{"id":298812,"date":"2026-03-16T19:16:54","date_gmt":"2026-03-16T22:16:54","guid":{"rendered":"https:\/\/ri.taesa.com.br\/indicadores-redesign\/"},"modified":"2026-03-25T12:23:14","modified_gmt":"2026-03-25T15:23:14","slug":"esg-indicators","status":"publish","type":"page","link":"https:\/\/ri.taesa.com.br\/en\/sustainability\/esg-indicators\/","title":{"rendered":"ESG Indicators"},"content":{"rendered":"

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ESG (Environmental, Social, and Governance) practices guide TAESA’s operations by integrating sustainability into business decisions, promoting responsible growth supported by financial discipline and operational efficiency. This commitment reinforces the creation of shared value with society, respect for the environment, and contributions to the country’s economic and social development, while considering the needs of future generations. The 2025 performance indicators are presented as follows:<\/p>\n

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General<\/h2>\n
\n

Corporate Profile<\/p>\n

\n\n\n\n\n\n\n\n\n\n\n\n
Indicator<\/th>\n2025<\/th>\n2024<\/th>\n2023<\/th>\n<\/tr>\n<\/thead>\n
Number of Concessions – TAESA Holding<\/td>\n14<\/td>\n14<\/td>\n10<\/td>\n<\/tr>\n
Number of Concessions – Wholly Owned Subsidiaries<\/td>\n11<\/td>\n11<\/td>\n14<\/td>\n<\/tr>\n
Number of Concessions – Ownership Interests<\/td>\n19<\/td>\n19<\/td>\n19<\/td>\n<\/tr>\n
Substations<\/td>\n113<\/td>\n112<\/td>\n108<\/td>\n<\/tr>\n
Installed Capacity (MVA)1<\/sup><\/td>\n31.317<\/td>\n31.317<\/td>\n31.284<\/td>\n<\/tr>\n
Transmission Line Availability Rate (%)<\/td>\n99,93%<\/td>\n99,65<\/td>\n100<\/td>\n<\/tr>\n
Total Transmission Lines (km)<\/td>\n15.313<\/td>\n14.388<\/td>\n15.310<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<\/div>\n

1<\/sup> The MVA number considers energy transmission capacity, including reactive compensation equipment (reactors, capacitors, compensators – MVAR) and frequency converter capacity (MVA).<\/p>\n<\/div>\n

\n

Financial Results (in R$ MM – TAESA consolidated)<\/p>\n

\n\n\n\n\n\n\n\n\n\n
Indicator<\/th>\n2025<\/th>\n2024<\/th>\n2023<\/th>\n<\/tr>\n<\/thead>\n
Net Revenue<\/td>\n4.624,1<\/td>\n3.718,1<\/td>\n3.360,9<\/td>\n<\/tr>\n
Regulatory Net Income<\/td>\n1.579,9<\/td>\n1.693,9<\/td>\n1.367,7<\/td>\n<\/tr>\n
Reported EBITDA<\/td>\n2.779,5<\/td>\n2.888,1<\/td>\n2.351,8<\/td>\n<\/tr>\n
Adjusted EBITDA<\/td>\n2.342,4<\/td>\n2.223,9<\/td>\n1.924,3<\/td>\n<\/tr>\n
Operating Cash Flow<\/td>\n1.531,4<\/td>\n1.540,3<\/td>\n756,4<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<\/div>\n<\/div>\n

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Governance<\/h2>\n
\n

Executive Board<\/p>\n

\n\n\n\n\n\n\n\n\n
Indicator<\/th>\n2025<\/th>\n2024<\/th>\n2023<\/th>\n<\/tr>\n<\/thead>\n
Number of Executive Board Members1<\/sup><\/td>\n5<\/td>\n4<\/td>\n5<\/td>\n<\/tr>\n
Average age of the Executive Board members<\/td>\n54<\/td>\n56<\/td>\n57<\/td>\n<\/tr>\n
Total Annual Pro-Labore Compensation of the Executive Board (R$)<\/td>\n7.133.000<\/td>\n5.798.000<\/td>\n6.780.000<\/td>\n<\/tr>\n
Term of Office (years)2<\/sup><\/td>\n2<\/td>\n2<\/td>\n2<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<\/div>\n

