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TAESA, through its assets, is located throughout Brazil (in urban and rural areas) in a wide range of biomes and with different environmental contexts and natural resources. As defined by the concept of sustainable development¹, we seek development that meets present needs without compromising the ability of future generations to meet their own needs, in other words: using natural resources in an optimal way, minimizing impacts in implementing new projects and/or maintaining its current assets and facilities, as well as operation of concessions, promoting development and shared value.

People Management

In 2022, as part of the SGIT implementation process, TAESA replaced the Human Resources Policy with a set of People Management standards, applied to all professionals working at the Company. Such regulations guide the conduct of Recruitment, Selection and Admission, Personnel Administration, Labor and Union Relations, Engagement, Benefits, Compensation, Recognition and Meritocracy, Climate, Development, Performance and Succession, and Transition and Dismissals of professionals from TAESA and other subsidiaries.The development process for employees must be understood as a business strategy and is an integral part of its management model. The strategic function of every investment related to this matter is to ensure, in the present and in the future, availability of the competences required to provide business leadership. By making continuous investments in the growth and development of its employees, TAESA prepares them to create and offer better results.

The Company ensures to all employees, in an ethical and transparent way that respects diversity, to equal opportunities and to the possibility of pursuing a solid career, receiving remuneration compatible with that offered on the market and attractive fringe benefits in a motivating and challenging environment. Acts as facilitator of the information flow, promoting two-way objective and direct communication, in a respectful and honest manner.

Profile of professionals on 12/31/2022

755

employees*


611

men


144

women


Age range

755

employees*


611

men


144

women


Age range

*On 12/31/2019, this number corresponded to 594 employees, on 12/31/2020 there were 678 employees. For detailed information on the profile of the professionals, please consult the Attachments on this link..

Attraction and Retention of Talents

At TAESA, the greatest asset is the human being, so it invests in constant security and development. People are the Company’s propelling instruments, indispensable for continuous renovation in an environment of changes and challenges.

The Company seeks the best professionals on the market, who are passionate about what they do and who identify with the Company’s Values and its culture, and are able to contribute satisfactorily in conformity with organizational skills.

The People area is responsible for conducting the selection processes carried out according to the Recruitment and Selection Policy, including the application of instruments, tools and methodologies (such as SAP-ERP’s Recruiting Management), profile analysis, and predetermined tests. The process begins with Internal Recruitment, which aims to make opportunities available to its employees before seeking new professionals on the market. This practice promotes real opportunities for growth and development, provides an expectation of a professional future, retains talents, and values human capital.

To measure the efficiency and effectiveness of the strategies adopted, an evaluation is carried out by the contract manager 60 days after the employee’s admission, to measure their performance and effectiveness at the end of the trial period provided for by law. After hiring, every new professional will have their performance evaluated annually according to organizational skills, informed on the admission of each one.

Candidates can access the opportunities and register their resume on this page.

 

Training

TAESA’s training methodology aims at promoting and providing learning actions and strategies that make it possible for employees to acquire and improve competences, skills and knowledge that may contribute to his/her professional development. It reflects the person’s appreciation and loyalty and responds to the quality and productivity standards required to meet the company’s Mission, Vision and Values.

Aiming to be a benchmark in the transmission market, the Company is attentive to the best references in the area of organizational development. Partnerships with major institutions and consulting firms such as Amana-Key, Fundação Dom Cabral, Instituto Capacitare and Crescimentum provide a differential in the qualification and development of professionals.

Several training modalities and formats are offered, with an emphasis on “Corporate Training” related to the five Organizational Skills:Interpersonal relationship, Autonomy and accountability ,Vision of the business, Results-driven and Skill.

In 2022, the training agenda remains in line with the Strategic Planning and TAESA competencies, and added topics also widely practiced in the market, and subjects related to Diversity, among them:

  • Acting in times of change;
  • Effective and influential communication;
  • Collaboration and trusting relationships

Another important focus is the Successor Development Program (PDS) that annually chooses a target audience, indicated by managers, to work on leadership skills and develop skills through self-knowledge and training, in partnership with a renowned institution. The choice of participants is carried out by indication, by the potential and level of readiness for succession, as well as the employee’s performance in the most recent Annual Performance Assessment Cycle (AvD). The program takes place over one year and is made up of four modules

 

Diversity and Inclusion

Created throughout 2020, the employment of Diversity and Inclusion Program began in 2021 was intensified, based on the Company’s ethical principles. The core goals of the Program are respect and appreciation of differences, whether cultural, social, religious, ethnic, etc.

Combining different perspectives helps to solve problems, promotes innovation, increases employee engagement, and contributes toward sustainability and to society as a whole.

The Program is based on five pillars: gender, Female Empowerment, 50+, PwD, and Racism, in which 18 actions were developed, divided into 94 activities, focused on inclusion and diversity in line with the established pillars.

