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Annual Report 2014

  1. A+
  2. A-
GRI G4-DMA Labor practices grievance mechanisms G4-DMA Grievance mechanisms for impacts on society

The Bank has ethics as its commitment and respect as its approach in its relationships with employees, suppliers, partners, customres, creditors, shareholders, competitors, the community, government and entities involved with the environment. It abides by the universal values of human and workers’ rights, as well as environmental conservation. Aware of its ability to influence people and organizations, BB adopts benchmark practices and encourages its stakeholders to also embrace the commitment to sustainable development.

The External Ombudsman of BB represents an impartial, independent and autonomous point of referral for dealing with mediation and conflict resolution. Besides dealing individually with complaints, the Ombudsman analyzes complaints as a whole in order to suggest corrective measures and those for improving the Bank’s processes, products, services and channels. The importance of this channel can also be seen in the reduction of operating losses through medicating conflicts and by fostering a culture of consumer protection. Worthy of note among the entity’s good practices are the monthly presentation to the Vice Presidents and Officers of different areas of the primary causes of complaints, and the Bank’s performance in the published rankings.

During 2014 the External Ombudsman engaged in initiatives to improve relations with customers, consumer protection institutes and regulatory and watchdog bodies. Having detected a significant increase in the number of complaints involving debt renegotiations, the BB Debt Solution Portal was created to address issues involving heavily indebted customers, and is available at BB also put together a specialized team to carry out and monitor administrative hearings, so as to improve the solution rates within the scope of the consumer protection entities (Procons).

(1) Number of complaints divided by the number of customers, multiplied by 100.000 equals the number of complaints for every group of 100,000 customers.
Complaints Resolved by the External Ombudsman 2012 2013 2014
Number of Complaints Annual Ratio(1) Number of Complaints Annual Ratio(1) Number of Complaints Annual Ratio(1)
Direct Complaints 16,475 28.14 18,869 30.74 19,980 32.41
Central Bank 18,220 31.12 26,813 43.69 26,620 43.18
Consumer Protection Entities (Procons) 13,828 23.62 13,092 21.33 10,256 16.64
Several Initiatives Contributed To Better Relations Between the Bb’s External Ombudsman and the Different Stakeholders, Reducing the Number of Complaints Filed With Consumer Watchdog Entities During 2014

The Bank also has an Internal Ombudsman specializing in attending to employees, interns and apprentices and, since 2014, employees of contractors, thus contributing to mitigating labor law risks while improving the climate within the workplace. Through this channel it is possible to resolve issued involving unethical conduct, non-compliance with internal rules, People Management Processes and Socioenvironmental Responsibility and, in the case of suppliers, contracts of employment. Contact can be anonymous or identified using different channels, with secrecy and confidentiality assured when dealing with complaints. In 2014 the Internal Ombudsman of BB was acknowledged as one of the 10 best entities of its kind in Brazil, having been awarded the Ombudsmen Brazil Award by the magazine Consumidor Moderno, a joint initiative with the Brazilian Associations of Ombudsmen (ABO) and Business-Customer Relations (ABRAREC).


GRI G4-DMA Employment

One of the strategic objectives set out for BB is to enhance the satisfaction of its employees. Policies and practices aim to foster a healthy working environment that puts employee development, well-being and ethical relations first. The effectiveness and consistency in people management was recognized last year with four awards. The Bank featured once again 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) and was recognized as a leader in people management at the Brazil’s Most Conscientious Companies awards (IstoÉ Magazine).

All these initiatives are constantly monitored using financial and non-financial indicators. The so-called human capital performance indicators include aspects such as the average number of hours of live training and distance learning per employee, the number of staff with at least 34 hours of training in the year, the percentage of those that have completed higher education, the average number of hits on the portal of the Banco do Brasil Corporate University (UniBB) and assessments of the training offered. The Bank also assesses the investment in people management from the perspective of returns, using specific metrics such as Human Economic Value Added (HEVA) and net income versus investments in training per employee.

The internally developed tool, Radar, consolidates a series of these indicators so as to prove inputs for taking decisions and improving processes. To do this it presents the data in the form of graphs, with historical comparisons and analytical reports. Radar is available on the corporate intranet in two modalities: People Management, with information about development, leadership, health and quality of life; and Managers, where the emphasis is on business performance and on the managerial style of the top managers of the business units.

One well-established practice are the Teams for Communication and Self-Development (Ecoas), created by the employees themselves at each unit of the Bank, and which consisted of 8.22% of the staff complement in 2014. The Ecoas engage in issues like socioenvironmental responsibility, eco-efficiency, voluntary work, internal communication, organizational climate, recognition, training and quality of life.

Staff profile GRI G4-DMA Market presence

The employees of Banco do Brasil join after sitting public examinations. BB does not hire temporary staff, nor is it possible to earmark opportunities for hiring locally. At the close of 2014, BB had 111,628 employees, as well as 36 statutory officers. All employees are hired in accordance with the Consolidated Labor Laws (CLT). GRI G4-10 G4-EC6

Number of Employees by Employment Contract and Gender 2013 2014
Men Women Men Women
Consolidated Labor Laws (CLT) 65,636 46,580 65,264 46,364
Statutory Executives 34 0 36 0

GRI G4-10
Number of Employees by Region and Gender 2013 2014
Men Women Men Women
South 11,634 8,042 11,466 8,006
Southeast 27,268 23,201 27,179 23,124
Mid-west 11,455 6,650 11,325 6,552
North 2,998 2,056 3,037 2,047
Northeast 12,272 6,631 12,211 6,634
Overseas 9 0 46 1

(1) (Number of employees in the previous period/Number of employees in the period)/2.
(2) Base System for the Evaluation and Registration of Acts of Admission and Concessions of the Federal Accounting Court (Sisac).
(3) (Dismissals in the period/number of employees on December 31) X 100.
Turnover rate by Gender 2012 2013 2014
Employee Average(1)
Women 47,041 46,892 46,472
Men 66,955 66,307 65,450
Total 113,996 113,119 111,922
Dismissals during the Period(2)
Women 1,450 2,124 1,324
Men 2,816 3,302 2,424
Total 4,266 5,426 3,748
Turnover rate(3)
Women 3.07% 4.56% 2.86%
Men 4.20% 5.03% 3.71%
Total 3.74% 4.84% 3.36%

(1) The change in age brackets makes it impossible to compare 2014 data with that of pervious years.
(2) (Number of employees in the previous period/Number of employees in the period)/2.
(3) Base System for the Evaluation and Registration of Acts of Admission and Concessions of the Federal Accounting Court (Sisac).
(4) (Dismissals in the period/number of employees on December 31) X 100.
Turnover Rate by
Age Group in 2014(1)
Employee Average(2) Dismissals during the Period(3) Turnover
rate (%)(4)
Up to 30 Years of Age 20,901 718 3.70
From 30 to 50 Years of Age 71,297 1,365 1.90
Over 50 Years of Age 19,724 1,665 8.12
Total 111,922 3,748 3.36
The Turnover Rate At Bb In 2014 Was 3.36%, Due Primarily To Retirement By Members of Staff Over the Age of 50

(1) (Number of employees in the previous period/Number of employees in the period)/2.
(2) Base System for the Evaluation and Registration of Acts of Admission and Concessions of the Federal Accounting Court (Sisac).
(3) (Dismissals in the period/number of employees on December 31) X 100.
Turnover Rate by Region 2012 2013 2014
Employee Average(1)
South 19,723 19,580 19,494
Southeast 51,584 51,155 50,477
Mid-west 17,878 17,993 17,916
North 5,174 5,135 5,084
Northeast 19,564 19,270 18,895
Overseas 74 68 56
Total 113,996 113,119 111,922
Dismissals during the Period(2)
South 719 937 646
Southeast 1,678 2,047 1,394
Mid-west 817 1,140 822
North 243 258 221
Northeast 809 1,044 665
Total 4,226 5,426 3,748
Turnover Rate(3)
South 3.66% 4.80% 3.32%
Southeast 3.25% 4.04% 2.27%
Mid-west 4.52% 6.35% 4.60%
North 4.69% 5.07% 4.35%
Northeast 4.13% 5.51% 3.53%
Total 3.74% 4.84% 3.36%

Remuneration GRI G4-DMA Employment G4-DMA Equal remuneration for women and men

Challenge 23

Enhance the employees’ variable remuneration system, including that of Senior Management, taking into account individual performance.

