Indicators

2-6 a) Report the sector(s) in which it is active;

We serve the public and private sectors in all economic segments — including civil servants —, private sector employees, self-employed professionals and farmers.

2-6 b) Describe its value chain, including:  

2-6 b) i) the organization’s activities, products, services, and markets served; 

In our commercial portfolio, we grant credit lines to several segments, including to small businesses. For the Rio Grande do Sul’s local governments, we offer credit lines with our own funds to finance capital goods, and on-lending lines of the Brazilian Development Bank (BNDES, in Portuguese) for businesses’ installation and expansion projects.

Banrisul’s operations cover the individual and corporate segments and offer commercial, real estate and rural financing. Banrisul and the Group’s companies offer customers a broad range of financial products and services, including credit cards, securities brokerage, sales pool group management, means of payment, insurance, private pension plans, savings bonds and intermediation of variable and fixed income and foreign exchange transactions.

2-6 b) ii) the organization’s supply chain;

Our supply chain consists of lawyers, consultants, systems analysts, salespeople, international technology companies, money transportation companies, and other types of service providers.

2-6 b) iii) the entities downstream from the organization and their activities;

We act as a financial agent for our customers, covering the industry, agriculture, transportation, services, commerce, and healthcare sectors.

2-6 c) Report other relevant business relationships;

There are no other relevant business relationships.

2-6 d) Describe significant changes in 2-6-a, 2-6-b, and 2-6-c compared to the previous reporting period.

There have been no significant changes in the value chain or in the supply chain.

2-21 a) Report the ratio of the annual total compensation for the organization’s highest-paid individual to the median annual total compensation for all employees (excluding the highest-paid individual);

In 2024, the ratio between the Company’s highest annual salary and the average annual salary for other employees (excluding the highest-paid individual) was 8.97%.

2-21 b) Report the ratio of the percentage increase in annual total compensation for the organization’s highest-paid individual to the median percentage increase in annual total compensation for all employees (excluding the highest-paid individual);

The highest salary increased by 13.8%, while the average salary for other employees fell by 1.8%, reflecting the dismissal of highly paid employees. The highest salary refers to different positions in 2023 and 2024, due to the later definition of all members of the Executive Board in the report.

2-21 c) Report contextual information necessary to understand the data and how the data has been compiled.

The Company’s CEO was the highest-paid individual in the reporting period, considering fixed and variable fees.

2-29 a) Describe its approach to engaging with stakeholders, including: 

2-29 a) i. the categories of stakeholders it engages with, and how they are identified; 

Our key stakeholder groups include employees, shareholders, market analysts, customers, suppliers, government, labor unions, regulatory bodies and senior management.

2-29 a) ii. the purpose of the stakeholder engagement; 

We value maintaining ongoing dialogue with stakeholders, aimed at aligning our strategic guidelines with market trends and stakeholder expectations. We are constantly seeking to strengthen these relationships, promoting mutual listening and development opportunities.

2-29 a) iii. how the organization seeks to ensure meaningful engagement with stakeholders. We strive to ensure meaningful engagement through initiatives aimed mainly at integrating new employees, thus reinforcing our corporate culture right from the beginning of their journey.   

We strengthened our relationship with external audiences, customers and communities by engaging them in specific events and initiatives, expanding our social presence and the Bank’s role as a development agent in Rio Grande do Sul.

2-11 a) Report whether the chair of the highest governance body is also a senior executive in the organization;  

2-11 b) If the chair is also a senior executive, explain their function within the organization’s management, the reasons for this arrangement, and how conflicts of interest are prevented and mitigated.

The chair of the Board of Directors is not a senior executive at Banrisul.

2-30 a) Report the percentage of total employees covered by collective bargaining agreements;

100% of employees are covered by collective bargaining agreements.

2-30 b) For employees not covered by collective bargaining agreements, report whether the organization determines their working conditions and terms of employment based on collective bargaining agreements that cover its other employees or based on collective bargaining agreements from other organizations.

100% of employees are covered by collective bargaining agreements.

2-17 a) Report measures taken to advance the collective knowledge, skills, and experience of the highest governance body on sustainable development.

Our management participates annually in specialized courses, covering topics such as corporate law, financial markets, internal controls, code of ethics, Anti-Corruption Law and other matters considered relevant to the Company’s activities.

2-16 a) Describe whether and how critical concerns are communicated to the highest governance body;

The Whistleblowing Channel, available on the Bank’s website and intranet, allows the reporting of suspected or actual violations to the Code of Ethics, which are investigated internally. Periodic reports are submitted to senior management.

2-16 b) Report the total number and the nature of critical concerns that were communicated to the highest governance body during the reporting period.

Information not disclosed due to its confidentiality.

2-27 a) Report the total number of significant instances of non-compliance with laws and regulations during the reporting period, and a breakdown of this total by:

i. instances for which fines were incurred;

ii. instances for which non-monetary sanctions were incurred; 

In 2024, no significant instances of non-compliance with laws and regulations were recorded.

2-27 b) Report the total number and the monetary value of fines for instances of noncompliance with laws and regulations that were paid during the reporting period, and a breakdown of this total by:

i. fines for instances of non-compliance with laws and regulations that occurred in the current reporting period;

ii. fines for instances of non-compliance with laws and regulations that occurred in previous reporting periods;

In 2024, no significant instances of non-compliance with laws and regulations were recorded. In previous reporting periods (2017-2023), four instances of non-compliance with laws and regulations were recorded and fines amounted to R$54 thousand.

2-27 c) Describe the significant instances of non-compliance; 

Significant instances are those whose impact significantly affects the Institution’s results, image, or reputation.

2-27 d) Describe how it has determined significant instances of non-compliance.

Instances of non-compliance with social, environmental and climate-related regulations are identified based on Section VIII – Management of social, environmental and climate risks (articles 38-A, 38-B, 38-C) of the National Monetary Council’s Resolution 4,557/17.

2-15 a) Describe the processes for the highest governance body to ensure that conflicts of interest are prevented and mitigated;  

We adopt strict practices to prevent and manage conflicts of interest, always complying with current laws, such as the Brazilian Corporate Law and the Company’s Bylaws. We also follow the guidelines established in our Code of Ethics and Conduct and our Handbook on Conflicts of Interest, which can be consulted by all parties involved. As for loan operations, control is reinforced by the Related-Party Transactions Policy, which sets out clear rules for conducting such transactions.

2-15 b) Report whether conflicts of interest are disclosed to stakeholders, including, at a minimum, conflicts of interest relating to: 

2-15 b) i) cross-board membership; 

Information on cross-membership among Banrisul Group companies is available on item 7.6 of the 2024 Reference Form (page 174).

2-15 b) ii) cross-shareholding with suppliers and other stakeholders;

There are no cross-shareholdings with suppliers or other stakeholders. Information available on the 2024 Financial Statements (page 35, BRGAAAP).

2-15 b) iii) existence of controlling shareholders;

The only controlling shareholder is the State of Rio Grande do Sul.

2-15 b) iv) related parties, their relationships, transactions, and outstanding balances.

Banking transactions with related parties, including interest bearing and non-interest-bearing deposits, open market funding, loans, and service agreements, are consistently carried out under prevailing market values, terms, and rates on their respective dates and under arm’s length principles. Related party transactions are disclosed in the Financial Statements, in compliance with regulations on the matter.

2-13) Describe how the highest governance body delegates responsibility for managing the organization’s impacts on the economy, environment, and people, including:  

2-13 a) i) whether it has appointed any senior executives with responsibility for the management of impacts;  

Executive risk management is led by the Executive Superintendent of Corporate Risks.

2-13 a) ii) whether it has delegated responsibility for the management of impacts to other employees;

Executive risk management is led by the Executive Superintendent of Corporate Risks, who reports directly to the CRO. This executive coordinates the unit responsible for conducting the integrated management of risks pertaining to credit, market, IRRBB (interest rate risk in the banking book), liquidity, operational, social, environmental and climate, covering all companies in the Conglomerate, including subsidiaries.

2-13 b) Describe the process and frequency for senior executives or other employees to report back to the highest governance body on the management of the organization’s impacts on the economy, environment, and people. 

On a quarterly basis, the Board of Directors addresses the topic of social, environmental, and climate risks and responsibility, and impacts related thereto, together with the Social, Environmental, and Climate Responsibility Committee.

2-24 a) Describe how it embeds each of its policy commitments for responsible business conduct throughout its activities and business relationships, including:

2-24 a) i) How it allocates responsibility to implement the commitments across different levels within the organization; 

We operate through Banrisul’s Social, Environmental and Climate Responsibility Policy (PRASC, in Portuguese), which sets forth the assumptions, goals, principles and guidelines that drive the social, environmental and climate responsibility actions of the companies belonging to the Banrisul Prudential Conglomerate and how it operates with entities controlled by these companies or in which they own an equity stake. We established several actions under the social, environmental and climate aspects to affirm the Bank’s commitment to the most diverse sustainability topics.

Sustainability is a cross-cutting topic in Banrisul’s Strategic Plan and focuses on generating positive impacts, mitigating risks, developing sustainable solutions, and supporting its customers’ transition to a more inclusive, resilient, and low-carbon economy.

We also made other relevant commitments, such as the Financial Education Policy, which promotes inclusion and sustainable development through financial empowerment of the population, focused on microentrepreneurs and vulnerable regions.

2-24 a) ii) how it integrates the commitments into organizational strategies, operational policies, and operational procedures;

Banrisul’s Ethics Committee is responsible for implementing, disseminating, training, reviewing and updating the Code of Ethics and Conduct in order to ensure its efficacy and effectiveness, in addition to analyzing and deciding on the matters submitted to it, recommending correction of conduct or disciplinary sanctions.

The Risk Department is responsible for implementing the Social, Environmental, and Climate Responsibility Policy (PRSAC, in Portuguese), as well as the Social, Environmental, and Climate Risk Management Policy. The department carries out and oversees actions related to social, environmental, and climate issues, including impact management.
While our integrated impact management process is still being consolidated, the Bank has already established internal mitigation and oversight processes, including works by the Internal Audit, which contribute to the enabling effective actions.

The Privacy and Data Protection Governance Program was responsible for integrating data protection commitments.

2-24 a) iii) how it implements its commitments with and through its business relationships;

The principles of institutional conduct are outlined in a series of corporate policies, approved by the Board of Directors, which establish the expected behavior of employees, service providers, and suppliers. These policies are communicated by means of an Administrative Instruction.

2-24 a) iv) training that the organization provides on implementing the commitments.

All employees receive training on the Code of Ethics and Conduct and the Anti-Corruption Code.

As regards data protection, the Data Privacy and Protection Governance Program was set up this year, comprising several fronts, including the development of internal training sessions for all employees.

As regards sustainability, we promote the dissemination of sustainable practices through our communication channels with stakeholders and offer distance learning courses and themed events to our internal audience.

