2024 Integrated
REPORT
Interactive
summary
SUMMARY
03
MESSAGE FROM THE PRESIDENT
06
ABOUT THIS REPORT
21
ABOUT COPEL
37
STRATEGY AND OUTLOOK
67
CORPORATE GOVERNANCE
122 PERFORMANCE
165 SOCIAL AND ENVIRONMENTAL
284 APPENDICES
357 CORPORATE INFORMATION
MESSAGE FROM
THE PRESIDENT
GRI 2-22
In 2024, we celebrated seven decades of
operations in line with the development
of both the state of Paraná and Brazil,
consolidating our position as a fully renewable
energy generation¹ Brazilian company,
combining tradition and innovation to face
the challenges of an ever-changing sector. In
that sense, we are committed to supporting
sustainable development and strengthening
our position as an essential pillar for the
Brazilian power sector, as well as the
communities we serve.
In this past year, we celebrated the concession
renewal of our three largest hydroelectric
power plants for another 30 years, focused
on the Company’s upcoming centenary. This
is more than just an operational achievement;
it is a long-term guideline that reinforces our
strategic view to ensure Copel’s perpetuity.
With 64% of our generation capacity
guaranteed by these assets, we will continue
to offer clean, reliable energy under the
highest sustainability standards.
Our operational performance excellence reflects
this strategic view. We have a fully renewable
energy generation matrix, which is a competitive
edge that not only adds value to our image but
also enhances the positive perception of our
stakeholders, attracting investors and reinforcing
our presence in the sector. We remain focused
on managing our assets, prioritizing operational
availability and efficiency to meet the growing
demand for sustainable, reliable high-quality
energy at the highest standards.
We support the communities where we
operate through initiatives that foster social,
economic and environmental development.
In the year in which
we celebrated our
70th anniversary, we
consolidated our
position as a Brazilian
company generating
100% renewable energy,
as well as celebrating
the renewal of the
concessions for our
three largest plants for
another 30 years.
¹ In February 2024 the Figueira Thermal Power Plant went into hibernation, making all the energy generated by Copel from March 2024 100% renewable.
3
Message from
the president
About this
Report
About Copel
Strategy
and outlook
Corporate
governance
Performance
Social and
environmental
Appendices
2024 Integrated Report > Message from the president
We understand that Copel’s success is directly
related to the talent and dedication of our
people. Our new organizational structure
has brought greater flexibility and agility to
our operations, allowing us to compete more
effectively in a dynamic market. We value
our talents and seek to offer a safe, healthy
and encouraging workplace, with initiatives
focused on mental health and occupational
safety, both for direct employees and
contractors.
Innovation and digital transformation remain
our strategic pillars. We have moved forward
in projects focused on cybersecurity, investing
in the development of technologies to
strengthen system and data protection. We
understand that awareness is essential to
mitigate risks, therefore we have reinforced
education programs aimed at employees,
ensuring that they are prepared for the
challenges of the digital environment.
The new organizational
structure has brought
greater flexibility and
agility to our operations,
allowing us to compete
more effectively in a
dynamic market.
We must emphasize programs that raise
awareness among our workforce, value
inclusion and well-being and share values with
our stakeholders, such as EletriCidadania,
EducaODS and Cultivar Energia. These
programs directly contribute to the
development of the population served by
them and, consequently, the communities
where they live and reinforce our role as an
agent of social change.
4
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About Copel
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Corporate
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Appendices
2024 Integrated Report > Message from the president
Another important achievement was an
asset swap with Eletrobras, reflecting
our responsibility to simplify structure
and maximize value. In the governance
front, we continue to seek the highest
ethical and integrity standards, geared
towards migrating to the Novo Mercado
listing segment by unifying our shares and
adopting the “one share-one vote” model.
These changes reinforce our transparency,
enhance the liquidity of our securities and
consolidate investor trust.
We are aware of the challenges
ahead, from the need to improve our
organizational culture to adapting to
climate change, which make serving our
customers and operating with resilience
more complex. We have prepared our
Company for the opening of the energy
market, a movement that will bring new
opportunities, but will require speed and
innovation, without loosening commitment
to our values.
I would like to thank each employee,
partner, community and customer that
has contributed to our success. Together
we will keep fostering sustainable
development and shaping a more
prosperous and inclusive future for all.
Enjoy your reading!
Daniel Pimentel Slaviero
Copel’s President
5
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About Copel
Strategy
and outlook
Corporate
governance
Performance
Social and
environmental
Appendices
2024 Integrated Report > Message from the president
ABOUT THIS REPORT
The Integrated Report of Companhia
Paranaense de Energia (Copel) presents
the Company’s key results and initiatives
in a clear and accessible way, emphasizing
its commitment to transparency and
corporate responsibility. It was prepared
based on the best Integrated Reporting
practices, consolidating the Company’s
financial and non-financial information
for the fiscal year from January 1 to
December 31, 2024.
The report’s content was defined based
on the materiality assessment and
includes the Company’s management
approach, business model and
performance in the human; intellectual;
social and relationship; natural;
manufactured; and financial capitals,
according to the Integrated Reporting
Framework. The Company also follows
the GRI Standards, including GRI G4
(Electric Utilities Sector Disclosures),
and the reporting frameworks of
the International Financial Reporting
Standards (IFRS) foundation and the
Sustainability Accounting Standards
Board (SASB).
GRI 2-1, 2-2, 2-3, 2-5, 2-14
Supplementary reports
Management Report and
Financial Statements
Copel’s Materiality Report
20F Report
Reference Form
Disclosures from Wholly Owned
Subsidiaries
Annual Socio-Environmental
and Economic-Financial
Responsibility Report of
Copel Generation and
Transmission
Annual Socio-Environmental
and Economic-Financial
Responsibility Report of
Copel Distribuição
Reading tools
GRI 2-1, 2-6
Content
7
8
SDGs
Capitals
Interactive
summary and
subtitles
Access to the
Sustainability
Portal
Information
from Dow Jones
and S&P Global
DJSI/CSA
Acrobat reading
accessibility
2024 Integrated Report > About this Report
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Message from
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About this
Report
About copel
Strategy
and outlook
Corporate
governance
Performance
Social and
environmental
Appendices
Based on all these frameworks, the report
presents the Company’s consolidated
vision, which is complemented by
detailed information on the performance
of its wholly-owned subsidiaries Copel
Distribuição S.A. and Copel Geração e
Transmissão S.A. Both subsidiaries also
publish their own social and environmental
responsibility and economic and financial
performance reports. This structure attests
to the methodological consistency between
the group’s companies and provides a
comprehensive portrait of Copel’s activities.
The Integrated Report is assessed by
the Executive Board and the Sustainable
Development Committee, and approved by
the Board of Directors, as set forth in Copel
Holding Company’s Bylaws. The Materiality
Report, prepared every two years and
revised every year, follows the same
process.
Copel’s Integrated Report is submitted
to independent limited assurance by
PricewaterhouseCoopers Brasil Ltda.,
which follows technical rules in force. The
Assurance Report, issued at the end of this
process, is attached hereto.
Financial data collected from the Financial
Statements correspond to Copel Holding
Company and its wholly-owned subsidiaries,
majority and non-majority owned subsidiaries
and associates companies. Non-financial
information also covers the Copel Holding
Company and its wholly owned subsidiaries,
providing details on key social, environmental
and governance indicators. Whenever
necessary, exclusion of information or change
in scope will be clearly stated and justified.
The adopted methodology does not
require adjustments to minority interest
or shareholdings in which Copel is not
the controlling shareholder. Important
corporate processes, such as mergers,
acquisitions and disposals, are duly
emphasized in the report.
Contact us
Queries, suggestions or requests
for additional information about
this report can be sent to the email
relato.integrado@copel.com.
The document also considers:
Technical Guidance OCPC 09, as per CVM Resolution 14;
International Accounting Standards (IFRS) for Financial Statements;
Generally Accepted Accounting Principles (BR GAAP);
Stakeholder Capitalism Metrics;
Communication on Progress to the United Nations (UN) Global Compact, on specific targets
related to the Sustainable Development Goals (SDGs); and
S&P Global’s Corporate Sustainability Assessment (CSA) indicators.
2024 Integrated Report > About this Report
7
Message from
the President
About this
Report
About copel
Strategy
and outlook
Corporate
governance
Performance
Social and
environmental
Appendices
MATERIALITY ASSESSMENT
GRI 3-1, 3-2
The adoption of dual materiality, which allows ESG issues and
their financial impacts to be read together, has strengthened the
integration between strategy, risks and opportunities and increased
internal engagement with sustainability.
The Integrated Report was prepared
according to the 2023 materiality study,
which was submitted to a revision by the
Sustainable Development Committee
and the Board of Directors in 2024, when
said bodies approved maintaining the
current material topics for another year.
Material topics represent a company’s
most significant impacts on the
economic, environmental and social
dimensions, and, therefore, are essential
inputs for the Company’s Strategic
plan, indicating operational priorities
to be cascaded to all of Copel’s areas
and operations. They act as important
guidelines for the Company and directly
contribute to Copel’s risk management.
This process reflects the Company’s
commitment to prioritizing strategic
topics for its business and stakeholders.
To ensure a comprehensive approach,
the analysis combined sector studies,
a wide consultation with Copel’s
stakeholders, sustainability assessments,
national and international benchmarking
studies, in addition to alignment with
the Company’s strategic plan and risk
portfolio, as well as with international
standards and rules.
The corporate stakeholder mapping
followed the AA1000 methodology
focused on equalizing terms and
understanding. The materiality
assessment included the consultation
of 6,900 representatives of all of Copel’s
priority stakeholder groups, which
were broken down to ensure a more
precise analysis of Copel’s stakeholder
relations, including regulators, sector
entities, own employees and contractors,
2024 Integrated Report > About this Report
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About copel
Strategy
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Corporate
governance
Performance
Social and
environmental
Appendices
SUSTAINABILITY PORTAL
For more information on the topic,
please visit Copel’s Sustainability
Portal.
investors, communities, among others. The
expressive participation of stakeholders
was an advancement in this cycle: the
largest consultation ever carried out in
the Company in a materiality process, with
emphasis on customers. Overall, 3,595
customers from 276 municipalities in the
state of Paraná participated, ensuring a
diversified geographical and statistically
representative view.
Another important aspect was the
adoption of double materiality, which allows
assessing ESG matters together with their
financial impacts. Financial impacts were
mapped according to Copel’s risk matrix.
This approach strengthened the integration
between strategy, risks and opportunities
and enhanced internal engagement with
sustainability. The assessment identified
34 topics considered material for
the Company. To facilitate their use,
according to GRI guidelines, the topics
were organized in groups. Compared
to the previous materiality matrix, two
topics were added: Community safety,
with high priority for stakeholders
and in terms of financial impact; and
Sustainable sourcing. Read more details
in the 2023-2025 Materiality Report.
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About copel
Strategy
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Corporate
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Performance
Social and
environmental
Appendices
Economic
and financial
performance
Economic and financial
performance
Sustainable investment
Community safety
Community safety
Customer
satisfaction
Affordable electricity
Customer satisfaction
Sustainable
sourcing
Sustainable sourcing
People
management
Workforce
development
Diversity, equality and
inclusion
People management
Corporate governance
Regulatory environment
Sustainable development
Corporate strategy
Risk and opportunity
management
Corporate governance
Integrity
Transparency
Energy sector
transformation
Energy efficiency
Operational efficiency
Electrification
Clean energy generation
Investments in electricity
distribution and transmission
infrastructure
New business opportunity
Cyber and information security
Innovation
Well-being, health
and safety for the
workforce
Well-being, health
and safety for the
workforce
Social commitment
Commitment to
communities
Commitment to human
rights
Stakeholder engagement
Social responsibility
Environmental
commitment
Commitment to
biodiversity
Eco-efficiency
Water resource
management
Climate change
Environmental
responsibility
These topics guide Copel’s strategic actions
and serve as a basis for setting monitoring
indicators and targets, ensuring transparency
and accountability.
2024 Integrated Report > About this Report
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About this
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About copel
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Corporate
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Performance
Social and
environmental
Appendices
GRI 3-2
Material topics
The material topics used in Copel’s 2024 Integrated Report are divided into ten priority
groups, reflecting the Company’s strategic aspects.
Each group and their respective material topics are as follows:
Financial
Capital
Manufactured
Capital
Intellectual
capital
Natural
Capital
Human
Capital
Social and
Relationship Capital
Label:
GRI 3-3
Impact study
Material topics and aspects
GRI disclosure
Impacts
Energy Sector Transformation
Electrification
Innovation
New business opportunity
Cyber and information security
Energy efficiency
Operational efficiency
Clean energy generation
Investments in power transmission and
distribution infrastructure
GRI 302: Materials 2016
GRI 418: Customer Privacy 2016
GRI G4: Electric utilities sector
disclosures
RR-ST-410a.1 - Management of
energy infrastructure integration &
related regulations
RR-ST-410a.2 - Management of
energy infrastructure integration &
related regulations
RR-ST-000.B - Activity metrics
IF-EU-550a.1 - Grid resilience
IF-EU-550a.2 - Grid resilience
Actual positive impacts include improvements in services and asset management,
greater operational efficiency, modernization of substation protection systems,
use of space for renewable energy and expansion of access to clean energy. Other
such impacts include reduction in costs, technical losses, energy consumption and
greenhouse gas emissions. In terms of cybersecurity, there is greater awareness and
security, as well as trust between customers, employees and the Company.
Potential positive impacts encompass the creation of skilled jobs; the development
of new technologies; collaborations with startups and innovation programs; the
strengthening of strategic partnerships; the modernization and expansion of the
electricity infrastructure; and a reduction in the use of inputs and natural resources. The
development of new businesses can increase Copel’s financial resilience.
Potential negative impacts include the demand for natural resources and greenhouse
gas emissions during the electrification process. Operational failures could cause social,
environmental and reputational impacts, with legal risks. Allocating funds to projects
that do not result in viable solutions could lead to financial losses, increased costs for
implementing the projects and the cancellation of contracts. In cyber and information
security, if the topic is not properly managed, there could be data loss, theft of
intellectual property, extortion and disruption of critical services.
SDGS
Capitals
Please read more on managing this topic on page 123.
2024 Integrated Report > About this Report
11
Message from
the President
About this
Report
About copel
Strategy
and outlook
Corporate
governance
Performance
Social and
environmental
Appendices
Financial
Capital
Manufactured
Capital
Intellectual
capital
Natural
Capital
Human
Capital
Social and
Relationship Capital
Label:
Material topics and aspects
GRI disclosure
Impacts
Environmental Commitment
Commitment to biodiversity
Eco-efficiency
Climate change
Environmental responsibility
Water stewardship
GRI 301: Materials 2016
GRI 303: Water and effluents 2018
GRI 304: Biodiversity 2016
GRI 305: Emissions 2016
GRI 306: Waste 2020
GRI G4: Electric utilities sector
disclosures
IF-EU-110a.2 - Greenhouse gas
emissions & energy resource
planning
F-EU-110a.3 - Greenhouse gas
emissions & energy resource
planning
IF-EU-140a.1 - Water Management
IF-EU-140a.3 - Water management
RR-ST-160a.1 - Ecological impacts
of project development
RR-ST-160a.2 - Ecological impacts
of project development
The actual positive impacts come in various forms: enhanced scientific knowledge about
physical and chemical environmental parameters, as well as local fauna and flora; making
water and scientific data available to other users; and conserving protected areas.
For the generation business, there is the regularization of flows and the generation of
renewable power combined with a reduction in the consumption of natural resources.
In transmission, the adoption of technologies and new construction and inspection
methods contribute to reducing greenhouse gas emissions and preserving vegetation in
the easement routes. There are also reputational benefits from good practices.
Potential positive impacts include attracting investment, restoring ecosystems,
conserving soil, water and air quality and encouraging research into new, effective low-
carbon energy sources.
There are actual or potential negative impacts inherent in the Company’s operations,
especially when new projects are implemented, mainly: reduction in vegetation cover; loss
or fragmentation of natural habitats and ecosystem services; changes in animal population
dynamics; damage or accidents to fauna; generation of waste; and air emissions.
In the financial dimension, the costs of environmental mitigation and compensation;
the possibility of receiving fines and sanctions, as well as damage to the Company’s
reputation in case of non-compliance with current legislation; and the delay or embargo
of works to implement projects, must be taken into account.
SDGS
Capitals
Please read more on managing this topic on page 166.
2024 Integrated Report > About this Report
12
Message from
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About this
Report
About copel
Strategy
and outlook
Corporate
governance
Performance
Social and
environmental
Appendices
Material topics and aspects
GRI disclosure
Impacts
Corporate Governance
Regulatory environment
Sustainable development
Corporate strategy
Risk and opportunity management
Integrity
Transparency
Corporate governance
GRI 205: Anti-corruption 2016
GRI 206: Anti-competitive behavior
2016
GRI 415: Public policies 2016
Actual or potential positive impacts of proper management of this topic are
transparency, protection for shareholders and investors, regulatory compliance, lower
capital costs, business continuity and growth, as well as attracting new investors and
shareholders. As Copel is a large company, the successful execution of its Corporate
Strategy has a direct positive impact on sustainable development and the quality of life
of the population.
In case of flaws in corporate governance, there may be negative financial impacts,
including the possibility of a reduction in market value, fines and penalties. Potential
negative operational impacts are failures in processes and market practices. The
potential negative impacts to the Company’s reputation are reduced trust and damage
to its image.
SDGS
Capitals
Please read more on managing this topic on page 68.
Financial
Capital
Manufactured
Capital
Intellectual
capital
Natural
Capital
Human
Capital
Social and
Relationship Capital
Label:
2024 Integrated Report > About this Report
13
Message from
the President
About this
Report
About copel
Strategy
and outlook
Corporate
governance
Performance
Social and
environmental
Appendices
Financial
Capital
Manufactured
Capital
Intellectual
capital
Natural
Capital
Human
Capital
Social and
Relationship Capital
Label:
Material topics and aspects
GRI disclosure
Impacts
Social Commitment
Commitment to human rights
Commitment to communities
Stakeholder engagement
Social responsibility
GRI 202: Market presence 2016
GRI 203: Indirect economic
impacts 2016
GRI 411: Rights of Indigenous
peoples 2016
GRI 413: Local communities 2016
GRI G4: Electric utilities sector
disclosures
Actual positive impacts include strengthening the energy security of communities, and
increasing tax revenue for the municipalities through tax collection and the receipt of
financial compensation for the use of water to generate electricity. Potential positive
impacts, in turn, include income generation, with an increase in commercial and service
activities in the communities; improvements in education, health and sanitation services,
due to investment in community initiatives; and local development through government
partnerships for the implementation of public policies.
Actual negative impacts identified include nuisances to local communities caused
by vehicle traffic and noise, the generation of waste and changes to the landscape
surrounding projects being implemented. For the business, potential negative impacts are
related to fines, regulatory sanctions, loss of licenses and damage to the Company’s image
due to non-compliance with environmental and/or labor standards. For the community,
potential negative impacts include interference in their way of life, the possibility
displacement of population due to the implementation of new projects and exposure to
risks of violations to human rights due to proximity to the construction sites.
SDGS
Capitals
Please read more on managing this topic on page 194.
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14
Message from
the President
About this
Report
About copel
Strategy
and outlook
Corporate
governance
Performance
Social and
environmental
Appendices
Financial
Capital
Manufactured
Capital
Intellectual
capital
Natural
Capital
Human
Capital
Social and
Relationship Capital
Label:
Material topics and aspects
GRI disclosure
Impacts
Well-being, Health and Safety for the
Workforce
GRI 403: Occupational health and
safety 2018
GRI 410: Security practices 2016
GRI G4: Electric utilities sector
disclosures
IF-EU-320a.1 (1) - Workforce health
and safety
As a result of the Company’s programs, the positive impacts identified, classified as
actual or potential, include a reduction in the accident rate and improvement in health
for employees and their families. Promoting a healthy and safe environment increases
engagement and productivity, strengthens stakeholder trust and improves corporate
image, in addition to increasing talent retention.
Actual or potential negative impacts arising from poor management of this topic are
related to serious accidents, fatalities and absenteeism due to work-related illnesses.
In the financial dimension, impacts are related to costs of work-related accidents, fines
and penalties due to non-compliance with safety standards, reduced productivity due
to accidents or sick leave, damage to the Company’s image and possible changes in
legislation that lead to an increase in compliance requirements and costs.
SDGS
Capitals
Please read more on managing this topic on page 271.
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Message from
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About this
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About copel
Strategy
and outlook
Corporate
governance
Performance
Social and
environmental
Appendices
Material topics and aspects
GRI disclosure
Impacts
People Management
Developing the workforce
Diversity, equity and inclusion
People management
GRI 401: Employment 2016
GRI 402: Labor relations 2016
GRI 404: Training and education
2016
GRI 405: Diversity and equal
opportunities 2016
GRI 406: Non-Discrimination 2016
GRI 407: Freedom of association
and collective bargaining 2016
GRI G4: Electric utilities sector
disclosures
Actual positive impacts of proper people management at the Company include
increased internal job opportunities, such as mobility and career transition, greater
freedom for new hires and leadership development, as well as adaptation to changes
and technological innovations. For Copel, the potential positive impact is talent
retention; while, for employees, they include greater satisfaction and quality of life,
especially if good diversity and inclusion practices are observed. The transformation of
Copel into a corporation can lead to positive changes in the Company’s culture.
The actual or potential negative impacts, in the event of poor people management are
the imbalance between development and rewards, lack of alignment with organizational
strategies, high costs of implementing new management processes, work-related
illnesses and low employee engagement. If good diversity and inclusion practices are
not observed, potential negative impacts are related to worsening mental health and
reduced satisfaction of employees.
SDGS
Capitals
Please read more on managing this topic on page 247.
Financial
Capital
Manufactured
Capital
Intellectual
capital
Natural
Capital
Human
Capital
Social and
Relationship Capital
Label:
2024 Integrated Report > About this Report
16
Message from
the President
About this
Report
About copel
Strategy
and outlook
Corporate
governance
Performance
Social and
environmental
Appendices
Material topics and aspects
GRI disclosure
Impacts
Economic and Financial Performance
Sustainable investment
Economic and financial performance
GRI 201: Economic performance
2016
Proper management of this topic leads to actual or potential positive impacts, such as
increased investment capacity and greater returns for shareholders, considering share
price and the distribution of dividends. For employees, there is an improvement in
variable compensation, as well as in profit sharing.
In terms of sustainable investments, there are benefits for the Company and its
stakeholders, such as improved service quality and faster energy supply. There has
also been a reduction in greenhouse gas emissions, operating costs and work-related
accidents thanks to projects such as smart grids.
The potential negative impact of poor management of this topic is a reduction in
net income and shareholder return. Tariff adjustments and revisions can affect the
Company’s economic and financial performance. There is also damage to Copel’s
reputation and image if it does not meet sustainable investment commitments. There
are actual negative environmental and social impacts from the implementation of
renewable projects.
SDGS
Capitals
Please read more on managing this topic on page 154.
Financial
Capital
Manufactured
Capital
Intellectual
capital
Natural
Capital
Human
Capital
Social and
Relationship Capital
Label:
2024 Integrated Report > About this Report
17
Message from
the President
About this
Report
About copel
Strategy
and outlook
Corporate
governance
Performance
Social and
environmental
Appendices
Financial
Capital
Manufactured
Capital
Intellectual
capital
Natural
Capital
Human
Capital
Social and
Relationship Capital
Label:
Material topics and aspects
GRI disclosure
Impacts
Customer Satisfaction
Customer satisfaction
Affordable electricity
G4 GRI: Electric Utilities Sector
Disclosures
IF-EU-240a.3 - Energy affordability
IF-EU-240a.4 - Energy affordability
IF-EU-000.A - Activity metrics
Proper management of this topic expands accessibility and makes service more
efficient, as well as reduces power outages and the economic losses related thereto. For
consumers, it improves service quality and their quality of life. It also increases customer
trust and provides reputational gains for the Company. As a result of the return of PIS/
COFINS credits in 2024, consumers enjoyed financial benefits: the average Annual Tariff
Adjustment was 0.00%, when it would have been 7.87%.
The topic’s potential positive impacts include innovation and a leading position in the
sector, greater energy security, the development of new technologies that increase grid
efficiency and resilience, process optimization and cost reduction.
Actual negative impacts are the consumption of energy and natural resources in
innovation processes, as well as the generation of waste. If this topic is not properly
managed, potential negative impacts include an increase in the number of complaints;
failures in capital allocation and in the schedule of Development and Innovation Projects;
lack of investments; and reputational and compliance risks. There is also the possibility of
changes in the regulatory environment that may impact customer satisfaction.
SDGS
Capitals
Please read more on managing this topic on page 222.
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Message from
the President
About this
Report
About copel
Strategy
and outlook
Corporate
governance
Performance
Social and
environmental
Appendices
Material topics and aspects
GRI disclosure
Impacts
Sustainable Sourcing
GRI 204: Procurement practices
2016
GRI 308: Supplier environmental
assessment 2016
GRI 408: Child labor 2016
GRI 409: Forced or compulsory
labor 2016
GRI 414: Supplier social
assessment 2016
Poor management of this topic leads to potential negative impacts related to hiring
suppliers that may violate labor, environmental or human rights, as well as Copel’s ESG
commitments, resulting in financial and reputation damage for the Company. There are
also activities carried out by suppliers whose actual negative environmental impacts are
inherent in their activities, such as network construction and maintenance.
The actual positive impacts of proper supplier management are the development of
suppliers, focused on local suppliers and small- and medium-sized companies, as well as
the expansion of Copel’s influence on the sustainable development of the regions where
it operates, insofar as the Company guides and engages these stakeholders in good ESG
practices. There are also potential positive impacts on Copel’s image and reputation.
SDGS
Capitals
Please read more on managing this topic on page 234.
Financial
Capital
Manufactured
Capital
Intellectual
capital
Natural
Capital
Human
Capital
Social and
Relationship Capital
Label:
2024 Integrated Report > About this Report
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Message from
the President
About this
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About copel
Strategy
and outlook
Corporate
governance
Performance
Social and
environmental
Appendices
Financial
Capital
Manufactured
Capital
Intellectual
capital
Natural
Capital
Human
Capital
Social and
Relationship Capital
Label:
Material topics and aspects
GRI disclosure
Impacts
Community Safety
GRI 416: Consumer health and
safety 2016
GRI 417: Marketing and labeling
2016
GRI G4: Electric utilities sector
disclosures
Considering all of the Company’s businesses, actual positive impacts identified include
improved relations with communities and strengthened safety culture. For hydroelectric
power generation, they refer to making the municipalities and departments in charge
of disaster response (defesa civil, in Portuguese) better equipped and have better
knowledge of the hydrological status of the rivers where Copel operates reservoirs,
through real-time information available on Copel’s website. Greater engagement of
several players makes it possible for the community to quickly organize itself, even in
situations that do not involve Copel.
On the other hand, there are different actual or potential negative impacts inherent in
Copel’s business, depending on the lifecycle and location of projects.
In hydroelectric power generation, the impact is mainly related to the population’s
coexistence with dam structures. In the case of management failure that leads to the
materialization of the risk of a breach, the possible impacts are associated with loss of
life and material damage to the community located in the potentially affected areas. For
the business, potential impacts include loss of licenses, sanctions by inspection bodies,
damage to image, interruption of activities, losses in operating results and deterioration
in the Company’s financial conditions.
For the transmission and distribution business, the potential impact on the safety of
the population is related to the risk of electric shock, in the event of contact with the
energized components of transmission lines.
SDGS
Capitals
Please read more on managing this topic on page 231.
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Message from
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Corporate
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Interactive
summary
ABOUT
COPEL
• The year 2024 at a glance
• Company profile
64%
of the Company’s
installed
capacity.
Guaranteed clean energy generation.
New concession agreements for the
Salto Caxias, Segredo and Foz do Areia
hydroelectric power plants, ensuring
another 30 years of operation for
Copel’s modernization
and commitment.
Celebrating 70 years of
operations, Copel reached
its goal of
100% renewable
energy ahead of schedule¹.
Cybersecurity
Creation of the
Cybersecurity and
Information Security
Committee.
Challenges and
opportunities
Adaptation to climate change,
opening of the market and
evolution of Copel culture.
Approval of the Long-
Term Incentive Plan
(ILP, in Portuguese) as
an essential mechanism
for talent attraction
and retention.
Retention and
attraction
Valuing talents and
employee well-being
take priority.
5,263.8 hours
of training.
including direct employees,
contractors and interns —
participated in cybersecurity
training, totaling
5,735
employees
In
2024,
BRL 2.5 billion
invested in 2024, 98,9% of
which in electric assets.
BRL 5.5 billion
in strategic agreements
with Eletrobras.
Investments
and agreements
Governance and
transparency
High ethical standards,
transparency and liquidity
aiming at listing in the
Novo Mercado segment.
THE YEAR 2024 AT A GLANCE
¹ In February 2024 the Figueira Thermal
Power Plant went into hibernation,
making all the energy generated
by Copel from March 2024 100%
renewable.
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In 2024, Copel implemented
share buyback
programs
and paid extraordinary
dividends.
BRL 48 million
change in financial result.
Positive
Economic and financial
performance
Innovation
Sustainable energy
matrix
BRL 22,651.1
million, up
by 5.5% from 2023.
Net operating
revenue of
BRL 2,799.4
million, moving up
by 20.3% from 2023.
Consolidated net
income totaled
Copel Volt
Multiparceiros
the Company stood out
in MCTI/ABDI’s Conecta
Startup Program, with
three proofs of concept
carried out with startups.
3rd Copel Hackaton,
with 220 students and
18 universities from the
state of Paraná
Inauguration of the
Copel Volt Room
in the Senai Habitat
Innovation Hub.
Published the
Innovation
Policy.
1,689
employees.
Integrated Innovation
Week gathered 6,852
participations and
mobilized
BRL 906
million
Sale of Compagas (gas
distribution company)
with equity value of
In line with its
strategic guideline of
decarbonizing
its portfolio, Copel carried out
the strategic divestment of
non-renewable assets.
Customer
benefits
Copel Mercado Livre’s
solutions provide savings
of up to
to customers.
35%
THE YEAR 2024 AT A GLANCE
Innovation
Strategic Forum
Subcommittee,
reporting to the
Investment and
Innovation Committee.
Creation of the
2024 Integrated Report > About Copel
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Strategy
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Corporate
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COMPANY PROFILE
GRI 2-1, 2-6
The year 2024 represented a
milestone for Copel: 100% of its
energy¹ generation came from
renewable sources. This effect
reinforces its commitment to
sustainability and consolidates its
prominent position in the Brazilian
power sector, in a 70-year history of
innovation and socio-environmental
responsibility. As a publicly held
company, Copel’s shares are traded
in the São Paulo (B3), New York
(NYSE) and Madrid (Latibex) stock
exchanges, enhancing its presence in
global financial markets and making it
more attractive to investors.
In 2024, Copel reached a milestone: 100% renewable energy generation.¹
70 years
of innovation and social and
environmental responsibility
Throughout this report, the terms “Copel” and “Company” refer to
the Copel Group’s consolidated information, while “Copel Holding
Company” refers exclusively to Copel as an independent entity, not
related to its subsidiaries.
Having completed another year as
a corporation with no controlling
shareholder, Copel remains
committed to good corporate
governance practices, sustainable
development and market
competitiveness. In addition to
important partnerships and equity
interests in strategic assets, its
corporate structure has four wholly-
owned subsidiaries.
Copel Geração e Transmissão S.A.
(Copel GeT)
Copel Distribuição S.A. (Copel DIS)
Copel Comercialização S.A. (Copel
Mercado Livre)
Copel Serviços S.A. (Copel Serviços)
1 In February 2024, the Figueira Thermal Power
Station went into hibernation, making all the
energy generated by Copel 100% renewable.
2024 Integrated Report > About Copel
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Message from
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About Copel
Strategy
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Corporate
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Performance
Social and
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Appendices
9
7
Copel is one of the largest companies and
one of the most recalled brands in Paraná. Its
energy distribution business serves 99% of
the state, supplying energy to approximately
5.19 million consumer units in the residential,
commercial and industrial segments. The
Company has its own power plants and
transmission lines across ten Brazilian states
and produces 100% of its energy from
renewable sources¹. Moreover, the trading
company has a portfolio of approximately
1,529 customers in 22 Brazilian states.
The Company has 4,389 direct employees
(87% operational and 13% corporate) and
11,718 contractors working in essential
operation and maintenance positions.
Leading role in the regulatory field as a value driver
Creating
value
Market
intelligence
Predictability
Risk
management
Integrated
regulatory
management
Compliance
Institutional
action
5.19 million
of consumer units served
4,389
own employees
99%
of Paraná's
territory served
¹ In February 2024 the Figueira Thermal Power Plant went into hibernation, making all the
energy generated by Copel from March 2024 100% renewable.
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Corporate
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COPEL IN BRAZIL
Strategic operation with nationwide relevance
Generation
Installed capacity1
6.6 GW
Net generation
29,373.30 GWh
Renewal of the Salto Caxias,
Segredo and Foz do Areia HPPs
concessions for another 30 years.
These plants account for 64% of
Copel’s installed capacity.
Completion of the divestment
of the Araucária Gas-Fired Power
Plant (Uega).
Progress in the divestment of 13
small-scale assets.
Progress in the asset swap with
Eletrobras.
* Includes equity interest.
1 The Figueira thermal power plant
(hibernated) represents 0.3% of the matrix.
Transmission
Distribution
Presence
states
8
Market Share in
Brazil
3.3 %
9,600 km*
Transmission lines
394
municipalities served
in Paraná and 1 in
Santa Catarina
4th
largest distribution
company Concession
renewed until 2045
5.19
million
Consumer
units
Low delinquency
rate:
1.05%
only
Energy trading
58%
for energy sold comes
from own renewable
generation
1.500
customers
+
I-RECs
sold
6.4 million
from 2021 to 2024
(avoiding the emission of nearly
550,000 metric tons of CO₂)
Volume traded
2.7 GWm
Revenue
BRL 3.57 billion
403
substations
Distribution lines
214,607 km
Brazil's
2024 Integrated Report > About Copel
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COPEL IN BRAZIL
Hydroelectric
power station
Substation
Wind
farms
Energy
Distribution
Transmission
Lines
23 states
Presence in
and in the Federal District.
Copel GeT and Copel DIS are
present in 10 Brazilian states
and Copel Mercado Livre is
present in 22 states and the
Federal District
Commercialization
Business share (Net
Operating Revenue)
Trading
BRL 3,568,463
Generation
BRL 3,477,696
Transmission
BRL 1,144,481
Distribution
BRL 17,030,454
Energy matrix (%)
79%
1%
20%
Installed
capacity1
2024
56%
15%
29%
Hydro
Wind
Thermal
Solar
Strategic plan
2030
Workforce:
11,718
contractors
4,389
direct
employees
1 The Figueira thermal power plant represents 0.3% of the matrix.
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Innovation
Turning ideas into
processes, products,
or services to enhance
existing ones or create
something new and
better.
Strategic framework
Copel operates based on the guidelines
expressed in its Strategic Framework, which
guides its management and directs all the
Company’s actions and decisions, ensuring
that its activities are aligned with the
interests of its stakeholders, focusing on the
contemporary challenges of the power sector
and sustainable development.
Mission
Provide energy and
solutions for sustainable
development.
Vision
Be an industry-leading player
in our business segments while
creating sustainable value.
Values
Principles that guide the Company’s conduct:
Dedication
Wholehearted
engagement in
work, supporting the
organization’s goals.
Transparency
Accountability
Company's for the
organization’s decisions
and achievements,
communicating
both positive and
negative aspects to all
stakeholders.
Ethics
A collective pact that
guides individual
behaviors in line with
shared goals.
Respecting people
Showing consideration
for others.
Health and
safety
A wholesome work
environment in
which workers and
managers collaborate
to achieve continuous
improvement in
health, safety and
well-being.
Responsibility
Managing the
organization sustainably,
respecting the rights
of all stakeholders,
including future
generations , and
committing to preserving
all forms of life.
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Copel Geração e Transmissão (Copel GeT), a
wholly-owned subsidiary of the Copel Holding
Company, is responsible for comprehensive
power generation and transmission operations,
with a diversified, well-structured portfolio to
meet the demands of customers from different
regions of the country. In 2024, it achieved
100% renewable energy generation¹.
On December 31, 2024, Copel operated 62
own power plants and held equity interest
in another 12, with a portfolio comprising
26 hydroelectric, 47 wind and 1 thermal
power plant , with total proportional installed
capacity and guaranteed capacity of 6,572.8
MW and 2,904.3 average MW, respectively.
During the year, Copel divested some assets
(see Asset divestment) and ensured that its
largest hydroelectric power plants remained in
its portfolio (see Strategic priorities), ensuring
greater operational efficiency and strategic
capital allocation, allowing the company to
focus its efforts on priority assets, such as the
Iguaçu River hydroelectric plants.
The strategic management of Copel's portfolio
is aligned with the guidelines of the Brazilian
electricity sector and its regulatory dynamics.
In this sense, the Federal Government is
responsible for planning the expansion
of generation capacity in the national
interconnected system, ensuring that the
energy matrix remains diversified and
sustainable, thus promoting energy security in
the country.
Copel GeT’s operations are consolidated
in the Generation and Transmission
Operation Center (COGT, in Portuguese),
located in Curitiba, which relies on advanced
technologies to monitor and control activities,
ensuring high reliability and security in
energy supply. Copel GeT offers Proprietary
Engineering services to both its own projects
and its strategic partners, covering project
approval, material and equipment inspections,
supervision of works, commissioning and
operation of power plants.
Generation and transmission
GRI 2-6, GRI G4-EU1, EU2, EU10
6,572.8 MW
total proportional installed capacity
2,904.3 MW
physical guarantee
¹ The Company's asset register still includes the Figueira thermal power plant, that represents 0.3% of the matrix. This plant is
part of a project to divest 13 assets, whose purchase and sale agreement was signed in 2024, but which have not yet been fully
transferred to the new owner. In February 2024 the Figueira Thermal Power Plant went into hibernation, making all the energy
generated by Copel from March 2024 100% renewable.
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In the transmission segment, Copel GeT
operates in eight states, representing 3.3%
of the domestic market. Its infrastructure
covers 9,600 km of transmission lines, taking
into account its equity interests, and a set
of 53 grid substations, which guarantee the
reliability and efficiency of the power system.
LEARN MORE
For additional information, click
here to access Copel GeT’s Social
and Environmental Report.
Installed capacity by energy source¹ (MW) | GRI G4 EU1
Source
2022
2023
2024
Wind
922.8
1,183.4
1,183.5
Hydroelectric
5,369.4
5,370.4
5,369.3
Thermal
413.1
413.1
20.0
Total
6,705.3
6,966.9
6,572.8
¹Data refer to Copel. The Figueira thermal power plant represents 0.3% of the matrix.
Net energy generation (GWh)¹ ² | GRI G4-EU2
Category
2022
2023
2024
Hydroelectric Power Plants
23,682.2
23,769.5
25,763.2
Thermal Power Plant³
204.3
40.1
2.3
Wind Power Plan
2,901.3
4,257.5
3,607.8
Total
26,787.8
28,067.1
29,373.3
¹ Considers the volume generated by Copel GeT’s operations and by the power plants in which the Copel Holding Company
has a direct stake: Elejor, Uega, Foz do Chopim, Voltalia and Dona Francisca.
² Hydroelectric power plants with an installed capacity of more than 50 MW account for the largest share of Copel’s total
generation. The plants are coordinated centrally by the National Electricity System Operator and according to reservoir
conditions and system demand.
³ The purchase and sale agreement for the divestment of 13 assets, which includes the Figueira thermal power plant, was
signed in 2024, but the assets have not been transferred yet.
Marketshare
Main products (%)
Brazil
Southern Region
Paraná
Electric power generation 1
3.02
19.73
47.43
Electrical power transmission 4
3.3
12.6
24.7
Electricity distribution 5
6.5
35.2
97.4
Commercialization of electric energy 6
1.6
-
-
1 Copel Geração e Transmissão's consolidated installed capacity. Reference Dec/24, according to the latest data available at CCEE.
2 Only the portion of the Itaipu Power Plant belonging to Brazil is considered.
3 The Itaipu Power Plant is not considered in the South region.
4 The market refers to the Permitted Annual Revenue - RAP.
5 Distribution wire market, for Brazil and the South region, the calculation is made based on the Monthly Electric Energy Consumption -
EPE. For Paraná, the data is estimated.
6 In comparison with other traders. Due to the nature of the activity, measured only at a national level. Reference December/2024,
according to the latest data available at CCEE.
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Distribution
Committed to sustainability, Copel
DIS adopts practices to reduce the
environmental impacts of its operations,
such as efficient waste management and
the protection of sensitive areas. These
initiatives are aligned with the Copel
group's strategic goals and reinforce the
subsidiary’s commitment to sustainable
development.
Through efficient, customer-centered
management, Copel DIS reaffirms its role
as one of the country’s leading power
distribution companies, contributing
to the well-being of society and the
development of the regions it serves.
LEARN MORE
For additional information, click
here to access Copel DIS’s Social
and Environmental Report.
In total, Copel DIS fully serves 394 municipalities in Paraná
and 1 municipality in Santa Catarina (urban area served).
Copel Distribuição S.A. (Copel DIS)
is Copel's wholly-owned subsidiary
responsible for electricity distribution to
residential, commercial, industrial, rural
and public sector customers, standing
out for its diversity of energy needs and
profiles. For the 5,189,231 consumer
units (captive consumers) in Paraná,
Copel DIS is responsible for purchasing
and supplying energy. The company also
distributes energy to free customers.
Customer satisfaction is a strategic pillar
and a material topic for the company,
which is why it continually invests in
innovative technologies, such as smart
grids and digital meters, as well as
improving its service channels. Copel DIS
develops energy efficiency programs,
promoting the conscious use of energy
through educational projects, donations
of more efficient equipment and the
replacement of light bulbs in communities.
GRI 2-6
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Corporate
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Energy Trading
Copel has consolidated its leadership in
the free market energy trading segment
since the 1990s, when it became a pioneer
in supplying energy under this model in
Brazil. With the creation of Copel Mercado
Livre in 2016, the Company reinforced its
position as one of the largest traders in the
sector, offering innovative and customized
solutions to meet the different market
demands.
Buying and selling energy and providing
consultancy services, Copel Mercado
Livre serves sectors such as agribusiness,
commerce, industry, services, the public
sector and other trading companies.
In 2024, it sold 2.7 average gigawatts
of energy, serving more than 1,500
customers in 22 Brazilian states and
the Federal District, representing a
4% increase on the previous year. This
expansion reflects the growth of the
free energy market, which saw a record
number of migrations in 2024, with small-
and medium-sized companies accounting
for approximately 74% of new consumers.
In response to the Ministry of Mining
and Energy’s Ordinance 50/2022, which
expanded access to the free energy
market to Group A consumers (medium
and high voltage) starting in 2024, Copel
Mercado Livre placed innovation as one
of its pillars throughout the year. The
Since the 1990s, Copel has
been a leader in the free
market energy trading
segment, a position it
consolidated with the
creation of Copel Mercado
Livre in 2016.
was the sale of energy recorded in 2024,
serving more than 1,500 customers in 22
Brazilian states and the Federal District,
representing an increase of 4 per cent over
the previous year.
2.7
average
gigawatts
GRI 2-6
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modernization of its digital platform and
the implementation of a new operational
management system have increased efficiency
in contract management, and consumption
measurement and forecast. The trading
company began a project to update its
Customer Relationship Management (CRM),
aimed at improving service and tailoring the
experience of customers interested in migrating
to the free energy market. With fully digital
processes, the contracting journey has become
even more agile, secure and accessible.
Service quality was reflected in the customer
satisfaction index, which reached 74.9 on the
Net Promoter Score (NPS), an increase of 8.08%
compared to 2023. This achievement reinforces
the Copel commitment to excellence and
continuous evolution in customer experience.
Copel Mercado Livre continues to contribute
to the energy transition by selling 100%
renewable energy, generated at the Company
own plants. In 2024, 3.1 million MWh were
traded with I-REC certification, allowing
companies to neutralize their Greenhouse Gas
emissions within the GHG Protocol Program
and align their operations with the Sustainable
Development Goals (SDGs). Currently, 82
companies already use energy certified
by Copel Mercado Livre, consolidating the
Company as a strategic partner in the search
for a more sustainable future.
Looking towards the future, Copel Mercado
Livre plans to consolidate its presence in the
domestic market and in the development of
innovative solutions to meet the new demands
of the power sector. With a business model
underpinned by innovation and reliability, the
company continues to strengthen its position
as one of the largest energy traders in the
country, creating value for customers and for
the Brazilian power sector.
In line with the search
for a more sustainable
future, 100 per cent of
the energy sold by Copel
Mercado Livre comes from
renewable sources.
BRL 3.1 million
of MWh commercialised in 2024 with
I-REC certification
74.9
on the Net Promoter Score (NPS)
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B3
59,72% Voting
57,19% Total
(1) COPEL
COMERCIALIZAÇÃO S.A.
100,0%
(1) COPEL
GERAÇÃO E TRANSMISSÃO S.A.
100,0%
GE OLHO
D'ÁGUA S.A.
100,0%
GE BOA VISTA
S.A.
100,0%
GE FAROL S.A.
100,0%
GE SÃO BENTO
DO NORTE S.A.
100,0%
(1) SÃO BENTO
ENERGIA
100,0%
USINA DE ENERGIA
EÓLICA GUAJIRU
S.A.
100,0%
USINA DE ENERGIA
EÓLICA JANGADA
S.A.
100,0%
USINA DE ENERGIA
EÓLICA MARIA
HELENA S.A
100,0%
USINA DE ENERGIA
EÓLICA POTIGUAR S.A.
100,0%
USINA DE ENERGIA
EÓLICA ESPERANÇA
DO NORDESTE S.A.
100,0%
USINA DE ENERGIA
EÓLICA PARAÍSO
DOS VENTOS DO
NORDESTE S.A.
100,0%
PHARMA SOLAR III
GERAÇÃO DE ENERGIA
DISTRIBUÍDA SPE LTDA.
100,0%
PHARMA SOLAR IV
GERAÇÃO DE ENERGIA
DISTRIBUÍDA SPE LTDA.
100,0%
BANDEIRANTES SOLAR I
GERAÇÃO DISTRIBUÍDA
SPE LTDA.
100,0%
BANDEIRANTES SOLAR II
GERAÇÃO DISTRIBUÍDA
SPE LTDA.
100,0%
(1) COPEL
DISTRIBUIÇÃO S.A.
100,0%
(1) COPEL
SERVIÇOS S.A.
100,0%
NYSE
2,06% Voting
4,49% Total
LATIBEX
0,02% Voting
0,07% Total
COPEL
(4) GUARACIABA
TRANSMISSORA DE
ENERGIA (TP SUL) S.A.
49,0%
(4) MATRINCHÃ
TRANSMISSORA
DE ENERGIA (TP
NORTE) S.A
49,0%
(4) INTEGRAÇÃO
MARANHENSE TRANS.
DE ENERGIA S.A.
49,0%
(4) CAIUÁ
TRANSMISSORA DE
ENERGIA S.A.
49,0%
(4) CANTAREIRA
TRANSMISSORA
DE ENERGIA S.A.
49,0%
(4) PARANAÍBA
TRANSMISSORA
DE ENERGIA S.A.
24,5%
(5) UHE
GOVERNADOR
JAYME CANET
JÚNIOR (MAUÁ)
51,0%
(5) UHE BAIXO
IGUAÇU
30,0%
(1) NOVA EURUS
IV ENERGIAS
RENOVÁVEIS S.A.
100,0%
(1) NOVA ASA
BRANCA I ENERGIAS
RENOVÁVEIS S.A.
100,0%
(1) NOVA ASA
BRANCA II ENERGIAS
RENOVÁVEIS S.A.
100,0%
(1) NOVA ASA
BRANCA III ENERGIAS
RENOVÁVEIS S.A.
100,0%
(1) SANTA MARIA
ENERGIAS
RENOVÁVEIS S.A.
100,0%
(1) SANTA HELENA
ENERGIAS
RENOVÁVEIS S.A.
100,0%
(1) VENTOS DE
SANTO URIEL S.A.
100%
(1) F.D.A GERAÇÃO
ENERGIA ELÉTRICA
S.A.
100,0%
(1) BELA VISTA
GERAÇÃO DE
ENERGIA S.A.
100,0%
(1) MARUMBI
TRANSMISSORA
DE ENERGIA S.A.
100,0%
(1) COSTA OESTE
TRANSMISSORA
DE ENERGIA S.A.
100,0%
(1) UIRAPURU
TRANSMISSORA
DE ENERGIA S.A.
100,0%
(3) FOZ DO CHOPIM
ENERGÉTICA LTDA.
35,8%
(4) MATA DE
SANTA GENEBRA
TRANSMISSÃO S.A
50,1%
(1) JANDAÍRA I
ENERGIAS RENOVÁVEIS
S.A.
100,0%
(1) JANDAÍRA II
ENERGIAS RENOVÁVEIS
S.A.
100,0%
(1) JANDAÍRA III
ENERGIAS RENOVÁVEIS
S.A.
100,0%
(1) JANDAÍRA IV
ENERGIAS RENOVÁVEIS
S.A.
100,0%
(1) CUTIA EMPREENDIMENTOS
EÓLICOS SPE S.A
100,0%
CENTRAL GERADORA
EÓLICA SÃO BENTO
DO NORTE I S.A.
100,0%
CENTRAL GERADORA
EÓLICA SÃO BENTO
DO NORTE II S.A.
100,0%
CENTRAL GERADORA
EÓLICA SÃO BENTO
DO NORTE III S.A.
100,0%
CENTRAL GERADORA
EÓLICA SÃO MIGUEL
I S.A.
100,0%
CENTRAL GERADORA
EÓLICA SÃO MIGUEL
II S.A.
100,0%
CENTRAL GERADORA
EÓLICA SÃO MIGUEL
III S.A.
100,0%
USINA DE
ENERGIA EÓLICA
CUTIA S.A.
100,0%
(1) BROWNFIELD
INVESTMENT HOLDING
S.A.
100,0%
EOL POTIGUAR
B142 SPE S.A.
100,0%
VILA PARAÍBA IV
SPE S.A.
100,0%
EOL POTIGUAR B141
SPE S.A.
100,0%
COPEL GeT
VENTOS DE SERRA DO
MEL B S.A.
68,84%
31,16% BROWNFIELD
EOL POTIGUAR
B143 SPE S.A.
100,0%
EOL POTIGUAR B 61
SPE S.A.
99,99992%
COPEL GeT
0,00008
BROWNFIELD
(1) AVENTURA HOLDING
S.A.
100,0%
(1) SRMN HOLDING S.A.
100,00%
CENTRAL EÓLICA
AVENTURA II S.A.
100,0%
CENTRAL EÓLICA
AVENTURA III S.A.
100,0%
CENTRAL EÓLICA
AVENTURA IV S.A.
100,0%
CENTRAL EÓLICA
AVENTURA V S.A.
100,0%
100,0%
CENTRAL EÓLICA
SRMN I
100,00%
CENTRAL EÓLICA
SRMN II
100,00%
CENTRAL EÓLICA
SRMN III
100,00%
CENTRAL EÓLICA
SRMN IV
100,00%
CENTRAL EÓLICA
SRMN V
100,00%
(2) ELEJOR-CENTRAIS
ELÉTRICAS DO RIO
JORDÃO S.A.
70,0%
(4) VOLTALIA SÃO
MIGUEL DO GOSTOSO I
PARTICIPAÇÕES S.A
49,0%
(4) SOLAR PARANÁ
GD PARTICIPAÇÕES
S.A.
49,0%
(3) DONA
FRANCISCA
ENERGÉTICA S.A.
23,0%
PHARMA SOLAR II
GERAÇÃO DE ENERGIA
DISTRIBUÍDA SPE LTDA.
100,0%
ESTADO DO PARANÁ
27,57% Voting — PNA
6,91% PNB 15,91% Total
BNDESPAR
10,09% Voting — PNA
31,24% PNB 21,99% Total
OTHER SHAREHOLDERS
0,24% Voting 77,39% PNA
0,06% PNB 0,22% Total
TREASURY
0,20% Voting — PNA
0,18% PNB 0,19% Total
USINA DE ENERGIA
EÓLICA REDUTO SPE S.A.
USINA DE ENERGIA
EÓLICA SANTO CRISTO
SPE S.A.
100,0%
USINA DE ENERGIA
EÓLICA CARNAÚBA
SPE S.A
100,0%
USINA DE ENERGIA
EÓLICA SÃO JOÃO
SPE S.A.
100,0%
STOCK EXCHANGE CUSTODY (Free Float)
61,90% Voting 22,61% PNA
61,61% PNB 61,69% Total
Corporate structure December 31st, 2024
(1) Wholly-owned
subsidiaries
(2) Majority owned
subsidiaries
(3) Associates
(4) Joint ventures
(5) Joint operations
2024 Integrated Report > About Copel
34
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Corporate
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Copel is among the eight
Brazilian companies listed
in the Carbon Clean 200,
an international ranking
of the 200 publicly traded
companies that stand out
the most in global energy
transition, considering
revenue from clean
sources.
Copel received the Best in
Management award from
the National Quality
Foundation (FNQ, in
Portuguese) in the bronze
category in 2024.
Copel DIS won the “Best
Project Manager” and
“Best Project in the State
of Paraná” awards for its
Smart Grid Project.
Copel GeT won the
award for best Project
Office (PMO Copel GeT)
in Paraná and best PMO
manager of the year.
VOL Award: “Best
corporate volunteering
management practices”
category
National Quality of
Life Award (PNQV, in
Portuguese) — Gold
category
PMI-PR 2024 Summit
- Project Management
Institute (PMI)
Reporting Matters Brasil
(CEBDS) Copel is among the
15 companies that obtained
the highest scores in the
evaluation of their reports.
The aim of the Brazilian
Business Council for
Sustainable Development
(CEBDS, in Portuguese) is
to help improve corporate
reporting practices. Aspects
assessed: completeness,
operational context,
materiality, alignment,
stakeholder engagement,
external assurance, balance,
sustainability governance,
strategy, partnerships
and collaborations,
implementation and control,
targets and commitments,
performance, easy access,
attractive design and
impact.
Energy Summit Awards -
Winner in the Investment
Funds category.
Main recognitions
2024 Integrated Report > About Copel
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Recognitions
Copel received the most
important accolade, the
Paraná Plus Climate
Seal, for companies that
submit their Emissions
Inventories for verification
by an independent audit,
accredited by Inmetro,
confirming a reduction in
emissions.
In September 2024, for
the fifth consecutive year,
the Company received
the GHG Protocol Gold
Seal (referring to the 2023
Emissions Inventory),
consolidating its position
among companies that
measure and manage
their emissions with
excellence.
Sesi SDG SealCopel DIS:
“Apartamento Didático –
Basic Electricity Course
for Women” project.
Copel Holding Company:
Copel’s 2030 Carbon
Neutrality Plan.
Copel Mercado Livre:
Trading of renewable
energy certificates.
Anefac 2024
Transparency Award -
National Association of
Finance, Administration
and Accounting Executives
– “Companies with Net
Revenue above BRL 20
billion” category for the
ninth time.
500 Largest Companies
of the South Award -
Amanhã magazine - fifth
place in the South region
and first place in Paraná.
Aneel Ombudsman Award
- The Ombudsman’s Office
was elected the best in
Brazil for the fourth time.
Sesi SDG Award - Copel
GeT was a finalist in the
Environmental Category
- Large Industry, with
the Methodology for
Launching Cables with
the Use of Drones on
Overhead Transmission
Lines project.
2024 Abradee Award
In 2024, Copel DIS
won in the Innovation
Management category and
came in second among
distribution companies in
the South region.
Sustainability
Yearbook 2025 – Copel
was included for the first
time in the Guide of the
780 most sustainable
companies, based on S&P
Global’s 2024 CSA score.
2024 Integrated Report > About Copel
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Interactive
summary
• Sector overview
• Business model
• Sustainability management
• Stakeholder engagement
STRATEGY
AND OUTLOOK
From where it is generated to the point
of consumption, electricity goes through
a complex path that involves a long chain
of agents.
All over Brazil, energy comes from different
sources. Once generated, it is transported
through long transmission lines and finally
distributed through local grids (substations)
until it reaches the end customer, whether
industrial, commercial or residential.
At each stage, this journey entails a lot
of planning, which has led to greater
diversification of the energy matrix and
remarkable progress in new technologies.
Currently, the Brazilian power system is
properly meeting the growing electricity
demand, which ended 2024 with additional
10.85 gigawatts (GW) in the generation
matrix. This figure exceeds Aneel’s forecast
for the year by 0.75 GW, leading to the
SECTOR OVERVIEW
largest expansion since measurement
began, in 1997.
In 2024, the total number of power plants
installed came to a record high for a year:
301 new plants started operating, in 16
states, including 147 photovoltaic solar
plants (5.63 GW) and 121 wind farms (4.26
GW). As a result, the share of so-called
renewable plants came to 84.95% of the
total assets in operation, considering the
entire Brazilian power sector.
Therefore, on January 7, 2025, Brazil had
208.93 GW of inspected power capacity
(including plants in operation and under
construction), according to Aneel’s
Generation Information System (Siga, in
Portuguese) data.
The strengthening of renewable sources
has been one of the main factors
in the transformation of the sector,
84.95%
of the assets in the Brazilian electricity
sector are renewable plants
301
new plants came
on stream in Brazil’s
electricity sector
in 2024
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complemented by the decentralization
of the system and the blossoming of the
Free Energy Market, whose main trends
are the adoption of smart management
mechanisms (smart grids and artificial
intelligence), the integration of distributed
energy resources and the modernization of
distribution grids.
The trend towards decentralized
generation, for example, has opened up
room for small producers and consumers
with micro and mini-generation systems.
Processes digitalization, in turn, allows for
greater network control.
The biggest bottleneck is still in
transmission, which is why auctions have
sought to expand capacity. In just one of
them, held in September 2024, 783 km of
new lines and substations were auctioned
off. Between June 2023 and April 2024,
nearly 17,000 km had already been
approved.
As points of contact with end consumers,
distribution companies have the
challenge of ensuring reliable supply
— in a landscape in which household
consumption rose to 176,425 GWh in
2024, up by 7.1% from 2023. However,
in March, the National Interconnected
System (SIN) signaled a surplus of energy,
with surpluses declared by distribution
companies in the New Energy Surplus and
Deficit Compensation Mechanism (MCSD,
both acronyms in Portuguese). Therefore,
it is important to note that, alongside the
growth of Distributed Generation (DG)
and the migration of consumers to the
free market, these surpluses indicate an
expectation of low demand in the next
auctions, except for any specific issues
declared by distribution companies.
In any case, in an increasingly dynamic
electricity ecosystem, the good prospects
attract investors and companies while
fostering regulatory improvements aimed
at making the system more effective and at
developing new business models.
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2024 Integrated Report > Strategy and outlook
Copel has consolidated its position
as an integrated, renewable company
based on phased Strategic plan. The
first phase, focused on structuring
efficiency, was successfully completed
and prepared the Company for a new
cycle aimed at operational efficiency
and then expansion. Adaptation
to the corporation model and the
renewal of its main concessions were
essential steps in this process,
ensuring soundness and revenue
predictability for the coming years.
In the relationship with the market, Copel
has strengthened its transparency-
based, close relationship with
investors, enhancing its
participation in roadshows and
international conferences. The
Investor Relations team devoted its
efforts to strengthening dialog with
financial institutions and presenting
the Company’s financing thesis based
on its assets’ predictability, its
efficient corporate governance and
its ability to create value.
The commitment to sustainability
also was a central pillar in
Copel’s strategy. The divestment
of thermal assets and exclusive
focus on renewable sources have
consolidated the Company as a
Key factors for recognition
benchmark in the Brazilian power
sector. With a fully renewable energy
generation portfolio¹, comprising
hydro and wind power, the
Company reinforced its adherence
to ESG guidelines and the global
decarbonization movement, while
maintaining its competitiveness and
operational efficiency.
Capital allocation discipline was
another important factor for Copel’s
results, directing investments to
strategic projects such as smart grids
and automation systems, which boost
operational reliability and efficiency,
with emphasis on one of the largest
smart meter parks in Brazil. Beside
that, some initiatives, such as the share
buyback program and the payment of
extraordinary dividends, attest to the
Company’s commitment to creating
value for its shareholders, balancing
growth and financial return.
¹ In February 2024 the Figueira Thermoelectric Plant went into hibernation, making all the energy generated
by Copel from March 2024 100% renewable.
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2024 Integrated Report > Strategy and outlook
In line with the company’s
materiality and strategic
risk management, the
anticipation of renewals
guarantees Paraná’s
energy security
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Renewal of contracts
for Copel’s three most
important hydroelectric
plants
30
years
Copel is an integrated power company
recognized for its high operational
efficiency and for having the lowest
default rates in the industry.
One of its key strategic moves in 2024
was the renewal for another 30
years of its three most important
hydroelectric power plants’
concessions — Foz do Areia, Segredo
and Salto Caxias —, which would
expire in the coming years (Foz do
Areia HPP’s concession expiring in
2024). In line with the Company’s
strategic risk management and materiality,
the early renewal ensures operational
predictability and energy security in the
state of Paraná. The renewal included
Strategic priorities
the payment of a BRL 4.1 billion fee and
guaranteed that a strategic 4,176 MW-
asset remained in the portfolio, enabling
future capacity expansions.
The concession renewals
strengthen Copel’s position as a
reference for sustainability, renewable
energy and operational efficiency in the
power sector.
Copel sold its stake in the Araucária
Gas Power Plant (Uega) (
see
more on page 42), enabling the
company to redirect its resources
to areas more aligned with its core
competencies and decarbonization
strategy. The operational condition
of the asset, which did not fit in with
the search for maximum efficiency
characteristic of the Company’s
business model, was a decisive factor.
The divestment decision allowed a
specialized operator to take over the
asset, boosting its results.
Starting in 2025, Copel will
begin a new strategic cycle,
consolidating its position in the
sector through investments
and divestments, in addition
to developing new products
and services. The Company will
focus on market intelligence and
opportunity mapping, driving
innovation with a new platform
aimed at transforming customer
experience. At the same time,
it will conduct a process review
focused on efficiency and
performance, to ensure greater
competitiveness and
operational soundness based on
digital transformation.
In 2026, Copel plans to move forward
with the implementation and
dissemination of its strategy,
seeking competitive advantages
in identified opportunities.
Digitalization will be an essential
pillar for this period, with the
expansion of a new digital product
and service portfolio, reinforcing its
commitment to innovation and the
modernization of the power sector,
including the implementation of
new tools.
Decarbonization - divestment
In 2024, Copel GeT signed a
sale agreement with Electra
Hydra/Intrepid for 13 small-scale
generation assets, including
the Figueira Thermal Power Plant,
totaling an installed capacity
of 118.7 MW. The estimated
transaction value was BRL 450.5
million. The sale also included
the assumption of BRL 21.4
million in debts with the Brazilian
Development Bank (BNDES, in
Portuguese).
The sale of Uega, in which Copel
GeT and Copel Holding Company
held an 81.2% stake (60.9% and
20.3%, respectively), reinforces the
Company’s sustainable growth and
is aligned with its 2030 Vision. The
plant was sold to Âmbar Energia
S.A. The completion of
Uega’s full divestment was
announced in July 2024, and the
transaction value equivalent to
Copel’s equity interest was
BRL 320.7 million.
Copel has completed the
divestment of its 51% stake in
Companhia Paranaense de Gás
(Compagas) by 2024, putting
all of its shares up for sale.
The Company received 40% of
the equity value of BRL 906.0
million, restated according to
the agreement considering the
reference date of December 31,
2023. Additional installments will
be settled by September 2026.
The expansion of the portfolio of new digital products
and services reflects Copel’s commitment to innovation
and modernization in the electricity sector.
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2024 Integrated Report > Strategy and outlook
Structuring Efficiency (2024 and 2025)
Organizational restructuring
Voluntary Redundancy Program
Opening of nearly 900 internal job transition
opportunities (promotions and career transition)
Adaptation to the private corporation model
Process revision
Organizational structure optimization
Operation digitalization (eliminating legacies from
the state-owned company era and preparing for
future challenges)
Operational efficiency (2025 and 2026)
Consolidation of optimized processes
Productivity increase
Search for scalable results
Development of sustainable solutions
100% renewable energy matrix
Investments in technology and innovation
Expansion (2026 to 2030)
Organic expansion
Value creation
Portfolio synergy
Investments in renewable generation
Highly efficient transmission
Exploring new markets
Strategic partnerships
Inorganic expansion
Sustainability engagement
Positive impact with the communities
and stakeholders
1ª wave
2ª wave
3ª wave
Copel’s strategic plan is underpinned by
the 2030 Vision, launched in 2022,
which aims to strengthen the Company’s
sustainable growth through actions that
promote energy transition, energy
matrix decarbonization and investments
in technology and infrastructure.
In addition to the concession renewal for its
three largest power plants, another important
strategic aspect is its commitment to net zero
and climate resilience. The Company’s wholly
owned subsidiaries structured their Climate
Change Adaptation Plans, which map risks
and opportunities to ensure energy security
and operational continuity in the face of
extreme weather events. Copel’s power
generation, which became 100% renewable
during the year 2024¹, is made up of 88%
hydro and 12% wind, and investments in
innovation and technology reinforce this
commitment and position it competitively in
a sector that is constantly changing.
Strategic plan
The strategic plan encompasses three transformational waves:
The Strategic plan stages reflect
Copel’s evolution toward efficiency
and sustainability, with prioritized
goals, actions, and investments
aligned to long-term objectives
and materiality priorities.
1 In February 2024 the Figueira Thermoelectric Plant went into hibernation, making all the energy generated by Copel from March
2024 100% renewable.
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2024 Integrated Report
Strategy
New Business
Digital
Transformation
Investments and
divestments
New products
and services
2025
New
strategic cycle
Market
intelligence and
opportunity
mapping
New
platform for
transforming
the experience
Process review
aimed at
efficiency and
performance
2026
Dissemination
and
implementation
Advancing
opportunities with
competitive edge
New world of
digital products
and services
Implementation
of new tools
Progress in ESG
Copel celebrated 70 years of operation with
an important milestone: the complete
decarbonization of its energy matrix. Now,
100% of its generation comes from hydro
and wind sources¹, highlighting its leadership
position in the sustainable development of
both Paraná and Brazil.
In 2024, Copel was internationally
recognized for its commitment to sustainability
by joining, for the first time, the S&P Global
Sustainability Yearbook, which features the
780 most sustainable companies in the world.
This recognition highlights the Company’s
progress in ESG practices and its alignment
with the highest global standards in
the power sector.
