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Annual Report 2015

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Strategy

Our corporate strategy was revised in 2015 and shall include other participants of the conglomerate in 2016

GRI G4-DMA Economic performance
As we work in a complex scenario, characterized by the interdependency between the company and its stakeholders, we recognize the need to strengthen the bonds between the brand and our stakeholders.

Based on this perception, the strategic planning process starts with the competitive intelligence studies, when we monitor the financial industry, the competitors and other players outside the industry, analyzing their positioning and the strategies of the most varied business and processes.

We also carry through external analyses (macro-environment) identifying trends, emerging subjects and uncertainties that might impact the financial environment and influence the competitive dynamics of the organization, such as the increased regulation of the national and international financial systems, and greater participation of services in the banks’ revenues, growth of the digital financial services, intensification of crimes against financial system institutions, increment of the standard of requirements and of the consumers’ power of negotiation, among others.

We use such information to build different scenarios that combine view of the macro-economy, financial industry and relevant markets for Banco do Brasil in the five-year time horizon. Such prospective scenarios substantiate strategic discussions whereby we try to identify our main challenges.

Based on such inputs, assessment of strategies and on the diagnosis of the internal environment, we define the strategic goals of the organization. Hence, we consider the risks and threats for the threats and opportunities for the strategic cycle, we identify challenges directly impacting the Bank. Some highlights are: profitability and management of the capital, efficiency, digital business and improvement of the customers’ experience.

Operational Fronts

Tuned with our Essence, our business strategy has defined operational fronts, encompassing from integration of the productive chains up to the investment in business digital models. In this sense, we emphasize our vocation to integrate productive links, approximating players from the several value chains through credit fomentation, mainly.

In the agribusiness segment, we keep our role as the main player. In servicing of exporters and importers, we offer a broad and diversified portfolio that places us a one of the main strategic partners to intensify the foreign trade of Brazil. In infrastructure services, we focus on projects and resources management, as well as the role of coordinators in structured operations.

Other fronts and the consistent delinquency management, which has been kept at below market levels; the investment in business digital models, expanding the Banco do Brasil Digital Style model; and maintenance of our role as one of the main financial agents of social policies and programs, such as the Student Financing Fund (Fies), the Programa Minha Casa Minha Vida (My House, My Life Program) and the Microcrédito Produtivo Orientado (MPO) [Oriented Productive Micro-Credit].

Our Corporate Strategy results from the participative work across several areas. In the state of external and internal environments assessment, the areas and market experts participate by providing and building contents that support the strategic discussions. During the strategy development stage, meetings are held with the Executive Board and the Boards of Officers and of Directors, in order to discuss and define BB’s Brand Strategy and proposals of challenges, strategic movements and goals.

Considering the prepared analyses, we maintained the Brand Strategy, by its permanent nature, and made punctual adjustments to the strategic guidelines in order to maximize accomplishment of our goals in the annual review of Banco do Brasil’s Corporate Strategy for the 2015-2019 period.

The essence of Banco do Brasil’s brand, guided by the “market Bank with public spirit” concept, was materialized in the Belief, in the Mission and in the Values of the company.

Considering BB’s Brand Strategy, the strategic choices for the period are aimed at conciliating the capital planning, risk adjusted profitability in the business growth and the return for the shareholders. Based on the principles of sustainability, we will continue to prioritize the increased profitability, efficiency, productivity and revenues with the services rendering.

The belief that “A better world for everyone requires public spirit from each of us” is based on the continuous seek for conciliation of the needs and interests of the organization and of all of our stakeholders. The individual and collective dimensions are taken into account, either acting as market bank, for performance of social business or as the main player in the Country’s development.

Our Mission is “Market Bank with public spirit. Being a competitive and profitable bank, working with public spirit in each one of its actions with the society as a whole.” We are always committed, simultaneously, with the public spirit and with the competitiveness in all of our actions.

The 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”, describes the large value generation and success purposes for the organization.

As process evolution, the 2016 review of the Strategy shall also include the vision of the conglomerate. Another progress we intend to implement is the elaboration of specific scenarios of the retail and wholesale markets and some businesses that involve our Linked Entities, such as security, payment electronic means and third-parties’ funds administration.

Strengths

Banco do Brasil Brand Essence 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.


Brand Management Improvements in 2015

Monitoring of the Value Perception

We have started an effort to monitor the value perception, considering that the greater perception in this item increases the bond with the brand – satisfaction, loyalty and recommendation, for instance – and the effective adhesion to its offers (products, services, jobs, stock shares, etc.). In 2015, we defined the brand associated indicators to be periodically surveyed and assessed. They will become part of the brand’s strategic panel. The research is source of data for following-up the goals and targets defined in the Master Plan.

Brand Valorization

In 2015, we enhanced the processes necessary to measure the brand value, through the methodology developed by the company Brand Finance do Brasil, qualifying the correlated areas for broader and real assessment of the possibilities of contributing for the value incrementing. In relation to implementation of the reputation risk, in 2015, we developed risk management methodology, performed in an evolution process under three approaches: indicators, scenarios and economic capital.

Expectations for 2016

To strengthen the management based on assessment of the value and risks indicators, and brand return, considering the performance indexes reached in BB’s main activities and prioritizing actions for value creation, risks mitigation and efficacy in investments.

The mission of being a market bank with public spirit guides our strategy: we are committed with leveraging public policies and promoting the Country’s development. This focusing does not exclude the search for sustainable results. A set of competitive advantages, presented below, contributes for BB’s referential market positioning.

Leaderships

Our prominent position in several segments results from the capillarity, business diversity and to the large volume of traded resources. BB is the largest financial institution in Latin America in terms of assets, totaling R$1.51 trillion in December, 2015. It is also credit leader in the SFN, with 20.4% share, with highlights for the agribusiness credit, holding 60.9% market share. In the Governmental market, the Bank accounts for the Federal Government’s unique account, and for the transferring of funds to other entities of the Federation.

