Indicators

According to Banrisul’s Anti-Corruption Policy, all those subject to the Policy are responsible for fostering an ethical culture and for creating an environment of permanent corruption control and prevention, in which it is possible to monitor and identify, through Due Diligence procedures, operations from customers and non-customers – individuals and companies –  and actions or suspected corruption crimes, as well as enforcing the internal integrity and auditing mechanisms and procedures, encouraging whistleblowing and the effective application of Banrisul’s Anti-Corruption Policy and Code of Ethics and Conduct.

Moreover, in 2021, a Social, Environmental and Climate Risks (RSAC, in Portuguese) assessment questionnaire was developed for operations over R$10 million, which includes anti-corruption questions.

Operational risk management includes identifying and assessing external fraud events, the possibility of employee misconduct that offers or results in undue advantage and operational flaws in developing processes to assess or identify suspicious operations.

The Bank is subject to Brazilian and foreign anti-corruption legislation. These laws require the adoption of integrity procedures in order to mitigate the risk that any person, acting on behalf of the Bank, may offer an undue advantage to a public agent, in order to obtain benefits of any kind. The transnational scope legislations, including, but not limited to, the U.S. Foreign Corrupt Practices Act of 1977 and the UK Bribery Act of 2000, in addition to Federal Law no. 12,846/13, provide for the adoption of specific policies and procedures for the prevention and fight against illegal acts related to corruption of public administration entities and government representatives, which aim at ensuring any kind of advantage. They also require the Bank to keep its books and records accurate and rely on an internal controls system to certify their respective veracity, in addition to the prevention of illegal activities.

Percentage of individuals within governance bodies by gender

Percentage of individuals within governance bodies by age group

Percentage of employees per employee category by gender

Percentage of employees per employee category by age group

Employee percentage per employee category, by color or race¹

¹Interns not are not included in this calculation.
²3 analysts chose not to report their race.

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There is no specific sustainability policy for rural loans in the agribusiness sector, however, the legal obligations and the guidelines of the Rural Loan Manual, which addresses environmental and social compliance in credit assignment, must be followed. Products managed comply with the Bank’s credit and sustainability policies, in addition to the guidelines of onlending agents, always complying with new sustainable aspects. Accordingly, the Company relies on the Responsibility Policy (PRSAC in Portuguese), which guides the practices, processes and business, coupled with the Management of Social, Environmental and Climate Risks.

Banrisul is present in almost 93% of the municipalities. The Bank’s reach comprises service points located both in developed cities with great economic potential and in municipalities that are difficult to access, poorly developed and essentially rural, allowing Banrisul to exceed 99% coverage of the state’s GDP, considering its branches, Service Stations, Banripontos (Banking Correspondents) and Automated Teller Machines (ATMs or PAEs in Portuguese). Banrisul’s presence ensures that the community of the State of Rio Grande do Sul has access to the conveniences offered by the Bank in terms of its financial products and services, which ensure the financing of personal or corporate activities, fostering the State’s economy.

The Bank is continually prospecting cities that lack or have poor offer of banking services. The following table presents the presence of service points throughout the state.

Significant indirect economic impacts

Banrisul’s strategy is aims to set up partnerships to increase the number of microcredit operations. For the year 2022, the Bank plans to make progress in the partnership with the union of motorcycle couriers, offering microcredit lines at special conditions for the acquisition of new motorcycles, safety equipment for use in the activity of motorcycle couriers, and the financing of bicycles, contributing to the safe delivery of orders.

As regards loans to promote small businesses and community development, three credit operations were granted, totaling R$ 13,600.00 in 2021.

Energy consumption within the organization(GJ)²

¹There was an increase in diesel consumption due to the instabilities in energy supply from the distribution network. Additionally, the collection process gathered data that had not been accounted for in the previous cycle, such as energy consumption in leased venues.

²In the Inventory of GHG emissions, an additional 20 liters of diesel oil and 38,545 kWh of electricity consumed were reported, and the values presented in the table, for the year 2021, have been corrected.

Note: Only the Brazil GHG Protocol Program methodology was used.
Source for data conversion factors: 2021 National energy balance (reference year 2020). Available at: https://www.epe.gov.br/sites-pt/publicacoes-dados-abertos/publicacoes/PublicacoesArquivos/publicacao-601/topico-596/BEN2021.pdf

Since 2001, Banrisul has the Reciclar (Recycling) Program, aimed at encouraging and fostering environmentally friendly waste collection and recycling at the Institution, in line with the environmental legislation in force.

