{"id":235,"date":"2026-02-26T13:10:43","date_gmt":"2026-02-26T16:10:43","guid":{"rendered":"https:\/\/www.cemig.com.br\/en\/engagement-and-climate-survey\/"},"modified":"2026-04-30T09:42:26","modified_gmt":"2026-04-30T12:42:26","slug":"engagement-and-climate-survey","status":"publish","type":"page","link":"https:\/\/www.cemig.com.br\/en\/engagement-and-climate-survey\/","title":{"rendered":"Engagement and climate survey"},"content":{"rendered":"\n<p>The engagement of employees with the Company\u2019s strategy is essential for Cemig to achieve its long-term vision. At Cemig, people management includes monitoring staff, training, and increasing employee productivity, reducing the average cost of payroll, meritocracy, accountability, and the health and safety of company employees.<\/p>\n\n\n\n<p>Cemig\u2019s people management model is based both in its&nbsp;<strong>strategic planning and in<\/strong>&nbsp;<strong>Human Resource Policy<\/strong>. The model guides initiatives and programs geared at adding value to the business, aiming at gaining efficiency in people management and at quality assurance and availability of staff to provide services to consumers and the population of Minas Gerais.<\/p>\n\n\n\n<p><strong>Below are listed some of the major initiatives from 2020:<\/strong><\/p>\n\n\n<ul>\n<li>Management Staff Adequacy Plan: Established the conditions for joining the Scheduled Voluntary Severance Program (PDVP). The Plan included only employees who were removed from their leadership positions (superintendents and managers). The dismissal and the possibility of joining the PDVP aimed at adapting Cemig\u2019s organizational and cost structure;<\/li>\n<li>Basic Staff: Maintenance of a quantitative and qualitative in-house and outsourced staff by area, without compromising the quality of the services provided, in line with the business results (tariff coverage and personnel costs);<\/li>\n<li>Hiring of employees via public tenders, aimed at restoring the Company\u2019s staff, mainly in essentially technical areas. That measure aimed at maintaining operational safety of essential activities and also support corporate actions, so allowing for an ongoing search for an increase in productivity and operational efficiency;<\/li>\n<li>Strong involvement of senior leadership in the topic of health and safety at work, including the holding of online seminars (webinar) addressing technical, civil and criminal liability for occupational accidents for owners, managers and technical officers of partner companies;<\/li>\n<li>Adoption of a series of measures to safeguard the health and physical integrity of employees and other collaborators. The measures are detailed in item 5.7 of this report;<\/li>\n<li>Application, in February 2020, of the Engagement and Climate Survey, with the objective of learning the aspects that show bond, connection and engagement, in order to bring objectivity to themes that may interfere in the corporate climate. <strong style=\"font-size: revert;color: initial\">61%<\/strong><span style=\"font-size: revert;color: initial\">\u00a0of the in-house employee staff participated, with a\u00a0<\/span><strong style=\"font-size: revert;color: initial\">66.1%<\/strong><span style=\"font-size: revert;color: initial\"> favorable opinion percentage and pointing out there are major points to be worked on to improve employees\u2019 perception.<\/span><\/li>\n<li>Launching of the cultural empowerment program, called Novas Energias (New Energies), which seeks to identify and promote a new culture that makes it possible to meet needs and obtain organizational results. Cultural mapping was carried out in July 2020, with participation of 49% of the in-house employee staff. In was possible to identify the Company\u2019s strengths and the main challenges and goals to be outlined in the coming years.<\/li>\n<\/ul>\n\n\n<p>Regarding the results of the Engagement and Climate Survey and culture mapping, one of the strengths identified is the employees\u2019 feeling of belonging. As points for improvement, recognition and accountability practices were pointed out, greater clarity about the Company\u2019s strategic drives and the development of leadership, among others.