Highlights include the following: approval of the Diversity and Inclusion Policy in 2021, which applies to all employees of TAESA and other associated companies with 100% of the capital stock; adherence to the UN Women’s Pact and creation of the Diversity Committee, comprised of employees and representatives of different classes who work to create a diverse and inclusive environment within the company; the launch of the Diversity Booklet , which seeks to inform and educate people about LGBTQIA+ concepts; as well as the launch of an e-book on the pillars of diversity.

In 2022, the book “A Diversidade pela TAESA” was published and distributed to employees, in which the Company presents data related to violence against minorities or vulnerable groups and promotes awareness of professionals through Education, instructing on sexuality and gender identity, on the importance of female empowerment, regarding races and ethnicities, ageism and the importance of including people with disabilities (PwD).

Health and Safety

TAESA, in carrying out its activities of implantation, operation and maintenance of electric energy transmission assets, considers the Health, Safety, Environment and Sustainability (HSE&S) management to be a value to be cultivated and maintained as part of its culture. It operates in a preventively manner to protect and preserve employees, suppliers, third parties, visitors and stakeholders, maintaining safe and healthy work environments; As part of SGIT’s implementation, TAESA reviewed the existing internal regulations that establish general guidelines to be observed by all Company’s employees, managers, senior management and service providers. Such organization of the documentation was adopted to comply with legal requirements, as they are considered good management practices and in compliance with other commitments assumed by TAESA, such as the Global Compact and ISO 45001 certificates.

The purpose is to carry out a responsible management of resources (human and natural), seeking to enhance the positive impacts, minimize the negative impacts and risks arising from our activities, and contribute to the sustainable development of internal and external stakeholders in the areas where we operate, through the integration of environmental, health and safety requirements. The theme: Health, Safety and Quality of Life is one of the material topics, and the enhancement of our management and performance were included in the 100% Safety Program.

100% Safety Program

In order to strengthen the safety culture in practice, giving more voice and participation to all employees, TAESA implemented the 100% Security Program in 2021. Considered as a strategic theme, the program is a set of projects, actions and initiatives aimed at improving the Company’s safety performance.

Assumptions of the 100% Security Program:

  • security as a value for TAESA as a company and for each of its employees;
  • engagement of own teams and contractors;
  • equalization of the different security cultures of the contracted companies;
  • monitoring of processes with critical analysis of results;
  • identification and implementation of improvement actions.

The goals of the 100% Security Program include the achievement of zero accidents, improved performance in the management of undertakings and adherence to sectoral rules and benchmarks for reporting and consolidated ESG reports.

One of the relevant initiatives in 2022 was the launch, in June 2022, of the 100% Security Podcast. Published biweekly on streaming platforms such as Spotify, the episodes last about 20 minutes, in which TAESA employees address issues related to safety in their activities. Six episodes are already available to the public.

The Management System is comprised by SGIT policies, and the theme-related programs. Such documents establish goals and targets to be met; risks and impacts; action plans; criteria; performance indicators, as well as processes of management, assessment, monitoring and review. Applied to the entire Company, it covers employees, contractors and partners subject to the Company’s guidelines, improving tasks’ fulfillment.

In order to seek ongoing improvement of TAESA’s services and performance, the System must provide solutions for the allocation of resources, assignment of roles responsibilities, and evaluation of established practices, procedures and processes. This is a well-planned, participatory and transversal process, which affects different areas of the Company; focused on ensuring compliance with legal requirements related to the performance of the Company’s operations, promoting the necessary dynamics to improve the organization’s performance.

The existing internal regulations were assigned at the directive level and establish general guidelines to be observed by all employees, managers, senior management and service providers, as shown below:

  • The process for the continuous identification of hazards, risk assessment and determination of the necessary controls in the Company’s activities and facilities is established, implemented and maintained. The application and scope of this procedure extends to all units related to the operation and maintenance of transmission assets and other departments related to the business.
  • Employees are trained in identifying hazards and recognizing risks; by interpreting preliminary analyses, they can contribute to their improvement, as well as identify possible conditions that hinder the performance of job duties.
  • The process of managing the golden rules of safety helps guide the attitudes and behaviors related to the safety, health and well-being of all employees and third-party contractors. The document describes the exercise, ultimately, of the right to refuse or paralyze the performance of tasks when incomplete or nonexistent risk control actions and danger to the safety, the environment and the health of people and facilities are identified.
  • All events that cause incidents, accidents or non-conformities must be properly reported and investigated according to their impact and scope. Registration, treatment, responsibilities, cause analysis, determination of corrective actions, verification of the implementation of actions and assessment of effectiveness follow the established in the Procedure for Analysis of Events and treatment of non-conformities with SMS&S.
  • The management of the Occupational Health Medical Control Program (PCMSO) establishes the system for the preparation of the program and manages the occupational examinations of employees. This procedure applies to all units concerning the operation and maintenance of TAESA’s transmission assets and other departments related to the business.
  • The process of participation of workers in the HSE&S Management System is carried out through the Internal Commission for Accident Prevention (CIPA), in addition to involvement in other related activities. When no Commission is assembled, at least one employee is assigned to the function, in compliance with the NR5 standard.
  • The HSE&S area uses the Homogeneous Exposure Group (HEG) as a basis for assessing occupational risks. Through an analysis of the employees’ job description, the risks, examinations and mandatory training for each role and related activities are listed. After this survey, the employee is categorized in a specific HEG. From this analysis, the training and exams of each employee are monitored, observing the recycling periodicities established by norm or internal guideline of the training matrix.
  • For the prevention and mitigation of impacts on occupational safety and health, a methodology of the Hazard Identification Matrix, Risk Assessment and Determination of Control Measures is applied. The following steps are followed: consider the method defined to list the activities to be analyzed; identify dangers of all listed activities; assess the risks according to the defined method (pure risk); set control measures appropriate to the criticality of the assessed risks; implement the defined control measures; evaluate the effectiveness of the implemented measures; reassess the risks considering the control measures; complete the hazard identification and risk assessment process in matrix format; approve the matrix with those responsible for the activities; and make employees aware of the approved hazards and risks matrix. In order to ensure compliance with the application of the method, all areas must consider the Responsibility Matrix (RACI) associated with this procedure.
  • All TAESA employees are under HSE&S management for Health and Safety controls. As for outsourced workers, the documentary management of all, with the requirement of training and environment compatible with the activities that will be carried out in the installation, according to the risks identified for that purpose. Environmental risks are identified and managed based on the Environmental Risk Prevention Program (PPRA), the Preliminary Risk Analysis (APR), the PCMSO and the hazards and risks matrix. The methodologies used are defined by the Regulatory Standards (NRs).
  • The SGIT Policy is disclosed internally to all employees, in email communications, on the intranet and with the use of specific campaigns and resources. The Health and Safety management has been successful due to the participation of workers who contribute to implement initiatives, leading to a better assertiveness in results.

The PPRA (Environmental Risk Prevention Program) and PCMSO (Occupational Health Medical Control Program) are regulatory and mandatory programs aimed at preserving workers’ health and physical integrity. They are interconnected and are aimed at preventive activity in the work environment.

The PPRA is compulsory for all companies and institutions that admit workers as employees, to preserve workers’ health and physical integrity, identifying environmental risks in the workplace. It includes a schedule of actions to improve work environments, some of which are corrective while others are geared toward improvement.

The PCMSO is a program aimed at the prevention, tracking and early diagnosis of health problems, of a subclinical nature, aiming at verifying the existence of occupational diseases or irreversible damage to employee health, especially in collective terms. It is compulsory for employees and institutions that admit workers as employees.

Relationship with Stakeholders

TAESA, aware of the need to advance in its strategy of sustainability, reinforces the importance of identifying and making available communication channels to incorporate relevant demands, and to better communicate its performance to stakeholders

The following topics present the main TAESA’s stakeholders, detailing the forms of relationship adopted.

TAESA is controlled by Companhia Energética de Minas Gerais – CEMIG (CEMIG) and ISA Investimentos e Participações do Brasil S.A. (ISA Investimentos).

TAESA holds 63.45% of the shares traded in the market. One of Company’s main objectives is to maximize the value for its shareholders assuring the long-term business sustainability, providing a high-quality core service and respecting the rules established by Brazilian regulatory authorities.

TAESA’s main communication channel it is the website (www.taesa.com.br/ri), in addition to the e-mail from the Investor Relations department (investor.relations@taesa.com.br) and the contact telephone number of the IR team (+55 21 2212-6060). Meetings of management bodies are also held (General Shareholders’ Meeting) and annual public meeting with analysts.

The TAESA Group’s customers is comprised by electric power generators, free consumers, distributors (and its captive clients) and other transmission companies that connect or share their facilities with the company.

To identify this audience, the list of users made available by ONS on a monthly basis, in addition to the Sharing Contracts (CCI/CCT), are used as a basis. The relationship is guided by the Quality Policy and by the Code of Ethical Conduct and Compliance.

The forms of communication are usually established directly among the parties, through technical contacts, exchange of emails, meetings, meetings at sectorial events, participation in class associations, and whenever there is a technical issue to be resolved by mutual agreement.

TAESA has more than 1,300 suppliers, with profiles ranging from large electrical equipment manufacturers to engineering companies, environmental and auditing consulting firms, office supply vendors, airfare and lodging reservations, vehicles, shipping, and insurance, among others.

The relationship with suppliers is constant, especially in contracts inherent to auctions, reinforcements, improvements, and other day-to-day operations.

TAESA Group establishes strict registration and engagement standards for suppliers, aiming to make such processes transparent and auditable. Profile standards to register suppliers, partaking in bids, and proposal assessment were developed. The support base for the Company’s procurement department is the SAP tool and the partner SERTRAS, a specialized outsourced company whose scope is the certification of suppliers, which can be accessed through the link below.

