Back to Homepage Back to top

Annual Report 2015

  • Share:
  1. A+
  2. A-

Relationship with Stakeholders

GRI G4-DMA Labor practices grievance mechanismsG4-DMA Grievance mechanisms for impacts on society
In 2015, we improved the management of our external ombudsman and enhanced processes based on your recommendations; with internal stakeholders, we implemented actions to ensure the achievement of strategic objectives

At Banco do Brasil (BB), the relationships with employees, suppliers, partners, customers, creditors, shareholders, competitors, community, government and entities involved with the environment are guided by ethics, respect, and transparency. We comply with the labor rights, the principles of care for the environment and the universal values of human rights. Aware of our influence power, we have adopted practices, and we encourage our stakeholders to incorporate into their routines and processes the commitment to sustainable development.

Our External Ombudsman is one of the mechanisms that guarantee the impartial, independent and autonomous treatment in mediation and resolution of conflicts. Besides assessing each complaint individually, the Ombudsman has the function to analyze the complaints as whole and suggest corrective measures and those for improvement of our processes, products, services and channels. The importance of such channel is noticed in a very objective way in the reduction of operating losses by mediating conflicts and fostering a culture of consumer protection.

With the issue of CMN Resolution No. 4,433/2015, the External Ombudsman will have other assignments and will propose to the Board of Directors, corrective measures or those for improvement of procedures and routines of the institution as set out in article 36 of our Bylaws. The area is also responsible for keeping the Board of Directors informed about its activities and the results of the measures adopted by the administrators to resolve problems and shortcomings.

In 2015, the Ombudsman presented corrective and improvement measures created based on Improvement Proposal Reports and the complaints ranking prepared by the External Ombudsman. The goal is to reduce customer complaints, from the improvement of products, services, processes, channels, and service network.

In 2015, the major initiatives was the maintenance, in the Work Agreement of the Strategic Units, of an indicator used as a criterion for units’ performance appraisal associated with the Rate of Complaints and Accusations of Central Bank of Brazil and Procons (consumer protection entities); the continuity of indicators of monitoring of the period for the preparation of an opinion in response to occurrences of customers logged in Customer Service (SAC) or Ombudsman, as well as the assessment of complaints and accusations from the Central Bank of Brazil; the improvement of Governance of Complaints, with the involvement of strategic forums to promote improvement of products, services, processes and service channels and service.

During the year, we also improved various processes based on External Ombudsman’s recommendations. One of them was the implementation of debt renegotiation in branches through BB platform, which facilitates the operation. The second one was the review of cautionary payment of credit card bill, implemented in June, with clearer information to customers and internal guidelines. The third one involved the reformulation of the automatic debit agreements, stipulating the prior confirmation of customers by remote means, as a condition for execution of debits to checking accounts. And, finally, we upgraded 3,800 self-service terminals, contributing to making our machinery the most modern one in Latin America.

In order to improve the relationship with consumer defense agencies, we were the first company on a national level to adhere to portal consumidor., strengthening the work with customers who seek such channel to solve complaints, which are monitored by all Procons that participate in the portal.

Also in that area, we entered into agreements with Procons in the country for the issue of customer complaints without the need for printing them, the so-called electronic Letter of Preliminary Information (CIP – Carta de Informações Preliminares) of Procons, representing more than 75% of CIPs issued in 2015.

In addition, we implemented a structure centered on the External Ombudsman for performance and management in administrative hearings of Procons on a national level, enhancing even further the search for the solution of the complaints from consumer defense agencies.

Increasing the performance of the External Ombudsman in our related companies and extending its activities to our branches abroad and acting together administrators, contributing to the achievement of objectives related to excellence in service by preventing conflicts are among the prospects and key challenges for 2016.

The evolution of the complaints is as follows:

Complaints Resolved by the External Ombudsman 2013 2014 2015 (2)
Number of Complaints Annual
Ratio (1)
Number of Complaints Annual
Ratio (1)
Number of Complaints Annual
Ratio (1)
Direct Complaints 18,869 30.74 19,980 32.41 24,479 43.68
Central Bank of Brazil 26,813 43.69 26,620 43.18 24,904 44.43
Consumer Protection Entity (Procon) 13,092 21.33 10,256 16.64 15,793 28.18

(1) The 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.
(2) ariations verified in the ratios in 2015.

Ombudsman Source: increase in the quantity and, consequently, in the current index results not from the “worsening” but from the opening of new channels for interaction with the customer, such as the SAC in APF and SAC in the Mobile. The increase in the number of customer interactions in the SAC naturally increases the volume of demands generated in the Ombudsman.
Bacen Source: as observed in the above chart, there has been 6.44% reduction in Bacen’s complaints in the 2015 x 2014 comparison, just the index presented a slight increase, due to the customers’ basis.
Procon Source: Similarly to the Ombudsman Source, the Procon demands also evidenced increment, due to broader opening of channels, which results into increase in this source as well. Added to that, greater interaction in relation to requests for debts equity, which, in the essence, do not refer to complaints.
The Ombudsman assesses the complaints under quantitative terms and in relation to the relevance. Based on such assessment, the products and services manager present actions that may cope with the main complaints from the customers, aiming to mitigate them. Those actions always contribute for improvement of the internal and external ratios.

We have an institutional channel for corporate ethics management, the Internal Ombudsman, specialized in serving employees in the Country and abroad, interns, trainees and employees of contracted companies. Such channel is an important facilitator of dialogue between employees and company, prepared to receive, analyze and resolve complaints related to conflicts, ethical misconduct and breach of internal rules. In addition, it is an instrument for the registration of compliments, suggestions, and complaints related to People Management processes.

The contact may be performed anonymously or not, with secrecy and confidentiality in conducting complaints through several channels: email, corporate intranet, telephone, letter or in person. GRI G4-57G4-58


For us, the development of policies and practices for people management is guided by three strategic themes: meaning, organization, and skills for the job. They are the base that enables the achievement of strategic objectives.

From these direction points, we developed a comprehensive set of actions implemented in the course of 2015, which contributed to achieving our goals in the following dimensions: learning and growth, internal, socioenvironmental processes, customer and financial. For monitoring and evaluation of each proposed action, we defined indicators and targets of execution, whose performance is constantly monitored.

In order to align people management practices to the corporate strategy, in 2015, there was the active involvement of all employees in the process of dissemination of BB’s Essence, which contributed to the strengthening of the organizational culture, the sense of pride and belonging and the full understanding of the strategic drivers of our organization.


Among the various initiatives carried out in our area of People Management, we highlight:

  • Reduction of Work Accident Factor (FAP) by 173.7 million in 2016, as a result of the actions developed by the teams of the Service Specialized in Safety Engineering and Occupational Medicine (SESMT);
  • Launch, in June, of the 2015 Incentivized Retirement Plan (PAI), with an expected reduction of R$511 million in personnel expense in 2016;
  • Execution of surveys on organizational climate and job satisfaction with the participation of 74,466 and 61,187 employees, respectively;
  • Participation of 2,689 managers in the Organizational Climate Management Workshop, a training aimed at mobilizing the team to search for innovative ways of carrying out the work, spreading values such as respect, courtesy, trust, fairness, and cooperation;
  • Launch of an internal communication tool, called #falapresidente, intended to promote approach and dialogue of employees with the Presidency of the Bank;
  • Internal recruitment of 1,200 people in the selection process for managers in the first investiture of the Corporate Career Ladder Program in the Branch Network;
  • Execution of the fourth edition of the Corporate Career Ladder Program – Executives, which seeks to identify professionals with potential to hold an Executive Manager and/or State Superintendent position;
  • Execution of the 16th and 17th contests of BB Internal Knowledge Certification Program, with the participation of 52,960 and 55,805 employees, respectively;
  • Provision of a Training and Refresher Course for Certifications (CPA 10 and 20) to all employees. In 2015, 5,346 professionals were trained;
  • Implementation of the Pilot Home Office Project in the Technology Board;
  • Distribution of 1,800 undergraduate scholarships. Grant of vacancies for the Executive MBA in Financial Business to 400 managers of business units and 2,000 lato sensu graduate scholarships of free choice to all employees. For stricto sensu graduate program, 91 scholarships were granted;
  • Distribution of 1,500 English scholarships and 400 of them are intended solely to clerks and tellers;
  • Publication of the Code of Ethics and Standards of Conduct on BB’s website, in eight languages and in audio format (Portuguese).


Careers GRI G4-DMA EmploymentG4-DMA Diversity and equal opportunitiesG4-DMA Equal remuneration for women and menG4-DMA Labeling of products and services

We have several tools and metrics to evaluate the effectiveness of our policies, our programs and our practices and their contribution to the execution of our corporate strategy.

The Professional Performance Management by Competences and Results (GDP) monitors the performance of our employees, who are evaluated on a half-yearly basis. The assessment is performed through a 360° model and considers five perspectives: financial; customers; internal processes; learning and growth; and socioenvironmental.

Besides assessing competencies, the model also measures individual contributions in the achievement of goals. Such measure encourages the achievement of organizational objectives and contributes to the appreciation of merit in the career ladder. In 2015, 99.30% of regular professionals participate in the process, as well as 1,094 professionals assigned to subsidiaries. The performance of employees on probation and statutory officers is assessed using a specific instrument. GRI G4-LA11

Employees who Participated in the GDP by Functional Level and Gender 2013 2014 2015
Women Men Women Men Women Men
Managerial 12,757 23,530 12,875 23,842 12,782 23,506
Technical 1,249 2,673 1,806 3,639 1,757 3,544
Operations 10,162 10,489 10,381 10,061 10,497 9,746
Advisory 3,304 5,065 2,849 4,385 2,750 4,073
Others 19,108 23,879 18,453 23,337 17,596 22,940

Our human capital performance indicators are monitored to measure the execution of the strategy of development of such capital. In addition to financial indicators, data are analyzed such as the number of employees with at least 34 hours of annual training; average hours of face-to-face training per employee; average hours of remote training per employee; average daily accesses to the Portal of the Banco do Brasil Corporate University (UniBB); and percentage of managers who carried out the minimum quantity of managerial training.

The benefits of investment in human capital in terms of business are evaluated by using the following metrics: Return on investment in HR (ROI), Human Economic Value Added (Heva), Net ROI with Training and Development (T&D), Human Capital Value Added, net income per employee and net income per capita per investment in training.

Cost indicators, such as total amount invested in training programs; investment in training per employee; reduction of expenses with transportation and lodging due to the e-learning program; and percentage of use of corporate education budget allocated to each unit of the company are also followed up.

Radar, a tool developed internally in Manager and People Management modalities, aims to provide information about management indicators to support decision-making processes, the improvement of processes and the development of employees and work teams.

Radar People Management is composed of five evaluation dimensions or theme sets of indicators: professional development; the style of management and leadership; health and quality of life; hours and conditions of working; and team profile. The last item is only for information purposes, i.e. composed of indicators that are not considered in the score of Radar. The four evaluation dimensions total 20 indicators, considered by Radar. Each indicator is shown in detail when the user clicks on the corresponding theme. In parallel with the scores observed in each unit of work, averages of the respective state and general averages of the Country are presented in each indicator. This data is consolidated into charts, allowing for comparison and rankings.

Radar Manager has a construction, dynamics and use similar to Radar People Management. The difference is that it centralizes management information on the performance of the business, the quality of service and the management style of the first managers of the business units, in order to highlight strengths and improvement points of each leader and support the decision-making process.

The application consolidates the results of various systems of evaluation of the Bank (Work Agreement, Climate Survey, GDP, etc.) and presents a history of the manager’s performance, through illustrative charts, tables, and reports of a comparison with information of the last seven six-month periods, in short, medium and long-term scenario. It is a collection of information about the trajectory of managers, which contributes to their professional and personal growth.

Staff Profile GRI G4-DMA Market presence

Our employees join the company after taking public examinations. BB does not hire temporary staff, nor is it possible to earmark opportunities for hiring locally. At the end of 2015, we had 109,191 employees, in addition to 36 statutory officers. Our employees are hired in accordance with the Consolidated Labor Laws (CLT). GRI G4-10G4-EC6

Since 2007, we have been participating in the Gender and Race Pro-Equity Program. The impact actions carried out since the participation in the Program include the following:

  • Grant of maternity and adoption leave of up to 180 days;
  • Extension of the period of paternity leave to 10 days;
  • Gender affirmative actions in corporate career ladder programs;
  • Performance of the Internal Ombudsman in identifying situations of discrimination against women;
  • Creation of Superior Committee and State Committees for Ethics Management;
  • Assessment and monitoring of occupants of management commissions on race or ethnicity and gender approach;
  • Corporate goal of appointment of women to first business unit manager positions.

In 2015, course “Gender Equity: A Cultural Matter?”. The purpose is to train employees to adopt actions that promote gender equity in the work routine, respecting the participation of women. The training was developed in partnership with CEF, through a Technical Cooperation Agreement, and is a result of the Gender Equity Forum, held in 2014, in BB. At that time, all employees were invited to participate in the Forum, developed for the purpose of fostering discussions on the topic and receiving suggestions for improvements on the career ladder, the balance between personal and professional lives, and the corporate education and awareness.