Copel also advanced into the group of the
three top-performing Brazilian energy
companies in the Corporate Sustainability
Assessment (CSA), which underpins the
Dow Jones Sustainability Index (DJSI).
1 In February 2024 the Figueira Thermoelectric Plant went into hibernation, making all the energy generated by Copel from
March 2024 100% renewable.
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It is important to note that, for decades, Copel
has been a pioneer in building large
hydroelectric power plants and using
renewable energy sources. Since the 1960s, it
has invested in clean, sustainable generation,
standing out for the implementation of
strategic hydroelectric power plants and being
in the forefront of wind generation in Brazil. In
2023 and 2024, it boosted innovation in low
carbon solutions aimed at energy transition,
testing a pioneering structure for
producing green hydrogen.
Copel was the first company in the
power sector to join the Global Compact,
which is why, in addition to developing
mandatory social programs in the context of
environmental licensing, it carries out actions
to raise awareness, disseminate knowledge
and share practices, as well as initiatives to
promote the safe use of energy and mobilization
campaigns for citizenship issues, valuing
diversity and fighting gender-based violence.
The Company’s commitment to sustainability
is reflected in initiatives and achievements such
as receiving the GHG Protocol Program’s Gold
Seal; joining S&P Global’s Sustainability Yearbook;
celebrating 20 years of the EletriCidadania
program; establishing long-term incentives with
ESG-related targets for senior management; and
being included in the Reporting Matters study (by
CEBDS), listed among the 15 companies with the
highest score in sustainability report quality.
The Company keeps innovating with
the Smart Grid Program, which has already
installed one million smart meters, substantially
reducing CO2 emissions.
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Copel as a corporation
The year 2024 marked the first full cycle of
Copel’s consolidation as a corporation — a
publicly held company without a controlling
shareholder — bringing increased agility and
competitiveness to its business environment.
The transition to a corporation led to profound
changes in organizational culture, as previously
mentioned. To support this, Copel has invested
in the transformation of internal processes
and the modernization of its administrative
structure, resulting in faster and more efficient
decision-making. Training and development
programs were enhanced, focused on building
employee capacity to face the challenges of an
increasingly dynamic and competitive
sector (
read more on the New Way of Being
Copel on page 256).
Capital allocation
Copel’s strategy is based on
continuous investments in the expansion and
quality improvement of its assets, which
guarantees operational efficiency and
excellence in service provision. Investment
proposals are analyzed by an independent
advisory body that advises and recommends
decisions to the Board of Directors (
read more in Investment and Innovation
Committee, on page 80).
In 2024, investments totaled BRL 2,503.8
million, 87.7% of which was invested in Copel
Distribuição (98.9% allocated to electric
assets and 1.1% to non-electric assets
and other investments).
In late 2023, Copel had already approved the
creation of Copel Ventures I, a corporate
venture fund aimed at energy and technology
startups (
read more in Innovation
projects, on page 130).
Expansion of training
and development
programs to meet
the challenges of
an increasingly dynamic
and competitive sector.
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Capital allocation manifesto
TIR
Financial flexibility
Business resilience
+ contracted
investment plan
Strategic cash
Optimal leverage
Balance robustness
Financial result
optimization
Tax efficiency
Investment level:
Extraordinary
earnings
Share buyback
M&A
Optionalities
Clear returns
above minimum IRR
Improved investment
framework
New projects
Substantial and regular
payments
Payout predictability
Share
buyback
Payment of
extraordinary dividends
The Company declared and paid
BRL 1,085.1 million for the 2024
fiscal year. In line with the Dividend
Policy, the Board of Directors
proposes the payment of
extraordinary dividends of BRL
1,250.0 million for resolution by
the Annual Shareholders’ Meeting
of April 24, 2025, with payment
expected by June 2025.
Up to of common shares
and class B preferred
shares
10%
Até
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BRL 3 billion
for investments in 2025.
BRL 464 million
for structural improvements in generation
and transmission
BRL 2.5 billion
or infrastructure modernization and
network expansion
The Company exercises capital allocation optionality
with high value creation for its shareholders.
For 2025, the approved investment budget increased by
23.5%, amounting to BRL 3.0 billion. Power distribution
remains the main allocation front, with BRL 2.5 billion,
aimed at infrastructure modernization and network
expansion, directly benefiting end consumers. BRL
464 million will be allocated to the generation and
transmission business, for structure enhancement.
48
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About Copel
Strategy
and outlook
Corporate
governance
Performance
Social and
environmental
Appendices
2024 Integrated Report > Strategy and outlook
Business model
Capitais - Inputs
Capital Natural
Use of water resources to generate electricity
Climate Change
100% energy renewable¹
Changes to habitats in the the Atlantic Forest, Cerrado, the
Amazon and Caatinga due to the implementation and operation
of power generation, transmission and distribution projects
Social and relationship capital
2,805 suppliers with current contract(s)
5.2 million consumers
stakeholder relation and engagement mechanisms:
Social programs
Corporate volunteering
Community engagement
Human capital
New Way of Being Copel
4,389 employees direct
100% of employees and contractors covered by
occupational safety management system
Training and career transition programs
Commitment to diversity, with defined targets
Intellectual capital
Integrated business structure (generation, transmission,
distribution and trading)
Volt — Copel’s open innovation program
Research & Development (R&D) projects
Ivestment in startups to develop innovation projects
MIntegrated innovation model being implemented,
with the Strategic Innovation Forum reporting to the
Investment and Innovation Committee
Manufactured capital
26 power plants hydroelectric
47 clusters wind
9,600 km of transmission lines and 214,607 km of
distribution lines
53 substations with transformation capacity of 20,962
MVA sale of 2 thermal assets
sale of 2 assets thermal
Financial capital
BRL 2.5 billion in CAPEX
BRL 32 billion billion in gross revenue
BRL 18.9 million in operating costs and expenses
Outputs
Stakeholders
Impacted
Capital Natural
Society and
Communities
Regional rainfall variability, with a trend of increased
rainfall in the southernmost part of Brazil and
shortage in other regions, can have an impact on
hydropower generation
* Scope 1: 17,317.97 tCO2e
* Scope 2: 229,169.37 tCO2e
* Scope 3: 3,149,230.2 tCO2e
365,079.4 GJ of energy consumed by the Company
24,688 hectares of protected areas surrounding
generation reservoirs
Social and relationship capital
Workforce,
Regulators and
Sector Entities,
Suppliers and
Partners, Society
and Community
63.9% spent on local suppliers
- +32,000 hours of volunteering work through the
EletriCidadania Program, since its creation in 2024
R$ 9,8 milhões gastos com iniciativas sociais externas
Pesquisa Abradee de Satisfação - Cliente
Residencial - 79,1%
DER 113,4
FER 4,0
Capital humano
Shareholders,
Workforce
BRL 1.1 billion spent on personnel and
management fees
0 high-consequence com consequência grave,
e 1 fatalidade de empregado terceirizado
615 profissionais reenquadrados em suas posições
funcionais
13,9% de mulheres na alta liderança
Capital intelectual
Shareholders,
Workforce,
Suppliers and
Partners
Recognized as a standout company in the 2024
Conecta Startup Brasil
Copel Ventures I: BRL 150 million by 2033
Voted the best distribution company in ABRADEE
awards’ innovation ranking
Manufactured capital
Shareholders,
Workforce,
Suppliers
and Partners,
Customers,
Regulators and
Sector Entities,
Society and
Communities
94% availability of generation plants
29.373,30 GWh generated
2,5% transmission losses
5.6% technical distribution losses
DEC 7.9
FEC 5.4
Financial capital
Shareholders,
Lenders, Workforce,
Suppliers
and Partners,
Customers,
Regulators and
Sector Entities,
Society and
Communities
BRL 2.8 billion in net income, up by 20.3% from 2023
BRL 22.7 billion in net operating revenue, up by
5.5% from 2023
BRL 13.2 billion debt (0.51 related to equity)
RI
SK
S
O
P
P
O
R
T
U
NI
TI
E
S
G
O
V
ER
N
A
N
C
E
S
TR
A
TE
G
Y
Generation:
primary activity
that transforms natural
sources into electricity.
Transmission:
through transmission lines,
power generated is transferred to
the distribution networks.
Distribution:
the energy generated and
transmitted is distributed to consumers
Trading:
trading energy on
the free energy
market
Vision
Be an industry-leading player in our business
segments while creating sustainable value.
Mission
Provide energy and solutions
for sustainable development
1 In February 2024 the Figueira Thermoelectric Plant went into hibernation, making all the energy generated by Copel from
March 2024 100% renewable.
49
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Corporate
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Performance
Social and
environmental
Appendices
2024 Integrated Report > Strategy and outlook
Copel adopts an integrated
approach to sustainability
management, ensuring that it is
incorporated across the board
into its strategy and operations.
The Copel Holding Company
establishes comprehensive corporate
guidelines, disseminating them through
policies and standards that ensure
alignment in all areas of the Company
and its subsidiaries. Each subsidiary
adopts specific actions and carries out
continuous monitoring to align with
social and environmental compliance
and best market practices.
Responsibility for managing
social and environmental impacts is
shared among Copel’s various areas
and subsidiaries, which rely on technical
support from specialized personnel.
SUSTAINABILITY MANAGEMENT
GRI 3-3 Material Topic: Corporate governance
The Board of Directors is the highest
governance body responsible for
making strategic decisions, approving
and monitoring policies related to
sustainability, climate change, people
management, occupational health and
safety, as well as deciding on other
matters on the ESG agenda, such as
sustainable sourcing, private social
investment, eco-efficiency and human rights.
Global references
Copel is also adapting to the new standards set by the International Sustainability
Standards Board (ISSB), which strengthen the connection between the
Company’s sustainability information and its financial statements. With the goal
of aligning its practices with leading global references, a dedicated committee was
established to meet the requirements of the new ISSB standards and to promote
greater transparency in its relationship with investors.
The Sustainable Development Committee
(CDS, in Portuguese), an independent,
permanent advisory body, advises the
Board of Directors on decisions related to
sustainability management (
read more
in Advisory Committees, on page 79).
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Corporate
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Performance
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2024 Integrated Report > Strategy and outlook
7
8
9
11 12 13 16 17
Copel monitors its sustainability
performance through specific indicators
and internal and external evaluations,
which allows comparisons with sector
peers and the continuous improvement
of its ESG practices. In this sense,
it uses benchmarks such as the
Corporate Sustainability Index (ISE B3,
in Portuguese), S&P Global’s CSA and
the CDP’s climate change questionnaire.
The results of these assessments
guide improvements to the Company’s
processes and strategies.
In 2023, Copel joined the Brazilian
Business Commitment to Biodiversity
of the Brazilian Business Council for
Sustainable Development (CEBDS,
in Portuguese), reaffirming its
commitment to environmental
preservation and valuing biodiversity
as part of its sustainability agenda.
Since the launch of its 2030 Vision
three years ago, environmental, social
and governance challenges have been
openly included in the Company’s
strategic agenda. Targets include reducing
GHG emissions and offsetting residual
emissions by 2030 for assets under
operational control (Scope 1), as well as
committing to corporate integrity and
progress in diversity and customer
satisfaction initiatives.
The Neutrality Plan, which initiated
the studies underlying the Climate
Adaptation Plans for Copel DIS and
Copel GeT, deepens the analysis
of climate change impacts on the
Company through 2050. The Plan also
complies with Copel’s Sustainability
Policy, strengthening its guidelines for
sustainable and integrated management
of these issues.
Sustainability Policy
In 2024, Copel integrated several
topic-specific policies into a single
Sustainability Policy, which addresses
the following themes in one structured
document: Environment, Biodiversity,
Human Rights, Stakeholder Engagement,
Private Social Investment, and Climate
Change. Each of these topics now
constitutes a dedicated chapter within
the Sustainability Policy, ensuring a
more integrated ESG approach. This
reformulation strengthens the Company’s
environmental and social governance,
streamlines the implementation and
monitoring of its guidelines, and promotes
greater transparency and efficiency in
sustainability management. For further
detail on the Sustainability Policy and other
corporate documents, please visit the
Bylaws, Policies and Regiments section of
Copel’s Investor Relations website.
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Progress made in 2024
Copel has several commitments
and guidelines related to Sustainable
Investment, mainly:
Commitment to 100% renewable energy
Net Zero Ambition
Sustainability Policy
Investment and Innovation Policy
Sustainable Development Committee
Investment Committee
Global Compact
2030 Agenda
Internal rules on Human
Rights Due Diligence
Strategic initiatives include:
1. The Smart Grid Program, - with
the investment of BRL 820 million
in smart solutions to serve
1.5 million consumer units by
2025, reducing traveled distance
in the program’s coverage area
and translating this reduction in
metric tons of CO2 avoided.
2. Pursuing the goal of having
a fully renewable¹, portfolio
(already achieved) and reducing
scope 1 emissions by 2030.
3. Construction of solar farms to
supply 100% of the Company’s
own electricity consumption
by 2030.
On the regulatory, social and environmental front:
1. Progress in managing environmental
and social impacts during
construction works, including the
implementation of measures to
control waste, mitigate noise and
reduce greenhouse gas emissions.
2. Maintenance of a satisfactory
level of compliance, minimizing the risk
of receiving fines and sanctions.
3. Use of management tools to
create improvement opportunities such
as the Critical Analysis Meetings (RAC,
in Portuguese), for which action plans
are drafted.
4. Promotion of organizational
learning through post-deployment
reviews, in which improvement
suggestions are integrated into policies
and operational practices.
1 In February 2024 the Figueira Thermoelectric Plant went into hibernation, making all the energy generated by Copel
from March 2024 100% renewable.
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Corporate
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ESG goals - Corporate DJSI/CSA
Indicator
2024 Performance
2025 Target
2027 Target
2030 Target
100% renewable generation portfolio (%)¹
100
100
100
100
EV light fleet (hybrid) (%)
18.8
15
30
50
Administrative centers with WELL Certification (%)
0
30
50
100
Fatalities among direct employees (number)
0
0
0
0
Fatalities among contractors (number)
1
0
0
0
Employee performance review (%)
96.9
100
100
100
Employees trained in occupational safety and health
(operations with significant risks) (%)
100
100
100
100
Retention rate of women post-pregnancy (%)
100
100
100
100
100
% of variable compensation linked to ESG performance
30
30
30
30
Women in senior management positions (2022 baseline) (%) ²
13.9
40% increase in the number of women in senior management positions
by 2025
Employees trained in anti-corruption practices,
cybersecurity and Code of Conduct (%)
98
100
100
100
100
Reduction in Scope 1 emissions (2017 baseline) (%)
92
20
50
100
¹In February 2024 the Figueira Thermoelectric Plant went into hibernation, making all the energy generated by Copel from March 2024 100% renewable.
² The Senior Leadership considers the positions of Board of Directors, Executive Board and level 6 (Superintendents and Assistant Directors).
ESG goals – Copel Distribuição
Indicator
2024 Target
2024 Performance
2025 Target
2030 Target
ISO 14001 Certification in distribution
infrastructure provisioning process
No
Yes
Yes
Energy Efficiency Program (PEE, in
Portuguese) — energy saved (MWh)
21,624.85
19,651.28
18,655.27
22,406.57
Employees trained in occupational safety and health
(operations with significant risks) (%)
100
99.03
100
100
Abradee’s Customer Satisfaction Index (ISQP)1 (score)
81
79.10
80
85
1. Abradee’s Perceived Quality Satisfaction Index.
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ESG goals – Copel Generation and Transmission DJSI/CSA
Indicator
2024 Target
Performance 2024³
2025 Target
2030 Target
Native vegetation coverage in reservoir APPs² (%)
- ¹
85.7
84
87
Cultivar Energia Program – beneficiary families (number)
- ¹
378
350
600
Waste disposal rate at operational units (%)
79
78
80
85
¹ There was no target for 2024.
² % of the APP that can be recovered with native vegetation cover (excluding mining, security, rocky areas, irregular occupations, roads and accesses, etc.).
³ The target of 600 beneficiary families is to be achieved by 2030. In 2024, the partial (phased) target was exceeded.
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See below certain milestones on the sustainability journey that reinforce Copel’s continuous progress.
Copel’s ESG journey
1999
2020
2021
1987
2000
2018
2022
2005
2017
2023
2009
2016
2024
Installs the first
wind power
plant in Brazil’s
Southern region,
in Palmas (PR).
• Drafts its Carbon
Neutrality Plan.
• Migrates to B3’s
level 2 of corporate
governance and increases
minority shareholder
representation in the
Board of Directors.
• Links ESG targets to
variable compensation.
Publishes the
environmental impact report
for the Segredo Hydroelectric
Power Plant, the first of its
kind in the power sector.
Joins the Corporate
Sustainability
Index (ISE) for
the first time.
• Launches the Aluno Energia
Program (linked to SDG 4).
• Prepares and disseminates the
Climate Change Adaptation Plans
for its wholly owned subsidiaries.
• Formalizes the Commitment to
Biodiversity with the CEBDS.
• Achieves grade A- in the CDP’s
climate change questionnaire.
• Publishes Biodiversity and Stakeholder
Engagement policies.
Publishes its first
Greenhouse Gas
Inventory and becomes
a founding member of
PBGHG Protocol.
• Achieves 100% renewable¹
energy generation.
• Is listed in S&P Global
Sustainability Yearbook.
• Celebrates the 20th anniversary
of the EletriCidadania program.
• Sets long-term incentives (LTI),
with ESG performance targets
for senior management.
• Is listed among the 15 highest scores
in the Reporting Matters report.
Becomes a signatory
to UN’s Global
Compact — the first
Brazilian power
company to do so.
• Launches Copel’s 2030 Vision with ESG goals.
• Joins the 100% Transparency Movement and
the Net Zero Ambition Movement.
• Adheres to the World Economic Forum’s
Stakeholder Capitalism Metrics.
• Partners with UN Women in the Empowering
Refugees project in Curitiba.
• Participates in the 3rd class of the Global
Compact’s SDG Ambition Program.
Creates the
Governance, Risk
and Compliance
Office.
• Receives the Pro-Ethics
Seal from the Brazilian Office
of the Comptroller General.
• Achieves grade B in the CDP’s
climate change questionnaire.
• Participates in the 1st class of the Global
Compact’s SDG Ambition Program.
• Builds Brazil’s first
electric road.
• Participates in the
prioritization of SDGs
for the Power Sector.
Adheres to
the UN’s 2030
Agenda.
1 In February 2024 the Figueira Thermoelectric Plant went into hibernation, making all the energy generated by Copel
from March 2024 100% renewable.
55
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The prioritized SDGs are reflected in
Copel’s Strategic plan, its key indicators
and its corporate targets.
Copel and the SDGs
Copel’s initiatives towards
sustainable development are
underpinned by its voluntary
commitments, especially the UN’s
Global Compact 2030 Agenda —
Transforming our World.
Copel’s key indicators and
corporate goals, as well as those of
its subsidiaries, are aligned with the
prioritized SDGs and the Company’s
Strategic Plan. By monitoring
indicators, the Company is
able to set expected
performance levels and results.
Priority SDGs for Copel
Copel adopts the SDGs prioritized
by the Brazilian power sector (7, 8,
9, 11 and 13) and includes SDG 4
among its priorities:
56
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In October 2024, Copel launched the first
edition of its sustainability course.
Aimed at spreading the concepts and culture
of sustainable development, in line with the
Company’s strategic goals, the course seeks
to broaden knowledge and promote people’s
engagement with sustainability.
Comprising content such as basic
notions, the environmental and social
dimensions, corporate governance and
sustainability management, it is permanently
available to the internal stakeholders. In 2024,
1,600 participants completed the training;
and, in 2025, the Company expects to make
the course available to external stakeholders
through its Sustainability Portal.
Copel’s
sustainability
course
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EducaODS Program
Created in 2017, this program aims to
establish guidelines, raise awareness,
disseminate knowledge and engage
stakeholders in actions related to the
SDGs, strengthening management, culture
and education for sustainability.
EducaODS gathers Copel’s initiatives
related to compliance with the 2030
Agenda, aligning the Company’s voluntary
commitments, strategic framework and
organizational values.
The program reinforces Copel’s corporate
strategy and goal of expanding and
disseminating best ESG practices. All of
its subsidiaries have initiatives aimed at
increasing the knowledge and awareness
among internal and external stakeholders
about Copel’s connection with the SDGs
and sustainable development.
EducaODS is integrated with Copel’s
corporate sustainability programs, such as
Climate Change, Eco-efficiency, Waste
Management, Cultivar Energia (Community
Gardens), Human Rights, Diversity, Accessibility
and EletriCidadania (Corporate Volunteering).
As it is directly linked to several
actions targeted at fostering a culture of
sustainability, the EducaODS Program
contributes to achieving Copel’s and the
power sector’s priority SDGs (7, 8, 9, 11 and
13), as well as SDG 4, which is considered
an instrument for disseminating knowledge
in favor of sustainable development.
Engagement and
commitment Copel:
656 employees
took part in the
ESG Integrated Week.
ESG Integrated Week
One of EducaODS’s main initiatives in
2024 was the ESG Integrated Week,
derived from the SDG in Practice seminar,
held in 2023. The event’s aim was to
spread knowledge about sustainability,
strengthen understanding of ESG aspects
and promote interaction between
employees, suppliers, partners and
other stakeholders. The agenda included
talks on risks, anti-corruption practices,
diversity, conscious consumption, ESG
purpose and energy transition.
During the event, the Company
shared good environmental,
social and governance practices,
highlighting their relevant
contributions to each ESG
criterion. In addition to the
lectures, there were cultural activities
led by Syrian refugees, in partnership
with the Company’s Migration and
Refuge Project.
The closing lecture was “ESG and
Purpose,” and it was followed by a
debate on energy transition, with the
participation of specialists from the
Company’s businesses, the Board
of Directors and the Sustainable
Development Committee. A total of
656 employees attended the event.
The ESG Integrated Week is a
strategic space for exchanging experiences,
engaging stakeholders and encouraging
reflections that reinforce Copel’s
commitment to the ESG agenda.
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STAKEHOLDER ENGAGEMENT
GRI 3-3 – Material Topic: Social commitment2-29, G4-EU19, Social and relationship capital
At Copel, Stakeholder Engagement
aims to build long-term relationships
that create value for both the
Company and stakeholders in line
with its mission, vision, and values.
This commitment is reflected in an
ongoing, transparent, and constructive
dialogue with shareholders, customers,
employees, suppliers, communities,
and other stakeholders, promoting
greater alignment between stakeholder
expectations and business strategies.
To structure this relationship, Copel carries
out the mapping and periodic review of
its stakeholders, in addition to establishing
engagement processes and methodologies
tailored to the impact and relevance of
the topics addressed. The materiality
assessment is one of the main instruments
used, ensuring that stakeholders’
perceptions and priorities are
integrated into the Company’s strategic
decision-making. Based on this
active listening, the Company improves
its ESG practices and implements
adjustments in its governance and
operations to strengthen its resilience
and competitiveness in the power sector.
The Stakeholder Engagement guidelines,
approved by the Board of Directors
and included in a specific chapter
of the Sustainability Policy, guide
the relationship with stakeholders
and the continuous monitoring of
their demands and concerns. The
main challenges identified by these
stakeholders are reported to the
respective responsible departments,
in accordance with corporate
governance, in order to assess the
responses and solutions adopted
to address them, with the purpose
of ensuring a structured process of
continuous improvement.
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Sustainability Portal
involving
138,244
users
from 65 countries, which
represents a 431% increase in users
compared to 2023 (32,108), and a
214% increase in events compared
to 2023 (283,821).
Stakeholder participation occurs in
many ways, from public consultations and
hearings to frequent interactions through
digital platforms and in-person meetings. In
the deployment of infrastructure projects,
the dialogue involves local communities and
groups affected by the Company’s operations,
who participate in public consultations
organized by the licensing authority, in
addition to obtaining permits, licenses,
and environmental clearances.
Copel also maintains an ongoing relationship
with environmental agencies, regulators,
and institutional partners such as the
Brazilian National Foundation for Indigenous
Peoples (Funai), the Palmares Cultural
Foundation (FCP), the Brazilian National
Water and Sanitation Agency (ANA), the
Brazilian National Institute for Colonization
and Agrarian Reform (Incra), the Institute of
National Historical and Artistic Heritage
(Iphan), and the Paraná’s Instituto Água e Terra
(IAT; all acronyms in Portuguese).
Collaboration with universities and research
centers allows for the exchange of technical
knowledge and contributes to sustainable
and innovative solutions, while municipal
and state executive branches participate in
the regulation and implementation of the
Company’s projects.
PORTAL SUSTENTABILIDADE
For more information on the
Sustainability Portal, click here.
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Copel’s engagement flow follows four
main stages: stakeholder mapping,
corporate strategy, operation, and
reporting and monitoring. Stakeholder
feedback is periodically analyzed
and incorporated into strategic and
operational plans, allowing adjustments to
corporate policies and the development
of actions that strengthen transparency,
eco-efficiency, human rights, accessibility,
and social inclusion.
The Company invests in expanding
its communication channels, prioritizing
interactive and accessible platforms
that increase stakeholder participation
and ensure greater transparency
regarding corporate actions and
commitments. In addition to the
Sustainability Portal, which provides
detailed information on the Company’s
ESG projects and practices, Copel seeks
to expand the use of digital spaces and
social media to strengthen interaction and
monitor stakeholder perceptions.
The challenges pointed out by
stakeholders and the actions taken by
the Company to solve them are reported
in the main institutional documents, such
as the Integrated Report and the social
and environmental reports of the wholly-
owned subsidiaries. These records
allow sector comparisons, impact
measurement and monitoring of the
evolution of the Company’s initiatives,
which guarantees a continuous process
of improvement and innovation.
Copel’s set of goals follows the
guidelines of its Strategic Planning,
unfolding vertically and horizontally
within the organizational structure.
Performance analysis, based on ESG
and financial indicators, allows the
company to monitor its progress,
identify opportunities for improvement
and reinforce its commitment to
governance and sustainability.
01
02
03
04
05
06
07
08
09
10
11
12
13
14
15
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Corporate
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environmental
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Group
stakeholders into
categories
Determine
levels of
engagement
Define the
appropriate
engagement
format
Identify engagement-
related risks and
opportunities
Maintain contact
and direct
dialogue with
stakeholders
Document
engagement
and its results
Present reports
to the Sustainable
Development
Committee and the
Board of Directors
Identify
stakeholders
Prioritize
stakeholders
Assess
levels of
engagement
Identify
relevant
engagement
issues
Develop and
execute the
engagement
action plan
Monitor and
evaluate
engagement,
including
lessons learned
Monitor
stakeholder
engagement
across
departments
Disclose the
results of
stakeholder
engagement
Stakeholder
Mapping
(Approved by the Board
of Directors)
Stakeholder Engagement Flow
Corporate
Strategy
(Carried out by the Departments)
Reporting and Monitoring
(Carried out by the departments and areas)
Operations
(Carried out by the areas)
Copel Day
As part of its stakeholder engagement strategy, Copel promotes
initiatives that strengthen relationships with its stakeholders, ensuring
transparency and strategic alignment. One of the highlights in this
process is Copel Day, an event aimed at investors that provides a
platform for sharing the Company’s results, outlook, and strategic
guidelines (more details in Strategic plan, on page 43).
Copel Day 2024 reinforced the foundational pillars of Copel’s
journey: transparency, value creation, and consistency. The
Company’s executives also presented details of the approach
based on the efficient use of resources, which has strengthened
the financial structure and maximized returns for shareholders.
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Stakeholder mapping
GRI 2-29
Copel periodically maps stakeholders for the
Holding Company and its subsidiaries, based on the
AA1000SES Standard and its corporate policies. The
most recent review took place in 2024 and identified
the stakeholders that most influence or are most
influenced by the Company:
Acionistas e
Investidores
Órgãos
Reguladores
E Entidades
Setoriais
Parceiros e
Fornecedores
Sociedade e
Comunidade
Empregados
Clientes
Shareholders and investors
As holders of the Company’s capital
stock, shareholders focus on
investment prioritization, economic
growth, sustainable development,
and business longevity. As a result,
Copel must create value and returns.
The relationship is primarily managed
through the Investor Relations
department, which follows its own
corporate policy, offers dedicated
communication channels, and adheres
to governance practices aligned with
best market practices.
Customers and consumers
In addition to shaping the Company’s
perception and reputation, customers
and consumers have the ability to
choose how they consume and are
directly affected by the products and
services they are provided. Copel is
committed to delivering clean energy,
high-quality services, prompt customer
support, and affordable rates. The
relationship with this group is primarily
maintained through Copel Distribuição
and Copel Mercado Livre, which offer
virtual and in-person service channels,
dedicated phone lines, email, and
mobile applications to facilitate
customer contact.
Employees
Employees are essential stakeholders,
both influencing and being influenced
by the Company’s activities, and
include both direct employees and
contractors (
this report provides
a detailed discussion on people
management starting on page 247).
Copel employs various communication
channels to strengthen its relationship
with employees, ensuring they are
well-informed and that their needs and
expectations are acknowledged. The
Company promotes freedom and
confidentiality in communications, using
channels such as the Ethics Advisory
Committee (COE, in Portuguese),
the Ombudsman’s Office, and the
Whistleblowing Channel. Engagement also
occurs through internal communication
initiatives, interaction, and information
sharing, such as the intranet.
Renewable energy,
excellent services,
communication channels:
Copel’s commitment to
its stakeholders.
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2024 Integrated Report > Strategy and outlook
COMMUNICATION CHANNELS
To learn more about the communication channels
between Copel and its stakeholders, please visit
the Copel Sustainability Portal.
Society and communities
Society, composed of local communities
and the general population, may be
directly or indirectly impacted by the
Company’s operations, especially with
respect to the environment. Copel is
mindful of the impacts of its projects,
conducting environmental, social,
and economic studies as part of the
licensing process. These studies form
the basis for programs to mitigate
negative impacts and enhance positive
ones (
read more on page 208).
The relationship with communities
is managed through wholly-owned
subsidiaries, which offer virtual and in-
person channels, dedicated phone
lines, email, and mobile applications.
Partners and suppliers
Partners and suppliers, responsible for
supplying raw materials, equipment,
inputs, services or technical support,
have their performance closely linked
to the quality and efficiency of Copel’s
operations. The ongoing relationship
with such group is maintained through
the supply management teams and
the managers of each contract. In
addition to direct contact with buyers
and contract managers, the Company
provides virtual and in-person
communication channels, dedicated
phone lines, email, and pages on its
website and the Sustainability
Portal, offering relevant information to
this audience.
Government, regulators,
and sector entities
Responsible for drafting laws,
regulations, and policies, these
entities exert considerable influence on
the Company’s operations and regulatory
compliance. Copel engages in hearings,
public consultations, inspections, and
the receipt of guidance to ensure its activities
remain in full compliance. The relationship is
also maintained through official channels of
governmental and sectoral entities, as well as
the Company’s own channels.
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2024 Integrated Report > Strategy and outlook
Voluntary commitments
The Company’s voluntary commitments are a public expression of its engagement with ESG initiatives, aligned with its strategic framework, to
support the achievement of shared goals.
The Company’s voluntary commitments are presented below, organized by their respective adhesion dates:
Voluntary commitments
Adoption
United Nations (UN) Global Compact
07/12/2000
Paraná Council of Social Responsibility (former Paraná Council of Corporate Citizenship)
12/02/2004
Women Empowerment Principles — WEP (UN)
05/27/2010
Business Contribution to the Promotion of a Green and Inclusive Economy (UN)
05/11/2012
Call to Action for Governments to Fight Corruption
12/02/2014
Business Pact for Integrity and against Corruption (Ethos Institute)
07/22/2015
National “We Can” (Nós Podemos) Movement (UN)
03/08/2016
Network of Companies for Learning and Eradication of Child Labor (ILO and Ministry of Employment)
11/26/2016
Principles for Responsible Management Education — PRME (UN)
11/16/2018
Business for Climate Positioning (CEBDS)
08/31/2021
Net Zero Ambition Movement (UN)
04/12/2022
Stakeholder Capitalism Metrics (World Economic Forum — WEF)
05/10/2022
100% Transparency Movement (UN)
10/11/2022
Brazilian Business Commitment to Biodiversity (CEBDS)
06/16/2023
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Interactive
summary
• The first year of corporate
governance after the transformation
into a corporation
• Leadership structure
• Ethics and integrity
• Integrated corporate
risk management
• Regulatory environment
CORPORATE
GOVERNANCE
THE FIRST YEAR OF CORPORATE GOVERNANCE
AFTER THE TRANSFORMATION INTO A CORPORATION
GRI 3-3 Material Topic: Corporate governance
The transition to the corporation model has given the Company
more freedom to define its strategies, agility in the management of
its human resources and optimized internal processes, thus ensuring
a more competitive position in the power sector.
As it reviews and automates processes, Copel has
been implementing zero-based budgeting, with the goal
to significantly reduce costs by around BRL 100 million
between 2024 and 2026.
20% PMSO optimization
2,856
LTM
JUN/23
2024
Consolidation and Preparation
Rebalancing the workforce
(PDV)
Outsourcing non-strategic
functions
Full OBZ implementation
and planning
2025
Implementation
Revision of structure
and policies
Aggregation of contracts
Optimization of maintenance,
service, travel and
vehicle costs
2026
Value Creation
Corporate cost
reduction
Optimization of operating
costs
Lower-cost contracts
BRL 460-470 million
2023 Copel Day
BRL 100-110 million
Additional
~BRL 570 million
ZBB 2024
(~20%)
+
=
Asset write-offs and
decommissioning through CAPEX
2024 Integrated Report > Corporate governance
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The Company, already listed in New York and Madrid,
emphasizes the need to get closer to international
investors in order to strengthen its investment story,
especially in a context of stress in the Brazilian market.
In its first year as a corporation, Copel maintained Fitch
Ratings’ highest rating.
In 2024, Copel’s Bylaws were amended for the
first time after the Company was transformed into
a corporation. After a comprehensive benchmarking
process, governance has been modernized, taking
forward the Company’s process in recent
years, including:
Adjustments to the powers of the Shareholders’
Meeting, (i) allowing it to resolve on any matters
submitted to it by the Board of Directors; and (ii)
reinforcing the powers provided for in Federal
Law 6,404/1976 (art. 120);
Adjustment to the composition and job titles
of the Copel Holding Company’s Executive
Board, aligning executive functions with best
national and international practices;
Adjustment to the percentage of independent
members on the Board of Directors,
aligning the statutory rule with the practice
already adopted by the Company. As a
result, the Bylaws now stipulate that the
Board of Directors must be composed
of a majority of independent members;
Variable composition of members of
the Board of Directors — between
seven and nine members —, allowing
the body to adapt to the Company’s
reality, structuring it to fully meet
demands, such as participation in
statutory and non-statutory committees,
according to the competencies required
for each body;
Adoption of a non-permanent
Oversight Board, in line with market
practices. In this regard, it should be noted
that the installation of the Oversight
Board may be requested by shareholders
holding 2% of common shares or 1% of
preferred shares, in accordance with CVM
Resolution 70/2022;
Inclusion of a provision in the
Bylaws addressing the exercise
of positions in the Company’s
Executive Board on a full-time and
exclusive dedication basis.
Fitch Ratings:
Copel maintains
top rating
2024 Integrated Report > Corporate governance
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Social outlook
GRI 3-3 Material Topic: Corporate governance
Despite the structural change, the definition of
electricity tariffs continues to be regulated by the
Brazilian Electricity Regulatory Agency (Aneel, in
Portuguese), without any change in the pricing
criteria. Copel has continued to implement social
initiatives, such as the social tariff and the night-
time irrigation program, in accordance with the
guidelines established by the state and federal
governments, ensuring the maintenance of benefits
for the population served.
In the context of sustainable development,
stakeholder engagement is essential to support the
necessary measures, such as the promotion of an
ongoing dialogue with local communities, municipal
authorities, and consumer councils; satisfaction
and supplier surveys; meetings with industry
bodies and entities; and conversations with
civil society organizations, in order to
understand concerns, needs and expectations.
Evolution of the organizational structure
Considering the guidelines
established by the Copel Holding
Company, the Company’s departments
began to review processes and adjust
policies to ensure greater efficiency,
with the aim of modernizing the
organizational structure, streamlining
internal flows and maintaining the
commitment to corporate governance
and transparency. The review and
streamlining of internal policies
underpin the importance of
governance as a pillar of the strategy.
With regard to people management,
the processes were adapted and
became more flexible after the
Company was transformed into a
corporation, while there was also a
25% reduction in the workforce through
the Voluntary Redundancy Program. At
the same time, new leaders joined the
C-Level, bringing different perspectives
to the running of the business.
In light of this, Copel identified
the need to revisit the organizational
structure and started this review in
October 2024, with the support of a
consulting firm experienced in similar
projects. This process is scheduled
to be completed by May 2025. The
main expected results include an
organizational chart that is aligned
with the Company’s current situation
and supports cultural transformation;
orientation towards metrics-based
management of the organizational
structure; identification of synergies;
and improved operational efficiency.
C-level with different
perspectives and new leaders
to contribute to running
the business.
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Updates
Updating Corporate Policies:
adapting to changes to gain
efficiency and improve
Copel’s internal flows.
Historically, Copel used to adopt
specific policies for almost every
situation. Currently, the focus is on
identifying which policies are indeed
necessary for the efficient running
of the business. In this scenario, the
procurement policy, for example,
was reformulated in 2024, with
the aim of adapting to changes in
the sector and the Company’s new
operational reality.
During the year, the Sustainability
and Integrity policies were revised
to incorporate other policies and
standards, facilitating the Company’s
internal flows, in accordance with
the project to update corporate
policies approved by the Board of
Directors (CAD, in Portuguese).
As a result, the Sustainability
Policy, which includes ESG practices,
now features chapters that incorporate
the content of the former climate
change, private social investment,
human rights, environmental,
biodiversity and stakeholder
engagement policies (
read more
about the Sustainability Policy
on page 51).
Copel also strengthened its
governance and risk management
by keeping its guidelines up to
date, including the following Policies
n Related-Party Transactions;
Integrity; Sustainability; Dividends;
Appointment; Performance Review
for Statutory Bodies; Corporate
Governance; and Investments.
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Governance and impact management
GRI 3-3 Material Topic: Corporate governance
As part of the management measures
designed to strengthen positive impacts
and prevent and mitigate negative
impacts related to the material topic
of Corporate Governance, Copel has
structured and approved corporate
policies at the Board of Directors, set up
the Statutory Audit and Ethics Committees
and strengthened its Internal Audit
team. The Company has also improved
its structured and monitored risk
management and compliance processes,
implemented a background check
process for nominating members of
senior management and defined levels
of statutory, regulatory and standard
approval. Copel’s Code of Conduct was
revised and approved by the Board of
Directors, reinforcing the adoption of
the Code of Best Corporate Governance
Practices issued by the Brazilian Institute
of Corporate Governance (IBGC, in
Portuguese) and adherence to B3’s Level 2
of Corporate Governance.
In order to remedy negative impacts,
the Company maintains an Ombudsman’s
Office, an active Whistleblowing Channel
and a structured Ethics Committee, in
addition to applying the Related-Party
Transaction Policy and the Integrity Policy,
which addresses issues such as conflicts
of interest.
Regarding the management of actual
and potential positive impacts,
Copel has the ISO 37301 certification,
continuously monitors information
from internal and external audits and
monitors its risk rating with rating
agencies. The increase in share price
and the Company’s continued inclusion
in B3’s ISE sustainability portfolio and
in the Dow Jones/CSA classification
demonstrate the strength of its
governance practices.
Robust governance
demonstrated by the valuation
of shares, the score in S&P
Global’s Corporate Sustainability
Assessment (CSA) and
permanence in the B3 ISE.
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To ensure the effectiveness of the adopted
measures, Copel conducts constant checks
through internal and external audits, following
the Internal Audit Annual Work Plan and
the External Audit Annual Work Plan. The
indicators used to assess progress include
the performance indicators linked to the
Performance Bonus (PPD, in Portuguese), which
measure the progress related to the deficiencies
identified by the external audit. If any material
deficiencies are identified, there is a direct impact
on the variable compensation of executives.
As a result of this continuous
monitoring, the Company promotes
the modernization of statutory rules,
the periodic updating of internal
regulations and corporate policies, and
the revision of rules related to the limits
of authority. The aim of this process is to
ensure agile decision-making without
compromising sound governance.
Stakeholder engagement played
an essential role in defining these
improvements. The feedback received
indicated the need to reduce the
number of Corporate Policies, an
initiative that began in 2024 and will
continue throughout 2025. The updated
policies are published on the investor
relations website, the intranet and
the Sustainability Portal, as well as
communicated to employees via
email, ensuring wide transparency.
Copel also began to revise the
limits of authority, with the aim of
standardizing the levels of competence
and condensing the topics covered,
contributing to reducing bureaucracy
at the Company.
The monitoring of the Whistleblowing Channel
by the Ethics Committee and the Statutory
Audit Committee, as well as the results
of the Ombudsman’s Office and the
sustainability questionnaires (CSA, ISE and
Governance Report), are essential instruments
for assessing the Company’s governance.
The scores obtained on B3’s ISE and the CSA,
which is fed into the Dow Jones Sustainability
Index, are monitored regularly as a
benchmark for the evolution of the Company’s
sustainability and governance practices.
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Corporate
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Performance
Social and
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The results of the measures adopted are
periodically communicated to the internal
collegiate bodies and disclosed in external
reports, guaranteeing full transparency and
adherence to best market practices.
The improvement of corporate governance
included the creation of statutory committees,
Improving processes,
information flow and
the Board of Directors’ interface
with the Executive Board and
control bodies;
Aligning the executives’
deliveries with the organizational
strategy;
Strengthening and ensuring
the credibility of Corporate
Governance, with the disclosure of
performance to shareholders and
society, reinforcing the support
offered to the President;
Directing the President’s
actions towards the implementation
of the strategic plan;
Informing decisions related
to people management and
promoting transparency in
management; and
The implementation of these committees and other governance initiatives has had positive impacts, such as:
such as the Sustainable Development
Committee and the People Committee,
and non-statutory committees, such
as the Cybersecurity and Information
Security Committee. These bodies play a
fundamental role in advising the Board of
Directors and strengthening the Company’s
strategic management.
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LEADERSHIP STRUCTURE
GRI 3-3 Material Topic: Corporate governance, 2-9, 2-10, 2-11, 2-12, 2-13
Copel’s corporate governance follows
the Code of Best Governance Practices
of the Brazilian Institute of Corporate
Governance (IBGC, in Portuguese) and is
in line with the requirements of the US
Securities and Exchange Commission
(SEC) and the rules of the São Paulo
Stock Exchange (B3). Copel has been a
member of B3’s Level 2 of Corporate
Governance since 2021.
This commitment reflects the
high standards of transparency
and accountability that guide the
Organization’s management and
strategic decisions.
On October 30, 2024, Copel
approved the revision of its Bylaws
with changes to its executive governance
structure, which was improved by
adjusting the composition and job titles of
the Copel Holding Company’s Executive
Board and modernizing the job titles
from Chief Executive Officer to
President, Executive Officers to Vice
Presidents, and Deputy Directors to
Executive Directors. The aim of the
update is to promote a more efficient
organizational structure that is in line
with best market practices.
Another important step forward was
the amendment to the Bylaws that
enabled a more flexible
composition of the Board of Directors,
allowing for seven to nine members.
Furthermore, there was an adjustment to
the percentage of independent members,
consolidating a practice already
adopted by Copel ( learn more in Board
of Directors, on the page 76).
The modernization of governance
also included the adoption of a non-
permanent Oversight Board,
in line with market practices.
In this new format, the Oversight
Board is installed at the request of
shareholders who hold at least 2%
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5
8
11
16
of common shares or 1% of preferred shares,
as established in CVM Resolution 70/2022.
A provision was included in the Bylaws stating
that the members of the Company’s Executive
Board must perform their duties on a full-
time and exclusive basis, reinforcing the
commitment to professionalizing management
and maximizing administrative efficiency. All
reports on the engagement plan carried out
by the areas and departments must also
be brought to the attention of the Board
of Directors (CAD, in Portuguese) and the
Sustainable Development Committee (CDS, in
Portuguese). The Sustainable Development
Committee supports the CAD on the main
issues on the ESG agenda.
The main improvements introduced by
the latest amendment to the Bylaws
include adjustments to the powers of the
Shareholders’ Meeting, allowing it to resolve
on any matters submitted by the Board of
Directors and reinforcing its powers as
provided for in Federal Law 6,404/1976.
This measure increases transparency and
shareholder participation in the Company’s
strategic decisions.
Copel’s current leadership structure is made up of the following levels:
Board of Directors (CAD, in Portuguese): The
Board of Directors is responsible for strategic
decisions and ensuring the effectiveness of the
Company’s long-term management processes.
The body is made up of nine Board members
elected at the Shareholders’ Meeting for a
two-year term of office, with the possibility
of re-election. The law guarantees preferred
shareholders the right to elect a member to the
Board of Directors. To do so, they can nominate
candidates, present new slates or use part of the
members of the slate nominated by Management
to make up a new slate.
Based on best governance practices, 88.9% of
the members (8 in total) are independent,
with the exception of the employee representative.
Copel adopts the independence criteria set out
in Federal Law 6,404/1976, CVM resolutions
and the criteria defined by the Sarbanes-Oxley
Act (SOX), due to its listing on the New York
(NYSE) and São Paulo (B3) stock exchanges.
These criteria are set out in the Appointment
Policy, which stipulates that the majority of
the Board of Directors must be made up of
independent members.
Shareholders’ Meeting: It is the highest
body that decides on strategic issues
and issues of interest to shareholders.
Oversight Board: operates in collegiate
and individual terms, with powers and
duties set out in Federal Law 6,404/1976
and other applicable legal provisions. The
Oversight Boards of the Copel Holding
Company’s wholly-owned subsidiaries (GET,
DIS, COM and SER) are made up of the same
members of the Copel Holding Company’s
Oversight Board. When installed, the
Oversight Board is made up of three sitting
members and three alternates, elected at
the Shareholders’ Meeting for a one-year
term, with the possibility of re-election. It
holds monthly meetings to deal with matters
within its competence and analyzes the quarterly
and annual financial statements, among other
Company operations. The Oversight Board may
meet on an extraordinary basis to address
matters within its competence.
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Corporate
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Percentage of board members (by gender)
Board members (by age group)
11%
89%
Female
Male
75%
(5)
50 to 60 years old
30%
(3)
60+ years
10%
(1)
30 to 50 years old
88.9%
of the directors
are independent
99.5%
average attendance at
CAD meetings
It is important to note that there are no executives on the CAD. This
prohibition has existed since 1994, when the positions of Chair of the
Board of Directors and President could no longer be held by the same
person, thus strengthening the independence of resolutions.
According to the Bylaws, the CAD is responsible for approving
the Code of Conduct and the Integrity Program, monitoring
corporate governance practices and stakeholder relations. These
documents apply to all Copel’s wholly-owned subsidiaries, ensuring
adherence and consistency in all operations.
It is also incumbent on the Board of Directors to approve the mapping
of stakeholders, in compliance with the AA1000 - Stakeholder
Engagement standard.
Executive Board: it is made up of the Company’s President, five
Vice Presidents (Vice President of Finance and Investor Relations; Vice
President of Legal and Compliance; Vice President of Strategy, New
Business and Digital Transformation; Vice President of People and
Management; and Vice President of Regulation and Market), as well
as three Executive Directors (Executive Director of Communication;
Executive Director of Governance, Risk and Compliance; and
Executive Director of Supply). The Executive Board meets ordinarily every
two weeks and extraordinarily whenever necessary.
SAIBA ✚
See the numbers of other important positions and commitments
of each DAC member, as well as the nature of these
commitments in item 7.3 of the Reference Form.
SAIBA ✚
See the minimum qualifications required for
members of the Board of Directors, CAD,
Fiscal Council and Committees in Copel’s
Appointment Policy.
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Corporate
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Appendices
Organizational Chart*
General Shareholders’
Meeting
Reunited Board
Board of Directors
Oversight
Board
Presidency
Statutory Audit
Committee
Internal Audit
Holding
People Committee
Sustainable
Development
Committee
Investment
and Innovation
Committee
*Organization chart in force on 31/12/2024.
Communication
Department
People and Management
Vice-Presidency
Strategy, New Business
and Digital Transformation
Vice-Presidency
Regulation and
Market Vice-Presidency
Governance,
Risk and Compliance
Board
Legal and
Compliance Vice-
Presidency
Supply
Department
Vice-Presidency
Finance and Investor
Relations Vice-Presidency
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Corporate
governance
Performance
Social and
environmental
Appendices
Participation of the State Government
Since the transition to a corporation model, the Paraná State
Government has acted as the reference shareholder, holding 15.9%
of the Company’s shares. In order to preserve strategic
interests and the quality of the services provided, the Bylaws
include golden shares (special class shares), which grant the
State Government veto power on specific issues, particularly
related to energy distribution.
Advisory committees
GRI 2-9
The committees linked to the Board of Directors play an essential
role in analyzing and making recommendations on strategic matters,
contributing to the efficiency of management processes and
decision-making in line with the Bylaws. With monthly meetings
and extraordinary calls, when necessary, these bodies prepare
comprehensive reports on priority topics, which are submitted to
the Board of Directors for resolution.
Copel’s governance structure has four statutory advisory committees:
the Statutory Audit Committee, the People Committee,
the Investment and Innovation Committee, and the Sustainable
Development Committee. The composition of these bodies was
updated after the election of the members for the 2023-2025
term, reinforcing the Company’s commitment to the best corporate
governance practices. There will be a new election for the advisory
committees shortly after the Annual and Extraordinary Shareholders’
Meeting to be held in April 2025, for the 2025-2027 period. Copel has
non-statutory committees to advise the Board of Directors, such as
the Ethics Committee (CDE, in Portuguese) and the Cybersecurity and
Information Security Committee (CSCI, in Portuguese), both of which
have their own internal regulations.
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Corporate
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Social and
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Statutory Audit Committee
The Statutory Audit Committee (CAE,
in Portuguese) is an independent body
responsible for auditing, supervising
and overseeing and, if appropriate, making
recommendations on the Company’s
activities, ensuring the quality and
integrity of the accounting and financial
statements; compliance with legal and
regulatory requirements; the performance,
independence and quality of the work
of the Independent Audit firm; the
performance and quality of the work
of the Internal Audit; and the quality and
efficiency of the internal control and risk
management systems.
Investment and Innovation Committee
The Investment and Innovation Committee
(CII, in Portuguese) is responsible for supporting
investment, innovation and divestment strategies,
as well as overseeing projects and participation in
auctions. Its purpose is to strive for efficiency
and the responsible use of resources. It has
three independent members.
Sustainable Development
Committee
The Sustainable Development Committee
(CDS, in Portuguese) monitors trends in
sustainability, such as climate change and
human rights, and supports the integration of
the ESG agenda into the Company’s Strategic
plan. It has three members, including one
independent and one external member.
People Committee
The People Committee (CDG, in Portuguese)
is an independent and permanent
advisory body to the CAD, whose duties
include compensation, people management,
organizational culture, diversity, health and
safety, and appointment processes, as well as
the evaluation and succession of Board and
governance members. It is made up of three
independent members, one of whom is
external, and its characteristics, composition,
functioning and powers are set out in specific
internal regulations.
Cybersecurity and Information
Security Committee
The Cybersecurity and Information Security
Committee (CSCI, in Portuguese) was created
to strengthen the governance structure and
expand digital risk management, complementing
the existing committees. Approved in June
2024, the Committee brought a more strategic
approach to the issue, reinforcing governance
and integration between corporate and
business areas. Since 2019, Copel has
addressed cybersecurity through internal
committees, ensuring continuous monitoring
and regulatory compliance.
The CSCI is made up of a member of the CAD;
the Executive Director of Governance, Risk and
Compliance; the Vice President of Strategy, New
Business and Digital Transformation; Copel
DIS’s Chief Executive Officer; Copel GeT’s Chief
Executive Officer; and the Head of Information
Technology. When necessary, the Copel Holding
Company’s President and other members
of the Executive Board can participate in
Committee meetings to support decisions.
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Ethics Committee
Copel’s Ethics Committee is a body that assists the CAD; its mission
is to ensure that the Company is conducted in accordance with ethical
principles aligned with corporate values, the Global Compact and good
corporate governance practices. Its main responsibilities
include overseeing the Whistleblowing Channel, reviewing and
providing guidance on the Code of Conduct, and helping update
internal policies and standards related to the topic.
The Committee is made up of a CAD member; the Executive Director
of Governance, Risk and Compliance; the Vice President of People and
Management; and the Vice President of Legal and Compliance. When
necessary, the Committee invites the Head of the involved department
and Copel’s President to assist with decision-making. The Committee’s
current structure was approved by the Board of Directors in December 2019,
but the Company has already had bodies dedicated to the topic since 2005.
Governance in subsidiaries
The wholly-owned subsidiaries Copel DIS and Copel GeT are listed in B3
as category B publicly held companies and have their own Boards of
Directors, which are chaired by the Copel Holding Company’s President
and are responsible for overall planning and steering the business.
The members of these Boards are elected by the Shareholders’
Meeting for a two-year term of office, with the possibility of re-
election. The Copel Mercado Livre and Copel Serviços subsidiaries are
privately held.
The Statutory Audit Committee also provides services to the Copel
DIS and Copel GeT subsidiaries, ensuring supervision and compliance
with internal processes. The People Committee carries out its duties
and responsibilities with the Copel Holding Company’s subsidiaries, in
accordance with the Bylaws of each wholly-owned subsidiary and the
internal regulations of the advisory committees.
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Appointment of Board members
GRI 2-10
Marcel Martins Malczewski
(chair)
Independence
Participation in committees: 0
Participation in other boards: 0
Average tenure: 5 (since
05/02/2019)
Jacildo Lara Martins
Independence
Participation in committees:
CSCI (coordinator)
Participation in other boards: 0
Average tenure: 1 (since
08/10/2023)
Marco Antônio Barbosa Cândido
(executive secretary)
Independence
Participation in committees: CII (coord.)
Participation in other boards: 4
Average tenure: 7 (since 01/10/2018)
Marcelo Souza Monteiro
Independence
Participation in committees:
CII CDG
Participation in other boards: 1
Average tenure: 1 (since
08/10/2023)
Carlos Biedermann
Independence
Participation in committees:
CAE (coordinatior) and 7 in
other companies
Participation in other boards: 5
Average tenure: 5 (since
05/02/2019)
Pedro Franco Sales
Independence
Participation in
committees: CAE CII
Participation in other boards: 2
Average tenure: 0 (since
04/23/2024)
Geraldo Corrêa de Lyra Junior
Independence
Participation in committees: CDS
(coordinator)
Participation in other boards: 0
Average tenure: 1 (since 08/10/2023)
Viviane Isabela de Oliveira Martins
Independence
Participation in committees: CGD
(coordinator) CDE
Participation in other boards: 3
Average tenure: 0 (since 04/23/2024)
Fausto Augusto
de Souza
Employee Representative
Participation in
committees: CDS
Participation in other boards: 0
Average tenure: 3 (since
04/29/2021)
Board of Directors of Copel (Holding Company1 2
GRI 2-9
Copel’s governance positions are filled in
accordance with the guidelines established
in the Appointment Policy. The appointed
professionals must have proven experience
and a profile in line with the responsibilities
of the corresponding position. The evaluation
criteria include academic background,
relevant experience in the industry and possible
simultaneous occupations of the candidates. The
Appointment Policy and the Bylaws emphasize
the importance of diversity, taking into account
aspects such as gender, religion, age and race,
and the candidate’s academic background,
experience in the industry and other
occupations. In addition, at least one
of the members must have recognized
experience in corporate accounting to sit
on the Statutory Audit Committee.
CAD members serve in different
departments and have responsibilities
both inside and outside the Company. The
compliance of the selection process is assessed
by the CDG. Each candidate undergoes
rigorous analysis to verify compliance with
the requirements and the absence of
legal impediments, a process conducted
by the Governance, Risk and Compliance
department. The minimum attendance
required of Board members at meetings is
75%. In the process of appointing members of
the highest management body, the opinion
of legally legitimate stakeholders is also taken
into account. Of the 9 members of the Board
of Directors, 8 are independent and 1 was
elected by the employees. The average term of
office as of 12/31/24 was 3 years and 1 month.
1 Position as at 12/31/2024. Participation of other boards refers to the boards of other companies.
² Statutory Audit Committee (CAE), Investment and Innovation Committee (CII), Sustainable Development Committee (CDS), People
Committee (CDG) and Cyber Security and Information Security Committee (CSCI).
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Fernando Tadeu Perez¹
Number of meetings: 5
Attendances: 5
Absences: 0
% attendance: 100%
Lucia Maria Martins Casasanta¹
Number of meetings: 5
Attendances: 5
Absences: 0
% attendance: 100%
Marcel Martins Malczewski
Presidente
Number of meetings: 25
Attendances: 24
Absences: 1
% attendance: 96%
Marcelo Souza Monteiro2
Number of meetings: 25
Attendances: 25
Absences: 0
% attendance: 100%
Pedro Franco Sales
(desde 23/04/2024)
Number of meetings: 16
Attendances: 16
Absences: 0
% attendance: 100%
Carlos Biedermann2
Number of meetings: 25
Attendances: 25
Absences: 0
% attendance: 100%
Viviane Isabela de Oliveira Martins
(desde 23/04/2024)
Number of meetings: 16
Attendances: 15
Absences: 1
% attendance: 93.8%
Jacildo Lara Martins
Number of meetings: 25
Attendances: 24
Absences: 1
% attendance: 96%
Geraldo Corrêa de Lyra Junior
Number of meetings: 25
Attendances: 24
Absences: 1
% attendance: 96%
Marco Antonio Barbosa Cândido
Number of meetings: 25
Attendances: 25
Absences: 0
% attendance: 100%
Fausto Augusto de Souza2
Number of meetings: 25
Attendances: 25
Absences: 0
% attendance: 100%
¹Participated until 03/20/2024.
²Participated until 04/24/2025.
Member participation of COPEL holding company’s board of directors (term of office Apr. 2023-Apr. 2025)
DJSI/CSA
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Development of governance bodies
GRI 2-17
Copel continuously invests in the
development of its leadership through an
improvement program for members of the
Board of Directors, the Oversight Board and
the Executive Board. The program is ongoing,
with topics updated according to the needs
In addition to the training offered, actions
were implemented to streamline the
decisions of the collegiate bodies and
strengthen their integration with the
Company’s internal areas.
The CAD may call on the Sustainable
Development Committee whenever
necessary, seeking in-depth studies and
clarifications on specific sustainability issues.
This collaboration strengthens the Board’s
resolutions, promoting collective growth
and improving the members’ expertise in
social and environmental issues.
The members of the collegiate bodies are highly
qualified professionals whose appointment
is conditional on meeting the technical and
experience requirements set out in the
Appointment Policy. Each collegiate body
addresses specific agendas in line with
its work agenda, incorporating different
perspectives and trends on strategic and
relevant topics.
of the collegiate bodies. From 2022 to
2024, the program included several themes
with different partners, covering topics
more related to the Company’s
business, as well as governance, risk and
compliance issues
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Leadership performance review
GRI 2-18
Copel adopts a strict performance review
process for its statutory bodies, which
takes place annually in accordance with
article 81 of the Bylaws, CVM Instruction
80/2022 and the Annual Performance
Review Policy for Statutory Bodies. This
process, led by the Board of Directors, has
the methodological support of the People
Committee and can be carried out
with the support of an independent
institution, ensuring transparency and fairness.
The review covers the statutory bodies of
Copel and its wholly-owned subsidiaries.
The Bylaws stipulate that the members of
the Board of Directors, the Executive Board
and the Oversight Board must be
evaluated annually, following previously
defined guidelines.
The evaluation model includes both collective
evaluations (among peers and of the body
as a whole) and individual evaluations (self-
evaluation), involving the members of
the Company’s Board of Directors,
Executive Board and Oversight Board.
External consultants are hired to carry out
this process, thus strengthening the credibility
of corporate governance and guaranteeing
a continuous learning environment for
members of the Board of Directors, the
Oversight Board and the Executive Board.
In addition to the formal evaluation, Copel
promotes direct interaction between the Chair
of the Board of Directors and its members,
encouraging strategic alignment and the
exchange of experiences. Board members
have access to relevant content, linked to the
Company’s current and future needs, through
events, courses, participation of specialists
in the Board’s ordinary agendas, and events
for interaction between Board members,
including dynamic agendas, through which the
Board meets at specific locations where the
Company operates.
Also in 2024, new competencies were defined
for senior leadership, increasing correlation
with the changes the Company is currently
going through, and a development action was
planned in connection with the Leadership
Development Program (PDL, in Portuguese),
in order to support and assist leaders during
the Company’s transformation. In partnership
with a consulting firm specializing in human
capital and governance, the Company carried
out an assessment of the strategic pipeline —
Executive Directors, assistants and their direct
reports. This action included several phases:
evaluation stages, feedback, development
plans, workshops and mentoring.
For the second half of 2024, the Company
prepared a series of talks to be given to all
formal leaders and supervisors.
To strengthen the credibility of corporate governance, the leadership
assessment process is conducted by an external consultancy, guaranteeing
an environment of continuous learning.
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Leadership compensation
GRI 2-19, 2-20, 2-21
Copel adopts an integrated view of compensation,
which includes benefits, profit sharing and long-
term incentives, adjusting its strategy to retain
talent, promote performance and align itself with
the best corporate governance practices. The
compensation strategy was revised to adapt to
the new moment as a private company, enhancing
adherence to market practices and the creation
of long-term value. The update also included the
introduction of Long-Term Incentives (LTI) for
executives, leaders and key personnel, revising the
ratio between fixed and variable compensation
and increasing the dependence on sustainable
organizational performance.
In the new model, 40% of the compensation
of senior executives is linked to LTI, while 30%
corresponds to fixed compensation and the
rest refers to short-term incentives. This format
seeks to encourage a long-term vision, with a
stronger alignment between the interests of the
leadership and shareholders. The LTI program
is based on forms of financial compensation for
executives linked to the Company’s performance
(performance shares), which are awarded if certain
targets are met, such as TSR (Total Shareholder
Return, a concept that combines the share price
and dividends to measure shareholder return).
The program establishes a three-year grace period
for calculation and collection, guaranteeing
responsible and sustainable strategic decisions.
The implementation of this model is gradual
and covers other hierarchical levels, adjusting
proportions according to responsibilities.
In line with international best practices and in
compliance with Section 303A-14 of the NYSE
Listed Companies Manual, in 2023, Copel
introduced a clause in the Compensation Policy
that establishes a rule regarding the obligation
of management and other related parties
to reimburse the Variable Compensation
Subjectto Recovery (clawback) in case of
extraordinary events.
Seeking to stimulate
long-term vision and
a stronger alignment
between the interests
of leadership and
shareholders, 40% of
executive remuneration
is linked to LTI.
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In 2024, the ratio of compensation between
the highest-paid individual (except the CEO)
and the other employees was 31.5, while
the ratio of percentage increase between
the highest-paid individual and the other
employees was 8.8.
The information on compensation for the
President and executives takes into account
the revised fees and compensation mix
approved at the 2024 Annual Shareholders’
Meeting. The process was advised by Korn Ferry,
a specialized consulting firm that works with
companies similar to Copel in size and segment.
The compensation policy ensures the
attraction and retention of qualified
professionals, promoting an environment of
meritocracy and incentives to obtain
better results. The fundamental principles
guiding senior management compensation
include a focus on results, diligence,
transparency, fairness, competitiveness,
corporate responsibility and commitment
to ESG issues.
Compensation
components
The compensation of the Company’s Executive Board is structured according to three main components:
Basic compensation
represents the fixed portion
and is made up of fees
that reflect the value of the
position, both internally and
on the market. It takes into
account factors such
as individual performance,
experience, training
and technical knowledge
of executives.
Incentives
the variable portion of
compensation, linked to the
achievement and surpassing of
strategic, economic, financial and
operational targets, including ESG
indicators. Payment is conditional on
the performance of the Company and
its departments, ensuring alignment
with the creation of sustainable, long-
term value.
Benefits
private pension
plan, healthcare
insurance, food vouchers
(representation
allowance),
among others.
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The compensation of the members of the
Board of Directors, the Oversight Board
and the Statutory Advisory Committees of
the Board of Directors follows a similar
structure, consisting of basic compensation
(fixed portion corresponding to fees),
benefits (such as private pension
plan and healthcare insurance) and an
Incentives and Strategic Alignment Policy.
In order to strengthen the alignment
between leadership and the Company’s
strategic goals, Copel created the Long-Term
Incentive, managed by the Board of Directors
with the support of the People Committee.
This incentive sets challenging targets linked
to organizational performance and risk
management, reinforcing the commitment to
creating sustainable value.
ESG metrics are part of the variable compensation
criteria at all levels of Copel,with the aim of
strengthening commitment, staff engagement
and meritocracy. Performance in sustainability,
occupational health and safety, and internal controls
currently accounts for up to 30% of compensation,
depending on the level and area of activity.
The ESG metrics applied to the 2024 compensation
program were defined as follows:
Internal controls indicator.
Occupational health and safety indicator
(zero fatalities among own and
outsourced employees).
Indicators related to sustainability aligned
with the strategic guidelines for the year.
para o ano.
Compensation guidelines are based on market
benchmarks, taking into account salary studies
of companies of a similar size, turnover, number
of employees and operational complexity.
At the same time, Copel promotes the active
participation of its stakeholders in the process
of defining compensation. The shareholders
determine the overall management compensation,
which will be subsequently distributed, in accordance
with the Company’s Compensation Policy.
ESG indicators
in variable
compensation
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ETHICS AND INTEGRITY
GRI 2-23, 2-24, 2-27, 3-3 Material Topic: Corporate governance
Ethics and integrity are essential
values for Copel, reflected in its policies,
programs and initiatives that guide the
Company’s actions, ensuring compliance
with legislation and best corporate
governance practices.
All corporate policies go through a
rigorous approval process, including
validation by the competent committees
and final approval by the Board of Directors.
These guidelines apply to the Copel
Holding Company and its wholly-owned
subsidiaries and majority and non-majority
owned subsidiaries, respecting corporate
procedures. As a recommendation, they
also apply to majority and non-majority
owned subsidiaries, associates and
other shareholdings, with the aim of
promoting consistent governance and
Copel values ethics and integrity, incorporating these principles
into its policies and initiatives to ensure legal compliance and
excellence in corporate governance.
strategic alignment across the board.
Where appropriate, the guidelines
also apply to Copel’s suppliers, as a
recommendation. In this context, the
Governance, Risk and Compliance
Department is responsible for ensuring
compliance with obligations and risk
management, including the management
of corporate risks, internal controls and
the implementation of topics related to
compliance, integrity, the Code of Conduct
and the Integrity Program, among other
duties defined in its Internal Regulations.
