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Annual Report 2015

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GRI G4-18G4-19G4-20 G4-21G4-22G4-23G4-26G4-27G4-28G4-30
In line with the good international practices in sustainability and rendering of accounts, we adopt the guidelines of the global reporting initiative (GRI)

We present to our stakeholders the 2015 Annual Report, the document that presents the main initiatives and the results accomplished along this year. By this publication, we share our business management way and our activities’ impact on the economic, environmental and social ranges.

Our report has been provided exclusively in electronic media since 2010, at the Investors Relations site. The publication is annually guaranteed, since 2008, by KPMG Auditores Independentes. GRI G4-33

In line with the good international practices in sustainability and rendering of accounts, we adopt the guidelines of the Global Reporting Initiative (GRI), with the option of “broad agreement” of the G4 version, inclusive of the financial sectorial supplement and we follow the directions from the Brazilian Association of Publicly Traded Companies [Associação Brasileira das Companhias Abertas] (Abrasca). The economic-financial data comply with Law no. 6.404/76 (Joint-Stock Companies Act) and with the rules issued by the Brazilian Securities and Exchange Commission (CVM) and by Bacen. GRI G4-32

In 2015, the consolidated accounting statements included presentation of the consolidated figures comprised by Banco do Brasil (BB) and its controlled companies, observing the effective rules and Brazilian practices, according to the document Accounting Statements, Fiscal Year 2015, available at the site

The information related to the social and environmental indicators encompass Banco Múltiplo, which, in 2015, contributed with 95.9% of the Bank’s operational result and Fundação Banco do Brasil. GRI G4-13G4-17

In this report, we render accounts for the most relevant actions carried through along 2015 and present the process for updating of BB’s Agenda 21.

When defining our material themes to prepare the Report, based on our process for updating of the Sustainability Plan – BB Agenda 21, we approximated the sustainability management and the business performance to the interests of our stakeholders. By that integration, investors and analysts will be able to have broader dimension of how the sustainability permeates our organization, which has been enhancing its practices to guarantee alignment to the principles and elements proposed by the Integrated International Relationship Council (IIRC).

The 10 material themes for the management were defined in 2014, during the process for updating of the fifth version of the Multiannual Sustainability Plan – BB Agenda 21 2015-2017, where we gathered technical teams, executives and stakeholders’ representatives to discuss the sustainability challenges and define actions for each one of them.

Definition of the universe from where we would extract the material themes for BB was based on the guidelines of our strategic planning, sectorial documents and studies, demands from capital market indicators and from assessments of BB’s socioenvironmental performance submitted by civil society organizations, besides other internal information and analyses.

BB’s materiality matrix was built over two axes: importance of the economic, environmental and social impacts of the organization and the theme’s influence on the stakeholders’ assessment and decision.

The first axis was based on five different analyses:

  • Alignment of the challenge to the regulations, laws and international or volunteer agreements;
  • BB’s approach to the challenge;
  • Impact of the challenge, considering its dimension and extension;
  • Urgency to meet the challenge;
  • Adequacy of the Bank’s forward looking perspective within the context.

The challenges were assessed and prioritized, according to their impacts, by executives from several areas of the Bank during the Sustainability Forum. They follow specific internal numbering and appear along the report; we emphasize that their numerical sequence is not linked to the result of the materiality process.

Concerning the influence axis of the theme in the stakeholders’ assessment and decision, the positioning was defined based on three focuses:

  • Emphasis assigned to the challenge by the national banks – sectorial survey;
  • The subject’s capacity to impact the company’s image or reputation – press analysis;
  • Stakeholders’ assessment.

It is worth highlighting that the stakeholders’ assessment was attained by performance, in 2014, of a panel that gathered employees, suppliers, clients, civil society, investors, shareholders and sustainability experts. The grades assigned by those stakeholders were weighted according to the Banks’ priority stakeholders map, previously defined and approved by BB’s executives. GRI G4-18G4-24G4-25

For 2016, the sixth updating cycle of BB’s Multiannual Sustainability Plan will be started, which shall be renamed as BB Agenda 30, streamlined with the new sustainable development agenda of the UN – Sustainable Development Goals (SDG).