BB’s three main competitive gains relate to this positioning. The large business dimension contributes for scale gains and improvement of the operational efficiency. The broad customers’ basis is strategical for the new products and services offering. And the referential positioning in the sector cooperates to maintain the positive image and the solid reputation, qualifying the relations with several stakeholders.

Capillarity GRI FS13

We have the largest customers’ network in the Country and abroad, among the Brazilian financial institutions. Present in 99.7% of the national territory with its proprietary network, correspondents’ channels (Banco Postal and MaisBB) and shared network (Tecban, Caixa Econômica Federal – CEF – and Banco Regional de Brasília – BRB). We promote banking, aiming at the banking inclusion of thousands of people and fomenting local productive chains. This pioneering action helps to strengthen the local communities, while the geographic dispersion contributes for profiting from business opportunities derived from the social mobility in Brazil.

Brand Management

The essence of the brand built based on the concept of market bank with public spirit brings BB’s ecosystem , mission, vision, values and belief. With the development of BB’s brand management model, it starts to be considered as strategic asset that can generate differentiation and value for the business.

This management involves the search for opportunities for exposure and absorption of positive perceptions, in a process that also involves use control in Brazil and abroad, with all the stakeholders of the Conglomerate. Therefore, we define policies, architecture and names of products and services, we monitor uses of the visual identity, guarantee the legal protection of the institutional brands and we assess the possibilities of brands licensing and association.

Banco do Brasil’s brand strategy has the assumption of orienting the business strategies as well as the communication, the sponsorships and the sports cultural marketing actions, guaranteeing coherence of this speech up to the practice, with the purpose of reaching our vision of the future.

Within this context, the communication plays an important role in supporting the Bank’s business strategy and in supporting the experience of the several stakeholders in relation to the brand.

Thus, in 2015, we started a communication campaign to strengthen our positioning and consolidate our identity, highlighting differentiating brand features in the marked and, therefore, we have adopted the creative line concept “This is our way of being a bank”.

Sponsorships GRI G4-EC7 G4-EC8

The strategy of Banco do Brasil’s brand is aimed at guiding the business strategies, as well as the communication, the sponsorships and the sports and cultural marketing actions, assuring coherence of the speech and the practice, with the purpose of accomplishing our vision of the future. The projects supported by us are analyzed taking into account the respect to the socioenvironmental responsibility assumptions and to the concept of sustainability. As examples of sponsorship projects with socioenvironmental bias, supported by BB in 2015, we cite the Ethos Conference, the Green Move, the Black Race Trophy and the ODM Award.

Sports GRI G4-EC7

We have invested R$144.6 million in sports sponsorships in 2015. Most of that fund was directed to athletes and modalities that evoke the national identity. The sports sponsorship is aimed at adding positive features to the brand, generating opportunities for relationship with customers or possible future customers and contributing for the development of the modalities.

From the total amount invested in 2015, R$12 million were used through the Sports Incentive Act. The funds invested in 2015 were directed to court and beach volley projects, handball, sail and car Racing. Some highlights of the year, in terms of adequacy to the assumptions are the Brazilian Volleyball and Handball Brazilian Confederations, the Sauber team Motorsport AG (Formula 1), the Oi HD São Paulo Open of Surfing competition, the pilot Felipe Nasr, the yachtsman Robert Scheidt and the beach volley players Emanuel Scheffer, Ricardo Santos, Juliana Felisberta, Maria Elisa Antonelli and Alison Cerutti.

In 2015, Banco do Brasil signed the Pact for Sports document, an initiative of major players and companies that sponsor confederations, sports teams and modalities, for greater transparency and professionalism in the Brazilian sports management.

Banco do Brasil Center of Culture (CCBB) GRI G4-EC7

Highlights of the CCBB’s Agenda in 2015

The CCBB’s agenda is committed with the sustainability and social inclusion, emphasizing democratization, equal opportunities and access through public selection for projects election. We have listed below some highlights of the agenda.

Picasso and the Spanish Modernity – Works from the Collection of the Museo Nacional Centro de Arte Reina Sofía

With approximately 90 pieces, the exposition evidenced Picasso’s influence in the Spanish modern art and the most important and original traces of the artistic sensitiveness that the painter and his Spanish contemporary artists assigned to the arts’ international scenario. The exposition made reference to Picasso’s path as an artist and myth, until reaching up to the accomplishment of the work Guernica; his relation with master of the Spanish modern art, such as Gris, Miró, Dalí, Domínguez and Tàpies, among others present in the exposition; and the contributions for the notion of modernity focused on the present time. The curatorship was held by Eugenio Carmona. The exposition was showing in CCBB São Paulo from March 25 to June 8 and received 234,537 visitors; and in CCBB Rio from June 24 to September 7, with 620,719 visitors.

Kandinsky: Everything Starts at a Point

Exposition of Wassily Kandinsky’s path, the artist that was the precursor of the abstractionism, composed by his Works and some objects, besides others of his contemporary artists and artists that influenced him. Besides the collection from the Saint Petersburg Russian State Museum, the exposition included also Works from other museums of Russia and collections from Germany, Austria, England and France. It was elected the best exposition, by the popular vote, and the second best, by the vote of the jurors in the 2015 Best of Guia da Folha; best exposition of the year, by the O Estado de S. Paulo newspaper and best international exposition by the APCA Award. It was showing in CCBB Rio from January 28 to March 30, with 441,865 visitors; in CCBB SP, from July 8 to September 28, with 229,209 visitors and in CCBB BH, from April 15 to June 22, with 129,791 visitors.

Castelo Rá-Tim-Bum – The Exposition

Record of visits at the opening and success of review, Castelo Rá-Tim-Bum – The Exposition gave the audience a detailed history of the conceiving and production of one of the most appraised and esteemed children’s show in the history of the Brazilian television. It was shown in CCBB Rio, from October 12, 2015 to January 11, 2016, by 638,205 visitors.

The centers of culture are BB’s main culture support tool, besides being an important socioenvironmental responsibility instrument, mainly engaging into:

  • Physical accessibility | through maintenance of spaces adapted to serve disabled people;
  • Financial accessibility | with unpaid events or tickets at popular prices;
  • Intellectual accessibility | by promoting events that offer development of material and educational and inclusive activities.

