As a systemic process, Strategic Planning is carried out in an organization with the objective of guiding which is the best path or the best way to achieve pre-established goals, always aiming at the best scenario previously analyzed.

At Copel, the planning and business performance management area is responsible for coordinating these matters in an integrated manner between Copel Holding and the integral subsidiaries, as well as for defining guidelines for their unfolding.

Among the steps involved in the creation of the document that will describe the Strategic Planning, there is the development of business scenarios, observing the macro-trends of the company’s operating sectors, as well as related sectors (political, economic, social, cultural, technological, scientific, environmental, water resources, regulatory and institutional).

The preparation of the Strategic Planning meets Copel’s strategic and management needs, in accordance with the Bylaws, which establishes the administrators’ commitment to specific goals and results, approved by the Board of Directors through a business plan for the following year, as well as a long-term strategy.

To create the Strategic Planning, Copel considers:

I – Developing the Strategy

In this step, the Company’s Mission, Vision and Values are defined.

Note: Copel developed the current Strategic Reference in May 2015, in a meeting with Copel’s main leaderships and from the discussions of this event, with the participation of the planning area, resulted the mission, vision and values, approved by the Board of Directors – CAD in December 2015.

II – Translating the Strategy

This step is fundamental to Strategic Planning. Strategic management tools are used to create the Strategic Maps, define the Indicators and Goals, and other tools that will translate the Strategy.

III – Align the Organization

Dissemination of the Strategic Planning after the document is completed.

IV – Planning Operations

In this stage, the indicators are assigned to Copel’s areas by means of the Strategic Management System (SGE) and the strategic projects are planned by the areas and monitored by the Corporate Project Management Office (PMO).

In addition, the subsidiaries sign a Management Contract with the Holding Company, which must include the indicators and targets for which they are responsible, as well as the corporate projects that will be developed to support the strategy, according to the methodology established by the PMO.

V – Monitor and Learn

Once the indicator targets are defined, they are followed up by the Management System, in which it is possible to register the values realized during the year. Occasionally, the indicators may be below the established target, requiring, in these cases, the creation of the Three Generations Report to propose a way to correct deviations in the indicators.

VI – Test and Adapt

Every beginning of the year, the indicators are reviewed, as well as their targets, to better meet the strategy. In these cases, they are adapted according to the needs of the moment, considering the national and international economic context and the electric sector.