GRI G4-10
Number of Employees by Employment Contract and Gender 2013 2014 2015
Men Women Men Women Men Women
Labor Laws (CLT)
65,636 46,580 65,264 46,364 63,809 45,382
Estatutários 34 0 36 0 35 1

GRI G4-10
Number of
Employees by
Region and Gender
2013 2014 2015
Men Women Men Women Men Women
South 11,634 8,042 11,466 8,006 11,306 7,951
Southeast 27,268 23,201 27,179 23,124 26,849 22,547
Mid-west 11,455 6,650 11,325 6,552 10,919 6,456
North 2,998 2,056 3,037 2,047 2,946 2,002
Northeast 12,272 6,631 12,211 6,634 11,781 6,426
Overseas 9 0 46 1 43 1

We do not have outsourced workers exercising the task-oriented jobs of the Bank. No part of the work is performed by professionals legally recognized as freelancers or by individuals who are not in-house or outsourced employees. Employees who perform our activities are hired through approval in the public examination as provided for in the Federal Constitution and the Bylaws of BB.

In 2015, we had a total of 4,992 terminated employees through the Incentivized Retirement Plan (PAI), and 4,883 new professionals took office.

Turnover rate by Gender 2013 2014 2015
Employee Average (1)
Women 46,892 46,472 45,873
Men 66,307 65,450 64,537
Total 113,119 111,922 110,410 
Dismissals during the Period (2)
Women 2,124 1,324 2,596
Men 3,302 2,424 4,436
Total 5,426 3,748 7,032
Turnover Rate (3)
Women 4.6% 2.9% 5.7%
Men 5.0% 3.7% 7.0%
Total 4.8% 3.4% 6.4%

(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 Age Group – (severance during the period/ quantity of employees on 12/31/2014)x100 2015(%)
Up to 30 years of age 2.6
From 30 to 50 years of age 1.5
Over 50 years of age 30.1
Total 6.4

Turnover Rate by Region 2013 2014 2015
Employee Average (1)
South 19,580 19,494 19,364
Southeast 51,155 50,477 49,848
Mid-West 17,993 17,916 17,610
North 5,135 5,084 5,016
Northeast 19,270 18,895 18,526
Overseas 68 56 46
Total 113,119 111,922 110,410
Dismissals during the Period (2)
South 937 646 1,159
Southeast 2,047 1,394 2,727
Mid-West 1,140 822 1,200
North 258 221 311
Northeast 1,044 665 1,635
Total 5,426 3,748 7,032
Turnover Rate (%) (3)
South 4.8 3.3 6.0
Southeast 4.0 2.3 5.5
Mid-West 6.4 4.6 6.8
North 5.1 4.4 6.2
Northeast 5.5 3.5 8.8
Total 4.8 3.4 6.4

(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.

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

The remuneration practices adopted by us aim at, among other purposes, attracting and retaining talents, encouraging teamwork and execution of results and strategies at lower costs, more efficiently. The employees’ remuneration is the total sum of personal monies and, as the case may be, monies linked to the discharge of their functions or commissions.

Personal monies are calculated individually and, when triggered, become irreducible, ranging from one employee to another according to their career, the history of functions and commissions and the date of investiture.

Earmarked monies have their amounts defined according to the attributions, hierarchical level, complexity, location, and grouping, among other factors linked to each position or assignment, and they may be extinguished or amended at any time.

For the purpose of providing remuneration compatible to that of major competitors and other financial institutions, we conduct studies of the internal and external salary amounts.

In the study of the internal balance, the scale of remuneration practiced for functions, offices and commissions of the organizational structure is considered. In addition, we consider the activities, responsibilities, the scope of command and other factors.

For assessment of the external balance of remuneration, we use as a parameter the annual remuneration survey of Mercer Human Resource Consulting Firm related to the banking segment, 2015 edition.

Our people management area develops, regulates, implements and monitors solutions for staff remuneration. There is no participation of independent remuneration consultants of the management in such process.

The lowest salary paid by the bank in 2015 was R$2,449.98, equivalent to 2.83 times the national minimum wage. The amount is paid regardless of the gender matter. GRI 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 Brazilian Federation of Banks (Fenaban). Act No. 10,101/2000 requires that the Profit Sharing Program is the object of negotiation between the company and its employees. The negotiation is performed under the Collective Bargaining Agreement, ratified by the company and entities representing the employees.

The proposal of the employees’ Profit Sharing Program is subject annually to the approval of the Board of Directors and then submitted to supervising ministries. Only after the approval of the program by those bodies, the profits or results of the company will be distributed to employees.

Considering the steps described, four directly involved stakeholders were listed:

  • Federal Government | Ministry of Planning, Budgeting and Management (MPOG) and Ministry of Finance;
  • Employees | member of the Board of Directors elected by the employees;
  • Entities representing employees | unions;
  • Majority and minority shareholders | Annual General Meeting (AGM) and members of the Board of Directors. GRI G4-53

The analysis of individual performance is considered in variable remuneration programs. Currently, there are two programs that use individual evaluation for the payment of the variable remuneration: Remunerated Performance Program (PDG) and Management Variable Remuneration Program (RVA).

Initially, PDG comprised the offices of regional superintendents, regional managers of operating asset restructuring and general managers of business units, operating in branches and private offices, thus initiating the Program in the second half of 2011.

In 2012, the program was extended to employees who hold the offices of general manager of business units, operating in Managements of Collection and Recovery of Written-off (Gecor) and, in 2013, also to employees who hold the offices of middle and business management, operating in business units. In 2014, the extension of the target audience of PDG was approved to industry managers, module managers and segment managers in Support Unit (SU), allocated in Operational Support Platform (OSP), resulting in a total audience of approximately 32 thousand employees.

In 2015, the participation of employees terminated after the test period until the date of payment was included.

Our RVA program is governed by Act No. 6,404/76, by CMN Resolution No. 3,921 and our Bylaws, and has members of the Executive Board of the Bank as participants.

Each year, the Remuneration Committee prepares a proposal for the remuneration policy of our administrators, proposing to the Board of Directors several forms of fixed and variable remuneration, in addition to benefits and special programs of recruiting and termination.

The Board of Directors, which has representatives of supervising ministries (Ministry of Finance and MPOG) among its members, accepts the proposal of Corem and, after resolution, convenes the majority and minority shareholders to participate in the AGM to decide on the issue.

CMN Resolution No. 3,921 established several requirements for the payment of remuneration to administrators of financial institutions authorized by the Central Bank of Brazil to work. The main ones are as follows:

  • Compatibility between the remuneration policy and risk management, in addition to being worded in such a way that does not encourage behaviors that increase the risk exposure above the levels deemed prudent in the strategies of the institution;
  • Take into account, regarding the total amount and the allocation of remuneration, factors such as current and potential risks; overall result, in particular the recurrent income realized; the ability to generate cash flows; economic environment in which it operates and its trends; long-term sustainable financial basis and future payments according to the risks assumed, fluctuations in the cost of capital and liquidity projections;
  • Criteria of individual performance, the business unit’s performance, and the institution’s performance must be taken into account as a whole, as well as the relationship between them and the risks assumed;
  • At least 50% must be paid in shares or stock-based instruments;
  • At least 40% must be paid in the future, a percentage that should grow according to the level of responsibility of the administrator;
  • Apply an adjournment of at least three years, established according to the risks and the activity of the administrator;
  • Payments must be made in installments in proportion to the period of adjournment;
  • In the case of a significant decrease in recurring income realized or occurrence of negative income of the institution or business unit during the period of adjournment, the unpaid installments must be reversed in proportion to the decrease in the income.

The management variable remuneration program (rva) is constantly reviewed to ensure that it is an effective mechanism of incentive and reward

From 2012, when becomes effective, our RVA Program has been optimized so that the management variable remuneration serves as a tool to encourage and reward. The process is based on indicators and mechanisms that take into account short, medium and long-term results to the risks assumed, and distributes the indicators in levels (corporate, individual, committee and unit), contributing to building sustainable results over time.

The differential of remuneration per competencies covers all the middle management staff, allocated in business units. It is subject to meet a set of prerequisites that vary according to the type of portfolio in which they work, among which the individual performance appraisal stands out. The total number of beneficiaries is not more than two-thirds of the target audience.

For 2016, the remuneration programs may be subject to adjustments, but the individual performance appraisal will be maintained as a key indicator to be assessed when there is a grant or payment of differential remuneration.

In Banco do Brasil, the remuneration of statutory members is approved by the Board of Directors upon a proposal submitted by the people management area. Before being subjected to the resolution of the Board, the proposal is evaluated by the Remuneration Committee, a body that advises the Board, and the Department of Coordination and Governance of State Companies (DEST) of MPOG.

The overall amount of the approved remuneration is subjected to the decision of the shareholders general meeting by the Minister of Finance, pursuant to article 152 of Act No. 6,404/1976. GRI G4-53


Banco do Brasil provides its employees with benefits compatible with its size and talent retention policy, exceeding legal requirements (see them in the table below). Everyone is entitled to the same benefits, regardless of positions or offices. GRI G4-LA2G4-DMA EmploymentG4-DMA Equal remuneration for women and men