At Banco do Brasil, the employee’s remuneration is the sum total of personal monies and, as the case may be, monies linked to the discharge of their functions or commissions. The first group consists of individually calculated personal, irreducible salaries that do not depend on the discharge of the function, having been acquired according to their career, functional track record and date of investiture. Earmarked monies, in turn, have their amounts defined according to the attributions of the post, hierarchical level, complexity, location and grouping, among other factors, and may be extinguished or amended at any time. Given the internal rules, this amount is influenced by the career track record in the Bank and by the Reference Amount that establishes a floor for each function. The lowest salary paid by the Bank in 2014 was R$2,227.26, equivalent to 2.83 times the national minimum wage. GRI G4-52 G4-EC5

BB has a Profit Sharing (PRL) Program offering semi-annual variable remuneration linked to the Agreement on Work (BB and ATB Synergy), net income for the period and the agreement with the National Federation of Banks (Fenaban). Since 2011 BB has been enhancing its variable remuneration mechanisms by setting up the Remunerated Performance Program (PDG) that offers semi-annual variable remuneration based on the business performance and managerial style. The target audience of the PDG has been rising year after year, reaching around 32,000 employees last year.


Banco do Brasil offers its employees benefit compatible with its size and its talent retention policy, exceeding legal requirements (see these in the box). All staff are entitled to the same benefits, regardless of position or function. GRI G4-LA2

Benefits Offered by BB
GRI G4-LA2 G4-DMA Employment G4-DMA Equal remuneration for women and men

Meal tickets and food stamps.


Travel vouchers, assistance with nighttime travel and partial payment of expenses incurred by employees when moving home due to new assignments.


Daycare allowances, UniBB Family Portal and educational allowances for dependents in the event of death or permanent invalidity on account of deliberate attacks against the Bank.

Leave periods

Maternity leave (of up to 180 days), paternity and adoption leave, extension to maternity leave by up to 60 days in cases of premature births and to accompany a family member who is ill (LAPEF).


Program for Assistance to Victims of Robbery and Kidnapping, as well as indemnification for employees that are victims of deliberate attacks against the Bank.

Supplementary pension plan

PREVI and other entities originating in financial institutions acquired.


Medical and dental assistance and a social assistance program against tobacco addiction.

Social assistance programs – advances

Acquisition of glasses and lenses; natural disaster or fire in the home; financial stress; funerals of economic dependents; expenses not covered by the healthcare plan, Cassi; and dental and psychotherapy treatment.

Social assistance programs – allowances

Acquisition of medications overseas; assistance for the disabled; medical and hospital assistance; social medical assistance; traveling for health treatment within Brazil or overseas; donation/reception of organs and transplants; special nursing care; death while on duty; removal in a mobile Intensive Care Unit (ICU) or air taxi; and growth hormone treatment.

Vantagens em Caráter Pessoal (VCP)

Personal advantages in specific situations involving leave of absence due to Repetitive Strain Injury (RSI) or work-related accident and when the number of employees in the branch is reduced.


Cultural vouchers, annual waiver of up to five days of absence, special leave of absence for employees who joined up to 1997, assistance for invalid children and financing of dental expert opinions.

Maternity/Paternity Leave-Related Indicators, by Gender Women Men
Employees Entitled to Leave 43,367 65,279
Employees that Took Leave 2,613 2,864
Employees Returning after Leave 2,589 2,846
Employees Still with the Bank 12 Months after their Return 764 286
Return Rate 99% 99%
Retention Rate 98% 99%

Employees can also sign up to the PREVI Futuro da Caixa de Previdência, the Banco do Brasil Employee Pension Fund (PREVI). The plans sponsored by BB have 219,919 participants, 86.8% of them under existing PREVI plans, with the remainder in plans arising from the financial institutions taken over by the Bank. The sponsored entities are managed by a specific board within the Bank, and are considered a market benchmark among state-owned companies, pension funds and healthcare plans. To find out more about the sponsored plans, contribution percentages and the results for 2014, read Explanatory Note 27 to the Consolidated Financial Statements of Banco do Brasil. GRI G4-EC3 G4-DMA Economic Performance

The oversight and control practices involving the entities sponsored by the Bank were recognized by the Federal Accounting Court for their compliance with Supplementary Law 108/2001. This has boosted the BB’s benchmark position in this segment, with several visits and contacts by representatives of state-owned companies, pension funds and healthcare plans in order to benchmark the governance structure and the process of allocating employees to the sponsored companies.

Diversity G4-EC3 G4-DMA Diversity and Equal Opportunity

The policies and actions for fostering diversity are intended to value human rights and equity in internal relations, as well as the elimination of all forms of prejudice. One area on which the Bank focuses is gender equality in the work place and in society. Thus the Bank participates in the FEBRABAN Program for Valuing Diversity, which encourages banking sector organizations to foster actions on this issue when recruitment and selection, as well as in people development and management. In 2010 the bank signed up to the Women’s Empowerment Principles, an initiative developed by the United Nations (UN), in addition to the Gender and Race Pro-Equity Program coordinated by the Secretariat for Policies on Women (SPM).

The SPM Program-related initiatives are systematized every two years in an action plan that includes measures such as granting maternity and adoption leave periods of up to 180 days, extending the period of paternity leave to 10 days and gender affirmative actions in corporate career ladder programs, among others. The Internal Ombudsman channel also plays a direct role in identifying situations of discrimination against women.

a Variety of Initiatives foster diversity as a value within the BB organizational culture

So that diversity becomes a value existing within the organizational culture, the Bank has taken a set of internal steps. Chief among these is the study for external selection involving gender and ethnicity, the inclusion of the topic of gender equity and race on curses of the Banco do Brasil Corporate University, the enhancement of gender affirmative actions within the Corporate Career Ladder Programs for the branch network, better benefits granted to employees that are single parents or in hetero or homoaffective relationships, enhancement of measures for supporting pregnant employees and the expansion of the Itinerant Ombudsmen in the states, equipping them to focus their attentions against inequality.

(1) Includes member of the Board of Directors, the Executive Board, the Board of Auditors and the Audit Committee.
Diversity in Governance (%)(1) 2013 2014
By Gender
Women 4.00 3.92
Men 96.00 96.08
By Age Group
Up to 30 Years of Age 0.00 0.00
From 30 to 50 Years of Age 61.22 56.86
Over 50 Years of Age 38.78 43.14
By Minority Group
Indians 2.04 0.00
Afro-Descendant 0.00 0.00
Brown-Skinned 6.12 1.96

(1) Includes member of the Board of Directors, the Executive Board, the Board of Auditors and the Audit Committee.
General Indicators of Staff Diversity (%)(1) 2013 2014
By Gender
Women 41.51 41.53
Men 58.49 58.47
By Age Group
Up to 30 Years of Age 16,04 13.71
From 30 to 50 Years of Age 67.09 67.92
Over 50 Years of Age 16.88 18.37
By Minority Group
Indians 0.23 0.22
Afro-Descendant 2.51 2.55
Brown-Skinned 18.37 18.79

Staff Diversity by Function in 2014 (%) Managerial Technical Operations Advisory Others
By Gender          
Women 35.07 33.17 50.78 39.38 44.16
Men 64.93 66.83 49.22 60.62 55.84
By Age Group
Up to 25 Years of Age 0.76 1.43 4.90 0.44 6.72
From 26 to 35 Years of Age 29.62 36.60 43.52 35.73 36.71
From 36 to 45 Years of Age 33.64 33.02 27.28 32.40 23.26
Over 45 Years of Age 35.98 28.94 24.30 31.42 33.30
By Minority Group
Indians 0.13 0.13 0.30 0.22 0.29
Afro-Descendant 2.22 2.44 2.66 2.14 2.87
Brown-Skinned 17.49 19.94 16.00 17.31 21.40

(1) Monitoring category included in 2013 due to changes in the structure of the bank’s positions.
Staff Diversity by Function in 2013 (%) Managerial Technical Operations Advisory(1) Others
By Gender          
Women 33.32 31.85 49.21 39.48 44.45
Men 66.68 68.15 50.79 60.52 55.55
By Age Group
Up to 25 Years of Age 0.96 1.43 5.75 0.80 8.40
From 26 to 35 Years of Age 31.08 35.06 45.48 38.75 37.88
From 36 to 45 Years of Age 32.38 30.55 25.74 30.29 22.27
Over 45 Years of Age 35.58 32.97 23.03 30.16 31.45

