1. PEOPLE MANAGEMENT NEOENERGIA
June 2011

2. PEOPLE MANAGEMENT ACTING MODEL
HOLDING
HR Strategy
PLACE
HR Services
SERVICE
Interface with client areas
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Development
Development
Training
Treinamento
HR Consultancy
Remuneration and Benefits
Policies
Processes
Remuneration and Benefits
Client-Areas
Rendering of
HR Services
Labor Leg. / Personnel Adm.
Labor Leg. / Personnel Adm.
Internal Communication
Internal Communication
Health and Safety
Health and Safety
Administration
Administration
Concept: Unique interface service for HR issues with clients.
Roles:
HR practices alignment with client area
Service 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 group
Responsible: 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 client
Responsible: Local Personnel Management = Focal Points (Specialists in HR subsystems).
FEEDBACK
FEEDBACK

3. STRATEGY
NEOENERGIA GROUP understands that it will only achieve RESULTS EXCELLENCE with the aid of its COLLABORATORS.
ATTRACT AND
FIDELIZE
Attract, maintain and fidelize key talents and people through the promotion of
career opportunities;
MANAGE
THROUGH
PERFORMANCE
Maximize the development of all the companies of the Group through the alignment between
People Management practices;
SUCCESSION
PLANNING
Ensure the group’s continuity, knowledge and longevity in order to guarantee the delivery of
medium and long-term strategic objectives
REMUNERATE
AND
ACKNOWLEDGE
Remunerate and acknowledge in a fair, balanced and competitive way with the market;
COMMUNICATE
Ensure the efficient communication in order to guarantee the integration and information flow
Between the areas;
SAFETY AND
SOCIETY
To act promoting the sustainability and safety guidelines required to the business operation
in its varied fronts.

4. COLLABORATOR’S LIFE CYCLE
NEW POSITION
RECRUITMENT
AND SELECTION
AMBIENTATION
FEEDBACK
RETIREMENT
DEPARTURE
PERFORMANCE
MANAGEMENT
COLLABORATOR
PREPARATION
TRAINING
ACKNWOLEDGEMENT
SUCCESSION
POTENTIAL
MAPPING
ASSESSMENT
DEVELOPMENT
CDP
INTERNAL REC.
PROMOTION

5. NEOENERGIA COMPETENCES
LEADERSHIP
COLLABORATORS
Business and Results
Manager
People and Team
Communicator
Educator
Negotiator
Focus on Result
Team Spirit
Knowledge
and Information
Initiative
and Proactivity

6. PEOPLE MANAGEMENT DEVELOPMENT MODEL
COMPETENCES
ORGANIZATIONAL AND LEADERSHIP COMPETENCES
PERFORMANCE
MANAGEMENT
Competences + Objectives
DEVELOPMENT PROGRAMS
ENTRIES
DEPARTURES
Succession
Talents Development
Assessment
Potential Mapping
TRAININGS
(Corporate Education)
Behavioral GAPs
Functional Needs
Career Management
Self-Development
Technical and
Operational School
Formation School
(Academic and Functional)
Corporate School
(Business and Behavioral)
Leadership School
RESULTS
People who ensure the Internal Satisfaction and Profitability

7. TECHNICAL COURSE ON ELECTROTECHNICS
Form qualified professionals to act in electric systems.
Talent base organization.
ACTION
Qualify technicians in electrotechnics to act in the project, installation, planning, maintenance and operation of electric power distribution systems
OBJECTIVE
PUBLIC
Children 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.

9. TECHNICAL COURSE ON ELECTROTECHNICS

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.
ACTION
Improve the technical/operational knowledge of new electrical engineers who act in the planning, construction, maintenance and operation of electric systems of distribution.
OBJECTIVE
PUBLIC
Electric 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.
ACTION
Capacitate 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.
OBJECTIVE
PUBLIC
Children of collaborators of the Neoenergia Group and members of country communities in several cities of the State of Bahia.