In 2015, 5.3 million people visited the CCBB in Belo Horizonte (MG), Brasília (DF), São Paulo (SP) and Rio de Janeiro (RJ). Recognition of the quality, regularity and accessibility of the CCBB’s program resulted, in 2015, into dozens of awards.

We have conquered two awards from the São Paulo Art Reviewer’s Association (APCA):

  • Kandinsky – Everything Starts at a Point | 2015 APCA Award of best international exposition;
  • Cinderela Lá Lá Lá | 2015 APCA Award of best show adapted from classical tale.

The 28th Shell Theater Award highlighted productions with three indications:

  • Author: Paulo Betti for Autobiografia Autorizada;
  • Scenario: Daniela Thomas and Camila Schimidt for Hora Amarela;
  • Music: Felipe Vidal and Luciano Moreira for Contra o Vento.

The investment during this period totaled R$43.3 million, with R$38 million incentives received by the Rouanet Law, which means 90% of the total amount. One hundred and fifty projects were performed, generating over R$833 million in spontaneous media for Banco do Brasil.

During 2015, the Educational Program performed several activities to take the population closer to the showing program and the history of the buildings, emphasizing its commitment with the formation of audiences. During the period, 407,318 thousand visitors were received, with 48,620 of those being students from the public educational system and 17,917 from private institutions.

The CCBB strengthen the cultural productive chain of the cities wherein they are installed, generating 41,229 thousand jobs (7,394 direct contracts and 33,835 indirect contracts).

Actions directed to eco-efficiency also integrate the activities. All the recyclable material generated at the facilities was transferred to paper and recyclable material collectors’ associations. Along 2015, almost 10 tons of paper, plastic, glass and metal were donated. Besides the selective collection, the spaces also use, in a conscious manner, the natural resources. Adoption of punctual measures has reduced the water and electrical energy consumption along 2015.

The last publication of space assignment for public selection of cultural spaces that had funds (proprietary or raised), carried through between October 6 and November 6, 2015, received 555 proposals via Internet. The action selected 41 projects for the agenda of the four CCBB during year 2016.

The enrolled parties were assessed by the technical teams of the centers of culture. During the analysis, the features of Brazilian identity, visibility, risk, social responsibility, democratization, valuing of relationships, customers’ satisfaction, creativity and originality, sustainability and accessibility were valorized. The selection by public notices offers more clarity in the Bank’s relationship with its stakeholders, besides turning democratic the opportunity of access to Banco do Brasil’s sponsorship program.

Reference in Sustainability

For us in Banco do Brasil, socioenvironmental responsibility means to “have the ethics as the commitment and the respect as the attitude in the relationships with employees, stakeholders, suppliers, partners, customers, creditors, shareholders, competitors, community, government and the environment”.

Our RSA positioning presumes the belief in the feasibility of conciliating servicing of the shareholders’ interests with the development of social and environmentally sustainable business, through establishment of ethically responsible relations with our several stakeholders and conscious use of natural resources. Our posture as an agent that leverages good practices and committed with the Country’s development requires the combination of economic, social and environmental aspects in our business operations and administrative practices.

In our portfolio and in the process of conceiving or updating products and services, we include RSA criteria. Many of our products enable social investments and contribute for the Country’s development.

Also, we are signors of several pacts, commitments and volunteer initiatives that confirm our leading role in the use of responsible business conduct and generate international recognition, also emphasizing our leadership in the national financial sector.

Information Technology (IT)

The investments in IT save costs, improve the information controls and safety, release the employees to work with the customers and in strategic projects and reduce the environmental impacts of the Bank’s activities.

All the executive managements of the area incorporate the responsibility towards the environment. In 2015, we have consolidated the activities of a specific department to deal with subjects related to Green IT and IT sustainability, through formalization of its inclusion into the Bank’s IT governance.

During the year, the actions that include sustainability criteria into the IT supply and acquisitions agreements were intensified, including criteria bearing environmental nature.

Human Capital

Our strategic goals for personnel management during the period were based on criteria such as innovation culture development, efficiency, productivity and RSA; strengthening of socialization of knowledge and experiences; and talents identification and retention, among others.

In 2015, BB continued, for the third consecutive year, in Guia Você S/A – As Melhores Empresas para Você Trabalhar (Editora Abril) [The Best Companies to Work For] receiving the certification of the The Top Employer Institute as one of the top employers in Brazil and was listed among the 150 Top Companies in Personnel Management Practices (Gestão RH Magazine).

Sustainability Plan – BB Agenda 21

Axes of BB Agenda 21

Sustainable Business

Implementation of actions to support the sustainable development, financing activities that generate employment and income and social inclusion, besides using of environmentally adequate technologies to accomplish those actions.

Processes and Management of the Socioenvironmental Responsibility (RSA)

Dissemination of principles that strengthen the culture of RSA with its stakeholders by keeping administrative and negotiation processes coherent with those principles.

Private Social Investment

Private Social Investment Improvement in the life quality of the Brazilian population with initiatives that involve supporting of programs focused on the awareness raising and preservation of the environment or related to the defense of human rights, funds raising to support the social development and fostering of volunteer work among the employees.

The Sustainability Plan – BB Agenda 21 puts into practice our sustainability strategy (for details on the governance, consult page 27). This is a groundbreaking initiative in the Brazilian business ambience, inspired on the main commitments undertaken during the UN’s Rio-92 Conference, that stimulate the governments, companies and organizations of the civil society to seek solutions for the socioenvironmental problems. Through this sustainability plan, we align management of the subject to the rendering of accounts to the society, we disseminate across the entire Conglomerate the Sustainability Strategy and maintain the business processes coherent with the principles, enabling compliance with the actions defined for each three-year period.

The Plan is prepared based on the undertaken public commitments, on references arising out of agencies that foment the corporate RSA movement at the national and international ranges – likewise the DJSI Index, of the ISE and of the Bank Track – and of its biannual updating process, involving all the areas of the Bank and representatives of the main stakeholders.

