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Annual Report 2014

  1. A+
  2. A-
GRI G4-DMA Economic performance
Challenge 26

Maintain and expand the Bank’s role as a driver of sustainable development through financial inclusion and social businesses (Production Oriented Micro Credit – MPO, Student Financing Program – Fies, Minha Casa Minha Vida – MCMV Program, the BB Accessibility Credit and the National Program for Strengthening Family Farming - Pronaf, among others), so as to integrate with programs and public policies, partnerships with the private sector and the BB sustainable development strategies (Private Social Investment, volunteer work, digital inclusion, sustainable regional development and a model for integrated involvement in sustainable development, among others).

For the 2015 to 2019 cycle, BB has defined five highly relevant challenges to the sustainability of its operations: Profitability and Capital Management; Organizational Culture; Management of People and Knowledge; Design (Businesses, Processes and Organization); and Customer Experience and Relationship with the Eco System1. Thus the Bank’s emphasis is on enhancing the experience of customers, shareholders and society by developing long-lasting relationships. With the principles of sustainability as the driving force, it will continue allocating priority to increasing efficiency, productivity, profitability and revenues from services.

These priorities are the outcome of the review process of the BB’s Corporate Strategy, carried out during 2014, with the support of strategic studies covering macro environment trends, medium and long-term economic scenarios, initiatives and prospects for the competition and customer satisfaction surveys. The Bank’s capabilities, competencies and recent performance were also analyzed, as well as forecasts of results. Once the strategic pointers and objectives of BB have been defined, a series of actions fosters disclosure and internal alignment, such as workshops, mobilization events, intranet disclosures, training and endomarketing campaigns. GRI G4-PR5

Given the current context, characterized by complex and interdependent relations between the Bank and its stakeholders, 2014 saw the beginning of the development of a management model for the Banco do Brasil brand, which is now seen as a strategic asset capable of creating differentiation and value for the business. This process defined the essence of the brand, which expresses the Bank’s raison d’être, and is evidenced by its Belief, Mission, Vision and Values.

The BB’s new mission reflected a new dynamic for formulating and breaking down the strategy so as to ensure greater alignment between discourse and practice. The assumptions of the review process of BB’s corporate strategy included participative construction, strengthening the focus on customers and the integration of performance inducement processes whose main objective is to transform strategy into an effective management instrument.

The proposed challenges, movements and strategic objectives were discussed in working groups with the Board of Directors, the Board of Officers and the Executive Board. The strategic guidelines were broken down into specific strategies for the retail, private banking, wholesale and public sector markets, referred to as market plans, establishing priorities in terms of objectives, targets, initiatives, indicators and products. Drawing up these plans also involved the departments that manage products, networks, channels and corporate functions.

The essence of Banco do Brasil brand
GRI G4-56

Belief | A better world for everyone requires public spirit from each of us.

Mission | A market bank with public spirit – being a competitive and profitable bank, showing public spirit in each of its actions with society as a whole.

Vision of the Future | To be the most important and reliable bank in the lives of customers, employees, shareholders and for the development of Brazil.

Values

  • Public spirit – We simultaneously take into account the whole and the parts in everything we do, so as to estimate the risks, generate results and create value.
  • Ethics – Our conduct is based on moral principles and values, with responsibility and transparency.
  • Uniqueness – Our identity unites us, sets us apart and makes us proud: we are Banco do Brasil.
  • Competence – We tirelessly search for the competence needed to resolve the challenges arising from our Belief and our Mission.
  • Innovation – We embrace a culture of innovation so as to ensure our perpetuity.
  • Human Potential – We believe in people’s potential and their ability to achieve and contribute to the progress of society.
  • Sustainability – We are leading players in disseminating and making possible a lifestyle based on the principles of sustainability.
  • Efficiency – We are permanently optimizing the resources available to create value for all our stakeholders.
  • Agility – We are simple and assertive to have the agility required to compete and enchant customers.

Strengths

GRI G4-DMA Local Communities

In line with its mission of being a market bank with public spirit, the BB’s strategy includes the commitment to drive public policies and foster the development of the nation. At the same time it continues in the incessant search for sustainable results. A series of competitive advantages, shown below, contribute to the benchmark position of BB in the market.

Leadership

The Bank’s high-profile position in several segments reflects its capillarity, the diversity of its business and the huge volume of funds handled. BB is the largest financial institution in Latin America in assets, which amount to around R$1.4 trillion. It is also the top lender in the Brazilian Banking Industry (SFN), with a share of 21.0%, the highlight being loans to Agribusiness, with a 63.5% market share. In the Government market, BB is the financial agent of the National Treasury, looking after the government’s sole account and in charge of transferring funds to other components of the Federation

This status affords the BB three main competitive gains. The huge dimension of the business contributes to economies of scale and to enhancing operational efficiency. The extensive customer base is strategic for offering new products and services. Acknowledgement as the industry benchmark enables a positive image and solid reputation to be maintained, further enhancing relations with the various stakeholders.

Capillarity GRI FS13

BB has the largest service network in Brazil and abroad among Brazilian financial institutions. Present in 99.8% of the country, the Bank foster bankarization, enabling the inclusion of thousands of people within the banking system, while fostering local production chains. Indirectly, this pioneering effort also boosts the institution’s reputation, while enhancing links with local communities. The geographical distribution means the Bank can take advantage of the business opportunities arising from social mobility in Brazil.

Brand Management

Managing the Banco do Brasil brand involves seeking out opportunities for exposure and assimilation of positive perceptions. This process also involves controlling how the brands are utilized in Brazil and overseas, with each of the Conglomerate’s stakeholders. This process also involves the search for opportunities for positive exposure and assimilation of positive perceptions of the brand. Thus the Bank defines policies, architecture and names for products and services, monitors how visual identities are used, ensures legal protection for institutional trademarks and products and assesses the possibilities for licensing and association of brands.

Challenge 4

Improve the brand management process using clear monitoring metrics linked to risk management and financial returns.

In 2014, the BB brand appraisal process, carried out with the support of specialist consultants, established the intangible value of the Banco do Brasil brand, reflecting its contribution to generating new business and the price definition strategy. This process also enabled the updating of the indicators used for monitoring, the enhancement of the specialization of the in-house process agents and the comparison of the Bank’s brand with those of its main competitors.