 2-7 a) Report the total number of employees, and a breakdown of this total by gender and by region;  

 2-7 b) Report the total number of: 

 i. permanent employees, and a breakdown by gender and by region;  

 ii. temporary employees, and a breakdown by gender and by region; 

 iii.  non-guaranteed hours employees, and a breakdown by gender and by region;  

 iv. full-time employees, and a breakdown by gender and by region;   

 v. part-time employees, and a breakdown by gender and by region;  

¹ There are no temporary, non-guaranteed hours and part-time employees.

¹ There are no temporary, non-guaranteed hours and part-time employees. There are no employees in the North and Northeast regions.

 2-7 c) Describe the methodologies and assumptions used to compile the data, including whether the numbers are reported: 

i. in head count, full-time equivalent (FTE), or using another methodology;

ii. at the end of the reporting period, as an average across the reporting period, or using another methodology;  

Data was generated based reports from HR’s own systems, considering the totals at the end of the year.

2-7 d) Report contextual information necessary to understand the data reported under 2-7-a and 2-7-b;

All permanent employees reported are full-time employees.

2-7 e) Describe significant fluctuations in the number of employees during the reporting period and between reporting periods.

In 2024, we hired employees through the IT II and clerk civil service exams.

2-2 a) List all its entities included in its sustainability reporting; 

The report integrates data from Banco do Estado do Rio Grande do Sul (operations in Brazil and, in fiscal year 2023, foreign subsidiaries) and controlled companies: Banrisul Armazéns Gerais S.A., Banrisul S.A. Corretora de Valores Mobiliários e Câmbio, Banrisul S.A. Administradora de Consórcios, Banrisul Soluções em Pagamentos S.A., and Banrisul Seguridade Participações S.A.

2-2 b) If the organization has audited consolidated financial statements or financial information filed on public record, specify the differences between the list of entities included in its financial reporting and the list included in its sustainability reporting;

The Sustainability Report presents Banrisul’s consolidated information; other entities are not included.       

2-2 c) If the organization consists of multiple entities, explain the approach used for consolidating the information, including:

2-2 c) i) whether the approach involves adjustments to information for minority interests;

The approach used in the Sustainability Report concerns the Company’s businesses and services, not necessarily its shareholding structure.           

2-2 c) ii) how the approach takes into account mergers, acquisitions, and disposal of entities or parts of entities;

There were no mergers, acquisitions or disposals in the reporting period.               

2-2 c) iii) whether and how the approach differs across the disclosures in this Standard and across material topics.

It does not.

2-18 a) Describe the processes for evaluating the performance of the highest governance body in overseeing the management of the organization’s impacts on the economy, environment, and people;

The performance evaluation process complies with Law 13,303/16 and State Decree 54,110/18 and does not encompass aspects related to the oversight of the management the Organization’s impacts on the economy, environment and people.

2-18 b) Report whether the evaluations are independent or not, and the frequency of the evaluations;

Non-independent, anonymous and individual performance evaluations are carried our every year.

2-18 c) Describe actions taken in response to the evaluations, including changes to the composition of the highest governance body and organizational practices.

All answers to the evaluation questionnaires are compiled into a report, which is sent to the Eligibility and Compensation Committee for prior analysis and then submitted to the Board of Directors for consideration. The body suggests improvements to its operations.

2-5 a) Describe its policy and practice for seeking external assurance, including whether and how the highest governance body and senior executives are involved;

Approved by the Executive Board and by the Social, Environmental and Climate Responsibility Committee and submitted to the Board of Directors. In order to reinforce the reliability of the information, the content was submitted to external and independent limited assurance, carried out by the auditing firm Deloitte Touche Tohmatsu Auditores Independentes Ltda.

2-5 b) If the organization’s sustainability reporting has been externally assured:

2-5 b) i) provide a link or reference to the external assurance report(s) or assurance statement(s);

The assurance report is attached to the 2024 Sustainability Report.

2-5 b) ii) describe what has been assured and on what basis, including the assurance standards used, the level of assurance obtained, and any limitations of the assurance process;

The assurance report is attached to the 2024 Sustainability Report.

2-5 b) iii) describe the relationship between the organization and the assurance provider.

Banrisul works with Deloitte Touche Tohmatsu Auditores Independentes Ltda. to audit its financial statements. Deloitte is an independent external entity.

2-9 a) Describe its governance structure, including committees of the highest governance body;

Banrisul’s governance is structured by the General Shareholders’ Meeting and the Fiscal Council is responsible for providing independent oversight. The Board of Directors defines the strategic guidelines, policies and goals; develops, approves and updates the values and mission statements; and supervises senior management with the support of the Internal Audit and specialized committees, such as the Audit Committee, Risk Committee, Eligibility and Compensation Committee, and Social, Environmental and Climate Responsibility Committee. The CEO and Deputy CEO are responsible for its operational management.

2-9 b) List the committees of the highest governance body that are responsible for decision-making on and overseeing the management of the organization’s impacts on the economy, environment, and people;

The Board of Directors is responsible for the Organization’s strategic decisions, considering economic, environmental and social impacts. It is advised by specialized committees. They include: Audit Committee; Risk Committee; Social, Environmental and Climate Responsibility Committee, and Eligibility and Compensation Committee.

2-9 c) Describe the composition of the highest governance body and its committees by:
i. executive and non-executive members;

ii. independence;

iii. tenure of members on the governance body;

iv. number of other significant positions and commitments held by each member, and the nature of the commitments;

v. gender 

vi. under-represented social groups;  

2-9 c) vii) competencies relevant to the impacts of the organization;

During the eligibility process, candidates’ technical qualifications and professional experience are assessed in accordance with the Institution’s Nomination and Succession Policy.

Relevant skills include knowledge of corporate and capital market legislation, disclosure of information, internal controls, code of conduct and the Anti-corruption law.

2-9 c) viii) stakeholder representation.

The Board of Directors is composed of eleven members: eight appointed by the controlling shareholder, one appointed by minority shareholders holding common shares, one appointed by minority shareholders holding preferred shares, and one appointed by employees, in accordance with legislation and internal regulations.

2-26 a) Describe the mechanisms for individuals to: 

2-26 a) i) seek advice on implementing the organization’s policies and practices for responsible business conduct;

There is no formal channel for seeking advice, only the Whistleblowing Channel, which is available for reporting concerns about misconduct.

2-26 a) ii) raise concerns about the organization’s business conduct.

Suspicions or evidence of non-compliance with these rules should be reported through the Whistleblowing Channel, which allows for the description of irregularities, with the option of anonymity, confidentiality, and protection against retaliation.

2-28 a) Report industry associations, other membership associations, and national or international advocacy organizations in which it participates in a significant role.

To share and enhance these good practices, we participate in associations linked to topics that are relevant to our sector and society, in which we highlight:

• Brazilian Bank Association (ABBC*)
• Brazilian Development Association (ABDE*)
• Brazilian Financial and Capital Markets Association (ANBIMA*)
• American Chamber of Commerce (AMCHAM)
• Interinstitutional Committee “Avança Mulher Empreendedora“
• Brazilian Bank Federation (FEBRABAN*)
• Financial Innovation Laboratory (LAB)
• United Nations Global Compact (UN)
• Impacta Mais RS Project

*Acronyms in Portuguese.

2-10 a) Describe the nomination and selection processes for the highest governance body and its committees;

The Eligibility and Compensation Committee is responsible for assessing the eligibility of candidates to management positions and statutory committees, based on the Nomination and Succession Policy, considering criteria such as experience, availability, diversity and culture. The State Attorney General’s Office confirms legal compliance.

2-10 b) Describe the criteria used for nominating and selecting highest governance body members, including whether and how the following are taken into consideration:  

2-10 b) i) views of stakeholders (including shareholders);

2-10 b) ii) diversity;

2-10 b) iii) independence; 

The Nomination and Succession Policy, developed in accordance with CMN Resolution 4,878/2020, establishes that the Banrisul must allocate seats based on Diversity when electing members for the Board of Directors. The Policy determines that when a shareholder, or group of shareholders, has 25% to 40% of the seats at the Board of Directors, it must allocate at least one seat according to diversity criteria. Additionally, at least 30% of Board members must be independent.

2-10 b) iv) competencies relevant to the impacts of the organization.  

All members must comply with legal and technical pre-requisites, such as having unblemished reputation and the required professional experience, pursuant to Law 13,303/2016 and Complementary Law 64/1990.

2-1 a) Report its legal name; 

Banrisul – Banco do Estado do Rio Grande do Sul S.A.

2-1 b) Report its nature of ownership and legal form;

Banrisul — Banco do Estado do Rio Grande do Sul S.A. is a mixed-capital, publicly traded corporation with shares traded the Brazilian stock exchange, Brasil, Bolsa, Balcão (B3), and listed on Level 1 of Corporate Governance, in addition to being traded on the over-the-counter market under the tickers BRSR3, BRSR5 and BRSR6. Controlled by the State of Rio Grande do Sul and linked to the RS Finance Department, the Bank is an indirect public administration body.

2-1 c) Report the location of its headquarters; 

Banrisul’s administrative headquarters is located in the city of Porto Alegre, state of Rio Grande do Sul.

2-1 d) Report its countries of operation.

The Bank operates only in Brazil, with branches in the states of Rio Grande do Sul, Santa Catarina, Paraná, São Paulo, Rio de Janeiro and the Federal District.

2-23 a) Describe its policy commitments for responsible business conduct, including: 

2-23 a) i) the authoritative intergovernmental instruments that the commitments reference;  

Banrisul’s regulations and policies are aligned with the UN Global Compact and the Sustainable Development Goals (SDGs).

2-23 a) ii) whether the commitments stipulate conducting due diligence;

The regulations/policies provide for the conduct of due diligence through the assignment of responsibilities and consequences at the appropriate levels.

2-23 a) iii) whether the commitments stipulate applying the precautionary principle;

The Institution seeks to anticipate possible negative impacts from climate change and prevent environmental damage before it becomes irreversible. Therefore, it adopts a GHG Mitigation and Offsetting Plan.

We also comply with resolutions established for Brazilian companies to manage psychosocial risks in the workplace, pursuant to the updated Regulatory Standard 1 (NR-1), promoted by the Ministry of Labor and Employment.

2-23 a) iv) whether the commitments stipulate respecting human rights;

Although the Bank does not have a specific human rights policy, as signatories of the Global Compact since 2013, it reinforces its commitment to protect the rights and well-being of its stakeholders, namely: employees, customers, suppliers and vulnerable individuals.

2-23 b) Describe its specific policy commitment to respect human rights, including:

2-23 b) i) the internationally recognized human rights that the commitment covers;

There is no specific policy on human rights.

2-23 b) ii) the categories of stakeholders, including at-risk or vulnerable groups, that the organization gives particular attention to in the commitment;

Banrisul gives particular attention to employees, customers, suppliers, and vulnerable individuals.