<\/p>\n\n\n\n<div style=\"height:48px\" aria-hidden=\"true\" class=\"wp-block-spacer\"><\/div>\n\n\n\r\n    <ul class=\"bloco-arquivos-para-download\">\r\n                        <li class=\"item\">\r\n                    <a href=\"https:\/\/www.cemig.com.br\/en\/wp-content\/uploads\/sites\/2\/2026\/04\/engagement-and-climate-survey.pdf\" target=\"_blank\" rel=\"noopener noreferrer\" title=\"Baixar\" >\r\n                        <span class=\"titulo\">Engagement and Climate Survey<\/span>\r\n                        <span class=\"btn-cemig\">\r\n                            <span class=\"icon-baixar\"><\/span>\r\n                            <span class=\"txt-baixar\">Baixar arquivo<\/span>\r\n                        <\/span>\r\n                    <\/a>\r\n                <\/li> \r\n            <\/ul>\r\n","protected":false},"excerpt":{"rendered":"<p>The engagement of employees with the Company\u2019s strategy is essential for Cemig to achieve its long-term vision. At Cemig, people management includes monitoring staff, training, and increasing employee productivity, reducing the average cost of payroll, meritocracy, accountability, and the health and safety of company employees. Cemig\u2019s people management model is based both in its&nbsp;strategic planning and in&nbsp;Human Resource Policy. The model guides initiatives and programs geared at adding value to the business, aiming at gaining efficiency in people management and at quality assurance and availability of staff to provide services to consumers and the population of Minas Gerais. Below are listed some of the major initiatives from 2020: Management Staff Adequacy Plan: Established the conditions for joining the Scheduled Voluntary Severance Program (PDVP). The Plan included only employees who were removed from their leadership positions (superintendents and managers). The dismissal and the possibility of joining the PDVP aimed at adapting Cemig\u2019s organizational and cost structure; Basic Staff: Maintenance of a quantitative and qualitative in-house and outsourced staff by area, without compromising the quality of the services provided, in line with the business results (tariff coverage and personnel costs); Hiring of employees via public tenders, aimed at restoring the Company\u2019s staff, mainly in essentially technical areas. That measure aimed at maintaining operational safety of essential activities and also support corporate actions, so allowing for an ongoing search for an increase in productivity and operational efficiency; Strong involvement of senior leadership in the topic of health and safety at work, including the holding of online seminars (webinar) addressing technical, civil and criminal liability for occupational accidents for owners, managers and technical officers of partner companies; Adoption of a series of measures to safeguard the health and physical integrity of employees and other collaborators. The measures are detailed in item 5.7 of this report; Application, in February 2020, of the Engagement and Climate Survey, with the objective of learning the aspects that show bond, connection and engagement, in order to bring objectivity to themes that may interfere in the corporate climate. 61%\u00a0of the in-house employee staff participated, with a\u00a066.1% favorable opinion percentage and pointing out there are major points to be worked on to improve employees\u2019 perception. Launching of the cultural empowerment program, called Novas Energias (New Energies), which seeks to identify and promote a new culture that makes it possible to meet needs and obtain organizational results. Cultural mapping was carried out in July 2020, with participation of 49% of the in-house employee staff. In was possible to identify the Company\u2019s strengths and the main challenges and goals to be outlined in the coming years. Regarding the results of the Engagement and Climate Survey and culture mapping, one of the strengths identified is the employees\u2019 feeling of belonging. As points for improvement, recognition and accountability practices were pointed out, greater clarity about the Company\u2019s strategic drives and the development of leadership, among others.