2 PEOPLE MANAGEMENT ACTING MODEL HOLDINGHR StrategyPLACEHR ServicesSERVICEInterface with client areas\\\\\\\\\\\\\\\\\\\DevelopmentDevelopmentTrainingTreinamentoHR ConsultancyRemuneration and BenefitsPoliciesProcessesRemuneration and BenefitsClient-AreasRendering ofHR ServicesLabor Leg. / Personnel Adm.Labor Leg. / Personnel Adm.Internal CommunicationInternal CommunicationHealth and SafetyHealth and SafetyAdministrationAdministrationConcept: Unique interface service for HR issues with clients.Roles:HR practices alignment with client areaService and support to the client area with exclusive dedication.Responsible: Internal consultant with the technical support of the Local and Holding Specialists team.Concept:Expertise development on HR subsystems.Roles:HR strategy, policies and process definitions.Promote the alignment between all HRs in the groupResponsible: Holding Personnel Management.Concept: Rendering of specialized services of Personnel Management.Roles:Ensure the delivery and implantation of the HR policies and processes.Focus on the quality and agility to the clientResponsible: Local Personnel Management = Focal Points (Specialists in HR subsystems).FEEDBACKFEEDBACK
3 STRATEGYNEOENERGIA GROUP understands that it will only achieve RESULTS EXCELLENCE with the aid of its COLLABORATORS.ATTRACT ANDFIDELIZEAttract, maintain and fidelize key talents and people through the promotion ofcareer opportunities;MANAGETHROUGHPERFORMANCEMaximize the development of all the companies of the Group through the alignment betweenPeople Management practices;SUCCESSIONPLANNINGEnsure the group’s continuity, knowledge and longevity in order to guarantee the delivery ofmedium and long-term strategic objectivesREMUNERATEANDACKNOWLEDGERemunerate and acknowledge in a fair, balanced and competitive way with the market;COMMUNICATEEnsure the efficient communication in order to guarantee the integration and information flowBetween the areas;SAFETY ANDSOCIETYTo act promoting the sustainability and safety guidelines required to the business operationin its varied fronts.
4 COLLABORATOR’S LIFE CYCLE NEW POSITIONRECRUITMENTAND SELECTIONAMBIENTATIONFEEDBACKRETIREMENTDEPARTUREPERFORMANCEMANAGEMENTCOLLABORATORPREPARATIONTRAININGACKNWOLEDGEMENTSUCCESSIONPOTENTIALMAPPINGASSESSMENTDEVELOPMENTCDPINTERNAL REC.PROMOTION
5 NEOENERGIA COMPETENCES LEADERSHIPCOLLABORATORSBusiness and ResultsManagerPeople and TeamCommunicatorEducatorNegotiatorFocus on ResultTeam SpiritKnowledgeand InformationInitiativeand Proactivity
6 PEOPLE MANAGEMENT DEVELOPMENT MODEL COMPETENCESORGANIZATIONAL AND LEADERSHIP COMPETENCESPERFORMANCEMANAGEMENTCompetences + ObjectivesDEVELOPMENT PROGRAMSENTRIESDEPARTURESSuccessionTalents DevelopmentAssessmentPotential MappingTRAININGS(Corporate Education)Behavioral GAPsFunctional NeedsCareer ManagementSelf-DevelopmentTechnical andOperational SchoolFormation School(Academic and Functional)Corporate School(Business and Behavioral)Leadership SchoolRESULTSPeople who ensure the Internal Satisfaction and Profitability
7 TECHNICAL COURSE ON ELECTROTECHNICS Form qualified professionals to act in electric systems.Talent base organization.ACTIONQualify technicians in electrotechnics to act in the project, installation, planning, maintenance and operation of electric power distribution systemsOBJECTIVEPUBLICChildren of collaborators who worked in Neoenergia Group.
8 TECHNICAL COURSE ON ELECTROTECHNICS Participation of the parents, students, Executives of Neoenergia Group and Representatives from the Teaching Institution Senai.
10 POST GRADUATE COURSE ON DISTRIBUTION ENGINEERING Qualify young professionals in the electric engineering area.Promote the interaction and interchange of technical knowledge between collaborators and academicians.Make viable the appropriation of new technologies for the solving of problems in the electric system.ACTIONImprove the technical/operational knowledge of new electrical engineers who act in the planning, construction, maintenance and operation of electric systems of distribution.OBJECTIVEPUBLICElectric engineers acting in technical areas of Neoenergia Group.
11 POST GRADUATE COURSE ON DISTRIBUTION ENGINEERING
12 FORMATION OF ELECTRICIANS IN DN 15kV Supply the internal demand for electricians in distribution network.Compliance with the Labor Regulating Rules.Insertion of youngsters in the labor market, ensuring the individual’s employment in his own community.ACTIONCapacitate and qualify through the theoretical and practical formation and in conformity with the occupational safety rules and procedures, in order to act as electrician in the distribution network of the company and of partners.OBJECTIVEPUBLICChildren of collaborators of the Neoenergia Group and members of country communities in several cities of the State of Bahia.
14 FORMATION SCHOOL Graduation Policy Post-Graduation Policy Language Purpose: Academic capacitation in themes related to the business.Public: All employees.Post-GraduationPolicyGraduationPolicyLanguageCoursesSpecific technical deepening in business or management themes.Performance of the activities inherent to the post or aiming at professional ascension.National courses regulated by the Ministry of Education or international courses for leadership.Higher Education in subjects pertinent to the business.Performance of the activities inherent to the post or aiming at professional ascension.National courses regulated by the Ministry of Education.Capacitation in English or Spanish.Performance of the activities inherent to the post or aiming at professional ascension.National or international courses with short duration.
