Table of Employees
For being a state-owned company, where the majority shareholder is the government of the State of Paraná, admission to the workforce is through public examination and is based on the principle of isonomy and equal opportunity to all professionals, giving equal conditions to all candidates.
Details about Copel’s professional body can be checked in the annual reports of the Employee Board.
Talent Attraction and Retention
Copel hires employees through public examination and, therefore, the attraction process starts with rules and requirements established in the announcement of the calls for applications, goes through the reception and integration of the approved candidates and results in the connection of the employees with our purposes and values.
As one of the ways of retaining its talents, the company maintains its Career and Remuneration Structure (ECR), which groups positions and functions, and seeks to achieve internal and external balance by means of periodic salary surveys in the market.
Based on the rules and minimum requirements established by the ECR, Copel’s professionals have the possibility of professional growth and development. Moreover, recently, as a way to value productivity and the achievement of goals, the Performance Bonus Program (PPD) was created, which consists of the Company’s variable remuneration program.
Also thinking about career development, for those employees who are considered potential successors, the Company has, in some of its integral subsidiaries, specific programs aimed at preparing these talents. On a corporate level, a succession program model is under development.
The benefits granted by the Company to all its employees are considered differentiated and go beyond those provided by law, contemplated in the Collective Bargaining Agreement. In addition, Copel encourages quality of life through initiatives such as the Copel Choir and the Internal Games.
Integration
After being approved in the competitive examination, the new employee gets to know all the details of the company through a conversation with representatives of the HR areas, in addition to receiving information about attendance, payroll, job security, benefits, career structure, internal communication channels, institutional videos and Copel’s Strategic References.
Copel also holds the New Employee Integration Program (PINE), an event that brings together employees from all Copel subsidiaries and provides an immersion in the organizational culture and a visit to one of the hydroelectric power plants.
Copel holds an integration seminar for the members of the Board of Directors, the Fiscal Council and the Company’s Nominating and Evaluation, Investment and Innovation, Sustainable Development, Ethics, Minority and Statutory Audit Committees.
The integration seminar presents information about the company, current projects and future challenges, and takes the members of the Board of Directors on a visit to the Copel Generation and Transmission Operation Center.
Organizational Climate
The organizational climate can be defined as the collective perception that employees have of the company and its work environment, through the experience of policies, structure, systems, processes, values, relationship with staff and leadership, among others. In addition, it is an important indicator for people management and represents a parameter to define levels of engagement and satisfaction of employees.
In this sense, Copel monitors the levels of engagement and satisfaction in the company, conducting the climate survey promoted by the Great Place to Work Institute (GPTW). To learn more about the GPTW Institute, access here.
The climate survey’s main objective is to identify the level of employee satisfaction, but it also enables the analysis of other indicators, such as engagement, well-being, and the net promoter score.
The application is done annually by GPTW and covers 100% of the employees, that is, all are invited to participate and share their perceptions on job satisfaction, purpose, happiness, stress, relationship with managers and with colleagues, as well as corporate and people management practices.
The results are presented to the areas, and this material is used as input for the preparation of work plans with relevant actions, which permeate all levels of the organization, aiming to improve the organizational climate. The survey information can be stratified by gender, age, race, length of service, career levels, among others.
Regarding indicators and goals for employee engagement and satisfaction, Copel has formal indicators and the goals set take into account the results from previous years and the actions defined in the work plans, always in search of better results. Some of the engagement indicators involve the overall score obtained, besides the GPTW certification, as shown below:
Year | 2021 | 2022 | 2023 |
Goal | 70,0 | 72,4 | 72,4 |
Result | 70,0 | 65,0 | Result not yet available |
Participation (respondents) | 80% | 73% | Result not yet available |
