Annual Report 2013

Corporate Governance Socioenvironmental Responsibility

THE BB SUSTAINABILITY PLAN CHANNELS ALL ITS INITIATIVES IN THIS DIRECTION, IN ADDITION TO BEING SUBJECT TO BIANNUAL UPDATING PROCESS THAT INCLUDES ACCOUNTABILITY FOR ACTIONS UNDERTAKEN
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CHALLENGE 5

To enhance the management of sustainability compacts and commitments assumed. See how BB is facing up to this challenge clicking here.

Banco do Brasil is an institution committed to the sustainable development of its business, which means taking into account the aspects and concepts of sustainability in its decision-making process and designing products, services and solutions that take into account possible impacts on society and the environment. As tangible evidence of this commitment and its sustainability strategy, BB has structured and implemented since 2005 its Sustainability Plan – Agenda 21.

The Agenda 21 of Banco do Brasil is a pioneering initiative within the Brazilian business sector. It was inspired in the principal commitments assumed at the United Nations Organization (UNO) Rio-92 Conference, which encouraged governments, business and civil society organizations to look for solutions for the socioenvironmental problems. Agenda 21 is structured along three axes on which the bank periodically reviews its challenges and defines a series of actions to ensure that the directives filter down to the operational areas.

The three operating fronts of Agenda 21 are:

The performance of the initiatives is monitored by the BB Sustainability Forum consisting of 24 members of Strategic Units, as well as Fundação Banco do Brasil (FBB – BB’s Foundation), which is held on a quarterly basis to align and disseminate the concepts and practices of sustainability to all areas of the Conglomerate. The Board of Officers approves and monitors how the actions are carried out, through a six-monthly accountability process. In its turn, the Board of Directors monitors the socioenvironmental performance of Banco do Brasil and the on-going initiatives via annual reporting to the entity, at which time the principal advances, challenges, opportunities and actions to be undertaken are presented.GRIG4-48

Updating the actions involving Agenda 21 is a systematic process that involves all areas of the bank and representatives of its principal stakeholders (see diagram).

SUSTAINABILITY PLAN UPDATE PROCESS
AGENDA 21


Entities in which BB Participates

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PRINCIPAL COMPACTS, COMMITMENTS AND INITIATIVES ASSUMED BY BANCO DO BRASIL

  • Corporate Charter on Human Rights and Promoting Decent Work, of the Ethos Institute of Companies and Social Responsibility (2012);
  • Corporate Compact for Honesty and Against Corruption, of the Ethos Institute of Companies and Social Responsibility with PATRI Government Relations and Public Policies (2012);
  • Register of Pro-Ethics Companies of the Federal Comptroller-General’s office and the Ethos Institute of Business and Social Responsibility (2012);
  • World Water Council (2011);
  • Organizational Stakeholder GRI (2011);
  • Women’s Empowerment Principles (2010);
  • Principles for Responsible Investment (2010);
  • The CEO Water Mandate (2010);
  • EPC Platform – Businesses for Climate (2009);
  • The Global Compact – Caring for Climate (2009);
  • Brazilian GHG Protocol Program (2008);
  • Sustainable Amazon Forum (2008);
  • Gender Pro-Equity Seal (2007);
  • Global Reporting Initiative (2006);
  • Compact Against Slave Labor (2005);
  • Equator Principles (2005);
  • Carbon Disclosure Project (2005);
  • Millennium Objectives (2004);
  • Agenda 21 (2004);
  • Abrinq Foundation – Empresa Amiga da Criança (2004) (companies that work for the benefit of children and adolescents);
  • Global Compact (2003);
  • Ibase Social Balance Sheet (1997);
  • Green Protocol (1995).

