DOCSLIB.ORG

Management and Strategy the Acquisition of Banco Real Reinforced the Aspirations of the Grupo Santander Brasil to Be The

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Management and Strategy the Acquisition of Banco Real Reinforced the Aspirations of the Grupo Santander Brasil to Be The 1 Management and strategy The acquisition of Banco Real reinforced the aspirations of the Grupo Santander Brasil to be the best bank in Brazil 1 The goal of the Grupo Santander is to be the best and most 4. To create the most recognized and attractive brand efficient bank in Brazil by 2010. An essential part of the strategy among all banks in Brazil. This objective carries with of growth, the acquisition of Banco Real in October 2007 was an it values such as loyalty, pride, transparency and respect, important step toward this goal, in addition to strengthening the which provides the credentials for the Organization to be foundation for achieving the four objectives that make up this ideal: a leader in attracting and obtaining the recognition from the public’s with which it works. 1. To be the best bank in Brazil means adding value to its shareholders, which includes efficiency in its spending, The integration of the two institutions finds its greatest strength enhancing the value of the brand, winning and retaining in complementarity. Geographically, the Grupo Santander Brasil customers and obtaining results in the short and long term. strengthens its ability to operate in the states of the Southeast and South, such as Minas Gerais and Rio de Janeiro, which increases 2. To be the best bank in Brazil in terms of client its distribution capacity. In the conduct of business, Santander’s satisfaction. To achieve this objective the bank uses strength in the Retail segment, and Real’s strength in the differentials such as segmented services, competitive costs, Wholesale segment combine to provide a more balanced portfolio. efficient and effective processes, innovation in dealing with In products, the combination of Santander in credit cards, payroll the needs of customers, integrated services among the loans and insurance; and Real in automobile financing and channels, quality and services and, above all focus on the personal credit, made it possible for Santander to almost triple its focus of the client. share in the credit market*, from 5% in 2007 to 14% in 2008. * Free Credit 3. To be the best bank in which to work, with employees who are engaged and enthusiastic, teams that are trained and qualified and capable of assuming leadership positions in sustainability. NETWORK NETWORK •Concentration in São Paulo • High capillarity in the Southeast Region and an important SEGMENTS presence in the Northeast • Strong position in the Medium Income and Public Employee SEGMENTS segments • Strong position in High Income and Small and Medium-Sized BUSINESSES Companies • High growth in credit card segment (+2.5% of quote in three BUSINESSES years) and payroll loans • 12% market share in automobile • High penetration in the insurance financing (CDC + leasing) base of accountholders • High penetration in the credit base of accountholders COMPETITIVE ADVANTAGE • Innovation in products, COMPETITIVE ADVANTAGE internationally solid brand • Client satisfaction • Focus on business productivity • Focus on customer relationships Annual Report 2008 9 Strategy and management 2,089 BRANCHES FOCUSED ON THE SOUTH/SOUTHEAST (74% of GDP) North: 4% GDP Quota: 5% Northeast: 13% GDP Quota: 7% Center West: 9% GDP Quota: 6% Southeast: 57% GDP Quota: 16% South: 17% GDP Quota: 10% INFRASTRUCTURE • 3,592 Points of Sale • 18,115 ATMs • More than 8.5 Million customers that are active accountholders The above map is an illustration and does not show the details of the capillarity of the Grupo Santander Brasil. 10 Annual Report 2008 1 Added to this, are the gains from the exchange of experiences The Grupo Santander Brasil also has tools to measure eco- between each institution in the conduct of its business and the efficiency to help control and provide support for the reduction application of efficient tools and processes. The alignment of the in the consumption of materials and energy. Over the year, the two cultures, also complementary, is another advantage that Group consumed 3,628 tons of office paper* and 282,699,927 reinforces the dissemination of values and visions capable of kWh of energy. The consumption of water was 1,097,107 m3, guiding the growth of the businesses and the individuals that make and the generation of trash in the administrative buildings up the Organization. totaled 2,030 tons. Compared to 2007, Santander and Real registered a reduction of 6% in the consumption of energy Therefore, the integration of the two banks is enhanced through and 5.6% in the consumption of paper. the merger of competitive advantages, such as product innovation, * Rolls, A4, A5 and legal, envelopes for Quick Cash from Banco Real; for Santander the international strength of the brand, commercial productivity only A4 paper. and the focus on the long-term relationship with clients, with the purpose of providing total satisfaction to this public. Employee relations Ethical conduct, transparency