Strategic Management

Objectives for 2011

1.2

Following its consistent strategies, already explained above, BB aims to achieve the following objectives:

• Improve the results;

• Expand profitable relationships;

• Raise client satisfaction;

• Increase convenience to customers;

• Expand international operations;

• Consolidate its operations in the capital markets;

• Reinforce its role as a fundamental partner for the development of the country;

• Increase its operational and business efficiency; and

• Develop and improve the skills of its employees.

Sustainability Action Plan – Agenda 21 Banco do Brasil

Below we show the main initiatives that form part of Agenda 21 Banco do Brasil for the period 2011 – 2013, which must be achieved by the end of 2011. For more information about Banco do Brasil's Agenda 21, readers should consult the chapter on Corporate Governance (Corporate Governance – Socio-Environmental Responsibility – Agenda 21).

Processes and Management

Initiative	Time period
To improve education and communication initiatives on the socio-environmental theme, with a focus on eco-efficiency, forming co-operatives and associations, consumer awareness and climactic changes, targeted at internal and external public audiences.	Dec/2011
To improve the Financial Education initiatives directed at various public audiences of BB.	Dec/2011
To implement a program for the continual collection of employee suggestions to improve the processes of the Company.	Dec/2011
To propose an action plan for improving of the effectiveness of the Endomarketing processes of BB.	Dec/2011
To draw up a risk map on questions of occupational health, to provide support for preventating action proposals.	Dec/2011
To improve the system for monitoring of data from the periodic health examinations of employees, including the definition of new indicators for occupational health and safety.	Dec/2011
To improve BB's gender equality program.	Dec/2011
To draw up and publicise "socio-environmental directives" both from a sector and thematic standpoint for application in the analysis of lending activities with potential adverse effects, in accordance with the best national and international practices .	Dec/2013 – with partial delivery on Dec/2011 and Dec/2012
To define and implement a system of classification for all the sectors/economic activities in accordance with the socio-environmental risk of the activity (high, medium and low).	Dec/2011
To improve the system for the evaluation of risk occurring as a result of extreme climactic incidents in the process of building/remodelling the units of BB and the definition of standard procedure.	Dec/2011
To implement a systemised evaluation for alignment between the interests of the shareholders and the management.	Dec/2011

Initiatives with Focus on Sustainable Development

Action	Time period
To develop solutions in products and services with socio-environmental responsibility attributes, for the Retail, Wholesale and Government areas.	Continuous action
To revise the DRS methodology tools (diagnostic and business plan) with the aim of improving the definition and the achievement of environmental objectives.	dec/2011

Private Social Investment

Action	Time period
Continue with the process of revitalising the Volunteer Program among employees, and other workers of BB, and consolidate the community support initiatives.	dec/2011
Implement socio-environmental projects of the Brazil Water Program.	Dec/2013 – with partial delivery in Dec/2011 and Dec/2012

Directives of Socio-environmental Responsibility

4.8 | 4.14

Socio-environmental responsibility is part of Banco do Brasil's management policy and is present in its administrative and business practices, and in its private social investment initiatives. This stance of socio-environmental responsibility by the Bank is guided by the following directives defined in 2003:

To incorporate the principles of socio-environmental responsibility in Banco do Brasil's administrative and business practices, as well as part of its institutional stance;

Banco do Brasil intends, as a first priority, to permeate its organizational culture with the principles of socio-environmental responsibility, with this becoming affected in the day-to-day running of the organization.

II.

To implement a well-expressed and integrated vision of socio-environmental responsibility within the Bank;

The drive for a socio-environmental responsibility stance is a continuous process, requiring the commitment from all areas of the Bank.

III.

Administrative and business practices, as well as part of socio-environmental responsibility within the BB community;

Banco do Brasil desires to radiate the focus of a socially and environmentally responsible company. To this end, it will be making efforts so that the public audiences within the BB community involved in its sphere of operations will also be encouraged to form part of the movement. The BB community includes the following:

• Active and retired employees;
• Outsourced staff;
• Representative entities of the employees;
• Employee associations; and
• Affiliated, subsidiaries and sponsored companies.

IV.

To listen to and take into account the diversity of the interests of the public audiences with which it relates;

To be considered a company that is socially and environmentally responsible, Banco do Brasil must have its actions and results legitimised by the public audiences with which it relates.

To influence incorporation of the principles of socio-environmental responsibility in the country.

Banco do Brasil wishes to make use of its important position and nationwide coverage to become a benchmark reference for socio-environmental responsibility, demonstrating continual innovation in its initiatives so as to provide support for and strengthen the movement of socio-environmental responsibility within the country.

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