Recyclable waste (unserviceable paper, metals, plastics, glass, among others) are treated differently, according to their classification. Paper and cardboard are sent to recycling through partners that receive this material and properly dispose it. In 2021, 206.6 tons were sent to partners.

Metals are sent to a specialized partner in the steelmaking industry for subsequent recycling. In 2021, 114.1 tons of metal scraps were sent for recycling. For the institution’s unserviceable safes, Banrisul seeks to donate them to be reused. When this is not possible, they are sent for decharacterization, so that they can be recycled or the materials resulting from this process can be reused. In 2021, 16 units of safes were sent for proper disposal (donation or recycling), totaling 10.4 tons of these items.

With regard to plastic waste, Banrisul has been implementing the Copinho Zero Project to replace the plastic cups used by employees with mugs and squeezes, which will result in a significant reduction in the generation of this type of waste in the organization’s premises. Banrisul estimates that by the end of 2022 disposable cups will no longer be used, leading to a decrease in plastic waste generation.

Banrisul is concerned about the disposal of acrylic waste, which is sent to a partner that uses it as raw material, allowing its reinsertion in the production chain. As for electronic waste, the volume generated by the branch network and units is properly disposed of through the Sustentare/RS Program which, in turn, uses three destination options: donation, reconditioning and recycling. Accordingly, in 2021 alone, through this program, Banrisul directed 93.4 tons of electronic equipment to proper disposal.

Seeking to promote the reuse of unserviceable furniture, the Bank donates these items to non-profit institutions that want to reuse them. In 2021 alone, 4,999 furniture units were donated to charitable institutions such as schools, APAEs, and the Military Police. In turn, the furniture that cannot be donated is sent to institutions that dismantle and reuse the material for other purposes, such as, for example, Banrisul’s partnership with the State Penitentiary of Canoas in which the inmates transform the furniture into houses for animals, which are then installed in public places across the city.

Banrisul also properly disposes of fluorescent lamps by directing these components to a company hired for this purpose. As regards fabric and canvas scraps, the Bank has partnerships for their proper disposal, through co-processing, in which waste will be used as fuel for the cement industry’s furnaces.

The organic waste generated by the organization are directed for public collection in the cities where the branches and units are located. A company has been hired for the disposal of organic waste at the administrative headquarters building.

In terms of procurement, in 2021, Banrisul added sustainability standards in the purchasing and bidding criteria, in order to use them as conditions for purchases that are increasingly in line with social, environmental and climate matters.

The waste generated by the organization is managed centrally by Banrisul, through the Sustainability Corporate Department, which is responsible for receiving, sorting and disposing of waste in an environmentally correct way, relying on duly accredited partners for each class of waste.

All waste directed to the Bank’s waste management are qualitatively and quantitatively measured through control spreadsheets, and later, according to the type of waste are directed to the proper disposal. Therefore, waste disposal is monitored by issuing the Waste Transport Manifest (MTR in Portuguese) and the Waste Final Disposal Certificate (CDF in Portuguese).

Banrisul’s organizational structure includes the Internal Audit department, subordinated to the Board of Directors, whose scope of activities considers all duties of Banrisul and the other companies in the conglomerate, in compliance with CMN Resolution 4,879/2020. Therefore, as of the publication of CMN Resolution No. 4,945, of September 15, 2021, an audit forecast was included in the Internal Audit planning for 2022.

The Board of Directors (BoD) is responsible for acting on behalf of the Institution in the Risk Appetite Statement (RAS) supported by the Risk Committee (RC), the Executive Board and the CRO. The Disclosure Policy is considered in assessing RWA amount and adequacy to PR. The Board of Directors mainly focuses on the review and approval of:

• Capital management policies, strategies and limits;
• Stress Testing Program;
• Policies for Business Continuity Management;
• Liquidity Contingency Plan;
• Internal Simplified Assessment Process for Capital Adequacy (ICAAPSIMP) and Capital Plan; and
• Capital Contingency Plan.

The Board of Directors (BoD) ensures that the institution complies with the policies, strategies and its own limits, considering possible timely corrections to structural deficiencies. Its responsibilities also include the capacity to approve significant changes to policies and strategies as well as systems, routines and procedures, such as:

• Products and services;
• Hedging strategies and risk-taking initiatives;
• Significant corporate reorganizations; and
• Changes to the macroeconomic outlook.