Benefits Description
Food/Meal Allowance A voucher provided in an electronic card used for reimbursement of expenses with the purchase of food in restaurants and cafeterias.
Night-Shift Transportation Allowance Reimbursement of transportation expenses to return home for employees whose workday ends between midnight and 6:00 a.m. and those accredited by the Clearing House, who participate in clearing session during the night period.
Daycare Allowance An allowance for expenses incurred with the relocation of each child, including adopted children, in kindergartens and preschool institutions of free choice and, including, under the same conditions and amounts of the costs incurred with payments to maids/nannies. The amount is determined in the Collective Bargaining Agreement – ACT.
Child Disability Allowance Reimbursement of expenses similar to Daycare Allowance to employees that have demonstrably disabled children requiring permanent care, without age limit.
Executive Teller – Personal Advantage (VCP) Payment, in an individual nature, of the executive teller bonus, for a period of 18 months, from the time the employee, on leave due to RSI (Repetitive Strain Injury and Work-Related Musculoskeletal Disorders), return to work at the Bank.
Food Stamps A voucher provided in an electronic card used for reimbursement of expenses with the purchase of food in grocery stores and supermarkets.
Authorized Absences Annual acquisition of five authorized absences per year.
Compensation for Robbery Indemnity in favor of employees and their legal dependents, in the case of permanent disability or death as a result of kidnapping and/or bank robbery.
Sick Leave to Care for a Sick Family Member (LAPEF) Grant of leave to employees, not exceeding 90 days, to provide care for a sick family member in transitional and punctual situations.
Special Leave Annual acquisition of 18 days for each effective year in the Bank. For employees who began to work for the Bank before 1998 only.
Program for Assistance to Victims of Robbery and Kidnapping (PAVAS) Provision of medical, psychological, legal and security assistance to employees after a robbery, as well as facilitating the reorganization of the work routine of the branch, in order to minimize the negative impact of the fact. Regarding the safety of the physical and emotional integrity of the employee and their dependents, the Bank bears expenses with transportation (tickets, lodging, food).
Social Assistance Program – Advances – Acquisition of glasses and lenses Grant of an advance to cover expenses with the purchase of glasses or lenses, recommended by a doctor. The replacement of the advance is performed from 25 to 48 months, without interest.
Social Assistance Program – Advances – Natural Disaster or Residential Fire Coverage of expenses with the acquisition or restoration of essential goods damaged by a natural disaster such as flood, windstorm, earthquake or residential fire. The replacement of the advance is performed from 25 to 48 months, without interest.
Social Assistance Program – Advances – Financial Stress Advance for overcoming the financial crisis, resulting from unforeseeable, unavoidable and fortuitous causes. The replacement of the advance is performed from 25 to 48 months, without interest.
Social Assistance Program – Advances – Funerals of financial dependents Funeral expenses cover for financial dependents, whichever exceeds the amounts covered by Cassi. The replacement of the advance is performed from 25 to 48 months, without interest.
Social Assistance Program – Advances – Expenses Not Covered by the Health Plan of Advance for payment of expenses not covered by the health plan of Cassi on free choice, when the lack/inexistence of accredited/affiliated medical, hospital and laboratory resources in the location where the treatment is being performed is characterized. The replacement of the advance is performed from 25 to 48 months, without interest.
Social Assistance Program – Advances – Dental Treatment Grant of an advance to cover expenses with dental treatment, with replacement from 25 to 48 months, without interest.
Social Assistance Program – Advances – Psychotherapy Treatment When hired by the Bank, employees and their financial dependents are entitled to receive 200 individual sessions of psychotherapy. As soon as all those sessions are held, the Bank allows them the extension of sessions upon release of the advance. The replacement of the advance is performed within 25 months, without interest.
Social Assistance Program – Acquisition of Medicines Abroad Reimbursement of part of the expenses with the acquisition of medicines abroad.
Social Assistance Program – Allowance – Assistance for Disabled People Cover of expenses with boarding school, semi-boarding school and complementary therapies arising from financial dependents or pensioners (registered in the Bank) with physical, mental and/or sensorineural permanent disabilities that limit or generate their inability to manage their daily life and/or work.
Social Assistance Program – Allowance – Medical and Hospital Assistance Cover of medical and hospital expenses with serious diseases when there are no resources in the Plan of Members, which is intended for the employees.
Social Assistance Program – Social and Medical Assistance Provision of social assistance, with psychosocial and social and educational services, for problem situations.
Social Assistance Prog. – Allowance – Travel for Health Treatment Abroad Reimbursement of travel expenses for health treatment abroad (tickets, accommodation, and meals) for the patient and the companion, when there are no appropriate or sufficient resources in Brazil.
Social Assistance Program – Allowance – Travel for Health Treatment in Brazil Reimbursement of travel expenses for health treatment in Brazil (tickets, accommodation, and meals) for the patient and the companion, when there are no appropriate or sufficient resources in the location of origin of the employee (location where he/she is allocated).
Social Assistance Program – Allowance – Donation/Receipt of Organs and Organ Transplants Reimbursement of expenses of the employee with travel for donation/receipt of organs for transplant.
Social Assistance Program – Allowance – Special Nursing Care Cover of amounts not covered by the health plan of Cassi in the hospital and home nursing care services for patients requiring permanent and intensive nursing care, with the condition of being kept out of the ICU.
Social Assistance Program – Allowance – Death While on Duty Cover of funeral and body transfer expenses, in the case of the death of an employee while on duty outside the Metropolitan Region of its branch location, including during transit.
Social Assistance Program – Allowance – Removal in a Mobile ICU or Air Taxi Cover of expenses with removal in a mobile ICU or air taxi for health treatment, in medical situations of real severity and/or emergencies, characterized by the need for medical follow-up during transit.
Social Assistance Program – Allowance – Human Growth Hormone Treatment Cover on a basis of reimbursement of amounts not covered by the health plan of Cassi for expenses resulting from treatment with human growth hormone to patients with pituitary dwarfism.
Social Assistance Program – Tobacco Control The employee enrolled in the Program will have full coverage of expenses for transportation to the nearest place, when there is no accredited network in the location where the employee is allocated. He/she will also be reimbursed at 50% of the amount of prescribed medicines, if applicable.
Social Assistance Program – Dental Expertise The Bank bears dental expertise expenses when required.
Transportation Allowance Partial funding of the expenses with staff transportation, in home-to-work journeys and vice versa. It does not apply to journeys performed with selective or special transportation.
Personal Advantage (VCP) Continuity of payment, in an individual nature, for a certain period of the assignment exercised by the employee when there is a reduction in the allocation of the branch.
Personal Advantage (VCP) – Work-Related Accident Payment, in an individual nature, of the assignment, for a period of 120 months, from the time the employee, on leave due to a Work-Related Accident, return to work at the Bank.
Personal Advantage (VCP) – RSI Payment, in an individual nature, of benefits relating to the teller bonus code 288 and 394 to employees who, on the eve of the absence period due to a work-related accident, held the office of executive teller and were granted a leave diagnosed with Repetitive Stress Injuries (RSI).
Adoption Leave The leave for adoption of children aged up to 96 (ninety-six) months is guaranteed. Male adopters may receive a leave of absence for five days. Female employees who adopt or get custody of a child for purposes of adoption are also entitled to the maternity pay.
Maternity Leave Upon childbirth, adoption or legal custody for purposes of adoption, female employees are entitled to the benefit of maternity pay and maternity leave.
Maternity Pay The salary paid to female employees during the maternity leave or adoption leave period is that equal to their full remuneration due in the month of absence or the arithmetic average of the past six months (whichever is better).
Health Care Banco do Brasil contributes as a sponsor for a health plan per employee, including those from incorporated financial institutions.
Supplementary Pension Plan Banco do Brasil contributes as a sponsor for a benefit plan in supplementary pension plan per employee, including those from incorporated financial institutions.
BB DENTAL Banco do Brasil in partnership with company Odontoprev provides dental care to active employees and their dependents.
Extension of Leave of Absence Maternity Option to extend to 60 days the leave of absence as a result of childbirth. Therefore, the maternity leave may last up to 180 days.
Advantages of Removal They are intended for the partial funding of expenses inherent to the process of removal of belongings, accommodation, transportation, among others, incurred by employees when moving home due to new assignments, for the benefit of the work.
UniBB Família (Family) Portal A portal intended for distance supplementary training, development and education, for dependents of employees.
Cultural Voucher Its purpose is to provide workers with means to exercise cultural rights and access sources of culture.
Extension of maternity leave – Premature childbirth and baby in ICU Extension of maternity leaves in the case of premature childbirth proportional to the number of days that the newborn remains in ICU, limited to 60 consecutive days.
Educational Allowance for Dependents A benefit granted by way of compensation to assist, where appropriate, all school cycles of education (preschool, elementary 1 and 2, high school and higher education) for dependents of deceased employees or those diagnosed with a permanent disability as a result of a bank robbery.

Maternity/Paternity Leave Related Indicators by Gender 2014 2015
Women Men Women Men
Employees Entitled to Leave 43,367 65,279 67,184 47,657
Employees that Took Leave 2,613 2,864 1,871 2,631
Employees Returning after Leave 2,589 2,846 1,866 2,614
Employees who Remained in the Bank 12 Months after their Return 764 286 2,613 2,864
Return Rate 99% 99% 100% 99% 
Retention Rate 98% 99% 99% 98% 

Our employees who have enrolled up to December 23, 1997, have access to a benefit plan (Benefit Plan 1) closed to new adhesions. The percentages of participation vary according to the time of service and participation salary level. The other employees can also enroll in PREVI Futuro Plan of the Pension Fund of Employees of Banco do Brasil (PREVI – Caixa de Previdência dos Funcionários do Banco do Brasil). In this plan, the active participants contribute with 7% to 17% of the participation salary in Previ and the percentages of participation vary according to the time of service and participation salary level. There is no contribution for inactive participants. The sponsor contributes with amounts identical to those of the participants, limited to 14% of the payroll of participation salary of those participants.

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.

In addition, our active employees, retirees, and their dependents are benefited with a health plan (Plan of Members of Cassi), with which the Bank contributes monthly with an amount equal to 4.5% of the amount of the general proceeds or of the total amount of the retirement benefit or pension. The monthly contribution of members and beneficiaries of pension is 3% of the amount of the general proceeds or the total amount of the retirement or pension benefit, in addition to the joint participation in some procedures.

For more information about the sponsored plans, contribution percentages and the results for 2015, see Explanatory Note No. 26 to the Consolidated Financial Statements of Banco do Brasil.GRI G4-EC3G4-DMA Economic performance

Diversity GRI G4-DMA Diversity and equal opportunity

Our policies and actions for fostering diversity privilege the appreciation of human rights and fairness in internal relations, as well as the elimination of all forms of prejudice. We work for a gender equality in the workplace and in society and participate in FEBRABAN Program for Valuing Diversity.

In 2010, we adhered to the Women’s Empowerment Principles, an initiative developed by the United Nations, 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 and gender affirmative actions in corporate career ladder programs. Cases of discrimination against women may be reported to the Internal Ombudsman.

We also created a set of internal actions to disseminate principles of diversity. The study for external selection involving gender and ethnicity, the inclusion of the topic of gender and race equity on curses of UniBB, the improvements in the benefits granted to employees who are single parents or in hetero or homo-affective relationships and the expansion of the Itinerant Ombudsman in the states, equipping them to focus their attentions on the fight against inequality are among the main actions created.

Diversity in Governance (%) (1) 2013 2014 2015
By Gender
Women 4.0 3.9 5.6
Men 96.0 96.1 94.4
By Age Group
Up to 30 Years of Age 0.0 0.0 0.0
From 30 to 50 Years of Age 61.2 56.9 48.2
Over 50 Years of Age 38.8 43.1 51.9
By Minority Group
Indians 2.0 0.0 0.0
Afro-Descendant 0.0 0.0 1.9
Brown-Skinned 6.1 2.0 1.9

(1) Includes members of the Board of Directors, the Executive Board, the Board of Auditors and the Audit and Remuneration Committees.

General Indicators of Staff Diversity (%) (1) 2013 2014 2015
By Gender
Women 41.5 41.5 41.6
Men 58.5 58.5 58.4
By Age Group
Up to 30 Years of Age 16.0 13.7 12.8
From 30 to 50 Years of Age 67.1 67.9 70,52
Over 50 Years of Age 16.9 18.4 16.7
By Minority Group
Indians 0.2 0.2 0.2
Afro-Descendant 2.5 2.6 2.6
Brown-Skinned 18.4 18.8 19.1
(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$) 2013 2014 2015 Mathematical ratio between men and women in 2015
Men Women Men Women Men Women
Managerial 8,948.43 7,580.47 9,728.94 8,271.51 10,618.52 9,038.22 1.17
Technical 8,070.13 7,324.78 8,587.87 8,032.32 9,411.54 8,741.36 1.08
Operations 4,274.76 4,135.68 4,526.75 4,370.58 4,746.84 4,632.06 1.02
Advisory 9,449.82 9,136.24 10,561.99 10,150.89 11,423.13 11,039.51 1.03
Others 3,276.43 3,094.25 3,587.85 3,414.00 3,812.91 3,695.34 1.03

Union Relations GRI G4-DMA Freedom of association and collective bargainingG4-DMA Labor/management relations

We participate in collective negotiations with the National Confederation of Credit Company Workers (Contec) and the National Confederation of Financial Sector Workers (Contraf) in two distinct contexts. In the first case, we are a member of the Fenaban commission for jointly building with the confederations the Collective Labor Convention (CCT) that sets out the general guidelines for the Brazilian bank employee category. In the bureaus set up by BB and both confederations, the Collective Bargaining Agreements are outlined to be appended to the CCT.

Collective bargaining agreements cover all employees in Brazil, even those who are not affiliated to unions, and contain clauses that enable the union to act, ensuring additional rights to those provided for by law. GRI G4-11

We carried out permanent negociations during the year, facilitating negotiated solutions. Employee freedom of union association and collective bargaining is assured by guidelines. We allow the unions to introduce themselves when new employees are hired, thereby contributing to the collective organization. Transparency in all matters concerning this issue is strengthened by the website BB Negociação Coletiva, which is a repository of documents, news, and videos, among other materials.

A working group was created, consisting of representatives of bank employees and the banks, to discuss employees’ illness causes. At the Bank, we established the thematic bureau to address matters pertaining to health and also participate in the Bipartite Commission of Bank Security, which discusses semi-annually the statistical data about the occurrence of robberies.

The Collective Bargaining Agreement covers health and bank safety topics. As regards health, we guarantee payment, for up to 540 days after the return to work, of the cash bonus to employees who held the office and were granted a leave of absence due to Repetitive Strain Injury (RSI). In addition, we guarantee a salary supplement when granting Social Security Sick Pay or 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 sick leave the updated amount of the commission received on their last work day prior to taking leave, for a period of 12 months. GRI G4-LA6G4-LA8

With regard to the return to work of employees suffering from limitations on performing their normal activities, we provide work rehabilitation in accordance with the recommendations of a physician, as well as an ergonomic evaluation that enables such members of staff to return to active service.

The notification of operating changes in Banco do Brasil is not specified in collective bargaining agreements. However, in cases where there is a significant impact on staff, the company adopts the practice to provide the necessary clarifications to the employees and trade union representatives, through meetings. GRI G4-LA4

Health and safety GRI G4-DMA Occupational health and safety

health and safety commission

Cipa | Promotes actions to disclose safety norms and disseminate concepts of quality of life and healthcare, such as the Internal Accident Prevention Week. It also analyzes the workplace so as to define Risk Maps and recommend actions. Cipas are created in all the buildings with Bank’s branches that have more than 100 employees.

GRUA | Coordinates actions for evacuating the occupants from a floor or building in case of emergencies, such as fires, blackouts, bomb threats, flooding, etc. It also prepares a plan for evacuation, which is annually revised.

Formal committees formed by managers and employees who represent 100% of the universe of employees manage health and safety. GRI G4-LA5

We promote the Quality of Life at Work, prioritizing health and safety and considering the biological, psychological and social dimensions of individuals.

The Occupational Medical and Health Control Program (PCMSO) is an example of the form of action: it goes beyond legal requirements and acts to prevent, detect early, monitor and control possible damages to health. The health and safety-related guidelines are described in the Bank’s Normative Instructions.

We also have the Quality of Life at Work (QVT), which promotes actions complementary to those of occupational health and safety at work. It covers the allocation of spaces and funds specific to quality-of-life programs in branches and the annual execution of the QVT Week.