1<\/sup> TAESA has six executive positions, which in the last year were held by five directors due to the accumulation of roles.
2<\/sup> The term of office of the Company’s Executive Board is two years starting from September 22, 2025.<\/p>\n<\/div>\n

\n

Board of Directors<\/p>\n

\n\n\n\n\n\n\n\n\n\n\n
Indicator<\/th>\n2025<\/th>\n2024<\/th>\n2023<\/th>\n<\/tr>\n<\/thead>\n
Number of members of the Board of Directors1<\/sup><\/td>\n13<\/td>\n12<\/td>\n13<\/td>\n<\/tr>\n
Number of independent members of the Board of Directors (%)<\/td>\n4<\/td>\n4<\/td>\n4<\/td>\n<\/tr>\n
Meeting Attendance Rate (%)2<\/sup><\/td>\n99<\/td>\n100<\/td>\n99,5<\/td>\n<\/tr>\n
Average age of Board Members<\/td>\n58<\/td>\n64<\/td>\n60<\/td>\n<\/tr>\n
Total Annual Pro-Labore Compensation of the Board of Directors (R$)<\/td>\n2.794.000<\/td>\n2.664.000<\/td>\n2.571.000<\/td>\n<\/tr>\n
Term of Office (years)3<\/sup><\/td>\n1<\/td>\n1<\/td>\n1<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<\/div>\n

1<\/sup> In certain periods of 2025, the Board of Directors had only 12 members; the number presented herein (13) refers to the composition as of December 2025.
2<\/sup> The meeting attendance rate considers the presence of members at both ordinary and extraordinary meetings.
3<\/sup> The term of office of the Company’s Board of Directors is one year starting from April 29, 2025.<\/p>\n<\/div>\n

\n

Code of Conduct<\/p>\n

\n\n\n\n\n\n
Indicator<\/th>\n2025<\/th>\n2024<\/th>\n2023<\/th>\n<\/tr>\n<\/thead>\n
Number of Reports to the Whistleblowing Channel1<\/sup><\/td>\n86<\/td>\n60<\/td>\n44<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<\/div>\n

1<\/sup> The increase is mainly due to the implementation of the Whistleblowing Channel, operated by an independent external company, in addition to awareness and incentive campaigns regarding the importance of using the channel, its disclosure in invitation letters and the inclusion of a standard contractual clause.<\/p>\n<\/div>\n

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Social<\/h2>\n
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People<\/p>\n

\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
Indicator<\/th>\n2025<\/th>\n2024<\/th>\n2023<\/th>\n<\/tr>\n<\/thead>\n
Number of Direct Employees<\/td>\n867<\/td>\n875<\/td>\n875<\/td>\n<\/tr>\n
Number of Terminations during the reporting period<\/td>\n115<\/td>\n116<\/td>\n77<\/td>\n<\/tr>\n
Employee Turnover (%)<\/td>\n13,91<\/td>\n13<\/td>\n15,14<\/td>\n<\/tr>\n
Percentage of Women in Management Positions (%)<\/td>\n29,9<\/td>\n27<\/td>\n25,27<\/td>\n<\/tr>\n
Black Female Employees as a Percentage of Total – Including Mixed-Race (%)<\/td>\n10,84<\/td>\n9<\/td>\n8,23<\/td>\n<\/tr>\n
Black Employees as a Percentage of Total – Including Mixed-Race (%)<\/td>\n39,56<\/td>\n39<\/td>\n37,71<\/td>\n<\/tr>\n
Employees with Disabilities as a Percentage of Total (%)<\/td>\n4<\/td>\n4<\/td>\n3,89<\/td>\n<\/tr>\n
% of Employees with Elementary Education<\/td>\n3<\/td>\n3<\/td>\n6,4<\/td>\n<\/tr>\n
% of Employees with High School Education<\/td>\n44<\/td>\n45<\/td>\n42,29<\/td>\n<\/tr>\n
% of Employees with Higher Education<\/td>\n40<\/td>\n39<\/td>\n39,31<\/td>\n<\/tr>\n
% of Employees with Postgraduate Education<\/td>\n13<\/td>\n13<\/td>\n12<\/td>\n<\/tr>\n
Total Amount Invested in Professional Development (R$ thousand)<\/td>\n698.901,73<\/td>\n992.511,00<\/td>\n1.375.965,55<\/td>\n<\/tr>\n
Hours Invested in Professional Development by Trained Employee<\/td>\n24,15<\/td>\n33,5<\/td>\n88,4<\/td>\n<\/tr>\n
Employee Satisfaction (%)1<\/sup><\/td>\n64<\/td>\n69<\/td>\n81<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<\/div>\n