Agenda 21 Accountability

Action Deadline Treatment
Challenge 1 | To enhance the sustainability governance structure by involving senior management (Board of Directors and the Executive Board) in order to strengthen the bank’s commitment to the theme.   See how the bank is dealing with
this theme clicking here.
Negotiate the institutionalization of the periodic report to the Board of Directors regarding the Banco do Brasil's sustainability performance. December 2013 Action concluded | It was established that the annual accountability regarding BB’s socioenvironmental performance will be submitted to the Board of Directors at the regular meeting in October.
Challenge 5 | To enhance the management of sustainability compacts and commitments assumed.   See how the bank is dealing with
this theme clicking here.
Study the feasibility of BB's participation in the initiative for creating the Integrated Reporting (IIRC) model in which socioenvironmental information is included in the Financial Statements. December 2014 Action in progress | The accountability statement will be included in BB's 2014 Annual Report.
Challenge 7 | To enhance economic, social and environmental risk management within the supply chain.   See how the bank is dealing with
this theme clicking here.
Review the current questionnaire for classifying suppliers based on socioenvironmental issues. December 2013 Action concluded | The questionnaire was reviewed and is being adjusted in order to capture information about the socioenvironmental processes in which the supply chain engages.
Establish a formal process for identifying socioenvironmental risks within the supply chain, including defining critical suppliers and correspondents according to economic, social and environmental criteria. December 2014 Action in progress | The accountability statement will be included in BB's 2014 Annual Report.
Challenge 8 | To identify socioenvironmental opportunities within the supply chain that create business benefits for the bank (lower costs/higher revenues/risk mitigation).   See how the bank is dealing with
this theme clicking here.
Establish a formal process for identifying socioenvironmental risks within the supply chain, including defining critical suppliers and correspondents according to economic, social and environmental criteria. December 2014 Action in progress | The accountability statement will be included in BB's 2014 Annual Report.
Challenge 9 | To strengthen the bank’s role as an agent for advancing sustainable practices in its supply chain.   See how the bank is dealing with
this theme clicking here.
Study the possibility of BB adhering to the
CDP Supply Chain Initiative.
December 2013 Action concluded I The findings of the study were favorable. Other analyses will begin so as to evaluate the procedures required for adhering.
Study the possibility of including a category for recognizing suppliers in the Valores do Brasil (Brazil Values) Award. December 2013 Action concluded | A study was undertaken and it was proposed to create categories within the environmental and social dimensions.
Develop a corporate program for disseminating knowledge and sustainable practices to suppliers. December 2014 Action in progress | The accountability statement will be included in BB's 2014 Annual Report.
Challenge 10 | To improve the bank’s practices on the question of sustainable procurement.   See how the bank is dealing with
this theme clicking here.
Develop sustainable procurement practices in accordance with Law No. 8,666/93. On-Going action On-Going action | Tender processes – whenever applicable and justifiable in the proceedings, so as to preserve the competitive nature of the bidding, pursuant to article 3 of Law No. 8,666/93 and Decree No. 7,746/2012 – now include requisites involving sustainability criteria for goods and services that offer, for example, a lower impact on natural resources (flora, fauna, air, soil and water), that consist of recycled, non-toxic or biodegradable material and which have a longer useful life, among others.
Define procedures for including, whenever possible, in requests for prices referring to purchases where tendering is waived because of the value, companies with good socioenvironmental practices. December 2013 Action concluded I The rules now include items that give preference, whenever possible, to companies that employ good socioenvironmental practices that offer, for example, lower impacts on natural resources (flora, fauna, air, soil and water) and products that made of recycled, non-toxic or biodegradable materials with a longer useful life, among others.
Establish an action plan with the procurement channels so as to increase the percentage of certified paper produced from raw materials subject to the standards of the ECF and/or TCF processes and define targets. December 2013 Action concluded I For all office materials whose raw material is paper (forms, rolls, envelopes, folders, etc.) environmental certification by the Forest Stewardship Council (FSC) or the Brazilian Forestry Certification Program (Cerflor) is required. There is also a requirement that the pulp bleaching process for paper be Elemental Chlorine Free – ECF or Total Chlorine Free – TCF. This rule also applies to the bank's checks and to the materials produced by the bank's Printing Company (including collection slips) which was certified by the FSC in January 2013.