The relationship with all employees is governed by the Human Resources Policy and by the Code of Ethical Conduct and Compliance, as well as the compliance with labor legislation.

Through a collective labor agreement with the unions associated with the company (Sintraindistal, Sinergia and Steet), which covers all employees, topics such as salary readjustment, hour bank, profit sharing and benefits package are covered. The agreement, which started on 07/01/2019,after renovation, it extends until the year 2023.

The main communication and relationship channels with employees include: Corporate WhatsApp, email, intranet, electronic bulletin board, meetings with teams and with the Executive Board, events for employees celebrating birthdays each month, personalized newsletters from the company areas, disclosure of corporate policies, annual performance evaluation, etc. The questions sent by the teams include topics such as: electronic time clock, vacation, proof of compensation and benefits package.

Communication with the unions is carried out by email, website publications and correspondence. The main topic covers collective agreements.

For contact with public bodies related to the Secretariat of Labor, linked to the Ministry of Economy, the Brazilian Federal Revenue Service and Social Security, communication via eSocial, ECAC, Social Security and Caixa Econômica Federal websites, correspondence and email is used. The main purpose of the relationship is the submission of labor and tax obligations and the payment of taxes, as well as compliance with legal quotas.

TAESA understands the role of the press as one of the links between the Company and society, and as a means of access to discerning information. As each interaction/communication requires specific information, they are collected by the Communication sector with the responsible areas, aiming at total assertiveness in the responses provided to the communication vehicles.

TAESA monitors the information published in the press about the Company and its assets and responds to inquires made by the media upon request.

TAESA’s website provides a specific area with the Press Office’s telephone and email contact channels, to facilitate the search for information.

The public bodies with which TAESA most frequently interacts with are as follows: ANEEL, the Ministry of Mines and Energy (MME), the Brazilian Institute for the Environment and Renewable Natural Resources (IBAMA), state and municipal environmental agencies, the National Operator of the Electric System (ONS), among others.

Stakeholders are those who have the power to supervise the electricity transmission service in general, with the ability to issue regulatory procedures, resolutions, standards or laws and to elaborate public policies for the electric energy sector.

The relationship with these public bodies occurs in a different way, through various means:

  • With ANEEL: by sending information and correspondence regarding resolutions issued and corporate information of accounting nature; requests for consent in specific business processes; participation in meetings and public hearings promoted by the Agency; participation in auctions of new transmission lines.
  • With MME: sending and monitoring correspondence; meetings, when the topic requires it.
  • With environmental agencies: compliance with its obligations regarding environmental programs; technical meetings, when the topic requires it; clarifications provided.
  • With ONS: exchange of correspondence and technical information; technical meetings, when the topic requires it; participation in its Board of Directors.

The relationship with social, environmental and community organizations occurs since the prospecting of transmission undertakings. It starts with the Energy Research Company (EPE) responsible for the expansion studies of the Basic Network, as well as by TAESA, in its studies and evaluations prior to auctions and acquisitions.

In the licensing process, social and environmental assessment studies are performed to identify communities affected by the undertaking and interested social and environmental organizations.

Regarding topics of public interest, the main issues are related to safe coexistence with the line, permitted uses in the right of way, environmental impacts and compensations, as well as partnerships and support for social and environmental projects. The company’s Related Parties Policy is guided by its Code of Ethical Conduct and Compliance, concession contracts and legislation.

TAESA’s institutional website gathers information about the Company’s undertakings. It also has a specific page for contact, with a form and phone number for questions and complaints, including a hotline, available at +55 0800 701 6682. Regarding Research, Development and Innovation (RD&I), social, cultural and sports projects and sustainability, the relationship takes place through the website or directly with the responsible area. In operation, the communication channel is maintained through initiatives such as the Environmental Education Program and the Social Communication Program, developed throughout the concessions annually.

Local Development

The Company understands that the longevity of the business and its organizational success go beyond economic-operational performance and excellence, and that people (employees and stakeholders) are our greatest asset, which is why we share value in the pursuit of integrated economic development with high quality of life, health, and prosperity with social justice, i.e., promoting a level of well-being with equitably distributed socio-economic conditions (increases in real income per capita; nutritional and health improvement; educational improvement; fair distribution of income; greater basic freedoms). In accordance with the foregoing, this context is correlated to the Material Topics of Ethics, Corporate Transparency and Integrity, and Relationship with Local Communities.

To establish this relationship, we develop diagnoses of socio-environmental issues and stakeholders. The objective is to engage and consult the stakeholders involved in order to identify impacts and opportunities, in addition to defining programs and actions for control and mitigation, as part of the environmental licensing process and project feasibility analysis and its operation.

