people - Sicredi

Transcription

people - Sicredi

S I C R E D I
A N N U A L
R E P O R T
2
ARE STRONGER
PRODUCE MORE
HAVE MORE FRIENDS
MAKE THINGS HAPPEN
ARE MODERN PEOPLE
3
PRESENTATION
This 2011 Annual Report is a document rich in meanings that are interconnected by a cause and effect
relationship. Part of the report is
full of figures and numbers that
invariably reveal another extremely positive year in Sicredi’s positive
trajectory of constant growth and
solidity – this is effect side. The
cause of this impressive performance goes back to the values that
inspired the birth of credit union
cooperatives in Brazil, at the beginning of the 20th Century.
The cooperative ideal, since its first
steps in 1902 with the initiatives of Father Theodor Amstad, has always had
a transformational capacity and the
potential to generate collective benefits to those that discover the strength of cooperation. 110 years after the
first seeds of Brazilian credit union
cooperatives were planted in Nova Petropolis (RS), Sicredi launched its new
add campaign in 2011 restoring the
slogan that perfectly expresses these
centenarian concepts: people who cooperate grow.
That is what will be demonstrated
next:
Uniting the cooperative spirit with
the most modern management tools
and cutting edge technology of the financial system means being sure that
Sicredi stands out in the Brazilian landscape - as a leader in the definition
of the policies and the direction of
financial regulations for credit union
cooperatives in the country.
Therefore, Sicredi is not surprised
that the UN chose 2012 as the International Year of the Cooperatives.
This force, throughout the world,
created 100 million direct jobs and gathers 1 billion members in the Sicredi DNA. And it keeps growing. The
proof for this is the 2 million member
mark and more that BRL 26 billion
is assets. Sicredi seeks new horizons
and, since 2010, has been busy creating it Strategic Plan 2011-2015. Why?
Because Sicredi believes that people
who cooperate do not only grow, but
they also are stronger, produce more,
have more friends, and are modern
people who make things happen.
ASSETS OF MORE
THAN BRL 26 BILLION
PROVE THE STRENGTH
OF SICREDI
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OUTLOOK 2011-2012
2011 was a positive year for the Brazilian
economy, with approximately 3% growth.
However, the global economy grew 3.8%,
with a poor performance among developed countries of 1.6% while developing
countries grew 6.2%. The later group continued to be the engine of global growth,
driven by India and China.
The performance of activities in Brazil,
when divided by sector, was very uneven.
The main highlight was the Service sector, especially Financial Institutions and
Trade. A record low unemployment rate
– around 6% - and a high of 19% in the
credit portfolio of the National Financial
system were the main drivers. Agriculture
performed well in the 2010/2011 harvest.
Prices were highly favorable to the farmers, helping raise rural income. For this
sector, the negative aspect was the drought and the resulting rupture in the soy
and corn harvest in the Southern region,
which was ameliorated by historically high
prices. Industry, however, was the sector
with the worst performance during the
year. Industry suffered from labor supply
restrictions and the competition of imports, basically stagnating.
Also in 2011, Brazil and most of the
global economy was affected by the sovereign debt crisis in Europe, especially
from countries such as Greece, Spain,
Italy, Ireland, and Portugal. International
investors began to question, once again,
the ability of some countries to honor
their commitments. As if that were not
enough, half way through the year the
crisis deepened. The USA underwent difficulties as its debt level was about to surpass the constitutional limit, and until the
dead-lock was resolved, fear took over the
financial markets with negative impacts on
the country’s economy.
Since Europe and the USA represent al-
most half of the global GDP, the effects
of this adversity on other nations can not
be ignored.
The Brazilian Central Bank (BACEN)
used the adverse effects of these risks to
justify their abrupt rupture of the Selic
(Overnight Rate) rate increase process and
began – suddenly – to reduce it, closing
2011 at 11%. As a result of a cautious monetary policy, inflation (IPCA-Consumer
Price Index) was 6.5% at the end of 2011,
significantly above the central target stipulated by the Target Regime of 4.5%.
At the beginning of 2012, even though
the USA has shown more positive signs,
there is still some unrest regarding the European economy.
Even though there is willingness between the European nations and their institutions to avoid a more serious outcome
to the continental crisis, the risks will not
likely disappear quickly.
Greece suffers from serious fiscal problems and may encounter further difficulties before achieving a lasting fiscal adjustment.
Within Brazil, it is important to mention
the Government’s intention to stimulate
economic activity. To accomplish this, interest rates this year should be lower than
in 2011, and for inflation to not be a concern, it will be necessary to contain public
spending, even in an election year.
If the problems originating abroad stay
stable - without worsening - the environment is appropriate for the growth of the
Brazilian economy at a level similar to
2011. It is possible to conclude that the
outlook for this year is, in general, a positive one, with international risks that,
even if they happen, can be minimized by
the tools available to the Brazilian government. This way, a good year is forecasted
for the economy and for business.
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PROMISING
FUTURE
PERFORMANCE AND
CONSOLIDATION
2011 was a year marked by a journey full of positive
events that allow us to see a positive future.
It was a year where all the credit union cooperatives, Regional Offices, SicrediPar, and the Organizations of the Siciredi Administrative Center (SAC) monitored, on a monthly basis, the 2011-2015 Strategic Planning (SP) indicators
step by step, giving us the confidence that the alignments,
priorities, and definitions were correct when the SP was established in 2010.
Receiving the Dutch Cooperative Bank – Rabobank as a
Sicredi partner and having external members on the SicrediPar Board consolidated the project to create Sicredi Participações and raised the levels of Sicredi Governance. The
partnership with IFC – World Bank also helped build this.
The challenges that Lei Complementar (Supplementary
Law) 130 and the resolutions of the Central Bank gave the
credit union cooperatives regarding the issue of governance will certainly bring important difference makers over the
next several years in the journey to professionalize Cooperative Management. Along with this, the broad discussion
regarding the development of a People Management Policy
for Sicredi became better known and more significant for
the future.
In the wake of several Financial, Commercial, and Process activities, where improvements were noted and valued
by the cooperatives, a robust consolidated result was built
and an equity evaluation that allowed for a leveraging of
growth in business, networked portfolios, and especially
new members.
The recognition of international organizations such as
WOCCU (World Council of Credit Unions) and DGRV
(German Cooperative Confederation), among others, for
the Sicredi model and brand gained notoriety during travels, international visits, and conferences, highlighted by
the organized and focused participation of directors and
executives, a visibility that gained respect along with the Organization of Brazilian Cooperatives (OCB), Central Bank
Of Brazil (BACEN) and other important agencies in the
country.
We also mention the efforts of all the Sicredi professionals which proved they are collaborators for our cause and
our cooperative movement, allowing a celebration of the
International Year of the Cooperative with lots of participation.
This institutional report seeks to register the relevant facts and
the performance of the collection of Single Credit Union Cooperatives, Regional Offices, the Confederation, the Foundation, the
Banco Cooperativo (Cooperative Bank) and the controlled companies that are part of the Cooperative Credit System – Sicredi.
The consolidated amounts, figured on December 31, 2011,
represent a 72.1% growth of the surplus, for a total of BRL
518.2 million, and 28.8% of the total assets, for a total of BRL
26 billion, in relation to the same position in 2010.
BRL 3.6 billion in equity was also figured, along with BRL
16.3 billion in total deposits.
A more detailed analysis demonstrates the extraordinary development of several types of products and services (insurance, consortiums, credit and debit cards, etc.) consolidating the
system’s activities in the full servicing of the needs of the members of its Credit Union Cooperatives.
In this context of performance and operational consolidation, it is necessary to mention several institutional and strategic
actions that were made feasible during the last three year period
that affected the 2011 fiscal year.
I – The confirmation of the governance process of third degree organizations by segregating the strategic management –
the responsibility of SicrediPar – and operational management
through a single executive board, responsible for the administration of the Bank and the companies it controls - Consortium
Manager, Card manager, Asset manager, and Insurance Brokerage - of the Confederation and the Sicredi Foundation;
II – An effective formal partnership with Rabobank – representing the Dutch credit union cooperative system, through a
formal minority participation in the capital of the Banco Cooperativo Sicredi (Sicredi Cooperative Bank).
III – Signing the official partnership between the IFC – International Finance Corporation and the Banco Cooperativo Sicredi
S.A. in what is, until now, a unique operation for the institution;
IV – Modernization of the infrastructure, processes, technologies, systems, and other data processing items centralized in
the Confederation;
V- Vigorous improvements in processes, distribution channels, products, and services that are available to credit union cooperatives and their members.
That said, we have the honor of presenting, in the name of all
the management and employees of the organizations that make
up Sicredi, the results of the 2011 fiscal year, with a performance that reaffirms that people who cooperate grow.
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CONTENTS
10
PROFILE
RESULTS
GOVERNANCE
PEOPLE WHO
COOPERATE
GROW
PEOPLE WHO
COOPERATE
PRODUCE MORE
PEOPLE WHO
COOPERATE ARE
STRONGER
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20
32
PRODUCTS
AND SERVICES
PEOPLE WHO
COOPERATE ARE
MODERN PEOPLE
42
PEOPLE
COMMUNITY
PEOPLE WHO
COOPERATE MAKE
THINGS HAPPEN
PEOPLE WHO
COOPERATE HAVE
MORE FRIENDS
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62
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Members of the Sicredi Araguaia/MT credit union cooperative since
2007, when they began their company, Artidonio Fontoura Cunha and
Lilian Francisca Alves are sure of one thing: when they open the new
headquarters of Atlanta Cosmetic Center, in Barra do Garças, they will
set aside a moment in the ceremony to recognize the importance of the
partnership with the credi union cooperative. Proximity, confidence and
credibility are differences that, along with the ability to still receive a return
through surplus distribution at the end of the day, make Sicredi be the
first choice, especially for those that work with rotating credit, working
capital, and anticipation of receivables. “I recommend to members and
non-members that still don’t know what Sicredi has to offer, that they find
out. To have a relationship and proximity with a serious and respectful
institution is very important if you want to grow,” says Artidônio.
ARTIDÔNIO FONTOURA CUNHA
IS A SICREDI MEMBER SINCE 2007
PROFILE
PEOPLE WHO
COOPERATE
GROW
13
PROFILE
ABOUT US
Sicredi operates 115 credit union
cooperatives that are horizontally
and vertically integrated. Horizontal integration is represented by the
over 1,100 customer service units
(UAs) and outposts, distributed in
905 cities in ten states of Brazil. For
vertical integration, cooperatives
are organized in four Regional Offi-
ces – shareholders of Sicredi Participações S.A. –, a Confederation, a
Foundation, and a Cooperative Bank
that controls specific companies that
distribute insurance and manage cards and consortiums. In December,
2011 the System exceeded 2 million
members. It has over 13 thousand
employees.
MISSION
As a cooperative system, to value relationships,
offer financial solutions that build income, and
contribute to improving the quality of life both of
IN DECEMBER,
2011 THE
SYSTEM
SURPASSED THE
TWO MILLION
MEMBER MARK
members and the wider community.
VISION
VALUES
To be recognized by the
Preserve the
cooperative nature of
the business.
society as a cooperative
financial institution
that is committed to
the social and economic
development of our
members and the
community, with the
sustainable growth
of our credit union
cooperatives, all
integrated into a solid
and effective system.
Respect the
individuality of the
member.
Value and develop
people.
Preserve the institution
as a System.
Follow governmental
and internal policies.
Ensure effective,
transparent
management.
ON THE RIGHT, THE SICREDI ADMINISTRATIVE CENTER (SAC) IN PORTO ALEGRE, RIO GRANDE DO SUL
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15
PERFIL
IT SERVICES MONITORING ROOM OPERATES 24 HOURS A DAY, SEVEN DAYS A WEEK
SICREDI STRUCTURE
CREDIT COOPERATIVES
THE SICREDI
COOPERATIVES HAVE
A STRONG BRAND
AND CAN COUNT
OF SPECIALIZED
COMPANIES AND
ADVANTAGES
OF SCALE
AT EVERY LEVEL
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Operate assisting members (both
individuals and corporations) that use
the products and financial services of
Sicredi. Its objective is to manage resources and to issue loans to members,
providing services that are appropriate
for a financial institution. They are the
System’s decision making bodies.
REGIONA L OFFICES
Disseminate credit union cooperatives
and coordinate the action of the affiliated
cooperatives, supporting them in their development and expansion activities.
SICREDI PARTICIPAÇÕES
Coordinates the definition of the
strategic and economic-financial objectives and the deliberation of compliance, ethics, and auditing policies. It is
through SicrediPar that corporate decisions are made official.
SICREDI CONFEDERATION
Provides services to companies and
entities that are part of Sicredi in the
areas of information technology, administrative, tax, accounting, and payroll.