Another responsibility of the Board is the capacity to ensure the appropriate and sufficient culture and resources to carry out the activities in an independent, objective and effective manner, based on the legislation in force. It is necessary to approve the appointment and removal of the officer in charge and the organizational structure for capital and corporate risk management.

Through any of its members, the Fiscal Council is responsible for overseeing the Management’s acts and verifying compliance with their legal and statutory duties, according to the Fiscal Council’s Internal Regulation. Some risks are identified, managed and monitored focused on Operational Risk which, consequently, has its control compliance assessed by the Controls and Compliance department.

Even though Banrisul does not have a tax policy approved by the Board or validated by its committees, the Bank adheres to principles to always achieve excellence in adopting good practices to mitigate and reduce tax and fiscal risks. It relies on the internal and external audits as partners in the pursuit of excellence in the management of the institution’s tax matters.

In a broader sense, the responsibilities of the Fiscal and Tax Corporate Department include calculating the institution’s taxes and monitoring all the impacts on the related accessory obligations; supporting the other corporate departments responsible for tax-generating events, whether direct or as tax substitutes, in order to identify possible situations of risk that must be dealt with at the source of the information; in addition to the continuous monitoring of communication with the regulatory and oversight agencies, so as not to generate any burden, whether financial or reputational.

In 2021, Banrisul collected and provisioned R$1,010.9 million in own taxes and contributions. Taxes withheld and passed on, directly levied on financial intermediation and other payments, totaled R$915.2 million in the same period.

Total direct and indirect (Scope 1, 2 and 3) GHG emissions in metric tonnes of CO2 equivalent

Emissions

¹From the reference year 2020 to 2021, emissions from energy consumption increased mainly due to the growth in the emission factor, arising from the water crisis and the need to use energy from sources that contribute to Greenhouse Gas emissions. In 2021, the group’s companies were also included in the GHG Inventory, leading to an increase in emissions due to an improvement in data gathering.
²2020 was the year in which Banrisul prepared its first GHG inventory, using this year as the basis for its future inventories.

For purposes of calculating scope 1, 2 and 3 emissions, all gases (CO2, CH4, N2O, HFCs, PFCs, SF6, NF3) were considered, according to the methodology adopted by the Brazil GHG Protocol Program.

In the second GHG inventory, prepared in 2021, the Bank included rented cars in scope 1 emissions, as well as an analysis of electricity consumption at some leased venues in scope 2. In 2020, scope 3 included only business air travel, and for 2021, emissions related to transport and distribution (Upstream), business air and land travel, and employee commuting (home – work) were added.

Since the preparation of the first inventory in 2020, Banrisul has planned advancements and improvements in data gathering and in projects to mitigate emissions. For the upcoming cycle, the Institution plans to begin calculating emissions in the credit portfolio and in some other scope 3 categories, such as waste generation. In addition to officially disclosing the goal of reducing emissions by 2030, the Bank plans to adhere to some framework for managing its emissions.

The Renewable Energy Project is progress with the goal of migrating Banrisul’s energy consumption matrix to renewable sources, expected to start in 2022 and gradually transition the Bank’s branches and administrative buildings.

The Bank is exposed to transition risk arising from events associated with the transition to a low carbon economy, as well as legal and regulatory changes, technological innovations, changes in products and services supply and demand, unfavorable perception of clients, the financial market or society in general related to climate change.

Another risk that can impact the Institution is physical climate risk, which refers to the possibility of losses arising from frequent and severe weather conditions or long-term environmental changes. Examples of this type of risk include extreme weather conditions, such as droughts, floods, storms, cyclones, frosts and forest fires; and permanent environmental changes, including rising sea levels, scarcity of natural resources, desertification, and changes in rainfall or temperature patterns.

From the Integrated Risk Management process, in addition to monitoring the regulatory environment and customer perception, management includes consulting information on public lists and verifying the activities, products and services subject to social and environmental legislation. Therefore, the Institution seeks to ensure regularity at all levels of its operations. As for operations, Social, Environmental and Climate risks inherent to the activity’s economic industry are identified, based on the National Registry of Economic Activity (CNAE – Cadastro Nacional de Atividade Econômica) code.

Climate risk management costs are not calculated individually but are considered together with the resources allocated to the Institution’s risk management.