In the implementation and operation stages, the technical team follows the lines and structures of the concessions in their routine activities and inspections. Maintains regular contact with stakeholders in surrounding areas, so as to identify demands and serve critical areas, as well as to ensure safe coexistence with the transmission line, and what is allowed or allowed not within the Easement Strip

Due to the nature of the electricity transmission projects, which are linear and therefore involve extensive lengths, there are initiatives carried out in all concessions, such as the Environmental Education Program (PEA) and Social Communication Program (PCS), and others that are carried out – on a priority basis – in previously identified critical areas, such as the Rapid Participatory Diagnosis (DRPs – as established in IBAMA Normative Instruction 002 of 2012) in 2017, and their respective deployment actions.

Some of the Company’s highlighted relationship management actions in the communities are various social responsibility projects (cultural, sports, health), hiring and partnering with institutions to develop local labor and suppliers, and the degree of satisfaction of the populace in areas surrounding the transmission lines evaluated through opinion polls.

 

Social Responsibility Projects

One of TAESA’s guidelines is to optimize, in the best possible manner, the use of resources for Social Responsibility Projects. To strengthen the community relationship, in 2022, for the second time, TAESA opened a Notice of Selection of Projects Approved in Tax Incentive Laws, for which applications took place between July 19 and August 23. To participate in this selection process, initiatives had to be aimed at promoting culture, sports, the development of children and adolescents and the protection of the elderly, considering the focus on social development, financial education and environmental education.

Suppliers

Regarding suppliers and partners, TAESA is constantly seeking to be close and interact with the parties. The Company makes the Engineering and SMS&S areas available as technical cooperation to validate the service capacity of suppliers and the security of services and materials to be purchased, aiming to mitigate possible risks in the deployment of its projects.

Materials and Services Purchasing policy aims to establish the rules and guidelines for acquiring material/services for TAESA and its subsidiaries in order to:

  • Ensure transparency, equality, control and compliance of the process.
  • Optimize the process of meeting the needs for the acquisition of material and services, seeking the best balance between cost, quality and time.
  • Ensure the quality of the suppliers base and compliance with regulatory bodies in all tasks of this process.

 

The Purchasing and Contracting Process handles sensitive information from suppliers, thus those directly or indirectly involved in this process must strictly follow the Code of Ethical Conduct and Compliance and other Company policies. It includes acting with clarity and equality with all suppliers, providing equal opportunities to all, and being extremely careful with the information they handle, preventing leakages or undue access to information.

Aiming to ensure the compliance with the contractual requirements assumed, the Company relies on the support of a specialized outsourced company, whose scope is to certify suppliers. After opening quotation process, this company analyzes the labor, social security, tax and social situation of participants, generating a risk note. Feedback passed on to TAESA and case evaluation are registered in the system by contract management areas. Those suppliers that, for legal or technical reasons, do not meet requirements are designated as inactive for new hires for a certain period, until they prove necessary adjustments.

Attention when contracting suppliers is focused on these companies’ respect for human rights, as TAESA does not tolerate and does not support any form of adult or child labor exploitation, forced or compulsory labor, or similar to slavery conditions.

The HSE&S and Gente managers conduct audits of the Company’s main contracts, analyzing them from a perspective of good compliance practices, in addition to performing field inspections related to the conditions of the facilities and construction sites of the projects. For mobilization of construction work, specifically when incorporating employees, everybody goes through a process of adaptation to and integration into the workplace. Working conditions are checked as frequently as defined in internal inspections’ planning. Contractor has the contractual obligation of providing conditions to its employees, such as accommodation, chemical toilets, ambulance, etc.

Learn more:

André Moreira

Diretor Presidente

O Sr. O Sr. Andre Augusto Telles Moreira é graduado em Engenharia Elétrica pela Escola Federal de Engenharia de Itajubá – EFEI MG e pós-graduado em Qualidade pela Universidade Estadual de Campinas (IMECC). Possui MBA pela Universidade AmBev (Brahma) e MBA em Gestão Empresas Públicas e Privadas, pela Fundação Armando Alvares Penteado – FAAP. Ao longo de sua trajetória profissional no setor elétrico, desenvolvida nas empresas do grupo Neoenergia, atuou como Diretor Executivo de Operações e Diretor Executivo Comercial e de Comercialização na Elektro Eletricidade e Serviços S.A., entre os anos de 2006 a 2017, como Diretor Presidente na Coelba – Companhia de Eletricidade do Estado da Bahia, em 2017 e, em sua última experiência, como Diretor Executivo de Distribuição na Neoenergia, de 2018 a 2020. Atuou, ainda, como membro do Conselho das distribuidoras Coelba, Celpe, Elektro e Cosern; além de ter ocupado os cargos de membro do Conselho de Administração da Iberdrola Distribuición Eléctrica (Espanha), Avangrid Networks (EUA), Afluente T S.A. e I- de Redes Eléctricas Inteligentes, S.A.