We organize the Plan in three axes: Sustainable Business, Processes and Management and Private Social Investment (refer to the chart). Based on those, we periodically revise the challenges and define several actions for a three-year time horizon, in order to guarantee unfolding of the guidelines up to the operational areas.

In 2014, we updated the fifth version of the Sustainability Plan – Agenda 21 through several meetings with representatives of our stakeholders, our professionals and executives, presented in the following diagram. As a result thereof, 28 challenges were listed within the economic, social and environmental dimensions and resulted into 88 actions that form the Sustainability Plan – BB Agenda 21 2015-2017. The rendering of accounts of the initiatives put into practice in 2015, considered as priority, are presented below, approximating the sustainability management to the report.

Results from the Cycle


Business and processes enhancement, aligning them to the world’s best practices

Alignment to the Dow Jones Sustainability Index and to BM&FBOVESPA Corporate Sustainability Index

Application of the Principles and Elements of the Integrated Report


Engagement of BB’s high management – Board of Officers and Board of Directors


Proposals of 88 actions for the 2015-2017 Sustainability Plan


Socioenvironmental responsibility permeating the entire organization


Dialogue and engagement with stakeholders: employees, suppliers, customers, civil society, shareholders and sustainability experts


Holding of thematic panels on the threats and opportunities in the suppliers’ chain, private social investment, social business and threats and opportunities of the climate strategy


Definition of 28 challenges, 10 of them prioritized by broad consultation and assessment process

RENDERING OF ACCOUNTS – AGENDA 21 2015-2017

Challenge 1 | To enhance the sustainability governance structure by involving the Senior Management (Board of Directors and Executive Board) in order to strengthen the Bank’s commitment to the topic.

ACTION: To develop and implement qualification programs on Socioenvironmental Responsibility for the Board of Directors, Board of Officers and Executive Board.

DEADLINE: December, 2015

Action extended until December 2016

We have assessed the inclusion of sustainability with a focus on the financing of green economy in the Executive Board Qualification Program, of the Administrative Council (CA) and the Audit Committee (CF).

We have published materials on Environmental and Social Responsibility on the Governance Portal to be accessed by the counselors of the CA and the CF, following the example of the BB’s Institutional Discussion on Sustainability , the Support Book of the V Sustainable Development Workshop and the actions of Schedule 21 BB 2015-2017. We have launched the video-class for all employees on the value of the Sustainability of BB’s Essence with economist Sérgio Besserman.

ACTION: To assess the feasibility of creating an advisory committee to the Board of Directors, in order to assist that instrumentality in the monitoring and assessment of the Policy on Socioenvironmental Responsibility.

DEADLINE: December, 2015

Action concluded within the deadline

We have prepared a proposal for the creation of a Sustainability and Risk Management Committee to assess the competent decision maker.

Challenge 4 | To enhance the brand management process, with clear follow-up metrics and linked to risks management and financial return.

ACTION: To analyze metrics definition in order to demonstrate the relation between brand performance and the impact on the financial result.

DEADLINE: December, 2015

Action concluded within the deadline

With the assistance of an external consulting company, we prepared a technical study on the Banco do Brasil brand value, which identified the Brand Strength index metric to measure the brand contribution or its impact on the Bank’s business.

It is measured on basis 100: it varies from “0” to “100”, and the greater the brand strength index, the greater the capacity of attracting more business. When it reaches the maximum score, it means that the brand had optimal performance in all of its stakeholders’ relations indicators, with great loyalty and positive impact on the business. A “0” performance indicates failure in all of the indicators and damages to the stakeholders and business. It is important to observe that those are extreme cases, and most of the brands have performance within that interval.

ACTION: To study feasibility of considering brand valuation as one of the inputs to the method of assessing strategic partnerships.

DEADLINE: December, 2015

Action concluded within the deadline

After analyses, we concluded that it is viable to consider in the strategic partnerships analyses method the methodology that allows pricing the brand.

ACTION: To assess feasibility of projecting BB’s brand value for the next years.

DEADLINE: December, 2015

Action concluded within the deadline

We have concluded that it is possible to calculate the value of the brand after the submission of all necessary information to execute the methodology adopted by the Bank, a process which is in progress at the Organization.

ACTION: To enhance coverage of the brand measuring and management methodology, offering the royalties fares, by business, thus allowing the expansion of the array of possible revenues and the best knowledge of the “competitive forces” of the Conglomerate.

DEADLINE: December, 2015

Action concluded within the deadline

We have included within the deadline, the action included the development, approval and implementation of methodology that allows pricing of the brand, i.e., the royalties fares by business.

Challenge 10 | Establish mechanisms to strengthen employees’ commitment to the Code of Ethics and Standards of Behavior.

ACTION: To create mechanisms for annual monitoring of due Reading and agreement with the Code of Ethics and Standards of Behavior by all the employees in Brazil and abroad.

DEADLINE: June, 2015

Action concluded within the deadline

We have made available the electronic awareness and agreement system and disclosed it to employees in Brazil and abroad.

ACTION: To disclose the summary of the ethics management actions in BB.

DEADLINE: December, 2015

Action concluded within the deadline

We have published the actions of the ethics management on the Banco do Brasil portal, at: bb.com.br > outros sites > O Banco do Brasil > Ética.

Challenge 11 | To enhance management of the customer’s relations and increase the satisfaction level.

ACTION: To establish differentiated business conditions and/or benefits to the customers either Individuals, Legal Entities and the Government, for use of online services and inhibition of printed material.

DEADLINE: Continuous six-monthly action

Action under continuous development

We have developed a consolidated statement that is available to Private clients via the Internet, thus enabling the inquiry of several segment-exclusive products. Within the scope of the Financial Manager, we have developed many initiatives, such as: Electronic Contract of Adhesion to the Financial Manager upon the first access to the channel, for clients included in remote portfolios (Remote Service and MPE Businesses Offices) and eight-digit password unblocking upon receipt of the code via SMS; blocking or unblocking details and transfers in compliance with a judicial order; permission for client’s electronic signature of the client in order to Adhere to the General Clauses of the single Service Agreement.

