Sustainability - bicbanco

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12 Corporate Governance GRI 2.3, 3.6, 4.4, 4.5, 4.6, 4.7, 4.9 and DMA EC – Economic Performance
To generate value and strengthen the sustainability of businesses, BICBANCO has created the Corporate Governance Committee and instituted a more technical profile for the various specialized committees. BICBANCO’s governance model is in line with best practices in the international market, which antecipate monitoring of risks and internal controls, ethical and transparent actions, clear and objective accountability, and equal treatment of all stakeholders. To create value and ensure sustainable business, the Bank also focuses on financial discipline and frequent enhancement of its management mechanisms – the principle followed for changing committee formats in 2011, making its corporate governance model more dynamic. In order to become more efficient, the Bank has reformulated various existing specialized committees, which now have a more technical profile, and the Bank has created a Corporate Governance Committee, the only one on which directors serve. This new committee is responsible for assessing decisions submitted by specialized committees, aiding upper management to implement initiatives, and approving matters connected to changes in standards, processes and products that may affect strategic direction, including evaluating and deciding on recommended sanctions submitted by the Blue Committee (equivalent of the <strong>Sustainability</strong> Committee). Furthermore, because the Corporate Governance Committee is the sole holder of risks materializing on other committees, it is in a privileged position to recognize significant impacts that could result from small individual contributions. The main governance structure at BICBANCO is organized into two complementary levels: the first is comprised of the Board of Directors (advised by the Audit Committee and by Internal Auditing), involving the controlling group’s shareholders and one independent member; the second is the Comitê de Diretoria Executiva – CDE (Executive Committee) and its Operations Committees, involving the Bank’s executive leaders. This reformulation has provided more direct contact between technicians and the Bank’s technicians and upper management, favoring integration between professionals and establishing a more direct and objective dialogue. This change shows how much attention BICBANCO is paying to opportunities to improve its governance matrix, which may strengthen the foundations of sustainable growth. COMMITMENT TO BEST PRACTICES GRI 4.6 and 4.8 BICBANCO follows the changes in governance concepts and is aware of international benchmark initiatives in this segment, aimed at constantly perfecting its practices and accelerating the sustainable growth of its activities. The goal of this position is to favor the opening of new markets and to create business opportunities, ensuring continual improvement of internal processes, gaining consistent results, strengthening its corporate reputation, consolidating internal culture, improving decision making methods, and strengthening relationships with the Bank’s stakeholders. 13
Page 1 and 2: Sustainability 2011 and Annual Repo
Page 3 and 4: Highlights 04 Profile 06 Mission, V
Page 5 and 6: Corporate Governance Balance Sheet
Page 7 and 8: Mission GRI 4.8 To develop financia
Page 9 and 10: 1978 - 1987 In 1981, the Bank chang
Page 11: Corporate Governance Based on its p
Page 15 and 16: In business management, BICBANCO re
Page 17 and 18: EXECUTIVE BOARD ON Total Grupo Beze
Page 19 and 20: BIC DISTRIBUIDORA Founded in Novemb
Page 21 and 22: REMUNERATION OF SHAREHOLDERS Remune
Page 23 and 24: SHAREHOLDER MEETINGS GRI 4.4 In 201
Page 25 and 26: Governança Corporativa Centralizat
Page 27 and 28: CREDIT RISK MANAGEMENT STRUCTURE Ch
Page 29 and 30: OPERATIONAL RISK The Operational Ri
Page 31 and 32: The Treasury Committee meets with t
Page 33 and 34: Risk Management Index Asset (Amount
Page 35 and 36: Based on management of social and e
Page 37 and 38: Economic Scenario and Performance T
Page 39 and 40: The client base stayed at the same
Page 41 and 42: CREDIT OPERATION PIB x BICBANCO (%)
Page 43 and 44: At the same time, the Bank has show
Page 45 and 46: TIME DEPOSITS BY MATURITY (in %) Ec
Page 47 and 48: FINANCIAL INTERMEDIATION INCOME GRI
Page 49 and 50: CAPITAL ADEQUACY RATIO Brazilian Ce
Page 51 and 52: Stakeholder Relations The Bank stri
Page 53 and 54: External Stakeholder 30 25 20 15 10
Page 55 and 56: SERVICE POINTS GRI FS14 BICBANCO en
Page 57 and 58: CUSTOMER SERVICE GRI PR5 and PR8 Ai
Page 59 and 60: accountability and attesting to the
Page 61 and 62: Magic Wheels Team - since 2004, BIC
Page 63 and 64:
Stakeholder Relations Beauty and th
Page 65 and 66:
Intangible Assets Internal control
Page 67 and 68:
DIVERSITY MAP GRI LA1, LA13 and DMA
Page 69 and 70:
COMMERCIAL AGE GROUP TIME SERVED CO
Page 71 and 72:
For its constant investment in huma
Page 73 and 74:
TRAINING AND DEVELOPMENT GRI DMA LA
Page 75 and 76:
BENEFITS GRI DMA LA -Diversity and
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The new BICBANCO headquarters were
Page 79 and 80:
In the telecommunications and netwo
Page 81 and 82:
Sustainability In evolving its gove
Page 83 and 84:
ECOEFFICIENCY PROGRAM GRI EN11, FS4
Page 85 and 86:
At BICBANCO, the following sources
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This system is also responsible for
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RESPONSIBLE CREDIT GRI FS4, FS5, FS
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Sustainability 4 - Environmental in
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7 - Relevant Information regarding
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GRI Index Sustainability Themes and
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Sustainability Governance, Commitme
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Sustainability DMA EN Capitulo Stat
Page 101 and 102:
Sustainability DMA PS Chapter Statu
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Sustainability Themes and indicator
Page 105 and 106:
Sustainability Themes and Indicator
Page 107 and 108:
Page 109 and 110:
Page 111 and 112:
APPLICATION LEVEL GRI G3.1 Sustaina
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Sustainability - bicbanco

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