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Rinaldo Pecchio

Diretor Financeiro e de TI

O Sr. Rinaldo Pecchio Jr. é graduado em Economia pela Unicamp e em Ciências Contábeis pela Puccamp e possui MBA em Finanças pela IBMEC. Apresenta mais de 30 anos de carreira, e atua como CFO desde 2004. Iniciou sua trajetória como auditor da Arthur Andersen e desenvolveu sua carreira majoritariamente no setor elétrico, com passagens pelos setores de indústria e agronegócio. Construiu um repertório em FP&A no início de sua carreira e possui sólida experiência em project finance e emissão de dívidas, sendo pioneiro na emissão de debêntures verde do setor de transmissão. Como CFO, passou por empresas como Centro de Tecnologia Canavieira S.A.- CTC, ISA Cteep S.A., Grupo AES Brasil, Tetra Pak Ltda e Elektro.

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Marco Faria

Diretor Técnico

Graduado em Engenharia Elétrica pela Pontifícia Universidade Católica de Minas Gerais – PUC/MG em 1987. Possui MBA em Gestão de Projetos e Pessoas pela FGV. Ao longo de sua trajetória profissional, iniciada na CEMIG em 1978 (geração, transmissão e distribuição de energia elétrica), desempenhou diversas funções. Desde 1988, ocupou cargos gerenciais sendo os últimos como (i) Gerente de Operação e Manutenção da Transmissão, de 1997 a 2008; e (ii) Gestor do Projeto de Integração da Companhia, em 2009. Neste mesmo ano, assumiu a diretoria técnica da TAESA. Em 2017 foi eleito para acumular interinamente os cargos de Diretor Presidente e de Diretor de Desenvolvimento de Negócios da empresa. Atualmente, é diretor em outras empresas participadas do grupo e conselheiro do Operador Nacional do Sistema Elétrico e da Associação Brasileira das Empresas de Transmissão de Energia Elétrica

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Fábio Fernandes

Diretor de Negócios e Gestçao de Participações

Graduado em Ciências Econômicas pela Faculdade Cândido Mendes, possui Mestrado em Economia Empresarial pela mesma instituição e MBA em Finanças Corporativas pela IBMEC, e 30 anos de experiência profissional em diversos setores da área financeira, como planejamento financeiro, tesouraria, avaliação econômico-financeira, project finance, M&A e operações de mercado de capitais. Atualmente é responsável pela prospecção e avaliação de novos negócios da Companhia, já tendo atuado em diversas áreas da Companhia desde 2007.

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Luis Alves

Diretor de Implantação

Graduado em Engenharia Elétrica pela Universidade Estadual Paulista Júlio de Mesquita Filho, com Pós-Graduação em Planejamento de Sistemas Energéticos pela Unicamp e MBA em Gestão Empresarial pela Fundação Getúlio Vargas (FGV). Possui mais de 25 anos de experiência na área de energia, com foco em operação, manutenção e expansão e com atuação em grandes empresas no setor de energia elétrica.

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Mansueto Almeida

Economista Chefe do BTG Portal

Nosso convidado especial

Mansueto Almeida é bacharel em ciências econômicas pela Universidade Federal do Ceará e mestre em economia pela Universidade de São Paulo. Assumiu diversos cargos em Brasília, entre os quais, coordenador geral de política monetária do Ministério da Fazenda, em 1996, pesquisador no IPEA e assessor econômico da comissão de desenvolvimento regional e de turismo no Senado Federal. Em 2016, foi nomeado secretário de Acompanhamento Econômico e de Concorrência do Ministério da Fazenda e, em abril de 2018, passou a ser Secretário do Tesouro Nacional onde permaneceu até julho de 2020. Em 2014 e 2015, o economista atuou como consultor no setor privado. Hoje o seu cargo é Economista-chefe do BTG Pactual.

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Mansueto Almeida

Chief Economist at BTG Pactual

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Mansueto Almeida has a bachelor's degree in economics from the Federal University of Ceará and a master's degree in economics from the University of São Paulo. He took on several positions in Brasília, including general coordinator of monetary policy at the national Ministry of Finance, in 1996, researcher at IPEA and economic advisor to the regional development and tourism committee in the Federal Senate. In 2016, he was appointed Secretary of Economic Monitoring and Competition at the Ministry of Finance and, in April 2018, he became Secretary of the National Treasury, where he remained until July 2020. In 2014 and 2015, Mansueto worked as a consultant in the private sector. Today he holds the position of Chief Economist at BTG Pactual.

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Mansueto Almeida

Economista Jefe de BTG Portal

Invitado Especial

Mansueto Almeida tiene una licenciatura en ciencias económicas de la Universidad Federal de Ceará y una maestría en economía de la Universidad de São Paulo. Asumió varios cargos en Brasilia, incluido el de coordinador general de política monetaria del Ministerio de Hacienda, en 1996, investigador del IPEA y asesor económico de la comisión de desarrollo regional y turismo del Senado Federal. En 2016, fue designado Secretario de Seguimiento Económico y Competencia del Ministerio de Hacienda y, en abril de 2018, asumió como Secretario del Tesoro Nacional, donde permaneció hasta julio de 2020. En 2014 y 2015, el economista se desempeñó como consultor en el sector privado. Hoy ocupa el cargo de Economista Jefe de BTG Pactual.