Staff Diversity by Function in 2012 (%) Managerial Technical Operations Others
By Gender        
Women 35.28 36.85 48.72 44.08
Men 64.72 63.15 51.28 55.92
By Age Group
Up to 25 Years of Age 0.96 0.89 5.80 10.66
From 26 to 35 Years of Age 31.26 37.01 45.96 39.31
From 36 to 45 Years of Age 31.81 28.72 24.95 21.19
Over 45 Years of Age 35.96 33.38 23.30 28.84

(1) Monitoring category included in 2013 due to changes in the structure of the bank’s positions.
Average Remuneration by Gender and Job Category (R$) 2012 2013 2014
Men Women Men Women Men Women
Managerial 8,254.62 7,014.46 8,948,43 7,580.47 9,728.94 8,271.51
Technical 8,749.41 8,120.67 8,070.13 7,324.78 8,587.87 8,032.32
Operations 4,293.56 4,183.79 4,274.76 4,135.68 4,526.75 4,370.58
Advisory(1) - - 9,449.82 9,136.24 10,561.99 10,150.89
Others 2,932.70 2,781.65 3,276.43 3,094.25 3,587.85 3,414.00

Union Relations GRI G4-DMA Freedom of association and collective bargaining

The Bank’s participation in collective negotiations with the National Confederation of Credit Company Workers (Contec) and the National Confederation of Financial Sector Workers (Contraf) takes place in two distinct contexts. In the first case, BB is a member of the Fenaban commission for jointly building with the confederations the Collective Bargaining Agreement (CCT) that sets out the general guidelines for the Brazilian bank employee category. Roundtables set up by the BB and both confederations outline the Collective Bargaining Agreements to be appended to the CCT, dealing with specific issues and which are usually at higher levels than those established by the Agreement.

Collective agreements cover all employees in Brazil, even those not union-affiliated, and contain clauses that enable the union to go about its business, ensuring additional rights to those provided for by law. Specifically with regard to salary negotiations, negotiations in recent years have revolved around issues, and worthy of note was the duration of strike in 2014, the shortest in the last decade. GRI G4-11

The Bank adopts a model of permanent negotiations throughout the year, in addition to the salary campaign, so that dialog and negotiated solutions are maintained. Employee freedom of union association and collective bargaining is assured by the directives handed down by the Bank’s head office. BB allows the unions to introduce themselves when new employees are hired, thereby contributing to the workers’ collective organization. Transparency in all matters concerning this issue is strengthened by maintaining the site, which is a repository of documents, news and videos, among other materials. During the year, 35 meetings were held with the union movement, at which issues involving pensions, healthcare and working discussions were discussed. GRI G4-HR4 G4-LA8

In accordance with the clauses on healthcare and working conditions in the Collective Agreement, BB guarantees payment for up to 540 days following return to work, cash bonuses for employees who discharged their functions and took leave of absence because of Repetitive Strain Injury (RSI); guarantees a salary supplement when granting Social Security Sick Pay and Accident Sick Pay, in addition to Personal Advantage (VCP) on Sick Leave under the Collective Bargaining Agreement (ACT), which serves to pay employees returning from accident or social security leave of absence the restated amount of the commission received on their last day at work prior to taking leave, for a period of 12 months. With regard to the return to work of employees suffering from limitations on performing their normal activities, BB provides work rehabilitation in accordance with the recommendations of a physician, as well as an ergonomic evaluation that enables these members of staff to return to active service. A bi-partisan working group was created, consisting of representatives of the bank employees and the banks, to discuss employee illnesses. GRI G4-LA8

No specific clause exists in collective bargaining agreements defining the minimum notice period for significant operational changes. Although no defined procedures exist, the Bank notified everyone involved, one year in advance, about the change of headquarters. In individual cases the contract of employment requires the employee to complete their full working day in accordance with the needs of the area to which they are allocated. GRI G4-LA4

Health and Safety GRI G4-DMA Labor/management relations G4-DMA Occupational health and safety

Health and safety management is the remit of formal committees representing all BB employees. These consist of managers and employees that help to monitor and develop programs for improving the conditions of the working environment. The Occupational Medical and Health Control Program (PCMSO) illustrates this modus operandi. It surpasses the legal requirements – like the fact of ensuring a wider range of examinations at shorter intervals – and it focuses on prevention, early detection, monitoring and controlling possible health impairments. The health and safety-related guidelines are described in the Bank’s Normative Instructions. GRI G4-LA5

The Bank has a Quality of Life in the Workplace Program (QVT) that ensures a series of actions that supplement occupational health and safety in the workplace. Among other steps, the initiative designates areas and specific funds for quality of life programs on the premises and holds the annual QVT Week so as to raise employee awareness. In 2014 the Program embarked on new actions such as Trilha Bem-Estar (Path to Well-Being) on-line training, Lanche Saudável (Healthy Snacks) (with more nutritious and whole ingredients) and the extension of QVT funds to the overseas units. This period also witnessed the launch of the Top Chef competition in which employees prepare recipes that are much more nutritional and functional, among other criteria. In 2015 the five best recipes won awards, while the 100 best will be the content of a digital book. Two pilot projects were implemented during the period: the QVT Workshop designed to reduce stress, and the Healthy Workplace, where the emphasis is on those who are overweight, suffer from obesity or have a sedentary lifestyle. The change in the BB’s headquarters that began in 2014 also contributed to a healthy and pleasant working environment (find out more in the box).

GRI G4-13

The Board of Officers and several of the Bank’s divisions were the first to move into the new BB Administration Center in Brasilia. With the conclusion of one of the three towers comprising the complex, the teams began transferring in November 2014. The building has a high standard of environmental performance, such as rational use of energy and water, in addition to a series of differentiating features designed for employee comfort and well-being:

  • Well-defined circulation areas
  • Differentiated meeting environments and printing isles
  • Centralized sliding filing systems
  • Gourmet area for meals
  • A space designed for quality of life activities at work

BB also has a network of Specialist Safety Engineering and Occupational Medical Services (SESMT), consisting of staff deployed throughout Brazil to collaborate in achieving a desirable level of safety and health for all employees. The procedures of this team include ergonomic work analyses, safety inspections and risk mapping, in addition to monitoring causes of illness, reasons for leave of absence and the degree of accessibility for persons with disabilities. It is also the remit of the SESMT to advise the Internal Accident Prevention Commissions (Cipas) and the Evacuation Groups (GRUAs). Present at all bank meetings CIPAs and GRUAs are committees consisting of employees with responsibility for seeing to the health and safety of all employees (find out more in the box). GRI G4-LA7

With regard to employees who ensure customer service, and who are therefore more likely to find themselves involved in incidents of public safety, the bank has a Program of Assistance to Victims of Robbery and Kidnapping (PAVAS), which provides medical, psychological, legal and security assistance for victims of attempts against the Bank’s property. The program is an important step to reestablishing the employee’s normal routine.

A Services Network Specialized In Safety Engineering and Occupational Medicine, As Well As Specific Commissions Such As the Cipa and the Grua, Ensure a Safe Working Environment In the Bank
Commissions that promote employee health and safety

Cipa | Undertakes actions to disseminate safety norms and to raise employee awareness about quality of life and health precautions, such as the Internal Accident Prevention Week. It also analyzes the workplace so as to define Risk Maps and recommend actions within this scope to the Bank.

GRUA | Coordinates actions for evacuating the occupants of a floor or building in case of emergencies, such as fires, blackouts, bomb threats, flooding, etc. It draws up the evacuation plan, which is reviewed on an annual basis.