BANCO COOPERATIVO SICREDI
(SICREDI COOPERATIVE BANK)
It is the access tool of the credit union
cooperatives to the financial market and
financing programs. Manages funds on
a large scale and develops corporate
products and services and communication, marketing, and people management policies. It controls the Insurance
Brokerage, the Card Management, and
the Consortium Management. It also
does risk management. Rabo Financial
Institutions Development B.V. (RFID)
– a development arm of the Dutch
group Rabobank – hold 24.91% of the
voting capital of the Banco Cooperativo Sicredi, and SicrediPar holds 75.09%
of the capital.
SICREDI FOUNDATION
Its purpose is to structure, develop,
and coordinate education programs
that promote credit union cooperatives
and the formation of members.
SICREDI ORGANIZATIONAL CHART
MEMBERS
CREDIT UNION COOPERATIVES
SICREDI
REGIONAL
OFFICE - SOUTH
SICREDI
REGIONAL
OFFICE - PR/SP
SICREDI
REGIONAL OFFICE
MT/PA/RO
SICREDI
PARTICIPAÇÕES S.A.
general assembly board
of directors senior
management
FISCAL
BOARD
SICREDI REGIONAL
OFFICE CENTRAL BRAZIL
Board of
Directors
INTERNAL
AUDIT
EXECUTIVE MANAGEMENT
RABOBANK
(RFID)
SICREDI
CONFEDERATION
BANCO COOPERATIVO
SICREDI
SICREDI
FOUNDATION
general assembly senior
management
general assembly senior
management
CONSORTIUM
CARD
ASSET
INSURANCE
BROKERAGE MANAGEMENT MANAGEMENT MANAGEMENT
REGIONAL OFFICE PROFILES
REGIONAL OFFICES
STATES
CREDIT UNION
COOPERATIVES
CUSTOMER SERVICE UNITS &
ADVANCED SUPPORT STATIONS
MEMBERS
SOUTH
RS and SC
51
589
1.223.849
PR/SP
PR and SP
39
393
474.056
CENTRAL BRAZIL
MS, GO and TO
12
54
90.775
MT/PA/RO
MT, PA and RO
13
126
217.979
10
115
1.162
2.006.659
TOTALS
SOURCE: CORPORATE DATA – SICREDI. UPDATED ON DECEMBER, 2011
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PROFILE
CUSTOMER SERVICE UNITS SEEK TO OFFER BETTER ACCESSIBILITY CONDITIONS
SICREDI DIFFERENCES
RELATIONSHIP
At Sicredi, the member is the
business owner. That is why credit union cooperatives seek the
maximum involvement of their
associates and participate actively in the communities where they
are located.
COMMUNITY INSTITUTION
Credit union cooperatives return the financial resources in their
operational area for the benefit of
their members and the community.
COOPERATIVE ACT
The cooperative act is different
than the supplier-consumer relationship because the member is the
owner and the user of the business.
AUTONOMY
Cooperatives have a high level of
autonomy at the local and regional
level and follow the same corporate
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rules/regulations, acting as an integrated system.
REVENUE ADDING MODEL
Due to their cooperative nature, their systemic organization,
and their manner of operating in
the market, Sicredi credit union
cooperatives add income to their
members, and indirectly to the
community.
SYSTEMIC ORGANIZATION
The Sicredi cooperatives have a
strong brand and can count on specialized companies and advantages of
scale at every level, allowing their sustainable growth and continuity.
SOCIAL RESPONSIBILITY
As part of Sicredi, the credit union
cooperatives reduce their risk and are
strengthened, relying on tools that
offer security and credibility to the
members and the community.
THE WORD “COOPERATION” WAS WRITTEN BY EMPLOYEES IN A TILE MOSAIC AT THE SICREDI ADMINISTRATIVE CENTER
CREDIT UNION COOPERATIVES
Cooperatives are a tool for the economic organization of society. Created in Europe in the 19th Century, it
is a type of mutual assistance through
cooperation and partnerships.
A cooperative partnership is an autonomous association of people that
unite on a voluntary basis to meet
their economic, social, and cultural
common needs through a collective
ownership company with democratic
management.
Among the various types of coo-
peratives are the credit union cooperatives that were created to offer
financial solutions, being established
as a tool for its members to have access to products and services that are
adapted to meet their needs and conditions.
In Latin America, credit union cooperatives began in 1902, in the Linha Imperial community in the city
of Nova Petrópolis in Rio Grande
do Sul, with the effort of the Swiss
Priest Theodor Amstad.
UNIVERSAL PRINCIPALS
Voluntary and Open Membership
Democratic Member Control
Member Economic Participation
Autonomy and Independence
Education, Training and Information
Cooperation among Cooperatives
Concern for Community
GLOBALLY
1 BILLION
MEMBERS IN OVER
100
COUNTRIES
SOURCE: ACIE WOCCU
IN BRAZIL
1.064
CREDIT UNION
COOPERATIVES
9 MILLION
MENBERS
SOURCE: ORGANIZAÇÃO DAS COOPERATIVAS DO BRASIL (OCB)
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The Scherers don’t even need to pose for the photo on the left. In fact,
Daniel Scherer, along with his three brothers and father work together on
the property they maintain in Três Passos (RS), sharing the daily tasks.
As members of the branch connected to Sicredi Celeiro RS/SC, they use the
entire portfolio of available products and services to ensure positive results
in the production of grains and in breeding dairy cattle. Recently, two
credit lines Sicredi offered via the BNDES (National Social and Economic
Development Bank) provided productivity gains and added income for the
family. In 2010, the funds were invested in the confinement of the dairy
cattle. The following year, the loan allowed the purchase of a multiplanter.
Daniel, who is more directly connected to the cooperative, has already
participated in the Programa Crescer (Grow Program). And to grow, with
better results each time, is all the Scherer family wants.
DANIEL SCHERER AND HIS
FAMILY ARE SICREDI MEMBERS
IN TRÊS PASSOS (RS)
RESULTS
PEOPLE WHO
COOPERATE
PRODUCE MORE
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RESULTS
SOLIDITY AND GROWTH ARE REAFFIRMED
SICREDI CONSOLIDATED STATEMENT
BANCO COOPERATIVO, REGIONAL OFFICES AND COOPERATIVES
TOTAL ASSETS
177.051
128.940
SHORT-TERM INTERBANK INVESTMENTS
6.072.045
3.929.538
2.479.646
MARKETABLE SECURITIES
3.869.416
4.087.710
4.177.315
394.529
339.890
239.666
COMMERCIAL CREDIT
8.386.709
6.199.620
5.000.800
RURAL CREDIT TRANSACTIONS
6.067.281
4.772.194
3.492.927
OTHER CREDITS
469.792
325.474
312.116
OTHER ASSETS
55.317
51.797
55.429
457.404
380.045
311.640
16.281.093 13.055.435
10.318.581
ASSETS
INTERBANK & INTERDEPART. ACCOUNTS
PERMANENT ASSETS
DEPOSITS
LIABILITIES
2011
2010
2009
26.020.953 20.263.319 16.198.479
248.460
CASH AND CASH EQUIVALENTS
INCOME
The two tables to the right are
proof: cooperatives are, in fact
and in practice, an economic
model that contributes to a better world. In Sicredi’s case, these
numbers reaffirm that it is a modern institution, rooted not only
in the cooperative spirit that unites its over 2 million members,
but also in the abilities of their
employees, cutting edge technology, and the implementation
of best practices. In other words: The results presented here
reaffirm what Sicredi members
have known for over 100 years:
cooperation is a smart and sustainable way to live. That is why
the constant and solid growth
of the System made it possible
in 2011 to surpass the BRL 26
billion mark in total assets and
BRL 3.6 billion in equity.
If we analyze separately the
numbers of the Banco Cooperativo Sicredi, it is clear that the reasons to celebrate are no less significant. The Cooperative Bank
reached the BRL 16.8 billion
mark in total assets and equity
of over BRL 437 million, with a
net income of BRL 54 million.
Another important number is
the generation of surplus (positive results), which was BRL
518.2 million in 2011.
After all, the mission of Sicredi is to value relationships and
offer financial solutions that add
income and contribute to improve the quality of life of our
members and the society. Before
such consistent performance we
can only reaffirm: people who
cooperate grow.
PURCHASE & SALE COMMITMENTS
1.506.516
1.359.814
1.575.474
LOANS & REFINANCING
3.614.535
2.264.346
1.474.196
998.837
828.691
604.003
NET EQUITY
3.619.972
2.755.033
2.226.225
FINANCIAL MEDIATION INCOME
4.351.468
3.088.528
2.613.784
609.879
469.449
399.305
FINANCIAL MEDIATION EXPENSES
2.567.791
1.700.159
1.376.536
OTHER OPERATING EXPENSES
1.897.146
1.560.260
1.271.993
21.761
3.494
-97.036
518.171
301.052
267.524
OTHER LIABILITIES
OTHER OPERATING INCOME
NON-OPERATING INCOME
SURPLUS*
**The surplus is not fully distributed. Each credit union cooperative generates its own surplus which
is distributed according to the bylaws and the decision of the assembly.
AMOUNTS IN THOUSANDS OF BRL
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BANCO COOPERATIVO SICREDI (SICREDI COOPERATIVE BANK)
ASSETS
TOTAL ASSETS
2011
2010
2009
16.822.247 12.526.038 9.095.631
SHORT-TERM INTERBANK INVESTMENTS
6.056.321
3.924.266 2.347.878
MARKETABLE SECURITIES
3.004.652
2.882.190 2.742.869
INTERBANK & INTERDEPART. ACCOUNTS
196.362
4.687.598
3.552.895 2.673.328
LT CREDIT TRANSACTIONS
2.401.045
1.728.359
986.255
210.134
93.890
77.634
82.247
77.701
71.305
PERMANENT ASSETS
LIABILITIES
266.737
ST CREDIT TRANSACTIONS
OTHER ASSETS
DEPOSITS1
7.244.451
6.687.467 4.784.857
FUNDS OBTAINED IN OPEN MARKET
5.908.021
3.413.325 2.722.461
ST LOANS/REFINANCING2
525.396
572.010
424.131
LT LOANS/REFINANCING3
2.431.928
1.361.661
794.125
OTHER LIABILITIES
159.782
125.605
95.461
HYBRID CAPITAL & DEBT INSTRUM.
114.780
109.067
93.710
NET EQUITY
437.889
256.903
180.886
1.522.698
1.003.707
743.282
86.461
39.676
56.006
1.336.003
845.075
649.676
188.372
146.295
106.585
0
34
-34
-30.707
-18.932
-16.156
54.077
33.115
26.837
FINANCIAL MEDIATION INCOME
INCOME
380.250
FINANCIAL MEDIATION EXPENSES
INCOME TAX AND SOCIAL CONTRIBUTION
NET INCOME
1
Demand, savings account, interbank, and time deposits
2
Domestic, foreign, BNDES and FINAME loans
THE SURPLUS
GENERATED
REACHED BRL
518 MILLION
AMOUNTS IN THOUSANDS OF BRL
23
RESULTS
2011 HIGHLIGHTS
INSTITUTIONAL CAMPAIGN
The UN proclaimed 2012 the International
Year of the Cooperatives. The cooperative
ideals are undergoing a unique phase
because the world is recognizing the
strength of cooperation more and more.
What people are discovering today,
Sicredi has known for over 100 years.
That is why they have launched their new
institutional campaign. It is time to lift up
the banner of cooperation and show the
members that they are part of a modern
financial institution; that cooperatives are
an economic model that cooperates to
build a better world; which is a smart and
sustainable way to live. To accomplish this,
what could be better than to redeem and
value the essence of Sicredi, translated
in the campaign concept: people who
cooperate grow.
SICREDI “PRIZE WINNING
STRENGTH” PROMOTION
NEW CARD
PLATFORM
No less than 853 prizes distributed during an
eight month period - the result of a BRL 2.5
million investment. This is the summary if the
Sicredi “prize winning strength” promotion
that led to over 37 million coupons
(surpassing the goal of 22 million) from using
products and services such as credit, cards,
savings accounts, and consortiums, among
others. 40’ LCD Televisions, notebook
computers, motorcycles, and Xbox 360
videogames were drawn during the various
phases of the campaign, as well as 100
thousand other prizes, distributed using
8 million scratchcards. The pinnacle of the
promotion was the final drawing that,
among 70 metric tons of coupons, selected
the lucky winners of five Toyota Hilux pickup
trucks on December 20th.
Sicredi began offering its members
cards with a dual mode (debit-credit)
chip, both for plastic cards that use
either the Sicredi logo or our partner
Visa(Electron, Classic and Gold),
accepted even internationally.
The migration of the database of the
cardholders with the Sicredi brand to a
new processing platform (Vision Plus)
was done in record time and placed
the System at a level equal to its main
market competitors.
WE ARE MORE THAT 2 MILLION
The cooperative spirit celebrated a historic mark in
Brazil in December, 2011: we surpassed the 2 million
Sicredi members mark This incredible performance
is the result of the synergy between employees,
Regional Offices, credit union cooperatives, and
the Sicredi members, united toward the same goal:
for the credit union cooperative system to offer
financial solutions that add income and contribute
to improve the quality of life of our members and
the society.
