Integrated Report Integrated Report Integrated 2016
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2016 INTEGRATED REPORT INTEGRATED REPORT INTEGRATED 2016 Bradesco RA16 Capa_ING.indd 1 03/07/17 14:03 SUMMARY Message from Personnel 02 Management 74 management Presentation Client 04 84 relations Community relations 08 Value generation 92 Corporate Other 16 identity 106 information Corporate Economic-financial 32 governance 112 performance Technology and GRI context index 40 innovation 132 and Attachment Assurance 50 Sustainability 178 statement Risk management Corporate information 62 strategy 180 Credits Supplier 70 management MESSAGE FROM MANAGEMENTGRI G4-1 2016 was a year of major accomplishments. Our work force is committed and determined The conclusion of the acquisition of HSBC Bank to always do its best, aligned with the de- Brasil S. A. – Banco Múltiplo, the largest ever mands of the moment. of our history, enabled us to expand our ac- count holder base and our activities in strategic Committed to the Sustainable Development markets, such as the Southeast, Midwest and Goals (SDG), we commemorated the 60th an- South of the country. In a short space of time, niversary of the Fundação Bradesco, our main the platforms were integrated, the work force social action. With 40 schools for children and was engaged and the entire brand was substi- young people located primarily in disadvan- tuted fully in line with the targets established. taged regions, the Fundação has become a benchmark in education in Brazil, illuminating The sponsorship of the 2016 Rio Olympic and the path towards social inclusion and driving Paralympic Games was yet another demon- the common good. stration of confidence in the country’s capac- ity to get things done. The Games provided Our robust performance in the year is evident the Bradesco brand with global exposure and in our numbers. Adjusted net income totaled made our commitment to a constructive mind- R$17.121 billion, with shareholders receiving set that motivates and involves people, a na- interest on own equity totaling R$6.976 bil- tion’s most valuable asset, visible to the world. lion, corresponding to 48.7% (net of income tax – IRRF – 41.4%) of adjusted earnings. Our Faced with the challenges posed by the current insurance arm, Bradesco Seguros Group, made economic conjuncture, we reacted by growing a significant 32% contribution to this result. investments and incentives for businesses. Total assets reached R$1.294 trillion, growing Our budget and strategic planning were ad- 19.8% over the previous year, equity totaled hered to successfully, we improved processes R$100.442 billion and the Operating Efficiency aimed at greater efficiency and innovated in all Ratio reached 39.5%. areas of activity, supported by a service net- work covering the entire country. 2 GRI G4-1 The dimensions of these numbers demon- strate our robustness and renew our future vision: we adopt the most efficient corporate sustainability practices, strengthening our long-term prospects. OUR SPONSORSHIP Brazil has the credentials to advance and to OF THE 2016 resume growth. Confident that in 2017 we will OLYMPIC AND achieve further conquests, we reaffirm our disposition to overcome obstacles with in- PARALYMPIC GAMES vestments and a constructive mindset, offer- WAS YET ANOTHER ing our clients, shareholders and investors the best products and services. DEMONSTRATION OF We would like to thank everyone for their sup- OUR CONFIDENCE IN port, their preference and, mainly, for the confi- BRAZIL’S CAPACITY TO dence they deposit in Bradesco. We also wish to thank our employees and third-party employees GET THINGS DONE for their dedication and total commitment, which were fundamental for the results achieved. Lázaro de Mello Brandão Chairman of the Board of Directors Luiz Carlos Trabuco Cappi CEO INTEGRATED REPORT 2016 3 PRESENTATION Our Integrated Report is the product of a collective effort These topics were inserted in an electronic system for in which diverse areas undertook an exercise in trans- consultation by the following groups: employees, clients, parency related to the topics of interest to our most di- investors, suppliers, government and community/society/ verse stakeholder groups (clients, investors, suppliers, third sector. community and others). We believe that the report has continued to evolve, with a higher number of indicators We used a methodology that cross references the axes and the enhancement of our Relevance Matrix. GRI G4-18 of influence and impact to define what is relevant for Further information in the GRI Attachment the Organization. For the 2016 reporting cycle, we reviewed our Relevance Influences were considered to be: Matrix via a process that took into account quantitative and qualitative assessments and analysis of these