and continuous dialogue are the Management tools differentials of the Grupo Santander Brasil to assure a work The development and application of innovative management tools environment that is stimulating and participatory for its more is part of the strategy of the Group to assure the optimization of than 53,000 employees, which is reflected in the satisfaction of financial resources and the reduction of risks, offering its teams its clients. the necessary support for the performance of their functions and alignment among business areas. Among these tools are: Pró- Using various channels of communication, the Organization works mais, SuperBase, PANFI, Super Ranking, ARTE, MPI and the Sala to guarantee that the initiatives directed to the employees, as well Gol, all focused on the continuous improvement of the processes as its guidelines and strategies, are effectively followed, and have of the branches's network. the commitment of the teams. The activities to disseminate the culture and values of the Grupo Santander Brasil are an integral Pró-Mais was created in 2006 with the objective of improving part of strengthening our calling for retail activity as well as the service and simplifying procedures at the service centers. In 2008, vision that sustainability is part of our business strategy. the initiatives adopted in the scope of the program had resulted in increase of 21% in the branches’s productivity. One example of The shift toward sustainability is increasing and, to strengthen the this is the time spent for setting up personal credit, which was position of the Group with regard to this question, initiatives were reduced from 18 minutes to a little more than one minute, a promoted such as sustainability workshops tailored to each area reduction of 95%. Other results include an increase of 33% in the (Credit Cards, Consumer Credit, Compliance, Human Resources, sales of the branches and the reduction of 52% and the amount of Legal and various others). Between October 2008 in February paper used in this process. Over the year, paper consumption was 2009, 32 workshops were held involving approximately 1,500 reduced by more than 8.9 million sheets. employees from different areas. The event promotes a reflection about the idea of providing continuity to the definition of an action SuperBase was reintroduced in 2008 after two years of planning, plan so that sustainability will become part of the everyday development and execution, as New SuperBase. This tool makes decision-making process of the Grupo Santander Brasil. it possible for the Network professionals to identify the profile of clients and their specific needs, which drives the business, and In the area of Wholesale, for example, the emphasis on training provides a closer relationship with clients. In the same fashion, resulted in the realization of the Sustainable Attitudes and there is PANFI, which provides an analysis of the customer and Practice with activities for communication and training that prospect profile and concludes with an MPI – Next Interaction included approximately 1,000 individuals, from relationship Improvement. managers to top management. Among these activities are the Sunset Sessions meetings with experts touching on the fields of Other management tools adopted by the Organization are economics, social and environmental areas; the objective is to Super Ranking and ARTE, used to evaluate and recognize the expand our professionals’ concept of sustainability. (More performance of managers with regard to achieving established information about our in-company public is available in the business goals, and Sala Gol, aimed at training business chapter on Human Capital on page 50 of this Report). managers. Annual Report 2008 11 Management and strategy Customer Relationships Satisfaction Indicators The Grupo Santander Brasil is supported on the experience of the Santander and Real banks in developing their products and services in The indicators for client satisfaction are presented separately for line with the specific needs of the customers in all the business each institution in this Report because they involve different segments in order to be able to be a market leader in quality, with methodologies. Therefore they are not yet comparable. satisfied clients closely related to the Bank. The focus on close customer relationships and quick service is one of the foundations of Santander (1) the model for service that combines the strengths of each institution. Client satisfaction Satisfied 60% The Group strategy involves a well defined segmentation of Very Satisfied 11% customers. Therefore it creates and maintains specialized teams in Total 71% understanding the needs of different publics, from university students Survey Date October 2008 and professional workers at the beginning of their careers through companies of all kinds, sizes and sectors. The capillarity of the branch Banco Real (2) network, the adoption of efficient and clear policies, in addition to the continuing improvements in the tools and channels Client satisfaction of communication, are other differentials that guarantee the Note 4 37% necessary structure to satisfy and gain the loyalty of our clients.