(1) In 2014 no deaths were registered. In 2013 there were three deaths.
(2) TL = number of injuries/hours worked X 200,000.
(3) Absenteeism = total days lost/days scheduled.
(4) TDO = number of occupational illness cases/hours worked X 200,000.
(5) TDP = number of work days lost/days scheduled X 200,000.
Health and Safety Indicators by Region(1) South Southeast Mid-West North Northeast
2013 2014 2013 2014 2013 2014 2013 2014 2013 2014
Injury Rate (TL)(2) 3.36 0.31 4.78 0.28 4.43 0.24 9.51 0.90 8.47 0.98
Absenteeism Rate(3) 3.29 3.36 3.71 4.15 3.91 4.12 5.43 5.75 5.07 5.43
Occupational Illness Rate (TDO)(4) 1.15 0.57 0.65 0.32 1.47 0.63 3.48 1.79 4.55 1.90
Lost Days Rate(5) 849.17 869.18 963.98 1,081.77 1,018.17 1,075.45 1,435.86 1,524.59 1,334.46 1,435.84

Training and Development GRI G4-DMA Training and education

The Bank provides live and on-line training, which are part of the employees’ targets. In the 2014 Work Agreement (BB and ATB Synergy), each unit should have a minimum percentage of employees with at least 34 hours of training a year – for the previous period the target was 30 hours. The courses are chosen jointly by the staff member and their manager, according to the strategic priorities, career objectives and the team’s development requirements.

The extent and management of these trainings are recognized by the market, and in 2014 the highlight was the EduCorp 2014 Award for the Best Corporate Education Program, from the Human Resources Academy, the Learning & Performance Brazil 2014 Award for the Best Extended Corporate University, the Brazilian Association of Human Resources (ABRH) Award with MicroPower and a mention as the Headline Company in Corporate Education in the TOP 5 of publishers, Fênix Editora.

One of the main platforms for continuous staff development is the Portal of the Banco do Brasil Corporate University (UniBB Portal), which in 2014 was extended to new audiences. The Portal is also available in English and Spanish for employees of the overseas network, and is now also available in a version for smartphones and tablets, in line with the trends towards mobility, as well as a platform adapted for the visually impaired, thereby democratizing access to training initiatives. The Bank launched its Virtual Library with over 2,500 e-books in 40 fields of knowledge, and Learning Tracks about customer service, well-being, ethics and other strategic themes.

Training indicators show a higher employee participation rate, exceeding 9 million hours of training and over 99% of employees trained, as shown in detail in the tables. When these indicators are compared by gender, one can see that equity is being fostered, as well as a drive to train non-managerial level staff. The Bank also invested in preparing its employees for retirement. Within the Paths to Retirement Program, there were 366 participations in the Active Life Workshop, totaling 2,523 participants since its creation in 2010. GRI G4-LA10

Consolidated Training Indicators 2012 2013 2014
Final Count 114,182 112,216 111,628
Employees Trained 112,184 110,186 111,020
Training Sessions 1,160,727 1,482,026 2,092,867
Hours 9,629,015 6,960,551 9,343,210
Percentage Trained 98.25 98.19 99.46
Training Sessions per Employee 10.17 13.21 18.75
Hours per Employee 84.33 62.03 83.70

Training Sessions in 2014 by Gender and Function Men Women
Managerial Non-Managerial Managerial Non-Managerial
Final Count 23,694 41,153 12,856 33,287
Employees Trained 23,623 40,878 12,821 33,083
Training Sessions 421,998 786,784 226,444 646,768
Hours 1,969,136 3,600,772 1,052,703 2,940,805
Percentage Trained 99.70 99.33 99.73 99.39
Training Sessions per Employee 17.81 19.12 17.61 19.43
Hours per Employee 83.11 87.50 81.88 88.35

Training for BB staff on issues involving socioenvironmental responsibility was intensified in 2014 with the consolidation of the Sustainability Track on the UniBB Portal and the growing relevance of the topic within the corporate strategy. Through a variety of initiatives (see box), 43,340 employees received training, making a total of 911,226 hours of training. BB runs the Personal Financial Management course as part of the induction track for new employees, providing basic notions on personal finances and the importance of financial planning. GRI G4-HR2 FS4 FS16

Socioenvironmental Responsability (SER) Training Sessions GRI G4-DMA Training and education

  • Social Educators
  • Ethics Management at BB (members of the ethics committees and people management analysts)
  • Eco-Efficiency Workshops (premises prioritized under the Eco-efficiency Program)
  • SD Strategy Workshop
  • Pronaf/National Rural Housing Program Workshop
  • Security for People and Premises (managerial level only)
  • Occupational Safety and Health (members of the Cipa or those in charge of the issue)

Self-study (web, course books and videos)
  • Voluntary Service: Preparation and Management of Social Projects | Financial Management | Organizational Management and Planning
  • Accessibility: a Question of Entitlement
  • Credit and Socioenvironmental Risk
  • Consumer Rights (also for communities)
  • Introduction to Voluntary Service (also for communities)
  • Educational Game Sustainable Actions
  • Brazilian Sign Language
  • Climate Change
  • SER and Business Sustainability
  • Synapses: Supplementary Actions to the “Minha Casa Minha Vida” Program | Disseminators of SER Content to Outsourced Employees | BB Diversity | SD Strategy | Introduction to Eco-efficiency | New Model in SD | Selective Collection Program at BB

Careers GRI G4-DMA Employment G4-DMA Diversity and equal opportunities G4-DMA Equal remuneration for women and men G4-DMA Product and service labeling

The performance of the Bank’s employees is formally assessed every six months through the Program for Professional Performance Management by Competences and Results (GDP). The analysis follows the 360° model (in which the employee is assessed by his peers, superiors, subordinates and internal customers), from five perspectives – financial, customers, internal processes, learning and growth and socioenvironmental – and covering individual competencies and contributions for achieving the targets set. In 2014, 99.48% of the Bank’s staff participated in the GDP, as well as 1,039 members of staff assigned to subsidiaries. The performance of employees on probation and statutory officers is assessed using a specific instrument. GRI G4-LA11

Employees that participated in the GDP by Functional Level and Gender 2013 2014
Women Men Women Men
Managerial 12,757 23,530 12,875 23,842
Technical 1,249 2,673 1,806 10,061
Operations 10,162 10,489 10,381 23,337
Advisory 3,304 5,065 2,849 4,385
Others 19,108 23,879 18,453 3,639

In 2014, the Mentoring Program was extended to general managers in the branch network. The BB Trainee Program, also a new release last year, seeks to identify high-performing employees in the branch network with the relevant educational background to participate in supervised internships at Strategic Units. Last year also saw the continued development phases of the employees approved in the Corporate Career Ladder Program, the succession process for executive positions.

Challenge 24

Raise the employee satisfaction index.

Internal customer satisfaction GRI G4-DMA Employment G4-DMA Labor/management relations G4-DMA Occupational health and safety G4-DMA Equal remuneration for women and men

Employee satisfaction is part of the Overall People Management Policy and one of the strategic objectives of the Bank’s People Management Division. Since 2003, the Employee Workplace Satisfaction survey does an annual assessment of how BB staff sees their work in general, and in six specific aspects: challenging work, rewards, working conditions, raining opportunities, relations between colleagues and bosses and opportunities for growth.

Participation is voluntary and has been on the increase in recent years, as shown in the chart. Participants must answer the survey questions on a scale from 1 (totally disagree) to 6 (totally agree). When ascertaining the outcome, BB takes into account an average of 4 as the minimal acceptable index of job satisfaction. To monitor this topic in detail BB assesses the aspects surveyed by crossing these with other factors, such as time of service, job location and functional level. The results are made available to all staff via the corporate intranet.

The results for 2014 point to an improvement in the employees’ overall perception, since 77.2% of respondents gave scores of 4, 5 and 6 to question 1 (“I am satisfied with my job at Banco do Brasil”). Furthermore, the latest edition of the survey showed an increase of 19% in the number of participants in relation to the previous year. The questions receiving the best evaluation refer to how employees relate within the team, trust in colleagues, information sharing and diversity in the tasks executed.

Número de Participantes na Pesquisa de Satisfação do BB

The Number of Employees In the Workplace Satisfaction Survey Rose By 19% In 2014, With Improved Evaluations on Several Issues

This performance is primarily justified by the actions to enhance the Bank’s values, while helping to add sense and meaning to the job. The purpose of such initiatives is to stress the importance of the work each employee does, and the feeling of belonging, creating pride and the sensation that each and every one makes a contribution not just to BB, but to society as a whole.

For the years ahead, maintaining or raising employee satisfaction will be one of the challenges, bearing in mind that a significant number of new employees will join the Bank because of the retirement of those who joined in the 1980s and 1990s. This is because, taking into account the differentiated profile of these new employees, the people management area will have to be capable of reinventing polices, programs and practices that address the needs that will arise, thereby seeking to establish, strengthen and maintain the bonds of this new group with BB.


