Energy without limits · October | November 2010* 2010 Nº19

INTERVIEW ANTÓNIO GUTERRES"I am delighted withthe efforts of EDP”

EDP PROJECT IN ONE OF THE WORLD’SLARGEST REFUGEE CAMPS

DOW JONESSUSTAINABILITY

SPOTLIGHTAbout the restructuring ofEDP Business Solutions

Kakuma

Leadership on theSustainability Index

o n 3

editorial

o most folks, a light bulb is just a lamp; in Kakuma, a lampcan change a life. For people living in extreme poverty,who in the case of Kakuma have often been forcibly re-moved their land, the mere fact that there is light im-proves their life in terms of safety and disease, health, andeducation. And it gives them a reason to hope in the fu-ture and for the generations to come. This was the basisof a semicolon for over a year; it is what EDP brought toone of the largest refugee camps on the planet. Wechanged the world of thousands of people through a rev-olutionary pilot program, one that had never before been

field-tested. We did not just limit ourselves to putting up structures and simply fundinga project. We involved the population, shared ideas - we found the tools, and we grew.

We have put an end to a life in darkness. Students can study at night, women maywalk in the fields with a lower risk of being raped, the fields can be constantly irrigat-ed, and food can be cooked in ovens thanks to solar energy. All this has been made pos-sible by clean, renewable energy that uses some of the most innovative and sustain-able technologies in the world.

It is impossible not to be proud of these results. Two years ago, EDP was first listedon the Dow Jones Sustainability Index: this year, we climbed up a spot into first place.Can we go any further? Sure, we can. The "triple bottom line" - economy, environmentand society -- is what's essential, because it enables us to change even more. And in acompetitive market like that of power utilities, we must always remain one step ahead.And, on track.

Already EDP’s new campaign is a huge success. Our objective is to make the compa-ny's brand more "human" and take it closer to real people. We want to be spokesper-sons for the optimism that responsible sustainability promotes - the joys of living andsocial innovation and of ethics and transparency.

The timing could not be better. The project in Kakuma and our honored spot in firstplace on the Dow Jones Sustainability Index are just some examples of this simple, yetcompelling idea: More than energy, EDP is life!

We changed the world of thousands of people through arevolutionary pilot program.

More than energy,EDP is life

on

Paulo Campos CostaDirector of Brandingand CommunicationsT

On is a bimonthly publication

Owner EDP – Energias de Portugal, SAPraça Marquês de Pombal, 12, 1250-162 Lisboa Tel: 210 012 680 Fax: 210 012 910 gmc@edp.pt Director Paulo Campos Costa

Editor Peninsula Press Publishing SLRua dos Correeiros 120, 4 º esq, 1100-168 LisboaExecutive Director Stella Klauhs info@peninsula-press.com Editors Eduardo Marino (Editor), Joanna Perez (assistant editor)Art Marta Conceição, Andre Noivo and Nuno Teixeira Photography Hugo Gamboa, José Reis, Miguel Baltazar, Antony Njunguna, Adelino Oliveira, iStockphoto, SXC Proof-read Ana GodinhoEDP Coordination Margarida GlóriaFree distribution in Portugal – 23,000 copies; Spain – 2,000 copies; Brazil – 2,500 copies; America – 500 copiesHeska Industries Typographic Campo Raso, 2710-139 Sintra – Portugal. Tel. +351 21 929 89 58 (General) Fax +351923 89 51

Free registration with the ERC, under the law 8 / 6, Article 12 paragraph 1-a

4 o n

index October | November

EDP visited the Kakuma refugee camp, between September 7and 8, to present the results of a yearlong project. Follow whathappened in this issue

Energia sem limites · Outubro | Novembro* 2010 Nº19

ENTREVISTA ANTÓNIO GUTERRES“Estou muito satisfeito com o esforço da EDP”

PROJECTO EDP NUM DOS MAIORES CAMPOS DE REFUGIADOS DO MUNDO

DOW JONESSUSTAINABILITY

SPOTLIGHTSaiba tudo sobre areestruturação da EDPSoluções Comerciais

Já somos a empresa líder no Índice de Sustentabilidade

Refugees fromKakuma campwarmly welcomerepresentatives ofEDP. The project hasbeen an example forthe whole world

26

index

o n 5

6 forumWe asked team members at EDP about theirmain means of getting to and from theworkplace

7 the strings of the market8/15 culture edpEDP's Project Lince and Single Identity I'm+ program are profiled

16/18 market20/22 causesDentists of the Good is a new project makingheadway in Portugal, after real success in Brazil

24/25 innovation26/33 coverAn in-depth look at EDP's Kakuma Project,an initiative that will lead to new forms ofsustainable energy at a refugee camp

40/41 in discussionThe challenges of technology – and EDP’sinnovative response

42/45 our energyThe news that connect the productioncenters to their surrounding communities

64 spotlightVanda Martins, director of EDP Branch Spain / Project Sharedp

52

WORLD LEADER on the

Dow JonesSustainability

EDP achieved world leadership on the DowJones Sustainability Index in the utilitiessector: a first for a Portuguese company.Read on to learn what happened with thisunprecedented feat

Photo Essay: Summer festivals

Who's who? AntonioGuterres, United NationsHigh Commissioner for Refugees

36

Interview withManuela Silva andJoao MatosFernandes, of theadministrative boardof EDP CommercialSolutions

46

54

44%

37%

13%

0.5%0.4% 0.2%

0.9%

4%

forum*SHARING KNOWLEDGE • On asks

6 o n

• Motor Vehicle: 559 (44%)• Public transportation: 466 (37%)• On foot: 166 (13%)• Other: 51 (4%)• Bicycle: 12 (0.9%)• Electric Vehicle: 7 (0.5%)• Hybrid vehicle: 5 (0.4%)• Carpooling EDP*: 3 (0.2%)

TEAM MEMBERS MODE OF TRANSPORTEvery day transportation should get you, on time, to work and other commitments. But not everyone uses the same means of travel.The transportation sector is the largest contributor to Greenhouse Gas emissions, GHGs (especially CO2). And it's up to each of usto make small changes to turn around this situation. So we asked our team members how they make their way to work and homeagain each day, and they gave us the answers

WE ASKED OUR PEOPLE – BRAZIL, SPAIN AND PORTUGAL – VIA THE INTRANET AND GOT 1,269 ANSWERS

(*) Rides edp – This tool, available on the intranet in Portugal, wasdesigned to promote a more efficient management mobility. The RidesEDP is a site for sharing travel and itineraries, for the exclusive use ofour team members. To learn more click on http://boleias.edp.pt/

"I ride to work by bike since March2010 – and the speedometer on mybike tells me that I have peddledmore than 1,800 kilometers sincethen! I am an ambassador for Econnoscoand am always looking for a way to set the standard for my peers."BRAZIL

"The tool Rides edp, is not beingused to the fullest. It is a great ideathat all EDP team members shouldembrace. Sometimes I ask for aride, not always. There are times Ihave to go by train to Lisbon orCoimbra ... It is too bad we allcannot be more supportive and tryto create a world that is moresustainable." PORTUGAL

"It is important to work downtown inareas with very good access topublic transport as it is to

implement these best practices. InNaturgas the office is in the centerof Bilbao that has very easy accessto public transport or on foot." SPAIN

"Unfortunately we still use to manyvehicles powered by gas / diesel, but the need (if we do not change!)makes us think and invest in cleaner fuels (Hidro and electricity)." BRAZIL

"If we give up just 10% of luxuriesdaily, surely we would have a betterWORLD for the current generation,and for the ones that follow."PORTUGAL

"Tip: Learn the network of PublicTransport (CP, Metro and Carris)commonly used in the sense bestfares in order to save and know howto best use it." PORTUGAL

"Most times I will bike to work to keep me in good form and also to contribute to nature. A car in thegarage is less CO2 being releasedinto the air." BRAZIL

"The Rides edp seems to be a extremely useful tool and withenormous advantages. Besidespromoting the fraternization amongthe EDP staff, is an engine tochanging ideas- and it is cheaper and benefits the environment."PORTUGAL

"While fortunate to live in 50 yardswalk from my place of work, I stilldrive. Yes, I should be shamed, for the sake of my health and not just ..."PORTUGAL

"Using public transportation isconvenient, cheap, allows ussome while reading time, too. As

they say: 'take care ofenvironment'." PORTUGAL

"I chose to rent a house close to mywork, just to have the possibility of traveling on foot." PORTUGAL

"Due to the location of EDP inLisbon in the center of the city, allteam members should take aproactive stance. Using publictransport is the best option, withouta doubt, because I am user myselfand their efficient operation of thelines that pass thought the Marquêsde Pombal Square. It is also a goodway for us to exercise and break the routineof just 'sitting'. I leave a word ofencouragement: Do this foryourself, the environment and saythanks!"PORTUGAL

COMMENTS

EDP PORTUGAL July 1, 2010 to September 20, 2010

2.6

2.5

2.4

2.4 2.3

3.0 4.0

5.0

the strings of the market

o n 7

EDP BRAZILJuly 1, 2010 to September 20, 2010

EDP RENEWABLESJuly 1, 2010 to September 20, 2010

TARGET PRICE DATE

HSBC

Citigroup

BoA – Merrill Lynch

BES

Goldman Sachs

UBS

Nomura

BNP Paribas

N+1

BBVA

Morgan Stanley

Deutsche Bank

Millennium BCP

Financial analystsrecommendations

3.00

2.70

2.90

3.60

3.50

3.55

2.90

3.00

2.70

3.40

3.20

2.90

3.05

Over weight

Hold

Buy

Buy

Buy

Buy

Reduce

Outperform

Neutral

Outperform

Equal weight

Hold

Buy

27-09-2010

22-09-2010

02-09-2010

17-09-2010

8-09-2010

8-09-2010

06-09-2010

02-09-2010

01-09-2010

01-09-2010

12-08-2010

30-07-2010

20-07-2010

RECOMMENDATIONANALYST

Value in Euros

Value in Brazilian Reals

Value in Euros

34.0

35.0

36.0

37.0

8 o n

culture edpLince project: a new culture

The most efficient methods and the values that can serve as example

P art of Sharedp (one of five programs ofEDPWay), the Lince project is designedto implement uniform processes that are

integrated throughout the entire EDP Group.These processes are based on the best marketpractices supported by SAP standards (businessmanagement software) on a robust multi-geo-graphic SAP system architecture that is alignedwith the Group’s strategy for shared services. TheLince Project represents a fundamental step onEDP’s Evolution, from a International Group ofcompanies to true, strong and competitive mul-tinational. This way, the business supporting ED-P’s processes will be aligned with the Group’s bestpractices and be identical throughout our variouscompanies and the geographical areas they serve.

Such well-thought-out coordination across somany areas allows for higher levels of producti-vity and effectiveness – indispensable characte-ristics for a building and maintaining a relevantpresence in the global competitive market.This transformation is also positive for EDP’s

team members, who will see their skills streng-thened. Moreover, the standardization of proces-ses increases the mobility possibilities betweenthe Group's different businesses, opening a widerange of new personal and professional experien-ces to its team members. In its scope, the projectcovers the processes of the areas of Planning &Budget, Financial-Economic, and Human Re-sources, which were defined in June and July byapproximately 200 EDP team members from 16

business units and three countries (Spain, Portu-gal and the United States). This work demonstra-tes the Group’s true capacity to work together asa cohesive, global whole. The best market practi-ces and the practices of each company were usedby the participants, with the help of specializedconsultants, to define the processes which willnow be implemented, in a uniform way, at all thecompanies that belong to the Group, until 2012.We are facing a significant transformation in

culture at EDP Group – one that will place ourcompany on the same level as other large multi-nationals and provide our team members with allthe benefits of mobility and opportunities forpersonal and professional growth that only a glo-bal company can offer.

FOR EDP:• Processes and systems in line with the best practicesin the world;

• Increase of EDP’s competitiveness ever moredemanding global market;

• Strong, multinational culture.

FOR TEAM MEMBERS:• Work with processes and systems that are aligned withthe world's best practices;

• Greater possibility of mobility between different businessesand geographies inside the EDP Group;

• Development of personal and professional skills.