Load more

Recommended publications
  • Openness and Efficiency in Brazilian Banking
    A Service of Leibniz-Informationszentrum econstor Wirtschaft Leibniz Information Centre Make Your Publications Visible. zbw for Economics Bevilaqua, Afonso S.; Loyo, Eduardo Working Paper Openness and efficiency in Brazilian banking Texto para discussão, No. 390 Provided in Cooperation with: Departamento de Economia, Pontifícia Universidade Católica do Rio de Janeiro Suggested Citation: Bevilaqua, Afonso S.; Loyo, Eduardo (1998) : Openness and efficiency in Brazilian banking, Texto para discussão, No. 390, Pontifícia Universidade Católica do Rio de Janeiro (PUC-Rio), Departamento de Economia, Rio de Janeiro This Version is available at: http://hdl.handle.net/10419/186634 Standard-Nutzungsbedingungen: Terms of use: Die Dokumente auf EconStor dürfen zu eigenen wissenschaftlichen Documents in EconStor may be saved and copied for your Zwecken und zum Privatgebrauch gespeichert und kopiert werden. personal and scholarly purposes. Sie dürfen die Dokumente nicht für öffentliche oder kommerzielle You are not to copy documents for public or commercial Zwecke vervielfältigen, öffentlich ausstellen, öffentlich zugänglich purposes, to exhibit the documents publicly, to make them machen, vertreiben oder anderweitig nutzen. publicly available on the internet, or to distribute or otherwise use the documents in public. Sofern die Verfasser die Dokumente unter Open-Content-Lizenzen (insbesondere CC-Lizenzen) zur Verfügung gestellt haben sollten, If the documents have been made available under an Open gelten abweichend von diesen Nutzungsbedingungen die in der dort Content Licence (especially Creative Commons Licences), you genannten Lizenz gewährten Nutzungsrechte. may exercise further usage rights as specified in the indicated licence. www.econstor.eu DEPARTAMENTO DE ECONOMIA PUC-RIO TEXTO PARA DISCUSSÃO No. 390 OPENNESS AND EFFICIENCY IN BRAZILIAN BANKING AFONSO S.
    [Show full text]
  • Banking Corporation Tax (BCT)
    CITY OF NEW YORK DEPARTMENT OF FINANCE 1998 - BANKING CORPORATIONS STOCK ALLOCATION BELOW 100 PERCENT REPORT Abacus Federal Saving Bk 98.02 Bank of Yokohama Ltd 1.86 Allied Irish Banks Plc 2.64 Bank Audi (U.S.A.)& Subs 87.1 Apple Bank for Savings 49.83 Bank Austria Amer Inc. C/Affi 63.21 Arab American Bank 75.68 Bank Austria AG/Z-Landerbank BK 3.93 Arab Bank Plc NYB 5.42 Bank Brussels Lambert 9.54 Arab Bk Corp 17.56 Bank Bumiputra Malaysia Berhad 3.45 Asahi Bank Ltd 3.41 Bank Julius Baer & Co Ltd. 8.59 Ashikaga The 1.49 Bank Leumi Le Israel 9.71 Aslk-Cger Bank N.V. 0.23 Bank Leumi Le Israel Corp & Subs 94.15 Astoria Financial Corporation 20.18 Bank Polska Kasa Opieki S.A. 3.02 Atlantic Bank of NY & Sub 98.45 Bank Saderat Iran 0.1 Aubrey G. Lanston 85.2 Bankamerica Corp & Sub 1.3 Banbogota Inc. and Subs 94.62 Bankers Trust NY Corp 37.27 Banca Commerciale Ital 2.76 BanQue Paribas 0.78 Banca Della Svizzare Ita 3.79 Bayerische Hypotheker 2.16 Banca Monte Dei Paschi Di Sienna 2.37 Bayerische Landesbank 10.27 Banca Nazionale Del Lavoro 2.34 Bayerische Vereisbank AG 3.4 Banca Popolare Di Milano 3.98 Berliner Handels-UND 19.1 Banco de Chile 1.17 Bessemer Group Inc. & Subs 15.32 Banco Atlantico S.A. 5.78 Boston Safe Deposit & Trust Co 3.24 Banco Bandeirates S.A. 0.06 Brooklyn Bancorp.