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EASY CREDIT
NPS SURVEY
SICREDI RACING
Sicredi Easy Credit brings benefits
to members such as quickness and
accessibility to credit. The contract can be
made 24 hours a day, seven days a week,
using internet banking, and in the ATMs
of the customer service units. All you
need to do is run a simulation, choose the
best installment options, and close the
contract.
As part of the 2011-2015 Strategic Planning,
Sicredi is doing it NPS Satisfaction Survey
based on the metrics developed by Bain &
Company that figures member satisfaction
in relation to Sicredi using the central
question: “would you recommend Sicredi
to a friend of family member?” In 2011,
Sicredi’s NPS reached 55%, a percentage
that, if compared to other market surveys
about NPS, rates the institution as having
the highest satisfaction rate among retail
institutions: a performance comparable
to the NPS values of the premium market
institutions. The Sicredi survey also
evaluated the satisfaction of members in
regards to the products and services used
and the satisfaction in relation to the main
relationship channel used to communicate
with the institution.
The race car drivers João and Márcio
Campos (father and son), of the Sicredi
Racing team, won an anticipated first
place in the Mercedes-Benz Grand
Challenge, a tournament that is part of
the Itaipava GT Brasil racing calendar.
The sports sponsorship of the pair was
the System’s debut in Sports Marketing,
an initiative supported by the Sicredi
Insurance Brokerage in partnership
with insurers Icatu and Mapfre. Over
4,500 people were part of the Sicredi
Fans present in several of the 16 phases,
mobilized by sales activities of Sicredi
Racing.
COMMERCIAL
CREDIT RECORD
If 2010 was already excellent, 2011 was
even better. Sicredi surpassed the BRL 10
million mark in commercial credit during
the year – the result of a policy based of
reciprocity and the supply of financial
solutions to its members.
ENGAGED EMPLOYEES
Sicredi was once again included in the ranking of
Best Companies to Work for, promoted by the
publisher Editora Abril. Following the example
of what happened in 2008, the quality of the
environment and the people management
model was measured based on the opinions of
the employees themselves. Being a part of this
ranking means being part of a select group of
companies that become a market benchmark,
attracting and retaining talents.
25
SICREDI’S CREDIBILITY IS BUILT DAILY BY THE EMPLOYEES AND MEMBERS
AWARDS
2011 CORPORATE REPUTATION AWARD AS ONE OF THE
15 COMPANIES IN THE SOUTHERN REGION WITH THE
BEST CREDIBILITY.
SICREDI WAS LISTED AMONG THE 150 BEST COMPANIES
TO WORK FOR, ELABORATED BY EXAME AND VOCÊ S/A
MAGAZINES.
19TH POSITION IN THE RANKING OF THE 500 LARGEST
COMPANIES IN THE SOUTHERN REGION OF THE COUNTRY,
DONE BY AMANHÃ MAGAZINE.
THE BANCO COOPERATIVO SICREDI ACHIEVED RISKBANK’S
3RD POSITION IN THEIR LOW RISK INDEX FOR THE LONG
TERM, IN JUNE, 2011.
26
AWARDS RECEIVED FROM SEVERAL INSTITUTIONS PROVE SICREDI’S SEARCH FOR EXCELLENCE
AGÊNCIA ESTADO PROJEÇÕES AWARD, RANKING SICREDI
AMONG THE TEN BEST IN THE BASIC TOP RANKING FOR THE
3RD QUARTER OF 2011.
THE BANCO COOPERATIVO SICREDI STARED AS THE BANK
WITH THE MOST GROWTH IN THE SEGMENT OF SELF OWNED
PENSION REGIMES, IN THE TOP ASSET RANKING OF THE
MAGAZINE INVESTIDOR INSTITUCIONAL.
TOP MARKETING IN RIO GRANDE DO SUL AND
PARANÁ FOR THE THIRD CONSECUTIVE YEAR. IN RIO
GRANDE DO SUL, SICREDI WAS AWARDED THE PETER
DRUCKER TROPHY.
27
RESULTS
(value in BRL millions)
TERM
SICREDI REGIONAL OFFICE - SOUTH
DEMAND
Sicredi operations in Rio Grande
do Sul and Santa Catarina stand out
due to the increase in business with
members through customer loyalty
and performance growth, which shows a 39% increase of the surplus in
relation to 2010. Total assets have already surpassed BRL 11 billion. It is
important to note the work and joint
effort made in developing people and
professionalizing management through the Sicredi Quality Program, certifying the customer service units.
For 2012 there are four macro-goals:
– ownership: increase member participation in the business and assembly
processes;
– yield: allow a more just and appropriate financial return to the members,
based on the investments and operations in the cooperatives;
– productivity: mobilize efforts that
are focused of management efficiency;
– market participation: develop strategies seeking positive and sustainable
growth.
CONSOLIDATED STATEMENT SICREDI REGIONAL OFFICE - SOUTH
2011
11.230.359
2010
9.119.866
2009
7.266.307
LIQUIDITY/TVM
4.805.255
3.687.524
2.683.699
COMMERCIAL CREDIT
3.701.232
3.098.839
2.626.522
RURAL CREDIT
2.032.385
1.773.079
1.494.405
OTHER ASSETS
187.076
134.545
112.635
PERMANENT ASSETS
504.411
425.879
349.046
DEPOSITS
6.788.919
5.461.837
4.438.728
LOANS/REFINANCING
2.188.642
1.820.263
1.358.279
302.470
265.524
180.104
NET EQUITY
1.950.328
1.572.242
1.289.196
FINANCIAL OPER. INCOME
1.220.574
968.422
924.158
633.159
393.978
284.326
6.112
310
-16.078
FINANCIAL OPER. EXPENSES
858.665
616.319
525.060
759.829
586.964
504.146
241.351
159.427
Regional office and individual cooperatives in RS and SC
ASSETS
TOTAL ASSETS
(amounts in thousands of BRL)
INCOME
LIABILITIES
OTHER LIABILITIES
SURPLUS
Joint obligation balance/Dec 2011: BRL 1,596,006,132.44
Amounts in thousands of BRL
28
163.200
SICREDI REGIONAL OFFICE - PR/SP
TERM
The merger of the Paraná and São
Paulo Regional Offices was one of
Sicredi’s strategic moves in 2011. With
the merger, the new Sicredi Regional
Office - PR/SP has 40 credit union
cooperatives and 393 customer service
units in 324 cities. The merger of the
two Regional Offices will allow advantages of scale due to the installation
of new asset, operations, and technical
capacity, allowing for the expansion of
the credit union cooperatives.
By the end of 2011, the Regional
Office could account for total assets
in excess of BRL 5 billion and a surplus (positive results) from the credit
union cooperatives of BRL 119.8
million.
The goals for the year include growing the member base, to expand
the branch network, to increase the
amount of business, and raise the
equity yield. Other important actions
include the election of executive boards for the credit union cooperatives, as well as the continuation of the
professionalization process through
development and training programs.
DEMAND
CONSOLIDATED STATEMENT SICREDI REGIONAL OFFICE - PR/SP
Regional office and individual cooperatives in PR and SP
2011
5.079.565
2010
3.925.699
2009
3.044.634
LIQUIDITY/TVM
1.993.931
1.602.069
1.102.401
COMMERCIAL CREDIT
1.688.520
1.225.142
983.688
RURAL CREDIT
1.067.478
834.900
725.717
OTHER ASSETS
109.394
81.292
84.363
PERMANENT ASSETS
220.242
182.296
148.465
DEPOSITS
3.055.728
2.351.613
1.746.079
LOANS/REFINANCING
1.058.845
866.895
704.691
OTHER LIABILITIES
216.594
146.679
122.421
NET EQUITY
748.398
560.512
471.443
567.301
440.982
417.358
311.628
188.252
152.755
12.921
2.018
-22.794
361.745
252.818
225.734
410.274
319.311
280.383
119.831
59.123
41.202
INCOME
LIABILITIES
ASSETS
TOTAL ASSETS
SURPLUS
Joint obligation balance/Dec 2011: BRL 781,820,764.38
29
RESULTS
TERM
SICREDI REGIONAL OFFICE CENTRAL BRAZIL
DEMAND
Reaching the BRL 1 billion in assets mark (34% growth) and a 78%
increase in the surplus (positive results) amount, that went from BRL
17.6 million in 2010 to BRL 31.5
million in 2011, drew attention to the
performance of the Sicredi Regional
Office - Central Brazil
Other significant events included
the partnership agreement with Sebrae
(Brazilian Support Service for Micro
and Small Enterprises) and the reinterpretation of the Leadership Academy,
a program developed since 2007 to
promote the training and development
of new leaders. In 2011, four monthly
modules were offered, each lasting three
days, for a total of 96 hours.
Our major goal for 2012 in to meet
the December goals by June, using the
internal campaign “GP Sicredi” inspired by Formula 1 racing. Other priorities include reaching the 100 thousand
member mark and increasing total assets by 33%, as well as the consolidation
of operations in Goiás and Tocantins
and increase the network of branches
in Mato Grosso do Sul.
SICREDI REGIONAL OFFICE CENTRAL BRAZIL
2011
1.075.846
2010
800.841
2009
540.394
LIQUIDITY/TVM
321.977
267.590
156.518
COMMERCIAL CREDIT
432.851
310.394
240.867
RURAL CREDIT
259.526
174.473
102.082
OTHER ASSETS
18.432
12.690
10.089
PERMANENT ASSETS
43.060
35.694
30.838
DEPOSITS
485.776
384.145
274.064
LOANS/REFINANCING
309.896
186.771
112.963
74.651
81.743
39.364
NET EQUITY
205.523
148.182
114.003
146.333
105.000
87.987
46.569
24.491
23.110
-96
-88
-4.958
79.943
48.870
38.500
81.405
62.911
53.731
31.458
17.622
13.908
Regional office and individual cooperatives in MS, TO and GO
ASSETS
TOTAL ASSETS
INCOME
LIABILITIES
OTHER LIABILITIES
SURPLUS
30
Valores em R$ mil
SICREDI REGIONAL OFFICE - MT/PA/RO
A PRAZO
In 2011, the credit union cooperatives that make up the Sicredi Regional Office MT/PA/RO had impressive results.
Savings Accounts stood out, with
over BRL 40 million of funding in
a single month, as well as Consortiums, with a sales volume of over
BRL 88 million (294% of the goal)
in July alone.
For the entire year, the Regional
Office surpassed BRL 3 billion in
total assets (36% growth in relation
to the previous year) and distributed
surplus (before paying interest on
capital) of BRL 111 million, a 61%
increase in the BRL 69 million accounted for in 2010.
The number of members, that had
already grown 28% in 2010, grew
another 17% in 2011, reaching a total of 218 thousand members mobilized by the Sicredi Regional Office
MT/PA/RO.
For 2012 the main priorities are
to reach the 250 thousand member
mark and to have a surplus of BRL
140 million.
À VISTA
CONSOLIDATED STATEMENT SICREDI REGIONAL OFFICE - MT/PA/RO
2011
3.015.078
2010
2.208.202
2009
1.500.771
748.056
556.751
364.419
1.444.001
962.035
727.068
RURAL CREDIT
658.011
556.876
297.683
OTHER ASSETS
34.713
28.775
27.120
130.297
103.765
84.481
DEPOSITS
1.059.954
821.077
603.525
LOANS/REFINANCING
1.238.165
839.964
462.343
OTHER LIABILITIES
165.081
126.805
97.190
NET EQUITY
551.878
420.356
337.713
353.171
269.091
226.354
97.012
68.771
45.681
2.252
969
-7.778
180.178
128.967
87.842
178.517
150.711
127.500
93.740
59.153
48.915
Regional office and individual cooperatives in MT, PA and RO
TOTAL ASSETS
ASSETS
LIQUIDITY/TVM
COMMERCIAL CREDIT
INCOME
LIABILITIES
PERMANENT ASSETS
SURPLUS
31
32
Cleonice Salete Theodoro da Rosa was Born in Erechim (RS) but since 1979
she has lived in Pequena Rochedo (MS), a town of 5 thousand inhabitants.
In Sicredi, she found an institution that perfectly matches the values that
are important to her: It is important to do things correctly, following
procedures, laws, and rules, and to always have a vision of the future,
seeking constant updating and growth in a cooperative fashion. Those
were the reasons she has been an active member since 2000, having even
been on the Administrative and Fiscal Board of the Campo Grande, MS
Sicredi Credit Union Cooperative. She loves the cooperative model and
the way it is practiced at Sicredi (the representation model using nucleus
coordination is being implemented on site) and sends a message: “Sicredi
has everything you need. A person just needs to know what they want and
go there and talk to them.”
