per type of work and region who might retire within the next 5 to 10 years | GRI EU15
Regions
South
Southeast
West-Central
Northeast
Type of work
Transmission line and power connection workers
Electric power plant operators
Engineers
Maintenance mechanics
Other
Transmission line and power connection workers
Maintenance mechanics
Others
92
%
18.75
24.18
15.86
17.98
25.42
%
18.68
24.18
15.86
17.83
25.27
0.08
0.15
0.15
COPEL 2020 INTEGRATED REPORT VALUE GENERATION Professional development management
GRI 103-1, 103-2, 404-2, EU14, PRME 1, 2, 3
Professional development at Copel
is oriented by the management of
competencies, determined by identifying
the training and qualification needs of its
personnel. Every year, managers select
training sessions and courses according to
each individual professional, by analyzing
the skills required by the area, or focusing
on the fulfillment of corporate strategies.
Together with the professional development
actions, teams are stimulated to increase
their productivity and oriented to help
achieve the organizational objectives
through the Profit and Result Sharing
Program (PRSP) and the Copel Performance
Prize (PPD).
Copel has dedicated its efforts to develop
a culture of meritocracy and consequence
management, with the purpose of having
high-performance professionals in its staff. To
achieve this objective, it has been improving
performance professional management
initiatives, having recently incorporated the
practices already adopted in the variable
remuneration program, through which it plans
to align employees’ and managers’ performance
with its strategic objectives. The variable
remuneration scheme rewards performances
above the average. The cash prize is conditioned
to three criteria associated to financial goals
and indicators, and to the complexity of their
performance in the Company.
around professional development schools
connected with the required strategic skills.
Thus, all the knowledge produced within
that scope will now refer to a strategic
context, enabling UniCopel to:
The Corporate Education Policy establishes
the guidelines to promote professional
qualification actions, which cover from basic
training sessions up to postgraduate courses
and research scholarships. Actions are
organized into corporate programs, training
and qualification sessions (to provide basic
qualification in order to exercise a function),
mandatory training (courses dedicated to
specific activities), professional enhancement
training, events (seminars, lectures,
workshops, congresses, etc.), and research and
development projects.
The Corporate University (UniCopel)
manages all the training associated to
the Integrity Program, sustainability, and
leadership and preparation for the future,
among others. UniCopel is in the final stages
of an initiative to remodel its structure,
through which the knowledge to be
promoted and shared has been reorganized
provides the necessary support to promote
the Company’s business prosperity;
promote a synergy between means-areas
and end-areas, thus optimizing the
integration of processes;
promote, disseminate and consolidate the
values of the desired organizational culture;
contribute to leverage excellence in the
meritocratic management model;
develop leadership aligned with the corporate
strategy and the organizational culture to
achieve the objectives established in the
strategic map; and
assist with the management of knowledge
and structuring of learning/tracking
solutions to develop competencies of
employees at all levels.
93
COPEL 2020 INTEGRATED REPORT VALUE GENERATION UniCopel is a member of the Corporate Universities Hub, a volunteer
initiative that aims at establishing a dialogue and the joint creation of
solutions to common problems faced by training areas of companies
in the States of Paraná and Santa Catarina, through the exchange of
experiences and best practices, collaborative learning, and lectures by
expert professionals on many topics related to corporate education. In
2020, four virtual meetings were held to discuss topics like distance
learning, best teaching and learning practices in times of pandemic,
and perspectives of corporate education in the next few years.
Since 2016, the Company has also established, through public call
notices, partnerships with educational institutions to grant benefits to
its employees, some of which are extended to family members. These
partnerships contemplate basic, higher, and professional education, and
qualification and upgrading courses.
Subsidiaries Copel GeT and Copel DIS have implemented their own
staff development initiatives, available in the Socio-Environmental
Responsibility and Economic and Financial Reports of both Companies.
Leadership development has been emphasized in the last few years in
the Company. Copel wants this group of people to be a protagonist in
the management of its teams, in terms of motivation, development,
recognition and communication. That is why it has been implementing
intensive corporate programs, followed by actions to identify leadership
profiles. Within the scope of its businesses, it has also been promoting
workshops, free courses, and other initiatives that contribute to
improve management.
Copel also offers courses to all employees with contents related to
quality management, processes and projects, and about tools to
support management. The Company offers a qualification program in
foreign language to employees who use another language in their work
activities. In 2020 38 people took part in such courses. Copel invests
in lato and stricto sensu postgraduate courses for those professionals
who need to enhance their knowledge in their area of operation – in
2020, 21 employees were attending such courses.
Relocation Program
The search for new opportunities and challenges
is transparently disseminated through the
Relocation Program. Available opportunities are
made available at the Employees’ Portal and
disclosed via e-mail, enabling those interested in
changing functions, area or locality to apply to
the available job openings. This practice enables
the Company to value and empower its human
capital, by offering equal opportunities for
employees on the move.
94
COPEL 2020 INTEGRATED REPORT VALUE GENERATION Performance evaluation
Copel has implemented a Performance
Management Program, called Our Energy/
Nossa Energia, since 2013. The purpose is
that, at every cycle, lessons and upgrades are
promoted to provide greater adherence to the
Company’s culture and reality. The program
covers all of Copel’s employees considered
suitable for it, with the exception of those on
leave, contracted / reintegrated or dismissed
professionals who have worked less than 180
days during an evaluation cycle.
The Our Energy program is composed of two
axles: Organizational Skills, associated to
the expected behaviors from each employee,
and Results, related to the corporate goals.
The program subsidizes the decision-making
processes related to promotions, functional
suitability, and participation in conferences,
training, postgraduate programs, and foreign
languages courses, among others.
The program includes the Calibration
Committees, which aim at aligning evaluators’
understanding and comprehension about
the items under evaluation, in order to
reduce subjectivity in the performance
analysis process. Calibration is performed in
two stages, a pre-evaluation one, focused
on conveying the Our Energy program’s
guidelines and instructing managers on the
process and on the adequate managerial
posture, and a post-evaluation stage, when
the staff management area assesses the
results verified in a cycle and propose criteria
to analyze managerial posture. Managers are
selected in order to submit their assertions
and a contextualization of the evaluations
to the Committee, which then generates
development actions targeting the involved
leadership professionals.
As a rule, all employees hired for more than
three months by the Company and who
are not about to retire or to be dismissed,
and who have worked for at least 60 days
within a year, can take part in the Our Energy
program’s individual performance evaluations.
In 2020, in spite of the difficulties imposed by
the pandemic, 100% of employees eligible to
receive the appraisal were evaluated. GRI 404-3
Electric Power Plant Governador Bento Munhoz da
Rocha Netto, in the city of Pinhão-PR
95
COPEL 2020 INTEGRATED REPORT VALUE GENERATION Investment in human capital
2018
R$ 7.58 million
Total invested
2019
R$ 8.3 million
2020
R$ 3.1 million
Note: the fall in the value of investments made in 2020 if compared to the previous years was due to the Covid-19 pandemic, which forced the Company to revise some costs.
Total and average hours of training as per functional category | GRI 404-1
Operational
Mid Level Prof.
Mid Level Tech. Prof.
Higher Level Prof.
Total number of employees
Hours of training
Average hours of training
33
413.50
12.53
1,607
48,997.80
30.49
3.771
64,103.25
17.00
1.256
44,714.75
35.60
Total
6,667
158,229.30
23.73
Total and average hours of training as per gender | GRI 404-1
Total number of employees
Hours of training
Average hours of training
Total
5,154
1,513
6,667
124,367.48
33,861.82
158,229.30
96
24.13
22.38
23.73
COPEL 2020 INTEGRATED REPORT VALUE GENERATION Covid-19 Pandemic
GRI 103-2, 103-3
Assigning a considerable number of employees to work remotely
immediately became a challenge for Copel. In order to facilitate
such a move, surveys have been undertaken with groups of
employees to elaborate the time scales for on-site and remote
activities, focusing on reducing displacements. The work plans
were therefore devised together with the workforce, and after
that discussed with workers’ unions.
tests performed every ten days (operators), or whenever they
show compatible symptoms (remaining employees). In addition to
that, sanitization has been undertaken biweekly or every month in
workspaces and vehicles. Copel has also constantly promoted the
importance of social distancing and of the correct use of masks, in
addition to issues deemed necessary to provide proper support to
employees in such a delicate time.
The first group assigned to work at home included the risk
groups, those who lived with people belonging to any risk
group, and employees with children at school age. Those who
needed to work at home counted on the Company’s support
to do so, which provided, whenever deemed necessary, a
computer, mouse and keyboard. After that, all remaining
employees involved with activities that can be remotely
performed have been allowed to work at home, adding up to
70% of the personnel doing home office work at that time.
Wages have been integrally maintained and timely paid, and the
Profit and Result Sharing Program (PRSP) has been anticipated.
Communication has been adapted to the digital format, in order to keep
the majority of corporate practices, events and meetings. With the
purpose of promoting the best remote work strategy, managers have
taken part in workshops to identify the difficulties posed by remote
work and the improvement opportunities, enabling them to adjust their
practices to specific cases.
Since Copel provides essential services to local communities,
some employees have continued to work on-site. For them,
safety protocols have been elaborated with reliable laboratorial
Employees under remote work were given materials about ergonomics,
tips on how to balance personal and professional life, suggestions for
stretching exercises, information on general health and safety cares,
and incentives to work on their mental health.
97
COPEL 2020 INTEGRATED REPORT VALUE GENERATION The guidelines adopted
by Copel are found in its
Labor Safety and Health
Policy. It is managed by
a multidisciplinary team
composed of professionals
from the engineering,
labor medicine, and social
assistance areas, which
undertakes periodical and
preventive exams, and
monitors absenteeism
indicators and accident
frequency and severity rates,
through its own and third-
party personnel.
Health and safety at work
GRI 103-1, 103-2, 103-3, 403-1, EU16, PRME 1, 2, 3
Health and safety at work are some of the
topics included in Copel’s Strategic Map and
Strategic Benchmark, and are one of the
Company’s most important values. Based on
this assumption, the purpose is to ensure a
healthy work environment, in which workers
and managers collaborate to continuously
improve protection and promote safety,
health, and wellbeing for all.
The guidelines adopted by Copel are found
in its Labor Safety and Health Policy. It
is managed by a multidisciplinary team
composed of professionals from the
engineering, labor medicine, and social
assistance areas, which undertakes periodical
and preventive exams, and monitors
absenteeism indicators and accident
frequency and severity rates, through its
own and third-party personnel. The health
and safety indicators are defined during the
strategic planning process based on the
Balanced Scorecard methodology, are then
included in Management Contracts and
broken down into Management Commitment
indicators for Superintendence offices
and departments. In 2020, two deaths
associated to work were reported. As regards
occupational diseases, ten cases were verified
among the power distribution workforce
(rotator cuff syndrome on the shoulder, and
medial epicondylitis). Some business activities
pose a risk of orthopedic problems in the
upper limbers. GRI 403-10
Risk evaluation, the identification of possible
hazards, and the application of the control
hierarchy to eliminate or minimize them
are performed every year according to the
Environmental Risk Prevention Program
(PPRA) in all of the Company’s areas, whether
at the administrative or fieldwork level. As
regards external activities, employees with
knowledge on safety norms and procedures
undertake periodical inspections, following
specific parameters. Workers themselves
can report hazards or hazardous situations
associated to work conditions through the
Risk Hunt/Caça ao Risco process, through
which an accident assessment group and
Cipa’s responsible Chairman adopt the
measures deemed necessary to eliminate any
risk or improve the standards and procedures
for field activities.
98
COPEL 2020 INTEGRATED REPORT VALUE GENERATION Whenever deemed necessary, the labor safety areas, together with
Copel (Holding), modify the technical specifications for individual
protection equipment (EPIs), replacing them for more efficient ones.
According to the Regulatory Norm-10, a federal labor regulation,
employees have the right to refuse to perform tasks that might
cause diseases, injuries or accidents. All workers are protected
against reprisals by the Labor Safety and Health Policy and the
Code of Conduct. GRI 403-2, 403-7
EPIs are provided to employees according to the Company’s technical
specifications, defined according to the risks posed by each function. A
record is kept on their use, and employees must sign a Term of Receipt
and Responsibility for EPIs and Uniforms. This equipment is replaced
whenever deemed necessary, due to wear, damage, or any other need.
For contractors, the EPIs must follow the same technical specifications.
As regards health, employees are submitted not only to the exams
established by law, but also to special evaluations whenever there
is any suspicion of a disease caused or that might interfere with
their work activities. Whenever any restriction is identified, actions
are adopted together with local management offices to avoid any
exposition to a certain risk (wither by eliminating the same, or by
establishing other controls). Actions are also continuously coordinated
with professionals from the labor safety and surveyed environmental
risk analysis areas, and recorded in an electronic management system,
in addition to complementary exams to monitor and control exposition
and suitability or working conditions. Employees also have access to
these services both when so convened, as in the case of absenteeism
monitoring, or when external exams established by law are undertaken,
and on demand when so requested before the management, or by
submitting statements and other medical reports. GRI 403-3
99
Substation of Bituruna
COPEL 2020 INTEGRATED REPORT VALUE GENERATION In order to promote a health and safety culture, Copel has implemented
a number of initiatives, as detailed below.
Medical Control and Occupational Health Program (PCMSO) -
NAC 40406 - Medical Exams: it establishes the rules for
occupational examinations.
Labor Health and Safety Management – GSST: its purpose is to
define procedures and identify risks and preventive actions when
executing operational tasks.
Preserving Life/Preservando a Vida Program (PPV): it establishes
field inspections of technical and safety procedures during the
execution of activities by employees and contractors, according to
the standards set by the GSST area.
Preliminary Risk Analysis (APR): an application that records the
previous evaluations of the risks involved with the execution of a
certain task.
Manutenção em linha de distribuição*
Copel Video Monitoring (VMC): a process employed by power
distribution operational teams using images captured by the
cameras installed in fleet vehicles to improve the accident
prevention mechanisms.
Serious Accident Analysis Meeting (RAAG): upon the occurrence of
a serious accident, a RAAG is held with the participation of all the
staff, the safety area, Cipa, and the responsible area manager, with
the purpose of identifying the causes and adopt measures to
eliminate them.
*Masks to protect against Covid-19 are not made of flame retardant tissues, and that is why
when working close to energized grids electricians cannot wear them.
100
Maintenance works in a power distribution line*
COPEL 2020 INTEGRATED REPORT VALUE GENERATION IMC Program (Body Mass Index): application of a manual that
establishes the procedures to control and oversee the body mass and
weight index among the workforce (own employees and third parties)
that act as electricians, since some critical indexes must be observed
to promote safety and health at work and prevent accidents.
Sectorial Safety Commissions: groups of Cipas formed as per
department and/or division whose attributions are to multiply the good
safety practices and engage employees to adopt preventive actions.
Technical Meetings: to promote a labor safety culture and improve
the performance of electricians, Copel stimulates the participation of
these employees in the Electricians’ Rodeo/Rodeio dos Eletricistas,
whose basic assumption is to follow the safety norms, act carefully,
and develop differentiated skills.
Safety Trophy: created with the purpose of stimulating and offering
recognition for the accident prevention works developed by the areas
involved with the Cipas.
Minor Accident Analysis Meeting (RAAL): upon the occurrence of a
minor accident, a RAAL is held with the participation of the labor
safety area’s technical body, to identify the causes of an accident
and adopt measures to eliminate them.
Labor Health and Safety Onboarding: meetings held with outsourced
employees in which all the cares related to labor safety and health
are discussed.
Safety Month: meetings held with each Superintendence office, in
which all stakeholders concentrate their efforts on adopting
preventive actions.
A Joint Advisory Commission gathering Copel and the Workers’
Union of Electricity, Gas, Water, Public Works and Service
Companies of the State of Paraná (Sineltepar): the purpose is to
improve workforce labor health and safety conditions.
Internal Accident Prevention Commissions (Cipas): spread around
Copel’s premises with the attribution of identifying labor risks and
elaborating a risk map and a plan that enable adopting preventive
actions. During their participation at Cipas, employees discuss matters
related to health and safety. If it is necessary to forward any situation
for analysis, the requests derived from these discussions are
communicated to the labor safety areas, which will adopt adequate
measures. The Cipas promote every year the Internal Accident
Prevention Weeks, when lectures on topics related to health and
safety are presented, administered both by employees and by external
contracted professionals. GRI 403-4, 403-5
101
COPEL 2020 INTEGRATED REPORT VALUE GENERATION Relevant health and labor safety information
are made available to employees through
corporate campaigns, during which posters
are distributed pointing to safe behaviors,
and videos are played and texts posted
in the Intranet. The training, development
and education programs aim at stimulating
qualification, improvement, and development
based on the activities of each function.
Their format enables participants to
acquire and apply technical and behavioral
knowledge, and methodologies associated to
health and safety issues in the electric power
sector. These matters are ruled by national
norms and laws, as well as the International
Labor Organization’s conventions ratified by
the Brazilian Government. GRI 403-5
According to the regulatory norms, no
own or third party employee may execute
any activity that might pose any risk or
is unhealthy, or that requires specific
knowledge, without having received the
necessary training. Contractors are submitted
to qualification training already at the start
of their activities, when health and safety
risks and cares associated to their tasks are
discussed. In addition to that, risk activities
require mandatory training conclusion
certificates, according to that disposed in
the regulatory norms, in addition to the
presentation of a valid Occupational Health
Certificate (ASO). The mandatory training is
administered by outside parties.
In 2020, new ways of disseminating
knowledge on labor health and safety were
explored, such as the inclusion of topic Safe
Behavior in the NR-10 training; conveying
information to all of Copel’s employees on
topics related to the felling of trees; the
airing of videos on working standards and
the publication of inserts “Golden Rules for
the Felling of Trees”, “Golden Rules for the
Installation of Provisory Backstays,” and
“Functions of the Person in Charge,” with
illustrated instructions on how to safely
perform those activities. Training has also
been provided in the distance-learning format,
and especially courses on ergonomics and
NR-10. In addition to that, newsletters have
been periodically distributed, in the Intranet
and by e-mail, on how to prevent coronavirus
infection, with differentiated contents for on-
site and remote work stakeholders.
For third parties, the onboarding meetings
have started to include the screening of
a video on human rights at work, with
information on how to identify violations and
on the available reporting channels.
All the matters related to this issue are
managed via de NEXO CS system, with the
purpose of fulfilling the Brazilian legislation
and the applicable norms (Regulatory
Norms, eSocial, INSS/Social Security and
the Consolidation of Labor Laws), which
is regularly updated and can be adapted
to future changes in the existing laws.
The system only covers the Company’s
own employees, and it is integrated into
the SAP platform to provide information
about the company, maximum capacity,
involved sectors, positions, functions, and a
description of activities.
Employees covered by Copel’s
health and safety system | 403-8
Employees covered by the system
15,394
Employees covered by the system, subject
to internal audit
Employees covered by the system, subject
to audit or certification by third parties
3,571
2,814
Note: the health and safety system’s coverage varies between Copel
(Holding) and its wholly owned subsidiaries. The systems used by
Copel CTE, Copel DIS, and Copel GeT cover both their own employees
and their outsourced employees, while the system used by Copel
(Holding) only covers its own employees.
102
COPEL 2020 INTEGRATED REPORT VALUE GENERATION Health and quality of life
GRI 403-6
Copel offers an arrangement with a health plan institution (a non-profit closed social security and complementary welfare entity),
with co-participated monthly fees, which offers, through a vast accredited network in the State of Paraná, medical, odontological and
pharmaceutical care, including an out-patient, hospital and obstetric health plan, and psychological and physiotherapy care.
In addition to periodical medical exams, the Company has included an additional stage of preventive exams associated to heart,
gynecological, prostate, colorectal, and ophthalmological diseases, according to every employee’s age and gender, providing specialized
medical evaluation and complementary exams, without any cost.
It also offers an institutional program to fight drug addiction, with specific medical treatment to recover employees involved with the
consumption of illegal drugs and alcoholic beverages, including hospital and out-patient, medical and psychological care. All expenses
are fully borne by the Company, which also offers social service and health follow-up, by adapting activities and environmental risks to
personal and collective safety.
Since 2019, the Even-Temperedly/Equilibradamente program has been offered, with the purpose of promoting treatment and monitoring
eligible beneficiaries suffering from emotional disorders, such as anxiety and depression, among others. This treatment is gratis.
Medical checks are available online by psychologists, and a hotline is made available for urgent medical checks with a specialized team,
24 hours a day. A team of expert professionals provides guidance to employees under risky situations. There is also an application to
monitor the health conditions of those employees registered in the program.
Copel also offers every year and without any cost a vaccination program against influenza, within its own premises, as previously
requested through the electronic system and with a decentralized vaccination calendar available at many of the Company’s premises.
Together with the Cipas, information and awareness-building campaigns have been conducted to promote the Yellow September, Rose
October, and Blue November initiatives, among others, with lectures and materials on how to prevent suicides, breast and prostate
cancer, while stimulating stakeholders to use the accredited health plan network.
103
COPEL 2020 INTEGRATED REPORT VALUE GENERATION Health and safety indicators
GRI 103-3, 403-9
Throughout year 2020, injuries such as twists, excoriations,
lacerations, punctures, bruises, crushing, distensions, dislocations,
fractures, burns, electric shocks, electrocutions, and joint, sinew,
or muscle inflammations, among others, were registered among
employees. Among contractors, in addition to some of the
abovementioned injuries, more serious damages were also verified,
such as amputations and fatal accidents. Five deaths were reported
among contracted employees (a 0.31 rate).
A number of measures have been adopted due to such occurrences,
such as the establishment, for the telecommunications teams, of
standard working procedures and stiffer safety on-site inspections,
since their activities had been reduced due to the pandemic, and the
of use of a standard ladder for works at heights below two meters.
For the power generation activities, training has been given on how
to drive vehicles in rural roads, and changes have been made in
procedures – a verification of the conditions to access workplaces or
service fronts has been included in the Preliminary Risk Analysis (see
page 100), which must be performed by the person in charge of the
crew and validated by the hired safety technician. The technician must
also reinforce the daily safety dialogues about the cares to be adopted
by the company’s drivers when transporting work teams, by paying
attention to access conditions and other vehicles, and to maximum
passenger capacities.
Number and rate of injuries associated to work with severe
consequences (excluding fatalities)
Employees
Contractors
Injuries
Frequency rate
0
0.00
1
0.08
Number and rate of reportable injuries associated to work
Employees
Contractors
Number
Frequency rate
23
2.19
119
7.35
Note: 1,000,000 of hours of work have been considered to calculate the above rates, according to NBR
14,280 – Labor Accident Registry - Procedure and Classification.
8.3 To promote policies to foster development, which
support production activities, the generation of decent
jobs, and entrepreneurship, creativity and innovation, and
stimulate the formalization and growth of micro, small
and mid-size companies, including through access to
financial services
Baseline
28 deaths reported in 2019.
Indicator
Suggested
goal
Number of deaths due to labor accidents (own and
third party employees).
To zero the occurrence of deaths among own and
third party collaborators due to work conditions in
the electric power sector.
Copel’s Performance
Copel did not report any death among its own employees in 2020.
However, among the outsourced personnel, five deaths were reported,
despite all the contractual requirements asking contracted companies to
comply with the labor legislation and adopt the same health and safety
cares preconized by the Company.
104
COPEL 2020 INTEGRATED REPORT VALUE GENERATION Covid-19 Pandemic
GRI 103-2, 103-3
Considering the current health crisis, health and safety have
become even more relevant for Copel. It has been necessary
to quickly develop actions to prevent infection by the new
coronavirus and build a safe environment for workers. A
management commission has been formed to establish
preventive measures and corporate procedures to deal with
this issue. The sanitation of the Company’s premises has been
intensified and 70% gel alcohol has been made available in
many different locations. Employees in risk groups have been
promptly put on leave: those above 60 years of age, those
suffering excessive chronic diseases, respiratory diseases,
immunocompromised patients, pregnant and breastfeeding
women, and those under cancer treatment.
Copel has started to issue epidemiological bulletins with
statistical data from the State of Paraná and from the Company.
Employees with flu symptoms or who have been in contact
with suspected or confirmed cases of coronavirus are put on
leave to undertake tests for eight days. If the test is negative,
an employee can return to work, but if it is positive, he/she
must stay on leave for 14 days. The nursing team has started
to record, monitor and follow all the cases of symptomatic
employees, occupational contacts, and employees with a
confirmed infection. These latter, as well as those with a
suspected contagion, are being assisted by a labor physician
through teleconsulting. Copel has made available tests for
suspected cases, through serological examinations.
105
Electrician
COPEL 2020 INTEGRATED REPORT VALUE GENERATION SOCIAL AND
RELATIONSHIP
CAPITAL
Smart Copel, one of the most modern Costumer
Service Centers in the country, in Curitiba (PR
Relationship with
stakeholders
GRI 102-40, 102-42
Copel has mapped its stakeholders
based on the AA 1000 methodology.
The criterion has taken the level
of impact and influence (affected,
strongly affected, and affecting agents,
and agents focused on value) into
consideration, generating a picture in
which stakeholders are depicted in the
shaded areas according to the level of
their relationship with the organization.
In addition to the environment, our
priority stakeholders are shareholders,
clients, communities, competitors,
employees and suppliers. The Company
makes many Dialogue Channels available
to stakeholders, in addition to making an
independent reporting channel available
to all interested parties.
Affecting
agents
Strongly
affected
agents
Stakeholders Map
All of which influence and/or
are influenced by the Company
Agents
focused on
value ($)
NGOs
Media
Regulatory Bodies
Government
Suppliers
Environment
Outsourced
employees
Future
Generations
107
Competitors
Shareholders
Clients
Partners
Employees
Community
Retirees
Affected
agents
COPEL 2020 INTEGRATED REPORT VALUE GENERATION Stakeholder
GRI 102-40
Approach towards engagement | GRI 102-43
Wholly
Owned
Subsidiaries
The subsidiaries sign before Copel (Holding) a commitment to contribute to maximizing the Company’s value in a sustainable
manner, which is expressed in the Management Contract between the parties. Copel’s needs and expectations are defined in
the Strategic Planning, at the meetings of the Collegiate Board (Redir), and at the meetings of the Board of Directors (CAD).
Employees
Regulatory
bodies
The Company offers many different communication channels to build a closer relationship with its employees, keep them
informed, and identify their needs and expectations, such as the Great Place to Work (GPTW) survey and the Confidential
Channels (Cadam, COE, Ombudsman’s Office, and Reporting Channel – see pages 59 to 61). Professional development policies
and processes are also made available to the workforce, in addition to standard market remuneration, which Copel promotes
by focusing on transparency and equality in its corporate initiatives.
In the energy sector, Copel has the legal obligation, before the regulatory bodies, to develop its actions in conformity
with the applicable norms, regulations, and legislation. In the telecommunications sector, the Company must undertake
its activities in conformity with the respective regulatory framework. Periodically, Copel holds specific meetings with the
regulatory bodies, as well as public hearings and consultations, in addition to exchanging documents, e-mails, and making
inspection and guidance visits.
Shareholders
and investors
Shareholders and investors are responsible for providing Copel with a part of its financial resources, based on which the
Company can exercise its activities with excellence and stability. As a counterpart, it must apply its best efforts to generate
value and return to this public. The Investor Relations area is responsible for this special relationship, and counts on its own
corporate operations policy.
Government
The Government of the State of Paraná is Copel’s majority shareholder, from which position it directly influences the
Company’s strategy and business. Copel keeps a direct relationship with this stakeholder, through the participation of
government representatives in the Board of Directors and in the Statutory Audit Committee.
Partners
Copel keeps business partnerships with a number of affiliated and controlled companies, and with Specific Purpose
Companies. The Company supervises the development of their activities and performance, and keeps a close relationship with
them, requiring the adoption of the same management practices in regard to issues such as health and safety, compliance with
the labor and environmental legislations, and fulfillment of regulatory norms, among others.
Clients and
consumers
Copel strives to fulfill the main expectations of this public: provide power supply and Internet services at low prices, issue
bills without any error, and offer agile and quality customer services, as well as favorable contracting conditions. For this
purpose, a number of online and on-site channels are available. Their reported manifestations, grievances and complaints are
fundamental to map the opportunities to improve our services.
Communities
With every new enterprise, socio-economic studies are undertaken as a part of the licensing process, at periodicities that vary
according to the complexity of a work. The obtained results subsidize socio-environmental programs, whose purpose is to
mitigate and compensate for any possible negative impact, as well as to build awareness among surrounding communities.
108
COPEL 2020 INTEGRATED REPORT VALUE GENERATION Client satisfaction
GRI 103-1, 103-2, 103-3
Clients’ perception in regard to Copel is monitored through surveys. Consultations to residential,
industrial, rural and public power clients are systematically undertaken. For residential clients,
two annual surveys are conducted – one coordinated by Abradee, in the first half of the year,
and another by Aneel, in the second half of the year. Then a permanent client satisfaction
commission analyzes the data generated by both surveys. The Company also controls the
complaints submitted to Aneel and oversees the indicators that measure Copel’s performance
through the Management Commitment. The results of the surveys undertaken in the last few
years are the following:
Survey
2016
2017
2018
2019
2020
Abradee Satisfaction Survey - Residential Clients
88.80%
90.30%
83.20%
80.70%
84.40%
Abradee Satisfaction Survey - Clients from Group B
Non-Residential
84.80%
NR
77.2%
NR
NR
Abradee Satisfaction Survey – Clients from Group A
85.90%
82.40%
83.30%
80.01%
80.90%
Aneel Satisfaction Survey with Clients - IASC
73.06%
80.69%
74.13%
75.01%
SR
Cier Satisfaction Survey with Clients
Satisfaction Survey with Rural Clients
Oro
NR
Satisfaction Survey with Public Power Clients
80.44%
Oro
Bronze
Plata
Plata
NR
NR
NR
NR
76.54 %
89.30%
NR
NR
The expected client satisfaction levels in the distribution area are established in the
Management Contract signed between Copel DIS and Copel (Holding), in addition to being
correlated to the operational efficiency and power supply quality indicators, as determined
and inspected by Aneel (see pages 21 and 22). Actions are monitored every four months by
the client satisfaction commission and generate action plans. Measures are also adopted to
improve relationship with our clients, such as those implemented as a consequence of the
Covid-19 pandemic (see page 24).