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André Moreira

Diretor Presidente

Mr. Andre Augusto Telles Moreira has a degree in Electrical Engineering from Escola Federal de Engenharia de Itajubá (EFEI MG) and a postgraduate degree in Quality from Universidade Estadual de Campinas (IMECC). He holds an MBA from AmBev University (Brahma) and an MBA in Public and Private Business Management from Fundação Armando Alvares Penteado (FAAP). Graduated in Business Management Leadership – ESADE (Spain), Global Leadership – IMD (Switzerland), Sustainable Business Strategies Course – MIT (USA), Management Board Memberr Course – IBGC and Change Management in Complex Environments – MIT (USA). Throughout his professional career in the electric sector, developed in the Neoenergia Group’s companies, he served as Chief Operating Officer and Chief Commercial and Trading Officer of Elektro Eletricidade e Serviços S.A from 2006 to 2017; as Chief Executive Officer at Coelba – Companhia de Eletricidade do Estado da Bahia, in 2017 and, in his last experience, as Executive Director of Distribution at Neoenergia, from 2018 to 2020. He also served as a Board member of distributors Coelba, Celpe, Elektro and Cosern; in addition to being a member of the Board of Directors of Iberdrola Distribuición Eléctrica (Spain), Avangrid Networks (USA), Afluente T S.A. and I- de Redes Eléctricas Inteligentes, S.A. He currently holds the positions of Chief Executive Officer and Chief Investor Relations Officer and Chief Legal and Regulatory Officer at the Company. The administrator above declares that in the last 5 years he has not had any criminal conviction; any conviction in any CVM administrative proceedings and penalties applied; and/or any final and unappealable conviction, in the judicial or administrative sphere, that had the effect of suspension or disqualification for the practice of any professional or commercial activity.

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Rinaldo Pecchio

Diretor Financeiro e de TI

Mr. Rinaldo Pecchio Jr. holds a degree in Economics from Unicamp, in Accounting from Puccamp and an MBA in Finance from IBMEC. He has a career spanning more than 30 years, acting in a CFO capacity since 2004. He began his career as an auditor at Arthur Andersen and developed his career mainly in the electric power sector, also working in the industrial and agribusiness sectors. He built a repertoire in FP&A early in his career and has solid experience in project finance and debt issuance, pioneering the issuance of green bonds in the transmission segment. As CFO, he worked for companies such as Centro de Tecnologia Canavieira S.A.- CTC, ISA Cteep S.A., Grupo AES Brasil, Tetra Pak Ltda and Elektro.

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Marco Faria

Diretor Técnico

He has a degree in Electrical Engineering from the Pontifical Catholic University of Minas Gerais – PUC / MG in 1987. He holds an MBA in Project Management and People FGV. Throughout his professional career, initiated in CEMIG in 1978 (generation, transmission and distribution of electric energy), he performed several functions. Since 1988, he has held managerial positions, the last being (i) Transmission Operation and Maintenance Manager, from 1997 to 2008; and (ii) Manager of the Company’s Integration Project, in 2009. In the same year, he assumed the technical management of TAESA. In 2017 he was elected to temporarily accumulate the positions of Chief Executive Officer and Business Development Director of the company. He is currently director of other companies in the group and adviser to the Operador Nacional do Sistema Elétrico (ONS) and the Associação Brasileira das Empresas de Transmissão de Energia Elétrica.

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Fábio Fernandes

Diretor de Negócios e Gestçao de Participações

He holds a degree in Economic Sciences from Faculdade Cândido Mendes, a Master’s in Business Economics from the same institution and an MBA in Corporate Finance from IBMEC, accumulating 30 years of professional experience in several industries in the financial area, such as financial planning, treasury, economic and financial valuation, project finance, M&A and capital market operations. Currently he is responsible for prospecting and assessing the Company’s new businesses, having already worked in several areas of the Company since 2007.

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Luis Alves

Diretor de Implantação

He holds a degree in Electrical Engineering from Universidade Estadual Paulista Júlio de Mesquita Filho, with a Postgraduate Degree in Energy Systems Planning from Unicamp, and an MBA in Business Management from Fundação Getúlio Vargas (FGV). He has more than 25 years of professional experience in the energy sector, focused on operation, maintenance and expansion, and has held positionsin large companiesin the electrical energy sector.