In the financial industry, the Banco do Brasil brand enjoys the third-largest financial value (R$18.8 billion, according to the ranking of The Banker 2014 magazine, the first that comes to mind among the population, according to the Top of Mind of the Datafolha Institute and the largest in percentage of equity value, 29%, according to an in-house study based on public data. The Bank also holds 4th place among The Most Valuable Brazilian Brands (Interbrand) and 2nd place in the Banks category of The Most Prestigious Companies ranking (Época Negócios magazine) and Brazil’s Favorite Companies 2014 (Consumidor Moderno magazine). The improvement in the perception of the BB brands can be attributed to the activities of the Banco do Brasil Cultural Centers (CCBBs), the role of Fundação Banco do Brasil and the institutional sponsorship of sport. Know more

The Bank has its own methodology for managing image risk, which is being revised on account of Central Bank Circular 3,457/2011, which incorporates the attitude to reputation risk.


New BB sponsorships in 2014

Allianz Parque Arena | A multi-use arena in São Paulo (SP), with covered seating for approximately 45,000, 160 VIP boxes, an amphitheater, restaurants, a convention center, stores and a theme memorial among other facilities. The sponsorship provides for use of the boxes for customer relationships, exclusive affiliation in all commercial establishments within the arena, exclusive benefits for Ourocard credit/debit card customers at shows, games and other events, as well as space for showing off the brand.

Bourbon Street Music Club | A nightclub in São Paulo (SP) inspired by the typical music and décor of New Orleans, inaugurated in 1993 in the presence of B.B. King. The partnership includes exclusive discounts and pre-sales for the Bank’s customers, preference in taking out insurance with companies of the Conglomerate, allocation of space for VIP boxes and closed events, brand visibility on the premises and its media plan.

Sauber – Fórmula 1 Team | Sauber – Fórmula 1 Team.

Sponsorships GRI G4-EC7 G4-EC8

In 2014 BB invested around R$200 million in sponsorships totaling 778 projects. Around 21% of this was channeled to the Superintendencies in each State, thus contributing to regionalizing the Bank’s efforts while energizing the economies of several municipalities. This total also includes the 404 projects selected by means of public tender within the Banco do Brasil Sponsorships Program. The year was notable for new sponsorships (see box) and the progress of the traditional platforms on which BB operates.

2014 Banco do Brasil Circuit GRI G4-EC7 | The 2014 season took in four Brazilian capitals (Belo Horizonte, Brasília, São Paulo and Rio de Janeiro) with events involving culture, entertainment and sport. Each edition had a 10-hour schedule. In all, over 100,000 people turned up. The contest for bands, VOZPRATODOS, saw more than a thousand bands registered, while the Brazilian Vertical Skate and Street Skate Championships attracted more than 50 skateboarders and distributed R$ 180,000 in prizes.

Sports GRI G4-EC7 G4-EC8 | Total investment by BB in sports stood at R$108.6 million in 2014, of which R$11.7 million came from the Sports Incentive Act. This involvement seeks to disclose the brand and enable it to be associated with positive attributes, in addition to creating opportunities to network with customers. Sponsorship focuses on sportsmen and modalities that evoke national identity, the highlights being the Brazilian Volleyball and Handball Confederations, the Williams F1 team and the BMW Team Brasil (GT Series), the Sports Ambassadors Project, yachtsmen Robert Scheidt and Bruno Prada and tennis players Beatriz Haddad Maia and Thiago Monteiro. In December, the office of the Federal Controller-General (CGU) published an audit report pointing out weaknesses and discrepancies in the management of the Brazilian Volleyball Confederation. In the light of this, BB immediately froze the sponsorship, the resumption of which will depend on compliance with the recommendations of the CGU. In 2014, the Bank was awarded the Friend of Sport Business Award, with 1st and 3rd places in investments in the states of Sergipe and São Paulo, respectively, and 2nd place as the Best Friend of Participative Sport.

Focusing on culture and sport, BB’s investments in sponsorship amounted to R$200 million in 2014, covering 778 projects

Banco do Brasil Cultural Centers (CCBBs) GRI G4-EC7 | More than 5.3 million people visited the CCBBs in Belo Horizonte, Brasília, São Paulo and Rio de Janeiro in 2014. These centers hosted 106 projects during the year, of which 18 exhibitions accounted for over half of the visitors and the largest share of the return from spontaneous media. Among these, worthy of note are Salvador Dalí (RJ), Sebastião Salgado Genesis (DF), Yayoi Kusama: infinite obsession (RJ and DF) Ciclo (Cycle) (SP and MG) and the Ludwig Collection (SP, RJ and MG). Total investment during this period was R$49.3 million, of which 94% from the Rouanet Act on tax incentives. The quality, free entrance and regularity of the schedules of the CCBBs led in 2014 to the Bank receiving dozens of nominations and two awards from the São Paulo Association of Art Critics. Once again the Centers occupied top positions in the rankings of the publication The Art Newspaper, which covers museums and the world’s most prestigious exhibitions.

To enhance the movie theater infrastructure at the Cultural Centers BB is acquiring new digital movie projection equipment as part of a 4K Digital Cinema park. This improvement will make it easier to run seasons, by substituting the current model of rented equipment, while mitigating the risks in transporting and storing rare film collections. The transition from analogue cinema (film) to digital is already a global reality: it is estimated that 2015 will be the last year when movies will be distributed on film, while several festivals such as Cannes and Rio de Janeiro only show content in official digital format. Furthermore, this standard is required for showing 3D movies.

Benchmark in Sustainability

The Sustainability Plan – BB Agenda 21 ensures that this topic receives a transversal approach throughout the Bank. Besides structured practices, BB fosters an internal culture of sustainability, which also entails establishing socioenvironmental targets from the strategic level to unit and branch level, involving employee performance, among other factors. This attitude sets BB apart from other financial institutions and produces a positive impact on the institutional reputation and in the relationships with stakeholders. Furthermore, it reiterates the public spirit of BB, insofar as economic, social and environmental aspects are taken into account when making decisions, so as to reconcile public and private interests and contribute the nation’s development.

Since 2006 the Bank has been listed on the Novo Mercado segment of BM&FBOVESPA, which hosts companies with the highest level of governance. Within the scope of sustainability, BB has been listed on the Corporate Sustainability Index (ISE) of BM&FBOVESPA for a decade, since it was created, and has also been listed over the last three years on the Dow Jones Sustainability Index (DJSI) of the New York Stock Exchange. Since 2012 BB has been among the winners of the Época Magazine Green Company Award (Globo Publishers).