As for the telecommunications area, the
client satisfaction indicator directly affects
revenues, since satisfied clients tend to
recommend services and products to other
people, influencing their purchase decisions,
and on the other side, unsatisfied clients tend
to suspend services and migrate to other
companies. Copel employs the same data
collection methodology used by the National
Telecommunications Agency (Anatel) to
consult its clients every year, which enables
us to compare our results to those achieved by
other sector companies.
This subsidiary has departments dedicated
to customer service and client relationship
management, a structure through which the
requests received through the 0800 hotline,
and via e-mail and Facebook Messenger, are
verified. Customer services are segmented as
per type of client, with direct channels and
escalation options available to strategic clients.
Copel Telecom’s Commercial Superintendence
Office is responsible for managing the contract
signed with service provider company Contact
Center, which includes team dimensioning
and segmentation according to the activity
to be executed, the provision of training for
professional enhancement and retraining, and
monitoring of performance indicators.
109
COPEL 2020 INTEGRATED REPORT VALUE GENERATION The quantity of reported complaints as a proportion of the total client
base, the quality of provided customer services, and response times,
among other items, are all monitored. These indicators are associated to
goals and are regularly monitored by the Collegiate Board.
Copel Geração e Transmissão’s client relationship channel is responsible
for managing every contract. Client satisfaction surveys are conducted in
some segments. The energy sale goals are defined in the contracts with
third parties, managed by Copel Comercialização, but their terms and
conditions are mirrored in Copel GeT.
In 2020, Copel COM launched a marketing campaign to reposition its
brand as “Free Market Copel” and to update its website with the purpose
of increasing interaction with clients.
Power generation and transmission, and distribution service,
consumer units | GRI EU3
Residential
Industrial
Institutional (public powers and services)
Commercial
Other classes (rural, own consumption, etc.)
Total number of consumer units
2020
3,944,556
71,938
44,896
413,599
362,842
4,837,831
Note: it only contemplates the clients of power generation and transmission, and distribution services, adding up to
108 and 4.9 million, respectively.
Profile of Copel Comercialização’s clients
Type
Bilateral sales (traders)
Industrial
Commercial
Total Number of Clients
2017
50
110
29
189
2018
61
236
56
353
2019
144
292
81
517
2020
88
653
224
965
Note: the criterion used to calculate the number of Copel Comercialização’s clients is a General Taxpayers’ Registry
number not repeated within a year, since many of them conduct more than one operation and at different periods .
Aerial view of biodigesters in the city of Entre Rios do Oeste
110
COPEL 2020 INTEGRATED REPORT VALUE GENERATION Telecommunications consumer units | GRI EU3
Number of Circuits per Annum
Residential power cuts in 2020
GRI EU27
Circuits
Retail
Corporate
Total
Number of Clients per Annum
Clients
Retail
Corporate
Total
177,275
29,658
206,933
170,742
6,051
176,793
Note: circuit is an installed unit of a telecommunications service. Thus, the same client may own many circuits.
Covid-19 Pandemic
GRI 103-2, 103-3
The adoption of remote work by a large part of the state
population during the pandemic has led the Company to
make new promotional conditions available to contract
Internet services, such as the offer of new speeds at
attractive prices and adjusted to the market, such as for
example the fiber optic broadband products at speeds
of 100 Mbps and 300 Mbps, while ensuring quality and
stability to local consumers. Service interruptions due to
payment default have also been temporarily suspended,
with an active communication throughout the whole
process, and after that to inform on the resumption of
service interruptions. The teams responsible for direct
customer services at the Contact Center have also been
submitted to adaptations.
The number of power cuts in 2020 was 54.17% lower than in year
2019, but it is important to mention that this comparison was affected
by the hindrance, ordered by Aneel, to undertake this type of action
between the months of April and July, due to the pandemic. The overall
result in terms of payment default was slightly affected – the Corporate
Default indicator reached 1.37% in 2020, if compared to 1.20% in 2019.
Residential power cuts due to payment default in 2020
Less than 48 hours
From 48 hours to 1 week
From 1 week to 1 month
From 1 month to 1 year
More than 1 year
Power supply reconnections after payment in 2020, per time
Less than 24 hours
From 24 hours to 48 hours
From 49 hours to 72 hours
From 73 hours to 96 hours
From 97 hours to one week
More than one week
111
283,242
22,755
17,496
24,323
0
269,406
13,836
10,309
4,584
7,862
41,819
COPEL 2020 INTEGRATED REPORT VALUE GENERATION Accessibility
GRI EU24
The Accessibility issue is managed at Copel
by the Diversity Committee, and is also
focused on electric power consumers. Through
this initiative, actions have already been
implemented, such as the provision of electricity
bills in Braille for blind clients. The Company’s
website offers adequate browsing features for
people with visual and hearing impairment.
The results of the program are assessed
through a Satisfaction Survey undertaken by
the Brazilian Association of Electric Power
Distribution Companies, which includes
specific indicators, such as the provision of
customer services without any discrimination,
and if a company respects consumers’
rights. In the survey’s most recent edition,
Copel obtained indexes of 88.2 and 86.5,
respectively, in those indicators.
Suppliers
GRI 102-9
Copel’s suppliers vary according to their
business and include electric power
generation and transmission companies,
manufacturers of materials and heavy
machines, and service providers, among
others. In 2020, there were 2,653 suppliers
servicing the Company as a whole, with
expenses amounting to R$ 11.28 billion.
112
Acquisition and contracting processes are
based on the Internal Regulations for Bids
and Contracts, in force since July 01, 2018,
and updated at a meeting of the Board of
Directors held on October 14, 2020. They
are also in conformity with the legislation
that rules contracting models, whether
through public bids and their many different
modalities, through the exemption of bids
as forecasted is some paragraphs, or their
unenforceability, or due to lack of competition.
These regulations also include Laws nº
10,520/2002, which establishes the auction
bidding modality, Complementary Notice nº
123/2006, regarding the National Statute for
Micro and Small Companies, and Federal Laws
nº 13,303/2016 (State-Owned Enterprise Act)
and nº 13,709/2018 (General Law on Personal
Data Protection - LGPD). Internally, this
matter is ruled by the corporate policies and
norms NAC 030904 – Contract Management,
updated on September 29, 2020; NPC 0201
– Supplies Policy; NAC 030406 – Suppliers’
Evaluation; Copel’s Code of Conduct;
Suppliers’ Manual; Solid Waste Management
Handbook; and NPC 0322 – Policy on Privacy
and Personal Data Protection, created on
December 09, 2020 to internally guide the
Company’s adaptation to the General Law on
Personal Data Protection.
*It is important to stress that tissue masks
cannot be used close to energized grids.
Maintenance works in a power line*
COPEL 2020 INTEGRATED REPORT VALUE GENERATION Although this process is restricted by the
legislation in force, and therefore the Company
cannot adopt environmental or social criteria
to select suppliers, these parameters are
included in the contractual requirements in
order to fulfill the labor, human rights, tax,
and environmental legislations, applicable
to any and every company. In the phase
of qualification to take part in any bidding
process, all suppliers are required to submit
a “Social and Environmental Responsibility
Statement,” in which they assert not to
hire minors below 18 years of age (except
as apprentices starting from the age of 14);
not to adopt any labor relation characterized
as forced labor or equivalent to slavery; to
respect human rights; not to allow any form
of discrimination; and not to adopt practices
harmful to the environment. Depending on
the object to be contracted, specific clauses
are included in the bidding notice. The
contractual demands comprise incorporating
the Principles of the Global Compact; giving
priority to contracting local suppliers and small
and mid-size companies; to hire and qualify
professionals with disabilities; and to suppress
any practice associated to moral and sexual
harassment at the workplace; among others.
To reinforce all these requirements, Copel
forwards its Sustainability Policy to
all suppliers. GRI 308-1, 414-1
When the environmental or social
responsibility contractual clauses are violated,
Copel applies sanctions according to their
severity, which include a written warning, in
the case of a low impact obligation and that
does not lead to actual damages to Copel,
to the environment or to third parties, and
contractual fines. The most serious cases,
which might have severe consequences or a
significant impact on Copel or public interest,
or due to the occurrence of a serious accident
associated to the execution of the contractual
object, with permanent injury or death,
affecting Copel’s employees, its contractors,
or third parties as a consequence of proven
guilty or willful misconduct by the contracted
party, they lead to a temporary suspension
from bids and an interdiction to enter into
contracts with Copel, and its wholly owned
subsidiaries and controlled companies, for a
term of up to two years. Depending on the
severity of such an event, the contract may be
rescinded and the competent legal authorities
may be informed on the infraction. GRI 308-2
Acquisition and contracting
processes are based on the
Internal Regulations for Bids and
Contracts, in force since July 01,
2018, and updated at a meeting
of the Board of Directors held on
October 14, 2020.
There is not a formal evaluation of suppliers
as regards environmental or social impacts,
however Copel performs inspections at
contracted parties’ facilities and premises, or
at their work sites, at any time to oversee the
fulfillment of contractual clauses, including
those related to the abovementioned topics.
The Company also holds awareness-building
meetings and provides informative materials
on topics such as forced labor or equivalent
to slavery. GRI 408-1, 409-1
113
COPEL 2020 INTEGRATED REPORT VALUE GENERATION 8.3 To promote policies to foster development, which
support production activities, the generation of decent
jobs, and entrepreneurship, creativity and innovation,
and stimulate the formalization and growth of micro,
small and mid-size companies, including through access
to financial services
Baseline
28 deaths reported in 2019.
Indicator
Suggested
goal
Percentage share of micro, small and mid-size
companies in the business transactions held
by power generation, distribution and
transmission companies.
To foster strategies/initiatives to contract
micro, small and mid-size compa-nies, while
expanding their participation in the value chain
(implementation goal/objective).
Copel’s Performance
Copel reserves quotas of up to 25% for the acquisition of
materials from Micro Companies (ME), Small Companies (EPP), and
Individual Microentrepreneurs (MEIs) in bids to acquire goods of
a divisible nature, as defined by Complementary Law nº 123/06.
This initiative provides Micro and Small Companies and Individual
Microentrepreneurs with an opportunity to be contracted by the
Company. There also are bids of up to R$ 80 thousand, which, due
to their maximum value, end up being exclusive to Micro and Small
Companies and Individual Microentrepreneurs. Another form of
offering an incentive to these companies are the broad participation
processes, when the benefits of law are ensured to give these
companies the right to offer a price proposal inferior to the best
classified company’s proposal in a bid (in case they fall within
a 5% interval in the auction modality, or 10% in the remaining
modalities, considering the value of the best received proposal).
Wind Power Station of Palmas, in the State of Paraná
114
COPEL 2020 INTEGRATED REPORT VALUE GENERATION Communities
GRI 103-1, 103-2, 103-3, 203-1
Local communities are one of Copel’s main stakeholders, since they
consume its products and are subject to the positive and negative
impacts of its activities. Corporate relationship with them is a constant,
whether in the power generation phase, as an organization that
employs natural resources and modifies community dynamics when
building a new enterprise; or in the power distribution phase, when it
more directly provides services to the public and obtains returns from
its financial investments through electricity bills. And we should add to
all that the fact that Copel is controlled by the Government of the State
of Paraná, a fact that ratifies its role as a social development driving
force amongst local communities.
The main impact affecting this public comes from the construction of
new enterprises, depending on the direct and indirect influence area
of a work. In addition to environmental, there also are social impacts,
such as for example the displacement of local populations; population
increase and pressure on public services; higher onset of diseases;
increased sexual exploitation; higher demand for workforce, which
may concentrate populations without an adequate structure; cultural
losses associated to indigenous groups and “quilombola” or traditional
communities; damages to local historical and cultural heritage; and
flooding of farming areas, among others.
That is why Copel monitors the “community and social investment”
topic within the scope of sustainability and at the corporate level. The
continuous communication of verified results enables the Company to
establish operational strategies, identify opportunities, and propose
improvements. The purpose is to mitigate the negative impacts
generated by its operations and leverage their positive impacts,
while building new alternatives together with local communities and
the Public Power to solve socially relevant problems and promote
responsible development.
The driving force behind these operations is the Sustainability Policy,
which includes general guidelines on engagement with stakeholders
that reflect the importance of dialogue and transparency, by taking
their demands, priorities and expectations into consideration. Other
internal norms and policies are related to these issues, such as
NPCs 0104 - Integrated Corporate Risk Management Policy, 0309
- Sponsorship Policy, and 0320 - Human Rights, and NACs 030390 -
Environmental Licensing and 030912 - Tax Incentives. Copel has also
adhered to and supports external policies and initiatives dedicated to
local communities, such as those listed on pages 72 and 76.
In every new enterprise, studies are undertaken on the socio-economic
environment as a part of the licensing process, at intervals that
vary according to the complexity of a work. The results are used to
subsidize socio-environmental programs, which, in addition to having
a mitigation and compensatory character, aim at building awareness
amongst surrounding communities in regard to related topics.
115
COPEL 2020 INTEGRATED REPORT VALUE GENERATION Copel’s participation in the selection of sustainability index portfolios
in the Stocks Exchanges of Sao Paulo and New York is a way of
evaluating the Company’s performance in this sense, as well as of
rendering accounts in relation to its assumed socio-environmental
commitments. Further information is available on page 51.
11.4 Strengthen the efforts to protect and safeguard the
world’s cultural and natural heritage
Baseline
Indicator
Suggested
goal
Indicator
Suggested
goal
Not identified. It is necessary to undertake a
survey with sector companies to define it.
Quantity of socio-economic diagnosis undertaken
in traditional communities belonging to
enterprises’ influence areas.
Until 2025, undertake socio-economic diagnosis
in the traditional communities affected by the
electric power sector’s operations to subsidize the
implementation of volunteer projects.
Projects dedicated to preserve material and
immaterial historical heritage and that have
become self-sufficient (do not exclusively
depend on resources allocated by electric power
sector companies).
Until 2030, guarantee the maintenance of projects
dedicated to preserve the material and immaterial
historical heritage, ensuring higher efficiency
when allocating resources and the effectiveness of
implemented initiatives.
Copel’s Performance
Copel has implemented projects to preserve material and
immaterial historical heritage through its subsidiaries Copel
GeT and Copel DIS. These initiatives can be found at the socio-
environmental reports issued by these wholly owned subsidiaries,
available at website.
Regional Museum of Iguaçu, in the city of Mangueirinha-PR
116
COPEL 2020 INTEGRATED REPORT VALUE GENERATION Copel’s employees are able to dedicate up to eight hours
of work every two months to perform social actions
Community engagement initiatives
GRI 413-1, PRME 3, 5, 6
EletriCidadania
It is Copel’s corporate voluntary work program. Employees may
dedicate, spontaneously and as volunteers, up to eight hours of their
working hours every two months to perform social actions. These
operations are inspired by the Sustainable Development Goals and
include topics such as human rights, education, inclusion, health,
environment, citizenship, and sustainability. The main purpose is to
allow employees to perform volunteer works in the local communities
where they live and work, by applying their knowledge and skills
on behalf of social wellbeing and the environment, while promoting
citizenship and social responsibility, and contributing to foster
sustainable development in a participative and transforming way.
In 2020, they were involved with 155 volunteer actions, which added
up to 1,002 hours of voluntary work. In that same period, due to the
new coronavirus pandemic, their voluntary works needed to be adapted
to social distancing. Their actions included the production and donation
of masks, the donation of fiscal note tax returns through the Paraná
Fiscal Note/Nota Paraná Program, and the donation of clothes, food
and personal hygiene products to socially vulnerable people.
With employees’ participation in the Warming Paraná/Aquece Paraná
Campaign, to collect winter coats and blankets for poor families in the
State, 3,577 pieces were collected in August, which have benefited
seven social institutions and hundreds of people.
117
COPEL 2020 INTEGRATED REPORT VALUE GENERATION Family Day
Every year Copel holds the Family Day, when it
opens the doors of the Company to employees’
families. In July 2020, due to the pandemic,
this interaction went to the virtual space. A
collection campaign was undertaken, through
which Copel raised 685 food baskets, given to
the Civil Defense of the State of Paraná to be
distributed to socially vulnerable groups.
Cultivate Energy/Cultivar
Energia Program
It is a corporate program that enables
implementing community gardens under
Copel’s power transmission lines in
partnership with local City Halls. Developed
as an auxiliary strategy to combat irregular
occupation in properties managed by
the Company, it also has the purpose of
promoting environmental improvement in
urban spaces and fostering food security
and income generation among socially
vulnerable families.
This program is aligned with the municipal
public food security policies and contributes
to the Sustainable Development Goals,
and more specifically to the SDG 2 – Zero
Hunger and Sustainable Agriculture (goals
2,1 and 2,4); SDG 10 - Reducing inequality
within countries and between them (goals
10,1 and 10,2), and SDG 17 – Strengthen
implementation means and revitalize the
global partnership to promote sustainable
development (goal 17,17).
In addition to maintaining the already
productive gardens in the cities of Maringá,
Cascavel and Ponta Grossa (Community
Garden of Vila Esperança, Community Garden
of the Itaipu Park, Community Garden of
Cidade Canção, Community Garden of Parque
Verde, and Community Garden of Costa Rica),
two new gardens were inaugurated in Curitiba
in 2020, ratifying a new partnership for the
program, and benefiting some of the most
needy areas in that city.
The seven community gardens in operation
have directly benefited around 271 families.
Indirectly, other people are also benefited,
since the surplus production, undertaken
according to agroecological concepts and
environmentally correct principles, is sold,
thus promoting a healthier diet, conscious
consumption, and local development through
income generation.
Enlightening Generations/Iluminando
Gerações Program
The Enlightening Generations/Iluminando
Gerações Program provides to local
communities in the municipalities located
in Copel’s concession areas informative
and preventive guidelines on sustainability,
conscious and safe use of electric power and
natural resources, and correct waste disposal,
through lectures, theater performances, and
the distribution of booklets. In 2020, due
to the pandemic and to the suspension of
on-site classes at schools, virtual resources
started to be utilized, such as the production
of educational videos and the realization of
lives, made available to schools, teachers and
students. This program’s actions were held
all through the year. The program reached
around 23,500 students, with 14,500 video
views by students, 4,100 views by local
community dwellers, and 800 viewers in the
lives promoted by Copel, with an investment
amounting to R$ 426 thousand.
118
COPEL 2020 INTEGRATED REPORT VALUE GENERATION Migração e Refúgio/Migration and Refugee Project
It aims at facilitating access to information on Copel’s services for
migrants and refugees. The first stage was concluded in 2020,
with a definition of the priority contents together with the related
corporate areas, their redaction in a language easy to comprehend,
and translation into English, French, Spanish, and Haitian Creole
(the most common languages amongst this public in the State of
Paraná). The next stages – publication at the website, disclosure at
Copel and in associated institutions, and a possible partnership with
the EletriCidadania Program – have been forecasted to 2021.
Actions promoted by the Government of the State of Paraná
Social Electricity Tariff/Tarifa Social de Energia Elétrica (TSEE)
A program that offers discounts in electricity bills, up to the a
consumption limit of 220 kWh, to those families registered in the Federal
Government’s Single Registry of Social Programs, provided they comply
with the remaining criteria disposed in Aneel Resolution nº 414/2010.
In 2020, the Social Tariff benefited in average 306 thousand consumer
units, the equivalent to 8.4% of households serviced by Copel. The total
discounted amount added up to R$ 103.9 million.
Luz Fraterna/Fraternal Light Program
It is a government program that pays the bills of those consumers
registered in the Social Electricity Tariff project, provided their
consumption does not exceed 120 kWh. In 2020, the total amount
allocated by the Government of the State to this program reached
around R$ 33.1 million, with an average of 155 thousand families
served every month.
Grid integrated into urban forestation
119
COPEL 2020 INTEGRATED REPORT VALUE GENERATION Night Irrigation Tariff and Night Rural Tariff (Tarifa de Irrigação
Noturna / Tarifa Rural Noturna)
The Night Rural Tariff program aims at stimulating agricultural
productivity by offering a 60% to 70% discount on tariffs for the
electric power employed in production in the period from 9:30 PM
to 6 AM. In 2020, this program benefited 13,326 farmers, and total
discounts on electricity bills amounted to around R$ 47 million.
As for the Night Irrigation Tariff program, it offers subsidies for the
construction or reinforcement of grids that supply power to irrigation
projects. In 2020, 3,888 farmers were benefited, with total discounts
amounting to R$ 11.5 million.
Living Well in Paraná/Morar Bem Paraná Program
This program’s purpose it to stimulate the construction and acquisition
of new residential units, to refurbish, expand or renovate urban
and rural properties, and to provide landholding regularization and
urbanization works to families with a monthly income adding up to six
(national) minimum wages, as well as to develop housing projects of
social interest in the State of Paraná. Here, Copel is responsible for
building electric power distribution grids and installing power supply
connections in residential units, with reimbursements granted by the
Government of the State, through the State Secretariat of Planning
and Structural Projects (SEPL). In 2020, 1,980 residential units were
served, with investments amounting to R$ 2.76 million.
Safe use of electricity
GRI EU25
The number of individuals involved with electric power accidents
decreased from 43, in 2019, to 33 in 2020. The quantity of deaths fell
from 12 to 9. Accidents are periodically mapped counting on community
assistance, and after that a dedicated committee analyzes the reported
events so the applicable measures can be adopted. The Management
Contracts signed between Copel (Holding) and its wholly owned
subsidiaries contain specific indicators on this issue.
Every year Copel promotes the Community Safety Month, in which
the actions to provide guidance to local populations on the safe use
of electricity are intensified through lectures given to public school
students, recommendations made to civil and rural construction workers,
visits to private construction works, including the delivery of informative
materials to commercial premises and informal service providers,
pamphleteering in public areas, and dissemination in radio and TV
stations, and in social media.
Copel also promotes many recreational initiatives to educate the population
on the safe use of energy, such as actions connected to the Enlightening
Generations/Iluminando Gerações Program, targeting basic teaching
students in municipal schools, companies, and non-government institutions.
The program also deals with conscious use and environmental care.
When it takes part in government programs like Citizen of Paraná/Paraná
Cidadão and Citizenship Joint Effort/Mutirão da Cidadania, the Company
promotes the safe use of energy through educational games and using a
vehicle called the Energy Efficiency VAN.
This issue is also discussed in the Awareness-Building Program/
Programa de Sensibilização, directed to construction workers, and in
specific community relationship-building actions.
120
COPEL 2020 INTEGRATED REPORT VALUE GENERATION Management of the impacts of
population displacement
GRI EU20, EU22
In the case of hydraulic power generation
enterprises, Copel complies with the
environmental legislation and employs
the socio-economic population registry
(see page 122). For power transmission
enterprises, a joint work between the
social, landholding, and engineering areas
is undertaken, still in the outline definition
phase, so as to avoid as much as possible
that situations involving relocations might
emerge. At the enterprise-planning phase,
our communication hotline (0800) and
e-mail are disclosed to the entire directly
affected population, so they are able to clear
any doubt about the process. After a project
has been designed and the families liable
to relocation have been identified, in loco
discussions are held, and contact info on the
landholding and social technician responsible
for overseeing the process is made available
to all interested parties. At this phase,
enterprise managers hold a closer dialogue
with the affected population.
In the case of involuntary displacement, Copel
operates at two fronts:
in those situations where the affected
parties are property owners, it evaluates the
area of the property to be expropriated, the
real estate and remaining betterments, in
addition to eventual production losses,
according to the specific legislation. After
the indemnification amounts have been
surveyed, a negotiation process is started by
always striving to reach an amicable
settlement. After this latter process has
ended, the agreed indemnification is paid. In
specific cases, in which a family might face
any kind of social vulnerability or require
relocation support, Copel provides social
assistance and follow-up.
Works at PCH Bela Vista, in the city of Verê-PR
121
COPEL 2020 INTEGRATED REPORT VALUE GENERATION when dealing with landholders,
sharecroppers and irregular occupiers, in
which it is not possible to offer an
indemnification due to legal issues, it
evaluates their dwellings, betterments, and
eventual production losses. In case their
value does not allow for self-relocation,
families receive a complementary aid
through social compensation, to ensure
they are able to move to a decent and safe
location. All of this process is monitored by
the Company’s social area team, which
also asks municipal public services to
monitor these families during their
adaptation processes.
Copel has been monitoring the
implementation of PCH Bela Vista, of which
it is the majority shareholder. In addition
to that, the Company has also provided
Bela Vista Geração de Energia S.A, the
specific purpose company responsible for
this PCH, with enterprise construction
and implementation services, including
in regard to landholding clearance and
indemnifications. In the last three years,
four families have been relocated, and
in other cases accessory expenses have
been paid. Total disbursements here have
amounted to R$ 1.21 million.
With the conclusion of the Executive Project
for TL 525-kV Blumenau – Curitiba Leste and
of the landholding survey on the properties
located along the right of passage area,
in 2020, it was verified that interferences
would affect 11 households, of which 3 are
brick houses and 7 timber houses, including
15 betterments, among which 3 sheds, 4
henhouses, 3 timber yards, 2 pens, 1 deck,
and 2 power supply points, mostly made of
wood. For the households, a Social Registry
of affected families has been elaborated,
which will enable the enterprise to look for
solutions for each individual case. The people
and/or family units that will be affected by
the removal of their betterments are also
being identified and characterized. The
schedule of damage settlements forecasts
that the period elapsed between the
payment of an indemnification and the actual
demolition of betterments should always be
sufficient to allow for their replacement in
another site. Within the scope of this project
and of the 500-kV ARA-TAU Transmission
Line, 22 families were displaced between
2018 and 2020, with total costs amounting
to R$ 2.59 million.
As regards the electric power distribution
operations, they did not require any
population displacement, however
the Company had to pay property
indemnifications upon the installation of new
lines and substations. In 2020, R$ 22.48
million was allocated to settle such cases.
As regards the electric power
distribution operations, they
did not require any population
displacement, however the
Company had to pay property
indemnifications upon the
installation of new lines
and substations.
122
COPEL 2020 INTEGRATED REPORT VALUE GENERATION Relationship with indigenous peoples
GRI 411-1, 413-1, PRME 3, 5, 6
Copel has implemented Socio-Economic and Cultural Sustainability
Programs in Indigenous Lands in two communities where it owns
facilities: Apucaraninha, in the municipality of Tamarana (PR), where
the hydroelectric plant of Apucaraninha has been built, and Barão de
Antonina, in São Jerônimo da Serra (PR), an area intercepted by the 230-
kV Figueira – Apucarana Transmission Line. These actions have been
based on Conduct Adjustment Agreements (CAAs) signed between the
Company, the respective indigenous communities, the National Indian
Foundation (Funai), and the Federal Public Prosecutor’s Office (MPF).
The execution of these activities has been enabled by the creation
of specific funds to be held by indigenous landholders (TIs), with
the purpose of sponsoring development projects in such areas.
The innovative aspect of the adopted governance model is its
hybrid management feature, since the funds are controlled by joint
management committees, comprising Copel representatives and
representatives of local indigenous peoples, under the supervision
of Funai and the Federal Public Prosecutor’s Office. The application
of financial resources is defined through a dialogue with local
communities and their representatives, by respecting their forms of
organization and traditions.
In 2020, due to the measures to restrain the Covid-19 pandemic and
in conformity with the provisions of Funai Ordinance nº 419/PRES,
of March 17, which restricted access to indigenous lands, the on-site
activities associated to this initiative were temporarily suspended.
Copel GeT, however, has taken part in the activities of the Work Group for
Indigenous Peoples and Traditional Communities of the State of Paraná,
established through State Decree 3534/2019, to articulate integrated
actions to undertake studies, elaborate strategies, and submit proposals
on issues related to local “quilombola” and traditional communities.
123
COPEL 2020 INTEGRATED REPORT VALUE GENERATION Financial obligations established by the CAAs
In regard to the Indigenous Land of Apucaraninha, Copel GeT has agreed to pay a
R$ 14.00-million indemnification, of which R$ 2.80 million is being dedicated to
the current generation of indigenous persons and distributed to their families. The
remainder, R$ 11.20 million, has been deposited in a community fund to finance
environmental sustainability, economic, and socio-cultural projects, constituting
that portion of the indemnification to be used to safeguard the rights of children
and the future generations of indigenous peoples, an amount placed under a
financial application scheme.
As regards the Indigenous Land of Barão de Antonina, the Company has agreed
to pay an R$ 1.84-million indemnification, of which R$ 800 thousand is being
dedicated to the current generation of indigenous persons and distributed to their
families. The remainder, R$ 1.04 million, has been deposited in a community fund
to finance environmental, economic, and socio-cultural projects, constituting
that portion of the indemnification to be used to safeguard the rights of children
and the future generations of indigenous peoples, an amount placed under a
financial application scheme. Copel GeT has also committed itself to provide the
environmental recovery of permanent preservation areas in that Indigenous Land,
and for this reason, according to Clause 10th of the CAA, it has contracted and
undertaken an Environmental Diagnosis and Recovery Project for Permanent
Preservation Areas in the Indigenous Land of Barão de Antonina, which studies
were a part of that instrument as an obligation attributed to the company. The
company’s obligations also include supplying native flora seedlings, inputs
and basic implements, and all the know-how deemed necessary, providing for
their transportation to this Indigenous Land, and hiring of a forest technician to
supervise the project.
Power Line of Uirapuru, between
Londrina and Ivaiporã-PR
124
COPEL 2020 INTEGRATED REPORT VALUE GENERATION Covid-19 Pandemic
GRI 103-2, 103-3, 203-2
During the pandemic, in 2020, Copel acquired 200
thousand RT-PCR test kits and 1.2 million masks in the
total amount of R$ 5 million Brazilian reais, which were
distributed to hospitals, according to the demand mapped
by the Health Secretariat of the State of Paraná (Sesa).
These materials were donated to hospitalized patients,
health professionals, or people who lived in the same
household as those workers, people over 65, inmates or
professionals of long stay institutions, among other groups
considered more vulnerable to the new coronavirus. The
criteria defined to guide the donations were the number
of health professionals in a given municipality and the
number of deaths and infected patients. Benefited persons
added up to 5,637,834 inhabitants and 363,077 health
professionals, which correspond to around 49% of the total
estimated state population.
