Through its assets, Taesa is present in different biomes and contexts throughout Brazil, in both urban and rural areas. Following the concept of sustainable development, we seek growth that meets current needs without compromising the ability of future generations to meet their own needs. This means using natural resources efficiently and minimizing impacts when implementing new projects and/or maintaining concession assets and facilities, while promoting development and shared values with local communities.

People Management

Three material themes have a strong interface with People Management:

– Health, safety, and quality of life.

– People management and development.

– Ethics, transparency, and corporate integrity.

Taesa has People Management initiatives and regulations pertaining to Recruitment, Selection and Admission, Personnel Administration, Labor and Union Relations, Engagement, Benefits, Remuneration, Recognition and Meritocracy, Climate, Development, Performance and Succession, and Transition and Terminations, both within the company itself and its subsidiaries.

Employee development is crucial to Taesa’s business strategy and is fully integrated into its management model. Investing in employee development not only aims to meet the company’s current needs, but also ensures that the necessary skills are available in the future. This continuous investment results in professionals who are more qualified and better prepared to achieve the best possible results.

Furthermore, Taesa ensures equal opportunities, respect for diversity, and the possibility of building a solid career in an ethical and transparent manner for all its employees. The company offers competitive remuneration, attractive benefits, and a stimulating and challenging work environment. Taesa also promotes a culture of open, respectful, and transparent communication, facilitating the exchange of knowledge between its employees throughout the country.

Profile of professionals on 12/31/2022













In compliance with the Brazilian Equal Pay Law – No. 14.611 and Decree No. 11.795/2023, which provide for equal pay and remuneration criteria between men and women in the workplace, as well as reinforcing the transparency of this information to our stakeholders, we make available the Report on Transparency and Equal Pay for Women and Men released by the Ministry of Labor and Employment (MTE). 
Such data were obtained through e-Social and the Salary Equality Declaration filled out on the Emprega Brasil Portal, referring to the year 2022 for the head office. You can access the report by clicking here.

Attracting Talent

Taesa understands that its employees are its greatest asset, highlighting development and safety as critical priorities. Therefore, investing in updating and improving the team is essential to driving personal growth and the organization’s success. This is reflected in a dynamic and challenging work environment, which encourages progress and continuous development among employees.

The company recognizes that recruiting the best professionals on the market who are aligned with its values and passionate about what they do is pivotal to the success of the business. Taesa emphasizes transparency and equal opportunities in its recruitment processes, ensuring an inclusive and diverse environment.

Furthermore, the company values internal recruitment, promoting the growth and development of existing employees. This not only contributes to talent retention, but also strengthens the organization’s human capital, offering its employees opportunities for career advancement and growth.

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

Recruitment and Selection

People & Communication Management is responsible for conducting the selection processes, using appropriate instruments, tools, and methodologies in collaboration with the requesting department. This care is essential to ensure that each position’s behavioral and technical requirements are met according to the established role structure.

In Recruitment and Selection, it is important for candidates to identify with Taesa’s culture and satisfactorily contribute to our Organizational Competencies. The process is conducted with transparency, offering opportunities to all candidates who meet the position’s requirements.

Qualification and Training

The employee development process is a crucial aspect of the company’s strategy and is integrated into its management model. Investment in this field aims to ensure the availability of the necessary skills to lead the business, resulting in professionals who are better prepared to contribute to Taesa’s success. Furthermore, the training opportunities offered to external audiences aim to promote sustainability and generate income for those seeking development.

To remain a reference in the transmission market, Taesa constantly strives for the best practices in the field of organizational development. Strategic partnerships with renowned institutions such as Ibmec, Instituto Capacitare, CIEE, SENAI, COPPETEC UFRJ, and Crescimentum ensure a competitive advantage in the qualification and development of professionals.

We offer various training modes and formats, emphasizing corporate training related to our five Organizational Competencies:

– Interpersonal relationship

– Responsible Excellence

– Independence and Accountability

– Strategic vision

– People Development (only for leaders)

Discover some of the company’s initiatives focused on developing its professionals:

– Education Incentive: In addition to encouraging the search for knowledge and training, the goal here is to assist in retaining these professionals, who can receive this benefit for the entire length of the requested course (be it technical, undergraduate, postgraduate, or a master’s degree), limited to five years. The company reimburses the employee 50% of their chosen program’s monthly fee.