    [Show full text]
  • 88483 EMTA 7Th Readers
    EMERGING MARKETS TRADERS ASSOCIATION 1995 ANNUAL REPORT MISSION STATEMENT The Emerging Markets Traders Association is a not-for-profit corporation dedicated to promoting the orderly development of fair, efficient and transparent trading markets for Emerging Markets instruments. 1 Co-Chair Letters 3 Executive Director Letter 4 About the Emerging Markets 6 About EMTA 8 Local Markets 10 EMTA Working Group Reports 12 1995 Financial Report 20 Board of Directors 1995 Annual Meeting EMTA Fifth Anniversary 22 EMTA Members 24 EMTA Staff EMTA’s 1995 Annual Report describes EMTA and its activities in the context of visual images that reflect the diversity, complexity and global significance of today’s Emerging Markets. LETTER FROM LONDON CO-CHAIR Peter R. Geraghty is EMTA’s London Co-Chair for 1996. He is a Managing Director of ING Barings and a member of the Global Management Committee of Baring Investment Bank. He has been a member of EMTA’s Board of Directors since EMTA’s formation in 1990. Mexico’s December 1994 high levels, as investors contin- Markets, and, in that context, devaluation caused a temporary ued to take advantage of the we were very pleased to loss of investor confidence diversity of investment opportu- welcome Pedro Malan and that rippled throughout the nities available throughout the Guillermo Ortiz, Ministers of Emerging Markets in early Emerging Markets. Finance of Brazil and Mexico, 1995. Market conditions respectively, as keynote speak- improved considerably as the The implications of these devel- ers at EMTA’s 1995 Annual year progressed, although our opments highlight the continu- Meeting. Our latest Volume market’s recovery was hampered ing importance of EMTA’s role Survey underscores the impor- by the strong performance of in promoting orderly trading tance of Brazil and Mexico the U.S.
    [Show full text]
  • BANCO SANTANDER (Brasil) S.A
    UNITED STATES SECURITIES AND EXCHANGE COMMISSION Washington, D.C. 20549 FORM 20-F (Mark One) REGISTRATION STATEMENT PURSUANT TO SECTION 12(b) OR (g) OF THE SECURITIES EXCHANGE ACT OF 1934 OR ANNUAL REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 For the fiscal year ended December 31, 2010 OR TRANSITION REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 For the transition period from ________________ to ________________ OR SHELL COMPANY REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 Date of event requiring this shell company report Commission file number: 001-34476 BANCO SANTANDER (Brasil) S.A. (Exact name of Registrant as specified in its charter) Federative Republic of Brazil (Jurisdiction of incorporation) Avenida Presidente Juscelino Kubitschek, 2235 and 2041 – Bloco A Vila Olímpia São Paulo, SP 04543-011 Federative Republic of Brazil (Address of principal executive offices) James H. Bathon, Chief Legal Officer Banco Santander, S.A. New York Branch 45 E. 53rd Street New York, New York 10022 (212) 350-3500 (Name, Telephone, E-mail and/or Facsimile number and Address of Company Contact Person) Securities registered or to be registered pursuant to Section 12(b) of the Act: Name of each exchange on which registered American Depositary Shares, each representing the right to receive 55 common shares, New York Stock Exchange no par value, and 50 preferred shares, no par value, of Banco Santander (Brasil) S.A. Securities registered or to be registered pursuant to Section 12(g) of the Act: None (Title of Class) Securities for which there is a reporting obligation pursuant to Section 15(d) of the Act: None (Title of Class) Indicate the number of outstanding shares of each of the issuer’s classes of capital stock or common stock as of the close of business covered by the annual report.
    [Show full text]
  • ABN AMRO, 1990-Present
    ABN AMRO History Department ABN AMRO, 1990-PRESENT The merger, 1990-1991 On 22 September 1991, the two largest general banks The South American operations of ABN AMRO’s subsidi- in the Netherlands, Algemene Bank Nederland (ABN) ary Hollandsche Bank-Unie were combined with those of and Amsterdam-Rotterdam Bank (Amro), merged. The Banco Real under the name Banco ABN AMRO Real. In resulting company adopted the name ABN AMRO. The the following years, more Brazilian take-overs followed, two principal motives for the merger were to concentrate and the country became the company’s third home market strengths and to scale up business internationally. after the Netherlands and the United States. Multiple take-overs occurred in Europe as well, such as that of the London stockbroking firm Hoare Govett (1992), the Swedish investment bank Alfred Berg (1995) and the centuries-old German private bank Delbrück & Co. (2002), which was merged with BethmannMaffei, an acquisition from 2004. In France Banque Odier Bungener Courvoisier, Banque Demachy and Banque du Phénix were acquired and merged with Banque de Neuflize, Schlumberger, Mallet to become Banque NSMD. After a long and controversial struggle regarding Banca Antonveneta, ABN AMRO acquired a majority stake in this Italian bank at the start of 2006. Barriers to growth An important reason for the creation of ABN AMRO was international strengthening and expansion. This goal was National and international expansion, 1990-2007 energetically pursued with many national and internati- In September 1990, the consumer credit activities in The onal acquisitions, but the company also divested itself Netherlands via intermediaries of the subsidiaries Finata, IDM and Mahuko were brought under a new subsidiary Interbank (sold in 2007).