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André Moreira

Diretor Presidente

El Sr. Andre Augusto Telles Moreira es licenciado en Ingeniería Eléctrica por la Escuela Federal de Ingeniería de Itajubá (EFEI-MG) y posgrado en Calidad por la Universidad Estadual de Campinas (IMECC). Tiene un MBA de la Universidad AmBev (Brahma) y un MBA en Gestión de Empresas Públicas y Privadas por la Fundación Armando Alvares Penteado (FAAP). Tiene formación en Liderazgo en Gestión de Negocios – ESADE (España), Liderazgo Global – IMD (Suiza), Curso de Estrategias de Negocios Sostenibles – MIT (EUA), Curso de Consejero de Administración – IBGC y Gestión del Cambio en Entornos Complejos – MIT (EUA). A lo largo de su trayectoria profesional en el sector eléctrico, desarrollada en las empresas del grupo Neoenergia, se desempeñó como Director Ejecutivo de Operaciones y Director Ejecutivo Comercial y de Comercialización en Elektro Eletricidade e Serviços S.A., de 2006 a 2017; como Director Presidente en Coelba – Companhia de Eletricidade do Estado da Bahia, en 2017 y, en su última experiencia, como Director Ejecutivo de Distribución en Neoenergia, de 2018 a 2020. También se desempeñó como miembro del Consejo de las distribuidoras Coelba, Celpe, Elektro y Cosern; además de haber ocupado los cargos de miembro del Consejo de Administración de Iberdrola Distribución Eléctrica (España), Avangrid Networks (EUA), Afluente T S.A. e I- de Redes Eléctricas Inteligentes, S.A. Actualmente ocupa los cargos de Director Presidente y de Relación con Inversionistas y de Director Jurídico y Regulatorio en la Compañía. El administrador mencionado declara que en los últimos 5 años no ha sufrido ninguna condena penal; ninguna condena en proceso administrativo de la CVM ni las penas aplicadas; ni ninguna condena de sentencia definitiva, en la esfera judicial o administrativa, que haya tenido como efecto la suspensión o la inhabilitación para la práctica de cualquier actividad profesional o comercial.

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Rinaldo Pecchio

Diretor Financeiro e de TI

El Sr. Rinaldo Pecchio Jr. es licenciado en Economía por la Unicamp y en Ciencias Contables por la Puccamp, y cuenta con MBA en Finanzas por la IBEMEC. Tiene una carrera de más de 30 años y es CFO desde 2004. Inició su carrera como auditor en Arthur Andersen y desarrolló su carrera principalmente en el sector eléctrico, con pasajes en los sectores de industria y agronegocios. Desarrolló un repertorio en FP&A al principio de su carrera y tiene una sólida experiencia en financiamiento de proyectos y emisión de deuda, siendo pionero en la emisión de bonos verdes en el sector de transmisión. Como CFO, trabajó para empresas como Centro de Tecnología Canavieira S.A.- CTC, ISA Cteep S.A., Grupo AES Brasil, Tetra Pak Ltda y Elektro.

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Marco Faria

Diretor Técnico

Graduado en Ingeniería Eléctrica por la Pontifícia Universidade Católica de Minas Gerais – PUC/MG en 1987. Posee un MBA en Gestión de Proyectos y Personas por la FGV. A lo largo de su carrera profesional, iniciado en CEMIG en 1978 (generación, transmisión y distribución de energía eléctrica), realizó varias funciones. Desde 1988, ha ocupado cargos gerenciales, el último de los cuales fue (i) Gerente de Operación y Mantenimiento de Transmisión, desde 1997 hasta 2008; y (ii) Gerente del Proyecto de Integración de la Compañía, en 2009. En el mismo año, asumió la gestión técnica de TAESA. En 2017, fue elegido para acumular temporalmente los cargos de Director Ejecutivo y Director de Desarrollo de Negocios de la compañía. Actualmente es director de otras compañías del grupo y asesor del Operador Nacional del Sistema Eléctrico y de la Asociación Brasileña de Empresas de Transmisión de Energía Eléctrica.

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Fábio Fernandes

Diretor de Negócios e Gestçao de Participações

Es licenciado en Ciencias Económicas por la Facultad Cândido Mendes, Máster en Economía Empresarial por la misma institución y con MBA en Finanzas Corporativas por IBMEC, y 30 años de experiencia profesional en diversos sectores del área financiero, como planificación financiera, tesorería, evaluación económico-financiera, project finance, M&A y operaciones de mercado de capitales. Actualmente es responsable de la prospección y evaluación de los nuevos negocios de la Compañía, y ya ha trabajado en diversas áreas de la Compañía desde 2007.

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Luis Alves

Diretor de Implantação

Es ingeniero eléctrico por la Universidade Estadual Paulista Júlio de Mesquita Filho, con un Postgrado en Planificación de Sistemas Energéticos por la Unicamp y un MBA en Gestión empresarial por la Fundação Getúlio Vargas (FGV). Cuenta con más de 25 años de experiencia en el area de energía, con enfoque en operación, mantenimiento y expansión y con desempeño en grandes empresas del sector eléctrico.

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