Banrisul is committed to investing in the regional culture and development, therefore, it seeks to support cultural and sports projects in the state’s different regions. Projects are assessed considering their relationship with regional development and their practical extension in several social aspects. These initiatives impact the local community through the economic development and accessibility improvements and contribute thought the preservation of tangible and intangible cultural heritage, in addition to fostering Rio Grande do Sul’s innovation ecosystem. As regards sports and education, projects offer better access to education, encourage young people and children to take up sports and contribute to fostering citizenship, human development and respect for equality in the population of Rio Grande do Sul.

Through sponsorships, Banrisul strives to be part of society by fostering projects that, preferably, contribute to employment and income generation. Such projects are linked to culture, sports, social responsibility education and technological innovation, and their achievements are of public interest, so as individuals and the community are positively impacted. In turn, the Bank’s brand is associated to social and environmental projects, which contribute to a broad disclosure to the population.

Total number and percentage of total points of access available in low-populated or economically disadvantaged areas by region and by type of access

In order to identify Banrisul’s presence in low-populated or economically disadvantaged areas, the Bank uses the urbanization rate criterion, covering only the state of Rio Grande do Sul. The average parameter was 85.1%, establishing 404 locations with a lower indicator. Out of this total, 91% (368) have some type of banking service. The number of points in these municipalities totals 941, including branches, banking stations, Automated Teller Machines and Banripontos.

The institution has seven officers, one CEO and nine directors, totaling 17 members, and all of them have been informed about anti-corruption policies. Moreover, 9,002 employees have been informed about said practices, accounting for 100% of the staff. The updated policy has been informed through Normative Instruction and made available through a Distance Learning training.

Banrisul has been working constantly with Bem Promotora on the Prevention of Money Laundering and Terrorist Financing (PLDFT in Portuguese).

The Anti-Corruption policy aims to give visibility and to lay down the ethical principles and values that should guide the actions of employees, service providers, correspondents and all third parties who perform any activity on behalf or in interest of Banrisul. The policy is published on the Intranet Portal and the Investor Relations website;Two members of governance bodies received anti-corruption training, both from Porto Alegre, acting in committees and heading the Controls, Compliance and Financial Controller Units.

Total number of employees that have received training on anti-corruption, broken down by employee category

Total number of employees that have received training on anti-corruption, broken down by region

In the period, no analyzed nor confirmed incidents of corruption were identified. Moreover, the Bank does not have information on agreements that have been terminated or not renewed due to involvement or possible involvement of a correspondent with corruption. In 2021, only one process was registered, related to fraud in a contract by an employee, but it is still in progress and, therefore, there was no penalty or termination.

Direct economic value generated and distributed (R$ thousand)

Percentage of individuals whitin the organization's governance bodies in each of the following diversity categories

Percentage of individuals whitin the organization's governance bodies in each of the following diversity categories

Percentage of individuals whitin the organization's governance bodies in each of the following diversity categories

Percentage of individuals whitin the organization's governance bodies in each of the following diversity categories

Initiatives to improve the access to financial services for disadvanteged people

Number and rate of new employee hires by age group

Number and rate of new employee hires by gender

Number and rate of new employee hires by region

Note: In 2019, employees approved in the 2018 public service examination continued to the called, therefore the low rate of new hires in said year. In 2020 and 2021, advisors and an Officer were hired, and former employees were hired.

Note: Turnover rates by age group, region and gender were approximately 0% in 2019, 2020 and 2021.

As of November 2021, 100% of suppliers have been hired considering sustainability criteria. These criteria include the use of Forest Stewardship Council® (FSC) labeled paper sheets, equipment with lower impact on ozone emissions, and the proper disposal of construction waste.

After Sustainability department has been implemented, hired suppliers began to have a direct vision of the respective criteria to which they have adhered, and the trend is to increase the percentage of suppliers that value environmental criteria through the work developed by the department.

The Bank’s occupational health and safety management system is guided by a broad set of actions and initiatives that mainly comprise the Environmental Risk Prevention Program (PPRA, in Portuguese) and the Occupational Health Medical Control Program (PCMSO, in Portuguese). It is important to note that after the update of NR-01 and NR-09, as well as the publication of Ordinance no. 8.873, as of January 2022, PPRA will be replaced by the Risk Management Program (PGR in Portuguese).