Challenge 15 | To enhance and systematize the identification of business opportunities for developing products that meet the demands created by environmental matters (trends/new regulations on the use of natural resources) and climate change (demands for infrastructure financing in order to adapt to climate change).   See how the bank is dealing with
this theme clicking here.
Adjust/develop innovative products and services with the following assumptions – Wholesale Pillar: BBEcoeficiente, innovation and the creation of socioenvironmental value. Examples are: credit lines with socioenvironmental attributes for financing green technologies; carbon credits market; consultancy services; equity products with environmental attributes; prefixed income investments with environmental attributes; environmental and climate change attributes throughout the entire credit and investment process. On-Going action On-Going action | Various products and services were adjusted/defined, such as: (i) mandatory use of electronic dossiers in new analyses of operations with Companies (PJ), which avoids the physical printing and sending  of the documents; (ii) standardization of drafts, which reduces response times to customers and the consumption of structure; (iii) making available the process flow and document repository tool, so as to optimize document flows in loan transactions; (iv) simplification of the processes for providing on-lending facilities to credit cooperatives (wholesale and retail), which reduces the volume of documents and the time frame for releasing the transaction (by optimizing the analysis of the process).
Adjust/develop innovative products and services with the following assumptions – Government Pillar: BBEcoeficiente, innovation and the creation of socioenvironmental value. Examples are: credit lines with socioenvironmental attributes; structured financing/transactions for the solid waste and sanitation sector; carbon credits market; consultancy services; equity products with environmental attributes; fixed income investments with environmental attributes; environmental and climate change attributes throughout the entire credit and investment process. On-Going
action
On-Going action | Various products and services were adjusted/defined, such as: (i) operating in structuring transactions for the states to finance a range of investments with socioenvironmental appeal, including the prevention of natural disasters, highway infrastructure, sanitation/sewage, housing, urban mobility, hospitals and public safety; and (ii) long-term financing using own funds, for public investment in urban mobility, housing, water systems and healthcare.
Adjust/develop innovative products and services with the following assumptions – Retail Pillar: BBEcoeficiente, innovation and the creation of socioenvironmental value. Examples are: real estate financing for purchasing, building/refurbishing sustainable development; credit lines with socioenvironmental attributes to finance green technologies; prefixed income investments with environmental attributes; environmental and climate change attributed throughout the entire credit and investment process. On-Going
action
On-Going action | Various products and services were adjusted/defined, such as: (i) launch of the Programa para Construção e Ampliação de Armazéns (PCA, warehouse construction and expansion), a credit line that helped reduce pressure on highway and port infrastructure, consumption of fossil fuels, GHG emissions and wastage when transporting farm produce; (ii) reduction in remittances of printed material in the Car Insurance kit, since the customer now receives the policy and a summarized manual; and (iii) lower interest rates on BB Accessibility Loans (accessibility loans).
Challenge 16 | To enhance the management of eco-efficiency indicators (reduction/offset of emissions, energy consumption, paper consumption, use of renewable energy, waste generation and water consumption).   See how the bank is dealing with
this theme clicking here.
Monitor and encourage optimal consumption of natural resources (electrical energy, water, paper and toner, among others), and make the
information public.
On-Going
action
On-Going action | Encouraging optimal consumption of natural resources (water, electrical energy, paper and toner) and monitoring them involves using instruments for monitoring and evaluating the premises.
Prepare a feasibility study for implementing BB's solid waste disposal management system. December 2013 Action concluded | A study was carried out into the current situation of solid waste disposal management at the Banco do Brasil (toner cartridges for printers, lamps, batteries, electrical and electronic equipment, selective collection and building work). A need was detected for further study, establishing rules for solid waste disposal and to make it feasible to acquire a system/application for maintaining the bank's Environmental Management System.