2-23 c) Provide links to the policy commitments if publicly available, or, if the policy commitments are not publicly available, explain the reason for this;

Anti-Corruption Policy

Social, Environmental and Climate Responsibility Policy (PRSAC, in Portuguese)

Annual Letter of Corporate Governance 2024 – Year 2023

Code of Ethics and of Conduct

Information and Cybersecurity Policy for Third-Party Contractors

Personal Data Protection Guidelines

2-23 d) Report the level at which each of the policy commitments was approved within the organization, including whether this is the most senior level;

Policy commitments are approved by the Board of Directors.

2-23 e) Report the extent to which the policy commitments apply to the organization’s activities and to its business relationships;

They establish the expected behavior of employees, service providers, and suppliers.

2-23 f) Describe how the policy commitments are communicated to workers, business partners, and other relevant parties.

The commitments established in institutional policies are communicated through Administrative Instructions and formalized through a Commitment Agreement, which must be signed by all employees.

2-20 a) Describe the process for designing its remuneration policies and for determining remuneration, including:  

2-20 a) i) whether independent highest governance body members or an independent remuneration committee oversees the process for determining remuneration; 

The Eligibility and Compensation Committee advises the Board of Directors on the compensation policy based on internal analysis, market practices and adjustment recommendations. The policy was revised in 2024 to strengthen competency and transparency criteria.

2-20 a) ii) how the views of stakeholders (including shareholders) regarding remuneration are sought and taken into consideration;

Compensation levels are elaborated and proposed by the Eligibility Committee, which are then approved by the Board of Directors and submitted for shareholder deliberation at the General Shareholders’ Meeting.

2-20 a) iii) whether remuneration consultants are involved in determining remuneration and, if so, whether they are independent of the organization, its highest governance body and senior executives;

No external consultants were involved in determining compensation.

2-20 b) Report the results of votes of stakeholders (including shareholders) on remuneration policies and proposals, if applicable.

This information, including criteria, composition and values, is available on our Investor Relations website to ensure transparency, comparability and continuous monitoring.

2-25 a) Describe its commitments to provide for or cooperate in the remediation of negative impacts that the organization identifies it has caused or contributed to;  

Our goal is to move toward integrated management and to establish monitoring and actions aimed at mitigating negative impacts and enhancing positive ones.
In 2024, we launched a workstream to map the impacts generated by the organization’s activities, including credit offerings and investment solutions, other financial services, administrative processes, and institutional initiatives. The goal was to identify the impacts resulting from all of the Organization’s operations.

2-25 b) Describe its approach to identify and address grievances, including the grievance mechanisms that the organization has established or participates in; 

The monitoring of negative perceptions is decentralized, according to the target audience and the source of information. Our mapped processes mainly include inquiries from shareholders or financial market professionals received through the “Contact IR” channel, or from market analysts by email. Inquiries from the general public are made through the Ombudsman service channels, which are received and handled by product and service managers. We also monitor the Complaints Ranking of the Central Bank of Brazil, which consists of public complaints registered through its service channels (internet, correspondence, in person or by telephone).

2-25 c) Describe other processes by which the organization provides for or cooperates in the remediation of negative impacts that it identifies it has caused or contributed to;  

We also identify and mitigate potential social, environmental, and climate damage caused by our activities, focusing mainly on rural loans through financing projects and budgets that are developed according to technical recommendations, considering sustainable practices that are appropriate for meeting local producers’ realities.

Therefore, we conduct a social and environmental compliance analysis prior to granting rural loans, making this one of our key control measures. This analysis checks if there are any restrictions related to the area or borrower, including factors such as overlapping with indigenous lands, preservation areas, deforestation activities, environmental embargoes (IBAMA/ICMBio), and listings for slave-like labor, among others.

If actual negative impacts are identified, our internal mechanisms allow us to respond in the right proportion to the severity of the situation which also includes, as applicable, interrupting the business relationship. To advance in this process, we plan to implement social and environmental compliance measures to be followed after the loans have been granted, aimed at monitoring of the operation during the borrower’s production cycle.

2-25 d) Describe how the stakeholders who are the intended users of the grievance mechanisms are involved in the design, review, operation, and improvement of these mechanisms;

We assess all filed reports and, if they involve corruption, they are forwarded to senior management committees. If the reports involve any of the Company’s employees, they are analyzed by the Ethics Committee for appropriate deliberations. Semiannual reports are prepared for the Whistleblowing Channel, containing quantitative and qualitative filing data and the analyses that were conducted by the channel, helping the Bank identify possible improvements to its internal processes. Annually, the Internal Controls and Compliance Report is also shared with senior management, demonstrating our commitment to continuously improving procedures and following best governance practices.

2-25 e) Describe how the organization tracks the effectiveness of the grievance mechanisms and other remediation processes, and report examples of their effectiveness, including stakeholder feedback.

Banrisul’s Ombudsman department views complaints as an opportunity to revise not only its own processes, but also detect the improvements and corrective measures that are needed for the Institution’s products and services.

Through the Integrity Program, we carry out an extensive annual assessment of planned actions, aimed at identifying actual and potential impacts. This ongoing analysis is essential for maintaining our commitment to constantly improving and enhancing our governance and management practices.

Relevant improvements are presented to the external stakeholders through the Ombudsman’s Biannual Report, published on Banrisul’s website.

2-19 a) Describe the remuneration policies for members of the highest governance body and senior executives, including:  

2-19 a) i) fixed pay and variable pay; 

Compensation for our senior management and Statutory Committees is determined annually at the General Shareholders’ Meeting. Then, the Board of Directors establishes the individual compensation of its members, based on objective and transparent criteria.

Members of the Board of Directors receive 12 monthly installments per year, solely as fixed fees, without variable compensation or additional benefits. Executive Officer receive 13 monthly installments per year, in addition to representation allowances and benefits such as profit sharing, healthcare plan, private pension plans, meal and food vouchers, and 30 days of paid vacation leave for every 12 months of work. The Executive Board’s compensation is linked to having achieved strategic goals, which directly reflect the Bank’s performance. In 2024, there were no specific targets related to ESG matters.

2-19 a) ii) sign-on bonuses or recruitment incentive payments;

The compensation policy does not provide for sign-on bonuses or recruitment incentive payments.

2-19 a) iii) termination payments;

The compensation policy does not provide for termination payments.

2-19 a) iv) clawbacks;

The Compensation policy does not provide for clawback.

2-19 a) v) retirement benefits;

Supplementary private pension plans and insurance policies. These benefits may vary according to the specific profile of each professional.

2-19 b) Describe how the remuneration policies for members of the highest governance body and senior executives relate to their objectives and performance in relation to the management of the organization’s impacts on the economy, environment, and people.

The members of the Board of Directors do not receive variable compensation, which is granted only to the Executive Board. Variable compensation is based on performance indicators aligned with the Bank’s Strategic Goals, in accordance with its Strategic Plan. It is contingent upon the achievement of targets that reflect institutional performance, covering financial indicators related to the Company’s sustainability and performance indicators linked to the respective business areas.

2-3 a) Specify the reporting period for, and the frequency of, its sustainability reporting;

Annual.

2-3 b) Specify the reporting period for its financial reporting and, if it does not align with the period for its sustainability reporting, explain the reason for this;

The Sustainability Report covers the period from January 1 to December 31, 2024, the same as the financial report.

2-3 c) Report the publication date of the report or reported information;

October XX, 2025.

2-3 d) Specify the contact point for questions about the report or reported information.

Questions may be sent to the Investor Relations team through the following channels:

Website: https://ri.banrisul.com.br/
Email: ri@banrisul-ri.com.br
Telephone: (+55 51) 3215-3232

2-4 a) Report restatements of information made from previous reporting periods and explain:

2-4 a) i) the reasons for the restatements;

Disclosure 306-5: In 2024, incineration was used for the final disposal of waste from branches affected by the flooding. This waste was categorized as non-hazardous waste and directed to final disposal, with no energy recovery.

Disclosure 306-4: Based on a more in-depth interpretation of the GRI Standard and in line with the waste management hierarchy established by Brazil’s National Solid Waste Policy, waste previously reported as sent for co-processing was reclassified as non-hazardous waste diverted from final disposal.

Disclosure 401-1: There has been a change in the calculation methodology. The rates are now calculated considering the total number of employee hires minus the total number of terminations. In 2022 and 2023, the rates were calculated considering only the total number of terminated employees.

In indicator 205-1, due to the change in the understanding of the term “operation,” there was a significant variation (increase) in the percentage of operations evaluated. Under the previous understanding, only a small portion of “credit transactions” were assessed for corruption risks, covering only credit transactions above R$ 10 million. When considering the locations of the activities as “transactions,” the assessment percentage rises to 100%.

2-4 a) ii) the effect of the restatements

Greater accuracy in operational reality, incorporating improvements in technical understanding, alignment with standards, and exceptional events that impact the management of the aforementioned indicators.

2-12 a) Describe the role of the highest governance body and of senior executives in developing, approving, and updating the organization’s purpose, value or mission statements, strategies, policies, and goals related to sustainable development;

Banrisul’s governance is led by the General Shareholders’ Meeting and the Fiscal Council is responsible for providing independent oversight. The Board of Directors defines the strategic guidelines, policies and goals; develops, approves and updates the values and mission statements; as well as supervises senior management with the support of the Internal Audit and specialized committees.

2-12 b) Describe the role of the highest governance body in overseeing the organization’s due diligence and other processes to identify and manage the organization’s impacts on the economy, environment, and people, including:  

2-12 b) i) whether and how the highest governance body engages with stakeholders to support these processes; 

The highest governance body does not engage with stakeholders to oversee due diligence processes.

2-12 b) ii) how the highest governance body considers the outcomes of these processes;

The highest governance body does not engage with stakeholders to oversee due diligence processes.

2-12 c) Describe the role of the highest governance body in reviewing the effectiveness of the organization’s processes as described in 2-12-b, and report the frequency of this review.

The highest governance body does not engage with stakeholders to oversee due diligence processes.

2-14 a) Report whether the highest governance body is responsible for reviewing and approving the reported information, including the organization’s material topics, and if so, describe the process for reviewing and approving the information;

The CRSAC, jointly with the Executive Board, is responsible for approving the materiality analysis and the Sustainability Report, which reflects the institution’s economic, social, environmental and climate impacts. The Report is forwarded to the Board of Directors for its final validation.

2-14 b) If the highest governance body is not responsible for reviewing and approving the reported information, including the organization’s material topics, explain the reason for this.

Not applicable. The Board of Directors is responsible for approving reported information.

2-22 a) Report a statement from the highest governance body or most senior executive of the organization about the relevance of sustainable development to the organization and its strategy for contributing to sustainable development. 

The Message from the CEO can be found in the Sustainability Report.

2-8 a) Report the total number of workers who are not employees and whose work is controlled by the organization and describe:

2-8 a) i) the most common types of worker and their contractual relationship with the organization;

Interns are recruited through a partnership with the Center for Business School Integration (CIEE, in Portuguese). The attaché was integrated into our staff through an employee transfer agreement between public bodies.