Lince benefits:

Currently, the process of access manage-ment consists of many iterations, most ofthem manual and system-oriented with norelationship to the typical organizationalfunctions. This complicates the adjustmentof the types of systems and information thatemployees have access to during their evo-lution inside the organization, accumulating'history trash'' that creates unusual situa-tions, including the Internal Control Systemfor Financial Reporting, or SCIRF.With the Unique Identity Project, the ma-nagement of accesses will be integratedinto a Identity Management platform (IAM),that will interact with the various systems,translating organizational functions into

the proper technical ones for each system. There will be a shift from a vision of asystem to a vision that is aimed at an indi-vidual person and based on organizationaltasks. An Organizational Task is the logicalgrouping of system tasks or other organiza-tional functions. It represents a task perfor-med by a group of people inside an organiza-tion that have the same responsibilities orwho are linked together by geographical lo-cation or another organizational element.Besides the sorting by organizational func-tions, the platform will be integrated withEDP's human resources system (SAP HR). Itwill set alerts and/or creat and eliminate au-tomatically accesses in situations such as

when an employee is hired by the Group,changes company/geography within EDP, orleaves the Group permanently.Given its extent and complexity, this projectis developed in several phases spread thrutime and is expected that the production en-tries are done in three waves: by the end ofOctober 2010, Late December 2010 and bythe end March 2011.

o n 9

DSI promotes an Integrated Access Management The Unique Identity Project is one of the pieces that make up the EDP Group’sStrategic Plan for Information Security. The project aims to provide a platform thatautomates and simplifies the assignment, modification and removal of employees’access to the different computer applications of EDP.

"Faster access to information systems, a means of cutting through complexity, and more controlover the granting of access to critical information are the goals of the Unique Identity Project." Vergílio Rocha, ISD Corporate Director

o n 9

edp culture

António MexiaHighlighted Economico.pt readers were asked to choo-se which CEOs from the PSI 20 publicly lis-ted companies most stood out during 2009.Polls were held between December 15 andJanuary 15, and António Mexia got the mostvotes. EDP's CEO received more than18,000 votes in all the poll categories: lea-dership, vision/strategy; social responsibi-lity; communication; energy/dynamic andresults.

The awards ceremony was held at a mee-ting that took place at the end of July withthe top 50 students in economics and ma-nagement from Portuguese universities.This initiative of Diário Económico and Hei-drick & Struggles focused on how EDP’sCEO followed his career, the secrets of hissuccess and what he considers to have beenthe most important reasons for his being re-cognized with this honor.

access request

End users Owner of supportingprocesses

1

register request 2

ITG

IAM

DB AccessesManagement

Service Desk

notify3 approves request

resource’s owner

resource’s technician resource

4

task tocarry outthe request

5 performrequest8

consult accessregistration7

registeraccess

6

Service Desk

Accessrequest

1 accessregistration

physicalresources

accessprovision

(automated)

resource’s owner

non-physicalresources

2

notify3 approvesrequest

4

accessrequest

5

EXISTING PROCESS NEW PROCESS

10 o n

cultura edp

New system streamlines commercial activity

Due to current market dynamics, soft-ware manufacturers must be mindfulof their applications’ response to

their client’s new requirements. SAP is no ex-ception. As a result of the evolution of the SAPISU (Commercial System) versions, DSI star-ted the SEP System Upgrade (System for theRegulated Market) this February, using the la-test version available from SAP. This updatedversion is intended to prepare the way for thesystem evolution to ensure broader, more ap-propriate support to EDP's business teams. Asa technical upgrade, it guarantees that EDPhas a system with strong potential to grow insupporting new business processes while fo-llowing the best practices that exist in the IT(Information Technologies) market. Given that this system is crucial in suppor-

ting EDP’s commercial activity in the regula-ted electricity market, a very broad internaland external team was involved to ensure thesuccess of this project. Its implementationwas the responsibility of Logica, a long-timepartner in the area of information systems,plus teams from the Projects, ApplicationMaintenance, Data Processing Center areas,among others.This project was a pilot study in the area of

Acceptance Test Certification, in which Nova-base was a partner. It guaranteed a higher flui-dity and simplification of the testing process,

Numerous spots and one single network to link them.If your computer laptop is already within the "EDPsphere" and recognizes the network wirelessON, it ispossible to be connected to the internal network atEDP's offices, with no cables needed. This global, fastand safe form of access is now available in Portugal(and in the future will be available in EDP's other geo-graphic locations) and does not require any type ofconfiguration or software installation. If your laptop

recognizes it, wirelessON will become automati-cally connected. WirelessON was designed for pla-ces where there is a need to be connected to EDP'sinternal network without requiring physical con-nection spots that deliver better-quality access butlimit mobility. Given that it is a limited-use network(which at the same time enhances mobility) thecontenders for this type of service include meetingrooms and auditoriums.

and created a repository of reusable scenariosfor identical processes.ISD (Information Systems Department se-

cured the management of the project and pro-vided an essential support to the business te-am through its functional analysts, who vali-dated and tested the system. Finally, an exten-sive team composed of "process owners" and"key users of business solutions," along withthe various business areas with which theyinteract, were vital to the entire validationprocess of the new version of the SEP applica-tion. EDP can already count on a system with

high potential for growth in terms of provi-ding support to new business processes.

EDP can already count on a system with high develop-ment potential in terms ofsupport to the new businessprocesses.

The Information SystemsDepartment started theupgrade to the regulatedmarkets system, an area thatis crucial in supporting EDP'scommercial activity.

connect to the wireless network

o n 11

Integrated within the project Lean IIfrom the EDP Way Office Program, threenew Lean Commercial Solutions teamswere launched. They address workorganization, rebilling and undeliverablemail, representing another contributionto creating customer value.The team members’ maturity, depth of

analysis depth and knowledge of themethodology facilitates the naturaladherence and integration of the Leanmethod in the organization’s daily life.Examples of the greater maturity of theproject include the creation of twodepartmental initiative teams (ReadingOccurrences and Forced Readings); the

innovative way that team leaders havedeveloped and defined work targets;and the "work organization" methodused to approach employees’ everydayproblems. With this important step,EDP Commercial Systems is becomingincreasingly closer to the motto: "TheLean is part of our DNA."

edp culture

More Lean on the Commercial Solutions

SCIRF Auto-certification in Portugal

The auto-certification of SCIRF’s (InternalControl System of Finance Report) processesand controls, which was launched in Portu-gal during the first few months of 2010, wasan essential milestone in the consolidation ofbusiness units within the Group and in thequality of the financial information made

available to stakeholders. The 314 certifica-tes received at DAI Corporativa clearly showthe dimension that SCIRF has in Portugal. Inthe near future, EDP intends to extend andapply this procedure to the remaining com-panies that are covered by SCIRF, namelyEDP Renováveis, Naturgas and Brazil.

"Our People are our greatest source of energy”.This EDP Group maxim is a guiding principleof the i’m + edp project – one of five extensionsof the EDP Way program – which aims to en-hance team members’ performance as a sour-ce of competitive advantage for the company.i’m + edp combines four strategic concepts forthe Group, namely social sustainability, mo-bility, attractiveness and communication/mo-bilization. The project is based on a set of ac-tions designed to increase team member mo-bility and the development of conditions thatfacilitate their internal mobility within EDP’s

different companies and the various geogra-phical locations in which the Group operates.The involvement of the Human Resources De-partment in the company’s various projectsis a key strategy, and communication appearsto be one of its centerpieces. EDP needs to bo-ost, integrate, exchange ideas and make its go-als and vision clear to the entire Group. It isimportant that we show the best that has be-en done throughout EDP so that all the mem-bers of our community can feel that they ownand have won each successful action theGroup has taken.

12 o n

Edp culture edp way

“ i’m + edp Achievements”reveal team members’ dynamics

THE ART OF GETTING THINGS DONE

Given the importance of consolidating businesses, creating value and increase theimplementation of the new cycle envisaged by the 2009-2012 Strategic Plan, EDP launched theEDP Way, in which i’m + edp is included. Learn more about this project that is included in thenew Human Resources management model, and has twenty major themes

“The i’m + edp achievements show theeffort that EDP has invested in termsof execution in the different are as inwhich the HRD’s competence centers,in collaboration with all the HumanResources teams of the EDP Group,work daily and are symptomatic of theway EDP wants to follow"

Maria João MartinsResponsible for the i’m + edp Project

Communicationand Mobilization

The communication and mobilization of EDP’steam members is one of the major strategicobjectives for the 2009-12 cycle. In an attemptto have team members take ownership of thecompany’s messages, a timetable was prepa-red for the communications activities of Hu-man Resources. Worth emphasizing is the le-arning map activity 'i’m + edp,' which aims tobring a new wave of mobilization while promo-ting the alignment of all team membersaround the strategic pillars of the Group. In ad-dition, this initiative strives to facilitate the ab-sorption of the organizational culture and va-lues that are essential to the success of a newcycle. The effort included team members fromall of EDP’s companies in Portugal, Spain andthe United States, and more than 1,500 map-learning sessions were completed with thesupport of about 250 energizers.

o n 13

Edp culture edp way

Value ExperienceWe need yourknowledge

i’m + edpLearning Maps

EDP TEAMOur people are our greatestsource of energy!

Social ReportEvidence for Dow Jones...

EDPessoaLeveraging HR processes,standardizing and maintaining diversity

Climate ManagementListen to do better!!

v

v

v

v

v

v

14 o n

Edp culture edp way

Gain potential tostrengthen the EDPteam and guarantee

the future!

v

SMSLearn More About... v

Center of New OpportunitiesCertify to motivate and grow

vRoutes with EnergyShow Who We Are andWhat We Do

v

Decision Making

v

Mobility

To promote knowledge and experience sha-ring throughout the EDP Group, EDP assumesthat functional and geographic mobility insidethe Group should be promoted and encoura-ged as one of its top priorities. At this stage,EDP is considering various programs that pro-mote several types and formats of mobility. Thegoal is to foster the exchange of knowledgeand cultural wealth, create synergies, and po-sition EDP as a multinational company. Wemust gain potential to strengthen the EDP te-am and guarantee our future!

Edp culture edp way

o n 15

Succession Management...Preparing Future Leaders

v

Internal and Interna-tional MobilityEnergy for new skills

v

RHD Governance ModelProximitySimplificationSynergyDialogue

v

EDP’s Leader's GuideGuide to lead!

v

Training Plan and Rulesof Advanced TrainingDevelop towardscompetitiveness

v

Attractiveness

As part of its recruitment and selection policy, the EDP Group con-siders it essential to position its market image as a first-choiceemployer. In this sense, the recruitment program "ON TOP – EDP”was developed to capture the attention of young people within theacademic world who demonstrate a strong potential for growthwithin the Group. This commitment to attracting the best and thebrightest is essential to the future development of EDP.

market

16 o n

EDP Businesses

T he EDP Group's consolidated EBITDAincreased 14 percent (+ € 220M) to 1,831million euros in the first semester of this

year – a value driven by the operations of EDPin Brazil (+ € 105M), by the activity of EDP Re-novaveis (+ € 72M) and by the regulated net-works (+ € 55M). According to CEO AntónioMexia, "The strong growth in results can be at-tributed, once again, to the efficiency ratio."And Mexia added: "If we see the OPEX overgross margin, we achieved a value that wentfrom 28 percent to 27 percent since last year,which is the best index level in the industry, es-pecially in the Iberian market."

As for the EBITDA (operating cashflow) theCEO made a historical analysis of the last fiveyears: "We verify an 89 percent growth of thecompany’s operating results in five years, forwhich 55 percent comes from its business out-side Portugal." Concerning the liquidity level(4,200 million euros), Mexia considers thatamount sufficient enough to ensure that all pro-jects will continue until next year. Both theGroup's EBITDA and net profits were abovethe analysts' estimates of 1,803 million eurosand 526 million euros, respectively.

These were the words of CEO António Mexia at the presentation of the Group first quarter’s results,which took place on July 29. EDP experienced a 19 percent growth in profit supported by companyinternalization activities

“The best quarter ever”

Group’s EBITDA evolution 1ST SEMESTER 2010(VALUES IN MILLION

EUROS)

1ST SEMESTER 2009(VALUES IN MILLION

EUROS)

648.6

23.5

270.8

330.4

121.9

235.9

1,610.5

Iberian Generation

Iberian Commercialization

EDP Renováveis

Iberian Distribution

Iberian Gas

Energias do Brasil

EDP Group

669.6

1.5

342.9

353.2

142.3

341.2

1,830.8

BUSINESS AREAS

+ 19% net profit

14% increase in operating results

12%, yearly EBITDA growth since 2005

EBITDA (operating cashflow) 1,831 million euros

Liquidity Level of 4.2 mil billion euros

Net Debt of 16.1 mil billion euros

Market

o n 17

EDP stores with a new lookIn the second quarter of 2009, theEnergy Services Regulatory Authority(ERSE) had given EDP a set of recom-mendations. EDP complied and todayits stores have a new look. Its networkof stores adds value to the EDP Groupbecause of the inherent synergies thatcome from providing, in the same com-mercial platform, live customer servi-ce for the several companies that com-

prise the Group, whether they be rela-ted to electricity or gas, or from the re-gulated or deregulated segment. To de-monstrate even more the significanceof market deregulation, EDP followedthe recommendations given by ERSE inall its stores in the country. How? Usingthe EDP brand as its base, the Groupunveiled an image differentiation thatunequivocally conveys to its clients that

they can take care of all the matters wi-thin the scope of EDP Distribution, EDPUniversal Service, EDP Comercial andEDP Gás.With the new layout, the image differen-tiation is immediately noticeable, notonly in the store directories but also inthe brochures organizing spaces thatpresent specific content and graphicsfor each company.