With respect to the National Program for Family-based Agricultural Empowerment, we made available a statement and inquiry to future transactions in Self-service. In the Plantar Project, we started self-service transactions that allow for rural producers themselves to issue statements of Pronaf costing operations and the inquiry of future operation transactions 60 days in advance.

Within the scope of the Government Pilar, the parameterized electronic permit is signed with digital certification by the judge and processed in BB without transit of hardcopy or manual employee’s intervention.

ACTION: To assess implementation of the external verification process of the information related to the number of customers using online financial services.

DEADLINE: December, 2015

Action extended until December 2017

In reason of the project under development for the management of Service Channels, we consider that it is necessary to assess the need for auditing after the implementation of the referred project.

Challenge 15 | To enhance and systematize identification of business opportunities for the development of products that meet the demands arising out of environmental issues (trends/new regulations on the use of the natural resources) and climate changes (demand for financing of infrastructure for adaptation to the climate changes).

ACTION: To adjust/develop innovative products and services, with the following assumptions: Retail Pillar: BBEcoEficiente, innovation and generation of socioenvironmental value. Examples: credit facilities with socioenvironmental feature for financing of green technology; carbon credit market; Consulting services; Equity products with environmental features; investments with prefixed earning with environmental features; environmental and climate changes criteria in the entire credit and investment process.

DEADLINE: Annual continuous action

Action under continuous development

We have implemented the Contracting and Receivables Module in the Vivere tool, which allows for the submission of the client’s documents to BB through the system.

We created the Productive Links program, focused on the automotive, construction and cooperatives segments, besides others, aiming at generating and maintaining employment and income, through credit support to the anchoring companies, stimulating integration across the several links of the productive chain, leveraging business and mitigating risks.

We have revitalized BB’s Rural Integration Covenant – BB Convir (Convênio de Integração Rural), with the obtainment of several improvements as a result, such as specific operational belt (BB Convir Operational Front) and the availability of detailed managerial reports, thus allowing for the optimization in the analysis of integrating proposals).

We have included the electronic signature, via Financial Manager, of the contracts of adhesion of the Service Agreement.

We have searched new options of global investments in shares of companies linked to the chain of value of water consumption by the manager of BB Global Acqua. Two ETFs were included in the portfolio (Exchange Traded Funds), Guggenheim S&P Global Water and First Trust ISE Water Index.

ACTION: To adjust/develop innovative products and services with the with the following assumptions: Retail Pillar: BBEcoEficiente, innovation and generation of socioenvironmental value. Examples: Real Estate financing for the purchase, construction/remodeling of sustainable enterprises; credit facilities with socioenvironmental feature for financing of green technology; investments with prefixed earning with environmental features; environmental and climate changes criteria in the entire credit and investment process.

DEADLINE: Annual continuous action

Action under continuous development

We have signed Technical Cooperation Agreement (ACT) with the Inter American Development Bank (IDB) named as Sustainable Rural Project for technical and financial incentive to the rural producers that adopt low carbon emission production Technologies, in order to reduce the emissions of about 10 million tons of CO2 (mtCO2) and avoid emission of about 7 mtCO2 by deforestation, along 20 years, besides improving the income and reducing poverty in the rural areas of their activities. Properties located in municipalities of the Amazon and Rain Forest Biomes will be benefited. The total value of the agreement is 26 million dollars, and the already deposited amount sums up 10 million of dollars.

We have also provided statement of National Program for Family-based Agricultural Empowerment expenses payment operations to the customers in the self-service terminals, internet and mobile. We have included a solution for the receipt of proposals and documentation associated with the Pronaf’s Mais Alimentos in the Credit Portal by the Bank’s partners (commercial correspondents); expanded the scope of the agro belt to the entire nation, which allows for BB’s partners to receive the financing documentation and proposals for the purchase of machines and equipment.

In the area of Social Businesses, we have adapted the product to expand access to micro-credit by entrepreneurs, with the inclusion of new occupations, such as target audience of the line, access by clients to Banco Postal (Postal Bank) and release of access for clients with a moderate risk. We have improved the process of credit and optimization of visits and set forth the methodology of progressive payment capacity, which contributed to the conscious use of credit and to the financial education of entrepreneurs.

In the Guided Production Micro-Credit (Microcrédito Produtivo Orientado (MPO) [Oriented Productive Micro­Credit]), we have reformulated the mandatory courses for the activity and, in the Jovem Aprendiz Program, hired 123 young adults to act as micro-credit agents.

We also implemented the Fies statement in self-service terminals, via internet and tablet and smartphone application. The transaction enables the student to follow-up the payments made in his/her financing, consult the debtor balance and verify is there is any overdue value.

ACTION: To adjust/develop innovative products and services with the with the following assumptions: Government Pillar: BBEcoEficiente, innovation and generation of socioenvironmental value. Examples: credit facilities with socioenvironmental feature; financing/structured operations for solid waste, sanitation sector; carbon credit market; Consulting services; Equity products with environmental features; fixed income products with environmental features; environmental and climate changes criteria in the entire credit and investment process.

DEADLINE: Annual continuous action

Action under continuous development

We created the manual on integration and developed the schedule for the Project of collection and receipts by webservice for Traffic Departments (Detrans) and States and Cities Finances Secretariats. This taxes and duties collection system releases the use of forms (paper) and it shall be made available to the customers and users in the self-services channels and in the Correspondents Network and Banco Postal Network, providing more comfort to the customers and users when consulting and paying tax debts, besides providing the public entities with costs saving from posting of documents and processes enhancement. In 2016 we will be preparing the programming and executing the pilot.