Copel has an Ethics Committee, whose
main responsibility is to monitor the
process of receiving and investigating
complaints made to the Whistleblowing
Channel. The Committee periodically
reviews the Code of Conduct, issues
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16
guidelines on its application and collaborates
in the revision of internal policies and
standards related to ethics and conduct
within the organization.
It is important to note that Copel’s Integrity
Policy was revised in 2024 to reinforce the
commitment to preventing corruption, fraud
and illicit activities, establishing guidelines
for risk mitigation and transparency in
institutional relations. The Policy defines the
guidelines and responsibilities of employees
in relation to integrity. It applies to Copel and
its wholly-owned subsidiaries and majority
and non-majority owned subsidiaries,
respecting corporate procedures. The
Integrity Program includes a robust
communication plan and periodic training
(
read more in Integrity Training, on page
95), as well as regular compliance alerts
sent to the entire Company and its boards,
with the aim of disseminating the integrity
guidelines among employees. The Integrity
Program seeks to prevent, detect and remedy
harmful acts such as conflicts of interest,
fraud in procurement and payments. The
program covers all employees, membersof
management and the
Oversight Board, and related parties,
promoting an organizational culture
based on ethics and responsibility.
Copel’s Code of Conduct is an essential
document for ethical culture and organizational
integrity. It covers all employees, members of
management and the Oversight Board, interns,
apprentices, suppliers, service providers,
contractors, associates, majority and non-
majority owned subsidiaries, joint ventures
The company is a member of the
Transparency Movement 100% of
the Global Compact, reinforcing
its dedication to accountability
and ethical governance, which
is reflected in its performance in
the B3 Corporate Sustainability
Index and its recognition by
the Pro-Ethics Seal in two
consecutive cycles.
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and other stakeholders who have
a relationship with the Company.
Whenever it is updated, the Code is
widely disseminated internally and
externally through the Company’s
institutional website and the
Integrity Portal, and all employees
sign an acknowledgment form.
Adherence to the Code also
extends to suppliers, who, when
entering into contracts, receive
the Supplier Manual and sign a
Statement of Acknowledgment
and Commitment, highlighting
their shared responsibility
for promoting an ethical
and sustainable business
environment.
Considering the Company’s
transformation into a corporation,
in 2024, the Code of Conduct was
revised with the support
and approval of senior
SAIBA ✚
Please access the
Integrity Policy.
SAIBA ✚
Please access the the
Sustainability Policy.
management, taking into account
best market practices and
contributions from employees.
The main changes include
adaptation to the Company’s
new legal framework, clearer
guidelines about conflicts of
interest and updates of the
item on information security,
incorporating cybersecurity and
artificial intelligence topics.
Its guiding principles reflect the
values of the Company
and the Global Compact, with a
focus on integrity, compliance,
sustainability, transparency,
safety and health, social and
environmental responsibility,
and respect.
Copel does not lobby and
does not contribute to political
campaigns, in accordance with
Law 9,096/1995, which prohibits
parties from directly or indirectly
receiving in any form or under
any pretext, any contribution or
aid in cash or in kind, including
advertising of any kind, from legal
entities of any kind. Lobbying is
therefore not regulated in Brazil.
The Company has the ISO
37301 certification (Compliance
Management System), which
sets strict standards for risk
management, internal controls
and governance. The Corporate
Risk Management Policy
complements these guidelines
by defining mechanisms for
continuous risk monitoring,
ensuring protection of the
Company’s value and mitigation
of adverse impacts.
In 2024, no significant cases
of non-compliance with laws and
regulations were identified. The
Company defines as significant
cases with an estimated amount
above BRL 25 million, ensuring
alignment with best governance
and transparency practices.
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Audit and certification
In the context of Copel’s transformation
into a corporation, the Company
strengthened its internal compliance
and risk management processes. As
part of this improvement, in January
2025, Copel underwent an independent
third-party audit to maintain ISO 37301
and succeeded in maintaining the
certification that attests to the best
compliance management practices
within the Company.
This audit assessed the Company’s
adherence to internal regulations and
compliance guidelines, identifying
opportunities for improvement and
strengthening the integration between
control procedures and risk management.
ISO 37301, launched in 2021, guides
companies towards implementing
an organizational culture focused on
compliance, promoting behaviors in line
with best governance practices.
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Conflict of interest and anti-corruption practices
GRI 2-15, 205-1
Copel adopts a rigorous system to prevent,
identify and deal with conflicts of interest,
in line with best corporate governance
practices and in compliance with applicable
legislation. The Company has clearly
defined guidelines in its Bylaws, internal
regulations and the Policy on Related-
Party Transactions, establishing principles
such as independence, competitiveness,
compliance, transparency, fairness and
the arm’s length principle, ensuring that
the decisions made are always in the best
interests of the organization.
The Bylaws stipulate that, when a conflict
of interest is identified, the involved
member must abstain from participating
in the discussion and voting on the matter,
even if they are representing a third
party. The justification for abstention
is recorded in the minutes, with details
of the nature and extent of the conflict,
ensuring transparency and knowledge
for all concerned. The management of
possible conflicts is supported by the
Integrity Superintendency, which manages risks,
governance and compliance. The compliance
team conducts internal investigations
and prepares reports on the situations
identified, which are deliberated on by
the Ethics Committee and forwarded to the
CAD for follow-up. Any complaints
Copel assessed corruption risks in its wholly-owned subsidiaries and classified
them into three categories:
Motivation: collusion with customers, suppliers and other
employees; conflict of interest, bribery and kickbacks; and bid and
price rigging, including overpricing;
Enabler: misuse of assets and resources; violation of internal rules,
policies and procedures; theft of physical assets; misuse or
leakage of information; document fraud; misconduct by
suppliers; information theft or attacks; and overpricing schemes.
Consequence: violation of laws; misappropriation of funds; and
fraud in accounting statements.
are received through Copel’s Whistleblowing
Channel, which operates 24 hours a day
and is managed by an external,
independent company that specializes in
receiving complaints from internal and
external stakeholders.
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As a preventive measure, the Company
conducts background checks before
appointing candidates to positions on
statutory bodies. These checks include
an analysis of cross-membership in other
management bodies; an assessment of
potential cross-shareholdings with
suppliers and other stakeholders;
identification of controlling shareholders;
and the monitoring of related parties and
their transactions, outstanding balances
and registration status. During the term
of office, this information remains up to
date, guaranteeing compliance and
independent decisions.
Copel follows clear guidelines that
define roles, duties and responsibilities in
its governance structure. The procedures
adopted for dealing with conflicts are
documented in the Governance Report,
in line with the Brazilian Corporate
Governance Code. This transparency,
combined with preventive measures
and detailed records, demonstrates the
Company’s commitment to integrity, fairness
and responsibility in all its operations.
Anti-Corruption Practices
In addition to the Integrity Program
and the Code of Conduct, which
are essential for preventing
and combating corruption, Copel
maintains regularly reviewed
corporate policies in compliance
with national and international
legislation, such as the Foreign
Corrupt Practices Act (FCPA) and
the Sarbanes-Oxley Act, and aligned
with the guidelines of the Committee
of Sponsoring Organizations of the
Treadway Commission (COSO).
Every year, Copel’s operational processes
undergo a risk assessment related to errors
or fraud that could impact their financial
results. These assessments are accompanied
by controls that are rigorously tested by the
Internal and External Audits.
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Integrity training
GRI 205-2
Copel’s Integrity Program is supported by
a schedule of periodic training sessions for
all teams, integrated into employees’ daily
activities. To facilitate access to information
on integrity, Copel provides content on the
Integrity Portal for the internal public and
on the Sustainability Portal for the external
public. The Integrity Section on Copel’s
Indicator
2022
2023
2024
Total number of governance body members
45
35
92
Members that have been communicated
about
45
35
92
Percentage of members that have been
communicated about
100%
100%
100%
Members that have received training
45
9
62
Percentage of members that have received
training
100%
25.7%
67.4%
¹ All members are located in the South region.
² Since 2023, the premise has been that the number of reported and trained members takes into account the position held
on each of the Holding and Wholly-owned Subsidiaries’ boards that have received training, and may even be counted
multiple times if the member serves on more than one board.
Governance body members that have been communicated about and received
training on anti-corruption1, 2 | GRI 205-2
website is available to all stakeholders
and provides information on the bodies
involved and the integrity actions carried out
by the Company. The website offers access to
the Integrity Program, the Code of Conduct,
the Whistleblowing Channel, Corporate
Policies and information on compliance, risks
and internal controls.
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Employee category
2022
2023
2024
Number of
employees
that have been
communicated
about
%
Number of
employees that
have received
training
%
Number of
employees
that have been
communicated
about
%
Number of
employees
that have
received
training
%
Number of
employees
that have been
communicated
about
%
Number of
employees that
have received
training
%
Operational staff
18
100%
18 100.0%
17
100%
17
100%
-
-
-
-
Secondary-level
technical employees
1,450
100%
1,450
100%
1,395
100%
1,314 94.2%
1,202 100%
1,190 99.0%
Secondary-level employees
3,271
100%
2,984
91.2%
3,107
100%
2,972 95.7%
2,079 100%
2,017 97.0%
University-level employees
1,136
100%
1,083
95.3%
1,285
100%
1,185 92.2%
1,108
100%
1,096 98.9%
Interns
287
100%
94
32.8%
343
100%
324 94.5%
-
-
-
-
Total
6,162 100%
5,629
91.4%
6,147 100%
5,812 94.6%
4,389 100%
4,303 98.0%
¹ All Employees are located in the South region.
² The operational career has no more occupants. Copel’s transformation into a corporation has enabled these employees to migrate to other careers within the Company.
³ Interns were not included in this indicator in 2024.
Employees that have been communicated about and received training on anti-corruption, by employee category1 2 3 | GRI 205-2
65.8%
89.0%
68.3%
2022
2023
2024
Business partners that have been communicated about anti-corruption
policies, by the type of partner¹²³ | GRI 205-2
¹ All Business partners are located in the South region.
² In previous years, communications were linked to the request to answer the integrity questionnaire,
a practice aimed at classifying the entire base of active suppliers. In 2024, communications were
linked to the delivery of the Prevention of Corruption webinar, a joint effort designed to disseminate
integrity practices, and the actions were intensified for a selected audience.
³ The figures take into account formal contracts in force at the end of 2024. For the scope of this
indicator, suppliers were considered, with the exception of contracts: Individuals; Collection
Services; Leases; Assignment of Use.
Partners
2,245
2,729
1,648
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Reporting channels
GRI 2-16, 2-25, 2-26, 205-3, 406-1
The
Whistleblowing Channel is the main
reporting channel. It is dedicated to receiving
and handling reports of fraud, irregularities
or violations of the Code of Conduct,
internal rules and applicable legislation. It
receives complaints about moral and sexual
harassment, discrimination, corruption,
conflicts of interest, information security,
financial fraud, misuse of Company resources
and human rights violations, among others.
The confidential and impartial service is provided
by an independent third-party company, which
guarantees the anonymity of whistleblowers.
In 2024, Copel registered 434
manifestations (reports) on the
Whistleblowing Channel. Considering this
total, on December 31, 2024, the reports
were classified as follows: 184 unfounded,
51 well-founded, 46 insufficient data, 31
There are several communication channels through which
all stakeholders can report possible violations of ethical
principles, internal policies and laws or misconduct.
434 manifestations
on the Whisteblowing Channel
The channel is subject to annual
internal and external audits and is
available 24/7 at :
website:
https://www.copel.com/site/
institucional/canais-de-denuncia/
phone:
0800 643 5665 / 0800 900 8008
In the same year, the operations of Copel
(Holding) and its subsidiaries were assessed
for corruption risks. No cases involving the
company’s own employees were identified.
In relation to service providers, one case
of corruption was identified. The case was
reported to the contracted company for
investigation. There was no termination
or non-renewal of contracts with business
partners due to this incident, as the
contracted company was responsible
for punishing those involved.
doubts clarified, 20 partially well-founded, 16
were classified as out of scope, 9 were
related to compliance tests (SOX) and 73
were in progress (under analysis, review
or awaiting approval).
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Type of reports
Total reports received¹ Total substantiated reports
Inadequate use of financial resources
1
0
Breach or loss of customer data
1
0
Violation of health and safety policies
1
0
Misuse of the Company's image
1
0
Misuse of company resources
1
0
Corporate security
1
1
Environment
2
1
Discrimination (race, color, sex, religion, etc.)
3
0
Destruction or damage to Company property
4
0
Leakage or misuse of information
4
0
Physical assault
5
0
Favoring of suppliers or customers
5
0
Information security (cybersecurity)
4
0
Environment (pollution, deforestation, etc.)
5
0
Violation of laws — other
6
1
Theft or robbery
6
0
Poor people management
9
0
Fraud
10
0
Corruption
13
1
Violation of labor laws
14
6
Sexual harassment
15
1
Misuse of Company assets/resources
18
7
Behavior
20
1
Other
25
1
Conflict of interests
34
2
Moral harassment
39
0
Query/question
44
0
Misconduct
48
4
Non-compliance with internal policies and procedures
88
25
Money laundering²
-
-
Insider trading
-
-
Total
427
51
See below the main topics of reports received in 20241:
1 This table shows a difference of 7 reports
(totalling 427) when compared to the total
number of reports in the Whistleblowing
Channel, mentioned on the previous
page. This is because these 7 reports were
received in 2024 but only classified in 2025,
which is why they are not included in the
classification in this table.
2 Currently, we do not have topics as a
predefined category in our system.
However, reports whose subjects are related
to the topic are handled under the above-
mentioned categories. These topics will be
included in our predefined category list.
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All complaints received through the
Whistleblowing Channel are recorded
and analyzed by the Ethics Committee,
which helps to uphold ethical principles
within Copel. The Ethics Committee submits
a monthly report to the Statutory Audit
Committee (CAE, in Portuguese) on the follow-
up of complaints and periodically reviews
the Code of Conduct and contributes to the
improvement of internal policies. Another way
of receiving requests is through participation
in public hearings.
Through the website, stakeholders have
access to contact channels by business
segment. Communications related to the
generation and transmission business can
be sent to comunicacao.get@copel.com
and analyzed by Copel GeT’s Integrated
Management Department, which generates
the records in the GeT Atende system
and directs them to the appropriate
departments for assistance, processing
and/or response. Other channels are
disseminated to Copel GeT’s stakeholders:
the toll-free number 0800 644 5445 and
the WhatsApp (41) service number 9913-
7838, also directly handled by Copel GeT’s
Integrated Management Department.
Information collected by teams in the field
and formal requests from stakeholders serve
as input for improvement actions, such as
adjustments to Copel’s website to facilitate
access to customer service and the creation
of a WhatsApp service channel.
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Exclusive channels
For specific cases of energy
theft or other irregularities,
Copel provides a toll-free
number (0800 51 00 116) and
offers a
digital form, that
directs complaints to the most
appropriate channels — any
reports sent to the wrong sector
by mistake are redirected to
the appropriate sector, and
the whistleblower receives a
number so they can follow
up on the report.
On Copel’s website, there are,
links to exclusive channels and a
WhatsApp service number (41
Ombudsman’s Office
Copel also has an Ombudsman’s Office certified by ISO
9001 and recognized by Aneel as one of the best in the
sector. If the stakeholder is not satisfied with the service
or needs assistance from a higher level, he or she can
reach Copel’s Ombudsman’s Office by calling 0800 647
0606, on business days from 8 am to 6 pm, or sending
an email to
ouvidoria@copel.com.
All communication channels also cover
Copel’s suppliers.
SHAREHOLDERS AND INVESTORS
They have an exclusive e-mail for communication
on strategic, financial and operational issues - the
channel is also informed on the IR page.
99137-7838). (
comunicacao.
get@copel.com) and a WhatsApp
service number (41 99137-7838).
Copel has a specialized
channel called Compliance
Culture, aimed at management,
which provides information
that complements the
Compliance Alerts issued,
instructions on the use of
integrity mechanisms and
specific guidance on one-off
or urgent situations. This
channel can be used as
a support point for queries.
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INTEGRATED CORPORATE
RISK MANAGEMENT
GRI 3-3 Material topic: Corporate governance, 205-1
Corporate risk management is an integral
part of the Company’s strategy and
is essential for sustainable growth,
profitability and the creation of value for
shareholders. Constantly monitored by
senior management to identify threats
and opportunities, this practice supports
decision-making and maximizes results.
The Company has adopted a consolidated
methodology, based on international
benchmarks such as Coso and the IBGC’s
Code of Best Corporate Governance
Practices. The Integrated Corporate
Risk Management Policy defines a risk
matrix that establishes the principles for
integrated risk management, performance
monitoring and setting up an appropriate
infrastructure. Revised and approved by
the Board of Directors at the end of 2023,
the Policy provides for the presentation of
periodic reports to the Board and
the Statutory Audit Committee, as well
as the definition of monitoring and value
protection methodologies.
The Policy’s rules apply to corporate areas,
wholly-owned subsidiaries and majority
and non-majority owned subsidiaries,
and they are recommended for Copel’s
joint ventures, associates and other
shareholdings, as well as suppliers.
Risk management is structurally
independent of the business areas.
The Governance, Risk and Compliance
Department (DRC, in Portuguese)
coordinates the actions for Copel and
its subsidiaries.
Copel’s risk management governance
follows the Three Lines Model, developed
by the Institute of Internal Auditors (IIA),
assigning roles and responsibilities to
management levels. The process undergoes
annual audits, and the results are reported
to Executive Board meeting, the Board of
Directors, the Statutory Audit Committee and
the Oversight Board. Corrective measures are
applied to any problems identified.
The internal audit is responsible for assessing
the effectiveness of the risk management
process; evaluating the adequacy of the
treatment actions and control mechanisms;
and recommending process improvements to
the risk manager, when necessary.
In addition to internal audits, an
external audit is carried out by
PricewaterhouseCoopers (PwC). Reports are
submitted to the Statutory Audit Committee
and the Board of Directors, and any
deficiencies identified follow the governance
flow for mitigation, ensuring transparency
and regulatory compliance.
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16
Corporate risk management process
Pillars of Copel’s risk and opportunity matrix (according to risk appetite):
Acting
In accordance with the highest
ethical and compliance standards
Ensuring
That the actions adopted are in
line with ESG practices, with an
emphasis on climate change and
social and environmental aspects
Assuring
That occupational safety
is strictly observed in all its
operations
Improving
The level of Information
Technology (IT) and
Operations Technology
cybersecurity at all times
Not operating
In segments outside its
core business
Investing
In businesses that
adhere to the Investment Policy
and strategic plan, based
on decarbonization, integration
with scale, capital
discipline and innovation
Risk classification
See below the four categories of risks and their implications:
Strategic risk
Related to business decision-making,
Strategic plan and the deterioration of
the brand in the eyes of the market,
clients and regulatory bodies, due to
negative publicity.
Consequences:
Significant economic losses; and
Reputational damage.
Operational risk
Related to internal
processes; information technology;
operations technology; social,
environmental and climate issues;
and transmission, generation and
distribution projects.
Financial risk
Related to the market, fluctuations caused by price
changes (foreign exchange, interest and shares)
and disclosures associated with the prospect of
issuing incomplete, inaccurate or untimely financial,
management, regulatory, tax and statutory reports.
Consequences:
Lack of liquidity;
Insufficient funds, cash or other financial assets; and
Insufficient credit due to difficulty in collecting
amounts billed to customers.
Conformity or compliance risk
Related to laws and regulations, fraud and corruption,
and the protection of personal data.
Consequences:
Damage to image; and
Lawsuits.
Consequences:
Interruptions or failures in operations.
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Risk governance
Guiding document: : Copel’s
Integrated Corporate Risk
Management Policy defines the
principles and guidelines for the
corporate risk management process
integrated with the strategy and
performance to be observed and
applied in the Company.
Responsibility: Copel’s Integrated
Corporate Risk Management activity
is linked to the Governance, Risk and
Compliance Department (DRC,
in Portuguese).
Process: It follows the three-line
model recommended by the Institute
of Internal Auditors (IIA), with roles
and responsibilities assigned to the
different management levels.
Verification: The processes are audited
by PricewaterhouseCoopers
Auditores Independentes (PWC).
Risk management is an essential
process for senior management decision-
making and Strategic plan. The adopted
methodology considers legal, regulatory,
social, environmental and reputational
factors, with continuous monitoring and
reporting practices.
The duties and guidelines inherent in Risk
Management at Copel are present in the
Bylaws, the Internal Regulations of the
collegiate bodies, in Copel’s Organizational
Standards (NOCs), Corporate Policies
(NPCs) and Administrative Standards (NACs,
all acronyms in Portuguese).
As defined in the Bylaws, the Board of
Directors is responsible for monitoring
the effectiveness of the risk management
system, with the support of the Statutory
Audit Committee, which observes, among
other points, the instructions of the
Integrated Corporate Risk Management
Policy, whose management function is
1
2
3
4
independent of the business lines. This activity is
linked to the DRC, which coordinates compliance
actions, corporate risk management and internal
controls within the scope of the Copel Holding
Company and its wholly-owned subsidiaries,
majority and non-majority owned subsidiaries
and associates. Copel’s risk exposure is reviewed
several times a year, through quarterly reports
to the Statutory Audit Committee and half-yearly
reports to the Board of Directors. The process
follows the three-line model recommended by
the IIA, with roles and responsibilities assigned
to the different management levels.
Risk management practices are audited annually
in order to assess the effectiveness of the
work. The results are reported to the collegiate
bodies: the Executive Board, the Statutory
Audit Committee, the Board of Directors and
the Oversight Board, and, if any problems are
identified, notes are made and action measures
are defined to mitigate the audit findings.
The process is completed with transparent
disclosures to the market.
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VALUE CREATION AND PROTECTION
Risk management integrated
into all processes.
Structured, comprehensive
and objective approach.
Structure, processes and
resources commensurate
with the organization,
constant improvement.
Stakeholder engagement.
Proactive, preventive,
permanent and agile risk
management.
Historical and current
information, future
expectations and attention
to uncertainty in the data.
Organizational culture
strongly influences risk
management.
Cycles of ongoing
learning and
monitoring improve
risk management.
GOVERNANCE BODY
It operates above the three lines.
It determines the direction of the organization, defining its vision, mission, values
and organizational risk appetite in a comprehensive and transparent manner.
FIRST LINE
It identifies, analyzes,
assesses, treats and
manages risks.
It designs, operates
and improves controls,
procedures, standards,
policies, etc.
It coordinates
risk mitigation
strategies.
SECOND LINE
It establishes metrics,
defines goals and
processes, transfers
expertise, provides
support and carries out
monitoring, defining
acceptable levels of
exposure.
Their roles are not
independent.
THIRD LINE
Internal audit.
It reports to the
governance body.
It communicates the
assessment and advises
management and the
governance body.
RISK MANAGEMENT STRUCTURE
It supports the integrated application of risk management in critical activities and functions.
MANAGEMENT
Managing risks so that the
organization can achieve its goals.
AUDIT
Neutral assessment.
Management levels and responsibilities
Label:
Delegates, guides, defines
resources and oversees
Accountability
and reporting.
Alignment, communication,
coordination and collaboration
Three lines IIA
ISO 31000
It implements safeguards.
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Risk identification
Copel adopts a structured approach to risk
identification, analyzing a set of internal
and external events that could impact
its strategic goals. This process includes
assessing the control environment associated
with each risk and checking the mitigating
actions already implemented, ensuring that
the Company’s exposure to possible impacts
is reduced. It strengthens its proactive risk
management, promoting greater security
and operational resilience.
Risk assessment
stages
Identifying and responding proactively to
events that could impact the strategy and
business goals are essential for corporate
sustainability. Therefore, Copel’s corporate
risk management covers several stages,
including risk identification, assessment,
analysis and review.
The risk assessment process uses
quantification criteria such as Capex, Opex and
qualitative and quantitative methodologies. The
matrix is divided into the strategic, operational
and new business categories and uses the
GRC Risk Management system (SAP), which
centralizes data and tracks changes and
advanced simulations.
The procedure also involves communicating
and disseminating the identified risks,
along with the respective mitigation plans,
guaranteeing an integrated and effective
approach to risk management.
Assessment of risks in
terms of their impact
and likelihood
The risks to be managed are prioritized
based on their relevance, which results from
the assessment of impact and likelihood,
according to the predefined criteria validated
in the risk methodology. Likelihood is the
chance of the event occurring within the
expected timeframe to achieve the goal/
result. The impact is the result or effect
of a risk. There can be a range of possible
impacts of financial, operational,
image, social and environmental risks
(
see classification of risks on page 108).
Risk treatment
It includes planning and performing
actions to change the level of risk. This can
be changed through response measures that
mitigate, transfer or avoid risk.
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Monitoring and
action plans
Risks are monitored periodically to
ensure that information is up-to-date and
complete. Action plans to improve the control
environment are followed up in accordance
with established deadlines. The impact and
likelihood criteria are reviewed based on the
results obtained, and Key Risk Indicators (KRI)
are used to identify the need for new actions
to reduce risk exposure.
Strategic risk management
Risk Management Education
Senior management
Copel has a training program with an annual
agenda, the aim of which is to expand and update
the risk management knowledge of the members
of Senior Management, including the Board of
Directors and the Statutory Audit Committee.
The most recent training took place in July 2024
and was offered to all board members, directors
and some of the other executives, with 88% of the
target audience taking part. The content includes:
Contextualization of methodology and
the importance of risk management;
Integrating risk management with
strategy and performance;
Trends in Risk Management for the
Electricity Sector in Brazil and worldwide.
Strategic risks are reviewed periodically
during Strategic plan, in a joint effort
between the senior management of the
Copel Holding Company and its wholly-
owned subsidiaries. This process involves
identifying and analyzing risks, defining
control and contingency plans, and setting
up monitoring actions.
Copel’s management structure classifies
risks into strategic, financial, operational
and compliance. For strategic risks, the
Company adopts a portfolio approach that
prioritizes the main risk categories, using
metrics such as share capital, equity
and EBITDA, applying quantitative
and qualitative techniques.
Employees and trainees
In order to strengthen the culture
of risk management and integrity, it
is mandatory for the workforce to
take part in training on this subject.
The Integrity Program Cycle 2024
Campaign was completed by 98.6%
of employees.
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New business risk management
The expansion of businesses related to the
Company’s corporate purpose and aligned
with its strategic plan takes place through
the acquisition of equity interests or new
businesses, and through participation in
bidding processes to obtain concessions or in
business auctions in all its areas of operation,
with risk assessment being an integral stage
in the analysis of these opportunities, in
accordance with the Company’s acquisition
and auction flowcharts.
At the request of the department responsible
for business development, risk assessments
are drawn up for new businesses, including
acquisitions, mergers or disposals intended
by Copel. In these cases, the Company
adopts a portfolio view that focuses on the
main risk categories, using metrics such as
Capital Expenditure (Capex) and qualitative
and quantitative techniques. At the beginning
of the work, the matrix is evaluated and
expanded according to the object of study,
using the GRC Risk Management system (SAP)
as technological support, with Monte Carlo
Simulation.
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The main identified risks are:
Cybersecurity;
People management;
Capital allocation
to sustainability;
Supply chain;
Ethics, fraud and corruption;
Litigation;
Climate change;
Regulatory;
Hydrological risk; and
Dams.
1
2
3
4
5
6
7
8
9
10
9
6
1
8
4
5
7
3
2
10
Minimum
Remote
Low
Moderate
High
Very high
Low
High
Moderate
IMPACT
PROBABILITY
Very high
Main risks
The following matrix shows the ten main risks that
could impact Copel’s strategic goals, selected from
a broader risk portfolio. These risks, together with
their mitigation and action plans, are monitored and
managed on a regular basis.
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Cybersecurity risk
Risk and impacts: cybersecurity
risk is the potential risk of
loss or damage caused by a
cyber incident that actually or
potentially compromises the availability, integrity,
confidentiality or authenticity of an operation/
information system or the information
processed, stored or transmitted by said system.
Govern (GV)
the Organization’s Cybersecurity
Risk Management Policy, strategy
and expectations are established,
communicated and monitored.
Identify (ID)
Othe Organization’s
current cybersecurity
risks are understood.
In order to do this, Copel follows the NIST Cybersecurity Framework (NIST-CSF), structuring its actions into six main functions:
Protect (PR)
protections are used to
manage the Organization’s
cybersecurity risks.
Detect (DE)
possible cybersecurity attacks
and compromises are found
and analyzed.
Respond (RS)
actions are taken related
to a detected cybersecurity
incident.
Recover (RC)
the assets and operations
affected by a cybersecurity
incident are restored.
It can be characterized by the attempted
exploitation of an operation/information
system vulnerability that constitutes a
violation of a standard, security
policy, security procedure or use policy.
Actions: an essential part of
the Company’s strategic plan,
aimed at mitigating the risk of
cyberattacks by protecting its
critical systems and data.
1
4
5
2
3
6
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Incident prevention and response
Copel has established processes to prevent
IT system outages and cyberattacks, and it
is prepared to act if such events occur.
There are internal rules and an ongoing
mandatory training program for
employees to ensure that they act in
accordance with the best information
protection practices. This includes
training on cybersecurity, with a focus on
preventing data breaches and information
leaks; security analyses carried out every
four months; and phishing and similar tests
carried out monthly. Performance in the
tests is monitored, and the results serve as
input for providing additional training, as
well as monitoring the Company’s level of
maturity in this area. In 2024, 6,200 employees
(taking into account direct employees,
contractors and interns with access to Copel’s
network) attended cybersecurity training,
totaling 31,800 hours.
Any security incidents are reported
in good time to the Information Security
team, which responds promptly and
establishes measures to prevent
recurrence in order to ensure a safe
working environment.
Cybersecurity risk is related to the material
topic Cybersecurity and Information Security,
within the Energy Sector Transformation group
(
learn more about materiality on page 8).
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Actions: to mitigate this risk, Copel
prepares people with the necessary
skills for future challenges; training
and succession of employees in
identified critical roles (knowledge
management); leadership
development, considering the
redesign of profiles and competency
maps; implementation of assessments
and development plans; internal
mobility to better leverage the
workforce and promote professional
development; implementation
of actions to strengthen the
organizational culture in line with
the strategic guidelines established
by the Board of Directors (CAD); and
monitoring and improvement of the
organizational climate (conducting
the GPTW survey).
The risk in people management is
related to the material topic People
Management (
learn more about
materiality on page 8).
People management risk
Risk and impacts: this risk is
related to the skills required for the
new demands and technologies,
together with a possible lack of
identification of the new essential
functions for the evolving business,
which could also have an impact on the
retention of management and Board
members. The risk includes failure to
identify and prepare successors for
critical business positions; failure to
retain talent (management and Board
members, leaders and employees);
low leadership readiness for new
challenges; culture not aligned with
the strategy and low engagement of
people; and inefficiency in workforce
planning and utilization of personnel.
The Company is facing challenges that
are causing it to rethink the way the
Organization works and the role of its
people management leaders.
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Risk related to capital allocation to sustainability
Risk and impacts: if Copel does not complete the
proposed program of implementing and prospecting
for investments, obtaining new business, structuring
new services and completing construction on time, the
operation and development of the business could be
adversely affected. The strategic plan and the Investment
Policy define the way the process is conducted and the
macro guidelines, with strategic investments directed
towards renewable energies, transmission assets and new
products/services.
Actions: to mitigate this risk, the Investment and
Innovation Committee (CII, in Portuguese) is involved
in all discussions regarding the project portfolio and
analysis of business opportunities. The Company’s
portfolio of projects and business opportunities is
presented and discussed with the Investment and
Innovation Committee every month.
The risk related to capital allocation to sustainability
refers to the material topic Sustainable Investments, within
the Economic and Financial Performance group
(
learn more about materiality on page 8).
Supply chain risk
Risks and impacts: Copel’s business is subject to risks
related to the supply chain, which can be materially and
adversely affected by internal or external economic,
political, social, regulatory, weather, environmental and
technological events, among others, such as pandemics,
border disputes, cyberattacks, natural disasters and
armed conflicts, among others.
Actions: to mitigate this risk, Copel has a Supply Committee,
with the aim of fostering synergy between Copel and its
subsidiaries, as well as a management plan for critical
materials (inventories). An integrated working group carries
out scenario analyses for the procurement process. The
eProcurement platform intensified security and reliability in
the management of procurement processes, expenses and
other related processes.
The supply risk is related to the material topics
Sustainable Supplier Management and
Economic and Financial Performance
(
learn more about materiality on page 8).
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Risk related to ethics, fraud and corruption
Litigation risk
Risk and impacts: risk
related to the theft of
physical assets, illegal sharing
of confidential information,
misappropriation of funds,
conflicts of interest, influence
peddling, bribery, kickbacks,
collusion with suppliers and
customers, among others,
which can lead to financial
losses, fines, sanctions
and penalties from
supervisory bodies,
as well as deterioration in
Copel’s image.
Risk and impacts: Copel may be
subject to legal proceedings, mainly
relating to civil, administrative,
labor and tax claims. The outcome
of these lawsuits is uncertain, and,
if a lawsuit results in obligations
against the Company, this
could materially affect its
operating results.
Actions: to mitigate this risk, there
is a Permanent Committee to
monitor contingent liabilities and
accounting provisions related to
Copel Distribuição, and a Permanent
Committee for settlements. These
efforts include electronic summons
and Legal Controllership.
Litigation risk is related to the
material topic Economic and
Financial Performance (
see more
on page 8).
Actions: to mitigate this risk,
Copel has an integrity program with
a robust process for investigating
complaints and timely updates.
Copel carries out special campaigns
and training for contractors based
on the fraud and corruption risk
matrix. It also classifies its active
suppliers. A new version of the
integrity training, with general
aspects of the Code of Conduct
and the Integrity Policy, remains
available to all Copel employees
and interns.
The risk related to ethics, fraud and
corruption refers to the material
topics of Integrity, Transparency and
Corporate Governance.
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Climate change risk
GRI 201-2
Risk and impacts: related to current and future climate
change on the Company’s operations, such as the effects
of severe weather, dam failure and scarcity of natural
resources, among others, which may affect the following
aspects: i) physical climate risks — the possibility of losses
caused by events associated with frequent and severe
weather (acute) or long-term environmental changes
(chronic), which may be related to changes in weather
patterns; ii) transition climate risks — the possibility of
losses caused by events associated with the transition to a
low-carbon economy, in which greenhouse gas emissions
are reduced or offset and the natural mechanisms for
capturing these gases are preserved.
Actions: to mitigate these risks, Copel monitors weather
conditions in real time. It also has a Contingency Plan for
adverse weather events, including actions and measures
to be taken to ensure readiness and the ability to respond in
cases of severe weather events.
Climate change risk management
Climate change risk management was defined based
on Copel’s Sustainability Policy, which contains the
guidelines on the topic. To adapt to these effects, the
Company has been investing in renewable energy
generation sources, adjusting to a change in the
market by implementing more robust structures in the
distribution and transmission networks. It also seeks to
improve the system to deal with severe weather events
and to adopt actions to manage its Greenhouse Gas
(GHG) emissions, such as the Carbon Neutrality Plan,
which promotes research, development and innovation,
implementing solutions to adapt to climate change.
Furthermore, Copel GeT and Copel DIS published their
Climate Change Adaptation Plans, including the main
risks and vulnerabilities, as well as their impacts and
main management and mitigation actions.
Climate change risk is directly related to the
material topic of climate change, in Environmental
Commitment (
see more on page 8).
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Hydrological risk
Risk and impacts: hydrological risk is inherent in hydroelectric
power generation. Uncertainty about rainfall patterns
and inflow into our reservoirs has impacts not only on
hydroelectric generation capacity but also on electricity prices
across the entire system. The impact of water shortages
and the consequent measures taken by the government to
conserve energy could have a material adverse effect on
our business, financial condition and operating results. In
Brazil, hydrological conditions are often subject to changes
due to non-cyclical deviations in average rainfall.
Actions: to mitigate this risk, Copel conducts studies on
the contract capacity levels that best suit generation
projections (GSF) and dispatch model prices. Energy sales
targets are set for the coming year to deliver annual contracts
within the horizon of interest. Copel works towards reducing
the risk of settling a very large volume of energy at minimum
Difference Settlement Prices (PLDs), while seeking protection
against unfavorable scenarios of low GSFs and high PLDs.
Regulatory risk is directly related to the material topic
Regulatory Environment, in the Corporate
Governance group ( see more on page 8).
Regulatory risk
Risk and impacts: regulatory risk encompasses
the possibility of adverse impacts arising from the
introduction of new regulations or the intensification
of existing standards and inspection criteria applicable
to the power sector. This risk can manifest itself in
several areas, such as tariff changes, environmental
regulations, quality standards and continuity and
safety at work. Consequences include financial
penalties, loss of concessions, need for
additional investments and reputational damage,
directly impacting the Company’s sustainability
and competitiveness.
Actions: to mitigate this risk, Copel adopts proactive
and adaptive management, with continuous monitoring
of regulatory changes and strategic engagement with
regulatory bodies. There is continuous monitoring,
dissemination and participation in the legislative process
(National Congress) and in the rulemaking process of
the regulatory body (subsidies, public consultations
and public hearings) and the granting authority,
including, in some cases, the use of artificial intelligence
tools for tracking and performing predictive analyses
of new legislation. Terms of Notification and Notices
of Violation are monitored in order to verify compliance
with deadlines and mitigate impacts.
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Hydrological risk management
The management of water resources is essential for Copel,
whose power generation comes mostly from hydroelectric
sources, with a large share of its operations located in the
Iguaçu River basin, in Paraná. Uncertainty about rainfall
patterns and inflow into our reservoirs has impacts not
only on generation capacity but also on energy prices in the
National Interconnected System (SIN, in Portuguese). The
main risks include extreme events such as floods and water
shortages, as well as possible regulatory changes.
The use of water in hydroelectric plants is non-consumptive,
i.e., the volume used is immediately returned to the river
in the same quantity and quality. Copel’s projects are
not located in areas of permanent water stress, although
shortages of varying degrees of severity have been
recorded in recent years.
Copel adopts a preventive approach, implementing Dam
Safety Plans (PSB, in Portuguese) and participating in
management groups for the Iguaçu River. The Company
maintains the Reservoir Monitoring System, which allows it to
monitor water availability in real time, with accessible data on
the websites of Copel and the National Water and Sanitation
Agency (ANA, in Portuguese). To increase control, it operates a
hydrological monitoring network that collects information on
river and reservoir levels, as well as rainfall data.
In energy planning and revenue
estimation, Copel analyzes historical
water availability data, considering
cyclical variations and associated
risks, including impacts on the Energy
Reallocation Mechanism (MRE, in
Portuguese) and short-term prices.
Corporate risk management takes into
account possible changes in industry
regulations. To this end, Copel actively
participates in strategic forums, such as
the Crisis Rooms of the South Region
and Paranapanema, the National
and State Water Resources Councils
and the River Basin Committees, so
that changes in water availability are
continuously discussed and monitored.
The impacts on business are
minimized by the SIN, which integrates
several energy sources, including
hydro, wind, thermal and solar,
ensuring security and balance in
supply. To date, risk analyses indicate
that there are no significant changes in
the short term that could impact the
Company. However, Copel continues to
participate in the Water Resources and
Operations Technical Groups of the
Brazilian Association of Electricity
Generating Companies (Abrage, in
Portuguese).
Internally, there are rules governing
multidisciplinary activities in the
reservoirs, coordinated by local
committees in each production unit
and by the Institutional Reservoir
Management Committee. The
plants are authorized to use water
resources through the Grant of the
Right to Use Water Resources, in
accordance with the National Water
Resources Policy (Law 9,433/1997).
The right to use water resources is
subject to environmental licensing,
guaranteeing the sustainable use
of water and the quantitative and
qualitative control of this resource.
Hydrological risk is directly related to
the material topic Water Resources
Management, in the Environmental
Commitment group (
see more
on page 8).
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Dam risk
Risk and impacts: any failure of dams under
Copel’s responsibility can cause serious harm
to affected communities and the Company’s
business results and reputation. Dams are
important for the business, as they are
fundamental infrastructure components of
hydroelectric power plants, impounding and
storing water, which accounts for the
majority of energy generation capacity.
Actions: to mitigate this risk, dam structures follow strict
safety standards, with checks at all stages — design,
construction and operation — to mitigate risks associated
with internal and external factors, such as extreme weather
events. Copel takes preventive action, according to criteria
and procedures aligned with the best engineering
practices and current legislation.
To ensure safety, hydroelectric plants adopt the PSB and
periodic simulations of the Emergency Action Plan (PAE, in
Portuguese), both in accordance with current legislation.
Dam risk is directly related to the material topic Community
(
see more on page 8).
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Emerging risks
Copel seeks to identify and manage, among its main corporate risks, the possible emerging risks, from a medium- and long-term perspective,
that could impact the Company’s business. Learn about the main emerging risks mapped by Copel
Risk and impacts
Actions
Consumer choice
(portability or
self-generation)
– Distributed
Generation
Customers in Copel’s distribution concession area can stop buying energy from the business
if they meet regulatory requirements and qualify as free consumers. These customers can
also generate power independently or buy energy from generation and trading companies instead
of purchasing it from Copel. If the number of customers with these characteristics increases, the
Company's revenue and operating results could be affected.
Project for a special tariff for consumer units with distributed micro- and mini-
generation to set up a microgrid, aimed at evaluating the use of special power tariffs in
order to encourage accessing parties to participate in and set up microgrids to
further reduce losses and increase the reliability of energy supply to consumers
in the microgrid.
New technologies,
AI and
cybersecurity
The digital transformation presents many challenges, and the Company may not be able to keep up with
the intensification of the digitalization of the power sector and the significant potential for developing
solutions in the energy sector, with the advance of technology and the adoption of Artificial Intelligence
(AI), to improve both processes and the provision of services to consumers, and to effectively create
new products and services, with a view to achieving productivity gains, more affordable prices, greater
competition and new markets. Discontinuity in the modernization of digital tools is related to the
obsolescence and speed of digital transformation initiatives, in a scenario of constant innovation.
Hiring a consulting firm to provide services to analyze Copel’s maturity in
digital transformation;
Smart grid project
Growing impact
of deregulation —
regulatory risk
Changes in the laws and regulations governing the Company's operations, which have occurred in
the past, may adversely affect its financial condition and operating results. If any other regulations
or new laws are passed by the Brazilian government to reduce electricity prices, these new laws and
regulations could have a material adverse effect on the Company's operating results.
Monitoring Aneel’s public hearings and consultations in order to anticipate measures and
contribute to changes in industry regulations;
Active participation in regulations, with contributions and proposals for changes
in industry regulations submitted to Aneel and the working groups of the Brazilian
Association of Electricity Distributor;
Monitoring of Terms of Notification and Notices of Violation in order to verify compliance
with deadlines and mitigate impacts;
The agendas and public meetings of Aneel’s Executive Board are monitored, especially
those that deliberate on public hearings and consultations, with a view to anticipating
actions and proposals for possible decisions and regulations by Aneel and the Mining and
Energy Ministry (MME, in Portuguese).
Lack of qualified
labor, talent
retention and
change in the
organizational
culture
Risk related to the experience required for the new demands and technologies, together with
a possible lack of qualified labor for the new roles that are essential for the evolving business,
which could have an impact on the retention of employees, leaders and management and Board
members. The Company is facing challenges that are causing it to rethink the way the Organization
works and the role of its People Management leaders.
Ensuring the necessary experience for new needs and technologies, helping people
develop the necessary skills for future challenges;
Training and succession of employees in identified critical roles (knowledge
management), with leadership development, considering the redesign of the skills
profile and map , assessment and development plans;
Internal mobility to make better use of staff and develop skills; and
Boosting the organizational culture and adapting the organizational structure to
the strategy.
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REGULATORY ENVIRONMENT
Regulatory compliance is an
essential pillar for avoiding sanctions
and guaranteeing the legal security of
operations. To this end, Copel maintains
internal and external audit programs,
continuous training on applicable
legislation and strict monitoring of
legal and environmental requirements.
Old projects, implemented before the
current environmental requirements, are
subject to corrective licensing processes
or consent decrees.
The year 2024 was marked by
significant regulatory advances in
the Brazilian power sector, with
the implementation of guidelines
and legislation that promoted the
modernization of the industry, increased
legal certainty and fostered a more
competitive environment.
In September, the MME launched
Public Consultation 176/2024 to discuss
guidelines for the Capacity Reserve
Auction in the form of power through
energy storage systems. This initiative
seeks to increase the security of the
electric system, enhance flexibility
in SIN’s operation and optimize the
allocation of risks and costs in the
sector. The inclusion of storage
systems, such as batteries, represents
an important step towards the modernization
and diversification of the national
energy matrix.
Also in 2024, Bill 576/2021 was
approved, establishing the legal framework
for the exploration and development of
energy generation from offshore sources
such as wind, solar or tidal, signed into
law by the President on January 10, 2025,
through Law 15,097/2025.
Another highlight is Law 15,103/2025,
which establishes the Energy Transition
Acceleration Program (Paten, in
Portuguese), creating incentives for
investments in low-carbon energy in
Brazil. The legislation enables low-
interest loans for projects, research and
technological innovation in the sector,
through the Green Fund.
In order to ensure regulatory
compliance, Copel adopts
internal and external auditing
programs, as well as monitoring
the legal requirements applicable
to the sector.
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Power Generation
In the generation segment, Provisional
Presidential Measure 1,212, of
April 9, 2024, amended legal provisions to
extend by 36 months the deadline for the
start of commercial operations of generation
projects whose grants were requested by
March 2021. This extension ensured the
maintenance of discounts on tariffs for the use
of the transmission and distribution systems,
benefiting around 600 projects which together
could add 25.5 GW of installed capacity to the
SIN. The initiative aims to unlock investment
and expand the country’s energy supply.
Transmission
The power transmission sector went through
innovations in 2024. In addition to the
continuity of the auctions promoted
by Aneel, the first re-bidding of a
transmission concession took place, in
accordance with the guidelines established
by Decree 11,314, of December 28, 2022.
This new approach to the renewal of
concessions seeks to ensure greater
competitiveness and efficiency in the
provision of transmission services, benefiting
consumers and strengthening the country’s
power infrastructure.
Energy Trading
In January 2024, Normative Ordinance
50/GM/MME came into force, extending
access to the Free Energy Market to
Group A consumers. With this flexibility,
high- and medium-voltage consumers
now have greater freedom to choose
their energy supplier. As a result, there was
a significant increase in the migration of
captive consumers to the free contracting
environment, expanding access to
the modality to more than 70,000
consumer units.
In 2024, approximately 26,000
consumers migrated to the Free Energy
Market, an increase of more than three
times compared to 2023, according to
data from the Chamber of Electric Energy
Commercialization (CCEE, in Portuguese). This
expansion gave consumers more freedom
of choice and boosted competitiveness
in the power sector.
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Distribution
Copel is responsible for connecting
distributed Micro- and Mini-Distributed
Generation (MMDG, in Portuguese) systems
to the power grid, ensuring compliance
with Aneel regulations and the Company’s
technical standards. This role is essential to
ensure the safety, reliability and quality of
the energy supply in its concession area.
By the end of 2024, Copel reached 243,000
Consumer Units (UCs) with Distributed
Generation (GD, both acronyms in
Portuguese) and a total of 353,000 systems
benefiting from the net metering model,
totaling an installed capacity of 3.2 GW.
Photovoltaic systems account for most of
this total, reflecting the accelerated growth of
solar energy in Paraná’s energy matrix.
To facilitate new GD connections, the
Company has made available a system
that allows entrepreneurs to monitor all the
steps required to obtain the connection
budget in a controlled manner. The Company
also offers the Copel Solar Program,
allowing interested consumers to enjoy the
benefits of distributed generation in an
accessible and simplified manner.
The massive adoption of GD can have an
impact on voltage regulation and system
stability. To mitigate these effects, the
Company has continuously invested in
developing solutions for monitoring and
adapting its infrastructure. The initiatives
currently in progress include studies and
projects on energy storage systems with
batteries, research projects on microgrids
and the automation of operating assets,
allowing the power grid to be more
lexible and resilient in the face of the
progress of distributed generation.
353 thousand
systems benefit from the energy
compensation model
of photovoltaic
systems
Almost all GD systems are
composed of
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Interactive
summary
• Energy sector efficiency
and transformation
• Economic and financial
performance
PERFORMANCE
ENERGY SECTOR EFFICIENCY
AND TRANSFORMATION
GRI 3-3 material topic: Energy sector transformation
Technological advancements, process
automation, digitalization, decentralized
power generation, and decarbonization
initiatives are driving a rapid and
profound transformation in the power
sector. The growing concern about
climate change and the need to reduce
greenhouse gas emissions have fueled
government decisions and international
agreements. Emerging technologies
such as demand-side flexibility and
electric mobility are accelerating the
transformation of the energy sector and
challenging the modernization of the
power infrastructure. The expansion
of access to the Free Contracting
Environment (ACL, in Portuguese)
in 2024 and the expected growth of
energy markets in the coming years
have a direct impact on the Company.
Asset management was a central pillar
of Copel’s strategy in 2024, when the
Company completed strategic asset
swap in generation and optimized its
portfolio, prioritizing premium assets
that combine technical efficiency with
market competitiveness. Throughout
the year, Copel intensified its pursuit of
operational excellence by investing in
digitalization, automation, and predictive
maintenance to ensure high availability and
reliability of generation and transmission
assets. In the distribution segment,
investments focused on assessing equipment
with advanced depreciation, prioritizing
replacements and new installations that bring
operational gains and improve system reliability.
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7
9
With a close eye on the Free Energy
Market dynamics, Copel proved
efficient in precisely timing the sale of
its inventory. This strategy allowed the
Company to maximize revenue in a year
of economic challenges and was widely
recognized by industry analysts. Despite
maintaining the same transaction
volumes as in 2023, the pricing capture
strategy had a strong positive impact
on commercial performance, ensuring
greater revenue predictability for the
coming years.
To amplify the societal benefits of
reduced energy consumption and
education that promotes responsible
resource use, Copel encourages new
energy efficiency ideas through publicly
announced calls for proposals, in line
with Aneel’s regulations. Still within
the scope of conscious consumption,
Copel Comercialização’s Free Market
customers have access to tools such
as virtual consumption monitoring,
enabled by telemetry devices installed
on meters. This service empowers users
with more precise and real-time control
over their energy consumption.
New business opportunities, such
as the example above, align with
Copel’s efforts to ensure energy and
operational efficiency and reflect
the broader transformation of the
power sector. Copel also carries out
initiatives related to electrification; clean
electricity generation; investments in
generation, transmission, distribution,
and consumption infrastructure;
cybersecurity; and, above all, innovation
(read more on page 126).
Copel encourages new energy efficiency ideas through public calls,
aiming to enhance the conscious use of energy. In addition, Copel
Comercialização's customers have tools to increase control over their
energy consumption.
GRI G4 EU7
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Detection and prevention of cyber actions
In this evolving environment, the Company’s
ability to ensure cybersecurity and information
security is essential. It is worth noting that
Copel is one of the leading players in the
national landscape, with several projects and
initiatives underway.
To handle security incidents, a specialized
team follows clear and effective procedures for
identifying the causes of potential incidents and
adopts measures to continuously strengthen
cybersecurity, containing and recovering any
compromised data. Copel’s information and
cybersecurity program includes training,
simulations, and state-of-the-art technologies.
KnowBe4 and CrowdStrike Falcon, for example,
are advanced tools for continuous infrastructure
monitoring, performing regular vulnerability
scans and penetration tests (pentests)
conducted by external experts.
Cybersecurity governance
In 2024, Copel established the Cybersecurity
and Information Security Committee (CSCI,
in Portuguese), an advisory collegiate body
of the Board of Directors, responsible for
ensuring guidance and strategic decisions
related to support, processes, and compliance
in the areas of cybersecurity and information
security, in an equitable manner, taking into
account the control, business, and Information
Technology areas. The Information Technology
Superintendency reports to the Vice
Presidency of Strategy, New Business, and
Digital Transformation, which is responsible
for the implementation and executive
management of the strategy. It is incumbent
upon the Statutory Audit Committee (CAE,
in Portuguese) to oversee the effectiveness
of internal controls and risk management,
recording its assessments annually.
The Information Security and Cybersecurity
Policy and the Privacy and Data Protection
Policy establish guidelines to protect both
customer and Company information. Both
are aligned with the Brazilian General Data
Protection Law (LGPD, in Portuguese) and
are reviewed every two years, ensuring
that the collected data is processed
exclusively for the intended purposes
and that the Company maintains sharing
protocols, ensuring that any data exchange
is carried out with legal basis and
appropriate protection measures.
It is worth noting that the Cybersecurity
Index of the National Institute of
Standards and Technology (NIST) impacts
the variable compensation of certain
executives, reinforcing the theme’s priority
in corporate governance. The Company
also holds ISO 37301 certification, which
enabled the review of a series of practices
and standards, enhancing the integration
between control processes and risk
management. As in previous years, no
significant violations of Copel’s information
security were identified in 2024, nor were
there any data leaks or losses. Likewise,
there were no fines or penalties related to
the subject.
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Innovation & research
GRI G4 EU8
Innovation is a key factor for Copel, as it is
essential for maintaining a strong position in
the markets where it operates. To effectively
manage this topic and ensure the proper
allocation of resources to innovation and
research, the Company has established
strict guidelines and processes for the
selection, monitoring, and evaluation of
proposed projects.
Innovation management governance
integrates analysis and decision-making
across all hierarchical levels. This system was
enhanced in 2024 with the implementation
of the Integrated Innovation Project, focused
on results and the consolidation of various
innovation initiatives within Copel’s structure.
With the support of a specialized consulting
firm, the Company created the Strategic
Innovation Forum, composed of members
from all subsidiaries and led by Copel
Holding Company. The Forum meets
periodically to discuss innovation initiatives,
align efforts with Copel’s strategy, prioritize
projects, and monitor results, and reports
its activities to the Investment and
Innovation Committee (CII, in Portuguese).
The work of the Strategic Innovation Forum
and the CII is guided by key tools such
as the Innovation Thesis, the Innovation
Investment Thesis, and the Innovation
Policy, aimed at creating synergy between
the Company’s initiatives and its overall
strategy. As a space for fostering
innovation, the forum has contributed to
positioning Copel as a benchmark in the
energy sector.
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Open innovation
Copel has adopted open
innovation practices, expanding
its reach in the search for
innovative solutions to
increasingly complex challenges
triggered by the advancement of
artificial intelligence and extreme
climate risks. The Company is
part of the group of Brazilian
companies that, through the
UK-Brazil Innovating to Net
Zero in the Electricity Sector
(INES) program, coordinated by
Energy Systems Catapult, has
sought solutions in the United
Kingdom to increase the climate
resilience of transmission assets.
Copel’s participation in the INES
Program is due to its reputation
in the international open
innovation landscape.
Externally, the market for open
innovation expanded, making Copel’s
boundaries more permeable.
Another open innovation initiative
was the participation in the
Conecta Startup Brasil Program, a
nationwide initiative aimed at pre-
accelerating early-stage startups,
offering opportunities for co-
creation and engagement with
large corporations. Conducted
by the Ministry of Science,
Technology and Innovation
(MCTI, in Portuguese) and the
Brazilian Industrial Development
Agency (ABDI, in Portuguese),
the program is funded by the
National Council for Scientific
and Technological Development
(CNPq, in Portuguese) and
coordinated and executed by
Softex, a company focused on
promoting public policies.
In the 2024 edition, 50 companies
and 100 startups were selected
to conduct proof-of-concept
projects on topics aligned with
MCTI interests, with investments
of up to BRL 90,000 and CNPq-
funded research grants. Copel
participated by launching three
challenges, and three different
startups carried out proof-of-
concept projects throughout the
year. Two of them ranked among
the program’s five winners,
and Copel was recognized as a
standout company in the edition.
To expand the search for
innovative solutions, Copel
uses open innovation
tools. In addition to taking
part in the INES program,
it was recognized as the
outstanding company
in the 2024 edition of
Conecta Startup Brasil.
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Innovation agenda
The Company’s innovation agenda moved
forward in 2024, particularly with the
consolidation of Copel Volt (read more on page
133) and partnerships with various entities,
including startups, educational institutions,
and technology institutes. Another highlight of
the year was the hackathon, where technology
challenges were launched and those
partnerships were showcased (read more on
page 130), as well as Copel’s presence in the
SENAI Innovation Hub Habitat².
² The National Service for Industrial Training (SENAI, in Portuguese) is a Brazilian non-profit, private institution of public interest, with
legal personality under private law, and outside of the public administration.
Copel’s initiatives influence its disclosures
related to carbon credit allocations and
electricity access indicators, demonstrating the
Company’s commitment to sustainability and
the energy transition. Several projects in these
areas contribute to reducing greenhouse gas
(GHG) emissions, promoting renewable energy,
and expanding access to electricity, impacting
the reported indicators and reinforcing the
transparency of Copel’s actions.
The Company's innovation
agenda evolved in 2024, with
the consolidation of Copel Volt
and the Hackathon. Innovation
initiatives contribute to
reinforcing Copel's sustainable
commitment.
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Integrated Innovation Week
As a consolidation of this collective effort
toward innovation, Copel held the first
edition of the Integrated Innovation Week in
October 2024. The event celebrated a culture
of innovation and promoted integration
among different areas of the Company.
Advancements in digitalization and
sustainability, along with strategic
partnerships, were brought together during
the Week, which combined the InovaDIS and
Inov+ GeT initiatives in a knowledge-sharing
environment that presented trends and
solutions for the future of the power sector.
The event, which has a strong link to SDG
9 – Industry, Innovation, and Infrastructure,
engaged 1,689 employees in lectures, panels,
workshops, and short courses, and featured
prominent figures from the industrial
sector in discussions about technology,
operational efficiency, and social impact.
It was focused on innovation training and
awareness, providing knowledge and learning
opportunities to all Company employees.
Among the highlights, the Innovation Games
challenged internal teams to develop creative
solutions for the power sector’s challenges,
reinforcing teamwork and contributing
to several SDGs. The +DIS_aí initiative
celebrated the implementation of 165 ideas
in 2024, with ten recognized as the best of
the year, three of which were selected by
Copel DIS’s senior management. At Copel
GeT, six projects from the Inov+ GeT program
completed in the first semester were
recognized, with three ranked as top-scoring.
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Innovation projects
GRI G4 EU8
The new innovation governance structure ensures that projects are aligned with Copel’s
strategic goals and contribute to its sustainable growth, with investments in Research,
Development, and Innovation (R&DI) alongside Aneel, in open innovation (Copel Volt), and
in corporate venture capital, such as Copel Ventures I (read more on page 132).
2024 Copel
Hackathon
In October, Copel held the third
edition of the Copel Hackathon,
bringing together 220 students from
18 universities in Paraná. The event
broke its record for registrations,
with 727 applicants, and aimed to
develop innovative solutions for
challenges in the power sector,
including addressing weather
events, customer service, and asset
monitoring, based on evaluation
criteria that included sustainability
requirements.
With 36 hours of intensive
programming, participants received
guidance from experts to turn their
ideas into viable projects. The winning
proposals will be integrated into the
Company to improve processes and
optimize solutions.
The Copel Hackathon reinforces
a culture of innovation and
sustainability in the power sector,
aligning with SDG 4 — Quality
Education and SDG 9 — Industry,
Innovation and Infrastructure. The
initiative strengthens the connection
between Copel and emerging talent,
encouraging digital transformation
and the development of solutions
for a more efficient and sustainable
electricity sector.
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The project portfolio was
updated to comply with the new
Procedures Manual of the Research,
Development, and Innovation
Program (PROPDI), a complementary
document to the mandatory PDI
Aneel standards and guidelines
for companies using resources
provided by the regulatory agency.
The changes focused on the agency’s
strategic themes and the Ampere
Index of the Five-Year Strategic
Innovation Plan (PEQuI).
Among the ongoing projects, one
highlight is the smart construction
management platform, which uses
Robotic Process Automation (RPA)
and Root Cause Analysis (RCA) to
optimize monitoring and reduce
costs. Other projects include
nationally developed equipment
The innovation projects are aligned with Copel's strategic
objectives, contributing to its sustainable growth.
Among the projects is the intelligent construction
management platform.
for charging electric vehicles, smart
three-phase overhead networks,
a virtual reality simulator for
electricians, and methodologies
for optimizing infrastructure
sharing. Strategic partnerships with
startups also enable remote and
real-time monitoring of vegetation
near transmission lines, helping to
prevent power outages and reduce
environmental impact.
Copel’s innovation initiatives are
aligned with its 2030 Vision and
the commitments of the Net Zero
Ambition Movement, promoting
actions to reduce greenhouse
gas emissions and to support the
transition to a more sustainable
energy matrix.
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In 2024, the first two disbursements by Copel Ventures I were directed to:
FIP Corporate Venture Capital
Launched in 2023, the Copel Ventures
I investment fund marks a milestone in
Copel’s innovation strategy. It is Copel’s
first Corporate Venture Capital (CVC) fund
dedicated to investments in energy sector
startups. The fund is managed by Vox Capital.
With BRL 150 million in committed capital
through 2033, the fund directs investments
to early-stage startups — Seed and Series
A — aligned with Copel’s Innovation
Investment Thesis. This dual-purpose
strategy seeks, on the one hand, strategic
gains for the Company and, on the other,
to foster the growth and scalability of the
startups receiving investments. Investment
success is measured both by the direct
strategic benefits to Copel and by the
development and expansion potential of
the supported companies.
3 Seed refers to the early (startup) stage of a
company, while Series A refers to the stage in which
startups seek funding to launch new products.
Move (BRL 3.5 million): a startup offering
smart management solutions for electric
vehicle charging systems through an
integrated platform with the Eletroposto
Fácil (“Easy Charging Station”) app and
service delivery, contributing significantly
to the advancement of e-mobility in Brazil;
Nextron Energia (BRL 11 million):
a solar energy marketplace
connecting distributed generation
with end consumers, promoting
broader access to renewable energy.
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Copel Volt Program
Copel Volt is Copel’s main open innovation
program. Launched in 2021, its objective
is to accelerate new products and services
in the power sector while strengthening
the Company’s presence in the innovation
ecosystem. In 2024, its initiatives focused
on multi-partner programs and Proofs of
Concept (PoCs) for specific challenges.
It is worth noting that Copel has already
conducted two editions of Copel Volt
through public calls for proposals, yielding
significant results for the Company. In 2024,
the strategy evolved toward more targeted
solutions and the strengthening of the
innovation ecosystem.
In the same year, Copel Volt was carried out
through partnerships with other institutions,
which meant that the Company did not
have to make direct investments; program
execution was funded by the coordinating
entities — Catapult Energy System and the
Conecta Startup program. Under Conecta
Startup, Copel carried out three PoCs with
early-stage startups from different Brazilian
regions, supporting economic development
in the entrepreneurs’ home regions. With
Catapult, however, no solutions were
identified for the proposed challenges.
The Company was recognized as a standout
company in the 2024 Conecta Startup Brasil
innovation ecosystem, a program aimed
at fostering innovation in startups through
training, financial support, and connection
with large companies. The results of the
Conecta Startup program are reflected in
the progress of selected startups’ solutions,
which underwent mentoring from Copel
experts. The startup Siapesq, for example,
developed PhytoBloom Vision, a monitoring
and forecasting system for the proliferation
of aquatic plant in reservoirs using satellite
imagery and artificial intelligence. Startup
Porang developed a telemetry solution that
enables monitoring and alerting in remote
communities with limited internet access
and wider coverage. Startup Noleak, in turn,
applied artificial intelligence to the analysis
of security camera footage, a solution that
enhances the safety of Copel’s facilities and
prevents accidents.
In 2024, Copel Volt also strengthened its
presence in international collaboration
Looking for more
targeted solutions
and strengthening the
innovation ecosystem,
Copel Volt has been
evolving. As a result, Copel
was recognized in the
Conecta Startup Brasil
2024 program, in addition
to strengthening its
insertion in international
collaboration networks.
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networks and was recognized for its strategic
innovation role. Notably, Copel participated in
the INES Program – Innovating to Net Zero in
the Electricity Sector, a Brazil–UK partnership
coordinated by the UK’s Energy Systems
Catapult, an organization dedicated to
decarbonizing the power sector. The initiative
aimed to attract UK startups with solutions
addressing the challenges of distributed
generation and extreme weather events—
topics aligned with Copel’s energy transition
agenda and climate priorities.
In 2024, 10 innovation contracts were signed,
including PoCs, rollout agreements stemming
from open innovation programs/initiatives,
and investment contracts made through
Copel’s CVC fund.
E-mobility
Copel is renewing its light-vehicle fleet and testing e-mobility solutions,
moving forward with the initiative started in 2018 with the launch of the
country’s largest electric highway, which already features 12 charging
stations along 730 km of the BR-277, connecting the easternmost and
westernmost points of Paraná.
Copel is closely monitoring the growth of
Brazil’s electric vehicle market and aims to
strengthen its role in e-mobility through
strategic partnerships, innovation, and
investment in charging infrastructure. The
goal is to promote sustainable and efficient
electric mobility, aligned with ESG principles
and the 2030 Agenda.
Copel plays a leading role in promoting
e-mobility in Paraná. Its initiatives, such as
Eletrovia (“Electric highway”) and Posto do
Futuro (“The Station of the Future”), are
pioneering in Brazil. The electric highway
runs across the state from east to west
with a network of rapid charging stations
along the BR-277 highway, ensuring greater
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autonomy and reliability for electric vehicle users.
Posto do Futuro represents the next generation
of charging stations, offering ultra-fast chargers
of up to 150 kW, solar photovoltaic generation,
and smart energy management.
A new initiative to develop equipment and
processes for manufacturing EV chargers in
Brazil, in partnership with the startup Move
(see FIP Corporate Venture Capital, in page 132),
for instance, aims to strengthen the domestic
industry by enabling the production of lower-
cost, high-quality chargers. This effort seeks to
reduce dependence on imported technologies
and contribute to the development of Brazil’s
electric vehicle supply chain.
Renewable hydrogen
The development of renewable hydrogen solutions (also known as low-carbon
hydrogen) is one of Copel’s main strategies for the production of new energy sources,
under study since the project call launched in 2023. Three projects were selected,
totaling BRL 7.6 million in investments over two years, focused on the use of biomass
for electricity generation applied to hydrogen production.
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In addition to academic
research, Copel has partnered
with Companhia de Saneamento
do Paraná (Sanepar) to launch
the BioH2 – Renewable
Hydrogen Project, a milestone in
the Paraná State Government’s
strategy to establish the
region as a hub for low-carbon
hydrogen production. The
initiative includes the first pilot
plant in Brazil dedicated to
producing renewable hydrogen
from biogas generated by
domestic sewage treatment,
with a focus on e-mobility. The
pilot plant is scheduled for
inauguration in the first half of
2026. The project will receive
BRL 12.5 million investment,
50% funded by the Brazilian
Funding Authority for Studies
and Projects (Finep) and will
include participation from
the International Center for
Renewable Energies (CIBiogás,
both acronyms in Portuguese)
and UFPR as science and
technology partners.