Telecom, a telecommunications company that belongs to the El Cor-te Ingles retail group, and HC Energía began selling electricity, gasand other value-added service. The initiative is already functioningthroughout Spain, at 17 shops located in Leon, Burgos, Valladolid,La Rioja, Navarra and Valencia. "A new formula for business expan-sion, an pilot experience, the first one in Spain with these characte-ristics" – this is how the Spanish press described the agreement bet-ween the network of services, telecommunications and energy sto-res from El Corte Inglés (Telecor) and the HC Energía, through whichcustomers can sign up for electricity, gas and energy services.

Customers are able to perform all sorts of commercial accountmanagement at these stores: change personal information, in-cluding direct debit data; subscribe for electronic invoicing; signup for supply services; change tariff rates power capacity; orsimply complain.Oriented toward domestic clients and small businesses depen-dent on Formula Gas Electricity and services, this initiative is oneway for HC Energía to establish a new, more accessible saleschannel that brings it closer to customers and carries EDP's of-fer to millions of homes in Spain!

Spain: energy can already bepurchased at the supermarket

Market

18 o n

Service to increase voltage levels

Neoplastic SA, a company that produces plastic film for thefood sector, decided to focus on a new production unit inPortugal, in the northern town of Santo Tirso, following thesuccess of its factories in Virte (Netherlands), Porriño (Spain),and Chamistães, also located in the Santo Tirso area. EDP Corporate was consulted regarding the aspect of sellingenergy in the open market, and through EDP Services, and itscomplementary offer of energy services, several areas of theproject were accompanied. In addition to the energy serviceto Increase the Voltage Level, the work provided also includedthe disassembly, transportation and reassembly of industrialequipment, with the help of more than 30 trucks that camefrom the Netherlands and 15 more from Spain. The project, representing an investment of about 1.5 millioneuros, consisted of the supply and installation of a 10MVAsubstation with its control panel, and a 60kV overhead linewith approximately 6-kilometer extension, in order to allowthe plant to obtain electricity at a 60KV/15KV voltage. It is notable that the payback period on the investment wasabout 3.5 years, and Neoplastic was able, through theimplementation of this project, to save about 300,000 eurosper year.

Pingo Doce wants to save With the integration of the Plus stores in the grocery/retailchain Pingo Doce, from the Jerónimo Martins group, theaccount manager of EDP Corporate identified the need toincrease the voltage level in 70 stores. The Plus chain had 77stores, of which seven had their own transformation stations,and the remaining 70 were supplied with low tension (LT). Theobjective was to increase the voltage level supplied to thepremises with low tension and increase the voltage on theremaining ones. The change in the tariffs, and the estimated savings thatwould result from it, was the main reason for this operation.Most of all the newly acquired stores passed from a lowtension level to a medium one (MT), with 250 kVA, andtransformation stations with embedded sectioning Post wereinstalled for that purpose.The adjudications began in 2008, and the volume of workalready awarded exceeds 3.2 million euros, in relation to the52 supermarket facilities that used to belong to PLUS chain.This phase is expected to be concluded by to be concluded bythe end of 2010. With this solution, the new Pingo Doce stores were able to, at the current rates, achieve 20-25 percent of annual savings(approximately 1.7 million euros per year). It is estimated thatthe entire investment of 4 million euros will be recovered inabout 2.5 years.

Neoplastic: concentratingproduction in Portugal

T he level of voltage delivered to a cus-tomer is not always the most appro-priate one. For that reason, the initia-

tive Increase the Voltage Level, provided byEDP Services, not only allows the quality ofservice to be improved but also reduces thecosts of electricity supply. This service is par-ticularly advantageous for customers who,due to the growth of its production, have in-

creased their energy consumption but keptthe voltage they were provided initially. Thisway, customers can install the voltage levelthat better suits their consumption and thusbenefit from a more competitive rate.Thus, the main advantages of this service are:• Improve quality of service quality throughan increase in the level of voltage delivered;• Reduce energy costs due to lessened use

of the access tariff to the distribution net-works;• A single "turn-key” service provider.The solutions for increased voltage can becarried out on new consumption points orfor any customer that wishes to move fromlow tension (LT) to medium tension (MT)or from medium tension (MT) to high ten-sion (HT).

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edpcausesEDP Foundation brings “Dentista do Bem”

Economic ability and social commitment

O ral disease such as tooth decay, gingi-vitis and other problems are a majorconcern in the area of public health.

Statistics indicate that 90 percent of the Por-tuguese population has oral health issues.Approximately 60 percent of young people14 years old or younger have never been tothe dentist. And at 12 years of age, young pe-ople have in average 50 percent of their te-eth already in need of repair, presenting withserious dental problems and demonstratingsymptoms of infection, pain or tenderness...

Aware of this challenge, the EDP Founda-tion launched in June, to Lisbon's Museumof Electricity, the project Dentista do Bem,in conjunction which derives its name fromthe nonprofit Turma do Bem, which wasfounded by the Brazilian dentist Fabio Biban-cos. This initiative (which has been sponso-red by EDP Brazil since 2008), already hasmore than 7,500 dentists in Brazil, Argenti-

na, Chile, Paraguay, Bolivia, Peru, Ecuador,Colombia, Venezuela and Mexico. In Portu-gal, the project now has more than 120 den-tists onboard..

In 2010, these Dentistas do Bem will con-sult with more than 15,000 children aroundthe world. The selection will take place inschools and via the Third Sector projects(formed by organizations created by citizens’initiative with the aim of providing nonpro-fit services to the public), using a scale thatgives priority to the children with the mostsevere problems, the oldest and those whocannot afford to pay for care. The service is

free, and every dentist is responsible for hisor her patient until the beneficiary turns 18years old. More than an oral health project,Dentista do Bem has a significant impact onthe socio-economic well-being of communi-ties and transforms thousands of lives – notonly those of the children and their familiesbut also of the volunteer dentists who are va-lued and recognized by the entire society.And everyone can help: at your next consul-tation, talk with your dentist about Dentistado Bem. He can also be inspired to improvethe lives of many kids!

At Dentista do Bem, the service isfree and each dentist is responsiblefor his or her patient until age 18

Murilo Casagrande, Turma do Bem Portugal

Avenida Brasília - Central Tejo, 1300-598 - Lisboa

Tel: + 351 21 002 8125, Tm: + 351 92 620 8751

www.turmadobem.org.br

More information:

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The EDP Foundation has extended theOrchestra Generation Project toAmarante. On June 26, EDP handed thefirst musical instruments (10 violins, fourviolas d'arc, four cellos and two basses)to 20 young musicians from this town.The youngsters, who are between 10 and12 years of age, attend the Amadeo deSouza-Cardoso group of schools. Theybegan rehearsing May 15 in order tosurprise the audience with a small show.The "Generation Orchestra" is a project ofsocial inclusion that brings togetherchildren from disadvantaged social stratausing their predilection for music. Theidea is inspired by a model that has beenin place in Venezuela for some 38 years,

and that has completely transformed thelives of thousands of children: throughthe program, students with a history ofpoor performance at school areencouraged to develop positive valuessuch as discipline, punctuality,persistence and teamwork, amongothers. In Portugal, the project started in2007 with initiatives at Casal da Boba inAmadora, and has been extended to otherlocations. Foundation EDP, CalousteGulbenkian Foundation; Ministry ofEducation, School of Music of theConvervatório Nacional and localgovernments in the cities involved havebeen the main drivers and supporters ofthe program’s implementation.

Orchestra’s Generation in Amarante

Environmental Best Practices GuideEDP Gas edited the Environmental Best Practices Guide, a tool aimed at everyoneworking in the company or on its behalf, which seeks to ensure the propermanagement of the environmental aspects associated with the company’s activity.Structured into four areas: consumption management, waste, discharges andemissions, and the impact of activities in the services provided - this guide presentsthe rules, management techniques and working methods used to control theenterprise’s impact on the environment. The Environmental Best Practices Guidebecomes then a training tool and instrument for environmental awareness.

This year’s edition of Porto Bike hada big idea: a race totally dedicatedto kids, from 4 to 11 years old. TheEDP Gas Kids Bike Tour was held inthe seaside of city Matosinhos, onthe day before the main event, andwas attended by 200 children. In thespirit of social inclusion, most of theparticipants were from public socialinstitutions: Obra do Frei Gil, Porto;Cáritas, Braga; the Social Servicesdivision of the Viana do CasteloTown Hall. These children had theopportunity to experience adifferent day, receiving all thematerial used in the race, includingthe bicycle. The group ofparticipants also included thechildren of EDP Gas team members.

200 Childrenon the Bike Tour

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On June 15 EDP Renováveis (EDPR)celebrated another Wind Day, which thisyear was marked by the visit of a group ofstudents from the Down SyndromeFoundation of Madrid to one of its windfarms. In continuing a relationshipbetween the foundation and EDPR thathas been established via other activities,more than 20 students from thefoundation visited Altos de Voltoya andwere able to explore the inside of one of

the 80 turbines, about 1,500 meters high,that belong to this wind farm. On theirtour, the students learned how the windis turned into energy that reaches ourhomes daily. EDPR wanted to show thechildren and their caretakers how itswind farms work and the benefits theybring to the environment and to theproduction of clean energy. Besides theeducational component, the initiativeprovided an excellent opportunity to

promote social integration and outreachto the community.Wind Day is a partnership between theEuropean Union Wind Energy Association(EWEA) and the Spanish Wind EnergyAssociation (AEE), which was establishedto create opportunities for every citizen todiscover, in detail, renewable wind energyand its benefits as well as to supportinitiatives that give voice to the debate onrenewable energy.

Down Syndrome Foundation of Madrid visits wind farm

In June the Race Festas da Cidade (City Fes-tivals) brought a crowd together in Porto,with sponsorship from EDP Gas. The main at-traction at this sporting event is the 15-kilo-meter race, in which top national and inter-national athletes participate. The festival al-so includes a 5-kilometer walk oriented to-ward families and a EDP Gas mini championsrace for the youngest participants.In this year’s festival, EDP Gas participatedwith the motto “Walking is 100% natural”,launching it in tandem with the clean energyof its 100 percent natural gas, which it sellsand distributes.In accordance with EDP’s strategic pillars andmission of social responsibility, a percenta-

ge of revenue (0.50 cents/euro per registra-tion) from the sale of its natural gas will bedonated to groups benefitting disadvantagedyouth, the elderly, and the disabled. EDP Gas joined Ajudaris and the Metropoli-tan Ombudsman of Citizens With Disabilities(Provedoria Metropolitano dos Cidadãos comDeficiência) in this initiative, which aims tocelebrate the “Year for Combating Povertyand Social Exclusion.” The Festas da CidadeRace takes place in Porto every year in ho-nor of St. João, the patron saint of the city,and each time mobilizes about 10,000 parti-cipants. This race has been sponsored by theEDP Group for 11 years and associated withthe EDP Gas brand since 2008.

EDP Gas supports race in Porto

edp is morethan energy,it’s life

www.edp.pt

EDP is part of people’s life. Over 20 million people in 12 countries make our energy their own,

at home, at work, at school, everywhere. This is why we continue to invest in development and technology,

in minimizing the environmental impact of our operations and, above all, in initiatives that preserve the

environment, that preserve life. For all this we can say that EDP is more than energy, it’s life.

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Innovation *Within the SmartGrids context, there are several ongoingEuropean projects co-financed by the European Commission.One of them, the OpenNode, counts on the participation of EDP

Community project OpenNodeEDP participates in the OpenNode community project (Open Archi-tecture for Secondary Nodes of the Electricity SmartGrid), co-finan-ced by the European Commission as part of the FP7 (Seventh Fra-mework Program), which aims to study and develop nodes of smartnetworks to be installed in transformer stations, according to theopen and standardized future specifications.The project involves funding of approximately 2.5 million euros, with250,000 euros earmarked for the work to be developed by EDP In-novation, in collaboration with EDP Distribution. This project star-ted in January 2010 and is expected to last 30 months.

The OpenNode connects two main aspects of the future SmartGrids.On one hand, it takes into account communications with the client’smeters, regardless of the manufacturer, monitoring the following:• Energy consumption and quality of service reports;• Service failures;• Remote operation of the smart meters;• Remote management of contracts (power, rates, etc.).On the other hand, the meters infrastructure follows the automationof the distribution network, according to the SmartGrids paradigm.A consortium of nine companies runs the OpenNode.