The Internal Commission for the Prevention of Accidents (CIPA, in Portuguese) and specific technical documents, e.g., the Social Security Professional Profile (PPP, in Portuguese) and the Technical Report on the Work Environment Conditions (LTCAT, in Portuguese), as determined by the legislation, complement the system. As regards specific employer initiatives included within the main scopes, a protocol for fighting the Covid-19 pandemic has been implemented, in addition to the Alcohol and Substance Abuse Prevention and Treatment Program (PAD, in Portuguese), Occupational Diseases and Work Accidents Prevention, Diagnosis and Treatment Program (PROAT, in Portuguese) and the Program for Attention and Monitoring of Employees in Stressful Situations (PASS, in Portuguese). As for Ergonomics, employees are evaluated and receive individual guidance and their workstations are adjusted, according to demand.

The Occupational Health Medical Control Program (PCMOSO in Portuguese) provides the guidelines for the company’s health initiatives and ensures compliance with occupational medical examinations, contributing to the early identification of occupational illnesses and referring these employees to specialized treatment when necessary. The program’s quality is monitored longitudinally throughout the year through the health records generated, and all medical records are managed, evaluated and filed by the Specialized Safety Engineering and Occupational Medicine Service (SESMT in Portuguese) team. In order to make the user’s access easier, the exams are preferably performed in loco at the branch network, avoiding travel inconveniences and, at the same time, enabling an organizational assessment of the work environment by the hired professional. This scope covers only Banrisul employees. Regarding outsourced workers, the service is implemented by the contractor’s SESMT.

According to Banrisul’s Anti-Corruption policy, all those subject to it are responsible for fostering an ethical culture and for creating an environment of permanent control and prevention of corruption, in which it is possible to monitor and identify, through Due Diligence procedures, operations from customers and non-customers, individuals and legal entities, as well as actions or suspected corruption crimes, as well as enforcing the internal integrity and auditing mechanisms and procedures, encouraging whistleblowing and the effective application of this policy and Banrisul’s Code of Ethics and Conduct.

Moreover, in 2021, a social and environmental risk assessment questionnaire was developed for operations over R$10 million.

The Bank is subject to both foreign and Brazilian anti-corruption laws. These laws require the adoption of integrity procedures in order to mitigate the risk that any person, acting on behalf of the Bank, may offer an undue advantage to a public agent, in order to obtain benefits of any kind. The transnational scope legislations, including, but not limited to, the U.S. Foreign Corrupt Practices Act of 1977 and the UK Bribery Act of 2000, in addition to Federal Law no. 12.846/13, provide for the adoption of specific policies and procedures for the prevention and fight against illegal acts related to corruption of public administration entities and government representatives, which aim at ensuring any kind of advantage. They also require the Bank to keep its books and records accurate and rely on an internal controls system to certify their respective veracity, in addition to the prevention of illegal activities.

TRAINING PROGRAMS: The aim of the training programs is to develop and prepare employees for professional development. Each program is designed according to its specificities, in line with the employee’s professional development and Banrisul’s business strategies. The knowledge shared, the theory allied to practice, the experiences, the corporate games, the interpersonal relationships, the participation of department heads and the dedication of the instructors make the programs unique experiences in the preparation of professionals who will take over strategic positions in the Bank. In 2021, still in the online format, 150 professionals received training, with two Business Manager classes, one Agribusiness Manager class, one Agribusiness Relationship Manager class, one Government Business Manager class, two Account Manager classes, two Market Manager classes, and three Business Operator classes. By May 2022, 131 professionals had already been trained.

WEBINARS – TÁ NA PAUTA AND CONTINUING EDUCATION: It aims to share experiences among professionals who have already gone through the training programs, geared towards expanding possibilities for business strategies and results. In 2021, 224 employees participated in six webinars, totaling 1,217 training hours.

FRAUD PREVENTION ON BANKING DOCUMENTS: The program aims to meet the Brazilian Central Bank (Bacen in Portuguese) and the National Institute of Information Technology (INTI in Portuguese) requirements, reducing the historical impact of losses on financial institutions, which increased from 30% to 54%, up by 80%. In 2021, 136 cashiers have been trained on the Bank’s cybersecurity platform and 20 young people participated in Banrisul’s Projeto Pescar, totaling 156 training hours.

EXTERNAL COURSES (COURSES, LECTURES, EVENTS, SEMINARS, CONGRESSES, ETC.): Banrisul identifies the needs for improvement or demands from its Units and Regional Superintendencies and makes open courses, lectures, seminars, congresses and other initiatives focused on professional qualification available to its employees. In 2021, 1,576 people participated in 176 external events, totaling 41,949 training hours. By May 2022, 1,040 people participated in 74 external events, totaling 4,988 training hours.

