At the end of the year, the ONS personnel consisted of 750 employees, including in that total positions reserved for persons with disabilities, according to Law No. 8,213 / 91. 

The preservation of skills necessary to perform their final activities and the organization's sustainability in the long term are the main goals of personnel management strategy in the ONS.

In 2013, due to the high demand for skilled professionals, the Board gave special attention to the need to maintain the competitiveness of remuneration in relation to the market as well as the movement in the career of junior and full professionals through development and recognition programs.

The development achieved by the ONS in the management of people won the 33rd Human Being Award 2013, organized by the Brazilian Association of Human Resources (ABRH), in the category medium / large company, with the case study "Knowledge Management: a practice that generates organizational learning".

From the conquest of the award, the ONS has been certified as a company that adopts best practices in Personnel Management as shows the stamp below, which is in use in the media deemed appropriate, such as: website, quarterly magazine, intranet, and other channels . 

The strengthening of the ONS in the context of good management practices encourages the continuation of other structured and corporate actions that contribute to the advancement of the Knowledge Management Process already deployed, so that the various areas and the company's employees take ownership of practices as something natural and gradual, and can benefit from the added value they provide to the organization. 

The actions listed below represent the implementation in 2013 of the strategies defined by the Board for funding, developing and retaining professionals of the Operator :.

CODE OF ETHICS

Continuing the process of institutionalization of Organizational Values, the Code of Ethics ONS was revised - offering clear references for alignment between values​​, principles and behaviors, in addition to guiding behaviors important for corporate citizenship. To monitor the management of the Code, the Committee on Ethics was created - institutional forum for addressing issues related to ethics in ONS is responsible for receipt and investigation of non-conformities to the Code;  the proposition of educational campaigns on ethical conduct; Code and internal regulations updates; answering doubts from employees.

KNOWLEDGE MANAGEMENT (KM)

The completion of the review of the Map of Knowledge Focus Priority occurred in early 2013, with the participation of representatives of the five boards, when the knowledge considered most critical for the company was redefined - called Focus Priority, based on strategic planning and current industry scenario. From the 70 skills mapped ten were set to Focus Priority and priority actions will be subject to retention, sharing and creation of knowledge to the ONS, as needed.

In practice, this mapping is intended to support various corporate actions, in addition to generating indicators that will be integrated into the GC process, as listed below:

• knowledge to be disseminated in Technical Succession Program;
• themes treated in the Mentoring Program;
• knowledge to be addressed in More Value Program, which involves the dissemination of knowledge among experienced internal multipliers and younger engineers;
• development of Individual Development Plans (IDPs) of purposive areas;
• on the job actions to promote technical areas among experienced engineers and younger ones.

PLAN OF POSITIONS MANAGEMENT AND REMUNERATION- PGCR

Continuing the review of PGCR started in 2012, throughout 2013, the focus was to analyze the structure of positions in the ONS, aiming at their improvement. The process had internal coordination and support of Hay Group consultancy, which methodology and description of the Capability Assessment Systems is already used by the ONS since 2001 The purpose of this Position Structure Review phase is to expand the possibility of career to professionals. The Board approved the new positions structure, with the creation of some new positions and the construction of their salary ranges. The results of the market research that is conducted annually by the consulting firm Hay Group were used. The classification of employees in new positions is expected for 2014.

CONSTRUIR PROGRAM – ONS trainee and internship program.

The program recruits, selects and trains top trainees and technical level ones, as well as interns. The trainees undergo a training program directed to the electric sector customized according to the needs of each area. Interns receive training and participate in the final activities of the organization. By owning rigorous recruitment and selection process and aligning with organizational values ​​and skills, the Construir Program has become a major source of training for junior professionals to the Operator group of employees - with the reclamation of 46% of trainees and top-level 28.3% of the technical level between 2001 and 2013 - as well as for the industry as a whole.

CERTIFICATION PROGRAM AND OPERATORS DEVELOPMENT –DEVELOPMENT OF OPERATION.