Challenge 19 | To improve socioenvironmental risk management, based on the provisions of CMN Resolution 4.327

ACTION: To analyze the feasibility and incorporate environmental variables in the econometric modeling of the RTA (Assessment of the Agricultural Technical Risk), such as to support identification and assessment of the socioenvironmental risks in the Farming Credit:

Suggested characteristics:
(a) Incorporation of environmental variables in the econometric modelling of the RTA;
(b) integration of basis from several sources when analyzing the financing and reliability of the RTA data;
(c) support to the mass credit analysis (expenses payment), with consulting services for non-mass analysis (investment), including geo-referenced monitoring of the deforestation areas, indigenous lands, conservation units and classification of the socioenvironmental risks.

DEADLINE: December, 2015

Action completed within the term

We have improved the environmental and social risk criteria for the commodity sugarcane, validated the questionnaire internally with WWF-Brasil, and held interviews to collect information from specialists and technicians on environmental and social topics. We have started validating the information in a work group and conducted workshops with WWF to prepare the risk matrix. We have conducted meetings with specialists to prioritize the environmental and social risks per geographic region, and in which we mapped the mitigating actions that can be adopted or encouraged by Banco do Brasil in its processes, or meetings with rural producers in order to mitigate the environmental and social risks in the production of sugarcane. We have completed a final report to internally share the methodology and results obtained.

Within the scope of the Brazil Water Program, we concluded an analysis, in partnership with WWF, which enabled preparation of specific methodology for analysis of the socioenvironmental risk of commodities; this methodology demonstrated the viability related to incorporation of parameters and criteria in the RTA system, considering as reference the 2050 Criteria tool.

ACTION: To record the socioenvironmental risks behavior, in order to guarantee maintenance of this risk exposure, according to the defined tolerance level, through:

a) definition and implementation of model(s) to control the level of socioenvironmental responsibility, associated to investment and participations, according to the region, economic sectors and projects.
b) establishment of analysis management model of socioenvironmental impacts of the activities in which the Bank participates.

DEADLINE: December, 2015

We will follow up this action in the next cycle of the Sustainability Plan – Schedule 21 BB for disclosure. BB’s Specific Environmental and Social Responsibility Policy (PRSA, Política Específica de Responsabilidade Socioambiental) and its respective action plan, which defined the formal environmental and social risk management procedures with a completion date on December 2019. In addition, another action of Schedule 21 BB 2015-2017, completed on December 31, 2015, shall have outcomes, as action plans of climate changes have been prepared based on eight topics prioritized by several areas of the Bank which are under analysis to verify the possibility of implementation.

Challenge 20 | To enhance the relationship between the Private Social Investment and the business strategy.

ACTION: Based on prepared diagnoses, implement Socioenvironmental Projects of the Brazil Water Program, creating synergy with social technologies and businesses.

DEADLINE: Six-monthly continuous action

Action under continuous development

We have completed the following activities in the Water and Agriculture Arm of the Água Brasil Program:

  • Maintenance and monitoring of the Demonstration Site (UD, Unidade de Demonstração) for the recovery of pastures on sandy soils and of the UD for the integration of agriculture-livestock-forests;
  • Launching of customized portfolios for the seven watersheds within the scope of the program;
  • Conduction of a previous analysis of the hydro-environmental impact on the actions of the Água Brasil Program in the basin of the Guariroba River;
  • Qualification and approval of an executive project for the recovery of a side road in Guariroba;
  • Implementation of a UD for forest rehabilitation and of a UD for the Processing of Savanna Fruits and Backyards at the Peruaçu Basin;
  • Completion of the construction of telhadão cisterns and temporary dams in the Peruaçu Basin;
  • Technical monitoring and visits to the ten UDs implemented in the Pipiripau Basin;
  • Presentation of the results of the monitoring of the Environmental and Social and Hydro-environmental Impacts of the actions on Pipiripau Basin (Federal District);
  • Completion of the construction of telhadão cisterns in Longá;
  • Seminar on the Itinerant Assessment of Longá’s UDs;
  • Opening of the UD for the processing of babassu nut in Longá;
  • Last payment of the Water Production Program in the Cancã/Moinho basin;
  • Completion of the construction of the septic tanks in Santa Rosa;
  • Delivery of the study on the hydro-environmental impact of the activities of the Água Brasil Program in the Santa Rosa basin;
  • Start of the field activities (inspections) involving rural producers supplying sugarcane in the region of Bariri (SP), in partnership with Assobari, in order to obtain the Bonsucro certification in the basin of the Tietê-Jacaré River;
  • Completion and delivery of the studies on the monitoring of the good practices in the culture of sugarcane in the basin of the Lençóis River.

We have completed the following actions in the Sustainable Cities Arm of the Água Brasil Program:

  • In the cities of Pirenópolis (GO), Rio Branco (AC), Caxias do Sul (RS), Natal (RN) and Belo Horizonte (MG), we launched and announced the second and third animation films on the Responsible Consumption and Water Cycle, respectively; we entered into a partnership with TV Escola in analysis to disseminate the three educational animation films; and produced a Guide on Composting, to be delivered to technicians of the city halls.
  • In Pirenópolis (GO), we reformulated and included again in the Projects Management System (SGB) of FBB for approval of the agreement, the architectural Project of the Solid Waste Treatment Unit, we mobilized the city’s hotel sector to implement the pilot route of the selective collection, we concluded the technical and organizational advisory services for CATAPIRI and we installed eight Volunteer Delivery Sites (LEVs) close to the municipal schools, for incorporation into the pilot route of the selective collection.
  • In Rio Branco (AC), we published the executive summary of the Solid Waste Integrated Management Municipal Plan (PMGIRS) for distribution in the municipality and other cities of the program as a model of participative construction, we held four workshops on mitigation of the ecologic footprint, disseminating experiences and eco-techniques applied in the schools and participating in the Sustainable Schools Program of the Ministry of Education; we rendered organizational and economic advisory in the Recyclable Material Collectors Cooperative of Rio Branco (Catar).
  • In the city of Caxias do Sul (RS), we concluded two projects for remodeling of shed of the Association of Recyclers, Cart Conductors of the Airport (ARCA) and of the Monte Carmelo Association and started the civil works for construction of the shed of the Serrano Association, that will be concluded during the first semester of 2016.
  • In Natal (RN), we organized projects for remodeling of the COOCAMAR and COOPCICLA cooperatives for FBB’s approval, we presented the ecologic footprint for 130 businessmen of the Rio Grande do Norte State Industries Federation (FIERN), qualified 102 community agents and launched the ecologic footprint calculator for 260 students in the Sustainable Seminar of the Rio Grande do Norte University Center (UNI-RN).
  • In the capital of the State of Minas Gerais, Belo Horizonte, we concluded the advisory Works for implementation, in REDESOL, of the management software named Catafácil and compiled the data on the City Hall’s selective waste collection together with the trade data of the REDESOL and CATAUNIDOS cooperatives networks in order to bring closer the program partners during this last year of the partnership.
  • At Fundação Banco do Brasil (FBB), we approved during the second half of 2015 seven new projects and a financial complementation. The projects are: From the Waste Dump to the Shed: construction of the waste treatment unit [Do Lixão ao Galpão: construção da unidade de tratamento de resíduos] of Pirenópolis (GO); implementation of the first phase of the municipal plan for solid waste integrated management of Rio Branco (AC); Pick up Natal: adequacy of the production flow and improvement of the work conditions in Natal [Cata Natal: adequação do fluxo de produção e melhoria das condições de trabalho em Natal ](RN); construction of the shed: a new work cycle of Serrano Association in Caxias do Sul (RS); adequacy of the productive area of the sorting unit and the supporting structures, in Natal; project for recovery of the water fountains and water reloading areas in the city of Holambra (SP); implementation of agro-forestry reference units for food safety and environmental sustainability in the region of the São Bartolomeu River basin in Brasília (DF).

ACTION: To develop strategy/initiatives to leverage sale of products with socioenvironmental that transfer funds to FBB.

DEADLINE: Six-monthly continuous action

Action under continuous development

We have implemented commercial and direct marketing actions with a focus on the products to be transferred to Banco do Brasil Foundation (FBB, Fundação Banco do Brasil), with the following results:

  • Insurance (Life and Residence Insurance): 31 campaigns, approaching 5.9 million customers, summing up19,992 operations with average ticket of R$266.31, total volume of R$4.7 million.
  • Capitalization bonds (Ourocap): 26 campaigns, approaching 1.1 million customers, concluding 13,337 operations with average ticket of R$1,027.83, total volume of R$12.7 million.
  • Investment funds: five campaigns, approaching 1.3 million customers, contracting 2,992 operations with average ticket of R$38,046.01 and total volume of R$86.4 million.

In September, 2015, we held workshop with the participation of representatives from several areas of the Bank and companies of the Conglomerate where Fundação Banco do Brasil (FBB) presented its forms of operation within the scope of the Private Social Investment and ideas to leverage sale of products with socioenvironmental feature that transfer funds to the Foundation. After the agenda of the workshop was consolidated, a proposal was presented to assess sale of products and respective transfer to FBB. Due to the particular nature of the topic, on an annual basis the proposals will be revised.

ACTION: To assess, in light of the new ECBB, the Foundation’s role as an ISP agent, also regarding the connection of those investments with the social business of the creator and integration with public policies.

DEADLINE: December, 2015

Action concluded within the deadline

In the Three-Year Strategic Plan – 2016 to 2018 – by FBB, we highlight its mission of improving people’s lives, fostering the socio-productive inclusion, sustainable development and the social Technologies, focused on the action of the five vectors: water, agro-ecology, agro-industry, solid waste and education.

The participating audiences continue to be the less favored layers of the Brazilian population, with even greater highlight to youth and women, as they are segments more sensitive to social unbalances and more exposed to violence.

It is also worth noticing the commitment signed by FBB of working aside with its creator – Banco do Brasil – in benefit of the social transformation and sustainable development of our Country.

Within the scope of sustainability, likewise our Low Carbon Program, FBB expects to operate in actions related to reduction of the greenhouse effect gases emission and fighting of global warming, preservation of water resources and expansion of the synergy with the social businesses, with the challenge of implementing projects and diffusing and reusing social technologies in the sense of incrementing the socio-productive inclusion of the prioritized stakeholders.

Another relevant point, which emphasizes our Public Spirit value, is the approach of FBB’s assumption, which confirms the commitment towards excellence in services and relationships with the stakeholders, raising of funds, alignment with strategic partners and with public policies as a way of maximizing the social investment and the coverage of the activities.

FBB’s actions integrate the Sustainable Development Action Plan (PADS), the tool that supports BB’s Sustainable Development Integrated Action Plan, presenting opportunities for business accomplishment to the branches.

ACTION: To assess ways to internalize funds in FBB and new sources of public and private funds, analyzing, also, the feasibility of investing reimbursable funds.

DEADLINE: December, 2015

Action concluded within the deadline

The actions executed by our Foundation include:

  • Elaboration of proposal for amendment of Law 9.249/95, aiming at increasing the fiscal benefit for funds donator companies;
  • Beginning of the donations’ management through identification of the donators, receipts and declarations and beginning of the donations’ flow analysis;
  • Forwarding of the demand to the information technology team to build portal for the social investor that will enable facilitating the donations and enhancing the management;
  • Favorable legal opinion to perform reimbursable social investments in Equity Investment Fund (FIP);
  • Unfavorable legal opinion about the request for issuance of fiscal benefit declaration, referring to non-cash donations;
  • Topic addressed during the workshop with participation of our Entities Linked to Banco do Brasil (Brasilprev, BB Seguridade, BBTS, Cielo, BBAtivos, BB Consórcio) and internally intensified.

ACTION: To carry through annual workshop among the business areas and FBB to enable identification of social Technologies that can be added to BB’s business, aiming at their replication, so that by gaining scale it may become a public policy, contributing for the development of greener and more inclusive economy.

DEADLINE: December, 2015

Action concluded within the deadline

We have conducted a workshop with the participation of representatives from many boards and Related Entities – Brasilprev, Cielo, BB Ativos, BB Seguridade, BB Consórcio, and BB Tecnologia.