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Innovat ion

Smart Energy MeetingEDP Innovation sponsored and jointlyorganized the first event "SmartEnergy Brainstorms " in partnershipwith Carnegie Mellon University’s andMassachusetts Institute ofTechnology’s (MIT) programs inPortugal. The June 15th meeting wasthe first of seven events dedicated tothe new challenges related to "smartenergy” grids. The initiative, whichtook place at the Macau Science andCulture Center, addressed the topic of"R&D for the Future of Smart EnergyGrids: Fostering Pilot Experiences inPortugal," correlating the debate withthe InovGrid and Mobi-E projects.The session included four"brainstorms" on the followingthemes: learning from pilotexperiences of smart grids inPortugal; key technological challenges

with smart grids; consumerinteraction, public policies andinteraction with other services andtechnologies; and research needs.António Vidigal opened the session bypresenting the EDP Group’sperspective on the main challengesfacing the electricity sector in terms ofsmart networks and the initiativesalready taking place in Portugal.Following the session was a debate oneach of the topics under discussion. Inaddition, the all the other participantspresented their projects andperspectives on this new technologicalarea. Those present participatedactively, allowing some key points tobe identified and discussed at depth,which will ultimately lead to thesuccessful development of SmartGridsin Portugal.

v

EWEBREPORT @EQUALS EFFICIENCYThe EWebReport @ resourcemanagement system, provided by EDPServices, promotes energy efficiency atthe premises of EDP customers, thuscontributing to a drastic reduction incosts. The EWebReport @ combinesmodern communication technologieswith personalized service, which istargeted to meet the specific needs of itscustomers. An EDP hub locally collectsthe total and partial consumptionamounts of electricity, water and gasand sends those in real time via GPRS toa database that that can accessedanywhere via the Web. The servicegenerates a series of reports thatbecome accessible to the client and canbe sent via e-mail under certainconditions, providing a permanentinteraction between the client and EDPvia a dedicated portal, automatic e-mailalerts or preconfigured reports, andregular visits from energy managers,who can help to identify equipment orprocedure inefficiencies.

EDP Innovation launched another unique initiative — the "Week WithInnovation." With this project, which combines the mobility and in-ternal communication of knowledge-sharing, EDP intends to strengt-hen the interaction between its companies and contribute to the pro-motion of innovation inside the Group.Through this program, EDP Innovation invites internal communica-tions departments from the other companies of the Group to spenda week at their premises and share their day-to-day activities. In thisway, EDP Innovation intends to make itself better known within the

Group, to share what it does and to establish connections for futurejoint activities. The first "Week With Innovation" was held in June, withthe participation of EDP Comercial/ EDP Services. Isabel Botelho,head of internal communications for the company, accepted the chal-lenge and moved to the headquarters of EDP Inovação for a week.Also, in June, EDP Value took its turn, with Gonçalo Carvalhas fromInternal Communications participating in a similar program. This ini-tiative is expected to end in November. Until then, several colleagueswill have the opportunity to participate in different workweeks.

Week in Innovation

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EDP has teamed up with (UNHCR U.N. High Commissionerfor Refugees) to bring renewable energy and sustainableenvironmental solutions to the Kakuma refugee camp in a groundbreaking project of this kind.

KakumaA light of hope

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L iving in Kakuma as a refugee is atough experience, not only becauseof the sandstorms, high tempera-

tures, snakes, spiders and scorpions thatdevastate the territory. Malnutrition, com-municable disease outbreaks and malariaare the greatest challenges. And, aid to thepopulation has been decreasing due to con-flicts that exist in other areas of the world.Many of the refugees still hope to leaveKakuma to restart their lives in Europe orthe United States. In fact, Kakuma is theSwahili word for "nowhere," epitomizingthe seclusion of the area. The camp openedin 1992 and today serves more than 70,000refugees who fled wars in neighboring coun-

tries. The camp is a small town of reed-roofed huts, tents and mud houses. Livingin the camp feels like being under arrest andexiled. Once admitted, refugees do not havethe freedom to move around the country.They are required to obtain “Movement”passes from the UN High Commissioner forRefugees (UNHCR) and Kenyan govern-ment. They cannot seek education or em-ployment outside the complex. Inside thissmall city, located at the edge of the desert,hope is giving way to resignation. Refugeesare, after all, living a kind of hostage life. It was because of this scenario that EDP

decided to team up with UNHCR to bringrenewable energy and sustainable environ-

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mental solutions to the Kakuma refugeecamp. This groundbreaking project was an-nounced during the fifth annual Clinton Glob-al Initiative that took place in New York inSeptember 2009. It is a simple idea that willrevolutionize the lives of more than 50,000people.This pilot project aims to develop a stan-

dardized set of environmentally sustainableand renewable energy solutions, which willincrease access to renewable energy, build lo-cal capacity and encourage social entrepre-neurship in Kakuma. EDP and UNHCR ex-pect to be able to stimulate new economic ac-tivities at the camp, through this pilot proj-ect, with the greater objective of replicatingit in other refugee camps and remote ruralcommunities around the world. If it becomessuccessful and scalable, EDP intends to assistin breaking the poverty cycles and fosteringthe sustainable development of communities,

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Pedro Paes "The pilot phase of the project, which isnow complete, is just a "seed", a smallcontribution to change the refugees’ livingconditions. EDP’s approach has been tobuild the project ‘with’ and not ‘for’ therefugees. Through its work at Kakuma, thecompany hopes precisely to ensure thelong-term sustainability of the solutions, while promoting local capabilities andsocial entrepreneurship."

Sérgio Figueiredo "It is impossible, even through images, toshow emotions, and how it feelstouching people's lives. This issomething that we, obviously, have theobligation to be the spokesman withinour company to show our colleagues thework of EDP in the life of this camp. Ourcompany is about precisely that - peopleemotions - because that is where truebusiness lies also".

Guilherme Collares Pereira "The presence of the High Commissioner,António Guterres, and our company’s CEO,António Mexia, as well the other guests,confirmed the success of the initiative andthe completion of the first transformationphase of the lives of tens of thousands ofrefugees. Responding to the refugees’cause in a truly innovative way can only beachieved in a company like ours,commanded by people with vision and thecourage to take risks."

João Maciel "The most important thing is that we'teach how to fish' and we do not give the'fish' away. All projects were developedwith full local involvement. Today we have,for example, 'solar engineers' thatguarantee the installation, managementand maintenance of the photovoltaic powersystems. This decreases the socialexclusion, one of the major problems thatthese people face, and guarantees thesustainability of the entire approach and ofthe developed solutions. And, in about ayear, the vision and plans have beenturned into reality. And already today thereexists EDP energy that brings more life tothe Kakuma refugee camp. They live ourenergy!"

empowering vulnerable populations and cov-ering their basic energy needs.“This whole issue of responsibility cannotbe simply talk - it has to be material and,

consequently, has to translate into action andnot just into a work of tranquil conscience,”mentioned António Mexia, EDP chief execu-tive officer (CEO), during his visit to theKakuma refugee camp. “The project we’ve launched has the ener-

gy sector at its heart, but it also addresses is-sues of health, education, food, agricultureand more. We saw here today, firsthand, howthese aspects of our project have the powerto change the lives of 70,000 people.”By October 2010, about 47 kilowatts (kW)

of wind power and photovoltaic solar systems,with more than 1,500 low-energy light bulbs,will be installed in 12 buildings. The metalsupport structures and the technical basis forelectronic equipment were built locally.

• 30 solar ovens.• 4,000 solar lanterns (given to studentsfrom about 20 local schools).

• Installation of 31 solar street lamps.• Installation of three pumping systemsfor small agricultural and reforestationfarms .

• Technical training provided to about100 refugees.

• Monitoring and evaluation of the entirepilot project with the help of twospecialized external partners.

• Detailed study of the costs incurred by refugees and local (host) communitywith energy consumption.

Kakuma Project

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About 30 high-quality solar ovens weredistributed, and a training session on its usehas been given. In addition, 4,500 solarlanterns are being distributed to studentsfrom 20 schools". Moreover, 31 public solar lighting poles and

three solar pumping water systems for house-hold agriculture and reforestation are beinginstalled. All of these activities were comple-mented with technical training sessions toabout 100 refugees, which were enthusiasti-cally received.“I want to express my great appreciation

for the solidarity "shown by EDP," said U.N.High Commissioner for Refugees AntónioGuterres, during his visit to the Kakumacamp. “ This partnership with the private sec-tor, with EDP in this case, is an essential stim-ulus to make us, UNHCR, get out of the rou-tine and to introduce extremely innovativeways of using energy – energy that is fullygreen and benefits the welfare of highly dis-advantaged populations, enabling them tobuild the capacity to face these challenges ofdevelopment.”Thanks to the merits and innovative na-

ture of this project, EDP has become an offi-cial partner of the "Sustainable Energy Eu-rope Campaign" and has been selected for the"Sustainable Energy Europe Awards Compe-tition 2011".“EDP is a global company; if it weren’t, we

wouldn’t be here today [Kakuma]. We are thelargest investor in Portugal and the largestPortuguese investor abroad,” concluded Mex-ia. As Portugal’s biggest multinational com-pany, we are in more than 12 countries. “Ourambitions are global and so are our responsi-bilities.”

Thanks to the merits and innovative nature of this project,EDP has become an official partner of the "SustainableEnergy Europe Campaign" and has been selected for the"Sustainable Energy Europe Awards Competition 2011"

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“As a global company today, EDP also bears a global responsibility. We are here, in one of the areasof the world suffering most from climate change, trying to contribute so that people who did nothave opportunies we’ve had can have a different, better life going forward.”

ANTÓNIO MEXIA

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Polataka Primary School Hospital for RefugeesOur Lady SchoolCentral servicesCity of KakumaUNHCR officeLodwar-Lokichogio Road

Projectsunder way

Light forthe Future

RenewableEnergy tosupply water

Lighting forall students Social enterprise

Waterpurifier

Domesticagriculture

Sustainableenvironment

Lighting for familieson the streets

Sustainable energyfor building (schools,hospital, offices)

Solar-poweredovens

Efficient lightingin buildings

The refugee camp in Kakuma is located 1,000 kilometers from Nairobi, Kenya. It is one of the largest refugee camps in East Africaand is administered by the United Nations. A temporary refugee camp for about 20 years, Kakuma is located near the borders ofSudan and Uganda and receives people from Burundi, Congo, Ethiopia, Rwanda and Somalia.

Our challenge to customersEDP wants to invite all its customers in Portugal, Spainand Brazil to participate voluntarily in a fundraisingcampaign to support refugee camps. This initiative wasannounced by CEO António Mexia at a press conferenceduring the Clinton Global Initiative in New York. Thechallenge seeks to involve partners and EDP’scustomers who want to voluntarily provide better livingconditions to the thousands of refugees that live today inextreme poverty. "We want to multiply this effect through our partnersand our customers. We are launching a challenge sothat, with symbolic funding, around 4 euros per year, or30 cents per month, we can obtain more funds tointervene in the refugees camps," said Mexia.The details of this initiative are still being finalized, asEDP must await the response of the respective entitieshandling market regulations in the various geographicalareas where EDP is present.

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How did the idea to come to Kakuma arise?The company was looking for someone who could fit a certain profile, and after theinterviews, and after the interviews theythought I was that person.

What did you bring in your suitcase?Few things. Mostly a series of T-shirts andshorts. I only brought one suitcase. When Igo back to Portugal, it always goes backalmost empty.

What were your expectations?I had the idea of doing something innovativeand different, of being part of somethingcompletely new. This is a pioneering andunique project in the world, and it’s the firsttime EDP has done something like this.So, at the same time, everyone is learning.I came with high Expectations, and now thatwe're near the closing stage, when you lookat the work done in the field and the joy ofthe people, it is extremely gratifying to seewhat we have accomplished in this mission.

You have a life history linked to socialintervention. What makes a person becomeso devoted to these causes?Usually people do not speak very muchabout their faith, but I am a person of faith.I try live it in my day-to-day life. And I camebecause of the 70,000 people who are here.This is a unique project that could changethe lives of the people in the camp and ofmany more in the future. I think happinesscomes primarily from three things: knowingwhat the meaning of our life is, being closeto our roots (family, friends, etc.) and findingthe place where we can be most useful

What did you get from Kakuma?I received two very important things. First,the smiles from the children. They gave megreat strength. Another thing was seeingthe work done and noticing that, together,we can do unthinkable things, such ascreating the first illumination pole in theworld that was made by refugees. Webroke lots of stones. We pioneered.

And how did the refugees feel about theexperience?It is always difficult to speak about what

others feel. They are all very young andseized the opportunity. We told them thatthey had been given a unique chance to dosomething no one else ever had, andtherefore we all needed to work as a team.From the beginning, we tried to motivatethem and we made sure to introduce themto Dr. Mexia, explaining that they wereresponsible for the public street lights. The joy was visible on their faces afterhaving accomplished something uniqueand with such potential. Through thisprocess, which pulled so much fromeveryone, they became leaders and grew aspeople and as workers.