– Performance Assessment Cycle: Every year, all Taesa employees, up to the Executive Management level, take part in the Performance Assessment Cycle. As part of its regular practice, Taesa carries out an annual review of its functional and organizational competencies, seeking to align them with the strategic growth organization chart and with the evolving complexity and responsibility of each role.

– Corporate Training: Based on our Organizational Skills, the results of the Annual Performance Assessment, and each department’s needs, Organizational Development defines topics to be covered in short-term training, focusing on behavioral aspects.

– Survey of Training Needs:These trainings are defined as a partnership between the People department and Taesa managers, based on gaps and opportunities for development for each employee, identified mainly in the performance evaluation. The goal is development based on our skills and values, always seeking to provide the best and most current training to bring best practices from the market and incorporate them into Taesa’s processes.

– Young Apprentice, Technical Internship, and Higher Education Internship Programs: Taesa, in partnership with respected institutions, is fully concerned with how employees enter the company, not only to develop them internally in the company’s skills, but to train them for the job market, because we understand the importance of being well prepared for the beginning of one’s career and professional and personal life.

– Successor Development Program: Every year, the successor program chooses a target audience, recommended by managers, to work on leadership and develop competencies through self-knowledge and training with internal tools and strategies.

– Leadership Development Program: In addition to a series of corporate training initiatives specifically customized for managers, in 2023 we began a successful partnership with COPPEAD, which, together with our Organizational Development Management, designed a training syllabus aimed at our Taesa Leaders.

– “Desapega” Program (Managers and Successors): “Desapega” is Taesa’s job rotation incentive program, focusing on leaders and employees who are formally identified as Successors.

– Internal Training: Training is provided internally with the aim of developing technical skills linked to the day-to-day work of employees. This training can take place in the form of classes, workshops, or distance education.

– Technical Training: These are training courses that have a longer workload and cover specific topics in our technical areas. The goal of the training is to guarantee a common baseline level of knowledge and standardize activities carried out in the field.

Diversity and Inclusion

Taesa’s main goal with diversity is to establish guidelines for respecting and valuing differences, whether cultural, social, religious, ethnic, or others. The company recognizes that the combination of different perspectives helps solve problems, promotes innovation, increases engagement, and contributes to sustainability and society as a whole.

The principles and standards adopted by Taesa in relation to diversity must be followed not only by its employees, but also by its suppliers. To ensure diversity and equal opportunities, the company includes clauses in all its contracts to ensure these values. Suppliers are first evaluated on these aspects during the registration process. If any problem occurs after contracts are signed, the supplier is liable to be blocked.

Since 2021, Taesa has had a Diversity Program, which is based on the company’s ethical principles. Based on this program, we have developed policies, instituted the Diversity & Inclusion Working Group, and established various actions, such as meetings held every two months with affinity groups from the program’s five pillars: People with Disabilities, Generation 50+, Ethnicity and Race, Female Empowerment, and LGBTQIAP+.

Diversity Booklet 

Health and Safety

Taesa highlights the importance of Health, Environment, and Safety Management in all its asset implementation, operation, and maintenance activities. The company adopts a preventive approach and seeks to protect everyone involved in its activities, promoting safe and healthy work environments. As part of the implementation of Taesa’s Integrated Management System (SGIT), internal regulatory instruments were reviewed to ensure compliance with the guidelines established by ISO Standards and other commitments assumed by the company.

We value the involvement of workers from designing to implementing initiatives. With their support, we can contribute making our results more assertive. The Health and Safety department constantly seeks to improve this process to make it more efficient and sustainable.

The theme of Health, Safety, and Quality of Life is considered one of our material topics and is reflected in the “100% Safety” Program. This program, launched in 2021, aims to strengthen the company’s safety culture, promoting the engagement of all employees.

The premises of the “100% Safety” Program include:

– Safety as a value for Taesa as a company and for each of its employees

– Engagement of our own and outsourced teams

– Equalization of the different safety cultures of contracted companies

– Monitoring processes and performing critical analysis of their results

– Identifying and implementing actions for improvement

The goals of the “100% Safety” Program include achieving zero accidents, improving project management performance, and adhering to industry standards for consolidated ESG reporting.

All Taesa employees are under the management of SMSS in compliance with the legal requirements of the SGIT. Environmental hazards and risks are identified and managed based on our Risk Management Plan (PGR), Preliminary Risk Analysis (APR), and other protocols, in accordance with regulatory standards. Taesa uses a Hazard and Risk Management methodology that covers all employees and service providers. Contracted companies also comply with all legal requirements and send all their documentation for analysis and validation. The company is certified to ISO 9.001, ISO 14.001, ISO 45.001, and ISO 55.001, and legal compliance is ensured.