Study the feasibility of expanding the installation of alternative electrical energy generation technologies (solar panels, wind energy) when building new branches or refurbishing existing ones. December 2013 Action concluded | According to the study undertaken, it is not economically viable to use solar and wind energy alternatives at the bank, a situation that may change in the future on account of these sources becoming more popular and the consequent reduction in the cost of implementing such projects.
Study and propose ways of offsetting BB's emissions based on investments in the environmental projects undertaken by the FBB (the bank's foundation). December 2013 Action in progress | The deadline for this action was extended until December 2014 while awaiting the outcome of the study commissioned with the FBB – and which is expected to be delivered by the end of the first semester of 2014 – which will enable an evaluation of the capability of the TS Balde Cheio technology to absorb the offset of the bank's greenhouse gas (GHG) emissions.
Enhance the fuel consumption management system (calculation of emissions). December 2014 Action in progress | The accountability statement will be included in BB's 2014 Annual Report.
Develop or procure a Corporate Socioenvironmental Indicator Panel and make it available on the intranet and internet. December 2014 Action in progress | The accountability statement will be included in BB's 2014 Annual Report.
Implement the Selective Garbage Collection Sub-Program in Brazilian municipalities where selective collection has been defined and implemented as a public policy and/or where there are collectors' associations/cooperatives. December 2014 Action in progress | The accountability statement will be included in BB's 2014 Annual Report.
Extend the reach and reliability of the Scope 3 emissions inventory, in accordance with the directives and sources set out in the Brazilian GHG Protocol Program and which are compatible with the activities in which the financial system engages. December 2015 Action in progress | The accountability statement will be included in BB’s 2015 Annual Sustainability Report.
Challenge 20 | Better socioenvironmental risk management in financing (except for climate change-related risks).   See how the bank is dealing with
this theme clicking here.
Define the training program for the team in charge of identifying, evaluating, controlling, mitigating and monitoring socioenvironmental risk (Financial Support category). December 2013 Action in progress | The deadline for this action was extended until December 2014, given the complexity of the issue. Also under development is a socioenvironmental risk management model that will encompass the systems and processes to be applied to the following risk categories: financial support, administrative practices, participations and socioenvironmental scenarios.
Undertake assessments of the principal socioenvironmental risks involving BB's activities and propose the respective mitigation actions. December 2014 Action in progress | The accountability statement will be included in BB's 2014 Annual Report.
Analyze the feasibility of including environmental variables in the econometric modeling of Agriculture Technical Risk Evaluations (RTA) to support the identification and evaluation of socioenvironmental risks in Farming Loans. Suggested characteristics: (i) inclusion of environmental variables in the econometric modelling of RTAs; (ii) integrating a data base from different sources when analyzing financing and the reliability of RTA data; (iii) support for massified credit analysis (Working Capital for Input Purchases) using enquiry services for non­-massified analysis (investment), including geo-referenced monitoring of deforestation areas, indigenous tribal lands, conservation units and classification of the socioenvironmental risks. December 2015 Action in progress | The accountability statement will be included in BB's 2015 Annual Report.
Enhance, develop or acquire a model for identifying and evaluating the risks and/or opportunities involving climate change for the principal sectors in which the bank operates, by means of: (i) evaluation of data concerning greenhouse gas emissions by project/asset/business/sector; (ii) assessment of exposure to climate risks at the business/sector level (valuation, costs/future returns); (iii) monitoring and analysis of carbon credit prices; (iv) preparation of climate variation scenarios, such as rainfall and temperature on markets, regions, sectors and businesses, with the support of financial analysis; and (v) the use of updated maps of natural disasters/extreme climatic events for certain regions/sectors for internal consultation purposes. December 2015 Action in progress | The accountability statement will be included in BB's 2015 Annual Report.