    [Show full text]
  • Relação Grupos X Bancos Incorporados 341 - BANCO ITAÚ S.A
    Relação Grupos X Bancos Incorporados 341 - BANCO ITAÚ S.A. 029 - BANCO BANERJ 038 - BANCO BANESTADO 230 - BANCO BANDEIRANTES 341 - BANCO ITAÚ S.A. 409 - BANCO UNIBANCO 415 - BANCO NACIONAL - “Apenas elegíveis as contas que não foram encerradas antes da data de aquisição de ativos e passivos pelo novo Banco, conforme previsto na cláusula 4.1, “f” do Acordo Coletivo". Elegível apenas contas encerradas após 13.11.1996 420 - BANCO BANORTE - “Apenas elegíveis as contas que não foram encerradas antes da data de aquisição de ativos e passivos pelo novo Banco, conforme previsto na cláusula 4.1, “f” do Acordo Coletivo". Elegível apenas contas encerradas após 19.12.1996 237 - BANCO BRADESCO S.A. 028 - BANCO BANEB 034 - BANCO DO ESTADO DO AMAZONAS 035 - BANCO DO ESTADO DO CEARÁ 036 - BANCO DO ESTADO DO MARANHÃO 231 - BANCO BOAVISTA S/A 237 - BANCO BRADESCO S.A. 244 - BANCO CIDADE 291 - BANCO DE CRÉDITO NACIONAL 294 - CREDIREAL 334 - BANCO ECONÔMICO 372 - BANCO ITAMARATI 392 - BANCO MERCANTIL DE SÃO PAULO 399 - BANCO HSBC BANK BRASIL 334 – BANCO ECONÔMICO 033 - BANCO SANTANDER (BRASIL) S.A. 024 - BANCO BANDEPE S.A. 030 - BANCO DO ESTADO DA PARAÍBA S.A. - PARAIBAN 033 - BANCO DO ESTADO DE SÃO PAULO S.A. - BANESPA 033 - BANCO SANTANDER (BRASIL) S.A. 215 - BANCO AMÉRICA DO SUL S.A. (BANCO COMERCIAL E DE INVESTIMENTO SUDAMERIS S.A.) 275 - BANCO REAL S.A. 347 - BANCO SUDAMERIS BRASIL S.A. 351 - BANCO SANTANDER S.A. 353 - BANCO SANTANDER BRASIL S.A. 356 - BANCO ABN AMRO S.A. 392 - BANCO MERIDIONAL 424 - BANCO SANTANDER NOROESTE S.A.