Taesa uses digital platforms to manage Occupational Medicine and Safety processes, which are integrated into the SAP system and communicated to the Brazilian government through the e-Social system. Our Hazard and Risk Matrix and APR are used to identify activities, exposures, risks, and severity before starting each activity.

The company has an Occupational Health and Safety Committee to communicate and deal with operational issues. We have Internal Accident and Harassment Prevention Committees (CIPA+A) in our main office and in some regional offices, in addition to Weekly Safety Dialogs open to all employees. Our standards and manuals guarantee employees the right to refuse to participate in any situation with unsatisfactory safety.

Taesa offers a comprehensive health benefits package, divided into Medical and Health Services and Well-Being and Quality of Life, promoting the “Live with Energy” quality of life program. This program, in partnership with the Health department, the Quality of Life Committee, and the Organizational Development Management, includes:

– Workplace gymnastics classes

– Relaxation sessions

– Nutrition program

– Ergonomic awareness program

– Vaccination campaign

– And more

These initiatives aim to promote the health and well-being of employees and their dependents, demonstrating Taesa’s commitment to comprehensive care for its team.

Taesa’s Occupational Health service monitors exams carried out through Occupational Health Certificates (ASO) and links them to the specific risks of each activity and position, according to criteria established by NR7 and by the Occupational Health Medical Control Program (PCMSO). The PCMSO management defines the methodology for preparing the program and supervises our employees’ occupational exams.

We analyze occupational risks based on Homogeneous Exposure Groups (GHE), using each job description to identify the risks, exams, and training required for each role. This analysis facilitates control of mandatory training and exams, ensuring compliance with established periodicities.

In cases of accidents, incidents or near accidents, Taesa carries out immediate communication and investigation to identify all contributing factors, aiming to implement actions to prevent recurrences.

The company develops projects, actions, and initiatives to improve safety performance, seeking to eliminate incidents and strengthen the safety culture among employees. Furthermore, Taesa monitors and promotes safe and healthy environments for suppliers, third parties, visitors, and other interested parties.

Relationship with Stakeholders

To ensure sustainability, Taesa values transparency and maintains open channels for all interested parties to access the company. Below are the main audiences with which Taesa interacts and how this approach occurs:

Taesa is controlled by “Companhia Energética de Minas Gerais” (CEMIG) and “ISA Investimentos e Participações do Brasil SA” (ISA Investments).

Taesa has 63.45% of shares traded on the market. One of the company’s main goals is to maximize value for its shareholders, ensuring the long-term sustainability of the business, the provision of a high-quality essential service, and respect for the rules established by Brazilian regulatory authorities.

TAESA’s main communication channel it is the website (, in addition to the e-mail from the Investor Relations department ( and the contact telephone number of the IR team (+55 21 2212-6000). Meetings of management bodies are also held (General Shareholders’ Meeting) and annual public meeting with analysts.

Taesa’s customer group is made up of electricity generators, free consumers, distributors (and their captive customers), and other transmitters, which connect with or share their facilities with the company.

To identify this audience, we employ the list of users provided every month by the ONS, in addition to our Sharing Contracts (CCI/CCT). The relationship is guided by our Quality Policy and our Code of Ethical Conduct and Compliance.

In general, communication is established directly between the parties, through Taesa’s email addresses or website. This allows quick and easy consultation of document histories for all Users of the National Interconnected System (SIN), facilitating understanding and answering questions related to transmitter billing.

Taesa’s primary vendors and suppliers include manufacturers of large electrical equipment, engineering companies, environmental consultants, auditors, office supply companies, travel and accommodation agencies, vehicles, freight, and insurance.

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

Taesa establishes strict standards for registering and contracting suppliers, in order to make such processes transparent and auditable. We have developed standards for registering supplier profiles, bidding processes, and judging proposals. The basis supporting the company’s supply department is the SAP tool and our partner SERTRAS, an outsourced specialist company whose scope is to certify suppliers, which is available at the following llink below.

Our relationship with our teams is governed by our Human Resources Policy and our Code of Ethical Conduct and Compliance, in addition to compliance with labor legislation. A collective bargaining agreement covering 100% of employees and signed with the unions associated with the company (Sintraindistal, Sinergia, and Steet) covers topics such as salary adjustments, time bank, and Profit Sharing (PLR) and benefits packages. It is currently effective until May 31, 2024.

