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ESG FAQ

CPFL Energia has the opportunity to act not only in the reduction of its greenhouse gas (GHG) emissions, but also in the generation of energy from renewable sources and in the offer of Carbon Credits and Renewable Energy Certificates (I-RECs). Aware of our role, we commit ourselves to the objectives of the Paris Agreement and the need to limit the increase in the global average temperature to 1.5°C, with the consequent reduction and neutralization of emissions.

Sustainability is present in CPFL Energia's corporate strategy and is part of the decision-making and investment processes. In 2020, we began the implementation of the first strategy structured on the theme, the 2020-2024 Sustainability Plan. With focus and commitment, we move forward with the objective of driving the transition to a more sustainable model of energy production and consumption and with the generation of shared value with the community and our value chain. In 2022, considering the movements of the market and the company itself, we decided to advance even further. Our strategy has evolved into the 2030 ESG Plan, with more comprehensive and ambitious public commitments.

The 2030 ESG Plan demonstrates action guidelines for all businesses and guides the realization of investments in line with global trends for sustainable development. The Plan’s structure is organized into four pillars and 23 public commitments that must be achieved by 2030. Three of them are focused on the decarbonization of our operations and several others contribute to our strategy to confront climate change.

Our business model has a low emissions profile, and we are committed to being carbon neutral from 2025, reducing our scope 1, 2 and 3 emissions by 35% by 2030. In addition, we will also generate 100% renewable energy until 2030.

Our main sources of direct emissions (scope 1) are currently related to power generation at EPASA (thermoelectric plants powered by fuel oil) and biomass plants, fuel consumption by the fleet and vegetation suppression. It is worth mentioning that GHG emissions from EPASA's electricity generation represented, in 2022, around 17% of Scope 1 and almost 1% of CPFL Group's total emissions. The dispatch is directly controlled by the National System Operator (ONS), and CPFL is only responsible for its maintenance and availability.

As sources of indirect emissions (scope 2) we have the technical losses in distribution and transmission and energy consumption of our facilities.

Greenhouse gas emissions from our operations are monitored annually through our GHG Inventory, produced in accordance with the guidelines of the Brazilian GHG Protocol Program. Since 2011, CPFL Energia has been awarded a Gold Seal for its inventory due to good reporting and management practices in the subject of emissions. This instrument makes it possible to identify opportunities to reduce emissions, such as the use of biofuels and electric vehicles in fleets, and planning to reduce plant suppression in the construction of transmission and distribution lines.

We highlight other actions developed within the scope of the 2030 ESG Plan, which contribute to mitigating our emissions.

  • We offer carbon credits, renewable energy certificates (I-RECs) and other integrated solutions to customers. All of this carried out alongside the strategy to promote and implement smart energy solutions (smart networks).
  • We work on the electrification of the operational technical fleet and will continue studies on electric mobility, started in 2007, to further advance this theme.
  • We are committed to evaluating 100% of critical suppliers and achieving 85% of our spending with companies that adopt advanced sustainable practices. To achieve this goal, in 2021 we incorporated the sustainability pillar into the Supply Base Management (SBM) platform, which monitors CPFL's strategic and critical suppliers. 11 criteria became part of the monitoring, distributed across the following dimensions: climate change, sustainability and environmental management, eco-efficiency and management of resource consumption (energy, water and materials) and shared value and protagonism.
  • In addition, we have evolved in expanding the accounting of emissions in our value chain, engaging our suppliers in meetings to discuss quality, safety, sustainability, future scenarios and new businesses. We encourage the exchange of experiences and good practices through the Rede de Valor (Value Network) platform and recognize the best practices of our suppliers with the Mais Valor (More Value) Award – Sustainability Category.
  • We invest significantly in expansion, automation, modernization and innovation aimed at greater efficiency, quality and robustness of the network, through technologies that minimize the impact, frequency and duration of outages. Our predictive systems help allocate and dispatch field teams to the most vulnerable locations, speeding up the restoration of power supply and reducing operating costs.