2-8 a) ii) the type of work they perform; 

The activities performed by interns include serving users with banking services and cashier operations, providing documents to customers, assisting in branch activities and in other departments at the Bank, among other administrative roles. The attaché was integrated into our staff through an employee transfer agreement between public bodies and performs the duties defined by said agreement.

2-8 b) Describe the methodologies and assumptions used to compile the data, including whether the number of workers who are not employees is reported:

i. in head count, full-time equivalent (FTE), or using another methodology;

ii. at the end of the reporting period, as an average across the reporting period, or using another methodology;

The figures were obtained from our database based on the total consolidated data at the end of the year.

2-8 c) Describe significant fluctuations in the number of workers who are not employees during the reporting period and between reporting periods.

The total number of interns reduced by 2% from the previous year. Two attachés retired during the year, which reflects the renewal of our team and the valuing of accumulated experience.

3-2 a) List its material topics;

Ethics, transparency and compliance;
Data privacy and security;
Innovation and technology;
Sustainable products and business;
Employee development, retention and well-being;
Climate change;
Diversity and inclusion;
Financial inclusion and education.

3-2 b) Report changes to the list of material topics compared to the previous reporting period.

In 2023, we added a new topic: climate change, which incorporated the “environmental, social, climate and eco-efficiency risk strategy” material topic. On the other hand, topics such as “sales practices and customer satisfaction,” “partner and supplier management” were no longer part of the materiality matrix. 

3-1 a) Describe the process it has followed to determine its material topics, including: 

Throughout 2024, we reviewed our materiality study to identify the most relevant topics for our operations, this time adopting the double materiality concept, which involved analyzing the financial impact of ESG topics for Banrisul and analyzing how our operations impact the environment and society. To define what topics would be considered for this analysis, the process was initiated with a benchmark study of material topics from other financial institutions and an analysis based on the sector’s context.

3-1 a) i) how it has identified actual and potential, negative and positive impacts on the economy, environment, and people, including impacts on their human rights, across its activities and business relationships;

The impacts of each topic were assessed based on reports from specialized consultancies and internal risk management documents.

3-1 a) ii) how it has prioritized the impacts for reporting based on their significance;

The impacts were classified according to their nature and financial effect on the Company.

3-1 b) Specify the stakeholders and experts whose views have informed the process of determining its material topics.

The main groups engaged in the process of determining material topics were the CEO, the department responsible for sustainability management, and the Executive Board. The online survey, held in 2022, recorded 1,315 participations from different stakeholder groups, including employees, shareholders/investors, capital markets professionals, customers, suppliers, government, NGO and social institution representatives, specialized media, labor unions, the Executive Board, Board of Directors, and Sustainability Committee.

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;  

The answers to this content are available on the “Impacts” section, on the material topics page.

3-3 c) Describe its policies or commitments regarding the material topic;

Our Information and Cybersecurity Policy follows international standards and is reviewed annually, with guidelines for continuous monitoring, operation of the Security Operations Center (SOC), engagement with suppliers, and constant updates to channel and system protection tools. We also operate an Identity Management system and maintain fraud prevention structure, actively participating in working groups at the Central Bank and Febraban.

Innovation is a strategic pillar for sustainable development, competitiveness, and value creation for society. Our initiatives are aligned with international frameworks, such as the United Nations Sustainable Development Goals (SDGs), particularly SDG 9 (Industry, Innovation, and Infrastructure) and SDG 17 (Partnerships for the Goals), as well as the Oslo Manual and the best practices recommended by the Ministry of Science, Technology, and Innovation.

3-3 d) Describe actions taken to manage the topic and related impacts, including: 

3-3 d) i) actions to prevent or mitigate potential negative impacts;

In 2024, we implemented an agile and flexible model for the approval and execution of innovation projects, through simplified workflows, criteria for prioritizing initiatives and performance indicators to measure the initiatives’ impacts and effectiveness.

The Innovation Unit conducts periodic assessments to identify and mitigate potential risks associated with projects, ensuring that negative impacts are minimized and that initiatives are aligned with the sustainability and corporate responsibility principles.

3-3 d) ii) actions to address actual negative impacts, including actions to provide for or cooperate in their remediation;

In the field of information security, we have taken a proactive stance in the face of growing social engineering attacks, which now also leverage AI to deceive users. Our awareness campaigns, such as the “Safe Internet Day” and “Digital Security Week,” were strengthened in partnership with Febraban. We also renewed our PCI DSS certification under version 4.0.1, ensuring secure card operations within the Vero network and the responsible handling of sensitive data.

Other measures included the 24/7 monitoring of suspected transactions, the operation of an Identity Management system and a fraud prevention structure, actively participating in working groups at the Central Bank and Febraban.

3-3 d) iii) actions to manage actual and potential positive impacts;

Relevant measures include participating in technology-related events and receiving awards for outstanding solutions on security, as well as adopting initiatives such as replacing the workstation fleet and implementing the Collaborative Platform in the branch network.

3-3 e) Report the following information about tracking the effectiveness of the actions taken: 

3-3 e) i) processes used to track the effectiveness of the actions;

The processes used to track the effectiveness of the actions include monitoring feedback from business channels, feedback from direct and indirect partners and periodic evaluations based on the application of UX targets, aimed at improving usability, satisfaction and user engagement.

3-3 e) ii) goals, targets, and indicators used to evaluate progress;

Among the main objectives of our innovation programs are the development of new technologies and digital channels focused on customer experience, as well as governance over the implementation, prioritization, and delivery of digital journeys.

The 2024 targets include preparing internal process manuals for the unit; structuring projects to optimize (automate or eliminate) unit processes; reducing the value of the set of contracts tendered and renewed; and ensuring that there are no relevant information security incidents.

3-3 e) iii) the effectiveness of the actions, including progress toward the goals and targets;

On the financial innovation front, our progress towards our 2024 goals fell short of our expectations; because, although the topic is strategic for the Bank, it has not yet been consolidated as a discipline within the Institution.

The verification of the effectiveness of the actions is carried out through feedback from business areas and other stakeholders, the positive reputation of digital solutions and monitoring of indicators related to the Bank’s infrastructure.

3-3 e) iv) lessons learned and how these have been incorporated into the organization’s operational policies and procedures;

Due to the need to strengthen the innovation culture and further develop the topic within the Institution, the main lesson learned in 2024 was the importance of developing more detailed actions and reducing the number of initiatives while deepening the relevance and impact of each delivery.

Lessons learned are first shared with internal teams and then documented in internal materials, corporate rules or Institutional Policies.

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).

Actively listening to our customers, combined with frequent meetings with partner areas and decision-making bodies, is essential for informing the development of solutions and measures that meet actual market needs.

The measures taken based on feedback, as well as the results obtained, are presented at meetings with partner departments, to collegiate bodies and during the review meeting. The information then presented are made available for consultation on Sharepoint, where an email address is presented for the team to send questions, feedback or requests for additional information.

305-1 a) Gross direct (Scope 1) GHG emissions in metric tons of CO₂ equivalent.  

305-1 c) Biogenic CO₂ emissions in metric tons of CO₂ equivalent. 

305-2 a) Gross location-based energy indirect (Scope 2) GHG emissions in metric tons of CO₂ equivalent.  

305-3 a) Gross other indirect (Scope 3) GHG emissions in metric tons of CO₂ equivalent.   

305-3 c) Biogenic CO₂ emissions in metric tons of CO₂ equivalent.

¹ The greenhouse gases (GHG) considered in the inventory, according to the GHG Protocol methodology, include CO₂, CH₄, N₂O, HFCs, PFCs, SF₆ and NF₃. The first complete and audited inventory was prepared in 2021, providing greater accuracy and transparency to the metrics and targets. Emissions in the 2021 base year totaled 958.9 metric tons of CO₂ equivalent. This was the first inventory prepared in full and assured by an independent third party. Emissions were calculated according to the emission factors and indexes defined by the GHG Protocol calculation tool. The information in the inventories consolidates the emissions of three companies: Banco do Estado do Rio Grande do Sul, Banrisul Soluções em Pagamentos and Banrisul Armazéns Gerais. The calculation methodology adopts the operational control and shareholding approaches, in accordance with the GHG Protocol guidelines.  
 
² Scope 2 emissions in the base year totaled 4,642.3 metric tons of CO₂ equivalent, according to the GHG Protocol methodology for converting emissions into metric tons of CO₂ equivalent. No need for recalculations was identified for recorded data.  
 
³ All greenhouse gases were taken into account in accordance with the GHG Protocol methodology, using only the categories provided for in this methodology. Scope 3 emissions in the 2021 base year totaled 5,054.4 metric tons of CO₂ equivalent. No need for recalculations was identified for the base year emissions.

201-2 a) Risks and opportunities posed by climate change that have the potential to generate substantive changes in operations, revenue, or expenditure, including: 

I) a description of the risk or opportunity and its classification as either physical, regulatory, or other; 

More than simply complying with regulatory requirements, we have adopted a proactive approach to social and environmental risk analysis. Short-term physical risks include damage to assets and infrastructure, as well as potential impacts on relationships with carbon-intensive sectors.

At the same time, we see concrete opportunities. We have intensified our support for projects focused on adaptation to climate change and resilient infrastructure. In the medium and long term, we aim to direct resources toward low-climate-risk sectors that significantly contribute to the transition to a low-carbon economy.

II) a description of the impact associated with the risk or opportunity;

We recognize that extreme weather events, such as heavy rainfall or prolonged droughts, may directly affect both our customers’ repayment capacity and the Bank’s own operations. Short-term physical risks include damage to assets and infrastructure, as well as potential impacts on relationships with carbon-intensive sectors.

III) the financial implications of the risk or opportunity before action is taken;

Portfolio concentration in vulnerable sectors may compromise the liquidity and competitiveness of our Institution.

IV) the methods used to manage the risk or opportunity;  

We use georeferencing technology to monitor financed areas, applying filters that help identify overlaps with protected areas, inadequate land use practices, signs of deforestation, and other sensitive issues. These analyses are an essential part of our credit granting process.

We monitor the credit portfolio monthly, paying special attention to high-exposure transactions. We assess the sector of activity, customers’ risk management capacity, location of operations, and factors that may exacerbate or mitigate impacts. We also maintain a Liquidity Contingency Plan that accounts for stress scenarios caused by social, environmental, or climate-related risks.

V) the costs of actions taken to manage the risk or opportunity.

In 2024, the cost of actions taken to manage risks or opportunities totaled R$ 719,276.32.

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;  

The answers to this content are available on the “Impacts” section, on the material topics page.

3-3 c) Describe its policies or commitments regarding the material topic;

The Social, Environmental and Climate Risk Policy sets forth the guidelines that drive the management of such risks within Banrisul. The policy was developed based on CMN Resolution 4,557/17, which provides for the implementation of a risk management structure and a capital management structure.

3-3 d) Describe actions taken to manage the topic and related impacts, including:

3-3 d) i) actions to prevent or mitigate potential negative impacts; 

Among the key initiatives for reducing emissions, we highlight the migration of consumption to 100% renewable energy sources, the implementation of the process for using energy from distributed generation, and the ongoing modernization of air conditioning systems.