Information Technology

Investments in information technology reduce costs, improve controls and information security and free up employees so that they can deal with customers and strategic problems, while they also reduce the environmental impact of the Bank’s activities. The total amount invested by BB in information technology stood at R$3.2 billion, R$2.8 billion and R$3.4 billion in 2012, 2013 and 2014, respectively.

An integrated series of Green IT actions means efficient use of resources along the entire chain, involving, for example, socioenvironmental requisites when acquiring equipment and services. The institution was the first in the retail segment in the Americas and in the Southern Hemisphere, as well as the tenth worldwide, to be awarded ISO 20000 certification in technology, according to IT Service Management Forum.

In 2014, BB invested R$3.4 billion in information technology and R$74.7 million in employee training, exceeding the previous year’s amounts by 19.0% and 27.6%, respectively

Among last year’s initiatives, worthy of mention is the Technological Transformation Program that aims to advance the Bank’s technology structure in order to achieve higher levels of speed of response and efficiency. In line with expectations surrounding convenience for customers and employees, BB has invested heavily in mobility to make mobile phones the primary channel for doing transactions, contributing to customer satisfaction, cost reductions and greater agility in corporate processes. The telecommunications infrastructure of BB also came in for attention during the year, its quality and capacity having been augmented to benefit all premisess.

Human Capital GRI G4-DMA Training and education

BB fosters people management in response to good market practices, respecting aspects of its nature as a government controlled (private) entity, including selection through public examination. Highly-qualified staff in the financial and banking areas means better service for customers, proper progress of projects and continuous improvement in processes. Investments in employee training in 2012, 2013 and 2014 amounted, respectively, to R$55.3 million, R$58.6 million and R$74.7 million.

In 2014 BB featured for the second consecutive year in the Guia Você S/A – ranking of The Best Companies to Work For (Abril Publishers), received a certificate from the Top Employer Institute as one of Brazil’s top five employers, and was listed among the 150 Best Companies in People Management Practices (Gestão RH magazine).

Sustainability Plan – BB Agenda 21

GRI G4-14

The Sustainability Plan – BB Agenda 21 personifies the Bank’s sustainability strategy (know more about governance). This is a pioneering initiative on the Brazilian business scene, inspired in the principal commitments given at the United Nations (UNO) Rio-92 Conference that encouraged governments, businesses and civil society organizations to search for solutions for socioenvironmental problems. It is through it that BB aligns management of the topic with accountability to society, disseminates through the entire Conglomerate the sustainability strategy and ensures that business processes are coherent with its principles in order to deliver on the actions established beforehand for each three-year period.

The Plan is drawn up from the public commitments given by BB, references originating in entities that foster the corporate socioenvironmental responsibility movement at national and international level – such as the Dow Jones Sustainability Index (DJSI), the Corporate Sustainability Index (ISE) and the Brazilian Consumer Protection Institute (IDEC) – and from its own biannual updating process involving all areas of the Bank and representatives of its major stakeholders. It is structured on three fronts on which a series of actions is defined with a three-year time horizon, so as to ensure that the guidelines filter down to the operations areas (see the box).

Fronts of the BB Agenda 21

Sustainable Business | Executing actions in support of sustainable development, financing activities that generate jobs, income and social inclusion, in addition to using environmentally appropriate technologies to see these actions through.

SER Processes and Management | Spreading principles that bolster the culture of SER with its stakeholders by ensuring that administrative and business processes are coherent with these principles.

Private Social Investment | Improving the quality of life of the Brazilian population with initiatives that involve support for environmental awareness and conservation programs or those concerning protection for human rights, raising funds for supporting social development and for encouraging voluntary work among employees.

In 2014 BB once again updated its Agenda 21 Sustainability Plan. The process involved several phases of internal discussion and stakeholder consultations as shown in the diagram below. As a result, 28 challenges were listed in the economic, social and environmental dimension, giving rise to 88 actions comprising the Sustainability Plan – The 2015-2017 BB Agenda 21.


Updating of the BB Agenda 21 in 2014 GRI G4-14

AUGUST
14
During a visit by executives from the United Nations Environment Program (UNEP) and Febraban to Banco do Brasil, discussions were held about BB’s collaboration in sustainable development, the highlight being the Low Carbon Agriculture Program, the Water Brazil Program and the social technologies of Fundação Banco do Brasil. The meeting is part of the UNEP global program to identify initiatives and opportunities for accelerating investment and financing for the green economy, to which Febraban is contributing by carrying out studies into the Brazilian Banking Industry (SFN).

 

28
Consultation held with the people management network for suggestions as to actions for meeting the challenge of strengthening in-house programs on education and awareness regarding sustainability.
SEPTEMBER
04
The Superintendencies of the Bank were consulted about suggestions for actions contributing to the Bank’s role as an inducer of sustainable development through financial inclusion and social businesses.

 

16
The 2014 Stakeholders’ Panel enables the stakeholders to prioritize the topics and challenges of the Sustainability Plan – BB Agenda 21 for the 2015-2017 period. The event also contributed to preparing the materiality matrix for the 2014 Annual Report.

 

18
In the thematic panel on Private Social Investment and Social Businesses, FBB and the Bank’s Strategic Unit for Sustainable Development debated the challenges within the Social Dimension of the BB Agenda 21 for the next three years.

OCTOBER
09
BB executives gathered at the 20th Sustainability Forum to establish the order of priority for the topics and challenges of the Sustainability Plan – BB Agenda 21 for the 2015-2017 period. The event also contributed to preparing the materiality matrix for the 2014 Annual Report.

 

27
The thematic panel on Risks and Opportunities within the Supply Chain and Sustainable Procurement enabled the Bank to provide employees training on this topic in the light of Law 8,666/93 (the Tenders Act), and on the challenges emphasized by the sustainability indices of the capital markets. At the meeting solutions were also presented for the BB Agenda 21.
NOVEMBER
06
Together with WWF Brasil, BB held the Workshop for the Financial Industry on ESG (Environmental, Social and Corporate Governance), with the aim of discussing key sustainability issues for the industry while assisting participants to identify risks and opportunities in their portfolios. The backdrop to the debate was the Environmental, Social and Governance – ESG Manual developed by the WWF International, with support and guidance from Credit Suisse.

 

07
Within the scope of the Brazil Water Program, the thematic panel on Climate Strategy introduced the Bank’s in-house stakeholders to a scenario on climate change, its major impacts and the role of banks in this process. The event contributed to proposing actions on this topic for the 2015-2017 period of the Sustainability Plan – BB Agenda 21.