Further information can be found at the Investors Relations and Sustainability sites of BB or with the Bank’s teams (refer to the contact data on Corporate Information). GRI G4-31

In 2016, the sixth updating cycle of BB’s pluriannual sustainability plan will be started, which shall be renamed as BB Agenda 30

Materiality – BB’s 10 Challenges by priority order

The analysis to define the impacts follows the standards of the GRI-G4 and it has been performed by external consulting company and experts. It shall be submitted to broad reflection process during the next cycle of materiality.

  Location of the impact
  Inside Outside
Enhance management of customers’ relation and increase the satisfaction ratio. GRI G4-PR1 | G4-PR2 | G4-PR3 | G4-PR4 | G4-PR5 | G4-PR7 | G4-PR8 | G4-PR9 | G4-DMA Products and services labeling
Maintain and expand the Bank’s role as sustainable development inducer agent through financial inclusion and social business (Microcrédito Produtivo Orientado (MPO) [Oriented Productive Micro-Credit], Fundo de Financiamento ao Estudante do Ensino Superior (Fies – Student Loans), Programa Minha Casa Minha Vida (My House, My Life Program), BB Crédito Acessibilidade (Accessibility Credit), National Program for Family-based Agricultural Empowerment, among others), integrating public programs and policies, partnerships with the private sector and sustainable development strategies of BB (private social investment, volunteering, digital inclusion, sustainable regional development, sustainable development integrated action model, and others). GRI G4-EC7 | G4-EC8 | G4-SO1 | G4-DMA Products portfolio | FS6 | FS7 | FS13 | FS14 | G4-DMA Products and services labeling
Enhance the sustainability governance structure involving the High Management (Board of Directors, Board of Officers and Executive Board), emphasizing the Bank’s commitment towards the subject. GRI G4-EC6 | FS9  
Enhance socioenvironmental risk management, based on the terms set forth in CMN Resolution No. 4,327/2014. GRI G4-EC2 | G4-EN15 | G4-EN16 | G4-EN17 | G4-EN18 | G4-EN19 | G4- EN20 | G4-EN21 | G4-EN27 | G4-DMA Products portfolio | FS6 | FS9
Increase the employees’ satisfaction ratio. GRI G4- EC3 | G4-EC5 | G4-EC6 | G4-LA1 | G4-LA2 | G4-LA3 | G4- LA4 | G4-LA9 | G4-LA10 | G4-LA11  
Enhance and systematize identification of business opportunities for the development of products that meet the demands arising out of environmental matters (trends and new regulations on the use of the natural resources) and climate changes (demand of infrastructure financing for adaptation to the climate changes). GRI G4-EC2 | G4-EN15 | G4-EN16 | G4-EN17 | G4-EN18 | G4-EN19 | G4-EN20 | G4-EN21 | G4-EN27 | G4-DMA Products Portfolio | FS6 | FS8
Create mechanisms that emphasize the employees’ commitment towards compliance with the Code of Ethics and the Standards of Behavior. GRI G4-HR3 | G4-HR4 | G4-HR5 | G4-HR6 | G4- HR7 | G4-HR12 | G4-SO3 | G4-SO4 | G4-SO5 | G4-SO6 | G4- PR3 | G4-PR4 | G4-PR5 | G4-PR7 | G4-PR8 | G4-PR9 | G4-DMA Products and services labeling  
Enhance the relation between the Private Social Investment and the business strategy. GRI G4-EC4 | G4-EC7 | G4-EC8 | G4-SO1
Enhance the employees’ variable remuneration system, including for the High Management, encompassing the individual performance. GRI G4-EC5 | G4-LA13  
Enhance the brand management process, with clear follow-up metrics and linked to risk management and financial return. GRI G4-EC1 | G4-SO6 | G4-PR3 | G4-PR4 | G4-PR5 | G4-PR7 | G4-PR8 | G4-PR9 | FS9 | G4-DMA Products and services labeling  
GRI G4-18G4-19G4-20G4-21G4-23G4-26G4-27G4-28


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