Record the behavior of the socioenvironmental risks, so as to ensure the maintenance of exposure to these risks at the established tolerance levels by: (i) defining and implementing models for controlling the level of socioenvironmental liability associated with customers, projects, regions and sectors of the economy; (ii) defining and implementing a system that enables a unified process of collating and storing data resulting from socioenvironmental questionnaires, compliance with covenants and associated losses; and (iii) defining and implementing a system for evaluating assets provided and granted as collateral. December 2015 Action in progress | The accountability statement will be included in BB's 2015 Annual Report.
Challenge 21 | Better socioenvironmental risk management in the bank’s own investments and those of third parties (except for climate change-related risks).   See how the bank is dealing with
this theme clicking here.
Evaluate the need for systems, routines and procedures that make it possible to identify, assess, control and mitigate the socioenvironmental risk present in the bank's financial activities and operations, in addition to monitoring the management process. December 2013 Action in progress | The deadline for this action was extended until December 2014, given the complexity of the issue. Also under development is a socioenvironmental risk management model that will encompass the systems and processes to be applied to the following risk categories: financial support, administrative practices, participations and socioenvironmental scenarios.
Develop an evaluation methodology for the categories of socioenvironmental risk. December 2013 Action in progress | The deadline for this action was extended until December 2014, given the complexity of the issue. Also under development is a socioenvironmental risk management model that will encompass the systems and processes to be applied to the following risk categories: financial support, administrative practices, participations and socioenvironmental scenarios.
Undertake assessments of the principal socioenvironmental risks involving BB's activities and propose the respective mitigation actions. December 2014 Action in progress | The accountability statement will be included in BB's 2014 Annual Report.
Record the behavior of the socioenvironmental risks, so as to ensure the maintenance of exposure to these risks at the established tolerance levels by: (i) defining and implementing a model(s) for controlling the level of socioenvironmental liability associated with investment and participations, according to the region, economic sectors and projects; and (ii) establishing a management model for analyzing the socioenvironmental impacts of those activities in which the bank is involved. December 2015 Action in progress | The accountability statement will be included in BB's 2015 Annual Report.
Challenge 22 | To enhance the relationship between Private Social Investment and the business strategy.   See how the bank is dealing with
this theme clicking here.
Based on the diagnoses conducted, implement socioenvironmental projects of the Água Brasil Program, so as to create synergy with social technologies and businesses. On-Going
action
On-Going action | After evaluating the Água Brasil Program, several projects were developed. In the Urban Environment: (i) a cooperation agreement was signed with the local authorities on Caxias do Sul (RS), to benefit seven associations of collectors of recyclable materials; (ii) organizational and economic assistance was provided to the collectors recyclers/cooperatives that are partners of the Água Brasil program in several cities; (iii) support was provided to create Catapiri (a cooperative in Pirenópolis – GO). In the Rural Environment, FBB social technologies were implemented, such as interventions for access to water in the communities, domestic use cisterns and seed banks.
Develop strategy/initiatives for leveraging sales of socially and environmentally-friendly products that transfer funds to FBB. On-Going
action
On-Going action | Several strategies/initiatives were undertaken, including: (i) a banner of the BB Referenciado DI Social 50 fund (which channels 50% of the management fee to FBB) on the Investimentos site, on the Você tab; (ii) highlighting the funds intended for the youth segment, which channel 20% of the management fee to the Água Brasil Program via FBB on the Universitários site; (iii) publication of interviews with Sebastião Salgado and executives of the Cards Directorship (DICAR) and the Sustainable Development Unit (UDS); (iv) announcement and publication on the bank's YouTube channel of the mini documentary on Sebastião Salgado and his career, the actions for salvaging the Atlantic Forest and the Ourocard Origens card; (v) remittance of 5 million enclosures with the invoices to encourage adherence to the card; and (vi) printing and distribution of 500,000 folders at the branches to encourage adherence to the card.