Two institutions were our partners in that action: the
Molecular Biology Institute of the State of Paraná (Instituto
de Biologia Molecular do Paraná/IBMP), responsible for
distributing the tests, and for considerably extending test
coverage and virus traceability in the State; and the Federal
University of the State of Paraná’s Foundation for Science,
Technology and Culture (Fundação para o Desenvolvimento
da Ciência, da Tecnologia, e da Cultura/Funpar), responsible
for distributing the masks. Both the Company and those
institutions signed an Agreement Contract to enable such
contribution to society, thus strengthening their partnership
to mobilize resources and formulate joint, fast, and significant
responses in such a delicate and difficult time.
Copel also engaged all state society with the Solidary Electric
Bill/Fatura Solidária Campaign, so that additional funds could be
dedicated to fighting the pandemic. For each client that adopted
the digital electricity bill, Copel donated an extra R$ 2. For each
client that adopted automatic debt as the form of payment of
their electricity bills, an extra R$ 3 were donated by Copel. Thus,
the volume of donations was increased and social participation on
behalf of an important cause was further stimulated.
The donations made by Copel to combat the coronavirus were
a highlight in TV news program “Jornal Nacional” on May 25,
2020, in a series of reports dedicated to the companies that most
contributed to cope with the pandemic. All regional offices were
to some extent benefited by the donations, with a highly positive
impact on all the State of Paraná.
The Company also organized voluntary activities through the
Corporate Voluntary Work Program/Programa Corporativo de
Voluntariado – EletriCidadania, and took part in debates about the
pandemic and its impacts, thus helping all stakeholders to reflect
and devise actions, and reorganized its routine so as to make
remote work a reality for a large part of its employees, reducing
their circulation, and thus indirectly benefiting all of them.
125
COPEL 2020 INTEGRATED REPORT VALUE GENERATION INTELLECTUAL
CAPITAL
Innovation
Innovation, at Copel, is no longer
a subject that pertains only to the
Research and Development areas, but
has become a joint effort at the whole
Company. To reflect this organizational
culture, an innovation sector has
been created, and the topic has been
included in Copel’s Investment Policy,
with the purpose of streamlining
initiatives of interest to the Company.
Thus, Copel has started to allocate
a resource base for investments in
innovation projects, in addition to the
resources traditionally and already
invested in its R&D program as
regulated by Aneel.
As an outcome of this initiative, at the
end of 2020 Copel made a public call
with the purpose of hiring an expert
consultancy company to implement the
Open Innovation Program for Startups
(Programa de Inovação Aberta com
Startups), to be implemented in 2021.
The purpose here is to take advantage of
the synergies between business ecosystems
and the flexibility of startups to implement
innovations aligned with Copel’s strategy,
and with the potential of generating value to
stakeholders. It is expected this initiative will
accelerate the development of new products
and services, so Copel can implement new
businesses and explore new markets.
Open innovation is a model increasingly
adopted by many companies in response to
a world ever more characterized by global-
reach business entities and open information
sharing. Copel’s proposal aims at boosting
and accelerating such efforts.
Also at the end of 2020, Copel signed a
technical cooperation agreement with the
Brazilian Industrial Development Agency
(Agência Brasileira de Desenvolvimento
Industrial/ABDI) for the utilization of a
technological sandbox – or “live laboratory”
– of technologies for smart cities, called
Living Lab. Smart cities, in general terms, are
those that strategically utilize their resources,
including energy, as catalyzers for economic
development. The space maintained by ABDI,
in partnership with the Technology Park of
Itaipu (Parque Tecnológico Itaipu/PTI), is
located in the city of Foz do Iguaçu, and
will be used to implement actions dedicated
to matters of public interest, allowing it
to encourage the adoption of sustainable
policies and to disseminate innovative
business models to foster urban mobility and
smart cities, thus stimulating all the related
production chain.
Open innovation is a model
increasingly adopted by
many companies in response
to a world ever more
characterized by global-reach
business entities and open
information sharing.
127
COPEL 2020 INTEGRATED REPORT VALUE GENERATION Both urban mobility and smart cities are topics to which Copel will
dedicate special attention in the next years. Both contribute to
reducing carbon emissions and promoting access to power supply, in
convergence with the Sustainable Development Goals prioritized by
the Brazilian electric power sector and the Company (see page 74).
In 2019, the company concluded the installation of recharge stations
along a 730-kilometer electrified monorail track, the largest project
of its kind in Brazil, connecting the Port of Paranaguá to the Iguaçu
Falls. This project, conducted in partnership with company Itaipu
Binacional, has already installed 12 electric stations along Highway
BR-277, in the municipalities of Paranaguá, Curitiba, Palmeira,
Fernandes Pinheiro, Irati, Prudentópolis, Candói, Laranjeiras do Sul,
Ibema, Cascavel, Matelândia, and Foz do Iguaçu.
9.1 Develop quality, reliable, sustainable and robust
infrastructure, including regional and cross-border
infrastructure, to support economic development and
human wellbeing, while focusing on equal access and at
affordable prices for all
Baseline
913 public electric stations in 2019 (IEA).
Indicator
Quantity of installed public electric stations.
Suggested
goal
Reach until 2030 at least 80 thousand public
electric stations installed in the country.
Copel’s Performance
Copel has installed 12 electric stations on Highway BR-277, in 12
municipalities along a 730-kilometer electrified monorail project,
the largest in Brazil.
Tests with an electric truck
In July, Copel conducted tests with
an electric truck to transport materials
between Curitiba and other Metropolitan
Region cities, the Coastal area, and the
region of Campos Gerais. That vehicle,
which does not emit polluting gases and
is noise and vibration free, has a gross
total weight of 7.5 tons. It has been
imported, and is the only vehicle of its
kind and size available in the Brazilian
market. It has autonomy to run up to 200
kilometers, and the manufacturer believes
its total cost per traveled kilometer is
from four to five times lower if compared
to other diesel powered vehicles.
Copel has already been employing two
electric vehicles in its daily activities,
and plans to expand their share in the
corporate fleet.
128
COPEL 2020 INTEGRATED REPORT VALUE GENERATION Research and Development
GRI EU8, PRME 4
In the Brazilian electric power sector, investments in R&D are
also a regulatory requirement, established by Federal Law nº
9,991/2000 and overseen by the National Electric Energy Agency
(Aneel) within the scope of the Technological Research and
Development Program for the Electric Power Sector (Programa
de Pesquisa e Desenvolvimento Tecnológico do Setor de Energia
Elétrica/ProR&D). All sector companies must mandatorily allocate
a part of their net operating revenues (ROL) to this area.
The ProR&D Program has proposed many different research lines,
such as alternative electric power generation sources, management
of basins and reservoirs, energy efficiency and service quality
and reliability, among others. The Company has been developing
projects along those lines, always associated to its business
strategy, based on the demands verified in its daily operations,
such as the need for new technologies or for the construction of
low-cost power generation enterprises. Each project has its own
schedule, and Aneel regulates their conclusion deadlines.
The R&D areas of our subsidiaries have provided support to
manage these initiatives, including initial hires, the management
of monthly payments, and the monthly verification of financial
statements. These R&D programs and the execution of
their budgets can be found at the Innovation Portal, a tool
implemented to support project managers.
In 2020, six patent requests were filed before the National
Industrial Property Institute (Instituto Nacional de Propriedade
Industrial/INPI). Altogether, since its first patent, Copel already holds
32 active registrations at INPI. Copel has also filed two international
patent requests in the United States and Europe, through the Paris
Convention (CUP). It is important to stress that, in 2020, Copel
obtained four patent grants and two software registration certificates.
In 2020, R$ 83.12 million were invested in R&D projects.
9.4 Until 2030, modernize the infrastructure and refurbish
industries to make them sustainable, with increased
efficiency in the use of resources and a higher adoption
of clean and environmentally adequate industrial
technologies and processes; with all the countries acting
according to their respective capacities
Baseline
Indicator
An average of 15.4 patents and licenses requested
per annum (average in the 21-year program
monitored by Aneel).
Quantity of patents and licenses requested per
annum / Total amount invested in R&D pro-jects
per annum.
Suggested
goal
Until 2030 to expand the quantity of patents and
licenses requested for each million Brazili-an reais
invested in R&D projects.
Copel’s Performance
In 2020, six patent requests were filed before the National
Industrial Property Institute (INPI), and Copel obtained four patent
grants and two software registration certificates. The Company
has also filed two international patent requests in the United States
and Europe through the Paris Convention (CUP).
129
COPEL 2020 INTEGRATED REPORT VALUE GENERATION Investment in Research and Development Projects in 2020 (as per topic)
Energy storage
Energy Efficiency
2,734,966.00
2,034,225.73
Alternative electric power generation sources
8,802,238.55
Management of Basins and Reservoirs
947,687.03
Environment
Measurement, billing and fight
against commercial losses
7,094,331.50
1,783,024.00
Operation of Electric Power Systems
11,335,544.81
Planning of Electric Power Systems
9,153,478.50
Supervision, Control and Protection
of Electric Power Systems
Safety
10,224,057.54
3,893,698.17
Quality and Reliability in Electric Power Services
4,807,064.63
Others
RD&I Management
Total
19,606,243.45
706,979.99
83,123,539.90
Partnership with CIBiogás
Copel has signed a Term of Cooperation with the science
and technology institute CIBiogás to develop operational
strategies and business models using gas generated by
agroindustry waste and from other activities as an energy
source. This partnership is a part of the GEF Biogas
Brazil Project (Projeto GEF Biogás Brasil), implemented by
the United Nations Industrial Development Organization
(Unido) with the purpose of reducing Greenhouse Gas
(GHG) emissions and reliance on fossil fuels, and will be
valid for three years.
The participation of the State of Paraná in the Global
Environment Facility (GEF) – an international movement
gathering 183 countries – has strengthened the State’
prominence in actions to explore biogas as an energy
source. The first plant in operation in the State and in
Brazil has been the result of a joint work between Copel
and CIBiogás in a Research and Development (R&D)
project overseen by Aneel. This plant, located in the
city of Entre Rios do Oeste, uses pig-farming residues
and reached its first year of operations in August 2020.
With a 480-KW capacity, the plant gathers 18 partnering
farmers and has the potential to turn 215 tons of waste
into clean energy every day. Copel, as the project’s
funding institution, has made investments amounting
to R$ 17 million.
130
COPEL 2020 INTEGRATED REPORT VALUE GENERATION Main R&D projects in 2020
Strategic project PD-06491-0541/2019
By flowing down waterfalls and similar structures, as in the spillway
configuration of certain hydroelectric plants, water may go through a
phenomenon called gas oversaturation, in which atmospheric gases
are incorporated into water under the pressure of the waterfall, and
so it can momentarily have a volume of total dissolved gases (TDG)
above its normal limit. Due to this event, bubbles are formed, which
then start to emerge into the surface. Fish observed at this time also
point to the formation of bubbles in their organisms, thus suffering gas
embolism, which might lead to death. Mortality among these animals
due to embolism has been observed in Brazil when spillways are
operated in some enterprises.
In order to create spillways able to generate lower oversaturation
levels, it is fundamental to understand how this phenomenon is
generated by the operation of such facilities and due to their main
characteristics. To do that, international researchers have used
computer modeling as an analysis tool.
Within the scope of Copel’s project, a computational methodology will
be developed and calibrated based on field-recorded measurements and
on a physical model. This solution will enable to estimate the production
of total dissolved gases in water downstream from spillways using a
stilling basin, and thus to minimize eventual damages caused to local
ichthyofauna by this type of structure. It will also enable to identify
potential risks associated to works still being designed, and to devise as
well solutions to problems verified in already existing enterprises.
Mini Biogas-Fired Plant of Entre Rios do Oeste-PR
131
COPEL 2020 INTEGRATED REPORT VALUE GENERATION Strategic Project
PD-06491-0363/2015
This is a project to identify the most efficient
techniques for the deposition of overlays
resistant to cavitation through thermal
spraying in hydroelectric plant turbines. It
will enable Copel to establish the technical
specifications of experimental alloys, and
their on-field applications and commercial
production processes.
With the application through thermal spraying
of the previously developed and patented
alloys, it is expected, among other benefits,
that there will be greater resistance to wear
and tear by cavitation, through their adaptation
to different wear and tear mechanisms,
enabling their use in components with a
significant presence of corrosive or abrasive
mediums. This will provide reliability and useful
life gains to repaired components, if compared
to electric arc welding processes. It has been
understood that the use of overlays deposited
through thermal spraying as a protection to
stainless steel rotors used in power plants
might postpone corrective maintenance
interventions using welding processes, thus
reducing nucleation and the onset of cracks in
areas under high mechanical tensions.
By owning the economic rights over the
developed experimental alloys, as well as
over the adequate methodology to perform
on-field deposition, Copel might receive
royalties from their production by a third
party manufacturer.
Strategic Project
PD-06491-0531/2019
This is a project developed in partnership
with the Federal University of Paraná and
Institute Gnarus, dedicated to the research
of monitoring and control solutions, to map
and characterize the computer systems for
operations (PMU, SCADA and SEM) through
data analytics and machine learning. Thus,
it will be possible to reconcile different data
sources, enabling automatic recognition of
the prevailing topology in an area. After that,
a smart methodology (machine learning) will
be developed focused on controlling large
electric power systems (wide area control).
It will be implemented using a computational
tool with access to a data integration and
analysis system to elaborate operational
With the application through
thermal spraying of the
previously developed and
patented alloys, it is expected,
among other benefits, that there
will be greater resistance to wear
and tear by cavitation, through
their adaptation to different wear
and tear mechanisms, enabling
their use in components with a
significant presence of corrosive
or abrasive mediums.
rules, allowing for a distributed control
analysis. This project’s execution includes
the creation of a databank, the development
of software, Master’s and Doctorate
qualification for professionals, the production
of technical-scientific papers, and the
realization of workshops.
132
COPEL 2020 INTEGRATED REPORT VALUE GENERATION PD 2866-0376/2013 -
Smart Isolator
The useful life of the components utilized
in compact overhead distribution grids,
such as the pin type isolator, made of high-
density polyethylene, is compromised due
to the degradation caused by UV radiation.
UV radiation leads to the break of polymeric
chains in materials, thus changing their
properties. Another issue is also how to
maintain a high hydrophobicity condition on
their surface, since on a surface that tends
to become hydrophilic, the deposited water,
together with other pollutants, forms a film
with lower electric conductivity and favors the
emergence of a phenomenon called electrical
tracking, which may lead the isolator to suffer
an electrical breakdown.
In a project concluded in 2007, a smart
polymeric isolator prototype was developed,
which demonstrated to be efficient to detect
defects, however it was made of a material
that suffered a high level of degradation
under UV radiation. The current project’s
proposal is to develop surface treatment
techniques for polymeric isolators with
the following purposes: to reduce the
degradation caused by UV radiation, to
control and maintain hydrophobicity and
improve resistance to electrical tracking in
such isolators, including the smart isolator.
Concurrently, a study has been undertaken
with other mechanisms to indicate operating
defects in a smart isolator, without suffering
such intense degradation when exposed to
UV radiation.
PD 2866-0420 -
Broken Cable Detection
This project has involved the development
of a system to detect and locate cable
breakup in medium-voltage electric power
distribution grids in urban or rural areas.
Breakup is detected by verifying if the data
communication link between sender and
receiver devices is not activated during a
given interval of time, provided the data
communication devices are working correctly.
The communication system, called PLC,
comprises two end-to-end communication
devices, and each one of them is placed at a
terminal end of the communication link. This
system uses a data communication interface
to inject into and extract signals from a serial
communication interface, which enables
to provide information to the substation
on the occurrence of cable breakups,
Smart Meter
133
COPEL 2020 INTEGRATED REPORT VALUE GENERATION codified according to the message exchange protocol of the SCADA
software used by Copel. Through intermodulation and interferometry
techniques it is also possible to indicate the broken cable’s location.
There is no PLC technology available in the market to detect broken
cables in medium-voltage grids, and therefore the development of
such a signal injection/extraction circuit has been this project’s
disruptive innovation.
PD 2866-0468/2017 –
Smart manager and Inverter
This is a project to develop a smart system to convert energy and
manage photovoltaic mini generation (SIMF), enabling to analyze and
simulate the impacts of inserting distributed generation (GD) into an
electric grid. To do this, the solution involves a smart power manager
and a smart inverter. The first one enables monitoring the distributed
generation system through an energy distributor and provides for an
optimized management of the GD connection into the grid. The inverter
has been developed in modular format, with the capacity to receive
the power dispatch command, thus regulating the active and reactive
power flow and keep the grid operating within the desired power
supply standards. Survival capacity after momentary voltage sags/
elevations has also been investigated.
This project’s main product is a system that enables a concessionaire
to monitor, using the SCADA system, the main electrical quantities
at users’ access points, as well as to send commands for the
connection, disconnection, limit the maximum generated active
power, and/or request the mini generation unit to work with auxiliary
services, such as reactive support in the grid. In addition to that,
the smart manager also manages the many photovoltaic inverters
of the mini generation plant without requiring the concessionaire to
individually command each inverter.
Another devised product has been a smart inverter with a control
system, which has been filed for intellectual protection before the
National Industrial Property Institute (Inpi).
R&D (Research and Development) -
Distributed Micro Generation Dispatch Control
Copel has been developing a system that will enable it to remotely control
micro generation power. Called Control Box, this solution has been tested
in two Company buildings, where photovoltaic panels have been installed.
It establishes an interface between the distributed generation system
and the electric power concessionaire. The power generating units are
controlled using a local algorithm, with commands being sent from a
dispatch center located in the concessionaire’s premises.
Energy exchange with distributors through micro generators is already
a reality in many countries, and has its own rules for power connection
and delivery. Distributed power generation consuming units consume
what they produce, but the surplus power is delivered to the grid and
turned into credits: when their own generation is not sufficient, the power
generated by the distributor is used and abated from the available credits.
134
COPEL 2020 INTEGRATED REPORT VALUE GENERATION Although in Brazil a norm in this regard has been enacted (NBR
16149:2013, by the Brazilian Association of Technical Norms
(Associação Brasileira de Normas Técnicas/ABNT), it is still necessary
to provide communication between these units and Copel to enable
the Company to send external commands. The power generator is
remunerated for allowing third parties to control its own equipment.
The control system developed by this project has worked perfectly and
its patent request has already been filed before the National Institute of
Industrial Property (Inpi).
Smart data management project for electric mobility
Copel has been developing a smart data management system to
be used as an interface between energy distributors and recharge
management platforms in the electric mobility segment. This project
is being developed in partnership with Senai-PR (National Service for
Industrial Training) and company Motiva Mobilidade S/A.
The idea here is to create an integration and communication
module between the management environments of electric power
distributors and electric vehicle recharge station operators. The
purpose is to make sure this module allows activating management
operations on the demand side (GLD) – a concept that means
controlling electric power charges on the consumer’s side, in order
to more efficiently operate the system.
This project started to be developed in December 2019, with a
forecasted duration of 24 months. Resources regulated by the National
Electric Energy Agency (Aneel) have been used to fund this R&D
program. This integration module follows a market trend, which has
increasingly developed technologies for vehicle recharge management
companies and consumer units, including the use of artificial
intelligence algorithms and big data.
135
COPEL 2020 INTEGRATED REPORT VALUE GENERATION NATURAL
CAPITAL
Hydroelectric Plant Governador Bento Munhoz da Rocha Netto, in the city of Pinhão (PR
Environmental management
GRI 103-1, 103-2, 103-3
Although it has a predominantly
renewable matrix and its products do
not generate any waste, Copel knows
that in order to perform its operations
it is necessary to use resources such
as water, energy, and materials,
and that their production processes
generate waste and effluents. That
is why the Company has undertaken
studies and has endeavored to adopt
measures to reduce or mitigate
its impacts on the environment –
which are discussed in detail on the
pages below –, in order to become
increasingly more sustainable.
Copel has strived to achieve
ecoefficiency, preserve biodiversity,
and reduce greenhouse gas emissions.
In addition to that, the Company has
conveyed its good environmental
management principles to clients
and suppliers.
These guidelines are a part of its
Sustainability Policy, which serves
as the basis to other norms, such as its
Climate Change Policy and the NACs on
Waste Management and Climate Change
Management. The Company and its
partners have complied with the licensing
constraints to each type of enterprise, and
the assumptions set in its Ecoefficiency
Program, whose purpose is to support
projects that promote a better use of
natural resources, while building awareness
amongst the Company’s operational areas
and implementing a strategy of excellence
in terms of costs, processes, and quality
assurance. The program also includes
issues such as mobility and fuel, education,
and communication.
In order to monitor the program’s progress,
an Ecoefficiency Commission has been
created, whose remaining functions are
to discuss actions to reduce water and
energy consumption, waste generation, and
greenhouse gas emissions, as well as to
evaluate the related indicators, define goals,
and study the viability of implementing
new technologies and developing actions
Copel has strived to achieve
ecoefficiency, preserve
biodiversity, and reduce
greenhouse gas emissions.
In addition to that, the
Company has conveyed
its good environmental
management principles to
clients and suppliers.
together with its value chain. In 2020, the
Ecoefficiency Commission was restructured,
with the purpose of having it work in
an integrated manner as regards each
topic: consumption of resources, waste
generation, and greenhouse gas emissions.
Another environmental management
group is the Climate Change Commission,
structured to propose actions to minimize
emissions, adapt Copel to climate changes,
and evaluate the involved financial risks.
137
COPEL 2020 INTEGRATED REPORT VALUE GENERATION A third party company audits the indicators associated to
environmental management. Internally, the certification of the “provide
socio-environmental support” process was approved in 2020. Copel
has also answered to socio-environmental questionnaires, such as the
one used to select portfolios for the Corporate Sustainability Index
(CSI B3), for the Dow Jones Sustainability Index (DJSI), and the one
pertaining to initiative Carbon Disclosure Project (CDP).
Ecoefficiency goals
Electric power
Fleet emissions
To reduce electric power
consumption by 5% until the end of
2022 (base year 2017). This goal
has been fractioned to 1.25% per
annum between 2019 and 2022.
The goal for year 2020
was exceeded, having
reached -16.91%.
GRI 302-4
Base value = 33,136.87 MWh
To reduce emissions by 2% (base
year 2017). This goal has been
fractioned to 0.5% per annum
between 2019 and 2022.
Base value = 13,172.00 tCO2
This goal has not
been achieved.
Wind Power Complex of Cutia, in the cities of Pedra Grande and São Bento do Norte-RN
138
COPEL 2020 INTEGRATED REPORT VALUE GENERATION Ecoefficiency
Energy and fuel consumption
GRI 302-1
In 2020, Copel consumed 17% less electric power in its administrative
facilities than in 2019 – 64,957.80 GJ if compared to 78,175.00 GJ.
Total consumption, of 401,027 GJ, was 5% higher if both periods are
compared. The highlight here is the reduced consumption of energy
supplied by non-renewable and renewable fuels, respectively at
-22.97% and -31.57%.
Total energy consumption from renewable fuels
Types of fuels
Consumption (GJ)
2019 x 2020
Variation
Ethanol
Biodiesel
Total
2019
2020
%
37,387.36
19,051.17
-49.04
13,666.23
15,884.18
16.23
51,053.59
34,935.35
-31.57
Energy consumption from non-renewable fuels
Types of fuels
Consumption (GJ)
2019 x 2020
Variation
2019
2020
2019 x 2020
Variation (%)
Gasoline
Diesel oil
2019
2020
%
Electric power consumption (GJ)
201,244.45
265,886.34
46.36
3,001.09
1,278.71
-57.39
Note: It includes electric power consumption during operations (substations and power plants),
of 123,069.13 GJ in 2019 and 200,928.53 GJ in 2020 | GRI 102-48.
127,032.50
98,926.87
-22.12
Airplane kerosene
58.41
-100.00
2019
2020
2019 x 2020
Variation (%)
Total
130,092.00
100,205.58
-22.97
Total energy consumption (GJ)
382,390.04
401,027.26
4.87
Note: Since 2019 Copel has started to report the energy consumption of its plants in the electric power item. This note does not include the operations not related to electric power generation.
139
COPEL 2020 INTEGRATED REPORT VALUE GENERATION Copel’s energy intensity | GRI 302-3
2019
2020
2019 x 2020
Variation (%)
Consumed electric power (GJ)
78,175.32
64,957.80
Total number of own employees
7,095
6,667
Copel’s energy intensity
(consumed GJ of electric
power/nº of own employees)
11.02
39.88
-11.57
Note: The number of employees in 2020 was lower if compared to 2019 due to the termination incentive program.
Actions to reduce energy consumption and obtained reductions (GJ) | GRI 302-4
Actions
Adoption of remote work
and virtual meetings
Type of energy
Obtained
reductions
Electric power
13,359
Energy from fuels
46,004
Total volume of reductions (GJ)
59,363
Tower of a power transmission line
140
COPEL 2020 INTEGRATED REPORT VALUE GENERATION Water catch
GRI 303-1
Around 80% of Copel’s generation capacity
comes from hydroelectric plants. The
company operates 21 hydroelectric plants,
located in the river basins of the Iguaçu,
Tibagi, Alto Ribeira and Atlântico Sudeste
Rivers. The most significant impacts of water
use on power generation are related to the
transformation of the lotic environment (river)
into a lentic environment (reservoir), such as
for example increased transparency and the
sedimentation of solid particles due to water
speed decrease.
To define the rules of operation for its
enterprises, Copel strives to know the
multiple uses of a river basin, in order
to avoid affecting them. These rules are
defined according to the characteristics
of an asset (such as generation capacity,
overflow, and operational levels of a
reservoir) and of a river basin (backwater,
natural flow variation rates, and maximum
and minimum flows, among others). For
this purpose, specific hydrological studies
are undertaken, which include monitoring
and field inspections previously to the
installation of an enterprise, in order to
survey main users and restriction flows.
These rules are registered before the National
Electric System Operator (ONS) and may
be incorporated into the water resource
use grant, in case it is in the interest of the
involved regulatory entities (National Water
Agency and Water and Land Management
Institute - Instituto Água e Terra/IAT, this
latter an environmental body of the State of
Paraná). Transparently, Copel has published
data in real time on the hydraulic operation of
each enterprise, in a specific website.
Copel also continuously and periodically
monitors the quality of surface waters, an
action started even before the implementation
of an enterprise and maintained during its
operation. This activity has been conducted
since 2003 in all of its hydroelectric plants’
reservoirs and rivers, in small hydroelectric
plants, hydropower generation plants, and
thermoelectric plants, in conformity with
the constraints of the Operating Licenses
and as defined in ANA-Aneel Resolution
nº 03/2010. Three indicators have been
evaluated: Water Quality Index (IQA), Trophic
Status Index (IET), and Water Quality Index in
Reservoirs (IQAR). The IQA and IET indexes
are based on the methodologies applied by
the Environmental Sanitation Technology
Company of the State of Sao Paulo (Cetesb),
while the IQAR index is calculated based on
IAT’S methodology. The periodicity of sample
collections and analyses varies according to
the type and size of an enterprise.
Water quality monitoring in the rivers and
reservoirs used by Copel, with historical
data from over ten years, has been useful
to society, and especially to the scientific
community. With the Company’s previous
authorization, that data has already
been utilized in more than 25 academic
publications, including theses, dissertations,
scientific papers, and book chapters.
Around 80% of Copel’s
generation capacity comes
from hydroelectric plants.
The company operates 21
hydroelectric plants, located
in the river basins of the
Iguaçu, Tibagi, Alto Ribeira and
Atlântico Sudeste Rivers.
141
COPEL 2020 INTEGRATED REPORT VALUE GENERATION During its operational routines in reservoirs,
the Company makes estimates regarding water
availability. As regards energy planning, Copel
analyzes circumstantial water availability
scenarios (historical variation) for the purposes
of programming, revenue calculation, and
defining the related risks. In addition to that,
the Company actively takes part in discussion
forums, and especially in local river basin
committees, in which regional water resources
are discussed, to make sure water availability
changes are always assessed and properly
monitored and managed by Copel.
Flow into reservoirs is a means to guarantee
water supply during lower availability periods.
In 2020, the volume of stored water taken from
the Iguaçu River kept the flow into the National
Park of Iguaçu above the natural volume. The
quantity of this resource to be utilized and the
operational levels of reservoirs are defined in the
Water Resource use grant, issued by the state
(Water and Land Management Institute – IAT)
or federal (National Water Agency) regulatory
body, depending on the water body in question.
Since the water accumulated in the reservoirs
just runs through the turbines (for cooling also),
this use is considered non-consumptive. The
resource is fully returned downstream from
the power generating units, with its flow being
monitored every 15 minutes. Thermopower
generation, however, makes a consumptive use
of water. In this case, the water is taken from
a surface spring and partially and immediately
released downstream from the power generation
unit, with losses due to evaporation.
As regards water consumption in administrative
premises, 202 megaliters were reported in
2020, if compared to 161 megaliters in 2019.
Water intake in 2020 (in megaliters)
GRI 303-3
Surface water1
Underground water2
Water from third parties3
113,167.91
21.73
117.46
Total water intake4
113,307.09
Note: All the water captured by Copel is considered fresh water, that is,
it contains a quantity lower than 1,000 mg/L of dissolved solids.
The total volume of water captured in 2020 corresponded to 113.31
million cubic meters. It is important to stress that the majority of
the surface water caught by Copel to operate hydroelectric power
generation turbines is for non-consumptive use.
Legislation
GRI 303-1
Law nº 9,433, of 1997, established the
National Water Resources Policy, based on
the following main assumptions: in situations
of scarcity, water resources must as a
priority be used for consumption by humans
and animals; water resources management
must always provide multiple use of waters;
and water resources management must be
decentralized and include the participation
of the Public Power, users, and local
communities. These fundamentals are
taken into consideration at the time Copel
elaborates its hydraulic operational rules, and
also when they are revised.
The Company’s corporate risk management
methodology takes into consideration the
possibility of changes in local regulations.
Copel’s active participation as a member of the
State Council of Water Resources, and of the
River Basin Committees and remaining forums
has enabled it to monitor the discussions held
on this issue. These entities are composed of
government agency members, civil society, and
water users.
In water stress situations (quality or quantity),
the regulatory body intermediates eventual
conflicts of interest. The potential conflicts
are mapped by Copel itself, which proposes
schemes to conciliate them. Report Scenario
for Water Resources in Brazil, published by
the National Water Agency in 2020, indicated
that just 1.69% of the conflicts involving
access to water in Brazil are verified in the
Southern Region. According to report Water
Resource Scenarios in the State of Paraná, the
highest volume of the surface water intake is
used for public supply, and due to the location
of Copel’s power generation enterprises,
water uses do not lead to any conflict.
