During September and October 2003, COPEL prepared its corporate social responsibility plan for the forthcoming years with the participation of employees from different areas of the Company. Objectives were set based on the Company's strategic frame of reference and on the results it achieved according to the Ethos corporate social responsibility indicators.

Based on this plan, COPEL set up a network of internal cooperation which has operated informally but effectively and aims to have all Company staff think and act with a systemic approach in terms of human rights and citizenship. For this purpose, this group has committed to building bridges between the Company functions so that the walls between them can be gradually torn down.

Some of the main goals are:

•  To disseminate the Company's values among employees.
•  To establish a dialogue with customers and suppliers.
•  To develop a policy to embrace diversity within the Company.
•  To educate and mobilize employees for the exercise of citizenship through the "Eletricidadania" Corporate Volunteer Work Program.
•  To improve the Company performance under the "suppliers" item of the Ethos Indicators.
•  To develop a Knowledge Management model aimed at sharing information and increasing productivity.
•  To carry on the interchange with nationwide and statewide Excellence Programs, such as the Competitive Brazil Movement, the National Quality Award, and the Competitive Paraná Movement, which coordinates actions aimed at improving corporate management in the State of Paraná, in cooperation with such institutions as IBQP ("Instituto Brasileiro de Qualidade e Produtividade") and Sebrae ("Serviço de Apoio às Pequenas e Micro Empresas"), among others.
•  To implement the COPEL "Excellence in Management" Program throughout the Company.
•  To keep on learning and updating with regard to Quality Management.
•  To disseminate the 5S's philosophy throughout the Company and the community.
•  To implement the second stage of the Succession Plan, whose main goal is to preserve corporate knowledge by assigning people to key positions and units where high turnover rates might compromise directly the fulfillment of the Company's mission.
•  To set up a system of corporate management for healthcare and workplace safety.
•  To set policies and guidelines and to standardize corporate safety procedures concerning the hiring of outsourced services.