The joint development of commitments, indicators, and targets proposed by the Bank’s departments has been showing the topic\u2019s greater maturity within the institution and the leadership\u2019s stance. The main guideline is the Bank’s strategic planning, established by the ESG pillar.<\/p>\n\n\n\n
The methodology used to create the agenda enabled a greater engagement of the units and executive offices, which had to work together and expand their knowledge. his is an ongoing process, but it is already possible to see advancements in the governance front. In order to prepare the ESG Agenda, Banrisul assessed internal and external information to obtain an overview of the efforts required to position itself aligned to market expectations. The Company used data from interviews with senior management and online stakeholder survey to prepare its materiality matrix, and meetings and workshops with key departments to get their opinion on suggested actions, targets and indicators.
The effectiveness of this measures is yet unknown, as their results will be seen after the due implementation of the 2030 Agenda.<\/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 Resource \/ stakeholder group impacted <\/th>\n <\/tr>\n |
|---|---|---|---|---|---|---|---|
| \n ESG Agenda is not prioritized by Senior Management <\/td>\n | \n Negative <\/td>\n | \n Actual <\/td>\n | \n Short-term <\/td>\n | \n One-time <\/td>\n | \n Medium <\/td>\n | \n Definition of the Company\u2019s strategy. <\/td>\n | \n Shareholders and Investors, Employees, Suppliers, Banrisul\u2019s Operations. <\/td>\n <\/tr>\n |
| \n Lack of ESG information to the market <\/td>\n | \n Negative <\/td>\n | \n Actual <\/td>\n | \n Short-term <\/td>\n | \n Systemic <\/td>\n | \n High <\/td>\n | \n Preparing external contents. <\/td>\n | \n Shareholders and Investors, Banrisul\u2019s Operations. <\/td>\n <\/tr>\n |
| \n Conflict of Interests, leading to controversial management <\/td>\n | \n Negative <\/td>\n | \n Potential <\/td>\n | \n Short-term <\/td>\n | \n Systemic <\/td>\n | \n Medium <\/td>\n | \n Senior management processes and activities. <\/td>\n | \n Shareholders and\u00a0Investors, Banrisul\u2019s Operations. <\/td>\n <\/tr>\n <\/table>\n<\/div> |