GRI G4-12 G4-EC9 G4-LA14 G4-LA15 G4-HR10 G4-HR11 G4-DMA Procurement Practices G4-DMA Materials G4-DMA Supplier environmental assessment G4-DMA Supplier assessment for labor practices G4-DMA Non-discrimination G4-DMA Freedom of association and collective bargaining G4-DMA Child labor G4-DMA Forced or compulsory labor G4-DMA Security practices G4-DMA Assessment G4-DMA Supplier human rights assessment G4-DMA Human rights grievance mechanisms G4-DMA Anti-corruption G4-DMA Grievance mechanisms for impacts on society

The BB supply chain consists of several elements, the most notable being companies that provide goods (furniture, equipment and materials), provide services (security, support, marketing consultancy, engineering, etc.) and leasing of chattels and property. During 2014, BB had 22,140 administrative agreements with 4,301 suppliers, as shown in the table. Payments to suppliers and service providers overseas amounted to R$27.0 million. Relations with these stakeholders are based on the principles of transparency and compliance explicit in the Supplier Relationship Policy available on the BB site.

The Bank prefers suppliers that adopt socially responsible management. The Code of Ethics requires these partners to comply with labor, social security and fiscal legislation and to adopt good environmental conservation practices. The clauses in the standard text of the agreements contain these guidelines. Last year, two new clauses were added, clearly setting out the duty of contractors to protect and preserve the environment and to comply with the provisions of Law 12,846/2013, which includes anti-corruption aspects. Furthermore, suppliers contracted from 2014 onwards must sign the Socioenvironmental Responsibility and Anti-Corruption Instrument that formally commits suppliers to respect the Universal Declaration of Human Rights, fight corruption and discrimination in all its forms and adopt good environmental conservation and social development practices, in addition to complying with labor and social security legislation. GRI G4-EN32 G4-SO3 G4-SO4 G4-SO9

BB Supply Agreements in 2014 Classified by Type Quantity Amount Paid
(R$ thousands)
Engineering 4,601 168,508
Equipment 1,741 690,647
Office Material 794 101,212
Furniture 973 118,643
Services 12,499 5,127,526
Software 75 114,218
Fixtures and Fittings 1,457 8,690
Total 22,140 6,329,443

GRI G4-12 G4-LA14 G4-LA15 G4-HR10 G4-HR11
Supported by Law 8,666/93, BB selects its suppliers using a tendering process in which the technical and economic and financial conditions of the company are evaluated, as well as their tax status, in order to select the most advantageous proposal for the Bank. Procurement procedures are centralized at the Procurement Centers located in São Paulo (SP), Curitiba (PR) and Belo Horizonte (MG), enabling higher efficiency and lower costs. Goods procured and services hired are published on the Bank’s website and on the Transparent Government and Government Accounts websites, among others, in compliance with the Principle of Public Disclosure. An important development in recent times has been the adaptation of the Procurement and Hiring procedure, which now has a specific field in the Basic Project or Technical Specification for describing the sustainability criteria desired or justifying the possible absence of the latter.

In order to improve speed of response in procurement and hiring procedures classified under the law as petty expenses, branches can make acquisitions of this nature from local suppliers. Consideration must be given as to whether the price paid is compatible with market practice, and, where self-employed individuals are hired the service provider must be properly enrolled with the Social Security system. These payments accounted for around 2% of the total in 2014.

Of note during the period was the BB’s joint purchase with another public financial institution, this time involving 4,000 Ultrabook laptop computers in order to achieve economies of scale in the acquisition, as well as reducing the offer price. Savings were estimated at approximately R$3.1 million, and take into account the price estimated by BB for acquiring the same products on its own.

Specific documentation is required in certain processes, such as purchases of furniture, equipment for use and fixtures and when acquiring hardware. BB demands, for example, FSC Custody Chain Certification, or Cerflor, for wooden products, A-Class classification in Energy Efficiency (Inmetro, the Brazilian Standards Institute) and the removal of furniture packaging, after assembly, for proper disposal. Compliance with the precepts of the Green Storage Initiative (GSI) and the RoHs (Restriction of Hazardous Substances) Directive are required of IT suppliers.

In the case of surveillance services, BB requires 100% of the employees of the company hired to operate on the Bank’s premises to have concluded the Surveillance Training Course, whose approach includes aspects of human rights and human relations in the work place, among other subjects, and all material is ratified by the Federal Police Department. GRI G4-HR7

The Bank monitors compliance with contractual clauses, including labor law obligations and environmental criteria, as well as indications or complaints about occasional violations or non-compliance. BB internal rules instruct the contract manager to pay special attention to the compliance on labor law-related issues by the contractor and any sub-contractors.

To enhance the oversight of these requirements, in 2014 the Bank expanded the list of services provided by documentary advisory. In this process a third-party specialist checks the contractors’ documents. The contract manager is in charge of checking the supplier’s compliance while executing the contract and, in the event of violations or occasional suspicions of non-compliance, opening an administrative process to impose the impose the appropriate measures, which range from administrative sanctions, to unilateral rescission of the contract.

Encouraging sustainability in the chain

Adopting socioenvironmental criteria, mapping the supply chain, training and engagement with sectorial initiatives are the primary work fronts of BB for promoting supply chain sustainability. The joint effect of these initiatives has been widespread and contributes to the sustainable development of businesses nationwide.

Procurement and hiring criteria | Whenever possible, and supplementing Law 8,666/93, the Bank’s rules allow for inclusion of sustainability criteria, such as procedures for solid waste disposal (especially when acquiring goods and hiring services and building work) as well as a preference for companies with good socioenvironmental practices. When purchasing certain items such as furniture and paper, specific environmental certification must be produced (more on page 158). Also, a tool is under development for registering and identifying purchases with sustainability criteria within the corporate procurement system.

Mapping supplier risk | One of the actions envisaged in the BB Agenda 21 will define critical suppliers based on economic, social and environmental criteria and will identify socioenvironmental risks in the chain.

Training | The Ecoas disseminate knowledge in sustainability to outsourced workers that provide services directly on BB premises.

Engagement | BB invites its suppliers to take part in the periodic updating of the BB Agenda 21 and in events like the Supply Chain Carbon Management Program developed by the Energy and Climate Change Working Group of the Business Council for Sustainable Development – Brazil (CEBDS), and sponsors actions that raise awareness and prepare managers for carrying out their GHG emission inventories. In 2014, the Brazil Values Award began to include a category for suppliers.

The Bank also receives the weekly Register of Employers published by the Ministry of Labor and Employment, showing companies whose workers have been subjected to forced labor. In 2014 the BB contracts base showed no cases of suppliers belonging to this Register; also, the Internal Ombudsman registered no complaints involving child, degrading or forced labor. In the same period BB administrative proceedings imposed the following sanctions on contractors that failed to comply with labor law and social security obligations: 10 temporary suspensions of the right to tender for and contract business with BB; 19 contractual rescissions; 15 warnings and 21 penalties. GRI G4-HR4 G4-HR5 G4-HR6 G4-HR9 G4-HR12

Identifying the socioenvironmental risks in the supply chain, as well as defining high-risk subgroups are the actions envisaged within the BB Agenda 21 Sustainability Plan, with conclusion expected for 2019. The outcome of these initiatives will be presented in the Bank’s next Annual Report. GRI G4-EN33 G4-SO10


GRI G4-DMA Indirect economic impacts G4-DMA Compliance G4-DMA Customer health and safety G4-DMA Product and service labeling G4-DMA Marketing communications G4-DMA Compliance G4-DMA Local communities
Challenge 11

Enhance customer relationship management and increase the satisfaction index.

Knowing customers and their desires is essential if we want to offer them more effective solutions. Thus BB invests in Customer Relationship Management (CRM) systems, operational efficiency and in enhancing service channels, so as to afford users the best experience. Under the current business model, BB customers are segmented into three groups: individuals, companies and the government. BB offers specific solutions and portfolios for each of these customer categories.

To attend to individual customers BB has the largest service network in Brazil, in addition to exclusive facilities via the internet and mobile banking channels, such as Saque Sem, which allows customers to withdraw cash without using their cards, and Ourocard-e, a virtual card that adds security during on-line purchases, and which can also be used for purchases at bricks-and-mortar outlets. Also worthy of note are the financial advisory services and the new layout of the branches, so as to facilitate customer relations.