142
COPEL 2020 INTEGRATED REPORT VALUE GENERATION River Basin Committees
GRI 102-13, 303-1
The River Basin Committees are the forums in which the
representatives of a community from a river basin discuss and
deliberate in regard to the management of water resources, while
sharing responsibilities with the Public Power. The representation of
different interests linked to water uses is important to prevent conflicts
and guarantee water availability to current and future generations.
Within the scope of these entities the Water Resource Plans for each
River Basin are elaborated, comprising the following information: water
availability and demand conditions; repercussions of the remaining
public policies on water use; future prospection of water uses;
proposals to create areas subject to use restrictions, with the purpose
of protecting water resources (groundwater recharge and spring areas,
for example); and programs and projects to be implemented to provide
a physical solution and implement regulating actions to ensure the
scenario planned by the committee.
Copel also takes part in the Crisis Rooms for the Southern region
and the region of Paranapanema organized by the National Water
and Basic Sanitation Agency (Agência Nacional de Águas e
Saneamento Básico/ANA). During these discussions, river basin
users express their concerns and needs, and different ways to deal
with them are evaluated.
Hydroelectric Plant of Apucaraninha, in the city of Tamarana-PR
143
COPEL 2020 INTEGRATED REPORT VALUE GENERATION Water disposal
GRI 303-2, 303-4
Waste generation
GRI 306-1, 306-2
The power generation enterprises operated by Copel discharge sanitary
effluents at an irrelevant nominal flow if compared to the receptor
body’s flow. Nonetheless, the Company monitors that data on a half-
yearly basis, through samples collected according to the guidelines
and procedures mentioned in the Sample Collection Manuals of each
asset, and based on the guidelines of the Standard Methods for the
Examination of Water and Wastewater – APHA 2012.
In sanitary systems equipped with a sinkhole, no monitoring is
performed, since effluents are not discharged into a surface water
body. These infrastructures allow for adequately seeping the treated
effluent on the soil, according to Norm NBR 13969:1997 (“Septic Tanks
- Complementary treatment units and final disposal of liquid effluents -
Design, construction, and operation”).
There are no specific parameters for disposal in the hydroelectric
sector. The conditions and standards adopted by Copel are taken from
Conama Resolution 430/2011.
Domestic effluents are discharged into the public sewage network.
Copel discharged 111.35 megaliters of fresh water in 2020. GRI 303-4
Copel has implemented the Solid Waste Management Subprogram,
developed in conformity with the National Solid Waste Policy and
the remaining legislations and norms in force. Its main objectives
include complying with the legal requirements and constraints of
the environmental licensing for enterprises, promoting correct solid
waste management from operation to final disposal, and mitigating
related environmental impacts. Waste transportation is guided by
the Handbook on the Transportation of Hazardous Substances,
and the labor safety area actively makes sure instructions and
requirements are informed to contracted parties, such as asking
them to submit an Emergency Action Plan.
The power generation, transmission, and distribution activities
in themselves do not directly depend on the consumption of
inputs, however equipment operation and maintenance activities
generate secondary waste, which is properly segregated and
sent to adequate storage until final disposal, thus avoiding any
possible negative impact, such as contamination of water, soil, and
underground waters.
144
COPEL 2020 INTEGRATED REPORT VALUE GENERATION The waste generated in the implementation of new enterprises is managed
by a company hired to execute this task. Copel requires the presentation
and approval of a Waste Management Plan for Civil Construction Works
and, at the end of the work, a report confirming the plan has been
presented, as well as a compilation of transportation manifests, disposal
certificates, and environmental licenses.
Waste generated in 2020 as per composition | 306-3
Waste composition
Waste description
The telecommunications activities mainly generate optical fiber and
spent battery scrap. A bid-winning company recycles this scrap,
generating byproducts such as glass fiber, polyethylene, and aramid.
This process, recognized as a good practice by the Sesi SDG Seal,
positively contributes to circular economy.
Hazardous waste -
Class I
Batteries, on their turn, are stored together with the batteries used
by other subsidiaries until they reach a sufficient volume to hold an
auction – the winning company will be responsible for recycling them
as much as possible.
In every Copel business unit, all waste disposal actions are performed
according to the applicable legislation, while giving priority to
reutilization and recycling, as established in the National Solid Waste
Policy, and requiring contracted companies to prove they have the
necessary technical qualification. According to State Decree n°
4,167/2009, waste disposal of recyclable administrative materials
must be done through the Solidary Selective Collection/Coleta Seletiva
Solidária program, managed in partnership with associations and
cooperatives dedicated to recyclable materials, with the purpose of
contributing to promote income generation and improve the working
conditions of waste collectors.
Non-hazardous
waste - Class II
Total weight of
the gen-erated
waste (in tons)
3,885.41
47,415.73
Oils the use PCB; lead-acid batteries;
equipment contaminated with PCB;
insulating mineral oil with and without
PCB; equipment bearing insulating mineral
oil; materials contaminated with diluents,
paint or oils; mixes; transformers; lamps
containing mercury; cells; cartridges and
tonners; asbestos; operating equipment
insulated by mineral oil; portable cells and
batteries; fluorescent, vapor, and mercury
and sodium lamps; used insulating
mineral oil; waste generated by diluents
and paints; poles and crossheads made of
treated wood.
Paper; cardboard; metal; plastic; glass;
wood; metallic scrap; non-ferrous metal
packaging; incandescent lamps; vegetable
oil; tires; scraps; and remains of rcc;
poles, crossheads, and artifacts made of
concrete; equipment and tools; furniture and
utensils; individual protection equipment;
cables; tree pruning waste; electronic
equipment; residual optical fiber scrap from
telecommunications operations; food waste;
and sanitary waste.
Total volume of waste
51,301.14
145
COPEL 2020 INTEGRATED REPORT VALUE GENERATION Waste diverted from disposal (t) | GRI 306-4
Biodiversity
Hazardous waste
Recycling
Coprocessing
Total
Non-hazardous waste
Recycling
Composting
Total
Total volume of waste diverted from disposal
Waste destined to disposal | GRI 306-5
Hazardous waste
Incineration (without energy recovery)
Landfill
Total
Non-hazardous waste
Landfill
Total volume of waste destined to disposal
Total volume of generated waste
At Copel
Outside Copel
0.00
0.00
0.00
14.49
14.49
2,948.81
14.76
2,963.57
46,337.73
46,337.73
49,315.79
At Copel
Outside Copel
0.00
0.00
0.00
78.78
134.15
212.93
0.00
13,171.39
13,384.32
51,301.14
Power generation and transmission
business practices
GRI 304-2
All of Copel’s enterprises are submitted to environmental licensing
procedures during which Environmental Impact Studies and their
respective Environmental Impact Assessments (EIA/Rima) or Simplified
Environmental Assessments (SEA) are elaborated, depending on
their size. Such impacts are identified either as positive or negative,
including their spatialization (affected areas), the phase of the work in
which they occur, their frequency, if they are either direct or indirect,
their temporality (immediate, mid- or long term), their durability
(temporary or permanent), and their reversibility.
After that, studies are elaborated to indicate which environmental
programs must be developed to avoid, minimize or compensate
for their eventual effects. At this stage, documents as the Basic
Environmental Plan (BEP) and the Detailed Report on Environmental
Programs (DREP) are elaborated.
There are losses derived from vegetation suppression, which occur
during the enterprise implementation works, such as transmission
lines and power plants, including reduction in vegetation coverage,
reduction in the population of protected and/or endangered species,
fragmentation and/or alteration of connectivity between adjacent
remainders of native vegetation, alteration in the remaining vegetation
due to the edge effect, and increase in the risk of fire. In order to
alleviate them, monitoring is undertaken to guarantee all procedures
aligned with and required by the competent environmental body to
execute vegetation cutting are being applied on field.
146
COPEL 2020 INTEGRATED REPORT VALUE GENERATION Before and during vegetation suppression, flora
species considered to be rare, endemic, or
endangered are rescued. The collected specimen
may be relocated inside the very Permanent
Preservation Area (PPA) of the enterprise, when
there is any, or to adjacent areas, or they may
be used in studies, to establish a germplasm
bank, or in other activities to enable preserving
local species.
Another measure is the establishment of a
Reservoir Protection Strip in new hydroelectric
plants, which expands the native vegetation
area in the region in which an enterprise is
being implemented, turning recovered spaces
into Environmental Protection Areas. Such
areas are submitted to periodical inspections,
to identify interfering factors and any eventual
degradation.
During the implementation and operation
of an enterprise, there may be a reduction
of habitats and an increase in accidents
involving terrestrial fauna and a higher risk
of hunting and collision with local birds, an
impediment to the reproduction of migratory
species. To reduce these damages, Copel
applies techniques to scare the fauna before
vegetation cutting, and whenever animals
are observed, activities are halted to rescue
them. If necessary, these animals are treated
until they can be released in safer areas.
The conditions of the fauna community are
already monitored before the start of works
and until an enterprise starts operations. If
any modification is perceived in regard to an
enterprise, actions are adopted to provide
a solution or compensation. A positive
and relevant impact of these activities is
the contribution to science through data
generation.
Aquatic communities may suffer some impacts
when power plant reservoirs are formed, since
there is an alteration in their composition and
dynamics due to the change from lotic into
lentic environments (see page 141).
Planting of seedlings
147
COPEL 2020 INTEGRATED REPORT VALUE GENERATION Copel identifies eventual changes in such communities throughout the
installation and operation stages, which enables it to build testimony
collections in scientific institutions, promote surveys on existing
species in a basin, analyze their biology (reproduction, feeding, and
activities) and the dynamics of the fish community, including rare and/
or endangered species, and devise preservation strategies. Those
fish and aquatic invertebrates that might be caught in structures/
nets during construction works are rescued, as well as those affected
by the lowering of water levels or by machine stoppages to provide
maintenance to turbines. In any and every case, the purpose is to
immediately release them in the same water body, downstream
from the enterprise. In case any animal dies, whenever possible, it is
donated to scientific institutions.
The formation of reservoirs, among other construction works
associated to an enterprise, changes local landscape and soil use,
generating changes in water flows. Such modifications might lead to
alterations in the physical, chemical and biological characteristics of a
water body, in addition to favoring the development of macrophytes
and microalgae, with the consequent alteration in water quality.
Information on water monitoring can be found on pages 141 and
142. Reservoirs are submitted to inspection all over their adjacent
areas and margins, to identify any possible environmental occurrence,
such as unauthorized construction works, silting or erosion points,
a PPA without native vegetation, predatory fishing, among other
situations. When any nonconformity is observed, it is reported and
forwarded to the responsible areas. As regards areas vulnerable to
erosive processes, a number of preventive and corrective measures are
adopted whenever deemed necessary.
Donation of wood taken
from the PCH Bela Vista
GRI 203-2
The Small Hydroelectric Plant (PCH) of Bela Vista made a
public call to donate the wood taken from the area to be
flooded to form its reservoir.
The withdrawal of vegetation in the area destined to the
worksite and to the reservoir has been concluded, and all
the wood (firewood and logs) has been catalogued and
stored to provide it with an adequate destination, according
to the enterprise’s environmental licensing requirements.
The reservoir to be formed will cover 266 hectares (ha),
and out of that area approximately 177 ha belong to the
natural bed of the Chopim River, that is, the area to be
actually flooded to form the pond amounts to just 89 ha.
Before implementing the PCH, the existing Permanent
Preservation Area (PPA) in the expropriated space was
already partially degraded and included 123 ha of forest
cover. After the reservoir has been formed and the
100-meter strip in the PPA has been restored (which is
already being done), 290 hectares of native forest will be
recovered and preserved.
148
COPEL 2020 INTEGRATED REPORT VALUE GENERATION Fish transposition system at UHE Colíder
The hydroelectric plant of Colíder, installed in the State of Mato
Grosso, includes a Fish Transposition System (STP). In the shape of
a ladder of the Vertical Slot type – the largest of its kind in Brazil,
and around 693 meters long –, the STP has been designed to enable
that a large variety of species of these animals are able to transpose
it, thus allowing for gene flow between populations downstream and
upstream from the dam. Up to now, 84 fish species (50 of which are
migratory species) have been recorded in the system through daily
follow-up in the ladder viewer, in addition to periodical scientific
collection and monitoring of species using telemetry. Such practice
has enabled to record fish moving up and down the ladder. There is
a significant flow of animals: in periods with lower river flow, around
428 fish move along that structure every day. At the time of flooding,
this average is ten times higher: around 4,280 fish use the STP every
day. The STP has demonstrated to be highly efficient in attracting
and enabling these animals to move along.
Fish transposition at UHE Colíder, MT
149
COPEL 2020 INTEGRATED REPORT VALUE GENERATION Practices of the power distribution business
GRI 304-2
When a new high-voltage electric power
distribution enterprise needs to be
implemented, environmental studies are
undertaken to evaluate the main aspects
of the local fauna and flora that might be
affected, in addition to the eventual losses in
local physical and socio-economic mediums.
In addition to the studies forecasted in
the environmental licensing process,
Copel elaborates a Previous Environmental
Analysis, to evaluate the socio-environmental
restrictions of different location alternatives,
in order to subsidize the selection of lands
to install energy substations (SEs). Also, in
the phase when high- and medium-voltage
distribution lines’ (LDATs) outlines are defined,
priority is given to their placement along
spaces lacking arboreous vegetation and
without any interference in legally protected
areas. Low-interference construction
techniques are employed, such as the raising
of towers and cable launching using a drone,
to preserve eventually overpassed forest
patches. In medium-voltage distribution grids,
the use of a compact grid reduces the need to
prune trees. Initiatives are also implemented to
restore forests and monitor and control erosive
processes.
The environmental studies undertaken by
Copel include a diagnosis on the local fauna,
by using secondary data and data collected
on field by biologists. At first, the existing
fauna in the site is evaluated, by verifying if
there are endemic species classified in the
endangered or specific interest categories. It
is also evaluated if the local ecosystem will
be degraded by the enterprise, considering
the wild fauna’s habitat. Based on that
information, environmental programs or
measures are defined. In situations in which
the enterprise requires the cutting of native
vegetation, a Fauna Scaring and Rescue
Program is conducted, whose scope also
includes communication and awareness-
building to the workers of a construction
project, so they perform their activities in a
preventive manner, avoiding accidents with
the local fauna. In certain cases, a Fauna
Monitoring Program may also be included,
so that the impacts are correctly assessed.
Another measure is the implementation of
signalers along segments of LDATs with the
highest possibility of birds colliding with
cables, such as for example at locations
where lines overpass water bodies, meadows,
riparian forests, and artificial ponds.
A relevant initiative has been the Birds and
Bats Monitoring Program implemented in
2020 along 138-kV LDAT Marechal Cândido
Rondon - Santa Helena, after the end of the
four forecasted campaigns to monitor local
bats, and the execution of the penultimate
bird monitoring campaign. In the next few
years, new fauna scaring and rescue actions
should be implemented.
As for those enterprises that interfere with
state preservation units, Copel, together
with the environmental body, defines
compensatory measures, such as control of
invasive exotic species in state parks.
In the operational phase of an enterprise,
two actions performed by the Company
deserve attention:
150
COPEL 2020 INTEGRATED REPORT VALUE GENERATION Integrated Vegetation Management: in
place of mowing along distribution lines’
passing strips, which cause habitat
fragmentation, soil erosion, and favor the
advent of invasive exotic species, an
Integrated Vegetation Management (IVM)
initiative has been implemented. IVM
involves a set of practices that aim at
establishing, within the long term, a plant
community with growth characteristics
that do not interfere with operational
performance of electric power facilities,
or that require minimum intervention, in
addition to providing protection to the
soil, and shelter and feeding to the local
fauna, among other benefits. In 2020, a
Research and Development (Aneel R&D)
project was launched, “Integrated
vegetation management when opening
passing strips for high- and medium-
voltage distribution lines,” to understand
how the use of IVM when opening
passing strips might change vegetation
recovery and influence the quantity of
interventions and their cost and required
maintenance. The environmental impacts
and externalities of this methodology will
also be evaluated if compared to the
currently employed methodology. The
pilot project is under execution in the
high-voltage distribution lines running
along the National Park of Saint-Hilaire/
Lange (138-kV LDAT Posto Fiscal -
Matinhos, Guaratuba - Matinhos and
Posto Fiscal - Guaratuba), on the coast of
the State, and it has already outstood by
reducing the need to perform mowing and
the environmental impacts caused by this
activity. In case it is finally approved, this
measure might be replicated in other
preservation units.
Urban Forests/Florestas Urbanas Program:
since 2007, Copel has provided support to
City Halls to plan the forestation of public
roads, contributing to environmental
improvement in cities and to reduce power
supply disruptions caused by the collision of
trees with electric systems. Among this
program’s actions, it is worth mentioning the
production of seedlings in the Company’s
forest gardens that, in addition to benefiting
the interested municipalities, enables it to
comply with some environmental licensing
constraints. Since this program has been
implemented, more than 60 thousand
seedlings have already been planted. In
2020 alone, 7,777 seedlings were furnished
to 26 municipalities. Copel is a member of
the Interinstitutional Working Committee to
evaluate the Municipal Urban Reforestation
Plans, coordinated by the Public Prosecutor’s
Office of the State of Paraná (MP-PR). In
addition to that, it has been executing a
vegetation georeferencing project to manage
the pruning of urban trees.
151
Faxinal do Céu
COPEL 2020 INTEGRATED REPORT VALUE GENERATION Hydroelectric Plant of Colíder, in the State of Mato Grosso
Protected and restored habitats
GRI 304-3
Copel has established a number of ecological stations and preservation
areas, among other spaces dedicated to environmental preservation
and protection. The Ecological Stations of Rio dos Touros and Tia
Chica, and the State Park of the Guarani River, are Preservation Units
that belong to the Company, but are managed by the Water and Land
Management Institute (IAT). As for the areas of Serra do Mar – located
in the National Park (Parna) of Guaricana –, in the hydroelectric plant
of Chaminé, in the hydroelectric plant of Guaricana, in Osso Danta, and
in Colônia Santos Andrade, they are all monitored by Copel through
Contract 4600014901/2018.
In 2020, the agreement signed in 2012 between Copel and IAT was
still in force, through which the Company assigns outsourced service
stations for the execution of exclusive works in IAT’S nurseries, where
native forest seedlings are produced and used to restore Permanent
Preservation Areas (PPAs), Legal Forest Reserves, Forest Restoration
Areas, and Preservation Units all over the State of Paraná.
Copel has conducted the Forest Compensation Subprogram, in conformity
with Art. 17 of the Atlantic Forest Law (Law 11,428/2006), especially
targeted to enterprises located in the State of Paraná and which need
to perform vegetation suppression. This initiative is also conducted by
enterprises located in other biomes, but whose vegetation suppression
activities affect PPAs, in conformity with Conama Resolution 369/2006.
For these areas, the implications of Federal Law 12,651/2012, known as
the New Forest Code, are also taken into consideration.
152
COPEL 2020 INTEGRATED REPORT VALUE GENERATION As regards recovery activities, technical
projects are elaborated and then submitted
to the competent Environmental Body’s
approval. Once approved, plantings are
undertaken, as well as the necessary
maintenance works. Periodical inspections
are performed to analyze the level of
development of the plants. When such areas
have already been restored, that is, the
vegetation has already reached full recovery,
and do not require further substantial
interventions, such as maintenance
works or replanting, Copel transfers their
administration, monitoring and management
to environmental bodies.
Restored biodiversity
GRI EU13
The soils in the majority of the sites already
restored or under restoration by Copel have
been used in pastures, crops, or commercial
reforestation projects, and therefore have
been fully or partially altered. To recover
them, techniques such as planting of
native tree species, green fertilization, and
nucleations, among others, are employed.
Throughout time, biodiversity in these places
tends to increase, getting closer to the state
verified previously to their degradation. With
the recovery of local flora, the areas start to
attract native fauna species, according to their
level of development. The period necessary
to achieve this objective varies according to
the conditions found in each site. In 2020, 12
Copel enterprises conducted compensation
projects, and four of them are located in new
project areas.
As regards transmission lines like the 500-kV
TL Araraquara II – Taubaté and the 500-kV
TL Blumenau - Curitiba East, and the small
hydroelectric power plant (PCH) of Bela Vista,
a part of the forest compensation has been
executed through the establishment of an
environmental easement in perpetuity. As for
the remaining areas, the forest restoration
actions or to eradicate exotic species have
been concluded and are being monitored until
the indicators set in the applicable legislation
have been fully complied with.
In order to compensate for the alterations
generated by the reservoir of UHE Colíder,
located in the State of Mato Grosso (MT), a
Permanent Preservation Area (PPA) has been
designated alongside this enterprise. More
than 97 thousand meters of fences have
been built on its flanks, enabling to isolate
cattle and consequently to start the natural
regeneration process. As a part of the Flora
Rescue Subprogram, approximately 290
thousand seedlings of native tree species have
been planted in 172 hectares, including direct
sowing in around 50 hectares. In addition to
that, restoration nuclei have been installed.
Periodical inspections are
executed to analyze the
level of development of the
plants. When such areas
have already been restored,
that is, the vegetation has
already reached full recovery,
and do not require further
substantial interventions,
such as maintenance
works or replanting, Copel
transfers their administration,
monitoring and management
to environmental bodies.
153
COPEL 2020 INTEGRATED REPORT VALUE GENERATION Size and location of protected or restored habitat areas | GRI 304-3
Name of the area
Size
Geographic
location
Preservation / conservation actions
Ecological Station
of Rio dos Touros
1,231.06
hectares
Reserve of
Iguaçu (PR)
The Ecological Station of Rio dos Touros has been classified as a Full Protection Area, and its purpose is to preserve nature
and enable scientific research. It was created in 2001 for environmental compensation purposes in the hydroe-lectric plant
Governador Ney Braga (State Decree 4,229/2001).
It is located in the Mixed Ombrophilous Forest or Paraná Pine Forest, on the right margin of the plant’s reservoir.
Forest
Compensation
Projects
285.00
hectares
PPAs in the State
of Paraná
3,499.00
hectares
PPAs in the State
of Mato Grosso
4,592.00
hectares
Due to the need to execute vegetation suppression to implement the enterprises, Copel has conducted forest compensation
programs to restore or protect an area equivalent or superior to the affected one, according to the environmental constraints.
Different restoration techniques might be developed depending on the ecological characteristics of each site, always
following the assumptions of the environmental legislation and those established by the licensing entities.
Currently, the forest compensation actions are distributed in the following manner:
120 hectares of compensatory reforestation;
17 hectares with the eradication of exotic species; and
148 hectares of environmental easement in perpetuity, and 82 hectares are still pending registration, but have already
been approved by the environmental body.
It is important to stress that compensatory actions are monitored until the area has been fully recovered, except for the
environmental easement in which monitoring must be continuous during the enterprise’s entire concession period.
The above quantitative reference does not include areas in which the forest compensation actions have already been concluded.
In conformity with the applicable legislation, Copel maintains the respective Permanent Preservation Areas (PPAs) around
the artificial reservoirs of its hydroelectric plants (UHEs).
In addition to the legal requirement (Law nº 12,651/2012), which regards the technical aspect, the preservation of these
areas helps improve water quality and reduce the accumulation of sediments inside reservoirs, contributing to preserve the
useful life of these facilities.
All the areas of state PPAs are periodically monitored. Every year, a report is elaborated on the status of these areas. The
actions conducted in 2020 have yet to be compiled and submitted until the first half of year 2021.
Out of the total PPA around UHE Colíder, 4,592 ha include forest cover that does not require any intervention. That is,
83.5% of the PPA around the reservoir is already fulfilling its environmental function.
Out of the 880 hectares that have not been fully restored yet, 245 hectares already bear some natural regeneration, and
do not require any intervention, just monitoring and the eventual steering of natural regeneration. As for the areas lacking
any vegetation, due to current soil use, they will be submitted to interventions in the next few years. In 2020, a specific
contract was signed in order to proceed with these activities.
154
COPEL 2020 INTEGRATED REPORT VALUE GENERATION Name of the area
Size
Geographic
location
Preservation / conservation actions
Areas in Serra
do Mar - PARNA
Guaricana
6,003.83
hectares
Guaratuba
(PR)
Areas in Serra do
Mar - UHE Chaminé
3,513.36
hectares
Tijucas do
Sul (PR)
The areas located in Serra do Mar comprise many spaces that are destined to environmental preservation in the
properties embraced by the National Park of Guaricana (Guaratuba - PR). Copel monitors these areas through contract
nº 4600014901/2018.
The properties located in Serra do Mar are the following:
Castelhanos - 1,210 ha
Cubatão Grande - 1,210 ha
Ribeirão do Salto - 1,836.78 ha
Salto Cubatão Grande - 166.25 ha
Canavieiras - 1,580.8 ha
Properties acquired by Copel, but that are exclusively destined to environmental preservation. These areas are also
monitored according to contract nº 4600014901/2018. These properties are the following:
Araçatuba - 730.74 ha
Porto Bonito - 1,900.12 ha
São João - 882.50 ha
Areas in Serra
do Mar - UHE
Guaricana
795.42
hectares
Diverse
(PR)
Properties acquired by Copel, but which have not been and will not be utilized for operational purposes (are considered
useless for that purpose), and are exclusively destined to environmental preservation. As part of them is located inside the
National Park of Guaricana, in the municipalities of São José dos Pinhais, Morretes, and Guaratuba (PR). Copel also monitors
these areas according to contract nº 4600014901/2018.
Areas in Serra do
Mar - Diverse
70.05
hectares
São José
dos Pinhais
(PR)
Copel’s Properties that currently are exclusively destined to environmental preservation:
Osso Danta - 67.25 ha
Colônia Santos Andrade - 2.8 ha
Both areas are monitored by Copel according to contract nº 4600014901/2018.
Ecological Station
of Tia Chica
423.05
hectares
Pinhão (PR)
The Ecological Station of Tia Chica will be classified as a Full Protection Area, with the purpose of preserving nature and
enabling scientific research. This was declared a Public Interest area for the purposes of expropriation and has not been
decreed as a Preservation Unit yet - this process is in progress. It will be used as environmental compensation for the UHE
of Derivação do Rio Jordão. The area is located in the Mixed Ombrophilous Forest or Paraná Pine Forest, in the backwater of
the plant’s reservoir.
State Park of the
Guarani River
2,322.00
hectares
Três Barras
do Paraná
(PR)
The State Park of the Guarani River (municipality of Três Barras do Paraná - PR) is classified as a Full Protection area and is
used to preserve ecologically relevant natural ecosystems and for their scenic beauty. It started to be studied by Copel in
1997, due to the implementation of UHE Governador José Richa. Its creation was ordained in 2000, through State Decree
2322/2000. It is located in the Semiciduous Broadleaved Forest and in the Mixed Ombrophilous or Paraná Pine Forest, on
the right margin of the plant’s reservoir.
155
COPEL 2020 INTEGRATED REPORT VALUE GENERATION Number of species according to their threat level | GRI 304-4
Critically endangered
Endangered
Vulnerable
Almost endangered
Of little concern
Total
Climate changes
GRI 201-2
13
53
105
62
239
472
Through the climate change adaptation subcommittee and based on
its norms pertaining to climate changes and corporate risk integrated
management processes, Copel has been developing a methodology to
identify the risks and opportunities associated to this issue. These risks
are described on pages 225 and 226.
In general lines, climate changes have a direct impact on Copel’s
activities, since they might influence the operation of its assets, cause
revenue loss due to the need to replace equipment and facilities, and
generate fees due to greenhouse gas emissions. They might also harm
the Company’s image, influencing the profile of clients and suppliers
that might wish to break away from the brand. Climate change poses
therefore an operational and financial risk.
Hydroelectric Plant Governador Jayme Canet Júnior, in
the cities of Telêmaco Borba and Ortigueira-PR
156
COPEL 2020 INTEGRATED REPORT VALUE GENERATION However, it also offers opportunities, such as
the search for energy generated by alternative
sources and at low carbon emission rates,
including renewable energy trading in the
free market, distributed generation, and the
provision of services such as electric stations
and electrified monorails.
Copel is aware of these opportunities
and has included them in its activities to
prospect new business and research and
development initiatives.
The financial implications of the risks and
opportunities associated to climate change are
controlled and evaluated at learning meetings,
after each temporal event, and when the
involved areas (agencies, and operation
and maintenance areas) discuss actions
and identify improvement opportunities for
corporate processes.
The Company’s Climate Change Policy guides
its mitigation operations, as approved by the
Board of Directors. Its guidelines are based
on the recommendations and methodologies
set in the GHG Protocol, on the Principles of
the Global Compact, on the National Climate
Change Policy, on the State Climate Change
Policy, and on the Sustainable Development
Goals (SDG). That document has been in force
since 2016.
As a part of its climate change management
efforts, Copel periodically monitors its
emission rates, while keeping track of
government decisions on carbon pricing,
evaluating the climate risks associated to
new investments, and analyzing measures to
adapt its business to the impacts of climate
changes. Goals have been established to
reduce Greenhouse Gas (GHG) emissions with
previously defined deadlines, in line with the
Principles of the Global Compact and SDG
13 (Action to Combat Climate Change), and
divided into three work fronts:
actions targeting its value chain;
measures to mitigate and reduce direct and
indirect emissions; and
adaptations to reduce climate vulnerabilities.
Covid-19
Pandemic
GRI 103-2, 103-3
The adoption of remote work
for a large part of the workforce
has generated positive impacts
from the environmental point
of view. There has been a
reduction in water, energy,
paper, and fuel consumption,
and in the waste generation
associated to administrative
work. Many meetings have
been held online, which has
avoided displacements, and
consequently has had a bearing
on greenhouse gas emissions.
157
COPEL 2020 INTEGRATED REPORT VALUE GENERATION Corporate performance regarding the established goals is monitored through a report and an
external verification of its GHG inventory, all of which are performed according to methodology
ABNT NBR ISO 14064-4 – Greenhouse Gases part 3, to the current Integrated Report, to
the Corporate Sustainability Index (B3) – by answering to the Climate Change Dimension
questionnaire, and through its participation in the Carbon Disclosure Project (CDP), which
enables comparing its performance to other national and international sector companies.
In 2020, the Company advanced two levels and was granted concept B in the Climate Change
Management index of the Carbon Disclosure Program (CDP). Another progress has been that
Copel’s actions have started to compose the Carbon Efficient Index (ICO2) portfolio of B3.