 

20
At the V Sustainable Development Workshop, the senior management of BB met with executives of related entities, state superintendencies, people management network managers, specialists and partners to discuss the BB Agenda 21 actions for the 2015-2017 period based on the allocation of priorities at the previous events.

Challenges Proposed for 2015-2017 GRI G4-2G4-DMA WaterG4-DMA Effluents and waste

Challenge Action Deadline See how the Bank is Dealing with this Topic
1. Enhance the sustainability governance structure by involving Senior Management (Board of Directors, Board of Officers and the Executive Board) in order to strengthen the Bank’s commitment to the topic. Develop and implement training programs in socioenvironmental responsibility for the Board of Directors, the Board of Officers and the Executive Board. December 2015 Corporate Governance Socioenvironmental Responsibility Governance
Assess the viability of creating an advisory committee to the Board of Directors for the purpose of assisting this body to monitor and evaluate the Socioenvironmental Responsibility Policy. December 2015
4. Improve the brand management process using clear monitoring metrics linked to risk management and financial returns. Analyze and define metrics that demonstrate how the performance of the brand relates to the impact on the financial result. December 2015 Strategy Strengths Brand Management
Study the feasibility of taking into account the appreciation in brand value as one of the inputs for the method of assessing strategic partnerships. December 2015
Assess the feasibility of projecting the brand value of BB for the years ahead. December 2015
Enhance the reach of the brand measurement and management methodology by offering royalty fees per business, thereby expanding the range of possible revenues and better knowledge of the competitive strengths of the Conglomerate. December 2015
10. Put in place mechanisms to strengthen employees’ commitment to the Code of Ethics and the Standards of Behavior. Put in place mechanisms for monitoring, on an annual basis, reading and acceptance of the Code of Ethics and Standards of Behavior by all employees in Brazil and overseas. June  2015 Corporate Governance Ethics Management
Disclose a summary of the ethics management actions ay BB. December 2015
11. Enhance customer relationship management and increase the satisfaction index. Establish differentiated business terms and/or benefits for individual, business and government customers that use on-line services, avoiding printed matter. On-Going action Relationships with Stakeholders
Assess the implementation of a process for external assurance of the information regarding the number of customers using on-line financial services. December 2015
15. 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). Adjust/develop innovative products and services with the following assumptions: Wholesale Pillar | BBEcoEficiente, innovation and creation of socioenvironmental value. Examples are: loan facilities with socioenvironmental elements for financing green technologies; carbon credits market; consultancy services; equity products with environmental elements; fixed income investments with environmental elements; environmental and climate change criteria throughout the entire loan and investment process. On-Going action Relations with the Environment
Adjust/develop innovative products and services with the following assumptions: Government Pillar | BBEcoEficiente, innovation and creation of socioenvironmental value. Examples are: loan facilities with socioenvironmental elements; structured financing/transactions for the solid waste industry; sanitation; carbon credits market; consultancy services; equity products with environmental elements; fixed income investments with environmental elements; environmental and climate change criteria throughout the entire loan and investment process. On-Going action
Adjust/develop innovative products and services with the following assumptions: Retail Pillar | BBEcoEficiente, innovation and creation of socioenvironmental value. Examples are: mortgages for acquiring, building/refurbishing sustainable developments; loan facilities for financing green technologies; pre-fixed income investments with environmental elements; environmental and climate change elements throughout the entire loan and investment process. On-Going action
19. Improve socioenvironmental risk management, based on the provisions of CMN Resolution 4,327/2014. Analyze the feasibility of incorporating environmental variables into the econometric modeling for RTA (Farming Technical Risk Assessment), in order to support detection and assessment of socioenvironmental risks in Agriculture Loans. Suggested features: (i) Incorporation of environmental variables in RTA econometric modeling; (ii) integrating the base of different sources in analyzing financing and the reliability of RTA data; and (iii) support for massified analysis of loans (working capital for input purchases), using consulting services for non-massified analysis (investment), including geo-referenced monitoring of areas of deforestation, native tribe lands, conservation units and classification of socioenvironmental risks. December 2015 Corporate Governance Risk Management
Register the behavior of the socioenvironmental risks so as to ensure maintenance of exposure to this risk according to the established tolerance level, by  (i) defining and implementing a model(s) for controlling the level of socioenvironmental responsibility associated with investment and equity interests, according to the region, economic sectors and projects; and (ii) establishing a management model for analyzing the socioenvironmental impacts of the activities in which the Bank is involved. December 2015
Develop routines and procedures for identifying, classifying, assessing, monitoring, mitigating and controlling socioenvironmental risk in transactions, with due regard for the provisions of CMN Resolution 4,327, Section 8; and SARB 14, Sections 3, 7, 9, 10, 11, 12, 13, 14, 15, 16, 17 and 18. June 2017 (construction of a socioenvironmental rating by applying questionnaires and building the risk matrix) December 2019 (incorporation of data on losses, by socioenvironmental rating, when pricing loan transactions)
Define technical specifications and request the development of an IT system that supports socioenvironmental risk management. December 2018
Include in the risk assessment model the weighting of situations involving crimes against the environment. December 2016
20. Enhance the relationship between Private Social Investment and the business strategy. Use diagnoses carried out so as to implement socioenvironmental projects of the Brazil Water program, creating synergy with social technologies and businesses. On-Going action Relationships with Stakeholders Civil Society
Develop strategies/initiatives for leveraging sales of products with socioenvironmental elements that transfer resources to FBB. On-Going action
Evaluate, in the light of the new ECBB, the Foundation’s role as an agent of PSI, including how to link these investments to the instituter’s social business and integrate them with public policies. June 2015
Evaluate ways of internalizing resources at FBB and new sources of public and private resources, also analyzing the feasibility of investing reimbursable resources. December 2015
Organize and annual workshop among the business areas and FBB so as to identify social technologies that can be added to the business of BB, enabling them to be reapplied, so that, by gaining in scale, they can become a public policy that contributes to the development of a greener, more inclusive economy. December 2015
Develop and implement a Private Social Investment (PSI) management system that includes establishing, implementing and monitoring the socioenvironmental and financial impact indicators associated with PSI actions. June 2016
23. Enhance the employees’ variable remuneration system, including that of Senior Management, taking into account individual performance. Develop initiatives for increasing the percentage of employees whose remuneration is affected by individual performance appraisals (management by objectives and multidimensional performance appraisals). On-Going action Corporate Governance Governance Structure Board of Directors
Relationships with Stakeholders Employees Remuneration
24. Raise the employee satisfaction index. Analyze the factors that most contribute to improving employee satisfaction. Analyze the feasibility of strengthening these facts and create an action plan. December 2015 Relationships with Stakeholders Employees Internal customer satisfaction
Enhance existing actions and evaluate the implementation of new ones for preventing moral and/or sexual harassment, dealing with the concrete incidents. December 2015
GRI G4-DMA Products and services
26. Maintain and expand the Bank’s role as a driver of sustainable development through financial inclusion and social businesses (MPO, Fies, Minha Casa Minha Vida – MCMV Program and the BB Accessibility Credit and Pronaf, among others), so as to integrate with programs and public policies, partnerships with the private sector and the BB sustainable development strategies (Private Social Investment, volunteer work, digital inclusion, sustainable regional development and a model for integrated involvement in sustainable development, among others). Implement a model for engaging in sustainable development. On-Going action Strategy
Define the concept, for BB, of "financial inclusion" and establish indicators capable of measuring the performance of the Bank’s actions, including monitoring and reporting to Senior Management. On-Going action
Prepare an annual plan for integrated communication regarding the results of the BB in favor of sustainable development. On-Going action
Create on the UniBB portal an area with specific content for those interested in business involving sustainable development, with the emphasis on financial education. December 2015
Develop/propose guidelines for developing new products, service channels and services aimed at the target audience of financial inclusion and social business actions. June 2016