The certification of operators has the general purpose of meeting the requirements set out in sub-module 10.1 Procedures Network, which enable operators to perform their functions in the Control Room. Its specific purpose is to promote the alignment of Certification/Recertification and Development of operators with the skills and organizational values, thus ensuring greater grip and consistency of the internal context of the ONS programs aimed at organizational sustainability. The certification of operators occurs at every three years. In 2013, 35 operators were certified in Brasilia and 16 in Florianopolis.

The certification has expanded its scope by giving inputs for Development of Operation Program, thus involving the real-time engineers. All professionals directly active in the activities of the operating room, covering a total of 106 operators and 22 engineers, during the period from June 2012 to June 2013, participated in a program structured  development around two main inputs, which are:

• Cultivation of Values ​​and Organizational Skills of the Axis of Career Trajectory;
• Results and analysis of the "Study Report Adherence Profiling and Mapping Potential" prepared by the Institute for Certification of Pieron Operators.

PROGRAM DEVELOPMENT OF OPERATION DEVELOPMENT

The Development Program of the Operation aims at continuous improvement of people and processes in this activity, based on technical references, health and adherence to organizational values and skills. In a Comprehensive and extensive national form, the program had in 2013 with the direct participation of managers, 22 real time engineers and 108 operators. Workshops on Self-Leadership, Negotiation and Communication, Systemic Vision and Flexibility were performed. The program had as a result improved teamwork and effectiveness of the routines of the Control Room.

TRAINING PROGRAMS

The training activities are structured in specific programs distributed in Corporate and Individual actions, as detailed below:

CORPORATE ACTIONS:

Compartilhar Programme
It aims to promote the dissemination of knowledge on topics related to the ONS business through lectures, thus expanding the pool of technical and managerial information. These lectures are recorded and become part of the Library collection. Thus, the program contributes to the integration and sharing of information, experience and knowledge. In 2013 happened the lecture on Administrative Processes at Aneel, with the purpose of presenting the rite (regulatory laws on an action), normative legislation and deadlines applicable to administrative proceedings under Aneel. 

Mais Valor Programme      
The Mais Valor is an internal development program aimed at promoting training courses to employees, given by the employees themselves, on topics of interest to the organization in line with its Strategic Planning. Its main objectives are: to provide employees content not available or for which internal expertise ONS stands out in the market; value employees who hold this expertise; form a collection of internal knowledge and optimize resources. Launched in 2010, the program was created with the participation of employees of all departments in defining the content, in the development of methodology, the teaching material and teachers. In 2013, in Recife and Rio de Janeiro, one class from each of the following courses were held: HVDC - Module I; Dynamics and Security Power Systems - Module II and Optimization Models Applied to the Operation Planning of the BIPS.

CAISE - Training on Institutional Aspects of the Energy Sector
CAISE underwent a structural and qualitative reformulation in 2011, when its content was distributed into four modules: Organizational Skills, Fundamentals of Electricity Sector, Institutional Issues and Strategic Alignment, and the End of Course Work. Recognized by MEC as a long-term course, with titration MBA, and with a workload of 396h, it is directed to the target audience of specialists, seniors and full of the Operator.
In 2013, with the aim to share knowledge and add value to the learning process, the ONS professionals with proven experience have joined the bank examiner of Work Course Completion of CAISE seventh class. This innovative initiative has contributed to the ONS approach with the academy, establishing a greater connection between theory and its practical application and should be maintained in the following classes.

Integration Program for New Employees
The program facilitates the setting of new employees coming both from external and internal recruitment, providing a comprehensive overview of their area of ​​expertise and its major interfaces. In 2013, 57 new employees participated in the program.