We also have a network of Specialist Safety Engineering and Occupational Medical Services (SESMT), consisting of staff allocated throughout Brazil. The procedures performed by such 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 disabled people. There are no employees with high incidence or high risk of illnesses related to their occupation. It is also the responsibility of the SESMT to advise the Internal Accident Prevention Commissions (Cipas) and the Evacuation Groups (GRUAs). In 2015, the actions of SESMT enabled a reduction of 173.7 million in Work Accident Factor for 2016. GRI G4-LA7

For employees who serve the public, and therefore, are more likely to be the target of occurrences arising from public security problems, we created the Program for Assistance to Victims of Robbery and Kidnapping (PAVAS), which guarantees medical, psychological, legal and security assistance. There are no employees involved in occupational activities that present high incidence or high risk of specific diseases. GRI G4-LA7

Safety IndicatorsGRI G4-LA6

The Notification of Occupational Accident (CAT) is a legal obligation of the company and complies with the guidelines of ILO – Code of Practice on Recording and Notification of Occupational Accidents and Diseases. In addition to the data of CAT, we also have the control of the employees’ medical certificates and social security leaves, including time of leave of absence, type, and cause of diseases, among other data. The most common health problems are musculoskeletal injuries and psychological disorders.

Occupational Health and Safety
of workers (employees)
Region 2015
Men Women
Injury rate (number of injuries/number of employees) North 0.12 0.14
Northeast 0.11 0.12
Mid-West 0.04 0.07
Southeast 0.02 0.03
South 0.02 0.05
Rate of occupational diseases (Freq disease/number of employees) North 0.09 0.12
Northeast 0.10 0.11
Mid-West 0.04 0.07
Southeast 0.01 0.02
South 0.01 0.04
Rate of days lost % (days/time) North 0.5 0.6
Northeast 0.4 0.6
Mid-West 0.3 0.6
Southeast 0.3 0.5
South 0.3 0.4
Days lost North 26,941 23,501
Northeast 93,219 71,137
Mid-West 72,641 75,855
Southeast 167,741 197,826
South 52,298 63,434
Absenteeism rate % (days lost/days estimated) North 4.0 5.0
Northeast 3.4 4.7
Mid-West 2.8 4.9
Southeast 2.7 3.7
South 2.0 3.4
Work-related deaths (units) North 0 0
Northeast 0 0
Mid-West 0 0
Southeast 0
South 0 0

The historical data have not been entered in this report due to the change in presentation format. From 2015, the information is detailed by gender and region.

Corporate Education and Strategy GRI G4-DMA Training and education

In 2015, we provided in UniBB a set of educational solutions on Strategy and Management, for the purpose of integrating the different hierarchical levels of the organization, reinforcing the commitment of senior management to the development of the functional body and disseminating the strategic drivers.

The educational actions of the Strategy and Management series bring information about the current scenario, our positioning in the market and an indication of measures for the strengthening of activities in various sectors. As an additional material, ebook Desafios e Oportunidades was published on the UniBB Portal, in which key messages from our president were consolidated and reinforced. And, in line with the objective of socialization of knowledge, a collaborative space for employees to build together solutions to the challenges presented by the Board of Directors was created.

As support for education to implement the strategy and organizational positioning, video courses were launched addressing values that form our Essence: public spirit, ethics, sustainability, innovation, agility, efficiency, competence, human potential and uniqueness. The video courses series was made available on the UniBB Portal and UniBB Mobile application, registering more than 65 thousand completions.

Also, different educational actions were carried out in all management segments of the Company to promote professional development and strategic alignment. The main ones are the following:

  • Paths of Leadership | an environment developed to support the career training, planning, and management process to be a manager or for those who already are and want to keep growing. The paths were guided by the Benchmarks for Leadership of BB and organized by managerial level and type of organizational unit;
  • Meeting of Leaders of BB | face-to-face event with the attendance of more than 8 thousand leaders to communicate and discuss the strategic movements with the managers of the business units;
  • First Investiture Managers Workshop | qualification and training of branch managers in their first investiture as managers. In 2015, 750 professionals were trained;
  • Training Program for Potential Executives and State Superintendents | it has the function to identify and develop employees with profile for positions in the executive management segment and prepare them for the succession process;
  • Executive Training Program (Statutory Managers, General Managers of strategic units, Executive Managers, and State Superintendents) | offer of coaching and courses that include best corporate governance practices, and sustainable business execution; corporate finance; legislation and responsibility of administrators; risk management; ethics and code of conduct; business environment; strategic management; banking and banking industry in the global market;
  • Training Program for the Executive Board and Board of Directors and Auditors | a book including approximately 20 courses in open class, offered by renowned national and international business schools, on corporate governance, business environment, customer relationship, management for results and innovation management topics. The members of those committees, who also have at their disposal a coaching program, may choose the course they want to attend;
  • Virtual Learning Platform exclusive for Executives, Executive Board and Boards of Directors and Auditors | more than 1,000 videos and 1,500 articles on management and business prepared by renowned professionals, both nationally and internationally, in addition to monthly delivery of a reference book in the field of organizational management and a bimonthly magazine that includes articles, interviews, case studies and researches that show current concepts and market, business and management trends. GRI G4-43

BB’s corporate education modernization

UniBB Portal and UniBB Mobile application for smartphones and tablets bring together the professional and personal development actions that are available to our employees, in Brazil and abroad. The programs are organized into learning paths and dimensions of knowledge, which established a new approach of the offer of content on the web and a better focus on the face-to-face training.

The modernization of virtual learning environments of UniBB allowed to expand and democratize the possibilities and the education actions offered. They expand our distance education system with quality, modernity, dynamism and convenience, providing educational technologies that allow us to prepare employees for the challenges of the company.

In 2015, UniBB Mobile was made available. Through such application, compatible with Android tablets and smartphones, iPad and iPhone, employees have access to video courses, articles, and infographics. By December 2015, UniBB Mobile had exceeded the mark of 27 thousand downloads. Only on the week of release, there were more than 3 thousand downloads, which ranked the application among the top five in the Education category (according to app Brain Ranking Report), in addition to receiving grade 4.2 on a scale of 5 points (according to Android Applications Position Tracker).

Continued Education

Since 1997, more than 50 thousand employees were awarded undergraduate or graduate scholarships. The offer to employees of various functions is one of the differentials of our people management policy.

Only in 2015, 4,867 scholarships were awarded to undergraduate, graduate, masters, Ph.D. and languages courses. Thirteen new classes of MBAs developed exclusively for Banco do Brasil were also created.

Another important strategy for continued education is the Knowledge Certifications Program, created in 2005 to identify areas of knowledge and professional skills required for the fulfillment of plans. Such initiative is linked to the professional skills and allows to evaluate what is necessary for the employee to achieve the desired profile.

Training Programs and Educational Solutions

Educational solutions that compose the catalog of UniBB’s courses are offered to employees on UniBB Portal, in the application for cell phones and tablets and Regional Units of People Management (Gepes Network), which perform the face-to-face training actions.

UniBB Portal serves all segments of employees in Brazil and abroad, apprentices and people classified in public examination in qualification stage to hold the clerk office.

In order to universalize access, UniBB Portal is available in English and Spanish, in addition to serving people with visual impairment. The portal offers more than 340 online courses in various modalities: video courses, flash animations, educational games, infographics, eBooks, collaborative activities, articles, booklets and various other media. In 2015, 5,977,892 hits were registered with approximately 2 million online courses completed with an average satisfaction rate of 97%.

Employees also have a tool that helps them to define the solutions that can help them to improve their professional performance, the Paths of Learning. They bring together sequences of activities in different media for the purpose of being complementary to each other and to build knowledge about a topic. There are more than 150 paths in strategic themes for the Bank and per managerial, technical and advisory positions, organized in a catalog that systematizes and facilitates the identification of training actions for employees.

In 2015, new paths were developed about onboarding. In order to prepare employees that have recently assumed positions, UniBB provides Bem-vindo ao BB (Welcome to BB) Program, composed of five paths, according to the working area.

Face-to-face training actions developed by UniBB are performed in Gepes and taught by educators who are active employees or retirees. The education staff has more than 2 thousand professionals. In 2015, employees totaled more than 1,880,000 hours of training in face-to-face courses, which is equivalent to more than 17 hours per employee.

Also during the year, in order to timely meet strategic aspects of BB, the Education area acted strongly in partnership with the management areas of products, processes, and services to increase the results of the Bank. In these terms, training actions for improving management of non-default stands out. For the subject, five specific training actions are available to the business units. In total, approximately 45 thousand completions were registered in these courses.

In 2015, we invested r$133.7 million in corporate education, through unibb and helped preparing our employees for retirement

In 2015, we invested R$133.7 million in corporate education, which is equivalent to R$1.2 thousand per employee, through the UniBB. 83.7 hours in training actions per employee were held, in face-to-face, distance and during service modalities, in addition to providing the obtainment or maintenance of legal certifications in investments (CPA 10 and 20) by 54,274 employees.

In addition, we invested in preparing our employees for retirement with Caminhos para Aposentadoria (Paths to Retirement) Program, for members of Previ and the National Social Security Institute (INSS) with 28 or more years of contributions.

The program provides the possibility to develop a project of life for retirement, using the organizational support, including social, economic, emotional and health aspects, in such a manner that it promotes a conscious and planned transition. The offer of the Incentivized Retirement Plan (PAI) caused 277 employees to take part of Vida Ativa (Active Living) Workshop, a course that forms Caminhos para Aposentadoria Program. Out of those, 164 employees remain active, and 113 are inactive, totaling 2,800 participants since 2010. Another action that composes such program is Caminhos para Aposentadoria primer, which up to December 2015 was read by 386 people GRI G4-LA10

Consolidated Training Indicators 2013 2014 2015
Final Count 112,216 111,628 109,191
Employees Trained 110,186 111,020 107,887
Training Sessions 1,482,026 2,092,867 2,043,766
Hours 6,960,551 9,343,210 8,261,981
Percentage Trained 98.2 99.5 98.8
Training Sessions per Employee 13.21 18.75 18.72
Hours per Employee 62.03 83.7 75.67

Training Sessions in 2015 by functional category Senior Management * Other Managements * Advisory * Operations * Technical *
Employees Trained 229 36,059 7,989 60,779 4,135
Employees Trained 218 35,849 7,952 59,752 4,116
Training Sessions 1,708 645,666 135,522 1,194,065 66,805
Hours 13,881 2,754,406 539,433 4,740,158 214,103
Percentage Trained 95.2% 99.4% 99.5% 98.3% 99.5%
Training Sessions per Employee 7.46 17.91 16.96 19.65 16.16
Hours per Employee 60.62 76.39 67.52 77.99 51.78

* Employees in situation 100, 211, 506, 510, 324, 326 and 580 were considered. All employees who have situation 580 and are allocated in assignment prefixes informed by Dipes/Desaf are excluded.
Classification considered for the definition of the segments presented.

Sessions by
Gender and Function
2014 2015
Men Women Men Women
Managerial Non-Managerial Managerial Non-Managerial Managerial Non-Managerial Managerial Non-Managerial
Final Count 23,694 41,153 12,856 33,287 23,506 40,303 12,782 32,600
Employees Trained 23,623 40,878 12,821 33,083 23,347 39,642 12,720 32,178
Training Sessions 421,998 786,784 226,444 646,768 417,562 765,603 229,812 630,789
Hours 1,969,136 3,600,772 1,052,703 2,940,805 1,811,867 3,054,828 956,420 2,438,866
Percentage Trained 99.7% 99.3% 99.7% 99.4% 99.3% 98.4% 99.5% 98.7%
Training Sessions per Employee 17.81 19.12 17.61 19.43 17.76 19 17.98 19.35
Hours per Employee 83.11 87.5 81.88 88.35 77.08 75.8 74.83 74.81

The creation of the Path of Sustainability on UniBB Portal, in 2014, enabled an intensification in the training of employees in socioenvironmental responsibility. Several actions (see the table) trained 93,050 employees in 2015, totaling 1,414,154 hours of training. The Bank provides the Personal Financial Management course as part of the onboarding path for new employees. Up to December 31, 2015, 52,243 employees had participated in that training.

During the year, we also created the Sustainable Development course. Intended for operators of Action Plans on Sustainable Development (PADS) and the administrators of branches, advisors of superintendence units (DS Market), DS business managers and advisors of the sustainable business unit, the course represented the effort to ensure that the Model for Integrated Involvement in Sustainable Development was used for the execution of the BB’s strategy on sustainability.