CLEONICE SALETE THEODORO
DA ROSA HAS BEEN A SICREDI
MEMBER SINCE 2000
GOVERNANCE
PEOPLE WHO
COOPERATE
ARE STRONGER
33
GOVERNANCE
MEMBERS OF THE SICREDIPAR BOARD OF DIRECTORS
CORPORATE MANAGEMENT
The Sicredi credit union cooperatives are organized into four Regional Cooperative Offices that are
shareholders of Sicredi Participações
S.A – SicrediPar, and can count on the
technical support of the Confederation, the Foundation, the Cooperative
Bank and the companies it holds. All
of these entities operate in the market
under the Sicredi brand and adopt a
single operational standard, adding
solidity and credibility to their image.
One of the key elements for the
success of this model is a well structured Governance Policy.
SicrediPAr was established in 2008
in order to coordinate the definition
process of the economic-financial
strategic objectives and discuss policies regarding compliance, ethics, and
audit. This governance model allows
for the credit union cooperatives to
have a channel of direct and formal
participation in management.
The SicrediPar Board of Directors
is made up of the presidents of the
Regional Offices as permanent members and one credit union cooperative
president per Regional Office, as well
as two external board members. The
Sicredi Systemic Organization Model was one of the three case studies
presented at the World Credit Union
Conference, held by the World Council of Credit Unions (WOCCU) in
Scotland, in July of 2011.
THE SICREDI SYSTEMIC ORGANIZATION
MODEL WAS A CASE STUDY AT WORLD CREDIT
UNION CONFERENCE (WOCCU)
34
STRATEGIC PLANNING
The year was characterized by the
consolidation of processes regarding the implementation of the Sicredi Strategic Plan (SP) 2011-2015.
Built collectively, the main objective
of the SP is to prepare the System
for the next five years. What was an
objective in 2010 became a standard
procedure and practice in 2011, based on the exceptional discipline of
all the agents involved, signaling a
positive perspective for this new
cycle of prosperity and growth that
is beginning.
BRIEF HISTORY
The strategic directives of the
SP were determined based on the
diagnosis gathered from the enterprise and supported by the methodology of Bain & Company, an
expert global consulting company
with credibility in the financial
market. The Planning is considered a management process, and not
a momentary or sporadic event.
The process requires the commit-
ment of all organizational levels
and is above all other projects or
initiatives of the entities that are
part of the System.
Built with the help of all of Sicredi in 2010, the Strategic Plan, with
its 22 Strategic Initiatives, continued
getting employees involved throughout 2011. The implementation of
the SP was planned in three cycles
or waves: Core maximization (20112012), expansion of current markets
(2012-2014) and expansion in new
markets (2014-2015). During the
first cycle, currently being developed, there is a plan to grow the base
in the current cities and to review
the systemic structure and the operational model to ensure sustainability and a strong System.
Every month, follow-up reports
are made and discussed throughout
the System. The credit union cooperatives receive the status of the Strategic Initiatives and the indicators
per cooperative, Regional Office,
and Sicredi as a whole.
THE 2011-2015
PLAN DEFINED
THE STRATEGIC
OBJECTIVES
OF THE SYSTEM
SUCCESS CASES
Sicredi was one of the companies invited to participate in the
CA World 2011 Conference, held
in Las Vegas, in the United States, on November 13th and 16th,
2011. At the event, Sicredi presented case studies on Information
Technology Services Monitoring
and Strategic Planning Management. The event explored the IT
Management and Governance
experiences of clients that had
solutions developed by CA Technologies. Information Technology
Executives from Brazilian banking
institutions and from around the
world participated.
A presentation was made
there about the results achieved through the implementation of the CA Clarity PPM On
Demand, responsible for a 20%
reduction in operational costs
of PMO (Project Management
Office). By applying the software, it was also possible to
integrate the Strategic Planning
management, to qualify project
planning, and make better use
of resources and make decisions
based on more precise data.
The results obtained from the
adoption of CA Technology tools
were also presented. With this
implementation, Sicredi began
to have a single event console,
increasing the efficiency of its
Command Center and improving
its mean time to repair (MTTR)
and mean time between failure
(MTBF) indicators. The measure
also allows the rapid identification of the root cause of the failures, the perception of previously
non-visible problems, and the notification of behavior deviations
in its IT infrastructure and in the
applications, monitoring the availability index and obtaining an
improvement in the capacity management process.
35
GOVERNANCE
SICREDI INDICATORS - 2011
(THOUSAND)
(%)
(%)
(%CDI)
LOWER
IS BETTER
WHAT WAS A
GOAL IN 2010
BECAME THE
PRACTICE AND
RULE IN 2011
FEEDBACK
Upon each made delivery an evaluation must be sent by the Regional
Offices and the credit union cooperatives. It is a very important step for
the success of the Strategic Planning.
The evaluations are online and directed to the involved parties.
The cycle lasts 180 days and is an
opportunity for employees to participate and contribute to continuous improvement of deliveries. In 2011 there
were over 6 thousand evaluations.
The implementation of the process
allowed Sicredi to enter a new phase of
maturity and quality management of
systemic projects. The process has become indispensible because in ensures
that Sicredi’s strategic vision be aligned
with the needs of the credit union cooperatives and their members.
RABOBANK TECHNICAL
ASSISTANCE
Through a partnership with Rabobank, the Cooperative Bank is being
monitored by a Technical Assistance
Program that seeks to exchange skills
and abilities between the two institutions. The main focus is in leveraging
Rabobank’s experience to help with
Sicredi’s Strategic Planning. Specialists visit the System for a period of
two to three weeks to help model, be36
gin, or accelerate important projects
based on the transfer of knowledge.
Throughout the year, 11 Rabobank
specialists came form Holland to
work of four strategic projects – technical assistance that is fundamental
to accelerate its development.
GOVERNANCE
The Strategic Planning governance model establishes that each of
the initiatives has someone responsible for the development of the plan,
cost control and investments, coordination with Regional Offices and
Credit Union Cooperatives, communication and any necessary training needed to promote a successful
implementation, Also, a technical
group was established that analyses
possible delivery overlaps, in order
to propose actions that increase synergy between the plans and that
coordinates the execution of the activities and ensures the orderly implementation of the initiatives.
The monitoring of the evolution
of the Strategic Plan is done by measuring the indicators that are structured in five large groups - growth,
efficiency, relationship, engagement,
and systemic structure. The results in
some of these indicators are registered in the graph above.
ALL EMPLOYEES WERE INVOLVED IN THE SP, AT FIRST THROUGH AN INTERNAL SURVEY, AND THEN ON DEMAND
STRATEGIC PLANNING GOVERNANCE MODEL
PRESIDENT’S FORUM
(discusses the strategic initiatives)
REGIONAL BOARDS AND
ASSEMBLIES
BOARD OF DIRECTORS
COMMITTEES
EXECUTIVE MANAGEMENT
REGIONAL OFFICE
COORDINATION
TECHNICAL ASSISTANCE
(Rabobank)
1
STRATEGIC
INITIATIVE 1
USER COMMITTEE
TECHNICAL MANAGEMENT OF THE STRATEGIC PLANNING
2
STRATEGIC
INITIATIVE 2
3
STRATEGIC
INITIATIVE 3
n
ETC...
Responsible party
Responsible party
Responsible party
Responsible party
Detailed plan
Detailed plan
Detailed plan
Detailed plan
Initiative team
Initiative team
Initiative team
Initiative team
IT resources
IT resources
IT resources
IT resources
Capital resources
Capital resources
Capital resources
Capital resources
Monitoring
Monitoring
Monitoring
Monitoring
37
GOVERNANCE
STRUCTURE OF THE GOVERNANCE
CORPORATE COMMITTEES
USER COMMITTEE
They are to evaluate and recommend
initiatives related to the development of
products and services, communication,
and marketing, as well as evaluating and
suggesting adjustments in the implementation of projects related to these
issues, acting as a consultative agency
of the Executive Management of the
Banco Cooperativo Sicredi.
OPERATIONS AND
COMPLIANCE COMMITTEE
SUSTAINABLE
ACTIONS
COMMITTEE AND
THE VALIDATION OF
THE NEW PEOPLE
MANAGEMENT
MODEL ARE NEW
PROGRAMS IN 2011
The Operations and Compliance
Committee is permanent and consultative and is ruled by their own regulations
and by applicable legislation. Its objective
is to evaluate and recommend the prioritization of the demands in regards to the
operations of products and services, to
follow the regulatory provisions that regulate their conduct, as well as monitor
the implementation of the projects and
actions related to the issue, acting as a representative if the administrative teams
of the operations and controls of the
credit union cooperatives.
SUSTAINABILITY COMMITTEE
To define and implement the Sicredi
Sustainability Policy, a specific committee was established in 2011, coordinated
by the CEO of the System. This committee operates with two operational
arms, one made up of executive managers of the Sicredi Administrative Center and another by the presidents of the
four Regional Offices.
VALIDATION COMMITTEE
FOR THE NEW PEOPLE
MANAGEMENT MODEL
The year began with a relevant project for Sicredi. It is the New People
Management Model, that is part of the
2011-2015 Strategic Plan, and seeks to
enhance the Strategy and the People
Management Model to support the growth of the System over the next seve38
ral year. Different groups were created,
such as the validation Committee, made
up of representatives from the credit
union cooperatives, Regional Superintendencies (Suregs), Regional Offices,
and the Sicredi Administrative Center
(SAC), responsible for the validation of
products created by the project prior to
the forwarding of the final validations
to the Approvers, a group formed by
the SicrediPar Board of Directors.
TECHNICAL COMMITTEES OF
THE COOPERATIVE BANK
RISK COMMITTEE
The Technical Risk Committee, non-statutory, permanent body that is ruled
by its own regulation and the applicable legislation and seeks to evaluate and
state their opinion regarding technical
issues related to Credit, Liquidity, Market, and Operational Risk, as well as
integrated risk management and risk in
the Sicredi sphere.
AUDIT COMMITTEE
According to Article 12, heading and
§§ 2, 3, and 4 of Resolution 3.198 of
the Central Bank of Brazil, the Audit
Committee must be made up of at least three members without a fixed term
for institutions of privately held capital. At least one of the members must
have proven knowledge in the areas of
accounting and auditing that make him
qualified for the function. The Committee function may not be delegated.
The member may only return to the
post after at least three years have gone
by since his previous term.
The Audit Committee issues quarterly opinions based on the accounting
statements of December 31, considering the contents of Article 10, § 4
of the CMN/BACEN Resolution no.
3.198. The summary of this report is
published with the Financial Statements
from December 31st of the ongoing
year, which should be issued by February 29th of the following year.
RISK MANAGEMENT
AND COMPLIANCE
Sicredi has been constantly improving is risk management processes. Throughout 2011, Sicredi
intensified its activities to improve
its methodology and reinforced
the adoption of best practices that
were based on cutting edge technology that was equivalent to what
is used by large national and international players.
Along with the investments in
risk management governance, Sicredi invested in a robust and modern integrated risk management
tool. The adoption of the SAS®
tool, considered one of the most
complete tools in the integrated
risk management market, reveals
the concern Sicredi has in always
investing in cutting edge technology in its management process.
In 2011, the Banco Cooperativo
Sicredi improved its controls and
monitoring of risk incurred during financial transaction of the
operations tables of the Treasury
and the Third Party Resource Management.
This control of credit risk exposure is done by a systemic credit
policy, as well as internal regulations that strengthen the safety of
the processes.
Sicredi Compliance is ahead of
the Money Laundering and Terrorism Financing Prevention practice, and for some time now has
kept standardized and robust processes in the execution of monitoring activities.
Major investments are planned
for 2012, with centralized management of the activity, gaining greater security and solidity.
After acquiring a robust platform of operations monitoring,
Sicredi adheres to the best practices of the international market,
cooperating with the Brazilian fi-
nancial system and with society to
combat crimes of this nature.
Sicredi uses mechanisms to evaluate, document, and test the internal
controls of the organization as a
whole, as well as what the financial
statements support. Sicredi uses the
Committee of Sponsoring Organizations of the Treadway Commission (COSO) methodology, aligned
with Sarbanes-Oxley (SOX) and its
requirements. Sicredi currently is not
required by law to meet the SOX
demands, but understands that the
adoption of this evaluation standard
contributes to elevate the control
over their processes and the commitment of the System to maintain
high levels of Corporate Governance, transparency, credibility, and value creation for their members.
SICREDI BUREAU
The Sicredi Bureau is the first
tool of the new technological platform installed in 2011. It acts as a
centralizer for searches of outside
sources (SCR, Serasa, SPC, Federal
Revenue Service, among others)
and internal restrictions of members. Besides saving approximately BRL 6 million a year by centralizing the searches, the Sicredi
Bureau allows for information to
be reused and shared among credit union cooperatives, the daily
monitoring of CPFs -Individual
Taxpayer Identification Number
and CNPJs - Corporate Taxpayer
Identification Number (members,
spouses, and guarantors), and also
offers statistical studies (score)
and pre-approved credit. In short,
the Sicredi Bureau is a structural
reform in the credit process that
is a testament to Sicredi’s vision
for the future to be inline with the
market’s most competitive institutions.