    [Show full text]
  • Banco Santander Meridional S
    BANCO SANTANDER S.A. BANCO ABN AMRO REAL S.A. Companhia Aberta CNPJ/MF nº 33.066.408/0001-15 CNPJ/MF nº 90.400.888/0001-42 NIRE 35.300.137.477 NIRE 35.300.332.067 ABN AMRO BRASIL DOIS PARTICIPAÇÕES S.A. CNPJ/MF nº 05.515.360/0001-40 NIRE 35.300.194.811 FATO RELEVANTE Banco Santander S.A. (“Banco Santander”), Banco ABN AMRO Real S.A. (“Banco Real”) e ABN AMRO Brasil Dois Participações S.A. (“AAB Dois Par”, e em conjunto com o Banco Santander e o Banco Real simplesmente as “Companhias”), em atendimento ao disposto no Parágrafo 4º do Art. 157 da Lei nº 6.404/76 e nas Instruções da Comissão de Valores Mobiliários (“CVM”) nºs. 358/02 e 319/99, vêm divulgar aos seus acionistas e ao mercado em geral o seguinte: 1. Operação Pretendida. Em 29 de julho de 2008, as administrações das Companhias celebraram o “Instrumento Particular de Protocolo e Justificação de Incorporação de Ações do Banco ABN AMRO Real S.A. e da ABN AMRO Brasil Dois Participações S.A. ao Patrimônio do Banco Santander S.A.” (“Protocolo”), por meio do qual foram estabelecidas as justificações e condições nas quais se procederão as incorporações da totalidade das ações de emissão do Banco Real e da AAB Dois Par ao patrimônio do Banco Santander (“Incorporações de Ações” ou “Incorporação de Ações”), a serem submetidas à deliberação dos acionistas das Companhias. Como resultado das Incorporações de Ações, os atuais acionistas do Banco Real e da AAB Dois Par receberão ações de emissão do Banco Santander, com a conseqüente conversão do Banco Real e da AAB Dois Par em subsidiárias integrais do Banco Santander.
    [Show full text]
  • Estudo De Caso Do Banco Real Sia
    UNIVERSIDADE FEDERAL DE SANTA CATARINA 6 _ CURSO DE GRADUAÇÃO EM CIÊNCLAS ECONÔMICAS T T z‹ <.- _ . (_ ESTRATÉGIAS COMPETITIVAS NO SETOR BANCÁRIO: ESTUDO DE CASO DO BANCO REAL SIA , ‹ Monografia Submetida ao Departamento De Ciências Econômicas para Obtenção de Carga Horária na Disciplina CNM 5420 - Monografia _ l~ . I Por FLÁVIO PETR1 O ' Orientador: Professor DOUTOR RENATO RAMOS CAMPOS Área de Pesquisa: Economia de Empresas Palavras-Chaves: Setor Bancário; Mercado. Florianópolis, Maio de 1997 UNIVERSIDADE FEDERAL DE SANTA CATARINA CURSO DE GRADUAÇÃO EM CIÊNCIAS ECONÔMICAS A BANCA EXAMINADORA RESOLVEU ATRIBUIR A NOTA 8,0 (OITO) AO ALUNO FLÁVIO PETRI NA DISCIPLINA CNM 5420 - MONOGRAFIA, PELA APRESENTAÇÃO DESTE TRABALHO. BANCA EXAMINADORA: AWO “ Prof. Doutor RÉII/aylíamos Campos Pres-i ente äfif'-6 O O Prof. Renatofff Lebarbechon Membro . Prof. Roberto Meurer Membro 'I AGRADECIMENTOS À minha família, em especial meus pais, irmão, pela constante participação e apoio em todos os momentos de minha vida. A À Viviane, pelo amor e paciência. Ao economista Valdir Alvim, do DIEESE, pela colaboração e interesse. Ao Professor orientador, 'Doutor Renato Ramos Campos, pelas discussões e sugestões, que permitiram o aprimoramento deste trabalho. J 1 SUMÁRIO LISTA DE ANEXOS ............................................................................ .. vi LISTA DE TABELAS ......................................................................... .. vii RESUMO ......................................................................................... .. viii