Our primary channels for communication and relationship include our corporate WhatsApp account, email addresses, intranet (Taesa Digital), electronic bulletin board, team and Board meetings, and monthly birthday celebrations, department newsletters, and promotion of corporate policies. The teams’ demands cover issues such as electronic timekeeping, vacations, proof of remuneration, and benefits package.

Every year, the company carries out an organizational climate survey in partnership with Great Place To Work (GPTW). In 2023 we reached 92 points and were certified as a “best company to work for.” Furthermore, we won first place in the Energy sector at GPTW for the third consecutive year, reflecting the engagement and sense of belonging of our employees.

Our communication with unions occurs via email, posts on our website, and correspondence, prioritizing collective bargaining agreements. With public entities, such as the Department of Labor, Brazilian Federal Revenue Service, and Social Security, our communication occurs through the eSocial and e-CAC systems, as well as specific websites and correspondence, aiming to comply with labor and tax obligations.

Taesa recognizes the crucial role of the press as a link between the company and society, providing access to accurate and reliable information. To ensure effective communication, we constantly monitor any news published about our activities and assets, and we promptly respond to requests from the media when necessary.

The Taesa website has a section dedicated to the Press Office’s telephone and email contact channels, facilitating access for interested parties to relevant information about the company. This initiative demonstrates Taesa’s commitment to providing transparency and being available to provide clarifications and answer questions from the press and the general public.

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

We classify as Stakeholders all those who have the power to supervise the electric energy transmission service in general and the purview to issue procedures, resolutions, standards, or regulatory laws, and develop public policies for the electric energy sector.

Our relationship with these public entities occurs differently with each one, through various means:

  • With ANEEL: Sending information and correspondence regarding issued directives and corporate accounting information, requests for consent in specific business processes, involvement in meetings and public hearings promoted by the Agency, and participation in auctions for new transmission lines.
  • With MME: Sending and monitoring correspondence, and meetings, when appropriate.
  • With environmental agencies: Compliance with their obligations regarding environmental programs, technical meetings, when appropriate, and answering questions.
  • With ONS: Exchanging correspondence and technical information, technical meetings, when appropriate, and participation in its Board of Directors.

Taesa recognizes the importance of dialog with social and environmental organizations and communities from the initial prospecting phase of energy transmission projects. This relationship is established in several stages, from preliminary studies carried out by the Energy Research Company (EPE) to environmental licensing processes.

During the licensing process, socio-environmental studies are conducted to identify the communities affected by each project, as well as interested social and environmental organizations. The main issues raised during these dialogues involve aspects such as safe coexistence with the lines, use of the easement tracks, environmental impacts and compensations, and possible partnerships and support for socio-environmental projects.

Taesa’s stakeholder relationship policy is guided by its Code of Ethical Conduct and Compliance, as well as by concession contracts and current legislation. To facilitate contact and communication with the company, Taesa’s institutional website provides a specific page with information about our projects, as well as forms and telephone numbers for asking questions and making complaints, including a telephone support line.

With regard to Research, Development, and Innovation (RD&I) programs, socio-cultural and sports projects, and sustainability actions, our relationship occurs through our website or directly with the Taesa department in charge of said initiative. During the operational phase, Taesa maintains active communication channels, such as the Environmental Education Program (PEA) and the Social Communication Program (PCS), developed throughout our concessions. These initiatives aim to promote a transparent and constructive dialogue with interested parties, contributing to a relationship of trust and cooperation.

Local Development

Taesa recognizes that business success goes beyond economic and operational indicators, and prioritizes economic development integrated with quality of life, health, and social justice. To achieve this goal, we promote an equitable environment where everyone can enjoy a high level of well-being, including increased real income, improvements in health and education, fair distribution of resources, and guarantees of basic freedoms. This approach is aligned with our material topics of Ethics, Transparency, Corporate Integrity, and Relationship with Local Communities.

To strengthen our relationship with interested parties, we carry out comprehensive diagnostics of socio-environmental issues and seeks to engage with and consult stakeholders to identify opportunities and possible impacts. This practice is integrated into the environmental licensing, feasibility analysis, and project operation processes.

During each project’s implementation stage, we are concerned about the entire context that a new installation could cause in the affected communities, from expectations regarding the creation of jobs and increases in income to what it will be like to coexist with the new structures. We carry out actions to minimize our impact on the environment, such as by optimizing routes to avoid interference in sensitive areas. Here, our socio-environmental programs aim to provide quality information about the works and other programs that will take place during this phase.

