{"id":6127,"date":"2024-07-30T15:02:19","date_gmt":"2024-07-30T18:02:19","guid":{"rendered":"https:\/\/banrisul.centralesg.com.br\/indicadores\/forma-de-gestao-15\/"},"modified":"2025-09-26T17:27:52","modified_gmt":"2025-09-26T20:27:52","slug":"forma-de-gestao-15","status":"publish","type":"indicador","link":"http:\/\/banrisul.centralesg.com.br\/en\/indicadores\/forma-de-gestao-15\/","title":{"rendered":"Management of material topics"},"content":{"rendered":"\n

3-3 a) Describe the actual and potential, negative and positive impacts on the economy, environment, and people, including impacts on their human rights.<\/strong><\/p>\n\n\n\n

3-3 b) Report whether the organization is involved with the negative impacts through its activities or as a result of its business relationships, and describe the activities or business relationships.<\/strong><\/p>\n\n\n\n

See the answers to this content in the impact section on the material topics<\/a> page.<\/p>\n\n\n\n

3-3 c) Describe its policies or commitments regarding the material topic.<\/strong><\/p>\n\n\n\n

To govern supplier relations, Banrisul uses the Bidding Law, other related federal and state legislation and the Internal Bidding and Contract Regulations (RILC, in Portuguese), published on the Bank’s website under Transparency.<\/p>\n\n\n\n

The website also features other documents governing supplier relations, including the Supplier Relations Manual, which governs supplier behavior in bidding processes and the contracting of Banrisul Group companies, and Banrisul\u2019 Supplier Manual, created to help the Bank\u2019s suppliers know and understand the procedures used in its business relations for the acquisition of goods and services.<\/p>\n\n\n\n

3-3 d) Describe actions taken to manage the topic and related impacts, including:<\/strong><\/p>\n\n\n\n

3-3 d) i) actions to prevent or mitigate potential negative impacts;<\/strong><\/p>\n\n\n\n

The terms and conditions of the relationships between the Company and its suppliers are set out in the contracts entered into between the parties.<\/p>\n\n\n\n

Especially for contracts involving the outsourcing of labor, they are submitted to thorough checks for compliance with labor and social security obligations, through monitoring of certificates of good standing, among other actions.<\/p>\n\n\n\n

3-3 d) ii) actions to address actual negative impacts, including actions to provide for or cooperate in their remediation;<\/strong><\/p>\n\n\n\n

In public procurement rules, there is a tool that mitigates the real impact of shortages: emergency contracting, a device that allows the immediate contracting of service providers\/suppliers to meet an urgent service requirement. The resource makes it possible to carry out the services or supply and then deal with the internal administrative procedures provided for in the regulations, to make the contract effective.<\/p>\n\n\n\n

3-3 d) iii) actions to manage actual and potential positive impacts.<\/strong><\/p>\n\n\n\n

 No positive impacts requiring management actions were identified.<\/p>\n\n\n\n

3-3 e) Report the following information about tracking the effectiveness of the actions taken:<\/strong><\/p>\n\n\n\n

3-3 e) i) processes used to track the effectiveness of the actions;<\/strong><\/p>\n\n\n\n

Suppliers, especially those with contracts involving the outsourcing of labor, are submitted to thorough checks for compliance with labor and social security obligations, through monitoring of certificates of good standing, among other actions.<\/p>\n\n\n\n

3-3 e) ii) goals, targets, and indicators used to evaluate progress;<\/strong><\/p>\n\n\n\n

There are no targets or indicators to evaluate the progress of the monitoring and sanctioning processes, because their contribution to the overall process is a lot more qualitative than quantitative.<\/p>\n\n\n\n

3-3 e) iii) the effectiveness of the actions, including progress toward the goals and targets;<\/strong><\/p>\n\n\n\n

The effectiveness of the actions is felt qualitatively when the managing units are more concerned about describing possible penalties for the poor performance of the contract in the contracting processes; the managing units seek new ways to choose service providers through more robust qualifications in bidding processes; contractors try to anticipate future problems of understanding in requests of performance to the contractor, avoiding the filing of a sanctioning process; and contractors understand the importance of sending labor documentation to be effectively monitored by the Supervision department.<\/p>\n\n\n\n

3-3 e) iv) lessons learned and how these have been incorporated into the organization\u2019s operational policies and procedures.<\/strong><\/p>\n\n\n\n

The terms and conditions of the relationships between the Company and its suppliers are set out in the contracts entered into between the parties. Given the right\/duty of the managing department to start proceedings to determine responsibility in case of poor performance of the contract by the contractor, the contracting process is moralized, preventing possible market suppliers with bad intentions from participating in contracting procedures. Similarly, the effectiveness of outsourcing supervision can be reducing the number of labor complaints in which the Bank is jointly and severally liable.<\/p>\n\n\n\n

3-3 f) Describe how engagement with stakeholders has informed the actions taken (3-3-d) and how it has informed whether the actions have been effective (3-3-e).<\/strong> <\/p>\n\n\n\n

Departments were created by the Procurement Unit, always with the support of the Board of Executive Officers. Pursuant to internal regulations, departments must always be created by a resolution, previously approved by the higher bodies.<\/p>\n","protected":false},"featured_media":0,"template":"","categoria_indicadores":[1638],"codigo":[1456],"empresas":[],"ano_indicador":[1546],"class_list":["post-6127","indicador","type-indicador","status-publish","hentry","categoria_indicadores-tema-material-gestao-de-parceiros-e-fornecedores-en","codigo-gri-3-3-en","ano_indicador-2023-en"],"acf":[],"yoast_head":"\nManagement of material topics - Banrisul<\/title>\n<meta name=\"robots\" content=\"noindex, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Management of material topics - Banrisul\" \/>\n<meta property=\"og:description\" content=\"3-3 a) Describe the actual and potential, negative and positive impacts on the economy, environment, and people, including impacts on their human rights. 3-3 b) Report whether the organization is involved with the negative impacts through its activities or as a result of its business relationships, and describe the activities or business relationships. 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