    [Show full text]
  • RELAÇÃO DOS BANCOS USADOS NO GFOR Código Descrição 19
    RELAÇÃO DOS BANCOS USADOS NO GFOR Código Descrição 19 BANCO DO BRASIL S.A. 27 BANCO CENTRAL DO BRASIL 35 BANCO DA AMAZONIA S.A. 43 BANCO DO NORDESTE DO BRASIL S.A. 78 BANCO NACIONAL DO DESENVOLVIMENTO 86 BANCO DO ESTADO DE SAO PAULO S 124 BANCO STANDARD DE INVESTIMENTO 191 BANCO AZTECA DO BRASIL S.A. 213 BANESTES S.A BANCO DO ESTADO D 221 CREDIREAL -EM ABSORCAO 248 BANCO DE PERNAMBUCO S.A.-BANDE 256 BANCO ALFA S/A 264 BANCO DO ESTADO DO ACRE S.A. 272 BANCO DO ESTADO DE SANTA CATARINA 280 BANEB-EM ABSORCAO 299 BANCO BANERJ S.A. 302 PARAIBAN-BANCO DA PARAIBA S.A. 310 BANCO BEG S.A. 337 BANCO SANTANDER S.A. 345 BANCO BEA S.A. 353 BANCO BEC S.A. 361 BANCO BRADESCO BBI S.A 370 BANCO DO ESTADO DO PARA S.A. 388 BANCO BANESTADO S.A. 396 BANCO DO ESTADO DO PIAUI S.A.- 400 BANCO CARGILL S.A 418 BANCO DO ESTADO DO RIO GRANDE 426 BANCO J. SAFRA S.A 442 BANCO BVA SA 450 BANCO OPPORTUNITY S.A. 477 BANCO DO ESTADO DE SERGIPE S.A 485 BANCO BEMGE S.A. 590 BANCO DO ESTADO DE RONDONIA S. 612 BANCO ABB SA 620 HIPERCARD BANCO MULTIPLO S.A 639 BANCO IBI S.A - BANCO MULTIPLO 647 GOLDMAN SACHS DO BRASIL-BANCO 655 BANCO LEMON S.A. 663 BANCO MORGAN STANLEY DEAN WITT 671 BANCO BANEB SA 680 BANCO BEA S.A 698 BPN BRASIL BANCO MULTIPLO S.A 701 BRB - BANCO DE BRASILIA S.A.
    [Show full text]
  • Banco Real ABN AMRO Brazil
    Banco Real ABN AMRO Brazil Instituto Observatório Social Sāo Paulo INSTITUTO OBSERVATÓRIO SOCIAL Rua – São Bento, 325, sala - Centro São Paulo (SP) – CEP Phone: 55 (11) 3105-0884 E-mail: observatorio@observatoriosocia l.org.br Web site: www.observatoriosocial.org.br BOARD OF DIRECTORS Chairperson: Kjeld A. Jakobsen (CUT) João Vaccari Neto (Department of International Relations, CUT) Rosane da Silva (Department of Labour Policies, CUT) Artur Henrique dos Santos (Organising Department, CUT) José Celestino Lourenço (National Education and Training Department, CUT) Maria Ednalva B. de Lima (Working Women’s Department, CUT) Gilda Almeida de Souza (Department for Social Policies, CUT) Antonio Carlos Spis (Department of Communications, CUT) Wagner Firmino Santana (Dieese) Mara Luzia Feltes (Dieese) Francisco Mazzeu (Unitrabalho) Silvia Araújo (Unitrabalho) Tullo Vigevani (Cedec) Maria Inês Barreto (Cedec) STEERING COMMITTEE President: Kjeld A. Jakobsen Arthur Henrique dos Santos Treasurer: Ari Aloraldo do Nascimento Carlos Roberto Horta Clemente Ganz Lúcio Maria Ednalva B. de Lima Maria Inês Barreto SUPERVISION Amarildo Dudu Bolito – Institutional Supervisor João Paulo Veiga – Technical Supervisor Marques Casara – Communications Supervisor TECHNICAL STAFF João Paulo Cândia Veiga Leila Nadim Zidan Lílian Arruda Luciana Hachmann Yoná Santos Table of Contents List of Tables ......................................................................................................................... i List of Graphs.......................................................................................................................