To attend to companies, exclusive branches with differentiated opening hours lead to a personalized relationship while offering more effective solutions. The Financial Manager is an on-line platform that allows them to close transactions, providing the agility and convenience they require. BB also makes available products and services to the agribusiness sector, as well as to micro and small enterprises, strengthening its role as a driver of Brazil’s development.

BB’s strategy in the public sector is built on developing solutions that can contribute to public policies, presenting business solutions, adding profitability and generating social and environmental value. Within this context, constant training for employees and investment in strategic studies result in specialized customer service and knowledge of customers’ requirements. The structure for servicing the government is also exclusive, with dedicated branches and staff.

During 2014, on several fronts there were projects that led to higher customer satisfaction while generating returns from the base. Adjustments and improvements to systems, combined with greater clarity in the information previously provided to customers, reduced the time taken to open checking accounts and facilitated the migration of these accounts. Training for new BB employees was reviewed, intensifying customer service training in order to better prepare them for dealing with the public. The revised value proposition for the Retail Sector and Emerging Markets, according to the financial behavior and consumption profile of these customers, sought to generate returns on the transactions in this area which fostering customer satisfaction. Service channels were simplified, like the ATM interfaces for beneficiaries of the social security system (INSS). GRI G4-PR3


The enhancements to Customer Services led to a significant decline in the number of complaints to consumer protection agencies. In CRM, the actions led to greater interactivity with and proximity to customers, in addition to enhancing the mechanism for managing business potential, as well as gains in operating efficiency.

BB’s relationships with its customers are acknowledged by the market. In 2014 the Bank figured on the Brazilian and global rankings of Social Bankers, among the companies with the best management on social networks, and received the Best Multichannel Strategy Awards from Brazilian magazine Cliente SA.

Accessibility GRI FS14 G4-PR1

All BB self-service terminals have been upgraded to the accessibility requisites stipulated by the Brazilian Technical Standards Association (ABNT) since 2012, six years in advance of the deadline agreed with the Brazilian Federation of Banks (FEBRABAN) and the Federal Prosecution Office. With regard to the total service network, in 2014 BB attained 99.86% compliance with these guidelines. Thus priority, as required by law, is guaranteed in the case of ease of access for persons with disabilities and the provision of information through proper means to persons with impaired sight and hearing.

Other service channels also have resources for ensuring accessibility. BB self-service over the internet, for example, supports the screen reader software most used in the market. The Customer Service Unit (SAC), in turn, provides exclusive telephone lines for the deaf (ST equipment) on 0800-729-0088.

Telephone Service

The BB Customer Service Unit (SAC) is monitored by systems that control the quality of the service provided. Customer service is standardized and based on scripts that are constantly updated with the support of product managers, processes and networks. In 2014 BB employees responded to 11.6% of the call received by the SAC regarding cancellations and complaints. Other contacts, considered as less complex and less sensitive in terms of the customer relationship, were channeled to professionals of companies contracted for that purpose. GRI G4-PR3

During the year BB implemented a tool for monitoring the response time to customers regarding complaints received by the Bank’s own SAC or from the Central Bank. This tool enabled the Bank to identify the evolution in resolving complaints on the first contact, from 64.2% (in January), to 75.5% (in December). Also, the average solution time declined from 2.4 to 0.8 business days.

In the same period, the BB Customer Help Desk (CABB) received 287 million calls dealing primarily with cards, banking transactions and tele collections. The improvements implemented during the period include the creation of a Loan Enquiries Desk, as well as the pilot project for a new telephone service model in the branches, with the aim of improving customer satisfaction levels while increasing business volume.

The electronic and self-service channels of BB are producing higher growth rates than those of the market

Electronic Channels

The increasing use of self-service channels, such as terminals, the internet and mobile applications is now a reality throughout the Brazilian banking industry. BB has also seen growth in these channels exceeding that of the market in recent years. According to a FEBRABAN report, between 2012 and 2013, the volume of internet transactions grew by 18%, while at BB this type of transaction showed growth of 20%. In ATMs, the Bank experienced growth of 8.4%, against 3% for the banking industry. The most significant change, however, can be seen in mobile banking: transaction volume growth was 184% for the market, and 259% for BB.

Customers can currently execute more than 100 transactions on the BB mobile platform. The number of accesses on this platform rose by 162% in 2014, overtaking internet accesses for the first time. The increase in transaction volume exceeded 200%, especially after new functionalities were made available. These include Mobile Withdrawals (enabling secure withdrawals without having to type in data or use the card), Auto Loan simulations, and the possibility of making purchases by holding the smartphone close to payment terminals, transfers of limits and access to the BB loyalty program.

Degree of Satisfaction of BB Customers (%)

Customer Satisfaction GRI G4-PR5

The Bank’s results in terms of customer satisfaction are measured using satisfaction surveys and by monitoring the number of complaints to the Ombudsman and to external bodies. In 2014 the various improvements implemented in customer service meant that BB no longer occupied one of the top five positions in the central Bank complaints ranking. In September it attained its best placement, 10th place, and ended the year in 8th position.

Since 1997 BB has carried out customer satisfaction surveys with individual, company and public sector customers. Preserving impartiality, these surveys are carried out by marketing research institutes affiliated to the Brazilian Association of Research Companies (ABEP) or the European Society for Opinion and Marketing Research (ESOMAR). These evaluations are organized in two phases: one qualitative, which takes place, on average, every three years, with the aim of identifying the attributes customers value most, based on their lifestyle; and the other quantitative, carried out annually to measure the perceptions identified in the qualitative phase. The methodology used is that of accumulated experience, as participants answer the questionnaire based on the latest year of banking relations.

The degrees of satisfaction are obtained from the average scores of all customer groups, using the Lickert scale from 1 to 5. In the case of BB, the satisfaction zone corresponds to scores 4 and 5, whose percentages from year to year are shown in the graph. Generally speaking, one can see that what customers value most in terms of their satisfaction are those involving the relationship with the Bank’s employees in charge of their account. This information provides input for the Bank’s strategy and for improvements in the concepts of customer service, products, services and processes.

In 2014 BB paid R$2.648 thousand in penalties involving aspects of the Consumer Protection Code and time spent queuing, against R$2.589 thousand in 2013. GRI G4-PR4 G4-PR9

Civil Society

GRI G4-EC7 G4-EC8 G4-DMA Indirect economic impacts G4-DMA Local communities G4-DMA Public policy G4-DMA Compliance
Challenge 20

Enhance the relationship between Private Social Investment and the business strategy.

The Institution seeks to contribute to social development in tune with state policies, the demands and expectations of the communities and of the bank’s other stakeholders, and with the business directives established by senior management. The Bank channels its social investment in support of initiatives that foster income generation, jobs and education, in line with its guidelines on this topic and which are available for consultation at (Gestão da Sustentabilidade > O que nos orienta). In addition, it seeks to add value to its image, diversify its business, win customer loyalty and increase the satisfaction of its employees. The performance of the bank within the communities is managed in the manner shown in the diagram.

Diagrama Sociedade Civil

To improve social investment and better evaluate its results, BB is working on a methodology for evaluating its PSI based on a set of indicators that mirror its corporate strategy. In 2014 the systematic of the indicator was defined for measuring possible reductions of sequestering of carbon emissions, having been applied in one of the projects of FBB to verify its effectiveness.

It is expected that this monitoring model will show the effectiveness of the project, with the focus on community development (income generation, training and reduction/sequester of carbon emissions) and in the business aspect (return on image, relationship and contribution margin of the participant to the institution, and the satisfaction and pride of the organization’s employees based on its social investment). This analysis will serve as support for decision making and will enable tangible results to be presented to stakeholders.

Branch Engagement with Private Social Investment | BB uses instruments to monitor compliance with established targets. In this sense the Work Agreement (BB and ATB Synergy) adds a series of initiatives that reflect the socioenvironmental responsibility (SER) principles defined by the Bank. Worthy of note is the social effectiveness index whose purpose is to strengthen the SER culture within BB, in addition to increasing employee involvement in social and voluntary causes. This index raised the number of employees registered for engaging in voluntary activities, encouraged training around the topic and led to an increase in participation in local committees that make a contribution to community development.