Do you think this project has brought afeeling of belonging to the refugees?That is more difficult to analyze, becausethey already have a sense of belonging tothis place. We worked very closely together;we worked with each other as a team.That's the project worked so well. We gaveeverything we had.

What was most difficult aspect in yourrelationship with the refugees?Their culture has nothing to do with ours.People are not used to being part of thesolution. They were waiting a lot for others

to be the ones solving their problems.What characteristics must a person have tocome to Kakuma?I like to joke and say that to come here youhave to bring dental floss, because in thisregion we eat a lot of goat meat (andsometimes camels), and at times it getsstuck in your teeth. On a more seriousnote, I think it is crucial that people comewith an open mind and a huge sense ofinner strength. You must come with a spiritfull of conciliation and the motivation tohelp people accomplish their goals.

Do you have any remarkable stories toshare?Among many stories, in positive terms, themost striking one, apart from AntónioGuterres’ delight with the results, waswhen we arrived a few days before the visitand made a site inspection to see ifeverything was OK. We were inside theJeep and saw five little children who cameclose to the car and began to shake theirhands and say together: "Thank you! Thankyou." Of the most negative ones, it has tobe the moment when I was arrested. It wasnot easy to land, to arrive at the camp andreceive so soon a warrant for my arrest. Ithappened because a gentleman said mytaking pictures was illegal, and he wantedto take me to court. But then it was allresolved successfully.

The people from here do not like beingfilmed because they say it steals a piece oftheir soul. Is your soul greater than theirs?I would say that it is deeper, more defined,after my experience here. My soul has grownlarger in the sense that being at Kakuma hasrequired a lot of dedication. There were a lot of things in my life that I hadto quit to come here. It was not easy, but inthe end I think my spirit has beenstrengthened and become more refined.Working here requires that you have a planB, a plan C and sometimes even a plan Z.

Can you define Kakuma in a sentence?I would say it is a mission and a direction, amission, because we work as a team, and adirection, because of the people who are inKakuma.

Jorge Mayer

“I LEAVE HERE WITH A DEEPER SOUL”The engineer for EDP Production was in charge of operations at Kakuma refugee camp. It was anintense period -- as difficult as it was rewarding. In the end, he does not hide his pride for havinglived in an environment that is not easy for a "mzungu" ("white man" in the local language).

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The faces of Kakuma

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EDP brought hope to thousands of lives in the Kakuma refugee camp.These are some of the images that are not to be forgotten

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1. September 7, 2010. Half Day. Almost 40 degrees Celsius(104 F). U.N. High Commissioner for Refugees AntónioGuterres and EDP CEO António Mexia land at Kakuma.They are greeted by the Turkana, whose ancestors inha-bited this almost deserted area of northern Kenya.

2. Food distribution center. The bars and corridors are waysto organize the crowd. The environment is tense andconflicts arise easily. Here it is all about survival.

3. Ensuring the continuous flow of food remains a woman’stask.

4. EDP brought to Kakuma efficient solar ovens meant toreplace the consumption of firewood. Deforestation con-tinues to increase around the camp.

5. The residents at Kakuma try to reconstruct the sense ofday-to-day life that have lost along with their homelands.

6. In Kakuma, food is distributed twice monthly by the U.N.

7. Water is taken from a not very deep hole through a solarpump installed by EDP. In a few months there'll be freshvegetables for some of the families.

8. EDP is distributing 4,500 solar lanterns to students. Thelanterns are charged. Having a solar lantern means ha-ving the ability to attend school. It reduces the dropoutrate, creates savings by avoiding the use of kerosene,and improves school performance.

9. Their difficult lives have not erased the generosity of thispeople. Thousands of residents have thanked EDP andUNHCR.

10. Water is a scarce commodity in Kakuma. The U.N. dri-lled holes for the water supply. EDP now brings a no-velty – solar-powered pumps that will enable residentsto grow small gardens.

11. There is only one high school. It serves just slightly mo-re than 800 students in a population of 75,000 people.

12. A flashlight can change lives. Passing the final exammay mean getting one of the few scholarships offeredby nonprofits.

13. Few girls attend high school. Instead, they stay tied tohousehold tasks. By distributing solar lanterns, EDPseeks to help these girls continue with their education.

14. This is the first pole made in Kakuma. The skirt of strawis just one of the components produced locally. The aimis to ensure maximum integration and local solutions.

15. Security is a problem. The installation of solar-poweredstreet lights is expected to reduce the incidence ofthefts and rapes in the camp. During the day, the batte-ries for the lights will charge under the scorching sunand, hours later, illuminate the nights in Kakuma town.

16. Mogadishu Street is the camp’s busiest avenue. The So-malis, since they are more business oriented, dominatethe area.

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B ringing energy to refugees can signifi-cantly improve their lives. U.N. HighCommissioner for Refugees, António

Guterres, wants more examples like that of EDPin Kakuma — companies that contribute withtheir know-how for the protection of humanrights.

What has been your experience as UnitedNations High Commissioner forRefugees?Above all, I must admit that it is an extraor-

dinary privilege to be able to dedicate my life tosuch a noble cause as helping those who are vul-nerable in today’s world. During this period, wehave made a great effort not only to improve theprotective conditions of refugees but above all

to find solutions for them. Our main goal is todecrease the number of people living in such dra-matic situations. Unfortunately, however, everytime we find solutions for one group of refugees,two other new groups of displaced persons arise,because of the worsening problems that occurfrom so many crises worldwide.

What differences in the world do younote since you took office in 2005? In the beginning, we were assisting in a sig-

nificant reduction in the number of refugees,thanks to the resolution of several conflicts,such as those in Angola, Liberia or SierraLeone. Today, we are experiencing huge dif-ficulties, in particular, in trying to helprefugees to return in a dignified and secureway to their countries of origin. During the lastyear, the number of voluntary repatriations

that we had accomplished to the three areasof most movement — Afghanistan, Democrat-ic Republic of Congo and southern Sudan – de-creased drastically due to conditions of wors-ening insecurity in those countries. Today weare dealing with a true humanitarian crisisthat begins in Pakistan, continues throughAfghanistan, Iraq, its neighboring countriesthat host its refugees, the Middle East, Sudan,and Africa’s Congo and Yemen. It is an arc ofcrisis from whence come two-thirds ofrefugees worldwide and where the situationsare increasingly interconnected. All of themhave implications in terms of global safety,since what is called into question on some lev-el is a set of relationships between the so-called Western and Islamic worlds.

How can UNHCR make the difference inthis so dramatic scenario?Unfortunately, we cannot solve this problem.

There is no humanitarian solution. The solutionis always political and things have not evolvedpositively in general, in these situations. Whatwe can do, and what we are doing, is to ease thesuffering conditions of those people that are af-fected by these humanitarian disasters.

How is the day-to-day life of a U.N. HighCommissioner of Human Rights? Like it has always been. I work the best that I

can so that the mission I have can be attained inthe most effective way possible.

But do you go out into the “field”?More than half my time is spent on the

ground. This is, indeed, the most interesting part

Who’s who United Nations High Commissioner for Refugees

There is a rigid realism in the speech of the UN High Commissioner for Refugees, which does not leave largedoubts regarding the future: the problems will get worse for the millions of people displaced from theirlands. But despite all the difficulties of those who deal with this humanitarian drama, António Guterresbelieves that innovative examples, such as the one in Kakuma, can open new doors to hope.

ANTÓNIOGUTERRES

"I am very pleased with the efforts of EDP”

o n 37

of the work I do, since over the past few years wehave developed a set of important reforms atUNHCR that allow for more effective action, al-lowing us to spend the minimum amount oftime possible with the organization, so that wecan dedicate the maximum effort to the peoplefor whom we work.

We were able to pass from $US1.1 billion inactivity to $US1.8 Billion, in four years, withoutincreasing staff worldwide and by reducing 300people in Geneva. The costs associated withheadquarters decreased from 14 percent to 9.5percent of our global spending.

All these reductions in savings have resulted

in an increase of the organization’s effectiveness.But this is not what I like to do: What pleases meis working directly in the field, especially the con-tact with the refugees, seeking through the di-rect action, to improve our efforts so that UN-HCR can be even more effective in solving theproblems of the people I meet.

Ciência Portuguesa Quem é Quem

v

38 o n

What have been the most dramaticsituations you've seen?The most horrific cases of suffering that I

witnessed were certainly women who were vic-tims of sexual violence in the eastern Democrat-ic Republic of Congo. That was a humanitariandisaster little noticed on the international lev-el, but one that had the greatest impact on hu-man suffering.

And what was the most rewardingsituation you've seen?We recently helped Tanzania to grant citizen-

ship to 160,000 refugees from Burundi who hadbeen living in Tanzania for more than 30 years.One cannot calculate the immense joy felt by allthose people who had lived in overcrowdedcamps for decades.

Now they have the opportunity to enjoy allthe rights of Tanzania’s citizenship. By the way,

Quem é Quem Ciência Portuguesa

v

PROFILE OF THE UNITED NATIONS HIGH COMMISSIONER FOR REFUGEES

Guterres was recently elected by the General Assembly of the United Nations to his second fiveyears term as High Commissioner for Refugees. He took office on June 15, 2005, succeedingDutchman Ruud Lubbers in becoming the 10th High Commissioner of UNHCR. Guterres headsone of the main humanitarian agencies in the world, which has more than 6,000 employees inabout 115 countries to provide protection and humanitarian assistance to some 17 million refu-gees. Guterres was prime minister of Portugal between 1996 and 2002. During his tenure, hespearheaded an international effort against serious human rights violations in East Timor .As president of the European Council in 2000, he co-chaired the first Africa-European Unionsummit. He founded the Portuguese Refugee Council in 1991 and joined the Council of Statefrom 1991 to 2002. Between 1981 and 1983 Guterres was a member of the Parliamentary As-sembly of the Council of Europe, serving as chairman of the Committee on Demography, Mi-grations and Refugees. He was president of the Socialist International in 1999 before joiningUNHCR. Guterres is an electrical engineer in training, was born in Lisbon on April 30, 1949 andstudied at IST. He is married and has two children.

and still related to solutions.Moreover, in 2009,the agency submitted 128,000 resettlement pro-posals from refugees from developing-worldcountries in lower vulnerability situations to de-veloped countries, up from 60,000 submittedin 2006. As you can imagine, this translated in-to offering an opportunity for a more favorablelife to a significant number of people living in avery difficult situation.

world's largest companies do regardingthe plight of refugees?Mainly, the companies can contribute with

their know-how and competence.Naturally, we also count on their financial

support. But more important than that is to have

companies, such as EDP, bring what they knowand use that expertise to the benefit of the peo-ple living in situations of great vulnerabilitywhile bearing the costs associated with it.

The fact that EDP makes energy available tothe population in Kakuma, and even better pro-vides sources that are renewable and sustain-able, leads not only to a substantial improvementin the refugees’ living conditions but also in theirprotection in terms of human rights. For exam-ple, the public street lighting provided by EDPgreatly reduces personal attacks and, in partic-ular, protects women against sexual violence.

Have you ever been to the Kakumarefugee camp?Yes, more than once, and I am particularly

pleased by the investment effort that EDP is nowmaking there. Just the installation of public so-lar-powered lighting in a camp in Bangladesh, ina less effective situation than the one being de-veloped at Kakuma, led to a spectacular reduc-tion in the number of cases of violence againstwomen. This figure gives an idea of the impor-

tance of the project currently being developedin Kenya.

Do you consider it important to extend thesetypes of projects to other camps?

I have no doubt that if we could bring renew-able energy, not just to the refugee camps, but tomany of the other populations in need with whichwe work, it would translate into huge benefits.

What is daily life like for refugees?The most dramatic situation in Kakuma

comes from the fact that the refugees in Kenya,although protected by Kenyan authorities,can't move freely within that country. A refugeecamp is also a big prison. And this is perhaps

the most dramatic situation associated with theexile. Then there are a number of deficiencies.No matter how much we do in terms of provid-ing medical care, shelter and support for foodand school, the refugees we work with are al-ways living in conditions that are incompara-ble to those that exist in the developed world.

At this moment, we are living in ascenario of economic crisis,environmental degradation and constantnatural catastrophes. What type ofinnovative responses can be given?I think it is evident that the traditional con-

cept of a refugee as a victim of conflict or per-secution is currently being redefined to in-clude people who are forced to leave theircommunities due to a different set of reasons:the interrelation between climate change, ex-treme poverty and conflicts. All this con-tributes, more now than ever, to an increas-ingly flow of people who no longer have theconditions to continue living in their commu-nities of origin.

Do you think people in the Westernworld are cognizant of thesequestions? On the one hand, they are sensitive to such

issues, but on the other they are subjected tovery intense campaigns, due to either politi-cal reasons or media sensationalism. All thatleads to a "tune out" attitude toward the prob-lems of foreigners, in general, and of immi-grants, in particular.

