As part of its commitment to the material topic, Banrisul uses renewable energy. The Bank joined the Carbon Disclosure Project (CDP) and the Brazilian GHG Protocol program to enhance its technical and institutional capabilities to manage greenhouse gas emissions, including calculation and reporting.<\/p>\n\n\n\n
Energy efficiency and ESG in the supplier chain: the Organization has committed to managing the topic, and the quality analysis is based on regulatory compliance with Federal Law 13,589\/2018.<\/p>\n\n\n\n
The appropriate mapping of these processes with definition of the destination of each type of waste generated goes beyond compliance with environmental legislation, embodying the Organization\u2019s social and environmental commitment to the community where it is inserted, and the natural resources used.<\/p>\n\n\n\n
To manage energy efficiency and ESG aspects in the supplier chain, ESG criteria are used in project design, construction works and engineering services (carried out by the Construction and Maintenance departments); air quality analysis; contract management conducted by the Maintenance department; and publication of certificates to users.<\/p>\n\n\n\n
At Banrisul, waste is managed by the Sustainability department, administratively linked to the Property Management Unit. This department is responsible for defining processes related to the appropriate management of solid waste produced by the Organization and for internal decision-making processes, which are validated by specific committees, when necessary.<\/p>\n\n\n\n
In order to prevent and mitigate negative and potential impacts, in 2028, Banrisul implemented a Solid Waste Management Plan (PGRS, in Portuguese), which describes and recommends the appropriate handling of waste and the routine procedures necessary to comply with the legal environmental requirements.<\/p>\n\n\n\n
It also controls monthly waste generation and fills out mandatory Waste Transportation Manifests (MTR, in Portuguese) with information on the transported waste, as required by the state environmental protection agency (FEPAM, in Portuguese). For each destination, specific documents are generated, such as the Waste Transportation Manifest and, at the end of the operation, the Final Disposal Certificate (CDF, in Portuguese), presenting all the information related to the waste handled.<\/p>\n\n\n\n
Waste disposal processes also include concerns about stakeholders, as the disposal of certain types of waste is linked to social impact projects, including working with convicts, in the case of the decharacterization of unusable furniture, or training of vulnerable persons, as in the destination of electronic waste, through the Sustentare project, led by the Rio Grande do Sul state government, in which Banrisul has been a partner since the beginning of the initiative.<\/p>\n\n\n\n
Banrisul offers its internal public distance-learning programs on sustainability and waste management, as well as in-person lectures and informational campaigns on the intranet.<\/p>\n\n\n\n
One of the points identified for improving waste management processes is the update of the Solid Waste Management Plan, which will enable a review of all the incorporated practices and determine if there are gaps to be closed, as this process is conducted by a consulting firm hired for this specific purpose.<\/p>\n\n\n\n
Similarly, the Bank identified the need to make the most up-to-date version of the PGRS available to the entire internal public, as well as reinforce campaigns to spread knowledge on appropriate waste sorting practices.<\/p>\n\n\n\n
As an example of positive feedback from a stakeholder related to the effectiveness of waste management, there is the destination of electronic waste to the Sustentare program of the Rio Grande do Sul state government, which partners with companies, entities and associations interested in reconditioning and\/or recycling electronics.<\/p>\n\n\n\n
The effectiveness of renewable energy use is tracked through regular reports presented to the Administrative Officer. Energy efficiency is tracked by monitoring energy consumption at Banrisul\u2019s premises. The air quality analysis is based on reports issued by laboratories. ESG effectiveness in the supplier chain is tracked through the inspection of the works and services with the issuance of a technical monitoring report.<\/p>\n\n\n\n
Banrisul transferred consumer units to the free energy market (ACL, in Portuguese) from October to December 2022. It also delivered spaces featuring energy-efficient components and equipment, such as occupancy sensors to turn lights on and off, LED panels, inverter air conditioning equipment and sunshades. For the air quality analysis, an air collection and analysis procedure is conducted every six months at Banrisul\u2019s premises (including both units that do and do not serve customers). Waste generation is not constant at the Organization, which makes it difficult to establish individual targets.<\/p>\n\n\n\n
The Bank identified the need to have a manager that has already been hired to monitor operational and support procedures in the issuance of reports and control and track the use of renewable energy and energy efficiency. Regarding air quality, it is necessary to monitor the publication of resolutions and standards issued by regulatory and supervision agencies.<\/p>\n\n\n\n
The greenhouse gas mitigation plan is designed to reduce scope 1 and 2 GHG emissions and offset all remaining emissions with the annual carbon neutral project; maintain the air-conditioning equipment at the branches within its useful life (10 to 15 years) until 2030; and sustain improvements in eco-efficiency projects. Waste management is monitored through monthly waste volume indicators, which include individual controls for each type of waste.<\/p>\n\n\n\n
| \n Impact <\/th>\n | \n Classification (positive or negative) <\/th>\n | \n Event (potential or actual) <\/th>\n | \n Time frame (short-term or long-term) <\/th>\n | \n Systemic or one-time impact <\/th>\n | \n Irreversibility (high, medium, low - only for negative impacts) <\/th>\n | \n Production chain process or activity that causes impact <\/th>\n | \n Resources \/ stakeholder group impacted <\/th>\n <\/tr>\n |
|---|---|---|---|---|---|---|---|
| \n Increase in the use of renewable energy <\/td>\n | \n Positive <\/td>\n | \n Actual <\/td>\n | \n Short-term <\/td>\n | \n One-time <\/td>\n | \n - <\/td>\n | \n During energy purchase. <\/td>\n | \n Shareholders\u00a0and Investors, Environment, Banrisul\u2019s Operations. <\/td>\n <\/tr>\n |
| \n Energy Efficiency <\/td>\n | \n Positive <\/td>\n | \n Actual <\/td>\n | \n Short-term <\/td>\n | \n One-time <\/td>\n | \n - <\/td>\n | \n By purchasing inputs and hiring suppliers <\/td>\n | \n Shareholders\u00a0and Investors, Environment, Banrisul\u2019s Operations. <\/td>\n <\/tr>\n |
| \n Incentive to ESG practices in the supply chain <\/td>\n | \n Positive <\/td>\n | \n Potential <\/td>\n | \n Long-term <\/td>\n | \n Systemic <\/td>\n | \n - <\/td>\n | \n In managing and operating outsourced contracts. <\/td>\n | \n Shareholders and Investors, Employees, Customers, Suppliers, Environment, Banrisul\u2019s Operations. <\/td>\n <\/tr>\n <\/table>\n<\/div> |