Energias do Brasil SA and subsidiaries - EDP no Brasil | Investidores

More documents

Recommendations

Info

22 2009 MANAGEMENT REPORT places EDP Energias do Brasil in a strategic position to benefit from opportunities in this segment, whose opportunities lay in: (i) hydroelectric energy (participation in auctions of new resources; development of feasibility studies in progress with focus on medium size hydroelectric power plants and PCHs; and acquisition of existing assets of hydroelectric energy); (ii) thermoelectric energy (construction of UTE Porto do Pecém I, in Ceará, mineral coal power plant which will add 360 MW to the installed capacity in 2011); and (iii) renewable energy (in addition to the feasibility studies of PCHs, the Company has a portfolio of wind power projects in partnership with EDP Renováveis). (b) Distribution: concentration of efforts on maintenance of investments in the electric power distribution system, its organic growth, operating efficiency improvement, and the Company's preparation for the coming tariff review cycles proposed by Aneel, in order to ensure the financial balance of our concession agreements and our costs. (c) Sales: focus on keeping the loyalty of our customers located in and out of our distribution areas and opting for the condition of "free customers", by providing them with electric power by means of our energy trader, Enertrade, and advising them regarding solutions for their energy needs and thus adding value to the services we provide. The trading business is characterized by having a low fixed cost and offering opportunities of profit generation in trading margins. • Controlled Risk: to ensure the creation of value for the shareholders, EDP Energias do Brasil strives to sustain a high standard in corporate governance and sustainability, which involves keeping market, financial and regulatory risks under control. In its efforts to create value for its shareholders, EDP Energias do Brasil positions itself as a core participant in the development of the Brazilian electric sector, and identifies the best business opportunities in the segments where it operates, always in a manner that is consistent with its strategic planning and adhering to strict return on investment criteria. Regarding sustainability, EDP Energias do Brasil has assumed the commitment to conduct is business and use its resources in a sustainable manner, under international sustainability standards. • Superior Efficiency: with the objective of increasing the quality and the efficiency of operations, the Group's programs observe a strong discipline of investments and aim to maximize operating efficiency and to guarantee continuous improvement in management quality. Early in 2009, the Company launched the VENCER ("winning") Transformation Program, for the purpose of conducting EDP Energias do Brasil to a new and higher performance standard by implementing a new organizational model, appointing new heads for key areas, revising production processes, developing a new corporate culture that would induce new personal and professional behaviors, establishing ambitious goals and profit targets, and carrying out a series of strategic structuring initiatives for the future. These initiatives are distributed among four strands: “Growth and Results”, “Organization and Efficiency“, “People and Culture“, and “Innovation and Sustainability“. The first of the already completed initiatives, included in the strand "Organization and Efficiency", was implementing an organizational restructuring that allowed: (i) reducing the number of organizational layers - from five to three; (ii) reducing by 40% the number of managerial positions; (iii) fostering horizontal mobility for the holders of those positions; (iv) reducing the average age of management position holders, with a resulting rejuvenation of the top structure; and (v) reducing personnel costs. CUSTOMER RELATIONSHIP MANAGEMENT EDP strives for a continuous improvement of its products and services to ensure customer satisfaction, health and safety. Modern control systems allow monitoring the network in real time so as to manage complaints, identify causes and provide prompt action to reestablish the power supply. In December, the service quality indicator collecting and calculating system received a recommendation for approval for NBR ISO 9001:2008 certification.