1<\/sup> Satisfaction level calculated by Great Place to Work (Employee Net Promoter Score – NPS \/ Data available since 2019).<\/p>\n

Health and Safety<\/p>\n

\n\n\n\n\n\n\n\n\n
Indicator<\/th>\n2025<\/th>\n2024<\/th>\n2023<\/th>\n<\/tr>\n<\/thead>\n
Non-Lost Time Injury Frequency Rate – NLIFR – Direct Employees<\/td>\n0,46<\/td>\n0,46<\/td>\n0,47<\/td>\n<\/tr>\n
Non-Lost Time Injury Frequency Rate – NLIFR – Contractors<\/td>\n1,03<\/td>\n1,03<\/td>\n0,55<\/td>\n<\/tr>\n
Lost Time Injury Frequency Rate – LTIFR – Direct Employees<\/td>\n1,30<\/td>\n0,46<\/td>\n0<\/td>\n<\/tr>\n
Lost Time Injury Frequency Rate – LTIFR – Contractors<\/td>\n0,80<\/td>\n3,09<\/td>\n2,74<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<\/div>\n
The rates are calculated in accordance with NBR 14280 – Occupational Accident Reporting Standard. Throughout 2021, the development of the Jana\u00faba and Sant’Ana construction projects entered a phase of heightened accident risk exposure, with an increase in man-hours exposed to hazards. This resulted in a modest increase in lost-time contractor accidents compared to 2020, already reflecting the impact of campaigns developed under the Seguran\u00e7a 100% program.<\/div>\n<\/div>\n
\n

Innovation<\/p>\n

\n\n\n\n\n\n\n
Indicator<\/th>\n2025<\/th>\n2024<\/th>\n2023<\/th>\n<\/tr>\n<\/thead>\n
R&D Investment Requirement (R$)<\/td>\n9.047.431,27<\/td>\n9.161.454,75<\/td>\n9.868.690,55<\/td>\n<\/tr>\n
R&D&I Investment (R$)<\/td>\n7.616.370,56<\/td>\n9.459.338,22<\/td>\n5.158.271,91<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<\/div>\n<\/div>\n
\n

Suppliers<\/p>\n

\n\n\n\n\n\n\n
Indicator<\/th>\n2025<\/th>\n2024<\/th>\n2023<\/th>\n<\/tr>\n<\/thead>\n
% of TAESA Contracts Including Human Rights and Child Labor Prohibition Clauses<\/td>\n100<\/td>\n100<\/td>\n100<\/td>\n<\/tr>\n
% of TAESA Contracts Complying with the Safety, Environment and Health Policy<\/td>\n100<\/td>\n100<\/td>\n100<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<\/div>\n<\/div>\n
\n

Social Responsibility<\/p>\n

\n\n\n\n\n\n
Indicator<\/th>\n2025<\/th>\n2024<\/th>\n2023<\/th>\n<\/tr>\n<\/thead>\n
Investments in Social Responsibility (R$)<\/td>\n66.583,76<\/td>\n395.000<\/td>\n1.144.743<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<\/div>\n<\/div>\n

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Environmental<\/h2>\n
\n

Environmental Education and Social Communication Programs<\/p>\n

\n\n\n\n\n\n\n
Indicator<\/th>\n2025<\/th>\n2024<\/th>\n2023<\/th>\n<\/tr>\n<\/thead>\n
Number of Landowners Visited<\/td>\n904<\/td>\n2.972<\/td>\n3.644<\/td>\n<\/tr>\n
Total number of people engaged<\/td>\n8.778<\/td>\n8.205<\/td>\n9.186<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<\/div>\n<\/div>\n
\n