BB Volunteer Work | Last year, the BB Volunteer Work Program selected 68 initiatives dedicated to generating income, as well as environmental education and cares together with FBB and Instituto Cooperforte. The transfer of tax breaks to the Children’s and Adolescents’ Funds, in partnership with Brasilcap and BB DTVM, benefited 99 initiatives by various entities. Furthermore, donations by employees and customers amounted to R$1.3 million, 422,000 tons of food and 1.6 million items of clothing, medications and school and hygiene material. The program’s on-line platform (, which functions similarly to a social network, has attained 18,000 users, 3,921 initiatives and 1,160 social entities registered.

Financial education | The BB site has a specific page on financial education, which contains several functionalities to assist with personal and family financial planning. On the portal one can get a better understanding of the principal investment alternatives in the market, access a step-by-step approach to Financial Planning, take part in a quiz to test the user´s financial knowledge, take an on-line course in Personal Financial Planning, simulate buying and selling stocks and shares and access the Dictionary of Finance. BB also has a partnership with the Brazilian Banks Federation (FEBRABAN) in which other banks participate, with the Meu Bolso em Dia (financial education) project, a website with texts, applications, articles and invitations to live activities in financial education. The bank trains volunteer employees to act as facilitators in the Saúde Financeira não Tem Preço! (Financial Health Comes First) workshop! The fruit of a partnership between The Institution, FBB and Instituto Cooperforte, the purpose of the workshops is to assist customers and society with day-to-day financial matters and to show the importance of financial planning and the conscientious use of credit. Within the scope of the Minha Casa Minha Vida (PMCMV) Program, BB produced a video focusing on financial education for Category 1 beneficiaries, consisting of families with gross monthly income of up to R$1,600.00, with the aim of advising them on the importance of family financial planning, keeping their mortgage installments up to date, as well as other BB social businesses. GRI FS16

Program for Social Inclusion and Transformation by Donating Computers | Having reached its 10th birthday, the program has attained the mark of 82,000 items of equipment delivered. In 2014 alone, 10,592 computers substituted at BB were donated to social entities so as to contribute to digital inclusion and to improving livings and working conditions of needy populations.

Mitigating the effects of disasters | Since 2010, BB has adopted emergency support measures for employees, customers and communities affected by natural disasters. Last year efforts were channeled to assist victims in the states of Acre, Amazonas, Paraná and Rondônia.

Millennium Development Goals (MDG) | BB and FBB are engaged in a series of initiatives within the scope of the Millennium Development Goals that seeks to eradicate poverty and hunger and promote gender equality and environmental conservation, among others. Supplementing this, BB sponsors MDG Awards and State Seminars that disseminate the initiative in every capital city in Brazil.

The Bank’s efforts in support of financial education include employee training and making a specific portal available on the internet

Valuing women | BB is a member of the Committee for Engagement and Nonitoring of the National Plan for Policies on Women (PNPM), having assumed within the scope of this initiative a commitment to 26 actions. During 2014 BB joined the campaign, Commitment and Attitude Campaign in support of the Maria da Penha Law: The Law of the Strongest (an act of government with severe penalties for domestic violence), promoted the II BB Meeting within the PNPM and supported the launch of the book Mulheres Rurais que Produzem o Brasil Sustentável (roughly translated as Country Women that produce a Sustainable Brazil).

4thedition of the Valores do Brasil (Brazil Values) Awards | Focused on actual cases and successful experiences, the 4th edition of this awards ceremony acknowledged 20 socioenvironmental projects developed by branches that have Sustainable Regional Development (DRS) Business Plans and Action Plans in Sustainable Development Action Plans (PADS), BB Volunteers, the BB Conglomerate, strategic partners and suppliers. The award, which seeks to encourage and disclose initiatives of relevant social and environmental value of Brazil’s development, was received in the presence of a diverse audience at the ceremony, including, notably, the Board of Officers and other BB executive, authorities and former Brazilian tennis star Gustavo Kuerten.

Donations and established partnerships are defined in accordance with the bank’s policies, and it is forbidden to make transfers to organizations or initiatives for party political purposes. Find out more about all the programs developed and supported at and GRI G4-SO6

Fundação Banco do Brasil GRI G4-EC7 G4-EC8

In 2014 FBB invested R$254.9 million, of which R$92.7 million was own funds obtained from contributions from a variety of sources (see table). Support was provided for 689 projects, contributing to social and productive inclusion of approximately 226,600 people in 656 Brazilian municipalities. Around 70% of this volume was allocated via six public tenders and call notices, strengthening transparency and democracy in the access to the structured project funds of the Foundation and its strategic partners.

(1) The variance in the BB’s contributions in 2013 was due to the special contribution for cisterns of R$50.600.00.
Contributions to FBB by Source (R$ thousands) 2012 2013 2014
Banco do Brasil(1) 40,289 108,710 45,285
Products with Socioenvironmental Attributes 10,846 13,237 14,690
National Federation of AABBs (FENABB) 19,673 23,331 23,117
Total 70,808 145,278 83,092

When making social investments FBB gives priority to engaging with social movements and participating at public forums so as to interact with socially vulnerable segment like smallholders, waste pickers, Indians, people settled under the agrarian reform, quilombolas and young people, as well as children and adolescents. The primary objective is to help these groups achieve their independence, so that their activities and local knowledge are appreciated, while employing social technologies as a tool for sustainable development.

To ascertain the effectiveness and enhancement of its projects, FBB monitored and assessed some 23% of the total projects in 2014. Some 160 projects were monitored and two assessments concluded, one of them involving the solidarity economy and self-management, and the other the perception by the communities of the replication of social technologies. Development also got under way of the Strategic Intelligence in Social investments Project (IEIS), which consists of drawing up indicators of the efficacy, efficiency and effectiveness of the projects supported. One of the instruments of the IEIS are the Engagement Indicators (IAT) that map Brazilian municipalities based on official data from the Brazilian Institute of Geography and Statistics (IBGE) and ministries, among others. This makes it possible to classify Brazilian cities according to their degree of receptivity to the social investments of FBB, as well as the impact of the initiatives scheduled for each location.

The social technologies developed and applied by FBB in the communities include products and replicable techniques or methodologies aimed at effectively addressing the issues of food, education, energy, housing, income, water resources, health and the environment, among others. Since 2001 the FBB Social Technology Award identifies and certifies, every two years, social technologies already implemented, which are then added to the Foundation’s Social Technology Bank. Given the experience acquired within this scope, FBB was invited by the Bank to participate in the supplementary Urban Housing using Social Technology action of the National Urban Housing Program (PNHU). Through this, 124 PNHU projects will see the integration of two technologies certified as instruments for promoting social development. In all, this will involve around 80,000 housing units, benefiting 320,000 people.


At the end of 2014 the Social Technology Bank consisted of 696 initiatives, many of them now available in other languages, such as English, French and Spanish. This is because, since 2012 the BB’s social technologies have been translated so as to increase their potential for transformation. This work, which continued during the period under review, is the result of the agreement for disseminating social technologies in developing countries between FBB, the United Nations educational, Scientific and Cultural Organization (UNESCO) and the Brazilian Cooperation Agency (ABC).

Together with BB, FBB last year selected 254 social technologies with links to the five thematic fronts of the Bank’s social businesses: accessibility, family farming, education, entrepreneurship and housing. This survey is part of the actions envisaged in the Sustainability Plan – BB Agenda 21, and produced a data base to which BB has access in order to extensively divulge the synergy between these two areas.

Water | In 2014 this front saw the largest social investment by FBB, totaling R$148,5 million, channeled primarily to actions for universalizing access to water in line with the Brazilian government’s public policy, Water for Everyone. Worthy of note among the initiatives is the replication of the social technologies for rain water catchment cisterns and the Brazil Water Program, a joint initiative with the National Waters Agencies (ANA), WWF Brasil and the BB, aimed at reclaiming degraded areas within five water basins.

Agro-ecology | This front received investments of R$32.8 million in projects for encouraging organic production, agro-ecology, extractivism and the strengthening of family farming networks throughout Brazil, benefiting around 38,300 people. Particularly important are the initiatives selected through the Ecoforte Networks invitation to tender, which is part of the federal policy, Brasil Agroecológico (Agro-ecology Brazil) and financed by FB and the National Social and Economic Development Bank (BNDES).