We need to promote tolerance, to help peo-ple understand that all societies are trans-forming into multi-ethnic, multi-religious,multicultural communities, and that immi-gration is an indispensable component of asociety’s survival — especially in areas with

very low fertility rates. People need to under-stand the importance of combating xenopho-bia. This is something absolutely essential forus to be able to maintain our support to therefugees.

What do you see in the future?We currently have 16 million refugees, plus

27 million displaced persons as result of allthe conflicts around the world and unfortu-nately I think that the problem will will mostlikely deteriorate. We have witnessed a reduc-tion in the amount of humanitarian spaceavailable due to increased insecurity. And welook at the attitudes of some governments,which, citing national sovereignty, tend tolimit their populations’ access to humanitar-ian causes.

And finally, because of the confusion thatcan be difficult to avoid between the militaryand civilians, conditions can arise that hin-der humanitarian work and aggravate not on-ly the situation of the refugees but also thoseof victims of conflicts on a global scale.

o n 39

United Nations High Commissioner for Refugees Who’s who

A refugee camp is also a big prison. And this is perhaps the most dramatic situation associated with theexile. Then there are a number of deficiencies. No matter how much we do in terms of providing medicalcare, shelter and support for food and school, the refugees we work with are always living in conditions thatare incomparable to those that exist in the developed world

Information Systems Information systems are the solution to manyproblems. But to what extent can we trust them?

4 0 o n

Like all areas of expertise that are subjectto significant technical jargon and inten-se media coverage, information systemstoday suffer from a significant number ofmisconceptions. Examples:

• I have an efficiency or organizationalproblem. I buy an information system,so the problem is solved. WRONG; IT(Information Technologies)does not solve any problem by itself!

•I need to invest in innovation. I buy aninnovative information system andthat’s it. WRONG;IT by itself is not innovation.

An information system can be partof the solution to an organizational pro-

blem; it can translate into innovation; itmay even facilitate, liberate and encoura-ge; but it can only do these things if weknow what we want to get from it.

We need to integrate informationtechnology into the solution and train pe-ople in its use.

We need to understand how to make an

information system evolve and adapt tothe evolution of our immersive reality. Thisis technology, and therefore it can becomewhat we make of it.

IT is the result and a starting point; itis the basis of a new world of possibilities,but it is not by itself a new world; IT is boththe gadget and the big brother.

To integrate information technologyinto EDP’s business structure, we must ta-ke the following steps:

• Provide training and grow a techno-logy culture at all levels;

• Automate only what we know aboutits process and what is expected tobe delivered;

• Choose well. We shouldn’t buy an ITsystem before we are certain of whatwe want.

IT by itself is notinnovation, and it doesnot solve problems

VERGÍLIO ROCHA · DIRECTOR OF ISD (INFORMATION SYSTEMS DEPARTMENT)

in Debate

o n 4 1

A variety of perspectives

+ +

Any organizational solutionregarding informationsystems is a key part of thetriangle – people, processesand systems. An IT professional today mustbe much more than simply atechnician behind a computerscreen; he must be aprofessional who understandshis organization, itsadministration, thetechnology associated with itsbusiness and its informationneeds. For most businesses,having a solid informationsystem is a key component tosuccess, and it’s no differentwith the energy-servicessector. Today, customers are askingus for different solutions interms of energy. We can onlyprovide these solutionsproper, however, by pursuinga change in approach, onethat is supported byinformation systems.Therefore, the challenges ofinformation systems in oursector are many. Beyondcontributing to andsupporting this new reality inproduct and services, whichassumes a change in mind-set, information systemsmust provide solutions thatallow for the type of decisionmaking necessary forvisualizing complex mattersand creating new products.

In the 21st century, informationsystems definitely give gravitasto Information andCommunication Technologies (ICT): From their 24-hourworkday to the ability of IT tobe present anywhere,integrating a multimedia,multi-channelperspective that affordsorganizations and peopleaccess to information,knowledge sharing and higherproductivity signifies anenhanced ability to intervenefor ICTs. And with greateraccess to information andknowledge also comes greaterresponsibility.If ICTs are considered levers ofefficiency for organizations, atEDP, due to its size, itsgeographical dispersion andthe transversal nature of itsactions, the biggest challengefor ICT lies in understandingthe business and its needs, aswell as constantlyreinterpreting its contributionsto ensure that adequatesolutions are found thatgenerate competitiveadvantage in an unstablemarket.To do so, ICTs will increasinglyneed to understand the natureof the business and use it as asource of inspiration andcreative factor in its activity androle within the Group; from thiscomplicity between ICTs andbusiness, innovation will springforth as both a tool and aconduit for creating value andsustainable profitability.

Aurélio ManuelBlanquet· EDP Distribution

Currently, it is difficult toimagine any business processnot being supported by aninformation and communicationsystem, even the simplest ones.Within the energy sector, theEDP Group will face a set ofchanges that will modify (withina short or longer period), theway companies and customers’correlate. The point where thesystems can contribute most isin terms of efficiency andcontrol. The degree of accuracyincreases, the errors arereduced and the processingspeed allows larger amounts ofdata to be analyzed. Informationcan then be crossed anddecisions and procedures takenthat lead to more effectiveresults. It is, nevertheless,crucial to emphasize thatintelligence comes from thosewho analyze and conclude, notfrom the system itself. But it’snot enough to install a newsystem and decide that we willbe more efficient. It isnecessary, even fundamental,to modify the underlyingprocesses and work habits, aswell as adapt them to meet newdemands when changes arise.The central aspect, which Ibelieve important to reinforce,is that information systems arepart of the solution and not thesolution themselves. They arepart of the innovation but do notbring innovation by itself.Innovation comes from thepeople who idealize, thinkand implement new modelsof solutions.

Miguel Amaro· Energias do Brasil

Since July 2010, VergílioRochas has served as

director of the InformationSystems Department (ISD)

at EDP Corporate.Although he is only now

formally linked to EDP, hehas maintained a close

working relationship withthe Group for roughly 10years, first Edinfor, RIEand Oniway, and later atLogica, which gives him acollection of experience

and knowledge regardingEDP that with certaintywill reveal to be very

useful. DSI has changedfrom being an information

systems departmentdedicated only to the

companie located nearheadquarters, to a

Corporate Departmentwith extended

responsibilities regardingthe steering of EDP’s ICTs

(Information andCommunication

Technologies). Challengesno doubt remain, andDSI will continue to

address them.

Carlos Luengos· HC Energia

in debate

Information systemsare necessary to a

company's success butnot sufficient by

themselves. They serveEDP's business but arenot the business of EDP

One of the ideas of the Communications Department at EDP Production has been to throwopen the doors of power plants. "Open Day" at the production centers in Ribatejo andSines enabled dozens of people to enjoy the facilities and see firsthand the life of a thermalpower station. The participants all praised this "Open Door" attitude and were left with amore concrete idea of the complexity involved in producing electricity.In addition, everyone had the opportunity to witness the care that is taken to ensure thesafety of the plant and to minimize the impact on the environment.

Our energy*

4 4 o n

Ribatejoand Sinesparty it up

The Carregado Production Center washonored for its contributions

to the enrichment of the town ofCarregado and Alenquer Region nearLisbon. At the event, speeches praisedthe important contributions of EDP tothe community through its great senseof social and environmental responsibil-

ity during more than four decadesof service at the Carregado

Thermal Power Plant.

PRODUCTIONCENTER HONORED

v

Our energy

o n 43

Homageto Barreiro

On July 1, there was a tribute to allthose who passed though this

mythical installation. For more than31 years (1978 - 2009), Barreiro

served with high quality thedemands of its customers. The

board of directors of EDP Productionmade a point of highlighting thisevent in a warm way. "We have tolook to the future, but the futureexists only if we respect the past.And this is for the people who dojust that, " said João Manso Neto.

On June 18, Emanuela Vieira Lopes,Angola's minister of energy and water,visited the Lares plant, where she wasreceived by Jorge Cruz Morais andAntónio Ferreira Costa. The visit ser-ved to highlight the performance andcharacteristics of the plant, as well asaspects of its construction, as there is achance of EDP participating in a similarproject in Angola.

Angolan Ministervisits Lares

EDP Production in Sertã Fair

Team members from EDP Production attendedthe Agriculture, Forestry, Industrial andCommercial Fair (known as FAFIC) in Sertã.The theme of this year’s event was “renewableenergy.” Nunes José Farinha, mayor of thetown, highlighted the investment in the"promotion of the county of Sertã, byhighlighting that we have excellent conditionsfor the production of environmentally-friendlyenergies and disclosing all we offer.” CarlosRosário, director of the production center atTejo-Mondego, participated in a conferencewith the theme "The Park Hydroelectric EDP:contributions to a more sustainableelectricity system”.

The "Family Day Center" opened the doors of our powerplant to the family members of our team. This initiative ran for 19

days in June at the power station in Ribatejo, andseveral employees took up the challenge to bring in their families.

After a brief presentation, there was a visit to the central power station,followed by entertainment, traditional games and fun. At the

end of lunch, all the employees received a family photo to remember!Going forward, the EDP plant will continue to open its doors

to employees and their families.

Family Day at the Plant

v

4 4 o n

Our energy

Our energy

v

o n 45

Aquasemana in Portalegre

On May 20, team members from EDP Production participatedthe Aquasemana (“Water Week”) event organized by the Schoolof Technology and Management at the Polytechnic Institute of

Portalegre. For three days (May 18-20th), more than 40speakers discussed topics related to water. Speakers invited toparticipate on the event’s energy panel included EDP’s CarlosRosario, hydraulics production manager, who presented the

theme "EDP: Water Park Producer” (with particular emphasison the plants at Mondego and Tejo), and Eduardo Guedes, of theDepartment of Business Development, who spoke on the topic

"New Dams," focusing on the activity of the AH Alvito area.

CherryFestival

Alfandega da Fé’s annualCherry Festival took place Ju-ne 10-13, and EDP Productionwas represented by a booth onthe hydroelectric power plantat Baixo Sabor.The booth was designed toshow the project through

previews, photographs ofworks under way and otherelements.Getting into the spirit of thefair, EDP acquired 250 poundsof cherries, which were distri-buted to workers in the yard ofBaixo Sabor.

The festival occurred amid thesecond phase of acquiring landfor the reservoir and additionalworks, which will have an im-pact on Alfandega da Fé Coun-ty, and thus provided an oppor-tunity to promote EDP’s workat Baixo Sabor.

"Open day,” a joint initiative of the HumanResources, Communication and ProductionDepartments, took place for 18 days lastJune. The event involved two visitsrespectively, to EDP’s hydroelectric plant atAlqueva and production center in Ribatejo. On day 18, a group of 28 employeesfrom EDP Production left Lisbon, headingtoward Alqueva, where they were received byCarlos Rosário, director of production at Tejo-Mondego. In turn, on June 22, anothergroup headed to Porto Ribatejo, wherethey met up with Carvalho Rodrigues,manager of maintenance.

Visits to Alqueva and Ribatejo

MANUELASILVA

46 o n

spotlight Chatting with ...

The board of directors of EDP Commercial Solutionsexplains the recent organization of the Group's commercialservices platform. A significant evolution from the past aimsto prepare the company for new challenges ahead

EDP COMMERCIAL SOLUTIONS

Prepared for the Future

FERNANDESJOÃO MATOS

o n 47

48 o n

How did EDP Commercial Solutions(SC) begin?EDP SC is a platform for business servi-

ces that was established in 2005, at a timewhen the law regulating the electricity sec-tor advocated the separation of the distri-bution and supply of electricity. It was thenthought to make sense to have a shared plat-form that could ensure the provision ofcommercial services to the various compa-nies of the EDP Group. And this was how SCwas born. During its first two years, the com-pany has essentially followed with the same characteristics, from its staff to its wor-king methods, as what used to constitute thecommercial area of EDP Distribution. Thetruth is, we knew that in those years EDPwas alone in the market and the competi-tion issue was not a problem... but we alre-ady realized that this would change, and there was a need to prepare the company fornew challenges. However, in those times, wemaintained a set of commercial servicepractices that were very traditional.

When did the change become morevisible?With the change of EDP's board of direc-

tors in mid-2006, an idea started to mate-rialize regarding the need to prepare theGroup’s companies to face a more compe-titive market. As that began to appear, thissame challenge was presented to SC, whichis the face of the company to some 6 millionenergy consumers. The management teamat SC was revamped in January 2007, andthe company made its first reorganizationin the second half of that same year. So, du-ring 2007-2009, SC clearly made somechanges at the customer service level tobring the companies of the EDP Group closer to their customers. It was also the be-ginning of a new focus in the commercial activity of sales, since SC was the entity thatcompeted most to get customers from EDPComercial, including through its networkof stores. Also, in 2009, SC started offeringcommercial services for the gas sector,which also constituted an important orga-nizational challenge.