23 2009 MANAGEMENT REPORT The total number of complaints (including all the Company's channels, Aneel, Justice and Consumer Defense bodies) had a 1.7% decrease for the year, with a total of 342.5 thousand occurrences. A statistical report is periodically prepared to consolidate those complaints and feed the areas with strategic information, allowing process improvements and the correction of possible deviations. EDP Bandeirante achieved a significant evolution in customer recognition: 80.6% in the Perceived Quality and Customer Satisfaction Index of the Brazilian Association of Power Distribution Companies (Abradee) and 69.6% in the Consumer Satisfaction index of the National Agency of Electric Energy (Aneel), compared to 72.8% and 67.2%, respectively, in the previous year. At EDP Escelsa, a minor decrease was observed in both indicators (from 80% to 79.1% in the Abradee index and from 63.1% to 60.9% in the Aneel index). Awareness campaigns regarding the hazards and risks of undue use of electric power included posters and plates affixed in commercial establishments, schools, train stations and public squares, lectures in schools and kite shows, among other actions, in addition to printed alerts on electricity bills. PEOPLE MANAGEMENT Facing the challenges of working for human growth, creating a stimulating environment and reinforcing corporate identity and culture, the Company's human resources management concentrated its focus on the Vencer Program. The initiative resulted in a profound revision of the organizational structure and was supported by a 360º evaluation of all holders of managerial positions. As a result, the Company achieved a reduction from five to three hierarchical levels and management positions were cut down by 40%, rejuvenating the structure and including highpotential young individuals. At the closing of 2009, the companies of the EDP Group in Brazil employed 2,362 people. Contributing toward the well-being of collaborators and maintaining an environment that favors a productive life have been two of the main concerns of EDP Energias do Brasil. The main projects in 2009 were: • "Conciliar": seeks the balance between personal life, family life and professional life of employees, and also included corporate volunteer actions. That comprises the Runners' Club and the Sports Festival, both for stimulating the practice of exercise. Thus, the Conciliation Program deepens its objectives of ensuring equality of opportunity; promote the health and wellbeing of people; developing competencies; providing incentive to social responsibility and the practice of volunteering; "Boca Livre": a monthly space for discussion of themes considered as relevant, such as conscious consumption, climate change, child and slave labor, among other. Training and Education In education and training, the initiatives were as follows: • "Sou EDP": aims to stimulate integration and to bring about alignment between the organization and its collaborrators, in order to promote greater commitment to results and to guarantee the execution of the strategy. • "Jovens de Elevado Potencial" (Youths of High Potential) and "Especialistas de Alta Performance" (Specialists of High Performance): both with the objective of identifying talents, defining specific initiatives for the development of competencies and implementing a retention program. Safety and Health at Work
Page 1 and 2: EDP - Energias do Brasil S.A. and s
Page 3 and 4: 3 2009 MANAGEMENT REPORT income amo
Page 5 and 6: REGULATORY ENVIRONMENT TARIFF REVIE
Page 7 and 8: 7 2009 MANAGEMENT REPORT EDP Energi
Page 9 and 10: EXPANSION OF CAPACITY DISTRIBUTION
Page 11 and 12: 11 2009 MANAGEMENT REPORT consumers
Page 13 and 14: 13 2009 MANAGEMENT REPORT In 2009,
Page 15 and 16: 15 2009 MANAGEMENT REPORT In the ca
Page 17 and 18: 17 2009 MANAGEMENT REPORT Bandeiran
Page 19 and 20: OWNERSHIP STRUCTURE 19 2009 MANAGEM
Page 21: 21 2009 MANAGEMENT REPORT (b) that
Page 25 and 26: Research & Development (R&D) 25 200
Page 27 and 28: 27 2009 MANAGEMENT REPORT of climat
Page 29 and 30: EDP - ENERGIAS DO BRASIL S.A. BALAN
Page 31 and 32: Operating revenues EDP - ENERGIAS D
Page 33 and 34: EDP - ENERGIAS DO BRASIL S.A. STATE
Page 35 and 36: 1 - Operational context EDP - ENERG
Page 37 and 38: EDP - ENERGIAS DO BRASIL S.A. NOTES
Page 65 and 66: 17 - Intangible assets Intangible i
Page 73 and 74:
EDP - ENERGIAS DO BRASIL S.A. NOTES
Page 75 and 76:
Page 77 and 78:
Page 79 and 80:
Page 81 and 82:
Page 83 and 84:
Page 85 and 86:
Page 87 and 88:
Page 89 and 90:
(2) Foreign-owned company. EDP - EN
Page 91 and 92:
25.3 - Reserves 25.3.1 - Reserve fo
Page 93 and 94:
28 - Operating expenses Manageable
Page 95 and 96:
31 - Insurance coverage EDP - ENERG
Page 97 and 98:
Page 99 and 100:
Financial assets EDP - ENERGIAS DO
Page 101 and 102:
Page 103 and 104:
Page 105 and 106:
Page 107 and 108:
Page 109 and 110:
Net revenues 1,136,436 Electricity
Page 111 and 112:
show all

Energias do Brasil SA and subsidiaries - EDP no Brasil | Investidores

Create successful ePaper yourself

Delete template?

Save as template?