GESEL - Study Group of the Electrical Sector (UFRJ)
The ONS established in 2010 a successful partnership with GESEL / UFRJ, having as objectives: to expand and consolidate knowledge about the Brazilian electricity sector, from an economic approach; contribute to the integration processes; and assist in increasing productivity and retention of its employees. In 2013, the first class of Program Development Engineers with seven modules and total workload of 56 hours was concluded, reaching twenty-five employees, including full engineers and newly promoted senior.

• INDIVIDUAL ACTIONS:

Individual Development Plan (PDI)                      
The Individual Development Plan is a management tool that enables the planning and construction of the Annual Training Plan & Development aligned to organizational needs and expectations of employees, in relation to their professional development and their career path.

The model of developing the Annual Plan for Training & Development is aligned to the Strategic Planning of the ONS, contributing to the sustainability of the Operator. In 2013, the model has been enhanced with the inclusion of the concept of competence. Throughout the year, employees received adequate training on the most relevant issues for the organization and for their professional development.

Long-term Courses            
The long courses, with a workload equal or over 180 hours, cover postgraduate, masters and specialization, with priority for courses related to the final activities of the ONS.

Amana-Key  
Aiming to improve its managers skills and recognizing the work done by Amana-Key, focused on conscious leadership and management of organizations, the ONS has established a partnership for the development of its leaders, started in 2008. In 2013, two managers from ONS participated in the Senior Program APG.

PERFORMANCE MANAGEMENT              

Performance assessment can be defined as the identification and measurement of the actions that employees of an organization performed during a given period. It aims to diagnose and analyze individual performance, promoting personal and professional growth as well as encouraging best practices. It also provides relevant information for analysis and decision making about training, career planning and management practices Positions and Remuneration of information management, enabling the development of the individual assessed. Through it, it is easier to provide feedback to the organization people, based on solid and tangible information, and help them on the path to self-development.

Management of the ONS Performance, in 2013, was marked by the consolidation of the program to Axis Trajectory Career, Skills and Levels of Complexity. This was the second round of GD in which managers rated their employees on goals, skills and attitudes, beyond the practice and feedback record. Managers conducted the self-assessment of skills and attitudes. In turn, employees rated managers only in attitudes and self-assessed in skills and attitudes, also having the opportunity to register their feedbacks.

HEALTH MANAGEMENT PROGRAM

In 2013, the Program conducted several actions aimed at preventing health of employees and their families: Campaign against Hepatitis B; Campaign Against the Flu; Weight Watchers; participation in marathons in all locations; shiatsu; gymnastics and lectures on Alzheimer's and ADHD (attention-deficit hyperactivity disorder). The choice of these subjects took into account the medical statistics raised annually, after analyzing the results of periodic and occupational health care and medical care; the overall evaluation of employees and their dependents and the results of research conducted internally.

CAREER PLANNING / IDENTIFICATION OF POTENTIAL

In complement to the strategy to support the planning of career paths in the organization, new methodology was implemented for mapping potential and skills of professionals in various fields, with the aim of identifying the dominant profiles of employees and guiding its evolution in a technical or managerial career. Until 2013, 78% of the total audience was mapped, considering senior professionals, experts and managers. The result of this work is used to prepare programs for renewing the crew of specialized technicians and preparing potential successors for managerial positions.

MANAGEMENT MODEL / LEADERSHIP DEVELOPMENT

The strengthening of managerial skills and behaviors were the focus of the Management Development Program in 2013. Through a methodology that involved the participation of the Board and all managers, and having the Manager Model as the main orientation established references to managerial behavior were revised and the commitments were established amongst leaders to implement the required behavior.

RECOGNITION PLAN

In its fifth consecutive cycle, the ONS Recognition Plan through the Recognize + program, values the employees responsible for the actions included in the categories: Knowledge Management and Innovation, which is subdivided into Technology and Process Improvement Challenge. With significant participation of the employees 40 actions were selected, being awarded nine that stood out for their contribution to the organization's results (two actions per category by the employees choice, and one action per category by selection of the Executive Board). In the Highlights of the Year Program, the Board elected three actions to be honored because they represent relevant projects derived from business demands.