During the operation stage of our projects, our technical teams carry out regular inspections of the lines and structures of the concessions, staying in close contact with the neighboring stakeholders to identify demands and ensure safe coexistence with our facilities. We run programs such as the Environmental Education Program (PEA) and Social Communication Program (PCS), where we develop specific actions, such as training to combat small fires and preserve the environment.

Among the company’s relationship actions, other highlights include our dedication to social responsibility projects, including cultural, sports, and health initiatives. We also prioritize partnerships with local institutions to develop workforce and regional suppliers. We regularly assess the level of satisfaction of nearby communities through opinion polls, ensuring that Taesa’s actions are aligned with their needs and expectations.

Social Responsibility Projects

Taesa best optimizes the application of resources assigned to Social Responsibility Projects, focusing on sustainable initiatives that promote civic integration, inclusion, and social development. Carrying out educational and cultural projects in communities close to our operations not only adds value to shareholders and employees, but also strengthens society as a whole.

The projects mentioned below were supported in 2023 via Tax Incentive Laws. Link



The 5th Edition of the “Sport Education” project aims to promote the social integration and development of children and adolescents in Assis (SP) through sports and socio-educational activities.

In Belo Horizonte (MG), the “Future Generation” project aims for structural adaptation and the hiring of staff to offer cultural, educational, and environmental activities for 2,000 children and adolescents.

“Changing the Game,” located in Marabá (PA), offers access to sports in modalities such as Karate, Jiu-Jitsu, Swimming, Futsal, and Volleyball, in addition to professional training courses for more than 375 children and teenagers.



“Good Living in the Agreste,” located in the Northern Agreste of Pernambuco, aims to promote hands-on and educational actions to support agroecological agriculture, with an emphasis on civic education, community involvement, and valuing aging in a positive and healthy way.


Taesa is constantly strengthening its relationships and interactions with interested parties. The Engineering and SMS&S areas collaborate in technical cooperation processes to validate suppliers’ capabilities and guarantee the safety of purchased services and materials. This approach aims to mitigate possible risks during the execution of our projects.

Taesa’s Materials and Services Acquisition standard establishes guidelines for the acquisition of materials and services, with the following goals:

– Promoting transparency, equality, control, and compliance in the process

– Optimizing the acquisition process, seeking the best balance between cost, quality and time

– Ensuring the quality of our supplier base in accordance with the regulations of the competent bodies

Taesa’s purchasing process involves sensitive information from suppliers, such as price and technical solutions, and can be centralized or decentralized, with the participation of employees from different areas. It is essential that everyone involved adheres to the Code of Ethics and Compliance, in addition to other company policies, acting with transparency, equality and responsibility in the treatment of information.

Taesa carries out audits on our main contracts to analyze aspects related to good compliance practices, in addition to inspections carried out by SMS&S and environmental technicians in the field.

Safety is a fundamental value for Taesa, so during the contracting process, the topic can be used as a tie-breaking criterion between the proposals presented. Furthermore, Taesa emphasizes the importance of its suppliers respecting Human Rights, and will not tolerate any form of exploitation of adult or child labor. This aspect receives special attention during the hiring process.

To ensure compliance with contractual requirements, Taesa relies on the support of third-party companies specialized in supplier certification. After opening the bidding process, these companies carry out a comprehensive analysis of participants’ labor, social security, tax, and social issues, generating a risk score. Aspects such as the use of forced or mandatory labor are also taken into consideration by the consultancy. Furthermore, the Compliance department carries out background checks to analyze suppliers.

Taesa’s commitment to ethics and compliance is firmly established in our Code of Ethics. As a signatory to the United Nations Global Compact, we include a clause in our contracts whereby our contractors undertake to respect Human Rights and not to use child or slave labor. Furthermore, our contractors are contractually obligated to provide adequate conditions for its employees, including accommodations, chemical bathrooms, ambulances, and other necessary resources.

Recognizing the efforts and commitment of our suppliers is a priority for Taesa. In November 2023, Rio de Janeiro hosted Tratar+, Taesa’s first Supplier’s Day, organized by the Executive Supply Management. The event aimed to recognize outstanding projects developed by the company’s partners. This award encourages suppliers with existing contracts to engage in ESG topics.

At the awards ceremony, Taesa recognized suppliers whose criteria were aligned with the company’s culture and values in two main categories: “We genuinely care for people,” with awards highlighting excellence in ESG and safety, and “Excellence in Performance,” with awards in several Taesa purchasing categories.

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

Especial Guest

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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