Video course Essência BB (BB Essence): Sustainability has been provided to all employees, within the Sustainability Path, which also was the subject of a review of the content focused on leadership. The process indicated adjustments to be made in 2016, in order to ensure further alignment to corporate strategy. SER theme was also addressed in other training sessions: Gender Equity: A Matter of Culture?, Preventing and Fighting Against Moral and Sexual Harassment and Disabled Person. Also for 2016, an offer of MBA in Sustainable Development Strategies, designed to provide a conceptual and comprehensive vision of sustainability in a corporate environment and knowledge in technical management in conducting the theme, is expected. GRI FS4G4-DMA Product and service labeling

2015 Qty. Final Count Qty. Trainees Qty. Training Sessions Qty. Hours % Trained Qty. Training Sessions per Employee Qty. Hours per Employee
Managerial 36,288 30,781 94,417 437,245 84.8 2.6 12.05
Technical 5,301 4,665 13,905 60,644 88.0 2.62 11.44
Advisory 6,823 6,021 17,577 77,869 88.3 2.58 11.41
Operations 20,243 17,823 63,527 325,774 88.1 3.14 16.09
Others 40,536 33,760 111,580 512,622 83.3 2.75 12.65
Total 109,191 93,050 301,006 1,414,154 85.2 2.76 12.95

Number of employees trained and functional categories trained in socioenvironmental policies and practices 2015
Managerial 36,288
Technical 5,301
Operations 20,243
Others 40,536


The Political and Pedagogical Proposal (PPP) of UniBB seeks the transformation of business reality to contribute to overcoming the contemporary social, environmental and economic problems. Human rights guide the development of solutions by UniBB and appears recurrently among the courses offered to employees. On the current social, cultural, economic, and demographic context, courses related to the human rights theme stand out:

Course Learning objectives and/or Expected performances Course hours
Intercultural Competence (code 5049)
  • Demonstrate responsiveness and openness to learning, recognizing and accepting cultural diversity;
  • Identify the main cultural characteristics of the people, acting in a tolerant and respectful manner.
Complementary Actions Programa Minha Casa Minha Vida (My House, My Life Program) (code 4669) Prepare the staff for the preparation of the Social Work Project (PTS), which should be developed with beneficiary families, through a set of inclusive actions, of social and educational nature, aimed at strengthening the autonomy of families, their productive inclusion and citizen participation, contributing to the sustainability of the housing developments. 8h
Social Educators
(code 40427)
Build political and pedagogical practices of citizen education, through experiences intended for the promotion of social inclusion, focused on the Millennium Development Goals. 24h
Training of Teachers of BB Educar (code 40232) Train employees and former employees for the literacy of adults, from a methodology based on the principles of the Liberating Education and in the Socio-Constructivist proposal proposed for adult and youth literacy. 40h
Gender Equity: a cultural matter? (code 6067) Promote, in their daily routine, actions that promote gender equity, respecting women’s participation in the organization. 1h

Total number of hours dedicated to training on policies and procedures concerning aspects
of Human Rights, segregated by functional category
Function Total number of hours – 2015
Managerial 17,956
Technical 2,785
Operations 14,826
Others 32,176

Number of employees who received formal training on policies and procedures
of the organization concerning Human Rights issue
Function Number of employees trained – 2015
Managerial 2,527
Technical 441
Operations 2,140
Others 4,827

Percentage of employees who received formal training on policies and procedures
of the organization concerning Human Rights issue
Function Percentage of employees trained – 2015
Managerial 7.0
Technical 8.3
Operations 10.6
Others 18.1

2015 Qty. Final Count Qty. Trainees Qty. Training Sessions Qty. Hours %
Managerial 36,288 2,527 2,735 17,956 7.0
Technical 5,301 441 473 2,785 8.3
Advisory 6,823 510 541 3,217 7.5
Operations 20,243 2,140 2,362 14,826 10.6
Others 40,536 4,317 4,671 28,959 10.7
Total 109,191 9,935 10,782 67,743 9.1

UniBB also seeks to contribute to facilitating the access of Brazilian citizens to their fundamental rights, in particular to education, through two initiatives. UniBB Família Portal disseminates content of distance development and monitoring of didactic methodology, programs and a refresher course for dependents of our employees. UniBB Setor Público (Public Sector) Portal seeks to provide a pleasant and efficient educational experience to municipal public managers, contributing to their qualification.

Employee Satisfaction GRI G4-DMA EmploymentG4-DMA Occupational health and safetyG4-DMA Equal remuneration for women and men

Number of participants
in the BB’s satisfaction survey

The satisfaction of our employees is measured annually, since 2003, through the Satisfaction of Employees at Work Survey. There are six specific aspects in it: organizational engagement; working conditions; wages; training; and benefits and growth opportunity. Participation is voluntary and has been increasing 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). In the calculation of the results, we consider average 4 as a minimum acceptable index. The study includes a crossing with other factors, such as time of service, gender, place of work and functional level. The results are disclosed to all staff in the corporate intranet.

In 2015, an improvement was noticed in the general perception of employees: 82.30% of employees answered 4, 5 or 6 on question 1, “I am satisfied with my job at Banco do Brasil.” There was an increase of 5.1% compared to the 2014 index.

The best-evaluated questions relate to social security, health and assistance conditions offered by the Bank; proud to work in the company; sharing of the values disseminated by BB; benefits provided by the Bank; and the contributions of the work performed by the employee to the society.

The good results have been constant over the years, demonstrating that employees have a strong feeling of a sense of teamwork, because they notice a good relationship with the people in the group, trust colleagues, share information in the workplace and perform diversified tasks in everyday life.

Such performance is mainly justified by the actions that reinforce the values of the Bank and help to give direction and meaning to the work.

For the years ahead, maintaining or raising employee satisfaction will be one of the challenges as we estimate that a significant number of new employees will join the Bank because of the retirement of those who joined in the 80’s and 90’s. Taking into account the differentiated profile of those new employees, the people management area will have to be capable of reinventing policies, programs and practices that address the needs that will arise, thereby seeking to establish, strengthen and maintain the bonds of that new group with the Bank.


GRI G4-12G4-EC9G4-LA14G4-HR10G4-HR11G4-DMA Procurement practicesG4-DMA MaterialsG4-DMA Supplier environmental assessmentG4-DMA Supplier assessment for labor practicesG4-DMA Non-discriminationG4-DMA Freedom of association and collective bargainingG4-DMA Child laborG4-DMA Forced or compulsory laborG4-DMA Security practicesG4-DMA AssessmentG4-DMA Supplier assessment for human rightsG4-DMA Human rights grievance mechanismsG4-DMA Anti-corruptionG4-DMA Supplier assessment for impacts on society

This year, our supplier management process was widely reviewed. In addition to evolving considerably in procedures of purchase, bid and management of suppliers with the incorporation of socioenvironmental aspects, in the first half of the year, measures to increase operational efficiency and synergy between the areas were announced.

With that, our intention is to enhance the corporate governance, strengthen performance in strategic areas and optimize the activities, with the detection and correction of redundancies. One of the major initiatives was the creation of the Vice Presidency of Services, Infrastructure, and Operations (Visin), which coordinates now the strategic business related to large infrastructure projects and supervises the supply areas, shared services management areas and the processes of operational support to business transactions.

The changes also include a new Supplies and Shared Services Board (Disec), created from the extinction and disintegration of Business and Operations Support Board (Dinop). The area is responsible for logistics business processes, including the entire supply chain, procurement, contract management, payments and asset management. Its main challenge is to implement the best market practices in its operation segment.

In the second half of 2015, with the participation of all employees of the new board and the Committees of the Logistics Centers, we established the strategic planning with the announcement of the role, the vision of the future and the main strategic themes of action. Projects were developed based on the following assumptions: operational efficiency, search for sustainable results, appreciation of staff and specialization of Logistics Centers.

The major work fronts were:

  • Specialization of Logistics Centers | reorganization of the centers in order to centralize services and specialize them according to the supply chain, adjusting them to the strategic direction of the Board;
  • Building and Personal Property Efficiency Front | optimization of the occupation of the buildings we use to reduce rental expenses with the renegotiation of contracts, reoccupation of areas in owned and rented buildings and sale of unused properties. The suspension of new rentals, the postponement of the receipt of new buildings, the renegotiation of contracts and projects of repositioning of branches in coordination with the Board of Individual Customers (Direc) are among the actions;
  • Supply Efficiency Front | implemented in November 2015, it has two stages of revision of third-party service contracts. In the year, short-term actions and specific revisions in the contracted services were performed for the large buildings located in Brasília. Among them are the services of telephone operators and desk clerks; pantryman and waiters; elevator operators; brigade officers; cleaning; and rental of vehicles;
  • Solid Waste Management Program | integrated management to reduce the production and disposal of waste and optimize the supply chain. The idea is to cut operating costs and mitigate the impact on the environment by monitoring and evaluating on a systematic and documented basis the consumption of inputs and the disposal of waste resulting from the process.

Such operations have already affected the results and strategies. In the case of budget management, a total savings of R$78 million were calculated, obtained from actions of awareness and guidance, review of contracts and change of service triggering. Such result includes the amounts of Building and Personal Property and Supplies Efficiency Fronts.

In the estate management, the Efficiency Front enabled a savings of R$3.4 million in rental agreements of the Bank and accounting write-off of 67 unused buildings, in the total amount of R$19.3 million. In supplies, a savings of R$2 million was registered with the review of contracts for large buildings for third-party services in Brasilia.

With respect to the specialization of the Logistics Centers, implemented in the second half of 2015, service standardization, specialization of human capital and operational efficiency were the main highlights.

As a result of changes in specific legislation, we established a quota of up to 25% of the object for micro-enterprises (ME) and small businesses (EPP) contracting in bids for the purchase of goods of divisible nature. Such measure aims to stimulate the production and competitiveness of the companies of such sizes.

Another measure we adopted for purchases and contracting in 2015 was the use of preference margins for some operations defined in legislation. That margin consists of a price differential defined by norm for manufactured goods and foreign services, which allows ensuring the contracting of national companies. In that case, the intention is also to encourage the production and the competitiveness of national companies for the promotion of sustainable economic development.

In addition to the abovementioned actions, we emphasize that the processes of purchase, contracting and management have been updated on an ongoing basis in order to monitor the evolution of both the legislation and the socioenvironmental aspects.

In the second half of 2015, we created the Division of Suppliers, linked to the Supplies and Shared Services Board, whose mission is to improve the relationship with suppliers and having the business sustainability as one of the focuses of work.

One of the main initiatives of the new division is project Conheça seu Fornecedor (Know your Supplier), which will collect data essential for the decision-making process related to the management of suppliers, with emphasis on the socioenvironmental aspects of the chain.

The project is included in 2015-2017 BB Agenda 21, in which we identify the need for the development of technical criteria based on evidence for suppliers’ socioenvironmental risk assessment. The project will be guided by the new Division of Suppliers, with intermediation and relationship with others of our strategic units. The purpose is to have a tool capable of enabling periodic assessment of suppliers.

The area will also be responsible for developing the statistical method and model for assessment of suppliers, from the systematic review of the literature on the subject and works developed in universities, research centers and companies around the world. The procedure will allow the development of an assessment model that meets our goals and the legislation in force in the country, and is in accordance with the best corporate practices, aligning itself with the state-of-the-art concepts on the topic and best market practices.

Supplier Management Process GRI G4-DMA Supplier assessment for labor practicesG4-DMA Security practicesG4-DMA Supplier assessment for human rightsG4-DMA Supplier assessment for impacts on society G4-DMA Supplier environmental assessmentG4-DMA Procurement practices

Respect and transparency are the bases of our relationship with suppliers. Quality control and compliance with specifications and the principles of SER guide this interaction, whose rules are formalized in the Policy on Relationship with Suppliers. Available on our website, such document was reviewed and updated in 2015.

We participated in the Commission of Special Study of Sustainable Purchases, operating on several fronts aimed at the improvement of the theme that gives the name to the group. They are forums, lectures and meetings with MPOG, House of Representatives, Federal Government’s Audit Court and, in particular, with the Commission of Special Studies of Sustainable Purchases of the Brazilian Technical Standards Association, of which we effectively participated in the creation of a specific standard for sustainable purchases. Internally, we updated procedures to adapt them to innovations included in studies published in events and researches. An example is the Purchase and Sustainable Disposal Standard document of Banco do Brasil, created to systematically guide bidding and contracting practices, which strengthens the culture of sustainability between us and our suppliers, in compliance with the legal requirements and socioenvironmental commitments undertaken.

Our supply chain consists of several segments, as shown in the following table:

Supply Contracts of BB Classified by Type 2014 2015
Quantity Amount Paid
(R$ million)
Quantity Amount Paid
(R$ million)
Engineering 4,601 0.2 3,044 0.09
Equipment 1,741 0.6 978 0.6
Office Supplies 794 0.1 544 0.09
Furniture 973 0.2 608 0.09
Services 12,499 5.2 11,010 4.9
Software 75 0.1 61 0.1
Fixtures and Fittings 1,457 0.008 781 0.01
Total 22,140 6.4 17,026 5.9

Payments related to 12 contracts entered into with 10 suppliers and service providers abroad amounted to R$62.2 million. GRI G4-12

The selection of suppliers is in compliance with the criteria that include SER. According to our Code of Ethics, the partners must comply with labor, social security, and tax legislations and adopt good practices in environmental preservation, guidelines that are also part of the standard draft of contracts. The clauses include aspects such as the duty of contractors to protect and preserve the environment and to comply with the provisions of Act No. 12,846/2013, which regulates anti-corruption aspects.