13.2 Integrate climate change measures into national policies,
strategies and planning
Baseline
Indicator
Five electric power sector companies that adhered to the Science Based
Targets Initiative (SBTi) in 2020;
Number of electric power sector companies (generation, transmission and
distribution) with goals approved by SBTi.
Suggested goal
15 electric power sector companies (generation, transmission and
distribution) with goals based on science and approved until 2023;
Baseline 2
14% of the electric power generated in Brazil in 2019 are now covered by a
SBTi commitment;
Indicator 2
Percentage of energy generated in Brazil covered by goals based on science;
Suggested
goal 2
40% of the energy generated in Brazil with goals based on science and
approved until 2023;
Copel’s Performance
Copel has approved its Carbon Neutrality Plan, which will be discussed and implemented
during 2021. Further information can be found here.
Note: The Science Based Targets Initiative is a partnership between the Carbon Disclosure Project, the Global Compact, the World Resources
Institute (WRI), and the World Wide Fund for Nature (WWF), which aims at mobilizing companies so they adopt goals to reduce
Greenhouse Gas (GHG) emissions based on science. In the specific case of the energy sector, a guide has been produced by the
coalition to assist companies when setting these goals.
158
COPEL 2020 INTEGRATED REPORT VALUE GENERATION Greenhouse gas emissions
Copel’s greenhouse gas emission inventory is elaborated according to
the methodologies set by the Brazilian GHG Protocol program and the
Intergovernmental Panel on Climate Change (IPCC).
The operational control criterion is used for such purpose. The inventory
contemplates performance as per energy source and subsidiary, and
through a correlation between key indicators, such as revenue, number
of employees, and generated and distributed energy. The data is to be
verified by a third party, a process that was still being implemented at the
time the current report was published.
Copel’s goals were approved in 2019, based on emission levels verified
in year 2017. Internal monitoring is undertaken by the Climate Change
Commission, which must propose actions according to the achieved results.
Greenhouse gas emissions in 2020 (in tCO2e)
GRI 305-1, 305-2, 305-3
Greenhouse gases
Scope 1
Scope 2
Scope 3
Comparison between emissions in 2020 and 2019 (in tCO2e)
2019
2020
Scope 1
Scope 2
Scope 3
Total
13,779.31
231,903.39
18,202.89
263,885.59
25,534.76
174,382.95
13,857.71
213,775.42
Variation (%)
85.31
-24.80
-23.87
-18.99
If compared to 2019, mobile combustion emissions mentioned in Scope
1 decreased due to the home office practices adopted by the Company.
However, the total volume of emissions associated to that Scope was
higher due to soil use changes caused by the expansion of transmission
and distribution lines. As regards Scope 2, there was a reduction both in
terms of electric power consumption and electric power losses. As for
Scope 3, it was influenced by a fall in generated waste volume. | GRI 305-5
CO2
CH4
N2O
HCFC
SF6
Total
21,108.68
174,382.95
1,634.76
Intensity of emissions
23.75
120.69
542.437
3,739.20
12,194.05
28.906
-
-
25,534.76
174,382.95
13,857.71
Emission Scope 1/
employee
1.37 tCO2/million R$
Emission Scope 1/
revenue
3.83 tCO2/employee
Biogenic CO2 emissions (t)
9,437.451
-
194.129
Notes:
1. The following emission sources were taken into consideration:
Scope 1: stationary combustion, mobile combustion, fugitive sources, and soil use changes.
Scope 2: electric power consumption and electric power losses.
Scope 3: transportation and distribution, displacement of employees, business trips, waste, and effluents.
2. Due to the modernization of the Thermoelectric Plant of Figueira, this thermal source did not generate any emission.
3. The emission factors proposed by the Brazilian GHG Protocol program were taken into consideration: CH4 = 25 N2O
= 298 R -410 = 2,088 SF6 = 22,800
159
COPEL 2020 INTEGRATED REPORT VALUE GENERATION Materials
GRI 301-1
In 2020 Copel’s operations consumed 196.37 thousand tons of diverse materials, and 1.13 million meters of optical fibers. These materials are
non-renewable, that is, they come from resources that cannot be renewed within a short period of time; however a part of them is recyclable.
Copel DIS
Group
Aluminum conductors
Copper conductors
Concrete crossheads
Polymeric crossheads
Operational equipment
Iron
Insulators
Meters
Concrete poles
Optical fiber poles
Current transformers
Grid transformers
Total
Copel GeT
Tons
Group
7.187.18
Aluminum
172,17
Copper
4,058.69
Iron and Steel
95.27
Insulating Oil
471.94
Lubricant Oil
1,215.83
Total
1,593.83
527.90
127,503.90
Total Copel
543.97
93.65
3,533.36
Copel CTE
146.997,66
Optical fibers
160
Tons
11,346.81
3,750.96
299.54
33,423.82
554.66
49,375.80
Tons
196,373.46
Metros
1,134,753
COPEL 2020 INTEGRATED REPORT VALUE GENERATION
INFRASTRUCTURE
CAPITAL
Power generation assets
GRI 102-2
Copel operates 43 own plants and
owns stakes in 11 other plants, which
altogether include 23 hydroelectric
plants, 29 wind power stations, and
two thermoelectric plants, with a total
installed capacity of 6,399.6 MW,
and physical guarantee of 3,018.9
MW on average. It serves the electric
power distribution sector, in the
Regulated Contracting Environment,
the commercial, industrial and trading
energy sectors in the Free Contracting
Environment, and the National Electric
System Operator (ONS) and consuming
units connected to the basic grid in the
power transmission segment. In 2020,
its net energy production amounted
to 10,545.80 GWh, a lower volume if
compared to 2019 (17,113.30 GWh).
No thermopower was generated in 2020
and 2019 in the thermoelectric plant
(UTE) of Figueira due to its shutdown
for modernization works in June 2018.
The resumption of its operations has
been forecasted to 2021. At the gas-
fired power plant of Araucária (Uega),
average annual net efficiency amounted to
44.01%, calculated based on the plant’s
current total net thermal efficiency of 201.29
m3/MWh, and on a calorific power of 9,400
kcal/m3 for natural gas. UEG Araucária Ltda.
operates under an Independent Energy
Producer (PIE) regulatory regime, as a result
of the joint venture between Petrobras (with a
18.8% stake) and Copel GeT (with an 81.2%
stake). Copel is responsible for operating
and maintaining this unit within the agreed
availability values; however owner UEG
Araucária manages this indicator.
Monthly generation in the plants is monitored
based on the daily-programmed volume set
by the ONS and by the planning team of
each operation based on the reports issued
every month by the Electric Energy Trading
Chamber. A report is elaborated every month
on generation in the last 12 months to monitor
the amount of energy generated by Copel GeT.
Copel is currently building six new plants,
which will add 124.9 MW of installed
capacity and 66.0 MW on average as physical
guarantee to its generation complex.
As regards wind power generation, it
amounted to 2,118.92 GWh in 2020, if
compared to 3.01 GWh and 3.21 GWh
generated in the two previous years,
respectively. This type of generation depends
on the availability of wind turbines (affected
by operation and maintenance works), and on
the availability of the wind resource, which
may vary in the region throughout time. The
value reported in 2020 also includes the wind
power plants located in the Northeastern
region, which constitute a special purpose
entity managed by Copel GeT.
162
Copel operates 43 own plants
and owns stakes in 11 other
plants, which altogether include
23 hydroelectric plants, 29
wind power stations, and two
thermoelectric plants, with a total
installed capacity of 6,399.6 MW,
and physical guarantee of 3,018.9
MW on average.
COPEL 2020 INTEGRATED REPORT VALUE GENERATION Composition of the generation complex
GRI EU10
Power Generation Park
Physical Guarantee as per Source
Power Generation Park Physical Guarantee projected to 2021
as per Source
10%
10%
Hydroelectric Power Plants
Wind Power Stations
Thermoelectric Power Plants
10%
11%
Hydroelectric Power Plants
Wind Power Stations
Thermoelectric Power Plants
80%
79%
Installed capacity (in MW) | GRI EU1
2018
2019
2020
Hydroelectric plants
4,934.4
5,340.6
5,340.6
Wind power stations
486.3
645.9
645.8
Thermoelectric plants
407.3
411.2
413.2
Total
5,828.0
6,397.7
6,399.6
Click here to know more about
Copel’s generation complex
163
COPEL 2020 INTEGRATED REPORT VALUE GENERATION Net energy generation (in GWh) | GRI EU2
2018
2019
2020
Hydroelectric plants
18,009.20
17,750.02
11,232.5
Thermoelectric plants
1,312.03
1,915.02
994.6
Wind power stations
41.17
99.90
2,307.5
Total
19,362.40
19,765.52
14,534.60
7.2 Until 2030, keep a high share of renewable energies
in the national energy matrix
Baseline
Indicator
46.1% share of renewable energies in the energy
matrix by 2019.
Percentage of renewable energy sources in the
national energy matrix.
Suggested
goal
Achieve 48% of renewable energies in the
composition of the energy matrix until 2025.
Copel’s Performance
Just 10% of Copel’s generation complex correspond to
thermoelectric power plants.
*Masks to protect against Covid-19 are not made of flame retardant tissues, and that is
why when working close to energized grids electricians cannot wear them.
Maintenance works in a power transmission grid*
164
COPEL 2020 INTEGRATED REPORT VALUE GENERATION Highlights of Copel’s power generation projects
Modernization of the
Hydroelectric Plant (UHE)
Governador Bento Munhoz da
Richa Netto
The modernization of this UHE, started
in 2011, should be concluded in 2021. It
contemplates a refurbishment of four 436-
MW turbines and the replacement of speed
and voltage regulators, enhancements that
have already resulted in one higher yield
turbine, which has increased the physical
guarantee and reduced maintenance costs.
The work and financial schedules are within
their terms. Investments in modernization
have added up to R$ 150 million.
Modernization of the
Thermoelectric Plant (UTE)
of Figueira
A modernization project started in 2015,
aimed at increasing the efficiency of
this UTE and reducing gas and particle
emissions generated by coal burning.
The first company contracted to provide
services faced difficulties to perform its
contractual activities, and has been replaced.
The new supplier also faced financial
and work planning problems, which have
led to an excessive delay in works. This
situation culminated in the outbreak of a
contractual rescission process in December
2019, concluded in May 2020. Parallel
to the contractual rescission process, the
documentation for a new bidding round
was prepared to conclude this project, and
an auction was held in August 2020. After
that, bidders’ legal regularity and work
capacity were evaluated, as well as their
administrative resources. This process has
led to the contracting of a consortium, which
has started activities in January 2021.
PCH of Bela Vista
This hydroelectric power generation project
forecasts the implementation of a small
hydroelectric plant on the Chopim River,
between the municipalities of Verê and São
João, in the State of Paraná, with the capacity
to produce 29.81 MW. This work, estimated
at R$ 217 million, will benefit around 100
thousand consumers with electric power
supply and should start generating energy
already in the first half of 2021.
Wind Power Complex of Jandaíra
The works for the Wind Power Complex
of Jandaíra were started in January 2021.
Copel, in a consortium with subsidiary
Cutia Empreendimentos Eólicos, has sold
14.4 MW on average of energy from this
enterprise in an auction held in October
2019. The sold amount accounts for 30% of
the physical guarantee, and the remainder
has been traded through contracts in the
free environment market. With an estimated
investment amounting to R$ 411 million,
the Wind Power Complex of Jandaíra, with
a 90.1-MW installed capacity and a 47.6-
MWm physical guarantee, is being built in
the State of Rio Grande do Norte, a region
where Copel already owns other wind
power generation assets, which will provide
operational synergies. Start of operations, in
phased stages, has been forecasted to May
2022, with the works being concluded in
July of that same year.
165
COPEL 2020 INTEGRATED REPORT VALUE GENERATION Wind and Solar Power Complex
of the State of Paraná
A complex under implementation, comprising
six photovoltaic plants installed in the rural
zone of the municipality of Bandeirantes,
in the State of Paraná, with an aggregate
power capacity of up to 5.36 MWp. This
enterprise has been included in the distributed
generation scheme, according to Aneel’s
Normative Resolution nº 482/2012 and its
amendments. Three 3-MWp plants are serving
a drugstore chain in the State of Paraná
for remote self-consumption, and started
operations on March 01, 2021. Three other
plants will be implemented in that same year
and will serve remote self-consumption or
shared generation clients.
Conclusion of the basic design
for the Plant of Salto Grande
Copel has concluded the new basic design
for the Hydroelectric Plant of Salto Grande
(49 MW), to be built on the Chopim River,
between the cities of Coronel Vivida and
Pato Branco, in the Southwestern region of
the State of Paraná. The new outline has
displaced the dam’s axle by six kilometers
upstream in relation to the original design.
This change will allow reducing the area of
the reservoir from 9.41 square kilometers
to 7.14 square kilometers, avoiding the
flooding of a region occupied by small
farmers without lowering the plant’s power
generation potential.
The original design for this Plant belonged
to company Foz do Chopim Energética and
was acquired by Copel in May 2019. Since
then, the Company has been responsible
for updating the environmental, social, and
engineering studies for the enterprise, and for
requesting the previous environmental license
before the Water and Land Management
Institute (IAT). When the previous license is
issued, Copel may hold an auction to sell the
energy to be produced by this plant and, if
the auction is successful, it will then start the
implementation stage.
Wind power generation in the State of Rio Grande do Norte
166
COPEL 2020 INTEGRATED REPORT VALUE GENERATION Power transmission assets
GRI 102-2
It is the infrastructure through which Copel provides electric power
transportation and transformation services, it being responsible for
the construction, operation and maintenance of substations, as well
as for the energy transmission lines. Copel holds full ownership
and takes part in operation concessions corresponding to 7,443-km
transmission lines, with transformation power at the substations
amounting around 20,674 MVA.
The power transmission concessions under operation currently
generate an Annual Allowed Revenue (RAP) of R$ 1.146 billion,
proportionally to Copel’s share in the enterprises. Currently, Copel
is building the Curitiba Leste-Blumenau transmission line, which will
add 142 km to expand the cluster of its own assets and of the jointly
managed power transmission lines and substations.
Highlights of Copel’s power
transmission projects
Lot E - Aneel Auction nº 05/2015
Through public power transmission service concession contract nº
06/2016, Copel has been granted a concession to build, operate,
and maintain many power transmission enterprises, including the
525-kV Curitiba Leste – Blumenau transmission line, which should
start commercial operations in 2021. This enterprise accounts
for a RAP of around R$ 38.5 million. In 2019, the Company had
already started to operate the 230/138-kV – 300-MVA Substation
of Medianeira, the Baixo Iguaçu-Realeza 230-kV Transmission
Line, with a simple circuit and covering approximately 38 km, the
Andirá Leste 230/138-kV – 300-MVA Substation, the Curitiba
Centro (isolated at SF6) 230/138-kV – 300-MVA Substation, and
the Curitiba Centro-Uberaba 230-kV Transmission Line, a 8-km
underground line. Considering all these enterprises, the total RAP
will amount to around R$ 119 million.
Implementation of a capacitor bank
Copel has implemented, at the 230-kV substation of Figueira, its 1st
138-kV – 15-Mvar capacitor bank, with investments amounting to R$
4.8 million. This bank started commercial operations in September
2020, generating a RAP of approximately R$ 0.8 million.
In September of that same year, the Company started to commercially
operate the 230-kV substation of Apucarana, with a 138-kV – 30-
Mvar capacitor bank, with investments amounting to around
R$ 5.5 million. The RAP here amounts to approximately R$ 0.9 million.
Aerial view of the Curitiba Leste-Blumenau power transmission line
167
COPEL 2020 INTEGRATED REPORT VALUE GENERATION Reinforcements in substations
Copel is executing reinforcements in
many substations:
230-kV substations of Realeza Sul, São
Mateus do Sul, Pato Branco, Ponta Grossa
Sul, Londrina ESU, and Ibiporã, with
investments amounting to around R$ 111
million. The RAP will be of approximately
R$ 15 million as of the start of commercial
operations, with deadlines forecasted by
Aneel to the second half of 2021 and the
first half of 2022;
230-kV substations of Cascavel, Ponta
Grossa Norte, Umbará, Maringá, and
Uberaba, with investments amounting to
around R$ 70 million. The RAP will be of
approximately R$ 9.5 million as of the start
of commercial operations, with deadlines
forecasted by Aneel to the second half of
2021 and the first half of 2022;
230-kV substation of Guaíra, with
investments of around R$ 38.85 million.
The RAP will be of approximately R$ 5.97
million as of the start of commercial
operations, with a deadline forecasted by
Aneel to April 2024.
230-kV substation of Sarandi, with
investments amounting to around R$ 21,0
million. The RAP will be of approximately
R$ 3.4 million as of the start of commercial
operations, with a deadline forecasted by
Aneel to June 2023.
Copel’s power
distribution assets
GRI 102-2
Copel is responsible for energy distribution to
around 4.8 million consumers spread around
1,113 localities in 394 municipalities in the
State of Paraná and in the city of Porto União
(in the State of Santa Catarina). The Company
owns facilities operating at the 13.8-kV, 34.5-
kV, 69-kV, and 138-kV voltage levels, manages
approximately 202 thousand Km of distribution
grids, and owns 378 automated substations,
with an installed capacity of 11.3 thousand
MVa. It holds a 6.2% share in the Brazilian
market and a 33.3% market share in the
Southern Region – in the State of Paraná, its
market share has been estimated at 97.0%.
Substation
168
COPEL 2020 INTEGRATED REPORT VALUE GENERATION Copel started, in 2019, the highest investment in distribution systems in
its history: R$ 2.6 billion in 42 new substations, more than 7 thousand
kilometers of high- and medium-voltage distribution lines, and thousands
of new circuit reclosers, switches, voltage regulators, and power
transformers. Its conclusion has been forecasted to 2021.
In 2020, new substations were connected to reinforce the electric
power distribution system, thus improving quality and increasing energy
availability to consumers. The works for the new substations and
extensions have added approximately 338.02 MVA to its distribution
system, and the new high-voltage transmission lines concluded in the
period have added 177.1 km of 138-kV transmission lines.
High-voltage transmission lines | GRI EU4
Regulatory regime
Locality (PR)
Voltage
LDAT Andirá Leste – Bandeirantes
Bandeirantes
138 kV
LDAT Andirá Leste – Secc (ADA-SPL)
Andirá
138 kV
LDAT Água Verde – Secc. (SQT-PRO)
Curitiba
69 kV
LDAT Jardim Tropical – Jardim Alvorada
Maringá
LDAT Telêmaco Borba – Tibagi
Tibagi
138 kV
138 kV
Extension
(in km)
2.45
0.80
0.50
5.60
9.06
Highlights of Copel’s power
distribution projects
Some of the highlights of Copel’s operations in the power distribution
segment are reported on pages 45 to 46.
Investments in street lighting
The municipality of Wenceslau Braz recently concluded the
refurbishment of all street lighting with LED lamps. The replacement
of 2,428 lighting fixtures was made using resources from Copel’s
Energy Efficiency Program, regulated by the National Electric Energy
Agency (Aneel).
After being approved in a public call, that equipment was installed
by the City Hall as a counterpart to the project, following the
technical specifications set by the consultancy provided by the
Federal University of Paraná Foundation (Funpar). Investments
in purchased materials amounted to R$ 1.7 million. In addition to
guaranteeing higher quality lighting in roads and squares at night,
the replacement of lamps and lighting fixtures will enable the
municipality to reduce electric power consumption by around 753
MWh (megawatt-hour) per annum, the equivalent to the annual
average power consumption of 370 households.
The municipality of Carlópolis has also had a project approved in
a public call held by Copel and should soon refurbish its street
lighting system. The public call made resources amounting to R$100
million available to execute the approved projects in local industries,
commercial areas, residential condos, rural properties, or public
service and Public Power institutions.
169
COPEL 2020 INTEGRATED REPORT VALUE GENERATION Investments in the cities of
Londrina, Ibiporã and Cambé
The electric system that supplies power to
Londrina and neighboring cities of Ibiporã and
Cambé is receiving investments to ensure
quality supply and at the necessary quantity,
in order to support their projected economic
growth in the next few years. Altogether,
R$ 65 million will be invested in those
municipalities’ distribution systems.
Investments have been made since 2019 and
should continue until 2021, in which period
a total of 483 automated devices will be
installed in the distribution grids of those three
municipalities. In rural areas, single-phase
circuit reclosers avoid shutdowns due to
momentary grid wiring complications, such as
contact with tree branches. As for the urban
regions, automated switches act to reconnect
the affected circuits and help identify the
source of short-circuits.
Simultaneously to that, Copel DIS reinforced
the existing ones and built new distribution
grids, by focusing mainly on serving new
industrial premises in the city of Cambé and
on supporting the displacement of the rural
circuit that serves districts in the Southern
region of the city of Londrina and a part of
the city of Tamarana. These works were
concluded in 2019.
In another work front, Copel DIS has been
reinforcing and expanding its high-voltage
system, to ensure there is enough energy
to support consumption increase. By the
end of 2021, R$ 52 million will have been
invested in new transmission lines and
in improvement and expansion works in
seven urban and three rural substations.
These works include the installation of
new transformers in substations, and
regulator and capacitor banks, in addition to
connections to serve the circuits that supply
power to those three municipalities.
Investments in the city of Maringá
Copel will invest R$ 10 million in the electric
systems of Maringá and its neighboring cities
in the next few years. This enterprise should
double the quantity of energy transformed and
made available to fulfill the existing demand in
the West-Central region of that city.
Investments have been made
since 2019 and should continue
until 2021, in which period a total
of 483 automated devices will be
installed in the distribution grids
of those three municipalities.
This project will be followed by other
important investments in the local high-
voltage system, amounting to R$ 56 million,
including the construction of three new
138 thousand-volt substations, which will
comprise the basic energy distribution circuit
in that city and its neighboring municipalities,
thus establishing an interconnected system
that will provide greater operational flexibility.
In practice, the region will then have access to
higher power supply capacity, with a greater
number of supply options.
170
COPEL 2020 INTEGRATED REPORT VALUE GENERATION At the same time, the Company has invested in the extension and
modernization of its mid- and low-voltage electric grids. In the circuits
to be fed by the three new substations built in the city of Maringá
alone, approximately R$ 1.9 million will be invested in 2021.
This region has also received important investments in the grid
automation area. The installation of automatic switches in the cities of
Maringá, Paiçandu and Sarandi has involved investments estimated at
R$ 3.8 million to be made until 2021. Until the end of the current year,
100 single-phase circuit reclosers will have been installed to serve the
rural zone, including 20 automated switches.
Solarimetric stations
Copel and the Federal Technological University of Paraná (UTFPR)
inaugurated, in March, regional units in the cities of Campo Mourão and
Cornélio Procópio of their network of Solar Power Research Stations. This
network comprises solarimetric stations and evaluation modules installed
in UTFPR’S campuses, located in Curitiba and in five other cities.
In the city of Campo Mourão, the new facilities are in conformity
with the resource use and accuracy standards set by the national
environmental data organization system established by the National
Institute for Space Research (Instituto Nacional de Pesquisas
Espaciais/Inpe), while in the city of Cornélio Procópio the standards
set by the Energy Research Company (Empresa de Pesquisa
Energética/EPE) have been followed.
These projects were selected through a public call held by Aneel and
have been funded using resources from the Research and Development
Program implemented by Copel together with that regulatory body.
The other regional units are located in the cities of Ponta Grossa,
Medianeira, and Pato Branco.
171
Solar power station
COPEL 2020 INTEGRATED REPORT VALUE GENERATION Modernization of the energy
measuring system
Copel invested around R$ 15 million to
modernize the energy measuring system
in the city of Foz do Iguaçu. Until the end
of last year, 37 thousand smart digital
meters were installed to enable automatic
consumption reading.
This initiative will ensure greater efficiency
and reliability when reading energy
consumption. The replacement of reading
equipment was performed mainly in the
Northern area of that city.
Micro-grids
Copel DIS made a public call in November
to contract energy produced by self-
generators. Aneel authorized this call notice,
unprecedented in Brazil, based on a request
made by the Company to implement this
five-year pilot project. It is expected that
up to 50 MW on average of energy will
be contracted under this modality, or the
equivalent to 438 thousand MWh/year, or
1.9% of its annual load.
The purpose of this call has been to attract
independent small- and mid-size producers,
including mini power generators, to further
explore the State’s energy potential and their
capacity to operate in an interconnected
manner. In order to sell generated power to
Copel, self-generators will have to build a
micro-grid – an independent electric system,
which will act as an “energy island,” thus
integrating their power generation, storage, and
consumption capacities into the distribution grid.
The self-generators integrating the micro-
grids will be able sell generated energy to
Copel DIS, and thus supply a group of nearby
consumers. They must also be included in
one of the 32 macro-regions listed in the
State. The Company will be responsible
for controlling and ensuring safety in their
operations. This public call will be open to
receive proposals until February 16, 2021.
Grid automation
Copel recently concluded the implementation
of a grid automation project that has been
the most complex ever in its concession area.
With investments of over R$ 1 million, the
automatic reconfiguration system installed
in Guaraqueçaba, on the coastal region of
the State, included an innovative technical
arrangement that should benefit 3,850
households, many of them shrimpers that
depend on electric power to refrigerate their
products. With this initiative, 248 automated
systems have already been installed in electric
grids all over the State of Paraná.
This technology is called self-healing, a term
that in English means a grid’s capacity to
identify and insulate the source of a shutdown,
restoring supply to the remaining consumers
without requiring any human interaction. Copel
started to implement these systems in 2017,
after the execution of a successful pilot project
in the Southwestern region of the State, which
pointed to a 70% reduction in the number of
shutdowns in the tested circuit.
Copel Distribuição’s planning has forecasted
investments of around R$ 2.9 billion between
2020 and 2025 to modernize and expand its
grids. This Company already remotely operates
all of its 374 substations, and has installed
more than 3 thousand automated points in its
electric grids – single-phase and three-phase
switches that can be remotely operated and
avoid grid shutdowns due to transitory causes.
172
COPEL 2020 INTEGRATED REPORT VALUE GENERATION Investments in the city of Curitiba and its
metropolitan region
Copel’s first solar plant
The electric power grids in the cities of Curitiba, Piraquara,
Quatro Barras, and São José dos Pinhais has received a number
of investments from Copel to expand and reinforce their mid- and
high-voltage systems. R$ 250 million have been invested to build
and expand substations and to implement new power feeders and
automatic circuit reclosers.
The works started in 2019 and should last until 2021. In the State
capital, it is worth mentioning three already concluded 69-kV sheltered
substations: SE Água Verde, SE Hauer, and SE Sítio Cercado, with total
investments amounting to R$ 57.5 million. Investments to reinforce the
system and expand power feeders in Curitiba have added up to R$ 19
million, and the capital’s underground grid is also receiving investments
of over R$ 70 million.
Copel is building its first solar plant in the municipality of Bandeirantes,
in the Northern region of Paraná, with a total installed capacity of 5.36
MWp (megawatt peak, photovoltaic power unit). Its first stage started
operations still in 2020.
The solar parks in Bandeirantes will operate under a mini distributed
generation regime, in which the generated energy will be used to
compensate for electric power consumption, generating a discount in
consumers’ electricity bills. This compensation model is described in
Aneel Resolution 482/2012.
According to the model offered by Copel, consumers do not need to
make any initial investment. The Company implements and operates
the distributed power generation units, and clients sign a contract to
lease the plant, thus receiving a discount on their electricity bills.
After Curitiba, São José dos Pinhais is the municipality that has seen
the highest number of works to expand its electric power grid, with
total investments amounting to R$ 31.7 million. The substations of
Afonso Pena, Campo do Assobio, and Guatupê are being expanded,
in addition to the construction of the Roseira substation. In the city
of Piraquara, R$ 462 thousand is being invested to install single-
phase circuit reclosers. The city of Quatro Barras is also receiving
single-phase circuit reclosers, with investments amounting to R$
154 thousand. The substation of Quatro Barras will receive capacitor
banks and new circuit breakers and reclosers, with investments
amounting to R$ 4.9 million.
Two modalities are available: shared generation and remote self-
consumption. In the shared generation modality, it is possible to consider
two or more consumer units united in a consortium or cooperative, to
use a portion of the energy generated by the plant and reduce their
electricity bills. As for the remote self-consumption modality, the same
party must own the consumer units, that is, they must be associated to
same General Taxpayers’ Registry number. In both cases, it is necessary
that consumer units are located in Copel’s concession area.
The Bandeirantes project is being implemented in partnership with
company Sistechne Participações.
173
COPEL 2020 INTEGRATED REPORT VALUE GENERATION Wire energy market
GRI 102-6
In 2020, the wire energy market, which comprises all those consumers with access to a power distributor’s grid, reported a 1,8% negative variation.
The effects of the Covid-19 pandemic influenced this result last year.
Wire energy market (Tusd)
Number of consumers
Distributed energy (GWh)
Captive Market
Concessionaires and Permissionaires
Free Consumers
Wire Energy Concessionaires
Wire Energy Market
Captive market
GRI 102-6
Dec/20
Dec/19
4,835,852
4,713,240
2
1,871
5
2
1,389
5
4,837,730
4,714,636
%
2.6 %
0 %
34.7%
0 %
2.6 %
Dec/20
19,180
76
10,025
798
30,079
Dec/19
19,784
164
10,002
684
30,634
%
-3.1 %
-53.8 %
0.2 %
16.7 %
-1.8 %
The quantity of captive consumers billed by Copel in 2020 was 2.6% higher than in 2019 – the equivalent to 122,6 thousand new consumers –,
totalizing 4.8 million consumers in the system.
Sold energy (GWh)
Residential
Industrial
Commercial
Rural
Other
Total
2018
7,238
2,935
4,653
2,288
2,480
2019
7,499
2,648
4,730
2,361
2,546
2020
7,910
2,314
4,172
2,451
2,333
19,594
19,784
19,180
% 19/20
5.5
(12.6)
(11.8)
3.8
(8.4)
(3.1)
174
COPEL 2020 INTEGRATED REPORT VALUE GENERATION Energy trading
GRI 102-2, 102-6
In 2020 Copel Comercialização changed its invented name to Copel
Mercado Livre. It is through this wholly owned subsidiary that Copel
operates in the electric power purchase and sale market and provides
services in the Free Energy Market, such as management, migration
consultancy, modeling for power generators and consumers, and
demand management services, among others. Having acted in this
segment for four years, this Company counts on a portfolio with
965 serviced clients, in 22 Brazilian states. When it reached the
approximate volume of 1.4 GW on average of energy traded in the
Electric Energy Trading Chamber (CCEE), Copel jumped to the fourth
position in the ranking of electric power sale traders, in 2020.
