Throughout 2012, the management strategy of personnel defined by ONS Board focused on priority actions for the development and retention of its employees - aiming at the preservation of specific tasks related to finalistic activities and sustainability of the Operator. The established focus represented a significant challenge, given the high level of competition in the market for hiring qualified professionals, especially within the formation of Electrical Engineering. ONS ended the year 2012 with its own staff consisting of 745 employees.

From January to December 2012, there were 34 employee terminations, 23 voluntarily, due to the attractiveness of the market. From this total, 65.2% occurred in Rio de Janeiro, 13% in Brasilia, 17.4% in Florianópolis and 4.4% in Recife. The main reason for these moves is a hot market scenario in the power sector, with large companies that are establishing themselves in the country, besides public examinations.

For ONS, this reflects the need to accelerate the movement in the career of junior and full professionals, an issue that deserves special attention by the Board, through development and recognition programs, as well as the emphasis on maintaining the competitiveness of remuneration of the professional operator with respect to the market.  

With the aim of contributing to social inclusion and to align the performance of ONS with legislation (Law no. 8.213/91), in compliance with the quotas for persons with disabilities, the Operator is striving to publicize, recruit, select PCDs and admit new professionals on its staff - it hired three new professionals PCD throughout the year.

Implementation of strategies for managing personnel defined by the Board in 2012 - capture, development and retention of its employees - is embodied in the following lawsuits:

REVIEW OF ORGANIZATIONAL VALUES

Aimed at strengthening ONS organizational identity, ONS Alignment of Organizational Values Plan was developed, which included the review of values ​​designed during the formation of the Operator. From a methodology which allowed the participation of all employees, it was established, in a shared way, eight values ​​that should guide organizational behavior: Commitment, Trust, Equity, Excellence, Integration, Recognition, Respect and Transparency. In order to ensure the practice of values ​​in everyday organization, these new values ​​have been entered in selection, development and evaluation of human resources processes, as well as in recognition programs.

CAREER TRAJECTORIES

Given the purpose of improving the management tools and meet the expectation of the employees identified in the Organizational Environment Research, the implementation of the Career Trajectories Program was honored in 2012, characterized by three major milestones: classification of employees on track career (Management , Business Support, Institutional Affairs, Technological Development, Planning and Operation - Technical and Professional), dissemination of the skills required for the performance at each position and the evaluations for competence in the performance management cycle in December.

Aiming to guide managers in the daily theme Career with their teams, in a practical way, there were five classes of managerial training in Rio de Janeiro and Brasilia, comprising 64 managers from all locations.

JOB AND REMUNERATION MANAGEMENT PLAN - PGCR

In 2012, the work on the structural review of PGCR was started, coordinated by the Board of Directors, being set up within the organization a working group with the participation of employees from all locations and boards. The proposed restructuring of PGCR included the following topics: separation of Market Bypass and Merit Granting (horizontal and vertical movement), review the Structure of Career Systems for Specialists and Senior and Plenums Professionals; revaluations of positions and adequacy of Program Organizational Performance. The structural proposition of PGCR sent to ANEEL was approved in its entirety, and the remaining steps should be completed during 2013.

KNOWLEDGE MANAGEMENT

Special attention is being given to this subject, whose goal is to strengthen initiatives to promote an organizational culture that values ​​the dissemination, uptake and retention of knowledge – ONS main asset.

Among these actions are:

• Mentorship Program

It was conducted the second round of the Mentorship Program, attended by 13 pairs of professionals, with an emphasis in technical and management allotments. The goal of the program is to disseminate the competencies (knowledge, skills and attitudes applied to the ONS context) from the most experienced professionals to young professionals, and create learning networks in the organization, from the mentor training with full conditions to guide other professionals in their careers. It contributes to the formation of a new generation of professionals aligned with the organization's values.

• Technical Succession Program

The program was implemented as a pilot and conducted with the participation of seven experts who have critical knowledge for the organization. Adopting a methodology that includes the development of Action Plans for the management of such knowledge, the program aims at the preparation and training of new professionals as well as socialization and dissemination of knowledge now concentrated in a few people. The goal is to plan the transfer of knowledge, in order to minimize the impact of the output of highly qualified expertise at ONS.

• Compartilhar Progra

Aims at promoting the dissemination of knowledge of topics related to the business of ONS through lectures, thus expanding the pool of technical and management information. These lectures are recorded and become part of the Library. Thus, the program contributes to the integration and sharing of information, experience and knowledge.

CONSTRUIR PROGRAM – ONS trainee and internship program.

The program aims to identify and attract young professionals, as well as maintain a database of potential talent that may hold positions in the organization and industry. In 2012, 25 trainees were admitted, of whom 20 higher education and five technical level. The selection process of trainees involved the participation of 1,527 candidates.

By owning rigorous process of recruitment and selection and align with organizational values ​​and skills, Construir program has been a major source of funding for junior professionals under the Operator. This can be identified in five recent hiring of trainees, although 2012 cycle (in progress).

In 2012, 27 trainees were admitted, mainly distributed in finalistic areas.

TRAINING PROGRAMS

The training activities are structured into specific programs, distributed between Corporate Actions and Individual Actions, as detailed below:

• CORPORATE ACTIONS:

Mais Valor Program             
Mais Valor is the internal development program aimed at promoting training courses to ONS employees taught by their own professionals, cost virtually nil. It discusses topics of interest of the organization, aligned with its strategic planning. In 2012 there were five courses: Project Management (two classes), HVDC - Module I (two classes); Dynamics and Security Power Systems (one class); Optimization Models Applied to the Operation Planning of the BIPS (one class) , and Substations and High and Extra High Voltage Electrical Equipment (a class). The courses were taught at the Central Office, Recife and Florianopolis.