Accountability GRI G4-DMA Materials G4-DMA Energy G4-DMA Water G4-DMA Emissions G4-DMA Effluents and waste G4-DMA Products and services G4-DMA Anti-corruption

Action Deadline Progress
Challenge 5 | To enhance the management of sustainability compacts and commitments assumed.
Study the feasibility of the BB participating in the initiative to create an Integrated Reporting (IIRC) model in which socioenvironmental information is included in the Financial Statements. December 2014 Action migrated to the new 2015-2017 BB Agenda 21 | During 2013 and 2014, BB took part in the Working Group of Pioneer Companies in Sustainability Reports, organized by the Global Reporting Initiative (GRI), the Business Council for Sustainable Development - Brazil (CBEDS) and the Carbon Disclosure Project (CDP), for the purpose of discussing and sharing points of view about integrating reporting by the participant organizations. BB provided knowledge and information on this topic, which resulted in a new action with a deadline of December 31, 2015.
Challenge 7 | To enhance economic, social and environmental risk management within the supply chain.
Set up a formal procedure for identifying socioenvironmental risks in the supply chain, including defining critical suppliers and correspondents, according to economic, social and environmental criteria. December 2014 Action migrated to the new 2015-2017 BB Agenda 21 | With the preparation of the Action Plan for the Socioenvironmental Responsibility Policy, in compliance with CMN Resolution 4,327/2014, of April 25, 2014, this action was included within a new specific initiative with deadlines staggered between June 30, 2017 and December 31, 2019.
Challenge 8 | To identify socioenvironmental opportunities within the supply chain that create business benefits for the Bank (lower costs/higher revenues/risk mitigation).
Set up a formal procedure for identifying socioenvironmental risks in the supply chain, including defining critical suppliers and correspondents, according to economic, social and environmental criteria. December 2014 Action migrated to the new 2015-2017 BB Agenda 21 | With the preparation of the Action Plan for the Socioenvironmental Responsibility Policy, in compliance with CMN Resolution 4.327/2014, of April 25, 2014, this action was included within a new specific initiative with deadlines staggered between June 30, 2017and December 31, 2019.
Challenge 9 | To strengthen the Bank’s role as an agent for advancing sustainable practices in its supply chain.
Study the possibility of including a category that recognizes suppliers in the “Valores do Brasil” (Brazil Values) Award. December 2014 Action concluded | The 2014 edition of the Award included a category that acknowledged suppliers.
Challenge 10 | To improve the Bank’s practices on the question of sustainable procurement.
Develop sustainable procurement practices in compliance with Law 8,666/93. On-Going action Action in progress | Inclusion of the Socioenvironmental Responsibility and Anti-Corruption Instrument in the draft of the tender for purchases and procurement of services, including the registers of prices, in electronic bidding sessions. The instrument constitutes a component document of the agreement or the minutes, and represents progress by registering suppliers’ commitments to adopting sound environmental conservation and social development practices, in addition to complying with labor and social security legislation, as well as that dealing with anti-corruption. Sustainability criteria for office materials were also included. Consequently, the supplier relationship policy was amended to include these these instruments.
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).
Adjust/develop innovative products and services with the following assumptions: Wholesale Pillar | BB EcoEficiente, innovation and creation of socioenvironmental value. Examples are: loan facilities with socioenvironmental attributes for financing green technologies; carbon credits market; consultancy services; equity products with environmental attributes; fixed income investments with environmental attributes; environmental and climate change criteria throughout the entire loan process; and investment. On-Going action Action in progress |  Revision of the check list of documents required in the case of Business Customer Production Finance, reducing the documents required in order to contract the product, thereby reducing the need for printing and physical filing. Compe/SPB Integration Service, by developing a web service solution for implementing the messaging/authorizer solution that will reduce the need for exchanging magnetic files and the operational risks from such movements. Implementation of a web service solution that enables a direct connection, integrating the customer’s systems with those of the Bank. Rollout of new functionalities for Control of Prepayment of Imports, automating the monitoring of outstanding items. Digitalization of foreign exchange and trade finance processes to save paper resources. Changes in how Proex Equalization RCs are analyzed and approved, with automatic capture that speeds up the service while reducing the amount of paper involved in the process.
Adjust/develop innovative products and services with the following assumptions: Government Pillar | BB EcoEficiente, innovation and creation of socioenvironmental value. Examples are: loan facilities with socioenvironmental attributes; structured financing/transactions for the solid waste industry; and sanitation; carbon credits market; consultancy services; equity products with environmental attributes; fixed income investments with environmental attributes; environmental and climate change criteria throughout the entire loan process; and investment. On-Going action Action in progress | New loan facilities made available when specific government programs were created under CMN Resolutions, such as BNDES FINEM facilities, Environmental Sanitation and Water Resources; and the Environment, intended for investments involving water supply, sewage, industrial effluents and waste and solid waste, among others (in accordance with CMN Resolution 2,827/2001, section 9-B).
Adjust/develop innovative products and services with the following assumptions – Retail Pillar: BB EcoEficiente, innovation and creation of socioenvironmental value. Examples are: mortgages for acquiring, building/refurbishing sustainable developments; loan facilities for financing green technologies; pre-fixed income investments with environmental elements; environmental and climate change elements throughout the entire loan process; and investment. On-Going action Action in progress | New product lines and better processes and products were implemented during the period: • Extension of the FAT Taxista facility for taxi drivers for an additional two years, in partnership with the Ministry of Labor and Employment (MTE/CODEFAT) • Launch of Renewal Working Capital for Input Purchases, an innovative, agile and bureaucracy-free solution • Pilot project in remote service for 670 cooperatives, including dedicated relationship managers specializing in cooperative sector business • Loans and financing for the “Terra Forte” Program, supplementing non-reimbursable resources • Structuring of partnerships with credit cooperatives in order to provide production-oriented micro credit
Challenge 16 | To enhance the management of eco-efficiency indicators (reduction/compensation of emissions, energy consumption, paper consumption, use of renewable energy, waste generation and water consumption).
Monitor and foster optimal consumption of natural resources (electricity, water, paper and toner, among others) and make the information public. On-Going action Action in progress | The actions undertaken during the period included a) disclosure of good practices and sustainability tips; b) updating the content of the Environmental Management Workshop; c) launch of a campaign to reduce water and energy consumption; and d) creation of a working group to improve water, energy and paper consumption indicators.
Enhance the fuel consumption management system (calculating emissions). December 2014 Action concluded | A tool was created for managing fuel consumption (diesel, ethanol and gasoline) in order to calculate CO2 emissions. In 2015 the scope of the tool will be expanded to manage the emissions from the vehicle fleet leased by BB for its own use, as well as those of the main services contracted, such as security trucks.
Develop or acquire Corporate Socioenvironmental Indicators Dashboard and make it available on the Intranet and Internet. December 2014 Action migrated to the new 2015-2017 BB Agenda 21 | This action was fully migrated to the new BB Agenda 21. The deadline for the action was extended to December 31, 2015, since there are actions on-going involving feasibility studies for mitigating emissions from the Balde Cheio (Full Bucket) Technology requested by FBB. In January 2105 a pilot project will use the GHG emission reduction calculator to ascertain the outcome of the initiative and propose registering it as eligible for carbon credits.