39
GOVERNANCE
CREDIT SCORE
Credit Risk determined by a statistical model created the first standardized pre-approved credit product
at Sicredi, Easy Credit, that uses the
best market techniques (Credit Score) to control the credit risk exposure of the members.
REPRESENTATION
SICREDI IS
REPRESENTED
ON COMMITTEES
OF IMPORTANT
FORUMS SUCH AS
FEBRABAN, ABBC
AND OCB
Sicredi has made direct contributions to the development of
rules and regulations of the national financial system through their
presence in relevant forums. At
the Federation of Brazilian Banks
(Febraban), the System has representatives in the Operational Risk,
Compliance, Money Laundering
Prevention, and Internal Controls
committees. Sicredi also has representatives in several forums of the
National Association of Commercial Banks (ABCC), among them
the Risk Committee and the Governance and Ethics Committee,
and SicrediPar is part of the Credit
Consultative Board of the Brazilian Organization of Cooperatives
(OCB).
RISK DEFINITIONS
MARKET RISK
The possibility of incurring
losses due to fluctuations
of the market value of positions held by a financial institution, as well as its financial
margin, including operational risk subject to exchange
rate variance, interest rates,
stock prices, and commodity
process. The applicable treatment for the market risk is
described in a specific memo.
CREDIT RISK
losses due to the failure of
the borrower or counterparty of their respective financial obligations according to
the agreed upon terms, the
devaluation of the credit
contract due to the deterioration of the borrower’s
risk rating, the reduction in
earnings or compensation,
advantages granted inn renegotiation, and recovery
costs.
LIQUIDITY RISK
The possibility of an imbalance between negotiable
assets and demand liabilities
– “mismatching” between
payments and receipts – that
can affect the payment ability of an institution, considering the different currencies
and liquidation maturities of
their rights and obligations.
OPERATIONAL RISK
losses as a result of a mistake, deficiency, or inappropriate internal processes, people or systems or external
events. It includes legal risk
due to inappropriate or deficient contracts signed by the
institution, as well as sanctions due to non compliance
with the legal requirements
and compensation for damages to third parties due to
activities developed by the
institution.
40
VIRTUAL
SERVERS
REDUCE CARBON
EMISSIONS BY
400 TONS/YEAR
THE DATACENTER SUPPORTS OVER ONE MILLION OPERATIONS A DAY
TECHNOLOGY AND SAFETY
Sicredi constantly invests in their
technology park in order to promote
the safety of their members while
doing business through the service
channels.
To process, store, and maintain the
connectivity of the systems, the Sicredi
datacenter uses the best equipment on
the market, allowing more transactions
per second, which in practice means
more convenience and speed in all the
financial movements. In all, there are
more that 1 million transactions a day.
Sicredi has contingency systems
and high availability of their data-
center to ensure the confidentiality
and integrity of the information and
uses protection systems that comply
with international regulations for information security.
Besides maintaining and providing an advanced datacenter structure,
Sicredi uses good environmental
practices, using technology to reduce
CO2 emission by approximately 400
metric tons a year, a number equal
to the cutting and burning of 2,500
trees. The use of LED lighting also
contributes to the reduction of 40%
in energy usage.
41
42
Established in Chopinzinho (PR) about 10 years ago, Novo Lar Móveis,
directed by Vanderlan Tavares, always used conventional bills to charge
clients. But in 2006, a Sicredi employee suggested that an electronic
payment ticket could simplify the process, increase the safety, and reduce
default, especially for clients in other cities. Viewed with skepticism at
first, the service became a miracle worker. For five years, thanks to the
efficiency and the simplicity of the management software, Novo Lar has
very low rates of late payments, and can manage them easier due to the
quickness in which the control reports are issued. “Until now, we have not
had any problem with the system, which is easy to operate. And when
necessary, Sicredi service is very helpful. Not even mentioning the fee that is
the lowest on the market. Currently, almost 100% of our clients prefer the
electronic payment ticket,” says Vanderlan.
VANDERLAN TAVARES, OF
NOVO LAR MÓVEIS, IS A SICREDI
MEMBER SINCE 2006
PRODUCTS
AND SERVICES
PEOPLE WHO
COOPERATE ARE
MODERN PEOPLE
43
PRODUCTS AND SERVICES
O BANCO COOPERATIVO
SICREDI IN 2011
TOTAL ASSETS
BRL 16.8 BILLION
(+34%)
NET EQUITY
BRL 437.8 MILLION
(+70%)
NET INCOME
BRL 54 MILLION
(+60%)
FINANCIAL
MEDIATION
INCOME
BRL 1,5 BILLION
(+51%)
SOLIDITY
When considering the performance of Banco Cooperativo Sicredi, its
growing capacity to create value for
the System is what stands out. The
first private cooperative bank in Brazil was founded in 1995 to be the
access tool of the credit union cooperatives to the financial market and
financing programs. Throughout its
history, it has placed its experience
and the known abilities of its professional staff to service the credit
union cooperatives. In 2011, once
again the performance of the Banco
Cooperativo Sicredi was significant.
Besides managing the full scale of
resources, developing corporate policies and services, and communication, marketing, and people management policies, the Cooperative Bank
controls the Insurance Brokerage,
the Card Management Company,
and the Consortium Management
Company. It also performs risk management activities.
One of the highlights from 2011
was the signing of a contract with
the IFC (International Finance Corporation), an arm of the World Bank
that invests in the private sector of
developing counties. Among the
most important awards of the year, it
is important to mention the ranking
of the Cooperative Bank as having
the most growth in the segment of
self owned pension regimes in the
Top Asset Ranking of the magazine
Investidor Institucional, as well as
third place in Riskbank’s ranking of
long term low risk, in June, 2011.
RABOBANK
In its routines, the Banco Cooperativo Sicredi can count on the long
term strategic partnership with the
Dutch group Rabobank, through
Rabo Financial Institutions Development B.V. (RFID), its development
arm. RFID hold 24.91% of the voting capital of the Banco Cooperativo
Sicredi, and SicrediPar holds 75.09%
of the capital. The Rabobank Group
is one of the main global suppliers
of financial services for the food and
agribusiness industry. Headquartered
in Utrecht, Holland, it has about 10
million clients, 1.8 million members,
59 thousand employees, and is present in over 45 countries. In Brazil,
the institution has been present for
over 20 years, with the Banco Rabobank International Brasil S.A. and
the Banco De Lage Landen Brasil
S.A. The partnership with Rabobank,
due to its experience and solidity, is a
strategic alliance between institutions
that have similar purposes and are focused on the development of credit
union cooperatives as an economic
organizational model for society.
TOTAL ASSETS OF
THE BANCO COOPERATIVO
SICREDI GREW
34% IN 2011
44
45
CREDIT
HIGHLIGHTS
RURAL CREDIT:
BRL 4,32
BILLION IN THE PLANO SAFRA
(HARVEST PLAN) 2010/2011
140
THOUSAND OPERATIONS
5TH LARGEST
AGENT IN BRAZIL
COMMERCIAL CREDIT:
BRL 10
BILLION
IN SALES
SICREDI EASY CREDIT:
MORE THAN
75 THOUSAND
OPERATIONS
CREDIT
Following the growth trend and
positive results of the last several
years, the Credit segment finished
2011 with several reasons to celebrate. Total credit reached BRL
14.4 billion, a 27% increase in relation to the previous year. Commercial Credit reached a historic mark
by surpassing BRL 10 billion in sales. In Rural Credit, with the release of more that BRL 4.32 billion
with the Plano Safra (Harvest Plan)
2010/2011, in about 140 thousand
operations, Sicredi reached another
record in the release of funds in a
Plano Safra, achieving the 5th position among the largest agents in
Brazil. Of this amount, BRL 3.26
billion was released for operations
of defrayal, sales, and investment
of over BRL 1.06 billion in operations with BNDES resources.
From a credit management viewpoint, 2011 was also very important
regarding the support for the credit union cooperatives. Based on a
common tool for credit analysis and
a streamlined governance model, the
regional customized intelligence is
assured for the Credit Union Cooperatives and the Regional offices,
which can now work with better
equipment in regards to comparisons, pricing, and simulators, without ignoring local realities. These
are advances that are the result of
improvement processes, many of
which were not very automated.
IMPROVEMENTS
CREDIT
RECOVERY:
BRL 207
MILLION
46
An example of a new product
and innovative tool for broadening
performance in the credit field is
Easy Credit. Sicredi Easy Credit
brought benefits to members such
as quickness and accessibility to
credit. Thanks to a tool based on
statistical models, the contracting is
simplified. It can be done 24 hours
a day, seven days a week, via internet banking. The product is also
available at the ATMs and customer service units (UAs). This new
type of credit offer services the
demand of members that access
financial services electronically and
outside of the working hours of
the Sicredi customer service units.
In 2011, there were over 75 thousand operations, for a total of over
BRL 110 million in sales, and the
product shows an even larger growth potential in 2012.
OVERDRAFT PROTECTION
AND CREDIT RECOVERY
Overdraft protection underwent
several improvements, such as automatic activation when opening
an account. The limits are suggested based on a statistical tool, eliminating operational procedures
and making the concession quick
and simple. The limit increase also
began to be done in a centralized
manner. Also among the improvements in processes and technology,
the Credit Recovery area received
major investments due to Sicredi’s
strategic decision to centralize the
efforts and add funding for tools.
The incentives of approximately
BRL 2.7 million led to a significant
reduction in default rates (from
2.05% to 1.7%), against the market trend. Contacts using IVR, letters, electronic payment slips, and
SMS messages were some of the
relationship channels, traditionally
used by retail institutions, that led
to the recovery of BRL 207 million
of credit last year.
CARD PROCESSING PLATFORM ALLOWS MORE SECURITY AND SPEED
18%
1%
17,5%
23%
11%
53,5%
21%
29%
16%
3%
CREDIT REACHED
BRL 14.4 BILLION
IN SALES,
27% ABOVE 2010
6%
RDIRECTED FUNDS
DIRECTED FUNDS
INDIVIDUAL CREDIT
COMMERCIAL CREDIT
CORPORATE CREDIT
RURAL CREDIT
VEHICLES
LOANS IN FOREIGN CURRENCY
MCR 6-2
RURAL SAVINGS
SELF-OWNED FUNDS
47
SICREDI CARDS
Cards with the Sicredi, Sicredi Visa Classic and Visa
Gold logos: All of them
have dual functionality for
credit and debit on the
same card – dual mode
card. The Sicredi logo card
is the priority card for the
Sicredi members. It represents the Sicredi brand
and identifies the card
carrying member at his
branch. The Sicredi Visa
cards supplement the
portfolio, are part of the
second credit limit, the
second payment date,
and allow international
acceptance of the Sicredi
card portfolio and the differentiation of member
segments according to
the various logos.
Sicredi Visa Electron
Credit/ Debit card option.
48
ELECTRONIC PAYMENT MEANS
Sicredi reached a total base of 1.7
million cards issues, on average, 500
thousand cards a year for the member base. Currently it issues two logos: Sicredi, its own logo with national acceptance through its own
purchasing network and Redecard
network, and Visa, a logo accepted
nationally and internationally, providing members more convenience
and practicality.
The implementation of the new
processing platform for the Sicredi
logo credit cards was a highlight of
2011. The standard chosen, Vision
Plus, one of the best technologies
on the market, provides innumerous
benefits to the System and to members. It is the same technology used
by Visa credit and debit cards.
Begun in August 2010, the migration project took over 60 thousand
work hours, and included 16 entities
between internal departments, Regional Offices, credit union cooperatives, partners, several suppliers, and
consultants. Just to select the supplier, 300 functional requirements
and 400 technical requirements were
part of the evaluation that included
four of the main national and international card processing companies.
The new system places Sicredi on
an equal level with the main card issuers in the Brazilian market. It also
allows for the development of new
products, functionalities, and services. Among the novelty items are the
placement of a chip, the issuing of a
more informative bill for the members and the shipping of the card
and the password by post, which
previously only occurred at the customer service units.
These investments and improvements allowed Sicredi to surpass
BRL 1 billion in purchases through
the Sicredi and Visa Cards in 2011.
The number represents 34.7% growth in relation to the same period
of the previous year. It is worth noting that the Brazilian Association
of Credit Card Companies (Abecs)
forecasted 20% revenue growth for
the segment in 2011.
SOME ADVANTAGES
OF THE NEW SYSTEM
More safety in relation to the
integrity of the data and accounting
calculations;
Greater velocity and processing
capacity;
An increase in the availability of
the system for transactions;
PCI (Pay Card Industry) Certification: Adoption of an international
standard of information control and
security;
The possibility of developing a
reward program for the Sicredi logo
card;
More convenience for the members that use a single pin number
(credit and debit) for all transactions;
Servicing unification via Sicredi
Total Phone:
PURCHASING
With their own and supplementary purchasing networks, Sicredi has
a complete purchasing portfolio,
placing it at the same level as other
financial institution in the marketplace.