INTERNAL SEMINARS AND WEBINARS – NETWORK AND GENERAL MANAGEMENT: These seminars and webinars meet the General Management’s Units and Branch Network demands for specific webinars, seminars and workshops, seeking to share knowledge about products and services, commercial strategies and guidelines, sales campaigns, launch of new products/services or updates, changes to legislation, as well as other relevant topics that are in line with the strategic planning. In 2021, 12,457 employees participated in 92 events, totaling 43,782 training hours, and, by May 2022, 4,037 people attended 27 events, totaling 4,905 training hours.

FIRST MANAGEMENT PROGRAM: A course aimed at professionals selected to take over the position of General Managers or Associate Manager. The program was designed to develop competencies, skills and attitudes required for a good performance on the new position, focusing on administrative-operational management, people and business management, besides focusing on the development of a systemic and strategic view of the Bank’s various products, services and processes. In 2021, 50 professionals participated in the program, totaling 1,200 training hours.

MENTORING PROGRAM (MODULE INCLUDED IN THE FIRST MANAGEMENT PROGRAM): Program geared towards training and qualifying the new general and associate managers in the best management practices. This program aims to train mentors, experienced professionals or those with specific expertise to mentor employees who are developing their careers or in professional growth at the Bank. In 2021, 50 professionals participated in the program, receiving mentoring from two superintendents, two general managers and two associate managers.

LIBRAS (BRAZILIAN SIGN LANGUAGE): Course developed in compliance with Bacen Circular Letter No. 3,369 of 10/19/07, which “provides for proof that financial institutions and other institutions authorized to operate by the Brazilian Central Bank are in compliance with the accessibility requirements set forth by Decree no. 5.296, of 2004”, as well as to meet the “Consent Decree” (TAC in Portuguese), including the Training in the Brazilian Sign Language. In order to comply with this resolution, since 06/29/2010, the Bank seeks to, through the Corporate University, train two employees per branch in Libras – one as a teller and the other working on the service platform. The program’s goal is to provide basic and refresher training courses in Libras for employees of the branch network, with a specific focus on banking services for hearing-impaired customers. The forecast for 2022 is to train another 240 employees. There are currently 1,282 professionals in the Banrisul staff trained in Libras.

INCENTIVE TO HIGHER EDUCATION: This program includes Undergraduate, Graduate, Master’s and Doctorate degrees offered by higher education institutions authorized to operate by the Ministry of Education and Culture (MEC in Portuguese).
The program aims to help employees who are undergraduate, graduate, master’s and doctoral students by providing financial support to cover education expenses, taking into account that a better qualified employee results in improvements to the organization’s processes and strategies. In 2021, the total amount reimbursed was R$1,121,882.65 for 309 employees, of which R$ 254,396.42 in 206 Undergraduate programs and R$867,486.23 in 103 Graduate, Master’s and Doctorate programs.
By May 2022, R$ 168,762.20 had been reimbursed to 59 participants, of which R$58,642.88 in 52 Undergraduate programs and R$110,119.32 in seven Graduate, Master’s and Doctorate programs.

INCENTIVE TO LANGUAGE LEARNING: It includes language courses offered by educational institutions or private teachers, by free choice of the employee. During 2021, R$99,481.06 were reimbursed to 189 employees and, by May 2022, R$40,641.07 were reimbursed to 68 participants.

INSTRUCTOR PROGRAM: It was designed to train internal instructors who work in the Training Program, raising the quality of the corporate education programs, so that skills are gained, and learning is applied in practice. In 2021, 56 employees participated in the Instructor Training course, totaling 4,480 training hours, and also 22 employees attended in the online Instructor Qualification course, totaling 220 training hours.

APRRECIATION AND USE OF ACADEMIC RESEARCH: The Bank identified the need to more assertively bring its different knowledge areas and departments closer to the research and final papers of employees. Thus, Banrisul intends to establish a channel whereby academic research can be validated, has greater applicability and is supported by precise information from the technical departments, while at the same time all the knowledge, innovation and discussions in academia can converge and result in improvements to Banrisul’s processes, products and services. Other stakeholders can also conduct academic research at Banrisul, including employees without incentive, interns and external stakeholders. In 2021, 211 academic research workflows were received, which were connected to the units that appoint the facilitators according to the topic of the final paper.