Study and propose ways of offsetting the BB’s emissions by investing in environmental projects carried out by Fundação Banco do Brasil. December 2014 Action migrated to the new 2015-2017 BB Agenda 21 | This action was fully migrated to the new BB Agenda 21. The deadline for the action was extended to December 31, 2015, since there are actions on-going involving feasibility studies for mitigating emissions from the Balde Cheio (Full Bucket) Technology requested by FBB. In January 2105 a pilot project will use the GHG emission reduction calculator to ascertain the outcome of the initiative and propose registering it as eligible for carbon credits.
Implement the Selective Garbage Collection Subprogram in Brazilian municipalities where selective collection has been defined and implemented as a public policy and/or waste picker associations/cooperatives. December 2014 Action migrated to the new 2015-2017 BB Agenda 21 | This action was migrated, with adjustments to the text. The action was amended to improve coverage and areas of engagement. This action was extended until December 31, 2015, as it was necessary to develop a new Selective Collection flux that included the peculiarities of the BB’s premises, as well as those of the municipalities where they are located, bearing in mind other possibilities for selective collection that reflect the Socioenvironmental Policies of BB, public policies and the applicable legislation currently in force.
Enhance the reach and reliability of the Scope 3 emissions inventory, in accordance with the guidelines 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 migrated to the new 2015-2017 BB Agenda 21 | This action was fully migrated to the new BB Agenda 21. Since 2013, the demands for structuring IT solutions involving this action are being dealt with in meetings that evaluate market software programs, as well as in-house discussions.
Challenge 20 | To improve socioenvironmental risk management in financing (except for climate change-related risks).
Define training for the team responsible for identifying, assessing, controlling, mitigating and monitoring socioenvironmental risk (Financial Support category). December 2014 Action migrated to the new 2015-2017 BB Agenda 21 | This action was covered in the Action Plan for the Socioenvironmental Responsibility Policy, in compliance with CMN Resolution 4,327/2014, of April 25, 2014, with a deadline of June 30, 2015.
Assess the main socioenvironmental risks involving how BB operates and suggest the respective mitigating actions. December 2014 Action migrated to the new 2015-2017 BB Agenda 21 | This action was covered in the Action Plan for the Socioenvironmental Responsibility Policy, in compliance with CMN Resolution 4,327/2014, of April 25, 2014, with deadlines staggered between June 30, 2017 and December 31, 2019.
Analyze the feasibility of incorporating environmental variables into the econometric modeling for RTA (Farming Technical Risk Assessment), in order to support detection and assessment of socioenvironmental risks in Agriculture Loans. Suggested features: (i) Incorporation of environmental variables in RTA econometric modeling; (ii) integrating the base of various sources when analyzing financing and the reliability of RTA data; (iii) support for massified analysis of loans (working capital for input purchases), using consulting services for non-massified analysis (investment), including geo-referenced monitoring of areas of deforestation, native tribe lands, conservation units and classification of socioenvironmental risks. December 2015 Action migrated to the new 2015-2017 BB Agenda 21 | This action was fully migrated to the new BB Agenda 21. The feasibility of incorporating environmental variables is under analysis, using as a reference the 2050 Criteria tool and the sugarcane commodity.
Enhance, develop or acquire a model for identifying and assessing the risks and/or opportunities involving climate change in the case of the principal areas of operation of bank by means of: (i) assessments of data involving greenhouse gas emissions, by project/asset/business/sector; (ii) assessment of exposure to climate risks at business/sector level (valuation, future costs/returns); (iii) monitoring and analysis of carbon credit prices; (iv) preparation of different climate scenarios such as rainfall and temperature on markets, regions, sectors and businesses, with the support of financial analysis; and (v) using update maps of extreme natural disasters/climatic events for given regions/sectors for internal consultation. December 2015 Action migrated to the new 2015-2017 BB Agenda 21 | This action was migrated, with adjustments to the text. It was adapted so as to provide guidance for the actions/activities to be carried out in respect of this topic.
Register the behavior of socioenvironmental risks so as to ensure continued exposure to that risk in accordance with the established level of tolerance, by: (i) defining and implementing models for controlling the level of socioenvironmental responsibility associated with customers, projects, regions and sectors of the economy; (ii) defining and implementing a system that enables a unified process for gathering and storing data arising from socioenvironmental questionnaires, compliance with covenants and associated losses; and (iii) defining and implementing a system for valuing assets provided and assigned as collateral. December 2015 Action migrated to the new 2015-2017 BB Agenda 21 | With the preparation of the Action Plan for the Socioenvironmental Responsibility Policy, in compliance with CMN Resolution 4,327/2014, of April 25, 2014, this action was included within a new specific initiative with deadlines staggered between June 30, 2017 and December 31, 2019.
Challenge 21 | To improve socioenvironmental risk management in the Bank’s own investments and those of third parties (except for climate change-related risks).
Evaluate the need for systems, routines and procedures that enable us to identify, assess, control and mitigate the socioenvironmental risk existing in the institution’s activities and financial transactions, in addition to accompanying the management process. December 2014 Action migrated to the new 2015-2017 BB Agenda 21 | With the preparation of the Action Plan for the Socioenvironmental Responsibility Policy, in compliance with CMN Resolution 4,327/2014, of April 25, 2014, this action was included within a new specific initiative with deadlines staggered between June 30, 2017 and December 31, 2019.
Develop an assessment methodology for the categories of socioenvironmental risk. December 2014 Action migrated to the new 2015-2017 BB Agenda 21 | With the preparation of the Action Plan for the Socioenvironmental Responsibility Policy, in compliance with CMN Resolution 4,327/2014, of April 25, 2014, this action was included within a new specific initiative with deadlines staggered between June 30, 2017 and December 31, 2019.
Assess the main socioenvironmental risks involving how BB operates and suggest the respective mitigating actions. December 2014 Action migrated to the new 2015-2017 BB Agenda 21 | With the preparation of the Action Plan for the Socioenvironmental Responsibility Policy, in compliance with CMN Resolution 4,327/2014, of April 25, 2014, this action was included within a new specific initiative with deadlines staggered between June 30, 2017 and December 31, 2019.
Register the behavior of socioenvironmental risks so as to ensure continued exposure to that risk in accordance with the established level of tolerance, by: (i) defining and implementing a model(s) for controlling the level of socioenvironmental responsibility associated with investment and equity interests, according to the region, economic sectors and projects; and (ii) establishing a management model for analyzing the socioenvironmental impacts of the activities in which the Bank is involved. December 2015 Action migrated to the new 2015-2017 BB Agenda 21 | This action was fully migrated to the new BB Agenda 21 and included in the Action Plan for the bank’s Socioenvironmental Responsibility Policy (PRSA).
Challenge 22 | Enhance the relationship between Private Social Investment and the business strategy.
Based on diagnoses carried out, implement socioenvironmental projects of the Brazil Water Program so as to create synergy with social technologies and businesses. On-Going action Action in progress. Several actions were carried out. In urban areas: (I)     Belo Horizonte: Conclusion of the organizational and economic advisory to the Cataunidos and Redesol Networks of Waste Pickers. (ii)    Pirenopólis: Implementation of environmental education actions and community communication, hiring of Organizational and Economic Advisory for Catapiri, Waste Management Plan, having concluded the 1st Public Hearing held, grant of use of land for building the shed, technical project of the shed concluded. (iii)    Caxias do Sul: Hiring of a specialized company to provide organization and production advisory to the associations. (iv)   Natal: Organizational and economic advisory, working with two cooperatives in order to increase the selective collection capacity of the waste pickers; and (v)    Rio Branco: Delivery of the Municipal Plan for Integrated Management of Solid Waste (PMGIRS), investigation and holding of the 1st Public Hearing for preparing the PMGIRS, partial report of the PMGIRS and holding of the 2nd Public Hearing, selective collection pilot project with the implementation of three Voluntary Delivery Sites (LEV), organizational and economic advisory hired for the waste pickers of Rio Branco.