DOMICILE
The Redecard and Cielo Banking
Domiciles are available for all of Sicredi. This service allows the commercial establishments linked to the
System to centralize and receive the
sales made with the cards with a
Visa, MasterCard, and other logos.
This centralization allows the member corporations to reduce costs
and have easier cash and operational
control.
*59% OF THE SYSTEMS TOTAL TRANSACTIONS
CARD PROCESSING PLATFORM ALLOWS MORE SECURITY AND SPEED
CONVENIENCE
CONVENIENCE CHANNELS
If 2011 was dedicated to construction, 2012 will mark the implementation of a new multichannel
Sicredi platform that will bring greater convenience to the members.
Starting with corporate internet banking, whose first module
(Collection) registers 13% base
migration in 2011. Next inline are
the Payments to Suppliers pilots,
Payroll, Credit Custody and Contracting, with 100% base migration
in 2012. The main characteristics of
the new corporate internet banking
are sophistication and convenience
in regards to approvals, authorizations, and multi-account profiles.
For Individuals, internet banking
has been undergoing improvements
in several functionalities. Also, as of
2012 it will be possible for a second
account title holder to access the
account.
One of the expected 2012 highlights is the SicrediMobi technology,
a new transnational channel that
will allow balances and statements
to be checked via mobile use, and
also to pay bills and transfer funds.
For Corporations, the multichannel
Sicredi platform will be the first in
the market to offer the ability to authorize transactions via mobile. At
the same time, Sicredi Total Phone,
besides allowing balances and statements to be checked, will offer
the ability to make transfers and
payments by phone electronically,
without needing to contact the operator. The pilot project went live on
December 30th.
ATMS
2.420
SELF OWNED AND
11.500
INTERCONNECTED TO
THE BANCO 24 HORAS
NETWORK
AGENTS AND ATMS
In 2010 there will be a complete revision of certified agents, both of the
business model and the construction
of a new technological platform that
can service our members. The Sicredi ATMs will also undergo a Project
Development Plan (PDP) in order to
modernize the current platform so
they will be ready to increase the supply of products and services to take
advantage of the business potential
and integrate them to a multichannel
platform.
CERTIFIED AGENTS
2 THOUSAND
SUPPORT STATIONS
+ THAT 1.100
49
INSURANCE
(in BRL millions)
(in BRL millions)
In 2011, the Sicredi Insurance Brokerage recorded 24% premium growth
volume (versus 17% market average),
placing it in the 19th position in Brazil,
when compared to insurance companies,
with 2.1 million policies. However, revenue grew 39%, most of which is thanks
to the automotive sector.
From a value creation point of view,
the year was a time where a historical
landmark was achieved in the distribution of revenue to the credit union cooperatives: BRL 100 million, the result
of a team effort made by the Regional
Offices, the credit union cooperatives,
and the Brokerage. In the insurance field,
the strong regional presence, one of their
competitive differences, has been reaching its potential.
It starts with the establishments of
partnerships with important companies
such as Icatu, Mapfre, SulAmérica, HDI
and Chubb. Through Sicredi, these partner insurers access markets far from the
major city centers. Doing its part, Sicredi
can offer a wide range of options to their
members.
With new products and portfolio remodeling, there was 24% growth in the
production of insurance in relation to
2010, highlighting the group life insurance policies, which grew 33%. Also, a
significant contributor to the numbers
that were achieved was the System’s entry into Sports Marketing with the Sicredi Racing team, sponsored by the partner
insurers Mapfre and Icatu.
To have an idea, just during the tournament phase of the Mercedes-Benz
Grand Challenge in Santa Cruz do Sul
(RS) in June, 2011, the credit union cooperatives of the Sicredi Regional Office
South produced BRL 2.4 million in automobile insurance, BRL 656 thousand
in residential insurance, and BRL 105
thousand in individual life insurance (a
recorded 67% growth in the production
form 2010 to 2011).
The reduction in the report issuing deadline (that went from 11 days to 5 days,
on average) was one of the process improvements implanted in 2011. The expansion of the limit amount from when
it is required to have a Personal Health
Declaration (PHD) in purchasing credit
life insurance for credit or consortium
operation was also important.
The PHD is now required when the
insured current total capital per type of
insurance per CPF (Individual Taxpayer
Identification Number) is equal or greater than BRL 80 thousand. The change
brought a 70% reduction in the number
of credit life insurance policies that needed a PHD, reducing the number of
refusals. At the same time, the Personal
Health Declaration for the Sicredi Seguro
Vida Mulher (Women’s Life Insurance)
was also simplified. The questionnaire,
previously made up of several questions,
was substituted by a declaration similar
to those used in Mais em Vida (More
in Life) and Vida Mais Premiada (More
Prized Life). Thus, the purchase became
faster and there was a 50% drop in the
number of rejections.
For 2012, the expectations of for the
consolidation of products and the simplification of the quote, purchase, and
claim processes.
PREMIUM VOLUME GROWTH
WAS 24% AGAINST AN AVERAGE
OF 17% FOR THE MARKET
50
THE IMPORTANCE OF HAVING
SOMEONE YOU CAN COUNT ON
Even if meteorology keeps
improving its predictions of
natural disasters, society still
remains vulnerable to the natural phenomena. The support
of insurance against these
unexpected situations is an
assurance that losses will be
minimized. After all, the fundamental characteristic of insurance is to be an instrument
of social protection. In August,
2011, the northern part of Rio
Grande do Sul suffered the
consequences of a wind storm
that affected over 20 cities.
There were reports on lost roofs, falling trees and posts, as
well as overflowing rivers. At
that time, the Sicredi Insurance Brokerage identified the va-
rious claims there and organized a task force to service the
members that had residential
insurance quickly and efficiently and needed to use it to minimize the damages caused by
the windstorm. In total, there
were 700 claims. Surveyors
and employees of the Brokerage, the Insurer, and the credit
union cooperatives and customer service units were mobilized, working together.
For most of the claims, compensation amounts were established at the time of the
inspection, speeding up the
payment process. It is estimated that the total indemnity
amounts for these events was
over BRL 2.9 million.
22,3%
29,6%
25%
31%
3,6%
4%
4,0%
19,9%
13%
10,9%
6%
9,7%
AUTOMOBILE
AUTOMOBILE
ASSETS AND SPECIALS
ASSETS AND SPECIALS
CREDIT LIFE
CREDIT LIFE
RESIDENTIAL
RESIDENTIAL
RURAL
RURAL
GROUP LIFE
GROUP LIFE
INDIVIDUAL LIFE
INDIVIDUAL LIFE
16%
44%
51
PRODUTOS E SERVIÇOS
THE CONSORTIUM MANAGEMENT COMPANY FINISHED 2011 WITH 87,658 SHARES AND 377 GROUPS
CONSORTIUMS
THE SICREDI
CONSORTIUM
MANAGEMENT
COMPANY IS
AMONG THE 15
LARGEST IN THE
COUNTRY
52
Being the largest in the Brazilian credit union cooperative system and 13th
in the general ranking by number of
managed shares (with 190 players) is a
source of pride and a permanent commitment for the Sicredi Consortium
Management Company, which keeps
surpassing and establishing new levels
of performance. The 87,658 active
shares and the 377 groups at the end
of 2011 (49% growth in relation to
2010, surpassing the forecasted 33%)
give an idea of the results achieved in
only five years of a market presence.
One of the significant aspects during the year was the performance of
the real estate portfolio, implemented
just two years ago. There was 84.82%
growth in relation to the previous year,
party driven by the launch of new usage
options for the letter of credit for construction and remodeling, offered since
May, and for pre-construction real estate, launched in October (these options
are offered by few management companies in Brazil).
Another segment that is new is the
services consortium, where credit
amounts between BRL 5 thousand and
BRL 24 thousand are offered, which
can be used for any type of services.
Currently in the fourth place in the general rankings, The Sicredi Consortium
might reach first place in 2012.
ITINERANT ASSEMBLIES
Also significant in 2011 was the increase in itinerant assemblies that were
held, which began to have four monthly
events. Overall, there were over 10 thousand people mobilized, which resulted
in the sale of BRL 83 million in credits.
The purpose of the itinerant assemblies
is to provide the opportunity for members and non-members to actually see
a consortium assembly in person, allowing them to better understand the product and the way the selections are figured, whether by drawing or by bid, as
well as having access to the accounting
of the group, ensuring greater transparency and increased the credibility of
the business. The events also contribute
to spread the Sicredi brand and are great
opportunities to attract new consortium
members and/or sell other products.
Begun in 2007, itinerant assemblies are
possible thanks to the commitment of
the credit union cooperative teams that
organize and invite their members to
participate in the events, making this an
important business tool.
BACEN DATA (DECEMBER/2011)
13th position in the general ranking (market with 190 active players);
25th in Real Estate (segment with 79 active players);
12th in Heavy Vehicles (segment with 43 active players);
14th in Automobiles (segment with 163 active players);
4th in Motorcycles (segment with 126 active players);
4th in Services (segment with 31 active players – among financial
institutions, only the Banco do Brasil participates).
GOALS FOR DECEMBER 2012 CLOSING
INCREASE IN CREDITS
BRL 778.766.791
CREDITS IN THE PORTFOLIO
BRL 3.019.604.944
(in BRL billions)
(data from December 31, 2011)
19,35%
29,17%
AUTOMOBILES
18,84
32,21%
0,43%
MOTORCYCLES
HEAVY VEHICLES
REAL ESTATE
SERVICES
53
FUNDING – INVESTMENT PRODUCTS
The training of employees, the implementation of the Transfer Price
methodology for savings accounts,
and the focus of the credit union
cooperatives in funding products, especially during the “Força Premiada
Sicredi” promotion, resulted in an
exceptional funding performance in
2011. Time deposits grew 30.38%
when compared to 2010, resulting
in a BRL 2.07 billion increase at the
end of 2011. In savings accounts, for
a total of BRL 342 million of funding raised in 2010, there was 34%
growth, raising BRL 503 million on
funding during 2011.
Employee training using materials such as funding management
THE COLLECTION
AND PAYMENTS
DEPARTMENT
HANDLED BRL
37.7 BILLION
VERSUS BRL 28.5
BILLION IN 2010
and personal financial planning was
decisive in developing the funding.
Simultaneously, Sicredi used pricing
strategies, seeking to reduce the funding cost and provide a more diverse
portfolio growth.
The new Savings Account compensation methodology (Transfer
Price) used incentive mechanisms
that brought benefits to all the cooperatives. With the change, funding
and investment received revenue in
a balanced manner that is proportional to the business efforts. This
benefits the members that have
more resources available for credit
and more surplus to distribute to
the investors.
PRODUCT PERFORMANCE IN 2011
PORTFOLIO
BALANCE - BRL
DEC 2011
PORTFOLIO
INCREASE - BRL
2010 VS 2011
PORTFOLIO
GROWTH - %
2010 VS 2011
TERM DEPOSITS
8.890.599.035
2.071.838.967
30,38%
SAVINGS DEPOSITS
1.973.745.786
503.104.743
34,21%
582.922.832
69.356.167
13,50%
FUNDS
QUALIFIED INVESTORS
The Qualified Investor department
takes advantage of the synergies in
the distribution of special investment
products. The platform is divided in
two niches: service support done directly by the credit union cooperatives, and the relationship with qualified investors, including large clients,
institutional clients, and distributors.
By focusing on adaptation and
54
customization of the investment supply according to the needs of the
investors, the relationship with qualified investors grew around 27% in
2011, above the mean performance
of other institutions, reaching a total volume of BRL 1.6 million in
funding. It is also worth noting the
significant expansion of the client
portfolio.
30.38% GROWTH OF DEMAND DEPOSITS, IN COMPARISON TO 2010, RESULTING IN A POSITIVE BALANCE OF BRL 2.71 BILLION IN 2011
COLLECTIONS AND PAYMENTS
Judging by another year of strong
number growth, Sicredi continues its
solid commitment to also be the best
solution for accounts payable and receivable. Of the BRL 28.5 billion handled
in 2010, the figure leaped to BRL 37.7
billion in the 2011 total.
These products, besides the revenue
from charging fees, allow for the growth
of demand deposits and allow for the
leveraging of business and credit. When
considering the quantity of processed
documents, the growth was even greater, from 35.15 million in 2010 to 65.65
million in 2011. Partnership agreements
with the Treasury Department and Detran (Department of Motor Vehicles)
of Rio Grande do Sul created a doubling of the portfolio.
The agreement with the SEFA – the
Treasury Department of Paraná was
also a highlight.