AGILE METHODS: Training that aims to spread the culture and encourage the development of the Bank’s administrative employees towards an innovative and agile environment. In 2021, 216 employees participated in the program, totaling 2,728 training hours. 

Banrisul Distance Learning: Based on the Units’ and the Branch Network’s demands, as well as on the needs identified according to the Bank’s strategy, e-learning materials are developed, or courses are acquired to supply the Distance Learning platform.

Programs for upgrading employee skills and transition assistance programs

¹By May 2022

HORIZONS – TELLERS’ REALLOCATION PROGRAM: 

The program aims to train and develop professionals that used to hold the position of “bank tellers.” The process of reallocating employees who work at the teller position involves two main stages and three complementary ones, according to the Bank’s needs. The first stage is the awareness-raising (of both tellers and managers), that is, the possibility of preparing for change in position. The second stage is focused on basic training, enabling the employee to work on the branches’ main demand: customer service with a commercial focus. The third stage consists in providing specialization courses for the professional to work focused on Agribusiness, Credit Recovery, Corporate Service, and others, according to the Bank’s strategy. In 2021, the Bank held training webinars and referred distance learning courses that could be taken according to each employee’s specialization and together with their respective responsibilities at the branches.

PERFORMANCE IMPROVEMENT PROGRAM:

The program aims to assist and provide tools to professionals who are underperforming in one or several indicators, in order to create an action plan together with the employee, according to their position, providing the necessary support performing their activities. The program includes distance learning courses, supervised activities, and mentoring. Participants are indicated by HR department – Personnel Management/ Monitoring, according to the Branch System’s Performance Assessment policy, in which the employees not classified in the ranking must go through a ‘performance rescue’ process, under the supervision of the regional superintendency, including some of the listed actions. In 2021, three employees participated in the program, totaling 12 training and mentoring hours.

For non-work-related health demands, the Institution offers Cabergs, a self-management health insurance plan, to all its own employees, who have to option to join it or not. Covered services are spread across several regions in and outside the state of Rio Grande do Sul or, also, provided by other institutions under reciprocal agreements. The healthcare carrier encourages its users to maintain preventive and regular health routines. The employer grants justified absence for the time not worked due to medical appointments, upon submission of a medical certificate, according to a policy on the matter.

Regarding the Covid-19 pandemic, regardless of whether the origin of the contamination is related to the work environment or not, the Bank offers the Telemedicine service in partnership with Hospital Moinhos de Vento, which is available to both Banrisul’s own employees and outsourced workers on permanent contracts. Access is easier with early leave of absence and the use of technology resources that enables a real-time digital doctor’s appointment.

The company offers preventive programs aimed at maintaining overall health, including factors related or not to work. These programs include initiatives aimed at all employees, including:

1) Vacinômetro: campaign to encourage Covid-19 vaccination, according to the Federal Government’s national immunization plan;

2) Annual influenza vaccination campaign: the Bank reimburses the quadrivalent vaccine with coverage for H1N1 and other forms of influenza taken at partner networks;

3) PAD: The Alcohol and Substance Abuse Program offers reimbursement for medical treatment that requires hospitalization for physical and psychological rehabilitation. Costs are paid for even when employees are on social security leave;

4) PASS: an emotional support program for victims of robbery during their work activity, with full reimbursement for the necessary therapies in order to avoid post-traumatic stress disorders. The plan provides membership for 6 months which can be extended for additional 6 months if necessary.

5) PROAT: the program pays for all necessary treatment for the recovery after occupational accidents or illnesses, including doctor’s appointments, medicines, or complementary treatments.

Ratio of basic salary and remuneration of women to men

¹There is no difference in the salary of the Bank’s male and female employees, mainly because they are hired through civil service exams.

Claims received through specific channels are classified according to the topic, item and root cause. For the matter of the present form, there is the item “banking secrecy,” which belongs to the topic “other topics,” existing for a longer period and the “LGPD” (General Data Protection Act) root cause, created in 2022. In 2021, three customer demands were classified as “banking secrecy”, including external agencies. However, all of them were classified as unfounded, that is, the allegation of data breach was not proven in any of the claims. In addition, no claim was received from a regulatory agency, only from a regulatory entity (Bacen). However, no claim received through this channel in 2021 was related to breach of customer privacy. Furthermore, no leakage, theft or loss of customer data was identified.