What aspects stand out from therecently carried out reorganization?The impacts of the deregulation of the

energy-market are now becoming greater,so, on one hand, competition has become areality, and second, the regulatory hurdleshave become more intense (a phenomenonthat is not just national). These two facts re-quire a platform such as the SC. It becomesquite efficient, so that the costs of the com-mercial services stay more competitive; to

spotlight

MANUELA SILVA

Manuela Silva has been the administrator of EDP Commercial Solutions since 2007. Fifty-five yearsold and married, she holds a degree in economics from the Technical University of Lisbon and hasbeen working at the EDP Group since 2001. In that same year, Silva started her work at Edinfor as amember of IT-LOG management, Logistics and IT management, a company that EDP helped tocreate and develop. From 2004 to 2006, she served as an administrative member of EDP Value. Shedeveloped her professional life in the business sector, working in several activity areas, from tourism and manufacturing, to the energy sector. In 1996, she was appointed the deputy minister ofeconomy for Portugal. In her leisure time, she likes to read, travel and spend time with her family.The latter is what truly gives her life a sense of balance. She is especially interested in social welfare issues and seeks to get involved in projects that help the community in constructive ways.

o n 49

ensure customer loyalty through innovative andquality service that is able to satisfy them evenmore, making them the center of attention whi-le ensuring that all the procedures defined bythe regulators are met without any malfunc-tions. These three aspects were crucial to jus-tifying the need for a reorganization so that thenew structure could provide answers to themin the best way possible.

And what is that way?Through which the management team can

interact more easily – at SC, even a client’s sma-llest problem is a major concern that the admi-nistration wants to monitor and have solved ina satisfactory way. On the other hand, we wan-ted to create a structure segmented by markets– residential, commercial and distribution net-works – which would allow for an integrated action in the business cycle of these customersand provide them with satisfaction. In addition,the SC has an employee structure with a highaverage age and seniority, which suggests thatnew opportunities will be created to provide ca-reer development opportunities for youngerstaff, who will benefit from sharing knowledge

with older, more experienced workers.This last reorganization took almost a quarter to prepare. Why? Because we made a big slash in the past, and

these steps should be taken with caution. Wehave created entirely new and more "soft" di-visions, which separate regulated activities fromnon-regulated ones. There is an interestingnumber that has to do with the mobility that ourEBD (Executive Board of Directors) supports,and that explains the dimension of this latestreorganization: Some 40 percent of percent ofpeople management responsibilities changedroles. did change roles. This means that almosthalf of all SC employees (660) had changed su-pervisors. By changing the macrostructure, pe-

ople were confronted with new leaders and newways of working … and being. We also promo-ted some young people who in recent years ha-ve shown consistent progress and effort in theirwork. In addition, we created some transitio-nal responsibilities: for example, there is a tran-sition period that will occur until the end of October, with their "managers." After all, we aretalking about 200 million operations yearly and6 million customers. Every day there are thou-sands of things happening from north to southof the country that cannot go wrong!

Who are the EDP SC customers in theEDP Group?These are what we call the "core" market.

EDP Distribution is a key client for us – an ope-rator for the electricity distribution network, itwas also the company that originated SC. Thenwe have the companies that commercialize theGroup’s electricity, including EDP UniversalService, which resulted from a spin-off fromEDP Distribution and has contracts with theGroup’s 6 million regulated customers. EDP Co-mercial, which due to the greater market libe-ralization and the increase in free market

dynamics, has been assuming a larger role in theenergy sector. We also have the gas companies,which in terms of operations are increasinglybecoming integrated with EDP SC: EDP GasDistribution, which is an operator in the gas dis-tribution network in Grande Porto; EDP SUGas, which has regulated customers; EDP GasGLP and EDP Gas.com, which have free custo-mers from the commercial segment. There isalso EDP Valor; when, for example, a collabo-rator wants to contact the HR division, they canget assistance from the contact center mana-ged by SC. We plan to provide, by the end of theyear, services to HC and Naturgas, since we ha-ve an Iberian contact center. We will be able toassist Spanish customers, by transferring the

calls to our site in Odivelas, Portugal. What services are provided? The services we provide cover the entire

commercial cycle, from the hiring process, tothe invoicing of meter readings, billing, debt ma-nagement and response to contacts. Plus wehandle all the services, which are transversal.Client contact is taken care of primarily at thefront-office level by our service channels. Werun a network of 45 stores, mostly operated byEDP SC employees, although some are alreadyoutsourced. We also manage a network of 370agents that offer a range of different services.But the channel that actually provides the ma-jority of our services is the contact center. Thischannel and Internet support are available 24hours a day. The first contact center started outin Odivelas, and about two years ago, a secondone was created in Seia. Now, with the Iberianintegration, we will have four contact center si-tes for the Iberian peninsula. We believe thatthe Internet will be the channel of the futureand are betting on it seriously (i.e., in the recentreorganization a specific department was cre-ated to manage the "digital channels”). Today,

this channel already allows us to offer a very wi-de range of operations. Moreover, because ofthe unavoidable and fundamental “Webization”of customer relations, this area will be criticalfor us in the coming years.

Another area in which our services are rele-vant is the management of commercial systems,which are indispensable for supplying the lar-ge-scale services that 6 million customers re-quire: most of these systems, especially the SAPISU, are part of the SC, so all updates are desig-ned, in functional terms, and tested by SC.

There are also customers from thedesignated 'non-core' market. What kindof services does SC provide in that area?To those we provide assistance with billing,

spotlight

v

Readings 26.4 millionInvoices (documents) 41.8 millionBillings 80.6 millionBilling Value 7.403 million eurosIn-person Service 2.3 millionInternet Operations 5.3 millionCalls to the Contact Center 11.7 million

2009 Data

660 Employees45 Stores370 Agents6.326.532 Customers

EDP SUEDP CEDP Gas

No. of Customers with Electronic Invoicing 533.566June 2010

5.842.797259.575224.160

50 o n

leveraging our know-how and our own struc-ture and systems, as well as informationsystems and finishing services. The latter areprovided within the scope of the consortium wehave built with Logica, which was inheritedfrom Edinfor. Through this business, we servemore than 2 million customers and that allowsus to get economies of scale in the negotiationof collection services, which also benefit us interms of “core” market costs. Thus, the impor-tance of this business is significant to EDP, asbesides the already mentioned economies ofscale, this activity is developed using marginscalculated on the basis of the market situationfor these types of services. Within this scope al-so falls the responsibility for Audiovisual Con-tribution and its transfer to RTP (PortugueseTelevision), which we make via EDP UniversalService and EDP Comercial.

What is the importance of employeesthroughout this process? We normally say that SC is a company which

has three main pillars: the processes, thesystems and the people. It is a triangle that hasto be equilateral. The people are absolutely fun-damental at SC. There are skills that have be-come consolidated over the years, which are not

only “hard" but also "soft" skills that highlightour dedication to the customer. In any type ofincident that might take place at SC requiringinteraction with the client, it is very commonto use any team member because we know thathe or she will be completely available and opento solving that customer’s problem. Customerfocus has always been a reality of SC. In addi-tion, our people also have a very strong senseof commitment: EDP Group is, for most ofthem, a part of who they are too.

What are the major concerns with thisgroup of 660 people? We have some weaknesses that are related to

the company's history. Since we incorporated pe-ople who had already been working for EDP fora long time, the average age of SC’s employee is50 years old and the average seniority is about28 years. Only 1.5 percent of our workers areyounger than 30 years old. From 2007 to 2009,we hired very few new people. Now we're lookingto introduce more personal "happiness-indu-cing" projects, such as the corporate program...On our side, we will do everything to ensure thateveryone works well and feels well too. It is our

commitment to our staff. There are many peo-ple approaching retirement and we need to en-sure that all this knowledge is transmitted to theyoungest. Besides the direct staff, we also rely onthe services of many people who are not part ofEDP. There are 1,000 people from subcontrac-ting companies working at the contact centersin Odivelas and Seia, and we also use 600 peoplethat work for the providers of our reading servi-ces. Overall, on SC, we are talking about a univer-se of more than 2,000 people. Actually, this sideof the triangle is fundamental, but it is a side thatconcerns us regarding the future.

One of the other sides of the triangle is the Information Systems department.What is its importance at SC? With millions of annual transactions, calls,

bills and readings, we had to have powerfulsystems. So, a good amount of the work that isdone at SC is to ensure that the systems are ableto respond to our needs on a regular basis. To-day we have two major commercial manage-ment systems, the SAP ISU and a new supportsystem for all the activities of the free-marketbusiness (CC&B)t hat will assume increasingimportance with the liberalization, since itallows the client management from "A to Z." Be-

sides providing commercial services directly toour institutional clients, we also ensure, as pre-viously mentioned, powerful consistency in theinformatics support for approximately 200 mi-llion operations. And going back to our people,besides knowing how to make contracts, invoi-ces, billing, etc., in general, they have a very solid technological education as well. For theirrole here, beyond putting their heart and soulinto their work, it is also essential that they ha-ve the “hard” skills to do their jobs well.

How does one manage such a vastamount of information? When we speak of a reality that is becoming

more complex – like the one awaiting us in thedigital age – information becomes essential. So,we have to organize, analyze and make it avai-lable to our customers. But we can only assu-me this responsibility if the systems on whichwe support our business have the capacity andstrength to produce the required information.With this in mind, there is a project we beganin 2009 – MIS (Management InformationSystem) – which will provide a very dynamicand reliable platform for obtaining commer-

cial information from the various systems thatwe operate. Besides this commercial informa-tion, SC also plays another very important role: Within the Group, all the information re-lated to sales and billing has to be verified by us.This means that there are short production andvalidation cycles for information, which is cru-cial to guaranteeing the quality of the servicewe provide to our customers.

What are the biggest challenges for thefuture? With regard to the customers, we would say

that EDP in the near future will face several cha-llenges, whether they stem from the market li-beralization that has now become a reality orother factors, such as the possibility of smartmeters (an example of innovation where SC isalso a partner), that will change completely therelationship between energy companies andtheir clients. Moreover, in the near future, theentire socio-economic situation will force com-panies and individuals to seek the most effi-cient-energy solutions. At the level of the finalcustomers, the challenges are total. We will lo-ok for the most advanced solutions so that thecompanies of the EDP Group can increase cus-tomer loyalty. In the short term we will launch,

in a partnership with the DRE and DSI, a pro-ject called e-Customer, in which several otherGroup entities also participate and whose mainpurpose is to rethink the entire relationshipwith the customer and favor the use of the Internet, cell phones, etc., as communicationtools. Every business cycle has to be rethoughtand dematerialized, plus in the short term, thee-business culture has to become a reality atEDP. And for this challenge, the SC wants tohave a significant role in it.

What plans exist for the employees? We want to continue to strengthen the skills

and the motivation of our employees at EDP SC.For that it is essential that we continue, as wehave up to now, to have training and develop-ment policies that are tailored to the needs ofSC and its employees, and that we are able toinvolve those employees in achieving the com-pany's objectives in a increasingly conscious andparticipatory manner. We hope that "our" peo-ple become best practice leaders: in terms oftheir availability for functional mobility as a wayto learn more; in terms of their willingness toparticipate in personal "inducers of happiness

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A successful case involves the electronic invoice: In Portugal, EDP is the corporate group with the highestnumber of clients who receive electronic invoicing. We passed the barrier of the 500,000 customers in2010. A new and different way of providing this service, it offers more opportunites for us to reach our goals of higher savings and sustainability for the EDP Group

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"projects, such as the corporate programMais Conciliar (Reconciling More). By ourside, we will do everything to have everyo-ne work well, and feeling well. It is our com-mitment.

What about the shareholders?As for the shareholders, the challenges in-

volved with the Iberian convergence of com-mercial services – for which the previouslymentioned contact center is the first step –is on the agenda, subject to the progress ofthe priority convergence in Spain (HC Ener-gía and Naturgas). We will continue to studycarefully the best solutions for the Group inthis regard. In addition, there are importantcontributions for the OPEX II Project, in-cluding the operationalization of initiativesthat reflect a better supplier managementand task automation. SC’s contributions tothe Group are also important in terms of theLean culture. Since 2007 SC has had succes-sive organized "waves" of work at this level,and we already are at a phase where, in so-me areas of the company ( similar initiati-ves that occur spontaneously ), these typesof movements have contributed significantlyto spreading the culture of continuous im-provement and waste cutting.

What will be the approach for directclients?In terms of our direct customers, there

exists a theme of relationships. Still, it is ne-cessary that we increase our ability to bet-ter serve them. Under the reorganization,we have strengthened the role of" contractmanager," an initiative that we launchedwith two very experienced SC members. Onthe other hand, we must keep in mind theentire regulatory issue and ensure that weare the ones that guarantee that those cha-llenges are met. There is also the issue ofstrengthening our sales ability. In a compe-titive and open market scenario, we are re-quired to have a good capacity for sale at ournetwork of stores, but we also believe thatour agents can optimize this activity, as canour contact centers.