Study and propose, together with the FBB, adjustments to the Social Technology Bank, so as to identify the technologies certified according to the thematic axes of BB's social business (housing, entrepreneurship, higher education, accessibility and family agriculture). December 2013 Action in progress | The deadline for this action was extended to June 2014 for the following reasons: (i) between September and November 2013 there was a change in the Executive Board of the FBB, and the new management is interested in becoming involved in the discussions about the work being done; (ii) the need was identified to better define adherence of the social technologies to the social business, so as to make the most of this opportunity and obtain consistent solutions that can be better applied; (iii) it was agreed that the offer of social technologies for the bank's supplementary actions must take account of several dimensions that need to be better structured, such as means of social mobilization and transfer of social technology, in addition to identifying local needs and potentialities.
Undertake a study to evaluate the possibility of implementing financial education and the concept of usability through the bank's correspondents in Brazil in telecenters/digital stations supported by the FBB. December 2013 Action concluded | With regard to the theme of financial education, FBB revitalized the Financial Education Project for implementation at digital stations and telecenters through interactive courses on CD-ROM, in addition to holding workshops. After internal analyses, no possibility was identified of implementing this using the correspondents of the Mais BB Network.  GRIG4-FS16
Reformulate the guidelines regarding the Estágio de Estudante (Student Intern) Program. December 2013 Action concluded | The reformulation involved reviewing the Term of Commitment agreed with the Labor Prosecution Office, which removed the restriction for the year in course on the entry of university-educated interns, reduced the entry age for students on the Program to 16 and increased the scholarship
to R$570.00.
Develop and implement Private Social Investment (ISP) management system designed to: (i) enhance and monitor donations made (products, equipment, services and advertising space); (ii) monetary valuation of the ISP actions according to the following categories: contributions in cash, contributions in time, contributions in kind and administration costs; (iii) categorization of all ISP actions into three main groups: charity donations, community investments and commercial initiatives; (iv) statement of the alignment of the FBB's actions with the strategy of the sponsor, so as to systematize monitoring and reporting to the board members representing the institution on the Board of Curators; and (v) establishing, implementing and monitoring financial impact indicators involving the actions of ISP. (i) and (ii): December 2013
(iii) and (iv): December 2014
(v): December 2015
Action concluded ahead of time | As expected, 2013 saw the development of a system for registering the donations made, as well as the other activities of the bank's ISP, ascertained on an annual basis, allocated a monetary value and categorized as contributions in cash, time or equipment and administrative costs. In addition, BB brought forward the conclusion of the action regarding the Board of Curators: BB's representatives on this forum receive in advance of the deliberations an analysis regarding the alignment of the votes with the Bylaws and Regulations of the FBB and the bank's strategy for the ISP. Additionally, the bank's senior management, as well as the Governance Committee of the Associate Entities and BB's Board of Officers receives quarterly information about the management and performance of the FBB.
Identify opportunities in portfolio of private social investment projects in order to create synergy with the bank's business strategy. December 2014 Action in progress | The accountability statement will be included in BB's 2014 Annual Report.
Challenge 29 | To maintain and expand the bank’s role as a driver of sustainable development through financial inclusion and social businesses (Oriented Productive Micro Credit – MPO, The Student Financing Fund – Fies, Minha Casa Minha Vida (Real Estate Lending) Program – MCMV Program and the BB Accessibility Loans, among others), so as to integrate with programs and public policies, partnerships with the private sector and BB sustainable development strategies (private social investment, volunteer work, digital inclusion and sustainable regional development).   See how the bank is dealing with
this theme clicking here.
Define the strategy for how BB will operate given the opportunities and actions in social business at the major sporting events (the 2014 World Cup and the 2016 Olympic Games). December 2013 Action concluded | A schedule was defined, as well as the manner in which the bank will participate in the events intended for the target public of the social businesses, including major sporting events such as the World Cup and the Olympic and Paralympic Games, so as to promote the disclosure of the products to its target audience. 