In 2024, Copel implemented a
pilot plant at its headquarters to
sustainably produce hydrogen
using solar photovoltaic energy,
in partnership with Colombian
startup Solenium.
The initiative was one of the
selected proposals under the
Copel Volt Program and has
Copel took part in the launch of the BioH2 -
Renewable Hydrogen project, which was a milestone
in turning Paraná into a low-carbon hydrogen
production hub.
The selected projects include
the Federal University of
Paraná (UFPR), which proposes
the use of artificial intelligence
to optimize the conversion
of biogas into electricity
via hydrogen; the National
Industrial Learning Service of
Pernambuco State (Senai-PE),
which develops a traceability
and certification system for
low-carbon hydrogen using
blockchain to verify energy
origin and carbon emissions;
and the Association of
Researchers from the Northern
Region of Brazil (Apreno-RO, all
acronyms in Portuguese), which
develops a scalable low-carbon
hydrogen production system
for ammonia manufacturing,
fostering more sustainable
agricultural fertilizers.
already begun producing its
first hydrogen molecules in the
testing phase. The technology
used is electrolysis, a chemical
process that uses electric current
to separate hydrogen from the
water molecule. The facility has a
production capacity of 1 kg H2/day
and uses systems developed by
Solenium to monitor and optimize
the energy efficiency of the
process, both in energy generation
and hydrogen production.
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Microgrids to reinforce the supply system
Sasb RR-ST-410a.1, RR-ST-410a.2
Microgrids are an innovative solution for the
future of power distribution, allowing generating
units to be automatically isolated and continue
supplying electricity to the served area in
the event of system failures. This technology
increases grid reliability, improves energy
efficiency, and contributes to the transition
toward a more resilient and sustainable system.
In partnership with UFPR and the City of
Curitiba, Copel implemented a microgrid
at Barigui Park, consolidating an innovative
model of distributed generation. The system
is already operational and supplies part of a
municipal administration building, ensuring
greater energy security and efficiency in the
use of renewable sources. To maximize the
benefits of the installation, an electric vehicle
charging station powered by solar energy
is available on-site, promoting sustainable
mobility. The project integrates different
energy sources, such as a Micro Hydropower
Plant (MCH) and photovoltaic generation,
supported by a hybrid inverter and batteries,
allowing the system to operate independently
from Copel’s grid whenever necessary.
In addition to enhancing energy supply reliability,
this initiative plays a key role in spreading
knowledge about renewable energy and
smart grids. The project has been used as a
reference for academic research, technical visits,
and educational activities, promoting public
engagement and practically demonstrating the
benefits of microgrids.
Another successful example in Paraná is the
São Miguel do Iguaçu microgrid, operating
since 2021, resulting from a partnership
between Copel, Itaipu, and the local community.
These projects reinforce the feasibility of the
technology for a safer, more efficient, and
innovation-driven electric system aligned with
global sustainability trends.
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Aneel’s Research, Development, and Innovation (R&DI) Program
Every power sector company is required to
allocate 1% of its Net Operating Revenue
(NOR) annually to Research, Development,
and Innovation (R&DI) and energy efficiency
initiatives, as established by Federal Law
9,991/2000. A portion of this amount is
earmarked for R&DI, with a percentage
invested directly by the company in self-
managed projects. The remaining funds are
allocated to the National Fund for Scientific
and Technological Development (FNDCT),
the Energy Research Company (EPE) under
the Ministry of Mines and Energy (MME),
and the Energy Development Account (CDE),
with the aim of ensuring affordable tariffs.
Aneel Normative Resolution 1,074/2023
governs the Procedures of the Research,
Development, and Innovation Program
(PROPDI, all acronyms in Portuguese).
R&DI investments allow Copel to explore
new technological opportunities,
fostering strategic initiatives that drive
efficiency and modernization across the
sector. In addition to meeting regulatory
requirements, these projects strengthen
Copel DIS and Copel GeT’s positions as
innovation agents, adding value for society
and ensuring sustainable solutions.
GeT
34.4
22.8
5.9
2022
2023
2024
DIS
60.4
15.2
21.8
2022
2023
2024
R&DI investment | GRI G4 EU8
(BRL millions)
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Investment in research and development (R&DI) (by topic) | GRI G4 EU8
Topic
2023
2024
BRL
Percentage
BRL
Percentage
Energy efficiency
3,455,227.66
9.2%
1,239,431.16
4.5%
Alternative sources of electricity
generation
12,740.12
0.0%
101,956.27
0.4%
Basin and reservoir management
-
0.0%
0.0
0.0%
Environment
2,932,283.44
7.8%
1,413,946.88
5.1%
Measurement, billing and combating
commercial losses
586,125.20
1.6%
737,315.56
2.7%
Operation of electrical power systems
1,882,964.28
5.0%
2,715,426.57
9.8%
Planning of electrical power systems
4,128,767.66
11.0%
7,394,313.44
26.8%
Supervision, control and protection of
electrical power systems
9,892,428.31
26.3%
-7,271.18
-0.03%
Security
1,907,385.92
5.1%
6,312,942.16
22.8%
Quality and reliability of electrical
power systems
11,469,844.63
30.5%
2,651,615.77
9.6%
Energy storage
0.0
0.0%
0.0
0.0%
R&D&I Management
360,441.48
1.0%
1,317,526.84
4.8%
Others
943,789.78
2.5%
3,751,416.13
13.6%
Total
37,571,998.48
100.0%
27,628,619.60
100.0%
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2024 Investments
In 2024, Copel GeT invested BRL
5,873,864.98 in the execution
of nine R&DI projects, of which
BRL 891,309.44 was allocated
to managing its Aneel R&DI
Program. Projects are carried out
by at least two university centers,
two research institutes, and three
national technology companies,
subject to approval by the Copel
GeT’s RDI Project Evaluation
Committee (CJPDI, in Portuguese)
and/or through calls for tender
administered by Aneel.
During the year, the company
registered new software
derived from its R&Di projects
and maintained 19 patents,
nine industrial designs, 24
software registrations, and one
trademark, consolidating its role
in technological innovation in the
power sector. For the next three
years, the subsidiary plans to
invest BRL 5 million.
Copel GeT also renewed the
license for the manufacturing
and commercialization of the
Medcap device, developed to
verify capacitor bank capacitance
in the field, and began contracting
two new projects to develop and
commercialize new products.
In 2024, Copel DIS invested BRL
21.8 million in R&DI, distributed
across several categories, from
service quality to environmental
projects. Highlights include
intelligent fault monitoring in
equipment using thermography
and unmanned aerial vehicles
(UAVs); estimation and
classification of outage risks in
distribution networks using short-
term weather forecasts and soft
computing; and development
of a methodology for automatic
analysis of thermal images.
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Operational efficiency — Generation
Operational efficiency is one of Copel’s main strategic goals. It is more than just a commitment; it is a continuous practice. The
performance of generation and transmission assets is continuously monitored through specific indicators, in addition to certification
processes. In 2024, Copel generated 29,373.3 GWh, considering hydro, wind and thermal sources, as detailed in the following chart:
23,769.5
2023
4,257.5
2023
25,763.2
2024
3,607.7
2024
Hydroelectric generation
(in GWh)
Wind generation
(in GWh)
23,682.2
2022
2,901.3
2022
Copel's Jandaíra Wind Cluster (4 wind farms) started operating in
2022 and the Aventura (4 wind farms) and the Santa Rosa do Novo
Mundo (5 wind farms) Wind Clusters in 2023.
G4-EU02
Thermal generation (in GWh)
2022
2023
2024¹
204.3
40.1
2.3
Average availability factor
of hydroelectric plants (%)1 | GRI G4-EU30
2022
2023
2024
92.0
91.0
94.3
1 Result considering the weighting by the power of each plant, as set out in ONS
Network Procedure Submodule 9.2.
1 In February 2024 the Figueira Thermoelectric Plant went into hibernation, making all the
energy generated by Copel from March 2024 100% renewable.
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To optimize performance and reduce failures,
Copel GeT adopts the Reliability-Centered
Operation and Maintenance (RCM) model,
focused on ensuring the operational systems’
maximum performance in terms of physical
availability, operational reliability, safety,
maximum useful life and optimum cost.
Operational performance is recognized by
the National Electric System Operator’s
Annual Performance Report (RAD, in
Portuguese) and assessed in certification
processes. Currently, Copel holds an
Integrated Management System with ISO
9001, 14001, and 45001 certifications
for the operation and maintenance of
power generation infrastructure, and ISO
9001 certification for the operation and
maintenance of electricity transmission and
distribution infrastructure. At the same time,
the redeployment of teams from divested
plants to larger projects ensured the
retention of skilled human capital.
The relentless pursuit of efficiency is part of
the goals of the open innovation program
and of the research and development
projects, which drive the modernization and
improvement of operational processes.
Copel’s power generation is directly
related to weather conditions and sector
regulations, guaranteeing the delivery of
established volumes (read more on page
175 about the 1st Extreme Weather Events
and Operational Safety Workshop). For
hydroelectric power plants with an installed
capacity higher than 50 MW (considering
nearly 5,075.2 MW of capacity proportional
to the equity interest), generation volume is
determined by the National Electric System
Operator (ONS, in Portuguese), taking into
account reservoir conditions and system
demand. Read more about net energy
generation on page 30.
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HPPs expansion opportunities
Capacity Reserve Auction (LRCAP2025)
The continued presence of the most strategic hydroelectric power
plants — Foz do Areia, Segredo, and Salto Caxias — in Copel’s
portfolio raises promising prospects for the expansion of the
installed capacity of Copel GeT’s HPPs. The planned expansion of
these key assets is expected to be carried out in two stages, as
described below, considering that Copel is awaiting the upcoming
Capacity Reserve Auction to be held by the federal government,
currently scheduled for 2025.
Status in 2024 of the three renewed HPP (premium assets)
Foz do
Areia
Segredo
Caxias
68%
Share of Copel’s portfolio
73%
Share of Copel’s generation
portfolio
64%
Share of Copel’s
generation portfolio
13%
Operational efficiency gain
33%
Operational efficiency gain
+860 MW
at Foz do Areia, in Generating
Units (GUs) 5 and 6
+1,266 MW
at Segredo, in GUs 5, 6, and 7
4.2 GW
(installed)
Expansion Phase 1
Expansion Phase 2
5.1 GW
Potential capacity
6.3 GW
Potential capacity
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Operational efficiency — Transmission
GRI G4-EU6
Copel GeT plays a key part
in electricity transportation
and transformation relying on
thousands of kilometers of
transmission lines and over 20,900
MVA in transformation capacity.
The Company constantly invests
in expanding and modernizing the
grid, operating at voltage levels of
138 kV, 230 kV and 500 kV. Over
the past years, the transmission
segment has grown significantly,
driven by the segmentation
of three existing lines and the
addition of the new Blumenau–
Curitiba East (BLU-CTL) line. With
the completion of the asset swap
process, scheduled for 2025, Copel
GeT will fully own Contract No.
001/2014 – Mata de Santa Genebra
Transmissão S.A., with 3,600 MVA
of transformation capacity and 887
km of 500 kV transmission lines.
The operational efficiency is
reflected in a low retention rate of
the Permitted Annual Transmission
Revenue (RAP, in Portuguese),
which ranged between 0.7% and
0.8%, highlighting asset availability
and a low penalty for unavailability.
The RAP from concessions in
operation ensures the company’s
financial sustainability and that it
remains competitive in the industry.
In 2024, Copel GeT completed 26
reinforcement and improvement
projects, 67% of which were
delivered ahead of schedule, by
24% on average, more than in
previous years. The investment
was BRL 77.4 million, leading to an
increase of BRL 11.8 million in the
RAP. By 2027, BRL 350.4 million in
new investments are planned, with
a projected annual RAP increase of
BRL 53.9 million.
2.8
2.6
2.5
2022
2023
2024
Losses in power
transmission
(%)
26reinforcement
and improvement works
completed, in 2024
67%
of the works were delivered
ahead of schedule
BRL77.4 million
invested
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Operational efficiency — Distribution
The Company continues to make progress
in modernizing its electrical infrastructure
by implementing an exclusive high-speed
data transmission network. So far, 65% of
the network has been installed, connecting
power plants, substations and equipment
to the company’s operation centers. The
project, which includes the installation
The planning of distribution networks
is analyzed through expansion studies,
basically involving two sub-processes per
voltage class: Medium-Voltage Distribution
System, at voltages of 13.8 kV and 34.5 kV;
and High-Voltage Distribution System, at
voltages of 69 kV, 88 kV and 138 kV. For
medium-voltage systems, planning considers
customer consumption and demand data,
as well as market growth and substation
measurement data. For high-voltage
systems, planning is based on customer
consumption and demand data, market
growth data, substation measurements and
data provided by power sector agencies, the
National Electric System Operator (ONS) and
the Energy Research Company (EPE, both
acronyms in Portuguese), which partner with
Copel in several sector studies.
The networks are simulated taking into
account the rate of natural increase in a
given region, and systemic works are planned
to meet consumer power demand. The
of 260 stations by 2025, will receive an
investment of BRL 45 million.
The new network, which is secure and
independent of third parties, allows for efficient
remote operations, guaranteeing more reliability
and protection against cyberattacks, providing
more quality and security in energy distribution.
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operation of distribution networks aims
to guarantee the reliability and availability
of electricity in the short term. Specialized
computer systems are used to coordinate the
restoration of power and the optimization of
maintenance and service teams.
Copel already has 100% of its substations
automated, operated remotely, and more
than 9,000 pieces of automation equipment
spread over 200,000 km of distribution
networks. These devices reduce the
response time to failures, allowing quick
interventions or automatic restoration of the
network, ensuring more stable and reliable
energy for consumers.
Since 2021, Copel Distribuição has
been implementing a project to replace
conventional meters with smart meters,
which provide real-time remote monitoring
through the installation of a mesh
communication network. As a result, more
than one million consumer units are already
directly connected to the operation centers,
increasing the speed of commercial services
and reducing downtime. In addition to
the physical infrastructure, Copel invests
in advanced software and cybersecurity,
ensuring total control over its assets.
Copel is also implementing automated
network reconfiguration systems that
reduce power restoration times in the event
of accidental outages.
In 2025, 2,600 new automated reclosers
will be installed as part of a BRL 2.5 billion
investment in the enhancement and
reinforcement of the distribution system.
These systems work to isolate only the
affected area, preventing outages from
impacting a larger number of customers.
Automation also enables many switching
operations to be performed remotely in
seconds, optimizing grid operations and
reducing downtime.
The concession contract between Copel
DIS and Aneel establishes strict standards
to ensure operational efficiency, covering
tariffs, regularity, continuity, safety,
modernization and quality of services
provided to consumers. The distribution
company remains committed to serving
the entire market, including low-income
A total investment of
BRL 2.5
billion
2,600
new automated reclosers
to be installed by 2025
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populations and regions with low population
density, as well as promoting initiatives to
reduce energy waste and research in the
power sector.
Copel is currently expanding the use of smart
meters, which already connect one million
properties directly to the operation center,
allowing for fast and accurate diagnostics.
Grid market (Tariff for Use of the Distribution System - Tusd)
Category
Number of consumers
Electricity sold (GWh)
2022
2023
2024
Δ 2023/2024
2022
2023
2024
Δ 2023/2024
Captive market
5,011,557 5,098,006 5,184,322
1.7% 19,370 20,173 21,285
5.5%
Free market
2,629 3,071 4,902
59.6% 12,244 12,737 14,022
10.1%
Sales to concession operators
7 7 7
0.0% 925
940 1,002
6.6%
Grid market
5,014,193 5,101,084 5,189,231
1.7% 32,539 33,850 36,309
7.3%
Captive market (electricity sold) (GWh)
Category
2022
2023
2024
Δ 2023/2024
Residential
8,212
8,888
9,887
11.2%
Industrial
2,102
1,941
1,718
-11.5%
Commercial
4,294
4,520
4,782
5.8%
Rural
2,357
2,352
2,507
6.6%
Other
2,405
2,472
2,391
-3.3%
Total
19,370
20,173
21,285
5.5%
The adoption of technologies such as smart
grids enhances operational efficiency and
enables faster and more precise service,
contributing to energy security and
reducing response time in the event of
power supply interruptions.
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Initiatives in schools and hospitals
The company is promoting energy efficiency
in the state of Paraná through investments
exceeding BRL 75 million. The initiatives
in its portfolio will directly benefit 200
public schools and 41 hospitals, promoting
infrastructure modernization and electricity
consumption reduction.
These actions are part of the Energy
Efficiency Program (read more on page 152),
regulated by Aneel, and have been designed
to maximize positive impacts. The project
includes the installation of solar power
systems and the replacement of outdated
electric equipment with modern, more
efficient solutions. These improvements will
benefit approximately 77,000 students, as well
as teachers and staff, by reducing operational
costs and reinforcing a culture of conscious
and safe energy use.
In the healthcare sector, the Company will
allocate nearly BRL 35 million to install
solar panels and replace hospital, HVAC
and lighting equipment in hospitals that
hold the Certification of Charitable Social
Assistance Entities (CEBAS, in Portuguese) in
the Education category, in Paraná. Over 80%
of the works have already been completed,
directly impacting institutions that provide
essential services to the population. In
Curitiba, Pequeno Cotolengo Hospital is
already operating a solar power plant with
639 photovoltaic panels, resulting in a
significant reduction in electricity costs.
With investments totalling
more than BRL 75 million,
Copel is seeking to boost
energy efficiency with actions
that will benefit schools and
hospitals by installing solar
panels and replacing obsolete
electrical equipment.
Direct benefits for
200 public
schools and
41 hospitals
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Commitment to the customer
GRI 3-3 Material Topic: Customer satisfaction, G4-EU6, EU7, EU12, EU28, EU29, Sasb-IF-EU-550a.2
Copel invests in service digitalization and
automation, reducing response time and
ensuring greater access to information
on customer rights and services. The
enhancement of digital channels includes
the provision of predictive options that direct
consumers to available services according to
their needs, as well as the implementation of
self-service solutions for the swift resolution of
requests. The Company has a working group to
monitor the development of planned actions
and review internal processes.
Greater operational efficiency reduces
negative impacts. Therefore, Copel DIS
monitors performance indicators — Equivalent
Interruption Duration per Consumer Unit,
Equivalent Interruption Frequency per
Consumer Unit and Equivalent Substantiated
Complaint Frequency (DEC, FEC and FER, in
Portuguese, respectively) — and manages
incidents and average response time through
dashboards and key performance indicators
(KPIs). Internal controls are used to reduce risks
of fines and penalties, while system integration
enables tracking customer interaction history.
Copel Comercialização also offers management
services for customers with contracts in the
Free Energy Market. Among the benefits of
this service is the provision of a consumption
monitoring system, enabled through the
implementation of telemetry points on the
meters. In general, companies use these data
for demand and power factor management.
The optimization of electrical infrastructure
and commercial processes reinforces
the Company’s good relationship with its
customers. Investments are directed toward
network modernization to prevent power
outages and toward strengthening technical
teams to ensure timely service delivery.
Technologies such as smart grids are being
implemented to enhance grid management
and boost operational efficiency.
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The measures for preventing and mitigating negative impacts related to customers are as follows:
Internal and external audits to ensure
regulatory compliance;
ISO 9001 certification for
commercial processes;
Continuous employee training on rules
and good practices;
Monitoring of regulatory and customer
satisfaction indicators;
Monitoring of complaints and
immediate corrective actions;
Review and adaptation of processes to
avoid regulatory non-compliance;
Clear communication of rights and
duties as well as on the responsible
use of energy;
Continuous monitoring of service
execution and deadline delivery;
Immediate recovery actions or activation
of contingency plans;
Digitalization and automation to improve
customer service;
Review and adjustment of internal
processes to prevent non-compliances;
Regular customer satisfaction surveys to
support continuous improvement;
Permanent working group to monitor the
implementation and progress of actions;
Enhancement and diversification of
service channels to meet different
customer needs;
Testing of solutions before
implementation in service channels;
Infrastructure investments to prevent
power outages;
Real-time network monitoring for
rapid fault detection;
Use of technologies such as smart
grids to increase operational
efficiency; and
Availability of technical teams to
maintain quality standards.
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Loss rate (%)1 | GRI G4-EU12
Category
2022
2023
2024
Backbone
1.4
1.2
1.1
Technical losses — Distribution
5.8
5.9
5.6
Non-technical losses – Distribution
1.8
1.9
2.3
Global losses — Distribution
9.0
9.0
9.0
¹ Losses are classified as technical losses in the Basic Grid and technical and non-technical losses in Distribution, both measured by the
energy lost in relation to the energy injected into the distributor's system.
27,502,449
Total number of
interruptions
5,131,054
Total number of
customers served
5.36
Interruption frequency
per customer
40,637,947
Total number of
interruptions
5,131,054
Total number of
customers served
7.92 hours
Equivalent interruption
duration per customer
Copel DEC
8.0
7.9
7.9
2022
2023
2024
Aneel DEC limit
9.2
8.7
8.4
2022
2023
2024
Copel FEC
5.3
5.2
5.4
2022
2023
2024
Aneel FEC limit
6.8
6.4
5.9
2022
2023
2024
Efficiency metrics
GRI G4-EU28, EU29, Sasb-IF-EU-550a.2
Frequency of power interruption
in 2024:
Average duration of power
interruption in 2024:
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Energy Efficiency Program
GRI 203-1
Energy efficiency projects are selected by
Copel DIS through annual public calls for
proposals, in which consumers form the
industrial, residential (condominiums), rural,
commercial, services, government and public
lighting segments present proposals to be
funded with resources from the Energy
Efficiency Program (PEE, in Portuguese).
Projects are conducted through the Energy
Efficiency Program, regulated by Aneel, and
address topics of interest and importance for
society — in 2024, state and municipal schools
in Paraná were visited to identify opportunities
for equipment replacement and evaluate the
feasibility of installing solar panels.
By providing access to more efficient
technologies, thus allowing for energy
savings and improvement to quality of
life and contributing to reducing GHG
emissions, the initiative is aligned with SDG
7 — Clean and affordable energy; SDG 9
— Industry, innovation and infrastructure;
SDG 11 — Sustainable cities; and SDG 13 —
Climate action. The initiatives’ effectiveness
is revised every year, with adjustments made
as lessons are learned.
In 2024, BRL 42.7 million was invested in 188 projects, 41 of which
were considered priorities.
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Copel Solar
Copel invests in generation and solutions to
increase the share of solar power in the energy
matrix, making it easier for consumers to access
this renewable source. One of the highlights is
the investment in Nextron Energia, a marketplace
connecting consumers to distributed solar power
generation. The platform democratizes access
to renewable energy, facilitating the adoption of
the technology and encouraging the expansion of
decentralized generation.
Operational efficiency — Services
Energy Efficiency Program
Name
Target audience
Investment
Energy saved (MWh/
year)
Peak shaving (kW)
Avoided emissions
(tCO2e)1
Commerce and services
Hospitals, charitable institutions,
educational institutions and
businesses in general
BRL 7,953,140.93
3,807.35
372.84
207.48
Street lighting
Municipalities
BRL 10,602,494.65
10,832.49
2,025.24
590.32
Industrial
Industrial segment
BRL 5,168,253.89
2,136.51
168.94
116.43
Government
Municipalities and public
universities
BRL 5,416,501.86
1,779.57
51.25
96.98
Residential (common areas)
Residential condominiums
BRL 1,074,751.38
302.49
-
16.48
Total
BRL 30,215,142.71
18,858.41
2,618.27
1,027.70
1 To obtain the emissions avoided, the value obtained in energy saved is multiplied by the XXX tCO2 conversion index for each MWh, as presented in the National Energy Balance
(BEN), published in 2024.
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ECONOMIC AND
FINANCIAL PERFORMANCE
GRI 3-3 Material topic: Economic and financial performance, G4-EU6
Financial discipline was an essential pillar for
the Company’s economic performance in
2024, a year in which it continued to improve
transparency and efficiency in the allocation
of funds, focused on creating value for its
shareholders and other stakeholders.
Copel made strategic investments in smart
grids, asset modernization and renewable
energy expansion, ensuring greater
operational efficiency and competitiveness in
the sector. Even in the face of a challenging
regulatory and economic environment, it
maintained solid operating margins and strict
financial management.
The Company has adopted policies focused on
maintaining sustainability and economic and
financial performance, prioritizing operational
efficiency, cost control and innovation. To
this end, it implements sustainable financial
management practices and efficiently allocates
capital, with continuous monitoring of key
performance indicators (KPIs).
The monthly monitoring of KPIs includes a
continuous analysis of key indicators such as
EBITDA; Personnel, Materials, Outsourced
Services and Other Expenses (PMSO);
Provisions and Litigation; Financial Result;
Profitability; and others that are essential
to the Company’s management. In addition,
Copel publishes financial reports and
documents, reinforcing its commitment to
transparency and corporate governance.
To achieve greater
operational efficiency,
Copel has made
strategic investments
in intelligent electricity
grids, modernization of
assets and expansion of
renewable energy.
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8
The effectiveness of adopted
measures is assessed through
accounting reports and detailed
discussions on monitoring
Zero-Based Budgeting (ZBB),
which was implemented in
2025. With the aim of reducing
operating costs and improving
business profitability in 2025,
the Company adopted the Zero-
Based Budgeting (ZBB) in all its
subsidiaries. In a landscape of
economic crises that impact
interest rates and inflation, these
effects are mitigated through
prudent capital allocation and
strategic funding processes,
always seeking the best conditions
available on the market. In
addition, the Company thoroughly
monitors approved investments,
by comparing budget to actual
amounts, and continuously
monitors projects through the
Corporate PMO portal, to ensure
greater control and efficiency in
resource management.
Copel has a tax strategy
carried out in line with the
Organization’s business and
sustainable development
strategies. The Company fully
complies with tax legislation in
force through its Tax Compliance
team. It is important to note
that the Company has a good
relationship with tax authorities
and participates in sector
organizations to discuss with
lawmakers and tax authorities.
Tax policies and compliance are
the responsibility of the Financial
Vice Presidency, in accordance
with the Bylaws, and compliance
activities are carried out by an
area reporting to the Legal and
Compliance Vice Presidency.
The Financial Vice Presidency
has a tax team that works to
ensure compliance with tax
obligations, which are validated
and monitored through internal
controls, such as the Sarbanes-
Oxley Act (SOX) process. In
addition, the Company has
Whistleblowing Channels, which
allow employees and third parties
to report any complaints related
to the Organization.
The Zero-Based Budgeting
(ZBB) was implemented
across all subsidiaries,
with the goal of reducing
operational costs and
improving profitability.
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Stakeholder engagement and
communication of results
The Company’s transparency
in communicating its strategy
and results for 2024 was widely
recognized by investors. Copel
built a close relationship with
the market, based on clear
presentations and consistent
data, which reinforced the
transparency of its strong
business model and its financial
stability. It reaffirmed its
commitment to sustainability,
positioning itself as a reliable,
long-term investment option.
Copel seeks to absorb feedback
and adapt to the needs and
Financial
result
BRL 2,799.4 million
consolidated net profit in 2024.
expectations of stakeholders
through different means,
including public consultations,
environmental impact assessments
and various communication
strategies. Engagement strategies
include conducting awareness
campaigns, broadcasting radio
spots, distributing informational
materials, publishing press releases
and organizing events. With regard
to communicating results, the
Integrated Report, news releases
and the Sustainability Portal
consolidate the transparency of the
Company’s actions.
In 2024, financial result improved
by BRL 48.0 million, mainly due
to an increase in income from
financial investments arising from
the larger volume of amounts
invested; an increase in late
payment interest on electricity
bills, and a reduction in expenses
with monetary variation and
debt charges, offset by an
increase in monetary variation
and adjustment to present value
of accounts payable linked to
concessions, which refers to
balance from payment of HPP
concession grants.
Net income
In 2024, Copel’s consolidated net
income was BRL 2,799.4 million,
20.3% more than the BRL 2,327.2
million recorded in the previous
year. This increase is due to the
change in Ebitda and financial
result — already explained —
coupled with gains from the sale
of equity interest in Uega and
Compagas, presented in the
net income from discontinued
operations line. These figures
were offset by higher income
and social contribution taxes,
mainly due to higher earnings in
the period.
20.3%
increase over the previous period.
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Equity in earnings of subsidiaries
In 2024, equity in earnings of subsidiaries was BRL 281.2 million, down
by 8.6% from the BRL 307.8 million recorded in 2023. This figure is
mainly due to the equity of jointly-owned electricity transmission
subsidiaries, taking into account the tariff review gains recorded in
2023 and non-recurring in 2024, among other factors.
Economic and financial indicators (in BRL million)
Category
Consolidated
2024
2023
Net income for the period
2,799.4
2,327.2
Net income for the period — discontinued operations
(491.6)
(191.5)
Deferred income and social contribution taxes (IRPJ and CSLL)
421.4
(17.0)
Provision for income and social contribution taxes (IRPJ and CSLL)
178.0
371.1
Financial revenue (expenses), net
1,157.0
1,205.0
Ebit
4,064.2
3,694.8
Depreciation and amortization
1,465.5
1,382.0
Ebitda
5,529.7
5,076.8
Net Operating Revenue (NOR)
22,651.0
21,479.5
Ebitda margin % (Ebitda ÷ NOR)
24.4%
23.6%
Ebitda
Earnings before interest, taxes, depreciation and amortization (Ebitda)
is a non-accounting measure prepared by the Company that should
not be construed separately or as a replacement for net income or
operating income; as an indicator of operating performance or cash
flow or to measure liquidity or debt payment capacity.
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Net operating revenue
In 2024, Copel’s net operating
revenue reached
Increase in revenue from electricity
supply, mainly due to the periodic tariff
adjustments (17.37% increase between
June 24, 2023, and June 23, 2024 and
4.0% reduction as of June 24, 2024); the
increase of 5.5% in captive market; and
a higher number of consumers. On the
other hand, revenue from supply to Copel
Mercado Livre’s free consumers was
down to a reduction in spot prices and
the Energy market.
Change in revenue from electricity
supply, especially due to the lower
average price in the sale of energy
in the Free Contracting Environment
(ACL, in Portuguese); the termination of
Copel GeT’s contracts in the Regulated
Contracting Environment (ACR, in
Portuguese); and the higher provision
for generation deviation in wind farms, in
view of curtailment imposed by ONS and
lower wind volumes.
Increase in revenue from electricity grid
availability mainly due to the periodic
tariff adjustments (increase of 6.32%
between June 24, 2023 and June 23, 2024
and of 2.69% as of June 2024), the 7.3%
increase in Copel DIS’s wire market, and
the restatement of transmission contract
balances, partially offset by impacts of
tariff review of Copel GeT’s transmission
concession contracts;
Increase in construction revenue, basically
due to the increase in construction works
related to the “Transformation Program",
which encompasses investments in
the improvement and modernization
of distribution infrastructure and
enhancement of its customer service; and
Changes in sectoral financial assets and
liabilities due to growth of the billed
market and better adherence of the tariff
coverage in relation to the realized costs
of Component A (non-manageable costs).
This increase in net operating revenue was mainly due to:
BRL 22,651 million
5.5%
from the BRL 21,479.5 million
recorded in 2023.
Up by
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Net Operating Revenue (in BRL thousands)
Category
2024
2023
Change
BRL
BRL
BRL
%
Electricity supply
8,454,990
7,946,168
508,822
6.4
Electricity sales
3,120,628
3,602,788
(482,160)
(13.4)
Grid availability
7,048,036
6,002,192
1,045,844
17.4
Construction revenue
2,550,809
2,333,787
217,022
9.3
Fair value of indemnifiable concession assets
82,424
62,167
20,257
32.6
Sectoral financial assets and liabilities
838,280
971,203
(132,923)
(13.7)
Other operating revenue
555,869
561,163
(5,294)
(0.9)
Total
22,651,036
21,479,468
1,171,568
5.5
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Change in electricity purchased for resale,
mainly stemming from the increase in
mini and micro-generation; merger of
New Energy Auctions, as of January 2024,
impacting the Regulated-Environment
Power Purchase Agreements (CCEAR, in
Portuguese); and also the increase in spot
market purchases, within the Chamber of
Electric Energy Commercialization (CCEE,
in Portuguese).
Changes in estimated losses, provisions
and reversals, due to the reversal of
impairment recorded in 2023 (non-
recurring in 2024) and the increase in
provision for litigation, especially civil and
labor actions.
Change in personnel and management
costs, mainly due to the compensation
for the second additional third of vacation
bonus to exclude this benefit from the
Collective Bargaining Agreement, in the
amount of BRL 138.0 million, and provision
for the Voluntary Redundancy Program of
BRL 610.0 million both in 2023, coupled
with the Company’s downsizing in 2024.
These figures were offset by the increase
in management fees in 2024; the 4.51%
increase in employee salaries due to
the collective bargaining agreement of
October 2023 and the provision of BRL
15.6 million related to the impacts of the
2024 collective bargaining agreement
ratified in 2025.
Changes in outsourced services, especially
due to the increase in maintenance costs
of electric systems and facilities.
Changes in other operating costs and
expenses mainly due to the gain in the sale
of properties unserviceable to Copel GeT’s
and FDA’s concessions.
Change in depreciation and amortization
mainly due to the operational startup of
new assets arising from the increase in
investments at Copel DIS.
Changes in construction costs, mainly
related to investments in power distribution
infrastructure.
Operating costs and expenses
Copel’s total operating costs
and expenses reached
BRL 18,868 million
4.3%
from the BRL 18,092.6 million
recorded in 2023
The main changes in operating costs and expenses were due to:
Moving up by
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Operating costs and expenses (in BRL million)
Category
2024
2023
Change
BRL
BRL
BRL
%
Electricity purchased for resale
8,924,895
7,716,190
1,208,705
15.7
Power grid use charges
2,865,490
2,896,710
(31,220)
(1.1)
Raw materials and supplies for electricity production
936
17,654
(16,718)
(94.7)
Personnel and management costs
1,081,797
1,878,332
(796,535)
(42.4)
Private pension and healthcare plans
259,352
260,159
(807)
(0.3)
Material
86,882
102,667
(15,785)
(15.4)
Outsourced services
1,074,308
996,312
77,996
7.8
Credit losses, provisions and reversals
345,102
92,235
252,867
274.2
Other operating costs and expenses
240,842
430,544
(189,702)
(44.1)
Depreciation and amortization
1,465,478
1,382,040
83,438
6.0
Construction costs
2,522,908
2,319,720
203,188
8.8
Total
18,867,990
18,092,563
775,427
4.3
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Share trading volume in 2024
Stock
exchange
Category
ON (CPLE3)
PNB (CPLE6)
Total
Daily average
Total
Daily average
B3
Business
1,856,493
7,396
4,572,892
18,219
Number
1,590,404,100
6,336,271
3,793,836,000
15,114,884
Volume (BRL thousand)
13,954,469
55,595
37,147,785
147,999
Presence in trading sessions
251
100%
251
100%
Nyse
Number
8,383,350
33,267
76,129,949
302,103
Volume (UDS thousand)
57,770
229
565,653
2,245
Presence in trading sessions
252
1
252
1
Latibex
Number
521
261
172,749
1,677
Volume (EUR thousand)
-
–
-
–
Presence in trading sessions
2
-
103
-
Investment Programme Values (in BRL million)
Subsidiary
2024
(Realized)
2023
(Realized)
2025
(Expected)
Change %
2024-2023
Copel Geração e Transmissão
263.0
240.1
464.1
9.5
Copel Distribuição
2,196.9
1,966.5
2,501.9
11.7
Copel Comercialização
1.3
1.6
4.5
(18.8)
Copel Serviços and other
equity interests
40.6
40.7
49.5
(0.2)
Copel Holding Company
2.0
3.2
9.1
(37.5)
Total
2,503.8
2,252.1
3,029.1
11.2
Investments
Copel invests significantly in
infrastructure, including the
construction of substations,
distribution lines and networks,
whose investment totaled BRL 2.5
billion in 2024.
Values of the investment program carried out, and those planned for 2025 approved by
Copel's Board of Directors:
GRI 203-1
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Added value
In 2024, Copel recorded BRL 16,623.6 million in added value, 7.6% more
than in the previous year, amounting to BRL 15,447.1 million.
Debt
The Company funds its liquidity and capital needs mainly with
income from its operations and through financing, aimed at
expanding and modernizing its power generation, transmission,
trading and distribution business.
It is important to note that the Company seeks to invest in projects.
In order to do this, it chooses among the financing lines available on
the market the ones that are suitable to Copel’s capital structure, in
terms of financial leverage vis-à vis returns.
Therefore, It should be noted that projected loan proceeds as well as
cash available will be sufficient to cover the investment plan for the
2025 fiscal year. In 2024, funding was as shown in the following table:
Distribution of Value Added (DVA, in Portuguese)
Category
2024
2023
%
Shareholders
10.5%
7.0%
50
Retained
3.3%
6.9%
(52.2)
Outsourced workers
13.7%
14.2%
(3.5)
Personnel
8.3%
13.9%
(40.3)
Discontinued operations¹
4.9%
2.9%
69.0
Government
59.3%
55.1%
7.6
State and municipalities
35.6%
32.4%
9.9
Federal
64.4%
67.6%
(4.7)
Total
100.0%
100.0%
-
Direct economic value generated and distributed | GRI 201-1
Total added value to be distributed
Amount (BRL thousand)
Value added distributed (DVA)
16,623,558
Third parties
2,275,158
Personnel
1,372,812
Government
9,860,860
Shareholders
1,642,677
Retained
665,122
Discontinued operations¹
806,929
1 Resulting from the divestment process of UEG Araucária and Compagas.
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Recursos obtidos em 2024
Income (in BRL million)
Company
Financing
Amount
BNDES UHE Colíder
Copel Geração e Transmissão
BNDES
1.8
Debentures - 9th issue 1st series
Copel Geração e Transmissão
Debenture
800
Debentures - 9th issue 2nd series
Copel Geração e Transmissão
Debenture
500
Debentures - 9th issue 3rd series
Copel Geração e Transmissão
Debenture
300
Debentures - 9th issue 1st series
Copel Distribuição
Debenture
750
Debentures - 9th issue 2nd series
Copel Distribuição
Debenture
1,500
Debentures - 1st issue 1st series
Copel Serviços
Debenture
70
BNDES Financing
Santa Maria
BNDES
0.8
BNB financing
Aventura II
Banco do Nordeste
0.5
BNB financing
Aventura III
Banco do Nordeste
0.5
BNB financing
Aventura IV
Banco do Nordeste
0.8
BNB financing
Aventura V
Banco do Nordeste
0.7
Total
3,925.10
Debt service payments made
during the year, excluding
discontinued operations,
totaled BRL 2,902.0 million,
of which BRL 1,341.7 million
is related to principal and
BRL 1,560.3 to charges. The
maturity schedule for long-
term debt, including loans,
financing and debentures is as
follows:
2,384,947
1,961,849
2026
2027
1,283,534
2028
1,664,280
13,989,844
1,907,854
4,787,380
2029
Total
2030
After
2030
Customer delinquency
In December 2024, Copel Distribuição’s
consumer delinquency stood at BRL 247.2
million, which is equivalent to 1.05% of LTM
revenue, compared to BRL 215.2 million in
December 2023, which is equivalent to 1.01%
of distribution revenue in the same period.
The Company implements collection tools such
as default notices (text messages, email, bill
protest, collection letter), and uses supply cuts as
a last resort.
Customer delinquency
Indicator
2024
2023
Change %
Company’s
delinquency 1
1.05%
1.01%
3.96%
Abradee
delinquency 2
2.14%
2.32%
-7.76%
1 Corporate Criteria Delinquency Rate: pending energy from 16 to
360 days and 12 month billing.
2 Abradee Criteria Delinquency Rate: pending energy from 1 to 90
days and 12 month billing.
Long-term debt maturities
(in BRL million)
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Interactive
summary
SOCIAL AND
ENVIRONMENTAL
• Environmental commitment
• Social commitment
ENVIRONMENTAL COMMITMENT
GRI 3-3 Material Topic: Environmental commitment
In the current materiality matrix
(
read more on page 08), the
topic “environmental commitment”
encompasses biodiversity, eco-
efficiency, water resource management,
The guidelines of the Sustainability Policy are broken down into management
strategies for each environmental topic and are analyzed and approved by a
governance structure aligned with best environmental practices.
climate change, and environmental
responsibility. The guidelines related
to these issues are established in
Copel’s Sustainability Policy, with the
main ones being:
Promote eco-
efficiency by reducing
consumption and
ensuring the sustainable
use of natural resources
and ecosystem services;
Mitigate negative
impacts and enhance
positive ones, aligning
operations and
business practices with
sustainability principles;
Minimize the
effects of
climate change
on operations
and expand the
Company’s assets.
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6
7
12 13 14 15
Environmental management governance
GRI 3-3 Material Topic: Environmental Commitment, SASB IF-EU-110a.3
Acting as Copel’s highest governance
body, the Board of Directors is
responsible for guiding strategic
decisions, including investment plans,
overseeing the implementation of
the strategic plan, and addressing
matters related to environmental
commitments. Its actions are aligned
with the Corporate Risk Management
guidelines, the Sustainability Policy,
and other environmental topics that
are relevant for the Company.
As interconnected topics,
biodiversity, eco-efficiency,
climate change, environmental
responsibility, and water resource
management share a common
governance structure, especially
with regard to the responsibilities
of the Board of Directors and
the Sustainable Development
Committee (CDS, in Portuguese),
whose duties are outlined
on
pages 76 and 80.
The Investment and Innovation
Committee (CII, in Portuguese)
defines the criteria for selecting,
evaluating, approving, and monitoring
investments aligned with the Strategic
plan, including the Company’s
decarbonization agenda.
All of this is part of a results-driven
management model that links ESG
targets to the variable compensation of
executives (
read further details on
page 88). As metas possibilitam uma
avaliação do progresso em relação aos
temas ambientais da Companhia.
Copel also has a Legal and
Compliance Department, responsible
for establishing the Company’s
environmental guidelines, including
those related to climate change,
biodiversity, and eco-efficiency, in
accordance with the strategic plan and
the commitments approved by the
Board of Directors.
Copel's environmental
guidelines, including those
related to climate change,
biodiversity, and eco-
efficiency, are aligned with
the Strategic plan and the
commitments approved by the
Board of Directors (CAD).
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Environmental stewardship
Climate Change
Copel’s climate strategy is structured
around two pillars: the Carbon
Neutrality Plan and the Business
Adaptation Plans. In parallel, the
Company seeks to mitigate energy
transition risks by expanding
its renewable energy portfolio
and offering more sustainable
services, while aiming to improve
infrastructure maintenance.
of risks, impacts, and opportunities, the
proposal of improvements, and the definition
of targets that help contribute to indicators
for integrated management, in line with the
guidelines of the
Sustainability Policy –
Environmental Chapter.
The Company’s environmental plan
encompasses short-, medium-, and long-
term horizons, with actions continuously
monitored to ensure the effectiveness of
the measures implemented. The results
of these initiatives are communicated to
stakeholders through detailed reports
and the Sustainability Portal, reinforcing
transparency and alignment with national
and international standards. Copel follows
globally recognized guidelines, such as the
recommendations of the Task Force on
Climate-related Financial Disclosures (TCFD)
–
refer to the page 335 – for the disclosure
of climate-related information, and the Task
Force on Nature-related Financial Disclosures
(TNFD) for transparency regarding
biodiversity, strengthening its commitment to
sustainability and environmental governance
The Company's environmental
strategy includes short-, medium-,
and long-term planning, with
actions constantly monitored
to ensure the effectiveness of
implemented measures.
Environmental stewardship is essential for
the Company, as its business activities have a
direct impact on the environment and society
— from changes in land use and biodiversity
during the implementation of its projects to
the use of materials and natural resources
in its operations, as well as the generation of
waste, emissions, effluents, and noise.
Aware of its environmental commitment,
Copel prioritizes renewable sources in
its electricity generation activities, with a
generation matrix predominantly composed
of hydroelectric power and wind energy.
The rational use of materials, energy, and
other natural resources is reflected in the
Company’s administrative and operational
eco-efficiency practices, as well as in water
resource management. Its concern about
the environmental impacts of operations is
also demonstrated through environmental
preservation and biodiversity protection.
Management of the environmental dimension at
Copel is carried out based on the identification
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GHG emissions management
them, it is worth highlighting:
Copel intends to reduce Scope
1 emissions by 50% by 2025
compared to the 2017 baseline, in
addition to promoting light fleet
electrification by replacing 15% of
vehicles with electric models.
The company's Scope 2 target
was to reach the minimum
Copel – Fully renewable energy generation¹
In 2024, Copel met its decarbonization
target for power generation ahead of
schedule, shifting entirely to hydroelectric,
and wind sources and fully eliminating
reliance on fossil fuels. This milestone was driven
by a series of strategic initiatives, including the
divestment of thermal assets such as the Figueira
and Araucária thermal power plants, as well as the
continued expansion of installed capacity in clean
energy sources (
read more on page 42).
mark of neutralising 30% of its
energy consumption from the
grid by 2025, to which end Copel
committed to using renewable
energy certificates - I-REC. In
2024, this figure was surpassed,
with 100% of the company's own
consumption (excluding losses)
neutralised with renewable
energy certificates - I-REC.
Additionally, strategies have been
defined, such as certifying 30%
of administrative hubs with the
WELL seal (which recognizes
health and well-being initiatives
in project implementation) and
planning the construction of
photovoltaic plants to supply
internal consumption.
Aligned with SDGs 7 and 13,
Copel has established strategic
targets that include the reduction
of GHG emissions. These targets
are part of the Carbon Neutrality
Plan — developed in 2021
and approved by the Board of
Directors, as part of the Strategic
Plan: 2030 Vision — which aligns
with the commitments of the Paris
Agreement, aimed at preventing
global temperatures from rising
more than 1.5°C. The plan seeks
to reduce greenhouse gas (GHG)
emissions and offset residual
Scope 1 emissions by 2030.
This commitment covers the
Company’s operationally
controlled assets and reinforces
its efforts to strengthen
renewable energy sources and
provide sustainable services.
The
GHG emission reduction
targets are published on Copel’s
Sustainability Portal. Among
1 In February 2024 the Figueira Thermoelectric Plant went into hibernation, making
all the energy generated by Copel from March 2024 100% renewable.
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Performance and metrics
Copel has been monitoring its carbon
emissions through Greenhouse Gas (GHG)
Inventories since 2009, following the
methodology of the Brazilian GHG Protocol
Program. The emissions calculation considers
the following gases: CO2, CH4, N2O, HCFC and
SF6, and is verified by an external auditor
accredited by the National Institute of
Metrology, Quality and Technology (Inmetro,
in Portuguese), ensuring transparency and
reliability in the Organization’s environmental
data. Biogenic emissions are also monitored
and reported.
Greenhouse gas emissions (tCO2e) | GRI 305-1, 305-2, 305-3, SASB IF-EU-110a.2
Scope
2021
2022
2023
2024
2024/20231
Scope 1
15,377.7
50,834.4
81,690.3
17,317.97
-78.8%
Scope 2
451,356.9
163,700.8
148,798.7
229,169.37
54.0%
Scope 3
17,667.7
28,816.9
1,252,317.3
3,149,230.2
151.5%
Biogenic emissions — Scope 1
15,612.0
8,143.4
8,804.8
12,143.0
37.9%
Biogenic emissions — Scope 3
1,274.3
2,931.2
1,467.7
3,127.0
113.1%
1 The reduction in Scope 1 emissions was due to the hibernation of the FRA TPP (66,926 tCO2e reduction in stationary
combustion) and the reduction in fossil fuels (1,490 tCO2e). On the other hand, the increase in the emission factor of the
national interconnected system, from 0.0385 to 0.0545 tCO2e/MWh, due to the increased dispatch of thermal power plants
in 2024, contributed to the increase in emissions from scopes 2 and 3. In Scope 2, the increase in electricity losses due to
the greater volume of energy transported also contributed to the increase, while for Scope 3, Copel has been improving
monitoring, including new sources, making the inventory more robust (e.g. customers and suppliers).
The Company monitors its direct (Scope 1)
and indirect (Scope 2) emissions, comparing
results to the 2017 baseline year. In 2024,
aligned with the Carbon Neutrality Plan, Copel
recorded a reduction of 64,372.3 tCO2e in
Scope 1 emissions compared to the previous
year. This progress was driven mainly by
reduced emissions from thermal power
plants, the replacement of combustion-engine
vehicles with electric models, and improved
management of fugitive SF6 emissions.
In 2024, Copel achieved full decarbonization of
its power generation, meaning that all energy
generated is 100% renewable¹. Initially targeted for
2025, the goal was reached a year early, reflecting
the Company’s commitment to the energy
transition and carbon emissions reduction.
2.3
2022
2.8
2023
0.76
2024
GHG emissions intensity Scope 1
emissions/net revenue
(tCO2e/milhões R$)¹ ² | GRI 305-4
64,372 tCO2e
of Scope 1 emission reductions
¹ Gases included in the calculation: CO2, CH4, N2O, HFCs, NF3.
² Since 2023, Copel has been reporting emissions intensity
using the tCO2/Net Revenue metric, making the information
comparable to other companies. GRI 2-4
1 In February 2024 the Figueira Thermoelectric Plant went into hibernation, making all the energy generated by Copel from
March 2024 100% renewable.
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Indicators and targets
To enable the achievement of the
commitment established in 2021
by the Carbon Neutrality Plan,
the Board of Directors approved
indicators and targets to be met
by the Company by 2030. The
targets were defined based on
the Company’s areas of operation
and their interconnection of
processes, and are guided by the
principles of the Science-Based
Targets initiative (SBTi), which
outlines practices to be adopted
by companies committed to Net
Zero goals.
Stationary combustion – divestment from
thermal power plants;
Mobile combustion – gradual replacement of the
fleet with electric light vehicles;
Fugitive emissions – study to improve equipment
efficiency, which uses SF6 gas;
Land use change – evaluation of the way in
which vegetation is suppressed and study of
compensation measures;
Electricity consumption – study and
implementation of energy efficiency measures
at facilities and the use of renewable energy
certificates;
Analysis of compensation alternatives;
Suppliers – monitoring of emissions from critical
suppliers and encouragement of GHG Inventory
development and emissions reduction.
Neutrality targets
Indicator (%)
2025
2027
2030
Renewable installed
capacity
95
100
100
Scope reduction¹
20
50
100
Electric fleet
15
30
50
¹ The reference year is 2017, when emissions amounted to 213,947 tCO2e
Performance on Neutrality Indicators
Indicator (%)
2023
2024
Installed capacity from renewable
sources
94.1
99.71
Scope reduction 1
61.8
91.9
Electric Fleet
17.0
18.8
1 The 0.3% corresponds to the installed capacity of the Figueira Thermal Power Plant, which
has been dormant since February 2024.
The indicators were set according to short-, medium-, and
long-term targets and relate to:
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Climate scenarios and adaptation
As a development of Copel’s
Sustainability Policy, the Company is
expanding its studies and modeling
efforts to monetize risks and
opportunities associated with climate
change, enhancing the analysis of
potential financial impacts and seeking
greater resilience in the face of
transformations in the power sector.
Copel GeT and Copel DIS have made
progress in the assessment of climate
risks and developed their Climate
Change Adaptation Plans, aimed at
guiding the Company’s decisions by
considering the specificities, risks, and
opportunities of each business in light
of climate change.
The Climate Change Adaptation Plans
outline risks and vulnerabilities, as
well as mitigation actions focused
on future scenarios, designed based
on trend monitoring and climate
studies. In addition, contingency
plans are developed whenever
necessary to ensure swift responses
to severe weather events, securing the
mobilization of teams and resources.
In the coming years, Copel intends to
further develop studies to monetize
climate-related risks and opportunities,
refining the analysis of financial impacts
associated with climate change. To
support decision-making in this area,
the Company uses climate scenarios
— adopting RCP 8.5 for physical risks
and IEA NZE 2050 for transition risks —
which guide business management and
expansion, steering decision-making and
infrastructure adaptation in the face of
climate challenges.
These studies enable the Company
to invest in operational asset
management improvements. In power
generation, the impacts of climate
Copel is expanding studies
to monetize risks and
opportunities associated
with climate change, aiming
to enhance the analysis of
financial impacts and the
resilience of its operations.
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change on the hydrological regime of river
basins and wind pattern variations —
both critical factors for renewable energy
production — were evaluated. In power
distribution, a study conducted by Sinapsis
– Inovação em Energia and Climatempo
(StormGeo Company), with support from
Copel, analyzed the resilience of power
grids in southern Brazil, considering
climate projections through 2025. These
assessments serve as input for generation
and distribution planning.
In addition to implementing
mitigation and adaptation
measures to strengthen the
resilience of its transmission
networks, the Company invests
in artificial intelligence and
satellite imagery to identify risk
areas and reinforces structures
to withstand adverse conditions.
Transmission grid resilience
Copel adopts mitigation and adaptation
measures to strengthen the resilience
of its transmission grids in the face of
extreme weather events. Real-time
monitoring of air masses, wind gusts,
and lightning strikes allows for early risk
detection and the implementation of
preventive actions. Assets undergo critical
condition mapping and heatmapping to
identify transmission lines that require
structural reinforcement due to exposure
to intense weather phenomena.
The Company invests in technological
innovation to improve aerial preventive
inspections of transmission lines, applying
advanced tools that ensure greater system
reliability. Copel also plans to implement a
system that combines satellite imagery and
artificial intelligence to identify areas at risk
of outages caused by vegetation contacting
the power grid.
To prevent structural collapse caused by
winds exceeding design thresholds, affected
sections are redesigned with reinforced
structures to withstand extreme conditions.
Additionally, to expedite emergency
response, Copel GeT is implementing a
central warehouse for spare structures,
ensuring quick access to critical components
and reducing grid downtime. In new
projects, designs are updated based on
historical data and climate projections, using
statistical calculations to balance safety and
competitiveness in the transmission system.
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Distribution grid resilience
The distribution segment is investing in
infrastructure modernization to increase
resilience to storms and strong winds, while an
allocation of BRL 12.97 million strengthened
the on-call availability of operational
and maintenance teams, enabling faster
emergency response. Paraná Trifásico (Rural
Three-Phase Program), in turn, improves
rural networks and reduces vulnerabilities
The Company has intensified
the study and application
of artificial intelligence (AI)
resources in its operations.
In partnership with Simepar,
an AI system has begun
forecasting the impacts of
severe weather on power
supply, using data from
weather stations, satellites,
and radars. During the year,
a Proof of Concept (PoC) was
also conducted to analyze,
through climate scenarios,
how distribution operations in
the Maringá (PR) region could
be affected by variables such
as rainfall, wind, and extreme
temperatures, supporting
strategic development for the
coming years.
Artificial
intelligence on
multiple fronts
to adverse events, with an investment of
BRL 703 million in 2024. Initiatives such as
Smart Grid and Confiabilidade Total (“Total
Reliability”) enable real-time monitoring and
the installation of smart equipment, optimizing
the response to grid failures. Micro- and
Mini-Distributed Generation (MMGD) play
an important role in making the power grid
infrastructure more efficient.
R$ 703 million
invested in the Paraná Trifásico project
in 2024
Image generated by MeteoIA.
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Extreme Weather Events and Operational Safety Workshop
Geared towards sharing knowledge and
seeking solutions to strengthen the
resilience of generation, transmission, and
distribution operations, Copel held its 1st
Extreme Weather Events and Operational
Safety Workshop. The event took place
in September 2024 and brought together
around 100 participants, including executive
officers, board members, technical
teams, and experts from various areas, to
discuss the impacts of climate change and
operational challenges in the energy sector
(
read more in the Climate scenarios
section, on page 172).
The program featured lectures by experts
from the Climate Variability and Change Study
Center at the Federal University of Paraná
(UFPR), the Hydraulic Research Institute at
UFRGS, Dona Francisca HPP, the National
Electric System Operator (ONS, both acronyms
in Portuguese), and Aneel.
The event highlighted the importance of
the Company’s preparedness in the face
of increasing climate unpredictability,
emphasizing the need for risk mitigation to
ensure service continuity under adverse
conditions. One of the key moments was
a case study on the historic flooding in Rio
Grande do Sul, addressing the impacts on
power plants and grid infrastructure, as well
as the response of utilities and regulatory
agencies, such as ONS and Aneel.
Copel and its subsidiaries presented their
contingency plans for extreme weather
events, such as storms and severe
droughts, and demonstrated investments in
innovative technologies, such as software for
consolidating hydrological and meteorological
data to forecast river flows.
During the workshop, the teams took part
in activities to propose new solutions and
improvements to the contingency plans,
increase the operation's resilience to extreme
events and improve the mapping of the
Company's risks associated with climate change.
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Recognitions
In 2024, Copel was once again
recognized with the Clima Paraná
Seal, in the 10th edition of the award
organized by the State Department
for Sustainable Development (Sedest,
in Portuguese). The award honors
organizations that adopt voluntary
practices to reduce their carbon
footprint and fight climate change.
Copel, a participant since the first
edition, received the seal in Category
A — External Market, the highest
score possible. As a result of this
ESG strategy focused on energy
transition, the Company was once
again recognized by being included
in the B3 Efficient Carbon Index
(ICO2) portfolio. This recognition
reinforces the Company's position
among the most efficient in managing
Greenhouse Gas (GHG) emissions
and strengthens its leadership in the
Brazilian electric sector, consolidating
its commitment to the transition
toward a low-carbon economy.
In 2024, in addition to receiving the GHG
Protocol Gold Seal, Copel was awarded
the Clima Paraná Seal, which recognizes
organizations that adopt practices to
reduce their carbon footprint and combat
climate change.
In September 2024, for the fifth
consecutive year, the Company received
the GHG Protocol Gold Seal (referring
to the 2023 Emissions Inventory),
reinforcing its position among
companies that measure and manage
their emissions with excellence.
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Biodiversity
Taskforce on Nature-related
Financial Disclosures (TNFD)
In 2023, Copel began adopting the
recommendations of the TNFD in
disclosing information about its
biodiversity management. This initiative,
similar to the Taskforce on Climate-related
Financial Disclosures (TCFD) already
applied by the Company for climate-
related matters, strengthens transparency
and environmental governance, enabling
a more structured approach to assessing
nature-related risks and opportunities.
Biodiversity governance
As interconnected topics, biodiversity
shares a common governance structure
with eco-efficiency, climate change,
environmental responsibility, and water
resource management, especially with
regard to the responsibilities of the
Board of Directors and the Sustainable
Development Committee (CDS, in
Portuguese), whose duties are outlined
on
pages 76 and 80.
For more
information see the Environmental
management governance section, on
page 167
Biodiversity management at Copel is
aligned with its strategy and integrated
with its climate agenda. The Company’s
Sustainability Policy establishes, in a
dedicated chapter, the guidelines for
biodiversity to be considered when
defining actions, based on national and
international standards, such as the
National Biodiversity Policy (Federal
Decree 4,339/2002) and the UN Global
Compact 2030 Agenda. In addition to
setting guidelines for identifying, assessing,
and mitigating the environmental
impacts of the Company’s activities, the
Sustainability Policy, in its Biodiversity
chapter, upholds the commitment to
quantify and value environmental impacts,
as well as to conduct integrated analyses
of impacts, dependencies, risks, and
opportunities related to biodiversity and
ecosystem services for Copel’s businesses,
enabling strategic management.
At Copel, the assessment of related
impacts takes place mainly within the
scope of environmental licensing, which
GRI 3-3 Material Topic: Environmental commitment, 304-2
Biodiversity strategy
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applies to each of its projects and follows
standardized methodologies validated by
the scientific community and aligned with
the requirements of different environmental
agencies, based on Brazilian legislation.
Regarding biodiversity, Copel adopts the
assumption that any dependency of the
Company on an ecosystem service implies a
potential risk, whose materialization may directly
affect the Company’s business. Copel has
conducted an internal materiality analysis across
its different business segments to identify the
most relevant ecosystem services and their
respective business dependencies.
Continuous assessment and actions
Copel’s wholly owned subsidiaries follow a
continuous operational assessment model.
Sustainability Report
Explore the details of Copel's
2024 Socio-Environmental
Report (GeT).
At Copel GeT, the Company periodically
evaluates its operational areas with regard to
biodiversity, using official databases from the
Ministry of the Environment. In this sense, over
220,000 hectares have been assessed in terms
of proximity to critical areas for conservation.
The subsidiary has developed a subprogram
dedicated to wildlife management at its
facilities, as well as specific conservation
actions for endangered species.
In the development of new projects, the
Company seeks to avoid impacting protected
areas or areas with high biodiversity value. In
cases where interference cannot be avoided,
every effort is made to minimize negative
impacts as much as possible, enhance positive
impacts, and implement compensation
programs. Among the positive impacts,
the contribution to academic and scientific
communities stands out, through the collection
and sharing of data on species monitored
and recorded in the areas of influence of its
projects. Other factors considered in the
environmental impact studies include the
extent of the affected areas, depending on
the type and size of the project; the duration
of the impacts; and whether the impacts are
reversible or irreversible.
At Copel DIS, environmental impacts are
primarily related to the construction of
distribution networks and substations. During
licensing, related studies are conducted to
identify potential biodiversity impacts and
define mitigation or compensation measures.
Given the significant increase in extreme
weather events, Copel DIS seeks alternatives
for the shared use of urban vegetation and
power distribution networks.
To this end, the Company invests in initiatives
such as Florestas Urbanas (Urban Forests),
which supports municipalities in managing
Copel's subsidiaries conduct continuous operational assessments to
identify associated impacts, aiming to prevent or mitigate negative
effects while enhancing positive ones.
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urban tree cover and fostering
coexistence with the power grid.
Additionally, an R&D project is assessing
the potential for integrated vegetation
management in transmission line
corridors, aiming to reduce the need for
vegetation clearing.
The effectiveness of the biodiversity
initiatives developed by Copel is
reflected in the acquisition and
maintenance of environmental licenses
required for project implementation
and operation, as well as in species-
specific authorizations related to
flora and fauna. The Company also
participates in social and environmental
questionnaires and platforms such
as the Corporate Sustainability Index
(ISE, in Portuguese), the Corporate
Sustainability Assessment (CSA),
and the Carbon Disclosure Project
(CDP), which assess its biodiversity
initiatives and serve as benchmarks
for continuous improvement in
environmental management.
Copel has made progress in evaluating
ecosystem services by conducting
pilot studies to improve impact
and dependency analyses, as well
as to identify potential risks and
opportunities. For example, within
Copel’s business operations, energy
generation activities may be impacted
by the unavailability of ecosystem
services — such as water and wind
for hydroelectric and wind power
generation, respectively. Biodiversity
conservation, whether through
avoidance, reduction, or mitigation of
impacts, helps to reduce the risk of
scarcity or changes to resources on
which the Company depends.
Copel invests in environmental
conservation initiatives and
has made significant progress
in assessing ecosystem
services, identifying its
impacts, dependencies, risks,
and opportunities related to
natural resources.
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Biodiversity risk and impact management
Copel owns assets across various
Brazilian biomes, such as the Atlantic
Forest, Cerrado, Amazon, and Caatinga,
which requires a strategic approach to
minimize the environmental impacts
of its operations. The implementation
and operation of energy generation,
transmission, and distribution projects
may affect local fauna and flora, alter
the connectivity of remaining vegetation
patches, and modify the composition
of aquatic communities in hydroelectric
facilities. Nevertheless, impacts on
ecosystem services, such as water
provision and climate regulation, can
pose challenges to energy generation
and transmission.
The Company prioritizes ecosystem
protection in its projects, aiming to
avoid interference in protected areas or
those with high ecological value. Before
implementing any project, a rigorous
risk management process and detailed
environmental studies are conducted to
assess potential impacts on fauna and flora. In
cases where project relocation is not feasible,
measures are adopted to reduce, mitigate,
or compensate for negative impacts and to
enhance positive ones.
Copel conducts environmental studies
during the environmental licensing process,
which help identify potential biodiversity
impacts on its projects’ areas of influence.
In addition to contributing to environmental
conservation, these studies provide valuable
data to academic and scientific communities,
aiding in the identification of new species
and expanding knowledge about little-
studied species and/or locations.
To mitigate these risks, Copel monitors
changes in fauna and flora based on the
conducted studies and seeks alternatives
to avoid impacts in protected or high-
biodiversity areas. When it is not possible
to completely eliminate impacts,
measures are implemented to reduce,
mitigate, or compensate for them.
To avoid interference with protected areas or zones of high ecological
value, a rigorous risk management process and environmental studies are
conducted prior to the implementation of new projects.
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Currently, Copel implements several initiatives to protect and restore ecosystems, such as:
Forest compensation: This involves
allocating and protecting already
forested areas or restoring degraded
land to compensate for vegetation
clearance during the installation
and operation of projects. These
areas are important for maintaining
ecosystem services and contribute to
the gene flow of local fauna and flora,
enhancing biodiversity.
Restoration of Permanent Preservation
Areas (APPs, in Portuguese): During
the implementation of hydroelectric
power plants, previously disturbed lands
and altered areas became degraded
APPs, making it necessary to implement
protection and ecological restoration
actions. The recovery of APPs with native
vegetation provides benefits such as
enhancing connectivity between forest
fragments and blocks by establishing
biodiversity corridors, reducing sediment
runoff, helping prevent siltation, and
minimizing shoreline erosion, potentially
increasing water flow to the reservoir and
extending its useful life.
Protection of terrestrial fauna
and ichthyofauna: During the
implementation phase of energy
projects, surveys are carried out
to identify the species present in
the region. Another step involves
monitoring, which enables assessment
of the project's impacts on terrestrial
fauna and ichthyofauna by analyzing
faunal characteristics before, during,
and after the project’s implementation.
Activities such as dispersal, rescue, and
relocation of terrestrial and aquatic
fauna aim to prevent and mitigate
potential direct impacts.
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Vegetation Management Program: Considering the importance
of vegetation in maintaining biodiversity, Copel develops vegetation
management actions during the planning, construction, and operation
of its projects. These actions aim to minimize native vegetation
clearance, rescue and relocate native species, collect and donate
seeds, monitor and manage official lists of rare and endangered
species, and track preserved, restored, or regenerating areas.
Urban forests: It provides municipalities with seedlings and
guidance for proper urban tree planting, minimizing tree
interference with power lines and preventing outages.
Integrated Vegetation Management (IVM): A sustainable
alternative to mowing that allows herbaceous-shrubby
vegetation to be maintained beneath distribution lines, reducing
interventions and offering environmental benefits such as soil
protection and wildlife shelter.