Telecommunications
GRI 102-2, 102-6
Copel Telecom is responsible for providing telecommunications
services in the State of Paraná. Since 1998, the Company has
been authorized to explore these services and to offer the highest
available technology to companies, public powers, and in the retail
market to residential clients in 85 cities. Through its robust optical
fiber network with a 34.2 thousand-km backbone, it carries data at
ultra-speeds and manages an optical ring that reliably serves 399
municipalities in the State of Paraná and provides services to small-,
mid- and large companies with a portfolio of data transport, voice,
and datacenter products.
Transmission line
175
COPEL 2020 INTEGRATED REPORT VALUE GENERATION FINANCIAL
CAPITAL
As a joint-stock company
and listed in Stock Exchange,
Copel is obliged by the
regulations in force to ensure
an open, clear, and accessible
communication to its internal
and external stakeholders,
especially as regards issues of
interest to the capital market.
Financial capital
Management of financial capital
GRI 103-1, 103-2, 103-3
When defining its strategy, Copel
establishes its objectives, as well as
the means to be employed and the path
to be treaded in order to make them a
reality. Copel’s economic and financial
performance is directly associated to
their achievement. The strategy reflects
the Company’s financial health and
the level of success achieved with the
invested capital. It therefore enables
its stakeholders to evaluate the use of
resources and the factors that have
influenced them. As for its Senior
Management, corporate performance
guides their decision-making process on
the improvements deemed necessary
to increase and maintain higher
efficiency levels. The results obtained
in every cycle orientate fund raising
or application, affect the Company’s
capacity to maintain and expand its
businesses, demonstrate the need to
maintain or revise corporate strategies to
make manageable costs more efficient,
and influence the decisions taken by
investors and shareholders.
Copel’s economic and financial management,
considering the statutory rights of the
Collegiate Financial and of the Investor
Relations Board, is guided by a set of policies
and internal norms and financial market laws
and regulations.
The results are managed based on a constant
monitoring of economic and financial indicators,
among which the most important are:
discussed with the Board of Directors and, if
necessary, action plans are defined.
costs;
profit before interest, depreciation and
amortization (Lajida/Ebitda);
net profit;
net debt / Ebitda; and
cash balance.
Such management is performed using
technological resources, such as SAP/
ERP, Office, and through the Strategic
Management System (SGE). Reports
elaborated by external analysts are also
used. Their data is compared to past and
expected performances, and to benchmarking
indicators. The analyses are submitted to and
Recent examples have been the implementation
of a new Dividend Policy and of an Investment
Policy, as well as Copel’s Value Maximization
Project (in progress).
The Company discloses its results on a
quarterly basis. As a joint-stock company and
listed in Stock Exchange, Copel is obliged by
the regulations in force to ensure an open,
clear, and accessible communication to its
internal and external stakeholders, especially as
regards issues of interest to the capital market.
Such communication is based on the principles
of transparency, information symmetry, and
equal treatment, in conformity with the
177
COPEL 2020 INTEGRATED REPORT VALUE GENERATION Brazilian and North American legislations, as
well as with the specific regulations set by
the Brazilian (Comissão de Valores Mobiliários/
CVM) and American Securities and Exchange
Commissions (SEC). It applies to the Investor
Relations area to coordinate corporate
communication with the capital market,
through teleconferences, public meetings,
road shows, and national and international
events with trade associations and local Stock
Exchanges. The Company’s Investor Relations
website is constantly updated.
The risks associated to corporate economic
and financial performance are those related
to credit and liquidity, consumers’ payment
default, failure to fulfill the economic and
financial efficiency criteria established
in the Concession Contract, reduced
business profitability, lower profitability in
investment projects (new businesses), and
economic instability. By managing these
performance indicators, the Company aims
at mitigating risks and leveraging their
positive aspects, based on the Management
Excellence Model (MEG) set by the National
Quality Foundation (Fundação Nacional
da Qualidade/FNQ). Financial goals are
based on the Annual Corporate Budget,
elaborated by its wholly owned subsidiaries
and by Copel (Holding), and approved by
the Board of Directors (BOD). In addition to
that, the financial goals are included in the
Management Contract signed between the
companies owned by Copel. These goals
are monitored on a monthly basis during
the Critical Analysis Meetings or equivalent
ones. And they are controlled through the
Strategic Management System (SGE).
Most valuable company in the
Southern Region
Newspaper Valor Econômico disclosed, in
October 2020, a ranking of the 1000 largest
companies in Brazil in 2019, highlighting the
strength of the State of Paraná in the Southern
Region. Copel, the largest company in the State,
holds the highest net equity in the Southern
Region, and the 18th highest in Brazil, amounting
to R$ 20.3 billion.
These figures were reflected in the
business investments made in 2019, which
amounted to R$ 1.9 billion. The Company
inaugurated three new power generation
assets and launched the largest electric grid
refurbishment program in Brazil.
Yearbook Valor 1000 employs net revenue and
current accounting measurement criteria as
parameters to evaluate performance, such as
value generation, the Ebitda margin, and debt
management. The data used to elaborate the
ranking of companies is preferentially assessed
based on consolidated balance sheets in order
to reflect companies’ alignment with the
international accounting norms.
178
Rise in corporate rating to
AA+(bra)
Fitch Ratings, one of the main independent
credit risk rating agencies in the world,
has raised Copel’s reliability rating for
investors. The National Long-Term Rating
reported by that agency has become
AA+(bra), instead of AA(bra), the rating
assigned in 2019. The Corporate Rating
Perspective has also been raised from
Stable to Positive, which indicates the
possibility of an eventual rise in the future.
According to Fitch, this evolution has
reflected the increasing gains achieved
by Copel and its subsidiaries in terms of
efficiency and predictability in their results.
This has been Copel’s highest credit
rating in the last ten years, which reflects
the solidity of the Company amidst an
economic scenario deeply affected by
the Covid-19 pandemic, a time during
which an important part of credit ratings
evaluated by Fitch has been classified
under a negative perspective.
COPEL 2020 INTEGRATED REPORT VALUE GENERATION Net Operating Revenue
GRI 102-7
Operational costs and expenses
In 2020, the Net Operating Revenue was accrued by R$ 2,764.0
million, accounting for a 17.4% increase if compared to 2019.
Non-manageable
8
.
2
5
6
,
6
0
.
6
2
4
,
6
8
.
9
7
7
,
3
9
.
5
6
8
,
2
6
.
2
7
3
,
4
8
.
8
3
1
,
4
7
.
2
0
5
2
.
3
4
8
1
.
4
1
4
,
1
9
.
2
3
1
,
1
5
.
9
2
8
,
6
3
.
5
0
1
,
6
6
.
5
2
5
,
1
3
.
9
4
2
,
1
7
.
4
5
3
2
.
5
8
5
5
.
4
0
4
4
.
9
4
energy
supply
electric
power
supply
availability of
the electric
power grid
distribution
of piped
gas
construction
revenues
Purchased and
sold electric
power
Burdens
from the use
of the eletric
grid
Natural gas
and operational
iputs for gasfired
plants
Raw materials and
electric power
generation inputs
2020
2019
2020
2019
6
.
0
1
8
9
.
6
7
6
6
.
8
1
4
.
6
6
3
2
.
7
0
4
3
.
7
5
6
.
6
3
Manageable
9
.
1
0
6
,
1
4
.
5
2
3
,
1
5
.
7
1
4
,
1
4
.
1
9
0
,
1
1
.
0
6
2
3
.
7
3
2
9
.
9
0
0
,
1
7
.
0
5
9
Results from sectral
financial assets and
liabilities
Recovery of PIS/
Pasep and Cofins
Contributions includ-
ed in the ICMS Tax
Fair Value of
indemnification
assets associated
to the concession
Other operat-
ing revenues
Personnel and
Chief Management
Officers
Constrution
costs
Losses from creits,
projections and
reversals
Depredation
and
amortization
2020
2019
2020
2019
179
COPEL 2020 INTEGRATED REPORT VALUE GENERATION Ebitda
In R$ million
Added value
GRI 201-1
Consolidated
2020
2019
2020
Net profit
3,909.8
2,062.9
Net profit from discontinued operations
Deferred Corporate Income Tax and CSLL
(Social Contribution on Net Income)
Corporate Income Tax and CSLL (Social
Contribution on Net Income)
Net financial expenses (revenues)
Corporate Income Tax and CSLL (Social
Contribution on Net Income)
Depreciation and Amortization
Lajir/Ebit
(75.6)
25.0
1,260.4
(866.3)
108.4
259.1
416.7
455.4
4,253.3
3,302.4
1,009.9
5,263.2
950.7
4,253.1
54.1%
Net Operating Revenue - ROL
18,633.2
15,869.2
2019
Ebitda Margin% (Ebitda ÷ ROL)
28.2%
26.8%
Financial results
The financial results reported a R$ 1,321.6 million accrual, mainly
due to the recognition of tax credits from the PIS/Cofins social
contributions in 2020, to a revenue increase from the financial update
of the CRC contract, and to lower financial expenses with monetary
and exchange rate variations and debt service charges in the period.
65.4%
6.8%
18.7%
6.4%
12.0%
2.0%
4.6%
10.9%
7.8%
10.8%
0.5%
Government
Shareholders
Withheld
Third Parties
Personnel
Discontinued operations
Government
Shareholders
Withheld
Third Parties
Personnel
Discontinued operations
180
COPEL 2020 INTEGRATED REPORT VALUE GENERATION Indebtedness
Payments made in the year totalized R$ 1,895.4 million, with
R$ 1,291.4 million for the principal and R$ 604.3 million in debt
service charges. The schedule of long-term debt due dates,
including loans, funding operations, and debentures, is as follows:
3
4
3
,
2
2
6
3
,
1
3
3
8
8
8
6
5
2
4
2022
2023
2024
2025
2026
6
9
6
,
1
After
2026
Net profit
In 2020, the consolidated net profit, considering the results from
discontinued operations, amounted to R$ 3,909.7 million, 89.5%
higher than the result verified in the previous exercise, of
R$ 2,062.8 million.
Covid-19 Pandemic
GRI 103-2
The pandemic has transversally affected the
Company, including its economic and financial
management. Due to the global economic
slowdown as a consequence of the social
distancing and mandatory isolation measures,
energy demand has decreased. The aggravation
of the crisis due to the halt or decline of economic
activities has also had an impact on payment
default indicators.
In such a context, the first measure adopted
by Copel has been to protect its cash flow,
an essential input to ensure proper business
operations. The focus has been on maintaining
cash flow, reducing costs, and eliminating
unnecessary expenses. Copel has also applied
its best efforts to maintain liquidity in the energy
market and price levels in the short term, by
negotiating with the granting authority the
implementation of guidelines to preserve the
economic and financial sustainability of the entire
electric power generation, transmission, trading,
and distribution chain.
181
COPEL 2020 INTEGRATED REPORT VALUE GENERATION GRI
CONTENT
INDEX
CIC Substation
Observations
Page in
the report
Omission
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. The service was performed on the
Portuguese version of the report.
GRI Standards
Disclosure
GRI 101: FOUNDATION 2016
GRI 102: GENERAL DISCLOSURES 2016
Organizational Profile
GRI 102-1
Name of the organization
GRI 102-2
Activities, brands, products, and services
GRI 102-3
Location of headquarters
Rua Coronel Dulcídio, 800, Neighborhood of Batel,
Curitiba (PR)
GRI 102-4
Location of operations
GRI 102: General
Disclosures 2016
GRI 102-5
Ownership and legal form
GRI 102-6
Markets served
GRI 102-7
Scale of the organization
GRI 102-8
Information on employees and other workers)
GRI 102-9
Supply chain
GRI 102-10
Significant changes to the organization and its
supply chain
183
Cover
26, 162, 163,
167, 168, 169,
175
27
26
26, 27, 174,
175
26, 83, 179
83, 84
112
26
COPEL 2020 INTEGRATED REPORTGRI CONTENT INDEX GRI Standards
Disclosure
Observations
GRI 102-11
Precautionary Principle or approach
GRI 102-12
External initiatives
GRI 102-13 Membership of associations
Strategy
GRI 102-14
Statement from senior decision-maker
GRI 102: General
Disclosures 2016
GRI 102-15
Key impacts, risks, and opportunities
Ethics and Integrity
GRI 102-16
Values, principles, standards, and norms
of behavior
Copel CTE is a member of the Advisory Board of the Brazilian
Association of Competitive Telecommunications Service
Providers (Associação Brasileira de Prestadoras de Serviço
de Telecomunicações Competitivas). The company pays
a monthly fee to maintain its affiliation. This is a strategic
membership for the company’s business, since it enables it to
make contact with other operators and eventually with new
business partners.
Copel COM is affiliated to the Electric Energy Trading Chamber
– CCEE, which facilitates electric power trading in Brazil. The
company receives from that entity reports and information on
the segment, and eventually takes part in teleconferences.
Whenever the Code of Conduct is updated, Copel sends
a copy of this document to each apprentice, trainee,
employee, Director, Advisor, and contractor. Item 3.3 of
NAC 030300 Code of Conduct (corporate norm) claims
it is necessary that those stakeholders “manifest their
awareness and commitment to comply with it when
conducting their activities and fulfilling their responsibilities,
through a formal Commitment Agreement” or via an
Electronic Approval of Documents (EAD). A copy of the
Code of Conduct is also delivered to Copel’s suppliers (when
it is not mentioned in a specific contractual clause), which
sign a formal Code of Conduct Commitment Agreement.
The Code of Conduct and information on the Integrity
Program are available in the Portuguese (Brazil) and
English languages.
The Governance, Risk and Compliance Board is the
executive area responsible for overseeing Copel’s values,
principles and norms of conduct, as disposed in its Bylaws.
184
Omission
Page in
the report
63
72
23, 143
16 to 18
63, 65, 67
50, 56, 58
COPEL 2020 INTEGRATED REPORTGRI CONTENT INDEX GRI Standards
Disclosure
Observations
Page in
the report
Omission
GRI 102-17
Mechanisms for advice and concerns about
ethics
Governance
GRI 102-18
Governance structure
GRI 102: General
Disclosures 2016
GRI 102-19
Delegating authority
The Compliance Coordination Office manages Copel’s
(Holding) Reporting Channel. The Ethical Guidelines
Committee is the collegiate board responsible for
supervising Copel’s and its Wholly Owned Subsidiaries’
ethical and moral standing and for making sure
they comply with the highest standards. The Moral
Harassment Report Analysis Commission is the body
responsible for analyzing moral harassment reports at
Copel and its Wholly Owned Subsidiaries. Copel has
established two Ombudsman’s Offices, one in Copel
Distribuição, and another one in Copel Telecomunicações.
59, 60
53
As established in Art. 28th of Copel’s Bylaws (Holding),
it applies to the BOD to establish the general guidelines
for the Company, including the definition of objectives
and priorities to comply with public policies compatible
with its operational areas and corporate object, in order
to promote sustainable development, in addition to
approving and monitoring its general policies.
The Statutory Committee on Sustainable Development
has as its purpose to advise the BOD when proposing
guidelines, policies and discussing the main issues
associated to staff management and Environmental,
Social and Governance (ESG), while the Investments
and Innovation Committee has as its purpose to
evaluate and issue recommendations to the Company’s
investment plans.
The competency to deliberate about economic,
environmental, and social matters is defined by
the Company’s Bylaws and detailed in the Internal
Regulations of the Collegiate Board. The competencies
of the subordinated areas of each Executive Board are
established in the corporate Organizational Norms – NOC
and in document Competency Levels – NCO.
185
COPEL 2020 INTEGRATED REPORTGRI CONTENT INDEX GRI Standards
Disclosure
Observations
Page in
the report
Omission
GRI 102-20
Executive-level responsibility for economic,
environmental, and social topics
GRI 102: General
Disclosures 2016
GRI 102-21
Consulting stakeholders on economic,
environmental, and social topics
According to Copel’s Bylaws, the CEO and the Collegiate
Board are responsible for the economic, social,
environmental, climate change, and corporate governance
matters. See articles 34 (items I, III and IV) and 42 (item
I) of that document. The first one reports to the Collegiate
Board and to the Board of Directors (BOD), and the
second one to the BOD.
Also bear related attributions, according to the Internal
Regulations of the Collegiate Board, the Legal and
Institutional Relations Director (article 5th), the Financial
and Investor Relations Director (article 4th), and the
Governance, Risk and Compliance Director (article 7th).
All of them report to the CEO, to the Collegiate Board,
and to the BOD.
221
The abovementioned documents are available at the
Company’s website.
The Chief Management Officers (directors and members
of the Board) evaluate the process to define the
Materiality Matrix that guides the elaboration of Copel’s
Integrated Report. This process involves an inquiry of
stakeholders on economic, environmental, and social
issues. Further information is available on page 5.
5
GRI 102-22
Composition of the highest governance body
and its committees
53, 223 and
224
GRI 102-23
Chair of the highest governance body
GRI 102-24
Nominating and selecting the highest
governance body
GRI 102-25
Conflicts of interest
The positions of Chairman of the Board of Directors and
CEO or main officer in the Company cannot be held by
the same person, as established in § 6th of Art. 17th of
Copel’s Bylaws.
54
57
186
COPEL 2020 INTEGRATED REPORTGRI CONTENT INDEX
GRI Standards
Disclosure
Observations
Page in
the report
Omission
GRI 102-26
Role of highest governance body in setting
purpose, values, and strategy
GRI 102-27
GRI 102-28
GRI 102-29
Collective knowledge of highest governance
body
Evaluating the highest governance body’s
performance
Identifying and managing economic,
environmental, and social impacts
GRI 102-30
Effectiveness of risk management processes
GRI 102: General
Disclosures 2016
GRI 102-31
Review of economic, environmental, and
social topics
The attributions of the Board of Directors to develop,
approve and update the objectives, mission statement,
vision, and values, and define strategies, policies and goals
associated to economic, environmental, and social matters
for the organization are forecasted in Art. 28th of Copel’s
Bylaws and in Art. 10th of its Internal Regulations.
55
55
5, 63
63
Copel has adopted an annual calendar of meetings and
ordinary assemblies of its governance bodies during
which economic, environmental, and social issues are
evaluated and resolved, as well as their impacts, risks
and opportunities, as established in Copel’s Bylaws and
in the Internal Regulations of the governance bodies.
Some matters have a predefined agenda, in conformity
the applicable legislation, especially the regulatory issues
and those associated to the Securities and Exchange
Commission’s Instructions, which determine mandatory
monitoring and rendering of accounts, such as: approval
of the Annual Letter on Public Policies and Corporate
Governance, Reference Form, Governance Report,
Sustainability Report (Integrated Report), remaining
corporate reports, and risk and impact monitoring reports.
The governance bodies also hold extraordinary meetings.
GRI 102-32
Highest governance body’s role in
sustainability reporting
The role of the Board of Directors in elaborating the
sustainability reports is described in article 13th of
Copel’s Bylaws, paragraph XXIV, according to which that
body must approve the document. The BOD also annually
approves the Materiality Matrix, which is based on the
contents of that report.
4 and 5
187
COPEL 2020 INTEGRATED REPORTGRI CONTENT INDEX
GRI Standards
Disclosure
Observations
Page in
the report
Omission
GRI 102-33
Communicating critical concerns
GRI 102: General
Disclosures 2016
The Statutory Audit Committee has, among its
attributions, to propose to Copel’s (Holding) Board of
Directors the promotion of actions aimed at:
internally disclosing the procedures for the receipt
and treatment of information about relevant errors or
frauds related to the accounting and audit practices,
and about internal controls, as well as noncompliance
with legal and regulatory provisions and internal
norms, while forecasting specific procedures to protect
informers, such as their anonymity and confidentiality
of the reported information;
monitoring, on an annual basis, the quality and integrity
of the internal control mechanisms, of the financial
statements, and of the disclosed information and
measurements;
evaluating and monitoring, on a quarterly basis
or as per occurrence, together with the Board of
Directors and the Internal Audit area, the suitability of
transactions with related parties in conformity with the
pertinent policies;
evaluating and monitoring, on an annual basis,
corporate exposition to risk. The Statutory Audit
Committee must, individually or together with the
independent audit company hired by the Company,
formally communicate to the administrative bodies,
within the maximum term of three working days after
its identification, the existence of or any evidence on:
noncompliance with legal and regulatory norms that
might pose a risk to the continuity of the Company’s
business; frauds at any amount perpetrated by the
Board of Directors and/or its members; relevant frauds
perpetrated by own employees or third parties; and
errors that might lead to relevant inaccuracies in the
accounting and financial statements.
GRI 102-34
Nature and total number of critical concerns
GRI 102-35
Remuneration policies
GRI 102-36
Process for determining remuneration
60
54
54
188
COPEL 2020 INTEGRATED REPORTGRI CONTENT INDEX GRI Standards
Disclosure
Observations
Page in
the report
Omission
GRI 102-37
Stakeholders’ involvement in remuneration
GRI 102-38
Annual total compensation ratio
GRI 102-39
Percentage increase in annual total
compensation ratio
Engagement With Stakeholders
GRI 102-40
List of stakeholder groups
GRI 102-41
Collective bargaining agreements
GRI 102-42
Identifying and selecting stakeholders
The only stakeholder involved with the process to
determine remuneration is the Government of the State
of Paraná, through the State Companies Control Council
(Conselho de Controle das Empresas Estaduais/CCEE).
89
89
107, 108
100% of Copel’s own employees (6,667) are covered by
collective negotiation agreements.
The identification of the stakeholders to engage with is
based on their level of influence on Copel’s activities,
businesses, and decision-making processes, as well as on
the Company’s level of impact over them.
107
GRI 102-43
to stakeholder engagement
GRI 102: General
Disclosures 2016
GRI 102-44
Key topics and concerns raised
Reporting Practices
GRI 102-45
Entities included in the consolidated financial
statements
A list of the entities included in Copel’s Consolidated
Financial Statements can be found at: https://ri.copel.
com/dados-financeiros/central-de-resultados/
GRI 102-46
Defining report content and topic Boundaries
GRI 102-47
List of material topics
GRI 102-48
Restatements of information
GRI 102-49
Changes in reporting
GRI 102-50
Reporting period
GRI 102-51
Date of most recent report
Total electric power consumption in 2019 has been revised
to include operational consumption (in substations and
power plants)
Copel’s previous report was published on June 18, 2020,
and pertained to year 2019.
GRI 102-52
Report cycle
Reports are issued on an annual basis.
189
22, 59, 82,
108
4, 7 a 9
5, 7 to 9
7 to 9
60, 139
5
4
COPEL 2020 INTEGRATED REPORTGRI CONTENT INDEX
GRI Standards
Disclosure
Observations
Page in
the report
Omission
GRI 102-53
GRI 102-54
Contact point for questions regarding the
report
Claims of reporting in accordance with the
GRI Standards
GRI 102-55
GRI content index
GRI 102: General
Disclosures 2016
GRI 102-56
External assurance
Organizational Profile
Electric Sector`s
Disclosures
EU1
EU4
Material Topics
Covid-19 Pandemic
Installed capacity, broken down by primary
energy source and by regulatory regime
Length of above and underground
transmission and distribution lines by
regulatory regime
GRI 103:
Management
Approach
GRI 103-1
Explanation of the material topic and its
Boundary
GRI 103-2
The management approach and its components
GRI 103-3
Evaluation of the management approach
Corporate Governance
GRI 103:
Management
Approach
GRI 103-1
Explanation of the material topic and its
Boundary
GRI 103-2
The management approach and its components
GRI 103-3
Evaluation of the management approach
4
4
183 to 208
209 to 212
163
169
6
24, 48, 62, 69,
97, 105, 111,
125, 157, 181
24, 48, 62, 69,
97, 105, 111,
125, 157, 181
51, 53, 54
51, 53, 54
51, 55, 60
External verification has been conducted by the
independent external audit company Deloitte Touche
Tohmatsu, hired to make sure data and information are
in conformity with the GRI norms, and also to audit
the Company’s Consolidated Financial Statements. The
scope of this process is detailed in the Audit Report,
annexed to this document on pages 209 to 212. The
document has been previously approved by Copel’s
Board of Directors.
190
COPEL 2020 INTEGRATED REPORTGRI CONTENT INDEX GRI Standards
Disclosure
Observations
Page in
the report
Omission
Main corruption risks identified in 2020:
Misconduct by employees;
Colluding with clients;
Violation of laws;
Improper use of assets and resources;
Diversion of financial resources;
Violation of internal norms, policies and procedures;
Theft of physical assets;
Conflicts of interest;
Leakage or improper use of information;
Irregularity in contracts or bids;
Favoritism;
Documental frauds;
Irregularity when rendering travel accounts;
Misconduct by suppliers;
Provision of illegal information;
Colluding with suppliers;
Frauds in accounting statements;
Frauds with securities;
Information theft, loss, or tempering;
Briberies and kickbacks;
Use of agents for influence peddling;
Use of privileged information;
Undue payments for customs clearance and to issue
licenses;
Receipt of gifts and entertainment above the allowed
values;
Overbilling schemes;
Manipulation of proposals and illegal pricing;
Diversion of resources through promotional expenses to
attend events;
Diversion of resources through charitable donations;
Diversion of resources through sponsorships;
Diversion of resources through social programs and
political donations; and
Improper payments.
59
58
59
191
GRI 205-1
Operations assessed for risks related to
corruption
GRI 205:
Anticorruption
Practices 2016
GRI 205-2
GRI 205-3
Communication and training on about anti-
corruption policies and procedures
Confirmed incidents of corruption and actions
taken
COPEL 2020 INTEGRATED REPORTGRI CONTENT INDEX GRI Standards
Disclosure
Observations
Page in
the report
Omission
GRI 206:
Anticompetitive
Behavior
GRI 206-1
Legal actions for anti-competitive behavior,
anti-trust, and monopoly practices
In 2020, Copel was not subject to any lawsuit due to the
abovementioned reasons.
GRI 415:
PUBLIC POLICIES
2016
GRI 415-1
Political contributions
Operational Efficiency
GRI 103-1
Explanation of the material topic and its
Boundary
GRI 103-2
The management approach and its components
GRI 103:
Management
Approach 2016
GRI 103-3
Evaluation of the management approach
Organizational Profile
EU2
Net energy output broken down by primary
energy source and by regulatory regime
Electric Sector’s
Disclosures
Availability and Reliability
EU6
Management approach to ensure short and
long-term electricity availability and reliability
Since it is a mixed capital company, Copel is legally
hindered from making this kind of contribution. Art.
31st, paragraph III, of Law nº 9,096, of September 19,
1995, forbids political parties to directly or indirectly
receive, under any form or pretext, any contribution or
pecuniary aid or equivalent to cash, including through
publicity of any kind, from public entities and legal
persons of any nature, except for the endowments
mentioned in Art. 38th of that Law and those associated
to the Special Campaign Grant Fund.
37 to 39
37 to 39
37 to 39, 60
41, 164
40, 42
Monthly generation in the power plants is monitored
based on the daily-programmed volume set by the
National System Operator and on the reports disclosed
every month by the Electric Energy Trading Chamber
(CCEE). A report is elaborated every month on generation
in the last 12 months to monitor the amount of energy
generated by the Company.
192
COPEL 2020 INTEGRATED REPORTGRI CONTENT INDEX GRI Standards
Disclosure
Observations
Demand Management
Page in
the report
Omission
Electric Sector’s
Disclosures
EU7
Demand-side management programs including
residential, commercial, institutional and
industrial programs
Energy efficiency project in partnership with the Federal
University of Paraná, contemplating:
implementation of a monitoring and measurement system/
energy balance;
implementation of an energy management system;
creation of an Internal Energy Conservation Commission
(CICE) or an equivalent one.
R&D Project 2866 0508 - “Open middleware and energy
management system for the home of the future”, focusing
on the research and development of a HEMS system
(Home Energy Management System) that provides
interoperability between devices made by many different
manufacturers through the adoption of standardized
elements and an innovative middleware design.
“R&D Project 2866 0516 - Module to integrate an electric
power distributor into energy management platforms
on the demand side in the electric mobility segment” –
focused on the development of a communication and
integration module for an electric power distributor with
energy management platforms on the demand side (GLD),
for the electric mobility segment. The module enables
a GLD platform to manage mobile loads operated in the
system, based also on electric grid measurements, dynamic
tariffs, and to do it in a predictive manner according to
historical data, and to the data and information received
from the energy distributor. It includes a dashboard,
enabling the power distributor to request GLD operations
in its infrastructure. The module enables loads to be
stimulated and activated to operate during lower demand
times to offer differentiated tariffs, that is, it allows
operating outside peak times and/or at the time with
the highest availability of renewable and clean power
generation capacity. Application of a Communication
and Integration Module DSO-DSM (Distribution System
Operator - Demand Side Management), with the DSO
being the power distributor and DSM acting as an energy
management platform and for electric vehicle recharging,
which will enable integrating those companies into power
distributors on the grid side so that distributors can operate
GLD according to full-time and real-time information on
the operations in the infrastructure. This will facilitate
supervision and control of electric power distribution
especially by managing mobile loads.
193
44
COPEL 2020 INTEGRATED REPORTGRI CONTENT INDEX
GRI Standards
Disclosure
Observations
Page in
the report
Omission
Availability and Reliability
EU8
EU10
Research and development activity and
expenditure aimed at providing reliable electricity
and promoting sustainable development
Planned capacity against projected electricity
demand over the long term, broken down by
energy source and regulatory regime
System Efficiency
Electric Sector’s
Disclosure
EU11
EU12
Access
Average generation efficiency of thermal
plants by energy source and by regulatory
regime
Transmission and distribution losses as a
percentage of total energy
EU28
Power outage frequency
EU29
Average power outage duration
Further information on the measures adopted by Copel
DIS to reduce the frequency of power supply disruptions
is available in the company’s sustainability report.
Further information on the measures adopted by Copel
DIS to reduce the duration of power supply disruptions is
available in this subsidiary’s socio-environmental report.