<\/p>\n","protected":false},"author":1,"featured_media":0,"parent":0,"menu_order":0,"comment_status":"closed","ping_status":"closed","template":"","meta":{"_acf_changed":false,"footnotes":""},"tipo-de-conteudo":[16],"class_list":["post-235","page","type-page","status-publish","hentry"],"acf":[],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v26.0 - https:\/\/yoast.com\/wordpress\/plugins\/seo\/ -->\n<title>Engagement and climate survey - Cemig en<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/www.cemig.com.br\/en\/engagement-and-climate-survey\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Engagement and climate survey - Cemig en\" \/>\n<meta property=\"og:description\" content=\"The engagement of employees with the Company\u2019s strategy is essential for Cemig to achieve its long-term vision. At Cemig, people management includes monitoring staff, training, and increasing employee productivity, reducing the average cost of payroll, meritocracy, accountability, and the health and safety of company employees. Cemig\u2019s people management model is based both in its&nbsp;strategic planning and in&nbsp;Human Resource Policy. The model guides initiatives and programs geared at adding value to the business, aiming at gaining efficiency in people management and at quality assurance and availability of staff to provide services to consumers and the population of Minas Gerais. Below are listed some of the major initiatives from 2020: Management Staff Adequacy Plan: Established the conditions for joining the Scheduled Voluntary Severance Program (PDVP). The Plan included only employees who were removed from their leadership positions (superintendents and managers). The dismissal and the possibility of joining the PDVP aimed at adapting Cemig\u2019s organizational and cost structure; Basic Staff: Maintenance of a quantitative and qualitative in-house and outsourced staff by area, without compromising the quality of the services provided, in line with the business results (tariff coverage and personnel costs); Hiring of employees via public tenders, aimed at restoring the Company\u2019s staff, mainly in essentially technical areas. That measure aimed at maintaining operational safety of essential activities and also support corporate actions, so allowing for an ongoing search for an increase in productivity and operational efficiency; Strong involvement of senior leadership in the topic of health and safety at work, including the holding of online seminars (webinar) addressing technical, civil and criminal liability for occupational accidents for owners, managers and technical officers of partner companies; Adoption of a series of measures to safeguard the health and physical integrity of employees and other collaborators. The measures are detailed in item 5.7 of this report; Application, in February 2020, of the Engagement and Climate Survey, with the objective of learning the aspects that show bond, connection and engagement, in order to bring objectivity to themes that may interfere in the corporate climate. 61%\u00a0of the in-house employee staff participated, with a\u00a066.1% favorable opinion percentage and pointing out there are major points to be worked on to improve employees\u2019 perception. Launching of the cultural empowerment program, called Novas Energias (New Energies), which seeks to identify and promote a new culture that makes it possible to meet needs and obtain organizational results. Cultural mapping was carried out in July 2020, with participation of 49% of the in-house employee staff. In was possible to identify the Company\u2019s strengths and the main challenges and goals to be outlined in the coming years. Regarding the results of the Engagement and Climate Survey and culture mapping, one of the strengths identified is the employees\u2019 feeling of belonging. As points for improvement, recognition and accountability practices were pointed out, greater clarity about the Company\u2019s strategic drives and the development of leadership, among others.\" \/>\n<meta property=\"og:url\" content=\"https:\/\/www.cemig.com.br\/en\/engagement-and-climate-survey\/\" \/>\n<meta property=\"og:site_name\" content=\"Cemig en\" \/>\n<meta property=\"article:modified_time\" content=\"2026-04-30T12:42:26+00:00\" \/>\n<meta name=\"twitter:card\" content=\"summary_large_image\" \/>\n<meta name=\"twitter:label1\" content=\"Est. reading time\" \/>\n\t<meta name=\"twitter:data1\" content=\"3 minutes\" \/>\n<script type=\"application\/ld+json\" class=\"yoast-schema-graph\">{\"@context\":\"https:\/\/schema.org\",\"@graph\":[{\"@type\":\"WebPage\",\"@id\":\"https:\/\/www.cemig.com.br\/en\/engagement-and-climate-survey\/\",\"url\":\"https:\/\/www.cemig.com.br\/en\/engagement-and-climate-survey\/\",\"name\":\"Engagement and climate survey - Cemig