Related pages: Annual Report

 

CPFL's portfolio has a total installed capacity of 4,371 MW, comprising:

  • 8 hydroelectric power plants (1,996 MW)
  • 49 wind farms (1,391 MW)
  • 46 small hydroelectric power plants (SHPs) and hydroelectric generating plants (HCPs) (472 MW)
  • 7 biomass thermoelectric power plants (330 MW)
  • 2 thermoelectric power plants with fuel oil (182 MW) and
  • 1 solar plant (1 MW).

With a portfolio comprised of 96% renewable sources, CPFL has a public commitment to reach 100% renewable sources in its portfolio by 2030. To achieve this goal, we are working on the demobilization of the EPASA thermoelectric plants complex, in addition to having a pipeline of 100% renewable projects.

Related pages: 2030 ESG Plan, Historical Information Base (Portfolio – Generation), Annual Report, Institutional Presentation.

 

We operate guided by the concepts of circular economy, aiming to reduce the amount of discarded material and expanding solutions for the reuse of equipment and recycling of waste.

Among the company's initiatives, the Equipment Refurbishment stands out, where we carry out the process of recovering transformers and regulators of our distribution system. All components are evaluated for reuse and materials that may no longer be used in our equipment are sent to recycling companies for correct disposal.

Além disso, trabalhamos continuamente com nossos parceiros para fomentar e impulsionar seu desenvolvimento em aspectos técnicos e em questões relacionadas a temas como segurança, ética e sustentabilidade, através de nossa plataforma “Rede de Valor”, assim como trabalhamos também com reuniões individuais com nossos parceiros para apoiar a melhoria de suas práticas.

Related pages: Annual Report 

 

To maintain healthy and long-term relationships with CPFL Energia's suppliers, we have a management with structural and robust practices, aligned with the pillars of corporate sustainability and the new 2030 ESG Plan.

Our management is based on the Supply Base Management (SBM) tool, which allows the evaluation of mapped companies in terms of financial, safety, technical performance, documentation, legal, sustainability and ethics, reducing our company’s exposure to operational, environmental and financial risks. This indicator is analyzed continuously and results in an evaluation score for suppliers and the construction of action plans for improvement.

In addition, we continually work with our partners to foster and boost their development in technical aspects and on issues related to topics such as safety, ethics and sustainability, through our "Rede de Valor" (Value Network) platform, as well as working with individual meetings with our partners to support the improvement of their practices.

Related pages: Annual Report 

 

Nosso Jeito de Ser (Our Way of Being) values diversity and respects differences, so we encourage the participation of diverse people in our selection processes, such as women, people with disabilities (PwD), LGBTQIAP+, black people and people of different generations and nationalities. We also have the CPFL+DIVERSA program, an initiative that organizes and guides actions to create a collaborative network in a prejudice-free work environment, in order to guarantee opportunities for all talents, without any kind of segregation or exclusion.

We recognize our achievements, as well as the need to advance even further and, with this objective, we continually map internal challenges related to the representation of different social groups and cultural barriers, in order to be an increasingly inclusive company. To this end, CPFL has five affinity groups that aim to create initiatives, point out improvements and act as multipliers of inclusion and equality within the company. They are: People with Disabilities, Gender Equality, LGBTQIAP+, Black People and Generations.

Related pages: Annual Report , Historical Information Base (ESG Indicators)

 

The CPFL Group works to generate and share value with all its stakeholders, whether they are customers, shareholders, employees, suppliers or local communities in the regions in which we operate. We work with actions and projects capable of contributing to the socioeconomic development of these populations, being part of the solution to the social challenges faced.

he CPFL Institute is the social investment platform of the CPFL Group, generating actions that integrate social, sporting and cultural projects into a single network. With our work, we seek to positively impact communities, especially children and young people in situations of social vulnerability. Here are some examples of projects:

  • Café Filosófico CPFL: Since 2003, in partnership with TV Cultura, we have promoted Café Filosófico CPFL, one of the most relevant and publicly recognized initiatives. The TV program aims to promote meetings with great names in philosophy, psychoanalysis and history, such as Monja Coen, Leandro Karnal and Mario Sergio Cortella, generating important debates and reflections on contemporary life. The meetings are recorded and broadcast in live format via social networks, and then edited and displayed on TV Cultura grid, in addition to being recorded on Café Filosófico’s own Youtube channel.
  • CPFL Jovem Geração: Through our social development front, CPFL Jovem Geração, we contribute to reducing levels of social vulnerability in the communities in which we operate, transforming the reality of children and young people through music, culture, literature and sport. Among the highlights, we have the Anelo Institute, which offers free music classes to more than 500 young people in Campinas – SP; the Carreta Literária project, with itinerant libraries that have a collection of more than 500 books, available to the municipal schools of our partner cities;?and SEMEAR, the CPFL Group's corporate volunteering program, which aims to engage internal volunteers in the Company's social actions, among more than 12 NGOs. From 2022 onwards, we will also start working more directly in education with the Jovem Geração na Escola project.?We held the first call for proposals of the program, whose amount was R$ 2 million, aiming to attract projects that could contribute to the teaching-learning process of students in the school countershift.
  • #CircuitoCPFL: It is a front of high adherence with the communities where the activities are developed. Culture and sports initiatives are supported, through outdoor and solar-powered cinema sessions, Cinesolar, in addition to the Roda Brasil project, which presents a high-tech itinerant cinema format inside a trailer with capacity for 88 people. Stages of street races and walks are also organized in several cities of São Paulo and Rio Grande do Sul.

In parallel with the CPFL Institute’s actions, CPFL Energia's Energy Efficiency Program (PEE) is carried out following the guidelines of ANEEL's normative instructions, benefiting low-income customers in the concession areas of our distributors, especially through the CPFL in Hospitals Project. Founded in 2019 under the governance scope of CPFL Energia's Energy Efficiency Program, the CPFL in Hospitals project is an integrated action that aims to promote energy efficiency and better care for the population in public and philanthropic hospitals. The work on this project happens on three fronts:

  • Energy efficiency: with PEE resources, we support hospitals in different efficiency actions. We install photovoltaic panels for self-generation of energy, replace lighting with LEDs and ensure the use of more efficient equipment, in order to generate savings in consumption;
  • Social actions: through the CPFL Institute, we conduct actions aimed at humanizing patient care, focusing on games and recreational activities. In addition, initiatives are developed to continuously improve infrastructure and support the conduct of clinical research in the field of oncology;
  • Financial collections: the Hospitals with + Health initiative opens up an opportunity for customers to make donations to hospitals through their energy bills. Since 2020, more than R$ 203 million has been invested in actions - the largest volume of resources directed to hospitals within ANEEL's Energy Efficiency Program.

Finally, and with the aim of supporting the socioeconomic development of the communities and regions in which we operate, CPFL Energia works as a pioneer in projects and initiatives capable of promoting these advances, always guided by the best practices in sustainability.

Highlight for the Desalination Project in João Câmara/RN. Officially inaugurated on February 16, 2023, we implemented a water desalination system with unprecedented technology in Brazil for indigenous communities in João Câmara - State of Rio Grande do Norte (RN), in partnership with the government of the state of Rio Grande do Norte. The objective of the project is to promote access to water for human consumption and production, through a model that integrates technological innovation, capacity building and community water management. The potential is to serve a population of 800 families and more than three thousand people from three local communities with a predominance of indigenous people, where the Company has wind farms installed. Currently, daily production reaches 80 thousand liters of drinking water.

Related pages: Annual Report , Relationship with Communitie

 

Through a series of internal initiatives and programs, we seek to pulverize the culture of innovation to all of the Company's stakeholders, with a focus on increasing customer satisfaction and efficiency in our operations. The projects are interconnected with all spheres of business, as well as with the main market trends, in topics such as Telemetering, Network Automation, as well as Research and Development projects in Storage, Urban Electrification, Digitalization and partnerships for the Sustainable Campus model with the State University of Campinas (UNICAMP).