EU30
Average plant availability factor by energy
source and by regulatory regime
Labor Health and Safety
GRI 103:
Management
Approach 2016
GRI 103-1
Explanation of the material topic and its
Boundary
GRI 103-2
The management approach and its components
GRI 103-3
Evaluation of the management approach
GRI 403:
Labor Health
and Safety 2018
GRI 403-1
GRI 403-2
Occupational health and safety management
system
Hazard identification, risk assessment, and
incident investigation
194
Lack of
management
by COPEL
of this
disclosure
at this
business unit.
47, 163
41
43
43
43
41
98 to 102
98 to 102
60, 98 to 102,
104
98 to 102
99
COPEL 2020 INTEGRATED REPORTGRI CONTENT INDEX GRI Standards
Disclosure
Observations
GRI 403:
Labor Health
and Safety 2018
GRI 403-3
Occupational health services
GRI 403-4
Worker participation, consultation, and
communication on occupational health and
safety
GRI 403-5
Worker training on occupational health and
safety
GRI 403-6
Promotion of worker health
GRI 403-7
Prevention and mitigation of occupational
health and safety impacts directly linked by
business relationships
GRI 403-8
Workers covered by an occupational health
and safety management system
GRI 403-9
Work-related injuries
GRI 403-10 Work-related ill health
Employment
Electric sector’s
Disclosures
EU16
EU18
Policies and requirements regarding health
and safety of employees and employees of
contractors and subcontractors
Percentage of contractor and subcontractor
employees that have undergone relevant
health and safety training
Economic and Financial Performance
GRI 103:
Management
Approach 2016
GRI 103-1
Explanation of the material topic and its
Boundary
GRI 103-2
The management approach and its components
GRI 103-3
Evaluation of the management approach
Copel provides safety training when onboarding
contractors, however it has no control over the number
of onboarding activities. It also offers retraining on
regulatory norms 10 and 35 and a course on GSST.
Legal and specific training is also offered on the
activity to be executed.
195
Omission
Page in
the report
99
101
101, 102
103
99
102
104
98
98
177 to 178
177 to 178
60, 177 to 178
COPEL 2020 INTEGRATED REPORTGRI CONTENT INDEX GRI Standards
Disclosure
Observations
GRI 201-1
Direct economic value generated and distributed
Page in
the report
180
Omission
GRI 201:
Economic
Performance
GRI 201-3
Defined benefit plan obligations and other
retirement plans
GRI 201-4
Financial assistance received from government
Staff Management
GRI 103:
Management
Approach 2016
GRI 103-1
Explanation of the material topic and its
Boundary
GRI 103-2
The management approach and its components
GRI 103-3
Evaluation of the management approach
GRI 401-1
New employee hires and employee turnover
GRI 401:
Employment
2016
GRI 401-2
Benefits provided to full-time employees that
are not provided to temporary or part-time
employees
All of Copel’s employees are eligible for the retirement plans
and their adhesion is voluntary.
Normal contribution:
Divided into two ranges: the first one is limited to 10
Welfare Units (WU) - each one in the total amount of R$
412.33 -, with discounts varying from 2% to 4%. The
values of the Actual Contribution Salary (ACS) that exceed
the first range have a 12% discount over the difference.
91
227
79 to 81, 93
and 94
79 to 81, 93
and 94
60, 79 to 81
85
The package of benefits offered by Copel is composed
of: Meal/Food Voucher, Snack Voucher, Childcare Aid,
Extended Maternity Leave, Extended Paternity Leave, Profit
and Result Sharing Program – PRSP, Anticipation of the
13th Wage, Education Aid, Vacation Advance, Vacation
Bonus, Payment of an extra one-third holiday bonus, in
addition to the legally required one-third holiday bonus,
Flexible Working Hours, Aid to Persons with disabilities,
Aid to employees who have a dependent with a disability,
Professional Requalification and Retraining Program, Traffic
Safety Prize, Sick Pay Complementation, Life Insurance,
Chemical Dependency Program, and Vaccinations. Benefits
to promote quality of life – Internal Games, Sesi’s Games,
Pre-Retirement Program, Family Day, Energy and Health
Space, Copel’s Coral, Raffle of tickets to shows and theater
plays, Time during working hours to perform voluntary work.
Benefits offered through the Copel Foundation – Private
Pension, Savings Plan, Medical, Hospital, Odontological and
Pharmaceutical Assistance Plan, and Loans at lower interest
rates than those offered in the market.
89
196
COPEL 2020 INTEGRATED REPORTGRI CONTENT INDEX GRI Standards
Disclosure
Observations
Page in
the report
Omission
Staff Management
GRI 401:
Employment
GRI 402:
Management Of
Labor Relations
2016
GRI 401-3
Parental leave
90
GRI 402-1
Minimum notice periods regarding operational
changes
There are no established terms at Copel to communicate
operational changes. This issue is not forecasted either in
the collective agreement. However, the Company keeps
a close relationship with employees’ representatives
and usually previously informs them when significant
operational changes might occur in the organization.
GRI 404-1
Average hours of training per year per
employee
GRI 404:
Training and
Education 2016
GRI 404-2
Programs for upgrading employee skills and
transition assistance programs
For further details on the training and qualification
actions executed by Copel DIS and Copel GeT, check
the sustainability reports issued by these subsidiaries
available at copel.com.
GRI 404-3
Percentage of employees receiving regular
performance and career development reviews
GRI 405-1
Diversity of governance bodies and employees
GRI 405-2
Ratio of basic salary and remuneration of
women to men
GRI 406-1
Incidents of discrimination and corrective
actions taken
GRI 405:
Diversity
and Equal
Opportunities
2016
GRI 406:
Non-Discrimination
2016
96
91, 93
95
84, 232
89
87
197
COPEL 2020 INTEGRATED REPORTGRI CONTENT INDEX
GRI Standards
Disclosure
Staff Management
Observations
Page in
the report
Omission
GRI 407:
Freedom Of
Association
And Collective
Negotiation 2016
GRI 407-1
Operations and suppliers in which the right
to freedom of association and collective
bargaining may be at risk
The risks of violation involve janitor, cleaning, mowing,
and conservation contracts. Copel (Holding), upon holding
bids for the acquisition and contracting of services
under exclusive workforce dedication, requires suppliers
to inform in a proposal letter, among other items: the
Collective Labor Agreement, cost composition and price
formation pertaining to the contracted professionals, by
indicating their workers’ unions, collective agreements, and
normative sentences or laws that rule the categories that
will provide the services, and their respective base dates
and validities.
In case it fails to comply with that disposed in contract,
a supplier may suffer the following sanctions:
written warning due to noncompliance with a low-
impact obligation when executing a contract, which
does not lead to actual damages to Copel, to the
environment, or to third parties;
contractual fines;
temporary suspension from bids and impediment to
enter into contracts with Copel and its wholly owned
subsidiaries and controlled companies for a term of up
to two years, due to noncompliance with contractual
obligations that might generate severe consequences to
or a significant impact on Copel or public interest;
temporary suspension from bids and impediment to
enter into contracts with Copel and its wholly owned
subsidiaries and controlled companies, for a term of
up to two years, due to the occurrence of a serious
accident associated to the execution of the object of
the contract, with permanent injury or death, affecting
Copel’s own employees, its contractors, or third
parties, due to proven guilty or willful misconduct of
the contracted party. The contract may be suspended,
with an impediment for up to two years to take part in
new bids held by the Company.
According to the severity of an occurrence, the contract
with such a supplier may be rescinded and the competent
legal authorities informed about the infraction.
198
COPEL 2020 INTEGRATED REPORTGRI CONTENT INDEX GRI Standards
Disclosure
Observations
Employment
Page in
the report
Omission
Electric Sector’s
Disclosures
EU14
Programs and processes to ensure the
availability of a skilled workforce
EU15
Percentage Of Employees Eligible To Retire
In The Next 5 And 10 Years Broken Down By
Job Category And By Region
Environmental Management
Copel (Holding) does not promote actions such as trainee
or technical apprenticeship programs, partnerships
with universities or research centers, or any other
such initiative aimed at ensuring the availability of
specialized workforce besides the staff development
initiatives mentioned on page 83 to 84. Check the socio-
environmental reports issued by Copel GeT and of Copel
DIS for further information on the initiatives implemented
by these subsidiaries.
Gri 103:
Management
Approach 2016
GRI 301:
Materials 2016
GRI 302:
Energy 2016
GRI 103-1
Explanation of the material topic and its
Boundary
GRI 103-2
The management approach and its components
GRI 103-3
Evaluation of the management approach
GRI 301-1
Materials used by weight or volume
GRI 302-1
Energy consumption within the organization
Energia elétrica vendida:
2019 - 55,189.1 mil GJ
2020 - 65,413.5 mil GJ
GRI 302-2
Energy consumption outside of the organization
GRI 302-3
Energy intensity
GRI 302-4
Reduction of energy consumption
93
92
137 and 138
137 and 138
60, 137 and
138
160
139
140
138, 140
Copel does
not manage
the disclosure
of such
information.
GRI 302-5
Reductions in energy requirements of
products and services
No reduction of energy consumption requirements was
reported in 2020.
199
COPEL 2020 INTEGRATED REPORTGRI CONTENT INDEX
GRI Standards
Disclosure
Environmental Management
Observations
Page in
the report
Omission
GRI 303-1
Interactions with water as a shared resource
141 to 143
GRI 303-2
Management of water discharge-related impacts
GRI 303-3
Water withdrawal
GRI 303:
Water And
Effluents 2018
GRI 303-4
Water discharge
GRI 303-5
Water consumption
144
142
144
All the water discharged by Copel is considered fresh water,
that is, it contains a quantity lower than 1,000 mg/L of
dissolved solids. No discharge is made into areas facing
water stress.
17.38 ml were treated in a filter sump system, of which
14.54 ml were sent to drainage systems, and the remainder
2.84 ml were launched into a surface water body.
Water consumption calculated as the total volume
caught less the total disposed volume does not apply to
Copel, since the majority of its water intake is destined
to non-consumptive use. As regards water intake from
third parties, Copel adopts as a standard to consider that
20% of the total volume will be consumed, and 80%
discarded. Thus, out of 117.46 megaliters caught from
third parties in 2020, 23.49 megaliters were consumed.
200
COPEL 2020 INTEGRATED REPORTGRI CONTENT INDEX GRI Standards
Disclosure
Environmental Management
Observations
Page in
the report
Omission
GRI 304-1
Operational sites owned, leased, managed in,
or adjacent to, protected areas and areas of
high biodiversity value outside protected areas
GRI 304-2
Significant impacts of activities, products and
services on biodiversity
GRI 304-3
Habitats protected or restored
228 to 231
146 to 149,
150 and 151
152, 154 to
155
GRI 304:
Biodiversity
2016
GRI 304-4
IUCN Red List species and national
conservation list species with habitats in
areas affected by operations
Copel DIS used as data on local flora the results
mentioned in its enterprises’ inventory forest reports.
The survey considered 100% of the forest inventories
elaborated for high-voltage power distribution lines
(seven) and substations (two), and a 40.2% sample of the
forest inventories elaborated for medium-voltage power
distribution grids (out of a total of 174 studies). To survey
data on local fauna, it considered the data contained
in 22 simplified environmental assessments (SEA)
elaborated in 2020, for 16 high-voltage power distribution
lines and 6 substations, in addition to two SEA’s for
high-voltage power distribution lines from consuming
units. Just those species actually recorded during field
campaigns and that had been included in any category
of endangered species were included. Therefore, species
with potential occurrence, that is, those that are recorded
through secondary data taken from other studies, were
not taken into consideration. Data from interviews were
not considered either. The red list of the International
Union for the Conservation of Nature (IUCN) and the most
recent national and state lists elaborated by the Chico
Mendes Institute for Biodiversity Conservation (Instituto
Chico Mendes de Conservação da Biodiversidade/ICMBio)
and the Water and Land Management Institute (IAT)
were utilized. In the case of species included in different
categories in those lists, the category with the highest
threat was considered. Copel GeT considered those same
lists in its survey. The remaining subsidiaries do not have
any impact on local fauna and flora species.
156
201
COPEL 2020 INTEGRATED REPORTGRI CONTENT INDEX GRI Standards
Disclosure
Environmental Management
Observations
Page in
the report
Omission
GRI 305:
Emissions 2016
GRI 305-1
Direct (Scope 1) GHG emissions
GRI 305-2
Energy indirect (Scope 2) GHG emissions
GRI 305-3
Other indirect (Scope 3) GHG emissions
GRI 305-4
GHG emissions intensity
GRI 305-5
Reduction of GHG emissions
GRI 305-6
Emissions of ozone-depleting substances
(ODS)
A Copel não produz, importa ou exporta SDO.
GRI 305-7
Nitrogen oxides (NOX), sulfur oxides (SOX),
and other significant air emissions
Due to its modernization, the Thermoelectric Plant of
Figueira is out of operation, and therefore no atmospheric
emission was verified in year 2020.
The remaining subsidiaries and Copel (Holding) do not
perform any atmospheric emission generating operational
activity.
GRI 306-1
GRI 306-2
Waste generation and signifi-cant impacts
associated to waste
Manage-ment of significant impacts
associated to waste
GRI 306-3
Generated Waste
GRI 306-4
Waste not sent to final disposal
GRI 306-5
Waste not sent to final disposal
GRI 308-1
New suppliers that were screened using
environmental criteria
GRI 308-2
Negative environmental impacts in the supply
chain and actions taken
GRI 306:
Waste 2020
GRI 308:
Environmental
Evaluation Of
Suppliers 2016
Copel GeT has evaluated its critical suppliers as regards
the environmental impacts of greenhouse gas emissions
in 2019. Further information on this action can be found
in the company’s Socio-Environmental and Economic and
Financial Report.
202
159
159
159
159
159
144 and 145
144 and 145
145
146
146
113
113
COPEL 2020 INTEGRATED REPORTGRI CONTENT INDEX
Observations
Page in
the report
Omission
GRI Standards
Disclosure
Environmental Management
Electric Sector’s
Disclosures
Biodiversity
EU13
Risk Management
Biodiversity of offset habitats compared to
the biodiversity of the affected areas
GRI 103:
Management
Approach 2016
GRI 201:
Economic
Performance
2016
GRI 103-1
Explanation of the material topic and its
Boundary
GRI 103-2
The management approach and its components
GRI 103-3
Evaluation of the management approach
GRI 201-2
Financial implications and other risks and
opportunities due to climate change
Copel does control the financial implications of climate
changes, since such a process would depend on
information from many different areas, and in many of
them this kind of data has not been managed yet.
Gri 418: Client
Privacy 2016
GRI 418-1
Substantiated complaints concerning breaches of
customer privacy and losses of customer data
No confirmed complaint associated to privacy breach or
client data loss was identified in Copel, in 2020.
Regulatory Environment
GRI 103-1
Explanation of the material topic and its
Boundary
GRI 103-2
The management approach and its components
GRI 103-3
Evaluation of the management approach
GRI 307-1
Non-compliance with environmental laws
and regulations
Copel paid, in 2020, an environmental fine in the total
amount of R$ 14.7 thousand due to unauthorized
vegetation suppression.
Gri 103:
Management
Approach 2016
GRI 307:
Environmental
Compliance
2016
203
153
63 to 64
63 to 64
60, 63 to 64,
66
63, 156, 225
e 226
21 to 22
21 to 22, 24
21 to 22, 60
COPEL 2020 INTEGRATED REPORTGRI CONTENT INDEX
GRI Standards
Disclosure
Observations
Page in
the report
Omission
GRI 419: Social
Compliance
2016
Client Satisfaction
GRI 103:
Management
Approach 2016
GRI 419-1
Non-compliance with laws and regulations in
the social and economic area
Copel was not subject, in 2020, to any fine or sanction
due to nonconformity with laws and regulations in the
social and economic areas.
GRI 103-1
Explanation of the material topic and its
Boundary
GRI 103-2
The management approach and its components
GRI 103-3
Evaluation of the management approach
Organizational Profile
EU3
Access
EU23
Number of residential, industrial, institutional
and commercial customer accounts
Programs, including those in partnership with
government, to improve or maintain access to
electricity and customer support services
Electric Sector’s
Disclosures
EU26
Percentage of population unserved in licensed
distribution or service areas
According to Ordinance 2344 and Annex I issued
by Aneel on July 17, 2012, Copel concluded the
Universalization Plan in urban and rural areas respectively
in 2006 and 2010.
EU27
Number of residential disconnections for
non-payment, broken down by duration of
disconnection and by regulatory regime
Provision Of Information
EU24
Practices to address language, cultural,
low literacy and disability related barriers
to access and safely use electricity and
customer support services
109 to 110
109 to 111
60, 109 to 111
110 and 111
45 to 46
46
111
112
204
COPEL 2020 INTEGRATED REPORTGRI CONTENT INDEX GRI Standards
Disclosure
Observations
Local Communities And Social Investments
GRI 103:
Management
Approach 2016
GRI 103-1
Explanation of the material topic and its
Boundary
GRI 103-2
The management approach and its components
GRI 103-3
Evaluation of the management approach
Local Communities And Social Investments
Page in
the report
Omission
115 to 116
115 to 116
60, 115 to 116
GRI 202: Market
Presence 2016
GRI 203: Indirect
Economic
Impacts 2016
GRI 202-1
Ratios of standard entry level wage by gender
compared to local minimum wage
GRI 202-2
Proportion of senior management hired from
the local community
GRI 203-1
Infrastructure investments and services
supported
Copel does not have a detailed control over the wages
paid to outsourced employees, since this information
is pulverized between the many different contract
management areas and its wholly owned subsidiaries.
89
Copel hires its employees through public contests,
and therefore there is no such differentiation when
contracting staff.
Copel’s infrastructure investments are made through its
subsidiaries. Further details are available in the socio-
environmental reports issued by Copel GeT and Copel DIS.
115
GRI 203-2
Significant indirect economic impacts
44, 125, 148
GRI 204: Market
Practices 2016
GRI 204-1
Proportion of spending on local suppliers
GRI 408: Child
Labor 2016
GRI 408-1
Operations and suppliers at significant risk for
incidents of child labor
GRI 409:
Forced Labor Or
Equivalent To
Slavery 2016
GRI 411: Rights
Of Indigenous
Peoples 2016
GRI 409-1
Operations and suppliers at significant risk for
incidents of forced or compulsory labor
GRI 411-1
Incidents of violations involving rights of
indigenous peoples
Copel does not have a specific policy or practice to
contract local suppliers, however the majority of them
are concentrated in the State of Paraná, where the
Company’s headquarters are located. Copel GeT: 73%;
Copel DIS: 18%; Copel COM: 58%; Copel CTE: 53%; and
Copel (Holding): 53%.
The provided services that may pose the risk of hiring
child labor, in Copel’s case, are those involving janitor,
cleaning, and conservation services.
The provided services that may pose the risk of hiring
forced labor or equivalent to slavery, in Copel’s case,
are those involving janitor, cleaning, and conservation
services, and those requiring temporary lodging of
workers, especially in rural areas.
The provided services that may pose the risk of violating
the rights of indigenous peoples are those involving janitor,
cleaning, and conservation services, and those requiring
temporary lodging of workers, especially in rural areas.
113
113
123
205
COPEL 2020 INTEGRATED REPORTGRI CONTENT INDEX GRI Standards
Disclosure
Observations
Page in
the report
Omission
GRI 412-1
Operations that have been subject to human
rights reviews or impact assessments
GRI 412: Human
Rights Evaluation
2016
Copel does not undertake formal analyses on human
rights. The Company complies with the supplier
contracting management processes and procedures
described on page 112 and 113. As regards its own
operations, the management of human rights issues is
described on page 76.
GRI 412-2
Employee training on human rights policies or
procedures
76
Local Communities And Social Investments
GRI 413-1
Operations with local community
engagement, impact assessments, and
development programs
Details on the programs implemented by Copel DIS and
Copel GeT can be found in the sustainability reports
issued by these subsidiaries.
117 to 120,
123
GRI 413:
Local
Communities
2016
GRI 413-2
Operations with significant actual and
potential negative impacts on local
communities
Negative impacts are seen within the scope of Copel
GeT and Copel DIS operations. The main negative
impacts generated by Copel GeT’s operations are:
pressure on urban infrastructure and public services
resulting from population increase and urban
development during construction works; interferences
with economic activities associated to the use of
natural resources and/or to the polygon of properties
affected by enterprises; compulsory displacement of
local populations and changes in their ways of life due
to changes in economic production conditions, and
in local relationships and social organization; risks of
economic and population downturn in the municipalities
after the end of the works; and disturbance of
populations neighboring the facilities due to the higher
circulation of people and vehicles, and noise emission
common to the employed equipment. As for Copel DIS’
main impacts, they are: waste and dust generation;
increase in noise and vibration levels; visual impact/
changes in the natural landscape due to vegetation
suppression; limitation of soil use and occupation; and
interference with the daily routines of surrounding
communities. The most significant socio-environmental
impacts of power distribution grids (low-voltage and
13.8- and 34.5-kV grids) are accidents with third
parties, management of vegetation under power grids,
and interference on the urban landscape. Further details
can be found in the socio-environmental reports issued
by those subsidiaries available at copel.com.
206
COPEL 2020 INTEGRATED REPORTGRI CONTENT INDEX GRI Standards
Disclosure
GRI 414:
Social Evaluation
Of Suppliers
2016
GRI 414-1
GRI 414-2
New suppliers that were screened using social
criteria
Observations
Negative social impacts in the supply chain
and actions taken
Copel does not manage the quantity of suppliers
identified as having negative social impacts.
Page in
the report
113
Omission
Local Communities And Social Investments
Local Communities
Electric Sector’s
Disclosures
EU19
Stakeholder participation in the decision
making process related to energy planning and
infrastructure development
According to the environmental legislation in force and to
the criteria set by the environmental licensing entities, when
environmental studies are undertaken consultations must
be made to the dwellers from the areas directly affected by
an enterprise, which helps analyze the socio-environmental
viability of the works.
During the implementation phase, relationship-building
programs with local communities are implemented to clear
doubts about an enterprise, and on the possible impacts during
the construction works, among other issues. Communication
channels are made available to local communities in order to
collect information and to provide eventual guidance on the
impacts that might require mitigation measures.
The parties involved with these activities are the licensing
entities, such as the Environment Institute of the State of
Paraná (Instituto Ambiental do Paraná/IAP), local Environment
Secretariats, City Halls, the Public Prosecutor’s Office, the
Brazilian Institute of Environment and Renewable Natural
Resources (Instituto Brasileiro de Meio Ambiente e Recursos
Naturais Renováveis/Ibama), the Chico Mendes Institute
for Biodiversity Conservation (ICMBio), and independent
bodies (IPHAN/National Historic and Artistic Heritage
Institute, FUNAI, Water Institute, local Agriculture and Supply
Secretariats, and Education Secretariats, among others.
The participating civil society organizations are: Consumers’
Councils, Farmers’ Unions, the Federation of APAEs
(Association of Parents and Friends of Exceptional Children),
and Dwellers’ Associations.
Copel also takes part in many discussion forums and
associations linked to the sector, especially the Brazilian
Association of Electric Power Distributors (Associação
Brasileira de Distribuidoras de Energia Elétrica/Abradee),
with the purpose of helping develop the electric power
distribution sector in Brazil.
47
207
COPEL 2020 INTEGRATED REPORTGRI CONTENT INDEX GRI Standards
Disclosure
Observations
Page in
the report
Omission
Local Communities And Social Investments
Local Communities
EU20
EU22
Approach to managing the impacts of
displacement
Number of people physically or economically
displaced and compensation, broken down by
type of project
Contingency And Disaster And Emergency Response Plans
EU21
Contingency planning measures, disaster/
emergency management plan and training
programs, and recovery/restoration plans
Client Health And Safety
Electric Sector’s
Disclosures
121
121
68
EU25
Number of injuries and fatalities to the public
involving company assets, including legal
judgments, settlements and pending legal
cases of diseases
In 2020, four lawsuits related to health and safety issues
were resolved. Copel still faces 92 pending lawsuits
related to those issues.
120
208
COPEL 2020 INTEGRATED REPORTGRI CONTENT INDEX Assurance
Companhia Paranaense de Energia – Copel
Independent Auditor’s Limited
Assurance Report on GRI
Standards Disclosures Included in the
2020 Integrated Reporting
Deloitte Touche Tohmatsu Auditores Independentes
(Convenience Translation into English from the Original Previously
Issued in Portuguese)
INDEPENDENT AUDITOR’S LIMITED ASSURANCE REPORT ON
GRI STANDARDS DISCLOSURES INCLUDED IN THE 2020
INTEGRATED REPORTING
To the Management and Shareholders of
Companhia Paranaense de Energia - Copel
Curitiba - PR
Introduction
We have been engaged by the Management of Companhia Paranaense
de Energia - Copel (“Company”) to submit our limited assurance report
on the compilation of the information related to the GRI Standards
disclosures included in the Company’s 2020 Integrated Reporting for the
year ended December 31, 2020.
Management’s responsibilities
The Company’s Management is responsible for the preparation and
fair presentation of the information on GRI disclosures included in the
2020 Integrated Reporting, in accordance with the criteria defined by
the Global Reporting Initiative (GRI), Standard version, and for such
internal control as Management determines is necessary to enable the
preparation of this information that is free from material misstatement,
whether due to fraud or error.
Auditor’s responsibility
Our responsibility is to express a conclusion on the information on
GRI disclosures, included in the 2020 Integrated Reporting, based
on our limited assurance engagement conducted in accordance with
Technical Communication (TC) No. 07/12, approved by the Federal
Accounting Council (CFC), and based on Brazilian standard NBC-
TO-3000 - Assurance Engagements other than Audits or Reviews,
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. Those standards
require that we comply with ethical requirements, including
independence requirements, and that the work be performed to
obtain limited assurance that the information on GRI disclosures,
included in the 2020 Integrated Reporting, taken as a whole, is free
from material misstatement.
209
COPEL 2020 INTEGRATED REPORTASSURANCE A limited assurance engagement conducted in accordance with
Brazilian standard NBC-TO-3000 (ISAE 3000) consists mainly of
making inquiries of Management and other professionals of the
Company involved in the preparation of the information on GRI
disclosures, included in the 2020 Integrated Reporting, as well as
applying analytical procedures to obtain evidence that enables us to
reach a limited assurance conclusion on the information taken as a
whole. A limited assurance engagement also requires the performance
of additional procedures when the independent auditor becomes aware
of matters that cause the auditor to believe that the information on
GRI disclosures, included in the 2020 Integrated Reporting, taken as a
whole, might present material misstatements.
The procedures selected were based on our understanding of the
aspects related to the compilation and presentation of the information
on GRI disclosures, included in the 2020 Integrated Reporting, and
other circumstances of the engagement and our consideration of the
areas in which material misstatements might exist.
The procedures comprised:
a) Planning the work, considering the materiality, the volume of
quantitative and qualitative information and the operating and
internal controls systems that were used to prepare the information
on GRI disclosures, included in the 2020 Integrated Reporting.
b) Understanding the calculation methodology and the procedures
adopted for the compilation of disclosures through interviews with
the managers responsible for the preparation of the information.
c) Applying analytical procedures to quantitative information and making
inquiries about the qualitative information and its correlation with the
disclosures in the information related to GRI disclosures, included in
the 2020 Integrated Reporting.
d) Comparing the financial disclosures with the financial statements
and/or accounting records.
The limited assurance engagement also included the compliance with
the guidelines and criteria of the GRI reporting framework, Standards
version, applied in the preparation of the information related to GRI
disclosures, included in the 2020 Integrated Reporting.
We believe that the evidence we have obtained is sufficient and
appropriate to provide a basis for our limited assurance conclusion.
Scope and limitations
The procedures applied in a limited assurance engagement are
substantially less in scope than those applied in an assurance
engagement for the purpose of issuing an opinion on the information
related to GRI disclosures, included in the 2020 Integrated Reporting.
Consequently, we were unable to obtain assurance that we have
become aware of all matters that might be identified in an assurance
engagement the objective of which is to issue an opinion. Had we
performed an engagement with the objective of issuing an opinion,
other matters and misstatements that might exist in the information
on GRI disclosures, included in the 2020 Integrated Reporting, might
have been identified. Accordingly, we do not express an opinion on
this information.
Non-financial data are subject to more inherent limitations than
financial data, due to the nature and diversity of the methods used to
210
COPEL 2020 INTEGRATED REPORTASSURANCE determine, calculate or estimate such data. Qualitative interpretations
on materiality, relevance and accuracy of the data are subject to
individual assumptions and judgments. In addition, we have not
performed any work related to data disclosed for prior periods or
future projections and goals.
The disclosures subject to the assurance procedures above are those
related to the significant matters obtained in the materiality study of
Company, conducted in 2020.
Other matters
Assurance scope
The criterion for defining the assurance scope consisted of selecting
disclosures directly related to material aspects informed by the
Company during the work planning stage, further excluding data and
information about projects and initiatives included in the Appendix to
the Company’s 2020 Integrated Reporting. The disclosures subject to
this assurance engagement are as follows:
Anti-corruption Disclosures: 205-1, 205-2 e 205-3.
Anti-competitive Behavior Disclosures: 206-1.
Materials Disclosures: 301-1.
Energy Disclosures: 302-1, 302-3 and 302-4.
Water and Effluents Disclosures: 303-1 and 303-5.
Biodiversity Disclosures: 304-2.
Effluents and Waste Disclosures: 306-3 and 306-5.
Environmental Compliance Disclosures: 307-1.
Employment Disclosures: 401-1.
Occupational Health and Safety Disclosures: 403-1, 403-9 and 403-10.
General Disclosures: 102-7, 102-8, 102-09, 102-16, 102-17, 102-21, 102-24, 102-25,
Training and Education Disclosures: 404-1 and 404-3.
102-26, 102-32, 102-34, 102-38 e 102-39.
Economic Performance Disclosures: 201-1, 201-2 e 201-3, 201-4.
Market Presence Disclosures: 202-1.
Indirect Economic Impacts Disclosures: 203-1 e 203-2.
Procurement Practices Disclosures: 204-1.
Diversity and Equal Opportunity Disclosures: 405-1 and 405-2.
Non-discrimination Disclosures: 406-1.
Freedom of Association and Collective Bargaining Disclosures: 407-1.
Child Labor Disclosures: 408-1.
Forced or Compulsory Labor Disclosures: 409-1.
Human Rights Assessment Disclosures: 412-1 and 412-2.
211
COPEL 2020 INTEGRATED REPORTASSURANCE
Local Communities Disclosures: 413-1 and 413-2.
