Sustainability - bicbanco

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24 Relatório Anual 2011 Risk Management GRI 4.8
Governança Corporativa Centralization of management of market, credit and operational risks provide for a broad view of these risks, greater control of processes and faster and more effective decisions. BICBANCO has Risk Management Policies and mechanisms for identifying, measuring (through mathematical and statistical modeling based on best international practices), monitoring, minimizing and controlling the risks to which its operations are exposed. As the Bank is a financial institution, portfolio quality is susceptible to the whims of the market; because of this, risks are constantly monitored in order to ensure sustainable business management. To gain efficiency in this process, the strategy is to centralize management of market, credit and operational risks, a model that provides for a broad view of risks. With this vision, it is possible to enhance identification mechanisms and make decisions more quickly and with greater chances of reaching the stipulated targets. The committees and bodies that manage the controls and risks represent a strategic axis of support for BICBANCO’s balanced and sustained development. This model of risk management is comprised of three cornerstones, which incorporate social and environmental aspects and aspects of governance in the short, medium and long-terms: creation of a strategic plan, daily execution of the measures established, and constant monitoring of the results of each action by the competent authorities. CREDIT RISK GRI FS15 Using the know-how acquired over more than 70 years of operations, the Bank has a Credit Policy that considers the entire analysis process, wherein both external circumstances (such as national and international economic scenarios) and internal factors are evaluated: negotiation history, management, operational sector and, especially, the rating developed by the Bank for its clients. The Executive Credit Committee, with the support of the commercial area, is responsible for making decisions; this centralization increases identification of business opportunities and guarantees an appropriate level of timeliness and flexibility. The credit assignment area relies on the support of integrated management systems for its decisions, which automatically supply information according to the flow defined by the credit and formalization policy. In the independent area of risk management, BICBANCO also relies on portfolio assessment tools, which make it possible to measure the profitability of operations based on allocated economic capital and on the amount of any loss in the credit portfolio. Stress tests are also carried out aimed at assessing any losses in scenarios considered to be risky within a confidence interval of up to 99.99%. 25
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 and 12: Corporate Governance Based on its p
Page 13 and 14: To generate value and strengthen th
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: SHAREHOLDER MEETINGS GRI 4.4 In 201
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
Page 77 and 78:
The new BICBANCO headquarters were
Page 79 and 80:
In the telecommunications and netwo
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Sustainability In evolving its gove
Page 83 and 84:
ECOEFFICIENCY PROGRAM GRI EN11, FS4
Page 85 and 86:
At BICBANCO, the following sources
Page 87 and 88:
This system is also responsible for
Page 89 and 90:
RESPONSIBLE CREDIT GRI FS4, FS5, FS
Page 91 and 92:
Sustainability 4 - Environmental in
Page 93 and 94:
7 - Relevant Information regarding
Page 95 and 96:
GRI Index Sustainability Themes and
Page 97 and 98:
Sustainability Governance, Commitme
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Sustainability DMA EN Capitulo Stat
Page 101 and 102:
Sustainability DMA PS Chapter Statu
Page 103 and 104:
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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