Climate Change<\/p>\n

\n\n\n\n\n\n\n\n
Indicator<\/th>\n2025<\/th>\n2024<\/th>\n2023<\/th>\n<\/tr>\n<\/thead>\n
Scope 1 Emissions (tCO2<\/sub>e)<\/td>\n32.687,01<\/td>\n9.367,51<\/td>\n4.762,28<\/td>\n<\/tr>\n
Scope 2 Emissions (tCO2<\/sub>e)1<\/sup><\/td>\n72.517,89<\/td>\n77.270,32<\/td>\n55.819,82<\/td>\n<\/tr>\n
Scope 3 Emissions (tCO2<\/sub>e)2<\/sup><\/td>\n2.253,87<\/td>\n–<\/td>\n–<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<\/div>\n

1<\/sup> The inventory includes emissions associated with operating assets in which TAESA holds a 100% ownership interest and management control. Emissions related to jointly controlled assets and those associated with wholly owned subsidiaries which are still in the implementation phase are not included.
2<\/sup> Data related to Scope 3 emissions has been reported starting in 2025.<\/p>\n<\/div>\n

\n

Waste<\/p>\n

\n\n\n\n\n\n
Indicator<\/th>\n2025<\/th>\n2024<\/th>\n2023<\/th>\n<\/tr>\n<\/thead>\n
Total Annual Solid Waste Generated (tons)1<\/sup><\/td>\n792,56<\/td>\n233,05<\/td>\n287,85<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<\/div>\n

1<\/sup> Only waste related to the operation of TAESA’s assets is reported.<\/p>\n<\/div>\n

\n

Eco-efficiency<\/p>\n

\n\n\n\n\n\n\n\n
Indicator<\/th>\n2025<\/th>\n2024<\/th>\n2023<\/th>\n<\/tr>\n<\/thead>\n
Fossil Fuel Consumption (liters)<\/td>\n596.261,21<\/td>\n501.101,24<\/td>\n534.991,74<\/td>\n<\/tr>\n
Total Energy Consumption (MWh)1<\/sup><\/td>\n17.104,91<\/td>\n20.360,52<\/td>\n18.301,35<\/td>\n<\/tr>\n
Total Water Consumption (megaliters)<\/td>\n15,02<\/td>\n20,032<\/sup><\/td>\n11,99<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<\/div>\n

1<\/sup> Energy consumption data has been updated. The amount previously reported considered only the concessionaire’s direct energy consumption.
2<\/sup> Water consumption data for 2024 was adjusted following an internal review of monitoring processes.<\/p>\n<\/div>\n

\n<\/span> Download – ESG Indicators<\/a>\n<\/div>\n

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[vc_row el_class=”taesa-ind bg-alt pad-bot”] [vc_column] [vc_column_text] ESG (Environmental, Social, and Governance) practices guide TAESA’s operations by integrating sustainability into business decisions, promoting responsible growth supported by financial discipline and operational efficiency. This commitment reinforces the creation of shared value with society, respect for the environment, and contributions to the country’s economic and social development, while […]<\/p>\n","protected":false},"author":1,"featured_media":0,"parent":1144,"menu_order":6,"comment_status":"closed","ping_status":"closed","template":"","meta":{"footnotes":""},"class_list":["post-298812","page","type-page","status-publish","hentry"],"_links":{"self":[{"href":"https:\/\/ri.taesa.com.br\/en\/wp-json\/wp\/v2\/pages\/298812","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/ri.taesa.com.br\/en\/wp-json\/wp\/v2\/pages"}],"about":[{"href":"https:\/\/ri.taesa.com.br\/en\/wp-json\/wp\/v2\/types\/page"}],"author":[{"embeddable":true,"href":"https:\/\/ri.taesa.com.br\/en\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/ri.taesa.com.br\/en\/wp-json\/wp\/v2\/comments?post=298812"}],"version-history":[{"count":4,"href":"https:\/\/ri.taesa.com.br\/en\/wp-json\/wp\/v2\/pages\/298812\/revisions"}],"predecessor-version":[{"id":299097,"href":"https:\/\/ri.taesa.com.br\/en\/wp-json\/wp\/v2\/pages\/298812\/revisions\/299097"}],"up":[{"embeddable":true,"href":"https:\/\/ri.taesa.com.br\/en\/wp-json\/wp\/v2\/pages\/1144"}],"wp:attachment":[{"href":"https:\/\/ri.taesa.com.br\/en\/wp-json\/wp\/v2\/media?parent=298812"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}