In rural areas: (I)     Two exemplary units of good farming practices in the basin of the Guariroba brook (MS) having been concluded during the semester. (ii)    Eight exemplary units of good farming practices and agro-ecology transition in the basin of the Pipiripau brook (DF), having been concluded during the semester. (iii)    Two exemplary units of good farming and agro-ecology practices in the basin of the Peruaçu river (MG) having been concluded during the semester. (iv)   Two exemplary units of good practices in the Longá basin (PI) – processing of babacu coconuts and a seed house were implemented and concluded during the semester. (v)    Payment for Environmental Services (PSA): 41 farmers in the basin of the Cancã/Moinho streams (SP) and 14 farmers in the basin of the Pipiripau brook (DF). (vi)   Continuity of the actions for monitoring good farming practices and restoration in the Lençóis basin (SP). (vii)   Implementation of FBB social technologies, using funds from the Brazil Water Program, among communities in the Peruaçu basin (MG): 100 biodigester septic tanks and two seed houses built for the communities. (viii)  Unblocking of 600 m of the semi-urban stretch of the Santa Rosa water channels (AC).
    At FBB: (I)     Xapuri: Environmental education and sanitation project in the micro water basin of the Santa Rosa water channel – Andiroba Association. (ii)    Brasilia: Project for recovering degraded areas around reservoirs and river sources of the Federal District and surrounding area – IPOEMA. Mobilization project for inculcating ecologically recommended practices in the region of the São Bartolomeu river basin – Instituto Transformar. Project for revitalizing degraded areas in the water basins of the Federal District and surrounding area – Fundação Pró-Natureza. (iii)    Cristalina: Project for recovering degraded areas and reservoirs in the Corumbá subterritory – Rede Terra. (iv)   Januária: Peruaçu Project – Implementing social technologies on behalf of its people and its river – phase 2 – Januária Diocesan Charity. (v)    Pedro II: Rainwater Catchment Project using Social Technologies River Longá basin – Cerac. (vi)   Caxias do Sul: Inter-neighborhood Project: adaptation of the production flow and better working conditions – the Association of Inter-Neighborhood Recyclers of Caxias do Sul. Secure and Quality recycling Project – Monte Carmelo Association of Recyclers. Arca Project: A New Space in a History of Achievements – Arca.
Develop strategies/initiatives for leveraging sales of products with socioenvironmental elements that transfer resources to FBB. On-Going action Action in progress | The following actions were carried out: (I)     Review of the agreement between FBB and Brasilcap to include a new family of products, Ourocap Torcida Brasil, in order to donate to FBB part of the proceeds from sales. (ii)    Review of the arrangements between FBB and the BB Conglomerate involving product sales. (iii)    The first sustainability forum of BB Seguridade and associate companies. Although expected to be held every six months, the forum will be held on a quarterly basis. (iv)   Program for recognizing sales by the employees of Banco do Brasil – Mobilization at the Insurance Company –, which runs for the entire semester and includes residential insurance and BB savings bonds, both with transfers to FBB. (v)    Insertion on the Investments site of a new tab Você (You), with a highlighted background banner of the BB Referenciado DI Social 50 Fund, with the following teaser: BB Referenciado DI Social 50 – You can invest with us and contribute to social programs. This fund transfers 50% of the management fee to Fundação Banco do Brasil for investment in social programs. (vi)   On the new BB Jovem site for young people, on the Investment tab, the highlights are the funds intended for young investors: BB Ações ISE Jovem (Sustainable Equities) Fund and BB Multimercado Balanceado LP Jovem (long-term balanced multimarket) Fund. These funds channel 20% of the management fee to the Brazil Water Program via Fundação Banco do Brasil. (vii)   On the Água Brasil (Brazil Water) site, New Business tab, the highlights are the funds linked to the water crisis: BB Ações ISE Jovem and BB Multimercado Balanceado LP Jovem, which channel 20% of the management fee to the Brazil Water Program; as well as the BB Multimercado Global Acqua LP Private Fund, which invests part of its portfolio in Brazilian and global companies involved in the water industry. (viii)  Commercial actions and direct marketing were implemented to focus on products of the Insurance Company (Life and Home Insurance) and Savings Bonds (Ourocap), which make transfers to Fundação Banco do Brasil.
Develop and implement a Private Social Investment (ISP) management system to include: (I)     Improving and monitoring donations made (equipment, services and advertising space). (ii)    Monetization of ISP action according to the following categories: cash contributions, contributions in time, contributions in kind and administration costs. (iii)    Categorization of all ISP actions into three groups: charitable donations, community investments and commercial initiatives. (iv)   Proof of alignment of the FBB actions with the institution’s strategies, so as to systematize monitoring and reporting to the directors representing the BB on the Board of Trustees (v)    Establishing, implementing and monitoring financial impact indicators involving ISP actions. (i) and (ii): December 2013 (iii) and (iv): December 2014 (v): December 2015 Action concluded | Item (iii) of this action was concluded by developing a manual with the definitions of how the BB private social investment initiatives are categorized based on the methodology of the London Benchmarking Group (LBG), the same model employed by the Dow Jones Sustainability Index (DJSI) when preparing the “Citizenship and Philanthropy” topic. These initiatives are ascertained on an annual basis for reporting in the DJSI, and are monetized according to the formulas shown in the manual.