COLLECTIONS AND PAYMENTS
PARTNERSHIPS
COLLECTIONS
TOTAL
30,5 MM
35,15 MI
65,65 MI
ACCUMULATED VOLUME/YEAR
12,3 BI
25,4 BI
37,7 BI
ACCUMULATED REVENUE/YEAR
34,8 MI
54,6 MM
89,4 MI
AMOUNT OF DOCUMENTS
MEMBERSHIP, CHECKING ACCOUNTS
AND SURPLUS DISTRIBUTION
The 2011-2015 Strategic Plan prioritized the improvement of Membership,
Checking Account, Capital Subscription, and Surplus Distribution processes. The review of these processes is
being planned together with the Regional Offices and Credit Union Cooperatives, seeking to increase the efficiency
and quality of the services.
One of Sicredi’s achievements in
2011 was the increase of Paid-in Capital
- BRL 1.695 billion - which represents
24% growth in relation to 2010. Another important landmark was reached
with the Surplus Distribution: Over
BRL 518 million.
55
56
The fact that Cleber Giacomelli began as an intern, steadily climbed
positions, until he became the Lourdes branch manager in Caxias do Sul
(RS), part of Sicredi Pioneira, is just one of the practical examples of a
people management policy based on offering opportunities, training, and
recognizing the employees that seek to grow within the institution. For
Cleber, this is one of the differences at Sicredi, but not the only one. A
transparent relationship routine among employees, with open channels for
exchanging ideas and offering suggestions, keeps people engaged. If these
two aspects were not enough, Cleber also highlights the strength of the
Sicredi brand in representing modern management and business practices.
After all, nothing is more up to date that applying the cooperation concept
to everything. That is what Sicredi does: It takes cooperation off of a sheet of
paper, out of the realm of theory, and places it into practice on a daily basis
for over 100 years.
CLEBER GIACOMELLI IS
A SICREDI EMPLOYEE
PEOPLE
PEOPLE WHO
COOPERATE MAKE
THINGS HAPPEN
57
PEOPLE
OWNERSHIP PRIDE
To be a member of a Sicredi credit
union cooperative is a privilege, because you are also the business owner:
The more Sicredi grows, the more results there are that can be distributed
to the members and the community.
So what can you say about the satisfaction that comes with being a Sicredi employee? It means being able to
dedicate your best for the cause of
credit union cooperatives, an economic activity that provides quality of
life for millions of people. That is
why people are, literally, Sicredi’s largest asset.
The success of the network is
100% dependant of the involvement
of people in the daily routine of a
cooperative environment, and each
employee’s desire to identify with the
cooperative cause is the life blood
that feeds Sicredi’s constant growth.
And the best part: The employees
themselves rate a high degree of satisfaction in being part of this environment, as seen in the surveys of
the Best Companies for Work For,
of Editora Abril publishing, and of
organizational climate, of the Hay
Group (see details later).
It is to meet the Sicredi strategic
objectives that, based on the capacity that the System has to develop,
one of the 2011-2015 Sicredi Strategic Planning initiatives is to meet the
need to implement a new people management model, a task that has already begun. The involvement of the
credit union cooperatives (Individual
or Regional Offices) has been fundamental in defining processes and
policies.
In 2011 there were Validation Committee meetings, a multidisciplinary
group made up of presidents, superintendents, and People Management professionals. This body works to establish
an alignment of people management
policies in the entire System.
Simultaneously, a Sponsorship Network was established. Its role is to
share the contents of the New People Management Model. The strength of consensus and cooperation
contribute to align the Sicredi People
Management Model.
EMPLOYEES HAVE A
HIGH LEVEL
OF SATISFACTION
WORKING AT SICREDI
THE LAUNCHING OF THE “PEOPLE WHO COOPERATE GROW” CAMPAIGN MOBILIZED EMPLOYEES
58
59
PEOPLE
THE SICREDI WAY
EMPLOYEE
PROFILE (IN %)
BY GENDER
MALE
44
FEMALE
56
BY AGE
29 OR LESS
57
FROM 30 TO 50
42
ABOVE 50
1
BY EDUCATIONAL LEVEL
HIGH SCHOOL
46
UNIVERSITY
40
GRADUATE DEGREE
14
The strength of the culture, the
cooperative business model, and the
systemic structure are the set of attributes that ensure Sicredi a unique
personality. This reality is revealed
with intensity, and is based on a history of over 100 years of Brazilian
credit union cooperatives – of which Sicredi was, in fact, the precursor. Attitudes such as cooperation,
empathy, kindness, and confidence,
among others, are not just characteristics, but bulwarks that sustain the
relationship and the way the members and the internal clients relate at
Sicredi.
The Sicredi Way Program was created to share the values of this environment as broadly as possible. Its
purpose is to disseminate the Sicredi
relationship model with their target
audiences, preparing employees to
act according to the values and com-
petitive differences of the institution.
And nothing works better than
practice to confirm the value of the
Sicredi way: The reports of situations
when employees go beyond the fulfillment of their tasks, showing commitment, care, and being proactive
have multiplied.
FOR YOU
An initiative that is in perfect alignment with the Sicredi Way, the For
You initiative presents policies, programs, and services that the organization offers their employees.
CODE OF CONDUCT
The Strategic Plan expects the elaboration and implementation of a
Code of Conduct for the organization in 2012, a project that has been
done in a cooperative manner and
seeks to strengthen the Sicredi Way.
BY TIME WORKING AT SICREDI
5 YEARS OR LESS
73
FROM 6 TO 10
18
FROM 11 TO 20
7
MORE THAN 20
2
60
AMONG THE BEST PLACES TO WORK
The Sicredi 2011-2015 Strategic
Plan measures the engagement level
of employees based on two indicators:
Level of engagement, reaching
the positioning in the last quartile
(P90) of the Hay Group methodology (read details later);
Be among the ten best financial
institutions to work at.
In regards to engagements, the
future outlook is even more promising. That is because even the present is reason to celebrate. In 2011,
as occurred previously in 2008, Sicredi earned its ranking among the
Best Places to Work, a respected
ranking of Exame and Você S/A
magazines. The survey primarily
considers the opinion of the collaborators regarding their work environment.
The satisfaction and pride of
working at Sicredi had already been
mentioned by the Hay Group consultancy which in 2010 coordinated
a survey about climate, answered
by 90% of the employees. Sicredi achieved excellent results, with
72% positive perception. Only 26
out of 148 companies that used the
same methodology reached the so
called 3rd quartile (between 69%
and 75%). Sicredi’s goal is to be in
the 4th quartile, along with companies with indexes equal to or higher
than 75% positive perception. Regardless, there was reason to celebrate upon verifying that 94% of
the employees are proud to work at
Sicredi, while 90% recommend the
company as a good place to work.
These are excellent results for a
System that encourages attitudes
such as cooperation, kindness, confidence, and being proactive.
COOPERATION, EMPATHY, CONFIDENCE, KINDNESS, CREDIBILITY, AND CONSTANCY ARE ATTITUDES THAT MAKE SICREDI EMPLOYEES DIFFERENT
CORPORATE EDUCATION
In a world that is reinvented every
day, largely driven by new habits created by the internet and social networks, the concept of working in
a network is growing in popularity.
In the universe of corporations that,
like Sicredi, are based on the cooperative spirit, this is not a new thing.
But it is important to remember
that an efficient management of
people can’t only be about aligning
objectives and measuring performance. It is necessary to create a
transformative work environment,
integrating employees, partners, and
clients in a network of ideas and
information. More than that: it is
necessary to mobilize people and
create new business opportunities,
cultivating a culture of development
where everyone can help find better
ways to improve the organizations
performance.
At Sicredi, the renovation of the
people management technological
platform has already begun. There is
already a plan to offer several efficient learning tools, using technologies from renowned companies in
the corporate education field.
This process is strongly based on
beliefs and values. Employees enjoy
a continuous, growing, and cumulative learning process, structures in
different development levels. After
all, a structured corporate education
system leads to integration with the
organization’s culture, responsible
self-development, and motivation to
perform work functions.
94% OF EMPLOYEES
ARE PROUD
OF SICREDI.
90% RECOMMEND
THE COMPANY AS
A PLACE TO WORK
61
62
When there is no light / he comes and turn on the sun / When there is no
rain / he wets the sheet / When there is no wind / he moves the tree / Who
is he? That I don’t know / I only know that it is God / And it starts all over
again. The verses of the poem “Milagre de Deus” (Miracle of God) are by
Gabrielle de Sousa Sales, a nine year old student at the Escola Municipal
Maria Lenira (Maria Lenira Municipal School) in Jaboti (PR). This precocious
poet wrote a book filled with poems as part of the “Producing and Learning
in the World of Imagination” project done by the 4th grade of Elementary
School, which is just one of tens of other projects that are part of “A União
Faz a Vida” (Unity Gives Life) program. The Program is Sicredi’s main social
initiative program. It had its 15th anniversary in 2011, planting ideas about
Cooperation and Citizenship, mobilizing educators, children, and adolescents,
while involving parents in countless communities all over Brazil. Brazil will
certainly be a better country thanks to people with potential like Gabrielle –
who, by the way, wants to be an attorney some day because she considers it
an important profession “because the protect people.” The words of a young
citizen that already knows what it means to cooperate.
GABRIELLE SOUSA SALES
PARTICIPATES IN THE PROGRAMA A
UNIÃO FAZ A VIDA IN JABOTI (PR)
COMMUNITY
PEOPLE WHO
COOPERATE HAVE
MORE FRIENDS
63
COMMUNITY
SOCIAL MOBILIZATION
SICREDI IS THE
FIRST BRAZILIAN
CREDIT UNION
COOPERATIVE
SYSTEM TO
HAVE A
SUSTAINABILITY
POLICY
Proximity and engagement. These words probably best summarize
how Sicredi relates to the communities where it operates, in regards to
socio-environmental responsibility
and culture.
Proximity is expressed in the diversity and simultaneousness is several actions, whether they are led
by the institution itself, or by the
strength and community presence
of 115 credit union cooperatives
spread throughout 900 cities.
But engagement can be measures
by the empathy that is generated by
Sicredi initiatives, in different target
audiences and among the 2 million
members, when they are activities that seek their development as
agents and leaders of the cooperative process (that also has a positive
impact in different communities).
It comes as no surprise then that
Sicredi was the first credit union cooperative system in Brazil to have
a Sustainability Policy, according to
the survey done by the Central Bank.
On the other hand, Sicredi has
been building its Sustainability Policy,
formally including it in the Strategic
Planning. The Sustainability Committee, that centralizes the governance
of the initiative, personally includes
the presidents of the four Sicredi
Regional Offices, which, under the
leadership of the System’s CEO, are
acting along with the other executive
managers of the Sicredi Administrative Center (SAC). This body plans to
achieve its main goal by 2014: do what
is necessary for Sicredi to be recognized as a sustainable institution.
SICREDI FOUNDATION
The Sicredi Foundation is an Oscip (Civil Society and Public Interest Organization) and, among its purposes, it promotes and spreads the credit union
cooperative concept, developing and implementing educational programs and
projects that seek to practice coopertivism, entrepreneurship, the defense and
the conservation of the environment, and the promotion of culture and sustainable development. It operates in seven different work fronts aligned with
the 2011-2015 Strategic Plan:
INFORMATION & MEMORY CENTER
PROGRAMA CRESCER
PROGRAMA PERTENCER
FUND RAISING
CULTURE
PROGRAMA A UNIÃO FAZ A VIDA
SUSTAINABILITY
COLLECTION AT THE INFORMATION AND MEMBER CENTER THAT INCLUDES OVER 7 THOUSAND ITEMS
64
65
COMM
U NU INDI AT D
YE
THE GROW PROGRAM IS ONE OF THE STEPS IN DEVELOPING THE MORE PARTICIPATIVE MEMBERS
GROW PROGRAM
IN 2011
DEVELOPMENT OF THE SOCIAL FRAMEWORK
INFORMATION & MEMORY
CENTER
51.439
REGISTERED
ASSOCIATES
41.151
TRAINED
MEMBERS
66
Its purpose is to preserve the corporate memory of Sicredi and to
be a source for the research of employees, members, and the public in
general. through the website www.
memoria.sicredi.com.br, it offers
three types of content: Memory,
Trajectory, and Library.
There are images, documents, and
texts from the system as a whole and
its credit union cooperatives, organized by branch, credit union cooperative, and Regional Office.
The Sicredi Trajectory reconstructs the past through reports,
practices, and lessons learned. In
nine issues (whose content is available on the website www.memoria.
sicredi.com.br along with some videos) gaps are filled regarding the
trajectory of Sicredi and the Brazilian credit union cooperative move-
ment, tightening the bonds with several segments of the public.
The Library, created in 2004 to
organize Sicredi’s bibliographical
collection, became an information
center with a systemic reach. The
collection has over 7 thousand items, including books, periodicals,
CDs and DVDs of the different areas that Sicredi operates, as a professional support and also for leisure.
The physical collection is located in
Porto Alegre, at the Sicredi Administrative Center (SAC). Soon, the
materials that currently are only lent
to employees will be available to all
the members.