results, • Stakeholder perceptions about the organization’s impact. in three stages proposed by the GRI– Global Reporting Ini- • Stakeholder expectations in relation to action and response. tiative G4 guidelines: Impacts were considered to be: 1st stage: review of the list of relevant topics Understanding the sustainability context and reflecting • The probability and seriousness of the impact. business strategy is a fundamental point for a well ground- • Criticality for long-term performance. ed process for determining the most relevant topics for • The opportunity for the organization to grow or gain management and for the reporting process. Therefore, we advantage. reviewed the list of subjects defined the last time we updat- ed our Matrix, considering relevant topics considered to be The result of the consultation was assessed using the benchmarks for Brazilian and overseas banks; research into following weighting system: news items about us and the financial sector; the Global Risks Report 2016 – World Economic Forum; market guid- Influence: ance mechanisms such as the FEBRABAN self-regulatory • Online consultation with priority stakeholders (clients, system Sistema de Autorregulação Bancária – SARB 14; the investors, suppliers, government and community/society/ Dow Jones Sustainability Index (DJSI) and the ISE/ BOVES- third sector): 60%. PA Corporate Sustainability Index; and internal information. • Media research: 20%. We also included the perceptions of strategic stakeholder • Sector studies: 20%. groups aired in a meeting held to assess the 2015 Integrated Report, which was attended by 24 representatives. GRI G4-26 Impact: Further information in the GRI Attachment • Consultation with executives: 40%. • Online consultation with employees: 30%. 2nd stage: consultation and analysis process • Competitors: 25%. After internal analysis, we aligned the relevant topics and • Megatrends: 5%. their respective sub-topics for submission to the strategic stakeholder groups. The main modification was the exclusion 3rd stage: validation of the relevant topics of the topic “Economic-financial business result” and its The topics and respective sub-topics selected were assessed, sub-topic “Share appreciation”. Two sub-topics were also reviewed and validated by the Executive Board. There follows redistributed: “Brand management (intangible asset)” and the prioritized list that orientates our report: “Pursuit of operational efficiency”. 4 1. Managing capital, risks and opportunities ents. This information is assessed to enable painstaking 2. Client relations and satisfaction analysis of client profiles so that we can develop commer- 3. Innovation and technology cial measures, products and services to meet the specific 4. Governance needs of each client. Within this same context, we have 5. Adapting to the external context two independent Ombudsman services, one dedicated to 6. Internal public client contacts in accordance with the rulings of the Bra- 7. Supplier management zilian Central Bank (Bacen) and the Comissão de Valores 8. Financial inclusion Mobiliários (CVM) and the other to address contacts from Bradesco Seguros Group clients, which is compliant with Within these topics, the first three were considered priori- the standards of the insurance authority Superintendência ties, representing the same subjects raised in the previous de Seguros Privados (SUSEP) and its private health insur- Matrix, however, in a different order. ance equivalent Agência Nacional de Saúde Suplementar (ANS). The objective here is to represent the client impar- Managing Capital, Risks and Opportunities: its relevance is tially, transforming a complaint into an experience that due to the fact that the topic is related to questions such strengthens the client’s relationship with us and drives im- as risk management, compliance, delinquency, climate provements that generate mutual benefits. change, tax strategy and the incorporation of social and financial aspects into the businesses. Risk control, for ex- Innovation and Technology: increasingly efficient and with ample, seeks to anticipate market events and situations friendlier and simpler interfaces, the digital channels are so that our instruments may be controlled, allowing us to essential in client relations, enabling us to fully meet cli- mitigate and anticipate possible adverse effects. This is ent needs and offer them mobility and independence as an essential factor in enabling us to ensure stakeholder a means of increasing the business they do with us. In the security and comfort. current scenario of convergence, the challenge is to make the banking experience even faster, safer and more con- Client Relations: for us guaranteeing high quality service venient so that the diverse types of client may choose and client satisfaction is a principle.