Avian markers: Installation of devices on high-voltage lines
near wetlands and forested areas to increase cable visibility and
reduce bird collisions.
Copel strives to minimize its impact on local ecosystems
by integrating responsible natural resource management,
promoting scientific research, and preserving the ecosystems
in which it operates
The adoption of all applicable
measures to prevent negative
impacts on biodiversity
aims primarily at minimizing
interference with the
ecosystems where the projects
will be installed. Even so,
in addition to avoiding or
controlling these negative
impacts, Copel develops
specific programs focused on
the conservation of rare or
endangered species that may
be found near its projects and
ensures permanent protection
of certain natural areas,
generating positive impacts.
Copel’s role in biodiversity
conservation reinforces its
commitment to sustainability
and the responsible
management of natural
resources. The actions
undertaken aim not only at
mitigating environmental
impacts but also at promoting
scientific research and
preserving the ecosystems in
which the Company operates.
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Business commitment to biodiversity
GRI 3-3 Material Topic: Environmental commitment, G4-EU13
To reinforce its commitment to environmental conservation,
Copel joined the Brazilian Business Commitment to
Biodiversity, an initiative of the Brazilian Business Council
for Sustainable Development (CEBDS, in Portuguese). This
voluntary commitment encourages companies across the
country to recognize the importance of biodiversity and to
adopt concrete targets for the preservation and sustainable
use of natural resources.
The targets adopted by Copel are aligned with its Sustainability
Policy, strengthening the integration of environmental
conservation into the Company’s business strategy. Of the
nine targets proposed by the movement, Copel adopted
the four that align with its operations and management on
the topic and that can contribute to identifying biodiversity
conservation opportunities.
SUSTAINABILITY POLICY
The actions to meet these commitments are reported in this
publication and detailed on the Sustainability Portal. They will
also be monitored by CEBDS.
Copel’s commitment involves specific initiatives to avoid and minimize environmental impacts, with
the implementation of programs focused on protecting ecosystems in its areas of operation.
Target 2
apply the mitigation
hierarchy: prevent,
mitigate, recover,
and compensate for
impacts on biodiversity
throughout the life
cycle of the projects.
Target 4
develop and encourage
studies, research
projects, technology, and
innovation that contribute
to the conservation
of biodiversity and
ecosystem services.
Target 5
know the biological
diversity of the
Company’s areas
of operation and, if
possible, monitor and
measure impacts and
dependencies.
Target 1
integrate
the topic of
biodiversity into
the Company’s
business
strategy.
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Biodiversity performance
GRI 304-1, SASB-RR-ST-160a.1
Copel maintains a strong commitment to
environmental conservation, protecting
over 24,000 hectares of native vegetation
across different biomes, which serve as
refuges for regional flora and fauna. Of this
total, around 10,400 hectares are located
in the Serra do Mar region of Paraná, one
of the most biodiverse ecosystems on the
planet, designated almost exclusively for the
preservation of the Atlantic Forest.
To minimize environmental and social
impacts during the project phase, the
Company conducts detailed route studies to
divert power lines and reduce interference
with traditional communities located in
protected areas. As for energy supply to
such communities, Copel adopts alternative
sources of electricity, prioritizing the
installation of photovoltaic panels.
The Company manages its Permanent
Preservation Areas (APPs) and has
established as an environmental
performance indicator the percentage
of restorable areas that have native
vegetation cover. This assessment is
conducted periodically using imagery and
inspections, enabling the adoption of the
best forest restoration strategies aligned
with the Sustainable Development Goals
(SDGs
,
e
).
In total, Copel maintains over 9.7 thousand
hectares of APPs, with an initial goal of
reaching 84% native vegetation cover by
2025 in areas surrounding the reservoirs
of its generation operations. This goal was
fully achieved in 2024, and the next target
is to reach 87% by 2030.
Copel’s actions align with environmental
legislation and are discussed with the relevant
environmental agencies. Communication
occurs through reports, technical opinions,
and letters throughout the environmental
licensing process, with responses from the
agencies regarding requested additions or
clarifications. In specific situations, meetings
are held with environmental agencies to
discuss questions and guidance on licensing
procedures or the execution of conditions.
To ensure compliance and monitoring
of these requirements, all licenses,
authorizations, and environmental conditions
are registered and tracked regarding
implementation and deadlines in the internal
Environmental Licensing Management system
(GLA, in Portuguese).
Target Achieved in 2024:
Maintaining
84 %
Native Vegetation
Coverage
Copel Preserves over
9.7 thousand Hectares
of APPs
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11
13
15
In the case of Copel GeT, most of the restored
or recovering sites previously featured
land uses such as pastures, crops, or
commercial reforestation, and were partially
or completely altered before restoration
activities began. These restoration efforts
employ various techniques, including planting
native tree species, green fertilization,
nucleation, among others, to reestablish
biodiversity in degraded areas.
Currently, the subsidiary maintains the following protected or restored areas (GRI 304-3):
344 hectares
targeted for restoration actions or
environmental easements under Forest
Compensation programs;
9,754 hectares
of APPs, most of which are fully developed
and represent the most conserved areas in
the regions where Copel GeT operates;
10,666 hectares
of company-owned property allocated almost
exclusively for conservation, located in a
highly biodiverse region (the Paraná state
portion of Serra do Mar), serving as a vital
refuge for endangered flora and fauna;
3,926 hectares
hectares of land designated as
Conservation Units or in the process of
being established, representing important
refuges for native wildlife and areas of
well-preserved native vegetation.
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Support for species conservation
Copel develops specific biodiversity conservation programs aimed at protecting rare or threatened species found near its power generation,
transmission, and distribution facilities. These initiatives help minimize environmental impacts and contribute to the preservation of natural
ecosystems. Below are some examples of these initiatives:
Protection of
ichthyofauna
Generation and transmission
Since 1993, Copel has maintained an
ichthyofauna monitoring program in
its reservoirs to reduce the potential
impacts of hydroelectric projects.
During maintenance activities at
hydroelectric plants, fish are rescued
from the turbines during machine
shutdowns, with a survival rate of 99%
achieved in 2024.
The Company invests in research,
breeding, and release of fish,
contributing to the documentation of
the biology and ecology of Brazilian
ichthyofauna, with special attention
to threatened species. At the Colíder
HPP, located in the Amazon Basin,
electric barriers were installed to
repel fish and prevent their entry into
the plant structures, in addition to
the implementation of a fish passage
system that allows the migration of
different species. Since the plant began
operations, more than 80 fish species
have been recorded using the fish
passage system at the Colíder HPP.
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Serra do Mar Large Mammals Program
Copel GeT plays a key role in biodiversity conservation by
preserving important areas of the Serra do Mar in the state
of Paraná. Reinforcing its commitment to biodiversity, in 2021
the company partnered with the Serra do Mar Large Mammals
Program (PGMSM, in Portuguese), coordinated by the Manacá
Institute and IPeC, to monitor wildlife in these areas.
Since then, 24 mammal species have been identified through
camera traps, some of which are listed as threatened,
including the tapir, white-lipped peccary, red brocket deer,
puma, and other wild felines. Records of females with offspring
and young individuals suggest that these areas serve as
breeding refuges, helping to sustain these populations.
The subsidiary preserves over 10 thousand hectares of
Atlantic Forest across the municipalities of São José dos
Pinhais, Guaratuba, Piraquara, and Morretes. These areas
are part of the largest conserved remnant of this biome,
underscoring their importance for wildlife protection. In
addition to monitoring, the PGMSM provides essential data
for conservation strategies, environmental restoration, and
decision-making, enhancing the protection of ecosystems.
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Distribution
Urban Forests Program
Copel works to conserve vegetation through its
Urban Forests Program, which has supported
municipalities in tree planting for 15 years,
promoting harmonious coexistence between urban
greenery and the power grid. Since the program's
inception, 90 thousand tree seedlings have been
planted in over 100 municipalities, with 7,600
seedlings in 17 cities in 2024 alone.
Integrated vegetation management
in power systems
The Company conducts research to improve
vegetation management along power line
corridors, assessing its impact on vegetation
recovery and maintenance costs. Tests
have shown that the selective application of
herbicides achieved 85% to 100% control of
unwanted plants, ensuring environmental
safety and benefits for biodiversity.
+100
municipalities
since the start of the program
90
thousand
tree seedlings planted since the
start of the program
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Water
GRI 303-1, 303-2, 303-3, 303-4, SASB IF-EU-140a.1, IF-EU-140a.3
Copel's power generation represents the
company’s most water-intensive activity,
although it does not involve water consumption,
as the resource is returned to water bodies with
the same quality and quantity, in accordance
with environmental regulations. The use of
this natural resource occurs mainly in the 26
hydroelectric power plants located across the
Iguaçu, Tibagi, Alto Ribeira, Atlântico Sudeste,
and Teles Pires river basins, where water is used
for energy generation and then released back
into the environment.
The construction of dams for reservoir
formation alters aquatic environments,
temporarily affecting water transparency and
sedimentation. To mitigate these impacts,
Copel conducts hydrological studies and
environmental monitoring, taking into
account the multiple uses of water within the
river basins.
One major water-related risk is scarcity,
especially under changing hydrological
regimes, which could impact electricity
generation and dam management. Copel
has real-time monitoring systems in place
for water levels and rainfall, emergency
action plans with preventive and corrective
measures, and community alert strategy
and channels to support local populations
surrounding its projects, among other
management measures.
The Company is recognized for its transparent
water resource management, publishing real-
time operational and monitoring data, and
participating in water basin committees and
resource councils. Copel also collaborates
with local communities and civil defense
agencies, contributing to the River Basin Plan
and aligning its goals with public policy and
local needs. Hydroelectric inventory studies
and assessments of alternative sustainable
water uses support the development of
environmental targets and water efficiency
goals. According to assessments based on the
Water Risk Atlas and Brazilian public datasets,
Copel’s hydroelectric power projects are not
located in areas of water stress, reinforcing
water security in its operations.
Copel prioritizes transparency in water resource management by
publishing real-time data and participating in specialized forums and
councils. It also contributes to the Watershed Basin Plan, aligning its
objectives with public policies.
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Water consumption (ML)¹ ² | GRI 303-5, SASB-IF-EU-140a.1
Indicador
2022
20233
2024
Indicator
94,929.8
102,791.0
121,874.3
Total water withdrawal
94,904.9
102,731.0
121,852.2
Total water consumption
24.9
60.0
22.1
¹ Copel does not use water from water-stressed areas and does not store water. Information based on the WRI Aqueduct
identification tool.
² The Company's use of surface water is non-consumptive, i.e., water is used in operations, passing through the turbines, and
then returned to its original body of water without altering its properties. In order to analyze administrative consumption,
it is assumed that 80% of the total water collected from third parties is disposed of as sanitary sewage, implying that actual
consumption corresponds to only 20% of water withdrawn..
3 It was identified that there was a need to adjust the information on water abstracted in 2023, from 85,564.4 ML to 102,791.0
ML, and water discharged, from 85,504.1 ML to 102,731.0 ML, due to an adjustment in the measurement methodology for the
operational consumption of the GBM Plant and the erroneous recording of groundwater at the Holding, with the result that
water consumption went from 60.3 ML to 60.0 ML (GRI 2-4).
Effluent management
Copel’s effluent management follows strict
environmental standards to minimize
environmental impact, in compliance with
Conama Resolution 430/11. Although the
operation of substations, transmission
lines, and distribution networks does not
produce effluents on a regular basis, routine
inspections are conducted to monitor
for potential oil leaks from equipment.
Sanitary effluents are discharged into the
public sewage system, when available, or
treated using septic tanks and anaerobic
filters in areas lacking public infrastructure.
Construction site effluents are managed by
contractors, who employ chemical toilets or
dry pits, in accordance with NR 31.
In administrative operations, water is sourced
from public utilities and artesian wells.
Consumption is monitored monthly through
the Eco-efficiency Program, which promotes
actions for reduction and conscious water use.
In 2024, Copel achieved a 11% reduction in
water consumption from the local public utility
(third party), consistent with the 5% reduction
target set for 2025, based on Ecoefficiency
program actions, awareness and optimization
of building installations.
Operational water consumption mainly
takes place through the hydraulic potential
harnessed in the power plants maintained
and operated by Copel, and is preceded by a
Grant for the Right to Use Water Resources,
an instrument of the Brazilian Water
Resources Policy (Federal Law 9,433/1997),
which aims to ensure both quantitative and
qualitative control of water use and the
effective exercise of the right to access water.
The table below presents the amounts of
administrative water consumption and the
water used for hydroelectric power generation
— which is non-consumptive, as it merely flows
through the turbines. In 2024, a significant
increase was observed.
PORTAL SUSTENTABILIDADE
read more on the Copel Portal.
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Energy
GRI 302-2, 302-3, 302-4
Copel monitors and manages its energy
consumption through the Eco-efficiency
Program as part of its strategic actions to
reduce energy use. In 2024, the total energy
consumption within the Organization was
251,149.8 GJ, a significant decrease compared
to previous years, when consumption was
741,335.7 GJ in 2022 and 719,496.8 GJ in 2023.
This reduction is mainly due to the hibernation
Energy intensity ratio | GRI 302-3
Indicator
2022
2023
2024³
Total energy consumption within the
Company (GJ) ¹
741,335.7
719,496.8
251,149.8
Energy Intensity (GJ/BRL million)²
24.4
24.3
11.1
¹ Total energy consumption within the Company refers to the amount of electricity and fuel (renewable and non-
renewable) in GJ.
² Energy intensity was calculated based on total energy consumption within the Company/Company’s total net
revenue in thousands of Reais, available in the Management Report.
³ There was a significant reduction in the 2024 figures due to the reduction in coal consumption at Copel GeT.
of the Figueira Thermal Power Plant in February
2024, which was the Company's largest source
of energy consumption.
In the same year, Copel achieved a 18.8%
reduction in diesel consumption and a 13.9%
reduction in gasoline use. The Company has
set a target to reduce electricity consumption
and fuel consumption by 5%.
Plans are in place to build solar plants to
supply 100% of the Company’s internal energy
demand by 2030. In 2024, solar collectors
were installed, and air conditioning units were
replaced with more efficient models, aiming to
reduce electricity consumption.
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Waste Management
GRI 306-1, 306-2
The waste generated by the Company’s operations is segregated by source and
type, following procedures for monitoring, proper disposal, and recovery of
recyclable materials whenever possible, in compliance with applicable legislation and
to mitigate environmental impacts.
Waste originated from Copel’s administrative activities is managed in accordance
with the Corporate Waste Management Standard and aligned with the guidelines of
the Sustainability Policy.
Recycling
Recyclable materials such
as paper and plastic are
preferably sent to local
recycling cooperatives.
Organic waste
Copel has a service
agreement in place to
ensure appropriate disposal
of this waste category.
Administrative waste management is carried out in
partnership with licensed collection agencies. During
collection, the waste is weighed and documented in
reports to ensure traceability and control.
On the other hand, waste generated from Copel’s
operational activities is managed in accordance with
current environmental regulations, ensuring correct
storage, transport, and disposal. Different strategies
are adopted for each waste category:
Industrial and hazardous waste (Classe I):
Primarily directed to co-processing in the cement
industry, reducing reliance on fossil fuels. When
no feasible alternative is available, it is directed to
industrial landfills or incineration.
Recyclable waste: Preferably donated to
cooperatives or reused internally to promote
circular economy.
Organic waste: In 2024, 20.7 tons were collected
properly disposed of by a contracted company.
Construction waste
Construction contractors
prepare the Solid Waste
Management Plan (PGRS, in
Portuguese), defining proper
disposal methods.
Paper reduction
Copel prioritizes digital
communication to reduce
paper usage, and reusable
containers are encouraged.
Key initiatives include:
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Hazardous waste transport complies
with strict safety protocols, including the
mandatory submission of Emergency
Response Plans (PAEs, in Portuguese) by
carriers. Waste management is supported
using environmental data collection systems,
which allow real-time tracking of waste
generation, transport, and final destination.
Copel Holding is responsible for defining
corporate guidelines and standards for waste
management, ensuring integrated, consistent
practices across subsidiaries. In operation
and maintenance, waste is managed under
the Waste Management Program, which
outlines procedures for storage, treatment,
and disposal according to the PGRS,
updated regularly with reduction targets and
continuous improvement actions.
The waste generated in the construction and
maintenance of power lines and substations
is managed in accordance with the Construction
Waste Management Plan (PGRCC). Suppliers
receive a dedicated manual and undergo regular
training to ensure compliance with environmental
standards. Compliance with standards is
verified through environmental inspections
and contractual requirements that oblige waste
management companies to provide proof of
environmental licensing.
Through the Eco-efficiency
Program, the Company
systematizes initiatives to reduce
wasting resources such as
energy, water, fuels, and paper,
in addition to minimizing waste
generation. Corporate guidelines
are disseminated across all
areas of Copel and its wholly-
owned subsidiaries, with targets
adapted to the specificities of
each business.
The Eco-efficiency Program also
includes actions such as fleet
upgrades, the incorporation of
electric vehicles, the use of ethanol
in flex-fuel vehicles, and the
optimization of operational routes.
Internal campaigns reduce the
consumption of energy and water,
the use of other natural resources
and printers, in addition to
implementing energy management
modules for IT equipment and
replacing conventional light bulbs
with LED lamps.
The Company also invests in the
installation of cisterns for rainwater
harvesting and timed faucets.
Eco-Efficiency
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SOCIAL COMMITMENT
GRI 3-3 Material Topic: Social commitment, 203-1, 203-2
At Copel, social commitment is built
on four pillars: Social Responsibility,
Human Rights, Community Relations, and
Stakeholder Engagement.
Accordingly, the Company aims to
generate positive impact through social,
cultural, educational, and health-related
programs, always aligned with the
Sustainable Development Goals (SDGs).
Across all its operations, Copel has
adopted practices that promote quality of
life, energy security, and job creation in
the communities where it operates.
In addition to creating jobs and generating
income through the construction
of new projects, Copel’s presence
contributes to increased municipal
revenue and improvements in the
electrical infrastructure, strengthening
the National Interconnected System
(SIN, in Portuguese). However, the
expansion of its projects can also
present challenges, such as the strain
on local public services resulting from
population growth in impacted cities.
To mitigate these effects, the Company
conducts continuous impact monitoring
and implements technical support
measures for municipalities, ensuring a
sustainable adaptation to new demands.
Copel also strengthens local economy by
prioritizing the hiring of regional suppliers
for its projects and operations, promoting
the development of small businesses.
In doing so, the Company boosts the
social and economic development of
the communities where it operates,
balancing infrastructure advancement with
population well-being.
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2
3
4
5
7
8
12
16
10
1
11
13
17
Environmental communication and education
Copel carries out environmental education
initiatives for construction workers,
neighboring communities, and suppliers.
All supplier-related activities are preceded
by strict documentation checks and
a safety orientation conducted by a
professional from the Specialized Safety
Engineering and Occupational Medicine
Service (SESMT, in Portuguese), which
addresses topics such as Copel’s Code of
Conduct, human rights in the workplace,
reporting channels, safety regulations, and
environmental risks in the workplace.
To ensure transparency and assess the
effectiveness of these initiatives, the
Company maintains open communication
with stakeholders through service and
ombudsman channels, allowing for the
continuous improvement of its strategies.
The Company promotes
public consultations and
hearings to understand the
expectations and needs of its
diverse stakeholders, thereby
strengthening ongoing
dialogue with communities,
municipal authorities,
consumer councils, and civil
society organizations.
Through its annual communication plan,
Copel conducts institutional campaigns
to inform customers and the community
about the safe and efficient use of electricity,
providing content that promotes civic
responsibility and environmental care.
To foster ongoing dialogue with communities,
local authorities, consumer committees,
and civil society organizations, the Company
holds public consultations and hearings to
understand the expectations and needs
of its many stakeholders. Copel also
promotes organizational learning through
post-implementation reviews, analyzing
results and incorporating suggestions for
improvement into policies and operational
practices. The Company adjusts or sets new
goals as needed to ensure the continuous
improvement of its processes.
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Copel’s social programs
Driven by its commitment to sustainability, Copel carries out initiatives that reflect its socially responsible conduct. Its social focus and
strategies are designed to generate positive impacts across multiple areas, including education, social inclusion, health, income generation,
reduction of inequalities, and the conscious use of natural resources.
In addition to EletriCidadania, the following programs designed by Copel stand out:
Third-Party Collection (CVT, in
Portuguese) – Service that facilitates
donations to organizations that provide
services to communities via the electricity
bill.
Read more on page 199.
Coleta Seletiva Solidária – Initiative
focused on the proper disposal of
administrative recyclable waste.
Read more on page 200.
Aluno Energia – Copel DIS program aligned
with SDG 4, aimed at ensuring inclusive,
equitable, and quality education, offering
participants scholarship opportunities and
professional mentoring.
Read more on
page 198.
Boa Vizinhança – Initiative to foster
engagement with communities
surrounding Copel DIS’s facilities.
Read
more on page 199.
The EletriCidadania corporate volunteering
program encourages employees to dedicate
part of their professional working time to social
actions in local communities. To find out more
about the program
go to page 203.
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Diversity Committee – Permanent group
that promotes equity and inclusion within
Copel, addressing topics such as gender, race,
disability, and sexual orientation.
Read more
on page 258.
Cultivar Energia – Corporate program that
supports the creation of community gardens
in underutilized urban areas beneath Copel’s
power lines, in partnership with municipal
governments. The program focuses on
property preservation and revitalization, food
security, and income generation.
Read more
on page 200.
Human Rights – Copel initiative aligned with
the UN Global Compact, focusing on the
identification of risks, prevention, mitigation,
and remediation of fundamental human rights
violations.
Read more on page 202.
EducaODS – Program aimed at consolidating
efforts to fulfill the 2030 Agenda and Copel’s
Voluntary Commitments, by disseminating
information to stakeholders on the
Company’s alignment with the SDGs.
Read
more on page 57.
Espaço Energia – Museum offering an
interactive experience on the world of energy
and its responsible use, featuring both
permanent and temporary exhibitions.
Iluminando Gerações – Educational program
that teaches children and young people
about the safe and efficient use of electricity,
through interactive activities and educational
materials.
Read more on page 206.
Mais que Energia – Project aimed at expanding
the impact of Copel’s private social investments,
with initiatives focused on accessibility and the
inclusion of vulnerable groups.
Migração e Refúgio – Project designed
to support the local integration of
migrants and refugees, facilitating access
to information on Copel services, public
policies, and social programs.
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Aluno Energia (Student Energy)
GRI 302-4
Aluno Energia is a program by
Copel DIS focused on supporting
the education of electrical
engineering students by offering
scholarships, mentorship,
and internship opportunities.
Launched in 2023, the program
selects first-year university
students admitted through
affirmative action policies
who attended public schools,
providing financial assistance and
the Company’s commitment to
education, social inclusion, and
professional development, aligning
with SDG
(Quality Education).
Selected students receive
scholarships for a period of three
years, along with continuous
guidance from Copel engineers
who bring extensive experience in
the field and provide academic and
professional advice throughout
the program. In the final two years
of their degree, students have the
opportunity to intern at Copel,
gaining hands-on experience and
improving their chances of entering
the power sector.
Currently, 30 students benefit
from this program, which
not only fosters technical and
professional development but
also promotes equity in access to
higher education, preparing new
talent to meet the demands of the
power sector.
The program has the potential
to be expanded to other Copel
business units, as well as to
include additional fields of
academic training. The Aluno
Energia program was presented
as a case study in the UN Global
Compact’s SDG Ambition Program,
an initiative aimed at accelerating
the integration of the SDGs into
corporate strategies.
specialized guidance to reduce
dropout rates and strengthen the
link between academic training
and the job market.
In 2024, Copel expanded its
partnership with universities
in Paraná, signing cooperation
agreements to reinforce the
program and support students’
retention in electrical engineering
courses. This initiative highlights
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Boa Vizinhança (Good Neighborhood)
This community engagement program
assesses the needs and strengthens
relationships with residents near Copel DIS
administrative buildings. It was created to
address the need for direct dialogue with
stakeholders, promoting social well-being
and shaping initiatives aligned with both
legal requirements and the company’s
strategic guidelines. The program’s target
audience includes public institutions that
provide educational and/or social services
to such communities.
The program aligns with the SDG
(Sustainable Cities and Communities)
targets and prioritizes investments in
initiatives that bring benefits to the
communities where Copel operates. In
2024, about 15 initiatives were carried out
under the Boa Vizinhança Program across
all regions of Paraná, specifically targeting
communities near Copel facilities, and
engaged 101 volunteers and directly or
indirectly benefited 3,163 individuals.
Third-Party Collection (CVT, in Portuguese)
Copel is a pioneer in the Brazilian power sector
in facilitating donations to community service
organizations through its electricity bill. The first
beneficiary organization was Pastoral da Criança,
in 1998.
The program supports 92 organizations and
receives an average of 240 thousand monthly
donations, resulting in an annual contribution of
about BRL 49 million.
To apply for the CVT service, entities must be
registered with relevant councils that recognize
them as philanthropic organizations.
PORTAL SUSTENTABILIDADE
Details on how to participate
are available on Copel’s
Sustainability Portal.
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Coleta Seletiva Solidária
(Solidarity Selective Collection)
Copel implements selective waste collection
and prioritizes the forwarding of administrative
waste to cooperatives of recyclable material
collectors who generate income through
recycling. Partnerships with waste collection
companies and cooperatives are governed
by contracts that require the issuance of
official documentation, such as Transportation
Manifests and Movement Declarations (MTR
and DMR, in Portuguese, respectively). Best
practices adopted by Copel include the reuse of
materials by employees, recycling, the fulfillment
of socio-environmental responsibility clauses in
service agreements, and the proper treatment
of construction waste, underscoring its
commitment to responsible waste management.
Cultivar Energia (Community Gardens)
The Cultivar Energia program was launched in
2013 as a pilot project and became a corporate
program in 2016, with the dissemination of
internal regulations. It involves the creation
of community gardens in areas beneath
Copel’s power lines, in partnership with local
governments, with the goal of benefiting local
communities. The program supports public
policies on urban agriculture while preventing
unauthorized occupation on Copel-owned lands
and reducing the risk of electrical accidents, as
participants receive safety guidance.
In 2024, eight new community gardens
were created across five municipalities,
encouraging food security, income
generation, and sustainability. The new units
are located in Curitiba (Dembinski II), Siqueira
Campos (Novo Horizonte I and II), Almirante
Tamandaré (Jardim Roma), Londrina (Mundo
Ideal and Parigot de Souza III), and Foz do
Iguaçu (Vale do Sol). The Horta Semear garden
in Curitiba has also begun operations and is
awaiting its formal inauguration.
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Currently, Cultivar Energia maintains 24 productive gardens in
ten municipalities across Paraná: Maringá, Curitiba, Ponta Grossa,
Cascavel, Francisco Beltrão, Londrina, Umuarama, Foz do Iguaçu,
Almirante Tamandaré and Siqueira Campos.
Copel employees play a key role in the program’s success by
purchasing produce through weekly organized purchasing groups.
This initiative, known as Compra Solidária (“Solidarity Purchase”), not
only supports local small-scale producers but also strengthens the
connection between the Company and the community, fostering a
sustainable cycle of production and consumption.
Number of community gardens
(per municipality)
Maringá
3
Londrina
3
Umuarama
2
Foz do
Iguaçu
1
Cascavel
2
Curitiba
7
Ponta
Grossa
1
Almirante
Tamandaré
2
Siqueira
Campos
2
Francisco
Beltrão
1
The number of
families benefiting
from the program has
grown to
657
an increase of
122
families
compared to the
previous year.
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Human Rights
GRI 3-3 Social commitment, 2-23
Human rights protection is a part of Copel’s
Sustainability Policy, which includes an
entire chapter dedicated to the subject. The
Company sets clear guidelines for respecting
and promoting human rights within its sphere
of influence, encompassing its operations,
supply chain, and affected communities.
As part of this commitment, Copel actively
participates in the Human Rights Working
Group of the UN’s Global Compact Network
Brazil, which enables the sharing of
experiences and continuous updates on best
corporate practices.
To further strengthen this commitment,
the Company established the internal
Human Rights – Protection and Due
Diligence, standard, which complements
the Sustainability Policy, and outlines a
due diligence process designed to identify,
mitigate, and address adverse impacts
or potential risks associated with human
rights. This tool helps ensure the protection
of workers’ rights while supporting the
sustainability of the Company’s processes
and services.
Copel has developed a series of materials
to enhance its practices: the Human Rights
Risk Identification and Prioritization Manua
— applicable to both its own operations
and those of its contractors — along with a
guidebook and an educational video focused
on human rights aimed at helping contractors
recognize slave-like situations. These
materials are publicly available on
Copel’s
Sustainability Portal.
Copel’s commitments in this area are
aligned with international frameworks such
as the International Bill of Human Rights,
the UN Guiding Principles on Business and
Human Rights, the International Labor
Organization’s Declaration on Fundamental
Principles and Rights at Work, and the
UN Global Compact. These guidelines are
extended to all of Copel’s stakeholders,
ensuring that its efforts are conducted
ethically, transparently, and with social
responsibility throughout its entire sphere
of influence — both direct and indirect.
In 2024, as part of its ongoing efforts to
strengthen the topic within the Company,
Copel offered a new training course on
human rights developed by a specialized
consulting firm. The course provides a
conceptual overview of human rights,
covering their origins and significance
while addressing current issues that affect
businesses, organizations, and society.
As of December 2024, there were 1,113 enrollments in the new human
resources course, with 949 completions.
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EletriCidadania – 20 years of volunteering
SASB IF-EU-240a.4
Copel’s corporate volunteering program,
EletriCidadania, celebrated its 20th anniversary
in 2024 honoring the dedication of its
volunteers and the program’s achievements,
including the VOL Award for Best Corporate
Volunteering Management Practices.
In 2024, the program reached a historic high
of 6% of employee participation, totaling 296
individuals and 2,063 hours. Key initiatives
included a donation campaign for the state of Rio
Grande do Sul, affected by severe flooding, and
the Migration and Refuge project, which provided
training for migrant and refugee women. The
program also featured joint efforts organized
by Amigos do HC, Salas do Desapego at Copel
facilities to promote circular economy practices,
and initiatives led by Copel DIS’s Internal Social
and Environmental Committees (CISAs, in
Portuguese), which collected recyclable materials
and supported social campaigns.
The program allows employees to dedicate
up to 8 work hours every two months to
participate in social and environmental
initiatives, in coordination with their managers.
As part of its corporate volunteering activities
in 2024, social initiatives held during the
Integrated Innovation Week collected nearly
two metric tons of food, along with donations
of pet food, hygiene and cleaning products,
blood, and funds for the Pequeno Príncipe
Hospital (
read more on page 129).
Saiba mais
The celebration also featured the release of an
episode from the Energia da Sustentabilidade
podcast, which can be accessed here
In 20 years, the EletriCidadania
program has mobilized:
more than 3,8 thousand
volunteers,
amounting to more than
32 thousand hours of
activities and benefiting more
than
235 thousand people
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Solidarity with Rio Grande do Sul
In response to the most severe climate disaster in the
history of Rio Grande do Sul, which occurred between
April and June 2024, Copel demonstrated its solidarity
and capacity for mobilization by organizing a broad
humanitarian aid campaign. The Company coordinated
donation drives across all its sites and managed the
logistics for transporting the items using its own vehicles
and those of partner organizations.
Among the items collected and delivered to affected
communities were: 131,800 hygiene and cleaning products,
2.4 metric tons of food, 3,300 liters of mineral water, 4,400
pieces of clothing, 1,264 mattresses, 360 kg of pet food, 70
pallets, and 3 pallet cages containing wood materials from
Copel’s warehouses.
Copel also engaged its employees in a large-scale
volunteer effort, organizing 10 joint task forces in
partnership with Paraná’s Civil Defense department. In
total, 149 volunteers contributed 644 hours to the sorting
and dispatch of donations, reinforcing the Company’s
commitment to social responsibility and community
support during critical times.
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Mais que Energia (More than Energy)
The program was created with the
goal of implementing, expanding, and
consolidating social investment projects
designed to support the community. In
2024, Copel held the second edition of the
program, focused on fostering the social
and economic development of women in
vulnerable situations throughout the State
of Paraná. A total of 199 women over the
age of 18 were trained through professional
development courses consistent with the
current job market needs. The benefiting
institutions were selected through a Public
Call, made available on Copel’s website.
Institutions selected in 2024 included: Cáritas
Curitiba, Cáritas Ponta Grossa, Comunidade
Terapêutica Rosa Mística – Ponta Grossa,
and Clube das Mães Unidas – Londrina. Each
institution was free to choose the courses
most suitable for its audience, following the
criteria set out in the public call.
Migração e Refúgio
(Migration and Refuge)
GRI G4-EU24, SASB-IF-EU-240a.4
Since 2020, Copel has been developing initiatives
to facilitate migrants' and refugees' access to
energy services and social benefits. Therefore, the
Company made informational booklets available
in six languages and, starting in 2022, expanded
its efforts with training, volunteer initiatives,
and strategic partnerships, including
collaborations with the UN High Commissioner for
Refugees (UNHCR) and Cáritas Brasileira Regional
Paraná. As a result, Copel participated in two
editions of the UN’s Empowering Refugee Women
project, establishing itself as an active agent in
social and economic inclusion for such group.
Paraná is one of the states that receives the
highest number of migrants in Brazil, which
is why Copel strengthened its commitment
to the training and integration of these
individuals through the Migration and Refuge
Project. In November 2024, volunteers from
the EletriCidadania program participated
in an initiative that supported 13 migrant
women in Curitiba, in partnership with Cáritas
Brasileira Regional Paraná and the IBGPEX
Institute. The event covered labor rights,
resume building, and access to essential
services, as well as topics such as the Maria
da Penha Law and gender-based violence
prevention. As part of its support for financial
autonomy and employability, participants
had the opportunity to interview with three
companies, improving their chances of
entering the job market.
In 2024, the Migration and
Refuge Project involved
60 volunteers
and a total of 198 hours of volunteer work.
2024 Integrated Report > Social and environmental
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Iluminando Gerações (Lighting up Generations)
Recognized as a highly relevant
initiative for its contribution to
raising public awareness, the
program educates elementary
school students (grades 4
and 5) on the rational use of
natural resources and proper
waste disposal. In this initiative,
Iluminando Gerações benefits
from the voluntary participation
of Copel employees.
Among the key resources offered
are lectures and recreational
activities held in schools,
institutions, and community
events. The Program also features
two educational games designed
for children aged 7 to 10: Se Liga
and Click Esperto. These games
are available for free on Google
Play and can be accessed with
no need for internet connection,
broadening their reach and
allowing students to engage with
the content in an affordable way.
In 2024, the program hosted a
drawing contest for children aged
5 to 10 from public schools across
Paraná. With free registration on
Copel’s website and guidance from
teachers, the contest focused
on the efficient and safe use of
electricity. The top winners were
awarded a tablet and a computer
for their schools, while other
winners received painting kits.
In 2024, the initiative reached around 87 thousand
children using interactive methods such as lectures,
theater plays, educational videos, and digital games.
Learn more
In addition to the in-person
activities, Iluminando Gerações
offers educational materials
and videos available on Copel's
website, and the playlist can be
accessed on Copel's official
YouTube channel.
Launched in the 1970s,
Iluminando Gerações has
been a key tool for providing
communities in municipalities
within Copel’s concession area
with informative and preventive
guidance on sustainability, energy
efficiency, and the conscious and
safe use of electricity.
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Espaço Energia (Energy Space)
Copel values the preservation of its own
history and that of the power sector,
ensuring the safeguarding of both tangible
and intangible heritage built over decades.
To that end, the Company is committed
to documenting and preserving its legacy,
passing it on to future generations while
raising awareness about the importance of
energy in society.
To preserve this heritage, Copel maintains a
specialized work group dedicated to digitally
cataloging and conserving a vast collection
that includes documents, publications,
audiovisual materials, artworks,
ethnographic and archaeological artifacts,
as well as historical buildings, equipment,
and furniture. The collection features
personal belongings of notable individuals,
items related to energy technologies, and
other scientific materials that tell the story
of the Company and its areas of operation.
By preserving its historical heritage, Copel
contributes to education, raises public
awareness about the essential role of energy in
daily life, promotes its efficient and safe use, and
highlights sector innovations — all in alignment
with the Sustainable Development Goals.
In this context, Copel maintains Espaço
Energia, a prominent cultural space located
in Curitiba, housed in a 19th-century house,
restored in 2018. Espaço Energia offers an
interactive experience focused on the world
of energy and its responsible use, featuring
both permanent and temporary exhibitions.
The facility includes Sala Antiga (the “Old
Room”), featuring historical curiosities about
electricity; Sala Moderna (the “Modern
Room”), which showcases innovative
technologies in the sector and a scale model
illustrating the path of energy; Sala Multiuso
(the “Multipurpose Room”), dedicated to
educational video displays; Corredor da
Sustentabilidade (the “Sustainability Hall”),
highlighting the SDGs through interactive
games; and Pátio das Energias (the “Energy
Courtyard”), which displays historical
equipment and physical experiments for
visitors. In 2024, the space welcomed 116
school groups, totaling 2,809 students.
Learn more
All visits are guided by educators at scheduled
times. Admission is free and requires prior
booking. Click here to learn more.
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Management of social and environmental impacts
GRI 203-1, 203-2, 413-1, 413-2, 3-3 Material topic: Social commitment
Copel’s operations inherently
generate both positive and
negative impacts. To enhance
the positive impacts and
prevent or mitigate negative
ones, Copel has established
governance, management, and
monitoring processes for social
and environmental aspects,
Among Copel’s various
initiatives, it is important to
highlight the Communication,
Community Relations,
Environmental Awareness,
and Environmental Education
Programs, which are crucial
for ensuring transparency
and social and environmental
responsibility, as well as
mitigating adverse effects
and maximizing benefits.
Additionally, the Company
maintains direct communication
channels with its stakeholders,
including local communities (
read more on page 65).
The main negative social and
economic impacts may include
strain on urban infrastructure
and public services due to
population and urban growth
during the construction of new
projects; interference with
economic activities involving
the use of natural resources
and land affected by the
projects; forced displacement
of communities and changes
to their ways of life, including
shifts in production methods,
local ties, and social structures;
risks of economic decline and
depopulation following project
completion; and disturbances
to the communities near the
facilities, such as increased
movement of people and
vehicles, risks of epidemics or
infectious diseases transmission
among residents and workers,
and operational noise emissions.
Copel’s Whistleblowing Channel,
managed by an independent
external company, is available to
the communities with which Copel
engages and to the general public
whenever necessary.
and employs highly qualified
professionals to execute
these activities. Regarding the
management of negative impacts,
the Company implements
compliance programs, audits,
regular training, and continuous
monitoring of legal, social and
environmental requirements.
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The main positive impacts include
income generation and job creation in the
communities and municipalities where
Copel operates, which strengthens the
economy, increases available services, and
contributes to regional development. Through
its commitments and requirements, Copel
strengthens the supply chain and reinforces
the need for dignified working conditions.
Support for social and environmental
projects and private social investment
benefits vulnerable populations and helps
reduce social inequalities. Expanding access
Copel’s business operations follow the guidelines of its Sustainability Policy. The Copel
Occupational Safety and Health Safety Policy also applies to all operations and includes
guidelines that extend to suppliers and the community, such as:
The Company has processes in place to
track the effectiveness of these measures,
including ongoing analysis of indicators
and the identification of improvement
opportunities, which are communicated
across various Copel departments.
Improvements are implemented in
processes, policies, and regulations, and are
supported by a specific training system and
communicated through the Sustainability
Portal and publicly available annual
sustainability reports, which detail progress
toward goals and results for stakeholders.
The Company establishes criteria to
determine the causes and responsibilities
for damages to third parties, aiming
for compensation and reimbursement.
Compensation requests are reviewed
and granted when it is proven that
they were caused by disruptions in the
electrical system or failures in the services.
Regarding displacement and interference in
communities, Copel has preventive solutions
in place to ensure compliance with strict
environmental regulations.
to electricity improves the quality of life in
communities, especially when combined with
energy education and awareness, through
social programs focused on energy efficiency
and responsible use.
In addition to the positive impacts already
mentioned, it is also worth noting the increase
in tax revenue in municipalities hosting the
projects, the stimulation of greater dynamism
in local economies, the creation of direct and
indirect jobs, and the development of the
tourism and leisure sectors.
Requiring suppliers to comply with
applicable laws as well as internal
occupational safety and health
instructions that ensure the physical
and mental well-being of the workforce,
thereby promoting the protection of
human rights.
Educating and guiding consumers
and the community about the risks
and necessary precautions for the
safe use of electricity.
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Through its subsidiaries—Copel DIS
and Copel GeT—, the Company adopts
a strategic approach to managing social
and environmental impacts, investing in
environmental compensation, community
Percentage of operations with implemented local community engagement, impact
assessments and/or development programs | GRI 413-1
Type of assessment and plans for local community development
GeT
%
operations
DIS
%
operations
Social impact assessments, including gender impact assessment, based on
participatory processes
0
13,0
Environmental impact assessments and ongoing monitoring
100
100
Public disclosure of results of environmental and social impact assessments
100
100
Local community development programs based on local communities’ needs
6.2
5.3
Stakeholder engagement plans based on stakeholder mapping
6.2
13.0
Broad based local community consultation committees and processes that
include vulnerable groups
0
100
Works councils, occupational health and safety committees and other worker
representation bodies to deal with impacts
0
0
Formal local community grievance processes
100
100
engagement, regulatory compliance
and reducing operational impacts, thus
establishing itself as a responsible agent
committed to sustainable development.
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The installation of 69 kV and 138 kV power
lines can impact land use due to safety buffer
zones, and compensatory measures are
applied, such as compensation to affected
landowners. Over the past four years, more
than BRL 35.7 million have been allocated
for compensations. For low-voltage grids
(13.8 kV and 34.5 kV), the main impacts
involve risk of accidents and interference
with urban greenery. To mitigate these, the
company invests in compact insulated and
underground lines, and the Urban Forest
Program, which promotes the planned
planting of trees on public roads.
Copel DIS
Copel DIS ensures social and environmental
compliance and implements mitigation
measures to minimize the impacts of its
operations. During the implementation of
new projects, the impacts are identified
through environmental studies, such as
Simplified Environmental Reports (RAS),
Environmental Control Plans (PCA/PCAS),
and Detailed Environmental Program
Reports (RDPA; all acronyms in Portuguese).
Specific programs are applied, including Boa
Vizinhança, Construction Environmental
Management, Construction Waste
Management, Forest Compensation, and
Preventive Archeology.
Copel DIS also participates in inter-
institutional committees, such as the Working
Committee for Analysis of Municipal Urban
Forestry Plans in Paraná, ensuring integrated
social and environmental management. The
Company’s presence in large administrative
hubs such as Curitiba, Ponta Grossa,
Londrina, Maringá, and Cascavel requires
ongoing planning to reduce impacts and
adopt sustainable practices in its operations.
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Copel GeT
The implementation of Copel GeT projects involves
social and environmental challenges and opportunities,
which are detailed in the Impact Study, under the topics
Environmental and Social Commitment,
on page 11.
To minimize negative impacts, Copel GeT maintains
active dialogue with communities and adopts
compensatory measures, as well as initiatives to support
families resettled due to compulsory displacement
resulting from some projects. The company invests in
local workforce training and the social and economic
strengthening of communities, creating employment
and increasing tax revenue.
The Social and Environmental Management Plan covers
activities such as managing environmental licensing,
conducting social and environmental studies, and
implementing programs and actions aimed at sustainable
development. The effectiveness of these initiatives is
assessed through regular meetings and performance
reports, ensuring compliance with environmental
legislation and the mitigation of negative impacts.
The company implements programs focused on
environmental education, community communication,
and technical support to communities. Compliance with
environmental, labor, and safety regulations is ensured
through audits, training, and continuous monitoring of
regulatory requirements.
To ensure alignment with local needs, Copel GeT provides
fair compensation to landowners, tenants, and caretakers
affected by the projects, ensuring that the operation of
projects only commences after the completion of land
negotiations. The company also invests in initiatives such
as the Social Communication and Community Relations
Subprogram, which disseminates safety measures
about energy installations, project information, and
environmental programs, helping reduce social conflicts
and strengthen community relations.
Another highlight is the Boa Vizinhança Program,
which creates informative and promotional materials
regarding the safe and proper coexistence with
energy generation and transmission facilities, as well
as broadcasts educational content on local radios
to strengthen relationships with communities near
Copel GeT’s sites. In 2024, the company continued its
communication efforts with educational campaigns
and the distribution of information.
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Displacement management
GRI G4-EU20, EU22
Copel is committed to ensuring that its
operations respect the communities involved
and uphold principles of human dignity.
When relocation is needed, the Company
offers full support, following technical and
social criteria to minimize impacts.
In recent years, Copel’s new projects have not
required the relocation of any families. The
planning of Copel's power lines, whenever
possible, prioritizes routes and solutions that
avoid interference with inhabited areas and
reduce impacts on vegetation, using advanced
technologies such as compact grids and smart
systems, tower height adjustments, and drone-
assisted cable installation.
Copel adheres to environmental legislation
and conducts social and economic surveys to
map the affected communities. In the planning
stage, communication channels are opened
to address concerns and seek amicable
solutions, including fair compensation
payments or social support for families in
vulnerable situations.
In the context of dam risk management,
particularly in the face of extreme weather
events, Copel may carry out emergency
evacuations, always aiming at ensuring
community safety and mitigating potential
environmental and social impacts (
read
more on Community safety on page 231).
Number of people displaced and compensation, broken down by type of project | GRI G4 EU22
Indicator
2024
Plant expansion
0
New plants
1
New transmission lines
235
Total number of displaced people
236
Total number of people compensated
236
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Relationship with the Communities
GRI 203-1
Copel plays a key role in serving over
5 million customers, promoting social
and environmental initiatives aligned
with international best practices and the
commitments of the UN’s 2030 Agenda.
In addition to the mandatory social programs
outlined in the Basic Environmental Plans (PBA,
in Portuguese) and environmental studies,
Copel invests in voluntary initiatives, awareness
campaigns on sustainability, safe energy use,
and the fight against gender-based violence.
Private Social Investment reinforces the
commitment to the SDGs and supports social,
cultural, sports, and healthcare projects.
One of the initiatives for dialogue with
local communities carried out by both
subsidiaries is the relationship programmes
called Community Information and
Relationship Programme (Copel GET) and
Community Relationship Programme (DIS),
whose goal is to establish an effective
communication channel between Copel
and its consumers, ensuring that they are
informed about the energy projects to
be developed by the Company, the scope
of their impacts, as well as the benefits
promoted by their implementation.
Copel DIS in particular actively engages with
communities directly or indirectly impacted
by its construction projects through its
Community Relations Program. The program
provides guidance on public safety and
environmental preservation, serving as a
Copel GeT and Copel DIS have dedicated organizational structures for
community engagement, operating in alignment with their specific
business characteristics and the territories where they operate.
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key communication channel. The Program
fosters engagement between Copel DIS and
landowners affected by project installation,
supporting negotiations and minimizing
conflicts from misinformation. It also aims
to promote understanding of the potential
impacts, safety risks, and benefits of its
implementation, while maintaining open
dialogue and transparency with
local communities.
The company invests in social and
educational initiatives aimed at developing
the communities it serves. Among the main
initiatives are expanding access to energy
for low-income families by expanding
networks and applying social tariffs, as well
as supporting projects that encourage energy
efficiency, environmental education and
professional training. In regions where the
installation of conventional networks is not
feasible due to technical and environmental
restrictions, Copel DIS develops solutions
to bring energy to traditional peoples and
communities, such as the installation of
modern photovoltaic systems adapted to
local needs.
Present in different regions of Brazil, Copel
GeT operates in line with local realities,
integrating socio-economic and cultural
aspects into the management of its projects.
As a complement to the legal requirements
linked to environmental licensing, it develops
voluntary actions aimed at mitigating
impacts and increasing the positive effects
of its activities. These include private social
investments made through sponsorship and
social credits, which help to strengthen the
communities around the projects, promoting
more sustainable and balanced relations with
the territories where it operates.
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Relationship with Indigenous peoples
GRI 411-1, GRI G4-EU24, SASB-IF-EU-240a.4
Copel engages with Indigenous
peoples through the operations
of its subsidiaries. Copel
GeT maintains a relationship
based on respect, cultural
appreciation, and the
promotion of social and
economic sustainability with the
Indigenous communities located
around its facilities. Currently,
two Kaingang communities are
The efforts were formalized
through Conduct Adjustment
Agreements (TACs) signed
by the company, the relevant
Indigenous communities, the
Brazilian National Foundation
for Indigenous Peoples (Funai),
and the Public Prosecutor's
Office (MPF; all acronyms in
Portuguese). Initiatives within
these communities are made
possible through specific funds,
managed in a hybrid format by
joint management committees,
comprising representatives
from Copel and the Indigenous
communities, under the
supervision of Funai and the MPF.
Resource allocation is determined
through dialogue with the
communities, always respecting
their traditions and priorities.
As part of its community
engagement activities, Copel
supported the development of a
bilingual booklet in Portuguese
and Kaingang on dam safety,
created by a collective of
Kaingang teachers and cultural
leaders from the Apucarana
Indigenous Land. The publication
uses a didactic approach adapted
to the Indigenous culture,
reinforcing the Company's
commitment to the education
and safety of these communities.
Copel promoted the production of a booklet on dam
safety in Portuguese and Kaingang, with the aim of
reinforcing its commitment to the education and safety
of the population.
directly involved: the Apucarana
Indigenous Land, in Tamarana,
where the 10 MW Apucaraninha
Small Hydroelectric Power
Plant (SHPP) is located, the
Barão de Antonina Indigenous
Land, intersected by the 230 kV
Figueira–Londrina Transmission
Line, in São Jerônimo da Serra,
both in Paraná.
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Copel DIS, in turn, works to improve
access to electricity in areas occupied
by Indigenous peoples and traditional
communities. Preliminary studies for selecting
service alternatives for Indigenous people,
quilombolas, caiçaras, artisan fishermen, and
other traditional communities are conducted
in accordance with the principles of Prior,
Free, and Informed Consultation, as outlined
in International Labor Organization (ILO)
Convention 169. In 2024, three solar power
systems were installed in the Ilha da Cotinga
Indigenous Land, located in the municipality
of Paranaguá (PR), to serve the residences
of Indigenous families and community
equipment within the Indigenous Land.
Throughout the year, studies on
Archaeological Heritage Impact Assessment
and Environmental Control were also
conducted in the Cerco Grande Indigenous
Land, in the municipality of Guaraqueçaba
(PR), to support the future implementation
of an electricity distribution network for the
Indigenous Land. The purpose of the project is
to improve the quality and reliability of electric
power supply for the Cerco Grande Indigenous
Land, which is currently served by isolated
solar power systems.
Copel DIS also registers families from
Indigenous and traditional communities in
the Social Electricity Tariff Program, ensuring
more affordable energy consumption. In 2024,
an average of 1,588 Indigenous families and
673 quilombola families benefited from the
program. During this period, no human rights
violations were reported regarding Indigenous
peoples in Copel's operations.
Copel participates in meetings of the
State Council for Traditional Peoples and
Communities of Paraná, aiming at providing
special attention to the needs of these
communities and offering clarifications to all
those attending.
Social Electricity Tariff Program
1,588
Indigenous families benefited
673
quilombola families benefited
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Private social investment at Copel
Private Social Investment
Voluntary contributions
2024
Tax incentives
BRL 33,844,640.42
Community investments
BRL 1,640,178.11
Cost of volunteering during working hours
BRL 236,224.95
Donations
BRL 937,765.50
Involuntary contributions
2024
Community investments
BRL 898,775.12
Total
BRL 37,557,584.10
Copel has a chapter in its Sustainability
Policy dedicated to Private Social
Investment, which sets out guidelines
for the allocation of its own resources
and tax incentives, through voluntary
or mandatory contributions. This policy
strengthens the connection between the
Company’s social investments and the
Priority SDGs, as well as best practices in
sustainability and social responsibility.
Copel’s subsidiaries are responsible
for reporting all donations and
contributions—both voluntary and
mandatory—to Copel Holding
Company’s Governance, Risk, and
Compliance Department. This
department, in turn, communicates
periodically with the Sustainable
Development Committee, ensuring
transparency and monitoring of the
invested amounts.
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Contribution to public policies
GRI 203-2, 415-1, G4-EU23, SASB-IF-EU-240a.4
Copel acts as an executor of both federal and state government programs, contributing to public
policies that generate significant economic and social impacts. These programs aim to improve
the quality of life for vulnerable communities, driving local development through social inclusion,
efficient energy use, and the promotion of sustainability. These are: Social Electricity Tariff (TSEE),
Energia Solidária (“Solidarity Energy”), Casa Fácil Paraná, Night-time Irrigation and Aquaculture
Tariff (TIN/TAN; all acronyms in Portuguese).
Key programs implemented by Copel include:
Tarifa Social (Social Energy Tariff)
Program - TSEE
A benefit established by the Federal
Government (Law 12,212/2010), TSEE offers
discounts on electricity bills for low-income
families across Brazil registered in the Unified
Registry for Social Programs (CadÚnico, in
Portuguese), up to a consumption limit of
220 kWh, provided the criteria established
in Aneel Resolution 1,000/2021 are met. In
2024, around 620,000 families benefited from
a total subsidy of BRL 190 million funded
by the Energy Development Account (CDE,
in Portuguese). The discounts granted are
reimbursed to distribution companies by
Aneel, using resources from the CDE.
Energia Solidária (Solidarity Energy) Program
In 2024, the program provided monthly
electricity bill exemptions for about 330,000
families in Paraná. Operated by Copel
and funded by the state government, this
initiative supports low-income families with
consumption of up to 150 kWh per month,
offering financial relief and improving their
quality of life.
Since its expansion in 2021, the program has
become one of the state’s key social policies,
with an investment of BRL 130 million in 2024,
benefiting nearly 1 million people in Paraná.
The bill is delivered to beneficiaries with no
charges, containing only information
on consumption.
Eligibility for the program requires registration
in CadÚnico and extends to elderly individuals
and people with disabilities who receive the
Continuous Cash Benefit (BPC, in Portuguese),
as well as families with patients who rely
on electric-powered medical equipment for
survival — in such cases, the subsidy for
consumption is increased to up to 400 kWh
per month.
Copel implements government
programs that positively impact
the economy and society by
promoting social inclusion for
vulnerable communities.
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Casa Fácil Paraná (Easy Home Paraná)
The Casa Fácil Paraná State Housing Program aims at making
housing more accessible for families earning up to six
minimum wages. This program counts on investments from
Copel in electrical grid work and the installation of Service
Connections (ES, in Portuguese). The program focuses
on the revitalization, expansion, or renovation of urban
and rural properties, as well as land regularization and
urbanization in residential areas of social interest. Copel’s
costs are reimbursed by the State of Paraná each fiscal year,
using budgetary funds from Paraná’s Housing Department
(agreement ended on December 31, 2024).
Night-time Irrigation and Aquaculture Tariff (TIN/TAN)
Copel facilitates the federal program, in accordance with the
criteria set out in Aneel Resolution 1,000/2021, which offers
discounts of 60% to 70% on electricity rates for irrigation
and aquaculture activities during the reserved time period
from 9:30 PM to 6:00 AM.
Casa Fácil Paraná Program:
In 2024, 2,259 housing
units were served, with an
investment of R$5.8 million.
Nighttime Irrigation/
Aquaculture Tariff
(TIN/TAN): In 2024,
1,630 consumer units
benefited, totaling R$25
million in subsidies.
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Communication initiatives
GRI 3-3 Material Topic: Community safety
Copel conducts communication
initiatives focused on raising
public awareness, promoting
the safe and efficient use of
electricity and addressing
topics such as consumer rights,
access to services, citizenship,
and sustainability.
The main communication
channels include agreements
with more than 300 radio
stations, a press office
service, participation in
community events, and digital
content available through
the institutional website, the
Sustainability Portal, apps,
YouTube and Vimeo video
platforms, and the social
network LinkedIn. Internally,
communication is primarily
facilitated through Microsoft
tools, with a structured
intranet and the corporate
social network Engage. Copel
promotes initiatives focused
on the SDGs, human rights,
diversity, the environment,
health and safety, and
awareness campaigns
against child labor, targeting
both internal (employees,
leadership, and contractors)
and external stakeholders
(suppliers, communities, and
social institutions).
The Company also produces
content aimed at innovation
and sustainability, such
as GDCast, focused on
distributed generation, and
Energia da Sustentabilidade,
which explores SDG-
Copel produces
content on innovation
and sustainability
while strengthening
institutional partnerships
with universities, social
organizations, and
educational institutions.
related topics in an accessible
way. The monthly Minuto da
Sustentabilidade (“Sustainability
Minute”) videos cover topics
related to the environment,
social responsibility, and
governance. All materials are
available on Copel’s website and
the Sustainability Portal.
Institutional partnerships are
another important way to
build communication networks
with different stakeholders.
Examples include partnerships
with universities and social
and educational institutions to
promote workshops, training, and
assistance programs.
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Service information
When initiating energy supply with
Copel Distribuição, the consumer
receives the Subscription Contract,
which outlines the service conditions,
as well as the rights and responsibilities
of the parties involved. One of the
primary means of communication with
consumers is the electricity bill, which
details the amount and nature of the
energy supplied on a monthly basis,
in compliance with Aneel Normative
Resolution 1,000/2021.
Copel provides detailed billing
information on its website and
offers a wide range of services and
information through customer service
channels, enabling consumers to
track their consumption, understand
their rights, and access products and
solutions with transparency and ease.
Customer satisfaction
GRI 3-3 Material Topic: Customer satisfaction , SASB IF-EU-000.A
Customer satisfaction is one of Copel’s
strategic pillars and is continuously
monitored and enhanced through policies,
structured processes, and technological
innovation. From planning to operation, the
Company identifies risks and impacts related
to customer service and experience, leading
to the implementation of preventive and
corrective actions to minimize failures and
maximize benefits.
The guidelines for managing customer
satisfaction align with corporate policies,
such as the Sustainability Policy and
Corporate Governance Policy, which set
standards for subsidiaries, suppliers, and
service providers. Compliance with these
guidelines is ensured through contractual
clauses, the Code of Conduct, and the
Supplier Manual.
With over 820 thousand smart meters installed across
Paraná, Copel is transforming consumer experience.
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Copel systematically monitors
performance and sustainability
indicators, in addition to conducting
environmental and social audits
to ensure transparency and the
continuous improvement of customer
service initiatives.
The Company has set specific goals to
enhance customer experience, such as
scoring 80 points in Abradee’s Customer
Satisfaction Index (ISQP, in Portuguese)
by 2025 and 85 points by 2030. In 2024,
Copel scored 79.1 points. Furthermore,
the Company regularly conducts surveys
with consumers, especially those who
have submitted complaints, to identify
improvement opportunities and reduce
recurring dissatisfaction.
To ensure excellence in service and
regulatory compliance, Copel performs
internal and external audits and
maintains ISO 9001 certification for
its commercial processes. Continuous
training for employees includes courses
on standards and best practices in
customer service, aiming to improve
service quality and reduce failures. At
the same time, the digitalization and
automation of processes allow for quicker
and more efficient responses, ensuring
faster service for consumers.
Customer satisfaction is continuously
measured through surveys like Net
Promoter Score (NPS), Customer
Satisfaction Score (CSAT), and Abradee’s
ISQP, which help map perceptions and
needs. In 2024, the Company was a finalist
in the Reclame Aqui Award, receiving a
rating of 8.2 (great).
Copel also adopts a set of operational
indicators to monitor service efficiency,
such as Average Response Time (TE30),
Billing Quality Index (IQF), and First
Contact Resolution Rate (FCR; all acronyms
in Portuguese). Improving customer
experience involves developing digital
solutions, strategic partnerships, and
innovation, enhancing service efficiency
and improving customer journey.
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Distribution customer profile | GRI G4-EU3, SASB-IF-EU-000.A
Consumer units
2022
2023
2024
Residential
4,131,039
4,212,397
4,300,335
Industrial
69,811
69,134
68,970
Institutional (government and public services)
45,978
54,701
56,290
Commercial
431,818
440,749
448,388
Other classes (rural, own consumption, etc.)
341,882
324,103
315,248
Total
5,020,528
5,101,084
5,189,231
Customer Profile for Energy Trading | GRI G4-EU3, SASB-IF-EU-000.A
Consumer units
2022
2023
2024
Residential
0
0
0
Industrial
1,093
1,206
1,261
Institutional (government and public services)
0
0
0
Commercial
397
418
445
Other classes (rural, own consumption, etc.)
0
123
179
Subtotal
1,490
1,747
1,885
79.1%
Abradee Satisfaction Survey
— Residential Customers
77.6%
Abradee Satisfaction Survey —
Group A Customers
3rd place
Cier Customer Satisfaction
Survey
Assessment of consumer
perception 2024
8.2 (Great)
Score Achieved on Reclame Aqui
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Transparency and engagement
with stakeholders are
fundamental to this strategy, and
the Company uses satisfaction
surveys, ombudsman channels,
and complaint analysis to
improve its services. Internal
workshops, training on
compliance and service quality,
and alignment with technology
suppliers also contribute to
optimizing customer relations.
Number of complaints resolved¹
Category
2022
2023
2024
Received
91,145
95,105
99,702
Substantiated
31,875
24,538
20,714
Complaints solved in relation
to the number of substantiated
complaints
31,875
24,538
20,714
¹ All complaints are resolved within 30 days.
Number of received complaints
Body/institution
2022
2023
2024
Copel (forthcoming)
31,875
24,538
20,714
Aneel
1,614
2,851
2,816
Department for Consumer
Protection and Defense (Procon)
2,298
1,008
1,032
TJPR
7,399
8,319
11,125
20,714
complaints
resolved out of valid
complaints received
DER (hours)
120.5
112.9
113.4
2022
2023
2024
FER (units)
6.4
4.8
4.0
2022
2023
2024
Handling of complaints
The effectiveness of these initiatives
is assessed through periodic
performance reports, covering
indicators such as energy supply,
billing, and service quality. Continuous
customer feedback is gathered through
informative campaigns and monitoring
interactions on customer service
channels. Additionally, Copel performs
benchmarking with other distribution
companies, adopting the best
practices in the industry and ensuring
compliance with Aneel regulations,
minimizing regulatory risks.
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Smart grids
The company is actively
reducing complaints and
enhancing customer
satisfaction, ensuring
increasingly closer and
more efficient engagement
with society
In 2024, Copel made significant
progress in one of Brazil’s largest
electrical grid digitization programs,
with over 820,000 smart meters
already installed in 94 municipalities
across Paraná, transforming consumer
experience. The goal is to reach 1 million
installations by early 2025. As part of
the Smart Grid Program, this initiative
modernizes the electrical infrastructure,
enabling automatic readings, real-time
monitoring, and improved energy
consumption efficiency.
The smart meters, installed at no
cost to customers, offer benefits
such as automatic fault detection, a
reduction in the need for technical
visits, and promoting the use of digital
billing, contributing to sustainability.
In municipalities like Ipiranga, where
the project started, 95% of consumers
have already switched to digital bills.
It is worth noting that the new meters
are compatible with solar power
generation, allowing consumers to track
both their consumption and any excess
energy generated. The technology also
prepares the system for future variable
tariff models.
The program has already prevented
the emission of 305 metric tons
of CO2 by reducing the need for
maintenance vehicle trips, highlighting
its positive impact on sustainability.
Copel remains at the forefront of
innovation, aligning with successful
models already implemented in the
European Union and the United
States, promoting a more efficient and
modern energy management system
with sustainable investment.
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Accessibility
GRI 3-3 Customer satisfaction – Affordable electric power, G4-EU24, SASB-IF-EU-240a.4
Copel offers a variety of service channels to
facilitate contact with consumers and the
general public, including its website, the 0800
51 00 116 hotline, the Ombudsman’s Office,
and in-person assistance at both company-
owned and outsourced service points (Copel
com Você) across all municipalities in its
service area. To ensure accessibility, the
Company offers braille electricity bills for blind
consumers and website adaptations to assist
people with visual and hearing impairments.
In its branches, accessibility features such as
tactile flooring are also available.
To help migrants and refugees access
information about energy services and
social programs, Copel provides a booklet
in six languages aimed at this audience (
read more in Migration and Refugee Project
on page 205). The Iluminando Gerações
(“Lighting up Generations”) Program
shares content on the safe use of energy
and energy efficiency with children and
adolescents (
read more in Iluminando
Gerações on page 206).
Copel actively participates in joint initiatives
with the state and local governments, such as
the Mutirões da Cidadania and Paraná Cidadão
programs, offering guidance on sustainability
and efficient energy use, as well as in-person
support to address inquiries and increase
access to services.
For Indigenous communities located in
environmental preservation areas or other
regions where it is not possible to install the
power distribution network, Copel develops
projects that include new energy connections,
the installation of solar power panels, guidance
on efficient electricity use, and enrollment in
the Social Electricity Tariff (TSEE, in Portuguese).
Copel GeT has been collaborating with various
institutions to expand the reach of the TSEE
and the Energia Solidária Program among
Indigenous communities where the company
has generation and transmission assets.
Simultaneously, it has been forging partnerships
to design and develop an educational program on
the safe and efficient use of electricity for these
communities. As a result of this partnership, a
contract was signed in 2024 for a Participatory
Energy Assessment, aiming at creating joint actions
and solutions with the community (
read more in
Relationship with Indigenous peoples on page 216).
Regarding the material topic Affordable
electricity, Copel DIS adheres to the Electric
Power Distribution Procedures (Prodist, in
Portuguese) within the Brazilian National Electric
System, Module 8 – Quality of electric power
distribution. To monitor power quality, Aneel
sets targets and standards for the Equivalent
Interruption Duration per Consumer Unit and the
Equivalent Interruption Frequency per Consumer
Unit indicators (DEC and FEC, in Portuguese,
respectively). Copel, in turn, ensures the integrity
of such process through internal and external
audits, including ISO 9001 certification.
Copel provides guidance on sustainability and the efficient use of energy,
acting in integrated actions with public bodies, in which it offers face-to-
face assistance to clarify the population's doubts.
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The Company also continuously monitors the
performance of its distribution system, carrying
out inspections and regular maintenance, as well
as making investments aimed at improving service
quality. It is worth noting that with the installation
of new meters under the Smart Grid Project, the
subsidiary brings direct benefits to consumers,
such as reduced power supply interruptions and
faster detection and resolution of failures by the
distributing company, thus improving the quality of
electric power supply.
Regarding the tariff process, it is important to note
that the tariff setting aims to ensure the economic-
financial balance of the concession contract and
a fair rate for consumers. Moreover, the correct
application of the tariff rules established by Aneel
is monitored by the regulatory agency, which
applies the methodology outlined in the Tariff
Regulation Procedures (Proret, in Portuguese)
and control mechanisms to track and validate the
involved amounts.