15 GENERAL COMPETENCE DEVELOPMENT SPECIFIC BUSINESS AND FUNCTIONAL CORPORATE SCHOOLPurpose: Develop technical and behavioral competences turned to the professional formation.Public: Assistants, Analysts and Specialists of the Group.Themes: Defined based on the results of the main GAPs arising from ACF 2010 (Avaliação de Competências Funcionais – Functional Competencies Evaluation).CorporateCommunicationInterpersonal RelationsNegotiationSustainabilityFinancesElectric SectorGENERAL COMPETENCE DEVELOPMENTTimeline andLocal BudgetFuncional andSpecifc BusinessInternal Consultancy + main Manager/Superintendent of the areaPrivilege the actions based on the ACF reportLocal budgetary approvalSPECIFIC BUSINESS AND FUNCTIONALDEVELOPMENTTimeline andLocal Budget
16 LEADERSHIP SCHOOL Supported by several Internal Communication Actions Leadership Development CycleNEWPOSITPGD*Target PublicSurveyLeadership SchoolSuccession PlanThe PGD results arepremises for thepublic surveyPerformance(skills and attitudes)+ObjectivesPotential MappingAnalystsManagersAssessmentDivided intomanagement stages.Focus on thedevelopment of theleadership competencesturned to the business.Identify positions,Map successorsand allow the careerevolution.Guarantee the fluidityand validation ofthe developmentevolution phases.LEADERSHIP COMPETENCIESSupported by several Internal Communication Actions* Programa de Gestão de Desempenho – Performance Management Program
17 Dimensions to be developed: LEADERSHIP SCHOOLLeaderships Development Program based on the Pipeline concept :Assumes the existence of different levels of leadership in an organization.Each level presents different complexity degrees bound to the leader’s challenges, his experience, maturity and seniority.It is structured into development trails for each leadership level identified in the organization.Each trail is composed of a set of actions aiming to capacitate the leaders in the different leadership competences, considering their seniority level.Dimensions to be developed:SelfDevelopmentManagementand BusinessPeople
18 LEADERSHIP SCHOOL – ACTIONS 2011 TARGET PUBLICSelf-DevelopmentManagementand BusinessPeopleFormationTrail 1Potentials,Coordinatorsand SHP (SmallHydroelectricPlants) ChiefsPotential MappingStructured feedbackMotivational interviewSpecific actions constructed by the collaboratorMy MomentManagement:PlanningOrganizationBasic Leadership :Self-knowledgeLeadership ConceptsMotivation/AcknowledgementDelegationNeoenergia GP CycleTrail 2Managers andHydroelectric PlantsChiefsAssessment 1 (Collective)Structured feedbackMotivational interviewSpecific actions constructed by the collaboratorMy MomentManagement:StrategyFinancesMarketingProcessesStrategic PeopleManagement:People developmentPerformance and resultsPost-GraduationLanguagesMBATrail 3HoldingSuperintendentsAnd MangersManagement – Executive Lectures CycleStrategyInnovationSuccessionManagement Review (e-learning: HSM, Mind Quest etc)International Formation 1Assessment 2 (Individual)Structured feedbackCoachingCareer Orientation (retirement)Trail 4DirectorsInternational Formation 2Mentoring (personal dimension)
19 Leadership Academy Structure Trail 1Potentials, Managers and SHP ChiefsNeoenergia HR cycle and tools (Self-knowledge, attract, develop and retain people)Teams Leadership (delegation process, motivation / acknowledgement.)Guidance for processes and resultsCollaborative NegotiationConflict Management (Relationship between pairs)Work planning and organizationMacro themesEnable new leaders with emphasis in the technical and relational competencesExpand their skills on leading multidisciplinary teams and people.
20 Leadership Academy Structure Trail 2Managers and Hydroelectric Plants ChiefsLeadership WITH People (Transformer)Organizational culture and environment managementProcess management (Operational Efficiency)Results management (Efficient financial management)Collaborative negotiation and strategic alliancesBusiness Strategic ModelsMacro themesImprove the Leadership competences for profitability and sustainability of the business, in a sustainable, ethic and responsible way.Develop skill to deal with the high performance culture, successors formation and talents retention
21 Leadership Academy Structure Trail 3Holding Superintendents and ManagersDevelop the business and people management strategies.Rethink the strategies and the business processes based on the Neoenergia present and emergent challenges.Promote the high performance culture with focus on the business sustainable profitability and innovation culture.Improve the decisions quality and the management of risk factors mapped by Neoenergia.Strategy for the sustained growth (Macro Sceneries)High Performance in Leadership (Brazil and Madrid at ESADE)Corporate finances and corporate risk managementGestão de Mercados B2B e B2GInnovation in Practice (Creating the Innovation culture)Macro themes
22 Leadership Academy Structure Trilha 4Diretores(P4)Trail 4DirectorsEnlarge the strategic and global business view and the skills required from the executives nowadaysImprove the leadership skills of Neoenergia directors in the commitment and mobilization of their teamsExtend the capacity of suiting the interests of various stakeholders in a competitive environment, seeking a bigger performancePGA (Programa de Gestão Avançada – Advanced Management Program) / INSEAD, FranceExecutive STC (Skills, Tools & Competencies) / Kellog, EUAMacro themes