EDP Commercial's current share in theresidential market was built thanks to thecontributions of SC, so we have to maintainand develop that level of performance interms of sales. A successful case involves theelectronic invoice: In Portugal, EDP is thecorporate group with the highest numberof clients who receive electronic invoicing.We passed the barrier of the 500,000 customers in 2010.

This is a different way to provide the ser-vice and hone in on our goals of higher savingsand sustainability for the EDP Group.

spotlight

JOÃO MATOS FERNANDES

Born in Porto, João Matos Fernandes, 36, is married and has two children. Holding a degree in economics from the School of Economics in Porto, he began his career in 1997 as an analyst for the Investment Bank of Portugal (BPI). In 1999, he became adviser to the secretary of state for treasuryand finance and returned to BPI in 2000 as head of operations on the primary market. Between 2001and 2006, he joined EDP’s Business Analysis/M&A team and participated in acquisition and divestment operations in several geographies and business areas. From 2006 and 2009, he was thedirector of planning and management control at EDP Distribution. Since January 2010, he has beenan administrator at EDP Commercial Solutions.

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EDP achieved world leadership on theDow Jones Sustainability Indexes forthe Utilities sector. An unprecedentedachievement, it marks the first time that any Portuguese company has taken the top spot

F or three consecutive years, EDP has beenlisted on both the Dow Jones Sustain-ability World Index (DJSI World) and

the European Dow Jones Sustainability EuropeIndex (DJSI Europe). And each year, EDP hasbeen gaining ground in this index, which in-cludes companies from around the planet – 318firms at the global level and 157 at the Europeanlevel. In 2009, EDP, had already reached the topposition in Europe but has also started to bepart of the global list in the Utiilities sector.From a set of 22 criteria, EDP is considered"Best in Class” in 10 criteria, and was declareddistinguished in six of them for reaching thehighest score.CEO António Mexia received the news after

he returned from Kenya, where he had been vis-iting the Kakuma refugee camp, which is sup-ported by EDP. He immediately shared his sat-isfaction for the achieved results with EDP teammembers. "This is a distinction that recognizesus as being a company with the best perform-ance in terms of transparency and sustainabil-ity in our industry, and at the world level, andshows our excellence in economic, environ-mental and social management " said the CAE’spresident. " The project in Kakuma and ourglobal leadership position in the Dow Jones In-dexes are two of the most recent examples ofthis success. To both teams, my congratulationsand thanks. They are a source of pride for morethan 12,000 EDP employees in 12 countries."

Sustainability Environmental responsibi l i ty

This year, EDP maintained a lead-ing position in sustainable devel-opment practices and received itsfirst nomination for "Best in Class"in social issues. In terms of eco-nomics, EDP continues to standout as one of the best companiesin the sector. Worth a mention isthat the Group maintained the topscore in the criteria Price RiskManagement and Scorecards andMeasurement Systems. EDP, forthe first time, was considered"Best in Class" in Codes of Con-duct / Compliance / Corruption & Bribery. The Group’s position inthe environmental dimension rep-resents an improvement in align-ment with average practices in the industry; it is the fruit of theefforts that have been developed in the area of biodiversity and envi-ronmental management, andEDP’s climate change strategy.Standing out is the top score re-ceived by EDP in the Biodiversitycriterion. The Grou’s presence in the Dow Jones Sustainability Indexes was achieved after a rig-orous assessment process con-ducted by the SAM Group, whichincluded a questionnaire with 113questions that appraised the fun-damental aspects of the three dimensions of sustainable develop-ment – economic, environmentaland social. It is a distinction thatreflects the work of an exemplarygroup and is the recognition of itscommitment to sustainable devel-opment. Congratulations to all!

REASONS TO BETHE BEST

A WORLD LEADER on Dow Jones

Sustainability

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Foundation *"Presidents Cars – the engine of the Republic"is an exhibition that ON recommends in thisedition. It can be seen at the exterior area of the Electricity Museum, until October 17

Cars with great power

B etween July 28 and October 17, the Pre-sidents cars ventured out of the mu-seums and garages where they had be-

en stored and assembled together to tell thestories of their time at the service of the presi-dential institution. The venue selected for thisgathering was the exterior area of the Museumof Electricity in Lisbon, in a joint initiative betwe-en the Republican Presidency Museum (Museuda Presidência da República) and the EDPFoundation. From horse-drawn carriages to Ca-dillacs and Rolls Royces, and from ostentatiousvintage cars (the subject of curiosity and collec-tion), to the latest models still in use today, thisexhibition is a gathering of vehicles and a ren-dezvous with history. Through the car and its

uses and representations, the visitor travelsalong the 100 years of the Portuguese Republic. The exhibition consists of four sections: "Fromthe horse-mounted to the pioneers"; "The newstate and ostentatious vehicles”; “ The demo-cratization of the presidential cars"; and "Thepresident of the republic and the security for-ces." Through text, photographs and guidelinemovies, the exhibition "Presidents Cars – theEngine of the Republic" presents not only a va-luable set of cars to be admired by aficionadosand experts of this type of transportation, butalso as an opportunity for those curious abouthistory to remember the 18 presidents of therepublic and their mandates, through the ve-hicles they traveled in.

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EDP Institute embraces new institutions

Aiming to maintain its commitment to social responsibility, theEDP Institute, through EDP Solidarity, held on June 21 in SãoPaulo a "Dialogue With EDP Solidarity, " where it wasannounced which 14 programs would receive support from theInstitute in 2010. António Pita de Abreu, president of EDP

Brazil, reminded the attendees that education is the supportbehind sustainability: "Only through education is it possible tomake the world more sustainable." In just four years, morethan 70 projects have already benefited from a $5 millioninvestment.

2010 Portugal Art – EDP

Lisbon, Grândola, Portimão and Vila Real de Santo António all hos-ted from July 16 to Aug. 15, 2010, the First Biennial 2010 of Portu-gal Art – EDP, an international exhibition of contemporary art. Theexhibit brought together 246 artists from 14 countries (among themtwo dozen Portuguese) – some of whom are well established, whi-le others are still emerging.Under this initiative, the EDP Foundation launched, in September,the International Award – Public Art, an honor aimed at nationaland international artists whose artwork is produced in Portugaland with Portuguese materials.

Lisbon Architecture Triennial

CHECK THE PARTNERS:São Paulo - Associação Amigos do Projeto Guri, Centro Integrado de Estu-dos e Programas de Desenvolvimento Sustentável, Grupo de Assistência àCriança com Câncer;

Espírito Santo - Associação Ambiental Voz da Natureza, Associação doscatadores de materiais recicláveis de Guarapari, Associação de Pais e Ami-gos dos Excepcionais de Vitória, Bem Brasil - Instituto de DesenvolvimentoSocial, Sociedade dos Amigos do Vale do Castelo, Serviço de EngajamentoComunitário, Associação Comunitária;

Mato Grosso do Sul - Girassolidário - Agência em Defesa da Infância eAdolescência;

Tocantins - Associação de Arteducação e Meio Ambiente Casa da Árvore,Instituto Crescer para a Cidadania (Lajeado e Peixe)

With the goal of selecting the best proposalfor the design of a prototype of a family homein Luanda, the Lisbon Architecture Trienniallaunched the competition "The House in Luanda: Patio and Pavilion."

The contest, designed to promote low-costhousing construction in the Angolan capital,was launched in collaboration with the Luan-da Triennial and had the highest attendanceof any Triennial ever held in Portugal. The or-ganizers received 599 bids and accepted 588.From those, a jury (composed of Álvaro Siza,Carrilho da Graça, Fernando Mello Franco,Barry Bergdoll and Angela Mingas) selected30. In total, architects from 44 countries com-peted. The five winners will be announced during the exhibition, which will take place at Lisbon’s Museum of Electricity between

Oct. 28, 2010, and Jan. 16, 2011. Also on dis-play at the museum is the result of a challen-ge launched by the Triennial at the city’s scho-ols of architecture and landscape architectu-re. The challenge involved answering onequestion: How can architecture contribute tomaking concrete improvements in the livingconditions of the people of the Cova da Mouraneighborhood – a complex feat in social andcultural terms stemming from the area’s pe-culiar historical circumstances and its havingfollowed an unusual development path? Wordis this is a not-to-be-missed exhibition!

Photographic essay

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More sustainable festivals

For the fourth consecutive year, EDP took part inmajor summer festivals. The idea was to get peoplecloser to sustainability and the efficient use ofenergy. The fun was a constant.Here are some of the best moments ...

The summer at EDP beat

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Jamiroquai - Sudoeste

Optimus Alive

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Florence and the Machine - Optimus Alive

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Diana Krall - Cool Jazz

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Salomon Burke e Joss Stone - Cool Jazz

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La Roux - Optimus Alive

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Super Bock Super Rock

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In what year did you begin working at the EDP Group?I have worked for EDP since 2000. I started at EDP Comercial, where I joined in the initial stages of thePortuguese electricity marketderegulation, which was an extremelyinteresting experience. When youparticipate in the creation of newmarkets at a company, the challengesfaced are a constant. What fascinatedme most was being able to work witha young, talented and ambitious teamthat always wanted to do more and do it better. I grew up a lot, as a person and as a professional.

What was the biggest challenge?In 2006, I accepted an invitation towork for Naturgas, beginning at thattime my biggest professionalchallenge until now. I moved to another country, I changeddepartments and fields, plus movedto Bilbao. It was clearly a hugechange. It’s an experience that I strongly recommend, though it hasbeen quite demanding. But I believethat it is in the most intense situationsthat we are able to discover ourselvesand evolve as a whole, in the variousfacets of our lives. The energy marketin Spain has a dynamism thatrequires a quick response time fromthe key players, and that was one of the major appeals of my role as commercial support director.

What are the major differencesbetween EDP and othermultinationals?I emphasize the cultural aspects as a differentiating factor at EDP as amultinational that can be enhancedby its mobility. In my opinion, mobilityis an agent of growth and ofprofessional and personalenrichment. It is essential that insideEDP Group there exist a spirit foradaptation to change, since it is a constant in today’s world.

How does it feel to be involved in one of most ambitious projects of EDP?I returned in 2009 to embark on yet

another challenge, which I believe wasalso transformational for the EDP Group –the Sharedp Macro–Project. Thisambitious initiative focused on the people,systems and processes and also wasaligned with the spirit of EDP Way. A knowledge–sharing project, it wasdesigned to create a new way oforganizing multi–geographical services toprovide the necessary support for the nextcycles of the EDP Group’s business plan.

What did these experiences give to you?They reconfirmed that the "great teachers,”with whom I was fortunate to work with,were right: the people are thedifferentiating factor in large organizations.

Is there any motto? If so, what? As one of my mottos in life, I’ve adopted aphrase from Mahatma Gandhi – "The joy liesin the fight, in the attempt, in the sufferinginvolved, not in the victory itself."

in focus"People are thekey factor in largeorganizations"

VANDA MARTINS Director of EDP Spain /Sharedp Project

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Renewable Energy FairThe first Renewable Energy Fair will be heldat the Fair of Andalucia. The event is intendedto inform and raise awareness of the need to act on climate change.

EDP University:Configuration workshops are held forstakeholders responsible for various fields in EDP University.

Concert BiodiversityThe closing concert for the Year ofInternational Biodiversity is organized by theCollege of Science of Lisbon and Sponsoredby EDP. Location: Aula Magna, in Lisbon.

Innovation DayEDP officials present the company's latestprojects in innovation to all its stakeholdersat the Portugal Pavilion.

University ChallengeEDP launches the fourth edition of the "EDPUniversity Challenge." Aimed at universitystudents, the project is also being launchedin Spain, through EDP Renewables.

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Energy Expo 2010Intelligent Energy – Energy Efficiency is the theme of Energy Expo 2010, held at theBelem Cultural Center. The expo will focuson energy efficiency and smart-energymanagement.

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3rd Quarter Results PresentationEDPR discusses in Madrid its 2010 resultsfrom June to September.

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Portugal and the sea, our 21st century commitmentIn this conference, to be attended by AníbalCavaco Silva, president of the PortugueseRepublic, EDP Director Jorge Cruz Moraiswill address the issue of offshore energy.

Marble and glassThe duo André Romão and Pedro NevesMarques mix it up with the staging and setdesign of the oracle that is theater. Until the 21st of November at the Museum of Electricity.

Inauguration of Bergara–IrúnPipelineThe second phase of construction begins for theBergara-Irun pipeline, which will run throughBasque country.

Helena Vieira da Silva ExpositionPromoted in partnership with the GulbenkianFoundation, ArpadSzenes/Vieira da SilvaFoundation and Tomie Ohtake Institute, thisexhibition will help to promote portugueseculture in Brazil.

University ChallengeEDPU Students present their most creativerenewable-energy projects at EDP's awardsceremony in Madrid.

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