All suppliers must also sign the Socioenvironmental Responsibility and Anti-Corruption Instrument that formalizes their commitment to respect the Universal Declaration of Human Rights, fighting against corruption and discrimination in all its forms and adopting good environmental conservation and social development practices, in addition to complying with labor and social security legislations. GRI G4-EN32G4-LA14G4-HR10G4-SO3G4-SO4G4-SO9

In compliance with Act No. 8,666/1993, we selected suppliers in a bidding process that evaluates their technical and economic and financial conditions, as well as the good tax standing. In order to get efficiency and reduce costs, the procedures are centralized at the Procurement Centers located in São Paulo (SP), Curitiba (PR) and Belo Horizonte (MG). Goods procured and services hired are published on the Bank’s website and on Transparência Pública (Public Transparency) website and Contas Públicas (Public Finances) website, among others, in compliance with the Principle of Public Disclosure.

In cases of contracts or purchases defined as insignificant expenses by law, the process may be carried out on the premises, taking advantage of local suppliers. The price to be paid must be compatible with market practice, and, where self-employed individuals are hired, the service provider must be properly enrolled in the Social Security System. Such payments accounted for approximately 1.7% of the total in 2015.

After determined, processes involve specific documentation, such as the purchase of furniture, equipment for use and fixtures and in the acquisition of hardware. We require, for example, FSC Custody Chain Certification, or Cerflor, for wooden products, A-Class classification in Energy Efficiency of Inmetro (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 is required for IT suppliers.

In the case of surveillance services, we require 100% of the company’s employees working on our premises to have concluded the Surveillance Training Course, whose approach includes aspects of human rights and human relations in the workplace, among other subjects, and all material is ratified by the Federal Police Department. GRI G4-HR7

In order to ensure compliance with laws and good practices, we monitor compliance with contractual clauses – including labor law obligations and environmental criteria – as well as indications or complaints about occasional violations or non-compliance. In internal rules, we instruct the contract manager to pay special attention to the compliance with labor law-related issues of the contractor and any subcontractors.

Encouraging sustainability in the chain

Engaged in the promotion of sustainable development of the Country, we work to improve SER in our supply chain. The measures include supply chain mapping and training and engagement with sectoral initiatives.

Procurement and hiring criteria | Whenever possible, and supplementing Act No. 8,666/93, our rules allow for the inclusion of sustainability criteria, such as procedures for solid waste disposal and a preference for companies with good socioenvironmental practices. When purchasing certain items such as furniture and paper, specific environmental certification is required. In 2015, there was no advance on the tool development for registering and identifying purchases with sustainability criteria within the corporate procurement system. The resumption of the project is under study.

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

Training | The Teams for Communication and Self-Development (Ecoas) disseminate knowledge in sustainability to outsourced workers that provide services directly on our premises.

We also receive on a half-yearly basis the Register of Employers of MTE (Ministry of Labor and Employment), showing companies whose workers have been subjected to forced labor. In 2015, our contract base showed no cases of suppliers belonging to such register, and the Internal Ombudsman registered no complaints involving a child, degrading or forced labor. In the same period, 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 and contract business with BB; 14 contractual terminations; 16 warnings and 15 penalties. Regarding the exercise of the freedom and of association, we abide by the Equator Principles and adopt measures to support such rights. GRI G4-LA14G4-LA15G4-HR4 G4-HR5G4-HR6G4-HR9G4-HR10G4-HR11G4-HR12

Throughout 2015, no significant actual and potential negative impacts were verified on society related to the supply chain of the Bank. GRI G4-EN33G4-SO10


GRI G4-DMA Indirect economic impactsG4-DMA ComplianceG4-DMA Customer health and safetyG4-DMA Product and service labelingG4-DMA Marketing communicationsG4-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, we invest in Customer Relationship Management (CRM) systems, operational efficiency and in enhancing service channels, so as to provide users with the best experience. Under our current business model, the customers are segmented into three groups: individuals, companies, and the government. We offer solutions and portfolios specific to each of those customers.


The change in the behavior of bank consumers, who uses more and more digital channels to relate to their bank, is a great opportunity for doing business and improving the relationship.

In order to take advantage of those opportunities, we reviewed our operational strategy with retail customers. The proposal involves the following actions, already in progress:

  • Digital relationship model | Relationship managers manage portfolios by phone, email, chat, instant messaging and video conference, in extended hours (from 8:00 a.m. to 10:00 p.m.). The strategy involves the “rehiring of the relationship” with customers who, by purchasing service package, credit card and overdraft account suited to their profile, will count on the innovations and digital service facilities. In combination with the expansion of the operational capacity of the managers, arising from the use of tools of digital service, the review of processes and the extended hours, the model provides a significant efficiency gain and an increase in revenues from service provision;
  • Branches operating as retail stores (flow branches) | branches and other channels are structured to offer conclusive service and conduct business with the entire flow of customers who frequent the channel. The service model through flow has been tested in Joinville (SC) since July 2015, in branch Cidade das Flores, whose structure has been changed to allow the greater supply of solutions. Among them are the self-service terminal with withdrawal in dollar, the foreign exchange TAA; “light” self-service terminals, exclusive for transactions that do not involve cash; all self-service terminals are enabled to receive bill payment with cards from other banks; unique environment for self-service on the internet, hotline with direct call to the customer service of cards; service cell for conducting video chat with digital offices; flatbed scanners in the business service to speed up the scanning of documents; priority service with the teller for high-income customers; new reception with service desk to resolve quick demands; and transactions with the bank teller that do not involve cash, questions, and general information;
Our challenge is to disseminate financial and banking education concepts to attract consumers of the bottom of the economic pyramid to the formal environment
  • Offer of solutions that combines the two previous strategies to Estilo customers | Estilo Digital (Digital Style) offers remote service by phone, email, chat, instant messaging and video conference, in extended hours, and face-to-face service performed by exclusive employees. Estilo Digital model of relationship reached the mark of 104 units in the Country, benefiting, initially, approximately 360 thousand customers, which corresponds to 43.6% of the base of BB in the high-income segment (Estilo profile). Upon completion of the expansion project, expected to the end of 2016, we will have more than 1.3 million customers in such new strategy;
  • Retail Business Module | This structure complements the actions of the customer relationship, integrating commercial actions into efficiency in the capture of business opportunities, with BB’s customers base that currently do not have personalized service. The principles of simplicity, objectivity and accuracy guide the commercial actions of this module. It contributes to the better organization of our commercial retail operation, combining the guidelines of Individual Customer Strategy, the CRM tools and the goals of the channel, distribution, and product managers.

In the CRM area, the highlights of the period are the development of a tool to identify customers with risk of evasion of contribution margin; the execution of online interactions with customers via BB Portal; the development of projects of interactions via mobile, with completion expected in February 2016; and integration with external source bases for carrying out relationship and business actions according to the behavior of the customer.

At Banco do Brasil, we have the challenge to win consumers of the bottom of the economic pyramid, which are the most numerous ones, and attract their funds to the formal financial environment. Such task becomes even more complex because of the characteristics of such public that influence decisions, such as education level and few funds available for investment, among others.

Therefore, we consider the financial and banking education essential for the exercise of citizenship, since the lack of knowledge related to the financial self-management may contribute to the deterioration of the quality of life and the reduction of the future prospects of the families. Thus, having information or knowing where to get it is essential to enforce the rights as a citizen and consumer. GRI G4-DMA Product and service labeling

In other words, the main purpose of financial education is to support the achievement of sustainable business and customer loyalty, through clear communication about financial planning, banking products, and services so that the customer is able to make smart and reasoned decisions. GRI G4-PR3

Companies GRI FS6

In order to provide services to companies, exclusive branches with differentiated customer service hours lead to a personalized relationship while offering more effective solutions. Gerenciador Financeiro is an online platform that allows closing transactions, providing the agility and convenience the public requires. In August 2015, a new web version of the application was made available to offer new features and a completely reformulated layout. In December, we provided our corporate customers with a new version of Gerenciador Financeiro Mobile for users of smartphones with operating system Windows Phone.

In addition, we provide products and services to the agribusiness industry and for micro and small businesses, strengthening our role as promoters of the development of the country.

In Corporate and Business segments, new strategies were adopted. The challenge of Productive Links is to induce business from leading companies of links of value and their suppliers. The amount of R$1.8 billion was disbursed in Advance to Suppliers operations and R$326 million in BB Agro Risco Conveniada (BB Affiliate Agribusiness Risk).

In Foreign Trade, we introduced the business prospect with an active offer of export credit and asset follow-up (Exporta-Ação (Export-Action)). In Asset Management, we promoted the adjustment of the indebtedness of companies in a preventive manner and control of delinquency and provisions. In Operational Efficiency, we improved the use of spaces, with consequent cost savings through sharing, relocations and resizing of some units. And in the management of Brazil and Foreign networks, we maintained the service network, which ended 2015 present in several countries. Our operation abroad remains a reference for Brazilian companies and individuals.

Banco do Brasil Americas, in the United States, has a network of six branches and, through partnerships established, has several withdrawals, deposit and queries terminals available, in addition to the internet and mobile banking services.

Our presence also remains a reference in Argentina with Banco Patagonia, which had, in 2015, 199 service stations.

In Europe, the strategy of restructuring the BB technology and business platform expected for 2015 focused on the merger of Milan Branch by BB AG, changing its name to BB AG Sucursal Itália.

In Asia, we have specialized service network and workforce, especially China and Japan. In Brazil, we opened branch Corporate Nordeste, with exclusive service to customers with corporate profile present in the North and Northeast Regions of the Country.

Accessibility GRI FS14G4-PR1

We are constantly providing initiatives to improve the accessibility conditions, reflecting our commitment to society. All self-service terminals are adapted to meet the requirements of ABNT. They provide full service, according to the parameters and criteria determined by the association, and meet the requirements in matters such as project, manufacture, construction, installation and location. Thus, priority service, as required by law, ease of access for disabled people and provision of information through proper means to people with hearing and speech impairments are guaranteed.

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, accessible to people with hearing or speech impairments, may be performed through simultaneous interpreting equipment by phone 0800 729 0088. Through this telephone number, the customer can get information, clarify questions, register complaints and order cancellations. GRI G4-PR3

As a strategy to expand the access of disabled people to Customer Service and provide more convenience, we included, in 2015, the mobile as a vehicle for registering complaints, a pioneer action in the financial sector. In addition, the Customer Service operates in the secure area of BB Portal on the internet and in social media (Facebook and Twitter), interacting with customers who prefer to use such channels. The Customer Service is available 24/7.

We are studying a quick way to make the mobile channel accessible to customers with visual impairment through the reading of other applications available on the market.

Telephone Service

The Customer Service is monitored by systems that control the quality of the service provided. In 2015, we started to use a new technology platform that enables the telephone service in a multi-site system on an agile and efficient basis.

Multichannel service strategy has been improved with the availability of mobile to register statements, aligning with the other channels (0800, the internet and social media). Consumers can choose where and how they will be served, a strategy that contributed to maintaining BB outside the ranking of Central Bank of Brazil of banks that receive more complaints.

Digital Channels

We have chosen the Customer Experience as the core of our operational strategy in the digital area by developing relevant offers and promoting interaction with product, service and channel solutions that exceed your expectations.

The adoption of agile methods of work, directed by the needs, profiles and expectations of customers; the transformation of the IT area, whose guidance has been evolving from systems to services and APIs; and the creation of conditions for the establishment of strategic partnerships to consolidate the BB’s leadership position also in the digital environment are part of our premises in digital business operation.

The design of solutions, processes and interfaces focused on customer experience has simplicity as a main attribute and the obsession to serve customers, understanding their profile, context, and moment of life. The solutions must be end-to-end digital, in order to ensure the continuity and consistency of services, with an integrated view of channels.

In 2015, the operation in digital business focused efforts on the release of new portal, initially for the internal public, for evaluation and suggestions for improvement, and, subsequently, to the general public, in early 2016. The new portal is more intuitive and based on customer needs, according to their context.

Another front of relevant work with continuity in 2015 was the transformation of the IT platform, giving it more flexibility and agility. We launched a new service model, Estilo Digital, for the purpose of strengthening the relationship, improving the quality of service and increasing the profitability of the customer relationship and satisfaction. Aware of the new technologies and new customer profile, which is more connected, we innovated with the implementation of the digital service for high-income customers.

In such new model, customers receive, in addition to the existing benefits, a service through unique tools (instant messaging, video chats, emails and phone calls), extended hours from 8:00 a.m. to 10:00 p.m. and guidance by experts, who help in the management of financial resources, from investments to pension plans.

In these terms, Banco do Brasil Estilo Digital also provides scheduled face-to-face service. Another change in the testing phase is the concept of flow branch, which provides service to all customers and users, regardless of the relationship branch.

In 2015, we changed the platform of relationship with customers by phone. From January, customers began to use new interface and navigation, considering the integrated experience among the digital channels.