Related pages: 2030 ESG Plan, Historical Information Base (ESG Indicators), Annual Report

 

CPFL Energia adopts differentiated corporate governance practices, aligned with the best practices existing in Brazil and abroad. The Company has its shares listed in the Novo Mercado segment of B3 S.A. - Brasil, Bolsa e Balcão (B3), which has the highest level of governance. Since 2004 as a publicly held company, the corporate governance model of CPFL Energia and its subsidiaries has been based on the principles of transparency, equity, accountability and corporate responsibility. We invite everyone to visit the related pages to find the details about Bylaws, Guidelines, Regulations and Policies.

Related pages: Governance Overview, Bylaws, Codes and Policies, Executive Board, Boards and Committees, Corporate Governance Department, Audit, Risk, Compliance and DPO, Governance Report, Annual Report 

 

CPFL Energia's performance in all its businesses is guided by our principles of ethics and transparency, such principles are applied in our daily lives through the Code of Ethical Conduct. The Code has inclusive, diverse language and clear rules to guide the practices of CPFL Group employees, in addition to ratifying the ethical commitment assumed by the Company to guide standards of conduct for employees, suppliers, customers and other stakeholders.

CPFL Energia has a formally established Integrity Program, which reiterates our commitment to conduct business in an ethical, transparent manner, and based on the highest compliance parameters. The Program is subject to the Anti-Corruption and Anti-Bribery Rules, among which stands out the Anti-Corruption Law (Law No. 12,846, of August 1, 2013) and its Regulatory Decree No. 11,129, of July 11, 2022, based on the values and principles of the CPFL Group. In line with the guidelines of anti-corruption legislation, CPFL has an Internal Anti-Corruption Policy.

As part of the employees' routine, the Company guides all leaders to hold the Monthly Integrity Conversation (CMI) with their teams, to address the main pillars of the program.

In 2022, CPFL Energia was certified by ISO 37,001, for being in line with the adoption of good practices in relation to the prevention of bribery and corruption, in accordance with an internationally recognized standard, promoting continuous improvement of the Integrity Program.

The CPFL Group has an Ethics Channel managed by an independent external company hired to receive ethical records (complaints, queries and suggestions), ensuring the integrity, confidentiality of information and anonymity of users. The Ethics Channel is available to all stakeholders of the Group, 24 hours a day, every day of the year and is managed by the company Contato Seguro. The forms of contact available are: access through the website; electronic access by e-mail; telephone access (0800 601 8670); and electronic access through the Secure Contact (Contato Seguro) application. The Company prohibits any practice of retaliation against reports made by whistleblowers which, if proven, is subject to the application of disciplinary measures.

Related pages: Bylaws, Codes and Policies, Annual Report 

 

CPFL Energia is part of the most relevant ESG portfolios of B3, the Brazilian Stock Exchange, in the ISE, ICO2, IDIVERSA and IGC indices, in addition to being also evaluated by the CDP (Carbon Disclosure Project). Foreign agencies, such as MSCI, FTSE Russell, ISS and Sustainalytics, also give their rating classification and/or include CPFE3 shares in their indexes.

It is also worth noting that CPFL received the Top Employers certification for the fourth consecutive year, in 2022, being a recognition of excellence in People Management practices and employer branding. You can find the awards and recognitions won by the company in the last year in our Annual Report.

Related pages: Annual Report 

 

The variable compensation agreement for all CPFL Executives includes the People and ESG target, composed of sub-goals related to four fronts:

  • Talent retention, focusing on Subsidiary Presidents, Directors and Managers;
  • Achieving the commitments of the 2030 ESG Plan in relation to the annual targets;
  • Performance on the B3 Corporate Sustainability Index;
  • Diversity and inclusion with the increase of women in total positions, black people in total positions and people with disabilities in total positions.

In addition to the ESG corporate target, there are goals related to specific themes such as health and safety, people management, environment, as well as the implementation of actions of CCIP, a cultural transformation program that integrates cultures from CPFL Energia and State Grid, aiming to achieve a performance of excellence on several fronts directly related to ESG themes.