3-3 d) ii) actions to address actual negative impacts, including actions to provide for or cooperate in their remediation;

Through strategic initiatives such as reducing greenhouse gas emissions and investments in renewable energy, we seek to mitigate our contribution to global warming.

Banrisul Reconstruir RS Program: This initiative was essential at that time to support the reconstruction of the affected communities, mobilizing resources and strategies for both emergency and long-term structural actions. The program included financial support to customers, debt renegotiation, fee exemption, emergency lines of credit and full support for affected employees. These actions were essential to guaranteeing the continuity of our services and mitigating the impacts of the tragedy.

3-3 d) iii) actions to manage actual and potential positive impacts;

We have been measuring our GHG emissions for four years, and have continuously improved our management, mitigation, and offsetting practices. In 2024, we conducted a detailed climate diagnosis of our loan portfolio and supplier chain, with the goal of identifying sectors with higher environmental impact and mapping exposure to social and environmental risks.

3-3 e) Report the following information about tracking the effectiveness of the actions taken:

3-3 e) i) processes used to track the effectiveness of the actions;  

We conduct periodic surveys, such as the Net Promoter Score (NPS), to assess customer satisfaction and loyalty, ensuring the continuous improvement of our products, services, and processes.

Our greenhouse gas inventory is annually audited by an independent third party to verify whether the information collected and the emissions calculation are in accordance with the GHG Protocol methodology, for subsequent publication of the results in the Public Emissions Registry.

3-3 e) ii) goals, targets, and indicators used to evaluate progress;

In the Greenhouse Gas Mitigation and Offsetting Plan, approved since 2022, we have set a target of reducing Scope 1 and 2 GHG emissions by 25% by 2030, in addition to fully offsetting the remaining emissions through our annual carbon neutral project. The plan provides for the offsetting of Scope 1 emissions verified through the greenhouse gas inventory, with the acquisition of equivalent carbon credits, and of Scope 2 emissions, through the use of renewable energy certificates to demonstrate the traceability of the energy used by Banrisul, which comes from renewable sources.

3-3 e) iii) the effectiveness of the actions, including progress toward the goals and targets;

In 2024, the migration to the free energy market led to over 48% of the energy consumed being generated from renewable sources, avoiding the emission of approximately 804 metric tons of CO₂ equivalent.

3-3 e) iv) lessons learned and how these have been incorporated into the organization’s operational policies and procedures;

The perception of the need for permanent monitoring of the greenhouse gas inventory’s emission categories required the implementation of data collection routines with the responsible departments, allowing at least Scope 1 and 2 emissions to be monitored monthly. Similarly, for Scope 3 categories, such as business travel and commuting emissions, lessons learned from previous years’ inventories have enabled the implementation of process improvements aimed at qualifying the database of employees and specific departments that provide the data.

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).

Engagement with stakeholders occurs when collecting data necessary for monitoring greenhouse gas emissions. Several stakeholder groups are engaged in this process, including employees, service providers, the Board of Directors and the Social, Environmental, and Climate Risk Committee, in the feedback on and evaluation of sustainability reports, whenever necessary.

The Social, Environmental, and Climate Risk Committee receive periodic update reports on climate matters, issuing their respective feedback.

1) Whether the organization has implemented auditing systems for its environmental and social risk assessment policies.

Banrisul’s Internal Audit department reports directly to the Board of Directors and operates under a broad scope of attributions, covering all activities of the Bank and its conglomerate companies.

Among the audits carried out, we highlight the compliance with CMN Resolutions 4,945/2021 and 4,557/2017, which address the Social, Environmental and Climate Responsibility Policy (PRSAC, in Portuguese) and the related risk management.

2) Any exclusions or limitations to the audit coverage of regions or products and services.

There are no exclusions or limitations to audit coverage related to regions or products and services.

3) Whether the audit(s) was carried out using internal/ external auditor(s). 

Internal Audit.

4) The names of any standards utilized for the audit.

CMN Resolution 4,945, of September 15, 2021;

CMN Resolution 4,557, of February 23, 2017.

5) Follow-up actions (if any) to overall findings of the audit(s).

These audits are carried out periodically and presented to senior management, ensuring transparency and alignment with regulatory standards.

During this process, we identified improvement opportunities for managing Social, Environmental and Climate Risk, such as setting exposure limits and creating specific policies and processes. Corrective actions in the subsidiaries are underway, with completion expected by June 2025. We are also improving management reports and the process of identifying, controlling and mitigating these risks.

1) The entity shall describe its approach to the incorporation of environmental, social and governance (ESG) factors in its credit analysis.

We incorporated ESG elements into our credit risk management by analyzing sectors, locations, customers, and operational data. We use our own Social, Environmental, and Climate Risk Taxonomy methodology, which is aligned with FEBRABAN’s Green Taxonomy, to identify sensitive sectors and define specific protocols, such as the risk management protocol for illegal deforestation in the beef supply chain.

3) The entity shall describe the policies that determine its approach to the incorporation of ESG factors in its credit analysis.

Our Social, Environmental and Climate Risk Management Policy establishes responsibilities at all corporate levels, from senior management to operational areas. These topics are governed by the Internal Audit, the Social, Environmental and Climate Responsibility Committee, the Risk Department, and other specialized areas.

4) The entity shall discuss how it incorporates ESG factors when estimating credit losses over the contractual term of the entity’s financial assets

We incorporated ESG aspects into the Stress Testing Program and microeconomic analyses, evaluating factors such as water and energy consumption, biodiversity preservation, and the use of natural resources in the sectors being financed. These aspects are also included for calculating Allowances for Loan Losses, thus ensuring greater consistency in the loan granting process.

5) The entity shall describe its approach to implementation of the aspects of the entity’s ESG incorporation practices.

We incorporated ESG elements into our credit risk management by analyzing sectors, locations, customers, and operational data. We use our own Social, Environmental, and Climate Risk Taxonomy methodology, which is aligned with FEBRABAN’s Green Taxonomy, to identify sensitive sectors and define specific protocols, such as the risk management protocol for illegal deforestation in the beef supply chain.

6) The entity shall describe its oversight and accountability approach to the incorporation of ESG factors.

The Social, Environmental and Climate Risk Management Policy establishes responsibilities at all corporate levels, from senior management to operational areas. These topics are governed by the Internal Audit, the Social, Environmental and Climate Responsibility Committee, the Risk Department, and other specialized areas.

7) The entity shall discuss whether it conducts scenario analysis or modelling in which the risk profile of future ESG trends is calculated at the portfolio level of commercial and industrial credit exposure. 

In the methodological process of the Social, Environmental and Climate Risk Taxonomy, sectors are assessed based on their exposure. For social and environmental aspects, the analysis is based on historical data on past occurrences. As for climate risk, in addition to historical data, trends and factors that impact the activity are also examined, especially in the context of the transition to a low-carbon economy.

The Stress Testing Program evaluates future scenarios in which these exposures (social, environmental and climate-related) are intensified, assessing the Institution’s resilience to events of this nature.

Information on the Stress Testing Program are available in the  Social, Environmental and Climate Risks and Opportunities Report.

8) The entity shall discuss ESG trends it considers apply broadly in terms of their effect on sectors and industries, as well as the trends it deems as sector- or industry-specific. 

In line with its Social, Environmental and Climate Responsibility Policy (PRSAC, in Portuguese), the Institution has total or partial restrictions on granting credit to certain sectors of the economy due to social, environmental or climate aspects. The list of economic sectors subject to business restrictions considers both the vulnerability and the impact of these sectors on ESG aspects.

Considering the relationship between deforestation and resulting climate impacts, the Institution manages the risk of illegal deforestation within its loan portfolio. It is committed to ensuring that its loan operations with slaughterhouses and beef processing plants are free from illegal deforestation.

9) The entity shall describe significant concentrations of credit exposure to ESG factors, which may include carbon-related assets, water-stressed regions and cybersecurity risks. 

No significant concentrations of credit exposure were identified.

Information on concentrations are available in the  Social, Environmental and Climate Risks and Opportunities Report.

10) The entity shall describe how ESG factors are incorporated in the assessment of and influence the entity’s views on:

We incorporated ESG aspects into the Stress Testing Program and microeconomic analyses, evaluating factors such as water and energy consumption, biodiversity preservation, and the use of natural resources in the sectors being financed. These aspects are also included for calculating Allowances for Loan Losses, thus ensuring greater consistency in the loan granting process.

203-1 a) Extent of development of significant infrastructure investments and services supported.

In 2024, we sponsored more than 436 projects and made 25 donations, benefiting multiple regions across the state.

203-1 b) Current or expected impacts on communities and local economies, including positive and negative impacts where relevant.

We remain committed to investing in culture, education, sports, and technological innovation. We evaluate each initiative carefully, taking into account its relevance to the social, cultural, and economic contexts of the communities served.

203-1 c) Whether these investments and services are commercial, in-kind, or pro bono engagements.

In-kind.

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;

The answers to this content are available on the “Impacts” section, on the material topics page.

3-3 c) Describe its policies or commitments regarding the material topic;

Our commitment to environmental, social and governance (ESG) principles has evolved significantly in recent years and we have significantly strengthened our corporate governance through new policies, statutory adequacy, and consolidated structures that ensure all decisions are made with ethics, transparency, and responsibility.

3-3 d) Describe actions taken to manage the topic and related impacts, including:

3-3 d) i) actions to prevent or mitigate potential negative impacts; 

There are no potential negative impacts related to the topic.

3-3 d) ii) actions to address actual negative impacts, including actions to provide for or cooperate in their remediation;

In a year deeply marked by the weather disaster that hit Rio Grande do Sul, during the flooding, we adopted emergency measures to support the population, ensure the continuity of our operations and contribute to rebuilding the state.

We rely on a network of partner technicians who develop projects and prepare financing budgets based on sustainable practices that are adapted to local producers’ realities. This helps mitigate risks, reduce negative impacts, and enables more assertive interventions, as needed.

Transactions with higher risk exposure are submitted to more detailed assessments, including the verification of licenses, social and environmental compliance, georeferencing and collaterals.

3-3 d) iii) actions to manage actual and potential positive impacts;

In this context, we also made significant progress in managing positive impacts, carrying out a structured work with specialized consultancy support to map our main sources of impact and propose actions to enhance the effects of our operations. This effort is complemented by the work of the Internal Audit, which supports the implementation of effective measures by monitoring not only regulatory compliance but also the effectiveness of the socio-environmental mitigation actions adopted.

3-3 e) Report the following information about tracking the effectiveness of the actions taken:

3-3 e) i) processes used to track the effectiveness of the actions;

Through external audits, specialized consulting services, participation in programs such as the GHG Protocol and the CDP, and the preparation of technical and sustainability reports. 

3-3 e) ii) goals, targets, and indicators used to evaluate progress;

Our 2024–2026 Strategic Plan includes actions to reduce CO₂ emissions, increase energy efficiency, conserve soil, and strengthen social and environmental management.