In the first half year, we implemented ourocard-e, a solution that the customer generates virtual cards to buy online, with safety and convenience. In the second half year, we presented an innovative option in the banking segment, the vehicle financing by cell phone, in which the customer can perform the whole operation in an automated manner. Currently, the mobile accounts for more than 6.3% of vehicle financing operations, of which 65% are conducted outside of office hours. The volume in operations reaches R$19 million contracted.

Since August, the mobile allows customers to answer the Investor Profile Analysis and perform the first investment in funds through the channel. Such approach allowed the funding of R$2.8 billion in investments.

For 2016, several initiatives are under development to facilitate the relationship with our customers and leverage business through digital channels, which require lower costs. An example is the applications for finance management and card service.

Customer Satisfaction GRI G4-PR5

We monitor customer satisfaction through surveys and reports that indicate the number of complaints in the Ombudsman and in external agencies. In December, we reached the mark of seven consecutive months out of the list of the five banks with the largest number of complaints disclosed by the Central Bank of Brazil.

The satisfaction surveys are conducted with individual and corporate customers and with the public sector. Preserving impartiality, such surveys are carried out by research institutes affiliated with the Brazilian Association of Research Companies (Abep) or the European Society for Opinion and Marketing Research (Esomar). The evaluations are organized in two phases: a qualitative one, which takes place, on average, every three years, aimed at identifying the customer satisfaction attributes and perceptions about the bank; and a quantitative one, which is 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 research is intended for the organization as a whole.

The degrees of satisfaction are obtained from the average scores of all customer groups, using the Lickert scale from 1 to 5. For us, at Banco do Brasil, the satisfaction zone corresponds to scores 4 and 5, whose percentages are shown in the chart. Generally speaking, one can see that what customers value most are those involving the relationship with the bank’s employees in charge of their account. This information provides input for our strategy and defines improvements in the concepts of customer service, products, services, and processes.

In 2015, the customer satisfaction surveys were carried out in qualitative and quantitative phases. The degrees of satisfaction noticed in the surveys, of recent years, present positive results.

Degree of satisfaction of BB customers (%) 2013 2014 2015
  79.6 80.4 75.2
Challenge 20 – Enhance the relationship between Private Social Investment and the business strategy

In 2015, we paid R$8,633 thousand in fines for non-compliance with laws and regulations relating to the provision and use of products and services and fines relating to the time in queues. The amounts reported in 2014 referred only to the amount accumulated in the half year. Contrary to what we reported, the total amount was R$3,609 thousand. Regarding non-compliance with regulations and voluntary codes related to information and labeling of products and services, no case was identified in 2015. GRI G4-PR4G4-PR9

Civil society

GRI G4-EC7G4-EC8G4-SO1G4-DMA Indirect economic impactsG4-DMA Local communitiesG4-DMA Public policiesG4-DMA Compliance

The Institution seeks to contribute to social development in tune with state policies, the demands and expectations of the communities and other bank’s stakeholders, and with the business guidelines established by senior management. We seek to contribute effectively to generate income and to the development of the country on a sustainable basis. Such performance must extrapolate the traditional investment community actions to direct efforts to the achievement of social businesses, characterized as cost-effective initiatives seeking solutions to the problems of society. Our contribution also seeks to add value to the image of the Bank, diversify the business, retain customers and increase the satisfaction of employees. The Banco do Brasil’s performance within the communities is managed as shown in the following diagram.

In 2015, FBB concluded studies to update the measurement of the effectiveness of programs and projects, identifying a set of indicators to be used for the evaluation of the actions. The first stage of consolidation of methodology in the computerized system was concluded, comprising the process of collection of data in forms, comparative reports for analysis of information and monitoring of evaluation processes. Such model was applied in impact assessment to evaluate the perception of the results of Água de Produção – Cisternas de Calçadão e Enxurrada (Production Water – Water Cisterns of Sidewalk and Flood) Project.

In the first half of 2015, the development of the GHG emission assessment tool was completed in the activities developed in projects of reapplication of social technology Balde Cheio (Full Bucket), supported by the Foundation. Gás Carbônico da Produção Leiteira (Calculator of Carbon from Milk Production) is an application that allows project participants (family farmers) to enter data of their property, in order to calculate, immediately, the GHG emissions from the activities of their dairy cattle herd. The calculator allows that information regarding greenhouse gasses and their equivalents in carbon dioxide is shown visually in charts and tables. It is available free of charge to users of the Android operating system in smartphones and tablets.

Branch Engagement with Private Social Investment | We use instruments to monitor compliance with established goals. The Work Agreement (BB and ATB Synergy) adds a set of initiatives that are aligned with our principles of SER, and it is worth mentioning the social effectiveness index whose purpose is to strengthen the SER culture within the Bank, in addition to increasing employee involvement in social and voluntary causes. Such 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 | In 2015, under the BB Volunteer Work Program, we selected for financial support, in partnership with FBB, 60 initiatives focused on social and productive inclusion and environmental care. We also contributed to 107 initiatives from entities that act on protection, promotion and defense of the rights of children and adolescents in partnership with Brasilcap, BB- DTVM, BB Consórcios, Cateno e BBTS, through the transfer of funds of tax incentive to Children’s and Adolescents’ Funds from all regions of the Country. Altogether, R$6.9 million were directed to BB Volunteer Work Project. In addition, we allocated R$4 million through tax benefit to support the projects of the National Program of Cancer Care Support (Pronon) and the Fund for the Elderly.

In 2015, the BB Volunteer Work Portal – BB Volunteer Work Program communication and management platform – reached 26,350 users enrolled as volunteers, 13,168 voluntary actions undertaken and 2,143 social entities enrolled. Our employees maintained the tradition of supporting social causes with the donation of more than R$2.2 million, 295 tons of food and 1.1 million items (clothes, medicines, school and hygiene supplies, among others) to various entities around the country enrolled in the BB Volunteer Work Portal.

Among the actions promoted in the portal, the main ones are the postings of volunteer jobs (offer and search for volunteer work opportunities), with 101 ads, and cultural contest Conta pra Gente, which had 148 BB volunteers’ stories registered and awarded the authors of the two best stories with 100 thousand Smiles miles.

We implemented campaign Ação Infância e Vida, composed of a set of BB’s and partners’ initiatives aimed at fighting against the causes of children’s and adolescents’ cancer, focusing on strengthening the entities affiliated to the National Confederation of the Institutions of Support and Assistance to Children and Adolescents with Cancer (CONIACC). The Program has as fronts of action: donation of financial resources through Program Ponto pra Você (Dotz); engagement of BB Volunteer Work; and education actions to identify children’s and adolescents’ cancer symptoms and other initiatives aimed at prevention of the disease. During the campaign, R$201,796.00 were collected through the donaion of relationship points of Program Ponto pra Você and Dotz performed by customers and employees of BB.

Financial education | We consider financial and banking education as a key subject in our behavior as a Bank. Therefore, we support the execution of sustainable business and seek customer loyalty, through clear communication about financial planning, banking products, and services. GRI G4-DMA Product and service labeling

We carried out various actions to provide our customers with basic knowledge about credit, mainly about the importance of planning and financial management. Our portal has several features to disseminate guidance, information and educational actions, such as courses, tips, and games for personal planning, personal credit, credit for the purchase of car and home, an overdraft account, credit to pay the invoice of Ourocard card in installments and debt solution.

We also provide a free tool for financial management, Portal Tá na Hora that guides the learning about money management in three main fronts: deciding, planning and making dreams come true by using properly the personal income. As a recognition for such initiative, we obtained the Brazilian National Strategy on Financial Education (Enef), granted by the Brazilian National Council for Financial Education (Conef).

More than offering products and solutions, our goal is to share knowledge, promoting the conscious use of credit, with clear and transparent information for the choice of the most appropriate financing at every moment of life. Advertising campaign Uso Responsável do Crédito (Responsible Use of Credit), with the dissemination of educational actions on the subject in the media, films for social networks, ads in magazines and newspapers, as well as films for our employees in the corporate intranet, contributed to that.

We also conduct training on Financial Guidance in Banking Business, for the purpose of training our employees to act as agents of Financial Education, coaches and disseminators of the good practices of financial management. GRI G4-DMA Product and service labeling

Portal tá na hora, free of charge, guides on managing the money from three main attitudes: deciding, planning and making dreams come true

Program for Social Inclusion and Transformation by Donating Computers | In partnership with entities that assist disadvantaged populations in situations of fragility, we donated the computers replaced, for the purpose of contributing to the social, environmental and cultural development and to promote citizenship and the improvement of living and working conditions through the promotion of digital inclusion. In 2015, 6,190 computers were donated and, since the beginning of the Program, more than 88 thousand equipment pieces were delivered.

Mitigating the effects of disasters | Since 2010, the Bank has adopted emergency support measures for employees, customers, and communities affected by natural disasters.

Millennium Development Goals (MDG) | We engaged, over the past 15 years, in partnership with FBB, in a series of initiatives within the scope of the Millennium Declaration that seeks to eradicate poverty and hunger and promote gender equality and environmental conservation, among others. During five editions of the MDG Awards, 17 initiatives supported by the Sustainable Development Strategy of BB, through BB Volunteer Work Program, and FBB were recognized and rewarded. In 2015, FBB concluded studies to update the methodology of measurement of the effectiveness of programs and projects, identifying a set of indicators to be used for the evaluation of the actions developed.

Fundação Banco do Brasil GRI G4-EC7G4-EC8

In the year in which we celebrate the 30 years of FBB, we seek to further align its performance with key strategic partners and with public policies, reinforcing the role of social technologies as instruments for achieving productive inclusion. FBB allocated R$145.8 million in social investment to fulfill 574 projects, which, in turn, benefited more than 218 thousand people in 531 Brazilian municipalities. Out of such amount, we contributed with R$81.5 million, according to the following table.

Contributions to FBB by Source (R$ million) 2013 2014 2015
Banco do Brasil (1) 108.7 45.3 40.2
Products with Socioenvironmental Attributes 13.3 14.6 17.1
National Federation of AABBs (FENABB) 23.3 23.2 24.2
Total 145.3 83.1 81.5

(1) The variance in the Bank’s contributions in 2013 was due to the special contribution for cisterns in the amount of R$50.6 million.

In order to improve the process of selection of projects, FBB prioritized public tenders to support initiatives that benefit a larger group of people, with more transparency and less discretion during the choosing process. The target audience was prioritized among the segments that form the bottom of the social pyramid, including: quilombola communities, indigenous people, family farmers, settlers of the land reform, pickers of recyclable materials and other segments considered vulnerable on social context. A total of 210 projects were monitored, and two processes of evaluation were implemented to verify the effectiveness and improvement of the actions.

In the promotion of social and productive inclusion of the prioritized public, the socioenvironmental dimensions, both in the preparation of invitations to tender and in the analysis of the proposals from the direct prospecting, are considered. As an example, it is worth mentioning invitations to tender Ecoforte Extrativismo and Juventude Rural, which emphasized social aspects related to gender and youth; the invitation to tender of Terra Forte Program, aimed at land reform settlements throughout the Country; and the invitation to tender of Cataforte Program, targeted at pickers of recyclable materials.

Juventude Rural Program mentioned above supports initiatives aimed at the structuring of collective economic projects that strengthen the economic and social autonomy of rural family-based youth. A total of 50 projects were supported, in which FBB allocated a total of R$7.8 million to benefit approximately 1,200 people in 45 municipalities of 14 Brazilian states.

The social technologies developed and applied by FBB in the communities include products and replicable techniques or methodologies aimed at effectively addressing the demands for food, education, energy, housing, income, water resources, health, and environment, among others. In 2015, the 8th edition of Fundação Banco do Brasil Social Technology (ST) Award was held and allocated R$600 thousand as an award to 18 finalist technologies, certifying 154 projects among the 866 enrolled projects. Since 2001, the award identifies and certifies, every two years, social technologies already implemented and in operation, which are then added to the Foundation’s Social Technology Base available to all society at

In synergy with our social business strategy, the Foundation contributed with complementary action Moradia Urbana com Tecnologia Social (Urban Housing using Social Technology), of the National Urban Housing Program (PNHU) Through it, 124 PNHU projects will have the integration of the two social technologies certified as instruments for promoting social development. Altogether, it will involve around 80 thousand housing units, benefiting 320 thousand people. In 2015, 12 projects were supported, covering almost 6,900 housing units and that received a total of R$1.1 million for reapplication of such technologies.

At the end of 2015, the Social Technology Base consisted of 850 certified social technologies. Many of them are already available in other languages, such as English, French and Spanish. Such work is the result of the agreement for disseminating social technologies in developing countries entered into among FBB, the United Nations Organization for Education, Science and Culture (Unesco) and ABC.

Water | The purpose of Água Brasil Program, in partnership with ANA, WWF Brasil, and BB, is to disseminate sustainable practices across the Country, in addition to promoting the change of attitude of society toward environmental conservation, both in rural and in urban environment, as well as the recovery of degraded areas in five river basins. In 2015, R$10.8 million were invested in 11 projects, which benefited almost 82 thousand people, in 25 municipalities throughout 11 Brazilian States.