PROGRAMA CRESCER
This Program allows members to
access information about cooperative corporations and their unique
characteristics, and allows them the
ability to assimilate and then exercise
ASSEMBLY PROCESS: IN 2011, THE NUMBER OF CREDIT UNION COOPERATIVES WITH DELEGATED VOTE INCREASES
their role as owners of a collective
enterprise (purpose of the Programa
Pertencer that follows). Its methodology is founded in concepts such
as learning goals, routes (thematic
associations) and evaluation (collective recognition and self-evaluation
), all the while, it is permeated by andragogy, which studies and defines
the best ways for adults to learn.
The content and the thematic activities use different support material and technology. The Program is
structured along three routes, all of
which address different aspects of
credit union cooperatives and have
their own specific didactic material:
Route 1: Contributing to collective
knowledge.
Route 2: Sharing decisions and results.
Path 3: Managing and inspecting
the enterprise.
PROGRAMA PERTENCER
Its purpose is to improve the participation process of members in
the management and development
of credit union cooperatives that
are part of Sicredi. The Programa
Pertencer begins with the presupposition that it is not enough for members to be business owners: They
must act as such, participating effectively in the corporate reality.
Guided by the Coopertivism Law
(5.764/71, article 42), the members
are organized and participate in nuclei
where there are debates and deliberations about the issues that interest the
cooperative as a whole. Together, the
members choose their representatives, called nucleus coordinators.
Each coordinator has a representative vote and is responsible to take
the decisions of the members of his
nucleus regarding the management
and development of the cooperative
to the general assembly. This system
is called the Assembly Process. In
2011, the number of cooperatives
with a delegated vote increased, representing the involvement of over
190 thousand members.
67
COMMUNITY
STEPS OF THE ASSEMBLY PROCESS
NUMBER OF MEMBERS
2011
2010
2009
PRE-ASSEMBLIES
98.100
145.162
147.162
GENERAL ASSEMBLY
19.744
29.555
32.092
NUCLEUS ASSEMBLY
72.613
10.048
0
3.930
620
0
194.387
185.385
179.628
GENERAL ASSEMBLY WITH DELEGATED VOTE
TOTAL
POUPEDI
CARAVAN
VISITED 36
CITIES IN 2011
A difference of the Assembly Process is the biometric access (through
fingerprints) to the assemblies, ensuring more legitimacy and transparency.
FUND RAISING
The Sicredi Foundation raises funds through donations, tax incentives
and/or expenditures, subsidized official programs, sponsorship of governmental and non governmental agencies both foreign and domestic, for
fixed investments or the maintenance of projects, programs, and other
Foundation activities, that maintains
an internal fund raising policy and
hold member mobilization campaigns for donations, especially for
the Municipal Funds for the Right of
Children and Adolescents (FMDCA)
and the Rouanet Law. In 2011, the
Sicredi Foundation raised over BRL
1.2 million.
CULTURE
(number of members)
Besides the maintenance of the
Information & Memory Center, the
Sicredi Foundation acts as the organizer of several cultural projects,
such as the “Caravana dos Poupedis.”
Encouraging and proposing new cooperation ideals is the purpose of the
project that began in 2011, visiting 36
cities. It is a traveling circus touring
Brazil with a children’s play that encourages cooperation, respect for the
individual, the importance of saving
and of avoiding consumerism. Overall, 26.9 thousand children have watched the show in Rio Grande do Sul,
Paraná and São Paulo. In 2012 the caravan will be in Mato Grosso do Sul,
Goiás and Tocantins.
With the support of the Ministry
of Culture, using the Rouanet Law,
the Sicredi Foundation will seek funding for two other plays in 2012:
Rir e Poupar é só començar: geared toward an adult audience, it seeks
to use humor, encourage savings and
smart consumption, and to emphasize the importance of financial planning and the risks of consumerism.
It will travel to 50 cities for a total of
100 presentations.
Zum, zum, zum, poupa mais um:
geared toward a child audience, it seeks to share the values of cooperation
and solidarity, the role of children in
the family structure, and reinforce
respect for you fellow humans. The
lead roles are two siblings (the girl is
confined to a wheelchair) and a bee.
The play emphasizes the importance
of showing solidarity and to respect
the unique needs of every person. It
will travel to 100 cities for a total of
200 presentations.
A PLAY THAT TEACHES TO SAVE WILL VISIT MORE CITIES IN 2012
68
69
COMMUNITY
PROGRAMA
A UNIÃO FAZ A
VIDA EM 2011
155
CITIES
158.472
STUDENTS
1.048
SCHOOLS
17.868
EDUCATORS
SOCIO-ENVIRONMENTAL RESPONSIBILITY
A UNIÃO FAZ A VIDA
Considered Sicredi’s main social
responsibility program, the Programa A União Faz a Vida has been
operational for 16 years. Its purpose
is to develop citizens that are able to
make collective enterprises
Based on the principles of Cooperation and Citizenship, it contributes to the full education of children and adolescents, on a national
scale, through cooperative education
practices. The program is based on
a active commitment network where managers, partners, pedagogical
assistants, and supporters strive toward the same objective and walk
in the same direction. The activities
stage is classrooms, schools (over a
thousand) and their surroundings
(distributed in over one hundred
cities), and the actors are children
and adolescents (over 158 thousand), educators (over 17 thousand)
and the school community, among
others, such as state and city Education Departments that attest the
credibility of the initiative.
The main practices of the Programa
A União Faz a Vida methodology are:
- Investigative expedition
- Working of projects
- Learning communities
- Curriculum involvement
- Assembly process
SURVEY ABOUT PRINCIPLES
The Programa A União Faz a Vida
did a scientific survey in partnership
with the Fundação Carlos Chagas
(Carlos Chagas Foundation). Using
questionnaires (applied in August
2010), the survey sought to observe
the relationship that children (elementary school students from 4rd
to 5th grade), youth (students from
6th grade through High School) and
educators maintain with the principles of cooperation and citizenship,
presented along five dimensions:
- dialogue
- solidarity
70
- diversity
- justice
- entrepreneurship
22,886 students and 1,116 teachers
were interviewed in 142 cities in Rio
Grande do Sul, Santa Catarina, Paraná and Mato Grosso. It is an important issue to analyze and discuss,
because with the information, the cities can design strategies to develop
more cooperative citizens. In mid
February 2011 the regional events
began. The data were also shared
with the state Education Secretaries.
SUSTAINABILITY
Sicredi’s vision, aligned with its
values and mission, leave no room
to question the organization’s commitment to sustainability: “To be
recognized by society as a cooperative financial institution that is committed to the social and economic
development of our members and
the community, with the sustainable
growth of our cooperatives, all integrated into a solid and effective system.” That is how the Sustainability
Policy was elaborated and validated
in 2011. Naturally, since Sicredi is an
institution linked to the cooperative
principles, from the beginning the
governance structure of the policy
was defined, that has as its main benchmark the Sustainability Committee.
The Sustainability Committee will
have a wide scope, including in its
stakeholder definition members,
directors, managers, collaborators,
partners/suppliers, and society. During 2012 there are plans for feasibility studies, internal public training,
and the communication of sustainability actions already in place at
Sicredi.
The expected deliveries to be made
by the committee include issues such
as transparency and simple language
(sustainable products and services),
eco-efficiency (sustainable processes) and sustainability education
programs (people for sustainability).
HUNDREDS OF PROJECTS OF THE UNITY GIVES LIFE PROGRAM MOBILIZE CHILDREN AND ADOLESCENTS IN TEN STATES
METHODOLOGY OF THE PROGRAMA A UNIÃO FAZ A VIDA
Cooperation and citizenship
SEE
ASK
WHAT IS
KNOWS?
OBSERVAR
EXPERIMENT
RECOGNIZE THE
COMMUNITY
WHAT DO
YOU KNOW?
WHAT DO YOU
WANT TO KNOW?
WHERE AND HOW
TO SEEK
LEARNING
COMMUNITY
CURRICULUM
LEARN FORM
OTHERS, IN LIFE,
WITH THE WORLD
SCHOOL
LEARNING
APRENDIZAGENS
DIÁLOGO
PROJECTS
SURVEY
ABOUT VALUES
INCLUDED 22,866
STUDENTS AND
1,116 TEACHERS
Corporate citizen
71
COMMUNITY
CREDIT UNION
COOPERATIVE
CONTRIBUTIONS
R$ 1,4
MILLION
TO THE PROGRAMA
A UNIÃO FAZ A VIDA
R$ 3,3
MILLION
IN SUPPORT OF
SOCIAL RESPONSIBILITY
ACTIVITIES
R$ 154,6
THOUSAND
RAISED THROUGH
MUNICIPAL FUNDS
FOR THE RIGHTS
OF CHILDREN AND
ADOLESCENTS
AND THE
ROUANET LAW
72
LOCAL ACTIONS
Besides the coordinated actions
of the Foundation, the Sicredi credit
union cooperatives developed their
own initiatives in the communities
they operate.
In 2011, the credit union cooperatives invested over BRL 1,486,134.71
to the Programa A União Faz a Vida.
And the support for social responsibility actions in the communities,
with or without matching funds, reached BRL 3,374,938.84.
Simultaneously, BRL 154.681.77
was raised through Municipal Funds for the Rights of Children and
Adolescents and the Rouanet Law.
Agribusiness, culture, education, entrepreneurship, sports, and the environment are the main areas that received the support of the credit union
cooperatives. In regards to culture,
there were noted plays, choirs, and
musical performances. And among
activities developed by the credit
union cooperatives that focused on
the environment, most involved residue separation, using more energy
efficient light bulbs, and recycling.
“GREEN” BUILDING
The Sicredi Administrative Center (SAC) uses several best environmental practices. Check out the main
ones:
Selective collection: This initiative, to preserve nature and its resources, is also returned as a financial benefit for the Condominium.
Through this activity, the costs with
the City department of Urban Cleaning (DMLU) are reimbursed upon
removal of organic trash, as well as
the destruction and recycling of paper gathered by an outsourced company.
Organic residue compost: Composting promotes the decomposition of residues by microorganisms,
saving environmental and economic
costs for transportation and disposal
of these residues in a landfill.
In the compost location the gardening pruning, and coffee and yerba-mate grout is mixed – the later col-
lected by special waste bins in the
kitchens. After a period of weathering, this supplies fertilizer used in
the SAC gardens.
Disposal of fluorescent lamps:
Since they contain mercury, fluorescent lamps may not be discarded in
the conventional fashion.
Using the company Brasil Recicle,
all the unused fluorescent lamps at
the Administrative Center are decontaminated and disposed of correctly.
A dry process is used, without releasing liquids that contaminate the
environment.
Battery collectors: There are two
collection receptacles installed for
the collection of batteries. Made of
highly toxic heavy metals that are
not biodegradable, they are forwarded to the correct disposal location.
Rain water: The SAC has a system of water collection, supply and
delivery that supplies the irrigation
system without needing treated water. A buried cistern, with a capacity
of 60 thousand liters, is filled by the
rain water collected on the roof and
supplemented by water from the artesian well.
Toilets and urinals: Only uses water from the artesian well.
Faucets: All the restroom faucets
on one of the building towers were
substituted with equipment that shuts
off automatically, avoiding waste.
E nergy costs and care: The air-conditioning equipment is turned
off around 6:00p.m. by the Automatic Building System, and at the same
time the receptionists are instructed
to only leave on the lighting necessary for cleaning after this time. The
underground lighting is reduced after 10:00p.m. and on the weekends,
and the external illumination has
one setting until 8:00p.m. and another until 12:00a.m., and yet another
the rest of the evening.
Cleaning and hygiene materials:
All the cleaning and hygiene materials
are supplied by a company that is certified by FSC and is first place on the
Dow Jones Sustainability Index for
three consecutive years.
GREEN SPACES ARE VALUED AT THE HEADQUARTERS OF THE BANCO COOPERATIVO SICREDI S.A.
THE SICREDI
ADMINISTRATIVE
CENTER USES
SEVERAL BEST
ENVIRONMENTAL
PRACTICES
73
S I C R E D I
A N N U A L
R E P O R T
COORDINATION: OFFICE OF COMMUNICATION AND MARKETING OF THE BANCO COOPERATIVO SICREDI S.A. - INSTITUTIONAL MANAGEMENT COMMUNICATION
EXECUTION: ALMA DA PALAVRA – COMUNICAÇÃO ESSENCIAL
TEXT AND EDITING: RICARDO BUENO
PRODUCTION: FERNANDA PACHECO
GRAPHICS AND ART DIRECTION: LUCIANE TRINDADE
PHOTOGRAPHY: ITA KIRSCH FOTOGRAFIAS, MATHIAS CRAMER, IMAGE BANK AND ARCHIVE
TRANSLATION: TRADUZCA
SICREDI CALL CENTER: 0800 724 7220 – HEARING AND SPEAKING IMPAIRED SERVICE: 0800 724 0525 – SICREDI OMBUDSMAN: 0800 646 2519
SICREDI.COM.BR
74
75

people - Sicredi

Transcription

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