3-3 e) iii) the effectiveness of the actions, including progress toward the goals and targets;

While our integrated impact management process is still being consolidated, we’ve already established internal mitigation and oversight mechanisms, including works by our Internal Audit, which contribute to the effectiveness of our actions.

3-3 e) iv) lessons learned and how these have been incorporated into the organization’s operational policies and procedures;

The revision of our Social, Environmental, and Climate Responsibility Policy in 2024 incorporated methodologies for classifying sustainable products.

Throughout the year, we deepened our knowledge of sustainable finance and incorporated these lessons learned into our internal practices and policies, aligning our actions with the sector’s best practices.

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).

Stakeholder feedback is incorporated through satisfaction surveys, customer service channels, the Whistleblowing Channel, and ongoing communication with investors and regulators. This input directly contributes to the improvement of internal processes, such as adapting procedures and including additional requirements in compliance checklists, aligning practices with the expectations of shareholders and investors.

To ensure the effectiveness of these actions, we rely on a Communication Plan that defines the strategies and channels used to provide clear and accessible information to our stakeholders.

 1) Monetary value of products and services designed to deliver a specific social and environmental benefit for each business line broken down by purpose.

¹ We adopt the current nomenclature for sustainable products, but the purpose and accounting balance include the historical record of the line.²Refers to the Bank’s credit portfolio.

² Refers to the Bank’s credit portfolio.

1) The entity shall describe the processes and policies that are set out in its whistleblower programme, including internal compliance programmes; whistleblower hotline details (for example, whether it is managed by an independent third party); reference to, and publication of, the hotline number (for example, within corporate compliance manuals or codes of ethics); whistleblower incentives for reporting violations; and methods for submitting tips.

Banrisul’s Anti-Corruption Policy establishes guidelines, procedures and controls aimed at preventing and mitigating acts of corruption. Updated periodically in compliance with current legislation, the policy seeks continuous improvement of internal controls and adhesion to best market practices.

Operational risk management includes identifying and evaluating events related to internal fraud, such as irregular conduct by employees who may offer or receive undue advantages, as well as flaws in our processes for identifying and investigating suspicious transactions.

The Whistleblowing Channel is managed internally to ensure confidentiality and to protect whistleblowers who use the channel in good faith against any form of retaliation, regardless of the outcome of the investigations.

We disclose all available channels to the entire workplace, reaffirming our commitment to transparency, active listening and responsibly managing our relationships.

Additional information is available on our website: www.banrisul.com.br.

Failure to comply with the policy or related regulations are subject to corrective measures that are proportional to the violator’s relationship with Banrisul:

• Employees: subject to the penalties set forth in the Personnel Regulation , according to the severity of the violation;
• Executive Officers and members of boards and committees: the Internal Audit will report the case to the Board of Directors , as defined in the Whistleblowing Channel Policy;
• Interns or contractors: subject to the penalties set forth in their respective contracts.

Omitting irregularities is also subject to liability. Managers, employees or other stakeholders who become aware of violations and fail to report them to the Strategy and People Management Unit or the Whistleblowing Channel may be held liable for collusion.

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;

The answers to this content are available on the “Impacts” section, on the material topics page.

3-3 c) Describe its policies or commitments regarding the material topic;

Banrisul’s Integrity Program is based on transparency and accountability practices and covers the Anti-Corruption Policy, the Code of Ethics and Conduct, the Whistleblowing Channel Policy, and the Internal Controls and Compliance Report.

3-3 d) Describe actions taken to manage the topic and related impacts, including:

3-3 d) i) actions to prevent or mitigate potential negative impacts; 

There were no potential negative impacts related to the topic.

3-3 d) ii) actions to address actual negative impacts, including actions to provide for or cooperate in their remediation;

Reports received through the Institution’s Whistleblowing Channel are monitored and investigated. The Whistleblowing Channel is available on our website and intranet, in which our stakeholders, including employees, customers, users, suppliers and business partners, can report any type of suspected illegal situations, flaws in control measures, non-compliance with internal policies and suspected violations to Banrisul’s Code of Ethics and Conduct.

3-3 d) iii) actions to manage actual and potential positive impacts;

We offer employee training, in addition to review and update Banrisul’s Code of Ethics and of Conduct.

3-3 e) Report the following information about tracking the effectiveness of the actions taken:

3-3 e) i) processes used to track the effectiveness of the actions;  

Semiannual reports are prepared for the Whistleblowing Channel, containing quantitative and qualitative filing data and the analyses that were conducted by the channel, which are then sent to senior management. These efforts are aimed at helping the Bank identify possible improvements to its internal processes. The Internal Controls and Compliance Report is annually submitted to senior management.

3-3 e) ii) goals, targets, and indicators used to evaluate progress;

The standards and policies related to our Integrity Program are reviewed and updated annually, and all employees must undergo mandatory integrity training. According to the Whistleblowing Channel Policy, reports must be addressed within 45 days.

3-3 e) iii) the effectiveness of the actions, including progress toward the goals and targets;

The effectiveness of the measures is assessed through both quantitative and qualitative information, including the analysis of reports received through the Whistleblowing Channel, as documented in the half-yearly reports.

3-3 e) iv) lessons learned and how these have been incorporated into the organization’s operational policies and procedures;

The standards and policies related to our Integrity Program are reviewed and updated annually, incorporating lessons learned.

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).

Through the Whistleblowing Channel, available on our website and corporate intranet, our employees, members of management and statutory committees, customers, users, business partners and suppliers can report any type of suspected illegal situations, flaws in control measures, non-compliance with internal policies and suspected violations to our Code of Ethics and Conduct, related to the activities of Banrisul Group. The effectiveness of the measures is communicated through half-yearly reports on the Whistleblowing Channel and the annual Internal Controls and Compliance Report, which are shared with senior management, demonstrating our commitment to the continuous improvement of procedures and best governance practices.

205-1 a) Total number and percentage of operations assessed for risks related to corruption. 

In 2024, 47 administrative units underwent a comprehensive assessment, based on the operational risk evaluation, which involves identifying controls and encompasses the risk of internal fraud.  In terms of compliance with internal processes, we assessed 100% of our 494 branches. As for our subsidiaries, they are 100% assessed for corruption risk.

205-1 b) Significant risks related to corruption identified through the risk assessment. 

Operational risk management includes identifying and evaluating events related to internal fraud, such as irregular conduct by employees who may offer or receive undue advantages, as well as flaws in our processes for identifying and investigating suspicious transactions.

404-1 a) Average hours of training that the organization’s employees have undertaken during the reporting period, by: 

i. gender;

ii. employee category.

¹ To calculate the average number of hours, we used the total number of training hours per employee divided by the number of employees by gender.

² Interns are not included in this calculation.

³ The 2024 figures were impacted by the flood that occurred in May, which required Banrisul to operate under a contingency regime for about 30 days. The flood also led to the suspension of events in Rio Grande do Sul, damage to Porto Alegre airport, and restrictions on interstate travel, affecting participation in events until December 2024.

¹ To calculate the average number of hours, we used the total number of training hours per employee divided by the number of employees by employee category.

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;  

The answers to this content are available on the “Impacts” section, on the material topics page.

3-3 c) Describe its policies or commitments regarding the material topic;

There is no specific policy linked to the topic, as the human capital development guidelines are embedded across various institutional programs within the Bank. We believe Banrisul’s success is directly tied to its people. That is why we foster a safe, respectful and equitable work environment that encourages engagement and values each employee.

3-3 d) Describe actions taken to manage the topic and related impacts, including:

3-3 d) i) actions to prevent or mitigate potential negative impacts; 

We offer all our employees our self-managed healthcare plan, called Cabergs, with coverage across several regions; annual flu vaccinations and guidance on health and wellness; and run programs such as blood donation campaigns and “Quinta da Saúde” (Health Thursday), with lectures on several topics.

We also offer other programs for our employees’ well-being, such as the Work-related Accident Program (PROAT), the Prevention and Treatment of Problems Related to Alcohol and Other Drug Abuse Program (PAD), the Attention and Support to Employees in Stressful Situations Program (PASS, all acronyms in Portuguese), the Protocol for Welcoming and Supporting Employees with Disabilities in the Workplace, the Workplace Exercise Program, in addition to maintaining our Running (Banrirunners), Walking, and Cycling (Banribike) groups.

3-3 d) iii) actions to manage actual and potential positive impacts;

Actions are carried out through the Occupational Health Medical Control Program, via occupational medical examinations. In order to make users’ access easier, the periodic exams are preferably performed at the workplace, avoiding travel inconveniences and enabling an organizational assessment of the work environment by the hired professional. When this is not feasible, an alternative is to seek out the nearest occupational health clinic or medical office. This scope covers only Banrisul employees. Regarding outsourced workers, the service is implemented by the contractor’s SESMT.

3-3 d) iii) actions to manage actual and potential positive impacts;

Training Program for teams in the branch network and in the General Management, with in-person and remote learning paths. We also expanded the Banrisul distance learning platform with new content.

We also offer the 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), in addition to flu vaccination campaigns.

3-3 e) Report the following information about tracking the effectiveness of the actions taken:

3-3 e) i) processes used to track the effectiveness of the actions;  

We comply with the security regulations established by several entities, ensuring the safety of everyone in our branches and across all our units.

3-3 e) ii) goals, targets, and indicators used to evaluate progress;

Progress is evaluated through indicators such as number of participants in training programs and campaigns, number of training hours, level of satisfaction with training programs and employee testimonials.

3-3 e) iii) the effectiveness of the actions, including progress toward the goals and targets;

Periodically, quantitative data on trained employees are shared with the Executive Board and employees in articles published in the internal portal.

3-3 e) iv) lessons learned and how these have been incorporated into the organization’s operational policies and procedures;

We foster learning through courses on financial education, focusing on topics such as expense planning, emergency fund, debt and financing. We also incorporated lessons learned such as increasing the use of sign language translators and interpreters at events, meetings and training sessions, reinforcing our commitment to inclusion.

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).

The Onboarding Program for New Employees, as well as the Training Program for career advancement, were developed through co-creation led by the Corporate University, engaging administrative units, the Branch Network, and affiliated companies of the Banrisul Group. Our initiatives are promoted through the Onboarding Program for New Employees, which received the Top Ser Humano ABRH award in 2024.

401-1 a) Total number and rate of new employee hires during the reporting period, by age group, gender and region.  

b) Total number and rate of employee turnover during the reporting period, by age group, gender and region.

¹ The rates were calculated based on the total number of hired employees.

¹ The rates were calculated based on the total number of employees hired.

¹ The rates were calculated based on the total number of employees hired.