In addition to the corporate target of People and ESG, there are goals relating to specific themes that aim to achieve a performance of excellence on several fronts directly related to ESG themes, such as: health and safety; people management; environment and initiatives of the CPFL Institute, responsible for integrating the social programs in the areas of sport and culture of the group into a single network.

Related pages: Annual Report 

 

The Company, listed on the Novo Mercado segment of B3, has the highest level of corporate governance, whose model is based on the principles of transparency, equity, accountability and corporate responsibility. CPFL Energia's Corporate Governance structure is made up of the General Meeting, Board of Directors, its Committees and Commissions, Fiscal Council, Board of Executive Officers and Governance Secretariat. For more information about the corporate governance structure, access our Guidelines.

Related Pages: Corporate Governance Guidelines, Governance Overview.

The Company's Annual General Meetings take place until April 30th of each year to deliberate on the topics set out in law, and extraordinarily whenever called by the Board of Directors, Fiscal Council, or shareholders, in accordance with the Law.

Furthermore, the Company usually calls its Meetings 30 days in advance, making available to its shareholders within the same period the Management Proposal, Remote Voting Form (if applicable) and Manual instructing them to participate in the Meetings.

Related Pages: Meetings publications, Remote Voting Guideline.

The members of the Board of Directors, the Fiscal Council and the Audit Committee receive, in the last month of each fiscal year, an evaluation questionnaire to be completed individually.

The self-assessment covers 5 dimensions relating to the body itself, as applicable, such as: (a) fulfillment of the mandate in accordance with the responsibilities and purpose/attributions of the body; (b) composition and structure, assessing whether the body's set of competencies is adequate to fulfill its mission, as well as whether the committee structure is adequate to support the Board in its decision-making; (c) process and support structure, analyzing whether the processes and support structures available to the body act effectively for the success of the business; (d) dynamics and effectiveness, evaluating how members act as a group in decision-making, whether they interact with each other and with other management levels effectively; and (e) how effective the body's contribution is to the topics in which it is involved. Regarding the individual aspects regarding the contribution of each member to the functioning of the collegiate body, the questionnaire contains: (a) questions relating to individual contributions, in which questions and recommendations made by individual members are analyzed; (b) engagement and participation; and (c) individual skills and profile.

In addition, members of the Board of Executive Officers and other Advisory Committees to the Board of Directors also receive, in the last month of each fiscal year, an evaluation questionnaire to be completed individually. The results of the assessments are subsequently disclosed to the respective members of each management body, with the aim of increasingly improving the performance of these bodies.

Related Pages: Reference Form

The Company's Bylaws regulate the resolution of conflicts between shareholders, management members and members of the Fiscal Council through arbitration, before the Market Arbitration Chamber, in accordance with its regulations. The Corporate Governance Guidelines also establish the responsibility of governance agents, that is, individuals or bodies involved in the Corporate Governance system, such as partners, shareholders, auditors, Board of Directors and its members, Fiscal Council and its members, Board of Directors, and its members, etc., prevent and manage situations of conflict of interest or difference of opinion.

Related Pages: Bylaws

The Company's Bylaws regulate the resolution of conflicts between shareholders, management members and members of the Fiscal Council through arbitration, before the Market Arbitration Chamber, in accordance with its regulations. The Corporate Governance Guidelines also establish the responsibility of governance agents, that is, individuals or bodies involved in the Corporate Governance system, such as partners, shareholders, auditors, Board of Directors and its members, Fiscal Council and its members, Board of Directors, and its members, etc., prevent and manage situations of conflict of interest or difference of opinion.

Related Pages: Bylaws

The Company's Board of Executive Officers and Board of Directors have their own Internal Regulations, approved by the respective bodies, which aim to regulate their functioning and interactions with the governance agents of the Company and its subsidiaries and affiliates, in accordance with the laws and applicable regulations.