Agroecology | A total of R$29.8 million were invested in projects for encouraging organic and agroecology production, extraction activity, reapplication of Integrated and Sustainable Agroecology Production (PAIS) social technology, the strengthening of family farming networks and incentive to rural youth throughout Brazil, benefiting approximately 6 thousand people. The most significant ones are the initiatives of Ecoforte Redes (Ecoforte Network), Ecoforte Extrativismo (Ecoforte Extraction Activity) – which had 10 projects with a total investment of R$4 million, benefiting more than 2,650 people in 10 municipalities in the States of Amapá, Amazonas and Pará –, Juventude Rural (Rural Youth) and other projects of agroecology, with resources from the BNDES and FBB.

Agribusiness | In order to strengthen the production, processing and trade of inputs in local communities, the projects selected under the Terra Forte invitation to tender and the Brazilian Government’s Program for Agro-industrialization in Agrarian Reform Settlements are supported. Investments of R$22 million were intended for the maintenance of a national office for project qualification and management, giving greater security to the FBB’s performance.

Challenge 26 – Maintain and expand the Bank’s role as a driver of sustainable development through financial inclusion and social businesses (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), the BB Crédito Acessibilidade (Accessibility Credit)and the National Program for Family-based Agricultural Empowerment, among others), so as to integrate with programs and public policies, partnerships with the private sector and the BB sustainable development strategies (Private Social Investment, volunteer work, digital inclusion, sustainable regional development and a model for integrated involvement in sustainable development, among others).

GRI G4-DMA Effluents and waste
Solid waste | In the search for the social and productive inclusion of pickers of recyclable materials, FBB invested R$6.6 million in this front. The funds were directed primarily to invitation to tender Cataforte III – Sustainable Business in Solidarity Networks, the result of a partnership among FBB, the National Health Foundation (Funasa), Petrobras, BNDES, the National Secretariat for the Solidarity Economy, under the Ministry of Labor and Employment (SENAES/MTE), the Ministry of the Environment (MMA) and Banco do Brasil. The 33 projects selected benefited 12 thousand waste pickers. An additional 18 thousand waste pickers were trained and received support for including their activities within the National Policy on Solid Waste (PNRS). Four projects selected from the 2nd Pró-Catador Award also received support.

Education | The investment of R$15.8 million was intended primarily for the AABB Community Program jointly developed by FBB and FENABB. The 301 supplementary education projects benefited 46.8 thousand children and adolescents throughout all regions in the Country.

In 2016, the Foundation will maintain actions concentrated in the current five operation vectors: water, agroecology, agribusiness, solid waste and education. The participating public will be the less advantaged strata of the Brazilian population, with special attention to adolescents and women because they are population segments more sensitive to social inequalities and exposed to violence. Our new challenges are to extend the fundraising and strategic partnerships as a way to leverage the actions, and the search for synergy with initiatives of social and productive initiatives of prioritized publics. In the long term, the social businesses will be an opportunity for consolidation of projects that have received private social investment.


GRI G4-EC4G4-EC7G4-EC8G4-DMA Economic performanceG4-DMA Local communitiesG4-DMA Public policiesG4-DMA Indirect economic impacts

The year 2015 was characterized by fall of economic growth, rising inflation and a policy of tax adjustment. Such scenario doubly affected public entities, reducing revenue from the collection of taxes due to lower economic activity and reflecting on the working capital for input purchase and personnel expenses, through the inflationary pressure. Even in view of a challenging scenario, we can, through our specialized structure in the Government area, contribute to public policies in different federal contexts and also expand our performance.

The public sector is one of the main markets of our performance, which has the strategic direction based on support for public policies and the social and economic development of the Country, contributing to the public management and the improvement of people’s lives. We offer Financial and Social Business solutions, such as Pronaf, Fies, PMAT, Minha Casa Minha Vida, Credit for Financing of Programs, tenders and payment and receipt solutions, investments, among others, for the purpose of building a business plan to support government programs and local development. In 2015, we reached the mark of R$249 million granted on BB Crédito Acessibilidade (Accessibility Credit) line, a relevant National Plan for the Rights of People with Disabilities – Viver Sem Limite, benefiting more than 29 thousand people.

As the financial agent of the Brazilian Treasury, we provide the Brazilian government with a range of services, such as financial transfers and payments via bank orders, constitutional transfers of funds from the Federal Government to states and municipalities and collection of Collection Slip of the Federal Government (GRU). It is also worth mentioning 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.

The specialized service to the public sector was expanded by 68.4%, in 2015, in a process of expansion that will reach all Brazilian municipalities with population over 20 thousand inhabitants in 2016. The balance of the loan portfolio for Brazilian states and municipalities in 2015 reached the amount of R$39.9 billion, with an increase of 42.5% compared to the previous year, contributing directly to the implementation of various infrastructure and urban mobility projects of those entities and benefiting thousands of Brazilians. The volume of deposits reached R$113.4 billion and the portfolio of managed funds presented a volume of R$98.1 billion.

The strategy of Management and Financial and Social Businesses fronts drive our performance with the Brazilian municipalities, in which, from the government programs and analysis of economic and social indicators, we present solutions to support municipal managers for the execution of public policies. In 2015, we expanded our specialized service to 1.034 Brazilian municipalities, with managers trained specifically on solutions that meet the needs of such federative entities. We created UniBB Setor Público Portal that has as the main purpose to train managers and civil servants at no cost to the beneficiaries. In the initial phase of the project, 6,238 accesses to more than 40 courses in various subjects, such as solid waste management, public budget, and own private pension schemes, among other topics of interest to municipal public managers and their teams, were made available to municipalities.

For the purpose of assisting the public government in the measurement of market prices, contributing to the growth of the economy, security and expediency in the bidding processes, we launched, in 2015, the Prices Bank. Such new solution represents an important tool for public entities in their purchases and contracts because it allows the customer to search for prices awarded in all bids made on Licitações-e, with agility and security in the estimated pricing of their invitations to tender.

In support of public policies of the Federal Government, we expanded our activities in several programs (see more in Chapter Business Performance, item Performance by Business Segment), such as National Program for Family-based Agricultural Empowerment, Fies, Programa Minha Casa Minha Vida (My House, My Life Program), Accessibility Credit and Sports, Culture and Health Incentive Laws. We also offer the Benefit Payment Card, which allows the transfer of funds to individuals that benefit from social programs in a practical and agile manner and with greater transparency, as is the transfer of INSS benefits. GRI G4-EC4

In view of a challenging economic environment, we must implement, for the next years, solutions that broaden our performance as the main partner of the public entities in support of policies and businesses that contribute to the feasibility of government programs in the area of infrastructure, modernization of management, generation of new revenue, expenditure reduction and transparency, more and more essential for public entities.


Banco do Brasil 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 those stakeholders intensifies such relationship, and Senior Management also takes part when necessary. In 2015, we held six meetings with investors and analysts in the Country and five Non-deal road shows (relationship visits) abroad, participated in 10 conferences in the Country and other 15 ones abroad and promoted four result teleconferences. We maintain a team dedicated to serving market analysts and investors, which provided, in 2015, over 958 services of such type, including participation in meetings and phone calls.

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

Shareholders 2014 2015
Shares Equity Interest (%) Shares Equity Interest (%)
Brazilian Treasury 1,659,005,282 57.9 1,653,379,882 57.7
Funds Linked to the Federal Government
205,518,167 7.2 199,892,767 7.0
Treasury Shares 68,881,576 2.4 72,864,205 2.5
Others (1) 122,883 0 135,352 0
Free float 1,137,407,279 39.7 1,139,037,581 39.8
Pension Fund of Employees of BB – PREV
297,387,714 10.4 297,403,914 10.4
Total 2,865,417,020 100.0 2,865,417,020 100
Residents in Brazil 2,279,461,556 79.6 2,259,949,653 78.9
Residents Overseas 585,955,464 20.4 605,467,367 21.1

(1) Includes shares held by the Board of Directors, the Executive Board and fractions of BESC to be auctioned.

Distribution of Free Float by Country (%) 
Countries United States Brazil Great Britain Luxembourg Netherlands Ireland Others
2014 38.9 30.2 3.7 4.2 2.2 3.0 17.7
2015 29.5 46.9 2.6 3.5 1.7 2.2 13.5

Distribution of Free Float in Brazil (%) 
  SP RJ DF RS MG Others
2014 45.3 29.4 4.6 4.1 3.7 13.0
2015  17.4  68.3 1.7 2.6 2.3 7.6

The BB Investor Relations (IR) website contains a vast collection 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. There is a communication channel available to investors on IR website or by email The requests for information are responded to within a maximum of 48 hours. Suggestions from the market are mapped and taken up whenever possible. For more information, visit


Our relationship with journalists from national and international vehicles seeking information from Banco do Brasil is based on ethics and transparency. The interaction with the press is held by prepared spokespersons and a team specialized in media relations. We monitor, on a daily basis, articles about BB 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.

We responded to 2.7 thousand press demands over 2015, when, once again, we stood out among our peers, with 73% positive exposure in the press, according to an audit conducted by company CDN. In the period, the audit system of CDN registered 30,691 BB’s insertions in the Brazilian (including regional media, radio, TV, and web) and international media. A significant part of this good result in spontaneous media is due to the action of CCBB, the sports marketing, the activities in the areas of security and other banking themes that obtained hundreds of positive mentions in major media vehicles.

For the fifth consecutive time, we were recognized as one of the Companies that Best Communicates with Journalists in the Financial Sector category. Our press office was the only financial sector that stood out in all editions of the award, created in 2011.

Financial Sector

GRI G4-16

We have ethics as a commitment and respect as an attitude in relationships with our stakeholders, including with other institutions in the financial sector. We participate in a set of entities and associations in order to encourage debate and discussion of topics relevant to the Bank, seeking to promote, through articulation and the exchange of experiences with representatives of other institutions, ethics, operational efficiency, good corporate governance and management practices, the improvement in the provision of services to the population and the execution of sustainable businesses, contributing not only to the strengthening of the Banking Industry, but also to social and economic development of the Country, in alignment to our Mission.

The Bank is represented in 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. In those entities, we participate in joint committees such as boards of directors, executive boards, superior, deliberative and consultative boards, boards of auditors, technical commissions and committees, industry bodies, discussion groups; working groups, and also as a simple member, as the case may be, complying with all requirements, including economic and financial ones, arising from the participation.

Our representatives have, among others, responsibilities relating to the compliance with the legal requirements provided for the tenure and the codes of ethics and standards of conduct of the Bank and those inherent to its operations before the institution in which they perform.

Within the scope of socioenvironmental responsibility, we have joined forces with our competitors in the fight against forced labor or degrading working conditions, suggesting actions that minimize the risk of such type of event also in their value chain. For that purpose, we participate in initiatives conducted by FEBRABAN related to business and socioenvironmental responsibility, and by other bodies and associations (for more information, see the following table).

BB’s participation in bodies and associations GRI G4-16

We have representatives in the following associations:

  • Business Council for Sustainable Development – Brazil (CEBDS);
  • Brazilian Committee for the Global Compact, coordinated by the UN;
  • Board of Officers of Caring for Climate Initiative, coordinated by the UN;
  • Brazilian Section of the World Water Council;
  • CDP Technical Council – international non-profit organization that provides the largest and most comprehensive global environmental disclosure system;
  • Commission for Social Responsibility and Sustainability of FEBRABAN.

We also have representatives in the following government agencies:

  • Committee of Entities in the Fight Against Hunger and for Life (Coep), Ministry of Agriculture, Livestock and Food Supply;
  • Pró-Conselho Brazil, of the Special Secretariat for the Rights of the Presidency of the Republic;
  • Brazilian Steering Committee of the Social Plan of the Civil Registration of Birth and Basic Documentation, of the Special Secretariat for the Rights of the Presidency of the Republic;
  • Committee for Engagement and Monitoring of the National Plan for Policies on Women (PNPM), of the Secretariat for Policies on Women of the Presidency of the Republic;
  • Cataforte Strategic Committee – Sustainable Businesses in Networks, of the National Secretariat of the Social Articulation of the Presidency of the Republic;
  • National Steering Committee of the Program for Agro-industrialization in Agrarian Reform Settlements – Terra Forte, of the General Secretariat of the Presidency of the Republic;
  • National Council for the Solidarity Economy (CNES), of the National Secretariat for the Solidarity Economy of the Ministry of Labor and Employmento;
  • Brazilian Section of the World Water Council, of ANA;
  • Inter-sectoral Policy Steering Committee (CGPI), of the Secretariat for Regional Development of the Ministry of National Integration;
  • Joint Ministerial Committee for Social and Economic Inclusion of Pickers of Reusable and Recyclable Materials, of the Ministry of the Environment;
  • Joint Ministerial Committee for Social and Economic Inclusion of Pickers of Reusable and Recyclable Materials, of the Ministry of Social Development and Fight Against Hunger.


You're using an old version of browser:


This site may display errors and distortions in this version of .

Update your browser or, if you don't want to update your browser now, click Continue.

Continue Update my browser