¹ There was a change in the calculation methodology in 2024. The rates are now calculated based on the difference between the total number of employee hires minus the total number of terminations. In 2022 and 2023, the rates were calculated considering only the total number of terminated employees. Due to this restatement, 2024 results may differ from previous years. | GRI 2-4

¹ There was a change in the calculation methodology in 2024. The rates are now calculated based on the difference between the total number of employee hires minus the total number of terminations. In 2022 and 2023, the rates were calculated considering only the total number of terminated employees. Due to this restatement, 2024 results may differ from previous years. | GRI 2-4

¹ There was a change in the calculation methodology in 2024. The rates are now calculated based on the difference between the total number of employee hires minus the total number of terminations. In 2022 and 2023, the rates were calculated considering only the total number of terminated employees. Due to this restatement, 2024 results may differ from previous years. | GRI 2-4

404-2 a) Type and scope of programs implemented and assistance provided to upgrade employee skills.

We launched Banrieduca, a new external platform that offers free courses to Banrisul’s general public. Initially, we are offering five courses on financial education, focusing on topics such as expense planning, emergency fund, debt and financing. Our branch employees also receive training to offer services in Libras (Brazilian sign language), and we use sign language translators and interpreters at events, meetings and training sessions.

Among initiatives target at internal stakeholders, in 2024, we highlight the investments made through the Training Program for teams in the branch network and in the General Management, with in-person and remote learning paths. We expanded the Banrisul distance learning platform with new content and completed the specific courses on agribusiness and foreign exchange. We also offered training in Supplementary Private Pension plans, in partnership with UniAbrapp.

404-2 b) Transition assistance programs provided to facilitate continued employability and the management of career endings resulting from retirement or termination of employment.

There are no specific transition assistance programs.

403-6 a) An explanation of how the organization facilitates workers’ access to non-occupational medical and healthcare services, and the scope of access provided.

When it comes to personal health, our employees have access to Cabergs, our self-managed healthcare plan, with coverage across several regions.

403-6 b) A description of any voluntary health promotion services and programs offered to workers to address major non-work-related health risks, including the specific health risks addressed, and how the organization facilitates workers’ access to these services and programs.

We offer several health services and programs targeted at our employees’ well-being, including the prevention and treatment of non-work-related health risks. Key programs include: Prevention and Treatment of Problems Related to Alcohol and Other Drug Abuse Program (PAD); Attention and Support to Employees in Stressful Situations Program (PASS); Workplace Exercise Program; in addition to annual flu vaccination campaigns and the running (Banrirunners), walking, and cycling (Banribike) groups. Employees are also encouraged to participate in competitions and sports events, such as street races and marathons.

403-1 a) A statement as to whether an occupational health and safety management system has been implemented, including whether:

I) the system has been implemented due to legal requirements and a list of the requirements; 

For us, the health, safety, and well-being of our employees are fundamental elements, directly impacting both their quality of life and the results of our Institution. To ensure a safe and healthy work environment, we implemented a safety management system, overseen by the Internal Accident Prevention Committee (CIPA, in Portuguese).

Among the legal requirements for Occupational Safety and Health (OSH) covered by our Program, we highlight Regulatory Standard NR 01 – Risk Management Program (PGR, in Portuguese).

II) the system has been implemented based on recognized risk management and/or management system standards/guidelines and, if so, a list of the standards/guidelines.

We comply with the security regulations established by several entities, ensuring the safety of everyone in our branches and across all our units. Main entities are:

• Ministry of Labor and Social Security;
• Public Ministry of Labor;
• Fundacentro (a government foundation linked to the Ministry of Labor);
• Brazilian Health Regulatory Agency (Anvisa, in Portuguese);
• Occupational Safety and Health Administration (OSHA);
• National Institute for Occupational Safety and Health (NIOSH);
• American Conference of Governmental Industrial Hygienists (ACGIH);
• Collective Bargaining Agreement.

b) A description of the scope of workers, activities, and workplaces covered by the occupational health and safety management system, and an explanation of whether and, if so, why any workers, activities, or workplaces are not covered.

All the Institution’s employees are covered by the same worker protection initiatives in all the Bank’s units.

403-3) The reporting organization shall report the following information:

a) Whether there are workers whose work, or workplace, is controlled by the organization, involved in occupational activities who have a high incidence or high risk of specific diseases. 

To ensure a safe and healthy work environment, we implemented a safety management system, overseen by the Internal Accident Prevention Committee (CIPA, in Portuguese). This system covers a broad set of actions and initiatives, primarily the Risk Management Program (PGR), the Occupational Health Medical Control Program (PCMSO), and Ergonomic Work Analyses (AET, all acronyms in Portuguese). These programs apply to all our employees , in all administrative units and branches as well as senior management.

405-1 a) Percentage of individuals within the organization’s governance bodies in each of the following diversity categories:

405-1 a) i) gender;

405-1 a) ii)  age group: under 30 years old, 30-50 years old, over 50 years old;

405-1 a) iii) other indicators of diversity where relevant (such as minority or vulnerable groups).

¹ Currently, there are no self-declared brown, Indigenous, yellow or disabled people among the members of our governance bodies.

405-1 b) Percentage of employees per employee category in each of the following diversity categories:

405-1 b) i) gender;

405-1 b) ii) age group: under 30 years old, 30-50 years old, over 50 years old;

405-1 b) iii) other indicators of diversity where relevant (such as minority or vulnerable groups).

¹ There are no yellow or Indigenous people in the superintendent, assistant and intern positions.

² There are no yellow people in the Others category.

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;

The answers to this content are available on the “Impacts” section, on the material topics page.

3-3 c) Describe its policies or commitments regarding the material topic;

There are no specific policies or commitments on the subject.

3-3 d) Describe actions taken to manage the topic and related impacts, including:

3-3 d) i) actions to prevent or mitigate potential negative impacts; 

There are no potential negative impacts related to the topic.

3-3 d) ii) actions to address actual negative impacts, including actions to provide for or cooperate in their remediation;

Banrisul established an area dedicated to the diversity topic and created affinity groups (gender, race and ethnicity, people with disabilities and LGBT+), in addition to a Diversity, Equity and Inclusion Committee. This structure aims to plan actions, monitor indicators, and promote training to foster dialogue on diversity and inclusion.

3-3 d) iii) actions to manage actual and potential positive impacts;

We monitor demographic data related to diversity, equity and inclusion indicators.

3-3 e) Report the following information about tracking the effectiveness of the actions taken:

3-3 e) i) processes used to track the effectiveness of the actions;  

The Diversity, Equity and Inclusion Committee holds monthly meetings to discuss actions and plans related to the Institution’s intentions on the subject.

3-3 e) ii) goals, targets, and indicators used to evaluate progress;

It is established that when a shareholder or group of shareholders holds between 25% and 40% of the board seats, at least one seat must be allocated to diversity.

3-3 e) iii) the effectiveness of the actions, including progress toward the goals and targets;

Through affinity groups and the monitoring of diversity indicators, diversity initiatives are reported annually and incorporated into internal promotion practices, reinforcing inclusion in Human Resources policies.

3-3 e) iv) lessons learned and how these have been incorporated into the organization’s operational policies and procedures;

Lessons learned have led to changes to internal communication, implementation of monthly actions on topics related to the affinity groups, and webinars on diversity.

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).

Diversity actions are reported in annual meetings and  incorporated into internal practices, reinforcing inclusion in Human Resources policies.

1) The entity shall disclose the amount of card-related fraud losses incurred during the reporting period.

In 2024, we recorded R$25.6 thousand in losses from internal fraud and R$2.8 million related to card fraud in the individual and corporate portfolios.

2) The entity shall disclose card-related fraud losses as (1) card-not-present (CNP) and (2) card-present and other fraud losses.

Banrisul does not differentiate between gift and non-gift card fraud. The amount reported refers to the total of these two types of fraud.

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;  

The answers to this content are available on the “Impacts” section, on the material topics page.

3-3 c) Describe its policies or commitments regarding the material topic;

Data privacy and security are core values for us at Banrisul. We recognize our responsibility as a financial institution and our social impact in Brazil’s South region, which motivates us to maintain ethical, secure, and transparent operations.

As part of this commitment, we structured the Personal Data Privacy and Protection Governance Program, in addition to keeping our Data Privacy and Protection Policies constantly updated.

3-3 d) Describe actions taken to manage the topic and related impacts, including:

3-3 d) i) actions to prevent or mitigate potential negative impacts; 

3-3 d) ii) actions to address actual negative impacts, including actions to provide for or cooperate in their remediation;

Forming a Crisis Committee to address incidents involving personal data.  The formalization of this process aims to guarantee the appropriate prevention, response and treatment of incidents involving personal data related to Banrisul and its customers, including the means/processes that must be implemented to mitigate and/or remedy adverse impacts.

3-3 d) iii) actions to manage actual and potential positive impacts;

We develop an annual communication plan focusing on data privacy and protection, which also includes publications on the Bank’s social media pages. Additionally, the Privacy Policy is always updated with the latest information.

3-3 e) Report the following information about tracking the effectiveness of the actions taken:

3-3 e) i) processes used to track the effectiveness of the actions;

In 2024, we continued to report quarterly to the Audit Committee, with the aim of evaluating the practices, rules and mechanisms adopted by Banrisul.

3-3 e) ii) goals, targets, and indicators used to evaluate progress;

Goals and targets are not available for disclosure as they are confidential.

3-3 e) iii) the effectiveness of the actions, including progress toward the goals and targets;

Our Internal Audit confirmed that the procedures adopted by the Financial Crime Prevention and Privacy Governance unit achieved their objectives, thus ensuring the matter is being effectively managed.

3-3 e) iv) lessons learned and how these have been incorporated into the organization’s operational policies and procedures;

At the end of each year, we carry out an extensive assessment of planned actions, aimed at identifying their actual and potential impacts. Actions with proven favorable results are maintained and repeated in the following year, as needed.

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).

In 2024, we focused on both internal and external communication, in line with our commitment to engaging stakeholders. One of our focus areas included protecting data, with efforts particularly geared towards digital protection. In terms of internal communication, our initiatives include distance learning training sessions and to disseminate actions regarding data management and protection on our intranet page. For the external audience, we publish information on Banrisul’s website (Security and Privacy menu) and on the websites of its subsidiaries (Banrisul Consórcio, Banrisul Corretora and Banrisul Cartões).

418-1 a) Total number of substantiated complaints received concerning breaches of customer privacy, categorized by:

i) complaints received from outside parties and substantiated by the organization;

ii) complaints from regulatory bodies.

418-1 b) Total number of leaks, thefts, or losses of customer data that have been identified.

418-1 c) If the organization has not identified any substantiated complaints, a brief statement to that effect will suffice.

¹ The Ombudsman’s Office classifies the complaints received by its channels into topic, item and root cause. Regarding subject, , there is a “bank secrecy” item, which is under the topic “other subjects” and the root cause “LGPD” (Brazilian General Data Protection Law). In 2024, three customer complaints involving banking secrecy and/or the LGPD were filed with the Ombudsman’s Office, including external bodies, all classified as unsubstantiated; there are also complaints filed with the Central Bank of Brazil, classified as substantiated or it is not carried out by the Central Bank itself.