Supplier Social Assessment Disclosures: 414-1.
Public Policy Disclosures: 415-1.
Customer Privacy Disclosures: 418-1.
Socioeconomic Compliance Disclosures: 419-1.
Sector Program Disclosures: G4-EU2, G4-EU03, G4-EU07, G4-EU08, G4-EU10, G4-EU14, G4-EU18, G4-EU19, G4-EU22, G4-EU25, G4-EU26, G4-EU27, G4-EU28, G4-EU29
and G4-EU30.
Guidelines and specifications
In accordance with the GRI guidelines, Standard version, the Company represents hereby that it “agrees” with the “Core/Essential” specifications
in its Integrated Reporting for the year ended December 31, 2020, which reports the essential performance disclosures and the power sector
supplement disclosures.
Conclusion
Based on the procedures performed, which are described herein, nothing has come to our attention that causes to believe that the information
related to the GRI disclosures, included in the in the 2020 Integrated Reporting, was not compiled, in all material respects, in accordance with the
Global Reporting Initiative (GRI) guidelines, Standard version.
Conclusão
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”.
Conclusão
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, 14 de maio de 2020
Curitiba, 14 de maio de 2020
Curitiba, May 19, 2021
The accompanying GRI Standards Disclosures has been translated into English for the convenience of readers outside Brazil.
DELOITTE TOUCHE TOHMATSU
Auditores Independentes
CRC nº 2 SP 011609/O-8 “F” PR
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
Engagement Partner
CRC nº 1 PR 050422/O-3
CRC nº 1 PR 050422/O-3
Fernando de Souza Leite
Contador
CRC nº 1 PR 050422/O-3
212
2020-CWT-0267 VF.docx
2020-CWT-0267 VF.docx
© 2020. Para mais informações, contate a Deloitte Touche Tohmatsu Limited.
© 2020. Para mais informações, contate a Deloitte Touche Tohmatsu Limited.
4
4
COPEL 2020 INTEGRATED REPORTASSURANCE
ANNEXES
Service provision in a rural area
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 disclosures 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.
214
COPEL 2020 INTEGRATED REPORT ANNEXES 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.
Promote sustained, inclusive
and sustainable economic growth,
full and productive employment
and decent work to all.
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.
Ensure healthy life and promote
the well-being for all, in all ages.
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.
215
COPEL 2020 INTEGRATED REPORT ANNEXES Due to the impacts of the Covid-19 pandemic, some programs and actions have been suspended until it is sufficiently safe to resume their activities.
Projects / Programs / Management Systems / Participations And Policies
Policies and management systems
Principles and Goals
Global Compact
SDG
Date
Start / End
Embracing voluntary commitments in the effort to promote sustainability, ethical conduct and
best practices of corporate governance: Global Compact; Business Pact for Integrity and against
Corruption and 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 supply chain.
1 a 10
1 a 10
Our Energy Program: includes the acquisition of new career opportunities, remuneration and personal
development to performance.
6
7, 8, 9
1 a 10
1 a 10
10
10
Generation by renewable sources: compliance with the strategic and sustainability guidelines
established for the generation business.
Ethical Guidance Board: Appreciates and issues guidance on processes related to ethical conduct
in the Company.
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 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.
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 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 socioenvironmental aspect, strengthening
the relationship with stakeholders.
Copel Corporate University - UniCopel: implementation of Educational Planning and management of
Leadership Development Programs, Graduate Courses (lato and strict sensu) and Languages.
216
16, 17
Various / Undetermined
8, 16
2008 / Undetermined
8
2013 / Undetermined
7, 9, 17
Undetermined
8, 16
2003 / Undetermined
8, 16
2009 / Undetermined
16
16
2015 / Undetermined
2014 / Undetermined
1, 2, 6
4, 5, 8, 10, 16 2014 / Undetermined
1, 2, 7, 8, 9
12, 13
2012 / Undetermined
4, 8
2007 / Undetermined
COPEL 2020 INTEGRATED REPORT ANNEXES 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.
INOV+ GeT Program: a program to promote innovation; started in 2015 to disseminate and
acknowledge innovative initiatives. In 2019, the initiative was restructured and started to use a
permanent platform for the reception of innovative proposals that will generate value and bring
management improvements.
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).
GT CLIMA – Working group that discusses climate change
(including mitigation and adaptation) in Curitiba.
Principles and Goals
Global Compact
SDG
Date
Start / End
1, 2, 7, 8, 9
11, 12, 13, 17
2011 / Undetermined
1, 8, 9
9
2015 / Undetermined
1 a 10
7, 8, 9
16, 17
2016 / Undetermined
9, 11, 12, 13
Rede Sustenta Paraná – Paraná network for the advance of sustainability in public management.
1 a 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 and Agronomy of PR, FUNCOGE, Brazilian Association for Clean Energy Generation,
Electricity Trading Chamber, State Council of Water Resources, Brazilian Association of Photo-voltaic
Solar Energy, Brazilian Committee of Electricity, Electronic, Illumination and Telecommunications.
7, 8, 9
6, 7, 15
Various / Undetermined
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 and Citizenship Forum, Environmental Committees of PR Public Prosecution Service.
7, 8, 9
6, 15, 17
Various / Undetermined
Voluntary participation in Paraná Competitive Movement and in examining boards of awards: National
of Quality, MPE Brasil and Paraná Quality in Management.
1 a 10
12, 17
2000 / Undetermined
Social and environmental programs, project and initiatives
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.
1, 2, 5
1, 4, 16
2006 / Undetermined
217
COPEL 2020 INTEGRATED REPORT ANNEXES Projects / Programs / Management Systems / Participations And Policies
Principles and Goals
Global Compact
SDG
Date
Start / End
Corporate Volunteer Program - Electricitizenship: enables employees to use up to four hours per
month for the execution of voluntary work.
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
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).
1, 2, 6
3, 5
2016 / Undetermined
2, 10, 11,
12, 17
2009 / Undetermined
8, 10, 11, 16
2007 / Undetermined
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.
7, 8, 9
6, 8, 9, 12, 13
2014 / Undetermined
EducaODS Program: aims to train and develop Copel professionals, formal and informal leaders on
issues related to sustainability.
1 to 10
4, 12
1998 / Undetermined
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 to 10
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 exceed 120 kWh.
1, 2, 10
1, 7, 10, 11, 17
2003 / Undetermined
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.
1, 2, 10
1, 7, 10, 11, 17
2003 / Undetermined
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.
1, 2, 8
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.
7, 8, 9
7, 11, 17
2007 / Undetermined
2, 7, 8, 11,
12, 17
2003 / Undetermined
Energy Efficiency Program: focused on the efficient use of electricity in residential, industrial,
commercial and public facilities, located in the concession area of Copel.
7, 8, 9
7, 9, 11, 12
2000 / Undetermined
218
COPEL 2020 INTEGRATED REPORT ANNEXES Projects / Programs / Management Systems / Participations And Policies
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
partici-pates 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.
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 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 of energy and obtention of reading for billing without displacements.
7, 8, 9
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
Principles and Goals
Global Compact
SDG
Date
Start / End
1, 2, 4, 5, 6, 10
1, 7, 9, 10, 17
2003 / Undetermined
1, 2, 6, 10
1, 4, 9, 10
2003 / Undetermined
1, 2, 4,
1, 9, 10
2010 / Undetermined
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.
1, 2, 7, 8, 9
7, 11, 12
2015 / Undetermined
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.
7, 8, 9
8, 11, 12
2006 / Undetermined
PrevenCÃO (Animal Prevention): public awareness about the importance of caring for pets to prevent
accidents with meter readers.
1, 7, 8
12
2015 / Undetermined
219
COPEL 2020 INTEGRATED REPORT ANNEXES Projects / Programs / Management Systems / Participations And Policies
Principles and Goals
Global Compact
SDG
Date
Start / End
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.
7, 8, 9
7, 8, 9
7, 8, 9
Experimental Station of Ichthyology Studies: study and reproduce species suitable for repopulation of
rivers and reservoirs in Paraná.
7, 8, 9
Control of invasive and / or exotic species: monitoring and control of invasive and / or exotic species
of fauna and flora.
Recovery of degraded areas: monitoring and recovery of degraded areas.
7, 8, 9
7, 8, 9
Forest farms: for production of appropriate seedlings to be used in the Company’s other programs.
7, 8, 9
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.
7, 8, 9
7, 8, 9
11, 15, 17
2008 / Undetermined
6, 15
6, 15
6, 15
15
15
15
15
2006 / Undetermined
1993 / Undetermined
1992 / Undetermined
2000 / Undetermined
1999 / Undetermined
1973 / Undetermined
2010 / Undetermined
4, 11
2000 / Undetermined
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 cyberbullying, through awareness lec-tures. It seeks to obtain the commitment of students
not to practice and 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). 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.
1, 2
4
Undetermined
7, 8, 9
9, 12, 13, 17
2016/Undetermined
7, 8, 9
13, 15, 17
2018/ Undetermined
220
COPEL 2020 INTEGRATED REPORT ANNEXES GRI Annexes
GRI 102-20
Areas / Executive
functions
Responsibility
Bodies that monitor performance
Collegiate Board
Responsible for economic, social, environmental, climate change, and corporate governance issues,
as established in Art. 46th of Copel’s Bylaws, according to which in addition to the attributions defined
by law and in its Internal Regulations, it applies to the Collegiate Board:
to deliberate on the Company’s business in a sustainable manner, considering the economic, social,
environmental, climate change, and corporate governance factors, as well as the related risks and opportunities.
Board of Directors, Sustainable
Development Committee, and
Investments and Innovation Committee
Responsible for economic, social, environmental, climate change, and corporate governance issues,
as established in Art. 34th of Copel’s Bylaws, according to which:
CEO of the Holding
I. to direct and coordinate the Company;
It applies to the CEO:
III. to direct and coordinate matters related to corporate planning and performance;
IV. look after the achievement of the Company’s goals, established according to the general guidelines
set by the General Assembly and the Board of Directors.
Responsible for social issues within the scope of the staff management and corporate education areas,
as established in Art. 3rd of the Internal Regulations of the Collegiate Board:
It applies to the Corporate Management Director of Companhia Paranaense de Energia – Copel (Holding) to:
I. define policies, guidelines and norms, in addition to coordinating the application, in the Company
and in its Wholly Owned Subsidiaries, of the actions associated to:
Collegiate Board, Board of
Directors, Sustainable Development
Committee, and Investment and
Innovation Committee
Corporate
Management
Director
a. staff management and corporate education;
b. service and supply logistics, corporate security;
c. Information Technology; and
d. process management and organizational development.
CEO, Collegiate Board, Board
of Directors, and Sustainable
Development Committee
II. coordinate and promote the relationship between the Company, its wholly owned subsidiaries, and
the Copel Foundation;
III. manage the relationship between the Company, its wholly owned subsidiaries, and workers’ unions;
221
COPEL 2020 INTEGRATED REPORT ANNEXES Areas / Executive
functions
Responsibility
Financial and
Investor Relations
Director
Responsible for economic issues, as established in Art. 4th of the Internal Regulations of the Collegiate
Board, according to which:
It applies to the Financial and Investor Relations Director of Companhia Paranaense de Energia –
Copel (Holding) to:
I. coordinate the matters related to management and economic, financial, tax, accounting, budget, cost,
and property security planning, and the financial applications and investments in the financial market
made by the Company and its wholly owned subsidiaries.
Governance, Risk
and Compliance
Director
Responsible for social, environmental, climate change, and corporate governance issues, as established in Art.
7th of the Internal Regulations of the Collegiate Board, according to which:
It applies to the Governance, Risk and Compliance Director of Companhia Paranaense de Energia –
Copel (Holding) to:
I. establish policies and guidelines, as well as to coordinate their application within the Company and its
wholly (directly and indirectly) owned subsidiaries, and as may be the case, in its companies controlled and
remaining equity holdings, associated to:
a. corporate sustainability, considering matters related to socioenvironmental, climate change, and social
responsibility aspects;
b. corporate governance;
c. corporate risk management;
d. internal controls; and
e. compliance.
Bodies that monitor performance
CEO, Collegiate Board, Board
of Directors, and Investment
and Innovation Committee
CEO, Collegiate Board, Board
of Directors, and Investment
and Innovation Committee
222
COPEL 2020 INTEGRATED REPORT ANNEXES GRI 102-22
Corporate governance body
Quantity of members as per gender
Quantity of members as per age group
Attributions
General Shareholders
Assembly
The quantity of members complies
with Art. 9th of Copel’s Bylaws,
in conformity with to the
applicable legislation
From 3 to 5 members, elected and
dismissed by the General Assembly
Appointment and
Evaluation Committee
(AEC)
4 men
1 woman
5 full members and an equal
number of substitutes
Supervisory Board (SB)
4 men
1 woman
9 members, including 7 inde-
pendent advisors, 1 executive
advisor, and 1 non-executive advisor
elected by the employees
Board of Directors (BOD)
6 men
3 women
It is not possible to control age group in
the General Shareholders Assembly due
to its characteristics. See page 53
Members deliberate on all mat-ters related to the Company’s
corporate object. Its competencies and attributions are
established in Art. 14th of Copel’s Bylaws.
Between 30 and 50 years: 1 / 20%
Above 50 years: 4 / 80%
The attributions and operation of the AEC follow the legislation
in force, Art. 54th of Copel’s Bylaws, and Art. 10th of the
Internal Regulations of the AEC, as well as the responsibilities
and duties of its members as described in Art. 13th.
Between 30 and 50 years: 3 / 33%
Above 50 years: 6 / 67%
Its attributions, operation, and procedures are detailed in
Art. 68th, § 3rd, of the Bylaws, and in Art. 10th of the Internal
Regula-tions of the SB, as well as the responsibilities and
duties of its members as described in Art. 14th.
Between 30 and 50 years: 2 / 22%
Above 50 years: 7 / 78%
The attributions and operation of the BOD follow the
legislation in force, Art. 28th of Copel’s Bylaws,
and Art. 10th of the Internal Regulations of the BOD.
223
COPEL 2020 INTEGRATED REPORT ANNEXES Corporate governance body
Quantity of members as per gender
Quantity of members as per age group
Attributions
Above 50 years: 5 / 100%
The attributions and operation of the SAC follow the
legislation in force, Art. 51st of Copel’s Bylaws, and Art. 12th
of the Internal Reg-ulations of the SAC. The responsibilities
and duties of its mem-bers are described in Art. 21st.
5 members taken from the BOD, all
of them independent advisors
Statutory Audit
Committee (SAC)
3 men
2 women
5 members
Ethics Committee
3 men
2 women
Investments Committee
Under implementation
Development Committee
Under implementation
Minority Shareholders
Committee
Under implementation
The duties and prerogatives of the members of this
Committee are detailed in Art.12th, and the Committee’s
attributions and operation are described in Art. 9th of its
Internal Regulations.
The duties and prerogatives of the members of this
Committee will be detailed in its Internal Regulations.
The duties and prerogatives of the members of this Committee
will be detailed in its Internal Regulations.
The duties and prerogatives of the members of this Committee
will be detailed in its Internal Regulations.
Notes:
1. Bylaws and Regulations: https://ri.copel.com/governanca-corporativa/estatutos-regimentos-politicas-e-comites/
2. Ethics Committee: https://www.copel.com/hpcweb/institucional/comite-de-etica/
3. There is no stakeholder representation in Copel’s corporate governance bodies according to Federal Laws nº 6,404/1976 and 13,303/2016 and remaining applicable legal provisions.
224
COPEL 2020 INTEGRATED REPORT ANNEXES GRI 201-2
Risks and opportunities due to climate change
Risks of a physical nature:
Risks of a regulatory nature:
Extreme weather events: studies have
indicated that in the next few years there
will be an increase in maximum
temperatures in the Northern region of the
State of Paraná, affecting the operation and
maintenance of power transmission facilities
in that region, which might lead to fines due
to supply disruptions.
Tropical cyclones: studies have indicated that
in the next few years there will be an increase
in the number and intensity of whirlwinds in
the Northern and Western regions of the
State of Paraná, leading to the likely fall of
towers, and consequently affecting the
operation and maintenance of power
transmission facilities in those regions.
Emission charges: the Brazilian Government
has been studying an emission rate charge
model. There is a concern on how this will
be done, since the business models in the
Brazilian electric power sector point to
increased investments in thermoelectric
plants in the next few years. The expansion
of thermoelectric plants fired by fossil fuels
might generate financial impacts.
Carbon Market Mechanisms, Cap and Trade:
despite the fact that the Brazilian electric
system generates a level low of emissions,
since it is one of the most organized sectors
and due to its capillarity, Copel counts on a
reasonable possibility that it will be one of
the sectors chosen to introduce this kind of
mechanism. This initiative might lead to cost
increases for the Company.
Ilha do Mel, in the Paranaguá Bay - PR
225
COPEL 2020 INTEGRATED REPORT ANNEXES Risks of another nature:
Reputation: risk analyses regarding climate parameters have shown
that in the next few years it is possible that consumers will face
power supply disruptions if the system is not modernized, or
actions are not taken to adapt the system. The frequent occurrence
of such a situation might generate dissatisfaction among
consumers. In addition to that, compliance with the power supply
availability and quality indicators is conditioned to the fulfillment of
the concession contract.
Opportunities of a physical nature:
Extreme weather events: it is expected that in the next few years
extreme weather events associated to temperature variations may
become more intense, leading to increased energy consumption,
mainly in the Southern region of Brazil, generating a higher demand
for Copel’s services.
Impacts associated to risks and opportunities
due to climate changes
Risks of a physical nature:
Extreme weather events: Module 8 of the Electric Power
Distribution Procedures for the National Electric Power System
(Prodist), set by Aneel, establishes the application of sanctions or
fines to concessionaires due to violations of power distribution
quality requirements.
Tropical cyclones: the quality of operations and maintenance works
in power transmission lines is evaluated according to Normative
Resolution N° 729/2016, and might lead to sanctions and fines due
to violations of the technical requirements.
Faxinal do Céu Botanic Garden, in the city of Pinhão-PR
226
COPEL 2020 INTEGRATED REPORT ANNEXES GRI 201-4
Tax incentives
Incentive
Government
Copel (Holding)
Copel GeT
Copel DIS
Copel CTE
Rouanet/Cultural Endowment Law and Audiovisual Law
Federal
-
4,225,531.67
4,220,510.13
-
2020
Total as per
incentive
8,446,041.80
Childhood and Adolescence Fund
Federal
-
1,056,383.00
1,055,136.00
-
2,111,519.00
Incentive to Sports
Federal
-
1,056,383.00
1,055,136.00
-
2,111,519.00
PRONAS – Nat. Health Care Prog. for Handicapped People Federal
-
1,052,375.09
373,313.96
- 1,425,689.05
National Fund for the Elderly
Federal
-
1,056,383.00
1,055,136.00
-
2,111,519.00
PROFICE
PROESPORTE
State
-
-
1,603,742.00
- 1,603,742.00
State
-
-
6,095,397.00
- 6,095,397.00
Municipal Foundation for Culture
Municipal
-
-
-
-
-
Total as per company
-
8,447,055.76
15,458,371.09 -
23,905,426.85
227
COPEL 2020 INTEGRATED REPORT ANNEXES
GRI 304-1
Own, leased, or managed operational units inside protected areas
Name of the area
Size
Location
Type of operation
Value for biodiversity
Ecological Station of Rio Dos Touros
State Park of Vila Velha
State Park of Guartela
State Park of Pau-Oco
State Park of Pico Marumbi
State Park of the Guarani River
State Park Serra da Baitaca
State Park Vale do Codo
National Park of Guaricana
National Park of Campos Gerais
Wild Life Sanctuary of the Tibagi River
Wild Life Sanctuary of Mono Castro
12.34
Campo Largo, Carambeí,
Castro, Guaratuba,
Jaguariaíva, Morretes,
Piraquara, Ponta Grossa,
Quatro Barras, Reserve
of Iguaçu, São José dos
Pinhais, Tibagi, and Três
Barras do Paraná (PR)
Electric Power
Generation and
Transmission
Environmental Protection Area of Corumbataí,
Botucatu and Tejupa, Perimeter of Corumbataí
Environmental Protection Area of Campinas
Environmental Protection Area of Iguaçu
Environmental Protection Area of Irai
Environmental Protection Area of Passauna
Environmental Protection Area of Pequeno
70.05
Environmental Protection Area of the Paraíba do
Sul River
Environmental Protection Area of Rio Verde
Environmental State Protection Area of the
Devonian Cliff
Amparo, Analândia,
Atibaia, Bragança Paulista,
Campinas, Corumbataí,
Igaratá, Itirapina,
Jaguariúna, Morungaba,
Pedreira, Piracaia, Rio
Claro, São Carlos and São
José dos Campos (SP),
and Almirante Tamandaré,
Antonina, Araucária,
Balsa Nova,
Campina Grande do Sul,
Campo Largo,
Campo Magro, Carambeí,
Castro, Colombo, Curitiba,
Guaratuba, Jaguariaíva,
Morretes, Palmeira,
Pinhais, Piraquara,
Ponta Grossa,
São José dos Pinhais,
Tibagi, Tijucas do Sul, and
União da Vitória (PR)
Power Generation
and Transmission
228
Preservation Units intended to maintain ecosystems free of
alterations caused by human interference, allowing only for
the indirect use of their natural resources. Use limitation in
these spaces varies according to their category:
Ecological Station: its purpose is to preserve nature and
enable scientific research;
Park: it is under public ownership and domain, and the
private areas included within its limits will be
expropriated, as disposed by law; and
Wild Life Sanctuary: its purpose is to protect natural
environments, where conditions for the existence or
reproduction of local flora and resident or migratory
fauna are ensured.
These are Preservation Units (PUs) in which resource
exploitation is allowed, however in a way as to ensure
the survival of renewable environmental resources and
ecological processes, by preserving biodiversity and
the remaining ecological assets in a socially fair and
economically viable manner. Use limitation in these
spaces varies according to a PU’S category:
Environmental Protection Area: it is usually an extended
area, with a certain level of human occupation,
endowed with abiotic, biotic, esthetic, or cultural
features considered especially important for the
quality of life and wellbeing of local human population.
Its basic purpose is to protect biological diversity,
regulate the land occupation process, and ensure the
sustainable use of natural resources.
Private Natural Heritage Reserve: it is a private area, legally
assigned for perpetuity to preserve biological diversity.
COPEL 2020 INTEGRATED REPORT ANNEXES Name of the area
Size
Location
Type of operation
Value for biodiversity
Environmental State Protection Area of
Serra da Esperança
Environmental State Protection
Area of Guaratuba
Environmental State Protection
Area of Piraquara
Environmental Protection Area of
Piracicaba Juqueri Mirim Area 1
Environmental
Protection Area of Piracicaba Juqueri
Mirim Area 2
Environmental Protection Area o the
Cantareira System
Private Natural Heritage Reserve of
Morro da Mina
Private Natural Heritage Reserve of
Perna do Pirata
70.05
Amparo, Analândia,
Atibaia, Bragança Paulista,
Campinas, Corumbataí,
Igaratá, Itirapina,
Jaguariúna, Morungaba,
Pedreira, Piracaia, Rio
Claro, São Carlos and São
José dos Campos (SP),
and Almirante Tamandaré,
Antonina, Araucária,
Balsa Nova,
Campina Grande do Sul,
Campo Largo,
Campo Magro, Carambeí,
Castro, Colombo, Curitiba,
Guaratuba, Jaguariaíva,
Morretes, Palmeira,
Pinhais, Piraquara,
Ponta Grossa,
São José dos Pinhais,
Tibagi, Tijucas do Sul, and
União da Vitória (PR)
Full Protection Preservation Units
0.93
State of Paraná
Full Protection Preservation Units
5.00
State of Paraná
RAMSAR Site - Full Protection
Area of Guaratuba
1.50
Guaratuba, Mandirituba,
Tijucas do Sul, Matinhos,
Pontal de Paraná, São
José dos Pinhais, and
Morretes (PR)
RAMSAR ESEC Guaraqueçaba
0.01
Guaraqueçaba (PR)
Power Generation
and Transmission
These are Preservation Units (PUs) in which resource
exploitation is allowed, however in a way as to ensure
the survival of renewable environmental resources and
ecological processes, by preserving biodiversity and
the remaining ecological assets in a socially fair and
economically viable manner. Use limitation in these
spaces varies according to a PU’S category:
Environmental Protection Area: it is usually an extended
area, with a certain level of human occupation,
endowed with abiotic, biotic, esthetic, or cultural
features considered especially important for the
quality of life and wellbeing of local human population.
Its basic purpose is to protect biological diversity,
regulate the land occupation process, and ensure the
sustainable use of natural resources.
Private Natural Heritage Reserve: it is a private area, legally
assigned for perpetuity to preserve biological diversity.
High-voltage power
distribution lines
(LDAT)
This category includes national and state parks, wild life
sanctuaries, biological reserves, and ecological stations
intended to protect terrestrial ecosystems.
34,5-kV (RDs)
electric power
distribution grids
SE Vossoroca,
SE Chaminé, SE
Salto do Meio,
High-Voltage
Distribution Lines
(LDAT), Power
distribution grids
(RDs)
34.5-kV electric
power distribution
grids
This category includes national and state parks, wild life
sanctuaries, biological reserves, and ecological stations
intended to protect terrestrial ecosystems.
The Ramsar Site of Guaratuba has a high value for biodi-
versity, considering its great wild life diversity and rich
landscape, comprising mountains, highlands, rivers,
wa-terfalls, plateaus, and mangroves. This is the natural
dis-tribution area of the marsh antwren (or Paraná antwren;
Formicivora acutirostris), an endangered species.
A Full Protection Preservation Unit, of public domain, com-
prising mangroves, sandbanks, and coastal islands. It is
the natural occurrence area of the redtailed amazon parrot
(Amazona brasiliensis).
229
COPEL 2020 INTEGRATED REPORT ANNEXES Own, leased, or managed operational units near protected areas
Name of the area
Size
Location
Type of
operation
Value for biodiversity
124.54
160.54
Ecological Station of Assis
State Park of Penhasco Verde
State Park of Pico Paraná
National Park of Saint-Hilaire/Lange
National Park of Iguaçu
National Park of Campos Gerais
Natural Municipal Park Augusto Ruschi
Wild Life Sanctuary of the Tibagi River
Environmental Protection Area of Iguaçu
Environmental Protection Area of Irai
Environmental Protection Area of Passauna
Environmental Protection Area of Pequeno
Environmental Protection Area of Rio Verde
Environmental State Protection Area of the
Devonian Cliff
Environmental State Protection Area of Serra
da Esperança
Environmental State Protection Area of
Guaratuba
Environmental State Protection Area of
Piraquara
Environmental State Protection Area
Guaraqueçaba
Area of Relevant Ecological Interest of Matão
de Cosmópolis
State Forest of Assis
Private Natural Heritage Reserve of
Granja Perobal
Private Natural Heritage Reserve of
Mata do Barão
Private Natural Heritage Reserve
Narciso Luiz Vanini I
Antonina (PR)
Assis (SP)
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)
Almirante
Tamandaré (PR)
Antonina (PR)
Araucária (PR)
Artur Nogueira (SP)
Assis (SP)
Campina Grande do
Sul (PR)
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)
União da Vitória (PR)
Power
generation
and
transmission
Preservation Units intended to maintain ecosystems free of alterations caused
by human interference, allowing only for the indirect use of their natural
resources. Use limitation in these spaces varies according to their category:
Ecological Station: its purpose is to preserve nature and enable
scientific research;
Park: it is under public ownership and domain, and the private areas
included within its limits will be expropriated, as disposed by law; and
Wild Life Sanctuary: its purpose is to protect natural environments,
where conditions for the existence or reproduction of local flora and
resident or migratory fauna are ensured.
Power
Generation
and
Transmission
These are Preservation Units (PUs) in which resource exploitation
is allowed, however in a way as to ensure the survival of renewable
environmental resources and ecological processes, by preserving
biodiversity and the remaining ecological assets in a socially fair and
economically viable manner. Use limitation in these spaces varies
according to a PU’S category:
Environmental Protection Area: it is usually an extended area, with a
certain level of human occupation, endowed with abiotic, biotic,
esthetic, or cultural features considered especially important for the
quality of life and wellbeing of local human population. Its basic purpose
is to protect biological diversity, regulate the land occupation process,
and ensure the sustainable use of natural resources.
Private Natural Heritage Reserve: it is a private area, legally assigned for
perpetuity to preserve biological diversity.
230
COPEL 2020 INTEGRATED REPORT ANNEXES Areas of high biodiversity value
Name of the area
Size
Location
Type of operation
Value for 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)
New 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)
Power Generation
and Transmission
These are areas classified as “Extremely Relevant”
due to their biological importance to preserve
biodiversity, and in which Copel GeT’s enterprises
are located or pass through.
231
COPEL 2020 INTEGRATED REPORT ANNEXES GRI 405-1
% of employees as per functional category and gender
Operations
Mid Level Technical Professionals
Mid Level Professionals
Higher Level Professionals
Total as per gender
Men
100
93
72
73
77
Diversity disclosures among own employees (%)
Operations
Mid Level Professionals
Mid Level Technical
Professionals
Higher Level
Professionals
Up to 30 years
Between 30 and 50 years
Above 50 years
Total % of employees as per functional category
% of blacks and mulattos
(in relation to the total number of employees)
0.00
6.06
93.94
2.63
0.18
4.40
68.34
27.26
300.24
0.14
2.55
76.10
21.34
127.95
0.15
Total % of Handicapped own employees at Copel (in relation to the total number of employees)
232
Women
Total as per functional category
0
7
28
27
23
0.49
24.10
56.56
18.84
100.00
Total
3.40
70.36
26.23
1.59
70.78
27.63
100.00
100.00
0.08
13.17
2.56
COPEL 2020 INTEGRATED REPORT ANNEXES
Credits
Coordination
Companhia Paranaense de Energia – Copel
Rua Coronel Dulcídio, 800, Neighborhood of Batel
Curitiba - PR - Zip Code 80420-170
Photo Credits of the Pictures Opening Each Chapter
Copel’s Photo Collection
Redaction and editorial consultancy
Visão Sustentável
Graphic design, diagramation,
and business model illustrations
Visão Sustentável
Selection, Collection and Analysis of Disclosures
Visão Sustentável
Independent Auditors
Deloitte Touche Tohmatsu
233
COPEL 2020 INTEGRATED REPORT CREDITS