Table of Employees

For being a state-owned company, where the majority shareholder is the government of the State of Paraná, admission to the workforce is through public examination and is based on the principle of isonomy and equal opportunity to all professionals, giving equal conditions to all candidates.

Details about Copel’s professional body can be checked in the annual reports of the Employee Board.

quadro empregados

Talent Attraction and Retention

Copel hires employees through public examination and, therefore, the attraction process starts with rules and requirements established in the announcement of the calls for applications, goes through the reception and integration of the approved candidates and results in the connection of the employees with our purposes and values.

As one of the ways of retaining its talents, the company maintains its Career and Remuneration Structure (ECR), which groups positions and functions, and seeks to achieve internal and external balance by means of periodic salary surveys in the market.

Based on the rules and minimum requirements established by the ECR, Copel’s professionals have the possibility of professional growth and development. Moreover, recently, as a way to value productivity and the achievement of goals, the Performance Bonus Program (PPD) was created, which consists of the Company’s variable remuneration program.

Also thinking about career development, for those employees who are considered potential successors, the Company has, in some of its integral subsidiaries, specific programs aimed at preparing these talents. On a corporate level, a succession program model is under development.

The benefits granted by the Company to all its employees are considered differentiated and go beyond those provided by law, contemplated in the Collective Bargaining Agreement. In addition, Copel encourages quality of life through initiatives such as the Copel Choir and the Internal Games.


Organizational Climate

The organizational climate can be defined as the collective perception that employees have of the company and its work environment, through the experience of policies, structure, systems, processes, values, relationship with staff and leadership, among others. In addition, it is an important indicator for people management and represents a parameter to define levels of engagement and satisfaction of employees.

In this sense, Copel monitors the levels of engagement and satisfaction in the company, conducting the climate survey promoted by the Great Place to Work Institute (GPTW). To learn more about the GPTW Institute, access here.

The climate survey’s main objective is to identify the level of employee satisfaction, but it also enables the analysis of other indicators, such as engagement, well-being, and the net promoter score.

The application is done annually by GPTW and covers 100% of the employees, that is, all are invited to participate and share their perceptions on job satisfaction, purpose, happiness, stress, relationship with managers and with colleagues, as well as corporate and people management practices.

The results are presented to the areas, and this material is used as input for the preparation of work plans with relevant actions, which permeate all levels of the organization, aiming to improve the organizational climate. The survey information can be stratified by gender, age, race, length of service, career levels, among others.

Regarding indicators and goals for employee engagement and satisfaction, Copel has formal indicators and the goals set take into account the results from previous years and the actions defined in the work plans, always in search of better results. Some of the engagement indicators involve the overall score obtained, besides the GPTW certification, as shown below: 













Participation – respondents (%)