Define BB's concept of financial inclusion and establish indicators capable of measuring the performance of the bank's actions, monitoring these and reporting to the senior management. December 2013 Action concluded I The bank aims to adopt the same position as the Central Bank of Brazil (Bacen) with regard to the concept of financial inclusion, with actions dedicated to bankarization in order to meet the needs of the population with this profile and to contribute to improving their quality of life in a sustainable manner.
Develop and approve a methodology for a territorial overview that enables public policies, private partnerships and sustainable development practices to work together. December 2013 Action concluded | Approval was given for a New Sustainable Development Performance Model (NMADS), which suggests an integrated approach by BB based on taking advantage of business opportunities. These are identified by monitoring the initiatives being undertaken by BB's partners in areas where the branches operate.
Develop a guidance solution for customers who are the target audience of the social businesses, so as to support the closing of profitable deals that generate social and environmental value. December 2013 Action concluded | A solution was developed that provides guidance to employees and the target audience about undertaking profitable and socially responsible deals: (i) in the case of in-house customers, a social business hot site was created and the Social and Financial Business app was developed; (ii) in the case of external customers, a calendar was drawn up, as well as the manner in which the bank will participate in events intended for the target audience of the social businesses, including major sporting events (World Cup, Olympic and Paralympic Games) and specialist fairs, seminars and conferences.
Develop a line of micro insurance to be offered to the target audience of the social businesses (storm, flood, cell phone and unemployment insurance, etc.). December 2013 Action concluded | Launch of the first micro insurance product of Banco do Brasil. Microsseguro Proteção Pessoal (Personal Protection Micro Insurance) is classified in the segment created by the National Superintendence for Private Insurance (SUSEP) intended for customers with income of up to R$3,000.00, and provides cover for accidental death and guaranteed reimbursement of the funeral expenses of the policyholder, in addition to specific items covered. New micro insurance projects are under development by the insurance group of Banco do Brasil and Mapfre, and are under analysis by the regulator, so that they will be available to the public in 2014.
Develop a methodology for transmitting to the in-house public the importance of BB's role in sustainable development. December 2013 Action concluded I An Integrated Communication Plan (PCI) was developed, and will come on stream within one year, including a six-monthly report to be submitted to the Communication Committee showing the internal communication actions implemented, with enhancement and annual review up to 2018.
Develop a program for the bank to operate within the National Policy on Solid Waste (PNRS). December 2013 Action concluded | Actions were implemented to strengthen BB's image of closing profitable business that generates social and environmental value, such as: (i) the proposed structuring of BB's role within the PNRS along specific axes; (ii) building a workflow for BB within the PNRS together with the FBB; (iii) participation in events; (iv) re-publication of 2,000 copies of the leaflets about solid waste management; (v) approval of two projects for support via the Besc Club for the DS Business Plans in the recycling chain, using non-reimbursable funds; (vi) support via partnership with the National Economic and Social Development Bank (BNDES)/Social Fund for the DS Business Plans in the recycling chain using non-reimbursable funds.
Implement the PLANTE – Territorial Plan for supplementary actions in the Minha Casa Minha Vida (Real Estate Lending) Program (MCMV). December 2013 Action concluded | The NMADS approved includes the Action Plan in DS (PADS) tool that enables BB to work together with public policies and private partnerships, with due regard for the areas in which the branches operate.
Conclude the pilot project for replicating the Sustainable Regional Development methodology abroad (Bolivia, Chile and Paraguay) and to use it as the feasibility benchmark for implementation in other countries. December 2014 Action in progress | The accountability statement will be included in BB's 2014 Annual Report.
Review the Volunteer Program, so as to connect it to the DS actions under development by BB. December 2014 Action in progress | The accountability statement will be included in BB's 2014 Annual Report.
Implement the territorial overview methodology. December 2015 Action in progress | The accountability statement will be included in BB's 2015 Annual Report.