² In 2024, the Ombudsman’s Office did not receive any requests from regulatory agencies, only from the Central Bank. The complaint received via the Central Bank, however, was dismissed by that body.

³ None of the three complaints received via the Ombudsman’s service channels classified under the item “Total number of leaks, thefts or losses of customer data that have been identified” or under the LGPD root cause, were considered substantiated. I.e. , no data breach was identified while handling these complaints.

a) Report the list of initiatives to make facilities and services accessible to disadvantaged peoples.

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;  

The answers to this content are available on the “Impacts” section, on the material topics page.

3-3 c) Describe its policies or commitments regarding the material topic;

We operate based on Banrisul’s Institutional Policy on Financial Education, established by the Board of Directors and reviewed annually. This internal policy was designed to provide guidance to internal stakeholders so they can assist our customers in personal and family budgeting, building financial savings and resilience, and preventing default and over-indebtedness.

3-3 d) Describe actions taken to manage the topic and related impacts, including:

3-3 d) i) actions to prevent or mitigate potential negative impacts; 

No potential negative impacts have been identified.

3-3 d) ii) actions to address actual negative impacts, including actions to provide for or cooperate in their remediation;

The implementation of Banrisul’s Institutional Financial Education Policy is supported by financial education multipliers, appointed by the Regional Superintendencies, and by the use of the Banrisul Moodle platform, which enables the recording of evidence and the exchange of best practices among teams.

3-3 d) iii) actions to manage actual and potential positive impacts;

Use of the Banrisul Moodle platform, which enables the recording of evidence and the exchange of best practices among teams.

3-3 e) Report the following information about tracking the effectiveness of the actions taken:

3-3 e) i) processes used to track the effectiveness of the actions;  

We conduct pre- and post-training surveys to assess the relevance and applicability of the knowledge acquired. We also seek to measure the impact of social media posts with financial organization tips and monitor customer engagement, such as likes and shares.

3-3 e) ii) goals, targets, and indicators used to evaluate progress;

Targets for 2024 include the update of the Financial Education Policy, with its dissemination to all employees; the strengthening of initiatives through multipliers; and the creation of specific promotional items to support financial education.

3-3 e) iii) the effectiveness of the actions, including progress toward the goals and targets;

The Institutional Policy on Financial Education has encouraged branch managers to act as multipliers within their communities. Through these initiatives, we aim to ensure that our customers and communities have access to relevant financial information.

3-3 e) iv) lessons learned and how these have been incorporated into the organization’s operational policies and procedures;

It is worth highlighting the preparation of an Administrative Instruction for the branches to adopt the financial education strategy, starting with the public servants’ week.

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).

Engagement with stakeholders has informed measures such as the selection of topics and promotional materials, based on interest surveys. We have communicated the effectiveness of these measures through meetings with multipliers, gathering insights, lessons learned, and challenges to help us move forward with greater precision in the financial education program.

 1) The entity shall disclose the number of individuals that participated in financial literacy initiatives for unbanked, underbanked or underserved customers.

¹ The Ação com Mulheres only took place in 2024.

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

¹ The urbanization rate of Rio Grande do Sul, with an average reference of 87.5%, was used to identify 412 locations with rates below this value. The data are from the 2022 IBGE Census.

² No data are available for the year 2022.

201-1 a) Direct economic value generated and distributed (EVG&D) on an accruals basis, including the basic components for the organization’s global operations as listed below. If data are presented on a cash basis, report the justification for this decision in addition to reporting the following basic components:

i. direct economic value generated: revenues;

ii. economic value distributed: operating costs, employee wages and benefits, payments to providers of capital, payments to government by country, and community investments;

iii. economic value retained: ‘direct economic value generated’ less ‘economic value distributed‘.

201-1 b) Where significant, report EVG&D separately at country, regional, or market levels, and the criteria used for defining significance.

Banrisul’s operations are focused on Brazil’s Southern region.

302-1 a) Total fuel consumption within the organization from non-renewable sources, in joules or multiples, and including fuel types used.

302-1 b) Total fuel consumption within the organization from renewable sources, in joules or multiples, and including fuel types used.

302-1 c) In joules, watt-hours or multiples, the total:

i. electricity consumption.

ii. heating consumption.

iii. cooling consumption.

iv. steam consumption.

302-1 d) In joules, watt-hours or multiples, the total:

i. electricity sold.

ii. heating sold.

iii. cooling sold.

iv. steam sold.

302-1 e) Total energy consumption within the organization, in joules or multiples.

¹ Information on Non-Renewable Fuels (LPG) is presented in metric tons, which is the standard unit used for data collection, according to the GHG Protocol methodology. 

² Since 2023, we have been recording ethanol refueling in our own and leased fleet vehicles, due to its lower greenhouse gas emissions, contributing to the mitigation of the Mobile Combustion category. 

³ As of 2023, the calculation of diesel oil consumption also includes the amount allocated for motor vehicles, in addition to the amount already allocated for generators. Therefore, 2021 and 2022 figures presented in this report can differ from those published in previous years. | GRI G4 

⁴ There was no energy sale.

302-1 f) Standards, methodologies, assumptions, and/or calculation tools used.

Data are collected to comply with the GHG Protocol methodology, in order to prepare the greenhouse gas inventory.

302-1 g) Source of the conversion factors used.

Brazil’s national energy balance (2020 base year). Available at: https://www.epe.gov.br/sites-pt/publicacoes-dados-abertos/publicacoes/PublicacoesArquivos/publicacao-601/topico-596/BEN2021.pdf.

To convert the value of LPG from metric tons to GJ, the maximum permitted density of LPG was used, according to the applicable legislation -https://www.in.gov.br/en/web/dou/-/resolucao-n-825-de-28-de-agosto-de-2020-274891354.

308-1 a) Percentage of new suppliers that were screened using environmental criteria.

In 2024, we registered 284 new suppliers, all (100%) selected based on social and environmental criteria.

414-1 The reporting organization shall report the following information:

a) Percentage of new suppliers that were screened using social criteria.

In 2024, we registered 284 new suppliers, all (100%) selected based on social and environmental criteria.

417-3) The reporting organization shall report the following information:

a) Total number of incidents of non-compliance with regulations and/or voluntary codes concerning marketing communications, including advertising, promotion, and sponsorship, by:

i. incidents of non-compliance with regulations resulting in a fine or penalty;

There were no incidents.

ii. incidents of non-compliance with regulations resulting in a warning;

There were no incidents.

iii.  incidents of non-compliance with voluntary codes.

There were no incidents.

b) If the organization has not identified any non-compliance with regulations and/or voluntary codes, a brief statement of this fact is sufficient.

We have not identified any non-compliance with regulations or voluntary codes. Throughout the years, several controls have been implemented, which provide greater transparency and efficiency in managing marketing campaigns.

408-1) The reporting organization shall report the following information:

a) Operations and suppliers considered to have significant risk for incidents of:

i. child labor.

There are no potential risks of child labor in our operations.

ii. young workers exposed to hazardous work. 

There are no potential risks of young workers exposed to hazardous work in our operations.

b) Operations and suppliers considered to have significant risk for incidents of child labor either in terms of:

i. type of operation (such as manufacturing plant) and supplier;  

There are no potential risks of child labor in our operations. Our supplier contracts, particularly for outsourced labor, have contractual clauses that prohibit illegal labor practices. We conduct regular inspections and apply penalties, including contractual suspensions and administrative proceedings, as needed.

ii. countries or geographic areas with operations and suppliers considered at risk. 

There are no potential risks of child labor in our operations.

409-1 a) Operations and suppliers considered to have significant risk for incidents of forced or compulsory labor either in terms of:

i. type of operation (such as manufacturing plant) and supplier;

There are no potential risks of forced or compulsory labor in our operations.

ii. countries or geographic areas with operations and suppliers considered at risk.

There are no potential risks of forced or compulsory labor in our operations.

409-1 b) Measures taken by the organization in the reporting period intended to contribute to the elimination of all forms of forced or compulsory labor.

We maintain an ongoing process of monitoring suppliers and customers regarding slave-like labor, conducting periodic data cross-checks with the registry of employers listed by the Ministry of Labor. When occurrences are identified, customers are either prevented from operating or penalized in accordance with contractual terms. This practice is further ensured by the 100% guarantee that signed contracts include specific clauses on labor and social obligations, reinforcing our commitment to human rights and current legislation.

306-5 a) Total weight of waste directed to disposal in metric tons, and a breakdown of this total by composition of the waste.

306-5 b) Total weight of hazardous waste directed to disposal in metric tons, and a breakdown of this total by the following disposal operations:

i. incineration (with energy recovery);

ii. incineration (without energy recovery);

iii. landfilling;

iv. other disposal operations.

306-5 c) Total weight of non-hazardous waste directed to disposal in metric tons, and a breakdown of this total by the following disposal operations:

i. incineration (with energy recovery);

ii. incineration (without energy recovery);

iii. landfilling;

iv. other disposal operations.

306-5 d) For each disposal operation listed in Disclosures 306-5-b and 306-5-c, a breakdown of the total weight in metric tons of hazardous waste and of non-hazardous waste directed to disposal:

i. onsite;

ii. offsite.

306-5 e) Contextual information necessary to understand the data and how the data has been compiled.

¹ Organic waste from the Banrisul headquarters building, destined for landfill, is accounted for based on data recorded by Fepam (the State Environmental Protection Agency) regarding the transportation and final disposal of waste.

² The adoption of this control method has made it possible to take into account the total volume of waste with this destination, which explains the significant increase from one year to the next.

306-4 a) Total weight of waste diverted from disposal in metric tons, and a breakdown of this total by composition of the waste.

306-4 b) Total weight of hazardous waste diverted from disposal in metric tons, and a breakdown of this total by the following recovery operations:  

i. preparation for reuse;

ii. recycling;

iii. other recovery operations.  

306-4 c) Total weight of non-hazardous waste diverted from disposal in metric tons, and a breakdown of this total by the following recovery operations:

i. preparation for reuse;

ii. recycling;

iii. other recovery operations. 

306-4 d) For each recovery operation listed in Disclosures 306-4-b and 306-4-c, a breakdown of the total weight in metric tons of hazardous waste and of non-hazardous waste diverted from disposal:

i. onsite;

ii. offsite.

306-4 e) Contextual information necessary to understand the data and how the data has been compiled.

¹ There was no recovery of waste diverted from disposal within the Organization; only outside. In 2024, 1,441 pieces of furniture were donated, all of which were reused by the benefiting organizations. Moreover, Banrisul replaced all workstations in branches and at its administrative headquarters, donating 9,467 complete computer sets through the Sustentare Program. This initiative benefited more than 1,000 institutions, including state and municipal schools, health departments, and military police units across Rio Grande do Sul and other states where Banrisul operates.

306-3 a) Total weight of waste generated in metric tons, and a breakdown of this total by composition of the waste.

306-3 b) Contextual information necessary to understand the data and how the data has been compiled.

¹ The data on fluorescent lamps, classified as Class I hazardous waste, are counted in units.