Copel is always attentive to the evolving discussions
promoted by Aneel with the public, through public
consultations and input gathering. Learning is
continuous, and the Company regularly participates
in discussions to ensure that any approved
changes or improvements to the methodology
are incorporated into its tariff projection and
monitoring processes.
Furthermore, although tariff setting is the
responsibility of the regulator, Copel has expressed
support — through public consultations and relevant
forums — for reducing subsidies related to mini- and
micro-distributed generation, aiming to lessen the
impact on other consumers.
The engagement of these stakeholders is crucial for
building a more equitable relationship. Copel DIS
has an active electricity consumer committee, which
provides feedback to Copel regarding stakeholder
perceptions of the tariff value, Aneel, and investors.
The submission of calculation memories related
to tariff processes to the committee is required by
Aneel under Proret. Copel Distribuição establishes
a regular agenda to discuss these matters with
committee members — tariff adjustments or
reviews are included in the agenda in detail, to clarify
the main impacts of the measure on consumers.
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Enhanced customer service
Copel Distribuição has been investing in
the modernization of customer service,
expanding access to its services through
digital platforms. In 2024, the Copel
website became the most used channel
by consumers, recording over 36 million
interactions, which accounted for 52% of
customer interactions. The mobile app
was the second most popular channel,
representing 32% of interactions.
To further enhance customer service, Copel
is implementing a new management system,
with an estimated investment of BRL 205
million and an implementation timeline of 30
months. This modernization will streamline
customer service processes, integrate various
channels, and expand the range of digital
services, improving customer experience.
Copel has been adopting
measures to facilitate payment
processes. In addition to the
QR Code already present on
electricity bills and the option
to pay by credit card, including
the ability to pay in installments,
the Company now also offers
payment via Pix, both in
printed and digital formats.
This new payment method has
gained popularity, becoming
the primary payment option
for electricity bills in Paraná.
As of January 2023, only 7%
of customers used Pix. The
percentage increased to 27%
in 2024.
Pix payment
option
The new system will be omnichannel,
allowing customers to start a request
for service on one channel and continue
it on another without losing any
information, ensuring greater efficiency
and convenience. This initiative is part of
Copel’s digital transformation, which aims
to provide faster, higher-quality, and more
innovative customer service.
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Residential disconnections
GRI G4-EU27, SASB IF-EU-240a.3
Disconnections due to non-payment at
Copel Distribuição are carried out after the
bill’s due date, with a regulatory period of 15
days for payment before service suspension.
If payment is made and no other issues
are present, the reconnection order is
automatically generated and executed as a
priority. In 2024, 75.6% of reconnections were
completed within 48 hours, ensuring greater
speed in restoring service.
To minimize the impact on consumers,
Copel is testing a new tool in partnership
with a startup that allows customers
to make payments via Pix during the
electrician’s visit, using a secure and fast
chatbot via WhatsApp, preventing service
suspension. The Company also employs
preventive measures before suspending
service, including billing reminders, email
notifications, and installment options.
Following the pandemic, an increase in
disconnections due to non-payment was
observed, highlighting the importance of
470,244
Less than 24 hours
5,449
73 hours to 96 Hours
20,201
24 hours to 48 Hours
16,372
49 hours to 72 Hours
9,897
97 hours to 1 week
501,518
Less than 48 hours
74,212
48 hours to 1 week
102,261
1 week to 1 Month
79,455
1 Month to 1 year
0
More than 1 year
99,733
More than a week
Number of customers who experienced residential disconnections due to non-payment,
according to the intervals provided below:
Expected time for reconnection after payment, according to the following intervals:
initiatives that make debt settlement easier
and offer alternatives to customers.
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Community safety
GRI 3-3 Material Topic: Community safety, 416-1, GRI G4 EU21
The topic of Community safety is linked to the
security of dams and reservoirs, as well as the
prevention and monitoring of accidents involving
the public and electric power. Identified as
one of the most significant issues in Copel’s
double materiality assessment, this topic has
been classified as a high priority for both the
Company and its stakeholders. This classification
results from the severity of the direct impacts
on business, especially on the operations of
subsidiaries, with an emphasis on the risks
associated with dams and the electricity grid.
As part of its commitment to safety and public
awareness, Copel actively participates in regional
fairs in the communities where it operates,
promoting educational actions aimed at
sustainability, energy efficiency, safety, and the
conscious use of energy and natural resources.
During these events, the Company distributes
informational materials and offers specialized
guidance, reinforcing its role in disseminating
best practices and preventing accidents.
Accidents involving the community represent
negative impacts resulting from business
activities or relationships. Given the risks
associated with its operations, Copel
adopts Occupational Safety and Health as a
fundamental principle, with structured policies
and standards in place to ensure the well-being
of its employees and the community.
These guidelines include the Occupational
Safety and Health Policy, which sets the primary
directives for occupational safety and health,
and the Sustainability Policy, which guides
the respect for Human Rights across Copel’s
sphere of influence, including its operations,
supply chain, and affected communities.
Safety initiatives follow the guidelines of the
Internal Accident and Harassment Prevention
Committee (CIPA, in Portuguese) and are
managed by the Segurança com a Comunidade
Working Group. This group is responsible for
coordinating community events, establishing
partnerships with businesses, trade unions,
and cooperatives, and promoting actions
through sectoral safety committees.
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Promotion of safety in power generation and transmission
GRI 3-3 Material Topic: Community safety, 416-1, G4 EU21
Dams are critical structures for the
generation of electric power, following
established construction standards in the
power sector. Their condition is monitored
throughout all phases of their lifecycle, from
design to operation.
In addition to the Dam Safety Plan and the
Emergency Action Plan (PSB and PAE, in
Portuguese, respectively), the dams managed
by Copel GeT comply with legal requirements.
Dam safety management is carried out
through these devices, along with continuous
monitoring of structures, including periodic
inspections, analysis of civil auscultation
instrumentation, and preventive and
corrective maintenance.
The PAE outlines emergency actions in the
event of incidents, ensuring a coordinated
and swift response; and as part of its
implementation, external drills were
conducted with the population in areas
potentially impacted by a dam failure. A
Communication Plan, validated by the
department responsible for disaster
response (Defesa Civil in Portuguese),
is developed to enhance transparency
and ensure a structured and efficient
communication. These drills provide vital
information to downstream communities,
providing them with comfort and safety.
In 2024, Copel achieved the goal of
implementing the PAEs at 100% of the
plants covered by dam safety legislation.
Drills were held at 50 PAE meeting
points with the community, involving the
coordinators of disaster response teams,
for 12 plants, with flood maps covering an
area of influence across 28 municipalities,
considering the Self-Evacuation Zones
(ZAS, in Portuguese).
Promotion of safety in power distribution
GRI 3-3 Material Topic: Community safety, 416-1, G4 EU25
The primary risks associated with Copel
DIS’s operations involve electric shocks and
other grid-related accidents. To mitigate such
impacts, the company continuously invests
in technology, educational campaigns, and
preventive initiatives.
One of its community-focused actions
is participation in Paraná Cidadão, a
government program in which Copel provides
guidance on sustainability, energy efficiency,
and electrical safety. These events feature
interactive tools, such as educational games,
making learning accessible for all age groups.
The Iluminando Gerações Program
complements these efforts by delivering
information on the safe use of electricity
to elementary school students and their
communities in municipalities served
by Copel. The initiative reinforces early
awareness by promoting best practices and
reducing risk (
see more on page 206).
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Risks can be reported and followed up
through the Health and Safety Portal, where
employees report critical events and propose
corrective actions.
Internally, the company maintains a
structured system for accident analysis
and prevention, led by the Occupational
Safety Department. Internal Accident and
Harassment Prevention Committees (CIPAs)
review incidents involving the workforce,
with findings communicated through Critical
Analysis Meetings (RACs; both acronyms
in Portuguese) and CIPAs meetings, where
implemented actions, indicator progress,
and safety and quality-of-life improvements
are discussed.
Copel DIS also adopts safety indicators and
sets specific goals to reduce the number of
accidents. In 2024, the number of accidents
reported was higher than in 2023: 50
accidents in 2024 compared to 24 in 2023.
The company continues to emphasize the
need to intensify educational campaigns
and improve safety processes, aiming at
mitigating incidents.
Community safety is also reinforced through
information campaigns on radio, TV, social
networks and printed materials distributed
at commercial establishments and events.
Booklets and leaflets are available on Copel's
website and at its service branches, covering
topics such as energy efficiency, safety and
environmental preservation.
To raise awareness, Copel organises events
such as National Energy Safety Week,
Community Safety Month and the Safe Energy
Campaign. Specific educational actions are
aimed at high-risk sectors, such as agriculture
and construction, through partnerships with
co-operatives and trade unions.
Number of injuries and fatalities to
the public involving company assets
35
24
50
2022
2023
2024
Number of fatalities
17
14
20
2022
2023
2024
Pending health and safety
legal cases
17
132
125
2022
2023
2024
Settled health and safety
legal cases
3
11
40
2022
2023
2024
Accidents involving the
community - severity rate
GRI G4 EU25
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Energia Segura (Safe Energy)
One of the key ongoing initiatives led
by the Occupational Safety team for
the general public is the Safe Energy
Campaign, which encompasses a
variety of initiatives such as lectures
for public school students, guidance
for construction workers, distribution
of materials through agricultural
supply stores, flyer distribution in
public areas, and promotion through
various media channels. This initiative
is part of a broader set of large-
scale events, including the National
Electrical Safety Week and the
Community Safety Month.
Sustainable sourcing
GRI 3-3 Material Topic: Sustainable sourcing, 204-1
Copel recognizes the importance of
transmitting its values to suppliers, as this
fosters stronger relationships that support the
sustainable development of its business.
To guide its suppliers and partners, the
Company provides the Supplier Manual and the
Code of Conduct, both specifically tailored to
this audience. The Manual is accompanied by
a statement of acknowledgment to be signed
by the supplier, while the Code of Conduct is
included as an annex to contracts and on the
Sustainability Portal.
In 2024, Copel enhanced its supplier
management processes by strengthening
integrity due diligence procedures and
modernizing procurement practices. The
Company has two internal policies — ”Rules
for Procurement and Contractual Processes
and Amendments” and the “Contracting
Regulations.” As part of this process, the
Company enhanced Background Checking
for suppliers, following established criteria.
This analysis aims to understand, assess,
and mitigate integrity risks in business
relationships with third parties (including
suppliers, service providers, consultants,
partners, intermediaries, and associates),
sponsorship recipients, and strategic
partners (in cases of merger, acquisition, and
restructuring procedures).
The Background Check focuses on verifying
corporate integrity aspects through public
databases — such as federal certificates,
outstanding debts with the Brazilian Institute
of Environment and Renewable Natural
Resources (Ibama), consultation with the
Ministry of Work and Employment (MTE;
all acronyms in Portuguese) regarding
contemporary slave labor — and Copel’s
internal databases.
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Another measure to promote
environmental and social
responsibility among suppliers is the
contractual requirement that they
establish and/or widely publicize
accessible reporting channels,
including Copel’s whistleblowing
channel. This practice helps identify
social, environmental and labor-
related irregularities during contract
execution. Contracts also include
explicit clauses prohibiting child labor
and sexual exploitation.
Copel has also begun implementing
the Coupa system, a procurement
platform aimed at automating and
modernizing supply and contracting
processes. This tool enhances efficiency,
competitiveness, and governance in
procurement, aligning with global best
practices. The system is being rolled out
gradually to ensure a structured and
efficient transition to a more dynamic
and strategic procurement model.
Supplier contracting is governed
by Copel’s Contracting Regulations,
which set forth the conditions, rules,
and procedures applicable to service
provision, procurement and leasing of
goods, asset disposal, sponsorships, and
execution of works.
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Supply chain
Copel’s supply chain is diversified to meet the
needs of electricity generation, transmission,
trading, and distribution operations,
including a wide range of suppliers, such as
manufacturers of materials, heavy machinery
providers, and contractors, among others. At
Copel Holding Company, the main supplier
categories include service providers and
administrative support services, such as
cleaning and maintenance, security, property
leasing, facility repairs and renovations,
consulting firms, and travel agencies.
Copel manages its supply chain based on
technical and operational criteria. The process
begins with the identification of procurement
needs by the business units, followed
by supplier screening and negotiations
conducted by the procurement department.
Before contracts are formalized, suppliers are
assessed and, in specific cases, prior approval
of the materials being purchased is required,
which may involve a technical inspection to
ensure compliance with required standards.
The level of requirement varies according
to the criticality of the service provided
and the involved value, with more stringent
requirements applied to strategic suppliers.
In 2024, the Company recorded the following
data for signed contracts and active suppliers:
Contracts with suppliers¹
Indicator
2021
2022
2023
2024
Number of contracts signed¹ ²
2,025
1,591
1,575
1,458
Number of contracts signed
with locally-based suppliers¹ ³
1,254
1,090
1,023
931
Number of suppliers with
contracts in force4
3,116
3,117
3,053
2,805
¹ There are cases of suppliers who do not require a contract to be drawn up. Smaller purchases, for example. Considering all of
them, regardless of whether they require a contract, Copel had 7,373 suppliers in 2024.
² Total terms of type 0 (creation of a new supply contract) with a signature date in the reference year.
³ Considered as local suppliers: for Holding, DIS, COM, SER and Telecom (until 2021), suppliers with CNPJs in PR; and for GeT and
SPEs, suppliers with CNPJs in MT, PR, RN, SC and SP.
4 Contracts for material and/or service supply that were in force for at least part of the reporting year.
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Most of Copel’s suppliers are located in Southern Brazil, where the
company’s headquarters is based. The Company has suppliers in
all Brazilian regions and abroad, as shown in the chart:
Total number of unique suppliers by region¹
5,182
South
1,200
Southeast
721
Northeast
212
Central-West
32
North
26
Abroad
In 2024, contracts were signed
with 931 local suppliers,
representing 63.85% of the
total of contracts with Copel's
suppliers. Local suppliers include:
suppliers incorporated in the
state of Paraná (PR) for Copel
Holding, DIS, COM, and SER,
and suppliers incorporated in
the states of Mato Grosso (MT),
Paraná (PR), Rio Grande do Norte
(RN), Santa Catarina (SC), and São
Paulo (SP) for Copel GeT. The total
value of contracts signed with
local suppliers in 2024 increased
by about 93% compared to the
previous year.
1 The total number of suppliers in this infographic takes into account all of Copel's suppliers,
regardless of the need for a contract, which is dispensable in the case of small purchases,
for example.
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The table below shows total contract values (in BRL) and specific values of contracts with local suppliers over the past four years.
Value of contracts with suppliers (BRL)
Category
2021
2022
2023
2024
Total value of contracts signed¹
3,683,835,787.31
2,318,254,866.60
2,646,691,424.51
4,618,296,388.42
Total value of contracts signed with locally-based
suppliers¹ ²
2,354,535,399.42
1,285,804,502.06
1,433,202,292.50
2,761,669,302.55
¹ Header value of contracts with signature date of amendment type ‘0’ in the reference year.
² Local suppliers include: for Copel Holding, DIS, COM, SER and Telecom (until 2021), considers suppliers incorporated in the state of Paraná (PR); for GeT and SPEs, suppliers incorporated in the
states of Mato Grosso (MT), Paraná (PR), Rio Grande do Norte (RN), Santa Catarina (SC), and São Paulo (SP).
Percentage of spending on locally-based suppliers | GRI 204-1
Category
2022
2023
2024
Copel Holding Company
34.6%
35.7%
43.2%
Copel Distribuição
18.6%
22.6%
19.5%
Copel Geração e Transmissão
71.3%
57.4%
53.7%
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Supplier performance
To ensure the quality and compliance of the services
and materials provided to Copel, suppliers are
constantly monitored. Responsibility for this oversight
lies with the contract’s technical management area,
the contract manager, contract inspectors, and
operational inspectors, supported by the Supplier
Management department. In cases of non-compliance
with legal or contractual requirements, the
management area assesses the situation and, when
applicable, imposes the penalties determined in the
contract. Depending on the severity of the event, the
contract may be terminated.
The Supplier Performance Index (IDF, in Portuguese)
is the device Copel uses to measure specific criteria
related to contract execution, covering both service and
material suppliers from Copel GeT, as well as strategic
suppliers from Copel DIS. The IDF takes into account
key aspects that ensure the efficiency and quality
of services delivered, while also strengthening the
relationship between the Company and its supply chain.
Such continuous monitoring allows for the identification
of improvement opportunities, mitigates operational
risks, and improves the reliability of business partners,
aligning them with the Company’s technical, regulatory,
and governance standards.
IDF Breakdown – Criteria:
The IDF helps Copel in monitoring and understanding the status of its
suppliers, serving as a key input for providing feedback, conducting meetings,
and identifying necessary actions in collaboration with them. As an incentive,
suppliers of strategic categories who achieve the highest IDF scores are
recognized at Copel DIS’s annual Copel Supplier Awards and through the
“Supplier Certification” event conducted by Copel GeT.
Copel GeT’s
Materials and
Services
Social and
environmental
Health and safety
Competence and
commitment
Compliance with
requirements
Copel DIS’s
Materials
Quality
Timeliness
Supplier
Records
Copel DIS’s Services
Occupational Safety
Service Unit Production
Sustainable Management
Contractual Compliance
Timely Delivery of
Services
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IDF (DIS)
81.63
79.70
2023
2024
IDF (GeT)
90.9
90.54
2023
2024
Below are the IDF results for suppliers:
The supplier performance is
assessed based on the Lost-Time
Injury Frequency Rate (LTIFR),
which is specific for contractors,
as shown in the table below:
Lost-Time Injury Frequency Rate (LTIFR) — Contractors
Categoria
2022
2023
2024
COM
0
0
0
DIS
5.87
5.57
4.39
GeT
12.51
6.77
4.55
Holding
0
0
0.4
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Recognition – Copel Supplier Awards (Copel DIS) and Supplier Certification (Copel GeT)
To foster ESG initiatives, Copel DIS has two notable categories: Management & Sustainability and Occupational Safety. Copel GeT, in turn,
incorporates sustainability-related items into its IDF evaluation criteria.
Supplier development
To promote best practices across its
supply chain, Copel offers training
sessions, manuals, lectures, seminars,
and meetings focused on key ESG
topics, such as the Human Rights guide
and an event on Anti-Corruption, for
supplier development.
Suppliers can access training programs
made available by Copel on the
Supplier Training website, among which
the following stand out:
Supplier compliance;
Anti-Corruption: a joint effort;
Leadership Development;
LGPD and impact on contracts and
suppliers;
Information security in daily operations;
INOVAR! A look into the future of your
business;
Innovating and creating value together;
A conversation on sustainability (Human
Rights and Climate Change);
ESG, SDGs, and Sustainability;
ESG Practices;
Climate change;
Mitigating impacts on natural habitats;
Biodiversity;
Human rights and diversity;
Violence against women;
Occupational Safety; and
Web series: The energy of sustainability.
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To improve supplier training, in 2024, Copel
launched the Safety Onboarding e-learning
program. This training, which complements
the in-person onboarding sessions conducted
by safety technicians, aims to ensure that new
workers understand and apply the Company’s
safety standards in their work environments.
In 2024, a total of
3,988
contractors completed the Safety
Onboarding e-learning course.
Environmental and social impacts on the supply chain
GRI 3-3 Material Topic: Sustainable sourcing
The Company is attentive to the environmental
and social impacts of its supply chain and
adopts a preventive approach to eliminate or
mitigate situations that could result in harm to
its brand, image, and reputation, loss of market
share and competitiveness, or legal action
involving joint civil and/or criminal liability.
Accordingly, regarding the supplier contracting
phase, requirements are more stringent if
the object of the provision involves a higher
value, or when the contracting falls under an
exceptional category.
Within the scope of each contract, Copel
implements measures aimed at preventing
or mitigating potential negative impacts.
Mechanisms that can support learning
include supplier satisfaction assessments and
the conduct of audits. The measures outlined
in the Company’s policies are grounded in
applicable legislation, related regulations and
evaluating supplier satisfaction, with the aim
of achieving the best market practices.
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Protective instruments
Throughout the supply chain management
process, protective instruments are adopted
with the purpose of mitigating exposure to
these risks:
In the supplier qualification assessment
phase, Copel verifies whether the company
meets the requirements established for
the process in question and whether it
has a compromised reputation, through
background checks.
When registering or participating in a
contracting process, Copel’s suppliers
must acknowledge a statement of social
responsibility, affirming that:
a) for the purposes of Article 7,
Item XXXIII of the Brazilian Federal
Constitution, they do not employ
individuals under eighteen years of age
in night shifts, hazardous, or unhealthy
conditions, and do not employ
individuals under sixteen years of age
for any work, except as apprentices
from fourteen years of age;
b) they do not adopt labor relations
that constitute forced or slave labor, as
provided for in Law 9,777 of December
30, 1998, Law 10,803 of December 11,
2003, and Federal Complementary Law
75 of May 20, 1993;
c) they respect human rights and do
not tolerate any form of discrimination,
complying with labor obligations and
ensuring decent working conditions
for employees;
d) they do not adopt environmentally
harmful practices, conducting
their activities in accordance with
environmental legal, regulatory, and
administrative acts issued by federal,
state, and local authorities, including
but not limited to compliance with
Law 6,938/81 (Brazilian National
Environmental Policy) and Law
12,305/10 (Brazilian National Solid
Waste Policy).
Contractual requirements are
established covering labor obligations,
occupational safety and health, applicable
environmental provisions, prohibition of
slave labor, waste management (when
applicable), and other provisions related
to social and environmental responsibility.
After the contract is signed, Copel’s
contract manager becomes responsible
for monitoring and inspecting compliance
with the Company’s requirements with
the support of inspectors. In the event
of non-compliance, penalties may be
applied, including contract termination,
depending on the severity, impacts, and
consequences of the contractual violation.
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Definition of criteria/
requirements for
contracting
Contract management
Is execution in accordance with
the contract specifications?
Background check
— analysis of the
applicant’s integrity
aspects
Review of the
applicant’s documents
according to required
criteria
Yes: monitoring
continues and, if
performance is high
and the supplier is in
a strategic category,
they may be awarded/
certified
No: possibility
of Contract
Termination.
At DIS, low
performance may
impact future
contracting
No: penalties and
Action plan
Has performance
improved?
Awards and
Certification
Code of Conduct
Supplier Manual
Booklets
Supplier Onboarding
Meeting
Training
Identification, monitoring, and mitigation of human
rights risks in the supply chain
GRI 408-1, 409-1, 410-1
ESG criteria for suppliers
Copel has procedures in place for classifying and assessing
its activities and those of its suppliers regarding risks of
human rights violation. To guide the human rights risk
classification, the Company provides the
Corporate
Manual for Identification and Prioritization of Human Rights
Risks, featuring an internally developed methodology that
allows for the identification of critical activities and suppliers
in terms of human rights, that is, those that represent
higher risk of violation based on the characteristics and
nature of their operations.
Copel’s assessment and Due Diligence rules are outlined
in the Human Rights – Protection and Diligence internal
policy. The document mandates periodic inspections
within the supply chain to ensure working conditions meet
Human Rights preservation standards, including a supplier
inspection questionnaire. In addition to the provided for
inspections, Copel monitors compliance with labor laws
through periodic document inspections, ensuring that its
suppliers fully meet legal requirements during the execution
of contracts.
Contractual
clauses
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If issues related to human rights are identified,
Copel’s internal policy sets forth that the
responsible department — whether the
contracting party or the supplying company
— must prepare and execute a remediation
plan with measures to halt such situation and
address the affected parties, promptly limiting
the extent of damages to minimize losses
to the community or other stakeholders as
much as possible. Depending on the severity
of the violation, the supplier’s contract may be
terminated, and the relevant legal authorities
are notified.
The Company acknowledges that it may be
exposed to labor and occupational safety
risks and, therefore, has a series of guidelines,
standards, procedures, and measures in place
to prevent and mitigate them.
The Company’s suppliers are required to adhere
to Copel’s Code of Conduct and undergo
evaluation for their criticality in terms of human
rights. Based on Copel’s Manual, bush-cleaning
and construction contracts are found to be
critical in terms of human rights among the
Company’s direct suppliers. In such cases,
safety inspections were carried out more
frequently, and included specific human rights
criteria in the evaluations.
Contracts executed by the Company include
the requirement to comply with current
labor legislation, as well as the requirement
for contracted companies to be familiar
with and adhere to Copel’s Sustainability
Policy. Contractual guidelines include the
prohibition of employing individuals under
the age of 18 in night shifts, hazardous,
To prevent and mitigate risks across its supply chain, Copel has established
guidelines, standards, and procedures - including the adoption of its
Corporate Manual for Human Rights Risk Identification and Prioritization.
This framework enables the identification of critical activities and high-
risk suppliers
or unhealthy activities, and of employing
individuals under 16 for any work, except as
apprentices starting at the age of 14.
For service suppliers with contractors, Copel
holds an Onboarding Meeting. During such
meeting, contractors receive guidance on
safety and health, the Code of Conduct, and
other important information necessary for
the proper performance of the contract.
In operations that require temporary
accommodation for workers, especially
in rural areas for project development,
the Company adopts measures to ensure
dignified working conditions. Acknowledging
the inherent risks of these activities, Copel
seeks to prevent any situation that could be
categorized as forced or slave labor.
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Highlights and progress in Supplier
Management in 2024
Implementation of the new Procurement Portal,
providing an integrated, user-friendly system for
suppliers, facilitating the contracting process;
Increased use by suppliers of the procedure
to submit invoices directly via the PFN (portal
used by the supplier, which includes the status
of their registration, contract information and
negotiations), simplifying and improving the
relationship with partners;
Simplification of the registration process,
including data required for micro-enterprises
(MEI, in Portuguese);
Optimization of the tax review process for
invoices, improving efficiency and enhancing
supplier relationships.
Labor aspects and supplier evaluations
Copel ensures compliance with
labor legislation and the safety of
workers involved in its operations.
Service suppliers with contractors
attend onboarding meetings and are
required to provide comprehensive
documentation, such as employee
list, occupational health certificates,
registration forms, and other
documentation mandated by the
Regional Labor Office. The Company’s
contracts include clauses ensuring
compliance with labor laws and respect
for the freedom of association.
In 2024, no confirmed reports of
violations related to these aspects
were recorded.
Within Copel Distribuição, about
29,000 inspections were conducted
on its suppliers, identifying 3,864
cases of potential negative social
impacts, primarily related to
occupational safety risks. All these
occupational safety-related deviations
were duly corrected.
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People management
GRI 3-3 Material Topic: People management
People Management is a material topic for
Copel, monitored, measured, and managed
through the Strategic Management System
(SGE, in Portuguese), under the framework
of the People Management Policy and the
Sustainability Policy. The topic encompasses
labor practices, corporate education for all
hierarchical levels, employee engagement,
relations with trade unions, and, in the
current context, processes related to Copel’s
transition to a corporation.
The Company’s guidelines on the topic are
outlined in the People Management Policy
and further detailed in internal regulations.
To assist the Board of Directors in this
area, there is the People Committee (CDG,
in Portuguese) (
read more on page 80).
In 2024, the CDG played an important
role in strategic decision-making and in
addressing the challenges of Copel’s cultural
transformation with great efficiency.
As an initial part of such transformation,
the Company has invested in leadership
development through training and
mentoring, with the purpose of ensuring
proper succession and strong leadership
in key positions. The positive impacts of
the current context include faster hiring
processes and Copel’s benefits package.
On the other hand, the Company
identified negative impacts such as the
loss of knowledge and experience due
to terminations under the Voluntary
Redundancy Program, as well as challenges
related to employee engagement.
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Current workforce
GRI 2-30, 402-1
Copel is undergoing a cultural
transformation driven by its
recent transition from a state-
owned company to a corporation.
This process, called Novo Jeito
de Ser Copel (“New Way of
Being Copel”) (
read more
on page 256), is not merely
an organizational change, but
a long-term journey involving
restructuring.
The cultural transformation is
based on three fundamental
pillars: focus on results; ownership
mindset; and a more meritocratic
model. The intention is to promote
an organizational culture that
values employee performance
and commitment to strategic
Specialized
technical staff
16 years
of average
in-house
time
44 years
old on
average
70%
hold a university degree or
postgraduate qualifications (including
master’s and doctoral degrees)
Strong
knowledge
of the business
and the Company
goals. The new organizational
structure, currently under
development, seeks to reduce
hierarchies and increase employee
access to leadership, allowing
for a more agile, collaborative,
and transparent environment,
as well as allowing teams greater
autonomy and active participation
in strategic decisions.
This transition has required
greater investment in internal
communication, making it faster
and more effective, with the
objective of engaging employees
and reducing potential resistance.
The Company acknowledges
that this is an ongoing journey
and that adapting to this new
management model requires
time, effort, and engagement
from those involved.
It is worth highlighting the
transparent and structured
communication with employees
and trade union representatives.
The Company develops a change
management plan for significant
changes in the organizational
structure, which includes prior
communication to those impacted.
An example of this commitment
is the clause in the Collective
Bargaining Agreement regarding
the maintenance of sponsorship
for Copel Foundation, in which
Copel commits to informing the
interested parties at least three
years in advance in the event of
any changes related to the theme.
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Gender
2022
2023
2024
Full-time
Part-time
Full-time
Part-time
Full-time
Part-time
Full-time
Part-time
Full-time
Women
1,267
1
1,268
1,255
2
1,257
961
0
961
Men
4,605
2
4,607
4,544
3
4,547
3,426
2
3,428
Total
5,872
3
5,875
5,799
5
5,804
4,387
2
4,389
¹ Copel does not employ temporary workers or staff without guaranteed working hours.
² Full-time was considered a working schedule of 6 or 8 hours a day (over 30 hours a week), and part-time was considered 4 hours a day (fewer than 30 hours a week).
³ Employees include both general employees and managers.
The data refer to December 31, 2024.
Region
2022
2023
2024
Full-time
Part-time
Full-time
Part-time
Full-time
Part-time
Full-time
Part-time
Full-time
Northeast
14
0
14
7
0
7
23
0
23
Midwest
37
0
37
7
0
7
26
0
26
Southeast
18
0
18
12
0
12
15
0
15
South
5,803
3
5,806
5,773
5
5,778
4,323
2
4,325
Total
5,872
3
5,875
5,799
5
5,804
4,387
2
4,389
¹ Copel does not employ temporary workers or staff without guaranteed working hours.
² Full-time was considered a working schedule of 6 or 8 hours a day (over 30 hours a week) and part-time was considered 4 hours a day (fewer than 30 hours a week).
Employees by gender and region¹ ² ³ | GRI 2-7
Employees by working hours, employment contract and region¹ ² | GRI 2-7
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For the analysis of working hours, Copel classified as part-time those
employees with a working schedule shorter than 30 hours a week;
all others were classified as full-time. The calculation includes both
employees and managers, grouped under the category “employees.”
The figures presented reflect the Company’s workforce structure as of
December 31, 2024, covering the total number of permanent employees,
regardless of work schedule (part-time or full-time). All employees are
covered by collective bargaining agreements.
Most of the terminations under the Voluntary Redundancy Program
(PDV, in Portuguese) took place in August 2024, affecting the
composition of the workforce.
Below are the data on contractors:
Number of contractors by region1 2 | GRI 2-8
Region
2024
South
11,336
Southeast
47
Midwest
13
Northeast
322
North
0
Total
11,718
1 There was an increase of about 3,010 contractors between 2023 and 2024.
2 Outsourced workers allocated to Copel Holding and its wholly-owned subsidiaries were
taken into account.
Number of contractors by employee category (Copel
standard) 1 | GRI 2-8
Gender
Secondary-
level technical
workers
Secondary-
level
workers
University-
level
workers
Total
Women
14
1,586
40
1,640
Men
136
9,616
321
10,073
Other
genders
1
4
0
5
Total
151
11,206
361
11,718
1 Outsourced workers allocated to Copel Holding and its wholly-owned subsidiaries were taken
into account.
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Career plan
When discussing the career plan, the Company
proposes a model that is less linear and more
competency-based, emphasizing the importance
of continuous learning. In this model, the
responsibility for professional development
is shared between the employee and the
organization. Employees are encouraged to
define their career aspirations and seek the
qualifications needed to achieve their goals,
The career plan is competency-
based, encouraging employees to
pursue the necessary qualifications
to achieve their professional goals.
while the Company fosters open career-
related dialogue and communicates
opportunities broadly and transparently.
One of the ways to encourage employee
ownership of their career development
is through the mobility program, which
aims to offer internal opportunities before
posting vacancies to external candidates.
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Benefits
The
benefits package offered by Copel, a key element in its talent attraction and retention strategy, remains a differentiating factor following its
transition to a corporation. It is worth noting that its design followed best practices and market benchmarks, while aligning with the specific characteristics
of the business. Moreover, the compensation and benefits package reinforces the Company’s meritocracy and employee recognition strategy.
The remuneration and benefits package is structured to meet the needs of own employees:
Benefits | GRI 401-2, 403-6
Type
Name of benefit
Description
Healthcare
Healthcare Plan
Through Copel Foundation, Copel offers all employees the option to enroll in the Healthcare Plan. A distinguishing feature
of the plan is its broad coverage. The Company covers part of the monthly premium, in accordance with the policy in effect
on the employee’s date of hire. The plan includes medical, hospital, and dental care, as well as urgent and emergency
services available in different states through reciprocal agreements.
Medical leave support
Copel employees are entitled to 12 hours per year for accompanying family members to medical appointments.
Additionally, they may use up to 40 hours annually to accompany registered first-degree relatives during hospitalization,
surgery, or home recovery, with no need for time compensation.
Breastfeeding rooms
Copel maintains breastfeeding support rooms at seven facilities, providing employees with a comfortable, private, and
secure space to store breast milk. This initiative is part of the Bem Gestar Program and the Working Mothers Who
Breastfeed strategy, and is certified by the Ministry of Health. These rooms encourage continued breastfeeding after
employees return to work, aligning with the Sustainable Development Goals (SDGs), particularly in the areas of gender
equality and child health.
PlenaMente
Copel promotes mental health initiatives for employees through workshops and learning tracks that address emotional
balance and well-being. The Company also provides an emergency support channel and specialized counseling in legal,
financial, nutritional, and social matters for employees and their registered dependents.
Primary Health Care
Primary health care units are available in key locations and serve as the place where employees can undergo primary
and periodic health exams focused on prevention, as well as receive preventive dental care. This benefit extends to family
members and does not charge co-payments.
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Benefits | GRI 401-2, 403-6
Type
Name of benefit
Description
Financial
Profit Sharing Program
(PLR, in Portuguese)
The practice of distributing a percentage of profits to employees on an annual basis, based on a specific agreement
between Copel and Labor Unions.
Copel Performance
Bonus (PPD, in
Portuguese) (variable
compensation)
An annual variable compensation program designed to reinforce and recognize outstanding results at different
organizational levels of the Company (Executive Board, superintendencies, departments, and divisions). The bonus is
contingent upon the achievement of goals established for the cycle.
13th salary advance
payment
In January, employees receive in advance the first installment of the 13th salary, corresponding to 50% of their compensation.
Beginning in 2026, in line with market practices, this first installment will be paid either at the time of vacation or in November.
Vacation advance
When scheduling vacation, employees may choose to receive a vacation advance. This benefit corresponds to one month’s
compensation, and the repayment of this amount will be deducted from the payroll in up to 10 monthly pays.
Minimum vacation pay
One-third of the employee’s compensation, granted as the constitutional vacation bonus, has a fixed minimum amount
established in the Collective Bargaining Agreement (ACT, in Portuguese).
Food
Meal and food vouchers
Employees receive a monthly meal/food allowance, with the flexibility to allocate the amount between food and/or meal
categories. The amount is negotiated through a collective bargaining agreement.
Snack voucher
Employees receive a monthly snack voucher, which can be divided between food and meal cards, according to their
preference. For employees who work a daily shift of 4 hours, the amount remains the same.
Private
pension
Supplementary private
pension plan
Through the Copel Foundation, the Company offers a supplementary private pension plan, allowing employees to build a
financial reserve throughout their careers. Copel contributes in the same proportion as the employee’s contribution, up
to a limit of 4% of the salary. Additional contributions can be made without a contribution from the Company, and upon
retirement, the accumulated reserve is converted into a lifetime monthly benefit, calculated based on the accumulated
amount. On the Copel Foundation’s website, employees can simulate their future benefit based on their current contribution.
Pension education
The Redefinindo Valores Program provides guidance on financial planning and the transition to retirement, while the
Retirement Preparation Program (PPA, in Portuguese), active since 1979, offers lectures on pension education, financial
management, entrepreneurship, and quality of life.
Disability
and invalidity
assistance
Program for people
with disabilities
Copel has a professional rehabilitation program that adapts the tasks of employees with limitations or a permanent
reduction in their work capacity and provides assistance for people with disabilities, reimbursing 50% of the cost
incurred in acquiring orthotics and prosthetics for employees. For dependents, a monthly amount is deducted from the
employee’s payroll.
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Benefits | GRI 401-2, 403-6
Type
Name of benefit
Description
Parental
leave
Parental leave
Copel grants an extension of maternity leave for 60 days, in addition to the 120 days determined by law, and allows for a
reduction in working hours to 6 hours a day for additional 60 days, without salary impact, to encourage breastfeeding. Paternity
leave may be extended from 5 to 20 consecutive days, offering greater support to the family during the post-birth period.
Education
Education assistance
A program that promotes personal and professional development, reimbursing up to 70% of the tuition fees for post-
secondary, undergraduate, or graduate courses.
Sports
Atuba Run
An annual event offered to all employees to promote health, well-being, and sportsmanship. In its 21st edition, held in
December 2024, the event brought together over 400 participants, including runners and walkers.
Other
Social name
At Copel, transgender individuals may request the use of their social name on badges, emails, and internal documents,
with the goal of creating a more inclusive and respectful work environment. This initiative is part of the corporate diversity
program, promoting cultural progress and aligning with the Sustainable Development Goals (SDGs), particularly in gender
equality and emotional well-being.
Daycare allowance
Copel offers daycare allowance to employees who have custody of children between the ages of 7 and 72 months.
The amounts are negotiated and established in the collective bargaining agreement, and reimbursement is made monthly
through payroll.
Flexible working hours
benefits
Copel offers benefits that allow for flexible working hours, promoting a balance between professional and personal life. These
practices include a reduced work week of 40 hours, flexible hours, a time bank, and the possibility of adjusting the work
schedule for employees who are students or teachers, ensuring greater autonomy and well-being.
Part-time work option
(reduced hours)
The standard 8-hour workday may be reduced to 6 hours upon employee request, subject to justification and approval by
the Executive Board. This benefit entails a proportional reduction in salary.
Remote work
Copel’s Remote Work Program promotes employee well-being and work-life balance by offering two options: hybrid home
office with up to four in-office days and one remote day per week, and occasional remote work, for specific situations
agreed upon with management. Participation is voluntary and adapted to the needs of each department and activity.
Currently, 75% of roles are eligible for the program.
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Regarding the supplementary private
pension plan, Copel has a structured system
in place designed to encourage employees’
long-term financial security. employees,
whose contribution percentage is limited to
10 Pension Units (UP, in Portuguese), with
deductions ranging from 2% to 4% (a 12%
deduction applies to any amounts exceeding
the first tier of the Actual Salary Base).
Participation in the pension plans is high,
with a 99.16% participation rate, reflecting
Copel’s commitment to providing benefits
that ensure the long-term financial stability of
its employees. GRI 201-3
In 2024, the employee
return rate after
parental leave at
Copel was 100% in
both cases.
Parental leave | GRI 401-3
Category
2022
2023
2024
Men
Women
Men
Women
Men
Women
Employees entitled to parental leave
4,607
1,268
4,547
1,257
3,428
961
Employees that took parental leave
163
55
124
40
102
39
Employees that returned to work in the reporting period after
parental leave ended
163
55
121
31
102
39
Employees that returned to work after parental leave ended
that were still employed 12 months after their return to work
157
50
121
31
100
39
Return to work rate
100%
100%
97.6%
77.5%
100%
100%
Retention rate
96.3%
90.9%
100%
100%
98.0%
100%
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New Way of Being Copel
The New Way of Being Copel
reflects the Company’s
cultural transformation — an
ongoing, long-term journey in
response to its transition to a
corporation. This process aims
to promote organizational
change, focusing on
integrating departments,
reducing segmentation,
and consolidating a unified
company vision.
As part of the ongoing
organizational redesign, the
Company is reviewing all structures
to achieve greater fluidity, synergy,
and intelligence in its processes.
In 2025, new organizational
structures will be implemented,
including more modern career
formats such as specialized
career paths, and a less
hierarchical structure that allows
for closer interaction between
teams and senior leadership.
Copel is redefining its employee
value proposition, shifting from a
traditional focus on job stability
to new financial and non-financial
incentives and recognition
opportunities, aligned with the
Organization’s new reality.
1,438
beneficiary
employees
26 anos
average in-
house time
1/3
retired or to
retire within
5 years
56 years
average age
job transitions over
the last months
hours of training by
Unicopel
New career
perspectives
New organizational structure
with a revised career design
Performance
review model that
recognizes distinct
performances
˜1,000
143,000+
Less hierarchical
structure
Revised
job titles
New career
formats
Leaders who inspire
the “new way of
being Copel”
Voluntary Redundancy
Program
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The Voluntary Redundancy Program (PDV, in
Portuguese) was one of Copel’s key initiatives
during the period, involving 1,438 employees,
or 25% of the total workforce. The program
— formally established through a Collective
Bargaining Agreement with labor unions —
involved selection criteria and a preparation plan
that included succession planning, knowledge
transfer, and process review. Implementation was
carried out in phases, with most terminations
taking place in August 2024. Exceptionally, some
departures were scheduled through 2025 in the
case of critical positions that required additional
planning. One-third of PDV participants were either
retirees or individuals approaching retirement.
To ensure a safe transition, a systematic
knowledge transfer plan was developed for all
PDV participants. This process, jointly conducted
by managers and employees, used a platform to
formalize and track the development of successors.
Critical and leadership positions received special
attention, with oversight and monitoring by the
Statutory Audit Committee.
One of the main strategies adopted was
outsourcing in operational areas, combined with
valuing the internal workforce. An example is the
outsourcing of electrician positions, allowing these
professionals to take on technical roles, replacing
employees who left through the PDV. As a result,
more than 500 positions were opened for internal
transition in 2024, promoting opportunities for
development and reassignment, which brought
new prospects for many employees.
The PDV process presented challenges, such
as knowledge management and the difficulty of
quickly filling critical positions. As established in the
Collective Bargaining Agreement, Copel plans new
editions of the PDV until 2027, aligning the interests
of employees and the Company.
The Voluntary Dismissal Program (PDV) was one of the main initiatives Copel
in the period, covering 1,438 employees, or 25% of the total workforce.
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Diversity and inclusion
Copel is committed to promoting diversity and
inclusion, with clear equity guidelines in its
people management policy. Copel also upholds
public commitments that reinforce its actions
on this front, including the UN Global Compact,
the Federal Government’s Gender and Race
Pro-Equity Program, and the UN’s Women’s
Empowerment Principles (WEPs). Copel is part
of initiatives such as the Inclusion Pact for Black
Workers in the Labor Market promoted by the
Labor Prosecution Office of Paraná (MPT/PR, in
Portuguese), and the Sustainable Development
Goals (SDGs) Brazil – Nós Podemos Paraná.
In 2024, the Company intensified its efforts
to increase representation in leadership roles
and ensure the inclusion of underrepresented
groups, advancing its commitment to increase
female representation in senior management
positions by 40%1.
This progress was driven by Company policies
aimed at raising the level of discussion around
people and diversity. To strengthen this
agenda, the topic is addressed in different
forums, each with specific responsibilities:
People Committee, a strategic body composed
of board members, responsible for advising the
Board of Directors; Diversity Committee, made
up of heads from different business areas,
focused on guiding diversity-related events and
programs; People Management Department,
directly involved in formulating and executing
strategies and processes related to the topic.
This structure reinforces Copel’s commitment
to inclusion and the appreciation of diversity at
all organizational levels.
The inclusion of women, People with
Disabilities, Black individuals, LGBTQIA+
individuals, and people from different cultural
backgrounds is a priority for the Company.
Copel already implements several inclusion
practices for People with Disabilities, ensuring
that its physical, digital, and regulatory
structures are accessible and inclusive. However,
as a state-owned company, Copel faced for
many years the limitation of expanding the
number of People with Disabilities in the
workforce due to the requirement for entry
exclusively through civil service exams.
1 The 40% increase refers to the number of women in senior
management in the year the target was set.
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With its transition to a corporation,
this restriction was lifted, allowing for
diversified entry processes. A recruitment
and selection process is currently being
developed to include criteria aimed
at increasing the hiring of people with
disabilities, along with a plan to accelerate
their integration into the workforce. While
legal requirements reinforce this planning,
what is most relevant is that Copel already
has directives committed to inclusion. This
not only facilitates the expansion of such
practices but also supports the structural
changes required within the private
market context.
As part of the Company’s Diversity Program,
which includes both direct employees and
contractors, structured actions are promoted
to increase equity and ensure a safe, healthy,
and respectful corporate environment.
Resources for these initiatives are allocated
annually by Copel Holding Company and its
subsidiaries and are reviewed and improved
with each cycle.
Copel believes that all diversity and inclusion
fronts represent opportunities and it is
committed to implementing structural and
cultural changes to increase representation
and create a more inclusive environment.
Among preventive measures against
discrimination, such as educational actions on
equity in workplace relations, the Company
has open channels for reporting acts that are
inconsistent with the conduct expected from
its employees and leadership. These efforts
are further supported by meetings of the
Diversity Committee, structured personnel
admission processes, and ongoing training.
To promote a safe and healthy
environment for all, 2024
saw mandatory trainings on
psychological harassment
(moral), sexual harassment,
and workplace respect for full-
time employees and interns,
achieving 98% participation
across this group.
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Percentage of members of governance bodies¹ | GRI 405-1
Executive
Board
Board of
Directors
Fiscal
Council
Statutory
committees²
2022
Gender
Total
%
Total
%
Total
%
Total
%
Men
6
86.0%
8
88.9%
5
83.3%
16
94.1%
Women
1
14.0%
1
11.1%
1
16.7%
1
5.9%
Age group
Total
%
Total
%
Total
%
Total
%
Under 30
years old
0
0.0%
0
0.0%
0
0.0%
0
0.0%
30 - 50 years
old
5
71.0%
4
44.0%
1
20.0%
6
35.3%
Over 50
years old
2
29.0%
5
56.0%
4
80.0%
11
64.7%
Per vulnerable
group
Total
%
Total
%
Total
%
Total
%
Black
0
0.0%
1
11.0%
0
0.0%
1
7.0%
People with
disabilities
0
0.0%
0
0.0%
0
0.0%
0
0.0%
LGBTQIA+
0
0.0%
0
0.0%
0
0.0%
0
0.0%
Indigenous
people
0
0.0%
0
0.0%
0
0.0%
0
0.0%
Percentage of members of governance bodies¹ | GRI 405-1
Executive
Board
Board of
Directors
Fiscal
Council
Statutory
committees²
2023
Gender
Total
%
Total
%
Total
%
Total
%
Men
6
86.0%
8
88.9%
4
80.0%
9
81.8%
Women
1
14.0%
1
11.1%
1
20.0%
2
18.2%
Age group
Total
%
Total
%
Total
%
Total
%
Under 30 years
old
0
0.0%
0
0.0%
0
0.0%
0
0.0%
30 - 50 years
old
5
71.0%
1
11.0%
1
20.0%
2
18.2%
Over 50 years
old
2
29.0%
8
89.0%
4
80.0%
9
81.8%
Per vulnerable
group
Total
%
Total
%
Total
%
Total
%
Black
1
7.0%
3
19.0%
0
0.0%
1
10.0%
People with
disabilities
0
0.0%
0
0.0%
0
0.0%
0
0.0%
LGBTQIA+
0
0.0%
0
11.1%
0
0.0%
0
0.0%
Indigenous
people
0
0.0%
0
0.0%
0
0.0%
0
0.0%
In terms of diversity, there is one woman on the Board of Directors, one self-declared LGBTQIA+ member and two self-declared black members.
The average age was 56.
¹ The data on race, gender and sexual orientation was taken from the D&O Questionnaire on Form 20F. The reference date for the information is December 31st, 2024.
² The Statutory committees category covers the following committees: Statutory Audit Committee, Investment and Innovation Committee, Sustainable Development Committee and People Committee.
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Percentage of employees by employee category and
gender¹ | GRI 405-1
Employee category
Gender
2022
2023
2024
Secondary-level technical
employees
Men
93.0%
93.0%
93.3%
Women
7.0%
7.0%
6.7%
Secondary-level
employees
Men
73.5%
74.2%
73.4%
Women
26.5%
25.8%
26.6%
University-level
employees
Men
73.6%
72.2%
70.5%
Women
26.4%
27.8%
29.5%
Operational staff
Men
100%
100%
-
Women
0.0%
0.0%
-
Total
Men
78.4%
78.3%
78.1%
Women
21.6%
21.7%
21.9%
¹ The operational career has no more occupants. Copel’s transformation into a corporation
has enabled these employees to migrate to other careers within the Company.
Percentage of members of governance bodies¹ | GRI 405-1
Executive
Board
Board of
Directors
Fiscal
Council
Statutory
committees²
2024
Gender
Total
%
Total
%
Total
%
Total
%
Men
8
88.9%
8
88.9%
5
83.3%
10
83.3%
Women
1
11.1%
1
11.1%
1
16.7%
2
16.7%
Age group
Total
%
Total
%
Total
%
Total
%
Under 30
years old
0
0.0%
0
0.0%
0
0.0%
0
0.0%
30 - 50 years
old
6
66.7%
3
33.3%
1
16.7%
6
50.0%
Over 50
years old
3
33.3%
6
66.7%
5
83.3%
6
50.0%
Per
vulnerable
group
Total
%
Total
%
Total
%
Total
%
Black
0
0.0%
2
22.2%
0
0.0%
1
8.3%
People with
disabilities
0
0.0%
0
0.0%
0
0.0%
0
0.0%
LGBTQIA+
0
0.0%
1
11.1%
0
0.0%
0
0.0%
Indigenous
people
0
0.0%
0
0.0%
0
0.0%
0
0.0%
¹ The data on race, gender and sexual orientation was taken from the D&O Questionnaire on
Form 20F. The reference date for the information is December 31st, 2024.
² The Statutory committees category covers the following committees: Statutory Audit
Committee, Investment and Innovation Committee, Sustainable Development Committee and
People Committee.
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Employee category
Color or race
2022
2023
2024
Secondary-level
technical employees
Black
14.8%
14.6%
3.7%
Brown
-
-
12.7%
White
-
-
81.8%
Indigenous people
-
-
0.1%
Yellow
-
-
1.7%
Not informed
-
-
0.0%
Total
14.8%
14.6%
100%
Secondary-level
employees
Black
14.2%
14.1%
3.7%
Brown
-
-
10.9%
White
-
-
81.6%
Indigenous people
-
-
0.1%
Yellow
-
-
3.7%
Not informed
-
-
0.0%
Total
14.2%
14.1%
100%
University-level
employees
Black
8.1%
8.6%
2.0%
Brown
-
-
7.2%
White
-
-
85.3%
Indigenous people
-
-
0.1%
Yellow
-
-
5.3%
Not informed
-
-
0.0%
Total
8.1%
8.6%
100%
Operational staff
Black
11.1%
11.8%
-
Brown
-
-
-
White
-
-
-
Indigenous people
-
-
-
Yellow
-
-
-
Not informed
-
-
-
Total
11%
11.8%
-
Total
Black
13.1%
13.0%
3.2%
Brown
-
-
10.4%
White
-
-
82.3%
Indigenous people
-
-
0.1%
Yellow
-
-
3.6%
Not informed
-
-
0.0%
Overall total
100%
100%
100%
Percentage of employees by employee category, color and/or race¹ ² | GRI 405-1
¹ In 2022 and 2023, only the percentages for Blacks were reported. To
maintain the historical series, consider the Black line as Black in these
years, with Black being the sum of Blacks and Brown.
² The operational career has no more occupants. Copel’s transformation
into a corporation has enabled these employees to migrate to other
careers within the Company.
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People development
GRI 404-2, G4-EU14
In 2024, Copel reinforced its commitment to
the continuous development of its employees
through three strategic initiatives aimed at
enhancing competencies and cultivating
leadership: the Leadership Development
Program (PDL, in Portuguese), the Women’s
Leadership Program, as well as learning
platforms. These initiatives are part of an
effort to align employees’ professional growth
with the Company’s organizational strategies.
The 2024 edition of the Leadership
Development Program focused on improving
the performance of the Company’s leaders,
ensuring they not only manage their
teams effectively but also add value to
both individuals and the organization. The
initiative, which engaged approximately
800 participants in its first edition (2023),
recorded 344 participations in 2024,
maintaining its strategic premise of aligning
leadership development with corporate
goals and Copel’s transformation into a
modern, competitive corporation. To ensure
talent retention and recognize professional
development, the Company enhanced its
meritocracy practices, including a review
of its Career and Compensation Structure,
aiming for a balance between capacity-
building and rewards for employees.
The Women’s Leadership Program made
progress in offering mentorship training
to 20 employees, providing opportunities
for women in strategic leadership roles
to connect with other leaders. The goal is
to share knowledge, inspire one another,
and strengthen a mutual support network,
thereby amplifying the impact of female
leadership within the Company. In addition
to contributing to increasing the presence
of women in strategic positions, the
initiative supports Copel’s commitment to
gender equity, as established in its people
management and sustainability policies.
Copel has consolidated the Degreed
learning platform as an interactive
educational hub. This AI-based tool
recommends personalized content and
encourages employees’ self-development by
allowing them to select topics aligned with
their interests and corporate strategy. The
platform offers courses on communication,
soft skills, relationship-building, and digital
transformation, as well as other content
such as articles, books, and podcasts,
fostering a culture of self-directed
knowledge management.
Another key focus of Copel’s corporate
education is health and safety. Investments
Three strategic initiatives were
implemented in 2024: the Leadership
Development Program, the Women's
Leadership Program and the
learning platforms
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in occupational safety training
reinforce the Company’s culture
of prevention, reduce operational
risks, and promote a safer
environment for all employees (
read more about health and
safety on page 269).
Copel implemented the
Retirement Preparation and Post-
Employment Program (Pape, in
Portuguese), designed to support
employees in career transitions (
read more on page 282).
People management and
workforce development actions
are included in Company’s main
corporate risks portfolio and
are periodically monitored in
meetings of the Vice Presidencies,
the Statutory Audit Committee,
and the Board of Directors.
Key performance indicators
are recorded in the Strategic
Management System (SGE, in
Portuguese), including the Annual
Training Budget – Corporate,
and the Successor Development
Plan for leadership and critical
roles. Copel’s main initiatives for
workforce development include
qualification training for role-
specific skill building; mandatory
training for specific activities;
professional enhancement
training; events such as
seminars, lectures, workshops,
and conferences; research and
development projects; and
development programs with
specific themes and audiences.
Additionally, Copel invested
in development initiatives
addressing strategic themes for
the Company, such as the 1st
Extreme Weather Events and
Operational Safety Workshop,
dedicated to discussing the
impacts of climate change and
the operational challenges facing
the power sector under extreme
weather scenarios (
read more
on page 175).
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ESG is a key component of
Copel’s Corporate Education
program. In addition to
periodic communications, the
ESG Integrated Week, held in
November 2024, offered an
immersive experience in the
environmental, social, and
governance dimensions
(
read more on page 58).
Together with lectures and
employee engagement activities,
two e-learning courses
were launched: the Copel
Sustainability Course – 2024
Edition,
on page 57; and the
Human Rights Course – 2024
Edition, designed to deepen
understanding of respect,
inclusion, and social responsibility
(
read more on page 202).
Average training hours per year,
per employee¹ | GRI 404-1
(Gender)
Women
29.0
32.9
41.8
Men
38.0
35.2
46.1
2022
2023
2024
Average training hours per year, per employee¹ | GRI 404-1
Employee category
2022
2023
2024
Operational staff
24.7
27.4
-
Secondary-level technical employees
53.5
42.0
55.5
Secondary-level employees
26.8
25.2
31.2
University-level employees
40.0
46.1
53.5
Total
36.0
33.9
43.5
¹The operational career has no more occupants. Copel’s transformation into a corporation has
enabled these employees to migrate to other careers within the Company.
8,596
2022
13,923
2023
16,140
2024
Investment in training and
development1
(BRL million)
¹ The operational career has no more occupants. Copel’s transformation into a corporation
has enabled these employees to migrate to other careers within the Company.
¹ This figure takes into account general training costs, such as spending on materials,
tuition fees, registration fees, hiring instructors and freight.
33% of the Company's
safety professionals
received formal training
on human rights-specific
policies and procedures.
These trainings are
conducted with in-
house employees, who
will be responsible
for disseminating the
information to contracted
companies. (GRI 410-1)
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Performance review
Copel’s Performance Review takes place
annually, recognizing the individual efforts
of its employees. The initiative seeks to
strengthen the organizational culture, align
employee performance with the Company’s
strategic goals, and reward expected
behaviors and achieved targets.
Senior management’s performance is
assessed by a specialized consulting firm,
ensuring isonomy, transparency, and
credibility of the results. In line with best
market practices, the performance of
executives is reviewed using technical criteria,
encouraging continuous improvement.
Employees are assessed through the Nossa
Energia Program, which is well-established
within the Company and structured to
enhance professional development. The
program promotes transparency and dialogue
between managers and employees and
supports decisions on career, compensation,
and development.
At the senior management level, the
performance review of the statutory bodies
of Copel Holding Company and its wholly-
owned subsidiaries takes place annually,
as set forth in the Bylaws and the Annual
Performance Review Policy for Statutory
Bodies. This process complies with current
legislation and follows best practices in
corporate governance. It is overseen by
the Board of Directors with methodological
support from the Nomination and
Assessment Committee (CII).
Percentage of employees receiving
regular performance and career
development reviews¹ ² | GRI 404-3
(Por gênero)
Women
100%
97,0%
96.4%
Men
100%
100%
98.0%
97.0%
97%
2022
2023
2024
Percentage of employees receiving regular performance and
career development reviews¹ ² | GRI 404-3
Employee category
2022
2023
2024
Operational staff
100%
100%
-
Secondary-level technical employees
100%
99.0%
98.8%
Secondary-level employees
100%
97.0%
96.4%
University-level employees
100%
98.0%
95.9%
Total
100%
98.0%
96.9%
¹ The performance review program applies to all employees, excluding those on leave, newly
hired, reinstated, or absent for more than 180 days during the annual evaluation cycle.
Therefore, excluding exemptions, 100% of eligible employees were evaluated. In addition,
50 employees were dismissed during the evaluation cycle as part of the Surplus Personnel
Framework (QEP, in Portuguese).
²The operational career has no more occupants. Copel’s transformation into a corporation has
enabled these employees to migrate to other careers within the Company.
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Compensation
Copel’s compensation structure
is designed to ensure a balance
between recognition and incentive,
based on two main pillars:
competitiveness and financial
sustainability, combining fixed and
variable pay, benefits negotiated
under the Collective Bargaining
Agreement (ACT, in Portuguese) with
labor unions, and performance-
based incentive programs. This
model aims to align the recognition
of employees with organizational
performance, fostering a culture of
meritocracy and excellence.
Fixed compensation is defined by the
Career and Compensation Structure
(ECR, in Portuguese), which establishes
salary criteria based on market practices,
job position, function, and level of
education. The ECR is managed by
the People Management department,
which defines job roles, functions,
complexity levels, and rules for career
and salary progression, while also offering
opportunities for professional growth
within the Company. The compensation
model is reviewed periodically to ensure
strategic adjustments that maintain the
Company’s competitiveness in the power
sector. Benefits are established through
the Collective Bargaining Agreement.
In addition, variable compensation
encourages high performance through
goal-oriented management, involving
all employees in the achievement of
challenging goals. This includes up to
three main mechanisms: Profit Sharing
Program (PLR); Copel Performance
Bonus (PPD); and Long-Term Incentive
(ILP; all acronyms in Portuguese).
These programs promote the
pursuit of exceptional results,
rewarding employees based on their
contributions and supporting an
organizational culture focused on
performance and sustainable growth
Copel promotes compensation
practices aligned with its ESG
commitments, reinforcing employee
appreciation and its attractiveness
as an employer.
Copel is currently reassessing the
compensation structure across
all its functional levels. The goal is
to achieve economic and financial
balance in the compensation and
benefits offered to employees,
focused on attracting and retaining
talent. Regarding superintendents,
the compensation structure is in its
final stage and is expected to be fully
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implemented by 2025. The review includes an analysis
of the job structure and benchmarking against market
practices, ensuring competitiveness without compromising
the Company’s financial sustainability.
These guidelines are tied to the People Management
Policy, which outlines the commitment to balance internal
and external compensation aspects.
Another relevant element in Copel’s
Compensation Policy is the Profit-Sharing
Program. For the year 2024, the proposal
was submitted for a vote and approved
at a meeting held by the labor unions.
In 2024, the total annual compensation
of the highest-paid individual (excluding
the CEO) was 31.48 times greater than
the average annual compensation
of the other Copel employees. For
further information on leadership
compensation, (
refer to page 86).
Employees can share their views on
compensation through the annual
Great Place to Work (GPTW) climate
surveys, in addition to regular
meetings held between Copel and
labor unions. These interactions allow
employee expectations and demands
to be considered in the drafting of
compensation policies.
With regard to contractors, the
Company has mechanisms in place
to ensure they are not paid less than
the current minimum wage. Therefore,
Copel includes in its contracts the
requirement for submission of pay
slips and proof of wage payments for
employees of outsourced companies.
These documents are reviewed by a
team of contract document auditors,
supported by the SG3 tool and
forensic audit services. The minimum
wage used as a reference in the
Company’s operational units is BRL
1,412.00. GRI 202-1
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Well-being, health and safety
One of Copel’s strategic goals is to create
a wholesome work environment in which
employees and managers collaborate in a
continuous improvement process to protect
and promote the safety, health, and well-
being of all. Therefore, Copel has specific
rules and procedures in place.
The Occupational Safety and Health Policy
applies to all operations and includes both
direct employees and contractors. Aligned
with regulatory standards, the policy ensures
worker consultation and participation,
guaranteeing a safe and healthy work
environment. Notwithstanding, it grants
all workers—whether direct employees or
contractors—the right and duty to interrupt
any activity if safety measures are not fully
met, thereby protecting the physical integrity
of the workforce. The policy guidelines are
detailed in a series of internal standards,
manuals, and instructions.
The Company is committed to the continuous
improvement of its Occupational Safety
and Health (OSH) system, to reducing and
monitoring accidents, and to promoting the
safety, health, and well-being of both direct
employees and contractors. Accordingly,
Copel sets quantitative targets and adopts
preventive and corrective measures, subject
to approval by the Board of Directors.
Safety and health practices are managed
by a multidisciplinary team, ensuring a
cohesive approach. Systematically integrated,
Copel’s safety and health programs take
into account regulatory, environmental, and
activity-specific aspects to identify hazards,
assess risks, and establish appropriate
control measures, focusing on the prevention
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of accidents and harm to
employee health. Management
includes, among other efforts,
absenteeism monitoring,
preventive and periodic health
exams, and the tracking of
accident frequency and severity
rates involving both direct
employees and contractors.
In this sense, 100% of direct
employees and contractors
are covered by an occupational
safety management system.
Additionally, the Internal
Committee for Accident and
Harassment Prevention supports
risk identification and the
implementation of preventive
measures. Holding monthly
meetings, its members are
backed by Regulatory Standard
NR-5, which guarantees their
autonomy to implement necessary
actions. To promote a culture of
care and safety, since 2022, Copel
has held the Internal Occupational
Accident Prevention Week (Sipat,
in Portuguese) in a format that
includes all Copel locations
simultaneously, with hybrid
lectures and in-person activities at
each site.
In the event of safety violations
or incidents affecting physical
or mental health, employees
may report them anonymously
through the Whistleblowing
Channel, which is operated by an
external, independent company
and is available 24/7 (
access the
Whistleblowing Channel here).
Safety at Copel Distribuição
At Copel DIS, in 2024, the annual target for the accident
severity rate involving the general public was 6,000;
however, the recorded figure reached 11,493, indicating
the need for reinforcing mitigation strategies. The
ongoing analysis of results guides the revision of
preventive measures and adjustments to policies and
operational procedures, ensuring that lessons learned
are systematically incorporated. Strategic plan follows
the BSC methodology, and management commitments
are formalized through internal agreements, which
unfold into specific actions led by Superintendencies
and Departments, reinforcing Copel’s commitment to
safety and the quality of life of the communities.
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Safety at Copel Geração e Transmissão
The safety of Copel GeT’s dams is a topic
of high relevance and impact for the
company, as indicated in the update of
the materiality matrix carried out in 2023.
Essential for electricity generation, dams
have consolidated construction standards,
with conditions monitored at all stages of
their life cycle, from design to operation.
The legislation established criteria for
classifying and formulating the Dam Safety
Plan (PSB), including the Emergency Action
Plan (PAE) and the Periodic Safety Review
(RPS; all acronyms in Portuguese). read
more on page 232.
Employees’ safety and health risk management
GRI 3-3 Material topic: Well-being, health, and safety for the workforce 403-1, 403-2, 403-4, 403-7, 403-8, 403-10
Copel adopts an occupational safety and
health management system based on
Regulatory Standard 1 (NR-1) of the Ministry
of Labor. The Risk Management Program
(PGR, in Portuguese) covers all workers,
activities, and locations, identifying and
mitigating physical, chemical, biological,
ergonomic, and accident-related risks.
It is important to note that the process
includes a Risk Inventory, an Action Plan, and
internal audits to ensure the effectiveness
of actions. Risk assessments are carried
out by Occupational Safety and Health
professionals within the Specialized Safety
Engineering and Occupational Medicine
Service (SESMT), in collaboration with
employees and the Internal Accident and
Harassment Prevention Committee (CIPA;
both acronyms in Portuguese).
Workplace safety is monitored through
the Workforce Severity Rate (TGFT, in
Portuguese), in accordance with NBR
14280. This indicator impacts the Copel
Performance Bonus for executives, with
financial penalties for unmet targets,
reinforcing the Company’s commitment to
reducing accidents.
In the event of accidents and injuries, the
Occupational Safety team conducts detailed
investigations using methodologies such
as 5 Why’s, the Ishikawa Diagram, and Root
Cause Analysis. Following the analysis,
specific actions are assigned to those
responsible, according to their competence,
to implement preventive measures such
as the revision of procedures, elimination
of risk sources, adoption of engineering
controls, and improvements to Collective
and Personal Protective Equipment.