Action migrated (item “v”) to the new 2015-2017 BB Agenda 21 | This action was included in a new initiative in the 2015-2017 BB Agenda 21. Its deadline was extended until June 30, 2016.
Identify opportunities in the private social investment projects portfolio for the purpose of creating synergy with the Bank’s business strategies. December 2014 Action concluded | The following actions were carried out: (I)     Identification of the entities selected within the Terraforte Program (Program for Agro-industrialization in Agrarian reform Settlements), with the aim of establishing loan limits and offering reimbursable funds to the selected entities, so as to create synergy with the Bank’s business strategy. (ii)    Based on the Social Technologies Bank of FBB, we selected those technologies reapplied in projects with access to ISP funds (full bucker, biome, plate cisterns and weirs) and which contain synergy with the social business of BB (Pronaf, Fies, PMCMV, Accessibility, MPO), with the aim of identifying business opportunities. (iii)    A business approach was taken with beneficiary entities of the Cataforte I and II Programs, so as to establish loan limits and prospect for business using products such as the BNDES credit card and collection services.
Study and propose, together with the FBB, adjustments to the Social Technologies Bank that enable the identification of technologies certified with the thematic fronts of the Bank’s social business (housing, entrepreneurship, higher education, accessibility and family farming). December 2014 Action concluded | 254 social technologies were selected and qualified within the Social Technologies Bank of the Foundation, along the five social business fronts of BB (accessibility, family farming, education, entrepreneurship and housing). This work produced a data base that was made available on the in-house sites, providing extensive disclosure of the synergy that exists between the social technologies of FBB and the Social Businesses of BB.
Challenge 29 | Maintain and expand the Bank’s role as a driver of sustainable development through financial inclusion and social businesses (Production Oriented Micro Credit – MPO, Student Financing Program – Fies, Minha Casa Minha Vida – MCMV Program and the BB Accessibility Credit, among others), so as to integrate with programs and public policies, partnerships with the private sector and the BB sustainable development strategies (Private Social Investment, volunteer work, digital inclusion and sustainable regional development).
Conclude the pilot project for replicating the Sustainable Regional Development methodology overseas (Bolivia, Chile and Paraguay) and to have it as the benchmark for the feasibility of implementation in other countries. December 2014 Action concluded | The pilot project for replicating the SRD methodology, in partnership with BB/FBB/Cooperforte, in the cities of Santa Cruz de La Sierra and Montero in Bolivia, with the support of women entrepreneurs with the HIV virus. Adapted replication of the “Financial Health is Priceless!” course jointly developed by BB/FBB/Cooperforte. In the Ñacuday region of Paraguay, computers were donated to the project for creating a farming school to train professionals.
Review the Voluntary Work Program so as to link it to SD actions under development at BB. December 2014 Action concluded | The following actions were carried out: (I)     Linking, in 2014, the BB Voluntary Work Program to the initiatives/actions of the Brazil Water Program. (ii)    Insertion in the Call Notices of the BB Voluntary Work Project, as one of the criteria for selecting proposals, of the indications of priority by the Superintendencies when selecting initiatives, enabling linkage of the projects supported with other SD initiatives under development within their jurisdiction. (iii)    Assessing the possibility of linking voluntary actions to social businesses. However, this turned out not to be recommended, on account of risks involving labor legislation.
Implement the territorial view methodology. December 2015 Action migrated to the new 2015-2017 BB Agenda 21 | Thanks to the Integrated SD Operations Model (MAIDS), the Bank now plays the role of a supporter of sustainable development, recognizing local initiatives and channeling efforts to sharing actions with local players. The Sustainable Development Actions Plan (PADS) is the tool that helps to put the MAIDS into operation within the scope of the branches. This action was included in a new initiative within the new BB Agenda 21. Its deadline is now continuous. The target for 2015 is to validate 480 PADS.