    [Show full text]
  • BANCO SANTANDER (BRASIL) S.A. Banco (Nova Denominação Social Do Banco Santander S.A
    BANCO SANTANDER (BRASIL) S.A. BANCO (Nova Denominação Social do Banco Santander S.A. em Fase de SANTANDER (BRASIL) S.A. Homologação pelo Banco Central do Brasil) (Nova Denominação Social do Banco Santander S.A. Companhia Aberta - CNPJ/MF nº 90.400.888/0001-42 - NIRE 35.300.332.067 em Fase de Homologação pelo Banco Central do Brasil) faTO RELEVANTE Companhia Aberta INCORPORAÇÃO DO BANCO ABN AMRO REAL S.A. CNPJ/MF nº 90.400.888/0001-42 - NIRE 35.300.332.067 FATO RELEVANTE Banco Santander (Brasil) S.A. (nova denominação social do Banco Santander S.A., em fase de homologação pelo Banco Central do INCORPORAÇÃO DO BANCO ABN AMRO REAL S.A. Brasil) (“Banco Santander”), em atendimento ao disposto no Parágrafo 4º do Artigo 157 da Lei nº 6.404/76 e na Instrução nº 358/02 da Banco Santander (Brasil) S.A. (nova denominação social do Banco Comissão de Valores Mobiliários (“CVM”), vem a público divulgar o seguinte. Santander S.A., em fase de homologação pelo Banco Central do Brasil) Nesta data as administrações do Banco Santander e do Banco ABN AMRO Real S.A. (“Banco Real”) celebraram Instrumento Particular (“Banco Santander”), em atendimento ao disposto no Parágrafo 4º do de Protocolo e Justificação de Incorporação do Banco Real pelo Banco Santander, o qual será submetido à apreciação dos respectivos Artigo 157 da Lei nº 6.404/76 e na Instrução nº 358/02 da Comissão de acionistas nas Assembléias Gerais Extraordinárias das companhias a serem realizadas no dia 30 de abril de 2009, sendo que o edital de Valores Mobiliários (“CVM”), vem a público divulgar o seguinte.
    [Show full text]
  • Avaliação Do Banco De Pernambuco S.A.-BANDEPE 
    %DQFR$%1$0525HDO6$ Avaliação do Banco de Pernambuco S.A.-BANDEPE &RQILGHQFLDO Outubro de 2002 /41+'SVTSVEXI*MRERGI .0/ / 7¦?©+¡'¥+ ¥ > >C = ¦ = ¢¡¤£ ¥¦¡¦§¨§ © ¦ £ 1 ¡ §§ © - D @¡ ¢AB¡ ;£ 7'¡'¥ > >C = = ¡¤£ ¡¤¨ ¡¤¥¦¤¦ 243'56©+3¤2 7'¡ +8'¡¦ 9§ :) ¡'©;© < = = D ! &'¡¤(¨¥ '>¦= &'¡¤(¨¥ ! #"%$ " ! "%$ " )*©+¡,-£ ¥ )*©+¡,-£ ¥ À Diretoria do Banco ABN AMRO Real S.A. Av. Paulista, 1374 São Paulo - SP 28 de outubro de 2002 Atenção: Sr. João Guilherme Consiglio Prezados senhores: $YDOLDomRGR%DQFRGH3HUQDPEXFR6$%$1'(3( Nos termos da nossa proposta para prestação de serviços profissionais, datada de 30 de setembro de 2002, e entendimentos subseqüentes, efetuamos a avaliação do Banco de Pernambuco S.A. - BANDEPE, cujo relatório se encontra anexo. Permanecemos ao inteiro dispor de V.Sas. para eventuais esclarecimentos que desejarem e agradecemos mais esta oportunidade de servirmos ao Banco ABN AMRO Real S.A. Atenciosamente, &OiXGLR R. de Leoni 5DPRV 3DXOR*XLOKHUPH Menezes Coimbra 'LUHWRU *HUHQWH %DQFR$%1$0525HDO6$ $YDOLDomRGR%DQFRGH3HUQDPEXFR6$ &RQWH~GR $EUHYLDWXUDV 4 ,QWURGXomR 6 &ULWpULRVGHDYDOLDomR 7 2EMHWRGDDYDOLDomR 8 )RQWHVGHLQIRUPDo}HV 9 8VRHGLYXOJDomRGRUHODWyULR 10 (YHQWRVVXEVHTHQWHV 11 'LVFXVVmRTXDQWRjPHWRGRORJLDPDLVDGHTXDGDSDUDDDYDOLDomRGR%DQFRGH 3HUQDPEXFR6$%$1'(3( 12 (VFRSR 14 &RQFOXVmR 15 'HFODUDo}HVGRDYDOLDGRU 16 $QH[RV , 'HVFULomRGD(PSUHVD 17 ,, 6HWRUILQDQFHLUREUDVLOHLUR 22 ,,, 3DQRUDPDHFRQ{PLFREUDVLOHLUR 40 ,9 0HWRGRORJLDVGHDYDOLDomRSDVVtYHLVGHVHUHPXWLOL]DGDV 45 9 $YDOLDomRGR%DQFRGH3HUQDPEXFR6$%$1'(3()OX[RGHFDL[DGHVFRQWDGR
    [Show full text]