Copel DIS, which accounts for the largest
number of contractors, strengthened its
safety controls in 2024. Before beginning
any activities, all contractors undergo
a comprehensive document audit. This
process has identified irregularities such
as invalid work papers and inadequate
training, ensuring that only qualified
professionals operate within the company.
DJSI/CSA
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Additionally, the “Golden Rules” proficiency
test was introduced, assessing reading, writing,
and the ability to follow essential commands.
In 2024, about 200 individuals did not pass
the test, highlighting the need for rigorous
screening to ensure operational safety.
Copel GeT implements a structured set of
measures that includes regular inspections,
safety audits, and continuous training.
Furthermore, the company strengthens
its governance in supplier management,
ensuring that partners meet safety
requirements and follow appropriate
practices for worker and environmental
protection. Engagement with neighboring
communities is also part of this approach,
aiming at minimizing negative impacts
through dialogue and social responsibility
programs. At Copel DIS, in addition to face-
to-face checks, there is camera monitoring
and a pilot project is being implemented
for an automation system with artificial
intelligence, which will identify deviations in
real time and send alerts to the security team
for immediate action.
Safety inspections are conducted regularly
at Copel. Although safety teams are directly
allocated within the subsidiaries, Copel is
enhancing its governance and integration
between People and Management and Safety.
As a result, 100% of employees and workers
are covered by the occupational safety and
health management system. The goal is to
make safety and health management more
efficient, structured, and aligned with the
Company’s digitalization efforts, ensuring safer
and more controlled work environments.
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Work-related injuries | GRI 403-9, SASB-IF-EU-320a.1
Categoria
2022
2023
2024
Direct employees
Contractors³
Direct employees
Contractors
Direct employees
Contractors
Fatalities from work-related injuries¹ ²
Number
0
3
1
4
0
1
Rate
0
0.18
0.15
0.27
0
0.05
High-consequence work-related injuries (except for fatalities)
Number
0
3
0
2
6
20
Rate
0
0.18
0
1.9
0.65
1.01
Recordable work-related injuries
Number
20
112
21
107
18
79
Rate
1.8
6.6
6.0
15.6
1.95
4.01
Number of hours worked
9,526,981
17,024,632
9,152,248
17,018,519
9,219,059
19,704,904
¹ The indicators were calculated per 1,000,000 hours worked, and no employee or worker was excluded from the calculation.
² The main types of work-related accidents involve impacts from falling objects, traffic incidents, same-level falls, and injuries from improper movements, which may result in leave of fewer than 15
days or no leave at all.
³ Workers who are not employees, but whose work and/or workplace is controlled by the Organization.
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Safety training
GRI 3-3 Material topic: Well-being, health, and safety for the workforce, 403-5, G4-EU16, EU18
Copel ensures that all direct
employees and contractors
receive the necessary training in
occupational safety and health,
as outlined in its Occupational
Safety and Health Policy. Training
is tailored to the risks associated
with the work environment and
the activities performed and
serves as a measure to prevent
or mitigate negative health and
safety impacts.
The SG3 system is responsible
for the control and auditing of
documentation for contractors,
ensuring compliance with
safety and health training
requirements. Contractors
participate in an onboarding
training, and to perform high-
risk activities, they must hold
valid certificates for mandatory
training courses and a valid
Occupational Health Certificate
(ASO, in Portuguese).
Both direct employees and
contractors participate in the
Internal Occupational Accident
Prevention Week (Sipat, in
Portuguese), which includes
lectures and educational
activities focused on safety.
During the event, Copel’s direct
employees receive internal
and external training, while
contractors undergo external
training, except for the Safety
Onboarding meeting, which
is conducted directly by the
Company. Furthermore, Copel
promotes lectures, short
courses, and other events
throughout the year, reinforcing
awareness of occupational safety
and health in the workplace.
Training, capacity-building, and
corporate education programs
are focused on the qualification,
improvement, and development
of direct employees, addressing
both technical and behavioral
aspects based on current roles
and future needs. Capacity
building is provided at no cost,
conducted during working
hours, and complies with
the requirements of national
regulations and ILO conventions
ratified by Brazil. Training
effectiveness is verified through
reaction assessment.
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For contractors, training is conducted in accordance with contractual
requirements and based on the Hazard and Risk Assessment for the
specific activity to be performed. Additionally, all contractors undergo
the Occupational Safety Onboarding training, which addresses specific
safety topics related to the risks of their functions.
In 2024, all workers exposed to occupational risks received the
required training. A total of 804 maintenance workers (100%)
participated in the relevant safety and health training sessions.
Health and quality of life
GRI 3-3 Material topic: Well-being, health, and safety for the workforce, 403-6
Copel’s Health and Quality of Life
Program is structured around
four pillars—physical health,
psychological and emotional
health, social well-being, and
financial well-being—aligned
with the guidelines of the World
Health Organization (WHO).
Focused on promoting a healthy
and safe work environment, the
initiative takes an integrative
approach, addressing the various
factors that impact the health
and well-being of employees and
their families.
The program is directly aligned
with the UN’s Sustainable
Development Goals, with an
emphasis on SDG 3 (Good health
and well-being) and SDG 8 (Decent
work and economic growth),
particularly target 3.4, which
focuses on promoting mental
health and well-being, and target
8.8, which aims to ensure safe and
healthy working environments.
Health initiatives are
continuously coordinated
together with occupational
safety engineering professionals.
Based on the analysis of
identified and recorded
environmental hazards and
risks within the electronic
management system, the
Program establish the
Copel has a Health and Quality of Life Program
structured around four essential pillars: physical
health, psycho-emotional health, social well-being,
and financial well-being.
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requirements and frequency of
medical evaluations, the types
and intervals of complementary
examinations, and the corresponding
medical-administrative protocols
to prevent, monitor, and diagnose
early changes in employees’ health
status—particularly those arising
from the nature of their work—as
well as to determine each individual’s
physical and mental fitness to safely
perform their duties, that not only
for themselves but also regarding
their colleagues, third parties, and
the community, while also addressing
conditions that may impact their
future work capacity and quality of life.
The health and quality-of-life
management strategy involves the
integration of health and wellness data,
including employees’ epidemiological
profiles, associated risks, health
complaints, illness profile, absenteeism
monitoring, medical leave, and
certificates with critical diagnoses that
may impact occupational safety. The
use of dashboard systems facilitates
data cross-referencing and information
analysis, enabling greater accuracy
in designing health and quality-of-life
initiatives and practices, aligned with
the program’s core pillars.
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Promotion of physical health
Copel promotes the health and well-being
of its employees through an integrated
approach that combines preventive ,
assistance, and professional rehabilitation
actions. These initiatives aim to anticipate
illness risks, monitor employees’ health, and
provide ongoing support for quality of life in
the workplace.
In the preventive front, Copel conducts periodic
occupational health exams to monitor employees’
health and detect potential work-related impacts.
As a complementary measure, it offers second-
stage preventive exams, which include screenings
for heart disease, gynecological, prostate,
colorectal, and eye conditions, at no additional cost
to employees.
The Health Management Dashboard
enables the monitoring of absenteeism and
identification of critical illnesses, allowing
for early and targeted interventions. Special
medical exams are conducted when there is a
suspected illness that could impact safety or
work activities, ensuring that employees with
restrictions receive appropriate support.
The Company also invests in health
promotion and disease prevention by offering
a healthcare plan to employees and their
dependents, with comprehensive coverage of
medical, dental, and pharmaceutical services.
Annual influenza vaccination is promoted
with widespread coverage and decentralized
administration, resulting in 60% participation
in 2024. Furthermore, the Primary Health
Care Unit (APS, in Portuguese)—with offices
in Curitiba, Maringá, and Londrina, and digital
units in Irati, Foz do Iguaçu, Francisco Beltrão,
and Pato Branco—focuses on continuous
care and the prevention of chronic illnesses,
addressing topics such as mental health,
diabetes, hypertension, and smoking.
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Encouragement of physical activity
and healthy habits is part of Copel’s
commitment to quality of life. The
Company organizes events such as the
Atuba Rustic Run, offers partnership with
gyms and restaurants, and maintains
a Fitness Room at its headquarters,
where Pilates, functional training, muscle
strengthening, and jujitsu classes are
offered. In 2024, two gamified health
challenges were held, engaging 28% of
employees and encouraging healthier
habits through the initiatives Desafio
Volta ao Mundo (“Around the World
Challenge”) and Energia que Contagia
(“Energy That Spreads”).
In addition to preventive actions, Copel
maintains intervention and treatment
programs, such as the Occupational
Restriction and Rehabilitation Program,
which supports the reintegration of
employees with physical or mental
limitations into new roles compatible
with their capabilities. The Hearing
Conservation Program protects workers
exposed to high noise levels, while
the Weight Control initiative monitors
employees with obesity through the
Slim Pass, a multidisciplinary program
involving endocrinologists, nutritionists,
and psychologists.
The Management of Medical Leaves
is overseen by a multidisciplinary
committee that monitors employees on
medical leave, providing support and
ensuring that processes are carried out
in a standardized and efficient manner.
In 2024, engagement in
physical health initiatives
rose to 78.9%, surpassing
the 77.4% recorded in 2023,
demonstrating increased
participation in health
promotion practices.
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Promotion of mental health
Another strategic pillar at Copel is
the care for the mental health of its
employees, promoting initiatives that
strengthen emotional well-being and
quality of life in the workplace. Since
2021, the Company has maintained the
PlenaMente Program, structured around
three main axes: psycho-education,
specialized support, and psychological
and emotional health management.
With actions aimed at prevention,
strengthening, and preserving mental
and emotional health, the program is
available to all employees, consolidating
the organizational culture of balance
and well-being.
In the psycho-education axis, Copel
encourages self-awareness, personal
and professional development, as well
as the adoption of a healthy lifestyle.
The initiatives include workshops,
lectures, educational content, and
learning tracks that contribute to
raising awareness of the importance of
balancing personal and professional life.
To expand support for employees, in
2024, a 24/7 psychological emergency
hotline was implemented, operated by
professionals specialized in urgent and
emergency mental health situations.
The service, available at no cost to
employees and dependents, guarantees
confidentiality and security in the
assistance provided.
The Company also offers another
relevant program focused on mental
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health, the Substance Abuse Treatment and Prevention
Program, which promotes the prevention and treatment
of psychoactive substance and alcohol use, assisting
employees who require specialized follow-up. The
initiative offers medical and psychological treatment,
with full coverage provided by the Company, including
psychiatric hospitalization when necessary. Furthermore,
Copel’s healthcare plan offers free virtual psychotherapy
and a network of accredited professionals specializing in
psychology and psychiatry, ensuring continuous support
for employees and dependents.
In terms of psychological and emotional health
management, the Company monitors organizational
factors that may impact the mental health of its
employees. The monitoring includes analyses of
absenteeism due to psychological issues, tracking of
critical diagnoses in periodic exams, and participation
in support programs.
As a result of the progress made in initiatives related to psycho-
motional health, in 2024, engagement in these actions reached
41.5% of employees.
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Support for social and financial well-being
Copel promotes the balance between personal and
professional life for its employees through initiatives
focused on social well-being and financial education. In
2024, the Company’s efforts resulted in 23.6% employee
participation in social well-being initiatives and 28.3% in
financial well-being programs, reflecting the engagement
and relevance of these practices for employees.
In the social well-being axis, Copel held the 10th edition
of Family Day, with virtual events on mental health,
technology addiction, and conscious parenting, in
addition to in-person meetings at 26 Company locations,
expanding employee and family member participation.
The Bem Gestar Program advanced in promoting the
reconciliation of motherhood and career, providing
support for pregnancy, active fatherhood, and
breastfeeding. With the inauguration of two new
breastfeeding support rooms, the Company now
has seven well-equipped spaces to ensure adequate
infrastructure for working mothers.
Redefinindo Valores Program
Copel has integrated social initiatives into its Strategic plan by
promoting inclusion, community training, and educational support.
An example is the Redefinindo Valores (“Redefining Values”)
program, which in 2024 expanded its activities, including a lecture on
personal Strategic plan, the publication of quick tips on the internal
+Saúde platform, and the delivery of pension education activities in
partnership with Copel Foundation. It also began offering individual
mentoring sessions with specialists on investment and financial
balance, providing more personalized support to employees.
Launched in 2023 as part of the Quality-of-Life Program, its goal is to
promote employees’ financial well-being and economic sustainability.
Since its inception, the program has offered targeted learning tracks,
informational content, and tools focused on financial education,
encouraging planning and conscious management of resources for
personal and family financial independence.
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To prepare its employees
for career transitions, Copel
maintains the Retirement
Preparation and Post-Employment
Program (Pape, in Portuguese),
which encourages personal
and professional planning for
employees leaving the company.
In 2024, the program’s initiatives
were directed at employees who
joined the Voluntary Redundancy
Program, including four hybrid
events covering topics such as
holistic health, longevity, personal
and professional strategic
development. To recognize the
trajectory of employees who have
contributed to the Company’s
history, the digital book “Eu fiz
parte dessa história” (“I was part
of this history”) was created,
gathering stories and experiences
of professionals who have been
part of Copel.
The commitment to inclusion
is also reflected in the support
provided to employees with
disabilities or those with
dependents with special
needs. Copel offers the
Disability Assistance program,
which subsidizes orthotics,
prosthetics, therapies, and
materials not covered by the
health plan, ensuring a better
quality of life for beneficiaries.
A parents support group
named Grupo de Apoio de Pais
Copelianos was also created,
providing a space for support
and sharing experiences for
families with children diagnosed
with Autism Spectrum Disorder
(ASD), promoting knowledge
and the exchange of information
about treatments and
coexistence practices.
In the field of financial
education, the Company
launched the Redefinindo
Valores Program, focused
on economic sustainability
and financial independence
planning for employees and
their families. In 2024, lectures
on personal Strategic plan and
pension education events were
held in partnership with the
Copel Foundation. One of the
program’s highlights was the
offer of individual mentoring with
investment and financial balance
experts, providing personalized
support and strategic guidance
for employees.
Copel reinforces
its commitment to
inclusion by providing
support to employees
or their dependents
with special needs
through the Disability
Assistance Benefit.
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Relationship with labor unions
GRI 2-30
Copel DIS fosters a balanced and constructive
relationship with the 18 labor unions
that represent its workforce, ensuring its
employees’ right to freedom of association.
These principles have guided the Company’s
actions, especially during the process of
transformation into a corporation.
The Collective Bargaining Agreement (ACT, in
Portuguese), which covers 100% of workers
and has October as base date, defines
aspects such as salary adjustments, benefits,
working hours, overtime, vacation, Copel
Foundation, and the Voluntary Redundancy
Program. The latest ACT was negotiated
over five months and approved in January
2025, ensuring that all changes were widely
discussed and agreed upon.
Among the notable commitments made
during Copel’s transformation into a
corporation is the maintenance of at least
95% of the workforce in the second year and
at least 90% of employees each year until the
fifth year.
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Interactive
summary
APPENDICES
• Supplementary disclosures
• GRI and SASB content index
• Performance regarding the SDGs
• TCFD - Task Force on Climate-related
Financial Disclosures
• Limited Assurance Report
• Corporate information
• Credits
SUPPLEMENTARY DISCLOSURES
Environmental commitment
Copel
Distribuição (DIS)
2022
2023
2024
Aluminum conductors
8,556.9
9,406.7
8,216.0
Coper conductors
282.0
192.9
102.0
Concrete crossarms
4,851.9
4,818.2
4,867.0
Polymer crossarms
95.2
84.2
95.0
Operation equipment
691.7
390.6
576.0
Iron
1,581.8
1,489.7
2,078.0
Insulators
1,936.8
1,906.0
1,836.0
Energy meters
580.7
383.4
260.0
Concrete poles
170,549.2
173,231.8
167,944.0
Fiber poles
635.6
571.0
412.0
Current transformer
166.0
166.8
229.0
Network transformer
4,715.3
4,769.0
5,948.0
Total
194,643.2
197,410.2
192,563.0
Materials used by weight or volume¹ | GRI 301-1
Copel Geração
e Transmissão (GeT)
2022
2023
2024
Aluminum
884.0
476.9
472.4
Copper
3,233.8
4,467.7
6,389.0
Electronic components
2,869.0
2,682.5
2,528.7
Contaminated materials
17,710.5
2,092.2
7,143.5
Miscellaneous operation equipment
520.0
33.2
1,144.2
Iron and steel
3,372.6
5,745.3
5,332.4
Lighting
886.2
687.9
484.2
Insulators
410.1
509.29
929.2
Wood
25.0
0.0
78.0
Insulating oil
840.0
5,640.0
10,060.0
Lube oil
5,961.3
5,592.3
150.5
Paper
146.1
81.4
58.6
Transformers
-
200.0
0.0
Polymers
4,139.3
5,058.8
3,104.6
Glass and porcelain
26.6
225.3
1.1
Total
41,024.6
33,492.7
37,876.4
¹ Only wood and paper are renewable. All materials are acquired from external suppliers.
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Energy consumption within the Organization (GJ) | GRI 302-1
Category
2022
2023
2024
Δ 2023/2024
Non-renewable fuels
517,132.9
546,641.9
124,649.7
-77.2%
Gasoline
2,452.6
2,810.6
2,401.9
-14.5%
Diesel
103,204.6
102,851.9
83,286.2
-19.0%
LPG
0
1,208.0
1,188.8
-1.6%
Coal
-
-
37,772.8
-
Renewable sources
36,886.1
37,751.9
32,212.1
-76.2%
Biodiesel (B100)
12,085.2
12,491.9
12,296.1
-1.6%
Ethanol
24,173.8
25,260.0
19,299.8
-23.6%
Anhydrous ethanol
627.1
0
616.1
100.0%
Electricity consumption
187,316.7
135,102.8
94.338,0
-30.2%
Electricity sold
70,487,895.3
71,393,076.0
76,626,000.0
7.3%
Total energy consumption
-69,746,559.6
-70,673,579.2
-76.531.662,0
8.3%
Water withdrawal by source | GRI 303-3, Sasb-IF-EU-140a.1
Water withdrawal (ML)¹ ² ³ 4
2022
20235
2024
Surface water
94,805.3
102,491.2
121,763.7
Groundwater
39.9
185.1
25.8
Third-party water
84.7
114.8
84.9
Total water withdrawal
94,929.8
102,791.0
121,874.3
¹ No water is withdrawn from water-stressed areas.
² Withdrawal of groundwater and third-party water is measured by water meters.
³ The water withdrawal data consist solely of fresh water (total dissolved solids ≤1,000 mg/L).
4 The Company does not withdraw seawater nor produce its own water.
5 An adjustment was made to the information on surface water abstracted in 2023, from 85,264.5 ML to 102,491.2 ML, due to an adjustment in the measurement methodology for the operational
consumption of the GBM Plant (GRI 2-4).
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Water discharge by source | GRI 303-4, Sasb-IF-EU-140a.1
Water discharge (ML)¹ ² ³
2022
20234
2024
Surface water
94,805.3
102,491.2
121,763.0
Groundwater
31.9
148.0
20.6
Third-party water
67.7
91.8
67.9
Total water discharge
94,904.9
102,731.0
121,852.2
¹ No water is discharged in water-stressed areas.
² Water disposal data consist solely of fresh water (total dissolved solids ≤1,000 mg/L). Moreover, the Company does not discharge seawater or internally produced water, as there is no water
withdrawal or production in these categories.
³ The Company’s use of surface water is non-consumptive, i.e. water is used in operations, passing through the turbines, and then returned to its original body of water without altering its
properties. Consequently, no treatment is required for discharging this water, justifying the indication of the same volume for untreated discharge. Untreated discharge complies with Conama
Resolution 430/2011.
4 An adjustment was made to the surface water discharge information for 2023, from 85,264.5 ML to 102,491.2 ML, due to an adjustment in the measurement methodology for the GBM plant’s
operational consumption (GRI 2-4).
NOx, SOx, and other significant air emissions (t)1 2 3 4 | GRI 305-7
Category
2023
2024
2024/2023
Meta 20275
NOx
5.0
9.5
89.2%
0
SOx
0.3
0.28
-5.3%
0
Volatile organic compounds (VOC)
1.4
1.3
-7.9%
ND
Hazardous air pollutants (HAP)
0.0
0.012
-
0
Particulate Matter (PM)
0.3
0.23
-23.5%
0
Other standard categories of air emissions identified
in relevant laws and regulations
0.0
3.0
-
ND
1 Data refer to fleet emissions.
2 In 2022, NOx and SOx emissions were not measured as the Figueira Thermal Power Plant operated only in testing phase.
3 With the hibernation of the Figueira TPP and considering the Carbon Neutrality Plan by 2030, Copel’s target is to reduce its own GHG emissions, and zero industrial emissions of NOx, SO2, and particulates.
4 There are no emissions of persistent organic pollutants (POP).
5 The target set by Copel is to zero atmospheric emissions of NOx, SOx and PM and hazardous air pollutants (Hg, Cd, Pb, BTX,) from power generation operational activities by 2027.
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Operational sites owned, leased or managed in, or adjacent to, protected areas and areas of high
biodiversity value outside protected areas
GRI 304-1
Geographic location: State of Paraná
Biodiversity value (Attribute of the protected area): Terrestrial ecosystem
Covering parts of the environmental protection area
Biodiversity
value
Size of operational site in ha
Includes parks
(national, state and
municipal), wildlife
refuge, RPPN,
ecological station and
ecological reserve
Full protection conservation units
1.05
Full protection conservation units
3.43
It includes state and
national parks, wildlife
refuges and ecological
stations.
Buffer zones of integral protection
conservation units
6.59
Buffer zones of integral protection
conservation units
20.02
APCB Atlantic Forest
APCBs - Priority Areas for the Conservation of
Atlantic Forest Biodiversity
198.55
APCBs - Priority Areas for the Conservation of
Atlantic Forest Biodiversity
29.14
Cerrado APCB
APCBs - Priority Areas for the Conservation of
Cerrado Biodiversity
5.6
APCBs - Priority Areas for the Conservation of
Cerrado Biodiversity
1.01
Within the boundaries
of the protected area
Guaraqueçaba ESEC
Sítio RAMSAR – ESEC Guaraqueçaba
0.01
Guaratuba State APA
RAMSAR site - ESEC Guaraqueçaba
0.17
RAMSAR site - ESEC Guaraqueçaba
0.46
APCB Atlantic Forest
APCBs - Priority Areas for the Conservation of
Atlantic Forest Biodiversity
0.67
Geographic location: State of Paraná and São Paulo
Biodiversity value (Attribute of the protected area): Full protection
conservation units
Adjacencies to the environmental protection area
Biodiversity
value
Size of operational site in ha
Inserted in the SNUC
Assis Ecological Station
São Carlos Ecological Station
Mata do Jacaré Ecological
Vila Velha State Park
Guartelá State Park
Pau Oco State Park
Penhasco Verde State Park
Rio Guarani State Park
Pico Paraná State Park
Vale do Codó State Park
Augusto Ruschi Municipal Park
Ilha Grande National Park
Saint Hilaire Lange National Park
Iguaçu National Park
Campos Gerais National Park
Guaricana National Park
Apiaí Biological Reserve
Rio Tibagi Wildlife Refuge
Mono Castro Wildlife Refuge
37478.98
Hover over
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Acquired/leased
Areas managed by
the organization
Owned areas
Hydroelectric plants
(HPPs and SHPs)
Transmission
Lines
Wind farms
Manufacturing/
production
Label
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Geographic location: State of Paraná, Santa Catarina and São Paulo
Biodiversity value (Attribute of the protected area): Full protection conservation
units
Adjacencies to the environmental protection area
Biodiversity
value
Size of operational site in ha
Inserted in the SNUC
Rio Verde Environmental Protection Area (APA)
Devonian Escarpment State Environmental
Protection Area (APA Estadual da Escarpa Devoniana)
Guaratuba State Environmental Protection Area
Piraquara State EPA
Guaraqueçaba State EPA
Ilhas e Várzeas do Rio Paraná EPA
Jundiaí EPA
Alto Rio Turvo Municipal EPA
Rio Vermelho Humbolt Municipal EPA
Pedregulho EPA
Piracicaba Juqueri Mirim Area I EPA
Piracicaba Juqueri Mirim Area II EPA
Serra Dona Francisca EPA
Cantareira System EPA
Matão de Cosmópolis (ARIE)
Assis State Forest
Navarro de Andrade State Forest
Metropolitan State Forest
Assungui National Forest
Ipanema National Forest
Jatobá Estate PNHR
Fazenda do Tigre PNHR – Part I
Fazenda do Tigre PNHR – Part II
Fazenda Horii PNHR
Fazenda Itapuá PNHR
Fazenda Monte Alegre PNHR
Fazenda Nova Esperança PNHR
Granja Perobal PNHR
Invernada do Cerradinho PNHR
Mata do Barão PNHR
Morro da Mina PNHR
Narciso Luiz Vanini I PNHR
Perna do Pirata PNHR
Rio Cachoeira Nature Reserve PNHR
Sítio do Bananal PNHR
Vô Borges PNHR
500295.29
Geographic location: state of Rio Grande do Norte
Biodiversity value (Attribute of the protected area): Full protection
conservation units
Adjacencies to the
environmental protection area
Biodiversity
value
Size of operational site in ha
Inserted in the SNUC
Fazenda Santa Helena Private Natural Heritage
Reserve (RPPN)
751.73
Geographic location: State of Paraná
Biodiversity value (Attribute of the protected area): Full protection
conservation units
Adjacencies to the environmental
protection area
Biodiversity
value
Size of operational site in ha
Inserted in the SNUC
Rio dos Touros Ecological Station
Graciosa State Park
Pico Marumbi State Park
Rio Guarani State Park
Pico Paraná State Park
Serra da Baitaca State Park
Guaricana National Park
Campos Gerais National Park
Wildlife Reserve (RVS)
29,116.6
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Geographic location: State of Paraná
Biodiversity value (Attribute of the protected area): Full protection
conservation units
Adjacencies to the
environmental protection area
Biodiversity
value
Size of operational site in ha
Inserted in the SNUC
Iraí Environmental Protection Area (APA)
Devonian Escarpment State EPA
Serra da Esperança State EPA
Guaratuba State EPA
Piraquara State EPA
Guaraqueçaba State EPA
Helmuth Krause PNHR(RPPN)
Rio Cachoeira Nature Reserve PNHR
Sítio Cagnini Private Natural Heritage Reserve
59595.89
Geographic location: State of Paraná and São Paulo
Biodiversity value (Attribute of the protected area):
Area of Very High Biological Importance and High Priority for Conservation Action
Within the boundaries of the protected area
Biodiversity
value
Size of operational site in ha
Inserted in the SNUC
Paraíba do Sul River Basin EPA
Cabreúva EPA
Corumbataí, Botucatu and Tejupá EPA –
Corumbataí perimeter
Campinas EPA
Iguaçu EPA
Iraí EPA
Passaúna EPA
Pequeno EPA
Rio Verde EPA
Devonian Escarpment State EPA
Piraquara State EPA
Guaraqueçaba State EPA
Jundiaí EPA
Alto Rio Turvo Municipal EPA
Rio Vermelho Humbolt Municipal EPA
Piracicaba Juqueri Mirim Area I EPA
Piracicaba Juqueri Mirim Area II EPA
Cantareira System EPA
Morro da Mina PNHR
Perna do Pirata PNHR
3894.09
Geographic location: State of Paraná
Biodiversity value (Attribute of the protected area): Full protection
conservation units
Within the boundaries
of the protected area
Biodiversity
value
Size of operational site in ha
Inserted in the SNUC
Pau Oco State Park
Rio Guarani State Park
Vale do Codó State Park
Iguaçu National Park
Mono Castro Wildlife Refuge
57.9
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Geographic location: State of Paraná and São Paulo
Biodiversity value (Attribute of the protected area):
Area of Very High Biological Importance and High Priority for Conservation Action
Within the boundaries of
the protected area
Biodiversity
value
Size of operational site in ha
APCB Atlantic Forest
Cerrado APCB
144513 (Cerrado-Pantanal s/cod)
MA067
MA107
MA114
423.81
Geographic location: State of Mato Grosso
Biodiversity value (Attribute of the protected area):
Area of Very High Biological Importance and High Priority for Conservation Action
Within the boundaries of
the protected area
Biodiversity
value
Size of operational site in ha
APCB Amazon
AMZ-529 (UHE Colíder)
320.0
Geographic location: State of Paraná
Biodiversity value (Attribute of the protected area): Full protection
conservation units
Within the boundaries of the
protected area
Biodiversity
value
Size of operational site in ha
Inserted in the SNUC
Devonian Escarpment State Environmental
Protection Area (APA)
Serra da Esperança State Environmental
Protection Area (APA)
Guaratuba State Environmental Protection
Area (APA)
Guaraqueçaba Environmental Protection Area (APA)
5686.1
Geographic location: State of Paraná and São Paulo
Biodiversity value (Attribute of the protected area):
Area of high biological importance and priority for conservation action High and
Area of extremely high biological importance and priority for conservation action
Very high
Within the boundaries of the
protected area
Biodiversity
value
Size of operational site in ha
APCB Atlantic Forest
APCB Cerrado-
Pantanal
302363 (Cerrado-Pantanal s/cod)
MA072
MA090
MA092
MA099
MA118
MA089
MA079
MA063
MA076
5761.73
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Geographic location: State of Paraná
Biodiversity value (Attribute of the protected area):
Full protection conservation units
Within the boundaries of the
protected area
Biodiversity
value
Size of operational site in ha
Inserted in the SNUC
Rio dos Touros Ecological Station
Pico Marumbi State Park
Rio Guarani State Park
Pico Paraná State Park
Serra da Baitaca State Park
Campos Gerais National Park
Guaricana National Park
3407.54
Geographic location: State of Paraná, Santa Catarina,
São Paulo, Rio Grande do Norte and Mato Grosso
Biodiversity value (Attribute of the protected area):
Area of Extremely High Biological Importance and Extremely High Priority for
Conservation Action
Within the boundaries of
the protected area
Biodiversity
value
Size of operational site in ha
APCB Atlantic Forest
APCB Caatinga
APCB Amazon
MA051
MA062
MA065
MA068
CA047
CA055
AMZ-816
15193.28
Geographic location: State of Paraná and Santa Catarina
Biodiversity value (Attribute of the protected area):
Area of Extremely High Biological Importance and Extremely High Priority for
Conservation Action
Within the boundaries
of the protected area
Biodiversity
value
Size of operational site in ha
APCB Atlantic Forest
APCB Cerrado-
Pantanal
144513 (Cerrado-Pantanal s/cod)
MA053
MA058
MA064
MA106
15823.83
Geographic location: State of Paraná
Biodiversity value (Attribute of the protected area): Terrestrial ecosystem
Within the boundaries of
the protected area
Biodiversity
value
Size of operational site in ha
It includes state and
national parks, wildlife
refuges and ecological
stations.
Buffer zones of integral protection
conservation units
0.01
S
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Sulfur hexafluoride (SF6) emissions in metric tons
Scope 1¹
2022
2023
2024
Total
0.126
0.119
0.125
1 Verified by another external auditor.
Protected or restored habitats¹ ² | GRI 304-3
Area designation
Size of habitat areas
(hectares)
Location of all protected or
restored habitat areas
Status of each area based on its condition at
the end of the reporting period
Forest compensation projects
344.1
Several Brazilian states
Total area refers to several areas in different stages of
the compensation process.
Permanent Protection Areas (APPs,
in Portuguese) in Paraná
4,265.4
Several
Protected and monitored
APPs in Mato Grosso
5,488.4
Several
Protected and monitored
Serra do Mar areas - Parna de
Guaricana
6,003.8
Guaratuba (PR)
Protected and monitored
Serra do Mar areas - Chaminé SHPP
3,779.6
Tijucas do Sul (PR)
Protected and monitored
Serra do Mar areas - Guaricana
SHPP
812.0
Several
Protected and monitored
Serra do Mar areas - Several
70.0
São José dos Pinhais (PR)
Protected and monitored
Tia Chica Ecological Station
460.2
Pinhão (PR)
In process of formalization of transfer to the
environmental agency.
Guarani State Park
2,235.0
Três Barras do Paraná (PR)
Conservation Unit
Rio dos Touros Ecological Station
1,231.1
Reserva do Iguaçu (PR)
Conservation Unit
Total protected or restored
habitats
24,689.6
¹ The effectiveness of ecological restoration initiatives is measured based on ecological indicators defined by state legislation, such as those in São Paulo and Paraná. These actions follow
methodologies supported by both legislation and the Society for Ecological Restoration (SER), with the aim of fostering biodiversity, increasing climate resilience, and strengthening the connection
between society and the natural world.
² Data are based on the environmental licensing process, with annual updates to the corresponding management plans.
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IUCN red list species and national conservation list species
with habitats in areas affected by the Organization’s operations | GRI 304-4
Number of species according to the level of extinction risk1 2 3
2022
2023
2024
Critically endangered
14
14
9
Endangered
63
65
55
Vulnerable
115
120
91
Near threatened
82
90
66
Least concern
901
1,119
1,988
Total
1,175
1,408
2,209
¹ The IUCN Red List 2022 and the Ministry of the Environment’s 2022 and state lists were considered, broken down by level of extinction risk.
² Data come from several environmental studies and forest inventories, which involve fieldwork for monitoring fauna and flora.
3 It is important to note that the same species can appear in more than one threat category, depending on the threat list consulted.
Waste generated ³ | GRI 306-3
Composition of the waste¹
Description of the waste
2022
2023²
2024
Δ 2023/2024 (%)
Hazardous waste (Class I)
Batteries, lead-acid batteries, portable batteries,
treated wooden crossarms, unserviceable
equipment containing insulating mineral oil, lamps,
alkaline batteries, poles, oils, solvents and paint
1,194.5
4,820.9
4,768.0
-1.1%
Non-hazardous waste (Class II)
Paper, cardboard, food waste, pruning waste,
sanitary waste, glass, metals, plastics and residual
fiber optic scrap from telecom operations
56,970.7
79,929.9
70,570.9
-11.7%
Total waste
58,165.3
84,750.8
75,338.9
-11.1%
¹ Copel has a system for the collection and proper disposal of waste, issuing Waste Transportation Manifests (MTR, in Portuguese) for all subsidiaries through SINIR.
² In 2022, the reported values did not account for the disposal of poles removed from the grid (Class II), generated by Copel Distribuição, totaling 40,043.9 metric tons, and pruning waste totaling 9,799.6 metric
tons, which are restated in this report. The 37.40% increase is not only due to Figueira’s waste but also to poles removed from the grid and pruning waste generated.
³ There was also an increase in waste registration due to the integration of units that previously did not belong to Copel, including the Aventura, Santa Rosa, Mundo Novo, Vilas, and Jandaíra Wind Clusters.
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Waste diverted from final disposal¹ | GRI 306-4
Category
2022
2023
2024
On-site
Off-site
Total
On-site
Off-site
Total
On-site
Off-site
Total
Hazardous
Preparation for reuse
-
1,031.5
1,031.5
-
963.7
963.7
-
388.4
388.4
Recycling
-
2,708.5
2,708.5
-
3,092.8
3,092.8
-
3,151.6
3,151.6
Other recovery options
-
176.3
176.3
-
151.8
151.8
-
198.9
198.9
Total hazardous waste directed to
disposal
-
3,916.4
3,916.4
-
4,208.2
4,208.2
-
3,738.9
3,738.9
Non-hazardous
Preparation for reuse
-
35,601.1
35,601.1
-
30,482.8
30,482.8
-
54,843.3
54,843.3
Recycling
-
11,971.9
11,971.9
-
4,037.1
4,037.1
-
4,587.7
4,587.7
Other recovery options
7.6
0.0
7.6
6.5
9,074.9
9,081.4
8.3
10,255.4
10,263.7
Total non-hazardous waste
directed to disposal
7.6
47,573.0
47,580.6
6.5
43,594.9
43,601.4
8.3
60,694.7
69,694.7
Total waste directed to disposal
7.6
51,489.4
51,497.0
6.5
47,803.1
47,809.6
8.3
73,454.3
73,433.6
¹There are no record of waste diverted from disposal onsite.
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Waste directed to final disposal | GRI 306-5
Category
2022
2023
2024
On-site
Off-site
Total
On-site
Off-site
Total
On-site
Off-site
Total
Hazardous
Incineration without energy recovery
-
29.0
29.0
-
6.3
6.3
-
8.0
8.0
Incineration with energy recovery
-
-
-
-
3.0
3.0
-
1.3
1.3
Landfill
-
363.3
363.3
-
28.9
28.9
-
11.0
11.0
Total hazardous waste directed to
disposal
-
392.4
392.4
-
38.2
38.2
-
20.3
20.3
Non-hazardous
Incineration without energy recovery
-
-
-
-
1.4
1.4
-
-
-
Incineration with energy recovery
-
-
-
-
-
-
-
6.5
6.5
Landfill
-
3,936.0
3,936.0
-
15,095.0
15,095.0
-
4,935.8
4,935.8
Total non-hazardous waste
directed to disposal
-
3,936.0
3,936.0
-
15,096.4
15,096.4
-
4,942.3
4,942.3
Total waste directed to disposal
-
4,328.3
4,328.3
-
15,134.5
15,134.5
-
4,962.6
4,962.6
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Social commitment
17
Membership of associations | GRI 2-28
Institution
Company participation in the institution
Annual fee
Brazilian Association of Electric Energy Distribution
Companies (Abradee)
Copel serves in the Board of Directors, appointing professionals to represent the
company and participate in working groups and other activities developed by the
association.
3,345,815.5
Brazilian Association of Electricity Generation
Companies (Abrage)
Copel is part of the General Meeting, appointing professionals to represent the company
and participate in working groups of the association, including as coordinators.
641,579.1
Brazilian Association of Electricity Transmission
Companies (Abrate)
Copel is part of the General Meeting and serves in the Board of Directors, appointing
professionals to represent the company and participate in the association’s active
committees, including as coordinators.
289,481.0
Brazilian Association of Independent Power
Producers (Apine)
Copel serves on the Board of Directors and appoints professionals to represent the
company and take part in the association's Working Groups.
241,179.8
Brazilian Association of Wind Energy (Abeeólica)
Copel appoints professionals to represent the company and take part in the
association's Working Groups.
134,771.6
Brazilian Association of Electric Energy
Companies (ABCE)
Copel serves on the Board of Directors and appoints professionals to represent the
company and take part in the association's committees.
106,730.0
Brazilian Association of Clean Energy
Generation (Abragel)
Copel serves on the Board of Directors and appoints professionals to represent the
company and take part in the activities developed by the association.
121,700.0
Brazilian Photovoltaic Energy Association (Absolar)
Copel appoints professionals to represent the company and take part in the
association's Working Groups.
57,730.0
Brazilian Power Traders Association (Abraceel)
Copel appoints professionals to represent the company and take part in the
association's Working Groups.
88,452.0
Brazilian Association for Sustainable Carbon (ABCS)
Copel appoints professionals to represent the company and take part in the activities
developed by the association.
48,860.0
Brazilian Association for Maintenance and Asset
Management (Abraman)
Copel elects representatives for the Southern region (PR, SC and RS) in the activities
developed by the association.
67,954.0
Total
5,144,253.0
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People management
8 10
On the following pages, Copel presents information on people management, including the ratio between the lowest salary and the minimum wage,
turnover rate, parental leave, among others:
Ratio of the lowest salary and the minimum wage¹ | GRI 202-1
Category
2022
2023
2024
Men
Women
Ratio women
and men
Men
Women
Ratio women
and men
Direct employees
Contractors
Men
Women
Ratio women
and men
Men
Women
Ratio women
and men
Lowest salary
paid by the
Organization
2,173.4
2,088.5
1.0
2,434.7
2,636.3
0.9
2,434.7
2,636.3
1.1
1,412.0
1,412.0
1.0
Minimum
wage
determined
by law or
labor union
1,212.0
1,212.0
1.0
1,320.0
1,320.0
1.0
1,412.0
1,412.0
1.0
1,412.0
1,412.0
1.0
Ratio (%)
1.8
1.7
1.0
1.8
2.0
0.9
1.7
1.9
1.1
1.0
1.0
1.0
¹ Data comprise of the staff report provided by the CSC/DFRH/VSRH and extracted from the Success Factor system’s reporting center and the personnel budget report extracted from SAP via
transaction ZHR024.
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New employee hires and employee turnover¹ ² ³ | GRI 401-1
Category
2022
2023
2024
New
hires
Rate of
new hires
(%)
Terminations
Turnover
rate (%)
New
hires
Rate of
new hires
(%)
Terminations
Turnover
rate (%)
New
hires
Rate of
new hires
(%)
Terminations
Turnover
rate (%)
By gender
Men
3
100
362
3.7
0
0
60
0.7
8
66.7
1,129
12.5
Women
0
0
149
5.3
1
100
12
0.5
4
33.3
300
12.1
Total
3
100
511
4.0
1
100
72
0.6
12
100
1,429
12.4
By age group
Up to 30 years
old
0
0
3
1.4
0
0
0
0
3
23.0
0
300
30 - 50 years old
1
33.33
150
1.6
0
0
56
0.6
9
75.0
276
3.7
Over 50 years
old
2
66.67
358
10.9
1
100
16
0.6
0
0
1,153
12.4
Total
3
100
511
4.0
1
100
72
0.6
12
100
1,429
12.4
By region
South
3
100
509
4.1
1
100
71
0.6
6
50
1,416
12.4
Midwest
0
0
0
0
0
0
0
0
0
0
7
10.3
Northeast
0
0
2
6.7
0
0
1
3.6
6
50
3
25.0
Southeast
0
0
0
0
0
0
0
0
0
0
3
8.3
Total
3
100
511
4.0
1
100
72
0.6
12
100
1,429
12.4
¹ For the calculation of number of new hires, the rate of new employees and employee turnover considered as hired, the hired and reinstated employees.
² The employee turnover rate is calculated using the formula (new hires + terminations/2)/ the total number of employees in disclosure GRI 2-7 (by category).
³ Since August 2023, Copel has evolved from a state-owned company to a corporation. With this transition, Copel is no longer required to hold civil service exams to hire new employees. New
guidelines are being drafted for future hiring processes.
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Turnover rate of direct employees | GRI 401-1
Rate
2022
2023
2024
Total employee turnover rate
4.0%
0.6%
12.4%
Voluntary employee turnover rate
3.9%
0.4%
1.3%
Workforce diversity by employee category and vulnerable social group¹ ¹ ² | GRI 405-1
Functional
category
2022
2023
2024
Black
People with
disabilities3
LGBTQIA+
Indigenous
people
Black
People with
disabilities3
LGBTQIA+
Indigenous
people
Black
People with
disabilities3
LGBTQIA+
Indigenous
people
Operational staff
11.1%
0.0%
0.0%
0.0%
12.0%
0.0%
0.0%
0.0%
-
-
-
-
Secondary-level
technical employees
14.8%
0.4%
0.0%
0.1%
15.0%
1.0%
0.0%
0.0%
14.8%
2.3%
0.0%
0.3%
Secondary-level
employees
14.2%
3.2%
0.1%
0.2%
14.0%
3.0%
0.0%
0.0%
7.3%
8.0%
0.0%
0.2%
University-level
employees
8.1%
1.1%
0.0%
0.1%
8.0%
1.0%
0.0%
0.0%
4.3%
1.7%
0.0%
0.2%
Total
13.1%
2.1%
0.1%
0.1%
13.0%
2.0%
0.0%
0.0%
7.7%
5.4%
0.0%
0.2%
¹ Currently, Copel considers the number of people who use their social name when calculating LGBTQIA+ employees.
² The operational career has no more occupants. Copel’s transformation into a corporation has enabled these employees to migrate to other careers within the Company.
3 Pessoas com deficiência
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Ratio of basic salary and compensation received by women and men¹ ² | GRI 405-2
Employee category
2022
2023
2024
Ratio of basic
salary
Ratio of
compensation
Ratio of basic
salary
Ratio of
compensation
Ratio of basic
salary
Ratio of
compensation
Secondary-level technical employees
0.97
0.96
0.99
0.93
1.00
0.94
Secondary-level employees
1.04
0.96
1.06
0.92
1.04
0.91
University-level employees
0.85
0.90
0.84
0.89
0.83
0.81
¹ The Organization considers all units of Companhia Paranaense de Energia as important operating units.
² Employees working fewer than 8 hours a day were excluded from the calculation of average basic salary and compensation. Total compensation was calculated by adding up basic salary, bonuses,
Profit Sharing, Performance Bonus and the bonus provided for in the Collective Bargaining Agreement.
Permanent own employees by type of work and region (% of employees, by employee category and region, that may retire
in the next 5 or 10 years) | GRI G4 EU15
South
Line and connection workers
2.4
Power plant operators
1,9
Engineers
0.3
Maintenance mechanics
0.8
Other
0.5
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Infrastructure
GRI G4-EU4
Transmission and distribution lines | GRI G4-EU4
Length of transmission and distribution lines
by voltage category¹ ²
2023
2024
500/525 kV
1,031.0
1,031.0
230 kV
2,667.0
2,667.0
138 kV
6,775.2
7,098.4
69 kV
779.0
775.7
Less than 69 kV
203,767.1
206,563.9
Total
215,019.4
218,136.0
Length of transmission and distribution lines
by line location (kV)¹ ²
2023
2024
Above ground
214,673.4
217,780.8
Underground
346.0
354.9
Total
215,019.4
218,135.7
¹ Copel DIS’s distribution lines cover up to 138 kV, including systems from 13.8 kV to 34.5 kV and high-voltage distribution lines (LDATs)
of 69 kV and 138 kV. The transmission lines managed by Copel GeT operate above 138 kV.
³ In 2022, there were 9,685 km of transmission lines, with the transformation capacity of their substations at approximately 20,462 MVA
(megavolt-amperes).
26
hydroelectric power plants
47
wind clusters
9.684 km
km of transmission lines
20.962 MVA
of Substations with
transformation capacity
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Days worked by contractor and subcontractor employees | GRI G4-EU17
Outsourced labor (days)¹
2023
2024
Construction activities
551,760
604.111
Operation activities
461,241
588.499
Maintenance activities
461,241
588.499
Total time (days) worked by contractor employees
1,474,242
1.781.109
¹ Activities are grouped into five categories: Engineering Works, Technical/Operational Services, Commercial/Support Services, Facility Maintenance/Security, and Administrative Services. A 360-day
calendar was used to calculate the number of days, considering the allocation of workers to contracts, although Copel does not control the actual days worked by each individual.
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GRI AND SASB CONTENT INDEX
GRI Standard
Disclosure
Location/Answer
Omission
Requirement(s)
omitted
Reason
Explanation
General Disclosures
The organization and its reporting practices
GRI 2: Conteúdos
gerais 2021
2-1
Organizational details
6, 24.
b) Holding company, legal personality under
private law.
N/A
N/A
N/A
2-2
Entities included in the organization’s
sustainability reporting1
6
N/A
N/A
N/A
2-3
Reporting period, frequency and
contact point
6
N/A
N/A
N/A
2-4
Restatements of information1
170, 190, 286, 287
N/A
N/A
N/A
2-5
External assurance1
6, 354
N/A
N/A
N/A
Activities and workers
GRI 2: General
Disclosures 2021
2-6
Activities, value chain and other
business relationships
24, 29, 31, 32
N/A
N/A
N/A
2-7
Employees
249
N/A
N/A
N/A
2-8
Workers who are not employees
250
N/A
N/A
N/A
Governance
GRI 2: General
Disclosures 2021
2-9
Governance structure and composition 75. 79. 82
N/A
N/A
N/A
For the Content Index – Essentials Service, GRIServices reviewed that the GRI content index hasbeen presented in a way consistent with therequirements for reporting in accordance
with theGRI Standards, and that the information in theindex is clearly presented and accessible to thestakeholders. The service was performed on the Portugueseversion of the
report.
Declaração de uso
A Companhia Paranaense de Energia – Copel reported in accordance with the
GRI Standards for the period from January 1, 2024, to December 31, 2024
GRI 1 usada
GRI 1: Fundamentos 2021
Note: GRI G4 was used as the sector standard.
¹ Indicators guaranteed in a limited manner by PwC.
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GRI Standard
Disclosure
Location/Answer
Omission
Requirement(s)
omitted
Reason
Explanation
Governance
GRI 2: General
Disclosures 2021
2-10
Nomination and selection of the
highest governance body
75, 82
N/A
N/A
N/A
2-11
Chair of the highest governance body
75
N/A
N/A
N/A
2-12
Role of the highest governance
body in overseeing the management
of impacts
75
N/A
N/A
N/A
2-13
Delegation of responsibility for
managing impacts
75
N/A
N/A
N/A
2-14
Role of the highest governance body
in sustainability reporting
6
N/A
N/A
N/A
2-15
Conflicts of interest1
93
N/A
N/A
N/A
2-16
Communication of critical concerns1
97
N/A
N/A
N/A
2-17
Collective knowledge of the highest
governance body
84
N/A
N/A
N/A
2-18
Evaluation of the performance of the
highest governance body
85
N/A
N/A
N/A
2-19
Remuneration policies
86
N/A
N/A
N/A
2-20
Process to determine remuneration
86
N/A
N/A
N/A
2-21
Annual total compensation ratio
86
N/A
N/A
N/A
Strategy, policies and practices
GRI 2: General
Disclosures 2021
2-22
Statement on sustainable development
strategy
3
N/A
N/A
N/A
2-23
Policy commitments
89, 202
N/A
N/A
N/A
2-24
Embedding policy commitments
89
N/A
N/A
N/A
¹ Indicators guaranteed in a limited manner by PwC.
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GRI Standard
Disclosure
Location/Answer
Omission
Requirement(s)
omitted
Reason
Explanation
Strategy, policies and practices
GRI 2: General
Disclosures 2021
2-25
Processes to remediate negative
impacts1
97
N/A
N/A
N/A
2-26
Mechanisms for seeking advice and
raising concerns1
97
N/A
N/A
N/A
2-27
Compliance with laws and regulations1
89
N/A
N/A
N/A
2-28
Membership associations
297
N/A
N/A
N/A
Stakeholder engagement
GRI 2: General
Disclosures 2021
2-29
Approach to stakeholder engagement1
59, 63
N/A
N/A
N/A
2-30
Collective bargaining agreements
248, 283
N/A
N/A
N/A
Material Topics
GRI 3: Material
Topics 2021
3-1
Process to determine material topics1
8
N/A
N/A
N/A
3-2
List of material topics1
8, 10
N/A
N/A
N/A
Economic and financial performance
GRI 3: Material
Topics 2021
3-3
Management of material topics
11, 154
N/A
N/A
N/A
GRI 201:
Economic
performance
2016
201-1
Direct economic value generated and
distributed1
163
N/A
N/A
N/A
201-2
Financial implications and other risksand
opportunities due to climate change
114
N/A
N/A
N/A
201-3
Defined benefit plan obligations and
other retirement plans
255
a, b, c) There is no liability, as the pension
plans (retirement) are in surplus and do
not present a deficit. Furthermore, since
the funds showed excess coverage as
of December 31, 2024, no measures are
being taken regarding the possibility of
insufficiency.
N/A
N/A
N/A
¹ Indicators guaranteed in a limited manner by PwC.
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GRI Standard
Disclosure
Location/Answer
Omission
Requirement(s)
omitted
Reason
Explanation
Economic and financial performance
GRI 201:
Economic
performance
2016
201-4
Approach to tax1
a, b, c) The organization's total monetary value
of benefits and tax credits from governments
amounts to R$ 33,604,046.5. There are no
other types of financial support.
Currently, the State of Paraná holds 27.6% of
the common shares (ONs) and 15.9% of Copel’s
total shares, while BNDESPAR holds 10.1% of
the common shares (ONs) and 22% of the total
capital. However, in accordance with Article 6 of
the Bylaws, voting rights are limited to 10% of
the total number of shares comprising Copel’s
voting capital, regardless of the shareholder’s
stake in the Company’s total capital.
N/A
N/A
N/A
Social commitment
GRI 3: Material
Topics 2021
3-3
Management of material topics
11, 59, 194, 202, 208
N/A
N/A
N/A
GRI 202: Market
Presence 2016
202-1
Ratios of standard entry level wage by
gender compared to local minimum
wage
268, 298
N/A
N/A
N/A
202-2
Proportion of senior management
hired from the local community
a) 100% of senior executives were hired from
the local community.
b) The Board of Directors is the executive
body responsible for management and
representation, tasked with ensuring the
Company's regular operations in accordance
with the general guidelines established by the
Board of Trustees (or Administrative Council,
depending on context).
c, d) For this data, the Brazilian territory is
considered, where the key operational unit is
Companhia Paranaense de Energia (Copel).
N/A
N/A
N/A
¹ Indicators guaranteed in a limited manner by PwC.
2024 Integrated Report > Appendices
307
Message from
the President
About
this Report
About Copel
Strategy
and outlook
Corporate
governance
Performance
Social and
environmental
Appendices
GRI Standard
Disclosure
Location/Answer
Omission
Requirement(s)
omitted
Reason
Explanation
Social commitment
GRI 203: Indirect
Economic
Impacts 2016
203-1
Infrastructure investments andservices
supported
152, 162, 194, 208, 214
N/A
N/A
N/A
203-2
Significant indirect economic impacts
194, 208, 219
N/A
N/A
N/A
GRI 411: Rights
of Indigenous
Peoples 2016
411-1
Incidents of violations involving rights
of indigenous peoples1
216
N/A
N/A
N/A
GRI 413: Local
Communities
2016
413-1
Operations with local community
engagement, impact assessments,and
development programs
208, 210
N/A
N/A
N/A
413-2
Operações com impactos negativos
significativos reais ou potenciais nas
comunidades locais1
208
N/A
N/A
N/A
GRI G4: Electric
Utilities Sector
Disclosures
EU19
Stakeholder participation in decision
making processes related to
energy planning and infrastructure
development
59
N/A
N/A
N/A
EU20
Approach to managing the impacts of
displacement
213
Copel is committed to providing full support
to the relocated population
N/A
N/A
N/A
EU22
Number of people physically or
economically displaced and compensation,
broken down by type of project
213
N/A
N/A
N/A
Sustainable sourcing
GRI 3: Material
Topics 2021
3-3
Management of material topics
11, 234, 242
N/A
N/A
N/A
¹ Indicators guaranteed in a limited manner by PwC.
2024 Integrated Report > Appendices
308
Message from
the President
About
this Report
About Copel
Strategy
and outlook
Corporate
governance
Performance
Social and
environmental
Appendices
GRI Standard
Disclosure
Location/Answer
Omission
Requirement(s)
omitted
Reason
Explanation
Sustainable sourcing
GRI 204:
Procurement
Practices 2016
204-1
Proportion of spending on local
suppliers
234, 238
b, c) The key operational units considered
are Copel Holding, Comercialização
(Trading), and Serviços (Services). Local
suppliers are defined as those whose
company headquarters are located in the
State of Paraná (the same state as the key
operational units).
N/A
N/A
N/A
GRI 308: Supplier
Environmental
Assessment
2016
308-1
New suppliers that were screened
using environmental criteria1
-
a.
Information
unavailable
Copel does not
manage the
percentage of new
suppliers selected
on the basis of
environmental criteria.
However, it does
consider adherence to
labour, human rights,
tax and environmental
legislation in its
evaluation processes.
The indicator is
being developed and
monitored for future
publication.
¹ Indicators guaranteed in a limited manner by PwC.
2024 Integrated Report > Appendices
309
Message from
the President
About
this Report
About Copel
Strategy
and outlook
Corporate
governance
Performance
Social and
environmental
Appendices
GRI Standard
Disclosure
Location/Answer
Omission
Requirement(s)
omitted
Reason
Explanation
Sustainable sourcing
GRI 308: Supplier
Environmental
Assessment
2016
308-2
Negative environmental impacts in the
supply chain and actions taken1
-
a, b, c, d, e.
Information
unavailable
Negative
environmental
impacts associated
with the supply
chain are not
controlled by Copel.
The environmental
impact
assessments
are controlled
individually and
only form part of
the documentation
for the respective
contracting/
qualification/
management
processes. The
indicator is being
developed and
monitored for
future publication.
GRI 408: Child
Labor 2016
408-1
Operations and suppliers with
significant risk of child labor cases1
244
N/A
N/A
N/A
GRI 409: Forced
or compulsory
labor 2016
409-1
Operations and suppliers with
significant risk of cases of forced or
compulsory labor1
244
N/A
N/A
N/A
¹ Indicators guaranteed in a limited manner by PwC.
2024 Integrated Report > Appendices
310
Message from
the President
About
this Report
About Copel
Strategy
and outlook
Corporate
governance
Performance
Social and
environmental
Appendices
GRI Standard
Disclosure
Location/Answer
Omission
Requirement(s)
omitted
Reason
Explanation
Sustainable sourcing
GRI 414: Social
assessment of
suppliers 2016
414-1
New suppliers that were screenedusing
social criteria
-
a.
Information
unavailable
Copel does not
manage the
percentage of new
suppliers selected
on the basis of social
criteria. However,
it does consider
adherence to labour,
human rights, tax
and environmental
legislation in its
evaluation processes.
The indicator is
being developed and
monitored for future
publication.
414-2
Negative social impacts in the supply
chain and actions taken
-
a, b, c, d, e.
Information
unavailable
Negative social
impacts in the supply
chain are evaluated
by Copel. Copel
does not manage
the percentage of
suppliers identified
with negative social
impacts, with whom
improvements have
been agreed or
with whom it has
terminated business
relations. The indicator
is being developed
and monitored for
future disclosure.
2024 Integrated Report > Appendices
311
Message from
the President
About
this Report
About Copel
Strategy
and outlook
Corporate
governance
Performance
Social and
environmental
Appendices
GRI Standard
Disclosure
Location/Answer
Omission
Requirement(s)
omitted
Reason
Explanation
Corporate governance
GRI 3: Material
Topics 2021
3-3
Management of material topics
11, 50, 68, 70, 72, 75, 89, 101
N/A
N/A
N/A
GRI 205: Anti-
corruption 2016
205-1
Operations assessed for risks related
to corruption1
93, 101
N/A
N/A
N/A
205-2
Communication and training
about anti-corruption policies and
procedures1
95, 96
N/A
N/A
N/A
205-3
Confirmed incidents of corruption and
actions taken1
97
N/A
N/A
N/A
GRI 206:Anti-
competitive
Behavior 2016
206-1
Legal actions for anti-competitive
behavior, anti-trust,
and monopoly practices1
a, b) There were no legal actions regarding
unfair competition, trust practices or
monopoly.
N/A
N/A
N/A
GRI 415: Public
Policy 2016
415-1
Political contributions
219
a, b) There are no financial or other political
contributions made directly or indirectly by
Copel.
N/A
N/A
N/A
Environmental commitment
GRI 3: Temas
Materiais 2021
3-3
Raw materials or recycled materials used
11, 166, 167, 177, 183
N/A
N/A
N/A
GRI 301:
Materials 2016
301-1
Interactions with water as a shared
resource
285
N/A
N/A
N/A
301-2
Management of impacts related to
water discharge
a) There are no raw materials or recycled
materials used in the manufacture of its
main products and services.
N/A
N/A
N/A
GRI 303: Water
and Effluents
2018
303-1
Interactions with water as a shared
resource
189
b, d.
Not
applicable
No target has been
set for reducing
consumption, but
there is consistency
in the activities
aimed at ensuring
that consumption is
conscious.
¹ Indicators guaranteed in a limited manner by PwC.
2024 Integrated Report > Appendices
312
Message from
the President
About
this Report
About Copel
Strategy
and outlook
Corporate
governance
Performance
Social and
environmental
Appendices
GRI Standard
Disclosure
Location/Answer
Omission
Requirement(s)
omitted
Reason
Explanation
Environmental commitment
GRI 304:
Biodiversity 2016
303-2
Management of impacts related to
water discharge
189
N/A
N/A
N/A
303-3
Water withdrawl1
189, 286
N/A
N/A
N/A
303-4
Water discharge1
189, 287
N/A
N/A
N/A
303-5
Water consumption1
190
N/A
N/A
N/A
304-1
Operational units owned, leased
or managed within or adjacent to
environmental protection areas and
areas of high biodiversity value located
outside of environmental protection
areas
184, 288
N/A
N/A
N/A
304-2
Significant impacts of activities,
products, and services on biodiversity
177
N/A
N/A
N/A
304-3
Protected or restored habitats
185, 293
N/A
N/A
N/A
304-4
Species included in the IUCN Red
List and in national conservation lists
with habitats in areas affected by the
organization's operations
294
N/A
N/A
N/A
GRI 305:
Emissions 2016
305-1
Direct (Scope 1) GHG emissions1
170
N/A
N/A
N/A
305-2
Energy indirect (Scope 2) GHG emissions1
170
N/A
N/A
N/A
305-3
Other indirect (Scope 3) GHG emissions
170
N/A
N/A
N/A
¹ Indicators guaranteed in a limited manner by PwC.
2024 Integrated Report > Appendices
313
Message from
the President
About
this Report
About Copel
Strategy
and outlook
Corporate
governance
Performance
Social and
environmental
Appendices
GRI Standard
Disclosure
Location/Answer
Omission
Requirement(s)
omitted
Reason
Explanation
Environmental commitment
GRI 305:
Emissions 2016
305-4
GHG emissions intensity
170
N/A
N/A
N/A
305-5
Reduction of GHG emissions
a) In 2024, there was a reduction of 66,926.0
tCO2e in stationary emissions and 1,490.0
tCO2e in mobile emissions.b) The gases CO2,
CH4, and N2O were included.c) The base year
used for the 2017 target was 2024.d) Both
reductions occurred in Scope 1 emissions.e)
The methodology adopted was the one
provided by the calculation tool of the Brazilian
GHG Protocol program.
N/A
N/A
N/A
305-6
Emissions of ozone-depleting
substances (ODS)
-
a, b, c, d
Not
applicable.
Copel does
not produce,
import or export
ozone-depleting
substances.
305-7
Nitrogen oxides (NOX), sulfur oxides
(SOX), and other significant air emissions
287
N/A
N/A
N/A
GRI 306: Waste
2020
306-1
Waste generation and significant
waste-related impacts
192
N/A
N/A
N/A
306-2
Management of significant waste-
related impacts
192
N/A
N/A
N/A
306-3
Waste generated
294
N/A
N/A
N/A
306-4
Waste not destined for final disposal
295
N/A
N/A
N/A
306-5
Waste destined for final disposal
296
N/A
N/A
N/A
¹ Indicators guaranteed in a limited manner by PwC.
2024 Integrated Report > Appendices
314
Message from
the President
About
this Report
About Copel
Strategy
and outlook
Corporate
governance
Performance
Social and
environmental
Appendices
GRI Standard
Disclosure
Location/Answer
Omission
Requirement(s)
omitted
Reason
Explanation
Environmental commitment
GRI G4: Electric
Utilities Sector
Disclosures
EU5
Allocation of CO2e emissions
allowances or equivalent, broken down
by carbon trading framework1
-
All of them.
Not
applicable
Copel is not
currently subject to
carbon offsetting
or reduction
obligations, as
Brazil's carbon
market bill was only
approved in 2024.
Furthermore, the
law does not take
automatic effect,
requiring approval
of implementation
mechanisms by
other governing
bodies. Therefore,
in 2024, this
requirement was
not yet applicable
to Copel. It should
be noted that
Copel monitored
this development
through meeting
and the unfolding
of the project until
it was enacted as
Law 15.042/2024.
¹ Indicators guaranteed in a limited manner by PwC.
2024 Integrated Report > Appendices
315
Message from
the President
About
this Report
About Copel
Strategy
and outlook
Corporate
governance
Performance
Social and
environmental
Appendices
GRI Standard
Disclosure
Location/Answer
Omission
Requirement(s)
omitted
Reason
Explanation
Environmental commitment
GRI G4: Electric
Utilities Sector
Disclosures
EU13
Biodiversity of offset habitats
compared to the biodiversity of the
affected areas
183
N/A
N/A
N/A
Greenhouse
Gas Emissions &
Energy Resource
Planning
IF-EU-
110a.2
Greenhouse gas (GHG) emissions
associated with power deliveries1
170
N/A
N/A
N/A
F-EU-
110a.3
Discussion of long- and short-term
strategy or plan to manage Scope 1
emissions, emissions reduction targets,
and an analysis of performance against
those targets
167
N/A
N/A
N/A
Water
Management
IF-EU-
140a.1
(1) Total water withdrawn, (2) total
water consumed; percentage of each
in regions with High or Extremely High
Baseline Water Stress1
189, 190, 286, 287
N/A
N/A
N/A
IF-EU-
140a.3
Description of water management
risks and discussion of strategies and
practices to mitigate those risks
189
N/A
N/A
N/A
Ecological
Impacts
of Project
Development
RR-ST-
160a.1
(1) Number and (2) duration of project
delays related to ecological impacts
184
N/A
N/A
N/A
¹ Indicators guaranteed in a limited manner by PwC.
2024 Integrated Report > Appendices
316
Message from
the President
About
this Report
About Copel
Strategy
and outlook
Corporate
governance
Performance
Social and
environmental
Appendices
GRI Standard
Disclosure
Location/Answer
Omission
Requirement(s)
omitted
Reason
Explanation
Environmental commitment
Ecological
Impacts
of Project
Development
RR-ST-
160a.2
Description of efforts in solar energy
system project development to address
community and ecological impacts
345
N/A
N/A
N/A
Energy sector transformation
GRI 3: Material
Topics 2021
3-3
Management of material topics
11, 123
Electrification and New Business
Opportunities
c) Copel is committed to sustainable
mobility, integrating practices that prioritize
energy efficiency and environmental impact
reduction.
di) Use of PoCs (Proofs of Concept) and
strategic partnerships to ensure charging
station projects are efficient and sustainable,
with a focus on renewable energy sources.
dii) Investments in renewable energy
technologies to power charging stations,
thereby reducing associated emissions.
Sustainability audits and reports are used to
adjust strategies as needed.
diii) Copel is expanding its electric
charging infrastructure and collaborating
with research centers and startups to
develop innovative solutions that promote
sustainable electric mobility.
N/A
N/A
N/A
2024 Integrated Report > Appendices
317
Message from
the President
About
this Report
About Copel
Strategy
and outlook
Corporate
governance
Performance
Social and
environmental
Appendices
GRI Standard
Disclosure
Location/Answer
Omission
Requirement(s)
omitted
Reason
Explanation
Energy sector transformation
GRI 3: Material
Topics 2021
3-3
Management of material topics
11, 123
ei) Regular impact assessments and audits
are conducted to ensure sustainable
electrification goals are being met.
Additionally, through a dashboard powered
by movE – a Copel-invested startup
responsible for operating and maintaining
chargers and the recharge management
system – Copel monitors data such as:
Number of charging sessions
Energy consumption
Average charging duration
Revenue and costs
User vehicle profiles
eii) 2030 Target: Establish an electrical
infrastructure capable of supporting 100%
sustainable electrification in priority areas.