en\",\"isPartOf\":{\"@id\":\"https:\/\/www.cemig.com.br\/en\/#website\"},\"datePublished\":\"2026-02-26T16:10:43+00:00\",\"dateModified\":\"2026-04-30T12:42:26+00:00\",\"breadcrumb\":{\"@id\":\"https:\/\/www.cemig.com.br\/en\/engagement-and-climate-survey\/#breadcrumb\"},\"inLanguage\":\"en-US\",\"potentialAction\":[{\"@type\":\"ReadAction\",\"target\":[\"https:\/\/www.cemig.com.br\/en\/engagement-and-climate-survey\/\"]}]},{\"@type\":\"BreadcrumbList\",\"@id\":\"https:\/\/www.cemig.com.br\/en\/engagement-and-climate-survey\/#breadcrumb\",\"itemListElement\":[{\"@type\":\"ListItem\",\"position\":1,\"name\":\"In\u00edcio\",\"item\":\"https:\/\/www.cemig.com.br\/en\/\"},{\"@type\":\"ListItem\",\"position\":2,\"name\":\"Engagement and climate survey\"}]},{\"@type\":\"WebSite\",\"@id\":\"https:\/\/www.cemig.com.br\/en\/#website\",\"url\":\"https:\/\/www.cemig.com.br\/en\/\",\"name\":\"Cemig en\",\"description\":\"\",\"potentialAction\":[{\"@type\":\"SearchAction\",\"target\":{\"@type\":\"EntryPoint\",\"urlTemplate\":\"https:\/\/www.cemig.com.br\/en\/?s={search_term_string}\"},\"query-input\":{\"@type\":\"PropertyValueSpecification\",\"valueRequired\":true,\"valueName\":\"search_term_string\"}}],\"inLanguage\":\"en-US\"}]}<\/script>\n<!-- \/ Yoast SEO plugin. -->","yoast_head_json":{"title":"Engagement and climate survey - Cemig en","robots":{"index":"index","follow":"follow","max-snippet":"max-snippet:-1","max-image-preview":"max-image-preview:large","max-video-preview":"max-video-preview:-1"},"canonical":"https:\/\/www.cemig.com.br\/en\/engagement-and-climate-survey\/","og_locale":"en_US","og_type":"article","og_title":"Engagement and climate survey - Cemig en","og_description":"The engagement of employees with the Company\u2019s strategy is essential for Cemig to achieve its long-term vision. At Cemig, people management includes monitoring staff, training, and increasing employee productivity, reducing the average cost of payroll, meritocracy, accountability, and the health and safety of company employees. Cemig\u2019s people management model is based both in its&nbsp;strategic planning and in&nbsp;Human Resource Policy. The model guides initiatives and programs geared at adding value to the business, aiming at gaining efficiency in people management and at quality assurance and availability of staff to provide services to consumers and the population of Minas Gerais. Below are listed some of the major initiatives from 2020: Management Staff Adequacy Plan: Established the conditions for joining the Scheduled Voluntary Severance Program (PDVP). The Plan included only employees who were removed from their leadership positions (superintendents and managers). The dismissal and the possibility of joining the PDVP aimed at adapting Cemig\u2019s organizational and cost structure; Basic Staff: Maintenance of a quantitative and qualitative in-house and outsourced staff by area, without compromising the quality of the services provided, in line with the business results (tariff coverage and personnel costs); Hiring of employees via public tenders, aimed at restoring the Company\u2019s staff, mainly in essentially technical areas. That measure aimed at maintaining operational safety of essential activities and also support corporate actions, so allowing for an ongoing search for an increase in productivity and operational efficiency; Strong involvement of senior leadership in the topic of health and safety at work, including the holding of online seminars (webinar) addressing technical, civil and criminal liability for occupational accidents for owners, managers and technical officers of partner companies; Adoption of a series of measures to safeguard the health and physical integrity of employees and other collaborators. The measures are detailed in item 5.7 of this report; Application, in February 2020, of the Engagement and Climate Survey, with the objective of learning the aspects that show bond, connection and engagement, in order to bring objectivity to themes that may interfere in the corporate climate. 61%\u00a0of the in-house employee staff participated, with a\u00a066.1% favorable opinion percentage and pointing out there are major points to be worked on to improve employees\u2019 perception. Launching of the cultural empowerment program, called Novas Energias (New Energies), which seeks to identify and promote a new culture that makes it possible to meet needs and obtain organizational results. Cultural mapping was carried out in July 2020, with participation of 49% of the in-house employee staff. In was possible to identify the Company\u2019s strengths and the main challenges and goals to be outlined in the coming years. Regarding the results of the Engagement and Climate Survey and culture mapping, one of the strengths identified is the employees\u2019 feeling of belonging. 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