Agribusiness | To boost production, processing and commercialization of inputs in local communities, the focus of FBB on this front are projects selected under the Terra Forte invitation to tender, the Brazilian government’s Program for Agro-industrialization in Agrarian Reform Settlements. Investments of around R$7 million were channeled to creating a national office for selecting and managing projects, so as to ensure better security for the operations of FBB.

Solid Waste | GRI G4-DMA Effuents and waste In the search for the social and productive inclusion of waste pickers, FBB invested R$16.4 million on the Solid Waste front. The funds were channeled primarily to the invitation to tender, Cataforte III – Sustainable Business in Solidarity Networks, the result of a partnership between FBB, the National Health Foundation (Funasa), Petrobras, the BNDES, the National Secretariat for the Solidarity Economy, under the Ministry of Labor and Employment (SENAES/MTE), the Ministry of the Environment (MMA) and BB. The 32 projects selected encompassed 11,900 waste pickers. An additional 18,000 waste pickers were trained and received support for including their activities within the National Policy on Solid Waste.

Education | The investment of R$16.1 million on this front was intended primarily for the AABB Community Program jointly developed by FBB and the FENABB. The 324 supplementary education programs benefited 40,400 children and adolescents across all regions of Brazil.

Debates and participations | During 2014 FBB took part in a series of national and international events that debated the challenges and prospects in the areas in which it operates, in addition to presenting the outcomes of its projects. The highlights here were the III National Agro-Ecology Meeting, the VIII Meeting of Social Educators of the AABB Community Integration Program; the Seminar on Community Communication in the Amazon; the Parallel Meeting to the 69th UN General Assembly – to debate social and productive inclusion for waste pickers; the Brazilian Forum of Philanthropists and Social Investors; 3rd National Conference on the Solidarity Economy and the 6th edition of the Government and Civil Society Dialogs: Brazil without Poverty.


GRI G4-EC4 G4-EC7 G4-EC8 G4-DMA Economic Performance G4-DMA Local Communities G4-DMA Public Policy

The public sector is one of BB’s major markets, and guides its business in order to support public policies and socioeconomic development, producing income for the Bank while effectively improving people’s lives. As the financial agent of the Brazilian Treasury, BB provides the Brazilian government with a range of services, such as financial transfers and payments via bank orders and transfers of funds to states and municipalities. Also worthy of note are the levying of taxes and social security contributions, support in funding under laws providing for tax breaks in culture and sport, as well as management of funds and programs and the payment of scholarships and social benefits.

In recent years the public sector has undergone a growing trend towards professionalization, in the constant search for optimizing revenues and for greater transparency in management. Within this context, training of BB employees operating in this market, identifying opportunities and providing specialized service have been essential for meeting the increasing level of customers’ requirement and the demand for innovative solutions.

In 2014 BB extended its leading position in managing public funds, an activity that accounts for a significant volume of funding for its operations, as well as its share of loan transactions to the states, placing second only to the BNDES and the International Bank for Reconstruction and Development (IBRD). BB also boosted its position in several government programs, such as the National Program for Strengthening Family Farming (Pronaf), the Student Financing Fund (Fies), the Minha Casa Minha Vida (PMCMV) Program and the Production-Oriented Micro Credit (MPO), details of which can be found on page 78. The volume of loan transactions to finance investments in infrastructure and other sectors within the scope of state and municipal programs exceeded R$28 billion.

Loan transactions in the public sector stood at R$29.2 billion in December 2014, up by 56.9% in 12 months, making funds available for states and municipalities to invest primarily in infrastructure. R$21.2 million was transferred as Settlement Loans through 46,500 Benefit Payment Cards, to families resettled under the agrarian reform program. Furthermore, 2,214 municipalities and 24 states signed up for the Civil Defense Payment Card, designed for rescue actions in case of public disasters.

Also during this period BB firmly established its position as the official financial institution of the Brazilian government’s Science without Borders program that seeks to foster the consolidation, expansion and internationalization of science and technology, innovation and Brazil’s competitive position through student and researcher exchanges.

Given the economic scenario and the strategic route defined in the 2015-2019 BB Corporate Strategy, the years to come should see the intensification of solutions that enable government programs to flourish in the infrastructure area while modernizing management, generating new revenue sources, reducing expenses and improving transparency.


BB lays great store by ethics and transparency in its relationships with investors, analysts, rating agencies and regulatory agencies, providing information that is clear, precise and timely. Participating and organizing meetings, conferences and different events with these stakeholders is the physical proof of this relationship, and Senior Management also takes part when necessary. In 2014 BB held 4 teleconferences on its quarterly results, 6 meetings with investors and analysts and took part in 7 overseas roadshows, as well as 10 conferences in Brazil and 11 overseas. For the year as a whole, a total of 855 responses were provided to analysts and investors, either in meetings or by telephone.

Around 29% of BB’s equity is in free float. The distribution of investors by country highlights the largest participation of US and Brazilian investors. In Brazil, investors in São Paulo and Rio de Janeiro predominate.

(1) Includes shares held by the Board of Directors, the Executive Board and fractions of BESC to be auctioned.
Shareholders 2013 2014
Shares Equity interest (%) Shares Equity interest (%)
Federal Government 1,453,487,115 50.73 1,453,487,115 50.73
Funds Linked to the Federal Government 217,191,775 7.58 205,518,167 7.17
PREVI 289,792,014 10.43 297,387,714 10.38
BNDES Participações S.A. – BNDESPAR 5,522,648 0.19 - -
Treasury Shares 56,702,328 1.98 68,881,576 2.40
Others(1) 99,924 0.00 122,874 0.00
Free Float 833,621,216 29.09 840,019,565 29.32
Total 2,865,417,020 100.00 2,865,417,020 100.00
Resident in Brazil 2,326,961,469 81.21 2,279,461,556 79.55
Resident Overseas 538,455,551 18.79 585,955,464 20.45

Distribuição do Free Float por Pais

Distribuição do Free Float no Brasil

The BB Investor Relations (IR) site contains a vast array of documents, from publications required by law, to information about governance and sustainability, ratings, aspects of the Bank’s risk management and the events schedule. This information is periodically updated. In addition, a communication channel via IR site or by e-mail receives requests for information, which are responded to within a maximum of 48 hours. Suggestions from the market are mapped and taken up whenever possible. To find out more go to

The BB press office dealt with over 2,600 enquiries in 2014


BB’s relationship with journalists from the Brazilian and international press is based on transparency and ethics. This communication is handles by the BB press office and spokespersons coached by a team of specialists. BB monitors, on a daily basis, articles about it in the major regional, Brazilian and international communication vehicles so as to identify any requirements for timely repositioning or other steps that might add value to the Bank’s image and business.

During 2014 more than 2,600 requests were handled by the press office. Once again BB stood apart from other Brazilian banks, with 77% positive exposure, according to an audit carried out by the agency CDN. A significant part of this outcome stems from sports sponsorships, the role of the BB Cultural Centers (CCBB) and the activities of the insurance business, as well as other banking issues. For the fourth consecutive year, BB was acknowledged as one of the Companies that Best Communicates with Journalists, by the Brazilian magazine Negócios da Comunicação, following a direct vote by thousands of journalists across Brazil.

Financial Sector

GRI G4-16

BB has close relationships with other institutions in the financial industry, in accordance with the principles of ethics and civility. This interaction extrapolates the exchange of information and relevant experiences in the market, also encompassing the sharing of resources and solutions in logistics and technology and, in some cases, creating partnerships to launch products and services.

One of the ways in which BB achieves this interaction is via sectorial entities and by participating in forums and groups for the purpose of proposing changes and improvements that enhance the efficiency of the financial industry and the economic and social development of Brazil. The BB is represented on 50 associations and 34 public bodies by its officers or employees whose activities are coherent with and supplementary to the purposes of the respective entities. BB has set no validity periods for such participations.

In these entities BB participates in collegiate bodies such as boards of directors, executive boards, superior, deliberative and consultative councils, audit boards, technical commissions and committees, industry bodies, discussion groups and working groups, in addition to being ordinary associates. Within the scope of socioenvironmental responsibility, BB has joined force with its competitors in the fight against forced labor or degrading working conditions, suggesting actions that minimize the risk of this also occurring in its value chain. To do so it participates in initiatives under the command of FEBRABAN, involving both business and socioenvironmental responsibility, of the Sustainable Finance Working Group (CTFin) and the Business Council for Sustainable Development – Brazil (CEBDS), among other working groups (find out more on page149).