Key Metrics:
Operational charging stations
CO2 emission reductions
Total kWh consumed
Costs and revenue
Growth in electric vehicle adoption
eiii) Annual reports highlight progress
toward sustainable electrification,
emphasizing infrastructure expansion,
emission reductions, and energy efficiency
improvements.
eiv) Lessons learned are incorporated
into operational policies, ensuring Copel
continues to lead the energy sector’s
transformation.
N/A
N/A
N/A
GRI 302: Energy
2016
302-1
Energy consumption within the
organization1
286
N/A
N/A
N/A
¹ Indicators guaranteed in a limited manner by PwC.
2024 Integrated Report > Appendices
318
Message from
the President
About
this Report
About Copel
Strategy
and outlook
Corporate
governance
Performance
Social and
environmental
Appendices
GRI Standard
Disclosure
Location/Answer
Omission
Requirement(s)
omitted
Reason
Explanation
Energy sector transformation
GRI 302: Energy
2016
302-2
Energy consumption outside of
theorganization
191
a, b, c) There was no energy consumption
outside the organization.
N/A
N/A
N/A
302-3
Energy intensity1
191
N/A
N/A
N/A
302-4
Reduction of energy consumption
191, 198
N/A
N/A
N/A
GRI 418:
Customer
Privacy 2016
418-1
Substantiated complaints concerning
breaches of customer privacy and
losses of customer data
a, b, c) There have been no proven
complaints regarding breaches of privacy
and loss of customer data.
N/A
N/A
N/A
GRI G4: Electric
Utilities Sector
Disclosures
EU1
Installed Capacity, Broken Down
By Primary Energy Source And By
Regulatory Regime
29, 30
N/A
N/A
N/A
EU2
Net energy output broken down
by primary energy source and by
regulatory regime
29, 30
N/A
N/A
N/A
EU4
Length of above and underground
transmission and distribution lines by
regulatory regime
302
N/A
N/A
N/A
EU6
Management approach to ensure short
and long-term electricity availability
and reliability
144, 149, 154
N/A
N/A
N/A
EU7
Demand-side management programs
including residential, commercial,
institutional and industrial programs
124, 149
N/A
N/A
N/A
¹ Indicators guaranteed in a limited manner by PwC.
2024 Integrated Report > Appendices
319
Message from
the President
About
this Report
About Copel
Strategy
and outlook
Corporate
governance
Performance
Social and
environmental
Appendices
GRI Standard
Disclosure
Location/Answer
Omission
Requirement(s)
omitted
Reason
Explanation
Energy sector transformation
GRI G4: Electric
Utilities Sector
Disclosures
EU8
Research and development activity and
expenditure aimed at providing reliable
electricity and promoting sustainable
development
126, 130, 138, 139
N/A
N/A
N/A
EU10
Planned capacity against projected
electricity demand over the long term,
broken down by energy source and
regulatory regime
29
N/A
N/A
N/A
EU11
Average generation efficiency of
thermal plants by energy source and
by regulatory regime
The average annual generation efficiency of
the group of plants by regulatory regime and
net efficiency was 23.6% only at UTE Figueira
N/A
N/A
N/A
EU12
Transmission and distribution losses as
a percentage of total energy1
149, 151
N/A
N/A
N/A
EU21
Contingency planning measures,
disaster/emergency management plan
and training programs, and recovery/
restoration plans
231, 232
N/A
N/A
N/A
EU28
Power outage frequency
149, 151
N/A
N/A
N/A
EU29
Average power outage duration
149, 151
N/A
N/A
N/A
EU30
Average plant availability factor by
energy source and by regulatory
regime
141
N/A
N/A
N/A
¹ Indicators guaranteed in a limited manner by PwC.
2024 Integrated Report > Appendices
320
Message from
the President
About
this Report
About Copel
Strategy
and outlook
Corporate
governance
Performance
Social and
environmental
Appendices
GRI Standard
Disclosure
Location/Answer
Omission
Requirement(s)
omitted
Reason
Explanation
Energy sector transformation
Management
of Energy
Infrastructure
Integration
& Related
Regulations
RR-ST-
410a.1
Description of risks associated with
integration of solar energy into existing
energy infrastructure and discussion of
efforts to manage those risks
137
N/A
N/A
N/A
RR-ST-
410a.2
Description of risks and opportunities
associated with energy policy and
its effect on the integration of
solar energy into existing energy
infrastructure
137
N/A
N/A
N/A
Activity Metrics
RR-ST-
000.B
Total capacity of completed solar
energy systems1
Copel currently has solar energy systems
only for its own supply, no longer to generate
energy for sale.
N/A
N/A
N/A
Grid Resiliency
IF-EU-
550a.1
Number of incidents of non-
compliance with physical or
cybersecurity standards or regulations
There have been no proven complaints
regarding breaches of privacy and loss of
customer data.
N/A
N/A
N/A
IF-EU-
550a.2
(1) System Average Interruption
Duration Index (SAIDI), (2) System
Average Interruption Frequency Index
(SAIFI), and (3) Customer Average
Interruption Duration Index (CAIDI),
inclusive of major event days
149, 151
N/A
N/A
N/A
¹ Indicators guaranteed in a limited manner by PwC.
2024 Integrated Report > Appendices
321
Message from
the President
About
this Report
About Copel
Strategy
and outlook
Corporate
governance
Performance
Social and
environmental
Appendices
GRI Standard
Disclosure
Location/Answer
Omission
Requirement(s)
omitted
Reason
Explanation
People management
GRI 3: Material
Topics 2021
3-3
Management of material topics
11, 247
N/A
N/A
N/A
GRI 401:
Employment
2016
401-1
New employee hires and employee
turnove
299, 300
N/A
N/A
N/A
401-2
Benefits provided to full-time
employees that are not provided to
temporary or part-time employees
252, 253, 254
a vi) We have no share acquisition plan.
N/A
N/A
N/A
401-3
Parental leave
255
N/A
N/A
N/A
GRI 402: Labor/
Management
Relations 2016
402-1
Minimum notice periods regarding
operational changes
248
N/A
N/A
N/A
GRI 404: Training
and education
2016
404-1
Average hours of training per yearper
employee
265
N/A
N/A
N/A
404-2
Programs for the development of
employees' skills and assistance for
career transition
263
N/A
N/A
N/A
404-3
Percentage of employees receiving
regular performance and career
development assessments
266
N/A
N/A
N/A
GRI 405:
Diversity
and Equal
Opportunity
2016
405-1
Diversity of governance bodies and
employees
260, 261, 262, 300
N/A
N/A
N/A
405-2
Ratio of basic salary and remuneration
of women to men
301
N/A
N/A
N/A
2024 Integrated Report > Appendices
322
Message from
the President
About
this Report
About Copel
Strategy
and outlook
Corporate
governance
Performance
Social and
environmental
Appendices
GRI Standard
Disclosure
Location/Answer
Omission
Requirement(s)
omitted
Reason
Explanation
People management
GRI 406:
Non-
discrimination
2016
406-1
Incidents of discrimination and
corrective actions taken
97
N/A
N/A
N/A
GRI 407:
Freedom of
Association
and Collective
Bargaining 2016
407-1
Operations and suppliers in which the
right to freedom of association and
collective bargaining may be at risck
a, b) The operations that risk violating freedom
of association are janitorial work and mowing,
only in Brazil. Copel has no direct action on
suppliers and employee relations in terms
of freedom of association and collective
bargaining.
N/A
N/A
N/A
GRI G4: Electric
Utilities Sector
Disclosures
EU14
Programs and processes to ensure the
availability of a skilled workforce
263
N/A
N/A
N/A
EU15
Percentage Of Employees Eligible To
Retire In The Next 5 And 10 Years
Broken Down By Job Category And By
Region
301
N/A
N/A
N/A
EU17
Days worked by contractor and
subcontractor employees involved in
construction, operation & maintenance
activities
303
N/A
N/A
N/A
Well-being, health and safety for the workforce
GRI 3: Material
Topics 2021
3-3
Management of material topics
11, 271, 274, 275
e iii. Continuous analysis of occupational
health and safety indicators, with annual
results demonstrating progress toward
established targets.
e iv. The company drives continuous
improvement by incorporating employee
feedback, expanding training programs, and
adjusting awareness campaigns as needed.
N/A
N/A
N/A
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Corporate
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Performance
Social and
environmental
Appendices
GRI Standard
Disclosure
Location/Answer
Omission
Requirement(s)
omitted
Reason
Explanation
Well-being, health and safety for the workforce
GRI 403:
Occupational
Health and
Safety 2018
403-1
Occupational health and safety
management system
271
N/A
N/A
N/A
403-2
Hazard identification, risk assessment,
and incident investigation
271
b. The Occupational Health and Safety
Policy and the organization’s Code of
Conduct guarantee that all employees
can speak out about hazards and risks to
their safety at work, which can be reported
through the Whistleblowing Channel, with
total confidentiality and protection for the
whistleblower.
N/A
N/A
N/A
403-3
Occupational health services
The company’s Occupational Health and
Quality of Life area is structured in a division
linked to People Management in the People
and Management Vice-presidency; it is made
up of its own qualified multi-professional
team made up of 3 occupational doctors,
2 occupational nurses, 1 occupational
nursing technician and 3 social workers,
distributed in Curitiba, Londrina, Cascavel
and Guarapuava, in Paraná.
N/A
N/A
N/A
403-4
Worker participation, consultation, and
communication on occupational health
and safety
271
N/A
N/A
N/A
403-5
Training of workers in occupational
health and safety
274
N/A
N/A
N/A
403-6
Worker Health Promotion
252, 253, 254, 275
N/A
N/A
N/A
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GRI Standard
Disclosure
Location/Answer
Omission
Requirement(s)
omitted
Reason
Explanation
Well-being, health and safety for the workforce
GRI 403:
Occupational
Health and
Safety 2018
403-7
Prevention and mitigation of
occupational health and safety
impacts directly linked by business
relationships
271
N/A
N/A
N/A
403-8
Workers covered by an occupational
health and safety management system
271
N/A
N/A
N/A
403-9
Occupational Accidents1
273
N/A
N/A
N/A
403-10
Work-related ill health
271
a, b) There were no cases work-related ill
health.
e) In cases of suspected illness caused by the
conditions or manner in which the work is
carried out, the employee is referred by the
manager for an initial medical examination
and definition of the diagnosis and
limitations. This suspicion will be identified
by an assessment by the employee’s treating
doctor (identification of the diagnosis and
institution and management of the specific
treatment) and recorded in a specialized
report.
N/A
N/A
N/A
GRI 410: Security
Practices 2016
410-1
Security personnel trained in human
rights policies or procedures
244, 265
N/A
N/A
N/A
GRI G4: Electric
Utilities Sector
Disclosure
EU16
Policies and requirements regarding
health and safety of employees
and employees of contractors and
subcontractors
274
N/A
N/A
N/A
¹ Indicators guaranteed in a limited manner by PwC.
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GRI Standard
Disclosure
Location/Answer
Omission
Requirement(s)
omitted
Reason
Explanation
Well-being, health and safety for the workforce
GRI G4: Electric
Utilities Sector
Disclosure
EU18
Percentage of contractor and
subcontractor employees that have
undergone relevant health and safety
training
274
N/A
N/A
N/A
Workforce
Health & Safety
IF-EU-
320a.1
(1) Total recordable incident rate (TRIR),
(2) fatality rate, and (3) near miss
frequency rate (NMFR) for (a) direct
employees and (b) contract employees1
273
N/A
N/A
N/A
Community safety
GRI 3: Material
Topics 2021
3-3
Management of material topics
11, 221
N/A
N/A
N/A
GRI 416:
Customer Health
and Safety 2016
416-1
Assessment of health and safety
impacts caused by categories of
products and services¹
232, 233
a) 100% of significant categories of products
and services are assessed for health and
safety impacts in search of improvements.
N/A
N/A
N/A
416-2
Operations with significant actual
andpotential negative impacts on local
communities¹
a, b) There are no lawsuits identified
involving the respective issues.
N/A
N/A
N/A
¹ Indicators guaranteed in a limited manner by PwC.
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GRI Standard
Disclosure
Location/Answer
Omission
Requirement(s)
omitted
Reason
Explanation
Segurança da População
GRI
417:Marketing
and Labeling
2016
417-1
Requirements for product and service
information and labeling
a, b) 100% of significant categories of
products or services are covered by the
organization's procedures and assessed for
compliance with these procedures.
a (i, ii, iii, iv, v), b.
Not
applicable.
As Copel GeT
has no direct
relationship with
the consumer,
information related
to the product is
provided by the
other companies in
the group that have
this relationship,
such as Copel
Distribuição
and Copel
comercialização.
417-2
Incidents of non-compliance
concerning product and service
information and labeling
a, b) We have not identified any cases of
non-compliance with laws and/or voluntary
codes in relation to product and service
information and labeling for 2024.
N/A
N/A
N/A
417-3
Incidents of non-complianceconcerning
marketing communications
a, b) There have been no cases of non-
compliance with laws, voluntary codes or other
situations that have resulted in penalties for
the company.
N/A
N/A
N/A
GRI G4: Electric
Utilities Sector
Disclosures
EU25
Number of injuries and fatalities to
the public involving company assets
including legal judgments, settlements
and pending legal cases of diseases1
232, 233
N/A
N/A
N/A
¹ Indicators guaranteed in a limited manner by PwC.
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GRI Standard
Disclosure
Location/Answer
Omission
Requirement(s)
omitted
Reason
Explanation
Customer satisfaction
GRI 3: Material
Topics 2021
3-3
Management of material topics
11, 149, 222, 227, 231, 232
N/A
N/A
N/A
GRI G4: Electric
Utilities Sector
Disclosure
EU3
Number of residential, industrial,
institutional and commercial customer
accounts
224
N/A
N/A
N/A
EU23
Programs, including those in
partnership with government, to
improve or maintain access to
electricity and customer support
services
219
N/A
N/A
N/A
EU24
Practices to address language,
cultural, low literacy and disability
related barriers to access and safely
use electricity and customer support
services
205, 216, 227
N/A
N/A
N/A
GRI G4: Electric
Utilities Sector
Disclosure
EU26
Percentage of population unserved in
licensed distribution or service areas
According to Aneel Order 2344 and Annex
I of 17/07/2012, Copel concluded the
Universalization Plan in the urban area in
2006 and in the rural area in 2010.
N/A
N/A
N/A
EU27
Number of residential disconnections
for non-payment, broken down by
duration of disconnection and by
regulatory regime
230
N/A
N/A
N/A
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GRI Standard
Disclosure
Location/Answer
Omission
Requirement(s)
omitted
Reason
Explanation
Customer satisfaction
Energy
Affordability
IF-EU-
240a.3
(1) Number of residential customer
electric disconnections for non-
payment, (2) percentage reconnected
within 30 days
230
N/A
N/A
N/A
IF-EU-
240a.4
Discussion of impact of external
factors on customer affordability of
electricity, including the economic
conditions of the service territory
203, 207, 216, 219, 227
N/A
N/A
N/A
Activity Metrics
IF-EU-
000.A
Number of: (1) residential, (2)
commercial, and (3) industrial
customers served
222, 224
N/A
N/A
N/A
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PERFORMANCE REGARDING THE SDGS
Area
SDG
Targets
2024 Performance
Education
Target 4.3: by 2030, ensure equal access and retention in quality
vocational and higher education, free of charge or at an affordable cost,
irrespective of gender, race, income, location, and other factors.
The “Aluno Energia” Program benefited an additional
30 students.
Award at “Computer on the Beach”, a technical-
scientific computing event that recognizes innovative
solutions. A student from the first “Aluno Energia” class,
together with her Copel mentor, developed a musical
keyboard for people with hearing impairments.
The knowledge shared between the Copel mentor
and the “Aluno Energia” student also resulted in a
prototype of a robot with motion controlled by an
infrared sensor.
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Area
SDG
Targets
2024 Performance
Affordable and
clean energy
target 7.1: by 2030, ensure universal access to affordable, reliable and
modern energy services.
Copel already meets all criteria for universal access
to electricity established by the Brazilian Electricity
Regulatory Agency (Aneel) and is implementing
improvements to distribution assets in remote or
hard-to-reach locations. Additionally, Copel aims
to strengthen infrastructure and improve supply
quality through an investment of BRL 3.1 billion
in 25,000 km of three-phase power lines by 2025.
In 2024, 20,000 km of three-phase lines were
completed
Sector target: enable access to electricity to 100% of the Brazilian
population by 2030 through the use of new technologies, at affordable
prices and with quality.
Target 7.2: by 2030, increase substantially the share of renewable
energy in the national energy mix.
The goal of sourcing 100% of energy from
renewable sources was achieved in 2024,
following the decommissioning of the Figueira
thermal power plant.
Target 7.3: by 2030, increase the rate of improvement in energy
efficiency of the Brazilian economy.
Sector target: Strive to reach a 5% gain in electrical efficiency (GWh or
equivalent) by 2030.
The availability of the power plants was 94.33%.
In 2024, the power generation park produced
29,373.3 GWh, approximately 4.65% more than
in 2023. Copel makes a series of investments to
ensure the operational efficiency of its power
plants and continues to expand the share of wind
power in its generation portfolio.
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Area
SDG
Targets
2024 Performance
Decent work and
economic growth
Target 8.3: promote development-oriented policies that support
productive activities, decent job creation, entrepreneurship, creativity
and innovation, and encourage the formalization and growth of micro-,
small- and medium-sized enterprises, including through access to
financial services
Sector target: Foster strategies/initiatives to hire micro-, small-, and
medium-sized companies in order to increase their share in the value
chain (implementation goal/target).
Copel adopts differentiated and favorable
treatment practices for micro and small
enterprises, as established by Federal Law No.
147/2014, enabling the participation of these
suppliers in the contracting processes
Sector target: Ensure no fatalities involving direct employees and
outsourced workers while on the job in the electricity sector.
Commitment to the health and safety of employees
and service providers is a non-negotiable value for
Copel. This topic is linked to the Company’s variable
remuneration program as a way to reinforce
everyone’s commitment to the matter.
Industry, innovation
and infrastructure
Target 9.1: develop quality, reliable, sustainable and robust infrastructure,
including regional and transborder infrastructure, to support economic
development and human well-being, with a focus on affordable and
equitable access for all.
Sector target: reach at least 80,000 public electric charging stations
installed in the country by 2030.
Electric vehicle charging: 6,493 registered users
31 stations
GHG emissions avoided: 423 tons of CO2
247 trees planted
Target 9.4: by 2030, upgrade infrastructure and retrofit industries to
make them sustainable, with increased resource-use efficiency and
greater adoption of clean and environmentally sound technologies and
industrial processes, with all countries taking action in accordance with
their respective capabilities.
Sector target: by 2030, to increase the number of patents and licenses
requested for every million Reais invested in R&D projects.
Innovation:
Copel GET implemented a new satellite-based
vegetation risk monitoring tool for transmission
lines, reducing the number of field visits required
for this monitoring.
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Area
SDG
Targets
2024 Performance
Sustainable cities and
communities
Target 11.1: by 2030, ensure access for all to adequate, safe and
affordable housing and basic services and upgrade slums.
Sector target: reach less than 13% in real non-technical losses by 2030.
Non-technical losses are assessed on the low-
voltage distribution market: the realized value in
2024 was 2.3%. Copel is within the sector target
(below 13%).
Sector target: step up initiatives linked to smart cities by 2030.
1 million smart meters installed, benefiting
approximately 20% of customers (residential,
commercial, industrial, and rural properties).
Target 11.4: step up efforts to protect and safeguard the world’s
cultural and natural heritage
Sector target: conduct socio-economic analytics in traditional
communities impacted by the operations of the electricity sector until
2025 to subsidize the implementation of voluntary projects
Sector target: support the maintenance of projects aimed at
preserving tangible and intangible historical heritage until 2030 to
ensure the efficient use of funds and the effectiveness of the initiatives.
Natural Heritage:
Copel GeT manages 24,689 hectares of protected
or restored habitats.
It invests in mitigation and conservation initiatives,
such as establishing permanent preservation
areas (APPs) around reservoirs, contributing to
the recovery of native vegetation and increased
biodiversity over time. The annual goal is to
maintain 100% of the original coverage in these
environmental easement areas.
It promotes ecological restoration in degraded
areas and develops forest compensation programs,
using techniques like planting native species to
restore biodiversity.
Cultural Heritage:
Copel develops programs focused on specific
socio-cultural components aimed at mitigating
impacts on safeguarded cultural assets.
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Area
SDG
Targets
2024 Performance
Climate action
Target 13.2: Integrate climate change measures into national policies,
strategies and planning.
Sector target: 15 power sector companies (generation, transmission,
and distribution) with science-based targets approved by 2023.
Copel has established decarbonization indicators
and targets through 2030 in a plan approved by the
Board of Directors, based on SBTi principles.
In 2024/2025, Copel became a 100% renewable¹
company by removing thermal plants from its
portfolio.
The drone project for cable installation on
transmission lines was a finalist for the 2024 Sesi
SDG Award in the Environmental category, as it
preserves local ecosystems by avoiding clearing
openings, contributing to SDG 13 and SDG 15.
1 In February 2024 the Figueira Thermal Power Plant went into hibernation, making all the energy generated by Copel 100% renewable from that date on.
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TCFD - TASK FORCE ON CLIMATE-
RELATED FINANCIAL DISCLOSURES
TCFD
The Financial Stability Board’s Task Force on
Climate-Related Financial Disclosures (Task
Force or TCFD) released its recommendations
in 2017, which provide a framework for compa
nies and other organizations to prepare more
effective climate-related financial disclosures
through their existing reporting processes.
The recommendations are structured around
four thematic areas, which represent core ele
ments of how organizations operate: gover
nance; strategy; risk management; and metri
cs and targets.
Governance
Strategy
Risk management
Metrics and targets
Disclose the company’s
governance around
climate-related risks and
opportunities.
Disclose the actual
and potential impacts
of climate-related risks
and opportunities on
the company’s business,
strategy and financial
planning, where this
information is relevant.
Disclose the process
used by the company
to identify, assess
and manage climate-
related risks.
Disclose the metrics
and targets used to
assess and manage
relevant climate-related
risks and opportunities,
where this information
is relevant.
The commitment to the environment is
essential for Copel and is reflected in the
materiality assessment prepared in 2023, and
reaffirmed in 2024. Based on this process,
the priority environmental topics — including
climate change — were grouped under
Environmental Commitment. To report on
climate-related matters, Copel follows the
recommendations of the Task Force on
Climate-Related Financial Disclosures (TCFD).
In recent years, Copel has concentrated
its investments in technological
advancements, promoting innovation
and expanding clean energy generation
projects, such as wind farms, solar farms
and hydroelectric power plants. There is
a clear growing demand for renewable
energy among customers.
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Governance
Governance bodies and organizational structure
Copel also has the Governance, Risk and Compliance Department,
responsible for establishing the Company’s environmental guidelines,
including those related to climate change, biodiversity, and eco-
efficiency, in accordance with the strategic plan and the commitments
approved by the Board of Directors.
Responsibility for climate-related matters is shared between the
Executive Director of Risk and Compliance, who is responsible for
the Company’s sustainability matters, the President and the Board of
Directors members.
Responsibility for ESG-related issues lies with the Company’s President
and the Executive Director of Risk and Compliance, who reports to the
Board of Directors. Their responsibilities include:
Assessing and planning according to environmental trends, in terms
of impacts, dependencies, risks and opportunities;
Managing participation in environmental public policies;
Defining corporate policies and monitoring their compliance;
Copel has a Board of Directors (CAD, in Portuguese), which is the
highest governance body responsible for making strategic decisions
and approving and monitoring policies related to sustainability, climate
change, people management, and occupational health and safety,
among other ESG topics, such as private social investment, eco-
efficiency and human rights. The Board of Directors is responsible
for approving the review of the Company’s strategic plan, which is
coordinated by the President.
The Board of Directors is advised by the Sustainable Development
Committee (CDS, in Portuguese), an independent and permanent
advisory body. According to the Company’s Bylaws, the CDS is
responsible for monitoring sustainability trends — including climate
change —, supporting the integration of the ESG Agenda into the
Company’s strategic plan. It has three members, including one
independent and one external member. Every month, the CDS
coordinator reports to the Board of Directors on climate change,
biodiversity and other ESG-related matters.
Selection for governance positions at Copel is grounded on the
Appointment Policy, which requires that candidates have proven
experience and a profile compatible with the responsibilities of the
position. Evaluated criteria include academic background and relevant
industry experience. The Appointment Policy and the Bylaws also
outline the need for diversity of gender, religion, age and race.
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Setting corporate targets and monitoring
their progress, including those related to
preparing and implementing a climate
transition plan, as was the case when the
Neutrality Plan was approved;
Conducting environmental scenario analysis;
Managing environmental reporting and
verification processes;
Analyzing investments for acquisitions,
mergers and disposals of facilities that
address environmental issues, and
defining strategies to mitigate them
or use them in the best possible way.
They are also responsible for approving
incentives to improve the Company’s
environmental performance.
Topics resolved by the governance bodies
In 2024, the Board of Directors held 12
ordinary meetings. At all of them, the
Sustainable Development Committee
reported on the matters discussed at its
meetings, which were debated and recorded
in CAD minutes. The minutes of the Board
of Directors’ meetings are available at the
page Board Meetings. One example is the
development of the Carbon Neutrality Plan.
On November 25, 2024, the minutes of the
CAD meeting state that the Vice President
of Strategy, New Business and Digital
Transformation presented information on the
signing of a divestment agreement for some
of Copel assets, including the Figueira Thermal
Power Plant.
In addition, periodically during the year,
matters are submitted for Board of Directors’
deliberation concerning or related to climate
change, biodiversity and water resources.
The Board of Directors, supported by its
advisory committees, is responsible for
resolving on the various ESG-related matters,
especially climate change and biodiversity. It is
also responsible for:
Guiding the evaluation of dependencies,
impacts risks and opportunities;
Approving incentives for employees,
corporate policies and commitments;
Monitoring the implementation of business
strategies, the compliance with corporate
policies and commitments and the progress
of corporate targets;
Overseeing the processes of reporting,
verification, auditing, development
of business strategies, large capital
expenditures, scenario analysis, acquisitions,
mergers, divestitures and engagement with
public policies.
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Here are some examples of resolutions made
by the Board of Directors and subsequently
implemented by the Risk and Compliance
Department or other teams:
Neutrality Plan: approval of the plan and
monitoring and implementation of targets
set out in the plan, such as divestment of
thermal power plants;
Indicators and targets: approval and
monitoring of indicators and targets
related to climate change, biodiversity,
and occupational health and safety,
among others;
Sustainability Policy.
Guidelines - Sustainability
Policy
Copel integrates the guidelines set out by
the Board of Directors into its Sustainability
Policy, which addresses the following topics in
specific chapters: Environmental, Biodiversity,
Human Rights, Stakeholder Engagement,
Private Social Investment and Climate Change,
ensuring an integrated ESG approach. The
guidelines govern the Company’s structure
and apply not only to its operations, but also
to suppliers and customers.
The policy covers topics such as
commitments to reduce emissions,
engagement in biodiversity practices,
compliance with regulatory standards,
sustainable investment, respect for social
practices and good practices with customers
and suppliers.
As a signatory to the Global Compact, Copel’s
Sustainability Policy covers the commitments
it has made, such as the Net Zero Ambition,
the Paris Agreement and targets for achieving
the SDGs. Its guidelines adhere to the Global
Compact principles.
ESG indicators for variable
compensation
Established in 2021, ESG metrics are part of the
variable compensation criteria at all Company
levels. In 2024, up to 30% of the Variable
Compensation Program was linked to overall
sustainability performance, occupational health
and safety and internal control effectiveness.
The ESG metrics linked to the Compensation
Program are as follows:
10% related to Corporate Sustainability
Assessment (CSA) and the implementation
of the Neutrality Plan (incentive linked to
the topic of climate change);
10% related to internal controls indicator;
10% related to the occupational
health and safety indicator — zero
fatalities among own employees and
outsourced workers.
As part of the incentives linked to the
development of the Neutrality Plan, there is
a direct correlation with the implementation
of climate commitments and the Company’s
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climate transition plan. This was the basis
for the Executive Board, the subordinate
Department and all the employees to make
efforts to leverage emission reduction.
The incentive is awarded in the short term
(annually) and the compensation is awarded to
the corporate executive team, managers and
employees of the Company, who receive the
amount in the form of a bonus (a percentage
of their salary).
Indicators are implemented and monitored in
order to make Copel achieve net zero direct
carbon emissions. Therefore, the Company
has implemented practices to reduce
GHG emissions. These trends are linked to
compliance with the Organization’s targets
and performance in terms of environmental
sustainability indicators that assess the
Company’s practices in reducing emissions.
The Executive Director of Risk and Compliance
supports the development of climate change-
related indicators and targets, which are then
approved by the Board of Directors, which
monitors the performance of indicators,
including those related to climate change.
Strategy and Planning
Climate risk management and adaptation at Copel
Mindful of the impacts of climate change
on its operations, Copel adopts a strategic
approach to assessing how new weather
conditions might affect its business. Every
three years, the Company carries out a
detailed analysis of these scenarios, enabling
continuous investment in the modernization
and safety of its activities.
The most recent assessment considered the
RCP 8.5 and RCP 4.5 scenarios, as well as the
SSP1, SSP2 and SSP5 scenarios, which are
regarded as the most probable pathways
for future climate conditions. Although a
significant reduction in global emissions
is not expected in the near term, in the
Brazilian context, sustainable technologies
are expected to develop and become more
accessible over the next decade.
Due to Copel’s growing exposure to climate
effects, the assessment was conducted based
on conservative scenarios, as the number of
extreme weather events has been increasing
each year. In response to that, the Company’s
strategic planning seeks to mitigate the
impacts of such events, prioritizing actions
that guarantee service continuity and
infrastructure resilience.
Impacts of climate scenarios and
mitigation measures
In its analysis of physical risk scenarios, both
chronic and acute, Copel assessed qualitative
and quantitative impacts. With a projected
global temperature rise of 4°C by 2050, the
Company’s service quality may be affected
by extreme weather events, which could
compromise assets and lead to a greater
demand for emergency response services.
The main risks identified include stronger
winds and rising temperatures, especially for
energy distribution. As a mitigation measure,
Copel has continuously invested in system
modernization, including the implementation of
smart grids to increase infrastructure resilience
and minimize the impacts of weather events.
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Climate analysis as the basis for strategic planning
identified that wind intensity is one of the
most critical factors for operations in the
region. Based on this, the Company has been
stepping up actions to mitigate these impacts
and adapt its infrastructure.
These studies have informed important strategic
decisions. The Company’s planning prioritized
two main actions:
Implementation of the Carbon
Neutrality Plan
Aimed at making Copel’s generating units —
owned and shared — fully renewable, the
Company has divested of high-carbon assets,
such as the Araucária Gas-fired Power Plant
(Uega) and the Figueira Thermal Power Plant,
which runs on coal. The sale of Companhia
Paranaense de Gás (Compagás) was also
completed, reinforcing Copel’s focus on
renewable sources.
Structuring the Climate
Adaptation Plan
The plan presents specific strategies for the
energy generation and distribution segments,
based on projected climate scenarios. These
guidelines aim to prepare the Company for
the challenges arising from climate change in
the coming years.
The full content of the Climate Adaptation
Plan, with the climate scenarios used and
the planned actions, is available on Copel’s
Management of Climate Change Impacts –
Copel Sustainability portal.
These scenarios have helped to refine the
analysis of risks and opportunities at Copel,
guiding the development of a more robust
and resilient plan in the face of climate
transition.
A key example of this process is the study
prepared in Brazil’s Southern region, which
assessed the effects of wind and rainfall until
2049. The results indicated a trend towards
increased extreme wind events during the
summer, and more intense rainfall in the
winter and spring. These phenomena may
directly impact the quality of the energy
supplied, with implications for service
frequency and continuity. Based on these
data, Copel began developing new projects
taking these criteria into account and
implementing programs aimed at modernizing
the power grid, such as expanding smart grid
infrastructure.
Another important project was the
construction of climate scenarios for Paraná’s
Northern region, focusing on events such
as heavy rainfall, heatwaves and winds.
Using artificial intelligence tools, the project
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Transition risks and strategic adaptation
Copel also carried out an in-depth analysis of transition risks,
considering market and policy impacts on its business. This analysis
was based on the International Energy Agency’s Net Zero Emissions
(NZE) scenario, which projects a path to achieving net zero emissions
by 2050. This scenario reinforces the need for companies to actively
position themselves to reduce their emissions, which is in line with
Copel’s initiatives — the Company has set the target of decarbonizing
its generation matrix by 2030.
Studies by the Ministry of Mines and Energy, based on the International
Renewable Energy Agency (Irena) model, indicate the need to adopt
practices that drive the energy transition in Brazil. . In response, the
Federal Government, which is responsible for offering new assets to the
power sector, has been promoting auctions for renewable projects, as
well as implementing energy efficiency measures.
In line with its Sustainability Policy, Investment Policy and commitments
to minimizing emissions, Copel has determined that its investments
should consider ESG (environmental, social and governance) criteria.
In this context, the climate change topic must be incorporated into
both the financial assessment and the identification of strategic
opportunities. The Company prioritizes initiatives that expand its
low-emission asset portfolio, focused on expanding and operating
sustainable projects.
Strategy and financial planning
Strategy
As a result of the Company’s strategic plan; Sustainability Policy, which
addresses Climate Change in one of its chapters; and Neutrality Plan;
and in line with its Investment Policy, whose guidelines establish climate
change as one of the aspects to be considered in the analysis of every
investment opportunity, the development of the following projects
— divided into four fronts — has been mapped out as a strategy for
opportunities and addressing risks:
a. Products and Services
Considering the 2030 Vision and the climate transition, the
opportunities were assessed in the short, medium and long term and
are divided into: development of new wind farms, through greenfield/
brownfield projects (short term); operation of solar power and
distributed generation projects and expansion of services offered
focused on energy efficiency (medium term); and offering of services
for electric vehicles and energy storage, as well as entering the green
hydrogen market (long term).
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b. Engagement
Copel has strengthened its efforts to increase customer engagement
on climate issues. On this front, the Company incentivizes Free Market
customers to purchase renewable energy and renewable energy
certificates, as well as fosters energy use optimization through the
Energy Efficiency Program (PEE, in Portuguese). In 2024, the program
invested BRL 42.7 million in projects that encourage the sustainable
use of energy. Among the PEE’s initiatives, the energy modernization
of 200 public schools in Paraná must be emphasized. The project
benefited approximately 77,000 students, teachers, and staff. The
investment — over BRL 40 million — significantly improves energy
efficiency in these educational institutions. All these practices are
encouraged through training, the dissemination of communication
materials and customer support.
c. R&D Investments
Considering the energy transition and the need to adapt to a new
market, the Company invested BRL 27.7 million in R&D projects in
2024, with emphasis on projects in the following areas:
Power generation: research on weather forecast; forecasting
accumulated precipitation levels and average temperature,
considering long-term climate change scenarios; and the
application of techniques in the treatment of hydrology and
historical wind series, aimed at helping to minimize the use of
thermal power.
Distribution: research was carried out to estimate and classify the
risk of interruptions in distribution networks in the short term, using
weather forecast.
In addition, within innovation, Copel invested in green hydrogen
such as the projects: “renewable hydrogen, from the dry
reforming of biogas from domestic sewage treatment, as energy
for electromobility”; “green hydrogen and energy storage”;
“electromobility and smart cities”; “customer relationship and service
solutions”; “asset and facilities management”; and “digitalization and
improvement in management and processes”.
a. Operation
Considering the Neutrality Plan and the 2030 Vision, Copel is
committed to being a fully renewable energy generation company¹.
Moreover, it has been heavily investing in the Smart Grid, having
already installed approximately 1 million smart meters. In 2024 alone,
BRL 290 million was invested in 50 municipalities, and an investment
of BRL 58 million is planned for 2025. This technology makes it
possible to restore the energy supply as quickly as possible. It also
allows for a reduction in service times for routine services and real-
time control via the Copel app.
1 In February 2024 the Figueira Thermal Power Plant went into hibernation, making all the energy
generated by Copel 100% renewable from that date on.
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Financial planning
As regards financial planning, Copel has
identified that the benefits from divesting
thermal generation assets were not limited
to the assets’ sale value as they also enable
the achievement of a strategic goal: achieving
100% renewable generation at Copel¹. This
move was essential to align the Company
with its sustainability targets while at the
same time contributing positively to its
financial health.
In addition, the budget forecast for the
technological development and construction
of new sustainable projects, including wind
and solar power, was taken into account.
Copel also projected investments in
modernizing and reinforcing infrastructure,
taking into account climate scenarios that
indicate increased challenges in the near
future. Other key investments include
ensuring the availability of emergency
response teams and strengthening monitoring
mechanisms, focused on the continuity and
security of energy supply.
Investments in infrastructure and
weather monitoring
To improve transmission and distribution
lines, Copel DIS invested in several programs
such as Paraná Trifásico (BRL 703 million)
and Smart Grids (BRL 290 million). In the
Transmission segment (Copel GeT), BRL 77.4
million was invested in 2024, in addition to
other investments in technologies that ensure
efficient operation and fewer power outages.
These investments are essential not only for
daily operations but also for mitigating the risks
of extreme weather events.
Still within this perspective, Copel invested
BRL 10.5 million in weather monitoring and
in reinforcing transmission and distribution
lines. Although these investments entail
initial costs, they are seen as a long-term
strategy to minimize potential revenue
losses and ensure the Company’s resilience
in the face of climate challenges.
Integration of carbon pricing and analysis
of new projects
When designing new projects, Copel has
adopted shadow carbon pricing as a strategic
tool for carrying out cost-benefit analysis
of new ventures. This instrument helps to
prioritize sustainable projects and to stress
test investments, considering possible
adverse scenarios. Although the power sector
in Brazil does not yet have specific regulations
on penalties for carbon emissions, the price of
USD 5.00/tCO2e is currently being used, based
on comparisons with international carbon
markets.
With the recent approval of the Brazilian
Carbon Market Law (Law 15,042/2024),
the carbon price is expected to rise in the
coming years. Moreover, depending on the
duration of the projects, it will be necessary
to incorporate additional costs to mitigate the
associated emissions.
1 In February 2024 the Figueira Thermal Power Plant went into hibernation, making all the energy generated by Copel 100% renewable from that date on.
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Accounting Adequacy and Financial Reporting
Copel is currently adapting to include climate change directly in its financial
accounting, in line with the premises of IFRS 1 and IFRS 2. Transparency as
regards these data is a priority, as the climate context can have both positive
and negative impacts on the Company’s financial performance and risks.
Investments in low-carbon Research and Development (R&D)
In terms of investments in low-carbon R&D, Copel has devoted its
efforts to two main programs:
1. Copel Ventures I: A corporate venture capital fund focused on seeking
investment opportunities in innovation in the electricity sector.
2. Regulatory research projects: The Company has also been investing
in research projects linked to the power sector, focused on reducing
emissions and advancing sustainable technologies.
The Key investments in innovation include:
Move (BRL 3.5 million): A startup offering smart management
solutions for electric vehicle charging systems through an integrated
platform with the Eletroposto Fácil (“Easy Charging Station”) app,
contributing to the advancement of e-mobility in Brazil.
Nextron Energia (BRL 11 million): A solar energy marketplace
connecting distributed generation with end consumers, promoting
broader access to renewable energy.
Risk and opportunity management
Corporate risk management is an integral part of the Company’s strategy
and is essential for sustainable growth, profitability and the creation of
value for shareholders. Constantly monitored by senior management
to identify threats and opportunities, this practice supports decision-
making and maximizes results.
To learn more about Copel’s Risk
Management, go to page 107.
In its analysis of risks and opportunities, Copel adopts the definition of
three horizons as the basis for strategic and financial planning.
Short term: up to 3 years;
Medium term: from 4 to 9 years; and
Long term: over 10 years.
Copel adopts a structured approach to risk and opportunity
identification, analyzing a set of internal and external events that could
impact its strategic goals.
The Board of Directors oversees the main risks so that they can be
mitigated. The SAP-GRC system is used to document processes and
risks, improving management efficiency. Severity is assessed based on
financial, operational, social and environmental and image impact, so
that incidents are recorded and followed up for analysis and decision.
Responses to risks range from accepting, avoiding, mitigating to sharing,
and are reviewed on a quarterly basis (review cycles).
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Environmental risks and
opportunities
Considering the multidisciplinary nature of
environmental matters, the Company has
a process for identifying, assessing and
managing environmental dependencies,
impacts, risks and opportunities. Key
stakeholders considered in the analysis of
environmental risks and opportunities are
suppliers, customers, employees, regulators
and investors. Specifically with regard to
suppliers, a 1st tier analysis is carried out
more than once a year in qualitative and
quantitative terms, in accordance with the
time horizons defined by the Company.
Because the Company operates in different
Brazilian regions, the process is applied in
various locations and at a national level.
There are several work fronts. One of them is
the licensing process, in which dependencies,
impacts, risks and opportunities are assessed.
In terms of scope, the entire direct operation
is considered in the analysis, while the
external portion (upstream and downstream)
is partially assessed, focused only the portions
with the greatest financial, operational and
image impacts.
The tools used include environmental impact
assessment; IPCC climate change projections;
ISO 140001 standards; double materiality
assessment; TNFD and TCFD. For risk analysis,
the Company uses COSO; corporate risk
management; stress testing, and contracted
scenarios, as well as having the support of
external consultants.
At Copel, the environmental impacts (positive
and negative) of each project is assessed
based on standardized methodologies,
validated by the scientific community and
aligned with the requirements of different
environmental agencies, based on the Brazilian
legislation. Copel seeks to mitigate negative
environmental impacts and maximize positive
ones through the use of technology and by
prospecting opportunities in the areas of
biodiversity, reduction of GHG emissions and
eco-efficiency. With regard to dependence
on the environment, Copel uses the typology
proposed by The Economics of Ecosystems
and Biodiversity (TEEB), i.e., any dependence of
the Company on an ecosystem service implies
a potential risk and could impact its business.
To minimize this, environmental studies are
carried out to help reduce impacts, such as
defining new transmission line routes or using
drones to minimize vegetation clearing.
Analysis of business risks and
opportunities
SASB RR-ST-160a.2
Risk and opportunity analysis and
management are intrinsically part of the
Company’s decision-making process. A
concrete example is the influence of the
hydrological regime on power production and
the prices at which it is traded. To this end,
Copel analyzes water availability scenarios
based on historical variations and using future
projections, making it possible to define
strategic planning, revenue estimates and the
associated risks.
Risks related to current and future
environmental issues affecting the Company’s
operations, especially climate change,
hydrology and biodiversity, are divided into
the following parameters:
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i) Physical climate risks — The possibility of losses caused by events
associated with frequent and severe weather events (acute) or long-
term environmental changes (chronic), which may be related to
changes in climate patterns;
Acute physical risks: drought or heavy rainfall caused by
changes in rainfall volumes, heatwaves, cyclones and hurricanes;
Chronic physical risks: ecosystem vulnerability and soil erosion,
poor water quality, increase in hydrological vulnerability, rainfall and
temperature patterns, more severe extreme weather events;
ii) Transition climate risks — The possibility of losses caused by
events associated with the transition to a low-carbon economy,
in which greenhouse gas emissions are reduced or offset and
the natural mechanisms for capturing these gases are preserved.
In addition, it should consider risks related to carbon pricing,
changes in legislation, limitation to the use of resources and
pollutant emissions;
iii) Regulatory risk — It encompasses the possibility of adverse
impacts arising from the introduction of new regulations or
stricter existing standards and inspection criteria applicable to the
power sector.
The analysis of risks and opportunities takes into account qualitative
and quantitative aspects, the frequency with which the effect occurs,
the time horizon and the likelihood of the event occurring.
With regard to gains and opportunities, the scale defined in the
Company’s risk management methodology is used to assess the
benefit, considering gains in productivity and revenue. When designing
new projects, the Company’s opportunity management refers them to
the risk management department for analysis.
Physical risks
The risks identified in the operation can be divided into short-, medium-
and long-term risks.
a. Short-term
Transmission:
Direct operation is subject to phenomena such as cyclones, hurricanes
and typhoons, related to strong winds, which can impact the physical
structures of transmission lines located in Southern Brazil. History
shows that events of great magnitude have been capable of damaging
up to four structures on a given transmission line, preventing the 230
kV Transmission Line circuit from being reconnected. This type of
action has financial consequences with higher direct costs (restoring
the system), as well as indirect costs (fines from the regulator, lawsuits
arising from supply unavailability). The same historical data show that
events like this do not exceed 1% of transmission Opex.
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Analyzing the historical data and considering
the climate scenarios (RCP 4.5) with projections
for 2040, there is a medium-high likelihood
of an extreme event occurring every two
years, which could result in the unavailability
of structures, the need to obtain resources to
rebuild the structure and a discount on the
variable portion of the tariff.
To respond to this risk, the Company has
invested in infrastructure enhancement, as well
as in labor, materials and monitoring.
Risk mitigation: The strategy to minimize the
impact takes into account real-time monitoring
of atmospheric conditions and identification
of transmission lines that need improvement
(robustness of the structure to endure intense
and frequent weather phenomena). This is
coupled with investments in technological
innovation to inspect lines and anticipate
possible problems, guaranteeing the reliability
of transmission networks. There are situations
in which it is necessary to redesign structures
so that they become more reinforced and
robust to withstand the most extreme
events. As for new projects, historical cases
and future climate scenarios are taken into
account and statistical calculations are carried
out to ensure that power transmission is
affected as little as possible.
Generation — hydroelectric power plants:
The direct operation of hydroelectric power
plants can be subject to impacts from heavy
rainfall, i.e., the hydrological regime can be
affected by climate change, triggering risks to
the Company’s operations and facilities, which
can have a financial impact on operating
and maintenance costs. Historical data show
that costs vary depending on the size of the
project and the criticality of the event.
Risk mitigation: In order to minimize
risk, the Company takes action to improve
the monitoring of direct operations and
guarantee the safety of people around the
reservoirs. These measures include Dam
Safety Plans, Emergency Action Plans for the
dams, installation of flood protection systems
at three hydroelectric power stations,
maintenance of standby teams, hydrological
and weather monitoring service and 24/7
weather forecasting.
Distribution:
Cyclones, hurricanes and typhoons can
compromise the value chain, especially
customers, since heavy rainfall over a short
period of time, accompanied by windstorms
and lightning strikes can cause physical
damage to the facilities that transport and
distribute energy, interrupting power supply
to consumers and leading to the payment
of compensation to customers for power
outages. Studies show that extreme weather
events can worsen indicators that measure
energy supply quality and, in extreme cases,
can threaten the Company’s concession.
To mitigate this risk, the Company is stepping
up investments in the monitoring of direct
operations, aiming to expand a robust and
secure network equipped with technologies
that minimize the impact, frequency and
duration of service interruptions, allowing for
a quicker restoration of energy supply.
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b. Medium-term
In the medium term, the chronic physical risk
may arise from changes in hydrology, since the
volume of rainfall in the river basins in which
the Company has hydroelectric power plants
may decrease and reduce the volume of water
stored in the reservoirs. In financial terms, this
risk is reduced since the Company participates
in the Energy Allocation Mechanism, which
aims to share hydrological risks. In addition,
the Company invests in hydrological and
weather monitoring to provide reliable data
in its area of operation, in order to gather
as much information as possible to support
project reviews and interventions that may be
necessary. The risk of such a phenomenon
occurring is considered probable, but the
reduction in revenue is low.
Transition risks
Carbon regulation
In 2024, Brazil passed Federal Law 15,042,
which regulates carbon credit trading.
The power sector is heavily regulated by a
national agency (Aneel) and it is not yet clear
how the law will unfold. However, Copel has
already been structuring itself to adapt to
this new market, including by preparing its
greenhouse gas inventory verified by a third
party; developing strategies, such as the
Neutrality Plan aimed at reducing its own
emissions; and investing in expanding its
fully renewable power generation matrix¹.
Based on information from the GHG
inventories and what is being designed by
the Law, Copel considers that it should not
be significantly affected.
c. Long-term
In the long term, acute physical risk has been
identified as possible in relation to flooding,
which could impact some of the Company’s
assets. In 2014, Copel was impacted by heavy
rainfall in the Iguaçu River basin, requiring
additional costs for the recovery of the
small hydroelectric plant on the Cavernoso
River and, in 2016, the small hydroelectric
power plant located on the Apucaraninha
River recorded a BRL 2 million impact due to
damage to its facilities. In order to mitigate
this risk, Copel maintains a hydrological
and weather monitoring network, with an
uninterrupted weather forecasting service for
the regions where it has hydroelectric power
generation projects, which helps to anticipate
the actions and have a team ready to maintain
the safety of the operation. The investment in
monitoring is around BRL 6.5 million/year. A
reduction in asset value as a result of flooding
is seen as very unlikely, but if it does happen,
it is of medium-high magnitude.
1 In February 2024 the Figueira Thermal Power Plant went into hibernation, making all the energy generated by Copel 100%
renewable from that date on.
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Financial vulnerability due to significant
environmental effects:
From the point of view of transition risks,
the assets related to the divestment in
Compagas, with an equity value of BRL
906.0 million, and Uega, of BRL 290.7
million, must be considered.
As for financial and image risks, the Company
is subject to legal and administrative
proceedings, including those related to
consumers. Therefore, the Company records
a provision for legal proceedings related to
damage to equipment and machinery and
power outages.
Opportunities
a. Short-term
Renewable energy:
Renewable energy is expected to replace
fossil fuels in the coming years, which could
lead to an increase in revenue through
access to new markets, according to the
2022 report by the International Renewable
Energy Agency (Irena). Green hydrogen is
expected to be one of the driving forces
behind this transition. Copel is participating
in the Renewable Hydrogen Project, which
aims to produce fuel for electromobility
through the dry reforming of biogas
(derived from domestic sewage treatment).
This program is being implemented in
Paraná, through the construction of Brazil’s
first pilot plant for producing renewable
hydrogen from biogas, which will receive an
investment of BRL12.5 million.
b. Medium-term
In the medium term, there are opportunities
in two fronts. One is to develop climate
adaptation solutions, such as the Paraná
Trifásico program, which will provide greater
energy efficiency for customers and reduce
energy losses during distribution by building
25,000 km of lines by 2025. Also in terms of
improving energy distribution efficiency, smart
meters are expected to be implemented to
serve up to 30% of the Company’s 5 million
customers by 2024, enabling them to better
manage their consumption. In addition,
automation reduces the need for field trips
to identify faults during outages, making it
possible to reduce GHG emissions and indirect
operating costs, due to system modernization
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c. Financial opportunity due to significant
environmental effects
To fully decarbonize its energy matrix, the
Company must focus its investments in 100%
renewable sources, such as wind and solar
power, as well as green hydrogen produced
from biomass. In addition, it is essential to
expand distributed generation and encourage
the development and adoption of these
sustainable technologies.
In compliance with the guidelines of
Copel’s Corporate Strategic Plan — 2030
Vision regarding the decarbonization of
its asset portfolio, the Company evaluated
divestments and recycling of assets and
equity stakes, as follows:
UEG Araucária S.A. (UEGA) — On December
14, 2023, Copel and Copel GeT signed a
Share Purchase and Sale Agreement (SPSA)
for the sale of their equity stake in UEGA to
Âmbar Energia S.A. On the reference date of
September 30, 2023, the transaction value,
equivalent to the equity value of Copel’s
81.2% stake in the investment, was BRL
290,662,000.00.
Companhia Paranaense de Gás (Compagas)
— On July 10, 2024, Copel signed the Control
Block Purchase and Sale Agreement (CCVBC,
in Portuguese) with Compass Dois Ltda., a
subsidiary of Compass Gás e Energia S.A.,
for the sale of its stake, representing 51%
of Compagas’ capital stock. On September
16, 2024, the Company received 40% of the
equity value of BRL 906,000,000.00.
Small-scale Generation Assets — On May
8, 2024, the Board of Directors approved
the start of the non-binding proposal
stage for the divestment of 13 small-scale
generation assets, including the Figueira
TTP, owned by its wholly-owned subsidiary
Copel GeT, totaling 118.7 MW of installed
capacity. On November 25, 2024, a Share
Purchase and Sale Agreement and Other
Covenants (SPSA) was signed with Electra
Hydra/Intrepid for the total amount of BRL
450,492,000.00, corresponding to the equity
value of the 13 assets.
Metrics and targets
Greenhouse Gas Inventory
Since 2009, Copel has been monitoring its
greenhouse gas emissions and submitting its
GHG inventory to a third-party verification, with
publication on the main public registers. The
inventory is reported by operational control and
considers Copel Geração e Transmissão, Copel
Distribuição and Copel Holding Company.
Scope 1 emissions consider emissions
from stationary combustion and mobile
combustion, as well as fugitive emissions and
change in land use.
Scope 2 comprises emissions from energy
consumption and electrical losses in transmission
and distribution, considering both the location
approach and the purchasing choice.
Scope 3 includes emissions from goods
and services purchased, capital goods,
transportation and distribution (upstream),
waste generated in the operation, business
travel, commuting and the use of goods and
services sold.
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Unit — tCO2e
2022
2023
2024
Scope 1
50,834.44
81,690.26
17,317.97
Scope 2 (location)
163,700.83
148,798.66
229,169.37
Scope 2 (market)
162,594.895
147,848.524
223,406.49
Scope 3
28,816.86
1,252,317.29
3,149,230.23
Scope 1
Scope 1 emissions reflect the actions adopted by Copel. In 2024, these emissions
sharply decreased due to the end of operations at the Figueira Thermal Power Plant,
which used to run on coal. In 2024, emissions were broken down as follows:
Unit — tCO2e
GeT
DIS
Total
Stationary combustion
3,652.96
2.29
3,671
Mobile combustion
974
5,325
6,381
Fugitive emissions
2,312
141
3,453
Changes in land use
0
3,811
3,811
Currently, the main emission sources are the Company’s fleet — especially the use
of diesel in the heavy-duty fleet — , residual coal combustion, fugitive SF6 emissions
from electrical insulation equipment and the construction of new assets.
Scope 2
In Scope 2, the largest emissions are related to transmission and distribution losses.
Copel seeks to minimize these losses by pursuing a high level of efficiency. However,
part of these losses result from the interconnected system and, as such, there are
no effective direct actions that can influence these outcomes.
In 2024, GHG emissions from electricity consumption
totaled 1,398 tCO2e, while losses in transmission and
backbone grid amounted to 227,770 tCO2e. Copel
DIS accounted for 89% of emissions from electricity
consumption and Copel GeT for 10%. In terms of
transmission and backbone grid losses, Copel DIS
accounted for 87% and Copel GeT for 13% of total
emissions. Through I-REC certificates, the Company offset
all emissions from electricity consumption and part of
transmission and backbone grid losses.
Scope 3
The largest emission in this scope comes from goods
and services sold, totaling 3,100,056 tCO2e, followed by
waste generated in operations, totalling 28,905 tCO2e and
upstream transportation and distribution, accounting
16,539 tCO2e. Other emissions are significantly smaller by
comparison: purchased goods and services — 1,676 tCO2e;
capital goods — 1,402 tCO2e; business travel — 519 tCO2e;
and employee commuting — 130 tCO2e.
“Goods and services sold” refers to the use of electricity
sold to both captive and free market customers. In the
Waste category, the largest share refers to tree pruning
generated in the operation and upstream transportation,
which corresponds to the transportation of goods by
suppliers to Copel. It is worth mentioning that, in 2024,
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Copel carried out an initiative with suppliers
to encourage them to prepare their GHG
inventories and began publishing their
emissions, especially those related to the
services and goods provided to Copel. It
should be noted that these emissions were
calculated using primary data, not estimates.
Indicators and targets
Indicators
Copel’s greenhouse gas emissions indicator
is Scope 1 emissions per operating revenue.
In 2023, it came to 2.75 tCO2e/R$ million,
and, in 2024, the figure was 0.72 tCO2e/
R$ million. This difference reflects Copel’s
decarbonization efforts, with the disposal of
assets with high emission levels.
Targets
The targets related to climate change
approved by Copel are linked to the following
criteria for the coming years:
Stationary combustion: Be 100%
renewable by 2030. By the end of 2024,
this target had already been achieved.¹
Mobile combustion: Study underway to
replace the old fleet. By 2030, the goal
is to have 50% of the light vehicle fleet
composed of electric or hybrid vehicles,
and 100% running on ethanol. By the end
of 2024, 18.8% of the light fleet consisted
of electric vehicles.
Fugitive emissions: Setting targets and
study to reduce SF6 consumption. By
the end of 2024, a 5% reduction target
had already been established, along with
actions to improve leak measurement.
Change in land use: Review of project
design methodology and acquisition of
carbon credits for offsetting by 2030. By
the end of 2024, the implementation of
these actions was still under evaluation
Electricity consumption: Ensure that
all electricity consumption come from
renewable sources by 2030. By the end of
2024, Copel had achieved this target.
Electricity losses: By 2030, study
improvements in loss management and
analyze the purchase of I-REC. By the end of
2024, Copel was studying these strategies.
Offsetting: By 2030, offset all residual
emissions. By the end of 2024, Copel
was conducting initiatives to reduce its
emissions, and has been analyzing projects
that could help offset these emissions.
Suppliers: carry out actions to improve
supplier engagement and encourage
suppliers to submit their emissions,
especially critical ones. By the end of 2024,
Copel had developed incentive practices,
and the capital goods category was
included in the inventory.
1 In February 2024 the Figueira Thermal Power Plant went into
hibernation, making all the energy generated by Copel 100%
renewable from that date on.
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Taxonomy
Brazil is developing its own green taxonomy system, but
until it is approved, the European model is used as a
reference. This model includes electricity generation from
renewable sources (wind and solar power), electricity
transmission and distribution and energy storage.
In 2024, Copel recorded net revenue of BRL 22,651 million.
In terms of Opex and Capex, the total figures were BRL
18,868 million and BRL 2,504 million.
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LIMITED ASSURANCE REPORT
GRI 2-5
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(
g
g
)
Independent auditor's limited assurance report
on the non-financial information included
in the 2024 Integrated Report
To the Board of Directors and Stockholders
Companhia Paranaense de Energia - COPEL
Curitiba - PR
Introduction
We have been engaged by Companhia Paranaense de Energia ("Company" or "COPEL") to
present our limited assurance report on the non-financial information included in the 2024
Integrated Report, in the GRI Content Index, for the year ended December 31, 2024.
Our limited assurance does not cover prior-period information, or any other information
disclosed together with the 2024 Integrated Report, including any images, audio files or
videos.
Responsibilities of COPEL's management
The management of COPEL is responsible for:
(a)
selecting or establishing adequate criteria for the preparation and presentation of the
information included in the 2024 Integrated Report;
(b)
preparing the information in accordance with the GRI Standards, the Sustainability
Accounting Standards Board (SASB), with the basis of preparation developed by the
Company, and with Guidance CPC 09 - Integrated Reporting, issued by the Federal
Accounting Council (CFC), equivalent to the Basic Conceptual Framework for Integrated
Reporting, prepared by the International Integrated Reporting Council (IIRC);
(c)
designing, implementing and maintaining internal controls over the significant information
used in the preparation of the 2024 Integrated Report, free from material misstatement,
whether due to fraud or error.
Limitations in the preparation and presentation of non-financial information
and indicators
In the preparation and presentation of non-financial information and indicators
Management followed the definitions of the Preparation Base developed by the Company, the
Sustainability Accounting Standards Board and the GRI Standards and, therefore, the
information included in the 2024 Integrated Report does not aim to provide assurance with
regard to the compliance with social, economic, environmental or engineering laws and
regulations. However, the aforementioned standards establish the presentation and
disclosure of possible cases of non-compliance with such regulations when sanctions or
significant fines are applied.
The absence of a significant set of established practices on which to base the evaluation and
measurement of non-financial information allows for different but acceptable evaluation and
measurement techniques, which can affect comparability between entities and over time.
Our independence and quality control
We comply with the independence and other ethical requirements of the Federal Accounting
Council (CFC), which are based on the principles of integrity, objectivity and professional
competence, and which also consider the confidentiality and behavior of professionals.
We apply the Brazilian and international quality control standards established in NBC PA 01,
issued by the CFC, and thus maintain an appropriate quality control system that includes
policies and procedures related to compliance with ethical requirements, professional
standards, legal requirements and regulatory requirements.
Independent auditor's responsibility
Our responsibility is to express a conclusion on the non-financial information included in the
2024 Integrated Report , based on our limited assurance engagement carried out in
accordance with the Technical Communication CTO 01/12, "Issuance of an Assurance Report
related to Sustainability and Social Responsibility", issued by the Federal Accounting
Council (CFC), based on the Brazilian standard NBC TO 3000 - "Assurance Engagements
Other than Audit and Review", also issued by the CFC, which is equivalent to the
international standard ISAE 3000, "Assurance engagements other than audits or reviews of
historical financial information", issued by the International Auditing and Assurance
Standards Board (IAASB), applicable to non-financial information.
The aforementioned standards require that the work be planned and performed to obtain
limited assurance that the non-financial information included in the 2024 Integrated Report,
taken as a whole, is free from material misstatement, whether due to fraud or error, and to
issue a limited assurance report that includes our conclusion.
A limited assurance engagement conducted in accordance with the Brazilian standard NBC
TO 3000 and ISAE 3000 mainly consists of making inquiries of management and other
professionals of COPEL involved in the preparation of the information, as well as applying
analytical procedures to obtain evidence that allows us to issue 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 lead him to believe that the information disclosed in the 2024
Integrated Report taken as a whole might present material misstatements.
As part of a limited assurance engagement in accordance with NBC TO 3000 (ISAE 3000),
we exercise professional judgment and maintain professional skepticism throughout the
engagement. We also:
(a)
Determine the suitability in the circumstances of the Company's use of the GRI Standards
and SASB as basis of preparation of the non-financial information and indicators.
(b)
Perform risk assessment procedures, including obtaining an understanding of internal
controls relevant to the engagement, to identify where material misstatements are likely to
arise, whether due to fraud or error, but not for the purpose of providing a conclusion on the
effectiveness of the Company's internal controls.
(c)
Design and perform procedures responsive to where material misstatements are likely to
arise in the non-financial information and indicators. The risk of not detecting a material
misstatement resulting from fraud is higher than for one resulting from error, as fraud may
involve collusion, forgery, intentional omissions, misrepresentations, or the override of
internal controls.
Summary of the procedures performed
The procedures selected are based on our understanding of the aspects related to the
compilation, materiality, and presentation of the information included in the 2024 Integrated
Report, other circumstances of the engagement and our analysis of the activities and
processes associated with the material information disclosed in the 2024 Integrated Report
in which significant misstatements might exist. The procedures comprised:
(a)
planning the work, taking into consideration the materiality and the volume of quantitative
and qualitative information and the operating and internal control systems that were used to
prepare the information included in the 2024 Integrated Report;
(b)
understanding the calculation methodology and the procedures adopted for the compilation
of indicators through inquiries of the managers responsible for the preparation of the
information;
(c)
applying analytical procedures to quantitative information and making inquiries regarding
the qualitative information and its correlation with the indicators disclosed in the
2024 Integrated Report;
(d)
applying substantive tests to certain non-financial information and indicators; and
(e)
when non-financial data relate to financial indicators, comparing these indicators with the
financial statements and/or accounting records.
Companhia Paranaense de Energia - COPEL
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Our procedures did not include assessing the adequacy of the design or operating
effectiveness of the controls, testing the data on which the estimates are based or separately
developing our own estimate to compare with COPEL's estimate.
Basis for conclusion
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 detailed
than those applied in a reasonable assurance engagement, the objective of which is the
issuance of an opinion on the information included in the 2024 Integrated Report.
Consequently, we were unable to obtain reasonable assurance that we would become aware
of all significant matters that might be identified in a reasonable assurance engagement, the
objective of which is the issuance of an opinion. Had we performed an engagement with the
objective of issuing an opinion, we might have identified other matters and possible
misstatements in the information included in the 2024 Integrated Report. Therefore, 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 determine, calculate and estimate these data.
Qualitative interpretations of the relevance, materiality, and accuracy of the data are subject
to individual assumptions and judgments. Furthermore, we did not consider in our
engagement the data reported for prior periods, nor future projections and goals. Our
assurance report must be read and understood in the context of the limitations inherent in
the process of the preparation of non-financial information and indicators used by
management, including the fact this information is not intended to provide assurance with
regard to the compliance with social, economic, environmental or engineering laws
and regulations.
The contents included in the scope of this assurance engagement are presented in the GRI
Content Index of the 2024 Integrated Report.
Companhia Paranaense de Energia - COPEL
Conclusion
Based on the procedures performed, described herein, and on the evidence obtained, no
matter has come to our attention that causes us to believe that the non-financial information
included in the 2024 Integrated Report of COPEL has not been prepared, in all material
respects, in accordance with the criteria established in the Preparation Base, with the
Sustainability Accounting Standards Board (SASB), with the GRI Standards, and with the
Guidance CPC 09 - "Integrated Reporting".
Other matters - restriction on use and distribution
This report was prepared for the use of COPEL and may be presented or distributed to third
parties, as long as they are familiar with the object and criteria applicable to this assurance
engagement, considering its specific purpose described in the first paragraph of this report.
The limited assurance engagement also included the analysis of the compliance with
the GRI Standards, the Sustainability Accounting Standards Board, the principles for the
Integrated Reporting, pursuant to Guidance CPC 09 - "Integrated Reporting", and the criteria
established in the Premises Base developed by the Company.
Any parties other than COPEL that obtain access to this report, or a copy thereof, and rely on
the information contained therein does so at their own risk. We do not accept or assume any
responsibility and deny any liability to any party other than COPEL for our engagement, the
assurance report or our conclusions.
Curitiba, June 18, 2025
PricewaterhouseCoopers
Auditores Independentes Ltda.
CRC 2SP000160/F-6
Maurício Colombari
Contador CRC 1SP195838/O-3
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CORPORATE INFORMATION
Corporate Taxpayers’ ID (CNPJ): 76.483.817/0001-20
Email: relato.integrado@copel.com
ri@copel.com
copel@copel.com
IR website: https://ri.copel.com/
Institutional website: https://www.copel.com/site/
Sustainability Portal: https://copelsustentabilidade.com/
Address: Rua José Izidoro Biazetto, 158 – Bloco B – Mossunguê,
CEP: 81200-240 – Curitiba (PR)
CREDITS
Copel coordination
Governance, Risk and Compliance Department
Governance and Sustainability Superintendency
GRI Consulting
blendON
Writing and revision
blendON
Graphic design
blendON
Images
Acervo Copel
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