Related Pages: Management, Boards & Committees

The Company's Board of Executive Officers and Board of Directors have their own Internal Regulations, approved by the respective bodies, which aim to regulate their functioning and interactions with the governance agents of the Company and its subsidiaries and affiliates, in accordance with the laws and applicable regulations.

Related Pages: Internal Regulations, Governance Overview

The Company has an extensive list of policies formally approved by its Board of Directors, which are published on the Company's Investor Relations website, namely: Stakeholder Relationship Policy, Related Parties Policy, Sustainability Policy, Hiring Policy for Independent and Extra Audit Services, Trading Policy of Securities, Dividend Distribution Policy, Appointment Policy for Members of the Board of Directors, Executive Board and Advisory Committees, Information Security Policy, Anti-Corruption Policy, Corporate Risk Management Policy, Policy for Disclosure on Material Events, Compensation Policy for members of the Board of Directors, Executive Board, Advisory Committees and Fiscal Council in addition to the Internal Regulations of the bodies and the Corporate Governance Guidelines of the CPFL Group, being such documents reviewed whenever necessary, in order to maintain their alignment with current market practices and applicable legislation.

Related Pages: Bylaws, Codes and Policies

The Company has a Continuing Education Program (“CEIP”) for Executives applicable to the members of the Board of Directors, Fiscal Council and Board of Executive Officers, which aims to ensure the application of the corporate governance best practices, as well as the discussion of topics related to duties and responsibilities of CPFL Group managers.

The Board of Directors is currently composed of 7 members, elected by the Annual General Meeting for a 2-year term, i.e. until the date of the Annual General Meeting to be held in 2025. Among the members elected, we highlight the presence of 1 woman and 2 independent members, the latter in accordance with the Novo Mercado Regulations.

Related Pages: Board of directors

The Company has an Appointment Policy for members of the Board of Directors, Board of Executive Officers and Advisory Committees, formally approved by its Board of Directors, which aims to define the procedures, guidelines and criteria that must be observed in the nomination process of members for the aforementioned bodies. Among the elements that are described in the Appointment Policy, the guidance that nominations consider, as far as possible, that the composition of the body is appropriate to the size and needs of the Company, also observing diversity of knowledge and experiences of diverse people, such as People with Disabilities, women, LGBTQIAP+, black people and people of different generations and nationalities, to allow the Company to benefit from different points of view in an effective debate in the quality decision-making process of its governance bodies.

Related Pages: Appointment Policy

The Board of Directors determines the general guidelines and establishes business policies for the Company, its subsidiaries, and affiliates, being responsible for strategic decisions. The specific duties and responsibilities of the Board are established by Law, Company's Bylaws and Corporate Governance Guidelines. The Annual Calendar of meetings of the management bodies is prepared in accordance with the needs and agenda of the members and is presented for the information of those involved.

Related Pages: Governance Overview

The Board of Directors is advised by 5 (five) Committees, as follows: (i) Audit Committee; (ii) Related Parties Committee; (iii) People Committee; (iv) Finance and Risk Management Committee; (v) Strategy, Growth, Innovation and ESG Committee, regulated in accordance with the Internal Regulations of the Committees and Commissions that advise the Company's Board of Directors and the Internal Regulations of the Audit Committee.

According to the Committee Regulations, each Committee is composed of at least 3 (three) effective members and up to 3 (three) alternate members, who may replace any of the effective members, except the Related Parties and Audit Committees, which will not have an alternate member.

The Regulations of the Committees establish a term of office of two (2) years, as well as the form and organization of meetings and the duties of each Committee.

Related pages: Advisory Committees

The Company has an Audit Committee that provides to the Board of Directors information, opinions, and proposals, to ensure that the CPFL Group's business and operations are guided by integrity and quality accounting and financial controls, serving as an auxiliary, consultative and advisory body, without decision-making or executive powers. The Committee is made up of 3 independent members, 2 of which are also independent members of the Board of Directors, being all with recognized experience in corporate accounting issues, complying with the Novo Mercado Regulation.

Related pages: Audit Committee

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