FBB presented its forms of action within the scope of Private Social Investment and the connection between the topics and its social technology base. After the discussion, we determined that the Boards and ELBBs will assess the possibility of using technologies that can add value to businesses related to its products and services.

Challenge 23 | To enhance the employees’ variable remuneration system, including that of the High Management, taking into account individual performance.

ACTION: To develop initiatives to expand the percentage of employees whose remuneration is impacted by the individual performance assessment (administration by goals and multidimensional performance assessments).

DEADLINE: Annual continuous action

Action under continuous development

In 2015, we started to consider as being the Rewarded Performance Program (PDG) audience also the employees that left the bank after expiration of the probation period. Today, 34,604 employees participate in the PDG, which uses the individual assessment of the performance as its indicator.

Challenge 24 | To increase the employees’ level of satisfaction.

ACTION: To analyze the factors with the greatest contribution towards improvement of the employees’ satisfaction. To assess the feasibility of strengthening those factors and creating an action plan.

DEADLINE: December, 2015

Action concluded within the deadline

We present and disclose on a yearly basis in the Executive Summary, after the application of the research, the analysis of the factors that most contribute to increase satisfaction among employees. The research was revised in 2015, receiving new questions and topics – engagement, benefits and expansion of the training focus. The analysis showed that the “Organizational Engagement” dimension is the one better explaining the employees’ satisfaction. This diagnosis indicated a new perspective: the need to deepen studies on the engagement topic, develop a survey to replace the current one and provide more concrete data for the operation of the Personnel Management area. Hence, we do not consider as effective the option of developing action plans based on a survey that might be discontinued in 2016.

ACTION: To improve the already existing actions and assess implementation of new ones to inhibit moral and/or sexual harassment, dealing with the substantiated occurrences.

DEADLINE: December, 2015

Action concluded within the deadline

In order to enhance our actions, we launched the course Prevention and Fighting of Moral and Sexual Harassment. Our Internal Ombudsman also launched a new methodology to conduct the denouncements, the Restoration Mediation and provided the course mediation for conflicts resolution in the work environment, such as the moral harassment. Until December, 2015, 4,873 employees were trained. We held eight Itinerant Ombudsman events in the Regional Personnel Management Boards (Gepes) to promote the Internal Ombudsman as a channel to receive denouncements of any type of harassment as well as conflicts and ethic deviations at the work place. In addition, the topics Non-Violent Communication (CNV), Restoration Practices and Moral Harassment in the Employment Relation and the differences for the refutable socio-functional conduct and behavior, were the subject of two ordinary meetings of the State Committees for Ethics, that are comprised by the internal leaderships of each State, which facilitates its dissemination.

Challenge 26 | To maintain and expand the Bank’s role as an agent that induces the sustainable development through the financial inclusion and the social business (MPO, Fies, Programa Minha Casa Minha Vida (My House, My Life Program), BB Crédito Acessibilidade (Accessibility Credit), Pronaf, among others), integrating public programs and policies, partnerships with the private sector and BB’s sustainable development strategies (private social investment, volunteer work, digital inclusion, sustainable regional development, model of integrated operation in sustainable development and others).

ACTION: To implement model of operations in sustainable development.

DEADLINE: Six-monthly continuous action

Action under continuous development

We have started the phase of the Model of Integrated Operations in Sustainable Development, enabling validation of over 380 Sustainable Development Action Plans (PADS), which are generating business possibilities for the branches and contributing for compliance with BB’s Socioenvironmental Responsibility Policy. We also launched the course Sustainable Development in BB, attended by more than 300 employees until this instance.

During the second half of 2015, we concluded the validation stage of the requisites referring to the first phase of the sustainable development project. We maintained expansion of the Model of Integrated Operations in Sustainable Development, providing validation of more than 1,300 PADS, which are generating business possibilities for the branches and contributing for compliance with BB’s Socioenvironmental Responsibility Policy.

ACTION: To define the concept, for BB, of “financial inclusion” and to define indicators capable of measuring performance of the Bank’s activities, with monitoring and report to the High Management.

DEADLINE: Six-monthly continuous action

Action under continuous development

Our goal is to adopt the same guidance provided by the Central Bank (Bacen) with respect to the concept of financial inclusion, but with an activity focused on banking, in order to meet the real needs of the population with this profile.

According to Bacen, “...the financial inclusion is the process of effective access and use, by the population, of financial services adequate to their needs, contributing for improvement of their life quality”.

However, for us the concept of financial inclusion goes beyond the Bank’s operations. Our actions are aimed at promoting the banking in a manner that can be adequate to the customers’ needs, contributing to improve their life quality, in a sustainable way.

The following are the proposed indicators:

  • Possession of Social Business – (MPO, Programa Minha Casa Minha Vida (My House, My Life Program), PRONAF, FIES, BB Crédito Acessibilidade (Accessibility Credit))
  • Use of alternative channels
  • Products addressed for banking inclusion
  • Business with Cooperatives

ACTION: To elaborate the integrated communication annual plan on BB’s results towards the sustainable development.

DEADLINE: Six-monthly continuous action

Action under continuous development

We have approved elaboration of a PCI aimed for the Brazil Waters Program, in order to disclose the results accomplished by the Program and its connection with resolution of the problems that are evidenced in the current context related to water. For this year, due to budget contingency, the communication plan of the Brazil Waters Program, which result is presented in Action 36 of this Agenda 21, was prioritized and considered as an initiative aimed for disclosure of BB’s results towards the Sustainable Development.

The PCI was implemented and all the actions for the first and second semesters were performed and monitored. This action will continue to be monitored with the same periodicity

ACTION: To create an area in the UniBB portal with specific content for the audience of the sustainable development business, emphasizing the financial education.

DEADLINE: December, 2015

Action concluded within the deadline

We published in UniBB website a link with content related to Financial Education to the social business audience, which can be accessed clicking here.

The content can also be accessed clicking here.

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