13. ELECTRICIANS FORMATION
Theoretical Class
Teaching Structure

14. FORMATION SCHOOL Graduation Policy Post-Graduation Policy Language
Purpose: Academic capacitation in themes related to the business.
Public: All employees.
Post-Graduation
Policy
Graduation
Policy
Language
Courses
Specific 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 SCHOOL
Purpose: 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).
Corporate
Communication
Interpersonal Relations
Negotiation
Sustainability
Finances
Electric Sector
GENERAL COMPETENCE DEVELOPMENT
Timeline and
Local Budget
Funcional and
Specifc Business
Internal Consultancy + main Manager/Superintendent of the area
Privilege the actions based on the ACF report
Local budgetary approval
SPECIFIC BUSINESS AND FUNCTIONAL
DEVELOPMENT
Timeline and
Local Budget

16. LEADERSHIP SCHOOL Supported by several Internal Communication Actions
Leadership Development Cycle N E W P O S I T
PGD*
Target Public
Survey
Leadership School
Succession Plan
The PGD results are
premises for the
public survey
Performance
(skills and attitudes) +
Objectives
Potential Mapping
Analysts
Managers
Assessment
Divided into
management stages.
Focus on the
development of the
leadership competences
turned to the business.
Identify positions,
Map successors
and allow the career
evolution.
Guarantee the fluidity
and validation of
the development
evolution phases.
LEADERSHIP COMPETENCIES
Supported by several Internal Communication Actions
* Programa de Gestão de Desempenho – Performance Management Program

17. Dimensions to be developed:
LEADERSHIP SCHOOL
Leaderships 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:
Self
Development
Management
and Business
People

18. LEADERSHIP SCHOOL – ACTIONS 2011
TARGET PUBLIC
Self-Development
Management
and Business
People
Formation
Trail 1
Potentials,
Coordinators
and SHP (Small
Hydroelectric
Plants) Chiefs
Potential Mapping
Structured feedback
Motivational interview
Specific actions constructed by the collaborator
My Moment
Management:
Planning
Organization
Basic Leadership :
Self-knowledge
Leadership Concepts
Motivation/Acknowledgement
Delegation
Neoenergia GP Cycle
Trail 2
Managers and
Hydroelectric Plants
Chiefs
Assessment 1 (Collective)
Structured feedback
Motivational interview
Specific actions constructed by the collaborator
My Moment
Management:
Strategy
Finances
Marketing
Processes
Strategic People
Management:
People development
Performance and results
Post-Graduation
Languages
MBA
Trail 3
Holding
Superintendents
And Mangers
Management – Executive Lectures Cycle
Strategy
Innovation
Succession
Management Review (e-learning: HSM, Mind Quest etc)
International Formation 1
Assessment 2 (Individual)
Structured feedback
Coaching
Career Orientation (retirement)
Trail 4
Directors
International Formation 2
Mentoring (personal dimension)

19. Leadership Academy Structure
Trail 1
Potentials, Managers and SHP Chiefs
Neoenergia HR cycle and tools (Self-knowledge, attract, develop and retain people)
Teams Leadership (delegation process, motivation / acknowledgement.)
Guidance for processes and results
Collaborative Negotiation
Conflict Management (Relationship between pairs)
Work planning and organization
Macro themes
Enable new leaders with emphasis in the technical and relational competences
Expand their skills on leading multidisciplinary teams and people.

20. Leadership Academy Structure
Trail 2
Managers and Hydroelectric Plants Chiefs
Leadership WITH People (Transformer)
Organizational culture and environment management
Process management (Operational Efficiency)
Results management (Efficient financial management)
Collaborative negotiation and strategic alliances
Business Strategic Models
Macro themes
Improve 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 3
Holding Superintendents and Managers
Develop 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 management
Gestão de Mercados B2B e B2G
Innovation in Practice (Creating the Innovation culture)
Macro themes

22. Leadership Academy Structure
Trilha 4
Diretores
(P4)
Trail 4
Directors
Enlarge the strategic and global business view and the skills required from the executives nowadays
Improve the leadership skills of Neoenergia directors in the commitment and mobilization of their teams
Extend the capacity of suiting the interests of various stakeholders in a competitive environment, seeking a bigger performance
PGA (Programa de Gestão Avançada – Advanced Management Program) / INSEAD, France
Executive STC (Skills, Tools & Competencies) / Kellog, EUA
Macro themes

23. THANK YOU!