CAISE - Training Institutional Aspects of the Electricity Sector
Result of extensive study, which took into account the strategic objectives of the organization and training of future participants, CAISE had structural and qualitative reformulation in 2011, when its content were distributed into four modules: Organizational Skills, Fundamentals of the Electricity Sector, Institutional Aspects and Strategic Alignment, Course Conclusion Work.

The program in 2012 was directed to the group of expert professionals, seniors and full, being recognized by MEC as Long Duration Course - MBA (360h - 396h). Counted with the participation of 30 students nominated by their respective Boards.

Development and Certification Program for Operators - Development of Operation
In 2012, the Development and Certification Program for Operators went through a review process improvement and alignment with the Career Trajectories Program, Skills and Organizational Values ​​in pursuit of growth and organizational sustainability. Thus, several enhancements and improvements were implemented, highlighting the Review of Operator Profile, aligned with Organizational Values ​​and skills,  Technical Career Axis- Planning and Operation, the Review of Tools and Techniques of Behavioral Assessment and Profile / potential and the inclusion of Evaluation Committees with the participation of managers and real time engineers.

In 2012, the Certification Program expanded its scope and became Operation Development Program, also involving the Real Time Engineers. All the professionals working directly in the activities of the operating room, covering a total of 108 operators and 22 engineers, participated in a structured development program from two main inputs, which are: the Cultivation of Values ​​and Organizational Skills, Career Trajectories Axis and the results and analysis of the "Study Report on Adherence to Profile and Mapping of Potential" prepared by the Institute for Certification of Operators Pieron.

It is noteworthy that the Development Program Operation comes to meet a general purpose, which meets the requirements of the Grid Procedures (Submodule 10.1 - Procedures Manual Operation: Conceptualization General), approved by ANEEL, which enables operators to perform their functions in the control room.

Integration Program for New Employees
The program covers employees from both external and internal recruitment. In 2012, there were two classes of the Integration Program for New Employees with the Board, and four classes of Enterprise Integration, for a total of 47 new employees in the company properly acclimatized.

GESEL - Study Group of the Electricity Sector (UFRJ)
ONS established, in 2010, a successful partnership with GESEL / UFRJ, having as objectives: to expand and consolidate basic knowledge about the Brazilian electric sector, from a viewpoint of the economic approach of ONS's technical staff; contribute to integration processes, and assist in increasing productivity and retention of these professionals.

In 2012, a new class of the course was initiated, with approach for Plenum engineers. The program consists of seven modules each with two classes, taught in monthly meetings, a total of 56h.The first class was held on September 24 at the Institute of Economics of UFRJ. Twenty-seven employees including plenum and newly promoted senior, are currently attending.

Secretarial Development Programmed (PDS)             
The target audiences of this program are administrative assistants of the board and executive management. In the year 2012 there were actions development covering 20 employees, with the following modules: Module 1: Organization of Documents and Information, 2nd module: Immersion in Excel - 2007 and Quality in Communication - Business Writing Workshop.

• INDIVIDUAL ACTIONS:

Individual Development Plan (PDI)                           
This program is critical to qualify the employees in the areas in which they operate and in the medium term, to prepare them to take on other challenges in their careers. In 2012 almost all employees received training.

Long Term Courses
The long-term courses - hourly equal or higher than 180 hours - cover post-graduate, masters and specialization, with priority for courses related to the final activities of ONS. From January to June 2012, nine employees took long courses and for the period July/2012 - June/2013, 14 employees are being trained.

PERFORMANCE MANAGEMENT              

The differential of ONS's Performance Management in 2012 happened for alignment and adjustment of the Career Trajectories Axis Program, Skills and Levels of Complexity. This was the 1st cycle of PM in which managers rated their employees on goals, skills and attitudes, and feedback practice and record. Managers conducted the self-assessment of skills and attitudes. In turn, employees rated managers only in attitudes and self-assessed competence and attitudes, also taking the opportunity to register their feedback.

HEALTH MANAGEMENT PROGRAM

Due to the nature of the responsibilities of ONS in requiring professionals with high seniority, the age profile of the employees has an average above the levels observed in the market. Given this peculiarity, particular attention was paid to the investment in the health of employees; actions have been undertaken aimed at physical, mental and social balance of workers, with emphasis on the dissemination of preventive guidelines, vaccination campaigns and sponsorship of sport events for employees. Besides aiming to good health of ONS's employees, these actions also aim to reduce the costs of collective policy Health Insurance.

RECOGNITION PLAN

By completing the 4th cycle completion, the Reconhecer + Program obtained a total of 40 nominations. Of these, seven (07) were chosen in the categories Knowledge Management and Innovation - divided into two subcategories, namely: Technology Challenge and Process Improvement. Reconhecer + aims at formally recognition of ONS's employees, rewarding promoters of winning stocks by excel in their contribution to the organization, according to the categories of the Award.

Another initiative was the awarding of the highlights of the year, whose actions were elected by the Executive Project Review of Organizational Values, the Practice of Technical Teams in Response to the Events of September and October, the Additional Measures to Increase Security of the BIPS and Interconnection Tucuruí-Macapá-Manaus.